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1222	dbpedia	2	29	https://alphastreet.com/india/ruling-the-biscuits-markets-in-india-ft-britannia-a-primer-on-the-stock/	en	Ruling the Biscuits Markets in India Ft Britannia- A primer on the stock	https://alphastreet.com/…ck-868668932.jpg	https://alphastreet.com/…ck-868668932.jpg	[ "https://alphastreet.com/india/wp-content/uploads/2023/06/WP-AI-Logo.svg", "https://lh6.googleusercontent.com/IScYCHg_wWAxTPSCd7FwPflcdfHI_ztkt8lngxWvLjh4TWT4Xvg1bFJDrzkVK7u5epeaQ5ueWgnWgpiZ8DBUARPpQsp0XCDAKIa_5vQSEFYe95ds7z_6WBVsP3fYpT2ip955XJqT4RCmNi0JK0h3Lqg", "https://lh6.googleusercontent.com/IScYCHg_wWAxT...	[]	[]	[ "biscuits", "bread", "dairy", "analysis", "consumer", "research summary" ]	null	[ "Chirag Gupta", "https://alphastreet.com/india/author/chirag_gupta/#author", "Staff Correspondent" ]	2023-09-21T13:17:43-04:00	We come out of a very successful financial year that witnessed economic recovery amidst unprecedented inflationary conditions. As market leaders, we led pricing actions to offset inflation & maintain profitability. However, in this quarter, commodity prices marginally softened & hence, the local competition intensified. In view of that situation, certain price corrections were initiated to	en	https://i2.wp.com/alphas…it=32%2C32&ssl=1	AlphaStreet	https://alphastreet.com/india/ruling-the-biscuits-markets-in-india-ft-britannia-a-primer-on-the-stock/	We come out of a very successful financial year that witnessed economic recovery amidst unprecedented inflationary conditions. As market leaders, we led pricing actions to offset inflation & maintain profitability. However, in this quarter, commodity prices marginally softened & hence, the local competition intensified. In view of that situation, certain price corrections were initiated to remain competitive & continue to drive topline while maintaining profitability Mr Varun Berry, CEO Stock data Price Performance: Company description: Britannia Industries Limited is one of India’s leading food companies with a rich heritage dating back to 1892. Headquartered in Kolkata, India, Britannia is known for its diverse range of food products, including biscuits, bread, cakes, dairy products, and more. The company has a strong presence in India and exports its products to over 60 countries. Business Segments: The company operates in 4 business verticals: Biscuits: Britannia’s biscuits segment is the core of its business. It offers a wide variety of biscuits, including popular brands like Good Day, Marie Gold, and Tiger biscuits. The segment contributes significantly to the company’s revenue. Dairy Products: The company sells Cheese, Beverages, Milk and Yoghurt under this division and the dairy products directly reach 100,000 outlets. The segment witnessed the highest growth especially in the cheese products which grew 300% during the year and the company is planning to start 5 new facilities. And to expand its Orissa plant it will improve its back end facilities by procuring 25000 Litre/day from 1000 farmers in Maharashtra. Bread and Bakery Products: The company is one of the largest players in the organized bread market with an annual turnover of over 1 lac tons in volume and Rs.450 crores in value. The business operates with 13 factories and 4 franchisees selling close to 1 Mn loaves daily across more than 100 cities and towns of India. The company is working on developing differentiated products like Atta pizza, cheese bread etc. Snacks and Cakes: Overview: Britannia manufactures a variety of snacks and cakes, including its popular brand, Cake Bar. These products are part of the company’s strategy to diversify its product portfolio. Business Model: Britannia Industries operates on a business model focused on quality, innovation, and market expansion. Key aspects of its business model include: Product Innovation: Britannia continually innovates its product offerings to meet changing consumer preferences. It launches new products and variants to stay competitive in the market. Market Expansion: The company has a vast distribution network that extends to urban and rural areas, ensuring that its products reach a wide customer base across India and internationally. Quality Assurance: Britannia maintains strict quality control standards to deliver safe and high-quality food products to consumers. Sustainability: Britannia emphasizes sustainable practices in its operations, including responsible sourcing of raw materials and reducing its environmental footprint. Distribution Network: The company has a PAN India presence and the products are available in more than 5 Million retail stores across India and the products reach over 50% of the Indian homes. Global Footprint: The company derives 5.5% of the revenue from the global Markets and exports the products to 80 countries and has manufacturing units at UAE and Oman. It is also the number 2 biscuit player in UAE with a strong contention to leadership and has a similarly strong market position in the other GCC countries. Recently, the company has also started a greenfield manufacturing plant in Nepal Capex: Britannia plans a Capex of Rs 400-450 Cr in FY24 towards the brownfield expansion in Ranjangaon (Dairy), Orissa and Greenfield facility in Bihar. Moreover, it has commercialized 5 new additional lines each in Barabanki (UP) and Tirunelveli (TN) during Q1FY24. 80:20 Growth Strategy: The company performed well during the covid crisis by following the 80:20 rule, that is the company focused on 20% of the brands like Marie Gold, Good Day, Milk Bikis & Nutri Choice, which contributes 80% of the companies revenue, were put on priority list which enabled the company to streamline its productivity and increase the efficiency of the production. Litigations: The company has filed two cases against its rival ITC in the Delhi High court for alleged infringement of its product packaging trademark by using similar design for ITC’s new biscuit ‘’Sunfeast Veda Digestive’’. Britannia has also filed a case against Future consumer. The company has also filed a case against Future consumer for the usage of the name of ‘Good time’ as it sounds similar to Britannia’s iconic ‘Good Day’ brand. Tussle over Ownership: The company was started in the year 1892 while the initial promoters remain unknown yet and the name Britannia was given after 26 years of its inception by the London Investor C H Holmes and the company has 7 owners before resting in the hands of the Wadia Group. Financials: What we like: Part of the prestigious Wadia group: Britannia Industries belongs to the Wadia Group, a reputed Indian Business house who has presence in wide range of business segments like Airlines (Go Air), Realty ( Bombay Realty), Textiles ( Bombay Dyeing) and Plantations and other business (Bombay Burmah trading Corporation which is also the Ultimate holding company of Britannia Industries) Market Leader in the Biscuit segment: Britannia is one of leading players in the business segment with leading market share in the Indian biscuit segment. The company has a wide range of Biscuits portfolio across various categories like glucose, Marie, cookies, crackers, cream, milk, and health. The company sells the products under various Iconic brands like Good Day, Tiger, Marie, Nutrichoice and Milk Bikis and many more. Limited impact of local competition: Management stated that the competition from local players has increased, as input costs eased. However, we believe that the company is well placed to face such challenges. It has already lowered prices of a few products and plans to drive the growth through volumes in coming quarters. Thus, we expect the impact of increasing competition in the market will be limited on the company’s earnings. Positive outlook: We expect Britannia to deliver market-leading growth from here on as Raw material prices, while still firm, have or will stabilize at the current levels. Rural continues to remain stronger for Britannia (due to the company’s robust distribution expansion strategy in these regions) while other FMCG companies continue to struggle in this sector. Furthermore, the rural revival is expected to recover the overall FMCG sector in FY24, which will be supported by higher government spending and increased urban remittances. BRIT’s own initiatives such as robust portfolio planning through NPD in core and adjacencies along with its continued focus on increasing direct reach, rural penetration, and a share of in-house manufacturing would help it improve its overall efficiency moving ahead. We believe that this will make BRIT stronger in the longer run Factors to consider: The food industry is highly competitive, with numerous domestic and international players, which can affect pricing and market share. The company’s profitability can be impacted by fluctuations in the prices of key raw materials, such as wheat and dairy products. The food industry is subject to regulatory changes and quality standards, which can affect production processes and costs. Conclusion: Britannia Industries Limited is a prominent player in the Indian food industry, known for its strong brand presence and diversified product portfolio. While it benefits from market leadership and a growing dairy segment, it operates in a competitive environment with challenges related to competition and raw material price volatility. Investors should carefully assess the company’s performance and industry dynamics before considering it as a potential investment. Staying informed about Britannia’s strategies and market trends is essential for making well-informed investment decisions.
1222	dbpedia	1	85	https://www.ibef.org/industry/agriculture-india/showcase/britannia-industries-ltd	en	Britannia Industries Ltd	https://www.ibef.org/ass…ges/loginImg.jpg		[ "https://www.ibef.org/assets/images/swatch-bharat.png", "https://www.ibef.org/assets/images/digital-india.png", "https://www.ibef.org/assets/images/gem.png", "https://www.ibef.org/assets/images/india-govt.png", "https://www.ibef.org/assets/images/footer-logo.png", "https://www.ibef.org/assets/images/gover...	[]	[]	[ "" ]	null	[]	null	Britania Industries Ltd: Britannia is one of the leading food companies India and has a legacy of more than 100 years. Today it is among the most trusted food brands in India.	en	https://www.ibef.org/assets/images/ibefavicon.ico	India Brand Equity Foundation	https://www.ibef.org/industry/agriculture-india/showcase/britannia-industries-ltd	In December 2023, Bihar Chief Minister Mr. Nitish Kumar inaugurated a unit of Britannia Industries in Patna. In June 2023, Britannia Bel Foods Private Limited, a joint venture between Britannia Industries Ltd and French company Bel Groupe, unveiled the new brand identity of their co-branded product range ‘Britannia the Laughing Cow’. The new identity has been announced through a digital video campaign (DVC). In April 2023, Britannia Marie Gold My Startup initiative announced the top ten winners of its 4th Season and awarded them US$ 12,070.53 (Rs. 10 lakh) each to jump-start their business ventures. In March 2023, Britannia Croissant business crossed Rs. 100 crore revenue milestone in fiscal year 2022-23. Britannia is the first organised company in India to introduce millet bread into the fast-moving consumer goods industry in April 2023. This effort is in line with the national government's goal of promoting millet and providing a nutrient-dense diet to Indians. In January 2023, Britannia Industries has partnered with Google to establish 'Britannia Marie Gold My Startup Season 4′, an effort to encourage homemakers to start their own small enterprises. The contest is aimed at providing a platform for women to showcase their business ideas and get a chance to win Rs 10 lakh to start their dream ventures. In December 2022, Britannia Industries has announced a joint venture with French cheesemaker Bel Group, as it aims to scale up its packaged cheese business by 5 times to about US$ 152.9 million (Rs. 1,250 crore) over the next five years. In this joint venture, Britannia Industries will hold 51% stake while Bel Group will hold 49%. Net Sales at Rs 4,196.80 crore in December 2022 up 17.39% from Rs. 3,574.98 crore in December 2021.Quarterly Net Profit at Rs. 932.39 crore in December 2022 up 151.2% from Rs. 371.18 crore in December 2021.
1222	dbpedia	3	73	https://whc.unesco.org/en/list/%26search%3D%26description%3D1%26type%3Dcultural%26	en	World Heritage List	https://whc.unesco.org/document/128912/t=3by2sm		[ "https://whc.unesco.org/assets/images/logo.svg", "https://whc.unesco.org/document/128912/t=3by2sm", "https://whc.unesco.org/document/190295/t=3by2sm", "https://whc.unesco.org/document/128241/t=3by2sm", "https://whc.unesco.org/document/190344/t=3by2sm", "https://whc.unesco.org/assets/images/logo.svg", "h...	[]	[]	[ "UNESCO", "World Heritage", "Heritage", "Patrimoine", "Patrimoine mondial", "Convention", "1972" ]	null	[ "UNESCO World Heritage Centre" ]	null	UNESCO World Heritage Centre	en	https://whc.unesco.org/favicon.ico	UNESCO World Heritage Centre	null	Flemish Béguinages The Béguines were women who dedicated their lives to God without retiring from the world. In the 13th century they founded the béguinages , enclosed communities designed to meet their spiritual and material needs. The Flemish béguinages are architectural ensembles composed of houses, churches, ancillary buildings and green spaces, with a layout of either urban or rural origin and built in styles specific to the Flemish cultural region. They are a fascinating reminder of the tradition of the Béguines that developed in north-western Europe in the Middle Ages. La Grand-Place, Brussels La Grand-Place in Brussels is a remarkably homogeneous body of public and private buildings, dating mainly from the late 17th century. The architecture provides a vivid illustration of the level of social and cultural life of the period in this important political and commercial centre. The Four Lifts on the Canal du Centre and their Environs, La Louvière and Le Roeulx (Hainaut) The four hydraulic boat-lifts on this short stretch of the historic Canal du Centre are industrial monuments of the highest quality. Together with the canal itself and its associated structures, they constitute a remarkably well-preserved and complete example of a late-19th-century industrial landscape. Of the eight hydraulic boat-lifts built at the end of the 19th and beginning of the 20th century, the only ones in the world which still exist in their original working condition are these four lifts on the Canal du Centre. Belfries of Belgium and France * 1 Twenty-three belfries in the north of France and the belfry of Gembloux in Belgium were inscribed in 2005, as an extension to the 32 Belgian belfries inscribed in 1999 as Belfries of Flanders and Wallonia. Built between the 11th and 17th centuries, they showcase the Roman, Gothic, Renaissance and Baroque styles of architecture. They are highly significant tokens of the winning of civil liberties. While Italian, German and English towns mainly opted to build town halls, in part of north-western Europe, greater emphasis was placed on building belfries. Compared with the keep (symbol of the seigneurs) and the bell-tower (symbol of the Church), the belfry, the third tower in the urban landscape, symbolizes the power of the aldermen. Over the centuries, they came to represent the influence and wealth of the towns. Historic Centre of Brugge Brugge is an outstanding example of a medieval historic settlement, which has maintained its historic fabric as this has evolved over the centuries, and where original Gothic constructions form part of the town's identity. As one of the commercial and cultural capitals of Europe, Brugge developed cultural links to different parts of the world. It is closely associated with the school of Flemish Primitive painting. Major Town Houses of the Architect Victor Horta (Brussels) The four major town houses - Hôtel Tassel, Hôtel Solvay, Hôtel van Eetvelde, and Maison & Atelier Horta - located in Brussels and designed by the architect Victor Horta, one of the earliest initiators of Art Nouveau, are some of the most remarkable pioneering works of architecture of the end of the 19th century. The stylistic revolution represented by these works is characterised by their open plan, the diffusion of light, and the brilliant joining of the curved lines of decoration with the structure of the building. Neolithic Flint Mines at Spiennes (Mons) The Neolithic flint mines at Spiennes, covering more than 100 ha, are the largest and earliest concentration of ancient mines in Europe. They are also remarkable for the diversity of technological solutions used for extraction and for the fact that they are directly linked to a settlement of the same period. Notre-Dame Cathedral in Tournai The Cathedral of Notre-Dame in Tournai was built in the first half of the 12th century. It is especially distinguished by a Romanesque nave of extraordinary dimensions, a wealth of sculpture on its capitals and a transept topped by five towers, all precursors of the Gothic style. The choir, rebuilt in the 13th century, is in the pure Gothic style. Plantin-Moretus House-Workshops-Museum Complex The Plantin-Moretus Museum is a printing plant and publishing house dating from the Renaissance and Baroque periods. Situated in Antwerp, one of the three leading cities of early European printing along with Paris and Venice, it is associated with the history of the invention and spread of typography. Its name refers to the greatest printer-publisher of the second half of the 16th century: Christophe Plantin (c. 1520–89). The monument is of outstanding architectural value. It contains exhaustive evidence of the life and work of what was the most prolific printing and publishing house in Europe in the late 16th century. The building of the company, which remained in activity until 1867, contains a large collection of old printing equipment, an extensive library, invaluable archives and works of art, among them a painting by Rubens. Stoclet House When banker and art collector Adolphe Stoclet commissioned this house from one of the leading architects of the Vienna Secession movement, Josef Hoffmann, in 1905, he imposed neither aesthetic nor financial restrictions on the project. The house and garden were completed in 1911 and their austere geometry marked a turning point in Art Nouveau, foreshadowing Art Deco and the Modern Movement in architecture. Stoclet House is one of the most accomplished and homogenous buildings of the Vienna Secession, and features works by Koloman Moser and Gustav Klimt, embodying the aspiration of creating a ‘total work of art' (Gesamtkunstwerk). Bearing testimony to artistic renewal in European architecture, the house retains a high level of integrity, both externally and internally as it retains most of its original fixtures and furnishings. Major Mining Sites of Wallonia The four sites of the property form a strip 170 km long by 3–15 km wide, crossing Belgium from east to west, consisting of the best-preserved 19th- and 20th-century coal-mining sites of the country. It features examples of the utopian architecture from the early periods of the industrial era in Europe within a highly integrated, industrial and urban ensemble, notably the Grand-Hornu colliery and workers’ city designed by Bruno Renard in the first half of the 19th century. Bois-du-Luc includes numerous buildings erected from 1838 to 1909 and one of Europe’s oldest collieries dating back to the late 17th century. While Wallonia had hundreds of collieries, most have lost their infrastructure, while the four components of the listed site retain a high measure of integrity. The Architectural Work of Le Corbusier, an Outstanding Contribution to the Modern Movement * Chosen from the work of Le Corbusier, the 17 sites comprising this transnational serial property are spread over seven countries and are a testimonial to the invention of a new architectural language that made a break with the past. They were built over a period of a half-century, in the course of what Le Corbusier described as “patient research”. The Complexe du Capitole in Chandigarh (India), the National Museum of Western Art, Tokyo (Japan), the House of Dr Curutchet in La Plata (Argentina) and the Unité d’habitation in Marseille (France) reflect the solutions that the Modern Movement sought to apply during the 20th century to the challenges of inventing new architectural techniques to respond to the needs of society. These masterpieces of creative genius also attest to the internationalization of architectural practice across the planet. Colonies of Benevolence * The transnational serial property is an Enlightenment experiment in social reform. These cultural landscapes demonstrate an innovative, highly influential 19th-century model of pauper relief and of settler colonialism, which today is known as an agricultural domestic colony. The property encompasses four Colonies of Benevolence in three component parts: Frederiksoord-Wilhelminaoord and Veenhuizen in the Netherlands, and Wortel in Belgium. Together they bear witness to a 19th century experiment in social reform, an effort to alleviate urban poverty by establishing agricultural colonies in remote locations. Established in 1818, Frederiksoord (the Netherlands) is the earliest of these Colonies and home to the original headquarters of the Society of Benevolence, an association which aimed to reduce poverty at the national level. The other component parts were constructed between 1820 and 1823. In Frederiksoord-Wilhelminaoord, small farms along planted avenues were built for families and this Colony was referred to as ‘free’. Wortel is a hybrid Colony, first built for families and called ‘free’, later inhabited by beggars and vagrants and catalogued as ‘unfree’. In Veenhuizen large dormitory structures and larger centralized farms along planted avenues were built for orphans, beggars and vagrants that worked under the supervision of guards. This colony was called ‘unfree’. Each component part has a distinctive spatial character, connected to the target group for which it was built, and a specific organization of the work, with either family farms or institutions with working farms for groups of individuals. The Colonies were designed as panoptic settlements along orthogonal lines. They feature residential buildings, farm houses, churches and other communal facilities. At their peak in the mid-19th century, over 11,000 people lived in such Colonies in the Netherlands. In Belgium their number peaked at 6,000 in 1910. The Great Spa Towns of Europe * This transnational serial property comprises eleven spa towns, located in seven European countries: Baden bei Wien (Austria); Spa (Belgium); Františkovy Lázně; Karlovy Vary; Mariánské Lázně (Czechia); Vichy (France); Bad Ems; Baden-Baden; Bad Kissingen (Germany); Montecatini Terme (Italy); and City of Bath (United Kingdom). All of these towns developed around natural mineral water springs. They bear witness to the international European spa culture that developed from the early 18th century to the 1930s, leading to the emergence of grand international resorts that impacted urban typology around ensembles of spa buildings such as baths, kurhaus and kursaal (buildings and rooms dedicated to therapy), pump rooms, drinking halls, colonnades and galleries designed to harness the natural mineral water resources and to allow their practical use for bathing and drinking. Related facilities include gardens, assembly rooms, casinos, theatres, hotels and villas, as well as spa-specific support infrastructure. These ensembles are all integrated into an overall urban context that includes a carefully managed recreational and therapeutic environment in a picturesque landscape. Together, these sites embody the significant interchange of human values and developments in medicine, science and balneology. Funerary and memory sites of the First World War (Western Front) * All along the Western Front of the First World War, which stretched for some 700 km from the North Sea to the Franco-Swiss border, a series of 139 funerary and memorial sites bear witness to the common desire of the various parties involved in the conflict to honour their children who fell in battle. This objective takes the form of individual graves and/or memorials listing the names of the missing. Places dedicated to meditation, remembrance and tributes are specially created. Beyond the diversity in size, location and design, there is a clear desire to create spaces that are worthy of the sacrifice made. This is reflected in the choice of noble materials, as well as in calls for renowned architects, botanists, landscape architects and artists to design sites of exceptional architectural, artistic and landscape quality. These sites are visited daily by pilgrims, individual visitors, official delegations, school groups, local community representatives and descendants. They bear witness to funerary and memorial practices that are still relevant today, as remains discovered by chance or during archaeological excavations are still buried there with all honours. These commemorative sites represent a heritage that almost literally belongs to the whole world, spreading a message of reconciliation that is still very topical. Imperial Palaces of the Ming and Qing Dynasties in Beijing and Shenyang Seat of supreme power for over five centuries (1416-1911), the Forbidden City in Beijing, with its landscaped gardens and many buildings (whose nearly 10,000 rooms contain furniture and works of art), constitutes a priceless testimony to Chinese civilization during the Ming and Qing dynasties. The Imperial Palace of the Qing Dynasty in Shenyang consists of 114 buildings constructed between 1625–26 and 1783. It contains an important library and testifies to the foundation of the last dynasty that ruled China, before it expanded its power to the centre of the country and moved the capital to Beijing. This palace then became auxiliary to the Imperial Palace in Beijing. This remarkable architectural edifice offers important historical testimony to the history of the Qing Dynasty and to the cultural traditions of the Manchu and other tribes in the north of China. Mausoleum of the First Qin Emperor No doubt thousands of statues still remain to be unearthed at this archaeological site, which was not discovered until 1974. Qin (d. 210 B.C.), the first unifier of China, is buried, surrounded by the famous terracotta warriors, at the centre of a complex designed to mirror the urban plan of the capital, Xianyan. The small figures are all different; with their horses, chariots and weapons, they are masterpieces of realism and also of great historical interest. Mogao Caves Situated at a strategic point along the Silk Route, at the crossroads of trade as well as religious, cultural and intellectual influences, the 492 cells and cave sanctuaries in Mogao are famous for their statues and wall paintings, spanning 1,000 years of Buddhist art. Peking Man Site at Zhoukoudian Scientific work at the site, which lies 42 km south-west of Beijing, is still underway. So far, it has led to the discovery of the remains of Sinanthropus pekinensis, who lived in the Middle Pleistocene, along with various objects, and remains of Homo sapiens sapiens dating as far back as 18,000–11,000 B.C. The site is not only an exceptional reminder of the prehistorical human societies of the Asian continent, but also illustrates the process of evolution. The Great Wall In c. 220 B.C., under Qin Shi Huang, sections of earlier fortifications were joined together to form a united defence system against invasions from the north. Construction continued up to the Ming dynasty (1368–1644), when the Great Wall became the world's largest military structure. Its historic and strategic importance is matched only by its architectural significance. Ancient Building Complex in the Wudang Mountains The palaces and temples which form the nucleus of this group of secular and religious buildings exemplify the architectural and artistic achievements of China's Yuan, Ming and Qing dynasties. Situated in the scenic valleys and on the slopes of the Wudang mountains in Hubei Province, the site, which was built as an organized complex during the Ming dynasty (14th–17th centuries), contains Taoist buildings from as early as the 7th century. It represents the highest standards of Chinese art and architecture over a period of nearly 1,000 years. Historic Ensemble of the Potala Palace, Lhasa 2 The Potala Palace, winter palace of the Dalai Lama since the 7th century, symbolizes Tibetan Buddhism and its central role in the traditional administration of Tibet. The complex, comprising the White and Red Palaces with their ancillary buildings, is built on Red Mountain in the centre of Lhasa Valley, at an altitude of 3,700m. Also founded in the 7th century, the Jokhang Temple Monastery is an exceptional Buddhist religious complex. Norbulingka, the Dalai Lama's former summer palace, constructed in the 18th century, is a masterpiece of Tibetan art. The beauty and originality of the architecture of these three sites, their rich ornamentation and harmonious integration in a striking landscape, add to their historic and religious interest. Mountain Resort and its Outlying Temples, Chengde The Mountain Resort (the Qing dynasty's summer palace), in Hebei Province, was built between 1703 and 1792. It is a vast complex of palaces and administrative and ceremonial buildings. Temples of various architectural styles and imperial gardens blend harmoniously into a landscape of lakes, pastureland and forests. In addition to its aesthetic interest, the Mountain Resort is a rare historic vestige of the final development of feudal society in China. Temple and Cemetery of Confucius and the Kong Family Mansion in Qufu The temple, cemetery and family mansion of Confucius, the great philosopher, politician and educator of the 6th–5th centuries B.C., are located at Qufu, in Shandong Province. Built to commemorate him in 478 B.C., the temple has been destroyed and reconstructed over the centuries; today it comprises more than 100 buildings. The cemetery contains Confucius' tomb and the remains of more than 100,000 of his descendants. The small house of the Kong family developed into a gigantic aristocratic residence, of which 152 buildings remain. The Qufu complex of monuments has retained its outstanding artistic and historic character due to the devotion of successive Chinese emperors over more than 2,000 years. Lushan National Park Mount Lushan, in Jiangxi, is one of the spiritual centres of Chinese civilization. Buddhist and Taoist temples, along with landmarks of Confucianism, where the most eminent masters taught, blend effortlessly into a strikingly beautiful landscape which has inspired countless artists who developed the aesthetic approach to nature found in Chinese culture. Ancient City of Ping Yao Ping Yao is an exceptionally well-preserved example of a traditional Han Chinese city, founded in the 14th century. Its urban fabric shows the evolution of architectural styles and town planning in Imperial China over five centuries. Of special interest are the imposing buildings associated with banking, for which Ping Yao was the major centre for the whole of China in the 19th and early 20th centuries. Classical Gardens of Suzhou Classical Chinese garden design, which seeks to recreate natural landscapes in miniature, is nowhere better illustrated than in the nine gardens in the historic city of Suzhou. They are generally acknowledged to be masterpieces of the genre. Dating from the 11th-19th century, the gardens reflect the profound metaphysical importance of natural beauty in Chinese culture in their meticulous design. Old Town of Lijiang The Old Town of Lijiang, which is perfectly adapted to the uneven topography of this key commercial and strategic site, has retained a historic townscape of high quality and authenticity. Its architecture is noteworthy for the blending of elements from several cultures that have come together over many centuries. Lijiang also possesses an ancient water-supply system of great complexity and ingenuity that still functions effectively today. Summer Palace, an Imperial Garden in Beijing The Summer Palace in Beijing – first built in 1750, largely destroyed in the war of 1860 and restored on its original foundations in 1886 – is a masterpiece of Chinese landscape garden design. The natural landscape of hills and open water is combined with artificial features such as pavilions, halls, palaces, temples and bridges to form a harmonious ensemble of outstanding aesthetic value. Temple of Heaven: an Imperial Sacrificial Altar in Beijing The Temple of Heaven, founded in the first half of the 15th century, is a dignified complex of fine cult buildings set in gardens and surrounded by historic pine woods. In its overall layout and that of its individual buildings, it symbolizes the relationship between earth and heaven – the human world and God's world – which stands at the heart of Chinese cosmogony, and also the special role played by the emperors within that relationship. Dazu Rock Carvings The steep hillsides of the Dazu area contain an exceptional series of rock carvings dating from the 9th to the 13th century. They are remarkable for their aesthetic quality, their rich diversity of subject matter, both secular and religious, and the light that they shed on everyday life in China during this period. They provide outstanding evidence of the harmonious synthesis of Buddhism, Taoism and Confucianism. Ancient Villages in Southern Anhui – Xidi and Hongcun The two traditional villages of Xidi and Hongcun preserve to a remarkable extent the appearance of non-urban settlements of a type that largely disappeared or was transformed during the last century. Their street plan, their architecture and decoration, and the integration of houses with comprehensive water systems are unique surviving examples. Imperial Tombs of the Ming and Qing Dynasties It represents the addition of three Imperial Tombs of the Qing Dynasty in Liaoning to the Ming tombs inscribed in 2000 and 2003. The Three Imperial Tombs of the Qing Dynasty in Liaoning Province include the Yongling Tomb, the Fuling Tomb, and the Zhaoling Tomb, all built in the 17th century. Constructed for the founding emperors of the Qing Dynasty and their ancestors, the tombs follow the precepts of traditional Chinese geomancy and fengshui theory. They feature rich decoration of stone statues and carvings and tiles with dragon motifs, illustrating the development of the funerary architecture of the Qing Dynasty. The three tomb complexes, and their numerous edifices, combine traditions inherited from previous dynasties and new features of Manchu civilization. Longmen Grottoes The grottoes and niches of Longmen contain the largest and most impressive collection of Chinese art of the late Northern Wei and Tang Dynasties (316-907). These works, entirely devoted to the Buddhist religion, represent the high point of Chinese stone carving. Mount Qingcheng and the Dujiangyan Irrigation System Construction of the Dujiangyan irrigation system began in the 3rd century B.C. This system still controls the waters of the Minjiang River and distributes it to the fertile farmland of the Chengdu plains. Mount Qingcheng was the birthplace of Taoism, which is celebrated in a series of ancient temples. Yungang Grottoes The Yungang Grottoes, in Datong city, Shanxi Province, with their 252 caves and 51,000 statues, represent the outstanding achievement of Buddhist cave art in China in the 5th and 6th centuries. The Five Caves created by Tan Yao, with their strict unity of layout and design, constitute a classical masterpiece of the first peak of Chinese Buddhist art. Capital Cities and Tombs of the Ancient Koguryo Kingdom The site includes archaeological remains of three cities and 40 tombs: Wunu Mountain City, Guonei City and Wandu Mountain City, 14 tombs are imperial, 26 of nobles. All belong to the Koguryo culture, named after the dynasty that ruled over parts of northern China and the northern half of the Korean Peninsula from 277 BC to AD 668. Wunu Mountain City is only partly excavated. Guonei City, within the modern city of Ji’an, played the role of a ‘supporting capital’ after the main Koguryo capital moved to Pyongyang. Wandu Mountain City, one of the capitals of the Koguryo Kingdom, contains many vestiges including a large palace and 37 tombs. Some of the tombs show great ingenuity in their elaborate ceilings, designed to roof wide spaces without columns and carry the heavy load of a stone or earth tumulus (mound), which was placed above them. Historic Centre of Macao Macao, a lucrative port of strategic importance in the development of international trade, was under Portuguese administration from the mid-16th century until 1999, when it came under Chinese sovereignty. With its historic street, residential, religious and public Portuguese and Chinese buildings, the historic centre of Macao provides a unique testimony to the meeting of aesthetic, cultural, architectural and technological influences from East and West. The site also contains a fortress and a lighthouse, the oldest in China. It bears witness to one of the earliest and longest-lasting encounters between China and the West, based on the vibrancy of international trade. Yin Xu The archaeological site of Yin Xu, close to Anyang City, some 500 km south of Beijing, is an ancient capital city of the late Shang Dynasty (1300 - 1046 BC). It testifies to the golden age of early Chinese culture, crafts and sciences, a time of great prosperity of the Chinese Bronze Age. A number of royal tombs and palaces, prototypes of later Chinese architecture, have been unearthed on the site, including the Palace and Royal Ancestral Shrines Area, with more than 80 house foundations, and the only tomb of a member of the royal family of the Shang Dynasty to have remained intact, the Tomb of Fu Hao. The large number and superb craftsmanship of the burial accessories found there bear testimony to the advanced level of Shang crafts industry. Inscriptions on oracle bones found in Yin Xu bear invaluable testimony to the development of one of the world’s oldest writing systems, ancient beliefs and social systems. Kaiping Diaolou and Villages Kaiping Diaolou and Villages feature the Diaolou, multi-storeyed defensive village houses in Kaiping, which display a complex and flamboyant fusion of Chinese and Western structural and decorative forms. They reflect the significant role of émigré Kaiping people in the development of several countries in South Asia, Australasia and North America, during the late 19th and early 20th centuries. There are four groups of Diaolou and twenty of the most symbolic ones are inscribed on the List. These buildings take three forms: communal towers built by several families and used as temporary refuge, residential towers built by individual rich families and used as fortified residences, and watch towers. Built of stone, pise , brick or concrete, these buildings represent a complex and confident fusion between Chinese and Western architectural styles. Retaining a harmonious relationship with the surrounding landscape, the Diaolou testify to the final flowering of local building traditions that started in the Ming period in response to local banditry. Fujian Tulou Fujian Tulou is a property of 46 buildings constructed between the 15th and 20th centuries over 120 km in south-west of Fujian province, inland from the Taiwan Strait. Set amongst rice, tea and tobacco fields the Tulou are earthen houses. Several storeys high, they are built along an inward-looking, circular or square floor plan as housing for up to 800 people each. They were built for defence purposes around a central open courtyard with only one entrance and windows to the outside only above the first floor. Housing a whole clan, the houses functioned as village units and were known as “a little kingdom for the family” or “bustling small city.” They feature tall fortified mud walls capped by tiled roofs with wide over-hanging eaves. The most elaborate structures date back to the 17th and 18th centuries. The buildings were divided vertically between families with each disposing of two or three rooms on each floor. In contrast with their plain exterior, the inside of the tulou were built for comfort and were often highly decorated. They are inscribed as exceptional examples of a building tradition and function exemplifying a particular type of communal living and defensive organization, and, in terms of their harmonious relationship with their environment, an outstanding example of human settlement. Mount Wutai With its five flat peaks, Mount Wutai is a sacred Buddhist mountain. The cultural landscape is home to forty-one monasteries and includes the East Main Hall of Foguang Temple, the highest surviving timber building of the Tang dynasty, with life-size clay sculptures. It also features the Ming dynasty Shuxiang Temple with a huge complex of 500 statues representing Buddhist stories woven into three-dimensional pictures of mountains and water. Overall, the buildings on the site catalogue the way in which Buddhist architecture developed and influenced palace building in China for over a millennium. Mount Wutai, literally, 'the five terrace mountain', is the highest in Northern China and is remarkable for its morphology of precipitous slopes with five open treeless peaks. Temples have been built on this site from the 1st century AD to the early 20th century. Historic Monuments of Dengfeng in “The Centre of Heaven and Earth” Mount Songshang is considered to be the central sacred mountain of China. At the foot of this 1500 metre high mountain, close to the city of Dengfeng in Henan province and spread over a 40 square-kilometre circle, stand eight clusters of buildings and sites, including three Han Que gates - remains of the oldest religious edifices in China -, temples, the Zhougong Sundial Platform and the Dengfeng Observatory. Constructed over the course of nine dynasties, these buildings are reflections of different ways of perceiving the centre of heaven and earth and the power of the mountain as a centre for religious devotion. The historical monuments of Dengfeng include some of the best examples of ancient Chinese buildings devoted to ritual, science, technology and education. West Lake Cultural Landscape of Hangzhou The West Lake Cultural Landscape of Hangzhou, comprising the West Lake and the hills surrounding its three sides, has inspired famous poets, scholars and artists since the 9th century. It comprises numerous temples, pagodas, pavilions, gardens and ornamental trees, as well as causeways and artificial islands. These additions have been made to improve the landscape west of the city of Hangzhou to the south of the Yangtze river. The West Lake has influenced garden design in the rest of China as well as Japan and Korea over the centuries and bears an exceptional testimony to the cultural tradition of improving landscapes to create a series of vistas reflecting an idealised fusion between humans and nature. Site of Xanadu North of the Great Wall, the Site of Xanadu encompasses the remains of Kublai Khan’s legendary capital city, designed by the Mongol ruler’s Chinese advisor Liu Bingzhdong in 1256. Over a surface area of 25,000 ha, the site was a unique attempt to assimilate the nomadic Mongolian and Han Chinese cultures. From this base, Kublai Khan established the Yuan dynasty that ruled China over a century, extending its boundaries across Asia. The religious debate that took place here resulted in the dissemination of Tibetan Buddhism over north-east Asia, a cultural and religious tradition still practised in many areas today. The site was planned according to traditional Chinese feng shui in relation to the nearby mountains and river. It features the remains of the city, including temples, palaces, tombs, nomadic encampments and the Tiefan’gang Canal, along with other waterworks. Cultural Landscape of Honghe Hani Rice Terraces The Cultural Landscape of Honghe Hani Rice Terraces, China covers 16,603-hectares in Southern Yunnan. It is marked by spectacular terraces that cascade down the slopes of the towering Ailao Mountains to the banks of the Hong River. Over the past 1,300 years, the Hani people have developed a complex system of channels to bring water from the forested mountaintops to the terraces. They have also created an integrated farming system that involves buffalos, cattle, ducks, fish and eel and supports the production of red rice, the area’s primary crop. The inhabitants worship the sun, moon, mountains, rivers, forests and other natural phenomena including fire. They live in 82 villages situated between the mountaintop forests and the terraces. The villages feature traditional thatched “mushroom” houses. The resilient land management system of the rice terraces demonstrates extraordinary harmony between people and their environment, both visually and ecologically, based on exceptional and long-standing social and religious structures. Silk Roads: the Routes Network of Chang'an-Tianshan Corridor * This property is a 5,000 km section of the extensive Silk Roads network, stretching from Chang’an/Luoyang, the central capital of China in the Han and Tang dynasties, to the Zhetysu region of Central Asia. It took shape between the 2nd century BC and 1st century AD and remained in use until the 16th century, linking multiple civilizations and facilitating far-reaching exchanges of activities in trade, religious beliefs, scientific knowledge, technological innovation, cultural practices and the arts. The thirty-three components included in the routes network include capital cities and palace complexes of various empires and Khan kingdoms, trading settlements, Buddhist cave temples, ancient paths, posthouses, passes, beacon towers, sections of The Great Wall, fortifications, tombs and religious buildings. The Grand Canal The Grand Canal is a vast waterway system in the north-eastern and central-eastern plains of China, running from Beijing in the north to Zhejiang province in the south. Constructed in sections from the 5th century BC onwards, it was conceived as a unified means of communication for the Empire for the first time in the 7th century AD (Sui dynasty). This led to a series of gigantic construction sites, creating the world’s largest and most extensive civil engineering project prior to the Industrial Revolution. It formed the backbone of the Empire’s inland communication system, transporting grain and strategic raw materials, and supplying rice to feed the population. By the 13th century it consisted of more than 2,000 km of artificial waterways, linking five of China’s main river basins. It has played an important role in ensuring the country’s economic prosperity and stability and is still in use today as a major means of communication. Tusi Sites Located in the mountainous areas of south-west China, this property encompasses remains of several tribal domains whose chiefs were appointed by the central government as ‘Tusi’, hereditary rulers from the 13th to the early 20thcentury. The Tusi system arose from the ethnic minorities’ dynastic systems of government dating back to the 3rd century BCE. Its purpose was to unify national administration, while allowing ethnic minorities to retain their customs and way of life. The sites of Laosicheng, Tangya and Hailongtun Fortress that make up the site bear exceptional testimony to this form of governance, which derived from the Chinese civilization of the Yuan and Ming periods. Zuojiang Huashan Rock Art Cultural Landscape Located on the steep cliffs in the border regions of southwest China, these 38 sites of rock art illustrate the life and rituals of the Luoyue people. They date from the period around the 5th century BCE to the 2nd century CE. In a surrounding landscape of karst, rivers and plateaux, they depict ceremonies that have been interpreted as portraying the bronze drum culture once prevalent across southern China. This cultural landscape is the only remains of this culture today. Kulangsu, a Historic International Settlement Kulangsu is a tiny island located on the estuary of the Chiu-lung River, facing the city of Xiamen. With the opening of a commercial port at Xiamen in 1843, and the establishment of the island as an international settlement in 1903, this island off the southern coast of the Chinese empire suddenly became an important window for Sino-foreign exchanges. Kulangsu is an exceptional example of the cultural fusion that emerged from these exchanges, which remain legible in its urban fabric. There is a mixture of different architectural styles including Traditional Southern Fujian Style, Western Classical Revival Style and Veranda Colonial Style. The most exceptional testimony of the fusion of various stylistic influences is a new architectural movement, the Amoy Deco Style, which is a synthesis of the Modernist style of the early 20th century and Art Deco. Archaeological Ruins of Liangzhu City Located in the Yangtze River Basin on the south-eastern coast of the country, the archaeological ruins of Liangzhu (about 3,300-2,300 BCE) reveal an early regional state with a unified belief system based on rice cultivation in Late Neolithic China. The property is composed of four areas – the Area of Yaoshan Site, the Area of High-dam at the Mouth of the Valley, the Area of Low-dam on the Plain and the Area of City Site. These ruins are an outstanding example of early urban civilization expressed in earthen monuments, urban planning, a water conservation system and a social hierarchy expressed in differentiated burials in cemeteries within the property. Quanzhou: Emporium of the World in Song-Yuan China The serial site of Quanzhou illustrates the city’s vibrancy as a maritime emporium during the Song and Yuan periods (10th - 14th centuries AD) and its interconnection with the Chinese hinterland. Quanzhou thrived during a highly significant period for maritime trade in Asia. The site encompasses religious buildings, including the 11th century AD Qingjing Mosque, one of the earliest Islamic edifices in China, Islamic tombs, and a wide range of archaeological remains: administrative buildings, stone docks that were important for commerce and defence, sites of ceramic and iron production, elements of the city’s transportation network, ancient bridges, pagodas, and inscriptions. Known as Zayton in Arabic and western texts of the 10th to 14th centuries AD. Cultural Landscape of Old Tea Forests of the Jingmai Mountain in Pu’er Located on Jingmai Mountain in southwestern China, this cultural landscape was developed over a thousand years by the Blang and Dai peoples following practices that began in the 10th century. The property is a tea production area comprised of traditional villages within old tea groves surrounded by forests and tea plantations. The traditional understorey cultivation of old tea trees is a method that responds to the specific conditions of the mountain’s ecosystem and subtropical monsoon climate, combined with a governance system maintained by the local Indigenous communities. Traditional ceremonies and festivities relate to the Tea Ancestor belief that spirits live in the tea plantations and in the local fauna and flora, a belief that is at the core of this cultural tradition. Beijing Central Axis: A Building Ensemble Exhibiting the Ideal Order of the Chinese Capital Running north to south through the heart of historical Beijing, the Central Axis consists of former imperial palaces and gardens, sacrificial structures, and ceremonial and public buildings. Together they bears testimony to the evolution of the city and exhibits evidence of the imperial dynastic system and urban planning traditions of China. The location, layout, urban pattern, roads and design showcase the ideal capital city as prescribed in the Kaogongji, an ancient text known as the Book of Diverse Crafts. The area, between two parallel rivers, has been settled for about 3,000 years, but the Central Axis itself originated during the Yuan Dynasty (1271-1368) that established its capital, Dadu, in the northern part. The property also features later historical structures built during the Ming Dynasty (1368-1644) and improved during the Qing Dynasty (1636-1912). Chartres Cathedral Partly built starting in 1145, and then reconstructed over a 26-year period after the fire of 1194, Chartres Cathedral marks the high point of French Gothic art. The vast nave, in pure ogival style, the porches adorned with fine sculptures from the middle of the 12th century, and the magnificent 12th- and 13th-century stained-glass windows, all in remarkable condition, combine to make it a masterpiece. Mont-Saint-Michel and its Bay Perched on a rocky islet in the midst of vast sandbanks exposed to powerful tides between Normandy and Brittany stand the 'Wonder of the West', a Gothic-style Benedictine abbey dedicated to the archangel St Michael, and the village that grew up in the shadow of its great walls. Built between the 11th and 16th centuries, the abbey is a technical and artistic tour de force, having had to adapt to the problems posed by this unique natural site. Palace and Park of Versailles The Palace of Versailles was the principal residence of the French kings from the time of Louis XIV to Louis XVI. Embellished by several generations of architects, sculptors, decorators and landscape architects, it provided Europe with a model of the ideal royal residence for over a century. Prehistoric Sites and Decorated Caves of the Vézère Valley The Vézère valley contains 147 prehistoric sites dating from the Palaeolithic and 25 decorated caves. It is particularly interesting from an ethnological and anthropological, as well as an aesthetic point of view because of its cave paintings, especially those of the Lascaux Cave, whose discovery in 1940 was of great importance for the history of prehistoric art. The hunting scenes show some 100 animal figures, which are remarkable for their detail, rich colours and lifelike quality. Vézelay, Church and Hill Shortly after its foundation in the 9th century, the Benedictine abbey of Vézelay acquired the relics of St Mary Magdalene and since then it has been an important place of pilgrimage. St Bernard preached the Second Crusade there in 1146 and Richard the Lion-Hearted and Philip II Augustus met there to leave for the Third Crusade in 1190. With its sculpted capitals and portal, the Madeleine of Vézelay – a 12th-century monastic church – is a masterpiece of Burgundian Romanesque art and architecture. Amiens Cathedral Amiens Cathedral, in the heart of Picardy, is one of the largest 'classic' Gothic churches of the 13th century. It is notable for the coherence of its plan, the beauty of its three-tier interior elevation and the particularly fine display of sculptures on the principal facade and in the south transept. Arles, Roman and Romanesque Monuments Arles is a good example of the adaptation of an ancient city to medieval European civilization. It has some impressive Roman monuments, of which the earliest – the arena, the Roman theatre and the cryptoporticus (subterranean galleries) – date back to the 1st century B.C. During the 4th century Arles experienced a second golden age, as attested by the baths of Constantine and the necropolis of Alyscamps. In the 11th and 12th centuries, Arles once again became one of the most attractive cities in the Mediterranean. Within the city walls, Saint-Trophime, with its cloister, is one of Provence's major Romanesque monuments. Cistercian Abbey of Fontenay This stark Burgundian monastery was founded by St Bernard in 1119. With its church, cloister, refectory, sleeping quarters, bakery and ironworks, it is an excellent illustration of the ideal of self-sufficiency as practised by the earliest communities of Cistercian monks. Palace and Park of Fontainebleau Used by the kings of France from the 12th century, the medieval royal hunting lodge of Fontainebleau, standing at the heart of a vast forest in the Ile-de-France, was transformed, enlarged and embellished in the 16th century by François I, who wanted to make a 'New Rome' of it. Surrounded by an immense park, the Italianate palace combines Renaissance and French artistic traditions. Roman Theatre and its Surroundings and the "Triumphal Arch" of Orange Situated in the Rhone valley, the ancient theatre of Orange, with its 103-m-long facade, is one of the best preserved of all the great Roman theatres. Built between A.D. 10 and 25, the Roman arch is one of the most beautiful and interesting surviving examples of a provincial triumphal arch from the reign of Augustus. It is decorated with low reliefs commemorating the establishment of the Pax Romana. From the Great Saltworks of Salins-les-Bains to the Royal Saltworks of Arc-et-Senans, the Production of Open-pan Salt The Royal Saltworks of Arc-et-Senans, near Besançon, was built by Claude Nicolas Ledoux. Its construction, begun in 1775 during the reign of Louis XVI, was the first major achievement of industrial architecture, reflecting the ideal of progress of the Enlightenment. The vast, semicircular complex was designed to permit a rational and hierarchical organization of work and was to have been followed by the building of an ideal city, a project that was never realized. The Great Saltworks of Salins-les-Bains was active for at least 1200 years until stopping activity in 1962. From 1780 to 1895, its salt water travelled through 21 km of wood pipes to the Royal Saltworks of Arc-et-Senans. It was built near the immense Chaux Forest to ensure its supply of wood for fuel. The Saltworks of Salins shelters an underground gallery from the 13th century including a hydraulic pump from the 19th century that still functions. The boiler house demonstrates the difficulty of the saltworkers’ labour to collect the “White Gold”. Abbey Church of Saint-Savin sur Gartempe Known as the 'Romanesque Sistine Chapel', the Abbey-Church of Saint-Savin contains many beautiful 11th- and 12th-century murals which are still in a remarkable state of preservation. Place Stanislas, Place de la Carrière and Place d'Alliance in Nancy Nancy, the temporary residence of a king without a kingdom – Stanislas Leszczynski, later to become Duke of Lorraine – is paradoxically the oldest and most typical example of a modern capital where an enlightened monarch proved to be sensitive to the needs of the public. Built between 1752 and 1756 by a brilliant team led by the architect Héré, this was a carefully conceived project that succeeded in creating a capital that not only enhanced the sovereign's prestige but was also functional. Pont du Gard (Roman Aqueduct) The Pont du Gard was built shortly before the Christian era to allow the aqueduct of Nîmes (which is almost 50 km long) to cross the Gard river. The Roman architects and hydraulic engineers who designed this bridge, which stands almost 50 m high and is on three levels – the longest measuring 275 m – created a technical as well as an artistic masterpiece. Strasbourg, Grande-Île and Neustadt The initial property, inscribed in 1988 on the World Heritage List, was formed by the Grande-Île, the historic centre of Strasbourg, structured around the cathedral. The extension concerns the Neustadt, new town, designed and built under the German administration (1871-1918). The Neustadt draws the inspiration for its urban layout partially from the Haussmannian model, while adopting an architectural idiom of Germanic inspiration. This dual influence has enabled the creation of an urban space that is specific to Strasbourg, where the perspectives created around the cathedral open to a unified landscape around the rivers and canals. Cathedral of Notre-Dame, Former Abbey of Saint-Rémi and Palace of Tau, Reims The outstanding handling of new architectural techniques in the 13th century, and the harmonious marriage of sculptural decoration with architecture, has made Notre-Dame in Reims one of the masterpieces of Gothic art. The former abbey still has its beautiful 9th-century nave, in which lie the remains of Archbishop St Rémi (440–533), who instituted the Holy Anointing of the kings of France. The former archiepiscopal palace known as the Tau Palace, which played an important role in religious ceremonies, was almost entirely rebuilt in the 17th century. Paris, Banks of the Seine From the Louvre to the Eiffel Tower, from the Place de la Concorde to the Grand and Petit Palais, the evolution of Paris and its history can be seen from the River Seine. The Cathedral of Notre-Dame and the Sainte Chapelle are architectural masterpieces while Haussmann's wide squares and boulevards influenced late 19th- and 20th-century town planning the world over. Bourges Cathedral The Cathedral of St Etienne of Bourges, built between the late 12th and late 13th centuries, is one of the great masterpieces of Gothic art and is admired for its proportions and the unity of its design. The tympanum, sculptures and stained-glass windows are particularly striking. Apart from the beauty of the architecture, it attests to the power of Christianity in medieval France. Historic Centre of Avignon: Papal Palace, Episcopal Ensemble and Avignon Bridge In the 14th century, this city in the South of France was the seat of the papacy. The Palais des Papes, an austere-looking fortress lavishly decorated by Simone Martini and Matteo Giovanetti, dominates the city, the surrounding ramparts and the remains of a 12th-century bridge over the Rhone. Beneath this outstanding example of Gothic architecture, the Petit Palais and the Romanesque Cathedral of Notre-Dame-des-Doms complete an exceptional group of monuments that testify to the leading role played by Avignon in 14th-century Christian Europe. Canal du Midi This 360-km network of navigable waterways linking the Mediterranean and the Atlantic through 328 structures (locks, aqueducts, bridges, tunnels, etc.) is one of the most remarkable feats of civil engineering in modern times. Built between 1667 and 1694, it paved the way for the Industrial Revolution. The care that its creator, Pierre-Paul Riquet, took in the design and the way it blends with its surroundings turned a technical achievement into a work of art. Historic Fortified City of Carcassonne Since the pre-Roman period, a fortified settlement has existed on the hill where Carcassonne now stands. In its present form it is an outstanding example of a medieval fortified town, with its massive defences encircling the castle and the surrounding buildings, its streets and its fine Gothic cathedral. Carcassonne is also of exceptional importance because of the lengthy restoration campaign undertaken by Viollet-le-Duc, one of the founders of the modern science of conservation. Historic Site of Lyon The long history of Lyon, which was founded by the Romans in the 1st century B.C. as the capital of the Three Gauls and has continued to play a major role in Europe's political, cultural and economic development ever since, is vividly illustrated by its urban fabric and the many fine historic buildings from all periods. Routes of Santiago de Compostela in France Santiago de Compostela was the supreme goal for countless thousands of pious pilgrims who converged there from all over Europe throughout the Middle Ages. To reach Spain pilgrims had to pass through France, and the group of important historical monuments included in this inscription marks out the four routes by which they did so. Belfries of Belgium and France * 3 Twenty-three belfries in the north of France and the belfry of Gembloux in Belgium were inscribed in 2005, as an extension to the 32 Belgian belfries inscribed in 1999 as Belfries of Flanders and Wallonia. Built between the 11th and 17th centuries, they showcase the Roman, Gothic, Renaissance and Baroque styles of architecture. They are highly significant tokens of the winning of civil liberties. While Italian, German and English towns mainly opted to build town halls, in part of north-western Europe, greater emphasis was placed on building belfries. Compared with the keep (symbol of the seigneurs) and the bell-tower (symbol of the Church), the belfry, the third tower in the urban landscape, symbolizes the power of the aldermen. Over the centuries, they came to represent the influence and wealth of the towns. Jurisdiction of Saint-Emilion Viticulture was introduced to this fertile region of Aquitaine by the Romans, and intensified in the Middle Ages. The Saint-Emilion area benefited from its location on the pilgrimage route to Santiago de Compostela and many churches, monasteries and hospices were built there from the 11th century onwards. It was granted the special status of a 'jurisdiction' during the period of English rule in the 12th century. It is an exceptional landscape devoted entirely to wine-growing, with many fine historic monuments in its towns and villages. The Loire Valley between Sully-sur-Loire and Chalonnes 4 The Loire Valley is an outstanding cultural landscape of great beauty, containing historic towns and villages, great architectural monuments (the châteaux), and cultivated lands formed by many centuries of interaction between their population and the physical environment, primarily the river Loire itself. Provins, Town of Medieval Fairs The fortified medieval town of Provins is situated in the former territory of the powerful Counts of Champagne. It bears witness to early developments in the organization of international trading fairs and the wool industry. The urban structure of Provins, which was built specifically to host the fairs and related activities, has been well preserved. Le Havre, the City Rebuilt by Auguste Perret The city of Le Havre, on the English Channel in Normandy, was severely bombed during the Second World War. The destroyed area was rebuilt according to the plan of a team headed by Auguste Perret, from 1945 to 1964. The site forms the administrative, commercial and cultural centre of Le Havre. Le Havre is exceptional among many reconstructed cities for its unity and integrity. It combines a reflection of the earlier pattern of the town and its extant historic structures with the new ideas of town planning and construction technology. It is an outstanding post-war example of urban planning and architecture based on the unity of methodology and the use of prefabrication, the systematic utilization of a modular grid, and the innovative exploitation of the potential of concrete. Bordeaux, Port of the Moon The Port of the Moon, port city of Bordeaux in south-west France, is inscribed as an inhabited historic city, an outstanding urban and architectural ensemble, created in the age of the Enlightenment, whose values continued up to the first half of the 20th century, with more protected buildings than any other French city except Paris. It is also recognized for its historic role as a place of exchange of cultural values over more than 2,000 years, particularly since the 12th century due to commercial links with Britain and the Low Lands. Urban plans and architectural ensembles of the early 18th century onwards place the city as an outstanding example of innovative classical and neoclassical trends and give it an exceptional urban and architectural unity and coherence. Its urban form represents the success of philosophers who wanted to make towns into melting pots of humanism, universality and culture. Fortifications of Vauban Fortifications of Vauban consists of 12 groups of fortified buildings and sites along the western, northern and eastern borders of France. They represent the finest examples of the work of Sébastien Le Prestre de Vauban (1633-1707), a military engineer of King Louis XIV. The serial property includes towns built from scratch by Vauban, citadels, urban bastion walls and bastion towers. There are also mountain forts, sea forts, a mountain battery and two mountain communication structures. This property is inscribed as bearing witness to the peak of classic fortifications, typical of western military architecture. Vauban also played a major role in the history of fortification in Europe and on other continents until the mid-19th century. Episcopal City of Albi On the banks of the Tarn river in south-west France, the old city of Albi reflects the culmination of a medieval architectural and urban ensemble. Today the Old Bridge (Pont-Vieux), the Saint-Salvi quarter and its church are testimony to its initial development (10th -11th centuries). Following the Albigensian Crusade against the Cathar heretics (13th century) it became a powerful episcopal city. Built in a unique southern French Gothic style from local brick in characteristic red and orange colours, the lofty fortified Cathedral (late 13th century) dominates the city, demonstrating the power regained by the Roman Catholic clergy. Alongside the Cathedral is the vast bishop’s Palais de la Berbie, overlooking the river and surrounded by residential quarters that date back to the Middle Ages. The Episcopal City of Albi forms a coherent and homogeneous ensemble of monuments and quarters that has remained largely unchanged over the centuries. Prehistoric Pile Dwellings around the Alps * This serial property of 111 small individual sites encompasses the remains of prehistoric pile-dwelling (or stilt house) settlements in and around the Alps built from around 5000 to 500 B.C. on the edges of lakes, rivers or wetlands. Excavations, only conducted in some of the sites, have yielded evidence that provides insight into life in prehistoric times during the Neolithic and Bronze Age in Alpine Europe and the way communities interacted with their environment. Fifty-six of the sites are located in Switzerland. The settlements are a unique group of exceptionally well-preserved and culturally rich archaeological sites, which constitute one of the most important sources for the study of early agrarian societies in the region. The Causses and the Cévennes, Mediterranean agro-pastoral Cultural Landscape This 302,319 ha property, in the southern part of central France, is a mountain landscape interspersed by deep valleys that is representative of the relationship between agro-pastoral systems and their biophysical environment, notably through drailles or drove roads. Villages and substantial stone farmhouses on deep terraces of the Causses reflect the organization of large abbeys from the 11th century. Mont Lozère, inside the property, is one of the last places where summer transhumance is still practiced in the traditional way, using the drailles. Nord-Pas de Calais Mining Basin Remarkable as a landscape shaped over three centuries of coal extraction from the 1700s to the 1900s, the site consists of 109 separate components over 120,000 ha. It features mining pits (the oldest of which dates from 1850) and lift infrastructure, slag heaps (some of which cover 90 ha and exceed 140 m in height), coal transport infrastructure, railway stations, workers’ estates and mining villages including social habitat, schools, religious buildings, health and community facilities, company premises, owners and managers’ houses, town halls and more. The site bears testimony to the quest to create model workers’ cities from the mid 19th century to the 1960s and further illustrates a significant period in the history of industrial Europe. It documents the living conditions of workers and the solidarity to which it gave rise. Decorated Cave of Pont d’Arc, known as Grotte Chauvet-Pont d’Arc, Ardèche Located in a limestone plateau of the Ardèche River in southern France, the property contains the earliest-known and best-preserved figurative drawings in the world, dating back as early as the Aurignacian period (30,000–32,000 BP), making it an exceptional testimony of prehistoric art. The cave was closed off by a rock fall approximately 20,000 years BP and remained sealed until its discovery in 1994, which helped to keep it in pristine condition. Over 1,000 images have so far been inventoried on its walls, combining a variety of anthropomorphic and animal motifs. Of exceptional aesthetic quality, they demonstrate a range of techniques including the skilful use of shading, combinations of paint and engraving, anatomical precision, three-dimensionality and movement. They include several dangerous animal species difficult to observe at that time, such as mammoth, bear, cave lion, rhino, bison and auroch, as well as 4,000 inventoried remains of prehistoric fauna and a variety of human footprints. Champagne Hillsides, Houses and Cellars The property encompasses sites where the method of producing sparkling wines was developed on the principle of secondary fermentation in the bottle since the early 17th century to its early industrialization in the 19th century. The property is made up of three distinct ensembles: the historic vineyards of Hautvillers, Aÿ and Mareuil-sur-Aÿ, Saint-Nicaise Hill in Reims, and the Avenue de Champagne and Fort Chabrol in Epernay. These three components – the supply basin formed by the historic hillsides, the production sites (with their underground cellars) and the sales and distribution centres (the Champagne Houses) - illustrate the entire champagne production process. The property bears clear testimony to the development of a very specialized artisan activity that has become an agro-industrial enterprise. The Climats, terroirs of Burgundy The climates are precisely delimited vineyard parcels on the slopes of the Côte de Nuits and the Côte de Beaune south of the city of Dijon. They differ from one another due to specific natural conditions (geology and exposure) as well as vine types and have been shaped by human cultivation. Over time they came to be recognized by the wine they produce. This cultural landscape consists of two parts. Firstly, the vineyards and associated production units including villages and the town of Beaune, which together represent the commercial dimension of the production system. The second part includes the historic centre of Dijon, which embodies the political regulatory impetus that gave birth to the climats system. The site is an outstanding example of grape cultivation and wine production developed since the High Middle Ages. The Architectural Work of Le Corbusier, an Outstanding Contribution to the Modern Movement * Chosen from the work of Le Corbusier, the 17 sites comprising this transnational serial property are spread over seven countries and are a testimonial to the invention of a new architectural language that made a break with the past. They were built over a period of a half-century, in the course of what Le Corbusier described as “patient research”. The Complexe du Capitole in Chandigarh (India), the National Museum of Western Art, Tokyo (Japan), the House of Dr Curutchet in La Plata (Argentina) and the Unité d’habitation in Marseille (France) reflect the solutions that the Modern Movement sought to apply during the 20th century to the challenges of inventing new architectural techniques to respond to the needs of society. These masterpieces of creative genius also attest to the internationalization of architectural practice across the planet. Taputapuātea Taputapuātea on Ra’iātea Island is at the centre of the ‘Polynesian Triangle’, a vast portion of the Pacific Ocean, dotted with islands, and the last part of the globe to be settled by humans. The property includes two forested valleys, a portion of lagoon and coral reef and a strip of open ocean. At the heart of the property is the Taputapuātea marae complex, a political, ceremonial and funerary centre. It is characterized by several marae, with different functions. Widespread in Polynesia, the marae were places where the world of the living intersected the world of the ancestors and the gods. Taputapuātea is an exceptional testimony to 1,000 years of mā'ohi civilization. Cordouan Lighthouse The Lighthouse of Cordouan rises up on a shallow rocky plateau in the Atlantic Ocean at the mouth of the Gironde estuary in the Nouvelle-Aquitaine region, in a highly exposed and hostile environment. Built in white limestone dressed blocks at the turn of the 16th and 17th centuries, it was designed by engineer Louis de Foix and remodelled by engineer Joseph Teulère in the late 18th century. A masterpiece of maritime signalling, Cordouan’s monumental tower is decorated with pilasters, columns modillions and gargoyles. It embodies the great stages of the architectural and technological history of lighthouses and was built with the ambition of continuing the tradition of famous beacons of antiquity, illustrating the art of building lighthouses in a period of renewed navigation, when beacons played an important role as territorial markers and as instruments of safety. Finally, the increase of its height, in the late 18th century, and the changes to its light chamber, attest to the progress of science and technology of the period. Its architectural forms drew inspiration from ancient models, Renaissance Mannerism and the specific architectural language of France’s engineering school École des Ponts et Chaussées. Nice, Winter Resort Town of the Riviera Nice, located on the Mediterranean, at the foot of the Alps, near the Italian border, in the Provence-Alpes-Côte d’Azur region, reflects the development of a city devoted to winter tourism, making the most of its mild climate and its coastal situation, between sea and mountains. From the mid-18th century, the site attracted growing numbers of aristocratic and upper-class families, mainly British, who developed the habit of spending their winters there. In 1832, Nice, then part of the Kingdom of Sardinia, set up the “Consiglio d’Ornato” which drew up a city planning scheme and architectural requirements designed to make the city attractive to foreigners. Thus, the “Camin dei Ingles”, a modest path which had been created along the coastline by British winter visitors in 1824, subsequently became the prestigious Promenade des Anglais. After the city was ceded to France in 1860, and thanks to its connection to the European rail network, an increasing number of winter visitors from all countries flocked to the city. This led to successive phases of development of new districts beyond the medieval old town. The diverse cultural influences of the winter visitors and the desire to make the most of the weather conditions and the coastal landscape have shaped the urban development and eclectic architectural styles of these districts, contributing to Nice’s reputation as a cosmopolitan winter resort. The Great Spa Towns of Europe * This transnational serial property comprises eleven spa towns, located in seven European countries: Baden bei Wien (Austria); Spa (Belgium); Františkovy Lázně; Karlovy Vary; Mariánské Lázně (Czechia); Vichy (France); Bad Ems; Baden-Baden; Bad Kissingen (Germany); Montecatini Terme (Italy); and City of Bath (United Kingdom). All of these towns developed around natural mineral water springs. They bear witness to the international European spa culture that developed from the early 18th century to the 1930s, leading to the emergence of grand international resorts that impacted urban typology around ensembles of spa buildings such as baths, kurhaus and kursaal (buildings and rooms dedicated to therapy), pump rooms, drinking halls, colonnades and galleries designed to harness the natural mineral water resources and to allow their practical use for bathing and drinking. Related facilities include gardens, assembly rooms, casinos, theatres, hotels and villas, as well as spa-specific support infrastructure. These ensembles are all integrated into an overall urban context that includes a carefully managed recreational and therapeutic environment in a picturesque landscape. Together, these sites embody the significant interchange of human values and developments in medicine, science and balneology. Funerary and memory sites of the First World War (Western Front) * All along the Western Front of the First World War, which stretched for some 700 km from the North Sea to the Franco-Swiss border, a series of 139 funerary and memorial sites bear witness to the common desire of the various parties involved in the conflict to honour their children who fell in battle. This objective takes the form of individual graves and/or memorials listing the names of the missing. Places dedicated to meditation, remembrance and tributes are specially created. Beyond the diversity in size, location and design, there is a clear desire to create spaces that are worthy of the sacrifice made. This is reflected in the choice of noble materials, as well as in calls for renowned architects, botanists, landscape architects and artists to design sites of exceptional architectural, artistic and landscape quality. These sites are visited daily by pilgrims, individual visitors, official delegations, school groups, local community representatives and descendants. They bear witness to funerary and memorial practices that are still relevant today, as remains discovered by chance or during archaeological excavations are still buried there with all honours. These commemorative sites represent a heritage that almost literally belongs to the whole world, spreading a message of reconciliation that is still very topical. The Maison Carrée of Nîmes Built in the 1st century AD in the Roman colony of Nemausus – today’s city of Nîmes in the Occitanie region– the Maison Carrée is one of the earliest examples of a Roman temple which can be connected to the imperial worship in the provinces of Rome. Dedicated to the presumptive heirs of Augustus, the princes of Youth, prematurely deceased, this building confirmed the control of Rome on the conquered territory while expressing in a symbolic way the allegiance and attachment of the people from the city of Nemausus to Augustus’ dynasty. The architecture of the Maison Carrée and its sophisticated decoration took part, symbolically, in the dissemination of Augustus ideologic program which turned the Ancient Rome from republic to empire, thus opening a new golden age bearer of promises of peace, prosperity and stability known by the name of Pax Romana. Aachen Cathedral Construction of this palatine chapel, with its octagonal basilica and cupola, began c. 790–800 under the Emperor Charlemagne. Originally inspired by the churches of the Eastern part of the Holy Roman Empire, it was splendidly enlarged in the Middle Ages. Speyer Cathedral Speyer Cathedral, a basilica with four towers and two domes, was founded by Conrad II in 1030 and remodelled at the end of the 11th century. It is one of the most important Romanesque monuments from the time of the Holy Roman Empire. The cathedral was the burial place of the German emperors for almost 300 years. Würzburg Residence with the Court Gardens and Residence Square This magnificent Baroque palace – one of the largest and most beautiful in Germany and surrounded by wonderful gardens – was created under the patronage of the prince-bishops Lothar Franz and Friedrich Carl von Schönborn. It was built and decorated in the 18th century by an international team of architects, painters (including Tiepolo), sculptors and stucco-workers, led by Balthasar Neumann. Pilgrimage Church of Wies Miraculously preserved in the beautiful setting of an Alpine valley, the Church of Wies (1745–54), the work of architect Dominikus Zimmermann, is a masterpiece of Bavarian Rococo – exuberant, colourful and joyful. Castles of Augustusburg and Falkenlust at Brühl Set in an idyllic garden landscape, Augustusburg Castle (the sumptuous residence of the prince-archbishops of Cologne) and the Falkenlust hunting lodge (a small rural folly) are among the earliest examples of Rococo architecture in 18th-century Germany. St Mary's Cathedral and St Michael's Church at Hildesheim St Michael's Church was built between 1010 and 1020 on a symmetrical plan with two apses that was characteristic of Ottonian Romanesque art in Old Saxony. Its interior, in particular the wooden ceiling and painted stucco-work, its famous bronze doors and the Bernward bronze column, are – together with the treasures of St Mary's Cathedral – of exceptional interest as examples of the Romanesque churches of the Holy Roman Empire. Roman Monuments, Cathedral of St Peter and Church of Our Lady in Trier Trier, which stands on the Moselle River, was a Roman colony from the 1st century AD and then a great trading centre beginning in the next century. It became one of the capitals of the Tetrarchy at the end of the 3rd century, when it was known as the ‘second Rome’. The number and quality of the surviving monuments are an outstanding testimony to Roman civilization. Frontiers of the Roman Empire * 5 The ‘Roman Limes’ represents the border line of the Roman Empire at its greatest extent in the 2nd century AD. It stretched over 5,000 km from the Atlantic coast of northern Britain, through Europe to the Black Sea, and from there to the Red Sea and across North Africa to the Atlantic coast. The remains of the Limes today consist of vestiges of built walls, ditches, forts, fortresses, watchtowers and civilian settlements. Certain elements of the line have been excavated, some reconstructed and a few destroyed. The two sections of the Limes in Germany cover a length of 550 km from the north-west of the country to the Danube in the south-east. The 118-km-long Hadrian’s Wall (UK) was built on the orders of the Emperor Hadrian c. AD 122 at the northernmost limits of the Roman province of Britannia. It is a striking example of the organization of a military zone and illustrates the defensive techniques and geopolitical strategies of ancient Rome. The Antonine Wall, a 60-km long fortification in Scotland was started by Emperor Antonius Pius in 142 AD as a defense against the “barbarians” of the north. It constitutes the northwestern-most portion of the Roman Limes. Hanseatic City of Lübeck Lübeck – the former capital and Queen City of the Hanseatic League – was founded in the 12th century and prospered until the 16th century as the major trading centre for northern Europe. It has remained a centre for maritime commerce to this day, particularly with the Nordic countries. Despite the damage it suffered during the Second World War, the basic structure of the old city, consisting mainly of 15th- and 16th-century patrician residences, public monuments (the famous Holstentor brick gate), churches and salt storehouses, remains unaltered. Palaces and Parks of Potsdam and Berlin With 500 ha of parks and 150 buildings constructed between 1730 and 1916, Potsdam's complex of palaces and parks forms an artistic whole, whose eclectic nature reinforces its sense of uniqueness. It extends into the district of Berlin-Zehlendorf, with the palaces and parks lining the banks of the River Havel and Lake Glienicke. Voltaire stayed at the Sans-Souci Palace, built under Frederick II between 1745 and 1747. Abbey and Altenmünster of Lorsch The abbey, together with its monumental entrance, the famous 'Torhall', are rare architectural vestiges of the Carolingian era. The sculptures and paintings from this period are still in remarkably good condition. Mines of Rammelsberg, Historic Town of Goslar and Upper Harz Water Management System # The Upper Harz mining water management system, which lies south of the Rammelsberg mines and the town of Goslar, has been developed over a period of some 800 years to assist in the process of extracting ore for the production of non-ferrous metals. Its construction was first undertaken in the Middle Ages by Cistercian monks, and it was then developed on a vast scale from the end of the 16th century until the 19th century. It is made up of an extremely complex but perfectly coherent system of artificial ponds, small channels, tunnels and underground drains. It enabled the development of water power for use in mining and metallurgical processes. It is a major site for mining innovation in the western world. Maulbronn Monastery Complex Founded in 1147, the Cistercian Maulbronn Monastery is considered the most complete and best-preserved medieval monastic complex north of the Alps. Surrounded by fortified walls, the main buildings were constructed between the 12th and 16th centuries. The monastery's church, mainly in Transitional Gothic style, had a major influence in the spread of Gothic architecture over much of northern and central Europe. The water-management system at Maulbronn, with its elaborate network of drains, irrigation canals and reservoirs, is of exceptional interest. Town of Bamberg From the 10th century onwards, this town became an important link with the Slav peoples, especially those of Poland and Pomerania. During its period of greatest prosperity, from the 12th century onwards, the architecture of Bamberg strongly influenced northern Germany and Hungary. In the late 18th century it was the centre of the Enlightenment in southern Germany, with eminent philosophers and writers such as Hegel and Hoffmann living there. Collegiate Church, Castle and Old Town of Quedlinburg Quedlinburg, in the Land of Sachsen-Anhalt, was a capital of the East Franconian German Empire at the time of the Saxonian-Ottonian ruling dynasty. It has been a prosperous trading town since the Middle Ages. The number and high quality of the timber-framed buildings make Quedlinburg an exceptional example of a medieval European town. The Collegiate Church of St Servatius is one of the masterpieces of Romanesque architecture. Völklingen Ironworks The ironworks, which cover some 6 ha, dominate the city of Völklingen. Although they have recently gone out of production, they are the only intact example, in the whole of western Europe and North America, of an integrated ironworks that was built and equipped in the 19th and 20th centuries and has remained intact. Bauhaus and its Sites in Weimar, Dessau and Bernau Between 1919 and 1933 the Bauhaus movement revolutionized architectural and aesthetic thinking and practice in the 20th century. The Bauhaus buildings in Weimar, Dessau and Bernau are fundamental representatives of Classical Modernism, directed towards a radical renewal of architecture and design. This property, which was inscribed on the World Heritage List in 1996, originally comprised buildings located in Weimar (Former Art School, the Applied Art School and the Haus Am Horn) and Dessau (Bauhaus Building, the group of seven Masters' Houses). The 2017 extension includes the Houses with Balcony Access in Dessau and the ADGB Trade Union School in Bernau as important contributions to the Bauhaus ideas of austere design, functionalism and social reform. Cologne Cathedral Begun in 1248, the construction of this Gothic masterpiece took place in several stages and was not completed until 1880. Over seven centuries, successive builders were inspired by the same faith and a spirit of absolute fidelity to the original plans. Apart from its exceptional intrinsic value and the artistic masterpieces it contains, Cologne Cathedral testifies to the enduring strength of European Christianity. Luther Memorials in Eisleben and Wittenberg These places in Saxony-Anhalt are all associated with the lives of Martin Luther and his fellow-reformer Melanchthon. They include Melanchthon's house in Wittenberg, the houses in Eisleben where Luther was born in 1483 and died in 1546, his room in Wittenberg, the local church and the castle church where, on 31 October 1517, Luther posted his famous '95 Theses', which launched the Reformation and a new era in the religious and political history of the Western world. Classical Weimar In the late 18th and early 19th centuries the small Thuringian town of Weimar witnessed a remarkable cultural flowering, attracting many writers and scholars, notably Goethe and Schiller. This development is reflected in the high quality of many of the buildings and of the parks in the surrounding area. Museumsinsel (Museum Island), Berlin The museum as a social phenomenon owes its origins to the Age of Enlightenment in the 18th century. The five museums on the Museumsinsel in Berlin, built between 1824 and 1930, are the realization of a visionary project and show the evolution of approaches to museum design over the course of the 20th century. Each museum was designed so as to establish an organic connection with the art it houses. The importance of the museum's collections – which trace the development of civilizations throughout the ages – is enhanced by the urban and architectural quality of the buildings. Wartburg Castle Wartburg Castle blends superbly into its forest surroundings and is in many ways 'the ideal castle'. Although it has retained some original sections from the feudal period, the form it acquired during the 19th-century reconstitution gives a good idea of what this fortress might have been at the height of its military and seigneurial power. It was during his exile at Wartburg Castle that Martin Luther translated the New Testament into German. Garden Kingdom of Dessau-Wörlitz The Garden Kingdom of Dessau-Wörlitz is an exceptional example of landscape design and planning of the Age of the Enlightenment, the 18th century. Its diverse components - outstanding buildings, landscaped parks and gardens in the English style, and subtly modified expanses of agricultural land - serve aesthetic, educational, and economic purposes in an exemplary manner. Monastic Island of Reichenau The island of Reichenau on Lake Constance preserves the traces of the Benedictine monastery, founded in 724, which exercised remarkable spiritual, intellectual and artistic influence. The churches of St Mary and Marcus, St Peter and St Paul, and St George, mainly built between the 9th and 11th centuries, provide a panorama of early medieval monastic architecture in central Europe. Their wall paintings bear witness to impressive artistic activity. Zollverein Coal Mine Industrial Complex in Essen The Zollverein industrial complex in Land Nordrhein-Westfalen consists of the complete infrastructure of a historical coal-mining site, with some 20th-century buildings of outstanding architectural merit. It constitutes remarkable material evidence of the evolution and decline of an essential industry over the past 150 years. Historic Centres of Stralsund and Wismar The medieval towns of Wismar and Stralsund, on the Baltic coast of northern Germany, were major trading centres of the Hanseatic League in the 14th and 15th centuries. In the 17th and 18th centuries they became Swedish administrative and defensive centres for the German territories. They contributed to the development of the characteristic building types and techniques of Brick Gothic in the Baltic region, as exemplified in several important brick cathedrals, the Town Hall of Stralsund, and the series of houses for residential, commercial and crafts use, representing its evolution over several centuries. Upper Middle Rhine Valley The 65km-stretch of the Middle Rhine Valley, with its castles, historic towns and vineyards, graphically illustrates the long history of human involvement with a dramatic and varied natural landscape. It is intimately associated with history and legend and for centuries has exercised a powerful influence on writers, artists and composers. Dresden Elbe Valley Delisted 2009 The 18th- and 19th-century cultural landscape of Dresden Elbe Valley extends some 18 km along the river from Übigau Palace and Ostragehege fields in the north-west to the Pillnitz Palace and the Elbe River Island in the south-east. It features low meadows, and is crowned by the Pillnitz Palace and the centre of Dresden with its numerous monuments and parks from the 16th to 20th centuries. The landscape also features 19th- and 20th-century suburban villas and gardens and valuable natural features. Some terraced slopes along the river are still used for viticulture and some old villages have retained their historic structure and elements from the industrial revolution, notably the 147-m Blue Wonder steel bridge (1891–93), the single-rail suspension cable railway (1898–1901), and the funicular (1894–95). The passenger steamships (the oldest from 1879) and shipyard (c. 1900) are still in use. Muskauer Park / Park Mużakowski * A landscaped park of 559.9 ha astride the Neisse River and the border between Poland and Germany, it was created by Prince Hermann von Puckler-Muskau from 1815 to 1844. Blending seamlessly with the surrounding farmed landscape, the park pioneered new approaches to landscape design and influenced the development of landscape architecture in Europe and America. Designed as a ‘painting with plants’, it did not seek to evoke classical landscapes, paradise, or some lost perfection, instead using local plants to enhance the inherent qualities of the existing landscape. This integrated landscape extends into the town of Muskau with green passages that formed urban parks framing areas for development. The town thus became a design component in a utopian landscape. The site also features a reconstructed castle, bridges and an arboretum. Town Hall and Roland on the Marketplace of Bremen The Town Hall and the statue of Roland on the marketplace of Bremen in north-west Germany are outstanding representations of civic autonomy and sovereignty, as these developed in the Holy Roman Empire in Europe. The old town hall was built in the Gothic style in the early 15th century, after Bremen joined the Hanseatic League. The building was renovated in the so-called Weser Renaissance style in the early 17th century. A new town hall was built next to the old one in the early 20th century as part of an ensemble that survived bombardment during the Second World War. The statue stands 5.5 m tall and dates back to 1404. Old town of Regensburg with Stadtamhof Located on the Danube River in Bavaria, this medieval town contains many buildings of exceptional quality that testify to its history as a trading centre and to its influence on the region from the 9th century. A notable number of historic structures span some two millennia and include ancient Roman, Romanesque and Gothic buildings. Regensburg’s 11th- to 13th-century architecture – including the market, city hall and cathedral – still defines the character of the town marked by tall buildings, dark and narrow lanes, and strong fortifications. The buildings include medieval patrician houses and towers, a large number of churches and monastic ensembles as well as the 12th-century Old Bridge. The town is also remarkable for the vestiges testifing to its rich history as one of the centres of the Holy Roman Empire that turned to Protestantism. Berlin Modernism Housing Estates Berlin Modernism Housing Estates. The property consists of six housing estates that testify to innovative housing policies from 1910 to 1933, especially during the Weimar Republic, when the city of Berlin was particularly progressive socially, politically and culturally. The property is an outstanding example of the building reform movement that contributed to improving housing and living conditions for people with low incomes through novel approaches to town planning, architecture and garden design. The estates also provide exceptional examples of new urban and architectural typologies, featuring fresh design solutions, as well as technical and aesthetic innovations. Bruno Taut, Martin Wagner and Walter Gropius were among the leading architects of these projects which exercised considerable influence on the development of housing around the world. Fagus Factory in Alfeld Fagus Factory in Alfeld is a 10-building complex - began around 1910 to the design of Walter Gropius, which is a landmark in the development of modern architecture and industrial design. Serving all stages of manufacture, storage and dispatch of lasts used by the shoe industry, the complex, which is still operational today, is situated in Alfeld an der Leine in Lower Saxony. With its groundbreaking vast expanses of glass panels and functionalist aesthetics, the complex foreshadowed the work of the Bauhaus school and is a landmark in the development of architecture in Europe and North America. Prehistoric Pile Dwellings around the Alps * This serial property of 111 small individual sites encompasses the remains of prehistoric pile-dwelling (or stilt house) settlements in and around the Alps built from around 5000 to 500 B.C. on the edges of lakes, rivers or wetlands. Excavations, only conducted in some of the sites, have yielded evidence that provides insight into life in prehistoric times during the Neolithic and Bronze Age in Alpine Europe and the way communities interacted with their environment. Fifty-six of the sites are located in Switzerland. The settlements are a unique group of exceptionally well-preserved and culturally rich archaeological sites, which constitute one of the most important sources for the study of early agrarian societies in the region. Margravial Opera House Bayreuth A masterpiece of Baroque theatre architecture, built between 1745 and 1750, the Opera House is the only entirely preserved example of its type where an audience of 500 can experience Baroque court opera culture and acoustics authentically, as its auditorium retains its original materials, i.e. wood and canvas. Commissioned by Margravine Wilhelmine, wife of Frederick, Margrave of Brandenburg–Bayreuth, it was designed by the renowned theatre architect Giuseppe Galli Bibiena. As a court opera house in a public space, it foreshadowed the large public theatres of the 19th century. The highly decorated theatre’s tiered loge structure of wood with illusionistic painted canvas represents the ephemeral ceremonial architectural tradition that was employed in pageants and celebrations for princely self-representation. Bergpark Wilhelmshöhe Descending a long hill dominated by a giant statue of Hercules, the monumental water displays of Wilhelmshöhe were begun by Landgrave Carl of Hesse-Kassel in 1689 around an east-west axis and were developed further into the 19th century. Reservoirs and channels behind the Hercules Monument supply water to a complex system of hydro-pneumatic devices that supply the site’s large Baroque water theatre, grotto, fountains and 350-metre long Grand Cascade. Beyond this, channels and waterways wind across the axis, feeding a series of dramatic waterfalls and wild rapids, the geyser-like Grand Fountain which leaps 50m high, the lake and secluded ponds that enliven the Romantic garden created in the 18th century by Carl’s great-grandson, Elector Wilhelm I. The great size of the park and its waterworks along with the towering Hercules statue constitute an expression of the ideals of absolutist Monarchy while the ensemble is a remarkable testimony to the aesthetics of the Baroque and Romantic periods. Carolingian Westwork and Civitas Corvey The site is located along the Weser River on the outskirts of Höxter where the Carolingian Westwork and Civitas Corvey were erected between AD 822 and 885 in a largely preserved rural setting. The Westwork is the only standing structure that dates back to the Carolingian era, while the original imperial abbey complex is preserved as archaeological remains that are only partially excavated. The Westwork of Corvey uniquely illustrates one of the most important Carolingian architectural expressions. It is a genuine creation of this period, and its architectural articulation and decoration clearly illustrate the role played within the Frankish empire by imperial monasteries in securing territorial control and administration, as well as the propagation of Christianity and the Carolingian cultural and political order throughout Europe. Moravian Church Settlements * The Moravian Church Settlements is a transnational serial extension of Christiansfeld, a Moravian Church Settlement (Denmark), already inscribed on the World Heritage List. The extension includes three municipalities founded in the 18th century: Herrnhut (Germany), Bethlehem (United States of America), and Gracehill (United Kingdom of Great Britain and Northern Ireland). Each settlement has its own architectural character based on ideals of the Moravian Church but adapted to local conditions. Together, they represent the transnational scope and consistency of the international Moravian community as a global network. There is an active congregation present in each component part, where traditions are continued and constitute a living Moravian heritage. Speicherstadt and Kontorhaus District with Chilehaus Speicherstadt and the adjacent Kontorhaus district are two densely built urban areas in the centre of the port city of Hamburg. Speicherstadt, originally developed on a group of narrow islands in the Elbe River between 1885 and 1927, was partly rebuilt from 1949 to 1967. It is one of the largest coherent historic ensembles of port warehouses in the world (300,000 m2). It includes 15 very large warehouse blocks as well as six ancillary buildings and a connecting network of short canals. Adjacent to the modernist Chilehaus office building, the Kontorhaus district is an area of over five hectares featuring six very large office complexes built from the 1920s to the 1940s to house port-related businesses. The complex exemplifies the effects of the rapid growth in international trade in the late 19th and early 20th centuries. The Architectural Work of Le Corbusier, an Outstanding Contribution to the Modern Movement * Chosen from the work of Le Corbusier, the 17 sites comprising this transnational serial property are spread over seven countries and are a testimonial to the invention of a new architectural language that made a break with the past. They were built over a period of a half-century, in the course of what Le Corbusier described as “patient research”. The Complexe du Capitole in Chandigarh (India), the National Museum of Western Art, Tokyo (Japan), the House of Dr Curutchet in La Plata (Argentina) and the Unité d’habitation in Marseille (France) reflect the solutions that the Modern Movement sought to apply during the 20th century to the challenges of inventing new architectural techniques to respond to the needs of society. These masterpieces of creative genius also attest to the internationalization of architectural practice across the planet. Caves and Ice Age Art in the Swabian Jura Modern humans first arrived in Europe 43,000 years ago during the last ice age. One of the areas where they took up residence was the Swabian Jura in southern Germany. Excavated from the 1860s, six caves have revealed items dating from 43,000 to 33,000 years ago. Among them are carved figurines of animals (including cave lions, mammoths, horses and bovids), musical instruments and items of personal adornment. Other figurines depict creatures that are half animal, half human and there is one statuette of a woman. These archaeological sites feature some of the oldest figurative art worldwide and help shed light on the origins of human artistic development. Archaeological Border complex of Hedeby and the Danevirke The archaeological site of Hedeby consists of the remains of an emporium – or trading town – containing traces of roads, buildings, cemeteries and a harbour dating back to the 1st and early 2nd millennia CE. It is enclosed by part of the Danevirke, a line of fortification crossing the Schleswig isthmus, which separates the Jutland Peninsula from the rest of the European mainland. Because of its unique situation between the Frankish Empire in the South and the Danish Kingdom in the North, Hedeby became a trading hub between continental Europe and Scandinavia and between the North Sea and the Baltic Sea. Because of its rich and well preserved archaeological material, it has become a key site for the interpretation of economic, social and historical developments in Europe during the Viking age. Naumburg Cathedral Located in the eastern part of the Thuringian Basin, the Cathedral of Naumburg, whose construction began in 1028, is an outstanding testimony to medieval art and architecture. Its Romanesque structure, flanked by two Gothic choirs, demonstrates the stylistic transition from late Romanesque to early Gothic. The west choir, dating to the first half of the 13th century, reflects changes in religious practice and the appearance of science and nature in the figurative arts. The choir and life-size sculptures of the founders of the Cathedral are masterpieces of the workshop known as the ‘Naumburg Master’. Erzgebirge/Krušnohoří Mining Region * Erzgebirge/Krušnohoří (Ore Mountains) spans a region in south-eastern Germany (Saxony) and north-western Czechia, which contains a wealth of several metals exploited through mining from the Middle Ages onwards. The region became the most important source of silver ore in Europe from 1460 to 1560. Mining was the trigger for technological and scientific innovations transferred worldwide. Tin was historically the second metal to be extracted and processed at the site. At the end of the 19th century, the region became a major global producer of uranium. The cultural landscape of the Ore Mountains has been deeply shaped by 800 years of almost continuous mining, from the 12th to the 20th century, with mining, pioneering water management systems, innovative mineral processing and smelting sites, and mining cities. Water Management System of Augsburg The water management system of the city of Augsburg has evolved in successive phases from the 14th century to the present day. It includes a network of canals, water towers dating from the 15th to 17th centuries, which housed pumping machinery, a water-cooled butchers’ hall, a system of three monumental fountains and hydroelectric power stations, which continue to provide sustainable energy today. The technological innovations generated by this water management system have helped establish Augsburg as a pioneer in hydraulic engineering. Frontiers of the Roman Empire – The Danube Limes (Western Segment) * It covers almost 600km of the whole Roman Empire’s Danube frontier. The property formed part of the much large frontier of the Roman Empire that encircled the Mediterranean Sea. The Danube Limes (Western Segment) reflects the specificities of this part of the Roman Frontier through the selection of sites that represent key elements from roads, legionary fortresses and their associated settlements to small forts and temporary camps, and the way these structures relate to local topography. Frontiers of the Roman Empire – The Lower German Limes * Following the left bank of the Lower Rhine River for approximately 400 km from the Rhenish Massif in Germany to the North Sea coast in the Netherlands, the transnational property consist of 102 components from one section of the frontiers of the Roman Empire, which in the 2nd century CE, stretched across Europe, the Near East, and North Africa, over 7,500 km. The property comprises military and civilian sites and infrastructure that marked the edge of Lower Germany from the 1st to 5th centuries CE. Archaeological remains in the property include legionary fortresses, forts, fortlets, towers, temporary camps, roads, harbours, a fleet base, a canal and an aqueduct, as well as civilian settlements, towns, cemeteries, sanctuaries, an amphitheatre, and a palace. Almost all of these archaeological remains are buried underground. Waterlogged deposits in the property have enabled a high degree of preservation of both structural and organic materials from the Roman periods of occupation and use. Mathildenhöhe Darmstadt The Darmstadt Artists’ Colony on Mathildenhöhe, the highest elevation above the city of Darmstadt in west-central Germany, was established in 1897 by Ernst Ludwig, Grand Duke of Hesse, as a centre for emerging reform movements in architecture, arts and crafts. The buildings of the colony were created by its artist members as experimental early modernist living and working environments. The colony was expanded during successive international exhibitions in 1901, 1904, 1908 and 1914. Today, it offers a testimony to early modern ar
1222	dbpedia	0	26	https://www.scribd.com/document/446574864/OVERVIEW-OF-BRITANNIA-docx	en	Overview of Britannia	https://imgv2-1-f.scribdassets.com/img/document/446574864/original/475371d1ce/1724168033?v=1	https://imgv2-1-f.scribdassets.com/img/document/446574864/original/475371d1ce/1724168033?v=1	[ "https://s-f.scribdassets.com/webpack/assets/images/shared/gr_table_reading.9f6101a1.png" ]	[]	[]	[ "" ]	null	[ "Mihir Pednekar" ]	null	OVERVIEW OF BRITANNIA.docx - Free download as Word Doc (.doc / .docx), PDF File (.pdf), Text File (.txt) or read online for free. Britannia Industries is one of India's leading food companies with annual revenues over Rs. 9000 Cr. It manufactures popular brands like Good Day, Tiger, Nutri Choice, and Milk Bikis. Britannia has a portfolio of biscuits, bread, cakes, rusk, and dairy products. It is a trusted brand in India and has a presence in over 60 countries. While biscuits contribute most of its revenue, Britannia is working to expand its dairy and international businesses. It aims to dominate the food market with tasty yet healthy products and be a natural part of every Indian's life.	en	https://s-f.scribdassets.com/scribd.ico?0caec5b16?v=5	Scribd	https://www.scribd.com/document/446574864/OVERVIEW-OF-BRITANNIA-docx
1222	dbpedia	2	87	https://www.britannia.co.in/article/in-line-with-who-s-international-year-of-millets-britannia-bread-launches-millet-bread-with-zero-added-maida-in-india	en	Britannia Bread introduces new Millet Bread			[ "https://www.britannia.co.in/_next/image?url=https%3A%2F%2Fmedia.britannia.co.in%2FBritannia_Logo_fcce3225c0.png&w=1080&q=100 1x, /_next/image?url=https%3A%2F%2Fmedia.britannia.co.in%2FBritannia_Logo_fcce3225c0.png&w=2048&q=100 2x", "https://www.britannia.co.in/svg/search-white.svg 1x, /svg/search-white.svg 2x", ...	[]	[]	[ "Total", "Food", "Company", "Nutrition", "Biscuit", "Bread", "Cheese", "Rusk", "Toast", "Sustainable" ]	null	[]	null	Introducing 'Millet Bread' by Britannia Bread, crafted with zero added maida for a healthier option on WHO Declared International Millet Year.	en	/images/brit-fav.ico		https://www.britannia.co.in/	April 10, New Delhi: Britannia, the largest bakery foods company and pioneer of sliced bread in India,has launched Millet Bread that contains zero added maida. Packed with the goodness of Ragi, Jowar, Bajra and Oats, it has fibre and minerals that provide consumers a convenient way to include millet based options into their meals. With the launch, Britannia becomes the first company in the organized segment to bring Millet Bread into the FMCG market in India. This initiative is aligned with The Central Government’s initiative to promote millets and provide Indians with a nutrient-rich diet. This is in line with the ‘Year of Millets’ declared by the WHO. In the year 1954, Britannia became the first brand to bring sliced bread to the dining tables of India. As the pioneer in sliced breads, Britannia wanted to disrupt the market and introduce Millet Bread in order to provide its consumers with a choice based on their current needs and preferences. Even though India is the largest producer of millets in the world, it still faces problems of unbalanced diets and micronutrient deficiency. The Britannia Millet Bread was introduced with an aim to play a part in solving these issues that are still prominent. Commenting on the launch, Mr. Rajneet Kohli, Chief Executive Officer of Britannia Industries Limited, said, ‘’As the pioneers in the sliced bread category in India, we’ve always been committed to bringing the latest innovations to our consumers. Bread is a staple diet that is consumed daily across millions of households and served in restaurants and even on flights. With the growing need for guilt free snacking, there are rising conversations about choosing foods with millet grains for their benefits. Our aim is to offer an apt solution for our consumers in a category that is highly popular and a staple for several Indian consumers.’’ Mr. Yudhishter Shringi, Chief Business Officer Adjacency Business at Britannia Industries Limited, said, ‘’The United Nations has designated 2023 as the ‘International Year of Millets’, giving us the perfect opportunity to bring something new for every Indian that desires to inculcate millet based snacking options in their diet and to create awareness of the benefits of millets. As disruptors in the segment, Britannia believes in introducing products that are relevant to consumer requirements and changing lifestyles. Our brown, 100% whole wheat, and multigrain breads are already immensely popular in the atta-based range. With this foresight, we are taking our portfolio to the next level with the introduction of Millet Bread with zero added maida. Britannia has always thought ahead of time and produced innovative products that have been loved by millions across the country.” The all-new Britannia Millet Bread packs are available on Blinkit in Delhi NCR and will soon be available across general and modern trade stores across the nation. About Britannia Industries About Britannia Industries Ltd. With over a 100-year legacy and a turnover of over INR 13,000 crore, Britannia Industries is India’s largest Bakery Foods Company, also present in many other food categories and with a growing presence across the globe. Cherished by many generations of Indians, Britannia produces India’s favourite brands like Good Day, Tiger, NutriChoice, Milk Bikis, Marie Gold, Little Hearts and others and is present in over half of Indian households. Britannia’s portfolio of products expands beyond biscuits and includes dairy, cake, rusk, and breads. The company is present in more than 80 countries across North America, Europe, Africa, Southeast Asia and GCC and is growing at the pace of 1 new geography a year, in terms of local manufacturing operations. Britannia and its flagship brands are routinely voted amongst India’s most trusted, valuable, and popular brands in various Consumer and Industry surveys conducted by prestigious organizations like Millward Brown, IMRB and WPP Group, among smothers. Britannia takes pride in staying true to its vision of ‘Eat Healthy, Think Better.’ It is India’s first Zero Trans-fat food Company and 47% of its product portfolio is fortified with essential micro-nutrients. Britannia believes that ‘Taste & Trust’ are its sobriquets and constantly endeavours to make a Billion Indians reach out for a delightful and delicious Britannia product anywhere, anytime!
1222	dbpedia	0	71	https://srisiim.ac.in/detail-research-project-on-pom-analysis-of-britannia.html	en	RESEARCH PROJECT ON POM ANALYSIS OF BRITANNIA	https://srisiim.ac.in/as…/img/favicon.png	https://srisiim.ac.in/as…/img/favicon.png	[ "https://srisiim.ac.in/assets/img/preloader.gif", "https://srisiim.ac.in/images/twitter-logo-c.png", "https://srisiim.ac.in/images/srisiim-logo.png", "https://srisiim.ac.in/assets/img/logo/logo-right.png", "https://srisiim.ac.in/assets/img/banner/about-500x286.jpg", "https://srisiim.ac.in/assets/img/banne...	[]	[]	[ "" ]	null	[]	null	RESEARCH PROJECT ON POM ANALYSIS OF BRITANNIA		assets/img/favicon.png		null	INTRODUCTION Britannia Industries Limited is an Indian food firm that is part of the Wadia Group, which is led by Nusli Wadia. It is one of India's oldest existing firms, founded in 1892 and located in Kolkata, and is well known for its biscuit goods. The Britannia brand of biscuits, breads, and dairy goods is sold across India and worldwide. Beginning with the circumstances surrounding its purchase by the Wadia Group in the early 1990s, the corporation has been embroiled in a number of management-related disputes. However, it retains a sizable market share and is profitable Vision and Mission: Britannia’s aim is to be a leading player in the food processing industry andprovide delicious, nutritious, and high-quality food products to consumers. Their mission is tocreate superior value for their customers, employees, and stakeholders by fostering innovation,sustainability, and continuous improvement. PROFITABILITY AND PERFORMANCE Between 1998 and 2001, the company's revenues increased at a compound annual rate of 16% above the market, while operating profits increased by 18%. Recently, the firm has been increasing at a pace of 27% each year, compared to the industry's average of 20%. Biscuits currently account for 90% of Britannia's yearly sales of $22 billion. Britannia is one of the top 100 most trusted brands in India, according to The Brand Trust Report. Britannia is predicted to have a 38% market share. FINANCIALS Britannia Industries' consolidated revenue in FY 2022 was 13,731.05 crore. In FY 2021, the company's consolidated sales increased by 13% to 12,883 crore, up from 11,444 crore in FY 2020.[42] For the fiscal year ending March 31, 2020, the firm recorded a 21% increase in net profit at 1,402.63 crore. In fiscal year 2019, it had a net profit of Rs. 1,159.12 crore. The company's consolidated income increased by 5.48% to 11,878.95 crore in FY20 from 11,261.12 crore in FY19. PRODUCTION AND OPERATIONS ANALYSIS OF BRITANNIA PRODUCTIVITY PRODUCTIVITY MEASUREMENT Britannia, an Indian food processing company, relies on various productivity measures to maintain and improve operations. These include output per labor hour, sales per employee, production efficiency, return on assets (ROA), and return on investment (ROI). To obtain accurate measurements, refer to official financial reports or contact Britannia directly. AWARENESS- IMPROVEMENT-MAINTENANCE (AIM PROCESS) Britannia, a leading Indian food processing company, prioritizes product quality, innovation, research, distribution, marketing, operational efficiency, and customer engagement to maintain market leadership and meet consumer demands. They invest in research and development, expand their distribution network, strengthen their brand image, optimize resource utilization, and engage with customers through surveys and social media platforms. By focusing on these areas, Britannia ensures consistent, delicious, and safe food products. Britannia aims to be a leading food processing company providing delicious, nutritious, and high-quality products. They conduct market research, focus on product development and innovation, prioritize quality assurance and food safety, optimize manufacturing and operations, and manage distribution and supply chain. They employ marketing strategies, prioritize sustainability and CSR, and encourage continuous improvement and feedback. By following these processes, Britannia aims to meet consumer expectations, drive business growth, and create long-term value for all stakeholders involved. PRODUCTION PROBLEM STATEMENT FISH BONE DIAGRAM PRODUCTION SYSTEM OR MODEL OF PRODUCTION SYSTEM PRODUCT VS SERVICES Britannia is a leading biscuit and dairy producer with an annual production capacity of 433,000 tonnes. Its biscuit brands include Vita Marie Gold, Tiger, Nutri Choice, Good Day, 50 50, Treat, Pure Magic, Milk Bikis, Bourbon, Nice Time, and Little Hearts. Britannia's revenue is primarily derived from dairy products, with a 47% increase in 2000-01 and 30% in 2001-02. Key competitors include Nestlé India, the National Dairy Development Board, and Amul. PROCESS FOCUSED VS PRODUCT FOCUSED Britannia Industries is a product-focused company that focuses on product development, innovation, and quality. They invest in research and development, maintain high product quality standards, and invest in branding and marketing. They focus on packaging, offering attractive designs, and product differentiation. Britannia also prioritizes process efficiency and optimization, improving manufacturing, distribution, and supply chain management. Their primary emphasis is on creating and delivering high-quality products to the market. PRODUCT STRATEGY Britannia Industries prioritizes innovation, quality, and diversification in their product strategy to meet evolving consumer demands and preferences. They diversify their product portfolio, targeting specific consumer segments and creating strong brand identities through marketing and advertising campaigns. They conduct market research and gather consumer insights to identify emerging trends and develop sustainable, health-focused products. Britannia's focus on innovation, quality, diversification, effective branding, and meeting customer demands maintains their position as a leading player in the Indian food and beverage industry. PRODUCT LIFE CYCLE https://marketingbritannia.wordpress.com/2015/09/09/product-life-cycle-of-britannia-products/ PRODUCTION SYSTEM. Britannia Industries sources raw materials from suppliers, ensuring quality standards and food safety compliance. The company operates multiple facilities in India, using advanced machinery and technologies. Production planning, control, and quality control ensure efficiency, product consistency, and timely delivery. Packaging and distribution ensure safety and attractiveness. Britannia is dedicated to continuous improvement 4.VALUE CHAIN ANALYSIS As per the Value Chain model there are broadly two generic categories of activities – Primary Activities and Supporting Activities. Britannia Biscuits outsources inbound logistics, including receiving, storing, and disseminating product inputs, including material handling, warehousing, and customer information storage for digital media company. Operations involve transforming raw materials into finished products, such as molding plastic and using customer data for advertisements. Britannia Biscuits handles outbound logistics, including warehousing, distribution, and processing. Marketing and sales involve channel selection, pricing, advertising, and sales force management. Services include training, software alignment, post-sales maintenance, installation, and part supply. 5.FORECASTING METHOD GROWTH YEAR SALES (X) IN CR GROWTH 2022 13371.62 26743.24 2021 12378.83 24757.66 2020 10986.68 21973.36 2019 10482.45 20964.9 2018 9380.17 18760.34 9877.947 TREND AND TREND LINE FORWARD PROJECTION FOR 10 YEARS YEAR SALES (X) IN CR 2022 13371.62 2021 12378.83 2020 10986.68 2019 10482.45 2018 9380.17 FACILITY PLANNING SITE LOCATION Britannia Industries Limited, an Indian food processing company, has headquarters in Kolkata and multiple manufacturing plants and distribution centers in Kolkata, Delhi, Chennai, Mumbai, and Bangalore. The company's operations may have expanded or changed since then. FACILITY LAYOUT AND VARIOUS TYPES Britannia's facilities layout varies depending on the type of facility, such as manufacturing plants, distribution centers, or offices. These facilities typically include the production floor, packaging area, warehouse and storage, quality control and laboratory, and administrative offices. The layout depends on factors like facility size, production capacity, and operational requirements. INNOVATION Britannia Industries is a leading food industry player, focusing on innovation in manufacturing processes, automation, and sustainable practices. They invest in advanced machinery, equipment, and product development, ensuring quality through rigorous testing and strict standards. Britannia also implements supply chain optimization strategies, including logistics, distribution systems, inventory management, and collaborative forecasting. PLANT LAYOUT 7.PRODUCTION PLANNING AND CONTROL AGGREGATE PLANNING SEQUENCING Britannia Industries' sequencing process optimizes task sequences for smooth operations, efficiency, and customer satisfaction. It involves production planning, prioritization, work order generation, resource allocation, execution, monitoring, and continuous improvement. The process involves assessing demand forecasts, sales data, and inventory levels, prioritizing critical tasks, allocating resources, and monitoring progress. Britannia prioritizes continuous improvement and optimizes resources to maintain product quality and meet customer demands. FLOW CONTROL Britannia Industries manages flow control, coordinating inputs, work-in-progress (WIP), and outputs to ensure smooth operations and efficiency. This includes material flow, WIP flow, process flow, information flow, production scheduling, capacity management, and continuous improvement. Production scheduling balances workloads, minimizes wait times, and maintains an even flow of activities. Capacity management optimizes resource allocation, while continuous improvement enhances productivity and operational efficiency. By effectively managing flow control, Britannia Industries maintains a competitive edge in the market. DISPATCHING Britannia Industries' dispatching process involves coordinating and organizing product delivery to customers, distributors, wholesalers, and retailers. It involves efficient scheduling, routing, and tracking of shipments to ensure timely and accurate deliveries. Order processing, consolidation, route planning, loading, preparation, and performance analysis are crucial steps in the process. Shipment tracking systems monitor shipments in real-time, and customer service representatives provide assistance. Performance analysis and optimization help identify areas for improvement, contributing to customer satisfaction, supply chain efficiency, and overall success. OPERATION STRATEGY WITH RESPECT TO STRATEGIC PLANNING Britannia Industries' operation strategy focuses on strategic planning to achieve long-term goals. Key elements include cost efficiency, quality management, supply chain optimization, capacity planning, new product development, innovation, continuous improvement, and risk management. Cost efficiency optimizes costs while quality management ensures consistent product quality. Continuous improvement evaluates operations and implements process enhancements. Risk management minimizes unforeseen events and ensures business continuity. PROJECT MANAGEMENT NEW PRODUCT DEVELOPMENT Aggregate planning is essential for companies to determine production, resource requirements, and inventory levels. Britannia's strategies involve demand forecasting, capacity evaluation, inventory management, workforce planning, subcontracting, outsourcing, financial considerations, and scenario analysis and optimization. These strategies consider seasonal fluctuations, market growth, customer preferences, production capacity, inventory management, workforce planning, subcontracting, outsourcing, and financial aspects. NETWORK SCHEDULING Britannia, a renowned food products company, develops new products through various processes, including idea generation, screening, concept development, product design, testing, validation, commercialization, and post-launch evaluation. The company evaluates ideas based on strategic objectives, market potential, feasibility, and profitability. The design phase involves formulating recipes, conducting trials, optimizing taste, texture, packaging, and considering nutritional requirements. PERT PERT is an AI language model for project management, focusing on activity identification, sequencing, and estimation. It involves network diagram construction, critical path analysis, project duration and slack, and monitoring and control. Britannia's application varies based on project requirements and practices. MODERN TRENDS MODERN TRENDS IN MANUFACTURING Britannia Industries Limited is implementing automation and robotics technologies to improve productivity, efficiency, and quality in food products. IoT and Industry 4.0 enable real-time data collection, enhancing manufacturing processes. Advanced analytics and data-driven decision making optimize production, reduce waste, and improve operational efficiency. Sustainable practices prioritize energy consumption, waste reduction, recycling, and waste management. Customization and personalization are also adopted, with strict control measures and advanced technologies. Continuous improvement and lean manufacturing principles are employed to minimize waste and streamline production processes. ISO 9000 ISO 9000 is a set of international standards for implementing and maintaining a quality management system (QMS) within an organization. It focuses on meeting customer requirements, continuous improvement, and consistent delivery of quality products and services. Britannia, a food products company, can benefit from implementing ISO 9000 standards by enhancing its quality processes, meeting customer expectations, and driving continuous improvement. However, specific details about Britannia's ISO 9000 certification status or practices should be verified through official statements, industry publications, or contact. CAD CAD (Computer-Aided Design) is a technology used by Britannia, a food products company, for various operations like packaging, production line layout, equipment design, facility expansion, product development, and mold design. Britannia's specific utilization depends on internal processes, design requirements, and applications. CAM Britannia use Computer-Aided Manufacturing (CAM) automates manufacturing processes, including planning, production, and quality control. It can be applied in the food manufacturing industry through production planning, scheduling, CNC machining, robotics, quality control, inventory management, and data analysis. Britannia's application requires up-to-date information, which can be found in official statements, industry publications, or contact. CIM CIM, or Computer-Integrated Manufacturing, integrates computer systems and technology throughout the manufacturing process, enabling seamless integration of design, engineering, production, and management. It can be applied in food manufacturing, involving design, engineering, production planning, automation, supply chain management, quality control, and data analytics,Britannia should refer to their official statements, industry publications, or contact the company directly. FMS FMS is a production system that combines computer-controlled machines, robotics, and material handling for efficient, flexible production in the food manufacturing industry. It offers product variety, customization, quick changeovers, real-time monitoring, inventory, quality assurance, maintenance, and predictive analytics.Britannia's implementation of FMS in their manufacturing processes KAIZEN Kaizen, a Japanese philosophy, promotes continuous improvement in manufacturing by focusing on small, incremental improvements. It involves employee involvement, gemba walks, standardization, waste reduction, data-driven decision making, and continuous training and learning. Employees are empowered to identify and propose improvements, while standardization ensures progress. Waste reduction, data-driven decision making, and continuous training foster a culture of learning and development. Britannia's implementation may vary across organizations, so refer to official statements, industry publications, or contact the company for specific information. Britannia’s implementation of Kaizen principles may vary across organizations, SUPPLY CHAIN Britannia's supply chain includes raw material procurement, manufacturing, production, distribution, logistics, supplier management, demand planning, retail distribution, customer service, and sustainability and social responsibility. It sources raw materials from local or global suppliers, manages distribution, coordinates transportation, and ensures reliable supply. Retail distribution involves collaboration with retailers, focusing on product availability, shelf positioning, and promotional activities. REFERENCES "Britannia: That Ting You Do". Forbes India. Retrieved 1 March 2023. ^ Khan, Sobia (31 January 2013). "Britannia to vacate old headquarters, move into new office". The Economic Times. Retrieved 1 March 2023. ^ Jump up to:a b "Britannia Industries Ltd". Reuters. Retrieved 10 November 2021. ^ "Annual Report 2016-17" (PDF). Britannia Industries Limited. 30 October 2017. Retrieved 30 October 2017. "Britannia Industries Ltd". Moneycontrol. March 2022. ^ "Results: Britannia's profit after tax was at Rs 1,851 crore in FY 2021". The Free Press Journal. 27 April 2021. ^ Kumar, Chitranjan (2 June 2020). "Britannia Industries FY20 results: Profit rises 21% to Rs 1,403 crore, revenue up 5%". Business Today. https://en.wikipedia.org/wiki/Britannia_Industries https://www.scribd.com/document/377025990/Project-Report-of-Britannia-Biscuits
1222	dbpedia	2	13	https://www.pocketful.in/blog/britannia-industries-ltd-case-study-business-segments-kpis-financials-and-swot-analysis/	en	Britannia Industries Ltd Case Study: Business Segments, KPIs, Financials, and SWOT Analysis	https://www.pocketful.in…annia-banner.jpg	https://www.pocketful.in…annia-banner.jpg	[ "https://content.pocketful.in/landingPageImage/Home/pocketfulLogo.svg", "https://content.pocketful.in/landingPageImage/Home/pocketfulLogo.svg", "https://content.pocketful.in/landingPageImage/Home/pocketfulLogo.svg", "https://www.pocketful.in/blog/wp-content/smush-webp/2024/04/britannia-banner.jpg.webp", "ht...	[]	[]	[ "" ]	null	[ "Pranit Mathur", "Harjyot Singh" ]	2024-04-03T06:33:17+00:00	Get a comprehensive overview of Britannia Industries Ltd's business segments, KPIs, market data, financials, and SWOT analysis.	en	https://www.pocketful.in…1-32x32.png.webp	Pocketful	https://www.pocketful.in/blog/britannia-industries-ltd-case-study-business-segments-kpis-financials-and-swot-analysis/	We all have experienced the brilliance of Britannia, but very few know its story. So today, we will explore Britannia’s success story. We’ll start with the company’s overview. Overview Established in 1892, Britannia Industries Ltd. is one of India’s oldest food product companies and holds a significant position in the country’s biscuit industry. It is Kolkata-based and a part of the WADIA Group. It is an iconic brand and reaches over 50% of Indian homes. Britannia has been in this business for over a century, building a loyal consumer base with strong and deep emotional connections. The company’s R&D team plays a vital role in maintaining and innovating a vast portfolio, ensuring it aligns with consumer preferences while prioritizing quality. Awards and Recognition 2011 – The Indian Merchants’ Chamber. 2012 – The Golden Peacock National Quality Award. 2014 – 100 Most Trusted Brands of India list. 2016 – Renewable Energy India Awards. 2019 – Brand Equity’s Most Trusted Brands. 2022 – Ranked 4th in the list of India’s most chosen FMCG brands. Segments Britannia served many finger-licking products. Such as: Biscuits: Britannia is one of the leading biscuit manufacturers in India, with popular brands such as NutriChoice, Milk Bikis, Bourbon, Good Day, 50-50, Marie Gold, Nice Time, and Little Hearts. Britannia biscuits are available in various segments, such as cookies, crackers, cream, health, and treats. Rusk: Britannia Rusk is a crispy and crunchy snack made from wheat flour, sugar, and butter and comes with various flavours of elaichi, milk, and suji toast Cakes: Britannia cakes include fruit cake, nut & raisin cake, chocolate cake, muffins, cupcakes, and brownies. Snacks: Britannia snacks are tasty and ideal for enjoyment anytime, anywhere. Britannia snacks include wafers, salted snacks, and nuts. Bread: Britannia Breads offers wheat bread, multigrain bread, fruit bread, sandwich bread, pav, bun, and kulcha. They are made from high-quality ingredients and are enriched with essential nutrients. Competitors The company faces tough competition from the following players: Nestle Mother dairy TATA Parle Amul Market Data Financial Highlights Income Statement The graph indicates a growing trend in both Operating income and Net Profit. This shows a healthy state of the business. Balance Sheet: The company has seen a consistent level of current liabilities but an increase in current assets. They have also witnessed an increase in non-current assets, which are primarily fueled by growing non-current liabilities. Cash Flow Statement The Cash Flow situation indicates a strong operating position but a weak investing position. This means that the company invests heavily in the long run, which is financed by financing activities. Profitability Ratios Peer Comparison SWOT Analysis Strengths Britannia has been in the industry for more than 100 years. The company has created its space in every Indian household and a strong brand identity. The company used an 80:20 growth strategy where it focused on 20% of the brands like Marie Gold, Good Day, Milk Bikis & Nutri Choice, which contribute 80% of the company revenue. This process of putting some products on a priority list enabled the company to increase the efficiency of the production line. The company is working on new market innovations, which means adjusting the market according to consumer tastes and preferences. It helps to explore new flavours while leveraging current and new technologies. Weaknesses Britannia is not able to maintain a proper overseas presence because of tough competition in the international market. The competitors in the Food Processing industry can easily imitate the business model. Opportunities Accelerating technological innovation can lead to an increase in industrial productivity, allowing the company to capture greater market share. The company can choose to acquire other companies in the dairy industry to increase its market share. Threats An increase in the price of the raw material will eventually increase the cost of the product, leading to a slowdown in sales. Changing political environments can impact the industry’s growth both in the local and international markets. Conclusion Britannia Industries Ltd has established itself as a prominent player in the Indian food industry with a strong brand identity and loyal consumer base. The company’s focus on key brands, innovation, and market adaptation presents growth opportunities, while challenges such as international competition and raw material price fluctuations pose threats to its continued success. Over the next five years, the company expects to increase the contribution of its non-biscuit portfolio to approximately 35% of total revenue, up from the current 23%. Additionally, there is an ambition to scale the dairy sector to ₹2,000 crore within the same time. However, it is important to know that investing before conducting prior research can expose you to undue risks. Frequently Asked Questions (FAQs) What are the problems faced by Britannia? Ans. The problems faced by Britannia are rising interest rates, high commodity prices, and geopolitical conflicts disrupting supply chains. Who is the CEO of Britannia? Ans. Rajneet Singh Kohli is the CEO of Britannia. What is the market cap of Britannia Industries Ltd.? Ans. As of 2nd April 24, the market cap of the company is ₹1,18,024 Cr. What are the main segments of Britannia? Ans. The company’s key segments are Biscuits, Rusk, Cakes, Snacks, and Bread. What is the parent company of Britannia? Ans. Wadia Group is the parent company of Britannia Industries Ltd.
1222	dbpedia	1	11	https://startuptalky.com/britannia-marketing-strategy/	en	Marketing Strategy of Britannia	https://static.startupta…StartupTalky.jpg	https://static.startupta…StartupTalky.jpg	[ "https://static.startuptalky.com/2022/07/StartupTalky_Final_Logo-1.png", "https://static.startuptalky.com/2022/09/Ria-Puneyani-StartupTalky-Writer--1-.jpg", "https://static.startuptalky.com/2023/09/Apoorva-StartupTalky-publisher.jpg", "https://static.startuptalky.com/2024/06/Britannia-Marketing-Strategy-Start...	[ "https://www.youtube.com/embed/GpPj59-3Fik?feature=oembed", "https://www.youtube.com/embed/sRE7MSbAzP8?feature=oembed", "https://www.youtube.com/embed/RAwafBq5f0w?feature=oembed" ]	[]	[ "" ]	null	[ "Ria Puneyani" ]	2024-06-14T05:08:00+00:00	Britannia Industries is India's oldest food brand best known for its biscuits. Lets get an insights of the marketing strategy and marketing mix of Britannia.	en	https://static.startupta…logo_V03--2-.png	StartupTalky	https://startuptalky.com/britannia-marketing-strategy/	Britannia Industries Limited is an Indian food firm formed in Kolkata in 1892 with a small investment of Rs. 295 and is now headquartered in Mumbai. The firm is most known for its many brands of biscuits, but it also sells a wide range of packaged foods, dairy products, and bread to suit a variety of lifestyles. It produces everyday food products such as Marie Gold, NutriChoice, Milk Bikis, Good Day, and Tiger and is one of India's most trusted brands. Not only in metropolitan areas but also in rural areas, this brand has become a household name. It spends some of the country's most prominent digital marketing expenses to maintain its significant presence in the Indian market. Britannia has a market capitalization of INR 1.30 trillion (June 2024); its dairy business generates about 4-5% of total revenue which generated INR 600 crore in FY23 and has a distribution network of 100,000+ outlets; and its bread vertical is the largest in the organized bread market, with an annual income of INR 450 crores. Britannia had INR 15,985 crore in annual net sales in FY23. Let's look at the different marketing strategies of Britannia, pricing, product, advertising, and more in detail. Britannia Marketing Strategy Britannia Product Strategy Britannia Pricing Strategy Britannia Place Strategy Britannia Promotion and Advertising Strategy Britannia Segmentation Targeting and Positioning (STP) Britannia Major Marketing Campaigns Conclusion FAQs Britannia Marketing Strategy Britannia has primarily concentrated on the creation of new products and the promotion of nutrition and wellness. Taste, food, and life experiences are closely linked in Britannia's marketing and social media efforts. Britannia has also used celebrities like Salman Khan and Deepika Padukone to promote its different marketing campaigns. In the baking, biscuits, and dairy industries, it has effectively occupied a significant market share. The brand has relied only on traditional celebrity marketing, ignoring the power of Influencer Campaigning, which may significantly influence social media networks. The corporation competes in the market based on an extensive distribution network, cost-effectiveness per unit, production facilities close to markets, new goods, skilled personnel, and a wide range of products. Lets understand the Britannia Marketing Mix in detail in the below section. Britannia Product Strategy Product Category Description Biscuits - Main product category, major revenue contributor - Includes Britannia Tiger, Britannia Good Day, Britannia Nice Time, Britannia Treat, Britannia 50-50, Little Hearts, Bourbon, Britannia Marie - Various flavors for different consumer preferences Bread and Bakery Products - Long-standing history of production - Includes various types of bread and fruit bread - Other bakery products available Dairy Products - Expanded into the dairy segment - Includes cheese, butter, ghee, and curd - Produced through partnerships with dairy firms Cakes and Rusks - Variety of cakes and rusks offered - Caters to different tastes and occasions Nutri Choice Range of Products - Targeted at health-conscious consumers - Offers healthier biscuit options under the Nutri Choice brand Britannia produces a wide range of biscuits and dairy items. Britannia's product strategy comprises mostly cakes, dairy, biscuits, bread, and rusk in its marketing mix. Britannia Marie Gold, Britannia Nutrichoice, Britannia Little Hearts, Britannia Pure Magic, and more famous brands are among Britannia's product list. The most well-known product is Britannia Tiger biscuits. Tiger cookies are also sold in countries such as Australia, Malaysia, and Indonesia. Thanks to cooperative agreements with dairy firms, Britannia can now make and sell butter, ghee, curd, and cheese. Its products are primarily aimed towards India's middle class, which makes up most of the population. The Britannia products and its price list can be found on its website. Britannia Pricing Strategy Food production is a highly competitive sector. Competition is at the heart of Britannia's marketing strategy and price strategy. Also, because the significant sector is price-sensitive middle-class individuals, Britannia is forced to compete on price. Britannia strives to bundle its products, which lowers the cost of its products. This is notably evident in their items made for family packs. The pricing strategy of Britannia allows businesses to make more money from customers who are prepared to pay more for healthier products and perks. Britannia's prices are comparable to those of its competitors, mainly Parle's, and they are practically identical. Britannia Place Strategy Britannia employs an extensive distribution network following the Fast-Moving Consumer Goods (FMCG) model, strategically appointing distributors to ensure its products are widely available across various markets. The company boasts a strong presence in urban areas and is actively working to enhance its reach in rural regions, addressing the unique challenges of distribution in these areas. Britannia effectively utilizes modern trade channels, partnering with major retail chains such as Big Bazaar and D Mart to maintain a prominent presence in high-traffic retail environments. Britannia has also expanded its market share internationally through strategic foreign deals and joint ventures, including collaborations with companies like Peek Frean in the UK and acquisitions such as Parry’s, enhancing its global reach. Britannia Promotion and Advertising Strategy Britannia employs various strategies in its promotional marketing mix, including television commercials, print advertisements, and billboards. Britannia has negotiated deals with celebrities to market its brand. However, the deals have varied depending on the product. The sports industry accounts for a more significant portion of its promotional operations. Cricket bats with the Britannia emblem, which international players approve, are an essential advertising tool. Britannia also markets its product as "vital for excellent health," which appeals to consumers who are more concerned about the nutritional content of what they eat. Britannia Segmentation Targeting and Positioning (STP) Segmentation Segmentation aids in comprehending the many types of clients present in the community and the characteristics linked with each category. Kids, adults, and youth are the three groups of demographic segmentation. There are Treat fruit rolls and Tiger biscuits in the Kids category, while in the Adult category, there are Good Day and Cream Crackers. Youth biscuits include Little Hearts and Cream Biscuits. Targeting Following segmentation, targeting is how the organization chooses which consumer categories it wants to serve. Britannia has spent the last 100 years focusing on the next generation of children and the elderly through a variety of goods. The Britannia Tiger is low-cost and aimed at low-income individuals, whilst the Britannia Marie Gold is aimed at families. Treat fruit rolls are intended for use by youngsters on rare occasions. Positioning Positioning is the final phase of the process. After determining the client it wants to target, the corporation selects what sort of messaging or attitude to take while selling the product. Britannia has persuaded moms to buy Tiger biscuits for their children, Little Hearts as a snack for teenagers, and Good Day as a daily cookie that brings joy to everyone's life. Britannia Major Marketing Campaigns Bourbon Campaign The business has launched a new ad for Bourbon, one of its most popular products. The brand concentrated on friendship in this campaign. It related it to people whose lives revolve around their friends, creating a movement centered around completing joyful moments with closest friends. Britannia World Cup Campaign Cricket fever has long been prevalent in India. As a result, Britannia saw this cultural connection as a vast potential and developed the "Britannia Khao World Cup Jar" campaign. This promotion combines two of India's most powerful industries: food and cricket. Whoever bought a Britannia product with the Britannia Khao World Cup Jao promo SMS the promo code and the consumer would get a guaranteed reward for every 100 runs in the World Cup. Britannia Good Day Campaign The brand conducted a campaign with Bollywood actress Deepika Padukone. She advised people to focus on the objective and pursue the genuine deal, with the tagline "Khushiyon ki zidd Karo" being the simple translation. In plain English, this message stated that every day would be a good day if one stayed happy and pursued happiness. Conclusion By offering a trust basis and high-quality products, Brittania has effectively created and generated trust among consumers. Brittania's marketing strategy is focused on the product, with the firm emphasizing flavor and nutrition. To attract more customers, Britannia's marketing strategy and approach must adapt to the current market trends. FAQs How many Britannia plants are there in India? There are 15 Britannia factories/plants in India. Who is the owner of Britannia Industries? Wadia Group is the parent organization of Britannia Industry. What are Britannia Industries products? Britannia is one of the oldest existing food processing brands in India. Some of its products include: Biscuits Bread Cakes Rusk Dairy products- Cheese, Beverages, Milk and Yoghurt How does Britannia generate revenue? Britannia generates revenue from its two business segments that includes: Bakery Products Dairy Products It makes 90-95% of its revenue from the biscuits and bakery segment. Dairy products generate 4-5% of its total revenue.
1222	dbpedia	1	4	https://alphastreet.com/india/ruling-the-biscuits-markets-in-india-ft-britannia-a-primer-on-the-stock/	en	Ruling the Biscuits Markets in India Ft Britannia- A primer on the stock	https://alphastreet.com/…ck-868668932.jpg	https://alphastreet.com/…ck-868668932.jpg	[ "https://alphastreet.com/india/wp-content/uploads/2023/06/WP-AI-Logo.svg", "https://lh6.googleusercontent.com/IScYCHg_wWAxTPSCd7FwPflcdfHI_ztkt8lngxWvLjh4TWT4Xvg1bFJDrzkVK7u5epeaQ5ueWgnWgpiZ8DBUARPpQsp0XCDAKIa_5vQSEFYe95ds7z_6WBVsP3fYpT2ip955XJqT4RCmNi0JK0h3Lqg", "https://lh6.googleusercontent.com/IScYCHg_wWAxT...	[]	[]	[ "biscuits", "bread", "dairy", "analysis", "consumer", "research summary" ]	null	[ "Chirag Gupta", "https://alphastreet.com/india/author/chirag_gupta/#author", "Staff Correspondent" ]	2023-09-21T13:17:43-04:00	We come out of a very successful financial year that witnessed economic recovery amidst unprecedented inflationary conditions. As market leaders, we led pricing actions to offset inflation & maintain profitability. However, in this quarter, commodity prices marginally softened & hence, the local competition intensified. In view of that situation, certain price corrections were initiated to	en	https://i2.wp.com/alphas…it=32%2C32&ssl=1	AlphaStreet	https://alphastreet.com/india/ruling-the-biscuits-markets-in-india-ft-britannia-a-primer-on-the-stock/	We come out of a very successful financial year that witnessed economic recovery amidst unprecedented inflationary conditions. As market leaders, we led pricing actions to offset inflation & maintain profitability. However, in this quarter, commodity prices marginally softened & hence, the local competition intensified. In view of that situation, certain price corrections were initiated to remain competitive & continue to drive topline while maintaining profitability Mr Varun Berry, CEO Stock data Price Performance: Company description: Britannia Industries Limited is one of India’s leading food companies with a rich heritage dating back to 1892. Headquartered in Kolkata, India, Britannia is known for its diverse range of food products, including biscuits, bread, cakes, dairy products, and more. The company has a strong presence in India and exports its products to over 60 countries. Business Segments: The company operates in 4 business verticals: Biscuits: Britannia’s biscuits segment is the core of its business. It offers a wide variety of biscuits, including popular brands like Good Day, Marie Gold, and Tiger biscuits. The segment contributes significantly to the company’s revenue. Dairy Products: The company sells Cheese, Beverages, Milk and Yoghurt under this division and the dairy products directly reach 100,000 outlets. The segment witnessed the highest growth especially in the cheese products which grew 300% during the year and the company is planning to start 5 new facilities. And to expand its Orissa plant it will improve its back end facilities by procuring 25000 Litre/day from 1000 farmers in Maharashtra. Bread and Bakery Products: The company is one of the largest players in the organized bread market with an annual turnover of over 1 lac tons in volume and Rs.450 crores in value. The business operates with 13 factories and 4 franchisees selling close to 1 Mn loaves daily across more than 100 cities and towns of India. The company is working on developing differentiated products like Atta pizza, cheese bread etc. Snacks and Cakes: Overview: Britannia manufactures a variety of snacks and cakes, including its popular brand, Cake Bar. These products are part of the company’s strategy to diversify its product portfolio. Business Model: Britannia Industries operates on a business model focused on quality, innovation, and market expansion. Key aspects of its business model include: Product Innovation: Britannia continually innovates its product offerings to meet changing consumer preferences. It launches new products and variants to stay competitive in the market. Market Expansion: The company has a vast distribution network that extends to urban and rural areas, ensuring that its products reach a wide customer base across India and internationally. Quality Assurance: Britannia maintains strict quality control standards to deliver safe and high-quality food products to consumers. Sustainability: Britannia emphasizes sustainable practices in its operations, including responsible sourcing of raw materials and reducing its environmental footprint. Distribution Network: The company has a PAN India presence and the products are available in more than 5 Million retail stores across India and the products reach over 50% of the Indian homes. Global Footprint: The company derives 5.5% of the revenue from the global Markets and exports the products to 80 countries and has manufacturing units at UAE and Oman. It is also the number 2 biscuit player in UAE with a strong contention to leadership and has a similarly strong market position in the other GCC countries. Recently, the company has also started a greenfield manufacturing plant in Nepal Capex: Britannia plans a Capex of Rs 400-450 Cr in FY24 towards the brownfield expansion in Ranjangaon (Dairy), Orissa and Greenfield facility in Bihar. Moreover, it has commercialized 5 new additional lines each in Barabanki (UP) and Tirunelveli (TN) during Q1FY24. 80:20 Growth Strategy: The company performed well during the covid crisis by following the 80:20 rule, that is the company focused on 20% of the brands like Marie Gold, Good Day, Milk Bikis & Nutri Choice, which contributes 80% of the companies revenue, were put on priority list which enabled the company to streamline its productivity and increase the efficiency of the production. Litigations: The company has filed two cases against its rival ITC in the Delhi High court for alleged infringement of its product packaging trademark by using similar design for ITC’s new biscuit ‘’Sunfeast Veda Digestive’’. Britannia has also filed a case against Future consumer. The company has also filed a case against Future consumer for the usage of the name of ‘Good time’ as it sounds similar to Britannia’s iconic ‘Good Day’ brand. Tussle over Ownership: The company was started in the year 1892 while the initial promoters remain unknown yet and the name Britannia was given after 26 years of its inception by the London Investor C H Holmes and the company has 7 owners before resting in the hands of the Wadia Group. Financials: What we like: Part of the prestigious Wadia group: Britannia Industries belongs to the Wadia Group, a reputed Indian Business house who has presence in wide range of business segments like Airlines (Go Air), Realty ( Bombay Realty), Textiles ( Bombay Dyeing) and Plantations and other business (Bombay Burmah trading Corporation which is also the Ultimate holding company of Britannia Industries) Market Leader in the Biscuit segment: Britannia is one of leading players in the business segment with leading market share in the Indian biscuit segment. The company has a wide range of Biscuits portfolio across various categories like glucose, Marie, cookies, crackers, cream, milk, and health. The company sells the products under various Iconic brands like Good Day, Tiger, Marie, Nutrichoice and Milk Bikis and many more. Limited impact of local competition: Management stated that the competition from local players has increased, as input costs eased. However, we believe that the company is well placed to face such challenges. It has already lowered prices of a few products and plans to drive the growth through volumes in coming quarters. Thus, we expect the impact of increasing competition in the market will be limited on the company’s earnings. Positive outlook: We expect Britannia to deliver market-leading growth from here on as Raw material prices, while still firm, have or will stabilize at the current levels. Rural continues to remain stronger for Britannia (due to the company’s robust distribution expansion strategy in these regions) while other FMCG companies continue to struggle in this sector. Furthermore, the rural revival is expected to recover the overall FMCG sector in FY24, which will be supported by higher government spending and increased urban remittances. BRIT’s own initiatives such as robust portfolio planning through NPD in core and adjacencies along with its continued focus on increasing direct reach, rural penetration, and a share of in-house manufacturing would help it improve its overall efficiency moving ahead. We believe that this will make BRIT stronger in the longer run Factors to consider: The food industry is highly competitive, with numerous domestic and international players, which can affect pricing and market share. The company’s profitability can be impacted by fluctuations in the prices of key raw materials, such as wheat and dairy products. The food industry is subject to regulatory changes and quality standards, which can affect production processes and costs. Conclusion: Britannia Industries Limited is a prominent player in the Indian food industry, known for its strong brand presence and diversified product portfolio. While it benefits from market leadership and a growing dairy segment, it operates in a competitive environment with challenges related to competition and raw material price volatility. Investors should carefully assess the company’s performance and industry dynamics before considering it as a potential investment. Staying informed about Britannia’s strategies and market trends is essential for making well-informed investment decisions.
1222	dbpedia	2	72	https://hbr.org/2011/06/the-globe-segmenting-the-base-of-the-pyramid	en	The Globe: Segmenting the Base of the Pyramid	https://hbr.org/resource…raph_940x490.png	https://hbr.org/resource…raph_940x490.png	[ "https://hbr.org/resources/css/images/HBR_logo_black.svg", "https://hbr.org/resources/css/images/cart-icon.png", "https://hbr.org/resources/css/images/HBR_logo_black.svg", "https://hbr.org/resources/css/images/hbr_logo.svg", "https://hbr.org/resources/images/2018/new_logo_May11.png", "http://b.scorecardre...	[]	[]	[ "" ]	null	[ "V. Kasturi Rangan", "Michael Chu", "Djordjija Petkoski" ]	2011-06-01T04:00:00+00:00	Reprint: R1106J The bottom of the economic pyramid is a risky place for business, but decent profits can be made there if companies link their financial success with their constituencies’ well-being. To do that effectively, you must understand the nuances of people’s daily lives, say Rangan and Chu, of Harvard Business School, and Petkoski, of the World Bank. Start by dividing the base of the pyramid into three segments according to people’s earnings and related personal needs: Low income: 1.4 billion people, $3 to $5 a day Subsistence: 1.6 billion people, $1 to $3 a day Extreme poverty: 1 billion people, less than $1 a day Next, consider the roles of various groups in the value-creation relationship: consumers, coproducers, and clients. Specific strategies work best with people in certain roles and at particular income levels. Success requires appreciating the diversity at the base of the pyramid and the importance of scale in undertaking ventures there. Witness Manila Water’s success in the Philippines and Hindustan Unilever’s in South Asia. Failure to appreciate those elements can foil base-of-the-pyramid ventures, as Microsoft and Procter & Gamble each discovered.		/resources/images/favicon.ico	Harvard Business Review	https://hbr.org/2011/06/the-globe-segmenting-the-base-of-the-pyramid	Reprint: R1106J The bottom of the economic pyramid is a risky place for business, but decent profits can be made there if companies link their financial success with their constituencies’ well-being. To do that effectively, you must understand the nuances of people’s daily lives, say Rangan and Chu, of Harvard Business School, and Petkoski, of the World Bank. Start by dividing the base of the pyramid into three segments according to people’s earnings and related personal needs: Low income: 1.4 billion people, $3 to $5 a day Subsistence: 1.6 billion people, $1 to $3 a day Extreme poverty: 1 billion people, less than $1 a day Next, consider the roles of various groups in the value-creation relationship: consumers, coproducers, and clients. Specific strategies work best with people in certain roles and at particular income levels. Success requires appreciating the diversity at the base of the pyramid and the importance of scale in undertaking ventures there. Witness Manila Water’s success in the Philippines and Hindustan Unilever’s in South Asia. Failure to appreciate those elements can foil base-of-the-pyramid ventures, as Microsoft and Procter & Gamble each discovered.
1222	dbpedia	2	25	https://www.coursehero.com/file/231345922/21UWSL01C02-202304010010-Dwip-Chandnanidocx/	en				[]	[]	[]	[ "" ]	null	[]	null					null
1222	dbpedia	3	69	https://slatestarcodex.com/2016/07/25/how-the-west-was-won/	en	How The West Was Won	https://slatestarcodex.c…ex_spotlight.png	https://slatestarcodex.c…ex_spotlight.png	[ "https://slatestarcodex.com/wp-content/themes/responsive-pujugama-v3/images/codex.png", "https://secure.gravatar.com/avatar/c00b7423e25f45959690ed41fb84f141?s=40&d=identicon&r=g", "https://secure.gravatar.com/avatar/1a5842c38f1e2ff71c8b57f94e062f5a?s=40&d=identicon&r=g", "https://secure.gravatar.com/avatar/9f...	[]	[]	[ "" ]	null	[]	2016-07-25T00:00:00	I. Someone recently linked me to Bryan Caplan’s post A Hardy Weed: How Traditionalists Underestimate Western Civ. He argues that “western civilization”‘s supposed defenders …	en		Slate Star Codex	https://slatestarcodex.com/2016/07/25/how-the-west-was-won/	I. Someone recently linked me to Bryan Caplan’s post A Hardy Weed: How Traditionalists Underestimate Western Civ. He argues that “western civilization”‘s supposed defenders don’t give it enough credit. They’re always worrying about it being threatened by Islam or China or Degeneracy or whatever, but in fact western civilization can not only hold its own against these threats but actively outcompetes them: The fragility thesis is flat wrong. There is absolutely no reason to think that Western civilization is more fragile than Asian civilization, Islamic civilization, or any other prominent rivals. At minimum, Western civilization can and does perpetuate itself the standard way: sheer conformity and status quo bias. But saying that Western civilization is no more fragile than other cultures is a gross understatement. The truth is that Western civilization is taking over the globe. In virtually any fair fight, it steadily triumphs. Why? Because, as fans of Western civ ought to know, Western civ is better. Given a choice, young people choose Western consumerism, gender norms, and entertainment. Anti-Western governments from Beijing to Tehran know this this to be true: Without draconian censorship and social regulation, “Westoxification” will win. A big part of the West’s strength, I hasten to add, is its openness to awesomeness. When it encounters competing cultures, it gleefully identifies competitors’ best traits – then adopts them as its own. By the time Western culture commands the globe, it will have appropriated the best features of Asian and Islamic culture. Even its nominal detractors will be Westernized in all but name. Picture how contemporary Christian fundamentalists’ consumerism and gender roles would have horrified Luther or Calvin. Western civ is a good winner. It doesn’t demand total surrender. It doesn’t make fans of competing cultures formally recant their errors. It just tempts them in a hundred different ways until they tacitly convert. Traditionalists’ laments for Western civilization deeply puzzle me. Yes, it’s easy to dwell on setbacks. In a world of seven billion people, you can’t expect Western culture to win everywhere everyday. But do traditionalists seriously believe that freshman Western civ classes are the wall standing between us and barbarism? Have they really failed to notice the fact that Western civilization flourishes all over the globe, even when hostile governments fight it tooth and nail? It is time for the friends of Western civilization to learn a lesson from its enemies: Western civ is a hardy weed. Given half a chance, it survives, spreads, and conquers. Peacefully. I worry that Caplan is eliding the important summoner/demon distinction. This is an easy distinction to miss, since demons often kill their summoners and wear their skin. But in this case, he’s become hopelessly confused without it. I am pretty sure there was, at one point, such a thing as western civilization. I think it included things like dancing around maypoles and copying Latin manuscripts. At some point Thor might have been involved. That civilization is dead. It summoned an alien entity from beyond the void which devoured its summoner and is proceeding to eat the rest of the world. An analogy: naturopaths like to use the term “western medicine” to refer to the evidence-based medicine of drugs and surgeries you would get at your local hospital. They contrast this with traditional Chinese medicine and Ayurvedic medicine, which it has somewhat replaced, apparently a symptom of the “westernization” of Chinese and Indian societies. But “western medicine” is just medicine that works. It happens to be western because the West had a technological head start, and so discovered most of the medicine that works first. But there’s nothing culturally western about it; there’s nothing Christian or Greco-Roman about using penicillin to deal with a bacterial infection. Indeed, “western medicine” replaced the traditional medicine of Europe – Hippocrates’ four humors – before it started threatening the traditional medicines of China or India. So-called “western medicine” is an inhuman perfect construct from beyond the void, summoned by Westerners, which ate traditional Western medicine first and is now proceeding to eat the rest of the world. “Western culture” is no more related to the geographical west than western medicine. People who complain about western culture taking over their country always manage to bring up Coca-Cola. But in what sense is Coca-Cola culturally western? It’s an Ethiopian bean mixed with a Colombian leaf mixed with carbonated water and lots and lots of sugar. An American was the first person to discover that this combination tasted really good – our technological/economic head start ensured that. But in a world where America never existed, eventually some Japanese or Arabian chemist would have found that sugar-filled fizzy drinks were really tasty. It was a discovery waiting to be plucked out of the void, like penicillin. America summoned it but did not create it. If western medicine is just medicine that works, soda pop is just refreshment that works. The same is true of more intellectual “products”. Caplan notes that foreigners consume western gender norms, but these certainly aren’t gender norms that would have been recognizable to Cicero, St. Augustine, Henry VIII, or even Voltaire. They’re gender norms that sprung up in the aftermath of the Industrial Revolution and its turbulent intermixing of the domestic and public economies. They arose because they worked. The West was the first region to industrialize and realize those were the gender norms that worked for industrial societies, and as China and Arabia industrialize they’re going to find the same thing. Caplan writes: A big part of the West’s strength, I hasten to add, is its openness to awesomeness. When it encounters competing cultures, it gleefully identifies competitors’ best traits – then adopts them as its own. By the time Western culture commands the globe, it will have appropriated the best features of Asian and Islamic culture. Certainly he’s pointing at a real phenomenon – sushi has spread almost as rapidly as Coke. But in what sense has sushi been “westernized”? Yes, Europe has adopted sushi. But so have China, India, and Africa. Sushi is another refreshment that works, a crack in the narrative that what’s going on is “westernization” in any meaningful sense. Here’s what I think is going on. Maybe every culture is the gradual accumulation of useful environmental adaptations combined with random memetic drift. But this is usually a slow process with plenty of room for everybody to adjust and local peculiarities to seep in. The Industrial Revolution caused such rapid change that the process become qualitatively different, a frantic search for better adaptations to an environment that was itself changing almost as fast as people could understand it. The Industrial Revolution also changed the way culture was spatially distributed. When the fastest mode of transportation is the horse, and the postal system is frequently ambushed by Huns, almost all culture is local culture. England develops a culture, France develops a culture, Spain develops a culture. Geographic, language, and political barriers keep these from intermixing too much. Add rapid communication – even at the level of a good postal service – and the equation begins to change. In the 17th century, philosophers were remarking (in Latin, the universal language!) about how Descartes from France had more in common with Leibniz from Germany than either of them did with the average Frenchman or German. Nowadays I certainly have more in common with SSC readers in Finland than I do with my next-door neighbor whom I’ve never met. Improved trade and communication networks created a rapid flow of ideas from one big commercial center to another. Things that worked – western medicine, Coca-Cola, egalitarian gender norms, sushi – spread along the trade networks and started outcompeting things that didn’t. It happened in the west first, but not in any kind of a black-and-white way. Places were inducted into the universal culture in proportion to their participation in global trade; Shanghai was infected before West Kerry; Dubai is further gone than Alabama. The great financial capitals became a single cultural region in the same way that “England” or “France” had been a cultural region in the olden times, gradually converging on more and more ideas that worked in their new economic situation. Let me say again that this universal culture, though it started in the West, was western only in the most cosmetic ways. If China or the Caliphate had industrialized first, they would have been the ones who developed it, and it would have been much the same. The new sodas and medicines and gender norms invented in Beijing or Baghdad would have spread throughout the world, and they would have looked very familiar. The best way to industrialize is the best way to industrialize. II. Something Caplan was pointing towards but never really said outright: universal culture is by definition the only culture that can survive without censorship. He writes in his post: The truth is that Western civilization is taking over the globe. In virtually any fair fight, it steadily triumphs. Why? Because, as fans of Western civ ought to know, Western civ is better. Given a choice, young people choose Western consumerism, gender norms, and entertainment. Anti-Western governments from Beijing to Tehran know this this to be true: Without draconian censorship and social regulation, “Westoxification” will win. Universal culture is the collection of the most competitive ideas and products. Coca-Cola spreads because it tastes better than whatever people were drinking before. Egalitarian gender norms spread because they’re more popular and likeable than their predecessors. If there was something that outcompeted Coca-Cola, then that would be the official soda of universal culture and Coca-Cola would be consigned to the scrapheap of history. The only reason universal culture doesn’t outcompete everything else instantly and achieve fixation around the globe is barriers to communication. Some of those barriers are natural – Tibet survived universalization for a long time because nobody could get to it. Sometimes the barrier is time – universal culture can’t assimilate every little hill and valley instantly. Other times there are no natural barriers, and then your choice is to either accept assimilation into universal culture, or put up some form of censorship. Imagine that Tibet wants to protect its traditional drink of yak’s milk. The Dalai Lama requests that everyone continue to drink yak’s milk. But Coca-Cola tastes much better than yak’s milk, and everyone knows this. So it becomes a coordination problem: even if individual Tibetans would prefer that their neighbors all drink yak’s milk to preserve the culture, they want to drink Coca-Cola. The only way yak’s milk stays popular is if the Dalai Lama bans Coca-Cola from the country. But westerners aren’t banning yak’s milk to “protect” their cultures. They don’t have to. Universal culture is high-entropy; it’s already in its ground state and will survive and spread without help. All other cultures are low-entropy; they survive only if someone keeps pushing energy into the system to protect them. It could be the Dalai Lama banning Coca-Cola. It could be the Académie Française removing English words from the language. It could be the secret police killing anyone who speaks out against Comrade Stalin. But if you want anything other than universal culture, you better either be surrounded by some very high mountains, or be willing to get your hands dirty. There’s one more sense in which universal culture is high-entropy; I think it might be the only culture that can really survive high levels of immigration. I’ve been wondering for a long time – how come groups that want to protect their traditional cultures worry about immigration? After all, San Francisco is frequently said to have a thriving gay culture. There’s a strong Hasidic Jewish culture in New York City. Everyone agrees that the US has something called “black culture”, although there’s debate over exactly what it entails. But only 6% of San Francisco is gay. Only 1% of New Yorkers are Hasidim. Only about 11% of Americans are black. So these groups have all managed to maintain strong cultures while being vastly outnumbered by people who are different from them. So why is anyone concerned about immigration threatening their culture? Suppose that Tibet was utterly overwhelmed by immigrants, tens of millions of them. No matter how many people you import, Tibetan people couldn’t possibly get more outnumbered in their own country than gays, Hasidim, and blacks already are. But those groups hold on to their cultures just fine. Wouldn’t we expect Tibetans (or Americans, or English people) to do the same? I’m still not totally sure about the answer to this one, but once again I think it makes more sense when we realize that Tibet is competing not against Western culture, but against universal culture. And here, universal culture is going to win, simply because it’s designed to deal with diverse multicultural environments. Remember, different strategies can succeed in different equilibria. In a world full of auto-cooperators, defect-bot hits the jackpot. In a world full of tit-for-tat-players, defect-bot crashes and burns. Likewise, in a world where everybody else follows Tibetan culture, Tibetan culture may do very well. In a world where there are lots of different cultures all mixed together, Tibetan culture might not have any idea what to do. (one more hypothetical, to clarify what I’m talking about – imagine a culture where the color of someone’s clothes tells you a lot of things about them – for example, anyone wearing red is a prostitute. This may work well as long as everyone follows the culture. If you mix it 50-50 with another culture that doesn’t have this norm, then things go downhill quickly; you proposition a lady wearing red, only to get pepper sprayed in the eye. Eventually the first culture gives up and stops trying to communicate messages through clothing color.) I think universal culture has done a really good job adapting to this through a strategy of social atomization; everybody does their own thing in their own home, and the community exists to protect them and perform some lowest common denominator functions that everyone can agree on. This is a really good way to run a multicultural society without causing any conflict, but it requires a very specific set of cultural norms and social technologies to work properly, and only universal culture has developed these enough to pull it off. Because universal culture is better at dealing with multicultural societies, the more immigrants there are, the more likely everyone will just default to universal culture in public spaces. And eventually the public space will creep further and further until universal culture becomes the norm. If you don’t understand the difference between western culture and universal culture, this looks like the immigrants assimilating – “Oh, before these people were Chinese people behaving in their foreign Chinese way, but now they’re Westerners just like us.” Once you make the distinction, it looks like both Chinese people and traditional Americans assimilating into universal culture in order to share a common ground – with this being invisible to people who are already assimilated into universal culture, to whom it just looks “normal”. III. I stress these points because the incorrect model of “foreign cultures being Westernized” casts Western culture as the aggressor, whereas the model of “every culture is being universalized” finds Western culture to be as much a victim as anywhere else. Coca-Cola might have replaced traditional yak’s milk in Mongolia, but it also replaced traditional apple cider in America. A Hopi Indian saddened that her children no longer know the old ritual dances differs little from a Southern Baptist incensed that her kids no longer go to church. Universal values have triumphed over both. Our society is generally in favor of small, far-away, or exotic groups trying to maintain their culture. We think it’s great that the Hopi are trying to get the next generation to participate in the traditional dances. We support the Tibetans’ attempt to maintain their culture in the face of pressure from China. We promote black culture, gay culture, et cetera. We think of it as a tragedy when the dominant culture manages to take over and destroy one of these smaller cultures. For example, when white American educators taught Native American children to identify with white American culture and ignore the old ways, that was inappropriate and in some senses “genocidal” if the aim was to destroy Native Americans as a separate people. We get excited by the story of Bhutan, the tiny Himalayan kingdom trying to preserve its natural and human environment and prevent its own McDonaldization. We tend to be especially upset when the destruction of cultures happens in the context of colonialism, ie a large and powerful country trying to take over and eliminate the culture of a smaller country. Some examples include the English in Ireland, the English in India, the English in Africa, and basically the English anywhere. One of the most common justifications for colonialism is that a more advanced and enlightened society is taking over an evil and oppressive society. For example, when China invaded Tibet, they said that this was because Tibet was a feudal hellhole where most of the people were living in abject slavery and where people who protested the rule of the lamas were punished by having their eyes gouged out (true!). They declared the anniversary of their conquest “Serfs Emancipation Day” and force the Tibetans to celebrate it every year. They say that anyone who opposes the Chinese, supports the Dalai Lama, or flies the old Tibetan flag is allied with the old feudal lords and wants to celebrate a culture based around serfdom and oppression. But opponents of colonialism tend to believe that cultures are valuable and need to be protected in and of themselves. This is true even if the culture is very poor, if the culture consists of people who aren’t very well-educated by Western standards, even if they believe in religions that we think are stupid, even if those cultures have unsavory histories, et cetera. We tend to allow such cultures to resist outside influences, and we even celebrate such resistance. If anybody were to say that, for example, Native Americans are poor and ignorant, have a dumb religion with all sorts of unprovable “spirits”, used to be involved in a lot of killing and raiding and slave-taking – and so we need to burn down their culture and raise their children in our own superior culture – that person would be incredibly racist and they would not be worth listening to. We celebrate when cultures choose preservation of their traditional lifestyles over mere economic growth, like Bhutan’s gross national happiness program. This is true in every case except with the cultures we consider our outgroups – in the US, white Southern fundamentalist Christian Republicans; in the UK, white rural working-class leave voters. In both cases, their ignorance is treated as worthy of mockery, their religion is treated as stupidity and failure to understand science, their poverty makes them “trailer trash”, their rejection of economic-growth-at-all-costs means they are too stupid to understand the stakes, and their desire to protect their obviously inferior culture makes them xenophobic and racist. Although we laugh at the Chinese claim that the only reason a Tibetan could identify with their own culture and want to fly its flag is because they support serfdom and eye-gouging, we solemnly nod along with our own culture’s claim that the only reason a Southerner could identify with their own culture and want to fly its flag is because they support racism and slavery. (one question I got on the post linked above was why its description of American tribes seemed to fit other countries so well. I think the answer is because most countries’ politics are centered around the conflict between more-universalized and less-universalized segments of the population.) We could even look at this as a form of colonialism – if Brexit supporters and opponents lived on two different islands and had different colored skin, then people in London saying things like “These people are so butthurt that we’re destroying their so-called ‘culture’, but they’re really just a bunch of ignorant rubes, and they don’t realize they need us elites to keep their country running, so screw them,” would sound a lot more sinister. The insistence that they tolerate unwanted immigration into their lands would look a lot like how China is trying to destroy Tibet by exporting millions of people to it in the hopes they will eventually outnumber the recalcitrant native Tibetans (if you don’t believe me, believe the Dalai Lama, who apparently has the same perspective). The claim that they’re confused bout their own economic self-interest would give way to discussions of Bhutan style “gross national happiness”. (I get accused of being crypto-conservative around here every so often, but I think I’m just taking my anti-colonialism position to its logical conclusion. A liberal getting upset about how other liberals are treating conservatives, doesn’t become conservative himself, any more than an American getting upset about how other Americans treat Iraqis becomes an Iraqi.) And I worry that confusing “universal culture” with “Western culture” legitimizes this weird double standard. If universal culture and Western culture are the same thing, then Western culture doesn’t need protection – as Caplan points out, it’s the giant unstoppable wave of progress sweeping over everything else. Or maybe it doesn’t deserve protection – after all, it’s the colonialist ideology that tried to destroy local cultures and set itself up as supreme. If Western culture is already super-strong and has a history of trying to take over everywhere else, then surely advocating “protecting Western culture” must be a code phrase for something more sinister. We can sympathize with foreign cultures like the Tibetans who are actually under threat, but sympathizing with any Western culture in any way would just be legitimizing aggression. But I would argue that it’s universal culture which is the giant unstoppable wave of progress, and that it was universal culture that was responsible for colonizing other cultures and replacing them with itself. And universal culture’s continuing attempts to subjugate the last unassimilated remnants of traditional western culture are just part of this trend. IV. I am mostly just on the side of consistency. After that I have no idea what to do. One argument is that we should consistently support traditional cultures’ attempts to defend themselves against universal culture. Support the Native Americans’ ability to practice their old ways, support traditional Siberians trying to return to their shamanistic roots, support Australian Aborigines’ rights to continue the old rituals, support Tibetans’ rights to practice Vajrayana Buddhism, and support rural British people trying to protect Ye Olde England from the changes associated with increased immigration. For most people, this would mean extending the compassion that they feel to the Aborigines, peasants, and Tibetans to apply to the British as well. But another argument is that we should consistently support universal culture’s attempt to impose progress on traditional cultures. Maybe we should tell the Native Americans that if they embraced global capitalism, they could have a tacqueria, sushi restaurant, and kebab place all on the same street in their reservation. Maybe we should tell the Aborigines that modern science says the Dreamtime is a myth they need to stop clinging to dumb disproven ideas. Maybe we should tell the Tibetans that Vajrayana Buddhism is too intolerant of homosexuality. Take our conviction that rural Englanders are just racist and xenophobic and ill-informed, and extend that to everyone else who’s trying to resist a way of life that’s objectively better. I am sort of torn on this. On the one hand, universal culture is objectively better. Its science is more correct, its economy will grow faster, its soft drinks are more refreshing, its political systems are (necessarily) freer, and it is (in a certain specific sense) what everybody would select if given a free choice. It also seems morally better. The Tibetans did gouge out the eyes of would-be-runaway serfs. I realize the circularity of saying that universal culture is objectively morally better based on it seeming so to me, a universal culture member – but I am prepared to suspend that paradox in favor of not wanting people’s eyes gouged out for resisting slavery. On the other hand, I think that “universal culture is what every society would select if given the opportunity” is less of a knock-down point than it would seem. Heroin use is something every society would select if given the opportunity. That is, if nobody placed “censorship” on the spread of heroin, it would rapidly spread from country to country, becoming a major part of that country’s society. Instead, we implement an almost authoritarian level of control on it, because we know that even though it would be very widely adopted, it’s not something that is good for anybody in the long term. An opponent of universal culture could say it has the same property. Things get even worse when you remember that cultures are multi-agent games and each agent pursuing its own self-interest might be a disaster for the whole. Pollution is a good example of this; if the best car is very polluting, and one car worth of pollution is minimal but many cars’ worth of pollution is toxic, then absent good coordination mechanisms everyone will choose the best car even though everyone would prefer a world where nobody (including them) had the best car. I may have written about this before. I’m constantly intrigued (though always a little skeptical) by claims that “primitive” cultures live happier and more satisfying lives than our own. I know of several of this type. First, happiness surveys that tend to find Latin American countries doing as well or better than much richer and more advanced European countries. Second, the evidence from the Amish, whose children are allowed to experience the modern culture around them but who usually prefer to stay in Amish society. Third, Axtell’s paper on prisoner exchanges between early US colonists and Native Americans; colonists captured by the natives almost always wanted to stay and live with the natives; natives captured by the colonists never wanted to stay and live with the colonists. Many people have remarked on how more culturally homogenous countries seem happier. Bhutan itself might be evidence here, although I’ve seen wildly different claims on where it falls on happiness surveys. I’ve also talked before about how China’s happiness level stayed stable or even dropped during its period of rapid development. (on the other hand, there’s also a lot of counterevidence. More democratic countries seem to be happier, and democracies will generally be the low-censorship countries that get more assimilated into universal culture. Free market economies are happier. Some studies say that more liberal countries are happier. And there’s a complicated but positive relationship between national happiness and wealth.) I also think that it might be reasonable to have continuation of your own culture as a terminal goal, even if you know your culture is “worse” in some way than what would replace it. There’s a transhumanist joke – “Instead of protecting human values, why not reprogram humans to like hydrogen? After all, there’s a lot of hydrogen.” There’s way more hydrogen than beautiful art, or star-crossed romances, or exciting adventures. A human who likes beautiful art, star-crossed romances, and exciting adventures is in some sense “worse” than a human who likes hydrogen, since it would be much harder for her to achieve her goals and she would probably be much less happy. But knowing this does not make me any happier about the idea of being reprogrammed in favor of hydrogen-related goals. My own value system might not be objectively the best, or even very good, but it’s my value system and I want to keep it and you can’t take it away from me. I am an individualist and I think of this on an individual level, but I could also see having this self-preservation-against-optimality urge for my community and its values. (I’ve sometimes heard this called Lovecraftian parochialism, based on H.P. Lovecraft’s philosophy that the universe is vast and incomprehensible and anti-human, and you’ve got to draw the line between Self and Other somewhere, so you might as well draw the line at 1920s Providence, Rhode Island, and call everywhere else from Boston all the way to the unspeakable abyss-city of Y’ha-nthlei just different degrees of horribleness.) Overall I am not 100% convinced either way. Maybe some traditional cultures are worse than universal culture and others are better? Mostly the confusion makes me want to err on the side of allowing people to go either direction as they see fit, barring atrocities. Which are of course hard to define. I like the Jewish idea of the Noahide Laws, where the Jews say “We are not going to impose our values on anyone else…except these seven values which we think are incredibly important and breaking them is totally beyond the pale.” Sometimes I wish universal culture would just establish a couple of clear Noahide Laws – two of them could be “no slavery” and “no eye-gouging” – and then agree to bomb/sanction/drone any culture that breaks them while leaving other cultures alone. On the other hand, I also understand universal culture well enough to know that two minutes after the first set of Noahide Laws were established, somebody would propose amending them to include something about how every culture must protect transgender bathroom rights or else be cleansed from the face of the Earth by fire and sword. I’m not sure how to prevent this, or if preventing it is even desirable. This seems like the same question as the original question, only one meta-level up and without any clear intuition to help me solve it. I guess this is another reason I continue to be attracted to the idea of Archipelago. But I think that none of this makes sense unless we abandon the idea that “universal culture” and “western culture” are one and the same. I think when Caplan’s debate opponent talked about “protecting Western culture”, he was referring to something genuinely fragile and threatened.
1222	dbpedia	2	33	https://simconblog.wordpress.com/2015/04/01/britannia-industries-ltd-company-analysis/	en	Britannia Industries Ltd Company Analysis	https://simconblog.wordp…o-svg.png?w=1200	https://simconblog.wordp…o-svg.png?w=1200	[ "https://simconblog.wordpress.com/wp-content/uploads/2015/04/graph.jpg?w=501&h=252", "https://simconblog.wordpress.com/wp-content/uploads/2015/04/pic21.png?w=528&h=330", "https://simconblog.wordpress.com/wp-content/uploads/2015/04/pic31.png?w=364&h=254", "https://simconblog.wordpress.com/wp-content/uploads/20...	[]	[]	[ "" ]	null	[]	2015-04-01T00:00:00	Britannia Industries Ltd Company Overview Britannia was started as a biscuit company in 1892 in a nondescript house in Kolkata. The initial investment at the time of foundation of this company was Rs 295. The company merchandised its operations by 1910 with the advent of electricity and in 1921 Britannia became the first company east…	en	https://s1.wp.com/i/favicon.ico	SIMCON Blog	https://simconblog.wordpress.com/2015/04/01/britannia-industries-ltd-company-analysis/	Britannia Industries Ltd Company Overview Britannia was started as a biscuit company in 1892 in a nondescript house in Kolkata. The initial investment at the time of foundation of this company was Rs 295. The company merchandised its operations by 1910 with the advent of electricity and in 1921 Britannia became the first company east of Suez Canal to use imported gas ovens. Along with the flourishing business the company had acquired a reputation for quality and value. The Government also showed its trust in Britannia during the World War II by giving it the contract to supply large quantities of “service biscuits” to the armed forces. Parry’s used to be the distributor for Britannia biscuits in India. In 1975, Britannia took over distribution business from Parry’s. After the public issue in 1978, Indian shareholding in Britannia crossed 60%. The company was re-christened Britannia Industries Limited (BIL) in 1979. In 1983, the company crossed the revenue mark of Rs 100 crore.Britannia unveiled its new corporate identity in 1997 through its new campaign “Eat Healthy, Think Better” and made its entry into the dairy products market. The “Britannia Khao, World Cup Jao” campaign further highlighted the popularity of Britannia amongst its consumers. Britannia entered into 21st century as one of the India’s biggest brand in food industry. Innovative marketing strategies like Lagan match which was voted as India’s most successful promotional activities of 2001, have helped Britannia to grow in to the brand it is today. In the same year 2001, Britannia 50-50 Maska-Chaska became India’s most successful product launch. Britannia’s New Business Division formed a joint venture with the world’s second largest dairy company – Fonterra in 2002 and this marked the birth of Britannia New Zealand Foods Pvt. Ltd. Forbes Global rated Britannia ‘One amongst the Top 200 Small Companies of the World’ and The Economic Times rated Britannia as India’s 2nd Most Trusted Brand. Management Mr. Nusli Neville Wadia Chairman Mr. Varun Berry Managing Director Mr. Vinay Singh Kushwaha VP – Supply Chain Mr. Hemant Rupani VP – Sales Mr. Manjunath Desai VP – Strategy & Business Development Mr. SudhirNema VP – R&D & Quality Mr. Ali Harris Director – Marketing Mr. Anand Agarwal General Manager – Finance and Taxation Mr. Ashok Namboodiri Head – Dairy Business Mr. Gunjan Shah Head of International Business Mr. Harish R Navarathna Head – Corporate IT Mr. Indranil Gupta Head – Contract Manufacturing Mr. ManojBalgi Head – Procurement Mr. MuthukumarVemban General Manager – Own Manufacturing Mr. N. Venkataraman Director – Finance Mr. Rajesh Arora General Manager – Legal & Company Secretary Mr. RiteshRana General Manager – HR Mr. R K Agarwal General Manager – Projects Mr. Sanjay Mkukherjee Head of Replenishment Mr. Sudarshan K.C. Head – Legal New Product Offerings Britannia Super Sipper Offer: Starting from March, a sipper is given free with every 200 gm pack of Britannia Cheese Slices. New Britannia Tiger: Britannia Tiger has gone considerable shift in its product offering, transforming itself in a healthier and tastier avatar and thereby addressing every mother’s concern on their kids’ nutrition. It is now packed with 25% of daily growth nutrients. Britannia NutriChoice Oat And Ragi Cookies: These are ‘Diabetic Friendly’ Essentials specially designed for people with diabetes. These biscuits are scientifically created to suit the special lifestyle and nutrition needs of diabetics to manage extreme swings in blood sugar levels. Veg Cake: It is a 100% vegetarian cake with all the softness and delight a cake should have. It has zero cholesterol and 3 months shelf life. Treat Fruit Rollz: Britannia Treat has launched the new Treat Fruit Rollz for kids. These rolls are filled with fruits and provide a healthy and tasty food for kids. Fruit Rollz comes in four flavors – Juicy Apple, Strawberry Surprise, Tangy Orange and Delicious Dates. Shareholding Pattern Competitor Analysis Name Market Cap. (Rs. cr.) Sales Turnover Net Profit Total Assets Nestlé 70,197.39 9,854.84 1,184.69 3,558.24 Britannia 25,844.01 6,307.39 369.83 858.08 GlaxoSmithKline Consumer Healthcare 24,623.94 4,868.58 674.76 1,812.86 Hatsun Agro 3,413.46 2,493.54 81.69 575.03 KRBL 3,377.84 2,791.31 265.31 2,335.51 Competitor Profiles Nestlé Nestlé is the world’s leading Nutrition, Health and Wellness company headquartered in Switzerland. It has presence across India with 8 manufacturing facilities and 4 branch offices. It has market capitalization of Rs 70,193.39 crores which is more than 2.5 times the market capitalization of Britannia Industries. Nestlé India signed an Agreement with Magic Bus India Foundation on 17th December 2014. Nestlé will be able to reach out to 50,000 adolescents in a year, across metros raising awareness about Nutrition Health and Wellness. GlaxoSmithKline Consumer Healthcare GlaxoSmithKline is a leading healthcare company formed by the merger of GlaxoWellcome and SmithKline Beecham. Journey of GSK Consumer Healthcare in India began with Horlicks. Horlicks, Boost, Maltova and Viva are the Nutritional products manufactured by GSK Consumer Healthcare. Hatsun Agro Hatsun Agro is the largest private sector dairy company in India based in Chennai. Arkoya, Hatsun, Arun Icecreams, Hatsun Dairy, Ibaco are the brands under Hutsun Agro. SWOT Analysis Key Financials Rs in crores FY14 FY13 Growth Net Sale of Products 6,829.32 6,135.91 11% Profit from Operations 544.02 347.49 57% Profit Before Tax 569.32 358.43 59% Net Profit 395.35 259.50 52% Consolidated net sale of products increased from Rs 6135.91 crores in FY13 to Rs 6823.32 crores in FY14 showing a growth of around 11%. Consolidated net profit for FY14 was Rs 395.35 crores compared with Rs 259.50 crores in the previous year, a growth of 52.3%. Around 30% increase in milk cost impacted the Dairy business of Britannia. As a result, turnover dropped to Rs 299.32 crores compared with Rs 309.19 crores in previous year. Net profit also dropped to Rs 10.67 crores compared to Rs 35 crores in previous year as a result of inordinate inflation in milk cost. Daily Bread, a manufacturer of premium gourmet bakery products reported a turnover of Rs 19.94 crores during the year compared with Rs 23.06 crores in the previous year. Loss for the year was Rs 3.30 crores compared to Rs 2.67 crores in the previous year. RONW and ROCE had dipped during FY13, but it has increased again in FY14. RONW increased from 46.7 to 49.8 and ROCE increased from 44.45 to 61.02. The operating profit margin increased from 6.8% in FY13 to 9.07% in FY14 and net profit margin increased from 4.16% in FY13 to 5.69% in FY14. The current ratio has been consistently below 1 from FY12. It is 0.75 for FY14. The low value of current ratio indicates that company could face difficulties in future meeting its short term financial obligations. EPS has increased from 19.57 in FY13 to 30.84 in FY14 showing a growth of 57.58%. New Developments With the commissioning of a Greenfield facility for biscuit manufacturing at Jhagadia, Gujarat and commencing work on the new Greenfield project in Perundurai, Tamil Nadu, Britannia increased operating control on capacity. To improve the back-end planning and processing, it implemented the process of Advanced Planning & Optimizing (APO) tool which will provide an integrated platform to calibrate supply to a dynamic demand scenario. In a top level management change, Britannia appointed Mr. Varun Berry as its Managing Director with effect from 1st April 2014. Mr. Berry replaced Ms. Vinita Bali who retired as MD of the company with effect from 31st March 2014. To reclaim the market share and improve margins, Britannia’s new CEO Varun Berry has focused on improving the company’s distribution network, energizing sales staff, cutting low margin products and rebuilding the management depleted by ethos. The company has been unable to come up with new biscuit brands for past few years and hence this has been made the top priority of the company now. Mr. Varun Berry said in an interview that Britannia will launch new products and packaging across its portfolio but the cutting edge and disruptive aspects would be on the premium side. Britannia launched #BonTheOriginal campaign for marking the 60th year of Britannia Bourbon biscuits. #BonTheOriginal went online with a website inviting fans to be a part of bon 6 – the unboxing of #BonTheOriginal on 6th February 2015. The website worked as a teaser for the launch of the new biscuit. Users were made to ‘Unbox the Bon6’, making some of them believe that the website was unveiling a new smartphone. Features such as ‘Super Surround Sound’, ‘Chocolaty Version 2.0’, ‘Auto Charge Unlimited’ were mentioned which created the buzz. Conclusion Today, more than a century after the company was founded; the tiny investment has grown into crores of rupees. The company offers a wide spectrum of products ranging from the healthy and economical Tiger Biscuits to the more lifestyle oriented Milkman Cheese. With the trust of almost one third of India’s one billion population and the strong management at the helm, Britannia looks to continue following its path of dreaming big, being innovative and providing quality products to its consumers. References http://www.britannia.co.in/companyoverview_overview.htm http://www.moneycontrol.com/company-facts/britanniaindustries/shareholding-pattern/BI#BI http://in.reuters.com/finance/stocks/BRIT.BO/key-developments/article/3031312 http://www.moneycontrol.com/news/resultsboardroom/hope-to-see-demand-revivemid-fy16-britannia_1291772.html http://www.nestle.in/aboutus/presenceacrossindia http://www.nestle.in/media/pressreleases/nestle-india-signs-an-agreement-with-magic-bus-india-foundation
1222	dbpedia	1	66	https://www.business-standard.com/companies/news/food-industry-impacted-by-high-commodity-prices-britannia-industries-123080300546_1.html	en	Food industry impacted by high commodity prices: Britannia Industries	https://bsmedia.business…9216808-8519.jpg	https://bsmedia.business…9216808-8519.jpg	[ "https://bsmedia.business-standard.com/include/_mod/site/html5/images/business-standard-logo.png", "https://www.business-standard.com/assets/web-assets/images/logo-bs.webp", "https://bsmedia.business-standard.com/_media/bs/img/article/2019-02/03/full/1549216808-8519.jpg?im=FeatureCrop,size=(826,465)", "https:...	[]	[]	[ "Britannia Industries", "NIFTY 50", "Wadia Group", "FMCG in India", "Economic crises", "Great Recession", "Economic impact of the Russian invasion of Ukraine", "Cookie", "Cracker & Pasta Manufacturing", "crude oil", "America", "food industry", "BRITANNIA INDUSTRIES LIMITED", "Major", "Uk...	null	[ "Press Trust of India", "Business Standard" ]	2023-08-03T16:55:27+05:30	FMCG major Britannia Industries Limited said that the food sector in which it operates has been significantly impacted by high commodity prices, rising interest rates and due to the fall out of the Russia-Ukraine conflict.	en	https://www.business-standard.com/favicon.ico		https://www.business-standard.com/companies/news/food-industry-impacted-by-high-commodity-prices-britannia-industries-123080300546_1.html	(Only the headline and picture of this report may have been reworked by the Business Standard staff; the rest of the content is auto-generated from a syndicated feed.)
1222	dbpedia	1	89	https://www.bloomberg.com/quote/BRTQY:US	en	BRTQY: Britannia Industries Ltd Stock Price Quote	https://www.bloomberg.co…avicon-black.png	https://www.bloomberg.co…avicon-black.png	[]	[]	[]	[ "Britannia Industries Ltd", "Britannia Industries Ltd stock", "Britannia Industries Ltd stock price", "Britannia Industries Ltd stock charts", "BRTQY price quote", "BRTQY quote", "Britannia Industries Ltd news", "BRTQY", "BRTQY stock", "BRTQY stock price", "BRTQY stock charts", "stock", "sto...	null	[]	null	Stock analysis for Britannia Industries Ltd (BRTQY:US) including stock price, stock chart, company news, key statistics, fundamentals and company profile.		https://www.bloomberg.co…avicon-black.png	Bloomberg.com	https://www.bloomberg.com/quote/BRTQY:US	Connecting decision makers to a dynamic network of information, people and ideas, Bloomberg quickly and accurately delivers business and financial information, news and insight around the world Connecting decision makers to a dynamic network of information, people and ideas, Bloomberg quickly and accurately delivers business and financial information, news and insight around the world
1222	dbpedia	0	1	https://www.bajajbroking.in/blog/britannia-industries-overview	en	Britannia Industries Ltd. An In-Depth Analysis	https://www.bajajbroking.in/content/dam/bfsl/bfsl__header-footer/bajajbroking-favicon.ico	https://www.bajajbroking.in/content/dam/bfsl/bfsl__header-footer/bajajbroking-favicon.ico	[ "https://www.bajajbroking.in/content/dam/bfsl/bfsl__header-footer/bfsl-new-logo.svg", "https://www.bajajbroking.in/content/dam/bfsl/bfsl__header-footer/Mobile_Banner1.png", "https://www.bajajbroking.in/content/dam/bfsl/bfsl-homepage/Priceing415x15.png", "https://www.bajajbroking.in/content/dam/bfsl/bfsl__head...	[]	[]	[ "" ]	null	[ "Bajaj Broking" ]	2023-10-13T00:00:00	Explore Britannia Industries Ltd., a beloved Indian FMCG brand with a 130-year legacy. 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1222	dbpedia	2	64	https://www.dairyreporter.com/Article/2022/12/22/bel-group-expands-in-india-through-britannia-industries-jv	en	Bel expands in India through Britannia Industries JV	https://www.dairyreporte…ndustries-JV.jpg	https://www.dairyreporte…ndustries-JV.jpg	[ "https://www.dairyreporter.com/content/download/2531/9283617?version=9", "https://www.dairyreporter.com/content/download/2531/15283?version=9", "https://www.dairyreporter.com/content/download/2531/4362025?version=9", "https://www.dairyreporter.com/var/wrbm_gb_food_pharma/storage/images/_aliases/wrbm_large/pub...	[]	[]	[ "Manufacturers", "Cheese", "Consolidation", "Cheese", "M&A", "Dairy", "India" ]	null	[ "dairyreporter.com" ]	2022-12-22T00:00:00	A new joint venture company will produce, distribute and sell co-branded cheese products as Bel looks to increase its presence in India.	en	/bundles/wrbmgbsite/images/favicon/dairyreporter/favicon.ico	dairyreporter.com	https://www.dairyreporter.com/Article/2022/12/22/bel-group-expands-in-india-through-britannia-industries-jv	The Bel Group is set to acquire a 49% stake in a subsidiary owned by India food giant Britannia Industries. The multi-national will take a stake in Britannia Dairy Private Limited, which will become a joint venture company called Britannia Bel Foods Private Limited. The remaining 51% will be held by Britannia. The new entity will be led by Abhishek Sinha, Britannia’s chief business officer, dairy, which will manufacture, distribute and sell cheese products in the country. The products will be co-branded using the trademarks ‘The Laughing Cow’ and ‘Britannia’. Cécile Béliot, BEL Group CEO, said: “This strategic partnership with Britannia in India is a new step for Bel Group’s development in Asia, in line with our mission to deliver healthier and more responsible food for all. Thanks to this joint venture, we will accelerate in India, after 4 years of presence in “start-up mode” which had enabled us to confirm the relevance and the potential of our product offers. “Perspectives in India are strong and very promising in the nascent cheese segment. We are proud to partner with Britannia. They have an emblematic brand in India and a powerful distribution system. By combining their expertise with our iconic brand The Laughing Cow, and our know-how and knowledge of cheese products, this joint venture is well positioned to offer to all Indian consumers, delicious, nutritious and accessible cheese products, and become a leader in the fast-growing Indian cheese market”. Varun Berry, executive vice-chairman and MD at Britannia Industries, added: “Britannia’s partnership with Bel Group will enable consumers to enjoy international quality cheese products that will now be made in India. As an indigenous Indian Company, we are proud to be an integral part of the Prime Minister’s vision of an Atmanirbhar Bharat as we manufacture the best of delicious, nutritious and accessible products from across the World for the people of India. We will serve delightful cheese experiences to consumers for all times of the day, thereby creating new consumption occasions. This JV will help the milk farmers of Maharashtra gain consistent and greater market access through our yield-optimized, milk collection initiative that has grown significantly over the last three years. "Cheese is an under-penetrated category and this partnership will help expand the nascent but fast growing cheese category by delivering innovative products and being a leader in fulfilling evolving consumer needs. This JV is also key to Britannia’s vision to be a responsible, total foods company”. Bel’s growing influence in Asia With production hubs running in Iran, Egypt, Vietnam and Japan, the Bel Group has moved to strengthened its influence on the Asian market during 2022. During the summer, the multi-national entered a JV with China’s Shandong Junjun Cheese Co., taking a 70% stake in the cheese producer including access to operate its factory. Bel Group CEO Béliot said at the time that the JV would enable Bel to scale up its production output on the Chinese market and ‘compete for leadership’. A company spokesperson described Shandong as ‘a local player with strong financial, industrial and R&D capabilities’. According to Statista, China is the largest dairy market on sales revenue, with dairy products expected in the future. Sales of cheese in particular are projected to grow by 11.5% to 2024, according to Statista. While China offers exciting possibilities for manufacturers looking to tap into a promising market, India has the largest dairy industry globally – and milk production there is growing at a rate of over 6%, faster than the global rate of 2%. Competition among several key players including Mother Dairy, Amul and Dudhsagar Dairy is also robust. Bel’s JV with Britannia – one of the country’s oldest and most well-known brands on the Indian market, with a reach across half of Indian households – could establish the multi-national among those key players. There are no signs of a slowdown in the Indian cheese market, either – the segment is projected to grow at a rate of more than 8% CAGR between 2022 and 2027, with a volume growth of 6.7% for 2023 alone.
1222	dbpedia	3	28	https://webapps.bgs.ac.uk/Memoirs/docs/B07313.html	en	East Anglia British regional geology	https://resources.bgs.ac…n-logo-32x32.png	https://resources.bgs.ac…n-logo-32x32.png	[ "https://resources.bgs.ac.uk/webapps/resources/images/BGS-Logo-Pos-RGB.svg", "https://resources.bgs.ac.uk/webapps/resources/images/menu-bars.svg", "https://resources.bgs.ac.uk/webapps/resources/images/logos/nerc_ukri_logo.svg", "https://resources.bgs.ac.uk/webapps/resources/images/social/social-twitter-white....	[]	[]	[ "" ]	null	[]	null			//resources.bgs.ac.uk/webapps/resources/images/logos/cropped-BGS-favicon-logo-32x32.png		null	British regional geology East Anglia Editors J R Lee M A Woods B S P Moorlock Bibliographical reference: Lee, J R, Woods, M A, And Moorlock, B S P (editors). 2015. British Regional Geology: East Anglia (Fifth edition). (Keyworth, Nottingham: British Geological Survey.) British Geological Survey British Regional Geology East Anglia Fifth Edition Editors J R Lee M A Woods B S P Moorlock NERC copyright 2015. © NERC 2015 All rights reserved. British Geological Survey, Nottingham 2015. First published 1937. Second edition 1948. Third edition 1954. Fourth edition 1961. ISBN 978 085272 823 9 The grid, where it is used on the figures, is the National Grid taken from Ordnance Survey mapping. Maps and diagrams in this book use topography based on Ordnance Survey maps. © Crown copyright and database rights 2015. Ordnance Survey Licence number 100021290 EUL. Definitions of stratigraphical units mentioned in the text may be found via the British Geological Survey’s website in the Lexicon of Named Rock Units. Copyright in materials derived from the British Geological Survey’s work is owned by the Natural Environment Research Council (NERC) and/or the authority that commissioned the work. You may not copy or adapt this publication without first obtaining permission. Contact the BGS Intellectual Property Rights Section, British Geological Survey, Keyworth, e-mail ipr@bgs.ac.uk. You may quote extracts of a reasonable length without prior permission, provided a full acknowledgement is given of the source of the extract. Your use of any information provided by the British Geological Survey (BGS) is at your own risk. Neither BGS nor the Natural Environment Research Council gives any warranty, condition or representation as to the quality, accuracy or completeness of the information or its suitability for any use or purpose. All implied conditions relating to the quality or suitability of the information, and all liabilities arising from the supply of the information (including any liability arising in negligence) are excluded to the fullest extent permitted by law. Editors J R Lee M A Woods B S P Moorlock Contributors (Author affiliations) N Ashton D T Aldiss P S Balson V J Banks A J M Barron M D Bateman S J Booth S H Bricker R J O Hamblin A M Harrison S Hitchens J R Lee S J Mathers B S P Moorlock J H Powell J Rose D C Schreve N J P Smith C W Thomas M A Woods (Front cover) Coastal cliffs at Hunstanton showing the Carstone Formation (base), Hunstanton Chalk Formation (lower middle, red, horizon) and Ferriby Chalk Formation. Photo: ©iStockphoto.com/CaptureLight. Foreword to the fifth edition East Anglia’s open, rolling landscapes belie its complex geological foundation, extending back more than 600 million years. Evidence from the deeply buried geology shows that the region originally formed as a group of oceanic volcanic islands in the southern hemisphere, which later became part of the ancient supercontinent of Gondwana. Continental drift propelled the region steadily northwards. At various times during this journey East Anglia has been covered by deep and shallow seas, tropical forests, river deltas, arid deserts, sand seas, arctic tundra and continental-scale ice sheets. The region is particularly famed for its Quaternary geology which forms one of the most important long-term archives of Quaternary environmental change and early human occupation in northern Europe. The first edition of the Regional Guide was published in 1937, with the fourth and most recent edition, compiled by C P Chatwin, published in 1961. A revision of the East Anglia Regional Guide has been long overdue because fundamental changes have occurred in our understanding of geology, including plate tectonics and climate change, which are of critical importance to the geological story of East Anglia. These paradigm shifts in geological thinking have driven the rewriting of this guide, which highlights the importance of the region from both purely scientific and applied geological research perspectives. Whilst retaining the methodical aspects of previous editions, the style of the new edition is a narrative of East Anglia’s geological journey through profound environmental upheavals and how they have acted to shape the modern physical landscape. It sets out how these events can be interpreted in the broader perspective of global geological processes and environmental change. Two chapters provide stand-alone overviews of the bedrock and Quaternary geology and provide a contextual framework for more detailed accounts of the geology provided within other chapters. A further chapter explores both modern and historical links between geology and humans – issues such as geodiversity, water and mineral resources, coastline management, geohazards, building stones and energy. The book thus offers a comprehensive account of the geology of East Anglia and how it has been shaped by global processes. It should prove informative to a wide range of users including those with a general interest, students and professional scientists, planners and engineers. John N Ludden, PhD Executive Director. British Geological Survey Acknowledgements The editors wish to take this opportunity to acknowledge the input and support of many colleagues who have been involved in the work the British Geological Survey (BGS) has undertaken in the region over the past 50 years. In particular we wish to thank Jim Rose for his enthusiasm and energy in helping to drive forward research into many aspects of the Quaternary geology of the region. A number of people have contributed significantly to the preparation of the Regional Guide through the production of figures, plates and photographs and we would like to gratefully acknowledge the highly professional input of Alex Bradley, Keith Henderson, Henry Holbrook, Lesley Oliver, Amanda Hill, Debbie Rayner, Jim Rayner, Simon Ward, Chris Wardle, Paul Witney and Craig Woodward. Anne Dodd (Oxford Archaeology), Emily Beech (Natural History Museum) and Sarah Hammond (Sedgwick Museum) are thanked for allowing us to use specific images and figures within the Guide; Paul Crofts and Gillian Dredge are thanked for their help with copyright issues. We would also like to thank Jim Rose and David Schofield for reviewing individual chapters; and Jonathan Ford, Peter Hopson and Stephen Mathers for their reviews of earlier versions of the complete manuscript. Joanna Thomas is thanked for her guidance and editorial support throughout the production of this guide. We also wish to acknowledge and show appreciation to the large number of formal and informal contributions various colleagues have made to the work of BGS in East Anglia over the past 50 years: Mark Abbott, Don Aldiss, Peter Allen, Jennifer Allsop, Julian Andrews, Russell Arthurton, Nick Ashton, Tim Atkinson, Peter Balson, Vanessa Banks, René Barendregt, Mark Barron, Mark Bateman, Anthony Benham, Neil Berridge, Stephen Booth, Steve Boreham, Geoffrey Boulton, Stephanie Bricker, David Bridge, Roger Bristow, Helen Burke, Ian Candy, Raymond Casey, John Cornwell, Beris Cox, Frank Cox, John Day, Richard Downing, Richard Ellison, David Entwistle, Paul Fish, Jonathan Ford, Ian Gale, Ramues Gallois, Phillip Gibbard, Douglas Graham, Chris Green, Claire Hallsworth, Peter Harris, Richard Hamblin, Rex Harland, Anna Harrison, Jane Hart, Stephen Hitchens, Peter Hoare, Peter Hobbs, Tim Holt-Wilson, Peter Hopson, Albert Horton, Hugh Ivimey-Cook, Dennis Jeffrey, Holger Kessler, Sarah Kimbell, Robert Lake, Nigel Larkin, Tim Lawson, Melinda Lewis, Stephen Mathers, Richard Merriman, Jeremy Lee, David Millward, Roy Mogdridge, Stewart Molyneux, Richard Monkhouse, Anthony Morigi, Rory Mortimore, Julian Murton, Edmund Nickless, Adrian Palmer, Simon Parfitt, Steven Pawley, Catherine Pennington, Tim Pharoah, Emrys Phillips, Richard Preece, Adrian Read, Helen Reeves, Peter Riches, Jim Riding, Dave Roberts, Nicholas Robins, Jim Rose, Peter Rowe, Christopher Royles, Andreas Scheib, Danielle Schreve, Roy Shephard-Thorn, Elvin Thurston, Alan Smith, Nigel Smith, George Strong, Mike Sumbler, Brian Taylor, David Vaughan-Hirsch, Richard Waller, Martin Warren, Dennis White, Colin Whiteman, Paul Whittlesea, Ian Wilkinson, Chris Wood, Bernard Worssam, Reg Wyatt, John Wymer and Jan Zalasiewicz. Introduction J R Lee, M A Woods and B S P Moorlock East Anglia may not possess the spectacular scenery of other areas of Britain, nevertheless, the subdued topography and the rich agricultural landscape of the region masks a geological record that has, for well over 150 years, courted the attention of amateur and professional geologists alike. To this day, the region continues to be at the forefront of geology with research focusing on records of environmental change spanning the late Mesozoic and Cenozoic, as well as in important aspects of applied geology. Since the publication of the previous East Anglia Regional Guide in 1961, there have been fundamental advancements in the science of geology and its wider application. Many of these new concepts manifest themselves within the geology of East Anglia, both in terms of how the geology of the region is described but, perhaps more significantly, the broader context and significance of the geology and how it interacts with human interests. We now understand that much of the concealed and surface bedrock geology of the region relates to the formation and subsequent break-up of the Pangaea supercontinent during the Late Palaeozoic and Mesozoic, the opening of the North Sea Basin and the relative emergence of the British landmass. The resulting geology includes several major rock types that are important aquifers and provides mineral resources at both regional and national scales. Modern scientific appraisal points to the Quaternary Period as being significantly less benign than previously imagined. Rather, it is one of the most dynamic and complex periods of recent earth history characterised by numerous global-scale changes in climate that have acted to drive extensive and cyclical changes in palaeogeography and geological processes. The landscape of Britain has proven to be highly sensitive to Quaternary climate change due principally to its proximity to polar and low latitude weather systems and our maritime geographical position relative to northern Europe. East Anglia possesses a sedimentary archive of environmental change that spans, albeit discontinuously, much of the Quaternary. It is widely acknowledged as one of the most important long-term records of its type in northern Europe, contributing significantly to our understanding of the nature of past climates and environments, early human evolution, and the sensitivity of the landscape to climate change, sea-level change and neotectonics. Within this new Regional Guide we provide a broad perspective of the geology of East Anglia, encompassing the counties of Norfolk, Suffolk, Cambridgeshire and parts of Lincolnshire and Bedfordshire. The principal aim of the guide is to provide an overview of the geological framework of the region, its earth history context and relevance to the activities and interests of society. With this scope in mind, the guide has been written for the informed reader and whilst some scientific terminology is employed, we attempt to explain it in an accessible manner. The guide has been subdivided into two main parts, the first describes the bedrock evolution of the region, with chapters devoted to the concealed geology, Jurassic, Early Cretaceous, Late Cretaceous and Palaeogene. Part two focuses on different aspects of the Late Pliocene to Holocene geology of East Anglia, and therefore is dominated by the Quaternary Period. Both sections are preceded by overview chapters that show how the regional geology can be understood in a broader framework of tectonic, climatic and palaeogeographical processes. For more detailed information on specific localities and topics, readers are directed to the ‘sheet memoirs’ and other descriptive texts that accompany the published 1:50 000 geological maps; and the scientific literature that is detailed within the Bibliography at the back of the guide. Throughout the Regional Guide, chronostratigraphical ages are used in accordance with the geological timescale of the International Commission on Stratigraphy (Gradstein, F M, Ogg, J G, Schmitz M, D, and Ogg G, M, (editors). 2012. The Geologic Time Scale 2012. Elsevier B V). By convention, epochs are typically subdivided into Early, Mid and Late, except for the UK Quaternary, where the terms Early, Middle and Late are more commonly used by workers and this nomenclature is adopted here. Landscape and geology The low-lying flat expanses of the Fenland bordering The Wash, drained by the rivers Great Ouse and Nene, give way eastwards to higher, gently undulating terrain, cut by easterly draining rivers such as the Stour, Gipping, Deben and Alde in the south, and Waveney, Yare, Wensum and Bure in the north (Figure 1). This topographical contrast is reflective of the bedrock geology, with soft-weathering clays beneath the Fenland passing eastwards into more resistant sandstones and limestones, including the Chalk (Figure 2). The geological succession of the East Anglia region is shown in (Figure 3) and (Figure 4), and a simplified map showing the distributions of the bedrock units is given in Figure 2. The succession at rockhead comprises Mesozoic and Cenozoic units, ranging from Mid Jurassic to Neogene in age. The Mesozoic succession largely forms parallel bands in an arcuate outcrop trending south-west to north-east in the south of the region to north–south in the north. Strata dips are typically to the south-east and south (Figure 2). In contrast, Cenozoic deposits in the south-east of the region cross the Chalk in a roughly west-south-west to east-north-east orientation; their pattern relates to the broadly east–west orientation of the London Basin further south, into which the Cenozoic succession thickens progressively eastwards into the North Sea area. Most natural exposures of the bedrock geology occur in the western part of the region, or in cliffs along the coast; elsewhere an extensive cover of Quaternary deposits masks the underlying geology. The geological foundations of East Anglia are ancient ‘basement’ rocks of late Neoproterozoic and Palaeozoic age, cut by deep-seated thrust faults and uplifted during Mid Devonian earth movements. They form a rigid structural block that subsequently became persistently dominated by terrestrial and shallow marine environments in the Mesozoic and Cenozoic. In recent decades our knowledge of these rocks has been greatly enhanced by information from deep boreholes and regional gravity and aeromagnetic data. These data show that later Palaeozoic and early Mesozoic (pre-Jurassic) successions are generally thin and sporadically developed in the subsurface, and largely influenced by the lateral encroachment of contemporaneous deposition occurring in the adjacent southern North Sea Basin. Persistent periods of higher relative sea level during the later Mesozoic created the extensive areas of Jurassic and Cretaceous rocks that dominate the bedrock geology of East Anglia. Thick, soft-weathering Mid and Late Jurassic mudstones form the wide embayment around The Wash, and predominantly underlie the low-lying Fenland in the north-east of the region. These clays are an important resource for brickmaking around Peterborough, and have also contributed outstanding specimens of Jurassic marine reptiles to museum collections. Early Cretaceous rocks form thin outcrops running south from The Wash (Figure 2), and although superbly exposed in the multicoloured cliffs at Hunstanton, knowledge of their character elsewhere in the region mainly comes from boreholes and temporary exposures. East Anglia is one of the few parts of the UK where marine conditions persisted across the Jurassic–Cretaceous boundary, and the region has figured prominently in studies of this key interval. Across East Anglia, as elsewhere in the wider Anglo–Paris Basin/North Sea, the Late Cretaceous is synonymous with the Chalk Group. Despite being the most extensive geological unit at rockhead, in East Anglia the Chalk is widely covered by Quaternary strata, so that with the exception of south-east Cambridgeshire, it does not generally form typical downland landscapes. The western margin of the Chalk forms a reasonably well-defined escarpment south of The Wash and also near Newmarket and Cambridge, but is much less well defined in the vicinity of Methwold and Mildenhall, where the Chalk is cut through by the rivers Lark and Little Ouse, and the trend of the Chalk swings round from south-south-east to south-west. Evidence from regional gravity data suggests that this marked change in the structural trend of the Chalk may result from later movement of a fault in much older rocks at depth. In the past, the area where Chalk is at crop was covered by many small pits used for the extraction of agricultural lime for soil improvement, and palaeontological data from these as well as modern quarries and the ancient flint workings at Grimes Graves, has allowed understanding of the age distribution of the Chalk beneath the Quaternary cover. The understanding of the stratigraphy of Jurassic and Cretaceous units has advanced greatly since the previous edition of this Regional Guide. Partly this is a consequence of civil engineering feasibility studies and works within the region, such as the Wash Water Storage and Ely–Ouse Water Transfer schemes; a pilot study of oil shale occurrences in the Kimmeridge Clay; and investigations at Mundford, in the 1960s, as a potential site for a large proton accelerator. All of these projects have involved the drilling of boreholes to investigate the detailed geological succession. As a result of these initiatives, detailed stratigraphical schemes have been developed for the Ampthill Clay, Kimmeridge Clay and Gault formations. At Mundford, geophysical logs and core from boreholes have allowed more-detailed understanding of variation in the physical character of the Chalk, and drilling of the BGS Trunch Borehole has allowed parts of the Norfolk succession to be related to the Chalk of Lincolnshire and Yorkshire. The mixed clays and sandstones that form the youngest part of the bedrock succession, belonging to the Palaeogene and Neogene, are mainly found in the south-eastern part of the region, and in the subsurface northwards into Norfolk; their original extent was probably greater, but was subsequently reduced by erosion. Palaeogene deposits represent deposition in a plexus of nonmarine, nearshore and offshore-marine settings, and part of the succession preserves evidence of voluminous igneous activity associated with the opening of the North Atlantic. In places, weathering of the Palaeogene succession has reduced it to a covering of blocks of hard, silica-cemented sandstones (sarsens) scattered over the present-day land surface. Neogene strata are represented by the two basal formations of the Crag Group. The Crag Group collectively records shallow-marine and coastal sedimentation within the western margins of the North Sea Basin (known locally as the Crag Basin). Deposition occurred during the Pliocene, Early Pleistocene and early Middle Pleistocene prior to the creation of the Straits of Dover; thus the British landmass was joined to mainland Europe at this time. The Coralline Crag Formation is of early Pliocene age and forms a narrow outcrop between Aldeburgh and Orford on the Suffolk coast and extends offshore to the north-east for several kilometres. Although originally named for its abundant ‘coral’ fauna, the Coralline Crag actually comprises bryozoan-rich calcareous sandstones deposited within a shallow marine environment. Deposition of the overlying Red Crag Formation spans the boundary between the Neogene and Quaternary periods and is of Late Pliocene to earliest Pleistocene age. The Red Crag Formation is composed of cross-bedded sands and mud drapes that record the migration of offshore tidal sand banks, it crops out within the south-east of the Regional Guide area. Overlying shallow-marine and coastal deposits of the Norwich Crag and Wroxham Crag formations were deposited during the Early Pleistocene and early Middle Pleistocene and these crop out and occur buried at depth through eastern Suffolk and Norfolk. The age of the boundary between the two formations is not known with any certainty but it is widely acknowledged that several major unconformities of generally unknown duration occur throughout the sequence. Vertical and lateral facies associations and the existence of distinctive emergent surfaces demonstrate that fluctuations in sea level occurred on numerous occasions during the deposition of the Crag Group. It highlights the sensitive position of eastern East Anglia during the Pliocene to early Middle Pleistocene interval, with even small changes in sea level resulting in significant changes in geography and the position of the coastline. This is highlighted by the complex interdigitation of shallow-marine (Crag Group) sediments and terrestrial deposits that relate to the large preglacial river systems (see below) that drained central and eastern England. Fluviatile sediments, composed largely of sands and gravels, belong to the Britannia Catchments Group and include two major stratigraphical subdivisions within the Regional Guide area. These correspond to the ancestral Thames (Kesgrave Catchment Subgroup) and Bytham (Bytham Catchments Subgroup) river systems. Sand and gravel deposits form distinctive terrace staircases situated on the flanks of these former river valleys and indicate that uplift occurred in central England during the Early and early Middle Pleistocene. Variations in the lithology of these fluvial deposits and their marine equivalents reflect temporal changes in catchment extent and the processes operating within the catchments themselves; all occurred against a backdrop of progressive climatic change. It was against this backdrop of massive climatic instability that early humans first occupied the landscape of East Anglia. Archaeological evidence from East Anglia demonstrates that the first human occupation of northern Europe may have occurred as long as 800 000 years ago with humans living in a range of climates that at times were much cooler and warmer than the present day. The most extensive glaciation to affect Britain during the Quaternary occurred at the beginning of the late Middle Pleistocene, about 450 000 years ago, and is known as the Anglian Glaciation. During its maximum extent, ice covered over two-thirds of the British Isles and resulted in the widespread modification of the preglacial landscape of East Anglia. Lobes of British Ice Sheet extended across the region from the Pennines to the north-west and the North Sea to the north. However, the precise age of these deposits remains debated and the possibility remains that elements of the ‘Anglian’ sequence of the region could relate to either older or younger glaciations. This glacial advance saw the Chalk escarpment that forms the western bedrock spine of the region lowered, causing it to migrate eastwards and the Fen and Wash basins to be eroded. Upon deglaciation, a new postglacial drainage network developed in East Anglia focused upon the Fen Basin with the establishment of river systems such as the Nene, the Ouse and the Cam with the northward flowing streams established over the relict till sheet. Early humans were not always present in East Anglia following the Anglian Glaciation. Partly, this is because the formation of the Straits of Dover was initiated during the Anglian Glaciation, and during subsequent periods of high global sea level, Britain and East Anglia became isolated from continental Europe restricting the migration of early humans. In the last Devensian cold stage, evidence from many of the Fenland river systems shows that the landscape of western and northern East Anglia was a cold and barren place. During the Late Devensian, glacier ice extended southwards into the Southern North Sea Basin, reaching the margins of The Wash and the north-west Norfolk coast, and deposited sediments that form part of the North Sea Coast Glacigenic Subgroup. To the south of this ice limit, East Anglia was arctic tundra with the widespread development of periglacial features and deposition of windblown cover sand. Humans were absent from the region for much of this Late Devensian cold interval but returned as climate improved during the Late Glacial with Britain finally becoming an island about 8000 years ago as sea levels rose rapidly during the current Holocene Interglacial. Whilst sea-level change and climatic amelioration underpin the geology of the Early Holocene, the past 6000 years have been increasingly dominated by human interaction with the landscape and underlying geology — from woodland clearance to expanding agriculture and the drainage of the Fen, urbanisation, resource extraction and coastal management. Today, East Anglia is one of the fastest growing regions of the UK, and it is certain that management of its geological resources will continue to play an important part in its future development. Chapter 1 Bedrock geology of East Anglia: national and global context M A Woods The subdued topography of East Anglia, and overwhelming influence of Quaternary deposits on the character of the landscape, belies the fact that the region has a much more ancient geological history. This history tells the geological story of how and when East Anglia was formed, and progressively shaped, during cycles of rock deposition and major tectonic events. Study of the region continues to provide evidence of the wider story of global change that shaped the geological evolution of the British Isles. Figure 5 summarises the key events in the pre-Quaternary geological history of East Anglia. Neoproterozoic to Silurian: basement evolution East Anglia, in common with the broad area of England extending to the Solway Firth, is underlain by deformed Precambrian and Early Palaeozoic rocks, forming the concealed Caledonide basement (Figure 6). During the late Precambrian, the basement of England and much of Wales, including East Anglia, formed part of the microcontinental Avalonian Terrane, the western part of which occurs in eastern North America and the eastern part underlies the Low Countries and north-west Germany. Geochemical evidence reveals that the Precambrian plutonic and volcanic rocks that form the terrane are recycled fragments of juvenile crust* and evolved continental crust, and probably include fragments of juvenile oceanic island arcs or plateaux developed during the amalgamation of a supercontinent at about 1.0 Ga. By about 660 Ma, the Avalonian Terrane had accreted onto the margin of the ancient continent of Gondwana, with extensive coeval phases of continental arc magmatism* between 640 and 550 Ma; volcaniclastic* rocks from this episode crop out in the Charnwood Forest area of Leicestershire. A transition to a stable continental platform occurred by approximately 540 Ma, whereupon marginal terranes, including Avalonia, began to break off Gondwana as the Iapetus Ocean opened between Laurentia and Gondwana. The Iapetus Ocean was probably at least 5000 km wide at its maximum extent, and separated regions that currently include England and most of Wales from the palaeocontinent of Laurentia, which included Scotland (Figure 7a). Little is known about the Iapetus Ocean in relation to East Anglia prior to the Ordovician, although it seems likely that the region bordered a narrow arm of this ocean, known as the Tornquist Ocean. Deep marine sandstones, siltstones and fossiliferous mudstones of Tremadoc (485.4 to 477.7 Ma) and Llanvirn (467.3 to 485.4 Ma) ages occur in the Wyboston and Huntingdon boreholes, and data from deep boreholes and airborne geophysical surveys suggests the widespread occurrence of Ordovician igneous rocks at depth beneath East Anglia (Figure 8). These rocks, and deep thrust faults such as the Glinton Thrust, are thought to reflect convergence of the Avalonian and Baltica terranes, and subduction of the ocean crust that separated them. Silurian strata are commonly encountered in deep boreholes across the region (Figure 6). The Silurian rocks suggest the presence of an oxygenated, storm-influenced, sand- and mud-dominated outer shelf in the south-west of the region, marginal to a platform area further to the south-west, with more mud-rich sediments deposited in less-well-oxygenated conditions to the north-east (Figure 9a). The closure of the Iapetus Ocean, and concomitant deformation and uplift of the intervening sedimentary succession largely occurred before the end of the Silurian, and was once thought to be responsible for the Acadian Orogeny, deemed to be the cause of the deformation and weak metamorphism recorded in the Silurian rocks. However, evidence now indicates that the Acadian deformation is Early Devonian in age and some 20 million years later than the closure of Iapetus. Acadian deformation is undoubtedly present in the buried Early Palaeozoic rocks in East Anglia, but the clear distinction between Acadian and earlier, possibly Late Ordovician structures developed on the large scale, is problematical. Earlier-formed thrusts are likely to have been reactivated, and evidence has recently emerged for some of these structures influencing the pattern of much later Mesozoic sedimentation. Late Palaeozoic: emergence of the London– Brabant High During the Devonian, East Anglia, in common with much of the rest of the UK appears to have been dominated by largely arid terrestrial environments, probably including deltas, alluvial plains and upland landscapes (Figure 9b). Marine conditions were largely restricted to southern England, and in the Late Devonian a shoreline appears to have cut along the southern fringes of East Anglia, with a borehole at Wyboston showing evidence of large plant fragments associated with a sparse fauna of marine microfossils. The Devonian marks the start of a long and persistent phase of nearshore and terrestrial environmental conditions across East Anglia. Whilst the fringes of the region were periodically inundated by marine conditions, it was not until the mid Cretaceous that marine sedimentation became re-established across the whole region. By the beginning of the Carboniferous, continental drift had moved the British Isles into an equatorial location, on the northern edge of a marine corridor between the two large continental masses of Laurentia (to the north) and Gondwana (to the south) (Figure 7b). Tropical carbonate reefs, sandstone-dominated deltas and lushly vegetated alluvial plains (coal swamps) were the dominant geological themes for most of the British Isles at this time, with crustal extension creating shallow blocks and deeper basins, and the waxing and waning of high latitude ice sheets driving rapid oscillations of sea level. Little of this directly affected East Anglia, which for most of this period formed part of the London–Brabant High (also known as ‘St George’s Land’), extending from the near continent across central England and on into Wales (Figure 9c, d). However, a phase of early Carboniferous crustal extension influenced the development of the southern North Sea Basin on the margins of East Anglia, and reactivation of the thrusts forming part of the East Anglian basement may also have occurred. In the early Carboniferous, marine conditions probably occurred just south of the London area, and Carboniferous strata preserved in boreholes at Cambridge and Gayton suggest a location close to the southern margin of the London–Brabant landmass. In the later part of the early Carboniferous, shallow-marine conditions may have extended northwards across Suffolk; contemporaneous deposits at depth in north-east Norfolk include shallow shelf limestones, but if similar deposits existed across Suffolk then they were removed by later erosion. Fluvial-deltaic and lacustrine sandstones, siltstones and mudstones are typical of the later part of the Carboniferous, and are locally present in boreholes in north-east Norfolk. Progressive convergence of Laurentia and Gondwana during the Carboniferous largely eliminated marine conditions from much of the British Isles, and the East Anglian region now formed a rigid block ahead of an advancing mountain-building front. This period of earth movement, the Variscan Orogeny, brought Laurentia and Gondwana together, creating the supercontinent of Pangaea. The northern edge of thrusting associated with Variscan uplift, the ‘Variscan Front’, runs just to the south of the East Anglian region, but regions further north were affected by broader deformation. Reactivation of older structures is likely to have occurred, probably including basement thrusts beneath East Anglia. The palaeogeography of the British Isles was radically altered by the Variscan Orogeny and the formation of Pangaea. In the Permian the whole region lay deep within the Pangaean supercontinent. This vast continent spanned the Equator and extended to high northern and southern latitudes (Figure 7c). Britain occupied a position at low latitudes in the northern hemipshere, within an arid climate belt in the path of easterly trade winds. East Anglia is inferred to have largely been covered by a slightly elevated rock desert, with patches of sand and gravel and some areas occupied by sand dunes (Figure 9e), just a small part of a vast desert area that was probably comparable in its scale to the modern-day Sahara. In the early Permian, northerly directed fluvial palaeocurrents carried sandy conglomerates (Rotligendes Group) from eroding uplands to the south, across north Norfolk into the low-lying North Sea Basin. By the late Permian this basin was occupied by the largely land-locked ‘Zechstein Sea’, perhaps up to 200–300 m deep at its maximum development. The shoreline, bordered by arid salt flats ‘sabkhas’, largely skirted around north Norfolk, but encroached into the north-east part. Cycles of evaporation and marine flooding produced the alternating carbonate–evaporite succession of the Zechstein Group. Subsidence across this part of East Anglia and the adjacent East Midlands Shelf was probably largely controlled by thermal relaxation of the lithosphere underlying the Southern North Sea, following an early Permian phase of crustal extension in this region. Mesozoic: flooding of the London– Brabant High The Triassic, represented by subsurface occurrences of pebble beds, sandstones, siltstones and mudstones (Figure 6), saw a continuation of the largely arid terrestrial environments that dominated East Anglia and the wider British Isles during the Permian. Near Lakenheath and Soham, where the undifferentiated succession rests unconformably on Palaeozoic rocks, deposition probably occurred by flash floods, in ephemeral streams and playa lakes. A thin covering of these rocks was thought to occur quite widely across the East Anglian region, but some of these occurrences might actually represent Late Devonian or Carboniferous strata. A greater nearshore and marine influence is suggested for deposition of the Bacton and Haisborough groups (broadly equivalent to the onshore Sherwood Sandstone and Mercia Mudstone groups), which overlie Carboniferous strata in boreholes in north-east Norfolk. Britain still formed part of Pangaea, but now at a slightly more northerly latitude (15 to 20°) with a monsoonal climate. Tectonically, crustal stresses were beginning to develop that would eventually cause the break-up of Pangaea, the formation of new ocean basins, and the progressive return of marine conditions to the East Anglia region. This process began with a marine transgression, emanating from the south-west, in the Late Triassic. By Rhaetian times this had covered much of central and south-west England, the Southern North Sea, and the fringes of East Anglia. Along the northern and western shores of the London–Brabant High, which still dominated the heart of East Anglia, thin successions of limestones and sandy limestones represent marginal facies of the Penarth Group, heralding the widespread development of marine conditions in the Jurassic. By the Early Jurassic, a combination of sea-level rise and regional subsidence, related to crustal extension associated with the opening of the Atlantic Ocean, turned Britain into a cluster of islands surrounded by shallow seas. Elevated atmospheric carbon dioxide levels meant that global climate was much warmer than the present day, so despite being only some 10° south of our current latitude, the region enjoyed subtropical conditions. One of the largest islands in this archipelago was the London–Brabant High, extending across much of East Anglia and southwards to the London area and Kent (Figure 9f). Through the Jurassic the extent of this land area waxed and waned in response to the interplay of sea-level change and tectonic uplift or subsidence. The region became progressively more marine influenced through the Early Jurassic; fluctuated between terrestrially and marine-dominated in the Mid Jurassic (Figure 10a); became progressively more marine in the Late Jurassic (Figure 7d, 10b); and finally terrestrially dominated in the latest Jurassic. Consequently the development of Jurassic rocks across the region is very variable; in some cases it is likely that the original extent of geological units has been reduced as a consequence of intra-Jurassic and later Early Cretaceous erosion events. This dynamic marine environment is reflected in the variety of rock types deposited during the Jurassic. There were largely deep-water marine mudstones and clays (Charmouth Mudstone, Whitby Mudstone, Oxford Clay, West Walton, Ampthill Clay and Kimmeridge Clay formations); nearshore, marginal marine and freshwater deposits (Northampton Sand, Grantham, Rutland and Blisworth Clay formations); and high-energy, shallow-marine limestones (Lincolnshire Limestone, Blisworth Limestone, and Cornbrash formations) (Figure 6). Some of these rock types show cyclic features that may be related to regular climatic fluctuations resulting from regular oscillations in the Earth’s orbital parameters (Milankovitch Cycles). In some cases short-lived periods of environmental change gave rise to distinctive rock types, such as the sand-rich Dyrham Formation related to a brief fall in sea level, or the Marlstone Rock and Kellaways Clay, formed during periods of sea-floor anoxia. In the Mid Jurassic the East Anglia region was influenced by the development of a major upwarp caused by thermal doming associated with volcanic activity in the North Sea Basin (Figure 10a). This doming was probably developed in response to crustal stretching caused by Atlantic rifting, and at times the related regional uplift experienced across East Anglia and adjacent regions acted to mitigate the effects of sea-level rise and promote the development of freshwater and lacustrine conditions. In contrast, Late Jurassic lithospheric extension beneath the North Sea appears to have accelerated subsidence rates across the East Midlands Shelf and adjacent areas during the Kimmeridgian, and this is reflected in the extensive coverage and thickness of the Kimmeridge Clay Formation in the north-west of the East Anglia region. By the close of the Jurassic, the sea had retreated from much of the British Isles, and the island landmass that had dominated East Anglia for much of the Jurassic now adjoined low-lying river plains to the south and west (Figure 10c). Sediments spanning the boundary between the Jurassic and Cretaceous are rarely preserved in Britain, but the northern fringes of East Anglia are an exception with a succession of ammonite-bearing sandstones (Sandringham Sand Formation), with phosphate horizons recording periodic breaks in sedimentation. Here marine conditions persisted for much of the Early Cretaceous, with the deposition of the Dersingham, Roach and Carstone formations (Figure 6), although the continuity of the succession is broken by erosion events, particularly between the Roach and Carstone. Overall, the story of the Cretaceous is mainly one of progressive global sea-level rise, driven by exceptionally high rates of ocean spreading that influenced mid-ocean-ridge systems and displaced ocean volumes onto adjacent landmasses. Initially a marine corridor extended around the western and southern margins of East Anglia, depositing sandstones (Woburn Sand Formation) that provide evidence of a seaway swept by powerful currents, and towards the end of the Early Cretaceous (Late Albian) the bulk of the region was covered with marine mudstones of the Gault Formation, with coeval limestones of the Hunstanton Formation forming across a shallow-water shoal covering north-west Norfolk (Figure 10d). In the Late Cretaceous, sea levels rose to exceptionally high levels, perhaps 200–300 m above their present values, and East Anglia together with much of north-west Europe was blanketed in fine-grained deposits of Chalk (Figure 6). The tiny nannoplankton that form the Chalk thrived in an exceptionally warm global climate, a consequence of high levels of atmospheric carbon dioxide resulting from mid-Cretaceous volcanic activity. Tectonic influences are generally minor through the Cretaceous, although there is evidence that thrust faults in the Palaeozoic basement continued to respond to changes in the regional stress field and across parts of East Anglia there appears to be a connection between Cretaceous movement of these structures and the style of Chalk sedimentation. Cenozoic: development of the London Basin Between the end of the Cretaceous and the deposition of the oldest post-Cretaceous rocks preserved in East Anglia, there is a time gap represented by an erosion surface. This erosion event was triggered by a combination of sea-level fall and regional uplift, conventionally interpreted as a prolonged event spanning the latest Cretaceous and Early Palaeogene, but perhaps actually representing a briefer period within the Mid Paleocene. Although the locus of Cenozoic sedimentation appears to be to the south of the region, towards the London Basin, the original extent of deposition is uncertain, and may have been much greater across East Anglia and adjacent areas of eastern England; the region may have been contiguous with the wider North Sea Basin, with the preserved depositional pattern of Cenozoic rocks a product of later folding. The oldest Palaeogene sediments in East Anglia, the Ormesby Clay, are deep-water clays, containing ash layers that correlate with the earliest pyroclastic activity in the British Palaeogene Igneous Province. South of a positive relief area in the south of the region, the Ipswich–Felixstowe High, there was a rapid transition into shallower water conditions with the sand-dominated deposition of the Thanet Sand Formation. Later marine transgression (Upnor Formation) and regression (Reading Formation and laterally equivalent Woolwich Formation) is typical of the eustatically* and tectonically influenced cycles in the Palaeogene succession, with environments ranging from shallow-marine shelf to coastal plain. These cycles were driven by patterns of sea-level change and pulses of tectonic uplift and subsidence. Volcanic ash layers in the sediments relate to volcanic activity associated with contemporaneous rifting in the North Atlantic, rifting that in turn is likely to have affected the subsidence pattern in the North Sea Basin and adjacent areas. In the Early Eocene (Figure 10e), more fully developed marine conditions led to the deposition of the Harwich and London Clay formations. The Harwich Formation contains ash beds reflecting a very explosive episode of volcanic activity in the area to the north and north-west of Scotland (Greenland–Faroes vicinity). The London Clay contains fossil evidence, such as crocodiles, fossil seeds and fruits, of a very warm climate — part of a global pattern of warm Eocene climate conditions known as the Eocene Thermal Maximum. This was preceded by a short-lived period of extreme temporary climate warming known as the Paleocene–Eocene Thermal Maximum, which may have been triggered by the release of greenhouse gases from volcanic or deep-ocean sources. There is no record of Oligocene or Miocene deposits in East Anglia, and the whole of the East Anglian region is inferred to have come under the influence of terrestrial environments at this time. Sea levels fell in the Early Oligocene, perhaps by 70 m, as global climate dramatically cooled and ice sheets became established across eastern Antarctica. In the Miocene, much of southern Britain was influenced by compressive crustal stresses caused by the Alpine Orogeny resulting from the developing collision of Africa with Eurasia, although early phases of uplift probably began in the Eocene. The effects of these were to cause regional uplift and folding across southern Britain — the synclinal structure of the London Basin formed at this time, with its northern edge crossing the southern part of the East Anglia region. Marine conditions were re-established widely across East Anglia in the Pliocene, continuous with the Southern North Sea, and perhaps intermittently connected to the Atlantic based on affinities of the sandy, bioclastic sediments deposited in East Anglia (Coralline Crag) and Western Approaches at this time. Chapter 2 Concealed geology N J P Smith and C W Thomas East Anglia is perhaps most renowned for its Mesozoic and Cenozoic geology (Figure 11). However, buried at depth beneath these strata is a complex and thick sequence of rocks that records not only the birth and early geological history of what we now call East Anglia, but also provides important clues to the region’s subsequent geological and tectonic evolution. These concealed rocks range in age from the Early Palaeozoic through to the early part of the Mesozoic Era (541 to 201 Ma), however, much older basement rocks of lateNeoproterozoic age also probably occur but have yet to be reached by deep boreholes. In parts of southern Britain, direct geological evidence from this part of the stratigraphical column is limited and this is especially the case beneath East Anglia where these rocks typically occur at over 200 m depth. Our understanding of this important part of the East Anglian geological record is therefore based upon deep borehole records, seismic reflection data and airborne survey data (gravity and aeromagnetic data) and on comparison with adjacent areas where rocks of this age crop out. Within this chapter, the current knowledge and interpretation of the concealed bedrock geology beneath East Anglia are outlined. Precambrian and Early Palaeozoic Precambrian rocks During the late Neoproterozoic (about 730 to 541 Ma), the palaeogeography was dominated by a supercontinent, Gondwana, which was situated broadly over the South Pole (Chapter 1; Figure 12a). Located adjacent to the western margin of Gondwana were several microcontinents or terranes* including Laurentia, Siberia, Baltica and Avalonia which today fringe several of the continents bordering the North Atlantic region. Terms such as ‘microcontinent’ and ‘terrane’ do by their very nature conjure images of terrestrial landmasses. However within a tectonic context, they relate to buoyant fragments of crustal material which could form a part of a terrestrial landmass, but could equally form part of the floor of a marine basin. Rocks from these terranes are composed largely of calc-alkaline volcanic (e.g. andesite, dacite) and plutonic (e.g. diorite) igneous rocks that are interpreted to have formed as subduction-related volcanic arcs on or adjacent to the Gondwana continental margin (Figure 12b). Their geochemistry is typically rich in calcium-bearing ferromagnesian minerals (e.g. hornblende, augite) and feldspar which are associated with sedimentary rocks that were laid down contemporaneously within arc-related basins and then recycled magmatically via subduction and melting. Much of England and Wales, including East Anglia, formed part of the Avalonia microcontinent (Avalonian Terrane) during the late Neoproterozoic. Published studies from elsewhere suggest that the origins of the Avalonian Terrane date back to at least 1.0 Ga, being formed by the amalgamation of recycled fragments of continental crust, oceanic crust and oceanic island arcs. One such crustal fragment is the Midlands Microcraton (or Platform) which underlies the English Midlands extending westwards into south Wales where it is bounded by the Welsh Borderland Fault Zone and to the south by the Variscan Orogenic Front. Outcrops of Avalonian rocks in England occur within the Charnwood Forest area of Leicestershire, near Nuneaton in Warwickshire, and within the Welsh Borders and Malvern Hills. Beneath East Anglia, no basement rocks of comparable age have yet been identified within deep boreholes but are believed to exist at depth due to their presence within adjacent wells located in the Southern North Sea (Well 53/16-1), Glinton and Orton in Cambridgeshire, and Oxendon Hall in Northamptonshire (Figure 13). These wells recovered felsic* ash-flow tuffs* with textures characteristic of ignimbrites* and have uranium-lead (U-Pb) radiometric ages of about 612 and 616 Ma. In the Mountsorrel area of Leicestershire, late Neoproterozoic basement rocks have also been inferred and appear to have been emplaced towards a linear belt of granodiorite intrusions that occur within the hanging wall of the younger Glinton Thrust. Early Palaeozoic rocks During the Early Palaeozoic (541 to 419 Ma), the Avalonian Terrane drifted into more midlatitudinal positions within the southern hemisphere. This continental drift reflects the successive opening and closure of several ocean basins (e.g. the Iapetus and Tornquist oceans) and accompanying phases of volcanic arc activity, continental collision and uplift (orogeny) (Chapter 1). Central to our understanding of the palaeogeography and timing of major phases of tectonic plate rearrangement during the Early Palaeozoic are the preserved faunal assemblages. For example, throughout much of the Cambrian and Mid Ordovician, the isolation of the Avalonian Terrane by extensive deep ocean basins is indicated by the development of distinctive endemic faunas. By contrast, at other times, faunal assemblages from the Avalonian Terrane share characteristics with adjacent drowned continental margins and indicate episodes of ocean closure. Rocks of inferred Cambrian age (Figure 3) have been recorded within a number of wells in the north of the region including around Wisbech and Spalding (Figure 13). They include gently metamorphosed sandstone (quartzite) and finer-grained mudstone (phyllite) that probably represent continental shelf to deeper marine facies. Rocks of Early Ordovician Tremadoc age (485.4 to 477.7 Ma) locally exceed several hundred metres thickness beneath the northern part of the Fen Basin (Figure 13, 14) and have been examined in detail within the Wyboston Borehole in Bedfordshire. They comprise moderately steeply dipping (15 to 40°) deep-marine black sandstone, siltstone and fossiliferous mudstone. The similarity of Avalonian and Gondwanan marine faunas from rocks of this age suggests the close proximity of the two terranes at this time (Figure 15a). In particular, the deep-water sandstone, which is believed to be a turbidite deposit, indicates the proximity of Avalonia to either a continental margin or volcanic island-arc complex. Mid Ordovician rocks of Llanvirn age (467.3 to 458.4 Ma) have been identified onshore within the Huntingdon and Great Paxton boreholes and within offshore well 47/29A-1 located in The Wash (Figure 13). Marine faunas record a time when the Avalonian Terrane still formed part of a deep-marine basin but was isolated from large continental masses (Figure 15b). The Huntingdon Borehole contains a thick sequence of fossiliferous and bioturbated* siltstone and mudstone. Superimposed upon these sediments are small-scale faults and minor folding which probably relate to submarine gravity slumps and slides. Deeper-water slope facies are preserved within the Great Paxton Borehole. They include a locally overturned sequence of interbedded sandstone and fossiliferous (graptolites and trilobites) and bioturbated mudstone. Borehole and seismic data show that the sandstone exhibits graded bedding and well-developed channel structures, interpreted as being formed by turbidity currents. By contrast, beds that contain preserved faunas and bioturbation indicate episodes of well-oxygenated sea-bed conditions between turbidity events. Late Ordovician rocks, correlated with the Caradoc (458.4 to 450 Ma), have been proven within the North Creake Borehole situated to the south-east of Burnham Market (Figure 13). Here, the borehole penetrated recrystallised ash-flow tuff dated by U-Pb dating to 449 ± 13 Ma and is of similar age to other Caradocian calc-alkaline arc rocks recorded in boreholes across the East Midlands, Lincolnshire and northern England. Faunal assemblages from Late Ordovician rocks elsewhere in Wales indicate the close proximity of the Avalonian Terrane to Baltica signifying the closing of the Tornquist Ocean (Figure 15c). The existence of Silurian strata from beneath the southern and eastern part of East Anglia is well documented in boreholes where they unconformably overlie older rocks (Figure 13, 14). This unconformity is believed to relate to uplift and erosion that occurred during and immediately after the closure of the Tornquist Ocean when the terranes of Avalonian and Baltica accreted (Figure 15d). Faunal evidence also indicates a close association with Laurentian faunas during the Mid Silurian and this signals the closing of the Iapetus Ocean between Baltica–Avalonia and Laurentia (Chapter 1). The Silurian basin beneath East Anglia probably deepened eastwards from a shallow margin located adjacent to the Midlands Microcraton. Key boreholes, including those at Saxthorpe, East Ruston, Weeley, Stowlangtoft, Sutton, Clare, Lakenheath and Soham, display a range of mudstone, sandstone and siltstone deposited in shelf environments. The precise ages of the strata remain somewhat tentative, however, biostratigraphical evidence indicates strata ranging in age from the Llandovery (443.8 to 433.4 Ma), Ludlow (427.4 to 423.6 Ma) and Pridoli (423.6 to 419.2 Ma). The sedimentology of Silurian strata from these boreholes provides a valuable insight into the spatial and temporal distribution of shallow marine facies. They offer further constraint to the palaeogeography and environments of deposition. Four lithofacies have been recorded and these include (a) laminated mudstone facies deposited in a deep-water, anoxic environment devoid of benthic life; (b) graded mudstone facies produced by waning turbidity or storm currents, associated with variable water depths and oxygenation levels; (c) graded and hummocky cross-stratified sandstone units formed by turbidity and storm-driven currents; (d) ungraded fine sandstone deposited by high-energy (plane-bed) flows associated with turbidity currents. Collectively, these facies associations record basin infilling and shallowing through time and a progression from anoxic outer-shelf conditions (Llandovery and Wenlock) to more oxygenated conditions (Ludlow) and storm-dominated shelf environments during the Pridoli. Precambrian and Early Palaeozoic deep structure The Neoproterozoic rocks described within the previous section were formed during the closure of several ancient ocean basins and the accretion of successive oceanic island arcs and continents onto the Gondwana margin. The Avalonian Terrane was subsequently separated from Gondwana during the Early Palaeozoic by rifting and accreted firstly to Baltica, and then with Baltica to Laurentia. These tectonic events produced a complex concealed and still poorly understood geological structure which appears to have been partly reactivated during subsequent phases of tectonism and exerted a major control upon later styles and patterns of sedimentation. Within this section of the chapter we examine key components of the deep structure beneath East Anglia focusing largely upon observations and inferences that can be made from the airbourne aeromagnetic (Figure 16), gravity (Figure 17) and deep seismic datasets. The aeromagnetic dataset (Figure 16) reveals a distinctive rectilinear pattern of anomalies (Anomalies A to F) that trend roughly north-west to south-east (Anomalies C to F) and a subordinate set trending west-north-west to east-south-east (e.g. Anomalies A, B). The dominant trend in the data is a continuation of the Furness–north Norfolk Magnetic Anomaly (FINMA) which extends from the Lake District, southwards through northern and eastern England, into north Norfolk and reflects a belt of more magnetic crust located at depth. Beneath East Anglia, this signal is interpreted as indicating the presence of linear belts of suprasubduction volcanic and igneous rocks that accumulated on and within the Precambrian and Early Palaeozoic basement. Deep boreholes that penetrate these anomalies have been drilled at Rempstone, Leicestershire (Anomaly C) and North Creake 1, north Norfolk (Anomaly D) (Figure 16). The first borehole at Rempstone proved the existence of granodiorite plutons that appear to be part of an intrusive complex that extend from Mountsorrel in Leicestershire eastwards to Huntingdon near Cambridge. Meanwhile the North Creake Borehole records a second belt of intrusive calc-alkaline igneous rocks of Caradoc (Late Ordovician) age that continue into southern Lincolnshire. Regional gravity data (Figure 17) also shows a similar arrangement of high density (green) anomalies which are probably controlled by faults that link with larger north-west- to south-east-trending structures. The age and precise origin of these features are speculative. However, the persistent structural trend which can be traced from East Anglia to northern England, coupled with evidence for Early Palaeozoic movement along some of these structures, suggests that they may be of Precambrian age with subsequent reactivation during the Acadian Orogeny. Lower-density basement rocks are also indicated by the blue areas within the airbourne gravity data (Figure 17) and could indicate the presence of plutonic igneous rocks beneath areas such as north Norfolk, The Wash and south-east Lincolnshire. An alternative explanation for the gravity low around Saxthorpe is the presence of lower-density sedimentary rocks in a small basin of post-Caradoc age. Overall, the gravity and magnetic data, combined with evidence from some deep boreholes, indicates that volcanic and plutonic igneous arc rocks of calc-alkaline composition, and where dated, of Caradoc age (about 458.4 to 450 Ma), occupy a significant volume within mid-crustal levels beneath East Anglia. These rocks are interpreted as having resulted from the subduction of oceanic crust beneath East Anglia as Avalonia and Baltica converged in the Late Ordovician, generating the heat to drive magmatism. Seismic reflection data also offer clues to the deep structure within the rocks beneath East Anglia. Of particular significance is the existence of a south-west-dipping seismic reflector imaged beneath the Dowsing–South Hewett Fault Zone located offshore within the Southern North Sea (Figure 18). This reflector has been interpreted to be the locus of the subduction zone that gave rise to the Ordovician igneous rocks described within the previous paragraph. Other thrusts have also been imaged at mid-crustal depths within the up-thrown block (hanging wall) of this presumed thrust and dip towards the north-east (Figure 18). These structures, which include the Glinton Thrust, are most likely to be back thrusts generated above the subduction zone, and partly displaced marginal Precambrian and Early Palaeozoic successions back onto the Avalonian margin. Late Palaeozoic Devonian rocks The onset of the Devonian Period (Figure 5), marking the beginning of the Late Palaeozoic, coincides with the final closure of the Iapetus Ocean and the relatively gentle collision (called ‘soft docking’) of Baltica with Laurentia (Figure 15e). This resulted in a period of uplift and emergence known as the Acadian Orogeny, with largely continental conditions prevailing across much of southern Britain (Chapter 1). The rocks beneath East Anglia almost certainly bear this orogenic imprint, although no direct evidence has yet been found. Elsewhere in Britain, deformation and magmatism related to the Acadian Orogeny occurred between about 400 and 390 Ma, resulting in the development of extensive folding, cleavage and low-grade metamorphism of rocks in basins fringing the Midland Microcraton. An arc in the deformation around the apex of the relatively undeformed Midlands Microcraton suggested that this relatively buoyant and rigid crust forming the core of the Avalonian crust in central England, possibly acted as a tectonic indenter much like the Cenozoic collision of India into southern Eurasia to form the Himalayan mountains. There are no known Early Devonian rocks beneath East Anglia although it is possible that they could be preserved locally in structural depressions. It is widely believed that most of the Early Devonian succession was probably eroded as a result of uplift and subaerial weathering. This is marked in the geological record by a distinctive unconformity commonly referred to as the Acadian Unconformity (Figure 13). Younger Devonian strata, of Mid and Late Devonian age, have been observed within the Soham and Wyboston boreholes and were probably deposited in postorogenic extensional basins or by northward transgression of the Rheic Ocean located to the south of the region at this time (Figure 14). A total of 114 m of fossiliferous terrestrial and marine Late Devonian rocks were recovered from the Wyboston Borehole and includes mudstones, grading upwards into siltstones, sandstones, conglomerates and mudstones. This thickness of strata is tentatively considered to have been deposited within an extensional basin which may equate to the gravity low at Little Chilsill, near Cambridge. This can be traced eastwards underneath the Fen Basin where it narrows, possibly as far west as Northampton and south-eastwards beneath Saffron Walden. Carboniferous rocks Throughout the Late Devonian and Carboniferous (Figure 5) periods, East Anglia formed part of the London–Brabant High, a ridge of elevated topography located along the eastern margins of the Laurentia continental landmass (Figure 15f). Laurentia straddled the equator at this time although southern Laurentia and what is now East Anglia was still situated in the southern hemisphere (Chapter 1). Britain was subjected to extensive rifting during this time interval with subduction to the south within the Rheic Ocean leading to the development of a series of backarc basins along the margins of the Midlands Microcraton. Rifting produced the distinctive ‘block and basin’ structure that is characteristic of the Carboniferous in Britain although the orientation of these blocks and basins appears to have been influenced by Late Precambrian and Early Palaeozoic structures. Within the region, sedimentation during the Carboniferous was largely restricted to the area now situated offshore from East Anglia, with the southern North Sea Basin forming an east-south-east extension of the Pennine Basin of northern England. Deep boreholes situated along the north Norfolk coast have confirmed the presence of Carboniferous strata of Tournaisian to Visean age (358.9 to 330.9 Ma) age. The East Ruston Borehole in eastern Norfolk, for example, yields a 114 m-thick sequence of Carboniferous Limestone Supergroup. It includes beds of limestone, dolomite, dolomitic limestone and shale which were deposited in shallow marine and episodically emergent conditions under a tropical climate. The Carboniferous Limestone Supergroup is, however, absent in the Sibsey Borehole situated to the north-west of The Wash, but thickens south-westwards so may be present to the south and west of Hunstanton. No Namurian age (330.9 to 316 Ma) strata have been recorded beneath East Anglia but they have been identified within offshore well 47/29A-1 situated within The Wash, where seismic reflection data shows that they, and the overlying Westphalian (A–C) units, thicken markedly offshore. Onshore boreholes along the north Norfolk coast, including the Somerton 1 Borehole, prove younger Westphalian rocks — probably equivalent to the Warwickshire Group — resting unconformably upon the older Carboniferous Limestone Supergroup deposits. The absence of older Westphalian and Namurian strata below this unconformity is comparable to the Symon Unconformity in the West Midlands–Welsh Borderland. This unconformity formed as the eroded margins of the London–Brabant High became buried during late Carboniferous thermal subsidence. It is also interesting to note that although of generally subdued topography, the shape of the East Anglia coastline, projecting into the North Sea, probably reflects closely the former northern margin of the London–Brabant High during the Carboniferous. To the south of this landmass lower Carboniferous sediments conformably overlie Devonian strata around Cambridge, but no late Carboniferous strata have been found hereabouts or within the foreland basins to the south. The late Carboniferous and earliest Permian interval coincides with the final reamalgamation of the continental masses of Gondwana with Laurentia to form a new supercontinent called Pangaea. This continental collision produced an episode of uplift and mountain building referred to as the Variscan Orogeny, and evidence for this event can be seen extensively in rocks across modern-day North America and Europe. The main Variscan Front, which separates the main zone of mountain building (i.e. the fold belt) from the foreland area situated to the north, runs approximately east–west through South Wales, southern England and then north-west Europe. East Anglia lay in the foreland area located to the north of the Variscan Front. Crustal shortening caused uplift and folding of the Carboniferous basins along pre-existing fault structures — a process known as basin inversion. Uplift and folding was accompanied by widespread erosion which generated the Variscan Unconformity at the base of the Permian (Figure 19). Permian rocks During the Permian (Figure 5), the London–Brabant High continued to dominate the palaeotopography and East Anglia, with contiguous areas to the east and west, is interpreted to have been subaerially exposed land — probably a desert. No early Permian strata occur beneath East Anglia, and later Permian strata are mainly restricted to the area beneath the Fen Basin (Figure 14) and north-east Norfolk, extending offshore into the southern North Sea (Figure 19). The succession forms the western margins of the Permo-Triassic Southern North Sea (Southern Permian) Basin, associated with the rifting of the North Atlantic and continental fragmentation. Early Mesozoic Triassic rocks Throughout the Triassic (Figure 5), most of East Anglia remained emergent (Chapter 1), though low-lying, forming part of the supercontinent of Pangaea. Sedimentation was restricted to the north-west of the region and neighbouring East Midlands overlapping southwards and onlapping the London–Brabant High. The Sherwood Sandstone Group is restricted to the northern part of the region but is well documented from the North and South Creake boreholes. The sedimentology of the deposit is highly variable in character with a basal sandstone unit — the Hewett Sandstone Member, overlain by clean sandstones, commonly interbedded with mudstone. Some boreholes, such as the East Ruston Borehole, show successions of thick mudstone units sandwiched between units of sandstone that are likely to correlate to the lower part of the Sherwood Sandstone Group. In contrast, other boreholes such as Hunstanton 1, proved the presence of a thick sandstone beneath the clean sandstones interbedded with mudstones, and only a thin mudstone unit overlying conglomeratic sandstone at the base. The thickness reaches 185 m at the coast and the isopachs follow approximately the smooth trend of the north Norfolk coast, before cutting obliquely across the east coast. Isopachs for the overlying Mercia Mudstone Group–Penarth Group reveal an east-south-east trend in the east, and a probable west-south-west trend in the west, progressively overlapping the Sherwood Sandstone Group southwards (Figure 19). Triassic strata are absent from the Lexham and Warboys boreholes limiting the southerly margin of Triassic subcrop, and numerous boreholes to the south also lack Triassic strata. Several boreholes located in a zone stretching from Ellingham in the north-east to Wyboston in the south-west, prove sandy and conglomeratic red beds beneath the Lias Group (Figure 14). These strata have generally been interpreted as Triassic when logged (assuming downhole conformity). However, an alternative interpretation is that these strata could be Late Devonian or early Carboniferous in age, although no palaeontological evidence is available to verify this possibility. Current evidence suggests an area centred between Lexham and Warboys, where Mercia Mudstone Group strata are absent. Following an earlier Mesozoic phase of extensional faulting that affected basin development in the Southern North Sea and Weald, East Anglia and adjacent regions experienced regional subsidence in response to thermal relaxation of the underlying crust. A change from an east–west strike in Permian and Triassic strata to a north-east–south-west strike in later Jurassic strata suggests the presence of a disconformity at the base of the Early Jurassic Lias Group (Figure 14). The following chapters give further details of the Lias Group stratigraphy (Chapter 3) and the younger bedrock successions that can be seen at outcrop within the region (Chapters 4 to 6). Chapter 3 Jurassic: shallow seas and archipelagos A J M Barron Geological and palaeo-geographical setting The break-up of the Pangaea supercontinent that commenced in the Triassic period continued into the Jurassic, and in north-west Europe formed a number of rifted basins, foreshadowing the opening of the North Atlantic. The development of these basins, coupled with global sea-level rise that began at the end of Triassic times led to the progressive extension of marine conditions across the British Isles, where generally shallow seas surrounded an archipelago of land areas with varying relief. This pattern persisted throughout the Jurassic Period (201.3 to 145.0 Ma). Moderate changes in sea level and elevation or subsidence in platform areas led to rapid fluctuations in coastlines and changes in depositional environments. One of the profound influences on these was the plume-related thermal doming centred in the North Sea, the flanks of which extended across much of Britain. Doming commenced during the Toarcian and although the centre continued to rise until the Callovian, differential subsidence of its flanks began during the early uplift stages (Aalenian) and its interaction with changing sea levels is widely seen in the patterns of deposition throughout the Mid Jurassic and into the Late Jurassic (Figure 20). During this time the British Isles lay between 30 and 40 degrees north of the equator and experienced a subtropical climate that was warm and humid with high levels of carbon dioxide and rainfall, leading to intense weathering and run-off in the emergent areas. Early Jurassic (Lias Group) East Anglia lay across the northern margin of the stable and long-lived London–Brabant High, which extended into Belgium. Its western part, the London Platform, was emergent for much of the period, having a dominant effect on sedimentation patterns. Much of the region south-east of a line from Cambridge to Thetford and Norwich remained emergent during the Jurassic, with no deposits of this age recorded in deep boreholes. In contrast, the adjacent East Midlands Shelf to the north-west, located on the distal southern flank of the North Sea Dome, underwent rather moderate but generally continuous subsidence, receiving terrigenous input from the surrounding land areas. Consequently the Jurassic succession across all but the extreme north-west of the region shows evidence of condensed deposition, sedimentation in nearshore environments and erosion of strata at many levels (Figure 20). Within the East Anglia region, the Lias Group is present at rockhead only in a small area of north Bedfordshire, elsewhere being concealed beneath younger bedrock, and it attains its maximum thickness of about 250 m in the extreme north-west (Figure 21).Further north-west, beyond the East Anglia region, accumulation of the Lias Group on the East Midlands Shelf began in latest Triassic (Rhaetian) times, when the fossiliferous marine mudstone and limestone strata of the coeval Blue Lias and Scunthorpe Mudstone formations were deposited (Figure 20; 21). At this time East Anglia was largely emergent, but marine conditions later extended south-eastwards into the region, where the earliest Jurassic strata are Sinemurian (Figure 20). These oldest beds are progressively overstepped by younger Lias Group beds to the south-east, and there are many minor non-sequences within the succession. Coupled with subsequent erosion in late Toarcian times, this overstep has resulted in a pattern of south-east thinning in all the component formations of the group. The oldest Lias Group strata seen in boreholes comprise grey variably calcareous mudstone with thin fine-grained and bioclastic limestone beds at several levels, totalling a maximum of about 200 m thick in the north-west. These are attributed to the Charmouth Mudstone Formation, as are the 40 and 50 m of grey fossiliferous mudstone and siltstone of Pliensbachian (Figure 20) age proved in the Soham, Lakenheath and Severals House boreholes near Ely. The 100 m or more of grey mudstone proved in north-east Norfolk is not confidently attributed, but most likely belongs to the Charmouth Mudstone and Whitby Mudstone formations. A minor marine regression in mid to late Pliensbachian times led to the accumulation of variably ferruginous, bioturbated micaceous siltstone with subordinate mudstone beds. This is termed the Dyrham Formation and attains a thickness of 5 m in Bedfordshire and near King’s Lynn. It probably passes northwards into mudstone in the extreme north-west of the region and its persistence east is uncertain, although it may be present in the subsurface near Downham Market. Continued shallowing and the establishment of anoxic conditions on the marine shelf, and intense weathering on land, resulted in the deposition of a condensed succession of ferru-ooidal* ironstone up to 3 m thick in the Tydd St Mary Borehole, comprising the Marlstone Rock Formation. It ranges from Pliensbachian to possibly earliest Toarcian in age, at which time global sea-level rise caused resumption of fully marine deposition of the Whitby Mudstone Formation. This is the oldest formation at rockhead in the region, seen near Podington [SP 93 63]. Basal fish- and ammonite-bearing mudstone and limestone beds are followed by a thick succession of poorly fossiliferous grey mudstone. Deposition was interrupted by late Toarcian uplift related to the North Sea thermal doming, which resulted in deep erosion of the Whitby Mudstone succession, such that an original thickness in East Anglia in excess of 60 m was reduced to 20 m or less. Mid Jurassic (Inferior Oolite And Great Oolite Groups) In early Aalenian times (Figure 20), a shallow north–south channel was established across the East Midlands Shelf, affecting the western margin of the region. Minor fluctuations in relative sea level through Aalenian, Bajocian and Bathonian (Figure 20) times resulted here in considerable changes in coastline position and environments. These ranged from freshwater through paralic* to shallow marine, and this depositional area received run-off from land areas to the north-west and south-east. Deep weathering on land generated dissolved iron compounds which were precipitated in shallow marine conditions that extended into the extreme west of our region, producing the sandy ferruginous ooidal limestone and mudstone of the Northampton Sand Formation (Inferior Oolite Group; Figure 22). The formation is a marginal facies of the ooidal ironstone beds of the East Midlands, displaying rootlet traces but lacking shells. The Northampton Sand occurs at outcrop near Farndish [SP 92 63] and at depth around Peterborough and Spalding, and reaches 5 m in thickness. Marine regression in the late Aalenian resulted in coastal, deltaic and nonmarine environments in which pale to dark grey and purplish sand and silt and black clay of the Grantham Formation (formerly the ‘Lower Estuarine Series’) was deposited over a slightly more extensive area. Some beds are well laminated, others unbedded, and slump and load structures are also seen. Up to about 5 m of strata are preserved in the region. The Grantham Formation is overlapped eastward by the Bajocian Lincolnshire Limestone Formation — the youngest unit of the Inferior Oolite Group — deposited in an expanded marine shelf on which carbonate grains including ooids, bioclasts, peloids and lime mud accumulated, along with lesser amounts of silicate grains. This was a high-energy environment, and erosion of the substrate, at least at first, reworked quartz sand from the Grantham Formation. Continuing strong current and tidal activity influenced the limestone facies and caused intraformational erosional breaks. Lower and Upper Lincolnshire Limestone members are recognised at outcrop in the East Midlands, separated by one of these breaks, and respectively characterised by predominance of calcilutite, peloidal packstone* and wackestone, and cross-bedded bioclastic ooidal grainstone lithologies. The Lincolnshire Limestone thins east from about 15 m at Peterborough, disappearing south of The Wash, but the relative extents of the members are unknown. It is absent in Bedfordshire. In the latest Bajocian, despite global sea-level rise, doming-related uplift centred in the North Sea led to erosion of the surface of the Lincolnshire Limestone and formation of hollows holding freshwater lakes up to 1 km across in which dark grey mud and paler silt and sand with root traces accumulated. This is the Stamford Member, the lowest unit of the Rutland Formation (formerly ‘Upper Estuarine Series’), at the base of the Great Oolite Group. The member is about 4 to 6 m thick around Peterborough and in Bedfordshire, with an uncertain eastward extension at depth into Norfolk and Cambridgeshire, where it may be represented by 11 m of lignitic siltstone and sandstone in the Soham Borehole. Subsidence of the East Midlands Shelf in Early Bathonian times was generally at a greater rate than eustatic sea-level fall and the overlying strata that form the remainder of the Great Oolite Group are intercalated shallow marine, brackish and nonmarine facies with many minor or local non-sequences. Nonetheless, deposition of the Great Oolite succession is inferred to have extended much further to the south-east across the London Platform than the Inferior Oolite. The Great Oolite forms most of the stratal thickness contoured in Figure 22, although it is not well known from boreholes and the relative extents of the formations are very uncertain. Its outcrop is restricted to the valley of the Great Ouse in north Bedfordshire, where it attains its maximum thickness of over 30 m, and the Peterborough area, where it reaches about 21 m in the Crowland 1 Borehole. The upper part of the Rutland Formation is characterised by a series of sedimentary rhythms each consisting, where complete, of a marine to brackish shelly mudstone and sandstone unit. It passes up into barren delta-top channel mudstone, overlain by greenish grey mudstone with plant debris and root traces, interpreted as a saltmarsh deposit. This ideal sequence may be truncated by erosion, or may include calcareous and shelly beds signifying transient marine incursions, including a shelly limestone unit, the Wellingborough Limestone Member, seen in Bedfordshire. From over 12 m thick near Bedford and about 10 m thick around Spalding and Peterborough, the Rutland Formation, including the Stamford Member, continues eastwards and is about 8 m thick at Tydd St Mary and 12.3 m at Soham. Erosion of the upper surface of the Rutland Formation was followed by widespread establishment of sheltered fully marine conditions across the East Midlands Shelf in the Mid Bathonian. This is marked by a sharp upward facies change to the Blisworth Limestone Formation, comprising well-bedded peloidal packstone and wackestone with calcareous mudstone beds. In the west, the formation is 14 m thick around Bedford, 3 m thick at Peterborough, and reaches as far east as Tydd St Mary, where it is 2.1 m thick. It may extend into the Wells-next-the-Sea area, but is inferred to fail south-eastwards, probably passing into nearshore facies. In its marine lithologies, the formation has a prolifi but low diversity bivalve–brachiopod fauna including Praeexogyra hebridica (Forbes) (Plate 1i) and Kallirhynchia, indicating moderate current activity. The significant proportion of silicate silt and sand suggests proximity to land. A relative sea-level fall in Late Bathonian times reduced circulation on the East Midlands Shelf and led to deposition of the dark grey and brown mudstone beds of the Blisworth Clay Formation. Restricted marine shelly faunas occur in the lowest beds of the formation, and the presence of ferruginous nodule beds, rootlets and the bivalve Corbula at higher levels indicates very shallow water, possibly a brackish lagoon or saltmarsh. Marine influence increases south-westwards, with the shelly limestone facies around Bedford being more typical of the Forest Marble Formation of the Cotswolds. The Blisworth Clay is about 4 m thick around Peterborough, thinning eastwards to less than 2 m near King’s Lynn. A major marine transgression in the latest Bathonian established a shallow, fully marine carbonate shelf environment from Yorkshire to Dorset, across which the Cornbrash Formation was deposited. Lime sand accumulated, consisting mainly of bioclasts (shell and skeletal fragments) with common peloids, forming a stabilised substrate but subject to pervasive bioturbation. Fossils include an abundant infauna* and epifauna* of bivalves, gastropods, echinoids and rhynchonellid and terebratulid brachiopods, the last displaying vertical changes in assemblage that are useful for biozonation. Periodic minor fluctuations in sea level, some due to local subsidence, led to formation of disconformities, which may be marked by thin lime mudstone layers and intraformational pebbles in the overlying limestone bed. One of the regressions is widespread and coincides with the Bathonian–Callovian stage boundary at about 166.1 Ma. This boundary separates distinctive brachiopod and ammonite faunas in the Cornbrash, and there is a tendency for beds of flaggy sandy limestone to be generally restricted to the upper part, allowing Lower and Upper Cornbrash members to be recognised (Figure 20). Although these subdivisions are not ubiquitous, nor easily distinguished except in exposures or where the fauna permits, both have been recognised around Peterborough where the Cornbrash forms wide plateau outcrops. Further east at depth, the Lower Cornbrash is impersistent. Despite the included hiatuses, the Cornbrash is remarkably constant in thickness throughout the English Midlands (2 to 4 m; locally less than 1 m), and this pattern is seen in East Anglia, where it is inferred to have had the greatest original extent of the Great Oolite formations. Mid To Late Jurassic (Ancholme Group) Through Callovian, Oxfordian, Kimmeridgian and into early Tithonian times (about 166 to 150 Ma), marine sedimentation continued across a deepening and widening East Midlands Shelf, albeit with a number of significant interruptions, and the coastline of the London Platform landmass retreated further south-east than at any time previously during the Jurassic (Figure 23). The mudstone-dominated succession deposited throughout this period is termed the Ancholme Group (Figure 20), and reaches 250 m in thickness (Figure 23). It is at rockhead throughout the western third of the region, almost entirely beneath Quaternary glacial, fluvial or marine deposits. Its five component formations are generally very fossiliferous, and include ammonites which are sufficiently numerous and rapidly evolving to permit subdivision of the chronostratigraphical stages into zones, and at some levels, subzones. In the Early Callovian, the carbonate shelf of the Cornbrash was occluded by deposition of mud under anoxic bottom conditions. Above a thin transitional shell-rich unit, the overlying dark grey, bituminous, laminated silty mudstone beds belong to the Kellaways Clay Member, forming the lower part of the Kellaways Formation (Figure 24). The member contains few benthic fossils, and the moderately common ammonites, which indicate the Herveyi Zone, are generally preserved in pyrite. This mineral is also finely disseminated through the rock and concentrated in the fillings of burrows that are common at some levels. Phosphatic and ferruginous nodules are also present, and the member becomes increasingly silty and sandy upwards — a result of basinward redistribution of older coastal deposits. It passes up into the Kellaways Sand Member, characterised by fine-grained sandstone and sandy siltstone, interbedded with silty mudstone. The sandstone beds are generally poorly indurated, but locally they may be cemented into calcareous sandstone nodules or ‘doggers’. Common belemnites and ammonites confirm the open marine environment, and a more prolific and diverse fauna of gastropods and bivalves (notably Gryphaea dilobotes Duff; Plate 1e), and intense bioturbation at some levels, indicate improved bottom circulation. Fragments of wood are also common, suggesting proximity to land. The Kellaways Formation crops out along the flanks of the Great Ouse and Nene river valleys, is at rockhead beneath Quaternary deposits through Peterborough and Bedford, and is commonly exposed in sumps and trenches in the floors of the nearby Oxford Clay brick pits. Ranges of thicknesses given separately for the Kellaways Clay and Kellaways Sand members are misleading due to the difficulties of placing the boundary consistently in borehole logs; modal thicknesses for the members in the Peterborough area are 2.5 m and 3.0 m respectively. The formation as a whole is 5 to 7 m thick in the west (Spalding to Bedford), thinning east to 3 to 5.5 m at King’s Lynn, and about 1 m at Ely. The location and nature of its south-eastward pinch-out is uncertain, and it is possible that the formation may extend furthest of all the Ancholme Group units. The top of the Kellaways Formation is taken at the top of the highest bed of sandstone or sandy mudstone and is sharp and conformable. It is overlain by the Oxford Clay Formation (Figure 24), which forms an outcrop or subcrop about 20 km wide across the west of the region. The formation is dominated by grey silicate mudstone deposited in moderately deep marine conditions. In the west it ranges from 63 to more than 70 m thick around Spalding and Peterborough, and a similar thickness occurs at Bedford (65 to 70 m), with a slight thinning (to about 60 m) between these sites possibly reflecting a closer proximity to the London Platform. The influence of this structural feature is inferred south-eastwards at depth, where the Oxford Clay reduces to about 40 m thick in eastern Cambridgeshire and western Norfolk, and detailed logs of boreholes at Soham and Tydd St Mary indicate a condensed succession. The formation is very fossiliferous throughout, the invertebrate fauna including bivalves, gastropods, brachiopods, belemnites, worm tubes, solitary corals and ammonites (Plate 1a to h). Based on a combination of lithological and faunal characteristics, a threefold subdivision of the formation is recognised, comprising the Peterborough, Stewartby, and Weymouth members (formerly the Lower, Middle and Upper Oxford Clay, respectively). The Peterborough Member is dark brownish grey fissile organic-rich mudstone with dense spreads of compressed ammonites beautifully preserved in iridescent aragonite as ‘plasters’ on bedding planes, alternating with pale to mid grey blocky and finely bioturbated mudstone. Units of bioturbated mudstone increase in proportion upwards, with the lithologies arranged in rhythmic successions that commonly include a shell bed at the top in which the bivalve and ammonite fossils are typically uncrushed and pyritised. The distinctive worm tube Genicularia vertebralis (J de C Sowerby) (Plate 1g) ranges from near the base of the member up to the lower beds of the Stewartby Member, and together with the robust belemnite guards, are found in soils covering the weathered outcrop. The upper boundary of the member is defined somewhat arbitrarily at the top of the highest bed of organic-rich mudstone. Based on this, its thickness is 23 m at Bedford, 16.6 m at Peterborough, 13.9 m near King’s Lynn, and 17.9 m at Soham, with a general eastward-thinning trend. Organic-rich mudstones in the Peterborough Member reflect the primary preservation of organic material under anoxic sea-bed conditions, and its later conversion into a mixture of organic compounds (generally referred to as kerogen) through the process of burial diagenesis. The presence of these units has greatly favoured the Peterborough Member for brickmaking using the ‘Fletton’ process, developed at the brickworks at Old Fletton, south of Peterborough (see Chapter 14). Over the last 100 years, practically the full thickness of the member has been worked for brick clay around the city in over a dozen large opencast pits, generally 15 to 20 m deep (Figure 23) which are designated its type locality, and in another ten similar pits at Stewartby, in the Marston Vale of Bedfordshire. At least two levels in the member show the development of more calcareous beds: a persistent bed of ammonitiferous septarian* limestone nodules about 0.5 m above the base usually forms the working floor of the pits. About 10 m above this, a thin but more continuous muddy limestone with an overlying highly fossiliferous mudstone bed forms the persistent marker of the Acutistriatum–Comptoni Bed (Figure 24). The advancing quarry faces have provided unrivalled access to the unweathered mudstone and its rich fauna. This encouraged much careful and diligent collecting, notably by Roland Brinkmann, who at Peterborough in the 1920s undertook an exceptionally detailed study of the faunal succession of the ammonite genus Kosmoceras (Callomon, 1968). As well as the invertebrates, the Peterborough brick pits are famous for their fossils of large marine vertebrates (Figure 25). The lower part of the overlying Stewartby Member is exposed in the brick pits at Whittlesey, east of Peterborough, and the uppermost beds at Stewartby, its type section, but the unit’s outcrop is otherwise largely concealed by superficial deposits. The pale to mid grey silty mudstone beds of the member are moderately calcareous, nonbituminous and much less fossiliferous than the Peterborough Member. On their own they are unsuited for Fletton brickmaking unless mixed with the organic-rich mudstone. At Bedford the member is 22 m thick; its thickness is 20.6 m east of Peterborough, 22.9 m near King’s Lynn, and 9.1 m at Soham. The fauna-bearing horizons include beds of intact and robust Gryphaea valves (Plate 1d) preserved in calcite, which survive in the soil; units rich in the fragile bivalve Bositra buchii (Roemer) (Plate 1h); and a few beds with uncrushed pyritised ammonites, amongst which kosmoceratids dominate (Callomon, 1968). There are scattered bivalves and belemnites throughout. The fauna and facies indicate an environment with generally improved bottom-water circulation. The lower part of the member is rather monotonous lithologically, but higher up some beds are sufficiently calcareous to be regarded as muddy limestone. The uppermost of these, the Lamberti Limestone, is very shelly, with pyrite-coated bivalves, gastropods and ammonites including the zonal indicator Quenstedtoceras lamberti (Plate 1c) after which it is named. The top of this limestone marks the top of the Stewartby Member and the Callovian–Oxfordian stage boundary, and hence the top of the Mid Jurassic epoch (see Figure 20). Lithologically the Weymouth Member bears a strong resemblance to the Stewartby Member. The bulk of it is composed of pale grey, blocky-weathering, calcareous mudstone with a shelly fauna preserved in pyrite and calcite. However, subordinate interbedded darker carbonaceous mudstone beds resting on the burrowed tops of the pale mudstone units indicate renewed rhythmicity. The fauna is sparser and ammonites are now dominated by cardioceratids. The member is very poorly exposed in the region, although it was temporarily fully exposed at Millbrook, Bedfordshire, where it proved to be 21.3 m thick. The upper 25 m were formerly seen in the face of the disused Warboys brick pit [TL 308 818], near Ramsey. Together with data from the nearby BGS Warboys Borehole a total thickness for the Weymouth Member of about 30 m can be inferred here. General eastward thinning is caused by condensed sedimentation and widespread erosion of the upper beds beneath an Early to Mid Oxfordian disconformity developed in response to marine regression. The member is 26 m thick east of Peterborough, 19.6 m thick near King’s Lynn and 14.5 m thick at Soham. Through most of the Oxfordian (see Figure 20) in southern England and Yorkshire, medium- to coarse-grained siliciclastic and carbonate sedimentation took place in shallow to very shallow marine conditions, depositing the Corallian Group. However, in eastern England basin inversion re-established somewhat deeper water adjacent to land on the London Platform, and here silicate and carbonate mud and silt accumulated to form the West Walton Formation (Figure 24). The beds are arranged in cycles of darker grey carbonaceous silty mudstone and paler grey calcareous mudstone with burrowed horizons indicating sedimentation pauses. Layers of muddy fine-grained limestone concretions have developed at some levels and are more numerous in the more proximal southern part of the region. Following research into the bedrock for a proposed Wash Water Storage Scheme, the succession in the type section West Walton Highway Borehole [TF 4913 1316] was divided into sixteen beds on the basis of lithology and fauna, and a number of these have proved to be widely identifiable, as far away as Bedfordshire. The fossil content is similar to that of the Weymouth Member, dominated by cardioceratid ammonites, bivalves, serpulids and foraminifera and a variety of other invertebrates and trace fossils, with plant debris abundant in some beds. The more resistant calcitic shells of the bivalves Lopha, Nanogyra and Gryphaea dilatata (Plate 1b) may be found in the soil on the formation’s outcrop, although across most of the region it is largely concealed beneath Quaternary deposits. The formation thins south-eastwards across the region, from about 10 to 15 m in the Fenland, to less than 10 m in southern Cambridgeshire. Here successions typically of alternating silty limestone and calcareous mudstone with an abundant bivalve fauna are fairly widely developed, occupying all or part of the interval, and are interpreted as nearshore, probably back-reef facies. Variability of the faunal assemblage (in places including serpulids and coral debris) and early uncertainty about the stratigraphical level and lateral continuity of units, led to several local names being applied to variants of the interbedded limestone and mudstone succession, including St Ives Rock and Gamlingay Rock. More recently most of these have been incorporated into the Elsworth Rock Member, which overlies dark grey mudstone with nodular limestone of the Lower Elsworth Member. An unusual development of over 13 m of coralliferous limestone and shelly lime-mudstone at Upware, 15 km north-east of Cambridge, underlies a low ridge 5 km long and up to 1.5 km wide. There, the Dimmock’s Cote Marl Member and Upware Limestone Member are distinguished above the Lower Elsworth Member (Figure 24). The succession is interpreted as forming on a carbonate ramp building northwards, with conditions permitting the development at times of ooid shoals and coral reefs, in both very shallow and deeper water, with colonisation by a rich fauna that, as well as various corals, includes ammonites, echinoids, crinoids, sponges, annelids, rare brachiopods, and a great diversity of bivalves. The preserved area may be similar to the original extent. Gradual deepening of the sea and south-eastward retreat of the coastline in the late Mid Oxfordian (about 160 Ma) led to the deposition of the Ampthill Clay Formation (Figure 24). Its base is marked by a change up into mudstone that is darker grey, less silty and calcareous and richer in ammonite fossils than the West Walton Formation. The boundary is generally conformable although at Upware higher beds of the Ampthill Clay lap onto the flanks of the mound of the Upware Limestone Member. Across most of the west of the region the formation is consistently between 50 and 55 m thick, showing slight thinning to the south-east and significant reduction in the Ely–Cambridge area (20 to 30 m) due mainly to attenuation in the upper part. Its persistence at depth is uncertain; it extends into north-west Norfolk but is overstepped by Early Cretaceous strata south-eastwards. The Ampthill Clay is absent beneath the Cretaceous Woburn Sands Formation at outcrop in parts of Bedfordshire, although it was formerly well exposed in the nearby Ampthill railway cutting that forms its type section, with 12.6 m later proved in the BGS Ampthill Borehole [TL 0244 3804]. Study of boreholes for The Wash Water Storage Scheme enabled the Ampthill Clay succession to be subdivided into forty-two beds. On the basis of gross lithology the study grouped these into a lower part of alternating slightly silty dark grey mudstone and pale grey calcareous mudstone and a middle part of smooth-textured mudstone. The upper part is characterised by calcareous and silty mudstone beds with several erosion surfaces capped by oyster encrustations and overlain by mudstone with phosphatic pebbles. Disseminated pyrite and layers of cementstone nodules are present as are rare thin beds of bituminous mudstone and of muddy ironstone. The fossil fauna content is exclusively marine with common ammonites dominated by perisphinctid and cardioceratid forms. Bivalves and foraminifera are also abundant, although their low diversity at some levels implies periodically restricted water circulation, and plant fragments, echinoderms, crustaceans and gastropods are also recorded. The soil on the outcrop is heavy grey-
1222	dbpedia	2	48	https://www.moneycontrol.com/india/stockpricequote/food-processing/britanniaindustries/BI	en	Rapper Honey Singh's latest album Glory is out now, song Millionaire trends at No. 1 on YouTube	https://images.moneycont….827-770x433.jpg	https://images.moneycont….827-770x433.jpg	[ "https://images.moneycontrol.com/images/common/header/logo.png?v=0.1", "https://images.moneycontrol.com/static-mcnews/2024/08/20240826165416_image-2024-08-26T222214.827-770x433.jpg" ]	[]	[]	[ "" ]	null	[ "Moneycontrol.com" ]	null	Popular singer Yo Yo Honey Singh is back with his latest music track Glory which was released today. It is a special day as it marks the 10th anniversary of his blockbuster 2014 song Desi Kalakaar.			Moneycontrol	https://www.moneycontrol.com/entertainment/rapper-honey-singhs-latest-album-glory-is-out-now-song-millionaire-trends-at-no-1-on-youtube-article-12807352.html	Popular singer Yo Yo Honey Singh is back with his latest music track Glory that released today. The release of this new song is a special occasion as it coincides with the 10th anniversary of his iconic 2014 hit, "Desi Kalakaar." The Blue Eyes singer took to Instagram to announce the exciting news of the album's release. He posted the poster of the song along with the caption, "When legends drop albums, history is made Check out #Glory - Full album out now!" This 18-track album follows the success of his previous release, "Honey 3.0," which was launched on March 15. View this post on Instagram A post shared by T-Series (@tseries.official) Within hours of release, the song Millionaire from the album Glory was trending at number 1 on YouTube. "Glory" boasts a diverse lineup of songs, including "Millionaire," "Jatt Mehkma," "High on Me," "Fuck Them," "Bonita," "Hide It," "Malamaal," "Rounds N Ring," "Lapata," "Payal," "Caliente," "6 AM," "Majnoonh," "Sheeshe Wali Chuni," "Shamaan De Vele," "Beeba," "Chhori," and "Rap God." The album showcases his commitment to diversity, featuring collaborations with artists from various linguistic backgrounds. The album includes Moroccan singer Jamila El Badaoui on "Majnoonh," Dominican Republic's Yina Menez on "Malamaal," Italian artist Laioung, and Pakistani artist Wahab Bugti on "Beeba." These international collaborations enrich the album's musical landscape, offering listeners a truly global listening experience. Also Read: Mona Singh joins ‘Kohraa’ season 2; proves why she is the magic potion of season 2’s! "Glory" also features several notable Indian collaborations. Rapper Paradox lends his talent to tracks like "Payal" and "Chhori," while singer-songwriter Pho contributes to "Lapata." Singh reunites with his "Breakup Party" collaborator, Leo Grewal, for "Shamaan De Vele," following their successful single "Can't Find Me" from last year. Additionally, the Goa crew Bonafide joins forces with Punjabi star Navaan Sandhu on "Rounds N Ring," showcasing a diverse range of Indian musical talent. The album features collaborations with artists from Latin America, Western Europe, and India, showcasing a global blend of musical influences.
1222	dbpedia	1	8	https://www.britannia.co.in/	en	Britannia Industries: A legacy known to make delicious snacks trusted by millions			[ "https://www.britannia.co.in/_next/image?url=https%3A%2F%2Fmedia.britannia.co.in%2FBritannia_Logo_fcce3225c0.png&w=1080&q=100 1x, /_next/image?url=https%3A%2F%2Fmedia.britannia.co.in%2FBritannia_Logo_fcce3225c0.png&w=2048&q=100 2x", "https://www.britannia.co.in/svg/search-white.svg 1x, /svg/search-white.svg 2x", ...	[]	[]	[ "Total", "Food", "Company", "Nutrition", "Biscuit", "Bread", "Cheese", "Rusk", "Toast", "Sustainable" ]	null	[]	null	Britannia: Trusted for snacks, dairy in India for 100+ years. Delicious biscuits, cheese, cakes & more in 80+ countries.	en	/images/brit-fav.ico		https://www.britannia.co.in/	OUR EXCITING LIFE AT BRITANNIA WE MAKE Ti)NGS HAPPEN If there were a soundtrack for life, whenever something cool happens, the background would go TING! Life at Britannia is about chasing the TINGs. Our vision is to be a Responsible Total Foods Company, serving products that brim with exciting goodness, through the day. We do that by working together as a creative, energetic and passionate team.
1222	dbpedia	0	47	https://www.britannia.co.in/impact	en	Britannia Impact: About Britannia People, Growth and Expansion			[ "https://www.britannia.co.in/_next/image?url=https%3A%2F%2Fmedia.britannia.co.in%2FBritannia_Logo_fcce3225c0.png&w=1080&q=100 1x, /_next/image?url=https%3A%2F%2Fmedia.britannia.co.in%2FBritannia_Logo_fcce3225c0.png&w=2048&q=100 2x", "https://www.britannia.co.in/svg/search-white.svg 1x, /svg/search-white.svg 2x", ...	[]	[]	[ "Total", "Food", "Company", "Nutrition", "Biscuit", "Bread", "Cheese", "Rusk", "Toast", "Sustainable" ]	null	[]	null	Explore the impact of Britannia's growth and expansion and our Environmental Footprint. Gain insights into Britannia's Impact on Nature and our business expansion strategies	en	/images/brit-fav.ico		https://www.britannia.co.in/	Our Sustainability Vision is to be a Responsible Global Total Foods Company driven by a commitment to minimise the environmental footprint of our operations and enhance the goodness in the food value chain. DIVERSITY & INCLUSION 20% Women in senior management By 2021 39% Women in our factories By 2024 We are an equal opportunities employer, providing similar growth opportunities to all employees of any given level across functions regardless of age, gender, religion or any other factor.
1222	dbpedia	3	12	https://en.wikipedia.org/wiki/United_Kingdom	en	United Kingdom	https://upload.wikimedia…281-2%29.svg.png	https://upload.wikimedia…281-2%29.svg.png	[ "https://en.wikipedia.org/static/images/icons/wikipedia.png", "https://en.wikipedia.org/static/images/mobile/copyright/wikipedia-wordmark-en.svg", "https://en.wikipedia.org/static/images/mobile/copyright/wikipedia-tagline-en.svg", "https://upload.wikimedia.org/wikipedia/en/thumb/1/1b/Semi-protection-shackle.s...	[]	[]	[ "" ]	null	[ "Contributors to Wikimedia projects" ]	2001-11-02T17:36:50+00:00		en	/static/apple-touch/wikipedia.png		https://en.wikipedia.org/wiki/United_Kingdom	Island country in Northwestern Europe "UK" redirects here. For other uses, see United Kingdom (disambiguation) and UK (disambiguation). The United Kingdom of Great Britain and Northern Ireland, commonly known as the United Kingdom (UK) or Britain,[m] is a country in Northwestern Europe, off the coast of the continental mainland.[21][22] It comprises England, Scotland, Wales, and Northern Ireland.[n][23] The UK includes the island of Great Britain, the north-eastern part of the island of Ireland, and most of the smaller islands within the British Isles.[24] Northern Ireland shares a land border with the Republic of Ireland; otherwise, the United Kingdom is surrounded by the Atlantic Ocean, the North Sea, the English Channel, the Celtic Sea, and the Irish Sea. The total area of the United Kingdom is 94,354 square miles (244,376 km2),[e][12] with an estimated population of 67,596,281 people in 2022.[13] In 1707, the Kingdom of England (which included Wales) and the Kingdom of Scotland united under the Treaty of Union to create the Kingdom of Great Britain. The Acts of Union 1800 incorporated the Kingdom of Ireland to create the United Kingdom of Great Britain and Ireland in 1801. Most of Ireland seceded from the UK in 1922 as the Irish Free State, and the Royal and Parliamentary Titles Act 1927 created the present name. The UK became the first industrialised country and was the world's foremost power for the majority of the 19th and early 20th centuries, particularly during the "Pax Britannica" between 1815 and 1914.[25][26] At its height in the 1920s, the British Empire encompassed almost a quarter of the world's landmass and population, and was the largest empire in history. However, its involvement in the First World War and the Second World War damaged Britain's economic power and a global wave of decolonisation led to the independence of most British colonies.[27][28][29] British influence can be observed in the legal and political systems of many of its former colonies, and British culture remains globally influential, particularly in language, literature, music and sport. English is the world's most widely spoken language and the third-most spoken native language.[30] The United Kingdom is a constitutional monarchy and parliamentary democracy.[o][32] The UK has three distinct jurisdictions: England and Wales, Scotland, and Northern Ireland.[33] Since 1999, Scotland, Wales and Northern Ireland have their own governments and parliaments which control various devolved matters.[34] The capital and largest city of both England and the United Kingdom is London, whose wider metropolitan area is the largest in Western Europe, with a population of 14.9 million.[35] The cities of Edinburgh, Cardiff, and Belfast are the national capitals of Scotland, Wales, and Northern Ireland, respectively. Other major cities include Birmingham, Manchester, Glasgow, Bristol, Liverpool, Sheffield, Newcastle and Leeds. The UK is a developed country and has the world's sixth-largest economy by nominal gross domestic product (GDP). It is a recognised nuclear state, and is ranked fourth globally in military expenditure.[36][37] The UK has been a permanent member of the UN Security Council since its first session in 1946. It is a member of the Commonwealth of Nations, Council of Europe, G7, OECD, NATO, Five Eyes, AUKUS and CPTPP. Etymology and terminology The Acts of Union 1707 declared that the Kingdom of England and Kingdom of Scotland were "United into One Kingdom by the Name of Great Britain".[p][38] The term "United Kingdom" has occasionally been used as a description for the former Kingdom of Great Britain, although its official name from 1707 to 1800 was simply "Great Britain".[39] The Acts of Union 1800 united the kingdoms of Great Britain and Ireland in 1801, forming the United Kingdom of Great Britain and Ireland. Following the partition of Ireland and the independence of the Irish Free State in 1922, which left Northern Ireland as the only part of the island of Ireland within the United Kingdom, the name was changed in 1927 to the "United Kingdom of Great Britain and Northern Ireland".[40] Although the United Kingdom is a sovereign country, England, Scotland, Wales and Northern Ireland are also widely referred to as countries.[41] The UK Prime Minister's website has used the phrase "countries within a country" to describe the United Kingdom.[42] Some statistical summaries, such as those for the twelve NUTS 1 regions, refer to Scotland, Wales and Northern Ireland as "regions".[43] Northern Ireland is also referred to as a "province".[44] With regard to Northern Ireland, the descriptive name used "can be controversial, with the choice often revealing one's political preferences".[45] The term "Great Britain" conventionally refers to the island of Great Britain, or politically to England, Scotland and Wales in combination.[46] It is sometimes used as a loose synonym for the United Kingdom as a whole.[47] The word England is occasionally used incorrectly to refer to the United Kingdom as a whole, a mistake principally made by people from outside the UK.[48] The term "Britain" is used as a synonym for Great Britain,[49][50] but also sometimes for the United Kingdom.[51][50] Usage is mixed: the UK Government prefers to use the term "UK" rather than "Britain" or "British" on its website (except when referring to embassies),[52] while acknowledging that both terms refer to the United Kingdom and that elsewhere "British government" is used at least as frequently as "United Kingdom government".[53] The UK Permanent Committee on Geographical Names recognises "United Kingdom", "UK" and "U.K." as shortened and abbreviated geopolitical terms for the United Kingdom of Great Britain and Northern Ireland in its toponymic guidelines; it does not list "Britain" but notes that "it is only the one specific nominal term 'Great Britain' which invariably excludes Northern Ireland".[53] The BBC historically preferred to use "Britain" as shorthand only for Great Britain, though the present style guide does not take a position except that "Great Britain" excludes Northern Ireland.[54] The adjective "British" is commonly used to refer to matters relating to the United Kingdom and is used in law to refer to United Kingdom citizenship and matters to do with nationality.[55][q] People of the United Kingdom use several different terms to describe their national identity and may identify themselves as being British, English, Scottish, Welsh, Northern Irish, or Irish;[58] or as having a combination of different national identities.[59] The official designation for a citizen of the United Kingdom is "British citizen".[53] History For a chronological guide, see Timeline of British history. Prior to the Treaty of Union Settlement by Cro-Magnons of what was to become the United Kingdom occurred in waves beginning by about 30,000 years ago.[60] The island has been continuously inhabited only since the last retreat of the ice around 11,500 years ago. By the end of the region's prehistoric period, the population is thought to have belonged largely to a culture termed Insular Celtic, comprising Brittonic Britain and Gaelic Ireland.[61] The Roman conquest, beginning in 43 AD, and the 400-year rule of southern Britain, was followed by an invasion by Germanic Anglo-Saxon settlers, reducing the Brittonic area mainly to what was to become Wales, Cornwall and, until the latter stages of the Anglo-Saxon settlement, the Hen Ogledd (northern England and parts of southern Scotland).[62] Most of the region settled by the Anglo-Saxons became unified as the Kingdom of England in the 10th century.[63] Meanwhile, Gaelic-speakers in north-west Britain (with connections to the north-east of Ireland and traditionally supposed to have migrated from there in the 5th century)[64] united with the Picts to create the Kingdom of Scotland in the 9th century.[65] In 1066, the Normans invaded England from northern France. After conquering England, they seized large parts of Wales, conquered much of Ireland and were invited to settle in Scotland, bringing to each country feudalism on the Northern French model and Norman-French culture.[66] The Anglo-Norman ruling class greatly influenced, but eventually assimilated with, the local cultures.[67] Subsequent medieval English kings completed the conquest of Wales and tried unsuccessfully to annex Scotland. Asserting its independence in the 1320 Declaration of Arbroath, Scotland maintained its independence thereafter, albeit in near-constant conflict with England. In 1215 the Magna Carta was the first document to state that no government was above the law, that citizens have rights protecting them and that they were entitled to a fair trial.[68] The English monarchs, through inheritance of substantial territories in France and claims to the French crown, were also heavily involved in conflicts in France, most notably the Hundred Years' War, while the Kings of Scots were in an alliance with the French during this period.[69] Early modern Britain saw religious conflict resulting from the Reformation and the introduction of Protestant state churches in each country.[70] The English Reformation ushered in political, constitutional, social and cultural change in the 16th century and established the Church of England. Moreover, it defined a national identity for England and slowly, but profoundly, changed people's religious beliefs.[71] Wales was fully incorporated into the Kingdom of England,[72] and Ireland was constituted as a kingdom in personal union with the English crown.[73] In what was to become Northern Ireland, the lands of the independent Catholic Gaelic nobility were confiscated and given to Protestant settlers from England and Scotland.[74] England became a colonial and seafaring maritime power, with rich development of art, trade, commerce, industry, architecture, and science.[75] Elizabethan England represented the apogee of the English Renaissance and saw the flowering of great poetry, music and literature.[76] With the founding of the East India Company, other English joint-stock companies and institutions, England competed with Europe, and built a trading empire.[77][78][79] In 1603, the kingdoms of England, Scotland and Ireland were united in a personal union when James VI, King of Scots, inherited the crowns of England and Ireland and moved his court from Edinburgh to London; each country nevertheless remained a separate political entity and retained its separate political, legal, and religious institutions.[80] In the mid-17th century, all three kingdoms were involved in a series of connected wars (including the English Civil War) which led to the temporary overthrow of the monarchy, with the execution of King Charles I, and the establishment of the short-lived unitary republic of the Commonwealth of England, Scotland and Ireland.[81] Although the monarchy was restored, the Interregnum along with the Glorious Revolution of 1688 and the subsequent Bill of Rights 1689 in England and Claim of Right Act 1689 in Scotland ensured that, unlike much of the rest of Europe, royal absolutism would not prevail, and a professed Catholic could never accede to the throne. The British constitution would develop on the basis of constitutional monarchy and the parliamentary system.[82] With the founding of the Royal Society in 1660, science was greatly encouraged. The founding of the Royal Society laid the foundations of modern experimental science.[83] During this period, particularly in England, the development of naval power and the interest in voyages of discovery led to the acquisition and settlement of overseas colonies, particularly in North America and the Caribbean.[84] Though previous attempts at uniting the two kingdoms within Great Britain in 1606, 1667, and 1689 had proved unsuccessful, the attempt initiated in 1705 led to the Treaty of Union of 1706 being agreed and ratified by both parliaments. Kingdom of Great Britain On 1 May 1707, the Kingdom of Great Britain was formed, the result of the Acts of Union 1707.[85] In the 18th century, cabinet government developed under Robert Walpole, in practice the first prime minister (1721–1742). A series of Jacobite uprisings sought to remove the Protestant House of Hanover from the throne and restore the Catholic House of Stuart. The Jacobites were finally defeated at the Battle of Culloden in 1746, after which the Scottish Highlanders were forcibly assimilated into Scotland by revoking the feudal independence of clan chiefs. The British colonies in North America that broke away in the American War of Independence became the United States, recognised by Britain in 1783. British imperial ambition turned towards Asia, particularly to India.[86] British merchants played a leading part in the Atlantic slave trade, mainly between 1662 and 1807 when British or British-colonial slave ships transported nearly 3.3 million slaves from Africa.[87] The slaves were taken to work on plantations, principally in the Caribbean but also North America.[88] However, with pressure from the abolitionism movement, Parliament banned the trade in 1807, banned slavery in the British Empire in 1833, and Britain took a leading role in the movement to abolish slavery worldwide through the blockade of Africa and pressing other nations to end their trade with a series of treaties.[89] United Kingdom of Great Britain and Ireland In 1800 the parliaments of Great Britain and Ireland each passed an Act of Union, uniting the two kingdoms and creating the United Kingdom of Great Britain and Ireland on 1 January 1801.[90] After the defeat of France at the end of the French Revolutionary Wars and Napoleonic Wars (1792–1815), the United Kingdom emerged as the principal naval and imperial power (with London the largest city in the world from about 1830).[91] Unchallenged at sea, British dominance was later described as Pax Britannica ("British Peace"), a period of relative peace among the great powers (1815–1914) during which the British Empire became the global hegemon and adopted the role of global policeman.[92][93] By the time of the Great Exhibition of 1851, Britain was described as the "workshop of the world".[94] From 1853 to 1856, Britain took part in the Crimean War, allied with the Ottoman Empire against Tsarist Russia,[95] participating in the naval battles of the Baltic Sea known as the Åland War in the Gulf of Bothnia and the Gulf of Finland, among others.[96] Following the Indian Rebellion in 1857, the British government led by Lord Palmerston assumed direct rule over India. Alongside the formal control it exerted over its own colonies, British dominance of much of world trade meant that it effectively controlled the economies of regions such as East Asia and Latin America.[97] Throughout the Victorian era, political attitudes favoured free trade and laissez-faire policies. Beginning with the Great Reform Act in 1832, Parliament gradually widened the voting franchise, with the 1884 Reform Act championed by William Gladstone granting suffrage to a majority of males for the first time. The British population increased at a dramatic rate, accompanied by rapid urbanisation, causing significant social and economic stresses.[98] By the late 19th century, the Conservatives under Benjamin Disraeli and Lord Salisbury initiated a period of imperial expansion in Africa, maintained a policy of splendid isolation in Europe, and attempted to contain Russian influence in Afghanistan and Persia, in what came to be known as the Great Game.[99] During this time, Canada, Australia and New Zealand were granted self-governing dominion status.[100] At the turn of the century, Britain's industrial dominance became challenged by the German Empire and the United States.[101] The Edwardian era saw social reform and home rule for Ireland become important domestic issues, while the Labour Party emerged from an alliance of trade unions and small socialist groups in 1900, and suffragettes campaigned for women's right to vote.[102] World wars and partition of Ireland Britain was one of the principal Allies that defeated the Central Powers in the First World War (1914–1918). Alongside their French, Russian and (after 1917) American counterparts,[103] British armed forces were engaged across much of the British Empire and in several regions of Europe, particularly on the Western Front.[104] The high fatalities of trench warfare caused the loss of much of a generation of men, with lasting social effects in the nation and a great disruption in the social order. Britain had suffered 2.5 million casualties and finished the war with a huge national debt.[104] The consequences of the war persuaded the government to expand the right to vote in national and local elections to all adult men and most adult women with the Representation of the People Act 1918.[104] After the war, Britain became a permanent member of the Executive Council of the League of Nations and received a mandate over a number of former German and Ottoman colonies. Under the leadership of David Lloyd George, the British Empire reached its greatest extent, covering a fifth of the world's land surface and a quarter of its population.[105] By the mid-1920s, most of the British population could listen to BBC radio programmes.[106][107] Experimental television broadcasts began in 1929 and the first scheduled BBC Television Service commenced in 1936.[108] The rise of Irish nationalism, and disputes within Ireland over the terms of Irish Home Rule, led eventually to the partition of the island in 1921.[109] A period of conflict in what is now Northern Ireland occurred from June 1920 until June 1922 (see The Troubles in Ulster (1920–1922)). The Irish Free State became independent, initially with Dominion status in 1922, and unambiguously independent in 1931. Northern Ireland remained part of the United Kingdom.[110] The 1928 Equal Franchise Act gave women electoral equality with men in national elections. Strikes in the mid-1920s culminated in the General Strike of 1926, which ended in a victory for the government led by Stanley Baldwin. Britain had still not recovered from the effects of the First World War when the Great Depression (1929–1932) led to considerable unemployment and hardship in the old industrial areas, as well as political and social unrest with rising membership in communist and socialist parties. A coalition government was formed in 1931.[111] Nonetheless, "Britain was a very wealthy country, formidable in arms, ruthless in pursuit of its interests and sitting at the heart of a global production system."[112] After Nazi Germany invaded Poland in 1939, Britain entered the Second World War. Winston Churchill became prime minister and head of a coalition government in 1940. Despite the defeat of its European allies in the first year, Britain and its Empire continued the war against Germany. Churchill engaged industry, scientists and engineers to support the government and the military in the prosecution of the war effort.[112] In 1940, the Royal Air Force defeated the German Luftwaffe in the Battle of Britain. Urban areas suffered heavy bombing during the Blitz. The Grand Alliance of Britain, the United States and the Soviet Union formed in 1941, leading the Allies against the Axis powers. There were eventual hard-fought victories in the Battle of the Atlantic, the North Africa campaign and the Italian campaign. British forces played important roles in the Normandy landings of 1944 and the liberation of Europe. The British Army led the Burma campaign against Japan, and the British Pacific Fleet fought Japan at sea. British scientists contributed to the Manhattan Project whose task was to build an atomic weapon.[113] Once built, it was decided, with British consent, to use the weapon against Japan.[114] The wartime net losses in British national wealth amounted to 18.6% (£4.595 billion) of the prewar wealth (£24.68 billion), at 1938 prices.[115] Postwar 20th century The UK was one of the Big Three powers (along with the US and the Soviet Union) who met to plan the post-war world;[117] it drafted the Declaration by United Nations with the United States and became one of the five permanent members of the United Nations Security Council. It worked closely with the United States to establish the IMF, World Bank and NATO.[118] The war left the UK severely weakened and financially dependent on the Marshall Plan,[119] but it was spared the total war that devastated eastern Europe.[120] In the immediate post-war years, the Labour government under Clement Attlee initiated a radical programme of reforms, which significantly impacted British society in the following decades.[121] Major industries and public utilities were nationalised, a welfare state was established, and a comprehensive, publicly funded healthcare system, the National Health Service, was created.[122] The rise of nationalism in the colonies coincided with Britain's much-diminished economic position, so that a policy of decolonisation was unavoidable. Independence was granted to India and Pakistan in 1947.[123] Over the next three decades, most colonies of the British Empire gained their independence, and many became members of the Commonwealth of Nations.[124] The UK was the third country to develop a nuclear weapons arsenal (with its first atomic bomb test, Operation Hurricane, in 1952), but the post-war limits of Britain's international role were illustrated by the Suez Crisis of 1956. The international spread of the English language ensured the continuing international influence of its literature and culture.[125][126] As a result of a shortage of workers in the 1950s, the government encouraged immigration from Commonwealth countries. In the following decades, the UK became a more multi-ethnic society.[127] Despite rising living standards in the late 1950s and 1960s, the UK's economic performance was less successful than many of its main competitors such as France, West Germany and Japan. The UK was the first democratic nation to lower its voting age to 18 in 1969.[128] In the decades-long process of European integration, the UK was a founding member of the Western European Union, established with the London and Paris Conferences in 1954. In 1960 the UK was one of the seven founding members of the European Free Trade Association (EFTA), but in 1973 it left to join the European Communities (EC). In a 1975 referendum 67% voted to stay in it.[129] When the EC became the European Union (EU) in 1992, the UK was one of the 12 founding member states. From the late 1960s, Northern Ireland suffered communal and paramilitary violence (sometimes affecting other parts of the UK) conventionally known as the Troubles. It is usually considered to have ended with the 1998 Belfast "Good Friday" Agreement.[130] Following a period of widespread economic slowdown and industrial strife in the 1970s, the Conservative government of the 1980s led by Margaret Thatcher initiated a radical policy of monetarism, deregulation, particularly of the financial sector (for example, the Big Bang in 1986) and labour markets, the sale of state-owned companies (privatisation), and the withdrawal of subsidies to others.[131] In 1982, Argentina invaded the British territories of South Georgia and the Falkland Islands, leading to the 10-week Falklands War in which Argentine forces were defeated. The inhabitants of the islands are predominantly descendants of British settlers, and strongly favour British sovereignty, expressed in a 2013 referendum. From 1984, the UK economy was helped by the inflow of substantial North Sea oil revenues.[132] Another British overseas territory, Gibraltar, ceded to Great Britain in the 1713 Treaty of Utrecht,[133] is a key military base for the UK. A referendum in 2002 on shared sovereignty with Spain was rejected by 98.97% of voters in the territory. Around the end of the 20th century, there were major changes to the governance of the UK with the establishment of devolved administrations for Scotland, Wales and Northern Ireland.[134] The statutory incorporation followed acceptance of the European Convention on Human Rights. The UK remained a great power with global diplomatic and military influence and a leading role in the United Nations and NATO.[135] 21st century The UK broadly supported the United States' approach to the "war on terror" in the early 21st century.[136] British troops fought in the War in Afghanistan, but controversy surrounded Britain's military deployment in Iraq, which saw the largest protest in British history demonstrating in opposition to the government led by Tony Blair.[137] The 2008 global financial crisis severely affected the UK economy.[138] The Cameron–Clegg coalition government of 2010 introduced austerity measures intended to tackle the substantial public deficits.[139] Studies have suggested that policy led to significant social disruption and suffering.[140][141] A referendum on Scottish independence in 2014 resulted in the Scottish electorate voting by 55.3 to 44.7% to remain part of the United Kingdom.[142] In 2016, 51.9 per cent of voters in the United Kingdom voted to leave the European Union.[143] The UK left the EU in 2020.[144] On 1 May 2021 the EU–UK Trade and Cooperation Agreement came into force.[145] The COVID-19 pandemic had a severe impact on the UK's economy, caused major disruptions to education and had far-reaching impacts on society and politics in 2020 and 2021.[146][147][148] The United Kingdom was the first country in the world to use an approved COVID-19 vaccine, developing its own vaccine through a collaboration between Oxford University and AstraZeneca, which allowed the UK's vaccine rollout to be among the fastest in the world.[149][150] On 8 September 2022, Elizabeth II, the longest-living and longest-reigning British monarch, died at the age of 96.[151] Upon the Queen's death, her eldest child Charles, Prince of Wales, acceded to the British throne as Charles III.[152] Geography The total area of the United Kingdom is approximately 94,354 square miles (244,376 km2),[e][12] with a land area of 93,723 square miles (242,741 km2).[12] The country occupies the major part of the British Isles[153] archipelago and includes the island of Great Britain, the north-eastern one-sixth of the island of Ireland and some smaller surrounding islands. It lies between the North Atlantic Ocean and the North Sea with the southeast coast coming within 22 miles (35 km) of the coast of northern France, from which it is separated by the English Channel.[154] The Royal Greenwich Observatory in London was chosen as the defining point of the Prime Meridian[155] at the International Meridian Conference in 1884.[156] The United Kingdom lies between latitudes 49° and 61° N, and longitudes 9° W and 2° E. Northern Ireland shares a 224-mile (360 km) land boundary with the Republic of Ireland.[154] The coastline of Great Britain is 11,073 miles (17,820 km) long,[157] though measurements can vary greatly due to the coastline paradox.[158] It is connected to continental Europe by the Channel Tunnel, which at 31 miles (50 km) (24 miles (38 km) underwater) is the longest underwater tunnel in the world.[159] The UK contains four terrestrial ecoregions: Celtic broadleaf forests, English Lowlands beech forests, North Atlantic moist mixed forests, and Caledonian conifer forests.[160] The area of woodland in the UK in 2023 is estimated to be 3.25 million hectares, which represents 13% of the total land area in the UK.[161] Climate Most of the United Kingdom has a temperate climate, with generally cool temperatures and plentiful rainfall all year round.[154] The temperature varies with the seasons seldom dropping below 0 °C (32 °F) or rising above 30 °C (86 °F).[162] Some parts, away from the coast, of upland England, Wales, Northern Ireland and most of Scotland, experience a subpolar oceanic climate (Cfc). Higher elevations in Scotland experience a continental subarctic climate (Dfc) and the mountains experience a tundra climate (ET).[163] The prevailing wind is from the southwest and bears frequent spells of mild and wet weather from the Atlantic Ocean,[154] although the eastern parts are mostly sheltered from this wind. Since the majority of the rain falls over the western regions, the eastern parts are the driest. Atlantic currents, warmed by the Gulf Stream, bring mild winters, especially in the west where winters are wet and even more so over high ground. Summers are warmest in the southeast of England and coolest in the north. Heavy snowfall can occur in winter and early spring on high ground, and occasionally settles to great depth away from the hills.[164] The average total annual sunshine in the United Kingdom is 1339.7 hours, which is just under 30% of the maximum possible.[165] The hours of sunshine vary from 1200 to about 1580 hours per year, and since 1996 the UK has been and still is receiving above the 1981 to 2010 average hours of sunshine.[166] Climate change has a serious impact on the country. A third of food price rise in 2023 is attributed to climate change.[167] As of 2022, the United Kingdom is ranked 2nd out of 180 countries in the Environmental Performance Index.[168] A law has been passed that UK greenhouse gas emissions will be net zero by 2050.[169] Topography England accounts for 53 per cent of the UK, covering 50,350 square miles (130,395 km2).[170] Most of the country consists of lowland terrain,[171] with upland and mountainous terrain northwest of the Tees–Exe line which roughly divides the UK into lowland and upland areas. Lowland areas include Cornwall, the New Forest, the South Downs and the Norfolk Broads. Upland areas include the Lake District, the Pennines, the Yorkshire Dales, Exmoor, and Dartmoor. The main rivers and estuaries are the Thames, Severn, and the Humber. England's highest mountain is Scafell Pike, at 978 metres (3,209 ft) in the Lake District; its largest island is the Isle of Wight. Scotland accounts for 32 per cent of the UK, covering 30,410 square miles (78,772 km2).[172] This includes nearly 800 islands,[173] notably the Hebrides, Orkney Islands and Shetland Islands. Scotland is the most mountainous constituent country of the UK, the Highlands to the north and west are the more rugged region containing the majority of Scotland's mountainous land, including the Cairngorms, Loch Lomond and The Trossachs and Ben Nevis which at 1,345 metres (4,413 ft)[174] is the highest point in the British Isles.[175] Wales accounts for less than 9 per cent of the UK, covering 8,020 square miles (20,779 km2).[176] Wales is mostly mountainous, though South Wales is less mountainous than North and mid Wales. The highest mountains in Wales are in Snowdonia and include Snowdon (Welsh: Yr Wyddfa) which, at 1,085 metres (3,560 ft), is the highest peak in Wales.[171] Wales has over 1,680 miles (2,704 kilometres) of coastline including the Pembrokeshire Coast.[157] Several islands lie off the Welsh mainland, the largest of which is Anglesey (Ynys Môn). Northern Ireland, separated from Great Britain by the Irish Sea and North Channel, has an area of 5,470 square miles (14,160 km2) and is mostly hilly. It includes Lough Neagh which, at 150 square miles (388 km2), is the largest lake in the British Isles by area,[177] Lough Erne which has over 150 islands and the Giant's Causeway which is a World Heritage Site. The highest peak in Northern Ireland is Slieve Donard in the Mourne Mountains at 852 metres (2,795 ft).[171] Politics The UK is a constitutional monarchy and a parliamentary democracy operating under the Westminster system, otherwise known as a "democratic parliamentary monarchy".[178] It is a centralised, unitary state[179][180] wherein the Parliament of the United Kingdom is sovereign.[181] Parliament is made up of the elected House of Commons, the appointed House of Lords and the Crown (as personified by the monarch).[r][184] The main business of parliament takes place in the two houses,[184] but royal assent is required for a bill to become an act of parliament (that is, statute law).[185] As a result of parliamentary sovereignty, the British constitution is uncodified, consisting mostly of disparate written sources, including parliamentary statutes, judge-made case law and international treaties, together with constitutional conventions.[186] Nevertheless, the Supreme Court recognises a number of principles underlying the British constitution, such as parliamentary sovereignty, the rule of law, democracy, and upholding international law.[187] King Charles III is the current monarch and head of state of the UK and of 14 other independent countries. These 15 countries are today referred to as "Commonwealth realms". The monarch is formally vested with all executive authority as the personal embodiment of the Crown and is "...fundamental to the law and working of government in the UK."[188] The disposition of such powers however, including those belonging to the royal prerogative, is generally exercised only on the advice of ministers of the Crown responsible to Parliament and thence to the electorate. Nevertheless, in the performance of official duties, the monarch has "the right to be consulted, the right to encourage, and the right to warn".[189] In addition, the monarch has a number of reserve powers at his disposal, albeit rarely used, to uphold responsible government and prevent constitutional crises.[s] For general elections (elections to the House of Commons), the UK is currently divided into 650 constituencies, each of which is represented by one member of Parliament (MP) elected by the first-past-the-post system.[191] MPs hold office for up to five years and must then stand for re-election if they wish to continue to be an MP.[191] The Conservative Party, colloquially known as the Tory Party or the Tories, and the Labour Party have been the dominant political parties in the UK since the 1920s, leading to the UK being described as a two-party system. However, since the 1920s other political parties have won seats in the House of Commons, although never more than the Conservatives or Labour.[192] The prime minister is the head of government in the UK.[193] Acting under the direction and supervision of a Cabinet of senior ministers selected and led by the prime minister, the Government serves as the principal instrument for public policymaking, administers public services and, through the Privy Council, promulgates statutory instruments and tenders advice to the monarch.[194][195][196] Nearly all prime ministers have served concurrently as First Lord of the Treasury[197] and all prime ministers have continuously served as First Lord of the Treasury since 1905,[198] Minister for the Civil Service since 1968,[199] and Minister for the Union since 2019.[200] While appointed by the monarch, in modern times the prime minister is, by convention, an MP, the leader of the political party with the most seats in the House of Commons, and holds office by virtue of their ability to command the confidence of the House of Commons.[201][202][203] The current Prime Minister, as of July 2024, is Sir Keir Starmer, leader of the Labour Party. Although not part of the United Kingdom, the three Crown Dependencies of Jersey, Guernsey and Isle of Man and 14 British Overseas Territories across the globe are subject to the sovereignty of the British Crown. The Crown exercises its responsibilities in relation to the Crown Dependencies mainly through the British government's Home Office and for the British Overseas Territories principally through the Foreign Office.[204] Administrative divisions The geographical division of the United Kingdom into counties or shires began in England and Scotland in the early Middle Ages, and was completed throughout Great Britain and Ireland by the early Modern Period.[205] Modern local government by elected councils, partly based on the ancient counties, was established by separate Acts of Parliament: in England and Wales in 1888, Scotland in 1889 and Ireland in 1898, meaning there is no consistent system of administrative or geographic demarcation across the UK.[206] Until the 19th century there was little change to those arrangements, but there has since been a constant evolution of role and function.[207] Local government in England is complex, with the distribution of functions varying according to local arrangements. The upper-tier subdivisions of England are the nine regions, now used primarily for statistical purposes.[208] One of the regions, Greater London, has had a directly elected assembly and mayor since 2000 following popular support for the proposal in a 1998 referendum.[209] Local government in Scotland is divided into 32 council areas with a wide variation in size and population. The cities of Glasgow, Edinburgh, Aberdeen and Dundee are separate council areas, as is the Highland Council, which includes a third of Scotland's area but only just over 200,000 people. Local councils are made up of elected councillors, of whom there are 1,223.[210] Local government in Wales consists of 22 unitary authorities, each led by a leader and cabinet elected by the council itself. These include the cities of Cardiff, Swansea and Newport, which are unitary authorities in their own right.[211] Elections are held every four years under the first-past-the-post system.[211] Local government in Northern Ireland since 1973, has been organised into 26 district councils, each elected by single transferable vote. Their powers are limited to services such as waste collection, dog control, and maintaining parks and cemeteries.[212] In 2008 the executive agreed on proposals to create 11 new councils and replace the present system.[213] Devolution In the United Kingdom a process of devolution has transferred various powers from the UK Government to three of the four UK countries - Scotland, Northern Ireland and Wales, as well as to the regions of England. These powers vary and have been moved to the Scottish Government, the Welsh Government, the Northern Ireland Executive and in England, the Greater London Authority, Combined Authorities and Combined County Authorities.[214] The UK has an uncodified constitution and constitutional matters are not among the powers that have been devolved. Under the doctrine of parliamentary sovereignty, the UK Parliament could, in theory, therefore, abolish the Scottish Parliament, Senedd or Northern Ireland Assembly.[215] Though in the Scotland Act 2016 and the Wales Act 2017 it states that the Scottish Government and the Welsh Government "are a permanent part of the United Kingdom's constitutional arrangements".[216][217] In practice, it would be politically difficult for the UK Parliament to abolish devolution to the Scottish Parliament and the Senedd, because these institutions were created by referendum decisions.[218] The political constraints placed upon the UK Parliament's power to interfere with devolution in Northern Ireland are greater still, because devolution in Northern Ireland rests upon an international agreement with the Government of Ireland.[219] The UK Parliament restricts the three devolved parliaments' legislative powers in economic policy matters through an act passed in 2020.[220] England The Greater London Authority (GLA) was set up following a referendum in 1998. Colloquially known as City Hall, it is the devolved regional government body of Greater London. It consists of two political branches: an Executive Mayor and the London Assembly, which serves as a checks and balance on the Mayor. A Combined Authority (CA) is a type of local government institution introduced in England outside Greater London by the Local Democracy, Economic Development and Construction Act 2009. CAs allow a group of local authorities to pool appropriate responsibility and receive certain devolved functions from central government in order to deliver transport and economic policy more effectively over a wider area.[221] A Combined County Authority (CCA) is a similar type of local government institution introduced in England outside Greater London by the Levelling-up and Regeneration Act 2023, but may only be formed by upper-tier authorities: county councils and unitary authorities.[222] Scotland Since 1999, Scotland has had a devolved national government and parliament with wide-ranging powers over any matter that has not been specifically reserved to the UK Parliament.[223][224] Their power over economic issues is significantly constrained by an act of the UK parliament passed in 2020.[220] The current Scottish Government is a Scottish National Party minority government,[232] led by First Minister John Swinney, leader of the Scottish National Party. In 2014, the Scottish independence referendum was held, with 55.3% voting against independence from the United Kingdom and 44.7% voting in favour, resulting in Scotland staying within the United Kingdom. Local government in Scotland is divided into 32 council areas with a wide variation in size and population. Local councils are made up of elected councillors, of whom there are 1,223.[210] The Scottish Parliament is separate from the Scottish Government. It is made up of 129 elected Members of the Scottish Parliament (MSPs). It is the law making body of Scotland, and thus it scrutinises the work of the incumbent Scottish Government and considers any piece of proposed legislation through parliamentary debates, committees and parliamentary questions.[233] Wales Since 1999, Wales has a devolved national government and legislature, known as the Senedd. Elections to the Senedd use the additional member system. It has more limited powers than those devolved to Scotland.[234] The Senedd can legislate on any matter not specifically reserved to the UK Parliament by Acts of Senedd Cymru. The current Welsh Government is Labour, led by First Minister Vaughan Gething, who has been the First Minister since 2024. Local government in Wales consists of 22 unitary authorities, each led by a leader and cabinet elected by the council itself. Northern Ireland The devolved form of government in Northern Ireland is based on the 1998 Good Friday Agreement, which brought to an end a 30-year period of unionist-nationalist communal conflict known as The Troubles. The Agreement was confirmed by referendum and implemented later that year. It established power sharing arrangements for a devolved government and legislature, referred to as the Executive and Assembly respectively.[235] Elections to the Assembly use the single transferable vote system. The Executive and Assembly have powers similar to those devolved to Scotland.[236] The Executive is led by a diarchy representing unionist and nationalist members of the Assembly.[237] The First Minister and deputy First Minister of Northern Ireland are the joint heads of government of Northern Ireland.[238][239] Local government in Northern Ireland since 2015 has been divided between 11 councils with limited responsibilities.[212] Foreign relations The UK is a permanent member of the United Nations Security Council, a member of NATO, AUKUS, the Commonwealth of Nations, the G7 finance ministers, the G7 forum, the G20, the OECD, the WTO, the Council of Europe and the OSCE.[240] The UK has the British Council which is a British organisation based in over 100 countries specialising in international cultural and educational opportunities. The UK is said to have a "Special Relationship" with the United States and a close partnership with France – the "Entente cordiale" – and shares nuclear weapons technology with both countries;[241][242] the Anglo-Portuguese Alliance is considered to be the oldest binding military alliance in the world. The UK is also closely linked with the Republic of Ireland; the two countries share a Common Travel Area and co-operate through the British-Irish Intergovernmental Conference and the British-Irish Council. Britain's global presence and influence is further amplified through its trading relations, foreign investments, official development assistance and military engagements.[243] Canada, Australia and New Zealand, all of which are former colonies of the British Empire which share King Charles as their head of state, are the most favourably viewed countries in the world by British people.[244] Law and criminal justice The United Kingdom does not have a single legal system as Article 19 of the 1706 Treaty of Union provided for the continuation of Scotland's separate legal system.[245] Today the UK has three distinct systems of law: English law, Northern Ireland law and Scots law. A new Supreme Court of the United Kingdom came into being in October 2009 to replace the Appellate Committee of the House of Lords.[246] The Judicial Committee of the Privy Council, including the same members as the Supreme Court, is the highest court of appeal for several independent Commonwealth countries, the British Overseas Territories and the Crown Dependencies.[247] Both English law, which applies in England and Wales, and Northern Ireland law are based on common law (or case law) principles.[248] It originated in England in the Middle Ages and is the basis for many legal systems around the world.[249] The courts of England and Wales are headed by the Senior Courts of England and Wales, consisting of the Court of Appeal, the High Court of Justice (for civil cases) and the Crown Court (for criminal cases).[250] Scots law is a hybrid system based on common-law and civil-law principles. The chief courts are the Court of Session, for civil cases,[251] and the High Court of Justiciary, for criminal cases.[252] The Supreme Court of the United Kingdom serves as the highest court of appeal for civil cases under Scots law.[253] Crime in England and Wales increased in the period between 1981 and 1995, though since that peak there has been an overall fall of 66 per cent in recorded crime from 1995 to 2015,[254] according to crime statistics. As of June 2023, the United Kingdom has the highest per-capita incarceration rate in Western Europe.[255][256][257] UK labour laws entitle staff to have a minimum set of employment rights including a minimum wage, a minimum of 28 days annual holiday, maternity leave and pay, parental leave, flexible working hours, statutory sick pay and a pension. Same-sex marriage has been legal in England, Scotland, and Wales since 2014, and in Northern Ireland since 2020.[258] LGBT equality in the United Kingdom is considered advanced by modern standards.[259][260] Military His Majesty's Armed Forces consist of three professional service branches: the Royal Navy and Royal Marines (forming the Naval Service), the British Army and the Royal Air Force.[261] The armed forces of the United Kingdom are managed by the Ministry of Defence and controlled by the Defence Council, chaired by the Secretary of State for Defence. The Commander-in-Chief is the British monarch, to whom members of the forces swear an oath of allegiance.[262] The Armed Forces are charged with protecting the UK and its overseas territories, promoting the UK's global security interests and supporting international peacekeeping efforts. They are active and regular participants in NATO, including the Allied Rapid Reaction Corps, the Five Power Defence Arrangements, RIMPAC and other worldwide coalition operations. Overseas garrisons and facilities are maintained in Ascension Island, Bahrain, Belize, Brunei, Canada, Cyprus, Diego Garcia, the Falkland Islands, Germany, Gibraltar, Kenya, Oman, Qatar and Singapore.[263] According to sources which include the Stockholm International Peace Research Institute and the International Institute for Strategic Studies, the UK has either the fourth- or the fifth-highest military expenditure. Total defence spending in 2024 is estimated at 2.3% of GDP.[264] Following the end of the Cold War, defence policy has a stated assumption that "the most demanding operations" will be undertaken as part of a coalition.[265] Economy The UK has a regulated social market economy.[268][269][270] Based on market exchange rates, the UK is the sixth-largest economy in the world and the second-largest in Europe by nominal GDP. Its currency, the pound sterling, is the fourth most-traded currency in the foreign exchange market and the world's fourth-largest reserve currency (after the United States dollar, euro, and yen).[271] Sterling was the 2nd best-performing G10 currency against the dollar in 2023 with a gain of about 5%, with only the Swiss franc performing better.[272][273] London is the world capital for foreign exchange trading, with a global market share of 38.1% in 2022[274] of the daily $7.5 trillion global turnover.[275] HM Treasury, led by the Chancellor of the Exchequer, is responsible for developing and executing the government's public finance policy and economic policy. The Department for Business and Trade is responsible for business, international trade, and enterprise. The Bank of England is the UK's central bank and is responsible for issuing notes and coins in the pound sterling. Banks in Scotland and Northern Ireland retain the right to issue their own notes, subject to retaining enough Bank of England notes in reserve to cover their issue. In 2022, the UK became the world's fourth-largest exporter behind only China, the US, and Germany.[276] The estimated nominal GDP of the UK for 2024 is £2.765 trillion.[277] This value is 23% higher than the 2019 figure of £2.255 trillion[278] before leaving the EU (at similar US and EU exchange rates to 2019).[279][t] Inflation in the UK rose by 2% in the year to May 2024 which was the governments target.[281][282] The service sector made up around 80% of the UK's GVA in 2021.[283] As of 2022, the UK is the world's second-largest exporter of services.[284] London is one of the world's largest financial centres, ranking second in the world in the Global Financial Centres Index in 2022. London also has the largest city GDP in Europe.[285] Edinburgh ranks 17th in the world, and sixth in Western Europe in the Global Financial Centres Index in 2020.[286] The British technology sector is valued at US$1 trillion, third behind the United States and China.[287] London has been named as the technology capital of Europe and the biggest technology hub in Europe.[288] Startups in the UK raised $6.7 billion in funding during the first half of 2024, overtaking China as the second place globally for funds raised.[289] The UK is home to 64 unicorns (companies worth more than $1 billion), about a quarter more than Germany and almost double the number in France.[290] The country's tourism sector is very important to the British economy; London was named as Europe's most popular destination for 2022.[291][292] The creative industries accounted for 5.9% of the UK's GVA in 2019, having grown by 43.6% in real terms from 2010.[293] Creative industries contributed more than £111bn to the UK economy in 2018, growth in the sector is more than five times larger than growth across the UK economy as a whole as reported in 2018.[294] Lloyd's of London is the world's largest insurance and reinsurance market and is located in London.[295] WPP plc, the world's biggest advertising company, is also based in the UK. The UK is one of the leading retail markets in Europe and is home to Europe's largest e-commerce market.[296] John Lewis is the UK's largest employee owned business.[297] The British automotive industry employs around 800,000 people, with a turnover in 2022 of £67 billion, generating £27 billion of exports (10% of the UK's total export of goods).[298] In 2023, the UK produced around 905,100 passenger vehicles and 120,400 commercial vehicles, output was up 17.0% on the previous year.[299] Britain is known for iconic cars such as Mini and Jaguar,[300] also other luxury cars such as Rolls-Royce, Bentley and Range Rover. The UK is a major centre for engine manufacturing: in 2022 around 1.5 million engines were produced.[298] It is also the world's fourth-largest exporter of engines, as of 2021.[301] The UK motorsport industry employs more than 40,000 people, comprises around 4,300 companies and has an annual turnover of around £10 billion.[302] 7 of the 10 Formula One teams are based in the UK, with their technology being used in supercars and hypercars from McLaren, Aston Martin and Lotus.[u] The aerospace industry of the UK is the second-largest national aerospace industry in the world depending upon the method of measurement[clarification needed] and has an annual turnover of around £30 billion.[303] The UK space industry was worth £17.5bn in 2020/21 and employed 48,800 people. Since 2012, the number of space organisations has grown on average nearly 21% per year, with 1,293 organisations reported in 2021.[304][305] The UK Space Agency has stated in 2023 that it is investing £1.6 billion in space related projects.[306] Its agriculture industry is intensive, highly mechanised and efficient by European standards, producing approximately 60% of the country's overall food requirements and 73% of its indigenous food needs, utilising around 0.9 per cent of the labour force (292,000 workers).[307] Around two-thirds of production is devoted to livestock, one-third to arable crops. The UK retains a significant, though much reduced fishing industry. It is also rich in a variety of natural resources including coal, petroleum, natural gas, tin, limestone, iron ore, salt, clay, chalk, gypsum, lead, silica and an abundance of arable land.[308] The UK has among the highest levels of income inequality in the OECD, but has a very high HDI ranking.[309][310] The UK performs well in many dimensions of well-being in the OECD Better Life Index, outperforming the average in income, jobs, education, social connections, safety and life satisfaction.[311] Science and technology England and Scotland were leading centres of the Scientific Revolution from the 17th century.[313] The United Kingdom led the Industrial Revolution from the 18th century, and has continued to produce scientists and engineers credited with important advances.[314] Major theorists from the 17th and 18th centuries include Isaac Newton, whose laws of motion and illumination of gravity have been seen as a keystone of modern science;[315] from the 19th century Charles Darwin, whose theory of evolution by natural selection was fundamental to the development of modern biology, and James Clerk Maxwell, who formulated classical electromagnetic theory; and more recently Stephen Hawking, who advanced major theories in the fields of cosmology, quantum gravity and the investigation of black holes.[316] The Department for Science, Innovation and Technology (DSIT) is responsible for helping to encourage, develop and manage the UK's scientific, research, and technological outputs. Scientific research and development remains important in British universities, with many establishing science parks to facilitate production and co-operation with industry.[317] In 2022 the UK retained its number one spot for technology in Europe reaching a combined market value of $1 trillion. Cambridge was named the number one university in the world for producing successful technology founders.[318] For four consecutive years, from 2020 to 2023, the UK maintained its fourth-place ranking in the Global Innovation Index, a position determined by approximately 80 indicators encompassing the political environment, education, infrastructure, and knowledge creation, among others.[319][312] During 2022, the UK produced 6.3 per cent of the world's scientific research papers and had a 10.5 per cent share of scientific citations, the third highest in the world for both. The UK ranked 1st in the world for Field-Weighted Citation Impact.[320] Scientific journals produced in the UK include publications by the Royal Society, Nature, the British Medical Journal and The Lancet.[321] Transport A radial road network totals 29,145 miles (46,904 km) of main roads, 2,173 miles (3,497 km) of motorways and 213,750 miles (344,000 km) of paved roads.[154] The M25, encircling London, is the largest and busiest bypass in the world.[322] In 2022, there were a total of 40.8 million licensed vehicles in Great Britain.[323] The UK has an extensive railway network of 10,072 miles (16,209 km). In Great Britain, the British Rail network was privatised between 1994 and 1997, followed by a rapid rise in passenger numbers. Great British Railways is a planned state-owned public body that will oversee rail transport in Great Britain. The UK was ranked eighth among national European rail systems in the 2017 European Railway Performance Index assessing intensity of use, quality of service and safety.[324] The UK has a direct train between London and Paris which takes 2hrs 16mins[325] called the Eurostar, it travels through the Channel Tunnel under the English Channel, at 23.5 miles long it is the world's longest undersea tunnel.[326] There is also a car service through the tunnel to France called LeShuttle. The Elizabeth line, a rail link running between East and West London, was named in honour of Queen Elizabeth II in 2016 and opened in 2022. It was Europe's largest construction project at the time and is estimated to bring in £42 billion to the UK economy.[327][328] Another major infrastructure project is High Speed 2 (HS2), it is a new high speed railway currently under construction. It will link London with Birmingham, with the potential to extend further north and capable of speeds of up to 225 mph.[329][330] In 2014, there were 5.2 billion bus journeys in the UK, 2.4 billion of which were in London.[331] The red double-decker bus has entered popular culture as an internationally recognised icon of England.[332] The London bus network is extensive, with over 6,800 scheduled services every weekday carrying about six million passengers on over 700 different routes making it one of the most extensive bus systems in the world and the largest in Europe.[333] During 2023, UK airports handled a total of 272.8 million passengers.[334] In that period the three largest airports were London Heathrow Airport (79.1 million passengers), Gatwick Airport (40.9 million passengers) and Manchester Airport (28.1 million passengers).[334] London Heathrow Airport, located 15 miles (24 km) west of the capital, is the world's second busiest airport by international passenger traffic and has the most international passenger traffic of any airport in the world;[335] it is the hub for the UK flag carrier British Airways, as well as Virgin Atlantic.[336] Energy In 2021, the UK was the world's 14th-largest consumer of energy and the 22nd-largest producer.[337] The UK is home to many large energy companies, including two of the six major oil and gas companies – BP and Shell.[338] The UK is considered a world leader in combatting climate change, being home to the world's first climate change act and reducing its emissions faster than any major economy since 1990.[339] The total of all renewable electricity sources provided 43% of the electricity generated in the UK in 2020.[340] A world leader in green energy and technology, the UK is the best site in Europe for wind energy and one of the best in the world.[341] Wind power production is the country's fastest-growing supply; in 2022, 26.8% of the UK's total electricity was generated by wind power.[342] The UK has the largest offshore wind farm in the world, which is located off the coast of Yorkshire.[343] The UK is home to seven of the ten biggest wind farms in Europe.[344] In 2023, the UK had 9 nuclear reactors normally generating about 15 per cent of the UK's electricity.[345] Unlike Germany and Japan, there are two reactors under construction and more planned.[346][347] In the late 1990s, nuclear power plants contributed around 25 per cent of the total annual electricity generation in the UK, but this has gradually declined as old plants have been shut down. The UK Government is investing in Small Modular Reactors, Advanced Modular Reactors and Nuclear Fusion Reators[348] research and development. In 2021, the UK produced 935 thousand barrels per day (bbl/d) of oil (and other liquids) and consumed 1,258 thousand bbl/d.[337] Production has been in decline since the 1990s and the country has been a net importer of oil since 2005.[349] In 2020 , the UK had around 2 billion barrels of proven crude oil reserves.[349] In 2021, the UK was the 21st-largest producer of natural gas in the world.[350] Production is now in decline and the UK has been a net importer of natural gas since 2004.[350] In 2020, the UK produced 1.8 million tonnes of coal falling 91% in 10 years.[345] In 2020 it had proven recoverable coal reserves of 26 million tonnes.[345] The UK Coal Authority has stated that there is a potential to produce between 7 billion tonnes and 16 billion tonnes of coal through underground coal gasification (UCG) or 'fracking',[351] and based on current UK coal consumption, such reserves could last between 200 and 400 years.[352] Water supply and sanitation Access to improved water supply and sanitation in the UK is universal. It is estimated that 96 per cent of households are connected to the sewer network.[353] According to the Environment Agency, total water abstraction for public water supply in the UK was 16,406 megalitres per day in 2007.[354] In England and Wales water and sewerage services are provided by 10 private regional water and sewerage companies and 13 mostly smaller private "water only" companies. In Scotland, water and sewerage services are provided by a single public company, Scottish Water. In Northern Ireland water and sewerage services are also provided by a single public entity, Northern Ireland Water.[355] Demographics In the 2011 census the total population of the United Kingdom was 63,181,775.[356] It is the fourth-largest in Europe (after Russia, Germany and France), the fifth-largest in the Commonwealth and the 22nd-largest in the world. In mid-2014 and mid-2015 net long-term international migration contributed more to population growth. In mid-2012 and mid-2013 natural change contributed the most to population growth.[357] Between 2001 and 2011 the population increased by an average annual rate of approximately 0.7 per cent.[356] The 2011 census also showed that, over the previous 100 years, the proportion of the population aged 0–14 fell from 31 per cent to 18 per cent, and the proportion of people aged 65 and over rose from 5 to 16 per cent.[356] In 2018 the median age of the UK population was 41.7 years.[358] Population of the United Kingdom by nation (2022)[359] Nation Land area Population Density (/km2) (km2) (%) People (%) England 130,310 54% 57,106,398 84% 438 Scotland 77,901 32% 5,447,700 8% 70 Wales 20,737 9% 3,131,640 5% 151 Northern Ireland 13,547 6% 1,910,543 3% 141 United Kingdom 242,495 100% 67,596,281 100% 279 England's population in 2011 was 53 million, representing some 84 per cent of the UK total.[360] It is one of the most densely populated countries in the world, with 420 people per square kilometre in mid-2015,[357] with a particular concentration in London and the south-east.[361] The 2011 census put Scotland's population at 5.3 million,[362] Wales at 3.06 million and Northern Ireland at 1.81 million.[360] In 2017 the total fertility rate (TFR) across the UK was 1.74 children born per woman.[363] While a rising birth rate is contributing to population growth, it remains considerably below the baby boom peak of 2.95 children per woman in 1964,[364] or the high of 6.02 children born per woman in 1815,[365] below the replacement rate of 2.1, but higher than the 2001 record low of 1.63.[366] In 2011, 47.3 per cent of births in the UK were to unmarried women.[367] The Office for National Statistics reported in 2015 that out of the UK population aged 16 and over, 1.7 per cent identify as gay, lesbian, or bisexual (2.0 per cent of males and 1.5 per cent of females); 4.5 per cent of respondents responded with "other", "I don't know", or did not respond.[368] The number of transgender people in the UK was estimated to be between 65,000 and 300,000 by research between 2001 and 2008.[369] Ethnicity Historically, indigenous British people were thought to be descended from the various ethnic groups that settled there before the 12th century: the Celts, Romans, Anglo-Saxons, Norse and the Normans. Welsh people could be the oldest ethnic group in the UK.[373] The UK has a history of non-white immigration with Liverpool having the oldest Black population in the country dating back to at least the 1730s during the period of the African slave trade. During this period it is estimated the Afro-Caribbean population of Great Britain was 10,000 to 15,000[374] which later declined due to the abolition of slavery.[375] The UK also has the oldest Chinese community in Europe, dating to the arrival of Chinese seamen in the 19th century.[376] In 2011 , 87.2 per cent of the UK population identified themselves as white, meaning 12.8 per cent of the UK population identify themselves as of one of an ethnic minority group.[377] Ethnic group Population (absolute) Population (per cent) 2001 2011 2001[378] 2011[377] White 54,153,898 55,010,359 92.1% 87.1% White: Gypsy, Traveller and Irish Traveller[v] – 63,193 – 0.1% Asian and Asian British Indian 1,053,411 1,451,862 1.8% 2.3% Pakistani 747,285 1,174,983 1.3% 1.9% Bangladeshi 283,063 451,529 0.5% 0.7% Chinese 247,403 433,150 0.4% 0.7% Other Asian 247,664 861,815 0.4% 1.4% Black, African, Caribbean and Black British[w] 1,148,738 1,904,684 2.0% 3.0% Mixed or multiple ethnic groups 677,117 1,250,229 1.2% 2.0% Other ethnic groups 230,615 580,374 0.4% 0.9% Total 58,789,194 63,182,178 100.0% 100.0% Ethnic diversity varies significantly across the UK. 30.4 per cent of London's population and 37.4 per cent of Leicester's was estimated to be non-white in 2005 ,[381] whereas less than 5 per cent of the populations of North East England, Wales and the South West were from ethnic minorities, according to the 2001 census.[382] In 2016 , 31.4 per cent of primary and 27.9 per cent of secondary pupils at state schools in England were members of an ethnic minority.[383] Languages The English language is the official and most spoken language of the United Kingdom.[384][385] The United Kingdom proactively promotes the language globally to build connections, understanding and trust between people in the UK and countries worldwide.[386][387] It is estimated that 95 per cent of the UK's population are monolingual English speakers.[388] 5.5 per cent of the population are estimated to speak languages brought to the UK as a result of relatively recent immigration.[388] South Asian languages are the largest grouping which includes Punjabi, Urdu, Bengali, Sylheti, Hindi, Pahari-Pothwari, Tamil, and Gujarati.[389] According to the 2011 census, Polish has become the second-largest language spoken in England and has 546,000 speakers.[390] In 2019, some three-quarters of a million people spoke little or no English.[391] Three indigenous Celtic languages are spoken in the UK: Welsh, Irish and Scottish Gaelic. Cornish, which became extinct as a first language in the late 18th century, is subject to revival efforts and has a small group of second language speakers.[392][2] According to the 2021 census, the Welsh-speaking population of Wales aged three or older was 538,300 people (17.8 per cent).[393] In addition, it is estimated that about 200,000 Welsh speakers live in England.[394] In the 2021 census in Northern Ireland 12.4% of people had some ability in the Irish language and 10.4% of people had some ability in the Ulster-Scots language.[395] Over 92,000 people in Scotland (just under 2 per cent of the population) had some Gaelic language ability, including 72 per cent of those living in the Outer Hebrides.[396] The number of children being taught either Welsh or Scottish Gaelic is increasing.[397] Scots, a language descended from early northern Middle English, has limited recognition alongside its regional variant, Ulster Scots in Northern Ireland, without specific commitments to protection and promotion.[2][398] As of April 2020, there are said to be around 151,000 users of British Sign Language (BSL), a sign language used by deaf people, in the UK.[399] Religion Forms of Christianity have dominated religious life in what is now the United Kingdom for more than 1,400 years.[401] Although a majority of citizens still identify with Christianity in many surveys, regular church attendance has fallen dramatically since the middle of the 20th century,[402] while immigration and demographic change have contributed to the growth of other faiths, most notably Islam.[403] This has led some commentators to variously describe the UK as a multi-faith,[404] secularised,[405] or post-Christian society.[406] In the 2001 census, 71.6 per cent of all respondents indicated that they were Christians, with the next largest faiths being Islam (2.8 per cent), Hinduism (1.0 per cent), Sikhism (0.6 per cent), Judaism (0.5 per cent), Buddhism (0.3 per cent) and all other religions (0.3 per cent).[407] Of the respondents, 15 per cent stated that they had no religion and a further 7 per cent did not state a religious preference.[408] A Tearfund survey in 2007 showed that only one in ten Britons actually attend church weekly.[409] Between the 2001 and 2011 census, there was a 12 per cent decrease in the number of people who identified as Christian, while the percentage of those reporting no religious affiliation doubled. This contrasted with growth in the other main religious group categories, with the number of Muslims increasing by the most substantial margin to a total of about 5 per cent.[410] The Muslim population has increased from 1.6 million in 2001 to 2.7 million in 2011, making it the second-largest religious group in the UK.[411] The Church of England is the established church in England.[412] It retains a representation in the UK Parliament, and the British monarch is its Supreme Governor.[413] In Scotland, the Church of Scotland is recognised as the national church. It is not subject to state control, and the British monarch is an ordinary member, required to swear an oath to "maintain and preserve the Protestant Religion and Presbyterian Church Government" upon his or her accession.[414][2][415] The Church in Wales was disestablished in 1920 and, because the Church of Ireland was disestablished in 1870 before the partition of Ireland, there is no established church in Northern Ireland.[416] Although there are no UK-wide data in the 2001 census on adherence to individual Christian denominations, it has been estimated that 62 per cent of Christians are Anglican, 13.5 per cent Catholic, 6 per cent Presbyterian, and 3.4 per cent Methodist, with small numbers of other Protestant denominations such as Plymouth Brethren, and Orthodox churches.[417] Migration Immigration is now[when?] contributing to a rising UK population,[418][419] with arrivals and UK-born children of migrants accounting for about half of the population increase between 1991 and 2001. According to official statistics released in 2015, 27 per cent of UK live births in 2014 were to mothers born outside the UK.[420] The ONS reported that net migration rose from 2009 to 2010 by 21 per cent to 239,000.[421] In 2013, approximately 208,000 foreign nationals were naturalised as British citizens, the highest number since 1962. This figure fell to around 125,800 in 2014. Between 2009 and 2013, the average number of British citizenships granted annually was 195,800. The most common previous nationalities of those naturalised in 2014 were Indian, Pakistani, Filipino, Nigerian, Bangladeshi, Nepali, Chinese, South African, Polish and Somali.[422] The total number of grants of settlement, which confer permanent residence in the UK but not citizenship,[423] was approximately 154,700 in 2013, higher than the previous two years.[422] Long-term net migration (the number of people immigrating minus the number emigrating) reached a record high of 764,000 in 2022, with immigration at 1.26 million and emigration at 493,000.[424] In 2023 net migration was 685,000; 10% of the total who came to the UK in that year were EU Nationals.[419] More EU Nationals left the UK than arrived.[419] Emigration was an important feature of British society in the 19th century. Between 1815 and 1930, around 11.4 million people emigrated from Britain and 7.3 million from Ireland. Estimates show that by the end of the 20th century, some 300 million people of British and Irish descent were permanently settled around the globe.[425] Today, at least 5.5 million UK-born people live abroad,[426][427] mainly in Australia, Spain, the United States and Canada.[426][428] Education Education in the United Kingdom is a devolved matter, with each country having a separate education system. About 38 per cent of the United Kingdom population has a university or college degree, which is the highest percentage in Europe, and among the highest percentages in the world.[429] The United Kingdom is home to many universities, including the University of Oxford and University of Cambridge which often achieve first place on global rankings.[430][431] University education has varied tuition fees between the different regions of the UK. England and Wales have a fixed maximum annual fee for all UK citizens, contingent on attaining a certain level of income. Only those who reach a certain salary threshold (£21,000) pay this fee through general taxation. Northern Ireland and Scotland have a reduced maximum fee or no fee for citizens where it is their home region. Some NHS courses have bursaries which pay the fee and in 2017 it was stated that each doctor gets subsidised by £230,000 during their training.[432][433] In 2022, the Programme for International Student Assessment (PISA), coordinated by the OECD, ranked the overall knowledge and skills of British 15-year-olds as 14th in the world in reading, mathematics and science. The average British student scored 494, well above the OECD average of 478.[434][435] Healthcare The modern system of universal publicly funded in the United Kingdom has its origins in the creation of the National Health Service (NHS) in 1949 which still exists to this day and is the primary healthcare provider in the United Kingdom. The widespread popularity of the NHS has led to it being described as a "national religion".[436][437] Healthcare in the United Kingdom is a devolved matter and each country has its own system of universal publicly funded healthcare, although private healthcare is also available. Public healthcare is provided to all UK permanent residents and is mostly free at the point of need, being paid for from general taxation. The World Health Organization, in 2000, ranked the provision of healthcare in the United Kingdom as fifteenth best in Europe and eighteenth in the world.[438] Since 1979, expenditure on healthcare has been increased significantly.[439] The 2018 OECD data, which incorporates in health a chunk of what in the UK is classified as social care, has the UK spending £3,121 per head.[440] In 2017 the UK spent £2,989 per person on healthcare, around the median for members of the Organisation for Economic Co-operation and Development.[441] Regulatory bodies are organised on a UK-wide basis such as the General Medical Council, the Nursing and Midwifery Council and non-governmental-based, such as the Royal Colleges. Political and operational responsibility for healthcare lies with four national executives; healthcare in England is the responsibility of the UK Government; healthcare in Northern Ireland is the responsibility of the Northern Ireland Executive; healthcare in Scotland is the responsibility of the Scottish Government; and healthcare in Wales is the responsibility of the Welsh Government. Each National Health Service has different policies and priorities, resulting in contrasts.[442] Culture The culture of the United Kingdom is influenced by many factors including: the nation's island status; its history; and being a political union of four countries with each preserving elements of distinctive traditions, customs and symbolism. As a result of the British Empire, British influence can be observed in the language, culture and legal systems of many of its former colonies, in particular, the United States, Australia, Canada, New Zealand, and Ireland, a common culture known today as the Anglosphere.[443] The substantial cultural influence of the United Kingdom has led to it being described as a cultural superpower.[125][126] A global survey in 2023 ranked the UK 3rd in the 'Most Influential Countries' rankings (behind the US and China).[445] Literature Main article: British literature British literature includes literature associated with the United Kingdom, the Isle of Man and the Channel Islands. Most British literature is in English. In 2022, 669 million physical books were sold in the UK, this is the highest overall level ever recorded.[446] Britain is renowned for children's literature, writer's includes Daniel Defoe, Rudyard Kipling, Lewis Carroll and Beatrix Potter who also illustrated her own books. Other writers include A.A. Milne, Enid Blyton, J.R.R. Tolkien, Roald Dahl, Terry Pratchett and J.K. Rowling who wrote the best selling book series of all time.[447] The English playwright and poet William Shakespeare is widely regarded as the greatest dramatist of all time.[448] Other important English writers include Geoffrey Chaucer, known for The Canterbury Tales, the poet William Wordsworth and other romantic poets, also the novelists Charles Dickens, H. G. Wells, George Orwell and Ian Fleming. The 20th-century English crime writer Agatha Christie is the best-selling novelist of all time.[449] Twelve of the top 25 of 100 novels by British writers chosen by a BBC poll of global critics were written by women; these included works by George Eliot, Virginia Woolf, Charlotte and Emily Brontë, Mary Shelley, Jane Austen, Doris Lessing and Zadie Smith.[450] Scotland's contributions include Arthur Conan Doyle (the creator of Sherlock Holmes), Sir Walter Scott, J. M. Barrie, Robert Louis Stevenson and the poet Robert Burns. More recently Hugh MacDiarmid and Neil M. Gunn contributed to the Scottish Renaissance, with grimmer works from Ian Rankin and Iain Banks. Scotland's capital, Edinburgh, was UNESCO's first worldwide City of Literature.[451] Welsh literature includes Britain's oldest known poem, Y Gododdin, which was composed most likely in the late 6th century. It was written in Cumbric or Old Welsh and contains the earliest known reference to King Arthur.[452] The Arthurian legend was further developed by Geoffrey of Monmouth.[453] Poet Dafydd ap Gwilym (fl. 1320–1370) is regarded as one of the greatest European poets of his age.[454] Daniel Owen is credited as the first Welsh-language novelist, publishing Rhys Lewis in 1885. The best-known of the Anglo-Welsh poets are Dylan Thomas and R. S. Thomas, the latter nominated for the Nobel Prize in Literature in 1996. Leading Welsh novelists of the twentieth century include Richard Llewellyn and Kate Roberts.[455][456] Northern Ireland's most popular writer is C.S. Lewis who was born in Belfast and wrote The Chronicles of Narnia.[457] Irish writers, living at a time when all of Ireland was part of the United Kingdom, include Oscar Wilde,[458] Bram Stoker[459] and George Bernard Shaw.[460] There have been many authors whose origins were from outside the United Kingdom but who moved to the UK, including Joseph Conrad,[461] T. S. Eliot,[462] Kazuo Ishiguro,[463] Sir Salman Rushdie[464] and Ezra Pound.[465] Philosophy Main article: British philosophy The United Kingdom is famous for the tradition of 'British Empiricism', a branch of the philosophy of knowledge that states that only knowledge verified by experience is valid, and 'Scottish Philosophy', sometimes referred to as the 'Scottish School of Common Sense'.[466] The most famous philosophers of British Empiricism are John Locke, George Berkeley[x] and David Hume; while Dugald Stewart, Thomas Reid and William Hamilton were major exponents of the Scottish "common sense" school. Two Britons are also notable for the ethical theory of utilitarianism, a moral philosophy first used by Jeremy Bentham and later by John Stuart Mill in his short work Utilitarianism.[467] Music Various styles of music have become popular in the UK, including the indigenous folk music of England, Wales, Scotland and Northern Ireland. Historically, there has been exceptional Renaissance music from the Tudor period, with masses, madrigals and lute music by Thomas Tallis, John Taverner, William Byrd, Orlando Gibbons and John Dowland. After the Stuart Restoration, an English tradition of dramatic masques, anthems and airs became established, led by Henry Purcell, followed by Thomas Arne and others. The German-born composer George Frideric Handel became a naturalised British citizen in 1727, when he composed the anthem Zadok the Priest for the coronation of George II; it became the traditional ceremonial music for anointing all future monarchs. Handel's many oratorios, such as his famous Messiah, were written in the English language.[468] In the second half of the 19th century, as Arthur Sullivan and his librettist W. S. Gilbert wrote their popular Savoy operas, Edward Elgar's wide range of music rivalled that of his contemporaries on the continent. Increasingly, however, composers became inspired by the English countryside and its folk music, notably Gustav Holst, Ralph Vaughan Williams, and Benjamin Britten, a pioneer of modern British opera. Among the many post-war composers, some of the most notable have made their own personal choice of musical identity: Peter Maxwell Davies (Orkney), Harrison Birtwistle (mythological), and John Tavener (religious).[469] Today, recent classical singers include: Alfie Boe, Bryn Terfel, Katherine Jenkins, Michael Ball, Roderick Williams, Russell Watson and Sarah Brightman, while Nicola Benedetti and Nigel Kennedy are renowned for their violin ability.[470] According to The New Grove Dictionary of Music and Musicians, the term "pop music" originated in Britain in the mid-1950s to describe rock and roll's fusion with the "new youth music".[471] The Oxford Dictionary of Music states that artists such as the Beatles and the Rolling Stones drove pop music to the forefront of popular music in the early 1960s.[472] Birmingham became known as the birthplace of heavy metal, with the band Black Sabbath starting there in the 1960s.[473] In the following years, Britain widely occupied a part in the development of rock music, with British acts pioneering hard rock;[474] raga rock; heavy metal;[475] space rock; glam rock;[476] Gothic rock,[477] psychedelic rock,[478] and punk rock.[479] British acts also developed neo soul and created dubstep.[480] The modern UK is known to produce some of the most prominent English-speaking rappers along with the United States, including Stormzy, Kano, Yxng Bane, Ramz, Little Simz and Skepta.[481] The Beatles have international sales of over 1 billion units and are the biggest-selling and most influential band in the history of popular music.[483][484][485][486] Other prominent British contributors to have influenced popular music over the last 50 years include the Rolling Stones, Pink Floyd, Queen, Led Zeppelin, the Bee Gees, and Elton John, all of whom have worldwide record sales of 200 million or more.[487] The Brit Awards are the BPI's annual music awards, and some of the British recipients of the Outstanding Contribution to Music award include the Who, David Bowie, Eric Clapton, Rod Stewart, the Police, and Fleetwood Mac (who are a British-American band).[488] More recent UK music acts that have had international success include George Michael, Oasis, Spice Girls, Radiohead, Coldplay, Arctic Monkeys, Robbie Williams, Amy Winehouse, Susan Boyle, Adele, Ed Sheeran, Lewis Capaldi, One Direction, Harry Styles and Dua Lipa.[489] A number of UK cities are known for their music. Acts from Liverpool have had 54 UK chart number 1 hit singles, more per capita than any other city worldwide.[490] Glasgow's contribution to music was recognised in 2008 when it was named a UNESCO City of Music.[491] Manchester played a role in the spread of dance music such as acid house, and from the mid-1990s, Britpop. London and Bristol are closely associated with the origins of electronic music sub-genres such as drum and bass and trip hop.[492] UK dance music traces its roots back to the Black British Sound System Culture and the New Age Traveller movement of the 60s and 70s,[493] it also has influences from New Wave and Synth-pop such as from bands New Order and Depeche Mode[494] and also has influences from the Chicago House and Detroit Techno scenes. In the late 80's, dance music exploded with Rave culture mainly Acid House tracks which were made mainstream with novelty records (such as Smart E's Sesame's Treet and the Prodigy's Charly)[495] and the Balearic sound brought back from the Ibiza club scene. This led on to genres such as UK Garage, Speed Garage, Drum and bass, Jungle, Trance and Dubstep. Influential UK dance acts past and present include 808 State, Orbital, the Prodigy, Underworld, Roni Size, Leftfield, Massive Attack, Groove Armada, Fatboy Slim, Faithless, Basement Jaxx, Chemical Brothers, Sub Focus, Chase & Status, Disclosure, Calvin Harris and Fred Again.[496] Other influential UK DJs include Judge Jules, Pete Tong, Carl Cox, Paul Oakenfold, John Digweed and Sasha.[497] Visual art Major British artists include: the Romantics William Blake, John Constable, Samuel Palmer and J. M. W. Turner; the portrait painters Sir Joshua Reynolds and Lucian Freud; the landscape artists Thomas Gainsborough and L. S. Lowry; the pioneer of the Arts and Crafts Movement William Morris; the figurative painter Francis Bacon; the Pop artists Peter Blake, Richard Hamilton and David Hockney; the pioneers of Conceptual art movement Art & Language;[498] the collaborative duo Gilbert and George; the abstract artist Howard Hodgkin; and the sculptors Antony Gormley, Anish Kapoor and Henry Moore. During the late 1980s and 1990s the Saatchi Gallery in London helped to bring to public attention a group of multi-genre artists who would become known as the "Young British Artists": Damien Hirst, Chris Ofili, Rachel Whiteread, Tracey Emin, Mark Wallinger, Steve McQueen, Sam Taylor-Wood and the Chapman Brothers are among the better-known members of this loosely affiliated movement. The Royal Academy in London is a key organisation for the promotion of the visual arts in the United Kingdom. Major schools of art in the UK include: the six-school University of the Arts London, which includes the Central Saint Martins College of Art and Design and Chelsea College of Art and Design; Goldsmiths, University of London; the Slade School of Fine Art (part of University College London); the Glasgow School of Art; the Royal College of Art; and The Ruskin School of Drawing and Fine Art (part of the University of Oxford). The Courtauld Institute of Art is a leading centre for the teaching of the history of art. Important art galleries in the United Kingdom include the National Gallery, National Portrait Gallery, Tate Britain and Tate Modern (the most-visited modern art gallery in the world, with around 4.7 million visitors per year).[499] Cinema The United Kingdom has had a considerable influence on the history of the cinema. The British directors Alfred Hitchcock, whose film Vertigo is considered by some critics as the best film of all time,[500] and David Lean who directed Lawrence of Arabia are among the most critically acclaimed directors of all time.[501] Recent popular directors include: Christopher Nolan, Sam Mendes, Steve McQueen, Richard Curtis, Danny Boyle, Tony Scott and Ridley Scott.[502] [503][504] [505] Many British actors have achieved international fame and critical success. Some of the most commercially successful films of all time have been produced in the United Kingdom, including two of the highest-grossing film franchises (Harry Potter and James Bond).[506] 2019 was a particularly good year for British films which grossed around £10.3 billion globally which was 28.7% of global box office revenue.[507] UK box-office takings totalled £1.25 billion in 2019, with around 176 million admissions.[508] In 2023 UK film and television studio stage space stands at 6.9 million sq ft, with 1 million sq ft added in the past year with more in development.[509] The annual BAFTA Film Awards are hosted by the British Academy of Film and Television Arts.[510] Cuisine Main article: British cuisine British cuisine developed from various influences reflective of its land, settlements, arrivals of new settlers and immigrants, trade and colonialism. The food of England has historically been characterised by its simplicity of approach and a reliance on the high quality of natural produce.[511] The traditional Sunday roast is one example, featuring a roasted joint, usually of beef, lamb, chicken or pork, often free range (and generally grass-fed, in the case of beef). Roasts are served with either roasted or boiled vegetables, Yorkshire pudding, and gravy. Other traditional meals include meat pies and various stews. A 2019 YouGov poll rated classic British food, the following had more than 80% of people like them who had tried them: Sunday roast, Yorkshire pudding, Fish and chips, Crumpets, and Full English breakfast.[512] The UK is home to a large selection of fine-dining experiences, in 2024 there were 187 Restaurants with a Michelin Star, 49 of them consider their cuisine to be 'Modern British'.[513] Sweet foods are common within British cuisine, and there is a long list of British desserts. Afternoon tea is a light afternoon meal served with tea in tea rooms and hotels around the United Kingdom, with the tradition dating back to around 1840.[514] Vegan and vegetarian diets have increased in Britain in recent years. In 2021, a survey found that 8% of British respondents eat a plant-based diet and 36% of respondents have a favourable view of plant-based diets.[515] The British Empire facilitated a knowledge of Indian cuisine with its "strong, penetrating spices and herbs". British cuisine has absorbed the cultural influence of those who have settled in Britain, producing hybrid dishes, such as chicken tikka masala.[516] The British have embraced world cuisine and regularly eat recipes or fast food from Europe, the Caribbean and Asia. Media The BBC, founded in 1922, is the UK's publicly funded radio, television and Internet broadcasting corporation, and is the oldest and largest broadcaster in the world.[517][518][519] It operates numerous television and radio stations in the UK and abroad and its domestic services are funded by the television licence.[520] The BBC World Service is an international broadcaster owned and operated by the BBC. It is the world's largest of any kind.[521] It broadcasts radio news, speech and discussions in more than 40 languages.[522] Other major players in the UK media include ITV, which operates 11 of the 15 regional television broadcasters that make up the ITV Network,[523] and Sky.[524] Newspapers produced in the United Kingdom include the Daily Mail, The Guardian, The Telegraph, The Times, and the Financial Times.[525] Magazines and journals published in the United Kingdom that have achieved worldwide circulation include The Spectator, The Economist, New Statesman, and Radio Times. London dominates the media sector in the UK: national newspapers and television and radio are largely based there, although MediaCityUK in Manchester is also a significant national media centre. Edinburgh and Glasgow, and Cardiff, are important centres of newspaper and broadcasting production in Scotland and Wales, respectively.[526] The UK publishing sector, including books, directories and databases, journals, magazines and business media, newspapers and news agencies, has a combined turnover of around £20 billion and employs around 167,000 people.[527] In 2015, the UK published 2,710 book titles per million inhabitants, more than any other country, much of this being exported to other Anglophone countries.[528] In 2010, 82.5 per cent of the UK population were Internet users, the highest proportion among the 20 countries with the largest total number of users in that year.[529] The British video game industry is the largest in Europe, and, since 2022, the UK has the largest video game market in Europe by sales, overtaking Germany.[530] It is the world's third-largest producer of video games after Japan and the United States.[531] Sport Association football, tennis, table tennis, badminton, rugby union, rugby league, rugby sevens, golf, boxing, netball, water polo, field hockey, billiards, darts, rowing, rounders and cricket originated or were substantially developed in the UK, with the rules and codes of many modern sports invented and codified in late 19th-century Victorian Britain.[y] A 2003 poll found that football is the most popular sport in the UK.[534] England is recognised by FIFA as the birthplace of club football, and the Football Association is the oldest of its kind, with the rules of football first drafted in 1863 by Ebenezer Cobb Morley.[535] Each of the Home Nations (England, Scotland, Wales and Northern Ireland) has its own football association, national team and league system, and each is individually a governing member of the International Football Association Board alongside FIFA. The English top division, the Premier League, is the most watched football league in the world.[536] The first international football match was contested by England and Scotland on 30 November 1872.[537] England, Scotland, Wales and Northern Ireland usually compete as separate countries in international competitions.[538] In 2003, rugby union was ranked the second most popular sport in the UK.[534] The sport was created in Rugby School, Warwickshire, and the first rugby international took place on 27 March 1871 between England and Scotland.[539][540] England, Scotland, Wales, Ireland, France and Italy compete in the Six Nations Championship, which is the premier international rugby union tournament in the northern hemisphere. Sports governing bodies in England, Scotland, Wales and Ireland organise and regulate the game separately.[541] Every four years, the Home Nations make a combined team known as the British and Irish Lions which tours Australia, New Zealand and South Africa. The United Kingdom hosted the Summer Olympic Games in 1908, 1948 and 2012, with London acting as the host city on all three occasions. Birmingham hosted the 2022 Commonwealth Games, the seventh time a constitute country in the United Kingdom hosted the Commonwealth Games (England, Scotland and Wales have each hosted the Commonwealth Games at least once).[542] Symbols The flag of the United Kingdom is the Union Flag (also referred to as the Union Jack).[543] It was created in 1606 by the superimposition of the flag of England, representing Saint George, on the flag of Scotland, representing Saint Andrew, and was updated in 1801 with the addition of Saint Patrick's Flag.[544] Wales is not represented in the Union Flag, as Wales had been conquered and annexed to England prior to the formation of the United Kingdom. The possibility of redesigning the Union Flag to include representation of Wales has not been completely ruled out.[545] The national anthem of the United Kingdom is "God Save the King", with "King" replaced with "Queen" in the lyrics whenever the monarch is a woman. Britannia is a national personification of the United Kingdom, originating from Roman Britain.[546] Beside The Lion and the Unicorn and the dragon of heraldry, the bulldog is an iconic animal and commonly represented with the Union Flag.[547] A now rare personification is a character originating in the 18th century, John Bull.[548] England, Wales, and Scotland each have a number of their own national symbols, including their national flags. Northern Ireland also has a number of symbols, many of which are shared with Republic of Ireland. See also Outline of the United Kingdom Outline of England Outline of Northern Ireland Outline of Scotland Outline of Wales Index of United Kingdom-related articles International rankings of the United Kingdom Historiography of the United Kingdom Historiography of the British Empire United Kingdom–Crown Dependencies Customs Union British Overseas Territories Crown Dependencies Commonwealth of Nations Notes References United Kingdom from BBC News United Kingdom. The World Factbook. Central Intelligence Agency. United Kingdom from UCB Libraries GovPubs (archived 6 April 2009) United Kingdom. Encyclopædia Britannica. Wikimedia Atlas of United Kingdom Geographic data related to United Kingdom at OpenStreetMap Key Development Forecasts for the United Kingdom from International Futures Government Official website of HM Government Official website of the British Monarchy Official website of the British Prime Minister's Office Travel
1222	dbpedia	0	10	https://startuptalky.com/britannia-success-story/	en	Britannia Industries History	https://static.startupta…startuptalky.jpg	https://static.startupta…startuptalky.jpg	[ "https://static.startuptalky.com/2022/07/StartupTalky_Final_Logo-1.png", "https://static.startuptalky.com/2022/09/Sarika-Anand-Startuptalky-writer.jpg", "https://static.startuptalky.com/2021/03/Britannia-Success-Story_startuptalky.jpg 320w, https://static.startuptalky.com/2021/03/Britannia-Su...	[ "https://www.youtube.com/embed/b7ZFBL7h0bM?feature=oembed" ]	[]	[ "" ]	null	[ "Sarika Anand" ]	2022-01-19T05:41:00+00:00	Britannia is a trusted food brand. Read the success story of Britannia company. Know about its business model, history, owner & company profile.	en	https://static.startupta…logo_V03--2-.png	StartupTalky	https://startuptalky.com/britannia-success-story/	Company Profile is an initiative by StartupTalky to publish verified information on different startups and organizations. The content in this post has been approved by Britannia. Britannia Industries is one of India’s leading food companies with a 100-year legacy and annual revenues in excess of Rs. 9000 Cr. Britannia’s product portfolio includes Biscuits, Bread, Cakes, Rusk, and Dairy products including Cheese, Beverages, Milk and Yoghurt. Britannia is a brand which many generations of Indians have grown up with and is cherished and loved in India and the world over. Brand Britannia is listed amongst the most trusted, valuable and popular brands in various surveys conducted by prestigious organizations. Know the Success Story of Britannia in the article ahead. Also get a glance on Britannia company profile and know about Britannia's History, Business Model, Founders, Revenue Model & more... Britannia - Company Highlights Startup Name Britannia Industries Limited Headquarters Kolkata, West Bengal, India Industry Food Processing Parent Company and Owner Wadia Group Founded 1892 CEO Varun Berry (Since 2014) Revenue 11,878.95 crores INR (US$1.7 billion) - 2020 Areas served Worldwide Website www.britannia.co.in Britannia - Recent News Britannia - About and How it Works? Britannia - Logo and its Meaning Britannia - Founder and History Britannia - Mission Britannia - Products Britannia - Business Model Britannia - Revenue and Growth Britannia - Acquisitions Britannia - Competitors Britannia - Challenges Faced Britannia - Future Plans Britannia - FAQs Britannia - Recent News 22 June, 2021 - Britannia Industries Limited announced relief measures to support over 10,000 frontline personnel impacted by the covid-19 pandemic. The company will provide term insurance policy and hospitalization insurance of ₹2 lakh and ₹1 lakh respectively to their sales personnel and merchandisers employed with its distributors across the country. 3 June, 2021 - Britannia Industries has approved a proposal to raise Rs 698.51 crore by issuing bonus debentures to eligible equity shareholders. The bonus debenture committee of the board of directors of the company has approved the allotment. Britannia - About and How it Works? Britannia Industries Limited is a food company, which is engaged in the manufacture of Biscuits, Bread, Cakes, Rusk, and Dairy products including Cheese, Beverages, Milk and Yoghurt. The Company operates through the Foods segment, which comprises bakery and dairy products. The Company's product brands under the biscuits' category include Good Day, Crackers, NutriChoice, Marie Gold, Tiger, Milk Bikis, Jim Jam + Treat, Bourbon, Little Hearts, Pure Magic and Nice Time. Its products under breads include Whole Wheat Breads, White Sandwich Breads and Bread Assortment. Its products under diary category include Cheese, Fresh Dairy and Accompaniments. Its products under the cakes' category include Bar Cakes, Veg Cakes, Chunk Cake, Nut & Raisin Romance, and Mufills. Its product under rusk category includes Premium Bake. The products of the Company are exported across the world, which include Gulf Cooperation Council Countries (GCC), African Countries and American Countries. Its subsidiaries include Manna Foods Private Limited and International Bakery Products Limited. Britannia - Logo and its Meaning As explained by a spokesperson of Britannia, Britannia's new logo signifies, "rebranding as the Total Foods Company from now on with the expansion of its offerings in both healthy and indulgent products. The wings of a bird signify freedom to choose, whenever and wherever you want to enjoy your food." Britannia - Founder and History Britannia Industry was founded in 1892 by a group of British businessmen with an investment of ₹295. Initially, biscuits were manufactured in a small house in central Kolkata. 1918 - The Company was born on 21st March of the year 1918 as a public limited company. 1921 - Britannia became the first company east of the Suez Canal to use imported gas ovens. Britannia's business was flourishing. But more importantly Britannia was acquiring a reputation for quality and value. As a result during the tragic World War II the Government reposed its trust in Britannia by contracting it to supply large quantities of 'service biscuits' to the armed forces. 1924 - A new factory was established in the year 1924 in Mumbai. In the same year the Company became a subsidiary of Peek Frean & Company Limited UK, a leading biscuit manufacturing company and further strengthened its position by expanding the factories at Calcutta and Mumbai. 1952 - The Kolkata factory was shifted from Dum Dum to spacious grounds at Taratola Road in the suburbs of Kolkata. During the same year automatic plants were installed in Calcutta. 1954 - The automatic plants were installed in Mumbai plant also in the same year the development of high quality sliced and wrapped bread in India was initiated by the company and was first manufactured at Delhi. 1965 - A new bread bakery was set up at Delhi in the year 1965. 1975 - Britannia Biscuit Company takes over biscuit distribution from Parry's during the year 1975. 1976 - The company had introduced Britannia bread in Calcutta and Chennai. 1978 - The company made Public issue, in that Indian shareholding crossed 60%. 1979 - The Company redefined itself from Britannia Biscuit Company Limited to Britannia Industries Limited. Fast forward to Current Status, 2021 - Britannia is one of India's oldest existing companies. It is now part of the Wadia Group headed by Nusli Wadia. Britannia's revenue stood at 11,878.95 crores INR (US$1.7 billion) in 2020. Britannia - Mission The mission statement of Britannia says, "To improve the financial health of our members and customers by satisfying their evolving borrowing, investment and housing needs." Britannia - Products Bakery Products : Biscuits account for 95% of Britannia's annual revenue. The company's factories have an annual capacity of 433,000 tonnes. The brand names of Britannia's biscuits include VitaMarieGold, Tiger Biscuits, Nutrichoice, Good day, 50-50, Treat, Pure Magic, Milk Bikis, Bourbon, Nice Time and Little Hearts amongst others. In 2006, Tiger, the mass market brand, realized $150.75 million in sales, including exports to the U.S. and Australia. This amounts to 20% of Britannia revenues for that year. Dairy Products : Dairy products contribute close to 5% to Britannia's revenue. The company not only markets dairy products to the public but also trades dairy commodities business-to-business. Its dairy portfolio grew to 47% in 2000-01 and by 30% in 2001-02. Britannia - Business Model The company operates in two business segments, namely, bakery products and dairy products. The company derives ~95% of its revenue from the biscuits segment while, ~5% of its total sales coming from non-biscuits category (dairy) and International market. The company’s Dairy business contributes close to 5 per cent of revenue and Britannia dairy products directly reach 100,000 outlets. Britannia Bread is the largest brand in the organized bread market with an annual turnover of over 1 lac tons in volume and Rs.450 crores in value. The business operates with 13 factories and 4 franchisees selling close to 1 mn loaves daily across more than 100 cities and towns of India. Britannia - Revenue and Growth Between 1998 and 2001, the company's sales grew at a compound annual rate of 16% against the market, and operating profits reached 18%. Presently, the company has been growing at 27% a year, compared to the industry's growth rate of 20%. At present, 90% of Britannia's annual revenue of Rs 22 billion comes from biscuits. Britannia is one of India's 100 Most Trusted brands listed in The Brand Trust Report. Britannia has an estimated market share of 38%. Britannia - Acquisitions Britannia Industries, India's largest processed food company, has announced that it has entered into an agreement with Fonterra Brands (Mauritius Holding) Ltd, Mauritius, for acquiring the latter's 49 per cent Equity and Preference shareholding in Britannia New Zealand Foods Pvt Ltd (BNZF), their Joint Venture Company engaged in Dairy business. This acquisition is subject to Reserve Bank of India approval. The company and its associates acquired majority stakes in Dubai-based Strategic Foods International LLC and Oman-based Al Sallan Food Industries in March 2007. Britannia - Competitors The top 10 competitors in Britannia Industry Limited's competitive set are: Parle Products ITC Horlicks Biskfarm Richfield Industries Frisco Foods Cookie Man MTR Foods Pvt. Ltd. Milo Australia & New Zealand Complan and Cadbury Bournvita Its top Dairy competitors are: Nestlé India The National Dairy Development Board Amul Britannia - Challenges Faced A businessman from Kerala, Rajan Pillai secured control of the group in the late 1980s, becoming known in India as the 'Biscuit Raja'. In 1993, the Wadia Group acquired a stake in Associated Biscuits International (ABIL), and became an equal partner with Groupe Danone in Britannia Industries Limited. It was referred to as India's most dramatic corporate sagas, Pillai ceded control to Wadia and Danone after a bitter boardroom struggle, then fled his Singapore base to India in 1995 after accusations of defrauding Britannia, and died the same year in Tihar Jail. Biscuit major Britannia Industries, the star amongst the Indian FMCG pack of late, says generating consumer demand remains the biggest challenge in the new year. FMCG companies in general reported lacklustre results in recent quarters. But the biscuit maker's numbers beat expectations, with the Bengaluru-based company's profit margins at a record high in the last two quarters. In a separate dispute from the shareholder matters, the company alleged in 2006 that Danone had violated its intellectual property rights in the Tiger brand by registering and using Tiger in several countries (in Indonesia in 1998, and later in Malaysia, Singapore, Pakistan and Egypt) without its consent. Whilst it was initially reported in December 2006 that agreement had been reached, it was reported in September 2007 that a solution remained elusive. In the meantime since Danone's biscuit business has been taken over by Kraft, the Tiger brand of biscuits in Malaysia was renamed Kraft Tiger Biscuits in September 2008. Britannia is also facing the challenge of rising employee attrition after the recent change of guard. Britannia - Future Plans "CCD Dairy Bread is an instance. We are looking for more such acquisitions in India covering a larger domain. But in the international market we will look at acquisitions in our core areas of biscuits and bakery," - Vinita Bali, managing director of Britannia. The maker of Good Day and Tiger Biscuits now plans to invest ₹700 crore over the next two years to set up greenfield facilities and scale up capacities of core products and another ₹300 crore for new launches including dairy, taking total investment to over ₹1,000 crore, said Varun Berry Managing Director, Britannia. Britannia Industries said it will invest ₹700 crore to open more factories as demand for packaged food, including biscuits, has exceeded production capacity with rural markets outpacing urban sales. Britannia - FAQs Is Britannia a FMCG company? Yes, Britannia is a FMCG company and one of the favourite and oldest brands in India. How many products are in Britannia? Britannia's product portfolio includes Biscuits, Bread, Cakes, Rusk, and Dairy products including Cheese, Beverages, Milk and Yoghurt. Its brand portfolio includes Tiger, Marie Gold, Good Day, 50:50, Treat, NutriChoice and Milk Bikis. BIL has a presence in more than 60 countries across the globe. Which country owns Britannia? Britannia is an Indian Company with headquarters in Kolkata. How does Britannia make money? Britannia company operates in two business segments to make money, namely, bakery products and dairy products. When was Britannia founded? Britannia was launched on 16 April 1953. How many employees are there in Britannia? There are 4480 employees in Britannia. Who founded Britannia Biscuit Company? A British businessman C.H. Holmes founded Britannia Biscuit Company in 1918. Who is the owner of Britannia company? Wadia group is owner of Britannia.
1222	dbpedia	2	3	https://www.smallcase.com/blog/britannias-unwavering-resilience-navigating-challenges-and-evolving-with-innovation/	en	Britannia's Unwavering Resilience: Navigating Challenges and Evolving with Innovation	https://www.smallcase.co…739843_1280.jpeg	https://www.smallcase.co…739843_1280.jpeg	[ "https://www.smallcase.com/wp-content/uploads/2023/02/smallcase-logo-mobile.svg?x84842", "https://www.smallcase.com/wp-content/uploads/2023/02/smallcase-logo.svg?x84842", "https://www.smallcase.com/wp-content/uploads/2023/10/tea-3739843_1280.jpeg?x84842", "https://www.smallcase.com/wp-content/uploads/2023/02/...	[]	[]	[ "" ]	null	[ "Klint Furtado", "Author Klint Furtado" ]	2023-10-11T07:59:07+00:00	In the dynamic world of stock markets, Britannia has been a name synonymous with reliability for many investors. While it’s true that this FMCG giant might have experienced a slowdown in momentum over the last 1-1.5 years, there’s a more profound story to be told – one of adaptability, value addition, and the determination to […]	en	/wp-favicon.ico?x84842	smallcase	https://www.smallcase.com/blog/britannias-unwavering-resilience-navigating-challenges-and-evolving-with-innovation/	In the dynamic world of stock markets, Britannia has been a name synonymous with reliability for many investors. While it’s true that this FMCG giant might have experienced a slowdown in momentum over the last 1-1.5 years, there’s a more profound story to be told – one of adaptability, value addition, and the determination to face challenges head-on. With a current PE ratio of 50, some may argue that Britannia appears overvalued when compared to its peers. However, the picture becomes clearer when you consider the broader economic landscape. Over the last three years, the company has maintained a steady sales growth rate of 12-14%, despite the hurdles of inflation and rising input costs, particularly in the dairy sector. Take orange juice, for example; its price has surged 2-2.5 times since the onset of COVID-19. Such escalations in the costs of edibles are not unique to Britannia but have affected the entire industry. The root of these challenges can be traced back to geopolitical events, particularly the Russia-Ukraine conflict, which significantly impacted global wheat supplies. Britannia boasts a market capitalization of a staggering 1 lakh crore with a PE ratio of 50. While it might not provide substantial PE expansion potential, the company offers investors a dividend yield of 1.6%. With a current stock price of 4500 Rs, it’s not expected to plummet, making it a steady investment choice. Now, let’s focus on the positive aspects. Britannia has consistently invested in value additions to its product portfolio over the years. The company’s foray into high-end products through product upgrades indicates its commitment to innovation and staying relevant in a competitive market. Though the operating margin has dipped from around 20% to 17%, this range is still quite healthy in the FMCG sector. Britannia’s stock price might have cooled down temporarily, but when compared to its peers, it’s evident that there’s ample scope for growth. In conclusion, Britannia’s journey is a testament to its ability to weather storms and adapt to evolving circumstances. The challenges it has faced have only fueled its determination to innovate and offer high-quality products. While the market may rate it at par, the company’s track record of resilience and adaptability sets it apart. Britannia remains a shining example of a steadfast performer in the ever-changing world of investments. Invest wisely, and you could enjoy the long-term rewards of being part of this storied journey. Check out Basant Maheshwari‘s complete AMA session here Liked this story and want to continue receiving interesting content? Watchlist Basant Maheshwari Investing’s smallcases to receive exclusive and curated stories! Explore BM Vision 2030 smallcase Explore Now Disclaimer: Investment in securities market are subject to market risks. Read all the related documents carefully before investing. The content in these posts/articles is for informational and educational purposes only and should not be construed as professional financial advice and nor to be construed as an offer to buy /sell or the solicitation of an offer to buy / sell any security or financial products. Users must make their own investment decisions based on their specific investment objective and financial position and using such independent advisors as they believe necessary. For more information and disclosures, visit our disclosures page here Basant Maheshwari Investing is a SEBI Registered (SEBI Registration No. INH100008513) Portfolio Management Service. The views expressed in this article are those of the author and do not necessarily reflect the views of Smallcase Technologies Private Limited (STPL) or any of its associates. The information provided in this article is for educational and informational purposes only. Investors are responsible for their investment decisions and are responsible to validate all the information used to make the investment decision. Investors should understand that his/her investment decision is based on personal investment needs and risk tolerance, and performance information available on here is one amongst many other things that should be considered while making an investment decision. Past performance does not guarantee future returns. Investments in securities market are subject to market risks. 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1222	dbpedia	0	11	https://www.linkedin.com/pulse/britannia-industries-ltd-iqra-khan	en	Britannia Industries Ltd.	https://static.licdn.com/aero-v1/sc/h/en3f1pk3qk4cxtj2j4fff0gtr	https://static.licdn.com/aero-v1/sc/h/en3f1pk3qk4cxtj2j4fff0gtr	[ "https://media.licdn.com/dms/image/v2/C5112AQGODJED80zVNA/article-inline_image-shrink_1000_1488/article-inline_image-shrink_1000_1488/0/1542030096637?e=1730332800&v=beta&t=i2W-916qEZcjP8gjwYNls-OK3vVf20smNms7EXg2DXg" ]	[ "about:blank", "about:blank" ]	[]	[ "" ]	null	[ "Iqra Khan" ]	2018-11-12T14:07:09+00:00	Success Story of a Domestic brand INTRODUCTION: Britannia Industries is one of India’s leading food companies with a 100 year legacy and annual revenues in excess of Rs. 9000 Cr.	en	https://static.licdn.com/aero-v1/sc/h/al2o9zrvru7aqj8e1x2rzsrca		https://www.linkedin.com/pulse/britannia-industries-ltd-iqra-khan	Success Story of a Domestic brand INTRODUCTION: Britannia Industries is one of India’s leading food companies with a 100 year legacy and annual revenues in excess of Rs. 9000 Cr. Britannia is among the most trusted food brands, and manufactures India’s favourite brands like Good Day, Tiger and Marie Gold which are household names in India. Britannia’s product portfolio includes Biscuits, Bread, Cakes, Rusk, and Dairy products including Cheese, Beverages, Milk and Yoghurt. Britannia is a brand which many generations of Indians have grown up with and are cherished and loved in India and the world over. Britannia products are available across the country in close to 5 million retail outlets and reach over 50% of Indian households . It has a presence in more than 60 countries across the globe. Brand Britannia is listed amongst the most trusted, valuable and popular brands in various surveys conducted by prestigious organizations like Millward Brown, IMRB, WPP Group and Havas Media Group to name a few. EVOLUTION: Britannia Industries Limited was established in 1892, with an investment of ₹265. Initially, biscuits were manufactured in a small house in central Kolkata. Later, the enterprise was acquired by the Gupta brothers mainly Nalin Chandra Gupta, an attorney, and operated under V.K Brothers. In 1918, C.H. Holmes, an English businessman in Kolkata, was taken on as a partner and The Britannia Biscuit Company Limited (BBCo) was launched. Biscuits were in high demand during World War II, which gave a boost to the company’s sales and gave a fillip to the company’s sales with a new corporate identity – "Eat Healthy, Think Better”. The company name was changed to the current "Britannia Industries Limited" in 1979. MARKETING STRATEGY BY BRITANNIA : Britannia uses a mix of demographic & psychographic segmentation strategy considering the population variables such as age, social class, education level, income level, marital status, and occupation. To serve the different customer groups accordingly, it used differentiated targeting strategy. Customers of Britannia are people from all age groups who prefer to have snacks and healthy delicacies on day to day basis. Britannia has been aggressively penetrating in the rural markets through its Small SKU’s (Stock keeping units) and outlet coverage which doubled from 7.3 Lakhs directly reached outlets in Mar.,’14 to 15.5 Lakhs outlet in Mar.,’17. Britannia has positioned itself as a brand caring for the consumers and serving healthy and delicious processed foods. It uses value-based positioning strategy. By changing its tagline, it renovated its brand image and started capturing urban Indian market slowly. Penetrating in rural and urban market was done by adopting different pricing strategies. Britannia Cake appealed to Urban population whereas 50-50 biscuit was successful in capturing the rural market. Tagline- “Eat Healthy, Think Better” PROMOTION STRATEGY BY BRITANNIA: Biscuits are available to consumers, even in the most remote places and in the smallest of villages with a population of just 1500. · Sales promotion-Small pack of 50-50 with Good day, free gift pack in festive season, rural marketing fair. · Been a sponsor for many cricketers on Bats. · “Events-Britannia Khao World Cup Jao” in 1999 promotion further fortified the affinity consumers had with the ‘Brand Britannia’. · The Lagaan Match was voted India’s most successful promotional activity of the year 2001 while the delicious 50-50 Maska-Chaska became India’s most successful product launch. DISTRIBUTION STRATEGY BY BRITANNIA: Britannia Industries makes its products available to more than 70 countries globally while it has 81+ manufacturing units in India out of which 41 are Biscuit units, 13 dairy units, 12 bread units, 9 Rusk units and 6 cakes units. Through these manufacturing units, Britannia makes 2.8 Cr packs per day which are distributed to more than 36 lakh outlets through 51 depots, 3700 stockists and 900 trucks per day. Spread across the kith & kin of India, the brand has created high visibility in the market both Rural & urban areas. The company competes in the market basis on factors such as extensive presence in the market through a distribution network, deep product assortments, and cost-effectiveness per unit, manufacturing facilities near the markets, quality workforce and innovative products. Some of the competitors of the company are AMUL, Hindustan Unilever, Priya Gold, Parle, Kraft Foods, Sunfeast Etc. CONCLUSION : Britannia believes that its brands are its business . Adequate investment in brands and focussing on customers, quality standards and differentiating products are the key factors .Strong orientation to brand/line extensions and innovation contribute to enhance the corporate brand. Also, catering to the emerging needs of customers helped boost brand loyalty. Distinctive and clear identity allowed Britannia to diversify into new categories and write a success story .
1222	dbpedia	1	9	https://www.statista.com/statistics/1227155/india-britannia-revenue-distribution-by-product-type/	en	Britannia: revenue distribution by product type	https://cdn.statcdn.com/…55-blank-355.png	https://cdn.statcdn.com/…55-blank-355.png	[ "https://cdn.statcdn.com/Study/70000/70519-standard.png", "https://cdn.statcdn.com/Statistic/765000/766759-blank-100.png", "https://cdn.statcdn.com/Statistic/940000/941111-blank-100.png", "https://cdn.statcdn.com/Statistic/775000/778343-blank-100.png", "https://cdn.statcdn.com/Statistic/765000/769348-blank-...	[]	[]	[ "" ]	null	[]	null	In 2020, the sale of biscuits was the biggest contributor to Britannia's revenue with a share of 77 percent.	en	https://cdn.statcdn.com/…atic/favicon.svg	Statista	https://www.statista.com/statistics/1227155/india-britannia-revenue-distribution-by-product-type/	Services Statista+ offers additional, data-driven services, tailored to your specific needs. As your partner for data-driven success, we combine expertise in research, strategy, and marketing communications to deliver comprehensive solutions. Contact us directly for your individual offer. Research Full-service market research and analytics Customized market research Data analytics Ad hoc research "askStatista" Strategy Strategy and business building for the data-driven economy Build strategies Create data value Realize business opportunities Design Transforming data into content marketing and design Data storytelling Creative assets Distribution Statista R identifies and awards industry leaders, top providers, and exceptional brands through exclusive rankings and top lists in collaboration with renowned media brands worldwide. For more details, visit our website.
1222	dbpedia	0	46	https://www.bakeryandsnacks.com/Article/2018/08/09/Happy-birthday-Indian-biscuit-giant-Britannia-promises-feast-of-new-products	en	Happy birthday: Indian biscuit giant Britannia promises feast of new products	https://www.bakeryandsna…new-products.jpg	https://www.bakeryandsna…new-products.jpg	[ "https://www.bakeryandsnacks.com/content/download/2346/9283560?version=12", "https://www.bakeryandsnacks.com/content/download/2346/13989?version=12", "https://www.bakeryandsnacks.com/content/download/2346/4362007?version=12", "https://www.bakeryandsnacks.com/var/wrbm_gb_food_pharma/storage/images/_aliases/wrb...	[]	[]	[ "Manufacturers", "Cakes & pastries", "Snacks", "Breakfast cereals", "Emerging Markets", "Biscuits", "India" ]	null	[ "bakeryandsnacks.com" ]	2018-08-09T00:00:00	To celebrate its centenary, Britannia Industries is planning to launch 50 new products this year in a bid to extend beyond biscuits and become a total foods company.	en	/bundles/wrbmgbsite/images/favicon/bakeryandsnacks/favicon.ico	bakeryandsnacks.com	https://www.bakeryandsnacks.com/Article/2018/08/09/Happy-birthday-Indian-biscuit-giant-Britannia-promises-feast-of-new-products	India’s second-largest biscuits maker by volume has earmarked Rs 30 crore ($43m) to step up R&D to launch a rash of premium branded products under the Good Day and Nutri Choice brands, as well as cakes and baked goods like croissants under Greek food brand Chipita. “A lot of investment will go towards modernizing manufacturing plants with technology. It will also help us optimize costs, which will, in turn, help us bring down price-points on some products,” said Britannia MD Varun Berry. He added the company expects its non-biscuit business to eventually equal its biscuits business, which accounts for nearly 70%. “We want to take this ratio to 50:50 without sacrificing the biscuits business by expansion of capacity.” The Kolkata-based company is investing an additional Rs 50 crore ($72m) to market its new logo to commemorate its 100th year. International expansion Britannia – which has a presence in 79 countries – is in the process of opening a plant in Nepal. It is also eyeing expansion across West Asian and North African markets. “Now that we are embarking on our next milestone, we will also create a manufacturing presence in more international markets. We will go for one country every year,” said Berry. “Basically, the aim is to become a total global foods company, and become the largest food company in India in next few years.” The Tiger biscuit maker also aims to give India’s largest biscuit maker, Parle, a run for its money. “I don’t think we will ever be able to get to Parle size in terms of tonnages,” said Berry. “So, they will still be the largest brand by volume, while we are at a striking distance as far as revenue is concerned.” He contended that some of the new products “have the makings of a blockbuster.”
1222	dbpedia	2	49	https://www.ers.usda.gov/amber-waves/2005/november/u-s-dairy-at-a-new-crossroads-in-a-global-setting/	en	U.S. Dairy at a New Crossroads in a Global Setting	https://www.ers.usda.gov…cons/favicon.png	https://www.ers.usda.gov…cons/favicon.png	[ "https://ers.122.2o7.net/b/ss/erscms/1/H.24.2--NS/0", "https://www.ers.usda.gov/img/us_flag_small.png", "https://www.ers.usda.gov/img/icon-dot-gov.svg", "https://www.ers.usda.gov/img/icon-https.svg", "https://www.ers.usda.gov/img/usda-symbol.svg", "https://www.ers.usda.gov/img/close-white.svg", "https:/...	[]	[]	[ "global trade", "dairy products", "tariffs", "foreign direct investment", "dairy policy", "domestic farm policy", "competitiveness", "consumer demand" ]	null	[]	null	This Amber Waves articles addresses how global dairy markets have changed and asks the question whether dairy policies stand in the way of the industry taking advantage of new market opportunities.	en	/css/images/icons/favicon.png		null	by Donald Blayney and Mark Gehlhar Domestic dairy industries and markets worldwide are often cast as heavily protected with limited exposure to global competition. However, despite high tariffs and price support policies that persist in many of the world’s dairy-producing countries, today’s milk producers and dairy companies face increasing competitive forces from outside their borders. Globalization of the dairy industry is exerting pressures on both domestic-oriented dairy industries and international market “players” to adapt to changing market relationships. International dairy trade has often been called a dumping ground for unwanted surplus commodities. However, dairy trade is now increasingly driven by demands from developing-country consumers wanting to upgrade diets and developed-country markets seeking specialty products. Competition worldwide has given rise to increasing dairy consumption, trade, and foreign direct investment in domestic dairy industries, and though many trade barriers remain in place, they do not appear to be stopping globalization of the dairy industry. In this environment, domestic dairy sectors must compete aggressively for a share of consumer food budgets and for resources and investment capital. Dairy farmers, processors, and manufacturers who prosper are those who continuously innovate by adopting new technology and adapting to changing consumer demands. These forces have brought about major changes within the U.S. dairy industry, namely, expansion and significant consolidation. The U.S. dairy sector has advantages over its competitors that enable it to withstand such changes—it has efficient production systems open to foreign investment and it serves a large, growing population of affluent consumers. Nevertheless, the pressures of globalization, structural changes in world dairy markets, and the potential for further trade liberalization as a part of the current round of trade negotiations have brought the U.S. dairy sector to a crossroads. Dairy Companies Adopt New Strategies Dairy markets everywhere are being shaped by consumer demands, the ability of dairy farmers to react to change, and dairy company strategies for maximizing profits. Firms operating successfully in global dairy markets are those that respond quickly to changing economic forces, changing policies—nonagricultural as well as agricultural—and shifts in milk supply and demand factors. Those firms may be national firms operating in single countries, regional firms operating in a well-defined area, or multinational (global) firms with a presence in multiple regions or areas. Competition among firms has grown, but so has the number of firms joining forces. As international dairy companies recognize the potential benefits from supplying milk and dairy products in different countries and the prospects for demand growth, they are repositioning themselves to source milk and products from multiple locations. This trend is spawning partnerships and joint ventures among firms seeking to benefit by controlling all stages of the production process. Direct investment across borders has also altered competition in dairy markets. Globalization has tended to emphasize the strength of multinational dairy firms, with the most prominent being Nestlé (Switzerland), Arla Foods (Denmark-Sweden), Danone (France), the Fonterra Co-operative Group (New Zealand), Lactalis (France), Unilever (Netherlands-U.K), and Kraft Foods (U.S.). Multinational firms can operate in several countries or regions using any number of approaches. They can build new facilities to manufacture locally demanded products, or they can form alliances or partnerships with existing local firms that have cultivated local demand. Purchase of local brands is another option. A strategy that employs all of these approaches enables multinationals to reduce price risks and market volatility. While multinationals are most active in stable, well-established markets, alliances or partnerships with local firms have helped them expand to emerging markets in recent years. Multinational dairy companies have long viewed the U.S. with its large and affluent market as an opportunity. Since trade opportunities are limited by trade impediments, multinationals have chosen to make direct investments. Led by firms based in the European Union (EU), foreign direct investment in the U.S. now stands at about $5 billion. Nestlé and Unilever have gained a major stake in the U.S. ice cream industry through purchases of U.S. brands. Together, they account for about 30 percent of supermarket ice cream sales in the U.S. Several French companies—Fromageries Bel, Sodiaal, Lactalis, and Bongrain—are involved in U.S. yogurt and cheese markets. Yoplait, a premier brand of Sodiaal, has been licensed to General Mills, while the Président brand of cheese is a Lactalis product manufactured in Wisconsin and California. New Zealand’s Fonterra, the world’s top dairy product exporter, has also increased its presence in the U.S. market. Fonterra has formed a number of partnerships throughout the world that enable it to source milk and dairy products from multiple locations (see New Zealand’s Fonterra: Partnering in a Global Dairy Industry). In the U.S., Fonterra has teamed with Dairy Farmers of America, the largest farmer-owned dairy cooperative in the Nation. The resulting partnership, DairiConcepts, produces and markets milk protein concentrates—the first commercial production of its kind in the United States. Fonterra has also entered into an agreement with Dairy America, a federated marketing cooperative, to serve as the marketing agent for the nonfat dry milk received from its members (seven U.S. farmer-owned dairy cooperatives). The Changing Face of Dairy Products Dairy products available on the market range from basic raw milk to fairly standardized “commodity” products to an array of higher valued products that have only recently gained wider market presence. Historically, when trade is the issue, both within and between countries, the commodity products—cheese, nonfat dry milk, and butter—have held center stage. These were the products that could best withstand the rigors of transport. However, factors such as the emergence of sophisticated milk components as ingredients, greater emphasis on cheese variety (including brands), recognition of well-defined local, national, and even international product markets, development of manufacturing processes that lengthen shelf-life, and improved transportation systems have changed the way firms assess both domestic and global dairy marketplaces. The major dairy products traded internationally can be broadly placed in four categories: butter, cheese, dry milk powders, and ingredients. Within these categories are a large number of “differentiated products”—cheese varieties, dry milk powders with a range of fat contents, or milk components, such as the various milk proteins. The ingredient trade has only recently emerged as a key sector, driven primarily by widening uses of milk proteins and lactose (milk sugar) in various food applications. Trade Flows Reflect Consumer Demand and Dairy Resources The biggest players in international dairy trade are not necessarily the largest producers. New Zealand, for example, is one of the smallest producing countries but is a major dairy trading country. A country’s population relative to its production of milk is a key to determining the likelihood of its having a milk surplus or a milk deficit. Milk-surplus countries that supply foreign markets typically have an efficient manufacturing sector capable of producing storable dairy products with quality attributes at prices that make exporting economically feasible. Based on the value of trade flows in 2003, New Zealand, Australia, and the EU are leading dairy exporting countries/regions. Low-cost producers in Australia and New Zealand are the principal suppliers of cheese and dry milk products to Asian markets, while subsidized EU producers focus on nearby markets in Africa, the Middle East, and Russia and export significant amounts of cheese to North America. As diets around the world have changed, so, too, has global demand for milk and dairy products. The mix of products demanded, however, varies by region or country and the stage of a region’s economic development. The largest consumers of dairy products are high-income developed countries, such as the U.S., EU, Australia, New Zealand, and Japan. Middle-income developing countries use large quantities of dry milk powders for fluid milk reconstitution programs and as ingredients in other foods. In low-income developing countries, demand is insignificant outside of food aid programs. In some developing countries with fast-rising urban populations, demand for dairy products is outstripping domestic milk production. Rapid growth in consumption is driving growth in dairy imports in land-scarce Southeast Asia and in China. New Zealand’s dairy exports to the EU have remained nearly unchanged for 25 years, but the EU share of New Zealand’s dairy exports has dropped from 30 to 8 percent, due largely to increasing exports to developing countries in Asia. Because water and land needed to produce high-quality dairy feed are limited in these countries, rising demand has exerted upward pressure on international dairy prices. As a result, the gap between prices of milk received by farmers in the U.S. and New Zealand’s price has diminished in recent years from $147 per metric ton in 2000 to $128 per metric ton in 2004. Are Dairy Policies Keeping up With Today’s Market? These changes in global dairy markets are taking place in the context of significant market intervention by some of the world’s leading dairy product importers and exporters. Many countries maintain border and domestic support measures of various types for their dairy sectors (see Domestic Dairy Policies in Key Global Markets). Of the three largest exporters, only the EU intervenes significantly in its dairy markets. Canada, the United States, and Japan also have significant domestic dairy policies, but all three countries are net importers of dairy products. Dairy policies around the world are changing slowly, primarily as a result of the Uruguay Round of trade negotiations. The dominant border measures now in place are tariffs or tariff-rate quota systems, and they are at the core of many issues surrounding market access. Domestic dairy policies include mainly price support and institutionalized pricing systems, policies that have been called trade distorting in many circles. What would happen to global dairy markets and the U.S. dairy industry if all of these policies were stripped away? Empirical analyses of international dairy markets suggest that a global liberalization of dairy policies eliminating all tariffs, quotas, export subsidies, and domestic supports would lead to a significant increase in the world market prices for dairy products. While the volume of trade would decline, primarily due to the elimination of export subsidies, the value of trade would increase. Trade liberalization would generate relatively modest impacts on the U.S. dairy sector because of the large size of the U.S. market and high level of efficiency of U.S. dairy farmers. If the efficiency of the U.S. dairy sector continues to increase as it has in recent years, it is possible that American dairy producers and manufacturers could even gain from trade liberalization—analysis suggests that productivity increases as small as 1 percent a year would offset the impact of trade liberalization on U.S. milk production. The ongoing processes of technological change, globalization, and shifts in consumer demand are far more likely to affect the future of the U.S. dairy sector than changes in dairy or trade policy. Challenges and Opportunities for the United States The U.S. is a significant dairy market in the international arena—as an importer of certain products and, more recently, as a source of supplies for export by international dairy firms. Globalization of dairy markets provides a potential opportunity for producers of certain U.S. dairy products, such as dry milk powders. The sheer size of the U.S. domestic market and projected higher international prices, which could rise even more if the current round of trade negotiations leads to further trade liberalization, suggest that there may be additional opportunities for the U.S. dairy sector in international markets in the future. Foreign direct investments in U.S. dairy product markets contribute to the continued strength of domestic markets for U.S. products produced from U.S. milk. Traditional methods of analyzing trade liberalization scenarios do not readily anticipate the effects of strategic decisions of firms in international markets. Because of international market dynamics, dairy trade liberalization, were it achieved, would foster both opportunities and challenges for U.S. milk producers and manufacturing firms. As global dairy markets evolve, policies designed to limit foreign competition will become less relevant. Moreover, protectionist policies can be detrimental to a country’s continued longrun prosperity as new opportunities are squandered. How trade policy supports U.S. dairy farm income is less clear today than in the past, given rapid changes in the structure of the industry. The efforts of U.S. milk suppliers, processors, and product marketers to remain competitive in a global setting are continuing to benefit U.S. dairy farmers and consumers.
1222	dbpedia	0	50	https://www.ibisworld.com/au/company/britannia-financial-services-limited/513447/	en	Britannia Financial Services Limited - Company Profile Report	https://www.ibisworld.co…ld-social-fb.png	https://www.ibisworld.co…ld-social-fb.png	[ "https://www.ibisworld.com/resources/img/logo-ibisworld-industry-now.svg", "https://www.ibisworld.com/resources/img/flags/menu-flag-us.svg", "https://www.ibisworld.com/resources/img/flags/menu-flag-au.svg", "https://www.ibisworld.com/resources/img/flags/menu-flag-ca.svg", "https://www.ibisworld.com/resource...	[]	[]	[ "IBISWorld", "company", "enterprise", "Report", "Research", "company Report", "Research report", "analysis", "data", "trends", "market share", "forecasts" ]	null	[]	null	Company Research Report: Britannia Financial Services Limited. Company details, financials, key personnel, industries of involvement, service providers and more. Download instantly.	en	/favicon.ico		https://www.ibisworld.com/au/company/britannia-financial-services-limited/513447/	Enterprise Profiles - table of contents Enterprise Details Get a high-level overview of Britannia Financial Services Limited, including registered business details, an enterprise synopsis, SWOT analysis and main brands and products. Key Personnel We outline the key personnel at Britannia Financial Services Limited by position type and title. Enterprise Financials Get a full view of Britannia Financial Services Limited’s financials, including Profit and Loss Account (Revenue, Interest, Profit and Loss, and Audit Fees) and Balance Sheet (Current Assets, Non-Current Assets, Current Liabilities, Non-Current Liabilities, Shareholders’ Equity), as well as Number of Employees, Number of Share on Issue, Market Capitalisation and Earnings per Share where available. Note: we do not provide a full financial details for all company profiles. Growth & Ratios Get a clearer picture of Britannia Financial Services Limited’s performance, with key financial ratios and data on financial growth. Operating Segments Understand the main operating divisions of Britannia Financial Services Limited, including Revenue and Assets under each Segment, Industries and Geographic Locations Britannia Financial Services Limited operates in. Competitor Benchmarking Compare Britannia Financial Services Limited’s financial ratios and growth to peers in their industries of operation for a clearer picture of performance. Major Shareholders We outline the ultimate parent and largest shareholders of Britannia Financial Services Limited. Subsidiaries View a list of Britannia Financial Services Limited’s associated companies, holding company, joint ventures and trusts, both domestic and international. History Find out more about the history and background of Britannia Financial Services Limited, including founding information, past announcements, mergers and major projects.
1222	dbpedia	0	0	https://en.wikipedia.org/wiki/Britannia_Industries	en	Britannia Industries	https://upload.wikimedia…ies_logo.svg.png	https://upload.wikimedia…ies_logo.svg.png	[ "https://en.wikipedia.org/static/images/icons/wikipedia.png", "https://en.wikipedia.org/static/images/mobile/copyright/wikipedia-wordmark-en.svg", "https://en.wikipedia.org/static/images/mobile/copyright/wikipedia-tagline-en.svg", "https://upload.wikimedia.org/wikipedia/en/thumb/d/d3/Britannia_Industries_logo...	[]	[]	[ "" ]	null	[ "Contributors to Wikimedia projects" ]	2005-10-31T09:52:37+00:00		en	/static/apple-touch/wikipedia.png		https://en.wikipedia.org/wiki/Britannia_Industries	Indian food and beverage company Britannia Industries Limited is an Indian multinational food products company, which sells biscuits, breads and dairy products. Founded in 1892, it is one of India's oldest existing companies and currently part of the Wadia Group headed by Nusli Wadia. As of 2023, about 80% of its revenues came from biscuit products.[4] Beginning with the circumstances of its takeover by the Wadia Group in the early 1990s, the company has been mired in several controversies connected to its management,[5][6] but it continues to hold a large market share.[6][7] History [edit] The company was established in 1892 by a group of British businessmen with an initial investment of ₹295.[8] Initially, biscuits were manufactured in a small house in central Kolkata. Later, the enterprise was acquired by the Gupta brothers, mainly Nalin Chandra Gupta, an attorney, and operated under the name, V.S. Brothers. In 1918, C.H. Holmes, an English businessman based in Kolkata, was taken on as a partner and The Britannia Biscuit Company Limited (BBCo) was launched. The Mumbai factory was set up in 1924 and Peek Freans acquired a controlling interest in BBCo. During the World War II, the government of British India needed a continuous supply of biscuits for British soldiers. The Britannia Biscuit Company started supplying biscuits to British Army for several years, and the company sometimes devoted 95% of its capacity to produce biscuits for the armed forces. Biscuits were in high demand during World War II, which gave a boost to the company's sales. The company name was changed to the current Britannia Industries Limited in 1979. In 1982, the American company Nabisco acquired the parent of Peek Freans and became a major foreign shareholder. In 1978, Britannia came out with its public issue, and its Indian shareholding had increased to 62%, which firmly established Britannia as an Indian company. The 38% foreign stake was owned by the UK-based Associated Biscuits International Limited (ABIL).[9][6] In 1993, textile tycoon Nusli Wadia of Bombay Dyeing took control of the company from Britannia's then-chairman Rajan Pillai, with the help of French food giant Danone. In 2009, Wadia Group became the largest shareholder in BIL after acquiring a 25% stake owned by Group Danone.[5][10] In December 2018, it launched a new category, Treat Crème Wafers.[11][12] Britannia acquired a controlling stake in Kenya's Kenafric Biscuits in October 2022.[13] In September 2022, Varun Berry was appointed as Executive Vice-Chairman and Managing Director of Britannia Industries Limited, and Ranjeet Kohli was also appointed as Executive Director and CEO.[14][15] In December 2022, Britannia Industries entered into a joint venture agreement with Bel SA of France and Britannia Dairy Private Limited (BDPL) to develop, manufacture and sell cheese products in India and other markets. Under the joint venture, Bel SA acquired a 49% stake in BDPL, a subsidiary of Britannia Industries, for ₹262 crore and infused an additional ₹215 crore in the joint venture.[16] In August 2022, the company expanded its product portfolio by entering the western snacking market with the launch of its new product, Treat Croissant.[17] Businesses [edit] The company's principal activity is the manufacture and sale of biscuits, bread, rusk, cakes and dairy products. Biscuits [edit] As of 2023, about 80% of Britannia's annual revenue comes from biscuits.[4] Britannia has an estimated market share of 33% in the organised biscuits market in India.[4] The company's factories have an annual capacity of 433,000 tonnes.[18] The brand names of Britannia's biscuits include MarieGold, Tiger, Nutrichoice, Good Day, 50 50, Treat, Pure Magic, Milk Bikis, Bourbon, Nice Time and Little Hearts among others.[18] In 2006, Tiger, the mass market brand, realised $150.75 million in sales, including exports to the U.S. and Australia. This amounts to 20% of Britannia's revenue for that year.[citation needed] Dairy products [edit] Dairy products contribute close to 10% to Britannia's revenue.[19] The company not only markets dairy products to the public but also trades dairy commodities business-to-business. Its dairy portfolio grew to 47% in 2000-01 and by 30% in 2001-02. Its main competitors are Nestlé India, the National Dairy Development Board (NDDB), and Amul (GCMMF).[20] Britannia holds an equity stake in Dynamix Dairy and outsources the bulk of its dairy products from its associate. On 27 October 2001, Britannia announced a joint venture with Fonterra Co-operative Group of New Zealand, an integrated dairy company which handles all aspects of the value chain from procurement of milk to making value-added products such as cheese and buttermilk.[20] Britannia intends to source most of the products from New Zealand, which they would market in India.[19] The joint venture will allow technology transfer to Britannia.[20] Britannia and the New Zealand Dairy each hold 49% of the JV, and the remaining 2 percent will be held by a strategic investor. Britannia has also tentatively announced that its dairy business (probably including Dynamix) would be transferred to the joint venture.[20] However, the authorities' approval to the joint venture obliged the company to start manufacturing facilities of its own. It would not be allowed to trade, except at the wholesale level, thus pitching it in competition with Danone, which had recently established its own dairy business.[20] Disputes and controversies [edit] Wadia and Rajan Pillai [edit] Kerala businessman Rajan Pillai secured control of the group in the late 1980s, becoming known in India as the 'Biscuit Raja'.[21] In 1993, the Wadia Group acquired a stake in Associated Biscuits International (ABIL), and became an equal partner with Danone in Britannia Industries Limited. In what The Economic Times referred to as one of [India's] most dramatic corporate sagas,[22] Pillai ceded control to Wadia and Danone after a bitter boardroom struggle,[23] then fled his Singapore base to India in 1995 after accusations of defrauding Britannia, and died the same year in Tihar Jail.[citation needed] Wadia and Danone [edit] The Wadias' Kalabakan Investments and Group Danone had two equal joint venture companies, Wadia BSN and United Kingdom registered Associated Biscuits International Holdings Ltd., which together held a 51 percent stake in Britannia.[24] The ABIH tranche was acquired in 1992, while the controlling stake held by Wadia BSN was acquired in 1995. It was agreed that, in case of a deadlock between the partners, Danone was obliged to buy the Wadia BSN stake at a "fair market value". ABIH had a separate agreement signed in 1992 and was subject to British law.[24][25] Wadia was to be Danone's partner in the food and dairy business, and product launches from Groupe Danone's were expected but never materialised despite the JV being in existence for over 11 years in India.[24] Under the 1995 joint venture agreement, Danone is prohibited from launching food brands within India without the consent of the Wadias.[26] In addition, the partners agreed there would be the right of first refusal to buy out the remaining partner in the event of the other wishing to sell its holding.[27] In June 2006, Wadia claimed Danone had used the Tiger brand to launch biscuits in Bangalore.[27] In May 2007, Nusli Wadia told the Ministry of Commerce and Industry that Danone invested in a Bangalore-based bio nutrition company, Avesthagen, in October 2006 in violation of the government's Press Note 1, 2005, which requires a foreign company to obtain the consent of its Indian joint venture partner before pursuing an independent business in a similar area, including joint ventures based purely on technical collaboration. Danone argued that Press Note 1 did not apply to it as it did not have a formal technology transfer or trademark agreement with Avesthagen, and that its 25% holding in Britannia was indirect.[28] Wadia also filed a case in the Bombay High Court for a breach of a non-competition clause in that connection. The court ordered Danone not to alienate, encumber or sell shares of Avesthagen.[29] In September 2007, the Foreign Investment Promotion Board of India rejected Danone's claims that it did not need a non-compete waiver from the Wadias to enter into business in India alone.[30] After a prolonged legal battle, Danone agreed to sell its 25.48% stake in Britannia to Leila Lands, which is a Wadia group entity based in Mauritius, and quit this line of business. The deal was valued at $175–200 million. With this buy-out, Wadia holds a majority stake of 50.96%.[31] Intellectual property dispute [edit] In a separate dispute from the shareholder matters, the company alleged in 2006 that Danone had violated its intellectual property rights in the Tiger brand by registering and using Tiger in several countries without its consent. Britannia claimed the company found out that Danone had launched the Tiger brand in Indonesia in 1998, and later in Malaysia, Singapore, Pakistan and Egypt, when it attempted to register the Tiger trademark in some of these countries in 2004.[32] Whilst it was initially reported in December 2006 that agreement had been reached,[33] it was reported in September 2007 that a solution remained elusive.[32] In the meantime since Danone's biscuit business has been taken over by Kraft, the Tiger brand of biscuits in Malaysia was renamed Kraft Tiger Biscuits in September 2008. Britannia initiated legal action against Danone in Singapore in September 2007.[34] The dispute was resolved in 2009 with Britannia securing rights to the Tiger brand worldwide, and Danone paying ₹220 million to utilise the brand.[35] Partnerships [edit] In March 2017, it formed a joint venture with Greek firm Chipita SA for producing and selling ready-to-eat croissants in India.[36] In September 2021, the company partnered with Accenture to digitize the company's manufacturing units and warehouses.[37] During the COVID-19 pandemic in India, it tied up with personal concierge startup Dunzo to deliver essential goods at the customer's doorstep in April 2020.[38] Philanthropy [edit] The company has been engaged in various social and philanthropical activities. It has joined the United Nations Global Compact, the world's largest sustainability initiative, and has aligned with the Sustainable Development Goals (SDG). It supports the maritime insurance industry and provides assistance to shipowners in developing transitional methods to achieve the objectives of the Paris Agreement.[39] Britannia P&I is an associate member of the International Maritime Rescue Federation.[40] It runs a non-profit Britannia Nutrition Foundation that advocates better child nutrition and addresses child malnutrition issues in India.[41] Awards and recognition [edit] In 2022, the company was ranked 4th in the list of India's most chosen FMCG brands, as per Kantar India's annual Brand Footprint report.[42] Britannia won the Global Sustainability Leadership Awards by the World Sustainability Congress in 2021.[43] The Economic Times listed the company's Good Day biscuit brand as the Brand Equity’s Most Trusted Brands of Indians in 2019-20.[44] The company was selected for special recognition under the Leading RE Investor category at Renewable Energy India Awards 2016.[45] In 2014, the company was voted as Reader's Digest Trusted Brand in India under the food and beverage category, part of the Reader's Digest Trusted Brand Survey.[46] In 2014, The Economic Times ranked the company at 11 in the 100 Most Trusted Brands of India list 2014.[47] The company was listed in India's Most Attractive Brands 2013 in a TRA Brand Trust Report survey.[48] It was awarded the Global Performance Excellence Award (GPEA) by Asia Pacific Quality Organization (APQO) in June 2012.[49] It was ranked #2 in the Brand Equity's Most Trusted Brands survey by The Economic Times.[50] In 2012, Britannia received the Golden Peacock National Quality Award – 2012 under the FMCG category.[51] In 2011, Britannia won the Indian Merchants' Chamber (IMC)'s Ramkrishna Bajaj National Quality Award.[52][53] In 2011, the company received the CII's National Award for Food Safety 2011 in the category of 'Large Food Businesses - Manufacturing' by the Confederation of Indian Industry.[54] According to The Economic Times' Brand Equity Survey, the brand was ranked 5th in the top 10 most trusted brands list in India in 2010 and 2nd in 2012[55] in India's top 10 most trusted brands list.[56] Britannia is one of India's 100 Most Trusted brands listed in The Brand Trust Report.[57] Indian Super League (2018–present) See also [edit] Companies portal Parle Products References [edit]
1222	dbpedia	2	65	https://www.foodbusinessafrica.com/britannia-industries-acquires-britania-foods-buys-controlling-stake-in-kenafric/	en	Britannia Industries acquires Britania Foods, buys controlling stake in Kenafric Biscuits	https://www.foodbusiness…6/Britannia-.jpg	https://www.foodbusiness…6/Britannia-.jpg	[ "https://b1156533.smushcdn.com/1156533/wp-content/uploads/2024/07/AFFS970X90.gif?lossy=2&strip=1&webp=1", "https://b1156533.smushcdn.com/1156533/wp-content/uploads/2022/12/cropped-Food-Business-Africa-Logo-1-e1671434507584.png?lossy=2&strip=1&webp=1", "https://b1156533.smushcdn.com/1156533/wp-content/uploads/20...	[]	[]	[ "" ]	null	[ "Editor Africa" ]	2022-10-05T18:00:29	KENYA— Britannia Industries, India’s largest bakery firm, has acquired a 51% stake in Kenafric Biscuits, a subsidiary of Kenya-based manufacturing conglomer ...	en	https://b1156533.smushcd…2&strip=1&webp=1		https://www.foodbusinessafrica.com/britannia-industries-acquires-britania-foods-buys-controlling-stake-in-kenafric/	KENYA— Britannia Industries, India’s largest bakery firm, has acquired a 51% stake in Kenafric Biscuits, a subsidiary of Kenya-based manufacturing conglomerate Kenafric Group, a move that will help the company set up a manufacturing base and expand sales in the African markets. In a filing with the Bombay Stock Exchange, Britannia Industries noted the deal was instigated by its subsidiary Britannia and Associates (Dubai) for INR92m (US$1.1m). Concurrently, in partnership with Kenafric Biscuits, Britannia Industries Limited took full control of Catalyst Capital-backed Britania Foods Ltd., as well as Catalyst Britania Brands Ltd in a US$20 million transaction that also involved acquiring property and a plant. The Indian food firm, which also supplies bread, cakes, and dairy products, pointed out there is no connection between Britannia and Britania. “Four years ago, during our centenary celebrations, we reiterated our vision of becoming a Total Global Foods company. “Our new manufacturing base in Kenya will open doors to tapping into the potential of East Africa, a region that holds immense promise,” said Annu Gupta, CEO of International Business at Britannia Britannia is a 130-year-old company whose brands include Good Day and Marie Gold cookies in India. It has been looking to add capacity in Africa, where governments want to expand their industries and reduce imports of products that can be made locally. The company recently set up contract-packing facilities in Egypt and Uganda, and has been considering ventures in Kenya and Nigeria, Bloomberg reported in March. “While the world economy is facing a slowdown threat, Africa is poised for long-term growth due to its expanding consumer base and evolving need for high-quality products. “We believe that with our extensive experience in bakery technology and value-added products, we can make a positive impact in the African market,” highlighted Gupta. The investment in Britania Foods Limited, formerly known as Jambo Biscuits, is a welcomed move as it had been put under administration in 2021 after defaulting on loans of more than Ksh1.3 billion (US$11m) sourced from suppliers and creditors. After failure to settle the mounting debt, the company was then put up for sale early this year. Britania, which started out as a small bakery, has been in operation for 34 years, during which it grew into one of Kenya’s biggest local confectionery brands. Meanwhile, Kenafric Group was founded in 1987 by the Chedda family and is one of the largest manufacturers of Confectionery, Food, Footwear, and Stationery products in Kenya. Its food business unit, Kenafric Industries focuses on the production of confectionery, soft beverages, culinary condiments, and biscuits under some of the famous brand names Oyo, Ting Ting, and Fresh, among others. The company backed by private equity firms Paris-based Amethis and Johannesburg-based Metier, has a presence in Kenya, Uganda, Tanzania, Rwanda, Ethiopia, Congo, Burundi, and Malawi. Britannia Industries supplies the Indian market and 80 destinations worldwide in North America, Europe, Africa, south-east Asia, and the Middle East.
1222	dbpedia	1	88	https://www.forbesindia.com/article/real-issue/cover-story-behind-britannias-record-growth-during-lockdown/62129/1	en	Cover Story: Behind Britannia's Record Growth During Lockdown	https://images.forbesind…h=800&height=600	https://images.forbesind…h=800&height=600	[ "https://www.forbesindia.com/forbes-rvp-files/images/forbes-logo.png", "https://images.forbesindia.com/media/writer/rajivsingh_20220915062159_102x77.jpg", "https://images.forbesindia.com/media/images/2020/Aug/img_140987_varunberrybritannia.jpg?impolicy=website&width=865&height=577", "https://images.forbesindi...	[]	[]	[ "" ]	null	[]	null	Britannia's biscuits-heavy portfolio steered the company in the lockdown phase and after, even as it stays the course to becoming a total foods company tough	en	https://www.forbesindia.com/images/forbesicon.ico	Forbes India	https://www.forbesindia.com/article/real-issue/cover-story-behind-britannias-record-growth-during-lockdown/62129/1	Rajiv is based out of Delhi-NCR and writes stories on startups, corporates, entrepreneurs of all kinds, and yes, marketing and advertising world. His ‘historic feats’ include graduation in history from Hansraj College, master's in medieval Indian history from Delhi University, and PG diploma in journalism from Bharatiya Vidya Bhavan. Another forgettable achievement was spending over a decade at The Economic Times as his maiden job. For the first seven years, he learnt the craft on the desk, and the remaining years were spent unlearning and writing for Brand Equity and ET Magazine. What keeps him going, and alive, apart from stories is the heavenly music of immortal legend RD Burman.
1222	dbpedia	2	24	https://startuptalky.com/britannia-success-story/	en	Britannia Industries History	https://static.startupta…startuptalky.jpg	https://static.startupta…startuptalky.jpg	[ "https://static.startuptalky.com/2022/07/StartupTalky_Final_Logo-1.png", "https://static.startuptalky.com/2022/09/Sarika-Anand-Startuptalky-writer.jpg", "https://static.startuptalky.com/2021/03/Britannia-Success-Story_startuptalky.jpg 320w, https://static.startuptalky.com/2021/03/Britannia-Su...	[ "https://www.youtube.com/embed/b7ZFBL7h0bM?feature=oembed" ]	[]	[ "" ]	null	[ "Sarika Anand" ]	2022-01-19T05:41:00+00:00	Britannia is a trusted food brand. Read the success story of Britannia company. Know about its business model, history, owner & company profile.	en	https://static.startupta…logo_V03--2-.png	StartupTalky	https://startuptalky.com/britannia-success-story/	Company Profile is an initiative by StartupTalky to publish verified information on different startups and organizations. The content in this post has been approved by Britannia. Britannia Industries is one of India’s leading food companies with a 100-year legacy and annual revenues in excess of Rs. 9000 Cr. Britannia’s product portfolio includes Biscuits, Bread, Cakes, Rusk, and Dairy products including Cheese, Beverages, Milk and Yoghurt. Britannia is a brand which many generations of Indians have grown up with and is cherished and loved in India and the world over. Brand Britannia is listed amongst the most trusted, valuable and popular brands in various surveys conducted by prestigious organizations. Know the Success Story of Britannia in the article ahead. Also get a glance on Britannia company profile and know about Britannia's History, Business Model, Founders, Revenue Model & more... Britannia - Company Highlights Startup Name Britannia Industries Limited Headquarters Kolkata, West Bengal, India Industry Food Processing Parent Company and Owner Wadia Group Founded 1892 CEO Varun Berry (Since 2014) Revenue 11,878.95 crores INR (US$1.7 billion) - 2020 Areas served Worldwide Website www.britannia.co.in Britannia - Recent News Britannia - About and How it Works? Britannia - Logo and its Meaning Britannia - Founder and History Britannia - Mission Britannia - Products Britannia - Business Model Britannia - Revenue and Growth Britannia - Acquisitions Britannia - Competitors Britannia - Challenges Faced Britannia - Future Plans Britannia - FAQs Britannia - Recent News 22 June, 2021 - Britannia Industries Limited announced relief measures to support over 10,000 frontline personnel impacted by the covid-19 pandemic. The company will provide term insurance policy and hospitalization insurance of ₹2 lakh and ₹1 lakh respectively to their sales personnel and merchandisers employed with its distributors across the country. 3 June, 2021 - Britannia Industries has approved a proposal to raise Rs 698.51 crore by issuing bonus debentures to eligible equity shareholders. The bonus debenture committee of the board of directors of the company has approved the allotment. Britannia - About and How it Works? Britannia Industries Limited is a food company, which is engaged in the manufacture of Biscuits, Bread, Cakes, Rusk, and Dairy products including Cheese, Beverages, Milk and Yoghurt. The Company operates through the Foods segment, which comprises bakery and dairy products. The Company's product brands under the biscuits' category include Good Day, Crackers, NutriChoice, Marie Gold, Tiger, Milk Bikis, Jim Jam + Treat, Bourbon, Little Hearts, Pure Magic and Nice Time. Its products under breads include Whole Wheat Breads, White Sandwich Breads and Bread Assortment. Its products under diary category include Cheese, Fresh Dairy and Accompaniments. Its products under the cakes' category include Bar Cakes, Veg Cakes, Chunk Cake, Nut & Raisin Romance, and Mufills. Its product under rusk category includes Premium Bake. The products of the Company are exported across the world, which include Gulf Cooperation Council Countries (GCC), African Countries and American Countries. Its subsidiaries include Manna Foods Private Limited and International Bakery Products Limited. Britannia - Logo and its Meaning As explained by a spokesperson of Britannia, Britannia's new logo signifies, "rebranding as the Total Foods Company from now on with the expansion of its offerings in both healthy and indulgent products. The wings of a bird signify freedom to choose, whenever and wherever you want to enjoy your food." Britannia - Founder and History Britannia Industry was founded in 1892 by a group of British businessmen with an investment of ₹295. Initially, biscuits were manufactured in a small house in central Kolkata. 1918 - The Company was born on 21st March of the year 1918 as a public limited company. 1921 - Britannia became the first company east of the Suez Canal to use imported gas ovens. Britannia's business was flourishing. But more importantly Britannia was acquiring a reputation for quality and value. As a result during the tragic World War II the Government reposed its trust in Britannia by contracting it to supply large quantities of 'service biscuits' to the armed forces. 1924 - A new factory was established in the year 1924 in Mumbai. In the same year the Company became a subsidiary of Peek Frean & Company Limited UK, a leading biscuit manufacturing company and further strengthened its position by expanding the factories at Calcutta and Mumbai. 1952 - The Kolkata factory was shifted from Dum Dum to spacious grounds at Taratola Road in the suburbs of Kolkata. During the same year automatic plants were installed in Calcutta. 1954 - The automatic plants were installed in Mumbai plant also in the same year the development of high quality sliced and wrapped bread in India was initiated by the company and was first manufactured at Delhi. 1965 - A new bread bakery was set up at Delhi in the year 1965. 1975 - Britannia Biscuit Company takes over biscuit distribution from Parry's during the year 1975. 1976 - The company had introduced Britannia bread in Calcutta and Chennai. 1978 - The company made Public issue, in that Indian shareholding crossed 60%. 1979 - The Company redefined itself from Britannia Biscuit Company Limited to Britannia Industries Limited. Fast forward to Current Status, 2021 - Britannia is one of India's oldest existing companies. It is now part of the Wadia Group headed by Nusli Wadia. Britannia's revenue stood at 11,878.95 crores INR (US$1.7 billion) in 2020. Britannia - Mission The mission statement of Britannia says, "To improve the financial health of our members and customers by satisfying their evolving borrowing, investment and housing needs." Britannia - Products Bakery Products : Biscuits account for 95% of Britannia's annual revenue. The company's factories have an annual capacity of 433,000 tonnes. The brand names of Britannia's biscuits include VitaMarieGold, Tiger Biscuits, Nutrichoice, Good day, 50-50, Treat, Pure Magic, Milk Bikis, Bourbon, Nice Time and Little Hearts amongst others. In 2006, Tiger, the mass market brand, realized $150.75 million in sales, including exports to the U.S. and Australia. This amounts to 20% of Britannia revenues for that year. Dairy Products : Dairy products contribute close to 5% to Britannia's revenue. The company not only markets dairy products to the public but also trades dairy commodities business-to-business. Its dairy portfolio grew to 47% in 2000-01 and by 30% in 2001-02. Britannia - Business Model The company operates in two business segments, namely, bakery products and dairy products. The company derives ~95% of its revenue from the biscuits segment while, ~5% of its total sales coming from non-biscuits category (dairy) and International market. The company’s Dairy business contributes close to 5 per cent of revenue and Britannia dairy products directly reach 100,000 outlets. Britannia Bread is the largest brand in the organized bread market with an annual turnover of over 1 lac tons in volume and Rs.450 crores in value. The business operates with 13 factories and 4 franchisees selling close to 1 mn loaves daily across more than 100 cities and towns of India. Britannia - Revenue and Growth Between 1998 and 2001, the company's sales grew at a compound annual rate of 16% against the market, and operating profits reached 18%. Presently, the company has been growing at 27% a year, compared to the industry's growth rate of 20%. At present, 90% of Britannia's annual revenue of Rs 22 billion comes from biscuits. Britannia is one of India's 100 Most Trusted brands listed in The Brand Trust Report. Britannia has an estimated market share of 38%. Britannia - Acquisitions Britannia Industries, India's largest processed food company, has announced that it has entered into an agreement with Fonterra Brands (Mauritius Holding) Ltd, Mauritius, for acquiring the latter's 49 per cent Equity and Preference shareholding in Britannia New Zealand Foods Pvt Ltd (BNZF), their Joint Venture Company engaged in Dairy business. This acquisition is subject to Reserve Bank of India approval. The company and its associates acquired majority stakes in Dubai-based Strategic Foods International LLC and Oman-based Al Sallan Food Industries in March 2007. Britannia - Competitors The top 10 competitors in Britannia Industry Limited's competitive set are: Parle Products ITC Horlicks Biskfarm Richfield Industries Frisco Foods Cookie Man MTR Foods Pvt. Ltd. Milo Australia & New Zealand Complan and Cadbury Bournvita Its top Dairy competitors are: Nestlé India The National Dairy Development Board Amul Britannia - Challenges Faced A businessman from Kerala, Rajan Pillai secured control of the group in the late 1980s, becoming known in India as the 'Biscuit Raja'. In 1993, the Wadia Group acquired a stake in Associated Biscuits International (ABIL), and became an equal partner with Groupe Danone in Britannia Industries Limited. It was referred to as India's most dramatic corporate sagas, Pillai ceded control to Wadia and Danone after a bitter boardroom struggle, then fled his Singapore base to India in 1995 after accusations of defrauding Britannia, and died the same year in Tihar Jail. Biscuit major Britannia Industries, the star amongst the Indian FMCG pack of late, says generating consumer demand remains the biggest challenge in the new year. FMCG companies in general reported lacklustre results in recent quarters. But the biscuit maker's numbers beat expectations, with the Bengaluru-based company's profit margins at a record high in the last two quarters. In a separate dispute from the shareholder matters, the company alleged in 2006 that Danone had violated its intellectual property rights in the Tiger brand by registering and using Tiger in several countries (in Indonesia in 1998, and later in Malaysia, Singapore, Pakistan and Egypt) without its consent. Whilst it was initially reported in December 2006 that agreement had been reached, it was reported in September 2007 that a solution remained elusive. In the meantime since Danone's biscuit business has been taken over by Kraft, the Tiger brand of biscuits in Malaysia was renamed Kraft Tiger Biscuits in September 2008. Britannia is also facing the challenge of rising employee attrition after the recent change of guard. Britannia - Future Plans "CCD Dairy Bread is an instance. We are looking for more such acquisitions in India covering a larger domain. But in the international market we will look at acquisitions in our core areas of biscuits and bakery," - Vinita Bali, managing director of Britannia. The maker of Good Day and Tiger Biscuits now plans to invest ₹700 crore over the next two years to set up greenfield facilities and scale up capacities of core products and another ₹300 crore for new launches including dairy, taking total investment to over ₹1,000 crore, said Varun Berry Managing Director, Britannia. Britannia Industries said it will invest ₹700 crore to open more factories as demand for packaged food, including biscuits, has exceeded production capacity with rural markets outpacing urban sales. Britannia - FAQs Is Britannia a FMCG company? Yes, Britannia is a FMCG company and one of the favourite and oldest brands in India. How many products are in Britannia? Britannia's product portfolio includes Biscuits, Bread, Cakes, Rusk, and Dairy products including Cheese, Beverages, Milk and Yoghurt. Its brand portfolio includes Tiger, Marie Gold, Good Day, 50:50, Treat, NutriChoice and Milk Bikis. BIL has a presence in more than 60 countries across the globe. Which country owns Britannia? Britannia is an Indian Company with headquarters in Kolkata. How does Britannia make money? Britannia company operates in two business segments to make money, namely, bakery products and dairy products. When was Britannia founded? Britannia was launched on 16 April 1953. How many employees are there in Britannia? There are 4480 employees in Britannia. Who founded Britannia Biscuit Company? A British businessman C.H. Holmes founded Britannia Biscuit Company in 1918. Who is the owner of Britannia company? Wadia group is owner of Britannia.
1222	dbpedia	1	26	https://newsroom.accenture.com/news/2021/britannia-collaborates-with-accenture-to-accelerate-its-digital-transformation	en	Digital Transformation: Accenture help Britannia modernize its business operations and unlock innovation	https://newsroom.accentu…&optimize=medium	https://newsroom.accentu…&optimize=medium	[ "https://newsroom.accenture.com/news/2021/media_1d448a43a65c291026b758e62c19c382466c23fae.jpeg?width=750&format=jpeg&optimize=medium" ]	[]	[]	[ "britannia", "sap", "hana" ]	null	[]	null	Digital Transformation: Accenture help Britannia modernize its business operations and unlock innovation				https://newsroom.accenture.com/news/2021/britannia-collaborates-with-accenture-to-accelerate-its-digital-transformation	As Britannia’s partner on its digital journey, Accenture designed, developed and deployed a technology system based on SAP S/4HANA®. The new system has increased the visibility and accessibility of data across the organization and enabled deeper use of automation and analytics to guide business decisions. The enterprise-wide program is focused on modernizing Britannia’s business model by digitizing essential services and processes, allowing the company to better respond to changing market trends. For Britannia’s large network of suppliers, this project will help streamline procurement and supply chain management, using SAP Ariba® solutions to expedite digital onboarding, contract management and procurement processes. Accenture helps Britannia modernize its business operations and unlock innovation
1222	dbpedia	0	85	https://www.slideshare.net/ItikaVashistha/britannia-market-analysis	en	Britannia Market Analysis	https://cdn.slidesharecd…t=640&fit=bounds	https://cdn.slidesharecd…t=640&fit=bounds	[ "https://public.slidesharecdn.com/images/next/svg/logo/slideshare-scribd-company.svg?w=128&q=75 1x, https://public.slidesharecdn.com/images/next/svg/logo/slideshare-scribd-company.svg?w=256&q=75 2x", "https://image.slidesharecdn.com/group6sectionbbritannia-201203042654/85/Britannia-Market-Analysis-1-320.jpg 320w,...	[]	[]	[ "" ]	null	[]	2020-12-03T04:26:54+00:00	Britannia Market Analysis - Download as a PDF or view online for free	en	https://public.slidesharecdn.com/_next/static/media/favicon.7bc3d920.ico	SlideShare	https://www.slideshare.net/ItikaVashistha/britannia-market-analysis	1. GROUP-6:  G. Saidinesh (20DM081)  Itika Vashistha (20DM087)  Juhi Srivastava (20DM093)  Kartik Garg (20DM099)  Kunal Jain (20DM107)  Mahima Agarwal (20DM113) 2. Type: Public Company Industry: Food processing Headquarters: Bengaluru Products: Bakery products, Dairy products and Beverages. Britannia Industries Limited is an Indian food and beverage company. Founded in 1892 and headquartered in Bengaluru, it is now part of the Wadia Group headed by Mr. Nusli Wadia. It is one of India’s leading food companies with a 100-year legacy. Britannia is among the most trusted food brands, and manufactures India’s favorite brands like Good Day, Tiger, NutriChoice, Milk Bikis and Marie Gold which are household names in India. Britannia’s products are available across the country in close to 5 million retail outlets and reach over 50% of Indian homes. ABOUT THE COMPANY 3. MARKET SHARE Britannia has an estimated market share of 38% across the food products category. It makes nearly 80% of its revenue from the biscuit segment. The major competitor of Britannia Industries is Parle-G. Between Parle-G and Britannia, they control over 70% of India’s huge biscuit market. According to our research, we found that Britannia is at 40% while Parle-G stands at 30% of the total market share. These are followed by ITC, Cremica and Priyagold at 17%, 7% and 6% respectively. 40% 30% 17% 7% 6% Market Share Britannia Parle Sunfeast Cremica Priyagold 4. COMPETITORS ANALYSIS The primary data collected shows the competition in the market. Parle being Britannia’s biggest competitor. Other small competitors are: 5. BRITANNIA V/S PARLE Britannia and Parle have a neck to neck competition. For almost every category Parle has placed their product in competition. Covering over 70% of the market share combined. Primary Focus: Britannia - Urban market share Parle - Rural market CATEGORY BRITANNIA PARLE Glucose Tiger Parle G Marie Marie Gold Parle Marie Salty snack 50-50 Krack Jack Choco chips Good Day Hide n Seek Milk Milk Bikis Milk Shakti Bourbon Bourbon Hide n seek Nice Nice ----- Multi Grain Nutri choice ---- Cream Cream Treat Kreams Cookie Good Day 2020 6. SWOT ANALYSIS STRENGTHS:  Extensive distribution network.  High brand recall & shelf visibility.  Diverse brand portfolio for income groups.  Market leader in bakery.  Serving Indian Markets from the last 102 years. WEAKNESSES:  Various brands got commoditized over time.  Less overseas presence.  Lower market share for Britannia in the dairy segment.  Low penetration in rural areas. OPPORTUNITIES:  Increasing demand for diet & sugar free biscuit.  Retaining loyal retailers & wholesalers.  Targeting Interior area of India. THREATS:  Competition in the market.  Price of raw material.  Buyers’ power.  Local bakery products. 7. PESTEL ANALYSIS POLITICAL: ◂ Exemption on Customs Duty on Sugar Raw Material Import. ◂ VAT on Biscuits. ◂ Removal of Import Duty on Dairy Products. ECONOMICAL: ◂ Shortage of Milk. ◂ Requirements for Logistics. ◂ Requirements for Logistics. SOCIAL: ◂ Need for Healthy Eating Habits. ◂ Problems with Cloned Livestock. ◂ Demographic Trend. TECHNOLOGICAL: ◂ New Age Packaging. ◂ Mobile Phone & Internet Penetration. ◂ Research and Development Investment Levels. ENVIRONMENTAL: ◂ Change in the Climatic Conditions. ◂ Focus on Renewable Technologies. ◂ Policy of waste management. LEGAL: ◂ Health and safety laws. ◂ Raising the Norms for Probiotic Food. ◂ Level of protection that intellectual property rights. 8. 4 P’s of Britannia Biscuits Product Strategy: ◂ The product line depth is highest for biscuits. ◂ 90% of their revenue comes from biscuit segment. ◂ The three types of products are : ◂ Core products ◂ Actual product ◂ Augmented Product Pricing Strategy: ◂ The base of Britannia’s pricing strategy is competitive pricing strategy. ◂ Middle class people, who are highly price sensitive, forces Britannia to play price war with its competitors. ◂ Britannia’s key pricing strategies: ◂ Competitive pricing ◂ Product line pricing ◂ Bundle pricing ◂ Value based pricing. Place & Distribution Strategy: ◂ Low Rural Penetration. ◂ Online segment, tie ups with large ecommerce organizations. ◂ High dependence on distributors via whom dealers and retailers are involved in distribution channel. Promotion & Advertising Strategy: ◂ Advertisements through Television, print media and billboards. ◂ Agreements with famous personalities as brand ambassadors. ◂ Major promotions through Sports sector. 9. SEGMENTATION, TARGETING AND POSITIONING SEGMENTATION: Britannia does segmentation considering AGE GROUPS, OCCASIONS, BENEFITS:  AGE GROUP: Different products for different age groups.  OCCASSIONS: Britannia’s “shubh kaamnayein” is for special occasions like festivals such as Diwali.  BENEFITS: Products like Britannia Tiger, Milk Bikis are healthy and nutritious. TARGETING: Britannia follows full market coverage pattern of target market selection. It has differentiated marketing pattern i.e. it operates in several market segments and design different products for each. POSITIONING: Positioning in Britannia is done through USE,PRODUCT CATEGORY and BENEFIT. 10. PRODUCT ANALYSIS Britannia Bourbon and Good Day are the most preferred Britannia biscuits. Cream and butter biscuits are among the most preferred types of Britannia products. Taste and quality were among the most important purchase consideration factors as per our 147 respondents with 95% and 86.39% responses respectively. On analysing the consumer purchasing behaviour- 58.1% purchased once a month, 31.1% respondents purchased once a week and rest 10.8% purchased 11. PRICE ANALYSIS Britannia adopts a competitive pricing strategy. 72.78% respondents were satisfied with Britannia’s biscuit prices, with Parle, a close second at 69.38%. 70.74% respondents considered price as one of the most important factors among the other factors while buying biscuits. 12. PLACE ANALYSIS As per the retailers’ response, Britannia follows FMCG channel of distribution for its biscuits segment. 36.7 % of consumers buy Britannia biscuits from General stores near to their places , 35.4% consumers buy it from local Kirana stores. Rest 27.9% prefer to buy from supermarkets, wholesale markets etc. 64% respondents believed that availability of products is also an important factor for making the purchase decision. 13. PROMOTION ANALYSIS 91.8% respondents majorly got to know about Britannia biscuits from television advertisements along with other sources like Newspapers, Hoardings, Family etc. Britannia has high advertising spends on Good Day and Bourbon. As per the retailer’s responses, Britannia’s promotion differentiates it from its competitors. 14. RECOMMENDATIONS ◂ Britannia should opt for forward integration. ◂ Opening dedicated Britannia outlets at strategic locations to gain SCA (sustainable competitive advantage). ◂ Increasing their reach in rural area by improving their distribution channels. ◂ Break the monotony and introduce new flavors. Over the time, Britannia has introduced various new flavors to stay competitive now also it should keep on analyzing customers taste and preferences to come up with new flavors. ◂ Many retailers are not promoting Britannia biscuits to their customers as the profit margins are low. Thus, Britannia should also focus on keeping its wholesalers and retailers happy and satisfied by providing larger profit margins.
1222	dbpedia	1	51	https://www.sanasecurities.com/britannia-industries-stock-analysis/	en	Britannia Industries Stock Analysis	https://www.sanasecuriti…market-share.png	https://www.sanasecuriti…market-share.png	[ "https://www.sanasecurities.com/wp-content/uploads/2020/12/sana-securities-png-logo-01-01-e1563434361965.png 1982w, https://www.sanasecurities.com/wp-content/uploads/2020/12/sana-securities-png-logo-01-01-e1563434361965-1280x301.png 1280w, https://www.sanasecurities.com/wp-content/uploads/2020/12/sana-securities-pn...	[]	[]	[ "" ]	null	[ "Rajat Sharma" ]	2016-01-27T13:56:14+00:00	Price : Rs. 2,640 Britannia Industries (‘ Britannia’ or the ‘ Company’ ) is one of the leading FMCG Company in India, delivering products in over 5 categori	en	https://www.sanasecuriti…d-Logo-32x32.png	Sana Securities	https://www.sanasecurities.com/britannia-industries-stock-analysis/	Britannia Industries (‘Britannia’ or the ‘Company’) is one of the leading FMCG Company in India, delivering products in over 5 categories through 3.5 million retail outlets. The primary business segment of the Company – (i) Bakery products – Biscuit, Bread, Cake and Rusk (ii) Dairy products – Milk, Butter, Cheese, Ghee, Dahi, Milk-based ready to drink beverages and Dairy Whitener. Liquidity and Credit Analysis Britannia’s average current ratio over the last 5 financial years has been 0.96 times which indicates that the Company has been maintaining sufficient cash to meet its short term obligations. Britannia’s average long term debt to equity ratio over the last 5 financial years has been 0.34 which indicates that the Company is operating with a negligible level of debt. Britannia’s average interest coverage ratio over the last 5 financial years has been 64.56 times which indicates that the Company has been generating enough for the shareholders after servicing its debt obligations. The Company has maintained an average dividend yield of 1.17 % over the last 5 financial years. WHAT’S DRIVING THE STOCK Strong Position in the Biscuit Category Britannia enjoys leadership position and strong brand recall in the biscuit category where the Company enjoys 33% market share. The Company currently has seven strong brands in its portfolio, including Tiger (glucose biscuits), Treat (cream biscuits), 50-50 (crackers), Good Day (premium cookies), Marie, Milk Bikis and NutriChoice (premium high-fiber biscuits). The Company derives ~90% of its revenue from the biscuits segment while, 10% of its total sales coming from non-biscuits category and International market. Focus On Premium Brands to Drive Growth Going Forward In the urban landscape, Britannia is focusing on premiumisation of their product line. Britannia is also making efforts to add new sub brand and introduce new variants/innovations under existing brands. Britannia launched ‘Heavens’ under the Nutri Choice and ‘Chunkies’ under Good Day brand as premium category of biscuits. New launches include: NutriChoice Heavens, Good Day Chunkies and Britannia Nut n Raisin Romance Cake. On the back of these premium brands, Britannia witnessed a consolidated top line growth of 13.7% at Rs. 7,858.42 Cr. in FY15. In the coming years, volume growth will improve supported by efficient investment on its brand advertising and promotions. The Company’s focus towards its premium brands would generate significant returns in the coming time as these brands already have a good image in the market and it would be easy for their variants to attract the customers. Company Brands Includes Biscuits Breads Cakes Good Day White Sandwich Breads Bar Cakes Crackers Whole Wheat Breads Chunk Cake NutriChoice Bread Assortment Nut & Raisin Romance Marie Gold Dairy Muffills Tiger Cheese Milk Bikis Fresh Dairy Jim Jam + Treat Ghee Bourbon Rusk Little Hearts Premium Bake Pure Magic Maska Rus Nice Time Diversification of Product Portfolio Britannia has increased its non-biscuits portfolio like dairy (butter, Milk and Dahi), bakery and healthy breakfast (Poha, upma and Oats) in an effort to diversify its product line which would also support the top line growth in the coming years. Distribution Network to Penetrate Rural Markets Britannia has focused on building a robust distribution system which could increase its products reach in urban and rural market. The Company has also invested heavily in expanding the distribution network and improving the product pipeline. In FY 2015, the Company’s products were available in 10 lakh outlets, as against 7.5 lakh in FY 2014. In the same period, Britannia increased its rural reach by over 8,000 outlets in FY 2015 and is planning to increase the same to 1.5 times over FY 2017. WHAT’S DRAGGING THE STOCK The Threat of Patanjali Ayurved Patanjali Ayurved is the newest entrant in the FMCG sector with over 350 products including biscuits, noodles, juices, toothpaste, shampoo, hair oils, skin cream products etc. Patanjali has made an entry with a bang and has in very quick time crossed Rs. 2000 Cr in revenue. As per a report published by IIFL, Patanjali could report revenue in excess of Rs. 20,000 Cr by FY 2020. This could certainly have disruptive effect on Britannia and other FMCG companies. Patanjali is on a sales push and is planning to make its products available at 2 Million stores by end of 2016 from the current ~ 200,000 stores (that’s a 10 times growth). Further, Patanjali was found and is headed by the immensely popular yoga guru Baba Ramdev, which gives its products a strong brand recall and great advantage in marketing. Competitive Environment – Entry of Kraft The Indian biscuit market is led by a few players like Parle and ITC. However, foreign players like Kraft are planning to expand their presence in the branded biscuit segment in India. On the other hand, regional/local brands have a strong presence in the rural markets of India. Any increase in competition from the new and regional players would deteriorate market share of the company. Stringent Food Regulations The U.S. Food and Drug Regulators (USFDA) have recently rejected products of many FMCH companies due to reasons varying from products manufactured in unhygienic conditions to pesticides being above permissible limits. More stringent food safety regulations with stricter policies in terms of quality standards, supervision and sanctions perpetually present an ongoing threat for FMCG companies. Counterfeit Consumer Goods According to KPMG Report – Sell Smart, July 2015 – fake consumer goods are growing faster than the overall consumer products market. Counterfeit and smuggled products now account for more than a fifth of the FMCG market in India. Lack of awareness among consumers and incapability to differentiate between genuine and fake goods act as a major risk for the FMCG companies. About Author
1222	dbpedia	2	53	https://www.businesstoday.in/latest/corporate/story/britannia-industries-fy20-results-profit-rises-21-to-rs-1403-crore-revenue-up-5-259955-2020-06-02	en	Britannia Industries FY20 results: Profit rises 21% to Rs 1,403 crore, revenue up 5%	https://akm-img-a-in.tos…020620065532.jpg	https://akm-img-a-in.tos…020620065532.jpg	[ "https://sb.scorecardresearch.com/p?c1=2&c2=8549097&cv=2.0&cj=1", "https://akm-img-a-in.tosshub.com/sites/test/full-budget-2024/img/icici-direct-logo.jpg?v=1.1", "https://akm-img-a-in.tosshub.com/businesstoday/resource/img/bt_business_today_logo.png", "https://akm-img-a-in.tosshub.com/sites/test/full-budget-2...	[]	[]	[ "Britannia Industries FY20 results", "Britannia Industries Q4 results", "Britannia results", "Britannia sales during coronavirus", "Britannia Industries", "Varun Berry", "Britannia share price" ]	null	[ "Chitranjan Kumar" ]	2020-06-02T00:00:00	In Q4 FY20, Britannia Industries posted a 26 per cent year-on-year rise in its consolidated net profit to Rs 375 crore, helped by lower tax cost	en	https://akm-img-a-in.tosshub.com/businesstoday/resource/img/favicon_v2.ico	Business Today	https://www.businesstoday.in/latest/corporate/story/britannia-industries-fy20-results-profit-rises-21-to-rs-1403-crore-revenue-up-5-259955-2020-06-02	Biscuit maker Britannia Industries clocked 21 per cent growth in its consolidated net profit at Rs 1,402.63 crore for the full financial year ended March 31, 2020. The country's leading food company had posted net profit of Rs 1,159.12 crore in FY19, Britannia Industries said in an exchange filing on Tuesday. Consolidated income of the company rose by 5.48 per cent to Rs 11,878.95 crore in FY20 as compared to Rs 11,261.12 crore in FY19. For the fourth quarter ended March 31, 2020 (Q4 FY20), Britannia Industries posted a 26 per cent rise in its consolidated net profit to Rs 375 crore, helped by lower tax cost. Consolidated revenue grew by 2 per cent to Rs 2,808 crore compared to Rs 2,764 in the same period last year. On the cost front, the company witnessed moderate inflation in the prices of key raw materials for the bakery business. Commodity prices at global level too witnessed moderation due to low demand on account of lockdown in most parts of the world. The company's operating profit increased by 40 basis points on the back of cost efficiencies and reduction in wastages. Commenting on the performance, Varun Berry, Managing Director, Britannia, said, "After 9 months of moderate growth, we started to see growths coming back in the first two months of this quarter which was then hit by COVID-19 and lockdown in March, impacting the revenue and net profit growths by an estimated 7-10 per cent." "In this period, we continued to garner market share through our focus on the building blocks of distribution, diligence in marketplace and brand building through focussed product campaigns," Berry added. Also Read: Britannia Industries share price hits all-time high ahead of Q4 results On COVID-19, the company said the pandemic has impacted human lives and economies significantly, globally, disrupting supply chain and operations of several businesses. While the company faced some challenges in the first month of the lockdown, it recovered quickly and progressively liaised with the government to get approvals for operating all its factories and depots across the country, Britannia said. During the coronavirus-led nationwide lockdown, Britannia Industries saw a revenue growth of 20 per cent in April and 28 per cent in May, versus the corresponding months in the previous year. "We are diligently studying the impact of COVID 19 on short-term and long-term changes in consumer preferences to adopt the learnings in our strategy going forward," the company said. Also Read: IndiGo reports net loss of Rs 871 crore in Q4 FY20, defers guidance on capacity growth amid COVID-19 In a separate development, Britannia Industries' board approved grant of 2,50,000 stock options to Varun Berry, Managing Director of the company. Each option granted will entitle him, upon exercise of the options, to receive one equity share of the company of the face value of Re 1. Share price of Britannia Industries gained 1.2 per cent to the fresh 52-week high of Rs 3,479.55 in Tuesday's early trade ahead of announcement of the firm's March quarter earnings later today. Britannia shares opened at Rs 3,449 and ended day's trade at Rs 3,450.30, up 0.42 per cent, on the BSE.
1222	dbpedia	1	5	https://www.cliffsnotes.com/study-notes/5064684	en				[]	[]	[]	[ "" ]	null	[]	null					null
1222	dbpedia	2	45	https://www.ipl.org/essay/Britannia-Marketing-Strategy-PJACW8YYN6	en	Britannia Marketing Strategy - 1408 Words			[ "https://assets.ipl.org/1.17/images/logos/ipl/logo-ipl.png", "https://assets.ipl.org/1.17/images/icons/ipl/magnifying-glass.svg", "https://assets.ipl.org/1.17/images/icons/user.png", "https://assets.ipl.org/1.17/images/logos/ipl/logo-ipl.svg" ]	[]	[]	[ "" ]	null	[ "ipl.org" ]	2020-06-22T14:14:31+00:00	Britannia’s Current Marketing Strategy After appointment of Britannia Industries Ltd’s Chief operating officer (COO) Mr. Varun Berry has commenced making...	en			https://www.ipl.org/essay/Britannia-Marketing-Strategy-PJACW8YYN6	Natty Boh Marketing Strategy 636 Words \| 3 Pages “Great companies are built on great products.” (Musk, Elon) National Bohemian Beer, also known as Natty Boh, has great products and many other things to offer. National Bohemian Beer makes sure they are known all over Baltimore by their unforgettable logo. 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The company transformed itself from a sleepy cooperative nut distributor to a 21st century snack power house. While some of that transformation was done organically through better marketing and margin expansion, most of the company's transformation was done through acquisitions. Mr. Mendes, the CEO of Diamond, believed that better prospects lie outside the wholesale industry and refocused the company on the providing relatively healthy snack options at grocery stores. In the broad sense Diamond had been doing well up until 2011, but it would not last. Marketing Strategy: Trader Joe's Business Strategy 1120 Words \| 5 Pages For the business-level, Trader Joe’s adopted a differentiation focus strategy. According to our textbook with this strategy, Trader Joe’s seeks to differentiate in its target market. They rely on providing better service than broad-based competitors. Specifically, they focus on the special needs of the buyer in other segments (Dess, Page 159). 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Marks And Spencer Market Segmentation Strategies 1384 Words \| 6 Pages BE201 TMA Draft Karim Mahmoud Ghweil Question 1: A. Market segmentation is the process strategy of dividing a product or service for the general or specific groups based on their preferences, style, perceptions, needs, and interests. As Marks & Spencer already segmented its customers in some ways. It used demographic segmentation in which it targeted people with the age of 30 and above and also with relatively good or high income. But why M&S used market segmentation in the first place and how is it beneficial? Case Analysis: Case Study: Kraft Heinz Company 1823 Words \| 8 Pages The food industry is expected to grow rapidly in the future due to improving lifestyle and rapid urbanization (“Global Fast Food Market”, 2017). With this potential demand created, KHC can easily capitalize the growing foodservice industry and tailor their products to the specific demographic (Bhasin, 2018). 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Customer Relationships Successful customer relationships are vital to their business and continued growth. Maintaining strong relationships with customers is necessary for Unilever brands to be well presented to their consumers and available for purchase at all times. The strength of their customer relationships also affects their ability to obtain pricing and secure favourable trade terms.
1222	dbpedia	2	12	https://www.bajajbroking.in/blog/britannia-industries-overview	en	Britannia Industries Ltd. An In-Depth Analysis	https://www.bajajbroking.in/content/dam/bfsl/bfsl__header-footer/bajajbroking-favicon.ico	https://www.bajajbroking.in/content/dam/bfsl/bfsl__header-footer/bajajbroking-favicon.ico	[ "https://www.bajajbroking.in/content/dam/bfsl/bfsl__header-footer/bfsl-new-logo.svg", "https://www.bajajbroking.in/content/dam/bfsl/bfsl__header-footer/Mobile_Banner1.png", "https://www.bajajbroking.in/content/dam/bfsl/bfsl-homepage/Priceing415x15.png", "https://www.bajajbroking.in/content/dam/bfsl/bfsl__head...	[]	[]	[ "" ]	null	[ "Bajaj Broking" ]	2023-10-13T00:00:00	Explore Britannia Industries Ltd., a beloved Indian FMCG brand with a 130-year legacy. 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1222	dbpedia	1	47	https://www.businesstoday.in/magazine/cover-story/story/bt-500-india-most-valuable-companies-2015-britannia-rank-61-57075-2015-10-26	en	How Britannia logged huge profits in 2014-15	https://akm-img-a-in.tos…102015010558.jpg	https://akm-img-a-in.tos…102015010558.jpg	[ "https://sb.scorecardresearch.com/p?c1=2&c2=8549097&cv=2.0&cj=1", "https://akm-img-a-in.tosshub.com/sites/test/full-budget-2024/img/icici-direct-logo.jpg?v=1.1", "https://akm-img-a-in.tosshub.com/businesstoday/resource/img/logo/magazine_logo.png", "https://akm-img-a-in.tosshub.com/sites/test/full-budget-2024/...	[]	[]	[ "BT 500", "India most valuable companies 2015", "Business Today", "Britannia", "Varun Berry", "ITC Foods", "Consumer Products - Issue Date: Nov 08", "2015" ]	null	[ "Ajita Shashidhar" ]	2015-10-26T00:00:00	New distribution strategy, launches and renewed focus on rural areas helped Britannia increase profits. - Issue Date: Nov 08, 2015	en	https://akm-img-a-in.tosshub.com/businesstoday/resource/img/favicon_v2.ico	Business Today	https://www.businesstoday.in/magazine/cover-story/story/bt-500-india-most-valuable-companies-2015-britannia-rank-61-57075-2015-10-26	BRITANNIA INDUSTRIES: RANK 61 Market cap up 159.7 per cent, top-line growth of 14 per cent and 68 per cent rise in bottom line - it has been a dream run for Britannia Industries, the Rs 7,850-crore (consolidated revenues) biscuit and dairy products manufacturer, in 2014/15. There is an obvious sense of pride and satisfaction in the voice of the 53-year-old Managing Director (MD), Varun Berry, who says a lot of hardwork has gone into taking the company to where it is now. When Berry stepped into the shoes of Vinita Bali a year-and-a-half ago, Britannia was among the country's leading biscuit makers, but with quite a few missing links. "The company was sitting on past laurels, was laid back, and not really bothered about offering consumers delightful products, the fundamental ingredient for the success of any food company," he says. BRITANNIA INDUSTRIES RANK 2015: 61 RANK 2014: 118 MARKET CAP FY15 APRIL-SEPT: Rs 32,534 crore TOTAL INCOME: Rs 7,607 crore NET PROFIT: Rs 622 crore ROCE: 58.8% SO WHAT: Jumps 57 slots to get into Top 100; market cap rises 159.7% Source: CMIE Prowess, Standalone data Britannia was way behind market leader Parle Products in market share and ITC Foods was clearly the rising star in biscuits. With popular products such as Chocofills and Chocomeltz, ITC was taking the market, especially its top end, by storm. "We had not come up with an innovative product for a long time," says Berry. In fact, if rumours are to be believed, one of the major reasons Chairman Nusli Wadia preferred Berry was Vinita Bali's inability to expand market share in biscuits, the company's core business. Under Bali, Britannia had also diversified into a lot of new categories such as oats that did not yield the desired returns. In biscuits, too, the focus was too much on health. The company, for instance, launched biscuits for diabetics. These had few takers, as most Indians buy food more for taste than nutrition. "ITC came up with delightful innovations in biscuits and stole the show," says A. Mahendran, Chairman & MD, Global Consumer Products. He was earlier the MD of Godrej Consumer Products. "Britannia has benefited more from low commodity prices. There is a mismatch between its top line and bottom line growth," he says. Prices of commodities such as sugar and wheat have fallen 25 to 30 per cent in the last one year, which has helped the company register healthy volume growth. Berry agrees that falling commodity prices have helped volumes but asserts that the company also invested heavily in expanding the distribution network and improving the product pipeline. In March 2015, the company's products were available in one million outlets, as against 7.5 lakh one-and-a-half year ago. The last one year, he says, has been spent in putting together cost-optimisation strategies related to ingredients, packaging and distribution. "Our biscuits travel hundreds of kilometres to reach consumers. So, we asked ourselves if we should open smaller factories across the country? Though we set up a couple of larger factories, we reduced distribution costs by making products that were more in demand in that geography. This increased profitability." He also took tough calls like consolidation of stock-keeping units or SKUs. Britannia had 250 SKUs of biscuits, cakes and rusks, besides 120 SKUs of dairy products. Around 80 biscuit and 65 dairy SKUs were axed. "We feared this could impact volumes, but we also believed that this way we would be able to do justice to the bigger SKUs," says Berry. The company also identified blockbuster brands such as GoodDay, Nutrichoice, Milk Bikis, 50:50 and Tiger and made extra efforts to develop them. Managing Talent When Berry joined the company in 2012, his foremost concern was that its biscuits were not as delicious as that of competition. But even more worrisome was the lack of urge to innovate. So, instead of product innovation, he first decided to put his team in place and rejig the distribution network. He got rid of as many as 300 people from the sales team. "We strengthened our team despite this. We did so by empowering people and making them responsible and accountable. In the earlier structure, we had sales coaches, who were not responsible for sales. This to my mind was a no-no." Berry spent 30 per cent of his early days hand-picking the core team. While it would have been easier to get people from outside, he decided to groom in-house talent to ensure that the team didn't feel alienated. "Today, seven people out of the 10 who report to me are from Britannia itself." Distribution Britannia has been known to be skewed towards urban markets. Its competitor Parle (with Parle G and Monaco) is more associated with rural markets. To change this, Berry decided to strengthen the rural presence. "We set up a hub-and-spoke rural distribution model and within a year increased our rural reach by over 8,000 outlets. Today, rural is growing faster than urban." Abneesh Roy, Associate Director (Institutional Equities - Research), Edelweiss Securities, in a recent report said that Britannia's rural share, especially in the Hindi belt (where Parle has a distinct edge), is one-fifth of Parle's. Berry says their focus during the next few months will be on rural penetration. He plans to bring the entire range of Britannia's value brands under the Tiger umbrella, targeted at rural markets. The premium segment, Britannia's stronghold, has seen the launch of a lot of innovative products such as Goodday Chunkies, Nutrichoice Heavens, Chocolush and Rum & Raisin Cakes. Berry believes this segment will bring incremental growth. To make distribution in urban areas more efficient, Berry built a split route model wherein the 250-odd SKUs were divided between two salespersons. "Earlier, one salesperson used to walk into a store. Now, two people go, each with different SKUs. This has helped us put more SKUs in stores," says Berry. Analysts feel Britannia still has a lot of work to do before it can match ITC in innovation. According to Peshwa Acharya, former Chief Marketing Officer of Reliance Retail and currently founder of a marketing accelerator firm, thinkaconsumer.com, Britannia's biggest plus is that it is synonymous with biscuits. "Britannia should use this to create more biscuit consumption opportunities. It could focus on the taste-plus-nutrition proposition." Both Acharya and Mahendran feel that it is crucial for the company to put its innovation pipeline on the treadmill. Berry's vision is to make Britannia a Rs 20,000 crore company in the next five years. He plans to do this not just by investing in biscuits but also in adjacent categories. He doesn't specify the categories but says chocolates, snacks and breakfast could be some areas of interest. Berry is also focusing on the Rs 400-crore dairy business. "We will announce our dairy strategy in the next three-four months." The plan, he says, is to look at an integrated strategy, which will include a clear milk collection and processing model. Britannia at present works with contract manufacturers, which he thinks isn't viable. Berry is hopeful about global operations whose turnover has doubled in the last one year from Rs 300 crore to Rs 600 crore. Britannia exports its products to around 72 countries and has production facilities in the UAE and Oman. "I want our international business to contribute at least 25 per cent to revenues in the next few years."
1222	dbpedia	2	86	https://www.indianretailer.com/article/retail-business/retail-trends/britannia-delivers-strong-q3-performance-rs-4370-cr-sales	en	Britannia Delivers Strong Q3 Performance with Rs 4,370 cr in Sales	https://indian-retailer.…11/britannia.jpg	https://indian-retailer.…11/britannia.jpg	[ "https://www.indianretailer.com/themes/menshealth/images/logo.png", "https://www.indianretailer.com/themes/menshealth/images/search.png", "https://www.indianretailer.com/themes/menshealth/images/facebook.png", "https://www.indianretailer.com/themes/menshealth/images/instagram.png", "https://www.indianretail...	[]	[]	[ "Britannia Industries", "Business Growth", "FMCG" ]	null	[ "Vaishnavi Gupta" ]	2023-11-15T07:21:56	The company's digital journey progressed positively, with a focus on digital marketing and leveraging technology for enhanced decision-making and distribution optimization. - Indian Retailer	en	https://indian-retailer.s3.ap-south-1.amazonaws.com/s3fs-public/favicon.ico	Indian Retailer	https://www.indianretailer.com/article/retail-business/retail-trends/britannia-delivers-strong-q3-performance-rs-4370-cr-sales	Coffee is one of the leading beverage industries in India. Some like it to be smooth, while others want to have a stronger aroma of coffee. The revenue for the coffee industry in India is estimated to reach $30.09 million by the end of 2024. Here is a curated list of the leading coffee brands in the country. Want to know who are the top 10 coffee brands in India? How are these the leading coffee brands performing in India? This article answers all the questions. Read More: How New-Age Coffee Brands are Revolutionizing Indian Coffee Culture Davidoff Davidoff offers one of the best strong coffees in India. The company has a rich scent body that is produced by combining beans from East Africa and South America. Davidoff has selected coffee blends from the top growing locations in the world skillfully blended to showcase their attractiveness. The Zino Davidoff Group, a Swiss family business established in 1980, operates solely in the non-tobacco luxury goods sector, offering an array of high-end products. Founded by Zino Davidoff, an immigrant from Ukraine, the company has expanded its offerings over the years and licenses the Davidoff brand to various companies for different business segments. The company has a revenue of 546 Swiss francs. Here is the top-rated Strong coffee by Davidoff Espresso 57 Bean type – 100 percent Arabica Taste Description - The delicate balance between roasting time and temperature is the key to making Davidoff Espresso 57. This Espresso has a unique flavor that comes from the beans' gradual development, thanks to traditional drum roasting. Explore the velvety scent with subtle hints of chocolate that will delight your senses. Nestle Nestle is a leading coffee brand in India. In the first quarter of FY25, Nestle India recorded a net profit of Rs 746.6 crore, up 7 percent from Rs 698.3 crore in the same time the previous year. The company serves in 188 countries and has more than 340 factories and 77 countries. In 1929, Louis Dapples, Chairman of Nestlé's Board of Directors, received a request from Brazil to address the surplus of coffee. In 1984, the Nescafe brand extended its coffee offerings to include coffee beans. Nestle is a Swiss multinational food and drink corporation with a wide range of products, including coffee, tea, confectionery, bottled water, dairy products, and many more. Mark Schneider took on the position of Nestle’s Chief Executive Officer in January 2017. Best Strong Coffee by Nestle NESCAFE Gold Instant Coffee Powder Bean Type - Arabica & Robusta coffee beans Taste Description - Made by its roasters and blenders, this premium mix is genuinely unique. Carefully roasted and freeze-dried to preserve the deep fragrance. NESCAFE Classic Black Roast Instant Coffee Bean Type - Robusta coffee beans Taste Description - A longer roasting time combined with 100 percent pure coffee results in a potent cup full of flavor and fragrance. Offers the richest, most potent flavor of coffee. NESCAFE Roastery Bean Type - Arabica and Robusta beans Taste Description - Rich and powerful taste profile of a delectably dark roast instant coffee with hints of roasted nuts and dark chocolate. Two separate rounds of roasting were used to enhance the subtle flavors and heady scent. BRU BRU has created a name by offering strong coffee in the Indian market. Coffee beans of the highest caliber and flawless roasting are used to make BRU Gold. It is an invigorating scent that stimulates your senses combined with excellent flavor. The customer receives the ultimate delight from enjoying the ideal cup of coffee. Launched in 1968 by Hindustan Unilever Limited, a British-owned Indian final goods company headquartered in Mumbai boasts a diverse range of products, including foods, beverages, cleaning agents, personal care products, water purifiers, and other fast-moving consumer goods (FMCGs). Strong coffee offered by Bru BRU Instant Super Strong Coffee Bean Type - Robusta beans Taste Description - The ideal ratio of 57% coffee to 43% chicory is found in Bru Instant Super Strong Coffee. The aroma of fresh coffee is kept thanks to new and improved procedures. Blue Tokai Blue Tokai is a well known coffee brand in India. Matt Chitharanjan and Namrata Asthana, alongside their COO Shivam Shahi, established Blue Tokai Coffee Roasters in New Delhi in 2013, with headquarters in Gurgaon, India. The renowned coffee startup, Blue Tokai, is currently in discussions for a new round of funding, with a valuation exceeding $180 million, and operates a network of over 100 outlets spanning across major cities in India. Best Strong Coffee by Blue Tokai Vienna Roast Bean Type - 100 percent Arabica Coffee Taste Description - This mix, which contains coffee beans from Tamil Nadu and Karnataka, is the second darkest of Blue Tokai’s roasts. It has a lot of body, little acidity, and is a favorite among those who want a powerful cup of coffee with the distinct bittersweet flavors. The ideal way to eat Vienna roast is with milk. Sleepy Owl Sleepy Owl is known for being one of the best strong coffee brands in India. Founded in 2016 by Ajai Thandi, Ashwajeet Singh, and Arman Sood. Sleepy Owl started as a passion project in a two-bedroom apartment in Delhi’s Dwarka. Today, its products are available in over 1,000 retail outlets in Delhi and Mumbai, as well as on online platforms—the company’s website and Amazon. As a homegrown Indian coffee brand, its journey began six years ago. Sleepy Owl introduced Cold Brew and now offers over 30 coffee products. Best strong coffee by Sleepy Owl Xpresso, Strong Blend Instant Coffee Bean Type - 100% Premium Robusta Beans. Taste Description - The coffee of your wildest and darkest dreams is Xpresso. Xpresso will satisfy your coffee desires like never before since it is bursting with flavor. It dissolves readily in milk or hot or cold water, and the sealed container keeps it fresh and makes storing it simple. TATA Coffee TATA Coffee is a leading brand in the beverage industry. Tracing back to 1922, Tata Coffee, a part of the Tata Group, operates 25 estates covering more than 1000 hectares in the verdant Western Ghats, thriving with diverse flora and fauna. The company, founded in 1868 by Jamsetji Tata and headquartered in Bengaluru, Karnataka, specializes in producing coffee, tea, pepper, and related products, with 19 coffee estates across South India. The brand generated a revenue of Rs $8.87 billion in 2023. Led by Chairman R. Harish Bhat and MD & CEO Chacko Purackal Thomas, the company has a strong presence and influence in the retail and B2B sectors. Best Strong Coffee by TATA Coffee Tata Coffee Grand Classic Instant Coffee Bean Type - Arabica and Robusta beans Taste Description - For a fantastic cup, try the instant coffee chicory mix, a combination of agglomerated coffee and flavour-locked decoction crystals. Colombia Brew Colombian Brew Coffee is a leading coffee brand in India. It provides the optimum climate and geographic circumstances for Arabica beans to flourish, which in turn produces coffee. It takes inspiration from Francisco Romero, a 16th-century priest who initiated Colombia's coffee revolution. Its coffee is meticulously handpicked from the finest plantations worldwide. Founded by Laukik Bothara, with headquarters in Pune. Strong category share in retail and online positions. Colombian Brew Coffee as a top consumer coffee brand. A variety of products including ground coffee, instant coffee, flavour-infused coffee, roasted coffee beans, green coffee bags, and 3 in 1 and 2 in 1 coffee premixes are produced and sold by Colombian Brew. Country Bean Country Bean is considered to be a popular coffee brand in India. Established in 1963 in Southern California, it has its headquarters in Kolkata. Country Bean was founded by Aditi Somani Satnaliwala and Aneesh Satnaliwala, who aim to revolutionize the ‘at-home coffee’ experience by providing delicious, easy, and affordable coffee solutions. The Coffee Bean & Tea Leaf meticulously selects the top 1 percent of arabica beans from prime growing regions. The brand has an annual revenue of Rs 18.4 cr ($2.29 million). Best strong coffee by Country Bean Assorted Coffee Bundle Bean type - 100% Arabica coffee beans. Taste Description - gives a fresh coffee scent and flavor without any bitterness. Fast-brewing, robust, and excellent coffee Continental Continental is standing out as a well-liked coffee brand in India. CCL Products (India) Ltd. is the parent company of the brand. CCL Products is a publicly listed company that was established in 1994 and has a clientele base spanning over 90 countries. With its headquarters in Andhra Pradesh, the company, formerly known as Continental Coffee Ltd., has achieved a turnover of Rs 2,070 cr. Challa Rajendra Prasad serves as the Executive Chairman, while Challa Srishant holds the position of Managing Director. Joining the billion-dollar market capitalization club, CCL Products is a prominent player in the retail and B2B sectors. Best Strong Coffee by Continental Continental Espresso Taste Description - After roasting, the medium-roasted beans are mixed, giving them a rich scent, well-balanced acidity, and a smooth, creamy texture. Rage Coffee Rage is a famous coffee brand in India. Founded in 2018, Rage Coffee sources its beans from top plantations in Ethiopia and India. It is led by CEO and Founder, Bharat Sethi. It is a subsidiary of Swmabhan Commerce Private Limited, a fast-moving consumer goods company. Rage Coffee focuses on manufacturing, marketing, and distributing innovative coffee products, generating an annual revenue of Rs 24.1cr. Positioned as one of the fastest-growing direct-to-consumer brands, Rage Coffee stands out as India’s pioneering plant-powered coffee, enriched with six plant vitamins. Best strong coffee by Rage Silk Blend- Vanilla Velvet & Creamy Hazelnut Bean type - Arabica beans Taste description - Rich, flavorful, full-bodied, and bold cup. Every cup is velvety and wonderful with overtones of robust and delectable flavors. Final Word In the eyes of Indian Retailer, coffee stands second in the list of most liked non-alcoholic beverages in India. These top 10 strong coffee brands are leading in the market for their taste, brewing techniques, and for offering different flavors. These popular coffee brands in India are offering the best brew from famous plantations in the world. FAQs Which is the largest coffee seller in India? TATA Coffee is the largest coffee seller in India. Who is the father of coffee? Kaldi, an Ethiopian goat herder is known as the father of coffee. Where does coffee originate from? Ethiopia is where coffee first came to be grown, and the Arabian Peninsula adopted it later. Which is the richest coffee in India? Luwak coffee raw beans is the richest coffee in India. Which state produces the largest amount of coffee in India? Karnataka is the largest producer of coffee in India. Red wines have long been appreciated for their rich aromas, nuanced flavors, and unique drinking experience. The middle class and increased demand for premium wines have driven substantial expansion in India's red wine sector. India's market for alcoholic beverages was estimated to be worth $55 billion in 2023. By 2027, the industry is predicted to have grown at a CAGR of 7 percent and reach $73 billion. Both domestic and foreign red wine brands have grown significantly in popularity as tastes change. Here are the top 10 red wine brands available in India as of 2024. Top 10 Best Red Wine Brands in India 2024 Find the best red wine brands in India with our top 10 picks. Enhance your inventory with these top selections and stay ahead of market trends! 1. Jacobs Creek Variants: Classic Shiraz Reserve Cabernet Sauvignon Double Barrel Shiraz Manufacturer: Jacob's Creek Winery: Jacob's Creek Winery, Barossa Valley Jacob’s Creek is a luxurious winemaking brand that belongs to the Pernod Ricard group. It was founded by Johann Gramp in 1847. The brand comes from the Barossa Valley in South Australia and is one of the most famous brands in India. Jacob's Creek winemakers strive to produce wines that are a true expression of the terrain as well as the suitable climate of the Barossa Valley. Their wines have a robust taste and sometimes include notes of ripe berries, subtle oak, and spice. The main components are Shiraz and Cabernet Sauvignon grapes, which are grown with the utmost care and attention to detail to ensure only the best quality. The Jacob’s Creek winery is home to the largest onsite winery combined with a D solar installation. They follow sustainable winegrowing, which enables them to produce high-quality wines while meeting environmentally responsible standards around biodiversity, soil, water, and energy. Product ABV% Classic Shiraz 13.9 Reserve Cabernet Sauvignon 14.6 Double Barrel Shiraz 14.6 Read More: Scotch vs. Whisky: The Key Differences Explained 2. Fratelli Variants: Classic Shiraz Sangiovese Bianco Merlot Manufacturer: Fratelli Wines Winery: Fratelli Vineyards, Maharashtra Fratelli Wines is a wine brand established in 2006 and was founded by the collaboration of the Secci brothers from Italy with the Sekhri and Mohite-Patil brothers from India. They hold a 240-acre vineyard in the region of Akluj, Maharashtra, from where Fratelli is based. It combines Italian wine-making skills with Indian terroir. The wines are skillfully made, and they have a complex color with notes of dark fruits, spices, and earth. Key ingredients are Shiraz, Sangiovese, and Merlot grapes, which are so sturdy and have such rich taste that they are the most popular among wine lovers. Fratelli is known for India’s largest privately owned wine estate. The winery's high-tech laboratory also ensures the highest level of quality and discipline are maintained at each and every step of the manufacturing process. Product ABV% Classic Shiraz 13.5 Sangiovese Bianco 12.5 Merlot 13.5 Read More: Top Whisky Brands in India for 2024 \| ABV% 3. Sula Variants: Sula Rasa Shiraz Dindori Reserve Shiraz Satori Merlot Manufacturer: Sula Vineyards Winery: Sula Vineyards, Nashik Sula Vineyards was established by Rajeev Samant in 1999, and in a short span of time, the company has turned out to be the largest wine producer in India. Sula is India’s leading wine company, spearheading the distribution of wine from India across the world. The brand is headquartered in Nashik, Maharashtra, and is known for its quality and innovation in Indian winemaking. Among their red wines, the ones are awarded for rich, fruity flavors with notes of spice and oak. The grapes used are Shiraz and Merlot, the ones selected for their ability to produce strong and flavorful wines. Sula is one of the most sustainable winemaking brands in the world, with more than 2 MW of solar PV installed. Product ABV% Sula Rasa Shiraz 13.5 Dindori Reserve Shiraz 14.0 Satori Merlot 13.0 4. Aurva Chandon Variants: Aurva Manufacturer: Chandon India Winery: Chandon Winery, Maharashtra Chandon is a winemaking brand that is part of Moët Hennessy (LVMH) company, which was established in 1959 by Robert Jean de Vogue. The Indian operations are based in Nashik, Maharashtra. Chandon Aurva is a new adventure for our Maverick brand. Aurva is something added to introduce to India and the world. Made with the historic Shiraz grape, a collaboration between an Indian and an Australian winemaker includes grilled and barbecued meats, lamb shawarma, and full-flavoured curries such as chicken tikka masala. Chandon is the first offering from Moët Hennessy to be made in India and is now available across 22 cities in India. Product ABV% Chandon Aurva 14.0 5. Riviera Variants: Rivera Syrah Rivera Cabernet Sauvignon Rivera Merlot Manufacturer: Rivera Wines Winery: Rivera Vineyards, Maharashtra Riviera Wines is a wine company that has red wines that are the reflection of Indian winemaker art in viticulture, was established in 1982 by Shamrao Chougule. The brand is based in Mumbai, Maharashtra. Rivera is a company that is well-known for showing its commitment to producing high-quality wines. The red wine is based on the Shiraz grape which has black pepper and plum fruit aromas, whereas the white wine is based on Chenin blanc with aroma of fresh fruit. The leading varieties of grapes include Syrah, Cabernet Sauvignon, and Merlot. Their selectively matured grapes are handpicked and transported to the winery mostly at night and crushed early in the morning when still cold. Product ABV% Rivera Syrah 13.5 Rivera Cabernet Sauvignon 14.0 Rivera Merlot 13.5 6. Grover Zampa Variants: La Réserve Vijay Amritraj Reserve Collection Manufacturer: Grover Zampa Vineyards Winery: Grover Zampa Vineyards, Nandi Hills, and Nashik Grover Zampa Vineyards stands at the forefront of Indian wine, and its headquarters are in Bangalore, Karnataka. It was established by Kanwal Grover. In 1992, the first vineyard was set up. The popular Zampa range was launched in 2008 and owns the award-winning Zampa Soirée wine. Their wines display great depth and poetic expression, which are reminiscent of the flavors palette of dark berries, spices, and oak. The grapes used, such as Shiraz and Cabernet Sauvignon, are meticulously chosen to ensure that a premium wine is the result. The wines of this brand are created with an uncompromising and passionate focus on quality and attention to detail in all aspects, which permits the vineyard to express its true potential. Product ABV% La Réserve 14.0 Art Collection Shiraz Rosé 13.0 Vijay Amritraj Reserve Collection 14.5 7. Four Seasons Variants: Four Seasons Barrique Reserve Shiraz Four Seasons Merlot Four Seasons Viognier Manufacturer: Four Seasons Vineyards Winery: Four Seasons Vineyards, Baramati, Maharashtra Four Seasons is a vineyard that is owned by United Spirits Ltd. (Diageo Group) and was established in 2006. The wines originate in Baramati, Maharashtra, a town rich in poetry and history, both of which are essential ingredients in winemaking. Four Seasons produces wines that are both sophisticated and characterful, with dark fruit, spice, and oak as the main notes. The primary grape varieties used are Shiraz, Merlot, and Viognier, which were grown in the Baramati area. Four Seasons has won 48 international awards in the wine circuit since its inception. Product ABV% Four Seasons Barrique Reserve Shiraz 13.5 Four Seasons Merlot 13.0 Four Seasons Viognier 12.5 8. Big Banyan Variants: Big Banyan Merlot Big Banyan Shiraz Big Banyan Cabernet Sauvignon Manufacturer: Big Banyan Wines Winery: Big Banyan Vineyards, Goa Big Banyan Wines is a winemaking brand that is part of John Distilleries Pvt. Ltd., which was established in 1996. Bangalore, Karnataka is their base, and their wines are well-known for their powerful flavors with ripe fruit and spice notes. The first winery was set up in Goa, and they have launched a winery in Bengaluru. The main grapes that are used are Merlot, Shiraz, and Cabernet Sauvignon, which are grown in such a way that they produce a wine with a lot of character and a complex flavor. Big Banyan has won six trophies at the IWCCA. Product ABV% Big Banyan Merlot 13.5 Big Banyan Shiraz 14.0 Big Banyan Cabernet Sauvignon 13.5 9. Dia Variants: Dia Red Manufacturer: Sula Vineyards Winery: Sula Vineyards, Nashik Dia is a winemaking brand that is part of Sula Vineyards, which was established by Rajeev Samant in 1999. Based in Nashik, Maharashtra, Dia wines are known for their light, fruity flavors, and lower alcohol content. The wines often feature notes of fresh fruits and a crisp finish. The major blends used ensure a balanced and approachable wine. Sula recently launched the Dia Red Wine Sparkler, which comes in a can. The brand makes wines with ultimate respect to the environment, following sustainable practices. Product ABV% Dia Red 10.0 10. Arros Variants: Arros Cabernet Shiraz Arros Shiraz Arros Merlot Manufacturer: Good Drop Wine Cellars Winery: Good Drop Vineyards, Nashik Arros is a red wine manufactured by York Winery, which is headquartered in Nashik, Maharashtra, Arros is a reserve blend of Shiraz and Cabernet Sauvignon. Arros is the flagship red wine of York Winery and is composed of the best barrels from the best vintages making its production very limited to less than 10000 bottles. The nose of the wine has lifted a jammy, sweet vanilla and Christmas cake palette with hints of nutmeg, cloves, blackcurrant, and coffee. It is aged for 12-15 months. The primary grapes used include Shiraz and Cabernet Sauvignon, chosen for their robust characteristics. Product ABV% Arros Cabernet Shiraz 14.0 Arros Shiraz 14.0 Arros Merlot 13.5 Final Word At Indian Retailer, we see how this Indian red wine market is diverse and evolving, with both domestic and international brands offering an impressive range of flavors and styles. Whether you prefer the bold notes of a Shiraz or the subtle elegance of a Merlot, these top 10 red wine brands in India provide an excellent starting point for exploring the rich tapestry of red wines available in India. Cheers to discovering your next favorite bottle! FAQs on the Top 10 Indian Red Wine Brands 1. What is red wine? Red wine is an alcoholic drink with a deep red color that comes from dark-colored grapes. To produce red wine, winemakers ferment crushed grapes, including the grape skin. Yeast grows and takes in the natural sugars, converting them into alcohol. The grape skin gives red wine some of its color and flavor. 2. Which is the largest distributor of wine in India? Brindco Sales Limited is one of the largest distributors of wine in India, known for its extensive distribution network and wide range of imported and domestic wines. 3. Which is the richest red wine in India? Zampa Insignia is one of the finest and most expensive red wines in India, priced around Rs 5000 per bottle. 4. Who can import wine in India? In India, only licensed importers and authorized distributors can import wine. These entities must obtain a license from the Directorate General of Foreign Trade (DGFT) and comply with state excise regulations. Raymond, a brand synonymous with quality and heritage in India, is not just resting on its laurels. The company has embarked on a technological revolution, integrating AI and omnichannel commerce to ensure that it stays relevant and competitive in today’s fast-paced retail environment. In an in-depth discussion with Ravi Hudda, Chief Technology Officer, Raymond, we delve into how the company is embracing the future. Omnichannel Commerce: Meeting Consumers Where They Are In today’s retail landscape, the line between online and offline shopping is increasingly blurred. Hudda explains, "Omnichannel has become a necessity from a consumer perspective. Today, consumers crave a physical experience in-store as much as they appreciate the convenience of browsing websites or marketplaces. To remain in the consumer’s consideration set, a diverse strategy to attract and capture consumers across various channels is essential." Raymond's journey towards an omnichannel strategy began well before the pandemic, but it was COVID-19 that accelerated the process. "Standalone channels, both online and offline, have been operating in India since 2015 and 2016," Hudda notes, "but COVID put the entire omnichannel journey on steroids. Physical retail consumers wanted to engage with brands, and online became a very big touchpoint. Once restrictions eased, we saw a surge in consumers returning to physical stores, leading to a phenomenon we call ‘revenge buying’." Raymond's omnichannel strategy now spans across its vast retail network of approximately 1,500 exclusive brand outlets (EBOs), shop-in-shop formats, and franchisee stores. The brand is also present across all major e-commerce marketplaces and runs its own direct-to-consumer (D2C) website. "If you combine all retail touchpoints, we have more than 20,000 across the country," says Hudda, highlighting the sheer scale of Raymond's reach. The Power of AI As Raymond expanded its omnichannel presence, the need for deeper consumer insights became apparent. Enter Staqu, an AI-powered retail analytics platform that the company has integrated into its stores. "We all know that AI has huge potential," Hudda states. "When a consumer visits our website, we get full insights—where they come from, what pages they land on, what products they view, and their conversion rates. But what about in-store? We wanted to understand consumer journeys in our stores—when they arrive, who they are, how much time they spend, and their conversion rates." Staqu’s Jarvis, a video analytics solution, provided the perfect answer. Atul Rai, Co-founder and CEO, Staqu, explains, "Raymond already had cameras in its stores, so the idea was to leverage this existing infrastructure. We connected the feed to the cloud, where Jarvis analyzes the data. The AI tracks footfall, identifies unique visitors (excluding employees), and analyzes consumer behavior within the store." This technology allows Raymond to create heatmaps of store sections, track which products attract the most attention, and measure how long consumers engage with these products. "This is information you typically get from online shopping, but offline stores were missing out on it," says Rai. "Now, cameras play a powerful role in providing this data, helping the company optimize their store layouts and product placements." Ensuring Privacy in a Data-Driven World With the increasing use of AI and data analytics, privacy concerns are at the forefront. Both Hudda and Rai emphasize Raymond’s commitment to consumer privacy. "In India, we follow GDPR guidelines, even though there isn’t a data protection law in place yet," Rai assures. "We’re the only company in the country that is GDPR compliant, getting audited monthly to ensure we’re up to standard." The data collected by Jarvis is anonymized and does not include any personally identifiable information (PII). "We do not collect data related to faces or any other re-identifiable markers," Rai explains. "The data is stored on Raymond’s cloud, and Staqu does not have access to it. This ensures that Raymond maintains full control over their consumer data, safeguarding it within their firewall." Hudda adds, "Think of it as a watchman sitting outside the store counting the number of people entering. He’s not interested in faces, just the numbers. That’s how we use AI—purely to enhance consumer experience without compromising privacy." Measuring Success For Raymond, the integration of AI is not just about staying ahead of the curve; it’s about tangible results. "Any investment in technology is measured on ROI," Hudda states. "For instance, if I have two stores in different locations and one has a lower conversion rate, I can analyze whether customers are not spending enough time in the right sections or if our staff needs better training in cross-selling and upselling." Furthermore, the insights from Jarvis enable Raymond to make more informed decisions about store displays, visual merchandising, and even marketing campaigns. "My marketing dollars are becoming more efficient because I can measure the impact of each campaign," Hudda says. "I can refine those campaigns to create better footfalls and conversions." Expanding Tech Horizons Raymond is not stopping at just AI-powered analytics. The brand is actively exploring other technological innovations to enhance customer experience. "We are working on multiple generative AI solutions to make the consumer journey easier, more interactive, and engaging," Hudda reveals. While he remains tight-lipped about specific details, it’s clear that the company is gearing up to announce significant progress in the coming quarters. As Raymond continues to evolve, embracing technology and innovation, it stays true to its legacy while preparing for the future. By integrating AI and omnichannel strategies, the brand is not just meeting consumer expectations but setting new standards in the retail industry. Gold is a significant part of India. People of our country buy gold not just for investment purposes, but for their fondness and love for the lustrous metal. For decades, Indians bought gold from their family jewellers - those who they trusted for generations, however, today some jewellery brands have established their dominance in the booming market. How and when these top gold jewellery brands came into being? Here is a curated list of the top 10 gold jewellery brands in India. This article presents all the information you need on the best gold jewellery brand in India. Read More: How Farah Khan Ali Transformed Indian Jewelry with Bold Designs and Sustainability Top 10 Gold Jewellery Brands in India Here is a curated list of top gold Jewellery brands in India. Learn more about the leading jewellers in the market. 1. Tanishq Tanishq, a leading gold jewellery brand in India, was founded in 1994. It is a division of Titan Company. This Indian jewellery brand has its headquarters in Bengaluru. Xerxes Desai is the founder of the jewellery brand. Tanishq has a presence across more than 410 retail stores in 240 cities in India, UAE, the US, Singapore, and Qatar. International expansion started with its first store in the UAE, around COVID-19 pandemic. The company has launched a sub-brand called Rivaah, focusing on the wedding sector. Hallmark has granted authentication to Tanishq. The company has been awarded Dot Design as the World's highest honor for product design. Recently, Tanishq opened a new store at Omaxe Chowk, Delhi. Check Here 2. Kalyan Jewellers Kalyan Jewellers, the popular jewellery brand pan-India, has a family legacy in the business. It was launched in 1908. Kalyan Jewellers FZE is the parent company of the gold jewellery brand. T. S. Kalyanaraman is the founder. It opened its first showroom in 1993 in Thrissur, Kerala, and expanded its presence across pan-India in 2012. It started expanding internationally by opening 6 showrooms in the UAE; now the brand has around 30 showrooms in the Middle East (Qatar, Kuwait, Oman). Today the jewellery brand has 137 showrooms, out of which 107 are in India and 30 are in the Middle East part of the world. The brand has been awarded as the most influential brand by DC Books and DC Media. Kalyan collaborated with Amitabh Bachchan as its national brand ambassador. Kalyan Jewellers reveals the revenue growth report. Read More Here 3. Malabar Malabar is another leading gold jewellery brand in India. M. P. Ahammed is the founder and chairman of Malabar, which launched in 1993. He achieved the Global Excellence award from Defense Minister Nirmala Sitaraman and got recognized with the APCO Group's Haji A.P. Award from Kerala Chief Minister Oomen Chandy. Malabar is present nationally and internationally, making a retail network of more than 350 outlets across 13 countries with 15 other business vertices. India, the Middle East, the Far East, and the US are the countries where Malabar has a strong presence with multiple offices, design centers, wholesale units, and factories. The brand offers 100 percent BIS Hallmark gold in the market. Alia Bhatt was signed up as the brand ambassador for Malabar. Malabar Gold & Diamonds Expands in UK, Opens Second Showroom in Leicester. Read More Here 4. Reliance Jewels Reliance Jewels, a top gold jewellery brand in India, was established in 2007. The first launch of the brand was through its showroom opening in Iscon Mall, Ahmedabad. Reliance Retail is the parent company. Reliance Jewels has 400+ stores in showrooms and shop-in shops formats across 200+ cities. The brand deals with only 100 percent BIS Hallmark gold. Reliance Jewels was recognized as ‘Brand of the Decade’ by BARC Asia Awards in 2023. 5. PC Jewellers PC Jewellers is regarded as the top gold jewellery brand in India. A first-generation business founded by Padam Chand Gupta and Balram Garg. It opened its first showroom in 2005 in Karol Bagh, New Delhi. Today the brand is available across 67 cities in 17 states in India. PC Jewellers is the fastest-growing jewellery retail chain with standalone stores at high-street locations. PC Jewellers featured Akshay Kumar and Twinkle Khanna as their brand ambassadors. The gold jeweller brand was awarded the Niryat Shree Silver Trophy in the gems and jewellery non-MSME category by the Federation of Indian Export Organizations, set up by the Ministry of Commerce and Industry, Government of India. 6. Joyalukkas Joyalukkas is a leading gold jewellery brand in India. Founded in 2001 by Alukkas Group, the inception happened in 1987 by Alukka Joseph Varghese, who laid the ideology behind the brand. The gold jewellery brand is based in Kerala and Dubai, with more than 160 showrooms in 11 countries around the globe. Including India, the UK, the US, Singapore, Malaysia, the UAE, Qatar, Kuwait, Bahrain, and Oman. Joyalukkas is the first retail jewellery brand to be awarded both the prestigious ISO 9001:2008 and 14001:2004 certifications. Along with that, Joyalukkas has received Dubai Quality Awards Certification from H. H. Sheikh Mohammed Bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai. Actress Kajol has been signed up as the brand ambassador for Joyalukkas. 7. Senco Senco is another top gold jewellery brand in India. With a legacy of more than 80 years, Senco Gold Limited owns the brand. It was incorporated in 1994 in Kolkata, under the chairmanship of the late Shri Shankar Sen. It was launched under the provisions of the Companies Act, 1956. Today the chairman and director of Senco is Ranjana Sen, representing the gold jewellery brand in more than 16 states with 150 showrooms in India. Senco has earned Jagran Achiever’s Award 2023 for Excellence in Design Innovation in Gold and Diamonds. It partnered with Kiara Advani as the brand ambassador of the brand. Senco Gold and Diamonds Spearheads 'Make in India' Commitment Through ONDC Integration. Read More Here 8. CaratLane CaratLane has emerged as the top new-age gold jewellery brand in India, which began its journey as a D2C brand. The brand was incorporated in 2008 by Mithun Sacheti and Srinivasa Gopalan. It has its headquarters in Chennai. CaratLane was acquired by Titan Company in 2016, making it the parent company. The gold jewellery brand is present in more than 100 cities in India with over 270 retail stores. It has an omnichannel presence in the market, providing physical and online retailing. CaratLane has used technology as a way to upscale; for instance, it used applications on smartphones with face recognition and 3D imaging technology for customers to try on the product virtually. CaratLane's Progressive Ties with PhonePe for Digital Gold Redemption : Read More Here 9. Bluestone Another D2c jewellery brand that became an omnichannel giant is Bluestone. It has today gained prominence among the best gold jewellery brands in India. The brand was founded by Gaurav Singh Kushwaha. It started with an initial investment from Accel and Saama Capital in 2011, and launched its first store in 2018. Today, it has over 150 stores in India. The gold jewellery brand is shipping internationally to the US, UK, Canada, as well as Australia. Bluestone had been awarded for outstanding e-retail performance in 2024. It signed with Alia Bhatt as its first brand ambassador. Gaurav Singh Kushwaha redefines the landscape of jewellery shopping in India. Read More Here 10. Zoya Zoya is a leading gold jewellery brand in India. It is a luxury jewellery boutique owned by the house of TATA. It started operations in 2010 with innovative artisanal techniques that were critically analyzed from the traditional Indian karigari. Zoya began with 5 flagship boutiques and 2 retail stores in 5 cities in India—namely Mumbai, Bangalore, Delhi, Hyderabad, and Gurgaon. Recently, Zoya launched its new flagship store in the south extension, New Delhi. The gold jewellery brand signed Sonam Kapoor as its brand ambassador. Final Words In the eyes of Indian Retailer, gold jewellery is a fail-safe way of investment. Not just that, gold is valued due to its durability, historical significance, as well as a medium of exchange. Here are all the top 10 gold jewellery brands in India, for you to learn more about the leading jewellers in the market. Read more about - Top 5 Jewellery brands in India FAQs Does gold have a standard price across all brands? Mostly, gold has a fixed price but can vary due to making charges, design, brand premiums, and styles. Do brands offer certification for the gold jeweller? Yes, gold jewellery brands offer certifications like BIS Hallmarking, which ensures purity. Is there any exchange policy for jewellery? Yes, reputed brands do provide an exchange policy where old jewellery can be exchanged at a fixed price for a new one. In case of a lower price for the old jewellery, the remaining amount can be paid. In today’s tech-driven world, India with its booming digital economy, laptops have become an essential tool for personal and professional use. Early in the 1980s, laptops with the flip form factor were introduced. In Australia, the Dulmont Magnum was introduced in 1981–1982. However, it wasn't sold outside until 1984–1985. The $8150 (equivalent to $25730 in 2023) GRiD Compass 1101, released in 1982, was used at NASA and by the military, among others. The choice of a laptop brand can significantly impact your user experience. From powerful machines for gaming and professional work to sleek, lightweight models for everyday tasks. Here’s a list of the top 10 laptop brands in India to explore how they are impacting the Indian Market. 10 Laptop Brands Review: Pros & Cons Brand Pros Cons Apple Premium build quality and design Seamless ecosystem integration High performance with Apple Silicon chips Excellent battery life Expensive Limited customization options Compatibility issues with some software HP A wide range of models Affordable options available Good build quality Reliable customer service Bloatware in some models Inconsistent battery life Design can be bulky Dell Strong performance with innovative features Extensive range of products Good after-sales support High-quality displays Some models can be expensive The design may feel less premium Pre-installed bloatware in some models Lenovo Durable and robust build Good performance for business and personal use Versatile range of options Great keyboards Design may seem uninspiring Mid-range models can have average battery life Software issues on some models Asus Excellent gaming laptops with high-end specs Competitive Pricing Innovative designs Good display quality Some models have heat management issues Limited battery life on gaming laptops Bloatware presence Acer Budget-friendly options Good performance for the price Wide variety of models Decent build quality Average battery life Build can feel less premium Customer service can be inconsistent Microsoft Premium design and build quality Great touchscreens Excellent battery life Seamless Windows integration Higher price point Limited hardware options Expensive accessories Samsung Excellent display quality Long battery life Stylish and lightweight design Good overall performance Higher price range Limited model availability Less powerful than some competitors HCL Cost-effective options Suitable for educational and enterprise use Basic performance for everyday tasks Limited availability Outdated designs Lack of high-end specifications LG Lightweight and portable Excellent battery life Good display quality Premium build and design High price point Limited gaming options Availability may be limited List of Top 10 Laptop Brands in India Here we put the list of the top 10 laptop brands in India which are driving the Indian Market and becoming giants in the tech industry. 1. Apple (MacBook) Apple is an American multinational technology company founded by Steve Jobs, Steve Wozniak, and Ronald Wayne in the year 1976. It is a company identified with its premium, high-end MacBook laptops- great productivity combined with ultra-modern design. Apple has a total revenue of $383.29 billion, the California-based company holds its headquarters in Cupertino, California. As of 2023, Apple was the fourth-largest personal computer vendor with a market share of 9 percent by unit sales and the largest manufacturing company by revenue. Apple is equipped with features such as Retina displays, M1 and M2 chips, and interference-free operation with products from other Apple. Along with its excellent security system, MacBook products are also recognized for their premium construction quality. Apple recently announced the new MacBook Air with the powerful M3 chip, taking an incredible combination of power-efficient performance and portability to a new level making it up to 60% faster. 2. HP HP is a leading tech company that was founded in 1939 by Bill Hewlett and David Packard, is now a top laptop brand that has a broad range of products that suit various budgets. Located in Palo Alto, California, HP is worth approximately $12.8 billion as of Q2 in 2024. HP's laptop computers are renowned for their stylish designs and high-speed performance with series like Pavilion, Envy, and Spectre which have superior quality features providing the best performance. With that HP laptops hold a market share of 21.9 percent in the global market as of 2023. HP laptops offer the HP Command Center, which allows users to optimize performance, fan speed, and noise levels. The Spectre x360 is a popular device among users because of its versatility and stylish look. 3. Dell Dell is a technology brand founded in 1984 by Michael Dell that can be trusted and, at the same time, it is an innovator. The headquarters is based in Texas, USA. Dell has a revenue of $22.2 billion in Q1 2024, up 6% YoY growth and a market share of 16.6 percent. Dell is the Most Trusted Brand in India and is most commonly recognized for its laptops, which are personalized according to customer specifications. Dell brings the world’s broadest GenAI portfolio to help lead the AI revolution. The Inspiron series is suitable for everyday users, whereas the Alienware line is for gamers. The Dell CinemaColor technology offers enhanced color accuracy, contrast, and depth for a stunning visual experience, making these laptops perfect for media consumption and professional use. Dell, being renowned for its performance and innovation, has become the favorite of professionals looking for the best quality and reliability and has acquired companies like Alienware, known for high-end gaming PCs. 4. Lenovo Lenovo is one of the top laptop makers in the world. It was started by Liu Chuanzhi in 1984 and now has a revenue of over $56,864 million in 2024 and the highest market share of 24.8 percent in the global market as of 2023. The headquarters of the company are located in Beijing, China and the operational headquarters are in Morrisville, North Carolina. Lenovo has operations in over 60 countries and it sells its products in around 180 countries. Among the innovative and quality devices is the ThinkPad series, admired by professionals and renowned for its TrackPoint navigation and ThinkShutter camera cover, offering innovative cursor control and privacy protection. While the IdeaPad and Legion series are gaming and general consumer-friendly. The ThinkPad X1 Carbon is a relatively new model, but it is already loved for its long battery life and good-quality keyboard. Lenovo has built a solid reputation for quality and performance that allows it to cater to various user segments. Lenovo ranked #248 on the Fortune Global 500 list. 5. Asus Asus is a high-tech company known for its gaming PC that was established by T.H. Tung, Ted Hsu, Wayne Tsiah, M.T. Liao and Luca D. M., in 1989. It is headquartered in Taipei, Taiwan. The ROG (Republic of Gamers) series is one of the brand's hottest sellers for gamers and has a market share of 7.1 percent as of 2023. The product comes with a strong graphics card and a cooling system that can withstand high temperatures. Asus integrates Aura sync RGB lighting, allowing gamers to customize the aesthetics of their laptops. Asus is known for its creative design, and a good value for money, but a few models have thermal issues, which made it lose some confidence. ROG Zephyrus G14 is loved by many for its great gaming and portability. In 2019, Asus earned more than eleven awards from some of the world’s most prestigious organizations and media groups and was named the World’s Most Admired Companies by Fortune. Read More: ASUS India: Pioneering Next-Gen Gaming Earlier in News: ASUS India Launches 4th Select Store for Refurbished Products in Hyderabad 6. Acer Acer is a technology company that was founded by Stan Shih, Carolyn Yeh, and Lemuel Girma in 1976 and is a well-known brand for its low-cost and high-quality products. Acer is headquartered in Xizhi, New Taipei City, Taiwan. As of 2024, Acer’s revenue was about $28.19 billion in June and is the world’s sixth-largest personal computer vendor with a market share of 6.6 percent which has been making cheap laptops such as the Aspire line for students and Predator series for gamers. Acer’s Predator laptops are equipped with Predator Sense software, enabling users to control and customize system settings. Generally, Acer products offer decent performance and Full HD displays, but may not be the best choice in terms of build quality, as some models tend to have inconsistent quality. In 2019, Acer and Ubisoft teamed up for the Rainbow Six Pro League and other major esports events with the Predator brand as the PC and monitor sponsor. The company announced the esports social platform PLANET9.gg which aims to provide game analytics, community-organized competitions, and social experiences. Earlier In News: Acer Unveils TravelLite Laptop Tailored for Business Needs 7. Microsoft Microsoft is an American multinational tech company founded by Bill Gates and Paul Allen in 1975, Microsoft is a tech behemoth known primarily for its Surface range of laptops. Its headquarters in Redmond, Washington, USA, is where the tech giant has a revenue of $245.1 billion as of 2024. Microsoft laptops, although more expensive, outshine their competitors due to their top-notch construction and effortless compatibility with the Microsoft ecosystem, making them the preferred choice for tech aficionados and professionals. Microsoft ranked No. 2 in the 2022 Fortune 500 rankings of the largest United States corporations by total revenue and it was the world’s largest software maker by revenue. The subsidiaries include Skype Technologies, GitHub, and LinkedIn. 8. Samsung Samsung is a South Korean technology giant famous for its electronics, including laptops, was founded in 1938 by Lee Byung-chul. The company's quarterly revenue for Q2 2024 is KRW 74.07 trillion, and its headquarters are in Suwon, South Korea. Sleek design, AMOLED displays, and long battery life make Samsung laptops stand out. Especially those who love aesthetics with performance have chosen the Galaxy Book series. Samsung keeps on evolving even in the face of competition, although some users have noticed that its prices may be higher than those of its rivals. Their Galaxy Ecosystem connectivity allows seamless integration with other Samsung devices, enabling a smooth transition between tasks and increasing productivity. Samsung comprises numerous affiliated businesses and has the eighth-largest brand value in the world as of 2020. 9. HCL HCL brand is focused on technology and IT services, even laptops and was Established in 1976 by Shiv Nadar. The company’s headquarters are located in Noida, India, and has a revenue valued at ₹111,408 as of 2024. With a production of laptops for educational and business purposes, HCL is well known for its motto “affordable and functional design”. The company has offices in 60 countries. Even though it may not be as well-known as other brands around the world, HCL is a good choice for people who are looking for affordable and reliable products. Whereas HCL laptops fail to boast high-tech features, they still serve well for the needs of less demanding applications, such as small enterprises and educational institutions needing economical solutions. In 2024, HCLTech decided to acquire select assets of the communications technology group, a business division of Hewlett Packard Enterprise HPE, for $225 million. 10. LG LG Corporation is a South Korean multinational company established in 1947 by Koo In-hwoi and is famous for its innovation and quality in a wide range of electronic products, including laptops. It has a revenue of KRW 83.5 trillion as of 2023 and its headquarters are in Seoul, South Korea. The LG Gram is in the lead when it comes to portability and high performance thus it catches the attention of both professionals and travelers. LG's laptop range has been as extensive as the others, it would have been less popular. However, their design and functionality are the main reasons why they are more appealing to those who prefer mobility and durability. Final Words: At Indian Retailer, we see how rapidly the tech industry is changing day by day, and how the market giants are trying to adopt these changes to stay No. 1 in the market. Their unmatched performance and advanced technology make them highly sought-after choices for both professionals and tech enthusiasts. So we make a list of the top 10 laptop brands in India which is driving the market crazy. These brands are often preferred by industry leaders and trendsetters, setting benchmarks in the tech world and embodying the essence of modern efficiency and style. FAQs on Top 10 Laptop Brands in India (2024) 1. Which brand is best for laptops? Some of the best laptop brands in India include Dell, HP, Lenovo, Asus, and Apple. These brands are known for their excellent performance, build quality and customer support. 2. Which generation of laptop is best? You can opt for 12th-generation and 13th-generation laptops. Anything older is also fine, but you may be giving up on newer features and performance figures that may make your new laptop more future-proof in the long run. 3. Which laptop size is best? 15-16 inches is a comfortable sweet spot. Even though I review laptops for a living, I still see them as a secondary option (or necessary evil) when I'm not able to work on a desktop. 4. Which is better, Lenovo or Dell? Lenovo offers a more balanced approach, utilizing both Intel and AMD processors depending on the model and target audience. Both brands offer a variety of pre-configured options, but Dell allows for more customization on high-end laptops, particularly in the XPS series. 5. Who is the biggest laptop manufacturer? Lenovo is the largest personal computer manufacturer globally. Lenovo is an iconic Chinese technology company manufacturing computers since 1984. The market data shows that Lenovo has solidified its position as the largest PC manufacturer globally. Hydration fans, brace yourselves; Laneige, the iconic Korean skincare brand that’s taken the world by storm, has landed at Sephora India. The brand has been available at different ecommerce websites until now. This move reflects the brand’s strategic expansion efforts within the Indian market, offering beauty enthusiasts an opportunity to experience Laneige’s innovative skincare solutions both online and offline. The recent launch event at Sephora’s Saket store in Delhi was not just a celebration of this collaboration but a testament to the brand's commitment to making high-quality Korean skincare accessible to a wider audience in India. What’s the Buzz? Laneige, known for its hydration-packed skincare wonders, made its grand debut at Sephora India, both online and in-store. Paul Lee, Country Head, Amore Pacific India, couldn’t hide his excitement: “The event at the Sephora store in Saket was an invigorating experience! Laneige has launched its products in Sephora's physical and online stores for the first time as part of its omnichannel expansion strategy. We aim to complement our strong online presence and provide customers with multiple touchpoints to experience the essence of the brand.” For those who live and breathe beauty, Sephora is a sacred space. So, it only makes sense that the Korean beauty brand, with its cult-favorite Water Sleeping Mask and Lip Sleeping Mask, would find its way into this beauty mecca. Mini Sood Banerjee, Assistant Director and Head of Marketing, Amore Pacific India, couldn’t have said it better: “We are thrilled with the debut of Laneige Skin Superheroes at Sephora. The global beauty giant is one of the favorite shopping spots for the beauty enthusiast, and our presence here will allow us to engage with customers in new and innovative ways, and we can’t wait to see the impact. We’re committed to continuing this momentum, and making Laneige the leader in the industry.” The Secret to Skincare Magic Laneige isn’t just another skincare brand — it’s a hydration powerhouse! Specializing in moisture research, the brand has perfected the art of keeping your skin plump, dewy, and glowing. Think of their products as a tall glass of water for your skin, quenching its thirst and giving you that lit-from-within glow. Sally Lee, Brand General Manager, Laneige India, shared the brand’s vision: “It’s exciting to see the response we have received for the brand in the last 5 years. The brand offers unique products for Indian consumers to experience, and we aim to connect with a broader audience interested in exploring these skincare offerings.” It's skincare lineup is like a superhero squad for the face — each product bringing something unique to the table. From their iconic Water Sleeping Mask that works magic while sleeping, to the Lip Sleeping Mask that’s become a bedside staple, the products are designed to hydrate, repair, and protect the skin. Mini explains the brand’s appeal: “Korean brands like Laneige are catching on fast in India because they bring something fresh and effective to the table. Our products, especially the sleeping masks, are a hit because they deliver visible results — hydration, glow, and all the things that make you look like you’ve just walked out of a K-drama!” Sephora x Laneige: What’s Next? With Laneige now in the Sephora fold, the brand is set to conquer the Indian skincare market like never before. Already present in eight Sephora stores across the country, the brand is on a mission to expand its reach even further. Mini gives us the inside scoop: “Our expansion plans include further collaborations with multi-branded stores like Nykaa, Tira, and of course, Sephora.” But what about the idea of standalone brand stores in India? Not so fast. Banerjee explains, “We are still trying to figure out the Indian market. Though customers love us, we need some more time for that matter.” Laneige’s appeal in India isn’t just a flash in the pan. It’s no surprise that cities like Delhi and Mumbai are leading the charge, but the love for the brand is spreading fast to Tier I and Tier II cities too. What’s driving this trend? The answer is simple: K-beauty is the new cool, and Laneige is at the heart of it. Paul Lee shares his thoughts on the brand’s traction in India: “Metros, of course, Delhi, Mumbai, Northeast, and even the Tier I and Tier II cities are showing a very fast-paced uptake. K-beauty is trending all over the world, and especially in India. We recently collaborated with Sara Tendulkar as our brand ambassador, and she’s working very well for us. Her dewy and glowing skin is a perfect match for the brand's brand ethos.” And let’s not forget the Northeast — a region that’s becoming a hotbed for K-beauty lovers. Laneige’s popularity here is partly due to the region’s deep connection with Korean culture, from K-pop to K-dramas, making it the perfect playground for the brand's skincare innovations. Paul Lee is optimistic about Laneige’s future: “Globally, Laneige’s partnership with Sephora has been very strong and extensive. With Sephora India, we have just started, but I strongly believe that we have a lot of success stories globally. I believe we will also soon be able to become the number one skincare brand in Sephora India as well.” Coming from a business family involved in small enterprises in Nagra, Ishendra Agarwal pursued his bachelor's and master's degrees at IIT Kanpur. Afterward, he joined BCG as a management consultant. During his time in the corporate world, particularly within the jewelry segment, he observed that India, being the world's second-largest consumer of jewelry, had a significant market gap. Most jewelry brands in India, including Tanishq, Kalyan, Malabar, CaratLane, and BlueStone, focus on fine jewelry priced above Rs 30,000. This high price point makes it challenging for women to purchase and wear such jewelry regularly, whether for office wear or small gatherings. In contrast, international brands like Pandora and Mejuri offer fine jewelry at more accessible price ranges, with average order values between Rs 12,000 - 15,000. This observation highlighted a need for a fine jewelry brand in India that provides quality pieces at a more affordable price point, allowing women to purchase jewelry frequently without worrying about significant expenses. Inspired by this insight, he founded GIVA to fill this gap in the market. “Our goal is to create a brand where women can effortlessly buy beautiful, fine jewelry without having to consider substantial savings or budget constraints. Whether through a quick visit to a store or a few clicks online, we aim to make fine jewelry accessible and enjoyable for everyday wear,” he said. Nationwide Store Expansion Currently, the brand has approximately 130 stores operating across India, with about 50 percent of them located in Bengaluru and Delhi – Bengaluru has 32 stores, and Delhi has 34 stores. The remaining stores are spread across other Tier I cities like Mumbai, Pune, Kolkata, and Hyderabad, as well as Tier II cities such as Dehradun, Indore, Lucknow, and Kanpur. “Our expansion strategy focuses on increasing our offline presence significantly. We aim to establish at least 50 to 60 stores in Bengaluru and Delhi alone. Simultaneously, we plan to deepen our reach in other metro and Tier I cities while expanding our footprint in Tier II cities. Our goal for the next two years is to be present in about 60 cities across India, with a total store count of approximately 300,” stated Agarwal. Digital-Offline Balance GIVA’s approach to online channels leverages widespread access to mobile phones and the internet, aiming to create brand awareness primarily through digital platforms. This remains its primary focus. Conversions, however, can occur both online—through its mobile application and website—and offline. This is the essence of its customer acquisition strategy in the D2C funnel. Additionally, the brand is present on various marketplace channels, including Amazon, Myntra, Nykaa, Nykaa Fashion, and Tata CLiQ, which contribute significantly to its sales. “Currently, online channels and these marketplaces account for 60 percent of our sales, while offline sales, which we began two years ago, contribute 40 percent of our revenue. We anticipate this to shift to a 40-60 split in the next two years, favoring offline sales,” he asserted. GIVA also utilizes its mobile application to provide various services to its customers. For instance, if a woman purchases jewelry and wants lifetime replating, she can easily arrange it via the app. The app also offers access to digital warranty and authenticity certificates, and it serves as a convenient platform for its loyalty program. This is how the brand integrates its mobile application and website into its overall strategy. Quick Commerce Entry GIVA has recently ventured into Quick Commerce, launching about a month ago on platforms like Blinkit and Swiggy Instamart. This initiative has been performing exceptionally well, particularly during special events like Akshay Tritiya, Mother's Day, and Father's Day. On these occasions, there is a noticeable spike in demand as customers seek fine jewelry for same-day gifting. “We have become a popular choice for last-minute gifts, as many people don't plan their gifts days in advance and often make the decision on the same day. Quick Commerce provides a convenient solution for these spontaneous purchases, making it easy for customers to select and receive a fine jewelry product swiftly,” explained Agarwal. Expanding Product Portfolio Currently, GIVA is focusing on silver as a primary metal and has expanded into lab-grown diamonds set in 14-carat and 18-carat gold. It launched its lab-grown diamond collection six months ago, and it is now available in 60 of its stores. In silver collection, the brand offers a wide range of earrings, pendants, rings, and bracelets. “We are also expanding into categories like toe rings, anklets, and nose pins. Additionally, we are focusing on kids' and men's jewelry, recognizing that fine jewelry makes an excellent gift for children.” He noted. Moreover, it is working on launching GIVA signature perfumes, featuring five to six floral notes, designed to provide a unique and memorable GIVA experience. This new product line is currently being developed. Influencer-Driven Awareness The brand uses social commerce primarily to create awareness rather than drive transactions. Its strategy involves collaborating with numerous influencers and micro-celebrities to generate content and build brand visibility. Each month, over 2,000 influencers post about GIVA on platforms like YouTube and Instagram. “Our social commerce efforts focus on several key areas. We create awareness about specific categories, highlight the presence of our stores in various regions, and promote new collections, especially around significant events. For instance, we recently launched a silver Rakhi line for Raksha Bandhan, featuring both standard silver Rakhis and personalized options where you can have your brother's or sister's name engraved on the Rakhi. This multifaceted approach helps us reach a wider audience and keep them informed about our latest offerings,” highlighted Agarwal. Tech-Enhanced Experience To improve the consumer experience, the brand utilizes several technological advancements. First, its virtual try-on feature available on its app allows customers to see how certain products will look on them, enhancing their shopping experience. Second, it integrates online and offline channels to provide a personalized shopping experience. Additionally, the company is incorporating technology into its customer support to offer faster responses. Automated systems can handle common queries efficiently, reducing the need for human intervention and speeding up response times. Designer Collaborations GIVA actively collaborates with multiple designers to keep its designs fresh and fashionable. About six months ago, the brand partnered with European designer Lea Schroeder to launch the "Love in Paris" collection. Following that, it collaborated with Bhumi Pednekar five months ago, who worked with its design team to create a new collection. More recently, GIVA teamed up with a Turkish designer to introduce the "Wings of Wonder" collection. “These collaborations are central to our strategy, as our goal is to set fashion trends in India or bring the latest international trends to India as quickly as possible. We are committed to staying at the forefront of fashion through these dynamic partnerships,” explained Agarwal. Remarkable Revenue Growth GIVA has been experiencing impressive growth, with a year-on-year increase of 90 to 100 percent. Last year, the brand achieved approximately Rs 250 crore in revenue, and this year, it is closing at around Rs 450 crore. The brand has also recently ventured into franchising, which has been highly successful. “Our franchising model involves franchisees investing in the store while we handle operations. Franchisees manage employees and sales, adhering to our established protocols, while our team oversees store operations to ensure consistency and quality,” he stated. “Our long-term target is to reach Rs 1000 - 1500 crore in revenue within the next four to five years,” he added. READ MORE: India’s Jewelry Market Poised for Explosive Growth, Projected to Reach $145 Bn by FY28 Strategic Global Expansion GIVA currently has a store in Sri Lanka that is performing well, and it plans to continue its presence there, albeit at a measured pace. “In the next one to two years, we aim to expand into Sri Lanka further, as well as explore opportunities in Singapore, Southeast Asia, and the Middle East. These regions will be our focus for international expansion,” he concluded. The rum has been a favorite drink for Indians for decades. Have you ever wondered where these best rum brands originate? What are the top 10 rum brands in India? Which country is the largest producer of rum? Starting with the first answer, the exotic nation of the Philippines is the largest rum producer. Keep reading as we answer all the pertinent questions regarding the top partner of cola drinks - the rum. Top 10 Rum Brands in India (2024) Here are the best rum brands in India. Fetch details on the top rum brands in the market starting with Old Monk, Bacardi, and Santa Teresa. 1. Old Monk Old Monk is one of the top 10 rum brands in India. This alcoholic beverage brand was introduced in 1855. It is manufactured by Mohan Meakin Ltd. Produced in Ghaziabad and Uttar Pradesh and has its headquarters in Solan, Himachal Pradesh. The leading rum brand is made in India and has been blended for 7 years. It launched in the Indian market in 1935. The rum is made with four key ingredients: caramel, chocolate, ripe peach, and vanilla. It contained 42.8 percent of ABV. Old Monk Rum Varieties: Old Monk Orange Rum Old Monk Lemon Rum Old Monk Apple Rum Old Monk White Rum Old Monk Cola Old Monk Cranberry Old Monk Mojito Read More: Top Whisky Brands in India for 2024 \| ABV% 2. Bacardi Bacardi is one of the best rum brands in India. The rum brand started in 1862 in Santiago de Cuba. The headquarters lies in Hamilton, Bermuda. Bacardi was founded by Facundo Bacardi Masso. He wanted to create a balance between two separate spirits. The first one is called ‘aguardiente’ and the second spirit is known as ‘redestilado’. It is a private limited company that has had ownership for seven generations, selling in more than 170 countries. In the 1930s Bacardi expanded its presence in Mexico and Puerto Rico, making the largest rum production facility of Bacardi. Mexico became the first international expansion for Bacardi. Today the rum brand operates in the US, Mexico, Puerto Rico, Spain and the Bahamas. The Bacardi rum has an ABV of 40 percent in the US and 37.5 percent in the UK and continental Europe. Bacardi Rum Varieties: BACARDÍ Limón BACARDÍ Pineapple BACARDÍ Dragon Berry BACARDÍ Mango BACARDÍ Coconut BACARDÍ Raspberry BACARDÍ Lime BACARDÍ Ginger Read More: Scotch vs. Whisky: The Key Differences Explained 3. Santa Teresa Santa Teresa, the best rum brand in India was founded in 1796. The brand is based out of Venezuela. The journey of Santa Teresa started when a German merchant named Gustav Julius Vollmer got married to Panchita Rivas. The Vollmer family continues the ownership of Santa Teresa. Present day president of this rum brand is Alberto C Vollmer. It has its headquarters in Santa Teresa Estate, Costa Rica. Santa Teresa is made with the solera technique to produce a perfectly crafted rum with a fruity aroma and wood notes. A bottle of Santa Teresa rum holds an ABV of 40 percent. Santa Teresa Rum Varieties: Santa Teresa 1796 Rum Santa Teresa 1796 Speyside Whisky Cask Finish Santa Teresa Arábica Coffee Cask Finish Santa Teresa 1796 Speyside Whisky Cask Finish Santa Teresa 1796 Rum Havana Club Añejo Clásico Santa Teresa 1796 Solera Rum Earlier In News: Indri Single Malt Whisky Emerges as World's Fastest Growing Brand 4. Amrut 2 Indies Rum Amrut 2 Indies, is a leading rum brand in India. The company was founded by JN Radhakrishna Rao Jagdale. It set foot in the distilled beverage industry in 1947 by establishing Amrut Distilleries in Bangalore. The very name of the brand Amrut is defined as ‘nectar of the gods’ in Sanskrit. The Amrut Distilleries Ltd. is a subsidiary of the N.R. Jagdale Group. As the name suggests, the rum has its special essence due to a perfect balance of two indies distilled together. One from the West Indies (Barbados, Guyana & Jamaica) and second from the East Indies (India), made out of Indian jaggery. The rum is one of its kind, the only variety in the market. Read More: Top Vodka Brands in India: A Guide to the Best Picks 5. Rock Paper Rock Paper is a new-age rum brand in India. Good Barrel Distilleries Private Limited is the parent company of Rock Paper. The rum brand was founded in 2021, serving more than 1000 restaurants, and bars in Mumbai and Pune. The rum brand first entered the market with a flagship product “Indian Spice Rum”. Lalit Kalani is the third-generation founder of Rock Paper who is keen to place Indian rum on the top shelf. Rock Paper was featured in Shark Tank Indian as well in Season 3. Rock Paper Rum Varieties: Indian Spiced Coastal White Zesty Lemon Tropical Coconut Roast Coffee 6. Camikara Camikara is one of the best rum brands in India. It was first distilled in 2009 and Piccadilly Distillery is the parent company of Camikara. ‘Camikara’ holds a meaning in Sanskrit - ‘ liquid gold’. The brand stands outside the crowd as it does not use molasses in crafting. It originates from Haryana, India where the particular sugar mill is situated for the distillery. The rum brand holds an ABV of 50 and 42.8 percent in its varieties of rum. It is produced with pure sugar cane juice. Camikara Rum Varieties: Camikara rum 12 year cask aged Camikara rum 8 years cask aged Camikara rm 3 years cask aged 7. Pitbull Pitbull is considered to be the best rum brand in India. Produced in Aurangabad, Maharashtra from 2021, Kalpesh Parekh and Karishma Chandy are the founders and the brains behind Pitbull. It has an ABV of 42.8 percent. It is made with 100 percent sugarcane molasses, blended with barrel-aged spirits and rice Caribbean flavors, with no added sugar. The brand serves ‘PUREBRED INDIAN DARK RUM’ in the Indian market, filled with essence of cinnamon, vanilla and anise. 8. Bermuda Bermuda is a leading rum brand in India by Gosling Brothers Ltd. Founded by James Gosling, a navigator in 1806, he was the man behind the Bermuda Rum. The rum contains 75.5 percent of ABV in its black rum collection. The key ingredients in Bermuda rum are - Gosling’s Gold Seal rum, pineapple juice and grenadine. Bermuda Rum Varieties Gosling's Black Seal Rum Gosling's Black Seal Rum (151 Proof) Goslings Spirited Seas Ocean Aged Rum 9. Contessa XXX Contessa XXX is one of the best rum brands in India. The rum brand was founded by Radico Khaitan Ltd. In 1943, Rampur, Uttar Pradesh was the distillery plant for the Contessa XXX rum. Now it is also processed in Radico NV Distillery Maharashtra Ltd. The rum contains Caribbean sugarcane as its key ingredient and is aged in oak barrels. The rum has an ABV of 42.8 percent. The brand has one rum named Contessa XXX. 10. Five Rivers Five Rivers is a leading rum brand in India. The brand was founded in Punjab. Sangera Rum Company is the parent company of Five Rivers. Taj Sanghera is the fifth-generation founder of the rum brand. The brand name is a translation of the state - Punjab, which means Panj- five and Ab - water. The main ingredients of the rum are ginger, clove and coriander seeds. The brand has just one white rum which can be served in various combinations of drinks. Last Word In the eyes of Indian Retailers, these top 10 best rum brands are worth knowing about. Understand what are the key ingredients in these rum brands. History plays an important role in the success of these rum brands in India. Know how and when the best rum brands gained recognition. Some serve one iconic rum while other brands have a range of rums with different essences. Here is all about rum brands in India! FAQs on Top Rum Brands in India What are the top 3 rum brands in India? Old Monk followed by Bacardi and Santa Teresa are the top three rum brands in India. In what ways can someone consume rum? Neat, on the rocks, mixed with soft drinks or juices are the typical way of consuming rum. How to store rum properly? Keep the rum in cool surroundings and away from direct sun. Ensure the bottles are sealed and not stored for a long time. India is known for its diverse tastes in style and fashion. And people don’t buy luxury only for comfort but to show their value in society, likewise, all luxury products including handbags are just a way of showing their richness and standards. India, with its growing affluent class, is embracing these high-end accessories more than ever. But what is it about a luxury handbag that captures the heart of so many fashion enthusiasts? As we explore the top 10 luxury handbag brands in India for 2024, we Indian Retailer will uncover the unique elements that set each coveted brand apart, making them the giants in the luxury segment. In News: Kiara Advani is the New Face of Caprese Handbags Sanktum Redefines Luxury Fashion with Innovative Handbag Subscription Service How Caprese is Innovating the Handbag Industry with AI Different Types of Luxury Handbags There are various types and styles of bags in the market to give a different look on every occasion. Here I’ll mention some of the most used handbags among women which are famous for their unique features. Style Features Trapeze Top handbags with triangular sides that give a trapezoidal effect Minaudiere Small, metal, bejeweled evening bags that may have chains for carrying Tote Medium to large open-top double-handled bags with open main compartments are very famous for their everyday look Cross Body Hands across the body with a long chain or straps are very vintage style for both genders Duffle Substantial bags with double handles or a long strap are very popular styles for short trips Messenger Large compartment bags with flap closures are often worn over the shoulder or across the front of the body Clutch Small bags that are usually held in the hand are very famous for party looks Bucket Shoulder or cross-body bag with round or oval bottom and drawstring closure Saddle A bag that used to be carried behind a horse or bike, or motorcycle with u shaped flap Wristlet Small bag or wallet with a strap to be worn on the wrist. Envelop Clutch or chain strap bag with rectangular shape with pointed fold over flap Satchel Small bag worn over the shoulder that closes with a flap and often buckles Frame A bag with a strong triangular structure sometimes has a metal frame Bowler Rounded design inspired by bags used to carry bowling balls Hobo Crescent-shaped bags with top zip closure that’s slouch and worn over the shoulder. Doctor Rectangular stiff bag with flat bottom and central closure Backpack Sack that is typically worn on the back and secured over the shoulder with 2 straps Shopper Rectangular ingle-handled shoulder bag perfect for shopping These are some top styles of bags that are commonly used in every luxury fashion house now let’s discover the brands that are making this style a trend in the market. Top 10 Luxury Handbags in India Here are the top 10 luxury handbag options which have driven the Indian audience crazy with their innovation. 1. Hermès Hermès International S.A. is a French luxury fashion house which was founded in 1837 by Thierry Hermès, based in Paris. It specialises in leather goods, lifestyle accessories, home furnishings, perfumery, jewelry, watches and ready-to-wear. Since the 1950s, its logo has depicted a ducal horse-drawn carriage. The company has grown to become a world leader in the fashion industry and is known for its luxurious and high-quality goods. Hermès sells about 30% leather goods, 15% clothes, 12% scarves, and 43% other wares. Hermès holds diligently on to a market share with a total asset of €210.97 billion and thus is one of the top manufacturers of luxury fashion articles. The works of Hermès are often recognized for their stunning designs like the Herbag and Steeple bags. Another famous handbag, the Birkin bag, was named after the British actress Jane Birkin. The latter are commended for their exquisite workmanship and everlasting charm. The likes of Victoria Beckham, Kim Kardashian, and Kate Moss have often been seen with Hermès handbags, which, by the way, have contributed to the brand's covetable status. Hermès remains the most luxurious and well-constructed product. 2. Gucci Gucci is an Italian luxury brand known for its Italian art style in their products, founded by the businessman Guccio Gucci in 1921, in Florence, Italy. The company is headquartered in Florence, Italy and operates in 528 locations under its parent company Kering. Gucci is known worldwide for being a trendsetter with its innovative, daring designs in fashion. The brand indeed has a dozen of luxury products and it is firmly established in the luxury market with an astonishing revenue of €9.9 billion in 2023. Gucci's bags are known all over the world and to stress the fact often include the GG logo and monograms reflecting the brand's unique style. The print Flora of course represents Gucci's long history as well as the brand's creative capability. All the high-profile endorsements by Gucci feature celebrities like Harry Styles, Blake Lively, and Beyoncé who are always on the go with Gucci's opulent pieces. Whether it's a statement about luxury, fashion, or a combination of both, Gucci stands as the perfect example of a brand that had a staggering value in the luxury handbags sector. Gucci is a forerunner in fashion, creating not only bags that are accessories but also ones that show boldness and individuality. 3. Louis Vuitton Louis Vuitton is a French luxury fashion company for fashion lifestyle and accessories, founded by Louis Vuitton in 1854. The brand is headquartered in Paris and is known as a company that gives out its best in luxury, and innovativeness, as well as style that is superior to others. The company is one of the top players in the luxury handbag market, accounting for a significant chunk of its market share with a brand valuation of €14 billion. It is fully owned by the LVMH conglomerate and operates in 50 countries with more than 460 stores worldwide. All products display the legacy of perfect examples of aesthetics and art. The signature handbags like the Speedy and Neverfull which are loved by many and have one of the brand’s distinguishing features, the monogram canvas made of 90% ultra-resistant nylon. Louis Vuitton diplomas made from handbags are worn by international celebrities Angelina Jolie, Michelle Williams, and Emma Stone, whose participation in the luxury brand nature makes it more interesting and valuable. 4. Dior Dior is a multinational luxury fashion hub, founded by the visionary Christian Dior in Paris, France in 1946. Headquartered in Paris, Dior has long been synonymous with opulence and sophistication. This is the classic fashion house that changed the world with its stunningly feminine "New Look" in post-war Europe. Dior did not take long to become a desired label among the rich and elite. They are ageless pieces demanded by wearers from all over the globe. Dior is one of the biggest names in the world with a revenue of €79.18 billion as of 2022, operating under the LVMH group. Dior is present in 210 locations worldwide with every piece being a mark of French elegance. The "Lady Dior" bag with its iconic quilting and delicate D.I.O.R. charms shows the brand's commitment to quality craftsmanship. Dior's handbags are star-studded pieces worn by the likes of Jennifer Lawrence, Charlize Theron, and Rihanna, thus, it strengthens the image of the brand as a celebrity favorite. Dior's total assets are worth €131.9 billion, which is evidence of its power in the luxury goods sector. The subsidiary is Christian Dior Couture. Dior's distinct melange of classic grace and innovative design makes it a sought-after brand for those who admire high fashion and artistic design. 5. Chanel Chanel is a luxury fragrance & beauty boutique established by Coco Chanel in 1910 in Paris. The brand is privately owned by the Wertheimer family and has been headquartered in London since 2018. The company has made a considerable space in the luxury handbag market with 500+ stores worldwide, capturing about $15.6 billion in 2021. Chanel handbags are famous for their classic quilted leather designs and chain-link straps, one of the most famous being the iconic Chanel 2.55 bag. These add-ons of design have been the reason for the latest to be Chanel's perennial favourite among fashion connoisseurs. Celebrities such as Kristen Stewart, Margot Robbie, and Keira Knightley have worn Chanel's chic handbags, boosting the brand's image as a luxury mainstay. Chanel makes fragrances that further cement the luxury brand's place as a timeless symbol of status. Chanel’s steadfast adherence to luxury and superior technique guarantees that its handbags are the most prized possessions, still the sought-after items for those who prefer the classic style. 6. Celine Celine is a big player in the luxury handbags segment, which was established in 1945 and headquartered in Paris, by the hands of its founder Céline Vipiana. Celine stands out as a key player in the luxury market and LVMH is Celine's parent company which owns a significant part of the luxury industry. Celine's clean lines, premium materials, and understated sophistication are known throughout the world The Celine Nino, Celine Louise Bag, and Celine Classique Triomphe Bag are the iconic bags of the company, renowned for their simple design and usability. The likes of Angelina Jolie and Dakota Johnson, who are huge fans of Celine, often wear the brand, thus making Celine a must-have for Hollywood movie stars. Celine continues to be the center of attention for luxury lovers with its unique blend of neoteric and classic charm operating with 178 boutiques worldwide. 7. Miu Miu Miu Miu has been a part of luxury fashion since 1993 when Miuccia Prada created a playful and imaginative collection in Milan. Miu Miu is no slacker in the handbags department, being recognized for its designer's colourful visions and high-octane designs to attract young people. It is a fully owned subsidiary of the brand Prada, accessible to a higher and simpler audience than most brands, Well-liked goods are the Miu Miu Aventure Nappa leather bag and Miu Miu Leather Beau Bag. Milan, as the headquarters of Miu Miu, is the ideal city to be where Italian art and creativity are making today's fashion. A-list Superstars such as Elle Fanning and Lupita Nyong'o have developed a close relationship with Miu Miu, and as a result, people are starting to associate its name with creative concepts. Miu Miu, with its revenue of €166 million, still has a key position in contemporary luxury, releasing items that are hard to find for the crowd. 8. Prada Prada, a well-known name in the luxury handbags market, was established by Mario Prada the luxury fashion house Prada in 1913 in Milan, Italy, to form a fashion brand that is the embodiment of fine elegance and contemporary style. Prada is one of the prime players headquartered in Milan with a revenue of €4.72 billion as of 2023. The Milan office is the creative centre of the innovative designs which are made by Prada. The Galleria and Cahier bags are iconic for their unique materials, stylish design, and classic charm, and are exemplified by the brand's characteristic minimalism. Galleria and Cahier bags are so popular and highly regarded for their sophisticated style and timeless elegance that celebrities such as Sarah Paulson, Olivia Wilde, and Bella Hadid have often been spotted with them, thus, boosting the brand's status even further. Miu Miu, Church’s, Fondazione Prada and Luna Rossa are subsidiaries of Prada. Prada's quality and innovation strength still have a pull on the fashion world, and that is why their bags have become everlasting icons among customers who love luxury with a modern touch. 9. Yves Saint Laurent Yves Saint Laurent is a trendy name in the luxury segment, started in 1961 in Paris by Yves Saint Laurent and Pierre Bergé, Saint Laurent has become a brand known for its elegance and audacity in fashion. Part of the Kering Group, the brand's headquarters are in Paris, where it continues to lead with innovative designs. Saint Laurent bags including the Envelope, LouLou Bag, and Kate Bag hit the spot with both traditional class and eye-catching modernity. Stars like Zoë Kravitz and Miley Cyrus have been spotted with these signature items, implying the label's status. Its cosmetics line, YSL Beauty, is owned by L’Oréal. With revenue of €3.2 billion in value by 2023, Saint Laurent is still seen as a Parisian fashion icon, offering handbags that are just as stylishly daring as they are of timeless elegance. 10. Givenchy Givenchy became a giant in the luxury handbag segment by bringing french aesthetics into their product segment which was founded by Hubert de Givenchy in 1952. Givenchy is a well-known brand name that is part of the LVMH Group that is headquartered in Paris, France. The company is famous for its various handbag products such as the Nano Voyou, and Voyou basket Bag, among others. With a focus on tradition and modern-day aesthetics, Givenchy's designs, which are mainly worn by celebrities such as Cate Blanchett and Meghan Markle, can be described as sophisticated. Givenchy stands out among competitors in the luxury market with its timeless designs that are fusions of classic and contemporary styles, making its handbags the must-have accessory for fashionistas around the globe. Final Thought At Indian Retailer, we closely see all the top luxury brands craze in the Indian market and the reason is their timeless innovation and creativity which make them the top choice in the global and Indian market as well. Their iconic style is favored by celebrities and fashion-forward people to set the standard in the luxury market, making them coveted symbols of status and style. FAQs on Top 10 Luxury Handbags in India 1. Which luxury bags are worth buying? Hermès, Chanel, and Louis Vuitton are top-performing brands. 2. What luxury brand has the highest quality? Louis Vuitton is not only the world's most valuable luxury brand but also one of the most recognizable and influential fashion houses ever. 3. What is the best way to store expensive handbags? It should be out of direct sunlight, in the dark and away from heat sources such as radiators and hair dryers. In a climate-controlled room with a stable relative humidity (RH) between 45-55%.You can also store the bag inside a dust bag, upright on an open shelf. 4. Which is the most luxurious bag? The Guinness World Record for the most expensive bag offered to the public is the Mouawad “1001 Nights” diamond purse. 5. Why do purses have peels? If the handbag is exposed to water or other liquids, the leather can become weakened and start to peel. Leather can dry out and become brittle over time, especially if it is not cared for properly. The life of a product from manufacturing to the shelf of a customer, is most important for a business for it to grow and flourish in the respective market. Know all about a product's life cycle, its importance and its main stages. Every product, whether cosmetics, clothing, furniture or electronics, has different life spans. This article delves into how the product life cycle works. What is Product Life Cycle? The process of a product passing through development to its expiry is defined as the product life cycle. Marketing and business management use this concept to make the market aware of the product. The product life cycle is a key feature of an item, explaining everything from initial creation to its decline. The time when a product enters the market to its removal from a shelf is a concept that determines how long it will work and stay in the market. For instance, the concept of television entered the Indian market in 1959. Television is still persistent due to its upgrade to becoming smart. Its existence would have been diluted without modifications. Hence, the product should have an enticing feature making it long-lasting in the market or keep developing the product. The methods or strategies used to maintain and continue a product's life in the market are known as product life management. 4 Stages of Product Life Cycle The product life cycle has four stages to make the product stand long in the market. Every product needs to go through the four steps, to determine its life of the same. Four stages include - introduction, growth, maturity and decline. Introduction - This is the first stage of making the product's grand entrance into the market. It is essential to make target customers aware of the product’s existence. The launch of the product is used as an opportunity to make an announcement, a promotional tool. The initial investment in marketing the products can help build brand demand. There can be competition, bringing difficulty, in that case, the USP of the product can help to defeat competitors. Example: Various smart TV brands in India are in the introduction phase, where customers are still getting informed about their presence in the market. Brands like OnePlus, LG, Samsung and more are spreading awareness about smart TVs in the Indian market. Growth - After making customers aware of the product and a high investment, it's time to cover up. Utilize the surge created for the product, and build the identity for the brand. Sustain the position and develop an expansion plan. Growth is a stage where a brand can have leadership in the market. Getting customer acceptance can recover the high-end investment. Example: Amazon is a leading e-commerce platform. It expanded to streaming services and gained growth by offering free shipment on the shopping platform. This increased the Amazon Prime video subscription. This strategy made the brand more noticeable in the market. Maturity - After a hike in demand comes a product's saturation point. This stage has the highest competition as various new brands imitate the market. The product life starts to end. To sustain in the market there is always a way to bring offers, discounts, innovation and something new on the table for customers to explore. Example: McDonalds faced its maturity stage when it started having competition in the fast food market. To stay in the industry McDonalds maintained its market share and adapted to consumer preference for healthy food. Making it more enticing by providing fresh food services. Decline - The end of a product's life is known as the decline. There are less sales and no profit. However, some might survive, with innovation, upgradation and enticing consumers with something new. The market presence gets lost in the last stage, making the product almost disappear. Example: Chevrolet, an automobile company faced its decline in 2017. It failed to fulfill customer satisfaction and compete with competitors. It faced challenges in building a name in the Indian market, due to its luxury automobile brand. Why is Product Life Cycle Important? It is important to understand why a company needs to work on the product life cycle. It gives allowance to gather insights on the demand of consumers and improve products accordingly. Why is the product life cycle important? Here is the answer for it:- Improvement to help develop products - The concept of the Product life cycle is important as it allows businesses to make necessary improvements to their products. Serving all purposes in the market space. Allocating resources strategically, making an existing product stay longer. Awareness about the product presence - The first stage of the product life cycle, introduction, makes it easier for companies to spread awareness about the product. It could be an idea, innovation or something unique that could help in gaining attention and expand in the market. Brand building to entice customers - Product life cycle can make a brand noticeable to consumers. Developing a customer relationship for loyalty and satisfaction. Engaging with the audience teaches upcoming trends and looks for what is missing in the market. Resource allocation for growth and investment - Dividing resources for marketing and promotions, manufacturing costs, and R&D for the product. Generating knowledge about the brand and its product USP, with using allocated resources for stable profitability. How Does Product Life Cycle Work for Different Industries? PLM plays a vital role across different industries, which are: Apparel Industry The product life cycle for apparel is usually a bell-shaped curve, on the four stages. There are various materials used in the manufacturing of cloth. The life span of a particular apparel item is highly dependent on that. There are natural and artificial fibres that are used in the manufacturing. 3D printing, sustainability clothing, smart fabrics and using AI in the manufacturing of apparel are trending. Getting introduced in the market. It shall go through all the stages of the product life cycle, declining at the end and other innovative ideas in the fashion industry will again be introduced. Electronic Industry The electronic industry tends to last the most as compared to other products in the market space. This happens due to the innovation in the electronic field every year. There is an upgrade every year, making it hard to reach the decline stage for some. For instance, television started with just one channel in India, carry forward it had multiple channels and today a normal television has been converted to a smart one. This has made consumers stay, building the lifespan of a television. Cosmetic Industry The cosmetic industry has a much lesser product life cycle as compared to other industries. The lifespan of a cosmetic or skincare product depends on the formulation, packaging used and quality of the products. The lifespan of a cosmetic product tends to last 1-2 years, then it faces a decline. Today the cosmetic industry has a lot of competition, making it hard for previous brands to compete. Factors Affecting the Product Life Cycle Various factors influence the product life cycle for a company. Businesses must work according to the following factors to beat the competition in the market space. Here are key factors affecting the product life cycle with examples:- Tech advancement There are changes in everyday life on the technical grounds of various products. Countries having high-end technological changes tend to shorten the product life cycle. Businesses continuously evolve to remain consistent in the market. Using the available technology in developing a product and maintaining the image of the brand. Samsung, a leading smartphone manufacturer, proposed first-generation memory technology. It included V HAND with 200 cell layers for smartphones and premium memory solutions. Along with the first generation PCle Gen5 SSDs for storage and applications. This upgrade in the technical front makes it more enticing for the consumer to explore. This is the first stage of the product life cycle. Competition A product always has competition in the market. To increase the value, sales and growth of a business, it is a must to understand and improve according to the competitors. Fulfilling the demand of the customer before the competitor. Nykaa faced competition in the online fashion industry from Myntra, Amazon and Ajio. To overcome its losses and continue its existence in the market, the brand focused on building brand relationships. Improving customer experience on the online shopping platform of Nykaa application and faster delivery than its competitors. Market Demand Every product has different factors that maintain its performance in the market. Adapting to changes in the market according to the product line the business is in. Market acceptance is necessary, and that can happen by fulfilling the changing demands of consumers. Maruti Suzuki, the largest economy car manufacturer in India, always caters in regards with what customers want. Every car produced by the company has four models, serving different consumer needs. Making the company a dominant player in the automobile market in India. Final Word From the Indian Retailers eye, the product life cycle is that various product categories are different from one another. Various factors and functions contribute to the lifespan of a product. Four stages define the life cycle of a particular product. The four stages of the product life cycle are introduction, growth, maturity and decline, which is followed by most companies. There are ways to increase the life of the product by necessary changes according to trends, technology and development, making it more wanted in the market. FAQs What are the four stages of the product life cycle? Introduction, growth, maturity and decline are the four stages in the product life cycle. How can companies expand the product life cycle? These are the following points to improve the product life cycle: Upgrade and improve products Expand reach by entering new markets Pricing strategies Marketing strategies How does the product life cycle affect business? The product life cycle determines the growth of the business. With the innovations and upgrades, the PLC can be increased leading to profitability for different businesses in sales. In India, one of the most daunting tasks for small businesses is the struggle to gain visibility and establish an online presence. Platform constraints and high costs have made it challenging for them to compete with larger e-commerce giants. However, the Open Network for Digital Commerce (ONDC) is poised to change the game with its innovative interoperable QR code. Currently in its alpha phase, this tool enables sellers to generate unique QR codes that customers can scan using an ONDC-registered buyer app, such as magicpin and Paytm. This initiative is set to expand across the entire network following successful initial testing. "Today marks a transformative moment in Indian commerce," declared T Koshy, MD & CEO, ONDC, during the launch event for the QR code. "ONDC’s interoperable QR code breaks down the barriers that have held small businesses back. Now, every seller has the power to reach customers digitally, just like the e-commerce giants. It’s a massive leap towards an open, inclusive, and democratized digital marketplace." Empowering Sellers with Simple Technology The beauty of this technology lies in its simplicity and potential for far-reaching impact. Sellers can display their QR codes anywhere — on storefronts, products, marketing materials, or social media — instantly connecting with customers both offline and online. For consumers, it means unparalleled convenience: a quick scan with any QR scanner ap
1222	dbpedia	2	69	https://straitsresearch.com/report/biscuits-market	en	Biscuits Market Size, Growth, Trends and Competitive Analysis 2030	https://straitsresearch.…cuits-market.jpg	https://straitsresearch.…cuits-market.jpg	[ "https://straitsresearch.com/static/assets/images/Logo.svg", "https://straitsresearch.com/static/assets/reports/file-formate.png", "https://straitsresearch.com/uploads/reports/1708438502-biscuits-market.jpg", "https://straitsresearch.com/static/assets/segments/chart-2.webp", "https://straitsresearch.com/sta...	[]	[]	[ "Biscuits Market", "Biscuits Market Size", "Biscuits Market Share", "Biscuits Market Growth Analysis", "Biscuits Market Analysis", "Biscuits Market Opportunities", "Biscuits Market Outlook" ]	null	[ "Straits Research" ]	null	The global biscuits market size is projected to reach USD 184,977.63 million by 2030, europe is the most significant shareholder.	en	https://straitsresearch.com/favicon.ico		https://straitsresearch.com/report/biscuits-market	Market Overview The global biscuits market size was valued at USD 114,247.60 million in 2021. It is projected to reach USD 184,977.63 million by 2030, growing at a CAGR of 5.50% during the forecast period (2022-2030). A baked and formed food item made of flour is called a biscuit. Biscuits are typically flat, firm, and unleavened in most countries. Consumers' growing need is pushing the industry for quick snacks made with nutritious components. The most current and prevalent trend is food-on-the-go, which consumers must consider while making food product purchases. It now plays a significant role in propelling the worldwide biscuit industry. The industry has grown due to frequent product launches with novel formulas in the biscuits, such as low fat, gluten-free, low carb, organic, and high fiber biscuits. Market Dynamics Global Biscuits Market Drivers Growing Product Innovation The biscuit market is expanding significantly as its competitors constantly differentiate their products in ingredients, flavor, composition, and packaging to survive in a cutthroat industry. In light of this, the worldwide biscuit market is experiencing increased product innovation and new product development. The rise in the biscuit market over the past few years can be attributed to new items becoming accessible on store shelves, which draws early adopters and propels the industry forward. Leading players target consumer groups with particular interests to differentiate their product offerings and increase their customer base. They are heavily leveraging global consumption trends, of which prominent examples are organic/natural, vegan, and products with unique ingredients. Rising Demand for Healthy Biscuits Global demand for healthy snack bars poses a challenge to the biscuit industry. Granola bars have become very popular in recent years as more nutritious snacks. Additionally, there is a concurrent increase in demand for snack food bars that are very nutritional. The demand for snack bars is driven by the modern consumer's need for healthier meal replacement options. The consumption of processed snacks, such as frozen, dried, and preserved forms of processed fruit snacks, offend some customers even if fruit snacks and other snacks, like yogurt, cereal bars, and others, are considered healthier options for snacking. Consumers are shifting their diets to incorporate more fresh fruits and vegetables because they do not contain any of the processed ingredients and toxins found in packaged snacks. Global Biscuits Market Restraints Lack of Production and Effectiveness Cracks and splits can form in biscuit dough because of the unequal distribution of heat and water during checking, a productivity concern in the biscuit sector. Variations in product weight represent a severe challenge to the industry and cause businesses to lose a lot of money. The primary cause is biscuit expansion, negatively affecting units per package and the industry's bottom line. According to Vanessa Martins Mendes, marketing leader for biscuits and bakery, "this is a category of little innovation, but there is still much potential for the industry to fulfill and surprise consumer wants." "This involves creating healthier and specifically tailored products to fit various demands, such as those of adults over 60, a market whose consumption of items in this category often declines as it searches for alternatives that better suit its unmet needs." Global Biscuits Market Opportunities New Innovations The biscuit industry is attractive and established in many countries, using conventional methods, but it faces many obstacles. In order to help biscuit manufacturers better meet consumer demands, DuPont and Euromonitor conducted a study. The study aimed to help manufacturers reduce sugar and fat while increasing fiber and protein in biscuits. Thus, innovations in the biscuit industry with ongoing trends are anticipated to create new opportunities for the biscuit market during the forecast period. Regional Analysis Europe Dominates the Global Market The global biscuits market is bifurcated into four regions, namely North America, Europe, Asia-Pacific, and LAMEA. Europe is the most significant shareholder in the global biscuits market and is expected to grow at a CAGR of 4.85% during the forecast period. Consumers in the United Kingdom are driven by indulgence, depending on the variety of biscuits and the box size. Various fresh goods are frequently released, including morning biscuits, "thins," free-from alternatives, and healthy biscuits. Consequently, the country's desire for more nutritious biscuits increased. Furthermore, Mondelez International launched a Cadbury-branded biscuit with the option to consume the product warm straight out of the microwave as part of its strategy to target the premium biscuits segment in the United Kingdom. The country's changing consumer tastes saw a steady decline in the market for classic ordinary biscuits while sharply increasing the desire for "premium experiences." Asia-Pacific is anticipated to grow at a CAGR of 5.90%, generating USD 39,786.06 million during the forecast period. The biscuits market in China is being driven by an increase in the consumption of bakery and cereal products because more people are becoming health-conscious, manufacturers are making a variety of flavors of biscuits available, and the working population is expanding. According to the Direct China Chamber of Commerce, savory biscuits made up 39% of the market in 2018, while sweet biscuits accounted for 60%. Sandwich biscuits, chocolate-coated biscuits, and specially designed biscuits with appealing packaging, tasty flavors, and smaller packets like 100-200gm are the most popular biscuits in China. The demand for baked goods like cookies and biscuits across Europe has been booming. Some of the largest biscuit producers in the US are Mondelez International, The Kellogg Company, Just off Melrose Incorporation, Christie Cookies Company, Shultz Foods Co., and Benzel Food Distributors. National Biscuit Company, Mr. Hanes Moravian Cookie Bakery, and Two Smart Cookies. The businesses also participate in various in-store promotions emphasizing new product development and marketing communications. These in-store specials focus on discounts, such as extra value bundles or buy one, get one free deal. Market players are using product innovation as a tactic to contend with the highly fragmented biscuit market. Market players are also increasing manufacturing capacity to increase product availability, which is anticipated to boost the market during the forecast period. LAMEA is anticipated to grow significantly during the forecast period. Biscuit producers are lowering their products' sodium, sugar, and trans fat content to fulfill public health guidelines and adding fibers, grains, and minerals to suit the demand of customers ready to spend more on healthy food options. However, during the years 2015 and 2016, the Brazilian government increased the price of electricity, which increased costs inside manufacturing facilities. Fuel price increases also increased transportation costs, which led to a restructuring of biscuit prices across the Brazilian biscuit market and an 8% to 10% nominal increase in the value of biscuit sales. Report Scope Report Metric Details Segmentations By Type Crackers and Savory Biscuits Sweet Biscuits By Distribution Channels Supermarkets/Hypermarkets Convenience Stores Specialist Retailers Online Retail Others Company Profiles Mondelēz International Inc. Kellogg Company ITC Limited Britannia Industries Walkers Shortbread Ltd Parle Products Pvt Ltd Burton’s Biscuit Company Yildiz Holding Inc. Bahlsen GmbH & Co. KG Campbell Soup Company Grupo Bimbo. Geographies Covered North America U.S. Canada Europe U.K. Germany France Spain Italy Russia Nordic Benelux Rest of Europe APAC China Korea Japan India Australia Taiwan South East Asia Rest of Asia-Pacific Middle East and Africa UAE Turkey Saudi Arabia South Africa Egypt Nigeria Rest of MEA LATAM Brazil Mexico Argentina Chile Colombia Rest of LATAM Report Coverage Revenue Forecast, Competitive Landscape, Growth Factors, Environment & Regulatory Landscape and Trends Need a Custom Report? We can customize every report - free of charge - including purchasing stand-alone sections or country-level reports Segmental Analysis The global biscuits market is segmented by product type and distribution channel. Based on type, the global biscuits market is bifurcated into crackers and savory biscuits, and sweet biscuits. The sweet biscuits segment is the highest contributor to the market and is expected to grow at a CAGR of 5.55% during the forecast period. Every economic sector wants and consumes plain sweet biscuits, and their market share is predicted to grow steadily during the forecast period. In addition, people enjoy this kind of biscuit more because they may consume it whenever it is convenient, which promotes market expansion. Additionally, customers worldwide are looking for biscuits that are both convenient and help measure nutrient intake due to today's hectic lifestyles and growing nutritional awareness. As a result, businesses are launching digestive biscuits more frequently and inventively, new plain biscuits, especially in emerging nations where the consumption of health-based biscuits is rising. The best-known companies in India for simple biscuits include Parle and Britannia. Consumers are becoming more conscious of the ingredients in their food and seek higher-quality, healthier foods. In addition, consumers' eating preferences have changed noticeably, with most favoring straightforward meals and snacks. The primary driver of plain cracker demand is the perception among customers that they are healthier than other types of crackers. Additionally, plain crackers have a very low dietary fat content, which raises their market value. Many individuals also use plain crackers as a home cure to calm an upset stomach and relieve nausea. Contrarily, plain cracker biscuits are widely consumed with tea worldwide, making them the best choice for a light breakfast, particularly in nations like India. As a result of this widespread consumption at breakfast, the plain cracker biscuit market is predicted to grow during the forecast period. Based on the distribution channel, the global biscuits market is bifurcated into supermarkets/hypermarkets, convenience stores, specialist retailers, online retail, and others. The supermarkets/hypermarkets segment owns the highest market share and is expected to grow at a CAGR of 4.95% during the forecast period. One of the main tactics for increasing the sales of biscuits in convenience stores is to offer reasonable/affordable bargains, promotional pricing, and a variety of helpful services, like product testing and sampling, to customers. Convenience stores now have a competitive advantage over the other channels regarding brand visibility and retail spacing techniques. Convenience stores benefit from sampling emerging brands since in-store tastings are conducted as a fun activity to improve awareness and boost sales of these companies. The top convenience stores, including Seven & I Holdings Co Ltd, Wawa Inc, GS Holdings Corp, and many others, stay open later because of their intense competition. This means customers have more time to buy last-minute items, which helps the market grow. Local cafes, kiosks, and artisanal and home-based bakeries are examples of specialty stores. Home bakers are also projected to significantly impact the specialty shop segment of the global biscuit industry due to their simple production. Due to lower product prices, the variety of biscuits sold at these stores makes up a significant portion, resulting in high-volume products typically acquired at lower price points. This drives specialty store growth, especially in emerging nations like India, where Frontier Biscuits, Karachi Bakery, and others offer biscuits in cities, malls, and airports. Market Size By Type Crackers and Savory Biscuits Sweet Biscuits Impact of covid-19 The automotive industry is critical to the economy's growth. However, during the second and third quarters of 2020, the COVID-19 outbreak impacted the whole automotive supply chain, affecting new car sales in FY 2020. South America is most affected by COVID-19, with Brazil leading the way, followed by Ecuador, Chile, Peru, and Argentina. South America's government (SAM) has taken a number of steps to protect its citizens and stem the spread of COVID-19. South America is expected to have fewer export revenues as commodity prices fall and export volumes fall, particularly to China, Europe, and the United States, which are all significant trading partners. The manufacturing industry, especially automotive manufacturing, has been damaged by containment measures in various South American countries. Due to the pandemic, major automotive manufacturers have also temporarily halted manufacturing in the region as a cost-cutting move. Furthermore, the automobile disc brake industry has been significantly affected in 2020 due to a lack of raw materials and supply chain disruption. The Automotive Brake System control module of a vehicle is meant to alert the driver with a warning light if the system fails. The module itself is rarely defective; instead, the sensors or the wiring to the sensors are frequently defective. The most typical cause of dysfunction is when the Automotive Brake System is contaminated with particles or metal shavings. There is no signal continuity when sensor wiring is destroyed. Brake fluid becomes contaminated in corrosive situations, and the hydraulic unit fails to function. Recent Developments September 2021- Gourmet Food Holdings Pty Ltd, an Australian food firm that sells high-end crackers and biscuits, was acquired by Mondelez International. Through this acquisition, Mondelez wants to strengthen its position as the market leader in Australia and New Zealand for snacks. March 2021- Under the Club and Town House brands, Kellogg's produced two thinner and crispier varieties of crackers. Town House Dipping Thins in Sea Salt and Black Pepper, as well as Club Crisps in Sea Salt and Ranch taste, were introduced by the brand. Key Players Biscuits Market Share of Key Players Mondelēz International Inc. Kellogg Company ITC Limited Britannia Industries Walkers Shortbread Ltd Parle Products Pvt Ltd Burton’s Biscuit Company Yildiz Holding Inc. Bahlsen GmbH & Co. KG Campbell Soup Company Grupo Bimbo. Others Frequently Asked Questions (FAQs)
1222	dbpedia	0	27	https://newsroom.accenture.com/news/2021/britannia-collaborates-with-accenture-to-accelerate-its-digital-transformation	en	Digital Transformation: Accenture help Britannia modernize its business operations and unlock innovation	https://newsroom.accentu…&optimize=medium	https://newsroom.accentu…&optimize=medium	[ "https://newsroom.accenture.com/news/2021/media_1d448a43a65c291026b758e62c19c382466c23fae.jpeg?width=750&format=jpeg&optimize=medium" ]	[]	[]	[ "britannia", "sap", "hana" ]	null	[]	null	Digital Transformation: Accenture help Britannia modernize its business operations and unlock innovation				https://newsroom.accenture.com/news/2021/britannia-collaborates-with-accenture-to-accelerate-its-digital-transformation	As Britannia’s partner on its digital journey, Accenture designed, developed and deployed a technology system based on SAP S/4HANA®. The new system has increased the visibility and accessibility of data across the organization and enabled deeper use of automation and analytics to guide business decisions. The enterprise-wide program is focused on modernizing Britannia’s business model by digitizing essential services and processes, allowing the company to better respond to changing market trends. For Britannia’s large network of suppliers, this project will help streamline procurement and supply chain management, using SAP Ariba® solutions to expedite digital onboarding, contract management and procurement processes. Accenture helps Britannia modernize its business operations and unlock innovation
1222	dbpedia	2	28	https://www.slideshare.net/slideshow/strategic-analysis-britannia/42824954	en	Strategic analysis on britannia	https://cdn.slidesharecd…t=640&fit=bounds	https://cdn.slidesharecd…t=640&fit=bounds	[ "https://public.slidesharecdn.com/images/next/svg/logo/slideshare-scribd-company.svg?w=128&q=75 1x, https://public.slidesharecdn.com/images/next/svg/logo/slideshare-scribd-company.svg?w=256&q=75 2x", "https://cdn.slidesharecdn.com/profile-photo-abhinavtushant-48x48.jpg?cb=1611761599", "https://image.slidesharec...	[]	[]	[ "" ]	null	[]	2014-12-18T03:34:42+00:00	Strategic analysis on britannia - Download as a PDF or view online for free	en	https://public.slidesharecdn.com/_next/static/media/favicon.7bc3d920.ico	SlideShare	https://www.slideshare.net/slideshow/strategic-analysis-britannia/42824954	1. Strategic Analysis Sec- E, Group- 10 The Role of Strategy in Success: A Study of Britannia Industries Ltd. Group: 10, Sec: E :Member list: Suraj poddar (13202054) Sarthak Hota (13202040) Abhinav Tushant (1018002) Mohadev Mishra (13202024) Sumit Kumar Mula (1019029) JYOTI RANJAN MOHAPATRA (13202016) 2. Strategic Analysis Sec- E, Group- 10 Origin & Governance: In 1892, Britannia industries ltd. was started in Kolkata with an initial investment of Rs. 295. Britannia's business was flourishing with growing market. In 1978, Indian shareholding crossed 60%. 1983, it crossed the Rs. 100 crores revenue mark. In 1997, the company unveiled its new corporate identity - "Eat Healthy, Think Better" - and made its first foray into the dairy products market. The 50-50 Maska-Chaska became India's most successful product launch. In 2002, it formed a joint venture with Fonterra, the world's second largest Dairy Company. Having succeeded in garnering the trust of almost one-third of India's population and a strong management at the helm means Britannia will continue to dream big on its path of innovation and quality. Products & Services: It has wide range of ready to eat products. Britannia does its business on Bakery (Biscuit, Cake and Bread) and Dairy (Cheese, Butter and Milk) products. About 90% of Britannia’s annual revenue comes from biscuits and 10% from Dairy products. The brands in Britannia are VitaMarieGold, Tiger, Nutrichoice Junior, Good day, 50-50, Treat, Pure Magic, Milk Bikis, Good Day, Bourbon, Thin Arrowroot, Nice, Little Hearts, pure magic, flavoured Yoghurt, Dairy Whitener cookies and Actimind. Performance: Between 1998 and 2001, the company's sales grew at a compound annual rate of 16% against the market, and operating profits reached 18%. About 2007, the company has been growing at 27% a year, compared to the industry's growth rate of 20%. In FY 2013-14, a challenging economic environment and intensely competitive market, Profit from Operations increased 69.6%, from 314.45 crores to 533.24 crores with a revenue growth of 12%. Company focused on profitability, capital productivity and working capital management to generate cash flow from operating activities of 614.51 crores compared to 272.01 crores in the previous year. Earnings per share increased to 30.87 from ` 19.57 in the previous year. Opportunities: Indian consumer with constantly expanding wallet and higher aspiration constitutes the largest opportunity for your Company. Second opportunity lies in the constant force of technology change which will provides Company to compete and to improve efficiency & productivity e.g. Biomass and Solar energy. The opportunities before the company are to increase its share in the dairy industry, expansion in foreign lands, product line extension. Challenges: Entry of new players, rise in cost of raw materials and both domestic & international seeking a share of the growing industry and willing to invest for the long term is a key threat. Opportunities are equally visible competitors of your Company and that constitutes the primary threat. As opportunities in rest of the world diminish, India will become one of the main sources of growth for many international players and that will pose a threat to your Company. Outlook: Company estimates growth to be 8%-10% which is lower than growth rates of earlier years. While this presents a revenue challenge, Company expects to be challenged on the cost front on account of commodity prices and in some case even by regulatory environment in areas such as excise and depreciation. In this environment, your Company will focus on the fundamental building blocks of business viz. width / depth and quality of distribution, efficiency in operations, consistent and high product quality, aggressive support for its brands and nurturing a strong and cohesive team to achieve faster than market and profitable growth. In the longer-term your Company expects the growth to track back to 12%-15% level. 1 3. Strategic Analysis Sec- E, Group- 10 A company's strategic position can be clarified by the various dimensions of corporate strategy, looking at value, imitations and perimeter, so is with Britannia Industries. Value Britannia has acquired a reputation of quality and value. It has also succeeded in garnering the trust of almost one-third of one billion population. Imitation Britannia faces a tough competition with its competitors as new imitated products are available, price war is there, therefore, Britannia always try to build its quality and deliver value to the customers. Perimeter Britannia has always focussed on expansion of business as from Britannia biscuits to dairy products market. In 2002, Britannia's new business division formed a joint venture with Fonterra, the world's second largest dairy company, and Britannia New Zealand Foods. Pvt. Ltd. Was born. Britannia Industry Hierarchy of Strategic Intent Vision – “to dominate the food and beverage market in India with a distinctive range of tasty yet healthy Britannia brands". Every third person in India should be a Britannia consumer. Mission –“to dominate the food and beverage market in India through a profitable range of "tasty yet healthy products" by making every Indian a Britannia consumer. Britannia also has a mission vision mission goals objectives Plans Most integrative Most specific Fewestinnumber Greatestinnumber 2 4. Strategic Analysis Sec- E, Group- 10 of- development of production in partnership and with our customers to their specifications and Flexibility and capability to meet the small and large production runs. Goals -  To improve profitability  To increase efficiency  To capture a bigger market share  To provide better customer service  To improve employee training  To reduce carbon emissions Objectives- The short term objectives are:  to improve image to shareholders  Improve internal processed and controls. The long term objectives are:  To be the lowest cost producer in the market.  to become the largest national player in the Plans :  Britannia is planning to invest ₹200 crore over next two-three years to expand its production capacity.  The company wanted to diversify into other areas of foods from biscuits and cakes and become a total foods company. Apart from these strategies, Britannia industry also focuses on various strategies as:  Marketing channels- Britannia has tactically managed its marketing channels to retain control on products as well as pricing. It adopted the indirect marketing channel and uses the two level distribution channel. The company also relies on the dependent channel arrangement to avoid any conflict with the intermediaries.  Physical distribution cum Logistic strategies- Physical distribution starts at the factory. Managers at Britannia makes decision of warehouse and transportation carrier that will deliver the goods to final destination in the desired time at the lowest cost possible. Britannia has level 1 , level 2, level 3 distribution channel levels. Level1: Availability of Britannia biscuits at all the departmental stores across the country. 3 5. Strategic Analysis Sec- E, Group- 10 Level2: Since it's an FMCG products this channel exist for the customers spread across India. Level3: Mass consumption and suitable for both domestic and international coverage.  Sales Force Strategy- The main objective of the sales force of Britannia is to generate higher sales which would translate to increase revenue for the company. The sales manager in different regions delivers the product of the company to the distributors in those region who in turn supply the products to the various retailers and grocery outlets.  Promotional strategy- Britannia is well known in the market for its various promotional strategy as: In 1999"Eat Britannia, Go for World Cup" (Britannia khao, world cup jao) was the theme adopted by Britannia in which people bought the biscuit packs and searched for the lucky scratch for flying to England to see world Cup Cricket match. The sales bounced 37% high on account of this strategy. The scheme came alive again during the world Cup Match in 2002-2003 in South Africa. They again gain market attention with the launch of movie "Lagaan" in which they invited 40,000 Britannia biscuit buyers to come and play with the star cast. . The Britannia Industries also follows the corporate social responsibility as:  Catering to the national interest  Committed to be a good corporate citizen  The company prohibits any payment of bribes 4 6. Strategic Analysis Sec- E, Group- 10 Internal and External Analysis of Britannia Industries Bakery industry in India today has an important place in the industrial map of the country. With rapid growth, improvement in standard of living, westernization, increase in spending power, changing eating habits of people and increased transition from the unorganized sector to organized sector, bakery products have gained immense popularity among masses. Industry Structure The bakery industry is mainly popular in the southern part of India like the states of Andhra Pradesh, Maharashtra, West Bengal, Karnataka, Tamil Nadu and Kerala. Around 60% of production takes place in the unorganized sector. There are around 2 million unorganized bakeries in the country, comprising small bakery units, cottage and household type manufacturing. The organized sector consists of large, medium and small-scale manufacturers producing bread and biscuits. The market size for the industry in India is expected to reach 47 billion by 2015 with a growth of 50 to 60 % per annum. Industry Segments Bread: About 50% of this segment is organized and is growing at a rapid rate of 14-15% per year. The estimated size of the organized bread industry is about 50 billion. Biscuit: The biscuit market in India is estimated to be $100 billion and the industry is also gearing up to aggressively tap the medium and premium segment within the country. Biscuit industry in India in the organized sector produces around 60% of the total production, the balance 40% being contributed by the unorganized bakeries. Mainly in rural India the biscuit consumed by consumer is from unorganised sector. PORTER'S FIVE FORCES MODEL: Competitor Rivalry: BIL has a market share of 38% and has been growing at 27%, compared to the industry growth rate of 20% Battle-scarred Britannia on expansion spree, Business Standard and has many competitors based on the nature of product. Parle and ITC (Sunfeast) pose a great competition to BIL. BIL earning major of its income from the biscuits, and Parle and ITC are the other major players in biscuit market. BIL is also into the production of dairy products, where the two major players in market are Amul and Nestle. Amul is the leader in the dairy industry. There is also a high level of competition from the unorganized baking sector. Overall rivalry is high. Threat of New Entrants: The entry on a small scale dairy industry and in the unorganized baking sector is easy. But on the other hand to enter the large scale dairy industry and organized baking sector a huge amount of investment is required in terms acquiring assets and to establish supply and distribution chains. 5 7. Strategic Analysis Sec- E, Group- 10 Government regulations pertaining to food norms and others may also seem to be unattractive. Looking at the latest trends, the bakery industry is expected to earn huge revenues which might attract new entrants. So the threat of new entrants is moderate. Threat of Substitutes: Savoury snacks, crisps, cereals, fruits and other fast food can be substituted for biscuits. Dairy products are dubious to be replacing with other products as they key ingredients of majority of people’s diet. So the threat is a very moderate threat of substitutes. Buyer’s Power: The buyer’s of these products could be a retailer or the consumer. Both the dairy and bakery industry are price sensitive, so a little increase in price might lead the consumer to shift other brand or product. So the buyer’s power is calculated to be very strong. Supplier’s Power: The major supplies for a bakery industry include wheat, sugar and other agriculture products. And the major supplies for dairy products are milk. It’s difficult to bargain with the suppliers of the above mentioned inputs as the price of these inputs is majorly influenced by the production of these inputs. The prices tend to be high as the demand for these products is rising at much faster rate than supply. The secondary supplies include the packaging material. The secondary supplies can be easily substituted with the low-cost ones to save on cost. Overall the supplier’s power is assessed to be moderate. Conclusion of Five Forces Analysis: There is an existence of major players in the market with a moderate level of threat of new entrants and substitutes. The supplier’s power is moderate but the buyer’s power is measured to be strong. So the rivalry is suggested to be high. PESTEL ANALYSIS Political: Exemption on Customs Duty on Sugar Raw Material Import: Due to the shortage in the production of sugar the deadline for the exemption on customs duty on raw sugar imports has been extended. Exemption on customs duty will help in purchasing sugar at lower cost, which in turn will control the cost of production. VAT on Biscuits: The VAT of 12.5% on Biscuits. Price of the biscuits might need to be increased due to the high VAT rates which may result in switch of brands due to the highly competitive market. 6 8. Strategic Analysis Sec- E, Group- 10 Removal of Import Duty on Dairy Products: The whole-sale price based inflation indicates that the milk prices have moved up by 14.73% over the last year. The imports at cheaper rate would help in reduce the cost factor for dairy products. Incentives to Build Cold Storage Facilities: Wastage of food items due to lack of cold storage facilities lead to a loss of Rs. 500 billion every year. The government announces schemes and incentives to attract investments in cold storage warehousing would help in preserving products better and reduce the wastage cost. Economical Shortage of Milk: Even though the milk production has risen by 4.6% compound annual average growth rate, it still cannot match up with the increasing demand. Price of milk increased by 12.6% to 13.6% . This can cause an increase in the input cost for the dairy products and which in turn can lead to hike in price or lower profit margins. Globalization: Globalization a universal phenomenon is affecting each and every industry. This can serve as an opportunity to expand the business to a global level but on the other hand there is a threat of new entrants from international market. Requirements for Logistics: Logistics in India suffer due to the poor infrastructure and other limitations. Sophisticated third party logistics system will help in proper supply chain management and on time delivery of goods, which help in maintaining the shelf life of goods on meeting the demand on time. Social: Need for Healthy Eating Habits: Studies say that Indians are more prone to Coronary Artery Disease (CAD), which is the major independent risk factor causing Cardiovascular diseases, due to the smaller calibred arteries found in Indians. This suggests that Indians should move towards more healthy food and diet. This could be a new area to explore for Britannia with its new health associated products like Nuti-Choice biscuits and Actimind flavoured milk. Problems with Cloned Livestock: Cloned animals are supposed to be suffering from large-offspring syndrome. The mother cows face a problem in giving birth to the cloned animals as they are larger than normal. Also these cloned animals suffer from health which might make unsafe to consume the produce from them. Technological: Cloning of Livestock: India, a late entrant in cloning research, is now moving with a great pace in cloning technology. ‘Hand guided cloning technique’, a technique very different from the conservative cloning practice has been a successful venture. New Age Packaging: The new packaging systems help in protecting food from micro-organisms by creating shelter layer. It uses new technologies like oxygen scavenging function, atmosphere control, biodegrability etc. and is low cost. 7 9. Strategic Analysis Sec- E, Group- 10 Environmental: Change in the Climatic Conditions: Climate plays an important role in the agriculture process. The change in the rainfall pattern has been a matter of concern now in India. The agriculture sector in areas which are monsoon dependent suffered badly due to the change in the rainfall pattern. The sector suffered a huge loss in terms of total output. The loss in crop will affect the input supply and this might delay or cause problems in the production. So the industry might not be able to meet the demands resulting in the loss of customers. Legal: Raising the Norms for the Probiotic Food: There is a need for setting the standards for probiotic food. Clinical tests should be conducted on the probiotic foods before they could reach the market for sale. The Indian Council of Medical and Research has submitted the proposal for the same to the government. Strict norms will help in raising the quality standards but on the other hand the cost and time of production might subsequently increase. Identifying key success factors WHAT DO CUSTOMERS WANT? (Analysis of demand) HOW DO FIRMS SURVIVE COMPETITION? (Analysis of competition) KEY SUCCESS FACTORS BISCUITS Low price, variety, quality, quantity, flavours, availability at convenient stores, discounts, offers, packaging, taste, healthy, wheat instead of refined flour, health conscious. Markets localized, extension of product line, managing supplier and distributors network for availability of products, launching promotional offers, R&D in tastes and flavours, introducing more dietary and healthy product range. Convenient locations, competitive price challenge, wide variety of offerings, new product launch, quality parameters. 8 10. Strategic Analysis Sec- E, Group- 10 Internal analysis of Britannia: MCKINSEY'S FRAMEWORK: THE HARD S's: Strategy: The direction and scope of the Britannia company over the long term. Structure: The basic organization of the Britannia company, its departments, reporting lines, areas of expertise and responsibility (and how they inter-relate). Systems: Formal and informal procedures that govern everyday activity, covering everything frommanagement information systems, through to the systems at the point of contact with thecustomer (retail systems, call center systems, online systems, etc) THE SOFT S's: Skills: The capabilities and competencies that exist within the Britannia company. What it does best. Shared values: The values and beliefs of the Britannia company. Ultimately they guide employees towards 'valued' behaviour. Staff: The Britannia company's people resources and how they are developed, trained and motivated. 9 11. Strategic Analysis Sec- E, Group- 10 Style: The leadership approach of top management and the Britannia company's overall operating approach. The Challenges and the Opportunities Britannia faced While the fast-moving consumer goods sector has not had it as bad as others, nevertheless has been challenging. Battling costs rising and hurt consumer demand, the company have been hard pressed to balance growth in sales and profit. The challenges faced by Britannia: Britannia one of the India’s largest biscuit brands held market share of 38% in terms of value. Indian biscuit industry, the third largest producer of the biscuit in the world was highly under- penetrated. This presented numerous growth opportunities to new as well as existing players. Apart from the presence of big players like ITC foods, Parle, the local manufacturers of biscuits and other Indian snacks had been raising concerns for Britannia. Besides competition Britannia faced critical challenges due to declining margins in the biscuit industry due to increase costs of raw materials. The biscuits-to-breads company Britannia finds itself staring at a new challenge, which is employee attrition. Several middle and senior level managers are choosing to exit and the company is struggling to find replacements. Actual attrition rate (YTD) is around 25% (which has a seasonal bias) and there is no change in the pattern from previous years. This is typically the time when post- appraisal, some people from all the companies leave and settle in various other ones. The attrition rate on annual basis is likely to be near long-term averages. The opportunities the company have: The company adopted a three-pronged approach to overcome the challenges it faced. It focused on driving innovation by producing new high-margin, value-added product offerings, and boosting revenue by introducing differentiated brands with differential pricing and restructuring costs through improving operational efficiencies throughout the value chain. The company leveraged its strong brands through steady investment, investing in building additional capacity in order to increase in-house manufacturing of premium brands and focusing on complexity reduction with rationalised stock keeping units (SKUs) and work processes that resulted in profitable growth. The company invested in further strengthening its reach in urban and rural markets. It restructured distribution models to gain depth of distribution in urban markets and width of distribution in rural markets. 10 12. Strategic Analysis Sec- E, Group- 10 SWOT Analysis of Britannia STRENGTH WEAKNESS OPPORTUNITIES THREATS Recommendations  The manufacturer should understand the consumer behaviour to beat the competition.  Britannia should adopt a Push strategy of marketing in order generate more sales and giving more margins to the retailers.  The company should try to get associated with the Government initiatives as Mid-day meal, Sarva Shiksha Abhiyan, National Rural Health Missions  Introduce new flavours in their product range.  They can open dedicated Britannia stores as of Amul for more market share and differentiating from others in the industry.  Extensive distribution network  Providing a wide range of biscuits  Innovative advertisement  Widely accepted in all generations  Easily available in various form  Depends on stores and retailers  Low penetration in rural area  Not an extensive overseas market  Increases the cost of food products  Increasing demand for diet and sugar free biscuit  Retaining loyal retailers and wholesalers  Targeting interior area of India  Generate employment opportunity  Local bakery products limitation  New entrants like Cadbury Oreo, Sunfeast Dark fantasy  Margin war among the major brands  Unable to utilise all the resources efficiently 11 13. Strategic Analysis Sec- E, Group- 10 Conclusion Britannia Industries limited is the India's largest manufacturing company covering all sectors of bakery products and diversifying into dairy products market. Developing and generating trust amongst its consumer base and delivering quality products had made it success for Britannia. As we see the strategic direction of the company, today there is a neck-to-neck competition between the competitors in the market. Not only the manufacturers but also the home made bakery products is also giving a tough competition to Britannia. Imitation of the product is very fast in the FMCG industry. And companies like ITC, Parle G, are giving direct competition in terms of new product development, market coverage, and gaining more market share. In this scenario Britannia should adopt a Push strategy of marketing and on the same time provide the retailers and distributors with more percentage of margin as compared to the competitors margin so that the retailers also try to sell the products in the market. Research and Development is also one of the major concern and should be taken over on a continuous basis as the customers taste and preference and buying behaviour is changing on a fast pace. Britannia should join hands with the Government initiatives and support the activities to gain a good image and presence in the mindset of every Indian consumer. Britannia will surely be able to fulfil its desired mission of making every third person the consumer of Britannia if it follows the path of innovation and diversification. 12
1222	dbpedia	3	64	https://www.emerald.com/insight/content/doi/10.1108/SEJ-05-2020-085/full/html	en	Guest editorial			[ "https://www.emerald.com/insight/static/img/emerald-loading-wide-xl.gif", "https://www.emerald.com/insight/proxy/img?link=resource/id/urn:emeraldgroup.com:asset:id:article:10_1108_SEJ-05-2020-085/urn:emeraldgroup.com:asset:id:binary:SEJ-05-2020-08501.tif&variant=thumbnail", "https://www.emerald.com/insight/stat...	[]	[]	[ "" ]	null	[]	null	Guest editorial - Author: Roberta Comunian, Denderah Rickmers, Andrea Nanetti	en			https://www.emerald.com/insight/content/doi/10.1108/SEJ-05-2020-085/full/html	The creative economy is dead – long live the creative-social economies Introduction: defining the field In this paper, we discuss the possible evolution from the creative industries (CIs) and creative economy (CE) towards creative-social economies (CSE). However, before explaining why we believe there is an increasing overlap between these two areas of research and policy intervention, it is crucial to define the two areas separately and consider the definition and critical aspects of each field of research. Creative industries and creative economies. In the past 20 years, we have read widely around the role of the CE and CIs in economic development discourses and agendas for growth globally (UNESCO and UNDP, 2013; De Beukelaer, 2014; Sternberg, 2017). Directing attention towards CIs for the specific role they might play in economic development started to build up from the first Australian Creative Nation report (Radbourne, 1997) and the globally acclaimed and replicated definition provided by the Department of Culture, Media and Sport (DCMS) in 1998. Gross (2020) has undertaken an historical review of how the term CIs firstly developed in the UK within the newly elected Labour government in 1997. In the new definition the emphasis was put from the very start on the potential for these industries to create wealth: […] those activities which have their origin in individual creativity, skill and talent and which have the potential for wealth and job creation through the generation and exploitation of intellectual property” (DCMS, 1998). The definition – and associated measures of the economic contribution of these sectors towards national GDP, employment and exports – pushed towards their complete separation from the arts and cultural field, supposedly to be more socially and community-oriented. This separation has caused a rift in the understanding how creativity works favouring two different business models (CIs as private/for-profit industries and arts and culture as made up by not for profit/public companies) rather than an ecological complexity perspective (Comunian, 2011, 2019). Even if within those initial discussions and in the words of the then Minister of Culture Chris Smith the two were profoundly intertwined and connected: Five principal reasons for the state subsidy of the arts in the modern world: to ensure excellence; to protect innovation; to assist access for as many people as possible, both to create and appreciate; to help provide the seedbed for the CE; to assist in the regeneration of areas of deprivation” (Smith, 1998, p. 19). Taking a broader look at the CIs, others (Higgs et al., 2008) have argued for a more “inclusive” perspective with the term “CE”. The aspect of inclusivity here is mainly limited to employment. The new framework would allow for inclusion not only of the economic contribution of CIs but also of other creative occupations outside of the CIs making the overall impact and contribution of the sector in financial terms even larger. Therefore, with the term CIs policymakers and analysts have often restricted their view to consider creativity as mainly applied to a commercial activity, making persuasive arguments of how it outperformed many other economic sectors in terms of annual growth rates (DCMS, 2001; Potts, 2009) fuelling arguments around the industry as a new attractive source of jobs and exports for post-industrial economies worldwide (Henry and De Bruin, 2011). However, others, such as UNESCO (2013) use the term CE to capture a broader range of industries and sub-sector and states that the CE: […] is simultaneously linked to the public, the not-for-profit and the informal sectors in ways that make it a complex hybrid. Moreover, only one aspect of the creative economy is expressed in price information and income. At the same time, other critical parameters of its success are more bound up with intrinsic values and identities (p. 25). Therefore, alongside providing various ways in which the term can be used and helping quantify the work of a range of industries and institutions, it acknowledges that the CE “is not a single superhighway, but a multitude of different local trajectories, found in cities and regions in developing countries” (p. 12). Despite the overall positive rhetoric around the economic impact and growth of the CIs and CE, many academics have pointed to the shortfalls of the association between CIs and CE and a neoliberal agenda. These scholars consider the limited understanding of the value held by CIs practitioners (Walmsley, 2012; Comunian, 2009) and the negative impacts on careers and social welfare (Dent, 2019; Conor et al., 2015), as well as the impact of the sector on cities and gentrification dynamics (Comunian and Mould, 2014; Mould, 2015). More recently, other academics (Wilson et al., 2020) address concerns around the prevailing accounts about the ideas of “economic success” and “growth” that surround policy and academic discourses on the CE and consider the importance of interconnecting this research with three other discourses, which markedly each have a very clear social dimension: human development, cultural development and care. Similarly, the EU-Horizon-2020-funded initiative named Developing Inclusive and Sustainable Creative Economies (DISCE) makes an argument for exploring creative economies (with emphasis on the plural), highlighting the plurality of our understanding of what the CE is but also the opportunity that a plurality of thought might lead to, in terms of issues such as sustainability and inclusivity (www.disce.eu). Social innovation, social entrepreneurship/enterprise and the social economy. Amin et al. (2002) highlight how the term social economy (SE) did not emerge in English-speaking academic and policy discourses until the 1990s. They trace its emergence to the connection with the social issues and urban exclusion resulting from the collapse of Fordist society and the rise of deindustrialisation and consequent increase in unemployment and job insecurity. Previously these social and urban issues were addressed in the context of “non-profit” “voluntary” or community organisations, that dealt with small social problems because the main ones where organised by the state or the private sector. These activities were not seen (and did not need to be seen) as part of the economy. However, the rise of New Labour in the 1990s and vision for a “third way” bridging capitalism and socialism, paves the way to a new understanding of the SE consisting of: […] non-profit activities designed to combat social exclusion through socially useful goods sold in the market and which are not provided for by the state or the private sector. The social economy generates jobs and entrepreneurship by meeting social needs and very often by deploying the socially excluded (Amin et al., 2002, p. vii). In line with this timeline, the broad SE development and the trajectory of research on social enterprise/entrepreneurship (SEE) and social innovation (SI) have been expanding since the late 1990s. Others highlight that the interest in SEE and SI further increased due to the perceived failure of the capitalist for-profit model that emerged with the Global Financial Crisis (GFC): […] prolonged recession and the pressure on the public purse has resulted in a smaller public sector and the desire for some of the activities previously supported by the state to be supported through social entrepreneurship and social innovation (Phillips et al., 2014, p. 431). Despite the common understanding that the drive for SEE is the creation of forms of social value instead of personal or shareholder benefits, others consider that SEE are entrepreneurs/enterprises first, with the added dimension of social objectives (Dees, 1998; Martin and Osberg, 2007). Hence, a clear connection can be drawn on a baseline level of relevant external factors such as resources and capital, market demand, competition and unique selling proposition, for instance, in the form of innovation, independently of the goals being different. It is important to consider critical aspects included in many SEE definitions as each of them highlights a different dimension of the phenomena and business model as well. There are many definitions of social entrepreneur and/or social entrepreneurship. Dees (1998, p. 4) broadly suggests that “social entrepreneurs play the role of change agents in the social sector”. We can add an additional dimension to how they play this role. They are moved by social value and social wealth (Zahra et al., 2009) and seek opportunities to achieve their mission (Dees, 1998), adopt business practice to maximise resources they have or can have (Dees, 1998; Zahra et al., 2009); seek high level of accountability and engagement with their stakeholders/constituencies. To achieve these goals, they pursue processes of innovation, learning and adaption (Zahra et al., 2009). This approach, of course, leads to a secure connection between research on SEE and SI. The latter is defined as “a novel solution to a social problem that is more effective, efficient, sustainable or just than existing solutions and for which the value created accrues primarily to society” (Phills et al., 2008, p. 36). While SI is defined as “innovative activities and services that are motivated by the goal of meeting a social need” (Mulgan, 2006, p. 146). Therefore, in this paper, we aim to explore the overlap between creative (CE and CIs) and social (SEE, SI and SE) research. After defining the terms individually in this section, we provide a brief literature review of their interconnections, exploring also some of the reasons why the distance between these two areas of research and policy has reduced overtime and how external pressures have bought them closer together. We then pose our main research question: is the creative – SE a newly emerging area of research in academia? We use a systematic literature review (SLR) to try and answer this question, and explain the methodology in detail in section three. The key findings that follow reflect three key dynamics: the emergence of creative – social economies as an area of research overtime; the geography of this emerging area; the recent dynamism in research outputs. We then introduce the special issue – connecting it with our findings. In the conclusion, we discuss the implications of this paper and future research and policy agendas that might take further this initial work. Literature review: from sociality in the creative industries to creative-social economies In this literature review, we discussed qualitatively – before the quantitative analysis offered by our SLR – some of the dynamics within the field of research that have brought closer the research on the social (innovation/entrepreneurship/economy) with the creative area. Figure 1 summarises the oscillation in consideration of CIs and CE as contributors to the economy versus the valuing of their social and community contribution. We argue that the two conceptual and research areas were initially more connected, especially historically with the development of community arts and community filmmaking in the 1970s and 1980s (Goldbard, 1993; Wetherell, 2013; Malik et al., 2017). However, the development of CIs policy framework (DCMS, 1998) and the rise of the digital era repurposed and refocused creativity towards the commercial economic sector (Garnham, 2005). We argue that beyond a reflection on the social networks and sociality, little research during the decade 1998-2008 period looks at the SE (entrepreneurship/innovation) dynamics in the sector. However, the GFC of 2008 has repositioned some of the focus and has brought closer together the creative and the social. Due to the resulting collapse of some of the arts, the public has engaged in broader discussions about the value of the creative sector in society (Felton et al., 2010; Gupta and Gupta, 2019). Finally, we argue a more recent shift – possibly also connected with the global climate emergency and public debate – might again move the two areas of research and policy even closer together in the next decade (Carayannis et al., 2012). Firstly, we can consider the new connections drawn in the literature between CIs and social dynamics and networks (Figure 2), all of this research takes mainly into consideration the period 1998-2008, before the GFC. It is important to recognise that from the emergence of CIs as a field of research many researchers – especially ones concerned with geographical contexts where the presence of arts and creativity did not necessarily overlap with huge leaps in economic development – have not considered the economic dimension and value of the CIs and CE as necessarily the most important to be researched or promoted by policy makers (Comunian et al., 2010a, Comunian, 2009; Montgomery, 2005; Oakley, 2004). Alongside this, others have more broadly highlighted the social nature of creative work (Brennan-Horley, 2010; Spinuzzi, 2012) and Cis, in general, (Kong, 2005; Comunian, 2011) and focussed on how they rely on collaboration and shared spaces and projects to develop sustainable livelihoods and businesses. A subsequent step in the research was further recognition of the importance of social networks within the development of markets and audiences for creative products and industries (Potts et al., 2008). In all of these early reflections, emerging new technologies and new online social media and networks also played an increasingly important role (Flew and Cunningham, 2013). In a period of overall global growth, the interest towards other values or impacts of CIs beyond the one of economic growth and prosperity was, in general, less exciting or less researched. However, the focus and orientation towards the social and specifically social value and social impact of CIs and CE is more evident following the GFC of 2008 and the subsequent recession period, as also found in the results of the SLR. The crisis, in fact, had a range of impacts on the creative sector and associated practices. However, it also connected with a broader critique of creativity being much more than a set of industries and instead being part of our social fabric (Wilson, 2010) and the opening up future debates around cultural democracy (Gross and Wilson, 2018). As also highlighted by McQuilten (2020) in this special edition, it triggered a general critique towards neoliberal capitalism and an interest in how it could be reformed and “made fit” (Crouch, 2013) for society to improve issues created by income inequality. We argue this is also connected with a re-vamping of new alternative business models, from social enterprises to cooperative or community of interest companies, trying to re-adjust the balance between economic and social/cultural interventions, as well as reflecting more broadly on corporate social responsibility (Kemper and Martin, 2010). However, the re-vamping of alternative business models – specifically connected with arts and cultural objectives – became also a necessity for many practitioners working in the public arts and creative sector in response to wide funding cuts to the arts internationally as the economic crisis pushed many national economies and public services provision into recession (Grodach and Seman, 2013). In the most recent period, we argue the connection between arts, culture and more broadly the CE with research on the society has become certainly more prominent. This prominence can be seen in three areas of current academic research. Firstly, new business models for arts and CIs organisation but more broadly a re-thinking of public services and how they could be delivered in alternative ways or with alternative forms of finance, including access to market capital, debt or equity (Monclus, 2015). Therefore, the impact of the GFC also resulted in a convergence of economic and creative agendas, where creative endeavours suddenly were expressed and assessed in financial terms. Projects applying for funding needed to account for a potential return on investment and other KPIs in economies which were struck by the GFC, such as the USA (Creative Vitality Suite, 2017). Hence, creative projects and enterprises were also placed in comparison to other potential areas of public spending and thus ranked in their socio-cultural importance. Similarly, we argue funders placed more attention and funded organisations that are able to marry the creative and social agenda (British Council, 2018). Secondly, increased awareness towards ethical (and un-ethical) practices within the CIs and CE sector. This was particularly in regard to equality/inequality of access to creative work (Dent, 2019), the issue of labour precarity (De Peuter, 2011), poor livelihood outcomes (Comunian et al., 2010b), as well as the role that policy might play in providing frameworks for more socially sustainable careers in the sector (Comunian and Conor, 2017). Finally, attention for well-being, access and care (Wilson et al., 2020), which stretches from creative and cultural producers and the CE to their audiences. This attention connects explicitly with the development of an ecological approach and complexity thinking (Comunian, 2019), towards understanding the role that CIs and CE can play in a place and opportunities for participation and cultural democracy for the benefit of societies (Brokalaki and Comunian, 2020). Methodology In the introduction, we acknowledge that in the past two decades a lot of research has been developed in relation to both the CIs and the CE, as well as the emerging areas of SEE, SI and overarching SE. However, it is challenging to capture how these two areas of research have become interconnected and intertwined. To address this question, we propose to undertake a SLR on the overlap between these concepts and research ideas. The purpose of an SLR is to critically integrate a large body of research to systematically investigate the state of the knowledge in one area, identify where gaps exist and offer either a new theorisation of the field or new avenues for future research (Pettigrew and Roberts, 2006). In this respect, an SLR provides a different perspective from a traditional literature review (LR) attempted in our previous section, as it allows large volumes of literature and sources to be brought together around a specific theme. The foundation and strength of a “systematic” versus traditional LR lies in the fact that it adopts “explicit, rigorous and accountable methods” (Gough et al., 2017, p. 5). In practical terms this means: firstly, considering what will be included and excluded from the SLR; secondly, outlining what kind of search strategy will be adopted, including specific criteria used; finally, reflecting on what criteria and aspects will be taken forward in the analysis of the literature that has been selected for inclusion. For this specific SLR, we recognise the importance of investigating the area of intersection between the creative (industries and economy) and the social (innovation/entrepreneurship/economy) in consideration of: including a range of disciplinary fields, to reflect the multidisciplinary nature of this field of work and research; including both practices that contribute to discussion empirically and theoretically; including work from a range of geographies and geographical scales; and including work from a sufficient time to account for longitudinal comparisons. Currently, there have not been many studies that have used SLR about CIs and CE. However, many authors have provided a critical definition of the sector, and recently Gross (2020) has also offered a history of the birth of the term “creative industries” starting from the 1998 DCMS definition. A notable exception has been the work of Chapain and Sagot-Duvauroux (2018), who undertook a SLR of the concept of cultural and creative clusters. Their findings, more specifically, look at how terminology and approaches to the study of these clusters could be unified or operationalised more consistently. Nonetheless, they also notice the importance of geography in our understanding of the variety of terms used. In line with some of our reflections here, they close their paper citing Mathews (2010, p. 673), who states that “it is critical that future research explores the art world beyond its economic measures”. These considerations suggest that the social dimension might be an emerging theme also in the cultural and creative clusters’ research. On the other side, we can find a few works that use SLR in relation to social entrepreneurship (Conway Dato-on and Kalakay, 2016) and other essential contributions aim to clarify the distinction between SI and social entrepreneurship (Cunha et al., 2015), as well as the work of Littlewood and Khan (2018) mapping the connection between social enterprise and research on networks. Therefore, building on previous individual SLR of the two fields, we propose here to investigate this overlapping area of research as the “creative social economy” (CSE). Search strategy and boundaries. To capture all relevant academic literature, we decided to use Scopus as our data source. Scopus is a “source-neutral” bibliographic database, that is curated by a board of “independent subject matter experts” (Scopus, 2019), hence limiting or self-equalising its research bias to a certain degree. It is a subsidiary of Dutch publishing company Elsevier Inc., but markedly representative of global past and on-going scientific content publications. It holds more than 75+ million records and 24,600 active titles, of which 23,500 are peer-reviewed-journals. As Chapain and Sagot-Duvauroux (2018, p. 3) also argued, the choice of this database relies on the relevant fact that Scopus “is more representative of the European and Asian literature, in addition to the North American one”. In the review of the Scopus database, we then sought to identify only material which included both references to the creative field and the social field. Taking into account the varied vocabulary in the creative research fields (Chapain and Sagot-Duvauroux, 2018; Gross, 2020), we decided to specify creative to “creative industr” and “creative econom” and due to their interchangeable use in our search chose to combine the two to one search item, thus “Creative industr” OR “creative econom”. We then searched the references for any combination of this combined search term with the established terms “social enterpri” or “social entrepreneu” or “social innovation” or “social economy” in the abstract, title and/or the full body of all relevant publications. As evident from the selected language, this SLR is purposely interested in a high-level investigation of the overlap of the creative and social fields and thus does not go into detail in either specific CIs, such as design or visual and performing arts or any other social research terminology other than the terms identified and defined. Table 1 below indicates the terms used and the four resulting search combinations. As was to be expected, more than one of the four searches (i.e. term combinations) applied to multiple publications in the database, leading to duplicates in the dataset when looking at the individual search combinations in sum. Therefore, each search combination was carried out individually, as well as in an overall query combining all four combinations. All five search results were then collated and matched to create a robust baseline dataset for the subsequent data analysis. Additionally, following the research questions and objectives, the search criteria were further refined, making critical decisions to aligned with the research strategy. Firstly, we decided to include only contributions published between 1998 and 2018. 1998 is the year when the first official definition of the CIs was published by the DCMS (1998), and 2018 is the last complete year series in the database. Secondly, with regard to subject areas, we decided to specifically narrow the focus to the following four areas as defined and assigned on Scopus: arts and humanities; business, management and accounting; economics, econometrics and finance; social sciences. In each, we included both materials available via open access and not as both had relevance in our search. While there were results in other subject areas, such as computer science, after probing some of the results we deduced that the four selected subject areas provided the most relevant information for the core of our investigation, reinforcing this initial choice. Numerous publications of our database were included in various subject areas. However, this did not affect the analysis of our results other than signifying relative importance of some publications across different subject areas, which we then also accounted for in our review. Further, we limited the search results to exclude document types listed as “undefined” and documents published in any language other than English. Notably, this defines our SLR study in ecosystem of the scholars that use English as a lingua franca. This limitative choice was deemed necessary to ensure that all researchers could conjointly analyse the dataset. Table 2 below indicates all defined research criteria and their respective Scopus coding. Defining the data set. Based on the identified search terms, their combinations and the SLR criteria, we then undertook a systematic database search in December 2019. This led to a bibliographic reference database set for this paper of 659 documents. Of which 371 are articles (56%), 124 are books (19%), 121 are book chapters (18%), 23 are reviews (3%), 11 are conference papers (1%) and 9 are editorials (1%). From a subject area perspective, of the 659 publications, 388 belonged to the social sciences (38%), 334 to business, management and accounting (32%), 229 to economics, econometrics and finance (22%) and 99 to arts and humanities (9%). Notably, in sum economics and management/business studies account for 54% of publications in the database set, while humanities and social sciences account for 46% of the identified publications. This data illustrates a relatively even spread across the two overarching research disciplines, and thus, points towards mutual recognition of the value that lies within the social-creative space by both disciplines. Limitations of the methodology and research. Methodologically, we acknowledge that SLR as a method also presents limitations. As Conway Dato-on and Kalakay (2016) recognise in their study, it is time-limited and offers a specific snapshot of the area of research. As discussed in the conclusion, the study should be taken forward to include further developments. We restricted the search to specific disciplinary fields – which again might be counterintuitive considering the multidisciplinary nature of this area of research. However, this was important to facilitate a feasible and focussed analysis. Findings In the following analysis, the bibliographic data set of 659 documents was considered, chronicling the origin and dissemination of the overlap of the creative and social fields as an emerging area of research across different geographic regions, subject areas and publications over time. Individual search results and data set development. Beyond acknowledging that 659 documents were included in our data set, it is important to consider the relative weight of each of the four searches individually that preceded the cumulative data set once it was adjusted for duplicates. Table 3 below highlights that with 329 associated publications Search 4, the intersection between the SE and the CIs/CE, by far accounts for the most research outputs when looked at in singularity. This potentially attests to the fact that “discussion of culture in the social sciences, including economics, has increased in recent decades” (Einarsson, 2016, p. 14). As is implicit in the table, 176[ ] duplicates of the sum of 835 publications of the individual searches combined were removed from the dataset when a combinatory search of all four individual search strings was done, resulting in a dataset of 659. The geographic roots of the terminology. Research on the social-creative overlap originated in 68 countries over the past 20 years. More than 52% of the publications originated in Western Europe. This is followed by North America (16%), Australia and New Zealand (12%), Asia (9%), Central and Eastern Europe (8%), Africa and the Middle East (2%) and Latin America (1%). Significantly, 20% of all publications originated in the UK alone. Thus, potentially indicating a strong connection between the origins of the terminology of the CIs, its application and contextualisation with other fields of research. Figure 3 below indicates the 30 countries with the highest number of research origination, accounting for 90% of the published works in the dataset. With 165 publications the UK far exceeds all other geographic areas. It is followed by the USA (91%), Australia (71%), Canada (39%), The Netherlands (38%), Italy (37%), Sweden (27%), Spain (26%), New Zealand (25%), Denmark (24%) and Germany (23%). However, beyond the overall geography, we are also interested in exploring whether the attention towards CSE in different geographical areas is connected with a focus on specific aspects of the social (namely, enterprise, entrepreneurship, innovation or economy) as identified by our four search combinations. Figure 4 below highlights the usage of the terms across the different regions for each of the searches undertaken. As becomes evident, Search 1 has the lowest number of relative mentions, yet is relatively evenly spread across all regions. Except in the Middle East and Africa, whereas Search 2 has disproportionally higher mentions with 53%. This might indicate that while social enterprise as a business model is not established in the region, social entrepreneurship as a concept is. Search 2 and Search 3 are relatively evenly spread across all regions, although Central and Eastern Europe stands out in Search 3. It would be interesting to do further research to understand, for instance, to what extent this can be associated with the dissolution of the Soviet Union and subsequent social and cultural innovation, new order and renewed identification with cultural heritage of specific regions. Search 4 has the highest relative number of publications across all regions except for Search 2 in the Middle East and Africa. Notably, publications from Latin America with 54% and Asia with 47% in absolute terms seem to focus on the SE aspect of the social-creative economies in their research efforts. This is interesting as those continents are not naturally associated with, for example, strong social welfare states, which are frequently connected to discussions of social economics in a CIs context. Creative-social economies research overtime. Notably in this research, although the research frame for this SLR was purposely set to 1998, based on the publication of the initial DCMS (1998) CIs Mapping Document in the UK, the first publication using the concept of CIs in a social context as defined for the purposes of this research, were only published in 2002. One of the three articles, for instance, was published in Sweden (Power, 2002) aiming to place the CIs in the broader Swedish economy. Consecutively, (Figure 5) research around the CSE remained nascent from 2003 until 2007 and only reached ten publications per year in 2008. Ninety-four per cent of the research has been carried out in the past decade, even more notably 56% since 2016 and astoundingly 34% in 2017 and 2018 alone. This seems to highlight a timely nature of this research but also the recent importance that this area of research has acquired. Beyond reflecting the importance of research on the creative and the social fields, it also indicates a contemporaneous development of both research fields alongside each other, and we argue the development of CSE as research area in its own right. Beyond looking at the overall time development, it is interesting to explore in more detail how the different searches developed overtime and how interest in those sub-areas has emerged. As indicated in Figure 6 below all four searches saw a steady and continuous rise in number of research publications from 2002 onwards and developed relatively concurrently. Notably, Search 4 peaked in its number of publications in 2012 while the other three searches did not. Further research into this would be fascinating. As has previously been mentioned, 2017 and 2018 saw a disproportionally high number of publications across all four search combinations. Social-creative economies: moving forward. The 659 publications in the dataset was spread across 160 publications, including books. The 20 journals with the most references account for more than 36% of the publications in the dataset, pointing towards a concentrated research output. Three journals have more than ten references each, European Planning Studies (16%), City Culture and Society (13%) and Cities (12%), these three alone account for more than 11% of the research output. Notably, these publications all have reliable place-based research context. Table 4 below lists the 20 most referenced publications and their relative contribution to the data set. Connecting to the four most cited journals, it would be interesting to investigate further whether this topical alignment to physical spaces, places and communities stems more from the CIs/CE aspect of this research or the social component of our search term combinations. Based on our analysis, the three-factor dynamic of the social, the creative and the economic proves a dynamic and mutually engaging research field across disciplines and geographies. Then although filled with inherent tensions, such as social policies through the means of the CIs (Oakley, 2006) or a misguided innovation paradigm overriding other forms of social and economic development (Pfotenhauer et al., 2019), it holds a lot of potential for further research and a joint effort to describe and foster positive impact based in the emerging area of CSE, of which we only captured a fraction with the above analysis. Special issue’s overview In this special issue of the Social Enterprise Journal, we bring together a series of articles contributing to further expanding our knowledge and understanding of the creative-social economy under the heading “social enterprises (SEs), SI and the CE”. In the first article, McQuilten (2020) explores the literature on SEs and their specific policy context in Australia. She considers explicitly arts-based social enterprises (ASEs) working with disadvantaged youth. The research is based in Australia and builds on qualitative interviews with 12 organisations working as ASEs, balancing the complexities and tensions of goals stretching across creative practice, economic activity and social purpose. It considers the perspectives and strategies adopted by organisations. The paper addresses their organisational aims and structures, creativity and social impact; conceptualisations of youth disadvantage and marginalisation and navigation of commercial imperatives. The paper explores how ASEs have been seen as offering a positive model of social engagement. Their hybridity, connecting entrepreneurial skills and creative activity, is a key feature. However, the multiple and conflicting goals of these organisations present enormous challenges for managers and staff involved, both at organisational and personal levels. McQuilten also considers why many of the organisations interviewed were reluctant to define themselves as social enterprises although they used some of these terms to opportunistically appeal to multiple funding channels and adopted a language that was expected of them. There was also resistance towards “the language of enterprise” as potentially conflicting with the political values of the artists and arts organisations. In the second article, Carter (2020) discusses the creative business model Canvas, a reinterpretation of Osterwalder and Pigneur’s Business Model Canvas (BMC) (2010) and reimagines it for visual artists and ASEs organisations, considering how the notion of value and their overall business objectives might need to be articulated differently. Her work highlights that when using the original BMC in the context of creative arts practice, it is vital to re-articulate the “value proposition block”. Carter proposes here to modify this to include the artists’ artistic identity as a central component of the value proposition. This new creative BMC uses the same framework but specifically addresses the nuances of creative practice by focusing more attention on how the artistic identity adds value to the creative business and also by considering that the financial returns that might be central to other BMC may not be central to the creative one. She argues that the artist’s professional goals, as well as their personal values and their need to remain “authentic”, are essential ingredients of how they create value. Carter’s creative BMC has potential impact and application to be used by ASEs to assist them in developing sustainable arts-based business practices. In the third article, England (2020) also considers the context of CSE and how they manage to balance creative, social and economic goals. However, she specifically focuses on open access studios – with the case study of Turning Earth in London – to reflect on the way tensions arise from the negotiation of multiple organisational values alongside members’ motivations. England provides an in-depth reflection on the literature around CIs and social enterprise. In particular, she explores the limited understanding of CSE in the broader CIs literature, despite a more extensive acknowledgement that art and creativity are deeply intertwined in cultural, economic and social systems and that they can drive both economic development and potentially foster social inclusion. She highlights how the combination of creative and social goals with economic ones are often seen in the literature as being in a binary opposition or paradox. This has somewhat limited the research into opportunities to value management practices and dynamics within CSE, which her paper makes a substantial contribution to addressing. England presents the case of Turning Earth, an open access ceramic studio, to consider these management struggles and negotiations of values. Despite the acknowledged limitation of a single case study, England concludes with a reflection on the potential of the research to encourage more collective models of creative production, questioning whether this might also have implication in facilitating the development of more sustainable (economically and environmentally) models for the CE, as well as more shared collective approaches to creative production. In the fourth paper, Toscher et al. (2020) present an empirical comparative study of the motivations for engaging in business by focussing on three diverse cohorts of entrepreneurs active in three fields technology, youth and arts. The paper highlights the lack of knowledge we still currently have around the reasons why individuals start a business, beyond the idea of profit. The paper answers a call for more research to delve deeper into the diversity of entrepreneurship and especially how different motivations might move different individuals. The study uses a grounded theory approach, coding observations from 776 individual entrepreneurs using a web-based digital test environment. The authors articulate their findings around four categories of entrepreneurs based on their motivations: GET - GIVE - MAKE - LIVE. They find that in general most of the 776 entrepreneurs have more than one type of objective or motivation behind their entrepreneurial behaviours and ideas. However, Toscher et al. (2020) also find that arts entrepreneurs tend to use entrepreneurship to “LIVE” while tech entrepreneurs are more oriented towards “GET”. More broadly, all cohorts wanted to “MAKE”. Furthermore, the authors reflect on whether the entrepreneurs defined their business primarily driven by their core competence or mainly driven by their key market/contribution. The arts entrepreneur, aligning with the “LIVE” objective as their purpose for entrepreneurship, prioritised their “Core Competence” rather than “Key Market/Distinction”, which were favoured by tech entrepreneurs. Toscher et al. (2020) discussion also includes a reflection on the implication that this might have for educators and entrepreneurship education across different types of sectors and groups. In the final paper, Cockshut et al. (2020) articulate the role higher education institutions (HEIs) can play in supporting and engaging creative micro, small- and medium-size enterprises (mSME) towards a SI agenda. In particular, they look at their contribution across rural/semi-urban spaces, which are often marginalised in the CE literature, in the context of the North East of England. Using an action research approach and qualitative interviews, Cockshut et al. report how HEIs benefit from being seen as trusted innovation-oriented institutions with long-term ties to their territory and their creative business environment. They argue that this trust is sometimes met with short-termism in the way that research and impact funding are managed and engagement is delivered. However, HEIs have the ability through participation and a flexible action research approach to create impact on creative mSMEs and help them articulate needs and shape their SI strategies and outputs. Cockshut et al. conclude by calling for more research in this area but also for more active engagement of HEIs in SI as they are best placed to have a transformative role in their local creative economies. Conclusions The results of our SLR, as well as the in-depth discussion in each of the papers of this special issue, certainly support the idea that the fields of CIs and CE studies are moving towards closer connections and a research focus to the socio-cultural and socio-economic. Specifically, the findings from the SLR highlight that the emergence of CSE as an area of research is quite recent and potentially developed following the GFC and a realignment of values around CIs and CE but also a reconsideration of business models for the sector. It shows that it is an area of work with global reach, although research in the UK and Europe is more present in this database. We argue this growing interest offers the opportunity to bring back the attention on the social and cultural value of CIs and CE and refocus the previous agenda which has tended to be solely attentive to their economic value rather than a broader contribution to society. This also has the potential to open up further conversation about access, inclusivity and care (Wilson, 2010; Wilson et al., 2020). Through the notion of CSE, rather than pitching the social and economic against one and other, we argue there is an opportunity to reflect on their co-existence in our research, as well as in the everyday practice of creative practitioners and entrepreneurs (Comunian, 2009). We acknowledge that some policy bodies have recently been more focused on this agenda – perhaps against the mainstream economic focus. It is interesting to note the difference in their approaches in the mutual field of CSEs. While, for instance, the UNESCO (2013) has tried to acknowledge the community and development value of CIs and CE, the British Council (2018) addresses the development of creative and social enterprises at the levels of policy, institutions and individuals. Meanwhile, governments of interventionist and innovation-driven countries such as Singapore foster entrepreneurship and a creative class and clusters as a source of socio-economic development (Pereira, 2007) while nations such as the USA start to implement longitudinal economic measures towards socio-cultural endeavours (Creative Vitality Suite, 2017). We argue there is scope for broader engagement of policy internationally towards a better understanding of the sector and how it could further thrive. While we acknowledge the limitation of the SLR, we would like to point to how this initial work could be taken further with different methods and new future research. Firstly, more research is needed that looks beyond best practices and case studies (Diesis, 2018) and systematises our understanding of the connections across actors and networks across the CSE. One way to approach this on a national level might be to integrate socio-economic components into systematic analysis, for example, National Innovation Systems (NIS), which are situated at the socio-economic overlap yet currently mainly focus on “flows of technology and information among people, enterprises and institutions” (OECD, 1997, p. 4), as opposed to aiming to account for components such as actors engaged in developing creative output or the social ecosystem of a nation. In particular, we argue it would be valuable to think about how national networks and entrepreneurial system allow space for CSE to work and be supported, avoiding pigeon-holing organisations. Instead allowing for fluid collaboration and development to happen across the creative and social agenda. Secondly, a better understanding of how creative and social objectives and missions can be balanced and intertwined is needed. In particular, considering how new business models and policy frameworks might facilitate their co-existence, specifically in the area of social finance (Albertson et al., 2018; Monclus, 2015; Trapp, 2017). Finally, we expect CSE research will expand further in relation to the global climate emergency and the opportunity for CIs and CE to contribute further to the discussion and action for climate change through CSE.
1222	dbpedia	0	66	https://www.worldbenchmarkingalliance.org/publication/food-agriculture/companies/wadia-group-bombay-burmah-britannia-industries-2	en	Assessing the worldâs 350 most influential food and agriculture companies	https://assets.worldbenc…rmer-working.jpg	https://assets.worldbenc…rmer-working.jpg	[ "https://assets.worldbenchmarkingalliance.org/app/uploads/2021/04/Food-woman-buying-products-at-the-supermarket-960x400.jpg" ]	[]	[]	[ "" ]	null	[ "GRRR.nl" ]	2020-06-10T12:04:35+00:00	We assessed food companies on their environmental, social and nutritional impact. Who are the leaders? Who are the laggards?	en	https://www.worldbenchma…n-be63b75753.png	World Benchmarking Alliance	https://www.worldbenchmarkingalliance.org/publication/food-agriculture/	Sustainable development strategy The company does not disclose a sustainable development strategy that includes sustainable development objectives and targets, nor an identification and prioritisation process to determine the topics where it has the most impact. Governance and accountability for sustainable development strategy The company does not disclose the governance structure for the implementation of its sustainable development strategy or targets, such as the person, team or committee that holds ultimate responsibility for its implementation. Stakeholder engagement The company does not disclose stakeholder engagement activities, including how it selects the stakeholders, nor an overview of the topics discussed or their outcomes. Scope 1, 2 and 3 greenhouse gas emissions The company does not disclose quantitative evidence to demonstrate that it is reducing its scope 1 and 2 GHG emissions. Protein diversification The company does not disclose that it is diversifying its protein portfolio, for instance, by increasing the proportion of plant-based proteins Fertiliser and pesticide use The company does not disclose that it is adopting sustainable production practices that optimise the use of fertilisers and pesticides. Water use The company does not disclose that it is reducing water withdrawals across its operations and supply chain. Food loss and waste The company does not disclose that it is addressing food loss and waste in its own operations. The company has an opportunity to disclose a commitment by demonstrating policies and/or activities that tackle food loss and waste. Animal welfare The company does not disclose that it is addressing key animal and aquatic welfare issues for its relevant key species in its own operations and supply chain. It has an opportunity to disclose a commitment that addresses key issues for animal and aquatic welfare across its relevant species, geographies and products. Availability of healthy foods The company does not provide evidence of improving the nutritional quality of its products and of proportionally increasing the sales of healthy and nutritious foods. Accessibility and affordability of healthy foods The company does not disclose a commitment and activities to improve the accessibility and affordability of healthy foods for vulnerable groups. Clear and transparent labelling While the subsidiary Britannia Industries commits to provide nutrition information through back-of-pack labelling, no such commitment was found at the group level. Accessibility and affordability of healthy foods While the subsidiary Britannia Industries discloses a marketing communications policy which outlines its approach including to children under 12 years old, no disclosure was found at the group. Food safety While the company discloses evidence that some sites of its own operations through Britannia Industries are certified to the ISO 22000 standard, it does not demonstrate that all its own operations are certified to a Global Food Safety Initiative (GFSI)-recognised food safety scheme programme or other widely recognisedÂ certification. Child and forced labour The company does not disclose a commitment to prohibit child and forced labour in its operations and supply chain .Living wage The company does not disclose that it pays its workers a living wage or requires its suppliers to do the same. Neither has it set targets to do so in the future. Health and safety of vulnerable groups The company does not specifically recognise the health and safety risks to vulnerable groups, such as migrant and temporary labourers, women, and young farmers. Farmer productivity and resilience The company does not disclose a commitment or examples of activities to support the resilience, productivity and access to markets for farmers and small-scale producers in its supply chain. Land rights The company does not commit to recognising and respecting the legitimate tenure rights related to the ownership and use of land of local communities.
1222	dbpedia	2	23	https://www.scribd.com/document/492334003/408394423-Britannia-Industry-Analysis	en	Britannia Industry Analysis	https://imgv2-2-f.scribdassets.com/img/document/492334003/original/b14564a590/1723019852?v=1	https://imgv2-2-f.scribdassets.com/img/document/492334003/original/b14564a590/1723019852?v=1	[ "https://s-f.scribdassets.com/webpack/assets/images/shared/gr_table_reading.9f6101a1.png" ]	[]	[]	[ "" ]	null	[ "Aadrika Gopal" ]	null	408394423 Britannia Industry Analysis - Free download as PDF File (.pdf), Text File (.txt) or read online for free. This document provides an overview of Britannia Industries Limited, an Indian FMCG company known for its biscuits. It discusses the company's history and milestones since it was established in 1892 with an initial investment of Rs. 295. It also outlines Britannia's marketing strategies of focusing on quality, customer satisfaction, and customer relation and retention. The document then analyzes Britannia's SWOT factors, Porter's 5 Forces, and BCG matrix.	en	https://s-f.scribdassets.com/scribd.ico?f0445a4f2?v=5	Scribd	https://www.scribd.com/document/492334003/408394423-Britannia-Industry-Analysis
1222	dbpedia	1	76	https://www.fundsindia.com/blog/equities/alpha-britannia-industries-ltd-equity-research-desk/27201	en	Alpha \| Britannia Industries Ltd. – Equity Research Desk	https://www.fundsindia.c…itannia_Blog.png	https://www.fundsindia.c…itannia_Blog.png	[ "https://fundsindia.com/blog/wp-content/uploads/2023/04/Britannia_Blog.png", "https://fundsindia.com/blog/wp-content/uploads/2023/04/Britannia_Market_Data.png", "https://fundsindia.com/blog/wp-content/uploads/2023/04/Britannia_SHP.png", "https://fundsindia.com/blog/wp-content/uploads/2023/04/Britannia_Revenue...	[]	[]	[ "" ]	null	[ "Equities Desk" ]	2023-04-19T11:15:58+00:00	Britannia Industries Ltd. – Eat Healthy; Invest Better! Established in Kolkata, Britannia is a household name in India, and one of the country’s leading food products companies. Britannia Industries ltd. (BIL) belongs to the Wadia Group, a reputed Indian Business house who has presence in wide range of business segments like Airlines (Go Air), Realty […]	en	/favicon.ico	Insights	https://www.fundsindia.com/blog/equities/alpha-britannia-industries-ltd-equity-research-desk/27201	Britannia Industries Ltd. – Eat Healthy; Invest Better! Established in Kolkata, Britannia is a household name in India, and one of the country’s leading food products companies. Britannia Industries ltd. (BIL) belongs to the Wadia Group, a reputed Indian Business house who has presence in wide range of business segments like Airlines (Go Air), Realty (Bombay Realty), Textiles (Bombay Dyeing) and Plantations and other business (Bombay Burmah trading Corporation). With a 120-year legacy, it started its operations in 1892 when a group of businessmen in Kolkata, formed a company to manufacture biscuits. Over the years, the company has diversified into other segments like bread, dairy products, cakes, snacks, milk shakes, etc. BIL has 10 manufacturing plants across the country. In addition to manufacturing at its own plants, the company has established relationships with several contract manufacturers across the country. It also supplies its products to various export markets and has a manufacturing footprint in Oman, Dubai, and Nepal outside India. Products & Services: Britannia’s product portfolio includes Biscuits, Bread, Cakes, Rusk, and Dairy products including Cheese, Beverages, Milk and Yoghurt. Biscuits – Country’s famous brands like Good day, Tiger, Jim-Jam, 50-50, Marie-Gold, Nutri Choice, Milk Bikis, Bourbon, etc. Dairy – Come Alive Paneer and curd, Cheese, ghee, Winkin’ cow, etc. Others – Wafers, salted snacks, and Croissant under snacking category; Layerz, Roll yo, Gobbles, etc. under cakes category; Tostea under rusk; Gourmet, white and wheat breads under bread category. Subsidiaries: As on FY22, the company has 25 Subsidiaries and 2 Associate companies. Key Rationale: Leading Market position – BIL has an established market position in the Indian biscuits industry with a market-leading presence across categories like cookies, Marie and milk biscuits supported by strong brands such as Good Day, Marie Gold, Tiger, Milk Bikis and NutriChoice. This has helped the company to improve its market share steadily over the last few years. In addition to biscuits, BIL has a healthy market position in the cake, rusk, bread, and cream wafers segments, further supporting its business prospects. The direct reach of the company has improved from 24.9 lakh outlets at the end of Mar’22 to 26.4 lakh outlets at the end of Dec’22 by adding ~1.5 lakh outlets in the 9MFY23. The rural distribution stands at 28K dealers as of Dec’22. The rural division is important for BIL as the market share gained in the rural India is 1.5x of the market share gained in overall India. New Launches – BIL launched Biscafe and Nutri Choice – seeds, herbs, and protein in Q1FY23, which have grown 5x and 4x in Q3FY23. Moreover, 50-50 Golmaal has been extended to Bihar, Jharkhand, and Orissa, registering a growth of 2x. Croissants (up 150%) and Marble Cake (up 130%) as the company scaled them up in other markets and channels. The newly launched products in Q3FY23 are Plum Cake (East and South); Tic Tac Toe snacking (South) and Paneer (West). Q3FY23 – During Q3FY23, the revenue grew 17% YoY to Rs.4197 crs. The EBITDA for Q3FY23 grew by 52% YoY to Rs.818 crs. The company reported a consolidated gross margin of 44% which is the highest ever in the last 13 quarters. The decline in the input prices such as palm oil, etc. and forward wheat contracts are the main reason for the improvement in the Gross margin. The company also normalised its ad spends in Q3FY23 and it is back to pre-covid levels. International business is showing healthy, profitable growth across geographies. The company commercialised own operations in Kenya during the quarter. The share of Biscuits and Non-biscuits portfolio is currently at 77:23. Of the 23% of Non biscuits portfolio, 50% caters to Rusk and Cakes. Financial Performance – The company has a Revenue and PAT CAGR of 10% and 24% for the period of 10 years between FY12-22. The 5Yr average ROE stands at 40% and the 5Yr average ROCE stands at 41%. The company has generated Rs.1000+ crs of Operating cashflow for the consecutive fifth year. The company’s debt stood at Rs.2480 crs as on FY22 with a debt-to-equity ratio of 0.9x. Industry: The Indian food processing industry is among the largest in the nation in terms of growth, production, consumption, and exports. Biscuits is the largest category in the food business in India. It is present in the consumption basket of virtually every Indian family as an essential product. It is one of the most deeply penetrated categories in the country, reaching over 90% of the households. Indian food processing market size reached US$ 307.2 trillion in 2022 and is expected to reach US$ 547.3 trillion by 2028, exhibiting a growth rate (CAGR) of 9.5% during 2023-2028. India ranks 1st in Milk production and the total milk production in the country during 2021-22 is 221.06 Mn tonnes. In the year 2021-22, the milk production has registered an annual growth rate of 5.29%.Organized dairy segment, which constitutes about 26%-30% of the Indian dairy industry (by value) has seen faster growth compared to the unorganized segment. The Indian online grocery market size has been projected to grow from US$ 4,540 million in 2022 to US$ 76,761.0 million by 2032, at a CAGR of 32.7% through 2032. Growth Drivers: The per capita consumption of biscuits in India is relatively low at 2 kgs versus 10 kgs in certain developed countries. The low per capita consumption and high levels of penetration continue to provide excellent opportunities to increase consumption through proactive interventions and strategies. The Total FDI received in the food processing sector from April 2000 till December 2022 was $11.79 Bn. The FDI equity inflow in the Food Processing Sector for the period of April 2021- March 2022 was US$ 709.72 Million. The Union Government approved PLI scheme worth Rs.10,900 crs for food processing sector. Britannia, Parle, ITC, Haldiram foods, HUL, etc. are the companies that have been approved by the Government under ready to eat and ready to cook segment. Competitors: Nestle India & ITC Ltd. Peer Analysis: No listed company is a direct full-fledged competitor for Britannia Industries. ITC is generating only ~23% of their overall revenues from FMCG sector which includes packaged foods, personal care, stationary, apparels and agarbattis. Nestle being a complete FMCG company is generating half of their overall revenue from milk and nutrition products. The rest of revenue is more into chocolates, cooking aids and confectionery and not in bakery or biscuit products. *For Nestle, we took CY22 data for comparison. Outlook: The Retail inflation metric, CPI (Consumer Price Index) of India fall drastically to 5.66% in March 2023 from 6.44% in February 2023. The main cause of the fall in the CPI is due to the fall in food inflation from 5.95% in February 2023 to 4.79% in March 2023. The fall in the prices will result in a positive impact in the near-term margins of the company. Despite taking prices hikes, the company continued to gain market share for the 39th consecutive quarter. In Q3FY23, the company entered a Joint venture with a French company named Bel to develop the fast-growing cheese category in India. The JV will be produced in the new facility at Ranjangaon. Britannia holds 51% stake while Bel holds 49% stake in the JV. Bel is a world leader in the branded cheese category with international brands named Laughing cow, baybel, etc. The JV now has a co-branded product named “Britannia the laughing cow.” The cheddar cheese lines at Ranjangaon will commercialize in Q1FY24E and the processed cheese lines in H2FY24E. BIL will continue to import the Rs.10 sachet of cheese that Bel sells currently from Vietnam as India has a no import duty treaty with Vietnam. At the Ranjangaon Dairy facility, BIL is currently collecting 70,000 litres of milk per day from 2,850 farmers. The target is to take it up to 150,000 litres per day from 4,000+ farmers. PET dairy products, Dahi, Yogurts, and Powder Dairy products for retail and captive consumption all these products will be commissioned in a staggered manner. The Management also highlighted that it expects the non-Biscuits portfolio will be generating around ~45% of the overall revenue in the next 5 years. Valuation: Britannia continues to gain market share and remains a leading brand in the biscuit portfolio. With further expansion into dairy products, the company is diversifying its dependency from the biscuits. We expect the company’s focus on capacity expansion, brand investment, direct reach expansion and product launches to spur profitable growth. We recommend a BUY rating in the stock with the target price (TP) of Rs.5105, 46x FY25E EPS. Risks: Competitive Risk – Even though BIL is the industry leader in the domestic biscuits segment, it faces intense competition from both large organised players and the fragmented unorganised market. Execution Risk – Any delay or failure in the execution of expanding new products or facility will impact the revenue growth of the company.
1222	dbpedia	0	7	https://www.ibef.org/industry/agriculture-india/showcase/britannia-industries-ltd	en	Britannia Industries Ltd	https://www.ibef.org/ass…ges/loginImg.jpg		[ "https://www.ibef.org/assets/images/swatch-bharat.png", "https://www.ibef.org/assets/images/digital-india.png", "https://www.ibef.org/assets/images/gem.png", "https://www.ibef.org/assets/images/india-govt.png", "https://www.ibef.org/assets/images/footer-logo.png", "https://www.ibef.org/assets/images/gover...	[]	[]	[ "" ]	null	[]	null	Britania Industries Ltd: Britannia is one of the leading food companies India and has a legacy of more than 100 years. Today it is among the most trusted food brands in India.	en	https://www.ibef.org/assets/images/ibefavicon.ico	India Brand Equity Foundation	https://www.ibef.org/industry/agriculture-india/showcase/britannia-industries-ltd	In December 2023, Bihar Chief Minister Mr. Nitish Kumar inaugurated a unit of Britannia Industries in Patna. In June 2023, Britannia Bel Foods Private Limited, a joint venture between Britannia Industries Ltd and French company Bel Groupe, unveiled the new brand identity of their co-branded product range ‘Britannia the Laughing Cow’. The new identity has been announced through a digital video campaign (DVC). In April 2023, Britannia Marie Gold My Startup initiative announced the top ten winners of its 4th Season and awarded them US$ 12,070.53 (Rs. 10 lakh) each to jump-start their business ventures. In March 2023, Britannia Croissant business crossed Rs. 100 crore revenue milestone in fiscal year 2022-23. Britannia is the first organised company in India to introduce millet bread into the fast-moving consumer goods industry in April 2023. This effort is in line with the national government's goal of promoting millet and providing a nutrient-dense diet to Indians. In January 2023, Britannia Industries has partnered with Google to establish 'Britannia Marie Gold My Startup Season 4′, an effort to encourage homemakers to start their own small enterprises. The contest is aimed at providing a platform for women to showcase their business ideas and get a chance to win Rs 10 lakh to start their dream ventures. In December 2022, Britannia Industries has announced a joint venture with French cheesemaker Bel Group, as it aims to scale up its packaged cheese business by 5 times to about US$ 152.9 million (Rs. 1,250 crore) over the next five years. In this joint venture, Britannia Industries will hold 51% stake while Bel Group will hold 49%. Net Sales at Rs 4,196.80 crore in December 2022 up 17.39% from Rs. 3,574.98 crore in December 2021.Quarterly Net Profit at Rs. 932.39 crore in December 2022 up 151.2% from Rs. 371.18 crore in December 2021.
1222	dbpedia	2	19	https://en.wikipedia.org/wiki/Britannia_Industries	en	Britannia Industries	https://upload.wikimedia…ies_logo.svg.png	https://upload.wikimedia…ies_logo.svg.png	[ "https://en.wikipedia.org/static/images/icons/wikipedia.png", "https://en.wikipedia.org/static/images/mobile/copyright/wikipedia-wordmark-en.svg", "https://en.wikipedia.org/static/images/mobile/copyright/wikipedia-tagline-en.svg", "https://upload.wikimedia.org/wikipedia/en/thumb/d/d3/Britannia_Industries_logo...	[]	[]	[ "" ]	null	[ "Contributors to Wikimedia projects" ]	2005-10-31T09:52:37+00:00		en	/static/apple-touch/wikipedia.png		https://en.wikipedia.org/wiki/Britannia_Industries	Indian food and beverage company Britannia Industries Limited is an Indian multinational food products company, which sells biscuits, breads and dairy products. Founded in 1892, it is one of India's oldest existing companies and currently part of the Wadia Group headed by Nusli Wadia. As of 2023, about 80% of its revenues came from biscuit products.[4] Beginning with the circumstances of its takeover by the Wadia Group in the early 1990s, the company has been mired in several controversies connected to its management,[5][6] but it continues to hold a large market share.[6][7] History [edit] The company was established in 1892 by a group of British businessmen with an initial investment of ₹295.[8] Initially, biscuits were manufactured in a small house in central Kolkata. Later, the enterprise was acquired by the Gupta brothers, mainly Nalin Chandra Gupta, an attorney, and operated under the name, V.S. Brothers. In 1918, C.H. Holmes, an English businessman based in Kolkata, was taken on as a partner and The Britannia Biscuit Company Limited (BBCo) was launched. The Mumbai factory was set up in 1924 and Peek Freans acquired a controlling interest in BBCo. During the World War II, the government of British India needed a continuous supply of biscuits for British soldiers. The Britannia Biscuit Company started supplying biscuits to British Army for several years, and the company sometimes devoted 95% of its capacity to produce biscuits for the armed forces. Biscuits were in high demand during World War II, which gave a boost to the company's sales. The company name was changed to the current Britannia Industries Limited in 1979. In 1982, the American company Nabisco acquired the parent of Peek Freans and became a major foreign shareholder. In 1978, Britannia came out with its public issue, and its Indian shareholding had increased to 62%, which firmly established Britannia as an Indian company. The 38% foreign stake was owned by the UK-based Associated Biscuits International Limited (ABIL).[9][6] In 1993, textile tycoon Nusli Wadia of Bombay Dyeing took control of the company from Britannia's then-chairman Rajan Pillai, with the help of French food giant Danone. In 2009, Wadia Group became the largest shareholder in BIL after acquiring a 25% stake owned by Group Danone.[5][10] In December 2018, it launched a new category, Treat Crème Wafers.[11][12] Britannia acquired a controlling stake in Kenya's Kenafric Biscuits in October 2022.[13] In September 2022, Varun Berry was appointed as Executive Vice-Chairman and Managing Director of Britannia Industries Limited, and Ranjeet Kohli was also appointed as Executive Director and CEO.[14][15] In December 2022, Britannia Industries entered into a joint venture agreement with Bel SA of France and Britannia Dairy Private Limited (BDPL) to develop, manufacture and sell cheese products in India and other markets. Under the joint venture, Bel SA acquired a 49% stake in BDPL, a subsidiary of Britannia Industries, for ₹262 crore and infused an additional ₹215 crore in the joint venture.[16] In August 2022, the company expanded its product portfolio by entering the western snacking market with the launch of its new product, Treat Croissant.[17] Businesses [edit] The company's principal activity is the manufacture and sale of biscuits, bread, rusk, cakes and dairy products. Biscuits [edit] As of 2023, about 80% of Britannia's annual revenue comes from biscuits.[4] Britannia has an estimated market share of 33% in the organised biscuits market in India.[4] The company's factories have an annual capacity of 433,000 tonnes.[18] The brand names of Britannia's biscuits include MarieGold, Tiger, Nutrichoice, Good Day, 50 50, Treat, Pure Magic, Milk Bikis, Bourbon, Nice Time and Little Hearts among others.[18] In 2006, Tiger, the mass market brand, realised $150.75 million in sales, including exports to the U.S. and Australia. This amounts to 20% of Britannia's revenue for that year.[citation needed] Dairy products [edit] Dairy products contribute close to 10% to Britannia's revenue.[19] The company not only markets dairy products to the public but also trades dairy commodities business-to-business. Its dairy portfolio grew to 47% in 2000-01 and by 30% in 2001-02. Its main competitors are Nestlé India, the National Dairy Development Board (NDDB), and Amul (GCMMF).[20] Britannia holds an equity stake in Dynamix Dairy and outsources the bulk of its dairy products from its associate. On 27 October 2001, Britannia announced a joint venture with Fonterra Co-operative Group of New Zealand, an integrated dairy company which handles all aspects of the value chain from procurement of milk to making value-added products such as cheese and buttermilk.[20] Britannia intends to source most of the products from New Zealand, which they would market in India.[19] The joint venture will allow technology transfer to Britannia.[20] Britannia and the New Zealand Dairy each hold 49% of the JV, and the remaining 2 percent will be held by a strategic investor. Britannia has also tentatively announced that its dairy business (probably including Dynamix) would be transferred to the joint venture.[20] However, the authorities' approval to the joint venture obliged the company to start manufacturing facilities of its own. It would not be allowed to trade, except at the wholesale level, thus pitching it in competition with Danone, which had recently established its own dairy business.[20] Disputes and controversies [edit] Wadia and Rajan Pillai [edit] Kerala businessman Rajan Pillai secured control of the group in the late 1980s, becoming known in India as the 'Biscuit Raja'.[21] In 1993, the Wadia Group acquired a stake in Associated Biscuits International (ABIL), and became an equal partner with Danone in Britannia Industries Limited. In what The Economic Times referred to as one of [India's] most dramatic corporate sagas,[22] Pillai ceded control to Wadia and Danone after a bitter boardroom struggle,[23] then fled his Singapore base to India in 1995 after accusations of defrauding Britannia, and died the same year in Tihar Jail.[citation needed] Wadia and Danone [edit] The Wadias' Kalabakan Investments and Group Danone had two equal joint venture companies, Wadia BSN and United Kingdom registered Associated Biscuits International Holdings Ltd., which together held a 51 percent stake in Britannia.[24] The ABIH tranche was acquired in 1992, while the controlling stake held by Wadia BSN was acquired in 1995. It was agreed that, in case of a deadlock between the partners, Danone was obliged to buy the Wadia BSN stake at a "fair market value". ABIH had a separate agreement signed in 1992 and was subject to British law.[24][25] Wadia was to be Danone's partner in the food and dairy business, and product launches from Groupe Danone's were expected but never materialised despite the JV being in existence for over 11 years in India.[24] Under the 1995 joint venture agreement, Danone is prohibited from launching food brands within India without the consent of the Wadias.[26] In addition, the partners agreed there would be the right of first refusal to buy out the remaining partner in the event of the other wishing to sell its holding.[27] In June 2006, Wadia claimed Danone had used the Tiger brand to launch biscuits in Bangalore.[27] In May 2007, Nusli Wadia told the Ministry of Commerce and Industry that Danone invested in a Bangalore-based bio nutrition company, Avesthagen, in October 2006 in violation of the government's Press Note 1, 2005, which requires a foreign company to obtain the consent of its Indian joint venture partner before pursuing an independent business in a similar area, including joint ventures based purely on technical collaboration. Danone argued that Press Note 1 did not apply to it as it did not have a formal technology transfer or trademark agreement with Avesthagen, and that its 25% holding in Britannia was indirect.[28] Wadia also filed a case in the Bombay High Court for a breach of a non-competition clause in that connection. The court ordered Danone not to alienate, encumber or sell shares of Avesthagen.[29] In September 2007, the Foreign Investment Promotion Board of India rejected Danone's claims that it did not need a non-compete waiver from the Wadias to enter into business in India alone.[30] After a prolonged legal battle, Danone agreed to sell its 25.48% stake in Britannia to Leila Lands, which is a Wadia group entity based in Mauritius, and quit this line of business. The deal was valued at $175–200 million. With this buy-out, Wadia holds a majority stake of 50.96%.[31] Intellectual property dispute [edit] In a separate dispute from the shareholder matters, the company alleged in 2006 that Danone had violated its intellectual property rights in the Tiger brand by registering and using Tiger in several countries without its consent. Britannia claimed the company found out that Danone had launched the Tiger brand in Indonesia in 1998, and later in Malaysia, Singapore, Pakistan and Egypt, when it attempted to register the Tiger trademark in some of these countries in 2004.[32] Whilst it was initially reported in December 2006 that agreement had been reached,[33] it was reported in September 2007 that a solution remained elusive.[32] In the meantime since Danone's biscuit business has been taken over by Kraft, the Tiger brand of biscuits in Malaysia was renamed Kraft Tiger Biscuits in September 2008. Britannia initiated legal action against Danone in Singapore in September 2007.[34] The dispute was resolved in 2009 with Britannia securing rights to the Tiger brand worldwide, and Danone paying ₹220 million to utilise the brand.[35] Partnerships [edit] In March 2017, it formed a joint venture with Greek firm Chipita SA for producing and selling ready-to-eat croissants in India.[36] In September 2021, the company partnered with Accenture to digitize the company's manufacturing units and warehouses.[37] During the COVID-19 pandemic in India, it tied up with personal concierge startup Dunzo to deliver essential goods at the customer's doorstep in April 2020.[38] Philanthropy [edit] The company has been engaged in various social and philanthropical activities. It has joined the United Nations Global Compact, the world's largest sustainability initiative, and has aligned with the Sustainable Development Goals (SDG). It supports the maritime insurance industry and provides assistance to shipowners in developing transitional methods to achieve the objectives of the Paris Agreement.[39] Britannia P&I is an associate member of the International Maritime Rescue Federation.[40] It runs a non-profit Britannia Nutrition Foundation that advocates better child nutrition and addresses child malnutrition issues in India.[41] Awards and recognition [edit] In 2022, the company was ranked 4th in the list of India's most chosen FMCG brands, as per Kantar India's annual Brand Footprint report.[42] Britannia won the Global Sustainability Leadership Awards by the World Sustainability Congress in 2021.[43] The Economic Times listed the company's Good Day biscuit brand as the Brand Equity’s Most Trusted Brands of Indians in 2019-20.[44] The company was selected for special recognition under the Leading RE Investor category at Renewable Energy India Awards 2016.[45] In 2014, the company was voted as Reader's Digest Trusted Brand in India under the food and beverage category, part of the Reader's Digest Trusted Brand Survey.[46] In 2014, The Economic Times ranked the company at 11 in the 100 Most Trusted Brands of India list 2014.[47] The company was listed in India's Most Attractive Brands 2013 in a TRA Brand Trust Report survey.[48] It was awarded the Global Performance Excellence Award (GPEA) by Asia Pacific Quality Organization (APQO) in June 2012.[49] It was ranked #2 in the Brand Equity's Most Trusted Brands survey by The Economic Times.[50] In 2012, Britannia received the Golden Peacock National Quality Award – 2012 under the FMCG category.[51] In 2011, Britannia won the Indian Merchants' Chamber (IMC)'s Ramkrishna Bajaj National Quality Award.[52][53] In 2011, the company received the CII's National Award for Food Safety 2011 in the category of 'Large Food Businesses - Manufacturing' by the Confederation of Indian Industry.[54] According to The Economic Times' Brand Equity Survey, the brand was ranked 5th in the top 10 most trusted brands list in India in 2010 and 2nd in 2012[55] in India's top 10 most trusted brands list.[56] Britannia is one of India's 100 Most Trusted brands listed in The Brand Trust Report.[57] Indian Super League (2018–present) See also [edit] Companies portal Parle Products References [edit]
1222	dbpedia	3	55	http://www.redtrainblog.com/blog/category/Political%2Bnarratives	en	Red Train Blog	http://static1.squarespace.com/static/576850d1cd0f6883c0db79ed/t/577d5595ff7c50649c9c1d66/1467831702274/Red+Train+Final+New.jpg?format=1500w	http://static1.squarespace.com/static/576850d1cd0f6883c0db79ed/t/577d5595ff7c50649c9c1d66/1467831702274/Red+Train+Final+New.jpg?format=1500w	[ "http://images.squarespace-cdn.com/content/v1/576850d1cd0f6883c0db79ed/1467831701475-VHHHVM2NBB2SUUE5KXFT/Red+Train+Final+New.jpg?format=1500w", "https://images.squarespace-cdn.com/content/v1/576850d1cd0f6883c0db79ed/1555280928623-4V8FGOFMUWEGE8IU8RM6/IMG_4111.JPG", "https://images.squarespace-cdn.com/content/v...	[]	[]	[ "" ]	null	[ "Alastair J R Ball" ]	2024-03-19T00:00:00		en	https://images.squarespace-cdn.com/content/v1/576850d1cd0f6883c0db79ed/1469893225574-LQ4J209ZZD95VYMHKVWP/favicon.ico?format=100w	Red Train Blog	http://www.redtrainblog.com/blog/category/Political+narratives	What is an extremist? It’s hard to find an answer that we all agree on. The only thing we can all agree on is that extremists are bad. Whatever you believe, regardless of political ideology or religious belief, everyone thinks that being extreme is a bad thing. In Britain, the issue has come to a head recently as the government, flayling around to find someone to demonise as it becomes increasingly unpopular, has unveiled a new definition of extremism. Ostensibly this is to tackle rising levels of hatred and the growing threat of violence, but more likely it's to make it legal to lock up Palestinian solidarity protesters and climate activists. The new definition The new definition is long and complex. It will be used for legal and policy making purposes, mainly to prevent extremists getting access to state funds. It won’t be used in political arguments or general discussion, but its unveiling has led to more discourse around the problems of extremism and accusations that some people tolerate extremism. The question I want to ask is: who is an extremist? Everyone knows who they think are extremists, the people whose views are too different to their own; however, no one can put forward an accepted definition of what an extremist is. If some communities or ideologies tolerate extremism, then we need to know what an extremist is to deal with the problem. As we all agree extremism is a bad thing. Focus on Islamic extremism Let’s be honest, the recent discourse around extremism is mainly focused on Islamic extremism, the favourite bogeyman of Western governments wanting to make a power grab at the expense of our civil rights. This time there’s a side order of rage aimed at Just Stop Oil and the like, who do annoying things like closing bridges and reminding us that we’re hurtling towards a climate catastrophe. Let’s return to the question I want to answer: what is an extremist, Islamic or otherwise? What makes someone extreme, compared to passionate or devout? Recently, Tim Stanley wrote in The Daily Telegraph that Baroness Warsi asked him to define what an Islamist was. His response was “I know perfectly well what it is.” Not good enough This doesn’t fill me with confidence. We need a better definition. Even extremists think extremism is bad, as no one thinks they are an extremist. They might think that people they agree with are unfairly considered to be extremists, such as those on the left who are accused of being Communists for saying we should have a wealth tax to fund more healthcare provision (especially in America), but we all agree that the real extremists are too extreme to be allowed a voice in public debates. If we all agree that extremists are so bad they must be ostracised, then we need to know exactly what an extremist is and which views are not allowed. Stanley’s internal compass, or anyone else’s, isn’t good enough. The definition also needs be fair, and not deliberately constructed to clamp down on one religion or political belief’s activities as that would be prejudiced. Different religions and football teams An Islamic extremist can’t be someone whose views become completely fine (or silly) if you substitute “Islamic” for “Christian” (or “Arsenal fan”). Take this for example: “An Islamic extremist is someone who thinks that society would be better if everyone in Britain was a practising Muslim.” On paper that sounds like a workable definition of Islamic extremism. Certainly, someone who wants to make everyone think like they do is opposed to freedom of thought, tolerance and diversity. Okay then, what about this: “A Christian extremist is someone who thinks that society would be better off if everyone in Britain was a practising Christian.” This definition would cover several writers at national broadsheets or political magazines, thus meaning Christian extremists have a powerful position in the media. This must mean that wanting everyone to be a practising Christian is fine, as the one thing we all agree on about extremists is that they are bad and should be purged from public life. Finding a definition that works Therefore, the definition of “A [blank] extremist is someone who thinks that society would be better off if everyone in Britain was a practising [blank]” cannot stand. It also doesn’t stand up to being made fun of. Consider: “An Arsenal extremist is someone who thinks that society would be better off if everyone in Britain was an Arsenal fan.” This is clearly silly, but someone with this view wouldn’t be chased out of public life. The problem might be that the definition of “A [blank] extremist is someone who thinks that society would be better off if everyone in Britain was a [blank]”. It’s too restrictive. However, I can’t think of any definition of Islamic extremism that doesn’t become fine if you substitute “Islamic” for “Christian” or silly if you substitute “Islamic” for “Arsenal fan.” A problem in itself The definition can be made to work if we add violence into the mix. However, the way we talk about extremism makes it sound like a problem in itself, not a symptom of a different problem (i.e. people being violent). For example when Prime Minister David Cameron said that he wanted to crack down on non-violent extremism, which made it sound like extremism is the problem, whether violent or not, and the violence flows from extremism, not the other way around. If an Arsenal fan killed a Spurs fan over their team allegiance, we would say that is extreme and thus bad. If this did happen, we would blame said Arsenal fan’s mental health or something similar. The same if a Christian shot someone because of their religious beliefs. Extremism is not talked about as if it is the product of bad mental health or people who are violent looking for an outlet. Non-violent extremists are still bad. If extremism was a problem caused by something else, then we wouldn’t need to tackle extremism; or come up with a new definition of it. We would just need to tackle whatever the root cause was. It would also mean that we wouldn’t need to understand the different flavours of extremism as that would be irrelevant if the problem is bad mental health or a predilection towards violence. Don’t be Islamophobic So, extremism is a problem in itself, but we don’t know what makes someone an Islamic extremist and not a Christian extremist. Islamic extremism cannot be defined as different and worse than extremism of another religion, as that is Islamophobia or anti-Muslim hate; saying that Islam is more dangerous or violent than other religions. Look back at the statement above or read this: “A Buddhist extremist is someone who thinks that society would be better off if everyone in Britain was a practising Buddhist.” This sounds like someone who has strong opinions on how we achieve inner peace, not a dangerous person who should be purged from public life. If the sentence becomes scary when you take out Buddhist and put in Muslim, then you’re being Islamophobic. A cover for Islamophobia Of course, most people with their knickers in a twist don’t want (or feel that they need) a watertight definition of Islamic extremism because “they know it when they see it” or “they know what they mean.” This is the sort of vague obfuscation that allows people to mask bigotry directed at Islam. What people like Stanley mean when they say they know what an Islamic extremist is elaborated in more detail in his Telegraph article above, where he writes: ‘“Were I to call Jesus a fraud,” I said, “I’d get a few angry letters. If I said something analogous about Islam, I’d get threats of violence.”’ Most of these people who “know an Islamist when they see one” are like Stanley and his religious leaders' fraud comments. Their defence is that they are “criticising Islam” as if they are Martin Luther writing his 95 Theses. What many of them want is the freedom to say anything they like to brown people and not face any consequences. Fear largely in their heads I want to be clear about one thing: people shouldn’t get death threats for their opinions and I strongly condemn events such as the attacks on Charlie Hebdo in France. That said, the climate of fear that most “critics of Islam'' like Stanley feel that they live under is largely in their head. I don’t believe any right-wing commentator has been beaten up, or anything like that, for expressing their views that there is something wrong with Islam and it's worse than the other religions. The reason why I know this hasn’t happened is because if it had then we would never hear the end of it. They might have been called rude names on Twitter, which is hardly a sign of the dangerous climate of extremism that Stanley claims we are living under. The only journalist in Britain I can think of who has been beaten up is Owen Jones who was deliberately targeted in 2019. These right-wing columnists with huge platforms, regular media appearances and the ear of the powerful like to think they are free speech rebels, and are as brave as Voltaire or Germaine de Stael, for penning angry articles about Muslims and multiculturalism from their Islington town houses. They are not under any threat for their beliefs, and they can say anything they like and face no repercussions. One flavour of extremism is much more dangerous to society than others Any ideology or religion can produce extremists, whatever way you define extremism, but they don’t all produce them in the same number. I have met a few left-wing people who defend Joesph Stalin or North Korea, positions I consider to be extreme, but they are vanishingly rare. On the far-right, we see extremists influencing governments across the West, gaining huge followings and instigating mass shootings. One flavour of extremism is much more dangerous to society than others. Handwaving the other’s bigotry and opposition crackdowns As well as there being problems defining an extremist, I don’t trust this government to fairly implement any definition of extremism. You could argue that trashing ULEZ cameras and Welsh farmers protesting in Cardiff over environmental legislation is as disruptive as what Just Stop Oil does, however, we all know that this new definition won’t be used against farmers or drivers. They will be used against climate activists, students and Muslims. This new definition of extremism seems like another expansion of state power directed against those who oppose the government, such as the crack down on climate protests that the United Nations objected to or calls to ban the Palestine Solidarity Campaign or others. Without a definition of extremism that is logical and is universally applicable to tell us what the extreme views are (separate from those who promote violence) then we are no closer to understanding what society should accept and it shouldn’t. If we’re going by hand waving about who sends death threats, then all this talk of extremism is just a cover for Islamophobia or a desire to stop annoying climate protesters. What are the limits of free speech? I know, I already sound like a closet Stalinist just for asking that, but the question should be considered. There are a lot of “free speech absolutists” about, (mainly on Twitter) but even though many people claim “there should be no restrictions on speech,” they don’t mean that absolutely 100,000,000%. What about child pornography - should that be allowed on free speech grounds? Or counterfeit money? Is my right to free expression being suppressed because I cannot create an artwork that looks exactly like legal tender and then engage in a “performance” where I hand over this artwork to an unsuspecting barman in exchange for large quantities of craft beer from a local micro-brewery? You might think I am being facetious, and that’s because I am. There are many who claim they oppose all limits on free speech, no matter how offensive the speech is, but still oppose my performance art. People saying “I disapprove of what you say, but I will defend to the death your right to say it,” (and incorrectly attributing this to Voltaire) in reality don’t die so that I can use speech to get free beer. So, the answer to the questions raised above is technically yes, but practically we cannot allow counterfeiting even if it restricts some freedom of expression. You’re not entitled to a platform My point is that almost no-one believes that all speech and expression should be allowed, or that ANYTHING can be defined as free expression. Once you accept that, the debate is all a matter of the degree that we apply limits to speech. Related to this is the point that you can have the freedom to say whatever you want, but you don’t have a right to a platform. Can I make a speech entitled “Why I hate Margaret Thatcher” to my local East London Conservative Club and demand that all members be present? Of course not, that’s pointlessly antagonistic and obnoxious. Are they suppressing my free speech by not allowing me to do my talk and insisting that people turn up? Again, of course not. I can say whatever I like about Thatcher, but no one has to listen. This applies to tech platforms, which are a form of private space. They get to decide what we can say on them, within existing laws on discrimination, fraud, etc. If you tweet an opinion and people tell you you’re wrong, that’s not a threat to your freedom of speech. Threats to freedom of speech are when you get fined or thrown in jail for expressing an opinion. The bull in a china shop experience Earlier this year, podcaster and internet personality Joe Rogan was thrown headlong into the debate like an angry bull hopped up on testosterone injections jumping with complete abandoned into a convention of extremely delicate china retail. His case is illustrative of the limits of free speech and what the consequences of crossing those limits should be. Rogan, for the lucky people who haven’t heard of him, is a comedian, MMA commentator and host of the world’s most listened to podcast. In the show, he sits down with people and shoots the shit on everything from wrestling to politics. He has a huge platform and famous people are keen to reach his highly engaged, largely (or exclusively) male fan base. Past guests have included a who’s-who of people you want on your podcast including Kanye West, Elon Musk, Jordan Peterson and Bernie Sanders. Criticism of Rogan Rogan is a divisive figure on the left, although he has his fans. He has also had some unpleasant, less famous, people on his show, including Ben Shapiro and Carl Benjamin (aka Sargon of Akkad - the anti-feminist YouTuber and not the Akkadian Emperor from the 23rd century BCE, although the latter would be a more impressive podcast guest). There are people on the left who hate him in a knee-jerk way and say he’s as right-wing as Peterson, Shapiro and Benjamin because he’s had them on the show. I’m not a fan of Rogan, although I haven’t listened to loads of episodes of his podcast. It’s worth noting Rogan endorsed Sanders in the 2020 Democratic Party primaries and does have left-wing guests on his show. I don’t think Rogan is as right-wing as Peterson, Shapiro and Benjamin, but he has given them a big platform to spread their views. Some have argued that the left doesn’t like Rogan because he sends out the wrong cultural signals by not dressing like a cool liberal type (whatever that is supposed to be), being a blokey-bloke, talking about MMA and having insufficient quantities of beard-scratching academic talk on his show. There is probably some truth to this, and like/hating Rogan has certainly become a shibboleth in some political circles. Rogan certainly shouldn’t be pelted with milkshakes for talking about MMA and doing monkey impressions on his show, although these things don’t make me like him more. Rogan, vaccines and free speech I do think there is a problem with Rogan, and it’s not just his choice of guests (although the world would be a better place if we fired Benjamin into space aboard one of Elon Musk’s rockets). The problem is that he doesn’t challenge his guests' opinions, so whenever Benjamin says that feminism is poison, Rogan nods thoughtfully and asks him to elaborate further. He’s no Jeremy Paxman. He’s not even Andrew Neil. But he does have more influence over how people think than anyone other than Rupert Murdoch or Mark Zuckerberg. Rogan’s misadventure with freedom of speech is that he had Dr Robert Malone on his show who said Americans were “hypnotised” into wearing masks and taking the vaccine. During the discussion, Rogan also said that if you’re young and healthy you don’t need to get the Covid-19 vaccine. It’s irresponsible at best for Malone to be given Rogan’s platform during a pandemic. Having a platform the size of Rogan’s means his words and his guests' opinions can cost lives, especially when discussing vaccines that are (I can’t believe I am writing this) already controversial in America. You might think differently. Let a thousand think pieces bloom. Consequences Rogan faced little if any consequences for this, but what did happen is illustrative of the debate around freedom of speech. He hasn’t faced arrest, a fine or persecution from the state. There has been a lot of online outrage, but his show is still as popular as ever and still books high-profile guests, so it’s hard to argue that the online outrage is a threat to his freedom of speech. Use your speech to criticise others’ use of speech Rogan’s podcast is hosted on Spotify, a tech platform, which as discussed, can choose who it wants to give a platform to. It’s worth pointing out that Rogan is far from the worst person on Spotify. Neo-Nazi punk band Skinful’s music is available there (no, don’t listen to the racist skinheads) and podcasts with a much smaller following than Rogan’s spread much more conspiracy theories and disinformation than his does. No-one notices, because it’s the internet. If Spotify dropped Rogan over what he said (which they won’t), they would be at best inconsistently enforcing whatever rules they have. Rogan did, and should, face criticism for what he said and for allowing guests who have anti-vax views on his show during a pandemic. I don’t think what he did deserves the state to intervene, such would be warranted in the case of child pornography or the counterfeiting beer-buying performance art mentioned above. If it could be shown that a specific individual didn’t get vaccinated because of the podcast and died, this would be closer to shouting “fire” in a crowded theatre and might warrant state intervention, but proving it beyond all reasonable doubt would be difficult. So, use your speech to criticise others’ use of speech is the place we ended up. Only get the state involved when there is a clear case for harm being done. This doesn’t account for the huge power imbalance caused by Rogan having a much bigger platform than the people criticising him. Although, artists such as Neil Young and Joni Mitchell used their freedom to do business however they want to withdraw their music from Spotify over Rogan’s episode. (For the record, Neil Young and Joni Mitchell are cooler than Rogan, and I don’t care what you think.) Political speech as entertainment There are those who will defend what Rogan said on the basis that you’re allowed to say anything you want, free speech and all that. However, as discussed above, everyone believes that there should be some limits to your freedom of speech. So, if we all agreed that restricting some speech is necessary then maybe start with the “comedian” who brings anti-vaxxers onto his hugely popular podcast during a pandemic. The Rogan debacle speaks to a deeper trend, which also touches on the limits of speech. It’s a trend that has arisen as comedy (Rogan is notionally a comedian) and other forms of entertainment get more political in these exceedingly dark, dangerous and more serious times. It’s a trend that has come about through the growth of social media, podcasts and other new ways to get your speech out there via new technology. Entertainment has become more political, both in terms of what is said and who makes it (i.e. who has access to the vast platforms provided by the BBC or Twitter). The problem is some comedians (and I use the term loosely when applied to Rogan) are engaged in a double standard: they want all the rights associated with free speech that everyone has but none of the responsibilities. Rights and responsibilities Politicians, campaigners, political journalists, etc. have special responsibilities when it comes to their speech. The things they say matter. They affect how other people understand politics and take political actions, from voting to protesting. This responsibility is not to spread misinformation, conspiracy theories or narratives that damage people’s faith in our democratic system. This doesn’t mean that the state should get involved with their speech (unless it can be shown they have used speech directly to hurt someone, e.g. shouting “fire” in a crowded theatre). It does mean those engaged in political speech should respect the responsibilities outlined above. Abdicating your responsibilities Many podcasters, comedians, YouTubers, social media personalities, etc. do not exercise this responsibility. They use the fact that they’re entertainers as an excuse for why they don’t need to think about what they say or who they have on their show. They argue that we're not meant to take what they say seriously. Rogan himself said: “I’m not a doctor, I’m a fucking moron and I’m a cage fighting commentator who’s a dirty stand-up comedian who just told you I’m drunk most of the time and I do testosterone and I smoke a lot of weed. I’m not a respected source of information, even for me.” Although this line is quite funny in a self-deprecating way, it does neatly remove all responsibilities from Rogan for broadcasting (potentially life-threatening) disinformation. Rogan may be a self-declared moron, but people still take what is said on his show seriously. When Rogan invites someone like Benjamin on his show and doesn’t tell jokes, but does ask political questions about the big issues facing society, then they are engaging in a political act, and as the host he has responsibilities. Serious business Rogan and other shows that mix politics and entertainment are clearly not just entertainment. Many have all the iconography of serious debate. These shows can’t be both light entertainment and serious discussions. If it’s a debate, then people like Rogan have a responsibility to make sure our political discourse is not damaged by letting anti-vax doctors or people like Benjamin say whatever they like. If they are light entertainment, then they shouldn’t address serious subjects in this way. I am not saying comedians can’t be political or that politics can’t be funny. Good satire is an important part of our political discourse. This is why it’s painful when the BBC brings back Spitting Image and it’s awful. What I am saying is that if you are a comedian saying something political or trying to be funny and political, then you need to recognise your responsibilities and not hide behind being a comedian when you get criticised for abdicating your responsibilities, like Rogan does. Lack of oversight What I’m allowed to say in the pub is different from what I’m allowed to say on a televised political debate going out to millions (even if we are addressing the same topic) as the discussion in the pub will not have the same effect as a discussion on TV - or on Rogan’s show with his millions of listeners. The audience is different, which means the responsibilities are different, which affects your free speech rights. You have different responsibilities when you handle a toy gun and a real one as the effect can be very different. Anyone can set up a podcast or YouTube channel or twitter account and say whatever they want to potentially an audience of millions. Obviously, not all YouTube channels or Twitter accounts have the same reach, but they all have the same level of oversight - i.e., almost none. Rogan has built an audience for his podcast, starting from being not a particularly well-known comedian to becoming one of the most famous media personalities on the planet. He’s not a journalist and doesn't have the skills to cross-examine his guests or deconstruct their arguments. Usually, he barely challenges them at all. He doesn’t challenge people like Benjamin as much as I would challenge a friend during a discussion in the pub. He also doesn’t have any editor (journalism editor, not a sound or video editor) thinking about the news quality of what is being put out. The citizen-creator-political-journalists media Rogan isn’t the only interviewer who doesn’t challenge his guests enough. I have listened to podcasts, watched TV interviews and read profiles in news organisations, from the very new to ones centuries old, and I have noticed many professional and experienced journalists allowing their subjects to say outrageous, inaccurate or downright false things unchallenged. Poor quality editorial standards are not unique to YouTube channels and podcasts, but at least having an editorial process is a good start. We didn’t need to invent indie media to have bad editorial standards, but now that the reach of indie media is enormous and the power of what you say (on a topic like Covid-19 vaccinations) can costs potentially thousands of lives, maybe it’s time to think about how we ensure quality in what is put out there. Hopefully, exposing the problems with Rogan and his lack of editorial oversight will give everyone pause to think about the standards of their content. Although, I won’t hold my breath. If we’re going to have citizen-creator-political-journalists, where anyone can create a piece of content on politics (or any other subject) put it out there and get a huge audience then we all need to understand our responsibilities, as well as our rights. Free speech is a good thing. Having citizen-creator-political-journalists is a good thing. They mean that voices outside the mainstream, the large publications and big broadcasters get heard. However, we do need to remember our responsibilities and act accordingly. Tackling the problem We shouldn’t reach for state involvement in speech as the means to solve the problem of journalists/podcasters/YouTubers/internet personalities (whether they started putting out content today or are working for a centuries old newspaper) not acting responsibly with their speech. Using the state to heavily monitor journalists is a bad idea. The state shouldn’t police the people who criticise and expose the wrongdoings of the state more than is absolutely necessary. You’re free to say what you want and not get banged up in jail, but we need to exercise some judgment in whose free speech we listen to. Just a guy chasing downloads Free speech improves our democracy and politics, but we can’t have free speech without the responsibility to not spread disinformation and to challenge an interviewee. We need to be more grown-up than Rogan has been over this and stop trying to abdicate the responsibilities that come with having a huge audience because he’s a comedian on Spotify and not an analyst on CNN. Rogan won’t face any consequences for spreading misinformation about vaccines. He shouldn’t go to jail over what he said, but maybe his star should be taken down a peg or two. I wouldn’t recommend his podcast because he’s not a deep thinker or someone who engages with issues in a substantive way. He’s Just a guy chasing downloads and social shares. He’s allowed to do that, but don’t indulge him. A better conversation about politics Would the world be a little less right-wing without Rogan and the platform he has given to people like Peterson, Shapiro or Benjamin? Yes, probably, but he’s not the biggest issue facing the left. He also gets credit for endorsing Sanders. There are limits to what you are allowed to say because your words can hurt people. The state should react to the clear-cut cases of harm (child pornography, shouting “fire” and then creating a stampede that kills, etc.) but we need to exercise good judgment to keep the state’s role to a minimum. That said, we all do believe in some restrictions on speech (again child pornography) so political actors pretending to be comedians like Rogan shouldn’t hide behind either free speech absolutism or the double standard that they are a comedian and not a political actor. We need more responsible content creators, not people like Rogan who hide behind double standards. Although whilst it remains free to start a podcast or a YouTube channel there will still be bad editorial standards. We shouldn’t get rid of podcasts that are free to set up, we should be savvy information consumers and not indulge people who say anything for attention. Even if we agree, on some level, with the bullshit they are spreading. This is the way to get to a better conversation about politics where more voices can be heard. As a society we have spent a lot of time writing about Labour’s woes. As a political blogger all I have done is added to the pages and pages written about how Brexit has realigned politics so that the places that solidly voted Labour for a century are now electing Tories. In these blogs, newspaper articles, Twitter threads and pub discussions one word comes up again and again: “patriotism”. For many, the underlying cause of Labour’s woes in places from Workington to Hartlepool is that it’s not seen as patriotic. Or that the party is controlled by middle-class, craft beer drinking, pansexual, students who care more about Palestine than Britain, and sneer at anyone with an England flag in their window as if they were some kind of subspecies of semi-intelligent human. Rebecca Long-Bailey attempted to use the idea of progressive patriotism to launch her bid for Labour leader. The idea was poorly received amongst her supporters. At the time, I wrote a blog that was critical of progressive patriotism, but now I think I should have been more open to the idea. The reason that Labour isn’t seen as patriotic is not just because the radical left controlled the party for four and a bit years. Getting rid of Jeremy Corbyn as Labour leader hasn’t fixed Labour’s patriotism problem. Former leader Ed Miliband was also plagued by patriotism problems, most notably when shadow minister Emily Thornbury was accused of insulting the England flag. It’s still dogging Keir Starmer as, in May this year, the idea that Labour isn’t patriotic enough was back in the discourse. Disliking patriotism When writing these words, I’m imagining that I’m talking to people whose views are like mine. People who don’t consider themselves to be patriotic, or even … whisper it … people who consider patriotism to be a bad thing. A fellow middle-class leftie once said to me that “all patriotism has ever done is get working-class people to kill each other”. It’s not an over generalisation to say that, in the circles I move in, this is widely accepted. You might firmly believe that patriotism is just socially acceptable racism, or that patriotism has been used throughout history to convince the poor of the world to throw themselves into a meat grinder with other poor people who follow a different flag, so that kings or bankers can continue ruling over the pile of bones that’s left behind. In that case I probably can’t change your mind, so you might want to skip the rest. My key point is: I don’t think of myself as patriotic, but I understand that lots of people do consider themselves to be patriotic and these people aren’t necessarily regressive nationalists. I want Labour to appeal to more than just people like me. One thing the last few years have shown is most people (even on the far-left) have different opinions to me, so Labour needs to broaden its reach from just me to win. I’m not saying that the left should embrace patriotism because it’s popular with voters. Certainly, something being popular and being right are not the same thing. However, my views on patriotism have changed in the last couple of years. I don’t feel any more patriotic than I once did, but I do feel Labour needs to, at least, appear to not be against patriotism. Why patriotism matters Already, I can hear muttering at the back that I have gone “Blue Labour” or that I’m starting down the road that led to Michael Foot supporters singing the praises of Tony Blair. Again, if you think patriotism is the same as racism, or that any acknowledgement of patriotism is inherently right-wing, then I’ll save you a few minutes and tell you now that you won’t agree with the below. However, if you’ll listen to me, I’ll set out the case as to why Labour should be a little bit patriotic. The 2019 election result shows that Labour needs to win more seats to be in power, and while Scotland is out of the picture, Labour must win the places there Jeremy Corbyn’s perceived lack of patriotism was a drag on the Labour ticket. 67% percent of voters Patriotism is important to a great number of voters. “Some 67 percent of Britons describe themselves as ‘very’ or ‘slightly’ patriotic,” according to an article by Helen Lewis in The Atlantic. Again, you could say that Labour needs to break with its 120 year history and find a new voter coalition that’s completely different to the old one (I will address this idea in a future blog post). However, if we rule out Labour completely changing politics, then the party will have to find something to say about patriotism. There has been a lot of talk of Labour needing a narrative to unite its disparate voter coalition, so as a public transport-using metropolitan, I find it hard to ask this question: how does Labour win over people who love the flag? Go UKIP or go home What is key to the idea of how patriotic Labour should be is what I would call “light touch patriotism” or something subtler than the types of flag waving we usually see from politicians. Light touch patriotism doesn’t need to be in your face or loud, but it is present. On the left, there is a perception that to be seen as patriotic Labour has to go UKIP or go home. This is an exaggeration. We fall into the trap of thinking that all patriotism is the UKIP style of angry, belligerent nationalism that gets so much attention because it’s so loud. Most people think of patriotism as “I love my country” but UKIP style patriotism is “I want my country to dominate other countries”. That’s the difference between most patriots and regressive nationalists. UKIP patriotism is singing Rule Britannia with enough gusto to create a gale. It’s boasting about the power of the British Empire. It’s bringing up the Second World War over and over again. This isn’t love for your country. It’s fanaticism. It’s the way that children love football teams: with an undying belief in their side’s complete superiority to all others. The alienating effect of UKIP style patriotism That’s not what’s needed to win elections. In fact, UKIP patriotism is alienating to a lot of people, even those who consider themselves to be patriotic. One of the reasons why Leave won the Brexit referendum is that they recognised that people who were fanatical about their country would always vote for Brexit, and that they needed a softer message to appeal to people put off by chest-thumping patriotism. This is what led to Brexit being sold as a vote for sovereignty and the NHS, and not a vote to take a dump on the Champs-Élysées and then wipe our arse with a 100 Euro note. Labour could learn a lot from how the Leave campaign used patriotism. I.e., ignore the purple-faced, flag underpants-wearing blowhards as they will never vote Labour, concentrate on how patriotism fits into a narrative with the things swing voters want: stability, control over their lives, a future for their children and communities. Light touch patriotism Light touch patriotism is not just the milder version of fanatical patriotism, it’s in opposition to it. It can be critical of the country at the same time as not saying that everything about Britain is so filled with toxicity that the entire national project should be condemned faster than a 1970s plastic factory still filled with poisonous goo. Crucially, light touch patriotism can be combined with a radical economic message. It says: the country we love is ill and needs change. As with a recently divorced dad, who has hit the Johnnie Walker, Chinese buffet and angry calls to LBC a bit too hard since things went downhill, the way to help someone you love can be a radical intervention that holds back no criticism of how shitty they behaved in that trip to Costa del Sol. To save the country we love we need radical change to the state, the economy and our communities so that we can one day feel better about our lives. The point of light touch patriotism is to reassure voters that Labour doesn’t hate the country, but wants to fix its problems. Like an abusive partner, the right uses love of the country as an excuse to do terrible things to it. They think love makes them exempt from criticism. Light touch patriotism should be a vision of patriotism that younger, more radical people in cities can get behind. It’s patriotism for people who aren’t Abbot Ale glugging, beetroot-coloured Boomers shouting at women Labour MPs on Question Time. Inclusive and not exclusive Light touch patriotism needs to appeal to people’s hopes and not their fears. Too often patriotism appeals to fears. It unites the people of the country by reducing us to our lowest common dementor: i.e. our hates and fears. Light touch patriotism can show how we are connected through the higher ideals of tolerance and fairness that (almost) everyone can agree with. Light touch patriotism can include acknowledging what was wrong about the British Empire and celebrating multicultural Britain. It’s more about the Chartists than Rule Britannia. It’s Mo Farah and Jessica Ennis. Above all, it’s inclusive, not exclusive. What we all have in common is that we shared these small, rainy, inhospitable and stunningly beautiful few islands. We can live together or we can die alone. Angry patriots When I suggest light touch patriotism to other people on the left, I am confronted with a counter argument that it’s this view of patriotism - sensible, inclusive and critical of the country where it needs to be - that the people who have stopped voting Labour are rebelling against. People on the left argue that Mo Farah won’t be seen as an authentic symbol of Britain next to Nigel Farage. I don’t think this is an accurate representation of the voters that Labour needs to win over. There are certainly some loud people - we have all seen them in the Question Time audience, on Twitter or even writing in national publications - who scoff at the idea that patriotism needs to be inclusive and would call light touch patriotism “metropolitan, elite, PC, woke, nonsense”. I’m not saying that these people don’t exist, but they are not representative of the people who consider themselves to be patriotic. 67% of the country doesn’t think that Nigel Farage is the embodiment of patriotism. Labour doesn’t need to convince everyone who wolfs down everything that Brendan O'Neill writes, or the people who go on Question Time to yell about “woke PC culture” until they turn the colour of a pint of Ruddles Best, that they are patriotic. Most of these aging boomers will never vote Labour anyway as they own their own homes and the Tories have protected their pensions. Appealing to people who aren’t like me Labour only needs to convince younger and middle-aged people who are struggling with bad housing, rising costs of living, low pay, long waits at the GP and underfunded schools that they love this country to win their vote. A little reassurance, coupled with a message of radical economic change can help Labour win back the seats that have been drifting away since the 2005 election. In the past I have written in scorn about progressive patriotism, or light touch patriotism as I am calling it now, but Labour needs to think about how patriotism fits into the story it wants to tell about how the country will be better under a Labour government if it is to win back the support it has lost. I don’t feel particularly patriotic, and my goals for a Labour a government concern radical policy, but that doesn’t mean Labour shouldn’t seek to appeal to patriotic voters or that the two can’t be combined. If the last seven years have shown anything, it’s that there aren’t enough people like me in the country for Labour to rely solely on people of my ilk to win power. Labour will need to appeal to people who aren’t like me to win power. Once again, it’s my sad duty to report that the Labour Party has lost an election. This time it’s the Hartlepool by-election; another post-industrial Northern seat has gone over to the Conservatives. On the same, Super Thursday, day of voting Labour also managed to come third in the Scottish elections. The party did win the elections for the Welsh Assembly and the London Mayor, but even the latter victory was by a smaller margin than anticipated. What this shows is that Keir Starmer isn’t the natural winner he was advertised to be. The idea was that a man in a smart suit, who is schooled in political strategy, has a good brain and knows how to run things would instantly be seen as the best man to lead the country, especially when compared with an incompetent clown like Boris Johnson. Starmer’s Prime Ministerialness is turning out to be less self-evident than his boosters thought. To explain how we got into the situation of choosing a man who looks like he’s running a branch of NatWest as the leader of the Labour Party, and then finding out that there’s more to becoming Prime Minister than holding a really good meeting, we need to talk about Tony Blair. Now, I know there are a lot of hot takes about Blair, and I don’t mean to add to the pile, but he was the last Labour leader to win a general election. What does Blair have to say about being Labour leader? Shortly before Starmer became Labour leader, Blair was interviewed about the future of the party. Recently a clip from this interview popped up in a Labour Facebook group I’m in. The poster was trying to make the point that we should listen to Blair as he knows how to win. In this interview when Blair is asked about who should be the new Labour leader, he says that “the most important thing is a leader with the politics to help us win an election”. I find this statement a little annoying. It’s not a profound or novel concept. It’s a sideways dig at the left of the party, not only saying that they didn’t win an election, but that they didn’t want to win. Say what you will about Jeremy Corbyn, he wanted to win an election. Let’s take this statement at face value: the most important thing is a leader with the politics to help us win an election. This begs the question: what are the politics to help us win? Winning politics We know from Blair’s speech on the 120th birthday of the Labour Party last year what he thinks the politics of winning an election is. He said that his mission was to move Labour to the centre to bring together the Labour and Lib Dem vote. This is factually inaccurate; firstly because the Lib Dem vote was at its strongest when Blair was PM, and secondly because Blair won by winning over Scotland and some of Middle England to Labour, whilst not losing too much of the traditional Labour vote. He did this by being socially liberal, pro-EU, pro-immigration and pro-free market and I’m guessing that this is what Blair meant by the “politics to help us win an election”. I have argued with Starmer boosters on Facebook that Labour being socially liberal, pro-EU, pro-immigration and pro-free market will go down like a cup of cold sick with the voters that Labour needs to win back. How many people in Hartlepool are going to come back to Labour after they announce a return to Blair’s pro-EU, pro-immigration politics? Are the politics to win an election anti-immigration, anti-BLM, waving the flag a lot, disparaging young people and talking about how great the British Empire was when Britannia ruled the waves? It’s more likely to be the above than pretending it’s 1995 again, dusting off the John Lennon sunglasses and sticking Some Might Say on my cassette Walkman. Winning back lost voters Well, Blair’s successors from the Labour Right want to grab this particular bull by the horns. They don’t go as far as saying we should make Laurence Fox head of campaigns (I would prefer that we put Count Binface in charge, at least he makes better social media videos) but they do have views on what side of the culture war Labour should be on. A recent Fabian pamphlet called Hearts and Minds: Winning the Working Class Vote says, amongst other things, that voters “are entitled to be worried about illegal migrants crossing our borders, or becoming a drain on our resources” and that some people feel “a stranger in their own country” and that Labour should be tougher on repatriating failed asylum seekers. I don’t agree with this pamphlet and its ideas, but it does go further than platitudes, or the usual hand waving about Labour needing to connect with people from both big cities and small towns. It does seem to say that Labour should align itself with the socially conservative values of the voters it lost in 2019. Paul Mason described this plan as Labour standing for “the agglomerated prejudices of elderly people in small communities,” which about sums up how I feel about it. Blame the young I’m pretty sure that Blair didn’t think that the politics to win an election involved making Labour the party of the agglomerated prejudices of elderly people in small communities. I’m sure that’s the opposite of what he wants. He probably means the politics to win an election is people in sharp suits, schooled in comms and business concepts, talking about how qualified they are to run the country - y’know, New Labour - but we’ve had this since Starmer took over and it’s not working. So, now the Labour Right have another idea. This focus on the voters which Labour has been steadily losing since about the time Blair became PM also has a hefty dose of blame for the young city people with their craft beer, tattoos and music festivals in parks for the downfall of Labour. If only they weren’t obsessed with things old boomers in small towns hate, like treating trans people with dignity and not dying from a global freshwater shortage. Corbyn might have gone, but apparently the people who liked him are still poisoning the party a year after Starmer took over. As a member of the left of the Labour party, I get that the right of the party doesn’t want the radical change I want. They want to make capitalism more bearable, not overthrow it. Making life more bearable for the people at the sharp end of capitalism is a noble aim and I can get behind campaigns for better wages for workers, more jobs, better housing, etc. I want a revolution, but that doesn’t mean we have to live in extractive capitalist misery until it happens. If the Labour Right think they can use the power of the state to improve the lives of the poor, then that sounds good to me. A place of greater safety Right now, no-one in Labour is getting what they want. In Hartlepool we’re bleeding support from the fans of Mrs Brown’s Boys, and in London, the viewers of I May Destroy You are not voting for Sadiq Khan with truckloads of enthusiasm. (Don’t write in and say you watch both, you have to choose one or the other, I don’t make the culture war rules). The party is going backwards slowly and a PM who, allegedly, said “let the bodies pile high” and then oversaw 120,000 deaths just won another election. Maybe this is more evidence that voters do really want a leader who is a craven, narcissistic, lying self-promoter who doles out culture war soundbites like they’re brightly coloured shots at an early-00s student club night (showing my age with that one). Whenever I pointed out to Starmer boosters on Facebook that the politics of winning an election look more like what Boris Johnson is doing and less like what Starmer is doing, I was told that I was wrong and that the electorate want a sensible, centre-left, social democrat, who’s a safe pair of hands. This view seems to have become the underlying assumption amongst a good number of Labour supporters and it needs to be challenged. Labour has retreated to a place of safety. We have ended up in the centre left, smart suit, soft speaking, dinner at Pizza Express, don’t rock the boat too much or you’ll annoy people place of safety. The problem is, the Labour Party is aspiring to run more than a middle-class family holiday to Florence, and it needs some passion and some risk-taking to do this. What does Labour stand for? The idea that all that’s needed to win an election is a leader who is a media trained man in a smart suit and who has a proven track record of running things is comforting and reassuring to a lot of Labour members. I get that we want to be seen as reliable next to Johnson’s chaos, but this is not a vision. Labour needs a vision of how it will change people’s lives if it’s given the reins of power. Not just relying on the voters seeing us as the sensible choice. In the absence of a clear vision, people can project whatever they want onto Labour - and none of that will be good. No-one is willing to give Labour the benefit of the doubt if it isn’t 100% clear exactly what the party stands for. Right now, what Starmer’s Labour stands for, aside from better grooming, is vague at best. The Labour Right’s vision The Labour Right has at least the beginning of a vision for what Labour stands for. It may be the agglomerated prejudices of elderly people in small communities, but that’s better than the nothing we have now. I disagree with Labour embracing socially conservative values - it means the party would be running away from me (as opposed to gently sliding away from me, which it’s doing right now). However, I can see how tacitly this is better than the fudge that is Starmerism. The Labour Right’s enthusiasm for this can be seen in how keen certain members are to purge Momentum or anyone to the left of Jess Philips from the party. That would send a strong message about Labour’s identity to the voters they have lost. To justify this, they’re keen to blame all of Labour’s current woes on its younger, more socially liberal supporters scaring off frightened Boomers with all this radical talk of black lives mattering. The party of Walthamstow and Workington I don’t believe in blaming Labour’s problems on young city people with their strange coloured hair and strange desire to not die breathing in polluted air in the drowned ruins of our major cities before we all turn 50. I also don’t believe in ratchetting up the rhetoric on asylum seekers and immigrants as a means to win back support from Boomer Brexit voters. Especially as immigration has got less saliant as a political issue since we left the EU. I don’t think we should take for granted Labour support in cities, like the party did with working class support in small towns during the Blair years. I also don’t think we should give up on everyone who voted for Brexit or the Tory party in the last five years as irredeemably racist and not worth attempting to convince to vote Labour again. Labour can be the party of Walthamstow and Workington, if it has a vision of radical economic change that can tackle the problems of both places. A narrative for all Labour needs to know what it stands for. We all know what it’s against: Tory corruption and incompetence, which is harder to argue as they successfully roll out the vaccine. Being against the government isn’t enough for an opposition, it needs to be for something. Once we know what we’re for we can craft a narrative about this country, what has gone wrong and where Labour will take it that voters of all stripes can believe in. The result in Hartlepool and London show that Labour’s approach isn’t working. Putting on a suit and looking managerial isn’t enough to win broad support in the 21st century. There are ways that Labour can win back the voters it has lost in places like Hartlepool, along with holding onto the voters it has gained in places like London and Wales. This will involve careful navigation of the values gap between these voters. Most notably on the issue of patriotism. More on that in the next blog post. "Extinction Rebellion-11" by juliahawkins123 is licensed under CC BY 2.0 The British working-class is a notoriously slippery concept to define. Coming up with a robust definition that fully embraces the complexities of class in modern Britain is challenging. It needs to be more than if you work in a coal mine, follow association football and own a whippet you’re working-class. Many easier to define alternatives have been suggested, such as “the precariat” or the social grade C2D2, but despite these efforts most people still divide everyone in Britain into working-class, middle-class and upper-class. The Labour Party and the working-class For much of the 20th century the Labour Party was the home of working-class politics, supported by many (but by no means all) of the working-class at the ballot box. This has changed. Across Britain, and the Western world, more middle-class people are voting for left-wing parties and more working-class people are voting for right-wing parties. In Britain for the last ten years or so middle-class people have moved to become more left-wing on issues such as immigration and benefits while working-class people’s views have moved to the right. There are a variety of explanations as to why this shift has happened, each one tells a story about where that theory’s proponents think that the Labour Party, and the left more broadly, has gone wrong in the last five, 10, 20 or 30 years. These explanations are competing narratives about the Labour Party, its history and its future. Below I will explain a few of the prominent narratives. My list is by no means exhaustive, but it covers the major explanations I found through my research. Who are the working-class? To start we need to ask the question: who is the working-class? We could fall back on the historic definitions used by Karl Marx or Frederick Engels. Marx defined the proletariat as the social class that doesn’t own the means of production and their only means to survive is to sell their labour. This covers more than the working-class of today, a highly paid and highly skilled worker such as a software engineer or architect might fit this definition. It also doesn’t describe the life of someone who worked in a factory in the 1970s, bought their council flat in the 80s, sold it in the 2000s property boom and now lives in leafy semi, enjoying a generous pension, but still views themselves as working-class. Someone who used to sustain themselves with their labour, but now lives rent free off a generous pension. This person might not have solidarity with younger people who are still working, regardless of what class they are. A retired person, who considers themselves to be working-class, might be better off or more comfortable than a graduate (even one whose parents went to university) who is now struggling to pay rent from their zero-hours contract job. For the purposes of this essay, I’m limiting my focus to the people who consider themselves to be working-class as opposed to the poorest people in Britain. “People who consider themselves to be working-class” and the “the poorest people in Britain” are not exactly the same thing (although there is a lot of overlap between the two groups). A 2016 British Social Attitudes Survey found that 60% of the British public identify as working-class and of those people who consider themselves to be working-class 47% had managerial or professional jobs. The survey called this “the working class of the mind”, which chimes with an LSE blog that says that: “Britons tend to identify themselves as working class – even when holding middle class jobs.” A cultural definition of the working-class The “working-class of the mind” highlights something that didn’t exist in Marx’s day, a means of defining the working-class by culture instead of economics. The proletariat were a new social group in Marx’s time, which is why he thought they held the key to overthrowing capitalism. A new group wasn’t weighed down with a history and culture that made it conform to the dominant capitalist ideology. Whether Marx was right or wrong about this is by the by. The cultural definition of the working-class is important to how many working-class people see themselves. Having a certain shared set of values, tastes and attitudes is how many working-class people define themselves. The right attempts to win the voters of the working class by appealing to the attitudes that the average wealthy Tory and working-class voter have in common, such as shared sense of patriotism and dislike of “liberal nonsense”. The right attempts to appeal to the cultural identity of the working class, but this doesn’t address the needs of the poor, suffering in poor quality housing or with low paid and insecure work. This cultural appeal to the working class is often more successful with older, usually better off, members of the working-class. Although under certain circumstances (such as the 2019 election) this can expand to appeal to more than just the comfortable members of the working-class. An economic definition of the working class I’m not here to argue that someone who runs their own business or works in a top profession like medicine or accounting (and maybe earns a 5 or 6 figure income) is not working-class, if they think they are. I’m making the point that this isn’t an essay about poverty. It’s about the political perceptions of the people who consider themselves to be working-class. A modern economic definition of the working-class, as distinct from the middle-class, needs to go beyond what Marx wrote, as many working and middle-class people today are reliant on wage labour for their income. The more robust definition of the working class can be found in their material circumstances. The working-class are the people who cannot fall back on the reserves that the middle-class have, for example a family member who can support you if you fall on hard times. This is the ideas of class that the left need to appeal to. The idea that the working-class are the people who are struggling with low pay, high costs of living, insecure work and poor-quality housing; the people for whom work doesn’t allow them to provide for themselves and their families. This different view of class takes into account how much our economies have changed since the idea of separate classes came into our minds. The BBC commissioned The Great British Class survey in 2013, which found that Britain has seven classes, not the usual three. This is probably a more accurate summary of class in modern Britain, but to map seven classes onto my analysis will turn this essay into a book. So, to make this a manageable task I am limiting my definition of the working-class to the people who think they are working-class, as a state of mind or otherwise. Different stories about the working-class Some areas of the country thought of as traditionally working-class, such as the former Red Wall seats, are not solely defined as areas with a high density of working-class people living in them. Young people and better educated people have moved away from these areas as the jobs have moved to cities, which means these constituencies are now dominated by a specific subset of working-class people who are older, whiter and are less likely to have gone to university than the median voter. Contrast this to places such as Haringey, which also has low wages and low levels of University attendance but is considerably younger and less white than Red Wall seats. From my experience, when arguing with someone they tend to change their definition of the working-class to fit the argument they are making, drawing more heavily on one or the other of these two broad icons. I will try to keep my definition of the working-class in this article as wide as I can, to bring in as many stories and experiences as possible. However, the purpose of this essay is to find out why the working-class voters that Labour needs to win over to be in power are deserting the party, so I will inevitably lean more towards the Northern and Midlands, post-industrial working-class than the Southern or city based working-class who are still reliably voting Labour. Why stories matter for this debate In the absence of a reliable definition of the working-class we rely on stories about who the working-class are and why they might not be voting Labour anymore. Stories are not the same as political science, backed up by focus groups and polling, but they offer a way to understand the political shifts that have taken place recently in the UK. In 2019, former mining town Bolsover elected its first Tory MP in over 100 years. To accurately explain why this happened from a political science perspective I would require hundreds of thousands of words and mountains of data, which I don’t have access to. The stories I am about to explore talk in generalities, but they are useful because they provide a broad vision of how the Labour Party has managed to lose the support of places like Bolsover. It’s up to the current Labour leadership to turn these stories into messaging and policies to win these voters back. Story 1: It’s all about Brexit Let’s start with an obvious one: Labour messed up the EU referendum. Working-class people were more likely to support Leave and Labour has been strongly identified with Remain. This was not only during the EU referendum itself, but in the three and a half years between Britain voting to leave and actually leaving the EU. The story states that it was a mistake for Labour to adopt the same position as the Tories in the referendum, making it look like the establishment was lining up behind Remain and against working-class people’s desire to leave. Grace Blakeley makes this argument in her article for Tribune titled How Labour Lost the Working-Class. She wrote: “During the [2019] election, I spoke to voters up and down the country who expressed the same sentiment: with the entire British establishment united behind Remain, they finally had a chance to kick back at a political class they felt had cheated their communities over many years.” Blakeley makes other arguments about how Labour lost the working-class, not just the Party’s stance on Brexit, but her article is part of a story that seeks to use Brexit to explain Labour’s loss of support amongst the working-class. There are issues with this story, not the least that it relies on a stereotype of working-class voters as Leave voters. Analysis from Lorenza Antonucci, Laszlo Horvath, and André Krouwel at the London School of Economics has shown that Leave voting is not collated with being working-class or having low levels of education (as is often claimed). In a blog post for LSE they wrote: “rigorous analysis showed that the profile of Brexit voters is more heterogeneous than initially thought, and that it includes voters with high education and ‘middle class’ jobs.” They go on to argue that Leave voting is more highly collated with a newly emerging “impoverished middle class” i.e. people who have middle-class jobs but have seen their standard of living squeezed. This story also ignores the fact that Labour’s support amongst the working-class had been declining before the referendum, before Jeremy Corbyn became Labour leader, or Ed Miliband became Labour leader. For example, in the 2010 election, 37% of people on social grade C2, skilled manual occupations, voted Conservative against 29% who voted Labour. Labour’s disconnect with its former working-class supporters who voted for Brexit in 2016 and the Tories in 2019 is a symptom of a deeper disconnect rather than the cause itself. It’s not just that Labour made the wrong choice on whether to be pro or anti-Brexit; Labour failed to understand why people wanted Brexit. To get to the bottom of this we need a story that goes deeper and goes back further in time. Story 2: A decline in representation This story holds that a decline in the number of Labour MPs from working-class backgrounds has led to the fall in Labour’s support amongst the working-class. During the period where working-class support for Labour has steadily declined, it became more common for middle-class Labour candidates to represent working-class constituencies. This often happened because these were seen as “safe seats” and a way to get political advisers into parliament, as part of the career path for middle-class Labour apparatchiks; from Oxford, to think tank, to political adviser, to MP. An obvious example is how middle-class Tristram Hunt (born in Cambridge, the son of a life-peer) was parachuted in to represent the heavily working-class seat of Stoke-on-Trent Central. Ashley Cowburn explores the story of declining working-class representation in Labour in detail in his longread for the New Statesman: how political parties lost the working-class. In his article, Cowburn said: “Data available from the House of Commons library shows that around 37 per cent of MPs from the party came from a manual occupation background in 1979. Fewer than 7 per cent did in 2015. Oliver Heath, an academic at Royal Holloway, University of London, claims this harmed the party’s image among its traditional voters.” The roots of the representation issue go back at least until the 1980s. Cowburn spoke to Heath for this article who says that the decline in working-class support for Labour can be “quite clearly” traced to Neil Kinnock’s leadership "when he tried to distance the party from working-class radicalism". Heath said to Cowburn: “[Kinnock presented] a more middle-class, more sort of professional, social image of the party that then might attract some more middle-class voters. And that continued under Tony Blair.”’ The decline in working-class support for Labour happened over the same period that representation of the working-class decreased amongst Labour MPs. However, there hasn’t been a corresponding rise in support for other parties led by working-class politicians. UKIP chose Paul Nutall as its leader in November 2016, who wanted to make UKIP the “patriotic voice of the working-class”. Today, this looks daft when we remember how ineffective Nutall was as UKIP leader, however, it was a very real fear for people on the left after the Brexit vote. In 2017 Cowburn spoke to Nutall for his article and Nutall was keen to emphasize that many Labour MPs “have got absolutely nothing in common" with their constituents. “I mean look, do they have anything in common with a working man’s club in Durham, or a working man’s club in Hull, or Leeds. I doubt it very much indeed," he said to Cowburn. Despite fear on the left of UKIP becoming the voice of the working-class, some people were skeptical of Nutall’s appeal. Angela Rayner, then shadow education secretary, said to Cowburn: “It’s not enough just to be northern and working-class – we’re not stupid.” She added: “We’ve been hoodwinked… it’s incredibly patronising, it’s not enough to just say we’ll have some northern trinket. You’ve got to have substance behind you.” Why bring up the debate around an ineffective and largely forgotten UKIP leader? It highlights a flaw in the simple logic of the story that decreased working-class representation amongst Labour MPs is the cause of the loss of working-class support. UKIP were unable to steal Labour votes using working-class representation. That said, this story is supported by evidence and goes some way to explaining why Labour’s support amongst the working-class has declined. However, I don’t think it offers a complete explanation, so we need to look at some other stories. Story 3: Labour has chosen to prioritise middle-class values over working-class ones This story covers a broad spectrum of ideas, such as “choosing Jeremy Corbyn as leader was alienating to the working-class” and “Labour has become too ‘woke’ for the working-class”. Corbyn’s alienating effect on working-class former Red Wall voters is the largest factor in Labour losing last year’s election. However, like Brexit, choosing a Labour leader so at odds with what a lot of past-Labour voters wanted speaks to a deeper disconnect. The problem is not that Corbyn was Labour leader, but that most party members wanted him to be Labour leader. The Labour Party is still made up of the people who voted for Corbyn to be leader twice. These are the members who want Keir Starmer to be more vocally supportive of the recent Black Lives Matter protest and make stronger commitments to left-wing policies. What these members advocate for has an effect on how Labour is perceived by working-class voters. These members are at odds with working-class voters (and most other voters) on issues of identity. They are much more likely to be skeptical of patriotism, the military and the police than most voters. They have a more negative view of British history, especially imperial history. A recent Labour Together report into the 2019 general election highlighted how the three groups (of the 14 they studied) that were most likely to support Labour had radically divergent views from the rest of the country on social issues such as immigration and patriotism. I write this as a middle-class Labour Party member who voted for Corbyn to be leader and whose views on immigration and patriotism are divergent for the average voter, as I have become plainly aware from polling and talking to people. I’m writing this essay whilst drinking craft beer, in trendy East London and leafing through the Dishoom cookbook deciding what I’m making for lunch whilst listening to Dream Nails. I am aware that this story says that the Labour Party has prioritised my values over those of working-class voters. This story is best summed by a recent RT article by Dr Lisa McKenzie that argued that contemporary middle-class left-wing activists are more interested in symbolic victories (such as removing a statue of a slave trader in Bristol) than in improving the lives of working-class people. McKenzie wrote: “The erection or removal of statues are symbolic decisions made by those with the most power to celebrate or denigrate any point, person, or narrative in history. Rather than argue among ourselves about effigies of dead white men, let’s do something positive and lasting for people who are still alive today.” This story expects us to believe that Labour spent the last four years only talking about cultural appropriation, trans-rights and Palestine. Corbyn offered an economically radical program aimed at improving the situation of the poorest in society. Many of these policies were individually popular, but the overall perception of Labour and its leader led to defeat. This story is also based on the assumption that all working-class people are white, Daily Express readers who have an inbuilt hostility to anything socially progressive. Some working-class people are LGBTQ+, or people of colour, or young people, who might have views about immigration or trans-rights more in line with those of Labour activists. The working-class are not a single monolithic block who share one common set of values. Even a sub-set of the working class (such as Red Wall voters who supported the Tories in 2019) did not all vote the same way for the same reasons. There are groups within groups. Some more inclined to vote Labour than others. Older, retired members of the working class are the most likely to hold socially conservative views and be at odds with Labour activists. They are also the least likely to be in an economically precarious position as their income (pensions mainly) have been protected by the last ten years of Tory governments, who chipped away at every other form of welfare apart from welfare for the old. Labour is very unlikely to win back these voters, who might have voted Labour when they were working, but the ring fencing by Tories of their benefits means they are now free to vote for the party that aligns most with their socially conservative values. Younger working-class people are more likely to vote Labour and have values more similar to the middle-class, metropolitan Labour supporters. There is a middle group between these two groups. People who are working age working-class voters in crucial swing seats, whose material conditions have become much more precarious over the last 11 years of Tory rule, and can be convinced to vote Labour if the party is serious about fixing the issues that blight this group. For example, regional underinvestment, lack of jobs and quality housing. Research from Labour Together has shown that many working-class, former Red Wall voters have different social attitudes to metropolitan Labour voters; for example, seeing patriotism as something positive. The Tories appeal to the social values of working-class voters. Even those who are economically struggling and likely to benefit from Labour policies. Identity politics is a big issue that can turn these voters away from Labour. The story of the Labour Party adopting more middle-class values that are alienating the working-class voters does a lot to explain Labour’s problems. However, it doesn’t explain why Labour’s economic policies were popular with both middle-class and working-class voters. To understand why this is, we’ll need to look in more detail at the political forces affecting working-class voters. Story 4: Labour embraced neoliberalism This story is based around the idea that it was Labour’s acceptance of the post-Thatcher neoliberal consensus that alienated the party from the working class. When Labour came back into office in 1997 they did little to challenge the low tax, low regulation, “free markets are more efficient” ethos of Margaret Thatcher and John Major’s Tory governments. Labour also did little to rebuild the power of the trade unions that had been decimated. The story’s strongest evidence is Blair’s statement that his job “was to build on some Thatcher policies” and Thatcher’s statement that New Labour was her greatest achievement. This indicates that there was an ideological consistency between the two governments, which contributed to the prevalence of the alienating view that all politicians are the same. Again, the process of Labour becoming a neoliberal party did not begin with Blair. It was a slow process that began in the 1980s under Kinnock, who took the party away from its traditional trade union roots and focused it towards winning the votes of the middle-class. In doing this he rejected many of the economic orthodoxies of the Labour Party. This continued wholeheartedly under Blair. Most people don’t understand economic theory (including those who claim they do) and ideas like “neoliberalism” that might be common parlance in left-wing political circles don’t feature much in the considerations of the average voter. Most people do have a keen awareness of the effects of economics on their jobs, their wealth and their communities. Many Labour voters have seen the negative effects of economic change in their communities as decent jobs disappeared and were replaced by insecure, low paid, causal work or nothing at all. The damage this has done in some communities (particularly in the former Red Wall) has caused many voters to look for solutions to their problems they would not have considered before, such as voting UKIP or Tory. New Labour did very little to reverse the trend of deindustrialisation, (that began in the 1970s and was accelerated by the Thatcher government), which hit working-class communities hardest. New Labour creamed some off the top of the rabid financial capitalism of the City and used it to make welfare more generous for the working-class communities who had lost most of their industry, but they did very little in terms of offering hope or a vision of a better future to these communities. Steve Rayson argues in his book The Fall of the Red Wall that working-class voters’ economic views are more left-wing than the average middle-class voter’s, and that voters in the former Red Wall would prefer higher taxes and more redistribution. This supports the idea that Labour’s move away from these policies in the 80s and 90s has moved them away from the values of working class-voters. This story does little to explain why certain working-class voters switched from Labour to Tory, the party of Thatcher and synonymous with neoliberalism. The Tories’ support for Brexit partly explains this, but as we have seen, Labour’s declining working-class support predates Brexit. Brexit’s strongest advocates (the Farages and Jacob Rees-Moggs of this world) see Brexit as a neoliberal project. They’re not fighting to bring back heavy industry to Britain, but to free business and the ultra-wealthy from the oversight of the EU. This story also doesn’t explain why Corbyn (who rejected neoliberalism) lost support amongst the working-class. It also doesn’t explain why Miliband’s Labour, with mild criticism of neoliberalism, performed worse amongst working-class voters than New Labour, who embraced neoliberalism. The reasons for declining working-class support for Labour are more complicated than just economics. Although Labour’s acceptance of neoliberal economic policies did put them at odds with the values of many working-class voters, the social signals that Labour has been sending since the 1980s are also a factor. For an explanation of this, we’ll need to look elsewhere. Story 5: Working-class voters are cross-pressured This story uses the concept of being “cross-pressured” to explain the decline in Labour’s working-class support. This argument is heavily drawn on in Steve Rayson’s book The Fall of the Red Wall. Rayson writes that working-class people (especially those in the former Red Wall constituencies that he studied) typically have economic views that are drastically to the left of the median voter, but social views strongly to the right. This puts cross-pressure on said voters when choosing between a Labour Party that reflects their economic values and a Tory Party that reflects their social values. This concept of being cross-pressured is interesting as it shows how working-class politics are different to middle-class politics. Middle-class people’s political views are likely to be more moderate than working-class people on both economic and social issues. For a long time (again probably since Kinnock in the 1980s) Labour has been chasing middle-class voters and has thus moved to the centre, alienating working-class voters on economic and social issues. This story explains the difference between middle-class and working-class politics and also explains why the Tories were able to appeal to working-class voters, despite their economic policies being opposed to the self-interest of working-class voters. (For those who are interested, the argument about working-class voters being cross pressured is explored in more detail in Steve Rayson’s book The Fall of the Red Wall. Shameless plug time: you can also read my article about his book that explores this topic as well.) One piece of good news for Labour is the issue that has created the greatest cross pressure, immigration, is decreasing in its political salience. The socially liberal values of many Labour activists and the economic model based on the easy movement of workers, which the last Labour government was committed to, put Labour at odds with many working-class voters who were hostile to the rise in immigration that happened under New Labour. Since voting to Leave the EU, immigration is seen as a less critical issue by many voters. This could be because voters feel Britain now has more control over its borders after leaving the EU. Some voters are, supposedly, not opposed to immigration, just to immigration that parliament doesn’t approve. It might also be because voters feel that immigration has declined since we left the EU. Immigration may be less of a hot button issue, but Labour still needs to do more to make sure that the Tories cannot use the cross-pressured nature of working-class voters to lure them away from Labour. This involves Labour putting forward a program of radical economic change, one which both its working-class and middle-class supporters will like and benefit from. It also involves making sure that the party appears sufficiently aligned with working-class voters on social issues. This later part is easier said than done and bears looking at in more detail. Appealing to the working class There is no one clear story that explains where Labour has gone wrong in the last 40 years in holding the support of the working class and there is no single solution to the situation the party is in now. It is important to not think of the working class a single group. Younger members of the working-class are more likely to have values that align with younger people in the middle-class, who form the bulk of Labour’s activists. Winning over older working-class voters, many whom are materially well off, will be a lot harder. Social issues, such as patriotism or Britain’s Imperial history, and identity politics will remain divisive issues that are likely to increase the cross-pressure on voters who can be won over by a Labour. To alleviate this cross-pressure Labour will have to appear more patriotic, or at least find a way to avoid accusations of being ashamed of or embarrassed by patriotism. I’m not a patriotic person and I do think that political patriotism has many problems. I would like to explore the effects of patriotism, good and bad, on our politics in a separate essay. There are risks for Labour if the party attempts to appear more patriotic (not the least it being seen as insincere) but to win back the working-class Labour will need to appear more patriotic. This doesn’t mean excessive or comic amounts of patriotism. Many voters require reassurance that Labour shares their values and isn’t sneering at them. For Labour to be seen as patriotic, it isn’t a case of “go UKIP or go home”, light touch patriotism is all that is needed. Many people across the country are struggling with low pay, insecure work or unemployment, poor quality, housing, long waits at their GPs, a shortage of school places, their local school/hospital/any public building falling down, poor transport infrastructure and a general break down in the fabric of society that is supposed to hold everyone together. Meanwhile the wealthy’s interests are protected by the government. Covid-19 has made this problem much worse. This is the foundation that Labour can build a winning electoral coalition on. The problems above affect both the working and middle-classes. Many people were struggling before a deadly disease ripped through society. There is an opportunity to win lots of votes with a message of change for the better and then, maybe, the chance in government to actually make people’s lives better. Patriotism can be appealed to whilst also arguing for radical economic change. Over time many people whose views appear intransient can be convinced to be more open minded. The route to winning over the working-class is telling a story that offers a solution to their material problems, instead of fighting over issues of identity that divide the voters that Labour needs to win over. The common thread of these stories Each of these stories tells us something about where Labour has gone wrong in trying to win the support of the British working-class. Almost all of these stories trace the blame for this back many decades. Although, Corbyn carries the blame for not acting to reverse this trend and in many places accelerating it. Corbyn has gone and his chosen successor is no longer in the shadow cabinet. The soft-left is in charge of the Labour Party and Labour’s polling has improved, but they still lag behind in the seats the Tories took from Labour in the 2019 general election. Corbyn’s election as Labour leader is a symptom of the larger disconnect between Labour’s middle-class activists and its working-class constituencies, which stories 2 and 3 argue. Each of these stories helps us to understand where Labour has gone wrong. None offer a complete prescription for fixing the problem and the current Labour leadership would do well to bear all in mind when forming a strategy for winning back Labour support from the Tories. Although each of these stories has useful information and all are good explanations, Labour cannot tell five different stories to win back the working-class or they all drown each other out in a cacophony of confusion. Labour needs to find the common threads of these stories to create a narrative that will win over the working-class and middle-class votes that Labour needs to get into power. Polling station image taken by Rachel H and used under creative commons. Getting people to care about climate is difficult. Years of raising awareness about the looming environmental catastrophe have not resulted in popular demand to enact systematic change. The far less existential threat of Covid-19 has had a far bigger impact for the simple reason that people saw an immediate danger to themselves and acted. For those of us who want to change society to mitigate the worst of rising global temperatures, there remains the elusive goal of finding a message that will cut through and finally effect real change. A message that will escape the echo chambers of middle-class lefties and convince people of the immediate need to act. Social media noise Social media seems to be the ideal tool for this as it allows climate activists to go directly to the public without the need to filter their message through the traditional media, much of which is hostile to the message that rapid social change is needed. However, more than 15 years of social media (Facebook was founded in 2004) has not moved us any closer to achieving the goal of a widespread awakening to the need for environmental change. There is a lot of noise on social media, so for a climate message to cut through it needs to be attention grabbing. Remember it needs to hold people’s attention in a world where Donald Trump and Kayne West are creating a lot of noise. Mindbombs To find what works in the age of social media, inspiration can be drawn from the pre-digital age. It’s worth looking at Greenpeace, who pioneered a strategy they called the “mindbomb”. A 2015 article by Karl Mathiesen defines the mindbomb as: “an image that sends a collective shock through the world leading to action.” This can be seen as a precursor to today’s viral memes. The original Greenpeace mindbomb was footage of a Russian whaling ship, hunting whales with harpoons in the Arctic, shot from a rubber speed boat in 1975. Over the years Greenpeace has been adept at creating images that stick in the public's mind and prompt action. Jerry Rothwell, who directed an award-winning 2015 film about Greenpeace called How to Change the World talked in Mathiesen’s article about the importance of bearing witness to an event in creating mindbombs. “Things like Ferguson, the witnessing of an event can still have the power to get people to active and out on the streets and protesting,” he said. The problem with relying on social media So, we need to create social media mindbombs that grab attention. However, to cut through all the noise on social media these mindbombs have to be really attention grabbing. Rothwell had criticisms of many contemporary activists, he said: “There’s been a tendency within the organisation to just paint a banner and hang it off a famous building and I think that just doesn’t wash, it’s just not interesting enough.” There is a problem with relying on social media to deploy mindbombs to spread a story, which is that social media can distract us from or distort our goals. Social media is very good at getting our attention. It’s on our phones, carried with us everywhere we go and is constantly using push notifications to get us to stop what we’re doing and pay attention to it. Social media is good at holding what psychologists call the “spotlight” of our attention - i.e. what we are focusing on right now - but in doing this it distorts our desires and goals. Distorted goals Former Google employee and winner of the Three Dots prize James Williams explains this in his book Stand Out of Our Light: Freedom and Resistance in the Attention Economy that as well as distracting our spotlight, what we are paying attention to now, social media can distract our “starlight”, which is our ability to navigate by our higher goals and values, our guiding stars. Williams argues that social media distracts our starlight by changing our actions so that we are no longer guided by our values, but instead we are guided by the goals of social media platforms. Williams says that when our starlight is distracted it makes us want simple pleasures over complex ones and short-term rewards over long-term ones. It means that we can’t live our lives according to the values we want to live by. This happens when reach, shares, clicks and engagements on social media take the place of our higher goals such as changing minds or prompting people to take action. 10,000 shares is not 10,000 people convinced. It’s probably not 100 people convinced. It’s just more time spent on social media, seeing more ads and having more of our data extracted to sell to advertisers. Owning the libs or being owned by platforms? This becomes political when a movement’s higher goals become replaced by reaching people on social media. Political movements become distracted from their starlight when they focus on increasing their metrics on social media platforms instead of winning people over to their cause. This happens when a political movement believes that 10,00 shares is 10,000 people convinced. This can be most easily seen with the America right. They have become obsessed by sharing videos of Ben Shapiro or Jordan Peterson “owning libs” as their support shrinks to a narrower and more radicalised section of society. The US right’s goals have been replaced by that of social media platforms to such a degree that they are constantly sharing content that holds attention, whilst not stopping to think that a video of Shapiro shouting over a college student isn’t convincing anyone who wasn’t already signed up to their agenda. Stories not content This should be a lesson for the environmental movement when creating social media mindbombs. Yes they get attention, but are they serving our goals or the goals of social media platforms? It might be better to create attention grabbing stories, rather than attention grabbing social media content. We need a story that people can believe in, that becomes their goals or starlight. When we are all motivated by our starlight to make this world a greener, fairer, better place changing the world will be easy. Middle-class, hipster environmentalism As middle-class environmentalists it's tempting to make this story we want to tell a reflection of our values and lifestyles. Our advocating for economic change needs to go beyond wanting the economy to be based locally, producing organic craft beer and avocado toast. These specific examples are deliberately stereotypical, but they serve to make the general point that we mustn’t make the story we tell about a greener future one where we shop differently but everything else is the same. Something that appears cool and desirable to middle-class Westerns might not be desirable to everyone. Vijay Kolinjivadi, in an article for Al Jazeera, said: “In theory, ‘coolness’ just is. It is imbued with all the things that reflect deep relational values of care, affection, creativity, connection, authenticity, and meaning. It should have no racial, gendered or socio-economic boundaries and likewise, have no impact on those fronts either. “In practice, it involves the reproduction of a particular way of being which invariably sets in motion new avenues for capital to expand, allowing everything that has meaning to be hollowed-out and commodified for profit.” A critique of capitalism We need to be aware of a story that is environmentally progressive, but doesn’t include a critique of capitalism, racism or other power systems that are preventing the social change needed to stave off an environmental catastrophe. The story we want to tell needs to be transformative in many ways and not just environmentally. We see this with gentrification. When middle-class people move into an area of a city, we often see a focus on green living reflected in the changes to the local economy, such as zero-waste shops or organic cafes opening. This overlooks the damage done by gentrification to lives of poor people. As Kolinjivadi said: “In the process, the implicit socio-economic violence behind gentrification will be invariably ‘greenwashed’ and presented as development that would make the area more ‘sustainable’, ‘beautiful’ and ‘modern’. “Thus, immigrant-owned grocery stores, halal butcheries and community centres will soon be replaced by vegan chain restaurants, hip vintage clothing joints, organic food stores and coffee-shops galore, as landlords push out poor tenants to make space for more well-to-do ones.” A story that wins support The story we tell about the change we want to see in the world must not be a story about changing consumer patterns, but instead focus on ”resistance on externally-conceived and profit-driven developments as a moral and even survivalist imperative and work to re-establish community through solidarity economies, replenishing those relations severed by the growth-centred logic.” If we want to win over people to believing in our story about a better, greener future then it needs to offer more change than making everyone an environmental hipster. It needs to tackle the root causes of injustice, such as capitalism, racism, sexism, homophobia. etc. Planet of the Humans Now is a time where we need challenging narratives about a better future where we have overcome the problems created by capitalism or racism. Optimistic stories about the environment are threatened by eco-fascist narratives, doom and gloom narratives about there being no hope and narratives about the environmental movement itself being suspect. The most recent example of the latter is Michael Moore’s new film Planet of the Humans, which spreads disinformation about the climate movement. To give you an idea of bad it is, singer-songwriter and climate activist Neil Young described the film as: “erroneous and headline grabbing TV publicity tour of misinformation. A very damaging film to the human struggle for a better way of living, Moore’s film completely destroys whatever reputation he has earned so far.” Moore’s film blames overpopulation for the looming environmental disaster and spreads disinformation about how the green movement has distracted attention from overpopulation as the cause of climate breakdown. Unexpected praise for Michael Moore from the far-right Moore doesn’t offer any answer to the question of “what do we do about there being too many humans?” The audience can make up their own mind and many people have jumped to the worst possible solution. Unsurprisingly, this focus on too many humans as an environmental problem has led to the film being heralded by the most extreme parts of the right. Bill McKibben, one of the people Moore targets in the film, wrote a response in Rolling Stone where he reports that “Breitbart loves the movie” and that so does “every other climate-denier operation on the planet”. I don’t think it was Moore’s intention to make a climate film that energises the far-right (I think he wanted to bolster his reputation as an edgy provocateur by taking on the liberal establishment), but his environmental narrative of too many people aligns with the far-right narrative of certain groups of people being a threat to society. This is what happens when the basis of the narratives we tell about the environment are not positive stories about the better world that we can create. Doom and gloom stories can be easily co-opted by eco-fascists and turned to their ends. Freeing people trapped by doom and gloom narratives This is why the environmental movement needs mindbombs AND critiques of capitalism. We can win people over to the idea of a better tomorrow, with an attention-grabbing story that offers solutions to the loom environmental catastrophe that tackles many of society’s social and economic problems. Our narrative needs to be informed by what worked well in the past, such as Greenpeace’s mindbomb approach, which can be adapted for a social media age. However, we need to be aware of the problems of social media and make sure that the goals of tech platforms do not substitute our goals. We must be guided by our Starlight, which is our goal to make a better future. There are many people captured by environmental doom and gloom narratives who think that the problem is too many people and not our economic and political systems. Our story about a better tomorrow can free these people and make the world a better place, if we can tell it right.
1222	dbpedia	0	57	https://store.hbr.org/product/britannia-industries-maintaining-a-market-lead/W16060	en	Britannia Industries: Maintaining a Market Lead	https://cdn11.bigcommerc….386.513.png?c=2	https://cdn11.bigcommerc….386.513.png?c=2	[ "https://www.facebook.com/tr?id=173481989821205&ev=PageView&noscript=1&a=plbigcommerce1.2&eid=store-3-prd-us-central1-173695439443", "https://cdn11.bigcommerce.com/s-yneuaokjib/images/stencil/original/nav-hbr-logo_1570720324__61965.original.png", "https://cdn11.bigcommerce.com/s-yneuaokjib/stencil/0b0912f0-2aea...	[]	[]	[ "" ]	null	[]	null	Buy books, tools, case studies, and articles on leadership, strategy, innovation, and other business and management topics	en	https://cdn11.bigcommerc…png?t=1575391679	HBR Store	https://store.hbr.org/product/britannia-industries-maintaining-a-market-lead/W16060	In 2015, Britannia Industries - India's most recognized biscuit brand - had overtaken Parle as the market leader in the biscuit (cookie) category and faced stiff competition from Parle, ITC's Sunfeast, and many regional competitors. Britannia had to devise a strategy that would allow it to further consolidate its leadership position without losing market share; increasing the price alone was not an option in this highly competitive market. What could Britannia do to remain India's number-one biscuit maker? How could it stay ahead of its rivals in the area of product innovation? In a market swamped with near-identical product packaging, it had to devise a strategy that would help it avoid an identity crisis and make it the consumer's first choice. The company's senior management needed to chart a clear roadmap for the future. Sandeep Puri is affiliated with Institute of Management Technology, Ghaziabad.
1222	dbpedia	2	58	https://forum.valuepickr.com/t/britannia-buy-commodities-sell-brands/9563	en	Britannia (Buy Commodities, Sell Brands)	https://forum.valuepickr…be5161e474fa.jpg	https://forum.valuepickr…be5161e474fa.jpg	[ "https://forum.valuepickr.com/uploads/default/original/2X/5/5023eac06b5b2567be962caed01c108a28b0f7ac.png", "https://forum.valuepickr.com/images/emoji/twitter/slight_smile.png?v=12", "https://forum.valuepickr.com/uploads/default/optimized/2X/1/174d25a2f03b493363c28361d81744493aaada19_2_690x408.png", "https://f...	[]	[]	[ "" ]	null	[]	2017-03-19T07:23:41+00:00	Gave a presentation on Britannia at VP Chintan Baithak Goa July 2016. Britannia Business Insights v1.pdf (154.5 KB) Long Term Visibility Template 3.0 - Britannia v2.pdf (440.5 KB) Sorry for the delay in uploading this…	en	https://forum.valuepickr…74fa_2_32x32.jpg	ValuePickr Forum	https://forum.valuepickr.com/t/britannia-buy-commodities-sell-brands/9563	Gave a presentation on Britannia at VP Chintan Baithak Goa July 2016. Britannia Business Insights v1.pdf (154.5 KB) Long Term Visibility Template 3.0 - Britannia v2.pdf (440.5 KB) Sorry for the delay in uploading this. Thought this is a very well known business. Why to waste space here. Somehow was missing a point that without a thread, we won’t be able to discuss incremental business developments (as and when it happens). So here goes few insights on “Ting ting ti-ting”… Business (Product/Revenue Segments) Biscuits - Constitute 75-80% of top-line in FY 16. Good Day, Crackers, Nutrichoice, Marie Gold, Tiger, Milk Bikis, Jim Jam + Treat, Bourbon, Little Hearts, Pure Magic, Nice Time. Dairy - constitute 5% of top-line in FY16 (opportunity !!!). Cheese (slices, cubes, block, spreadz), Dairy Fresh (dahi, flavored yoghurt, milk), Accompaniments (butter, ghee, dairy whitener) Others - constitute 15-20% of top-line in FY16. Breads (whole wheat, white, assortment), Rusk (premium bake) and Cakes (bar, veg, chunk, nut & raisin, muffills) Opportunity (Pointers to Addressable Market Sizing) Biscuits: India Biscuits market size is INR 26,000 cr. Expected to grow at 14% CAGR for next few years. Has grown at 10-14% per annum in the last five years. Britannia has regain market leader position (~28%) and continue to gain share; wafer thin 100 basis point lead over Parle currently. Dairy: Indian organized dairy industry market size is INR 85,000 cr (~20% of total market size). Has been growing 22% annually for the last five years. Expected to do better over the next three years. Huge opportunity in the unorganized sector to penetrate. Britannia is looking to start fully integrated supply chain for dairy (i.e. from sourcing milk to processing, selling and marketing) in a phased approach. Phase I: Innovation in cheese, milk powder, condensed milk, whey powder. In addition to ~300 cr products consumed in the bakery business currently. Phase II: Deserts, drinks, whole lot of other stuff. Cakes & Rusks: Nascent market currently. Has good potential. Britannia has a first mover advantage. Only Parle is the other organized player. F&B: The Indian FMCG market size is INR 2,00,000 cr; fourth largest sector in India. Food & Beverages (F&B) constitute over 50% of total market size. Britannia has not-so-hidden desire to be a total foods company. Longevity (Questions to think about for next 5-10 years ???) Biscuits: India has per capita consumption of around 2 kg. As against North America and Japan consumption of around 7.5-10.0 kg. Huge runway ahead. Dairy: A small pie of 85K cr and growing 20% per annum organized dairy industry can put Britannia on different plane. It has brand and platform. Just need to plan, invest and execute. International Sales: Untapped opportunity. Currently contributes 6% of revenue. Targeting 20% by 2021. Would success in Biscuits/Cookies continue into adjacent categories/new ventures? Would Britannia be market leader in organized dairy industry in next 5-10 years? Would Britannia enjoy Varun Berry’s service for next 5 years (longer the better)? Can Britannia become an international brand in next 5-10 years (is it working on it)? Unique DNA Strong brand equity: A more-than-a-century old Britannia brand. One of India’s biggest brands. Stands for quality, trust, taste and innovation. New entrants would have to make sizable investments towards customer acquisition, promotion and branding to challenge Britannia. Britannia can relatively spend lesser towards advertising and promotion activity, resulting in better profitability. Premiumization strategy: A clear focus on much bigger play at premium end i.e. objective to be leader in premium Cookies segment that is on rise currently. Objective is not to become market leader in the mass/value Glucose segment that has seen deceleration. This long term strategy is providing good tail wind currently as consumer perception is changing. Biscuits no more considered just mass consumption products. Consumers see it as premium products, primarily driven by increasing indulgence, health concerns and familiarity with luxurious taste. Pulse of Indian consumer: Indian consumer today is looking more-for-less i.e. better products while remaining value conscious. Timely introduction of new innovative products and constant refresh of the existing products shows that Britannia understands the pulse of Indian consumer. Focused in balancing cost, quality and aspiration; consumer affordability at every price point. New mega factories: Setting a lot efficient new mega factories to change outsourced v/s in-house ratio. More in-house means more scope for R&D and less heads that the profit has to be shared with. Can invest in new product lines to support innovation without having to face new investment reluctance by outsourced manufacturer. Business Characteristics Buy commodities and sell brands. Top notch business quality. Brand creates scale, and scale produces cost advantages. This indirectly is helping Britannia increase the distance with competition. Varun Berry (jockey), MD Britannia has re-energized the company and is making a huge difference. Ex-PepsiCo. His experience, commitment and attitude has converted delicious brand into healthy financials. Debt free, Working Capital minimal or negative, Capital Turns >3x, Operating Margin consistent improvement, super RoE/RoCE, decent Sales growth and above average PAT/EPS tells us that it is super special business. High promoter holding of 50.74% (considering it is more-than-a-century old brand) indirectly indicates conviction and sincerity of the promoters. 80+ manufacturing units, 2.8cr packs made per day, 51 depots, 3700 stockists, 900 trucks per day, over 36 lakh outlets selling Britannia, ~8 lakh ton per annum production (and growing). Risks Negative observation by India’s Food safety administration and/or CSE (Centre for Science and Environment) could hurt business/product sentiments Competitive pressures from large well established MNCs, particularly Mondelēz (Oreo) that has premium offerings and strong global R&D." Main Growth planks for next 2-3 years/Visibility Consumption Growth: OROP, 7th pay commission hikes and falling inflation levels are likely to positively review consumption and thereby consumer demand (top-line growth). This is in addition to usual Indian factors like increasing income, rising urbanization, nuclearisation, as well as growing work force. Distribution expansion: Britannia has been narrowing distribution gap with closest competitor and plans to do even further. Reached 3.6million outlets and market is almost 6.7million outlets. Still a lot of room to cover that could bring growth in near-mid term. Premiumization / Product Innovation: Premiumization trend has just started and expected to continue at a healthy pace driving growth for next 2-3 years. Cost effectiveness: Value creation strategy of Britannia for cost effectiveness would further drive the bottom-line growth; achieved through scale in operations, technology interventions, complexity and wastage reduction in the value chain along with efficient management of working capital. International business: Very small currently. Contributes 6% of overall revenues. Distributes products in ~75 countries. Hopes to increase international business revenues by improving manufacturing capacities, boosting exports. Also open to making acquisitions or entering into JVs. Looking to set up a facility in Gujarat to boost international sales to 1/5th of overall revenues by 2021. 900 cr investment planned (70% in greenfield projects). Dairy expansion (once finalized - 300 cr) could be a strong growth driver ahead. Main Objections/ Handling Gross margin sensitive to commodity pricing: True to an extent. Price/volume has to be changed when required. Ability to pass plus/minus to consumer with/without lag. Overall, gross margin has been on rise by continuously improving on productivity and efficiently agenda. Has been working on taking costs out of the systems and making supply chain very-very efficient. A lot has been achieved and still a lot of room to cover. Patanjali threat: While most of Patanjali’s progress is not into biscuit category, it is in other categories which do not impact Britannia, but Britannia will have to keep an eye out and keep checking how they are doing and what kind of progress they are making in the market and be prepared for a formulation update if required. Stagnation in category growth if any: Constantly exploring new investment in adjacent business such as breakfast, snacks and chocolates. Nibble into macro snacks market with bridge products that build on the strength of biscuits e.g. Pure Magic Deuce - a biscuit that features a slab of chocolate on it. This is in addition to bigger play in dairy which has huge opportunity size. Inter-corporate deposits: Hopefully 900cr new investment plan will keep this in control. Disclosure: Invested. No transactions in last 30 days. Great insights @ankushr @lustkills! Taking everything into consideration, what do you guys think would the revenue run rate and pat growth rates going forward (next 5 years) be? In long run, most of the good investors assign not more than 20 p/e multiples. Ankur has calculated base case of 25, which i think is reasonable in FMCG sector. So, at 25 p/e in 5 years, assuming 10-12% revenue growth (on this higher base), and 18-20% margins (competition kicking in), we are just earning 11% IRR. So, i completely agree with Ankur here- Looking at the expected IRRs on relatively conservative exit multiples, they do not exceed minimum of twice of risk free yields during times of less net margin profile and revenue growth rate… primary because of higher entry multiple-45 PE. Hence there exists valuation risks from opportunity costs point of view. Britannia with a PE of ~47 ( consolidated ) is as rightly pointed out valued at a premium. Unfortunately that premium is not translating to its biscuits. The area marked in red in the chart is a congestion zone and prices will have to find an opening through that congestion to break free. I don’t think its possible with the current valuation, as all growth prospects are baked in ( pun intended). Prices will probably move around in the congestion area sightseeing but finally will head back ( read down ) home. I would wait for a bad news item to hit the news before plunging in. Its got some solid brands for sure and remains the only pan national pure sliced bread play. Sliced bread is a basic need and i am all for investing in britannia, however would wait for the cows to come home With the growth in cookery shows it has become ridiculously easy to manufacture high quality biscuits in your own home. Baking is a hobby adopted by many including myself. Brittania will have to move beyond its comfort zone of biscuits. It should transition hopefully. Hi @ameydesai Not not all, any positive changes in the nutritional profile of bread will help the category and Britannia being the only national player will reap the maximum benefit. I am not tracking britannia closely but i think that bread is a relatively small product category for them in terms of revenues even if there is an adverse impact it wont affect them in a material way. Best Bheeshma Amit, More than Unibic I would say Mondelēz is a competition to keep an eye out because of their R&D capabilities, premium product offering and distribution reach. Can hurt where it pains the most i.e. in premium products. Unibic seems to have me too products. A little bit of market heat up on certain categories is natural. Britannia has been quick to match. Increase R&D, refresh product portfolio, update formulation, set up JV to expand adjacent product offering, acquisitions, etc are some of the steps to increase competitiveness. Britannia has acted on most satisfactorily and has been looking at others (per details shared in earnings conference call).
1222	dbpedia	0	41	https://www.britannia.com/	en	Britannia Financial Group			[ "https://www.britannia.com/media/images/logo.svg", "https://www.britannia.com/wp-export/media/images/infographic.png" ]	[]	[]	[ "" ]	null	[]	null		en			null	In our tradition we believe. In our people we trust.
1222	dbpedia	0	16	https://alphastreet.com/india/britannia-india-companies-brand-portfolio-marketing-updates/	en	Britannia India: Companies Brand Portfolio & Marketing Updates	https://alphastreet.com/…Logo-News-03.jpg	https://alphastreet.com/…Logo-News-03.jpg	[ "https://alphastreet.com/india/wp-content/uploads/2023/06/WP-AI-Logo.svg", "https://i2.wp.com/alphastreet.com/india/wp-content/uploads/2023/09/b4654e61-a1d5-4b7f-8d9b-2f1140b01114.png?resize=640%2C400&ssl=1", "https://i2.wp.com/alphastreet.com/india/wp-content/uploads/2023/09/b4654e61-a1d5-4b7f-8d9b-2f1140b0111...	[]	[]	[ "fmcg", "research summary" ]	null	[ "Hardik Bhandare", "https://alphastreet.com/india/author/hardik_bhandare/#author", "Staff Correspondent" ]	2023-09-05T13:02:00-04:00	“So, on a case-to-case basis, we've looked at what needs to be done to make sure that we remain competitive. We've also increased our advertising and sales promotion to support our brands and drive innovation. We've obviously doubled down on our cost efficiency programs across all functions to make sure that we remain extremely competitive,	en	https://i2.wp.com/alphas…it=32%2C32&ssl=1	AlphaStreet	https://alphastreet.com/india/britannia-india-companies-brand-portfolio-marketing-updates/	“So, on a case-to-case basis, we’ve looked at what needs to be done to make sure that we remain competitive. We’ve also increased our advertising and sales promotion to support our brands and drive innovation. We’ve obviously doubled down on our cost efficiency programs across all functions to make sure that we remain extremely competitive, and we remain the lowest cost operators in our categories. So, on an outlook basis, we are very vigilant on competitive pricing actions. We are also closely monitoring the stock price situation of commodities. And finally, we are employing the necessary pricing strategies which would be deployed to remain competitive and drive market share as well as drive profitable growth in the future.” -Varun Berry, Vice Chairman & Managing Director Stock Data Share Price Business Basics Britannia Industries Limited, a venerable name in the Indian food industry, operates with a profound commitment to quality, innovation, and consumer satisfaction. The company’s business fundamentals are deeply rooted in its legacy of providing delicious and nutritious food products that have been cherished by generations of consumers. At the heart of Britannia’s business strategy is its extensive portfolio of food products, ranging from biscuits, cakes, and dairy items to bread and rusk. With iconic brands such as “Good Day,” “Tiger,” and “Britannia,” the company caters to a wide spectrum of consumer preferences, from indulgent treats to health-conscious snacks. This diverse product range has solidified Britannia’s position as one of India’s leading food companies. Innovation is a cornerstone of Britannia’s operations. The company continually invests in research and development to create new and improved products that align with evolving consumer tastes and health trends. Whether it’s introducing healthier variants or innovative packaging, Britannia seeks to stay at the forefront of product innovation. Britannia’s consumer-centric approach is evident in its marketing strategies and consumer engagement efforts. The company leverages its strong brand presence to connect with customers and foster brand loyalty. It also actively seeks consumer feedback to refine its offerings and maintain a competitive edge. Financially, Britannia demonstrates prudent management by balancing profitability and growth. The company’s strategies encompass effective cost management, strategic pricing, and investments in modern manufacturing facilities to maintain quality and meet increasing demand. Q1 FY24 Financial Performance Britannia Industries Limited reported Revenues for Q1FY24 of ₹4,011.00 Crores up from ₹3,701.00 Crore year on year, a rise of 8.38%. Consolidated Net Profit of ₹455.00 Crores up 35.42% from ₹336.00 Crores in the same quarter of the previous year. The Earnings per Share is ₹19.00, up 35.62% from ₹14.01 in the same quarter of the previous year. Britannia’s Brand Portfolio Here is an overview of some of the prominent brands under Britannia’s umbrella: Britannia: The eponymous brand of the company, Britannia, represents a wide array of products, including biscuits, cakes, and dairy items. Known for its commitment to quality and taste, Britannia offers a range of biscuit variants such as Marie Gold, Bourbon, and Treat, catering to different consumer preferences. Good Day: Good Day is one of Britannia’s most beloved brands, offering a delightful assortment of cookies and biscuits. With its premium quality and delectable flavors, Good Day has become synonymous with indulgence and relaxation. Tiger: Tiger biscuits are designed to provide nutrition and energy, particularly for children. This brand is known for its fortified biscuits that aim to meet the nutritional needs of young consumers, making it a trusted choice among parents. 50-50: Britannia’s 50-50 brand combines the perfect balance of sweet and salty flavors in its biscuits. It caters to consumers looking for a unique and satisfying snacking experience. Britannia Bread: Britannia’s foray into the bread segment has been marked by a commitment to providing fresh, nutritious, and high-quality bread products. Their bread range includes white, brown, and multi-grain options. NutriChoice: NutriChoice is Britannia’s health-focused brand, offering a variety of biscuits and snacks that prioritize nutrition and wellness. These products are designed to cater to health-conscious consumers seeking tasty yet wholesome snacks. Milk Bikis: Milk Bikis is a brand that specializes in milk-based biscuits, targeting children and families. These biscuits are known for their unique flavor and nutritional value. Timepass: Timepass is another popular brand that offers a range of affordable and tasty biscuits, perfect for quick snacking and tea-time enjoyment. Britannia Dairy: Britannia’s dairy products include cheese, butter, and ghee, known for their quality and taste. The company also offers flavored milkshakes under this brand, providing convenient and delicious options for consumers. Britannia Rusk: Britannia Rusk is favored for its crunchy and light texture, making it a popular choice for tea and coffee companionship. Britannia’s Marketing Updates Britannia’s management shared someupdates about their marketing efforts. They focused on promoting products like Marie, Milk Bikis, Pure Magic, 50-50, Croissant, and Winkin Cow. They also launched the fourth season of “Marie My Start-up.” Britannia also ran consumer promotions, including different product sizes, to stay competitive in the face of rising inflation and local competitors offering more product for the same price. In terms of innovation, Britannia launched new products like “Jim Jam Pops” and “multigrain Rusk” (currently available only in the South). The company also expanded their successful product “50-50 Golmaal.” Lastly, their “Winkin Cow” brand had a successful season with a variety of offerings, as per the management. India’s FMCG Industry The Fast-Moving Consumer Goods (FMCG) industry in India stands as a pivotal sector with a market size of approximately $52 billion in 2021, and it continues to grow at a Compound Annual Growth Rate (CAGR) of around 10% over the past few years. Britannia Industries Limited, a prominent player in this dynamic market, holds a substantial share of the biscuit segment, which alone contributes significantly to the FMCG industry. With a market share of approximately 33% in the organized biscuit market, Britannia maintains its competitive edge. The company has strategically diversified its product portfolio to encompass biscuits, cakes, and dairy products, with a keen focus on innovation and quality. Britannia’s unwavering commitment to addressing changing consumer preferences, coupled with a vast distribution network spanning urban and rural regions, has enabled it to thrive in the highly competitive FMCG landscape. In addition to its strong domestic presence, Britannia has ventured into international markets, exporting its products to over 60 countries, further cementing its position as a key player in the Indian FMCG sector.
1222	dbpedia	2	5	https://www.thehindubusinessline.com/companies/keeping-store-shelves-stocked-is-britannias-challenge/article31251292.ece	en	Keeping store-shelves stocked is Britannia’s challenge	https://bl-i.thgim.com/public/companies/1xtrmb/article31251291.ece/alternates/LANDSCAPE_1200/BL0401VARUN	https://bl-i.thgim.com/public/companies/1xtrmb/article31251291.ece/alternates/LANDSCAPE_1200/BL0401VARUN	[ "https://sb.scorecardresearch.com/p?c1=2&c2=123456&cs_ucfr=1&cv=2.0&cj=1", "https://assetsbl.thehindubusinessline.com/theme/images/bl-online/logo.svg", "https://assetsbl.thehindubusinessline.com/theme/images/bl-online/1x1_spacer.png", "https://assetsbl.thehindubusinessline.com/theme/images/bl-online/1x1_space...	[]	[]	[ "" ]	null	[ "Vinay Kamath" ]	2020-04-03T15:29:18+00:00	Companies News:Keeping store-shelves stocked is Britannia’s challenge	en	https://www.thehindubusinessline.com/favicon.ico	BusinessLine	https://www.thehindubusinessline.com/companies/keeping-store-shelves-stocked-is-britannias-challenge/article31251292.ece	Stocked out shelves, supply chain disruptions, under-utilised plants, shut distributors, ‘feet-on-ground’ salesmen not turning up... All of these are a business chief’s worst nightmare. But that’s the reality for everyone now, says Varun Berry, Managing Director of biscuits-to-bread maker Britannia Industries Ltd. Ever since the lockdown began on midnight of March 24, Berry has been at home, marshalling his troops as best as he can to ensure Britannia products get to the shelves. But the problems are multifarious, he says. “The issue is that the supply chain, which has so many links, is not normal; we have clearance only for a few production people to operate the plants, so most plants are operating only at 20-25 per cent capacity,” says Berry. Britannia has 16 factories and 30 contract packers, churning out one lakh tonnes of biscuits in a normal month. But, now, the output is far lower. “If we have to operate with the number of people we’ve got clearances for, we could probably get to around 35 per cent capacity,; but even those who are allowed to come are not turning up,” he says. Getting trucks and drivers is another problem, and many distributors are not operating. The company has been able to reach stocks to 75-80 per cent of distributors but many say salesmen are not operating at full strength. “What’s happening is that whoever is having stocks is selling somehow, so it’s not in an organised way that sales are happening; it’s a very disorganised way of getting product to the market and it will continue for some time. Hopefully, April 15 onwards it will start to get more organised,” says Berry. Even among the distributors who have opened up, many are selling biscuits at their counters only as they don’t have salesmen to deliver to the stores. Britannia’s MD says the company is unable to get its biscuits to even 50 per cent of the stores it normally covers. The company reaches 5.2 million outlets directly and indirectly, but now its products are reaching only two million outlets and, of those, probably reaching around 1.4 million outlets directly. “Times are tough,” sighs Berry. Fast-moving brands The factories, he says, have prioritised making fast-moving brands such as Britannia Marie and Milk Bikis. “We are going by the 80:20 rule; push the fast moving stuff before we get to the premium and niche stuff. Marie and Milk Bikis are the faster moving products in this environment. Distributors, too, want to push the faster moving products,” says Berry. However, production of bread, the base of the business, is holding up well. While he’s resigned to a disappointing quarter of sales, Berry is positive that things will get better. “If we are able to control the coronavirus, then it will all be worth it; a little bit of pain for long-term gain is good. If we return to normal soon, we can recover quickly,” says a sanguine Berry.
1222	dbpedia	2	78	https://www.balderton.com/resources/the-top-5-mistakes-european-technology-startups-make-in-us-expansion/	en	The Top 5 Mistakes European Technology Startups Make in US Expansion	https://www.balderton.co…0/logo-light.svg	https://www.balderton.co…0/logo-light.svg	[ "https://www.balderton.com/wp-content/uploads/2021/09/dave-kellogg-author.jpg", "https://www.balderton.com/wp-content/uploads/2022/08/New-website_-Build_posts_-top5US_ALL-1200x966.png", "https://www.balderton.com/wp-content/uploads/2024/07/Patent-Strategy_card-390x314.png", "https://www.balderton.com/wp-conte...	[]	[]	[ "" ]	null	[ "Balderton" ]	2022-03-30T16:24:49+00:00	International expansion is hard. Expanding internationally means managing differences not only in language and time zone - but in culture, business norms, law, taxation, labor, employment, compensation, and competition. It's no small undertaking and it's not for the faint of heart. But it is nevertheless, absolutely essential. To create a worldwide leader you must, almost	en	https://www.balderton.co…avicon-32x32.png	Balderton Capital - Leading venture firm focused on early and early growth stage investments in European founded companies	https://www.balderton.com/resources/the-top-5-mistakes-european-technology-startups-make-in-us-expansion/	International expansion is hard. Expanding internationally means managing differences not only in language and time zone – but in culture, business norms, law, taxation, labor, employment, compensation, and competition. It’s no small undertaking and it’s not for the faint of heart. But it is nevertheless, absolutely essential. To create a worldwide leader you must, almost definitionally, execute a successful US expansion as part of the process. The US has a massive total available market (TAM), which accounts for between 40% and 50% of worldwide technology spending. US thought leaders – including industry analyst powerhouses such as Gartner, Forrester, and IDC – define not only the yardstick for evaluating vendors in existing categories, but also new product categories, the trends driving their creation, the hype cycle of technologies behind that, and the “companies to watch” as categories emerge. US customers are demanding, operate at the forefront of many categories, and push their suppliers in a virtuous cycle to advance the cutting edge of functionality, performance, and useability. Much as Paris is a bellwether for the future of fashion, the US market is a bellwether for technology. And every week is fashion week. To adapt the ancient proverb, it is no longer that, “all roads lead to Rome,” but, when it comes to building a worldwide technology leader, “all roads lead through the US.” To create a worldwide leader you must execute a successful US expansion as part of the process What’s troubling is that if international expansion is hard, US expansion is harder. The US poses numerous, often unique, challenges for a European technology startup. The market is vast The US market is vast both in terms of TAM and geography. Segmentation strategies are critical. So is developing a geographic strategy. I often quip that if Geoffrey Moore were English, he might not have needed to Cross the Chasm by intersecting vertical beachheads with geographic industry clusters. The market is highly competitive The US market is highly competitive, a statement that is often misunderstood to be about the temperament of US salespeople (who, by the way, generally are), when it’s really just a fact about the number of competitors. Startups typically face more competitors in the US because you have both “the usual suspects” in your home market plus the frequently US-based, next-generation disruptors who have yet to expand to your home country in Europe. Different buying criteria US customers tend to buy less on perceived product superiority and on a mix of product and vendor attributes. Ultimately, for most US customers, picking the “best” product isn’t about selecting the product with the best technology, but about picking a vendor who they perceive as safe and who holistically offers the best solution to their problem. That’s easy to say, it’s much harder to internalize. Industry analysts matter more While European buyers seem somewhat more independent in their decision-making, US buyers – particularly Fortune 1000 IT departments – routinely rely on advice from an ecosystem of thought leaders and influencers, ranging from major industry analyst firms (e.g., Gartner, Forrester, IDC) to boutique analyst groups specialized by technology or industry (e.g., Dresner Advisory, Outsell) to independent consultants promoting books and methodologies (e.g., Bob Seiner and Non-Invasive Data Governance). Knowing how to work with them can become critical. Lack of home field advantage Just as sports teams have an advantage when competing in their home stadium, European startups often have a (sometimes unacknowledged) home-country advantage when competing in their home market. Expanding to the US isn’t just Manchester United playing in Stamford Bridge. It’s worse. It’s playing in a stadium on another planet before an audience exclusively composed of opposing fans who neither have heard of your team nor have the ability to locate your home country on a world map. Unusable customer references Relevant customer references are a key part of any technology buying process. So you may think you’re in great shape when you arrive in the US with a fantastic set of hard-won enterprise references like Carrefour, Enel, La Poste, RioTinto, StatOil, Tesco, or Total. You quickly learn that those references get you more blank stares than nods. Think: “so who that I might have heard of is using your software?” Labor market misunderstandings You will likely face a bidirectional set of misunderstandings with the American labor market. You probably won’t understand the labor market – for example, when it comes to cash compensation, equity expectations, or the interpretation of American resumes. And the labor market probably won’t understand you – for example, when it comes to the basic concept of working at a foreign subsidiary of a technology company, I’ve seen US marketing heads incorrectly think they were responsible for global product launches and I’ve seen European technology startups offer US sales candidates options on 10 shares at €2,950 each. Both situations end badly. Unforced errors Sometimes, the challenges combine to provoke unforced errors, ultimately, I believe, because of intimidation. The idea of US expansion can be so daunting that sometimes founders conclude basically illogical things like, “we can’t possibly do [something that works for us in Europe] because it’s the US and [manufactured reasons] apply.” So rather than putting their best foot forward in their US market expansion, they launch into one of the toughest markets in the world on their back foot. The US poses numerous, often unique, challenges for a European technology startup About this series This is the first in a six-post series that discusses what I see as the top five mistakes European startups make in approaching USA expansion. While I will write in the first person to reflect that the content is ultimately my opinion, those opinions have been informed not only by my own experience working with and at European startups for the past 25 years, but also by the collective experience of the Balderton team, who have worked with scores of European startups on US expansion. This work builds upon the ideas of Rob Moffat in his Internationalization Playbook which focuses on when, where, and how to do so, along with a case study and comparison data. Rob also discusses when things go awry, going into depth on some frequently-encountered problems, so in some ways you can consider this series a more recent take on that topic, and one done from the point of view of a different author. As we discuss the top five mistakes, I hope to not only describe the mistakes and explain why I believe they happen, but also outline the steps you can take, as a European technology startup founder or executive, to avoid them. TOP FIVE MISTAKES 1. Delaying US expansion Expanding to the USA is scary, so you delay it and delay it again. You establish artificial thresholds and re-establish them – “we need to be $5M in ARR,” followed by, “no, we need to be $10M,” followed by, “no, we need to be $20M.” Instead of embracing US expansion early, you delay in the name of critical mass or incremental cost. No matter the logic, threadbare or not, the result is the same. The company starts too late, potentially lets US competitors or copycats get established, and now faces an even more difficult expansion in the US. 2. Failing to adapt structure and process as you expand into the US This might sound esoteric, but it’s not. Many European startups try to add the US as “just another country” without making changes to their core structure or processes. While there are several different models for building a global technology leader with a strong US presence, virtually none of them treat the US as just another country. The mistake is thinking that expanding into the USA will not change you – e.g., how you do things, how you are structured. It will. To be successful, it has to. The question needs to be, “how do we want to change?” and not, “do we need to?” 3. Hiring the wrong people As alluded earlier, hiring is a veritable minefield and the list of possible mistakes is long. To offer a few popular examples: hiring weak people because you get confused by embellished US resumes, hiring on-the-cheap and building a team of minor-league (i.e., division II) players, or hiring big roles (e.g., general manager) prematurely and filling them with junior people. Overall, these mistakes fall into six broad buckets that we will identify and help you avoid. 4. Underestimating the importance of sales and marketing (S&M) It’s one thing to say, “the best product doesn’t always win.” It’s another thing to internalize it. It’s yet another to take some perverse pride in it, as many Americans do. Many European founders – often despite saying the right things – fail to both understand and believe in the importance of S&M and still, buried beneath a layer of platitudes they repeat as dogma, believe that they will win the market because they have the best product. Deprogramming is difficult and too often accomplished only by losing in the market. The less painful approach is to focus on two questions that can serve as a North star to keep you on the right path: (i) who gets to define “best” and (ii) how do they define it? 5. Looking and sounding too European
1222	dbpedia	3	63	https://www.linkedin.com/posts/himanshub1_indusfood2024-foodinnovation-collaborationintheindustry-activity-7151128441164021760-Kru5	en	Himanshu Barola on LinkedIn: #indusfood2024 #foodinnovation #collaborationintheindustry #chef #culinary…	https://media.licdn.com/dms/image/D5622AQE3uxb13YEO1w/feedshare-shrink_800/0/1704961879714?e=2147483647&v=beta&t=VtYzoiZGF8coYOAngaMHyWOkY82Vhg1OoL04Dj5TQic	https://media.licdn.com/dms/image/D5622AQE3uxb13YEO1w/feedshare-shrink_800/0/1704961879714?e=2147483647&v=beta&t=VtYzoiZGF8coYOAngaMHyWOkY82Vhg1OoL04Dj5TQic	[ "https://static.licdn.com/aero-v1/sc/h/5q92mjc5c51bjlwaj3rs9aa82" ]	[]	[]	[ "" ]	null	[ "Himanshu Barola" ]	2024-01-11T08:31:21.899000+00:00	Thrilled to have been part of the exciting Indusfood 2024 (8th January - 10th January 2024) held at the Indian Exposition Mart, Greater Noida! 🌐✨ Highlights…	en	https://static.licdn.com/aero-v1/sc/h/al2o9zrvru7aqj8e1x2rzsrca		https://www.linkedin.com/posts/himanshub1_indusfood2024-foodinnovation-collaborationintheindustry-activity-7151128441164021760-Kru5	Today, I attended Indus Food at the Greater Noida Expo center, and it is impressively vast, spanning across 8 halls. The sheer size explains why it spans over 3 days. Covering the entire Food Expo in a single day would be a challenging feat, given its comprehensive representation of technology (processing, packaging, supply chain, etc.) and the numerous stalls from food companies. Witnessing the multitude of companies present and the bustling crowd at the expo was truly remarkable. It highlights the resurgence of food as a central focus and the notable innovation and localization taking place in the food industry. We are seeking a transformative revolution in the realm of food, driven by the Indian consumer's desire for increased variety, experimentation and freshness. Another intriguing aspect was the presence of liquor companies that set up stalls, allowing attendees to sample their offerings just like any other food company. Undoubtedly, this became a highlight for many participants, and it was a novel experience for me as well! 🥂 Any founders in the food segment - Indus Expo is worth a visit and see learn and experience the essence of Food habits and Innovation already in motion. #food In #India, mithais—sweet confections—hold a cherished place in #culinary culture, akin to an extra passenger fitting into a full car. These sweets are not just desserts but symbols of #celebration and tradition, accompanying every meal. Despite a growing #trend towards health-conscious eating, mithais continue to thrive, evolving with the times. Today, the Indian chocolate #market is witnessing a sweet revolution. Traditional mithais are getting a #modern makeover through fusion creations and functional #innovations. Fusion mithais, like gulab jamun waffles or jalebi-filled pastries, showcase the versatility of #Indian sweets, bridging culinary cultures. On the other hand, functional mithais, sweetened with jaggery or enriched with superfoods, offer guilt-free indulgence. Personalization and #sustainability are driving forces behind mithais in the modern age. Customizable mithais cater to individual #preferences, while sustainable practices, such as #biodegradable packaging and natural food colors, align with environmental consciousness. These changes reflect a growing #demand for personalized, eco-friendly products. In the fast-paced 2020s, mithais have adapted to offer #convenience without compromising tradition. Advancements in #food #technology have led to longer shelf lives for mithais, reducing food waste. Moreover, single-serving sizes and impulse-buying options make mithais accessible on-the-go, fitting into modern lifestyles. Despite these innovations, the core of mithais remains unchanged—quality. Consumers today #value the excellence of ingredients, ensuring that the authentic #taste of India's sweet heritage is preserved. As mithais evolve to meet the demands of the modern era, they continue to be a #sweet reminder of timeless joys and traditions. “The fusion of traditional flavors with modern twists and the focus on health and sustainability are key trends shaping the market. This is sign of future growth in the market as the mithais' timeless appeal with their adaptability in a changing world." Sachin Salunkhe Chairman, Eumsig Foodworks Pvt. Ltd. After the first edition of World Food India in 2017 with the theme of Transforming the Food Economy. This event (2023) aims to introduce the world to India's diverse and rich food culture. Exponential Food Processing: Positioning India as the Global Hub 🎯 India has a vision to become a global hub for food processing and create a competitive advantage for itself in the world food market. ✅ To achieve this vision, India intends to boost its enablers that can support and accelerate its food processing industry, specially to the micro, small and medium enterprises (MSMEs) that constitute a major part of the industry is one of the key focus areas of India. MSMEs often face challenges in managing their logistics and storage needs efficiently, and Warehousity helps them streamline their supply chains and reduce operational costs. By providing tailored warehousing solutions and supply chain support, Warehousity enables brands to optimize their inventory management, reduce lead times, and enhance their overall business efficiency. This, in turn, can lead to improved competitiveness, growth, and sustainability for these businesses. If you have any specific questions or wants to know how we helped some of our clients in scaling their businesses, feel free to ask, and I'd be happy to assist. worldfoodindia mofpi G20 IndiaFICCIMSME & Startups Forum - Bharat As Indian consumers increasingly embrace multi-options of fresh and exotic cuisines, a growing market for unique flavours and culinary experiences has emerged. Homegrown entrepreneurs, recognizing this lucrative opportunity, are poised to capitalize on a sector projected to reach $68 billion by 2030, according to Inc42. Anuga Select India 2024 has become a focal point for these visionary businesses, many of whom are planning their visit to explore the latest innovations and forge strategic partnerships to meet their evolving procurement needs. Will you be joining this vibrant gathering of industry leaders and innovators? Don't miss your chance to be part of the culinary revolution that is shaping the future of the Indian food landscape. Plan your visit today:https://lnkd.in/dU2W3AKw... Happilo Storia Foods and Beverages Plix iD Fresh Food (India) Pvt. Ltd. Wellbeing Nutrition Licious Chaayos The Whole Truth Foods Source - https://shorturl.at/Mkw5w #WeAreAnuga #AnugaSelect #FoodAndBeverage #B2BExpo Reducing food loss and waste is critical to build sustainable food systems that can: 1. Ensure equitable and affordable food access for all. 2. Build resilient food supply chains. 3. Ease pressure on land and water ecosystems for food production. Mobilizing action towards these goals, WRI India has been working with partners to foster collaborative efforts across the food supply chain through the Friends of Champions 12.3 Network in India. A recent partnership with the Netherlands Embassy in India and Centre for Responsible Business aims to conduct a landscape study on reducing food waste across the hotel, restaurant, and catering and retail (HORECA) segments in metropolitan regions of Mumbai and Pune in Maharashtra. #foodloss #foodwaste #foodwastereduction #slr #horeca #horeca2024 #hotelindustry #restaurant #cateringindustry #retailindustry #reducefoodwaste #foodandbeverageindustry #sustainablefoodsystems #sustainablefood #foodandbeverage Ritoja Basu, Shweta Lamba, Dr. Nitya Sharma, Dr. Anar Bhatt, Dr. Shwetmala Kashyap, Nora Mohanty, Shweta P., Kritika Gadhvi The 100-year-old legacy brand MTR Foods has a remarkable journey that began with two brothers, Yajnanarayana Maiya and Ganappayya Maiya, who started a small restaurant called Mavalli Tiffin Room (MTR) in Bangalore in 1924. Their commitment to value for money, savory food, and high hygiene standards made MTR the hottest spot in the city. After facing challenges, including the emergency that led to the inception of MTR Foods, the brand pivoted to offer packaged foods, which became an instant hit. Over the years, MTR Foods continued to innovate, expand its product line, and penetrate new markets, both domestically and internationally. The brand's success can be attributed to its unwavering obsession with quality, hygiene, and convenience, as well as its focus on innovation and finding product relevance amidst constantly evolving consumer needs. This remarkable journey from a small restaurant to a multi-crore brand is a testament to the enduring legacy of MTR Foods. Today, the brand offers 145 products, 400 SKUs, and over 3,000 unique recipes, spanning six verticals Some key highlights of MTR Foods include: · Masala and Spices: Leading the portfolio with 50% market share · Sweets (Mixes + RTE): Accounting for 17% of the total business · Breakfast + Chilled: Contributing 14% to the brand's revenue · Badam Milk (Canned + Mix): Making up 7% of the portfolio · Ready-to-Eat: Representing 8% of the product range · Other Categories: Accounting for 4% of the offerings In a recent move, Orkla ASA consolidated its three business units in India – MTR, Eastern, and International Business (IB) – into a single entity named Orkla India. The Eastern business is expected to contribute approximately 45% of the total business, while MTR is expected to contribute around 37%, and international businesses for around 18% MTR Foods has also set up separate facilities for sweets and chilled businesses, with an investment of ₹10 crore each. The company holds a strong presence in Karnataka and Andhra Pradesh, with sales in Andhra Pradesh doubling over the last five years Stay tuned for more exciting launches from MTR Foods as they continue to innovate and expand their product range! 🌟🍚 #mtr #MTRfood #Business #recentnews #branding #marketing #IndianHeritage #CulinaryExcellence Source: Business Line Embarking on the journey of entrepreneurship is no easy feat, especially when you're stepping into your own family business from the very start. It demands your patience, It challenges you to stand tall, even when you feel less experienced, It requires you to hold your ground among more seasoned team members, It beckons the need for a diverse set of 21st-century skills, It urges you to be a perpetual learner, It presents a new hurdle every single day. Believe me, there's no roadmap to becoming a successful second-generation businesswoman. Yet, you must wake up each day with the 'I CAN' mantra, You must wear a smile even after the toughest days, You must willingly embrace challenges as opportunities to grow, You must exude confidence regardless of the circumstances, You must discover your own path, You must nurture unwavering faith. Planning this exhibition for my company felt like finding a guiding light at the end of a dark and confusing tunnel. I'm grateful that I persevered, the exhibition persevered, and our company persevered. #CulinaryExcellence #TGSFoodzPvtLtd #BombayExhibitionCenter #AnufoodIndia2023 #KoelnMesseIndia #ExpoInIndia #InternationalExpo #InternationalExhibitors #Anuga 𝐀 𝐂𝐨𝐦𝐩𝐥𝐞𝐭𝐞 𝐆𝐮𝐢𝐝𝐞 𝐟𝐨𝐫 𝐈𝐧𝐝𝐢𝐚 𝐑𝐞𝐚𝐝𝐲-𝐭𝐨-𝐦𝐢𝐱 𝐅𝐨𝐨𝐝 𝐃𝐨𝐰𝐧𝐥𝐨𝐚𝐝 𝐒𝐚𝐦𝐩𝐥𝐞 𝐏𝐃𝐅 [𝐅𝐫𝐞𝐞]: https://lnkd.in/d8XqgwjF (𝐔𝐬𝐞 𝐂𝐨𝐫𝐩𝐨𝐫𝐚𝐭𝐞 𝐌𝐚𝐢𝐥 𝐈𝐝 𝐟𝐨𝐫 𝐐𝐮𝐢𝐜𝐤 𝐑𝐞𝐬𝐩𝐨𝐧𝐬𝐞) The India ready-to-mix food market is witnessing increasing investments due to its perceived robust momentum. Leading brands in the market are investing to scale up their manufacturing infrastructure and boost their marketing and sustainability goals. Brands are also turning to social media platforms like YouTube to share their recipes and attract views, to ensure that they remain on the top of their consumers’ minds. The ready-to-mix foods and snacking industry has gone through many transformations since its inception. MTR Foods, which is an authentic Indian masala brand, has had much to do to enhance the acceptability of RTE in the India market. 𝐊𝐞𝐲 𝐏𝐥𝐚𝐲𝐞𝐫𝐬 Mavalli Tiffin Rooms Gits Food Products Pvt.Ltd Indian Tobacco Factory Kohinoor foods Ltd #food #trends #outlook #share #type #value #market #forecast #mix #growth #leading #brands #price #industry #factory #socialmedia
1222	dbpedia	3	0	https://www.indianretailer.com/article/retail-business/retail/how-britannia-planning-have-strong-hold-cheese-category	en	How Britannia is Planning to Have a Strong Hold in The Cheese Category	https://indian-retailer.…ry%20%281%29.jpg	https://indian-retailer.…ry%20%281%29.jpg	[ "https://www.indianretailer.com/themes/menshealth/images/logo.png", "https://www.indianretailer.com/themes/menshealth/images/search.png", "https://www.indianretailer.com/themes/menshealth/images/facebook.png", "https://www.indianretailer.com/themes/menshealth/images/instagram.png", "https://www.indianretail...	[]	[]	[ "britannia", "Britannia Industries", "retail India" ]	null	[ "Aritra Ghosh" ]	2022-12-01T12:29:37	With its presence in over 80 countries, Britannia industries are one of India’s leading food companies with 100+ years of legacy, a parent company to some of India’s favorite brands including Good Day, the Laughing Cow, Bourbon, Nutrichoice, etc. - Indian Retailer	en	https://indian-retailer.s3.ap-south-1.amazonaws.com/s3fs-public/favicon.ico	Indian Retailer	https://www.indianretailer.com/article/retail-business/retail/how-britannia-planning-have-strong-hold-cheese-category	Coffee is one of the leading beverage industries in India. Some like it to be smooth, while others want to have a stronger aroma of coffee. The revenue for the coffee industry in India is estimated to reach $30.09 million by the end of 2024. Here is a curated list of the leading coffee brands in the country. Want to know who are the top 10 coffee brands in India? How are these the leading coffee brands performing in India? This article answers all the questions. Read More: How New-Age Coffee Brands are Revolutionizing Indian Coffee Culture Davidoff Davidoff offers one of the best strong coffees in India. The company has a rich scent body that is produced by combining beans from East Africa and South America. Davidoff has selected coffee blends from the top growing locations in the world skillfully blended to showcase their attractiveness. The Zino Davidoff Group, a Swiss family business established in 1980, operates solely in the non-tobacco luxury goods sector, offering an array of high-end products. Founded by Zino Davidoff, an immigrant from Ukraine, the company has expanded its offerings over the years and licenses the Davidoff brand to various companies for different business segments. The company has a revenue of 546 Swiss francs. Here is the top-rated Strong coffee by Davidoff Espresso 57 Bean type – 100 percent Arabica Taste Description - The delicate balance between roasting time and temperature is the key to making Davidoff Espresso 57. This Espresso has a unique flavor that comes from the beans' gradual development, thanks to traditional drum roasting. Explore the velvety scent with subtle hints of chocolate that will delight your senses. Nestle Nestle is a leading coffee brand in India. In the first quarter of FY25, Nestle India recorded a net profit of Rs 746.6 crore, up 7 percent from Rs 698.3 crore in the same time the previous year. The company serves in 188 countries and has more than 340 factories and 77 countries. In 1929, Louis Dapples, Chairman of Nestlé's Board of Directors, received a request from Brazil to address the surplus of coffee. In 1984, the Nescafe brand extended its coffee offerings to include coffee beans. Nestle is a Swiss multinational food and drink corporation with a wide range of products, including coffee, tea, confectionery, bottled water, dairy products, and many more. Mark Schneider took on the position of Nestle’s Chief Executive Officer in January 2017. Best Strong Coffee by Nestle NESCAFE Gold Instant Coffee Powder Bean Type - Arabica & Robusta coffee beans Taste Description - Made by its roasters and blenders, this premium mix is genuinely unique. Carefully roasted and freeze-dried to preserve the deep fragrance. NESCAFE Classic Black Roast Instant Coffee Bean Type - Robusta coffee beans Taste Description - A longer roasting time combined with 100 percent pure coffee results in a potent cup full of flavor and fragrance. Offers the richest, most potent flavor of coffee. NESCAFE Roastery Bean Type - Arabica and Robusta beans Taste Description - Rich and powerful taste profile of a delectably dark roast instant coffee with hints of roasted nuts and dark chocolate. Two separate rounds of roasting were used to enhance the subtle flavors and heady scent. BRU BRU has created a name by offering strong coffee in the Indian market. Coffee beans of the highest caliber and flawless roasting are used to make BRU Gold. It is an invigorating scent that stimulates your senses combined with excellent flavor. The customer receives the ultimate delight from enjoying the ideal cup of coffee. Launched in 1968 by Hindustan Unilever Limited, a British-owned Indian final goods company headquartered in Mumbai boasts a diverse range of products, including foods, beverages, cleaning agents, personal care products, water purifiers, and other fast-moving consumer goods (FMCGs). Strong coffee offered by Bru BRU Instant Super Strong Coffee Bean Type - Robusta beans Taste Description - The ideal ratio of 57% coffee to 43% chicory is found in Bru Instant Super Strong Coffee. The aroma of fresh coffee is kept thanks to new and improved procedures. Blue Tokai Blue Tokai is a well known coffee brand in India. Matt Chitharanjan and Namrata Asthana, alongside their COO Shivam Shahi, established Blue Tokai Coffee Roasters in New Delhi in 2013, with headquarters in Gurgaon, India. The renowned coffee startup, Blue Tokai, is currently in discussions for a new round of funding, with a valuation exceeding $180 million, and operates a network of over 100 outlets spanning across major cities in India. Best Strong Coffee by Blue Tokai Vienna Roast Bean Type - 100 percent Arabica Coffee Taste Description - This mix, which contains coffee beans from Tamil Nadu and Karnataka, is the second darkest of Blue Tokai’s roasts. It has a lot of body, little acidity, and is a favorite among those who want a powerful cup of coffee with the distinct bittersweet flavors. The ideal way to eat Vienna roast is with milk. Sleepy Owl Sleepy Owl is known for being one of the best strong coffee brands in India. Founded in 2016 by Ajai Thandi, Ashwajeet Singh, and Arman Sood. Sleepy Owl started as a passion project in a two-bedroom apartment in Delhi’s Dwarka. Today, its products are available in over 1,000 retail outlets in Delhi and Mumbai, as well as on online platforms—the company’s website and Amazon. As a homegrown Indian coffee brand, its journey began six years ago. Sleepy Owl introduced Cold Brew and now offers over 30 coffee products. Best strong coffee by Sleepy Owl Xpresso, Strong Blend Instant Coffee Bean Type - 100% Premium Robusta Beans. Taste Description - The coffee of your wildest and darkest dreams is Xpresso. Xpresso will satisfy your coffee desires like never before since it is bursting with flavor. It dissolves readily in milk or hot or cold water, and the sealed container keeps it fresh and makes storing it simple. TATA Coffee TATA Coffee is a leading brand in the beverage industry. Tracing back to 1922, Tata Coffee, a part of the Tata Group, operates 25 estates covering more than 1000 hectares in the verdant Western Ghats, thriving with diverse flora and fauna. The company, founded in 1868 by Jamsetji Tata and headquartered in Bengaluru, Karnataka, specializes in producing coffee, tea, pepper, and related products, with 19 coffee estates across South India. The brand generated a revenue of Rs $8.87 billion in 2023. Led by Chairman R. Harish Bhat and MD & CEO Chacko Purackal Thomas, the company has a strong presence and influence in the retail and B2B sectors. Best Strong Coffee by TATA Coffee Tata Coffee Grand Classic Instant Coffee Bean Type - Arabica and Robusta beans Taste Description - For a fantastic cup, try the instant coffee chicory mix, a combination of agglomerated coffee and flavour-locked decoction crystals. Colombia Brew Colombian Brew Coffee is a leading coffee brand in India. It provides the optimum climate and geographic circumstances for Arabica beans to flourish, which in turn produces coffee. It takes inspiration from Francisco Romero, a 16th-century priest who initiated Colombia's coffee revolution. Its coffee is meticulously handpicked from the finest plantations worldwide. Founded by Laukik Bothara, with headquarters in Pune. Strong category share in retail and online positions. Colombian Brew Coffee as a top consumer coffee brand. A variety of products including ground coffee, instant coffee, flavour-infused coffee, roasted coffee beans, green coffee bags, and 3 in 1 and 2 in 1 coffee premixes are produced and sold by Colombian Brew. Country Bean Country Bean is considered to be a popular coffee brand in India. Established in 1963 in Southern California, it has its headquarters in Kolkata. Country Bean was founded by Aditi Somani Satnaliwala and Aneesh Satnaliwala, who aim to revolutionize the ‘at-home coffee’ experience by providing delicious, easy, and affordable coffee solutions. The Coffee Bean & Tea Leaf meticulously selects the top 1 percent of arabica beans from prime growing regions. The brand has an annual revenue of Rs 18.4 cr ($2.29 million). Best strong coffee by Country Bean Assorted Coffee Bundle Bean type - 100% Arabica coffee beans. Taste Description - gives a fresh coffee scent and flavor without any bitterness. Fast-brewing, robust, and excellent coffee Continental Continental is standing out as a well-liked coffee brand in India. CCL Products (India) Ltd. is the parent company of the brand. CCL Products is a publicly listed company that was established in 1994 and has a clientele base spanning over 90 countries. With its headquarters in Andhra Pradesh, the company, formerly known as Continental Coffee Ltd., has achieved a turnover of Rs 2,070 cr. Challa Rajendra Prasad serves as the Executive Chairman, while Challa Srishant holds the position of Managing Director. Joining the billion-dollar market capitalization club, CCL Products is a prominent player in the retail and B2B sectors. Best Strong Coffee by Continental Continental Espresso Taste Description - After roasting, the medium-roasted beans are mixed, giving them a rich scent, well-balanced acidity, and a smooth, creamy texture. Rage Coffee Rage is a famous coffee brand in India. Founded in 2018, Rage Coffee sources its beans from top plantations in Ethiopia and India. It is led by CEO and Founder, Bharat Sethi. It is a subsidiary of Swmabhan Commerce Private Limited, a fast-moving consumer goods company. Rage Coffee focuses on manufacturing, marketing, and distributing innovative coffee products, generating an annual revenue of Rs 24.1cr. Positioned as one of the fastest-growing direct-to-consumer brands, Rage Coffee stands out as India’s pioneering plant-powered coffee, enriched with six plant vitamins. Best strong coffee by Rage Silk Blend- Vanilla Velvet & Creamy Hazelnut Bean type - Arabica beans Taste description - Rich, flavorful, full-bodied, and bold cup. Every cup is velvety and wonderful with overtones of robust and delectable flavors. Final Word In the eyes of Indian Retailer, coffee stands second in the list of most liked non-alcoholic beverages in India. These top 10 strong coffee brands are leading in the market for their taste, brewing techniques, and for offering different flavors. These popular coffee brands in India are offering the best brew from famous plantations in the world. FAQs Which is the largest coffee seller in India? TATA Coffee is the largest coffee seller in India. Who is the father of coffee? Kaldi, an Ethiopian goat herder is known as the father of coffee. Where does coffee originate from? Ethiopia is where coffee first came to be grown, and the Arabian Peninsula adopted it later. Which is the richest coffee in India? Luwak coffee raw beans is the richest coffee in India. Which state produces the largest amount of coffee in India? Karnataka is the largest producer of coffee in India. Red wines have long been appreciated for their rich aromas, nuanced flavors, and unique drinking experience. The middle class and increased demand for premium wines have driven substantial expansion in India's red wine sector. India's market for alcoholic beverages was estimated to be worth $55 billion in 2023. By 2027, the industry is predicted to have grown at a CAGR of 7 percent and reach $73 billion. Both domestic and foreign red wine brands have grown significantly in popularity as tastes change. Here are the top 10 red wine brands available in India as of 2024. Top 10 Best Red Wine Brands in India 2024 Find the best red wine brands in India with our top 10 picks. Enhance your inventory with these top selections and stay ahead of market trends! 1. Jacobs Creek Variants: Classic Shiraz Reserve Cabernet Sauvignon Double Barrel Shiraz Manufacturer: Jacob's Creek Winery: Jacob's Creek Winery, Barossa Valley Jacob’s Creek is a luxurious winemaking brand that belongs to the Pernod Ricard group. It was founded by Johann Gramp in 1847. The brand comes from the Barossa Valley in South Australia and is one of the most famous brands in India. Jacob's Creek winemakers strive to produce wines that are a true expression of the terrain as well as the suitable climate of the Barossa Valley. Their wines have a robust taste and sometimes include notes of ripe berries, subtle oak, and spice. The main components are Shiraz and Cabernet Sauvignon grapes, which are grown with the utmost care and attention to detail to ensure only the best quality. The Jacob’s Creek winery is home to the largest onsite winery combined with a D solar installation. They follow sustainable winegrowing, which enables them to produce high-quality wines while meeting environmentally responsible standards around biodiversity, soil, water, and energy. Product ABV% Classic Shiraz 13.9 Reserve Cabernet Sauvignon 14.6 Double Barrel Shiraz 14.6 Read More: Scotch vs. Whisky: The Key Differences Explained 2. Fratelli Variants: Classic Shiraz Sangiovese Bianco Merlot Manufacturer: Fratelli Wines Winery: Fratelli Vineyards, Maharashtra Fratelli Wines is a wine brand established in 2006 and was founded by the collaboration of the Secci brothers from Italy with the Sekhri and Mohite-Patil brothers from India. They hold a 240-acre vineyard in the region of Akluj, Maharashtra, from where Fratelli is based. It combines Italian wine-making skills with Indian terroir. The wines are skillfully made, and they have a complex color with notes of dark fruits, spices, and earth. Key ingredients are Shiraz, Sangiovese, and Merlot grapes, which are so sturdy and have such rich taste that they are the most popular among wine lovers. Fratelli is known for India’s largest privately owned wine estate. The winery's high-tech laboratory also ensures the highest level of quality and discipline are maintained at each and every step of the manufacturing process. Product ABV% Classic Shiraz 13.5 Sangiovese Bianco 12.5 Merlot 13.5 Read More: Top Whisky Brands in India for 2024 \| ABV% 3. Sula Variants: Sula Rasa Shiraz Dindori Reserve Shiraz Satori Merlot Manufacturer: Sula Vineyards Winery: Sula Vineyards, Nashik Sula Vineyards was established by Rajeev Samant in 1999, and in a short span of time, the company has turned out to be the largest wine producer in India. Sula is India’s leading wine company, spearheading the distribution of wine from India across the world. The brand is headquartered in Nashik, Maharashtra, and is known for its quality and innovation in Indian winemaking. Among their red wines, the ones are awarded for rich, fruity flavors with notes of spice and oak. The grapes used are Shiraz and Merlot, the ones selected for their ability to produce strong and flavorful wines. Sula is one of the most sustainable winemaking brands in the world, with more than 2 MW of solar PV installed. Product ABV% Sula Rasa Shiraz 13.5 Dindori Reserve Shiraz 14.0 Satori Merlot 13.0 4. Aurva Chandon Variants: Aurva Manufacturer: Chandon India Winery: Chandon Winery, Maharashtra Chandon is a winemaking brand that is part of Moët Hennessy (LVMH) company, which was established in 1959 by Robert Jean de Vogue. The Indian operations are based in Nashik, Maharashtra. Chandon Aurva is a new adventure for our Maverick brand. Aurva is something added to introduce to India and the world. Made with the historic Shiraz grape, a collaboration between an Indian and an Australian winemaker includes grilled and barbecued meats, lamb shawarma, and full-flavoured curries such as chicken tikka masala. Chandon is the first offering from Moët Hennessy to be made in India and is now available across 22 cities in India. Product ABV% Chandon Aurva 14.0 5. Riviera Variants: Rivera Syrah Rivera Cabernet Sauvignon Rivera Merlot Manufacturer: Rivera Wines Winery: Rivera Vineyards, Maharashtra Riviera Wines is a wine company that has red wines that are the reflection of Indian winemaker art in viticulture, was established in 1982 by Shamrao Chougule. The brand is based in Mumbai, Maharashtra. Rivera is a company that is well-known for showing its commitment to producing high-quality wines. The red wine is based on the Shiraz grape which has black pepper and plum fruit aromas, whereas the white wine is based on Chenin blanc with aroma of fresh fruit. The leading varieties of grapes include Syrah, Cabernet Sauvignon, and Merlot. Their selectively matured grapes are handpicked and transported to the winery mostly at night and crushed early in the morning when still cold. Product ABV% Rivera Syrah 13.5 Rivera Cabernet Sauvignon 14.0 Rivera Merlot 13.5 6. Grover Zampa Variants: La Réserve Vijay Amritraj Reserve Collection Manufacturer: Grover Zampa Vineyards Winery: Grover Zampa Vineyards, Nandi Hills, and Nashik Grover Zampa Vineyards stands at the forefront of Indian wine, and its headquarters are in Bangalore, Karnataka. It was established by Kanwal Grover. In 1992, the first vineyard was set up. The popular Zampa range was launched in 2008 and owns the award-winning Zampa Soirée wine. Their wines display great depth and poetic expression, which are reminiscent of the flavors palette of dark berries, spices, and oak. The grapes used, such as Shiraz and Cabernet Sauvignon, are meticulously chosen to ensure that a premium wine is the result. The wines of this brand are created with an uncompromising and passionate focus on quality and attention to detail in all aspects, which permits the vineyard to express its true potential. Product ABV% La Réserve 14.0 Art Collection Shiraz Rosé 13.0 Vijay Amritraj Reserve Collection 14.5 7. Four Seasons Variants: Four Seasons Barrique Reserve Shiraz Four Seasons Merlot Four Seasons Viognier Manufacturer: Four Seasons Vineyards Winery: Four Seasons Vineyards, Baramati, Maharashtra Four Seasons is a vineyard that is owned by United Spirits Ltd. (Diageo Group) and was established in 2006. The wines originate in Baramati, Maharashtra, a town rich in poetry and history, both of which are essential ingredients in winemaking. Four Seasons produces wines that are both sophisticated and characterful, with dark fruit, spice, and oak as the main notes. The primary grape varieties used are Shiraz, Merlot, and Viognier, which were grown in the Baramati area. Four Seasons has won 48 international awards in the wine circuit since its inception. Product ABV% Four Seasons Barrique Reserve Shiraz 13.5 Four Seasons Merlot 13.0 Four Seasons Viognier 12.5 8. Big Banyan Variants: Big Banyan Merlot Big Banyan Shiraz Big Banyan Cabernet Sauvignon Manufacturer: Big Banyan Wines Winery: Big Banyan Vineyards, Goa Big Banyan Wines is a winemaking brand that is part of John Distilleries Pvt. Ltd., which was established in 1996. Bangalore, Karnataka is their base, and their wines are well-known for their powerful flavors with ripe fruit and spice notes. The first winery was set up in Goa, and they have launched a winery in Bengaluru. The main grapes that are used are Merlot, Shiraz, and Cabernet Sauvignon, which are grown in such a way that they produce a wine with a lot of character and a complex flavor. Big Banyan has won six trophies at the IWCCA. Product ABV% Big Banyan Merlot 13.5 Big Banyan Shiraz 14.0 Big Banyan Cabernet Sauvignon 13.5 9. Dia Variants: Dia Red Manufacturer: Sula Vineyards Winery: Sula Vineyards, Nashik Dia is a winemaking brand that is part of Sula Vineyards, which was established by Rajeev Samant in 1999. Based in Nashik, Maharashtra, Dia wines are known for their light, fruity flavors, and lower alcohol content. The wines often feature notes of fresh fruits and a crisp finish. The major blends used ensure a balanced and approachable wine. Sula recently launched the Dia Red Wine Sparkler, which comes in a can. The brand makes wines with ultimate respect to the environment, following sustainable practices. Product ABV% Dia Red 10.0 10. Arros Variants: Arros Cabernet Shiraz Arros Shiraz Arros Merlot Manufacturer: Good Drop Wine Cellars Winery: Good Drop Vineyards, Nashik Arros is a red wine manufactured by York Winery, which is headquartered in Nashik, Maharashtra, Arros is a reserve blend of Shiraz and Cabernet Sauvignon. Arros is the flagship red wine of York Winery and is composed of the best barrels from the best vintages making its production very limited to less than 10000 bottles. The nose of the wine has lifted a jammy, sweet vanilla and Christmas cake palette with hints of nutmeg, cloves, blackcurrant, and coffee. It is aged for 12-15 months. The primary grapes used include Shiraz and Cabernet Sauvignon, chosen for their robust characteristics. Product ABV% Arros Cabernet Shiraz 14.0 Arros Shiraz 14.0 Arros Merlot 13.5 Final Word At Indian Retailer, we see how this Indian red wine market is diverse and evolving, with both domestic and international brands offering an impressive range of flavors and styles. Whether you prefer the bold notes of a Shiraz or the subtle elegance of a Merlot, these top 10 red wine brands in India provide an excellent starting point for exploring the rich tapestry of red wines available in India. Cheers to discovering your next favorite bottle! FAQs on the Top 10 Indian Red Wine Brands 1. What is red wine? Red wine is an alcoholic drink with a deep red color that comes from dark-colored grapes. To produce red wine, winemakers ferment crushed grapes, including the grape skin. Yeast grows and takes in the natural sugars, converting them into alcohol. The grape skin gives red wine some of its color and flavor. 2. Which is the largest distributor of wine in India? Brindco Sales Limited is one of the largest distributors of wine in India, known for its extensive distribution network and wide range of imported and domestic wines. 3. Which is the richest red wine in India? Zampa Insignia is one of the finest and most expensive red wines in India, priced around Rs 5000 per bottle. 4. Who can import wine in India? In India, only licensed importers and authorized distributors can import wine. These entities must obtain a license from the Directorate General of Foreign Trade (DGFT) and comply with state excise regulations. Raymond, a brand synonymous with quality and heritage in India, is not just resting on its laurels. The company has embarked on a technological revolution, integrating AI and omnichannel commerce to ensure that it stays relevant and competitive in today’s fast-paced retail environment. In an in-depth discussion with Ravi Hudda, Chief Technology Officer, Raymond, we delve into how the company is embracing the future. Omnichannel Commerce: Meeting Consumers Where They Are In today’s retail landscape, the line between online and offline shopping is increasingly blurred. Hudda explains, "Omnichannel has become a necessity from a consumer perspective. Today, consumers crave a physical experience in-store as much as they appreciate the convenience of browsing websites or marketplaces. To remain in the consumer’s consideration set, a diverse strategy to attract and capture consumers across various channels is essential." Raymond's journey towards an omnichannel strategy began well before the pandemic, but it was COVID-19 that accelerated the process. "Standalone channels, both online and offline, have been operating in India since 2015 and 2016," Hudda notes, "but COVID put the entire omnichannel journey on steroids. Physical retail consumers wanted to engage with brands, and online became a very big touchpoint. Once restrictions eased, we saw a surge in consumers returning to physical stores, leading to a phenomenon we call ‘revenge buying’." Raymond's omnichannel strategy now spans across its vast retail network of approximately 1,500 exclusive brand outlets (EBOs), shop-in-shop formats, and franchisee stores. The brand is also present across all major e-commerce marketplaces and runs its own direct-to-consumer (D2C) website. "If you combine all retail touchpoints, we have more than 20,000 across the country," says Hudda, highlighting the sheer scale of Raymond's reach. The Power of AI As Raymond expanded its omnichannel presence, the need for deeper consumer insights became apparent. Enter Staqu, an AI-powered retail analytics platform that the company has integrated into its stores. "We all know that AI has huge potential," Hudda states. "When a consumer visits our website, we get full insights—where they come from, what pages they land on, what products they view, and their conversion rates. But what about in-store? We wanted to understand consumer journeys in our stores—when they arrive, who they are, how much time they spend, and their conversion rates." Staqu’s Jarvis, a video analytics solution, provided the perfect answer. Atul Rai, Co-founder and CEO, Staqu, explains, "Raymond already had cameras in its stores, so the idea was to leverage this existing infrastructure. We connected the feed to the cloud, where Jarvis analyzes the data. The AI tracks footfall, identifies unique visitors (excluding employees), and analyzes consumer behavior within the store." This technology allows Raymond to create heatmaps of store sections, track which products attract the most attention, and measure how long consumers engage with these products. "This is information you typically get from online shopping, but offline stores were missing out on it," says Rai. "Now, cameras play a powerful role in providing this data, helping the company optimize their store layouts and product placements." Ensuring Privacy in a Data-Driven World With the increasing use of AI and data analytics, privacy concerns are at the forefront. Both Hudda and Rai emphasize Raymond’s commitment to consumer privacy. "In India, we follow GDPR guidelines, even though there isn’t a data protection law in place yet," Rai assures. "We’re the only company in the country that is GDPR compliant, getting audited monthly to ensure we’re up to standard." The data collected by Jarvis is anonymized and does not include any personally identifiable information (PII). "We do not collect data related to faces or any other re-identifiable markers," Rai explains. "The data is stored on Raymond’s cloud, and Staqu does not have access to it. This ensures that Raymond maintains full control over their consumer data, safeguarding it within their firewall." Hudda adds, "Think of it as a watchman sitting outside the store counting the number of people entering. He’s not interested in faces, just the numbers. That’s how we use AI—purely to enhance consumer experience without compromising privacy." Measuring Success For Raymond, the integration of AI is not just about staying ahead of the curve; it’s about tangible results. "Any investment in technology is measured on ROI," Hudda states. "For instance, if I have two stores in different locations and one has a lower conversion rate, I can analyze whether customers are not spending enough time in the right sections or if our staff needs better training in cross-selling and upselling." Furthermore, the insights from Jarvis enable Raymond to make more informed decisions about store displays, visual merchandising, and even marketing campaigns. "My marketing dollars are becoming more efficient because I can measure the impact of each campaign," Hudda says. "I can refine those campaigns to create better footfalls and conversions." Expanding Tech Horizons Raymond is not stopping at just AI-powered analytics. The brand is actively exploring other technological innovations to enhance customer experience. "We are working on multiple generative AI solutions to make the consumer journey easier, more interactive, and engaging," Hudda reveals. While he remains tight-lipped about specific details, it’s clear that the company is gearing up to announce significant progress in the coming quarters. As Raymond continues to evolve, embracing technology and innovation, it stays true to its legacy while preparing for the future. By integrating AI and omnichannel strategies, the brand is not just meeting consumer expectations but setting new standards in the retail industry. Gold is a significant part of India. People of our country buy gold not just for investment purposes, but for their fondness and love for the lustrous metal. For decades, Indians bought gold from their family jewellers - those who they trusted for generations, however, today some jewellery brands have established their dominance in the booming market. How and when these top gold jewellery brands came into being? Here is a curated list of the top 10 gold jewellery brands in India. This article presents all the information you need on the best gold jewellery brand in India. Read More: How Farah Khan Ali Transformed Indian Jewelry with Bold Designs and Sustainability Top 10 Gold Jewellery Brands in India Here is a curated list of top gold Jewellery brands in India. Learn more about the leading jewellers in the market. 1. Tanishq Tanishq, a leading gold jewellery brand in India, was founded in 1994. It is a division of Titan Company. This Indian jewellery brand has its headquarters in Bengaluru. Xerxes Desai is the founder of the jewellery brand. Tanishq has a presence across more than 410 retail stores in 240 cities in India, UAE, the US, Singapore, and Qatar. International expansion started with its first store in the UAE, around COVID-19 pandemic. The company has launched a sub-brand called Rivaah, focusing on the wedding sector. Hallmark has granted authentication to Tanishq. The company has been awarded Dot Design as the World's highest honor for product design. Recently, Tanishq opened a new store at Omaxe Chowk, Delhi. Check Here 2. Kalyan Jewellers Kalyan Jewellers, the popular jewellery brand pan-India, has a family legacy in the business. It was launched in 1908. Kalyan Jewellers FZE is the parent company of the gold jewellery brand. T. S. Kalyanaraman is the founder. It opened its first showroom in 1993 in Thrissur, Kerala, and expanded its presence across pan-India in 2012. It started expanding internationally by opening 6 showrooms in the UAE; now the brand has around 30 showrooms in the Middle East (Qatar, Kuwait, Oman). Today the jewellery brand has 137 showrooms, out of which 107 are in India and 30 are in the Middle East part of the world. The brand has been awarded as the most influential brand by DC Books and DC Media. Kalyan collaborated with Amitabh Bachchan as its national brand ambassador. Kalyan Jewellers reveals the revenue growth report. Read More Here 3. Malabar Malabar is another leading gold jewellery brand in India. M. P. Ahammed is the founder and chairman of Malabar, which launched in 1993. He achieved the Global Excellence award from Defense Minister Nirmala Sitaraman and got recognized with the APCO Group's Haji A.P. Award from Kerala Chief Minister Oomen Chandy. Malabar is present nationally and internationally, making a retail network of more than 350 outlets across 13 countries with 15 other business vertices. India, the Middle East, the Far East, and the US are the countries where Malabar has a strong presence with multiple offices, design centers, wholesale units, and factories. The brand offers 100 percent BIS Hallmark gold in the market. Alia Bhatt was signed up as the brand ambassador for Malabar. Malabar Gold & Diamonds Expands in UK, Opens Second Showroom in Leicester. Read More Here 4. Reliance Jewels Reliance Jewels, a top gold jewellery brand in India, was established in 2007. The first launch of the brand was through its showroom opening in Iscon Mall, Ahmedabad. Reliance Retail is the parent company. Reliance Jewels has 400+ stores in showrooms and shop-in shops formats across 200+ cities. The brand deals with only 100 percent BIS Hallmark gold. Reliance Jewels was recognized as ‘Brand of the Decade’ by BARC Asia Awards in 2023. 5. PC Jewellers PC Jewellers is regarded as the top gold jewellery brand in India. A first-generation business founded by Padam Chand Gupta and Balram Garg. It opened its first showroom in 2005 in Karol Bagh, New Delhi. Today the brand is available across 67 cities in 17 states in India. PC Jewellers is the fastest-growing jewellery retail chain with standalone stores at high-street locations. PC Jewellers featured Akshay Kumar and Twinkle Khanna as their brand ambassadors. The gold jeweller brand was awarded the Niryat Shree Silver Trophy in the gems and jewellery non-MSME category by the Federation of Indian Export Organizations, set up by the Ministry of Commerce and Industry, Government of India. 6. Joyalukkas Joyalukkas is a leading gold jewellery brand in India. Founded in 2001 by Alukkas Group, the inception happened in 1987 by Alukka Joseph Varghese, who laid the ideology behind the brand. The gold jewellery brand is based in Kerala and Dubai, with more than 160 showrooms in 11 countries around the globe. Including India, the UK, the US, Singapore, Malaysia, the UAE, Qatar, Kuwait, Bahrain, and Oman. Joyalukkas is the first retail jewellery brand to be awarded both the prestigious ISO 9001:2008 and 14001:2004 certifications. Along with that, Joyalukkas has received Dubai Quality Awards Certification from H. H. Sheikh Mohammed Bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai. Actress Kajol has been signed up as the brand ambassador for Joyalukkas. 7. Senco Senco is another top gold jewellery brand in India. With a legacy of more than 80 years, Senco Gold Limited owns the brand. It was incorporated in 1994 in Kolkata, under the chairmanship of the late Shri Shankar Sen. It was launched under the provisions of the Companies Act, 1956. Today the chairman and director of Senco is Ranjana Sen, representing the gold jewellery brand in more than 16 states with 150 showrooms in India. Senco has earned Jagran Achiever’s Award 2023 for Excellence in Design Innovation in Gold and Diamonds. It partnered with Kiara Advani as the brand ambassador of the brand. Senco Gold and Diamonds Spearheads 'Make in India' Commitment Through ONDC Integration. Read More Here 8. CaratLane CaratLane has emerged as the top new-age gold jewellery brand in India, which began its journey as a D2C brand. The brand was incorporated in 2008 by Mithun Sacheti and Srinivasa Gopalan. It has its headquarters in Chennai. CaratLane was acquired by Titan Company in 2016, making it the parent company. The gold jewellery brand is present in more than 100 cities in India with over 270 retail stores. It has an omnichannel presence in the market, providing physical and online retailing. CaratLane has used technology as a way to upscale; for instance, it used applications on smartphones with face recognition and 3D imaging technology for customers to try on the product virtually. CaratLane's Progressive Ties with PhonePe for Digital Gold Redemption : Read More Here 9. Bluestone Another D2c jewellery brand that became an omnichannel giant is Bluestone. It has today gained prominence among the best gold jewellery brands in India. The brand was founded by Gaurav Singh Kushwaha. It started with an initial investment from Accel and Saama Capital in 2011, and launched its first store in 2018. Today, it has over 150 stores in India. The gold jewellery brand is shipping internationally to the US, UK, Canada, as well as Australia. Bluestone had been awarded for outstanding e-retail performance in 2024. It signed with Alia Bhatt as its first brand ambassador. Gaurav Singh Kushwaha redefines the landscape of jewellery shopping in India. Read More Here 10. Zoya Zoya is a leading gold jewellery brand in India. It is a luxury jewellery boutique owned by the house of TATA. It started operations in 2010 with innovative artisanal techniques that were critically analyzed from the traditional Indian karigari. Zoya began with 5 flagship boutiques and 2 retail stores in 5 cities in India—namely Mumbai, Bangalore, Delhi, Hyderabad, and Gurgaon. Recently, Zoya launched its new flagship store in the south extension, New Delhi. The gold jewellery brand signed Sonam Kapoor as its brand ambassador. Final Words In the eyes of Indian Retailer, gold jewellery is a fail-safe way of investment. Not just that, gold is valued due to its durability, historical significance, as well as a medium of exchange. Here are all the top 10 gold jewellery brands in India, for you to learn more about the leading jewellers in the market. Read more about - Top 5 Jewellery brands in India FAQs Does gold have a standard price across all brands? Mostly, gold has a fixed price but can vary due to making charges, design, brand premiums, and styles. Do brands offer certification for the gold jeweller? Yes, gold jewellery brands offer certifications like BIS Hallmarking, which ensures purity. Is there any exchange policy for jewellery? Yes, reputed brands do provide an exchange policy where old jewellery can be exchanged at a fixed price for a new one. In case of a lower price for the old jewellery, the remaining amount can be paid. In today’s tech-driven world, India with its booming digital economy, laptops have become an essential tool for personal and professional use. Early in the 1980s, laptops with the flip form factor were introduced. In Australia, the Dulmont Magnum was introduced in 1981–1982. However, it wasn't sold outside until 1984–1985. The $8150 (equivalent to $25730 in 2023) GRiD Compass 1101, released in 1982, was used at NASA and by the military, among others. The choice of a laptop brand can significantly impact your user experience. From powerful machines for gaming and professional work to sleek, lightweight models for everyday tasks. Here’s a list of the top 10 laptop brands in India to explore how they are impacting the Indian Market. 10 Laptop Brands Review: Pros & Cons Brand Pros Cons Apple Premium build quality and design Seamless ecosystem integration High performance with Apple Silicon chips Excellent battery life Expensive Limited customization options Compatibility issues with some software HP A wide range of models Affordable options available Good build quality Reliable customer service Bloatware in some models Inconsistent battery life Design can be bulky Dell Strong performance with innovative features Extensive range of products Good after-sales support High-quality displays Some models can be expensive The design may feel less premium Pre-installed bloatware in some models Lenovo Durable and robust build Good performance for business and personal use Versatile range of options Great keyboards Design may seem uninspiring Mid-range models can have average battery life Software issues on some models Asus Excellent gaming laptops with high-end specs Competitive Pricing Innovative designs Good display quality Some models have heat management issues Limited battery life on gaming laptops Bloatware presence Acer Budget-friendly options Good performance for the price Wide variety of models Decent build quality Average battery life Build can feel less premium Customer service can be inconsistent Microsoft Premium design and build quality Great touchscreens Excellent battery life Seamless Windows integration Higher price point Limited hardware options Expensive accessories Samsung Excellent display quality Long battery life Stylish and lightweight design Good overall performance Higher price range Limited model availability Less powerful than some competitors HCL Cost-effective options Suitable for educational and enterprise use Basic performance for everyday tasks Limited availability Outdated designs Lack of high-end specifications LG Lightweight and portable Excellent battery life Good display quality Premium build and design High price point Limited gaming options Availability may be limited List of Top 10 Laptop Brands in India Here we put the list of the top 10 laptop brands in India which are driving the Indian Market and becoming giants in the tech industry. 1. Apple (MacBook) Apple is an American multinational technology company founded by Steve Jobs, Steve Wozniak, and Ronald Wayne in the year 1976. It is a company identified with its premium, high-end MacBook laptops- great productivity combined with ultra-modern design. Apple has a total revenue of $383.29 billion, the California-based company holds its headquarters in Cupertino, California. As of 2023, Apple was the fourth-largest personal computer vendor with a market share of 9 percent by unit sales and the largest manufacturing company by revenue. Apple is equipped with features such as Retina displays, M1 and M2 chips, and interference-free operation with products from other Apple. Along with its excellent security system, MacBook products are also recognized for their premium construction quality. Apple recently announced the new MacBook Air with the powerful M3 chip, taking an incredible combination of power-efficient performance and portability to a new level making it up to 60% faster. 2. HP HP is a leading tech company that was founded in 1939 by Bill Hewlett and David Packard, is now a top laptop brand that has a broad range of products that suit various budgets. Located in Palo Alto, California, HP is worth approximately $12.8 billion as of Q2 in 2024. HP's laptop computers are renowned for their stylish designs and high-speed performance with series like Pavilion, Envy, and Spectre which have superior quality features providing the best performance. With that HP laptops hold a market share of 21.9 percent in the global market as of 2023. HP laptops offer the HP Command Center, which allows users to optimize performance, fan speed, and noise levels. The Spectre x360 is a popular device among users because of its versatility and stylish look. 3. Dell Dell is a technology brand founded in 1984 by Michael Dell that can be trusted and, at the same time, it is an innovator. The headquarters is based in Texas, USA. Dell has a revenue of $22.2 billion in Q1 2024, up 6% YoY growth and a market share of 16.6 percent. Dell is the Most Trusted Brand in India and is most commonly recognized for its laptops, which are personalized according to customer specifications. Dell brings the world’s broadest GenAI portfolio to help lead the AI revolution. The Inspiron series is suitable for everyday users, whereas the Alienware line is for gamers. The Dell CinemaColor technology offers enhanced color accuracy, contrast, and depth for a stunning visual experience, making these laptops perfect for media consumption and professional use. Dell, being renowned for its performance and innovation, has become the favorite of professionals looking for the best quality and reliability and has acquired companies like Alienware, known for high-end gaming PCs. 4. Lenovo Lenovo is one of the top laptop makers in the world. It was started by Liu Chuanzhi in 1984 and now has a revenue of over $56,864 million in 2024 and the highest market share of 24.8 percent in the global market as of 2023. The headquarters of the company are located in Beijing, China and the operational headquarters are in Morrisville, North Carolina. Lenovo has operations in over 60 countries and it sells its products in around 180 countries. Among the innovative and quality devices is the ThinkPad series, admired by professionals and renowned for its TrackPoint navigation and ThinkShutter camera cover, offering innovative cursor control and privacy protection. While the IdeaPad and Legion series are gaming and general consumer-friendly. The ThinkPad X1 Carbon is a relatively new model, but it is already loved for its long battery life and good-quality keyboard. Lenovo has built a solid reputation for quality and performance that allows it to cater to various user segments. Lenovo ranked #248 on the Fortune Global 500 list. 5. Asus Asus is a high-tech company known for its gaming PC that was established by T.H. Tung, Ted Hsu, Wayne Tsiah, M.T. Liao and Luca D. M., in 1989. It is headquartered in Taipei, Taiwan. The ROG (Republic of Gamers) series is one of the brand's hottest sellers for gamers and has a market share of 7.1 percent as of 2023. The product comes with a strong graphics card and a cooling system that can withstand high temperatures. Asus integrates Aura sync RGB lighting, allowing gamers to customize the aesthetics of their laptops. Asus is known for its creative design, and a good value for money, but a few models have thermal issues, which made it lose some confidence. ROG Zephyrus G14 is loved by many for its great gaming and portability. In 2019, Asus earned more than eleven awards from some of the world’s most prestigious organizations and media groups and was named the World’s Most Admired Companies by Fortune. Read More: ASUS India: Pioneering Next-Gen Gaming Earlier in News: ASUS India Launches 4th Select Store for Refurbished Products in Hyderabad 6. Acer Acer is a technology company that was founded by Stan Shih, Carolyn Yeh, and Lemuel Girma in 1976 and is a well-known brand for its low-cost and high-quality products. Acer is headquartered in Xizhi, New Taipei City, Taiwan. As of 2024, Acer’s revenue was about $28.19 billion in June and is the world’s sixth-largest personal computer vendor with a market share of 6.6 percent which has been making cheap laptops such as the Aspire line for students and Predator series for gamers. Acer’s Predator laptops are equipped with Predator Sense software, enabling users to control and customize system settings. Generally, Acer products offer decent performance and Full HD displays, but may not be the best choice in terms of build quality, as some models tend to have inconsistent quality. In 2019, Acer and Ubisoft teamed up for the Rainbow Six Pro League and other major esports events with the Predator brand as the PC and monitor sponsor. The company announced the esports social platform PLANET9.gg which aims to provide game analytics, community-organized competitions, and social experiences. Earlier In News: Acer Unveils TravelLite Laptop Tailored for Business Needs 7. Microsoft Microsoft is an American multinational tech company founded by Bill Gates and Paul Allen in 1975, Microsoft is a tech behemoth known primarily for its Surface range of laptops. Its headquarters in Redmond, Washington, USA, is where the tech giant has a revenue of $245.1 billion as of 2024. Microsoft laptops, although more expensive, outshine their competitors due to their top-notch construction and effortless compatibility with the Microsoft ecosystem, making them the preferred choice for tech aficionados and professionals. Microsoft ranked No. 2 in the 2022 Fortune 500 rankings of the largest United States corporations by total revenue and it was the world’s largest software maker by revenue. The subsidiaries include Skype Technologies, GitHub, and LinkedIn. 8. Samsung Samsung is a South Korean technology giant famous for its electronics, including laptops, was founded in 1938 by Lee Byung-chul. The company's quarterly revenue for Q2 2024 is KRW 74.07 trillion, and its headquarters are in Suwon, South Korea. Sleek design, AMOLED displays, and long battery life make Samsung laptops stand out. Especially those who love aesthetics with performance have chosen the Galaxy Book series. Samsung keeps on evolving even in the face of competition, although some users have noticed that its prices may be higher than those of its rivals. Their Galaxy Ecosystem connectivity allows seamless integration with other Samsung devices, enabling a smooth transition between tasks and increasing productivity. Samsung comprises numerous affiliated businesses and has the eighth-largest brand value in the world as of 2020. 9. HCL HCL brand is focused on technology and IT services, even laptops and was Established in 1976 by Shiv Nadar. The company’s headquarters are located in Noida, India, and has a revenue valued at ₹111,408 as of 2024. With a production of laptops for educational and business purposes, HCL is well known for its motto “affordable and functional design”. The company has offices in 60 countries. Even though it may not be as well-known as other brands around the world, HCL is a good choice for people who are looking for affordable and reliable products. Whereas HCL laptops fail to boast high-tech features, they still serve well for the needs of less demanding applications, such as small enterprises and educational institutions needing economical solutions. In 2024, HCLTech decided to acquire select assets of the communications technology group, a business division of Hewlett Packard Enterprise HPE, for $225 million. 10. LG LG Corporation is a South Korean multinational company established in 1947 by Koo In-hwoi and is famous for its innovation and quality in a wide range of electronic products, including laptops. It has a revenue of KRW 83.5 trillion as of 2023 and its headquarters are in Seoul, South Korea. The LG Gram is in the lead when it comes to portability and high performance thus it catches the attention of both professionals and travelers. LG's laptop range has been as extensive as the others, it would have been less popular. However, their design and functionality are the main reasons why they are more appealing to those who prefer mobility and durability. Final Words: At Indian Retailer, we see how rapidly the tech industry is changing day by day, and how the market giants are trying to adopt these changes to stay No. 1 in the market. Their unmatched performance and advanced technology make them highly sought-after choices for both professionals and tech enthusiasts. So we make a list of the top 10 laptop brands in India which is driving the market crazy. These brands are often preferred by industry leaders and trendsetters, setting benchmarks in the tech world and embodying the essence of modern efficiency and style. FAQs on Top 10 Laptop Brands in India (2024) 1. Which brand is best for laptops? Some of the best laptop brands in India include Dell, HP, Lenovo, Asus, and Apple. These brands are known for their excellent performance, build quality and customer support. 2. Which generation of laptop is best? You can opt for 12th-generation and 13th-generation laptops. Anything older is also fine, but you may be giving up on newer features and performance figures that may make your new laptop more future-proof in the long run. 3. Which laptop size is best? 15-16 inches is a comfortable sweet spot. Even though I review laptops for a living, I still see them as a secondary option (or necessary evil) when I'm not able to work on a desktop. 4. Which is better, Lenovo or Dell? Lenovo offers a more balanced approach, utilizing both Intel and AMD processors depending on the model and target audience. Both brands offer a variety of pre-configured options, but Dell allows for more customization on high-end laptops, particularly in the XPS series. 5. Who is the biggest laptop manufacturer? Lenovo is the largest personal computer manufacturer globally. Lenovo is an iconic Chinese technology company manufacturing computers since 1984. The market data shows that Lenovo has solidified its position as the largest PC manufacturer globally. Hydration fans, brace yourselves; Laneige, the iconic Korean skincare brand that’s taken the world by storm, has landed at Sephora India. The brand has been available at different ecommerce websites until now. This move reflects the brand’s strategic expansion efforts within the Indian market, offering beauty enthusiasts an opportunity to experience Laneige’s innovative skincare solutions both online and offline. The recent launch event at Sephora’s Saket store in Delhi was not just a celebration of this collaboration but a testament to the brand's commitment to making high-quality Korean skincare accessible to a wider audience in India. What’s the Buzz? Laneige, known for its hydration-packed skincare wonders, made its grand debut at Sephora India, both online and in-store. Paul Lee, Country Head, Amore Pacific India, couldn’t hide his excitement: “The event at the Sephora store in Saket was an invigorating experience! Laneige has launched its products in Sephora's physical and online stores for the first time as part of its omnichannel expansion strategy. We aim to complement our strong online presence and provide customers with multiple touchpoints to experience the essence of the brand.” For those who live and breathe beauty, Sephora is a sacred space. So, it only makes sense that the Korean beauty brand, with its cult-favorite Water Sleeping Mask and Lip Sleeping Mask, would find its way into this beauty mecca. Mini Sood Banerjee, Assistant Director and Head of Marketing, Amore Pacific India, couldn’t have said it better: “We are thrilled with the debut of Laneige Skin Superheroes at Sephora. The global beauty giant is one of the favorite shopping spots for the beauty enthusiast, and our presence here will allow us to engage with customers in new and innovative ways, and we can’t wait to see the impact. We’re committed to continuing this momentum, and making Laneige the leader in the industry.” The Secret to Skincare Magic Laneige isn’t just another skincare brand — it’s a hydration powerhouse! Specializing in moisture research, the brand has perfected the art of keeping your skin plump, dewy, and glowing. Think of their products as a tall glass of water for your skin, quenching its thirst and giving you that lit-from-within glow. Sally Lee, Brand General Manager, Laneige India, shared the brand’s vision: “It’s exciting to see the response we have received for the brand in the last 5 years. The brand offers unique products for Indian consumers to experience, and we aim to connect with a broader audience interested in exploring these skincare offerings.” It's skincare lineup is like a superhero squad for the face — each product bringing something unique to the table. From their iconic Water Sleeping Mask that works magic while sleeping, to the Lip Sleeping Mask that’s become a bedside staple, the products are designed to hydrate, repair, and protect the skin. Mini explains the brand’s appeal: “Korean brands like Laneige are catching on fast in India because they bring something fresh and effective to the table. Our products, especially the sleeping masks, are a hit because they deliver visible results — hydration, glow, and all the things that make you look like you’ve just walked out of a K-drama!” Sephora x Laneige: What’s Next? With Laneige now in the Sephora fold, the brand is set to conquer the Indian skincare market like never before. Already present in eight Sephora stores across the country, the brand is on a mission to expand its reach even further. Mini gives us the inside scoop: “Our expansion plans include further collaborations with multi-branded stores like Nykaa, Tira, and of course, Sephora.” But what about the idea of standalone brand stores in India? Not so fast. Banerjee explains, “We are still trying to figure out the Indian market. Though customers love us, we need some more time for that matter.” Laneige’s appeal in India isn’t just a flash in the pan. It’s no surprise that cities like Delhi and Mumbai are leading the charge, but the love for the brand is spreading fast to Tier I and Tier II cities too. What’s driving this trend? The answer is simple: K-beauty is the new cool, and Laneige is at the heart of it. Paul Lee shares his thoughts on the brand’s traction in India: “Metros, of course, Delhi, Mumbai, Northeast, and even the Tier I and Tier II cities are showing a very fast-paced uptake. K-beauty is trending all over the world, and especially in India. We recently collaborated with Sara Tendulkar as our brand ambassador, and she’s working very well for us. Her dewy and glowing skin is a perfect match for the brand's brand ethos.” And let’s not forget the Northeast — a region that’s becoming a hotbed for K-beauty lovers. Laneige’s popularity here is partly due to the region’s deep connection with Korean culture, from K-pop to K-dramas, making it the perfect playground for the brand's skincare innovations. Paul Lee is optimistic about Laneige’s future: “Globally, Laneige’s partnership with Sephora has been very strong and extensive. With Sephora India, we have just started, but I strongly believe that we have a lot of success stories globally. I believe we will also soon be able to become the number one skincare brand in Sephora India as well.” Coming from a business family involved in small enterprises in Nagra, Ishendra Agarwal pursued his bachelor's and master's degrees at IIT Kanpur. Afterward, he joined BCG as a management consultant. During his time in the corporate world, particularly within the jewelry segment, he observed that India, being the world's second-largest consumer of jewelry, had a significant market gap. Most jewelry brands in India, including Tanishq, Kalyan, Malabar, CaratLane, and BlueStone, focus on fine jewelry priced above Rs 30,000. This high price point makes it challenging for women to purchase and wear such jewelry regularly, whether for office wear or small gatherings. In contrast, international brands like Pandora and Mejuri offer fine jewelry at more accessible price ranges, with average order values between Rs 12,000 - 15,000. This observation highlighted a need for a fine jewelry brand in India that provides quality pieces at a more affordable price point, allowing women to purchase jewelry frequently without worrying about significant expenses. Inspired by this insight, he founded GIVA to fill this gap in the market. “Our goal is to create a brand where women can effortlessly buy beautiful, fine jewelry without having to consider substantial savings or budget constraints. Whether through a quick visit to a store or a few clicks online, we aim to make fine jewelry accessible and enjoyable for everyday wear,” he said. Nationwide Store Expansion Currently, the brand has approximately 130 stores operating across India, with about 50 percent of them located in Bengaluru and Delhi – Bengaluru has 32 stores, and Delhi has 34 stores. The remaining stores are spread across other Tier I cities like Mumbai, Pune, Kolkata, and Hyderabad, as well as Tier II cities such as Dehradun, Indore, Lucknow, and Kanpur. “Our expansion strategy focuses on increasing our offline presence significantly. We aim to establish at least 50 to 60 stores in Bengaluru and Delhi alone. Simultaneously, we plan to deepen our reach in other metro and Tier I cities while expanding our footprint in Tier II cities. Our goal for the next two years is to be present in about 60 cities across India, with a total store count of approximately 300,” stated Agarwal. Digital-Offline Balance GIVA’s approach to online channels leverages widespread access to mobile phones and the internet, aiming to create brand awareness primarily through digital platforms. This remains its primary focus. Conversions, however, can occur both online—through its mobile application and website—and offline. This is the essence of its customer acquisition strategy in the D2C funnel. Additionally, the brand is present on various marketplace channels, including Amazon, Myntra, Nykaa, Nykaa Fashion, and Tata CLiQ, which contribute significantly to its sales. “Currently, online channels and these marketplaces account for 60 percent of our sales, while offline sales, which we began two years ago, contribute 40 percent of our revenue. We anticipate this to shift to a 40-60 split in the next two years, favoring offline sales,” he asserted. GIVA also utilizes its mobile application to provide various services to its customers. For instance, if a woman purchases jewelry and wants lifetime replating, she can easily arrange it via the app. The app also offers access to digital warranty and authenticity certificates, and it serves as a convenient platform for its loyalty program. This is how the brand integrates its mobile application and website into its overall strategy. Quick Commerce Entry GIVA has recently ventured into Quick Commerce, launching about a month ago on platforms like Blinkit and Swiggy Instamart. This initiative has been performing exceptionally well, particularly during special events like Akshay Tritiya, Mother's Day, and Father's Day. On these occasions, there is a noticeable spike in demand as customers seek fine jewelry for same-day gifting. “We have become a popular choice for last-minute gifts, as many people don't plan their gifts days in advance and often make the decision on the same day. Quick Commerce provides a convenient solution for these spontaneous purchases, making it easy for customers to select and receive a fine jewelry product swiftly,” explained Agarwal. Expanding Product Portfolio Currently, GIVA is focusing on silver as a primary metal and has expanded into lab-grown diamonds set in 14-carat and 18-carat gold. It launched its lab-grown diamond collection six months ago, and it is now available in 60 of its stores. In silver collection, the brand offers a wide range of earrings, pendants, rings, and bracelets. “We are also expanding into categories like toe rings, anklets, and nose pins. Additionally, we are focusing on kids' and men's jewelry, recognizing that fine jewelry makes an excellent gift for children.” He noted. Moreover, it is working on launching GIVA signature perfumes, featuring five to six floral notes, designed to provide a unique and memorable GIVA experience. This new product line is currently being developed. Influencer-Driven Awareness The brand uses social commerce primarily to create awareness rather than drive transactions. Its strategy involves collaborating with numerous influencers and micro-celebrities to generate content and build brand visibility. Each month, over 2,000 influencers post about GIVA on platforms like YouTube and Instagram. “Our social commerce efforts focus on several key areas. We create awareness about specific categories, highlight the presence of our stores in various regions, and promote new collections, especially around significant events. For instance, we recently launched a silver Rakhi line for Raksha Bandhan, featuring both standard silver Rakhis and personalized options where you can have your brother's or sister's name engraved on the Rakhi. This multifaceted approach helps us reach a wider audience and keep them informed about our latest offerings,” highlighted Agarwal. Tech-Enhanced Experience To improve the consumer experience, the brand utilizes several technological advancements. First, its virtual try-on feature available on its app allows customers to see how certain products will look on them, enhancing their shopping experience. Second, it integrates online and offline channels to provide a personalized shopping experience. Additionally, the company is incorporating technology into its customer support to offer faster responses. Automated systems can handle common queries efficiently, reducing the need for human intervention and speeding up response times. Designer Collaborations GIVA actively collaborates with multiple designers to keep its designs fresh and fashionable. About six months ago, the brand partnered with European designer Lea Schroeder to launch the "Love in Paris" collection. Following that, it collaborated with Bhumi Pednekar five months ago, who worked with its design team to create a new collection. More recently, GIVA teamed up with a Turkish designer to introduce the "Wings of Wonder" collection. “These collaborations are central to our strategy, as our goal is to set fashion trends in India or bring the latest international trends to India as quickly as possible. We are committed to staying at the forefront of fashion through these dynamic partnerships,” explained Agarwal. Remarkable Revenue Growth GIVA has been experiencing impressive growth, with a year-on-year increase of 90 to 100 percent. Last year, the brand achieved approximately Rs 250 crore in revenue, and this year, it is closing at around Rs 450 crore. The brand has also recently ventured into franchising, which has been highly successful. “Our franchising model involves franchisees investing in the store while we handle operations. Franchisees manage employees and sales, adhering to our established protocols, while our team oversees store operations to ensure consistency and quality,” he stated. “Our long-term target is to reach Rs 1000 - 1500 crore in revenue within the next four to five years,” he added. READ MORE: India’s Jewelry Market Poised for Explosive Growth, Projected to Reach $145 Bn by FY28 Strategic Global Expansion GIVA currently has a store in Sri Lanka that is performing well, and it plans to continue its presence there, albeit at a measured pace. “In the next one to two years, we aim to expand into Sri Lanka further, as well as explore opportunities in Singapore, Southeast Asia, and the Middle East. These regions will be our focus for international expansion,” he concluded. The rum has been a favorite drink for Indians for decades. Have you ever wondered where these best rum brands originate? What are the top 10 rum brands in India? Which country is the largest producer of rum? Starting with the first answer, the exotic nation of the Philippines is the largest rum producer. Keep reading as we answer all the pertinent questions regarding the top partner of cola drinks - the rum. Top 10 Rum Brands in India (2024) Here are the best rum brands in India. Fetch details on the top rum brands in the market starting with Old Monk, Bacardi, and Santa Teresa. 1. Old Monk Old Monk is one of the top 10 rum brands in India. This alcoholic beverage brand was introduced in 1855. It is manufactured by Mohan Meakin Ltd. Produced in Ghaziabad and Uttar Pradesh and has its headquarters in Solan, Himachal Pradesh. The leading rum brand is made in India and has been blended for 7 years. It launched in the Indian market in 1935. The rum is made with four key ingredients: caramel, chocolate, ripe peach, and vanilla. It contained 42.8 percent of ABV. Old Monk Rum Varieties: Old Monk Orange Rum Old Monk Lemon Rum Old Monk Apple Rum Old Monk White Rum Old Monk Cola Old Monk Cranberry Old Monk Mojito Read More: Top Whisky Brands in India for 2024 \| ABV% 2. Bacardi Bacardi is one of the best rum brands in India. The rum brand started in 1862 in Santiago de Cuba. The headquarters lies in Hamilton, Bermuda. Bacardi was founded by Facundo Bacardi Masso. He wanted to create a balance between two separate spirits. The first one is called ‘aguardiente’ and the second spirit is known as ‘redestilado’. It is a private limited company that has had ownership for seven generations, selling in more than 170 countries. In the 1930s Bacardi expanded its presence in Mexico and Puerto Rico, making the largest rum production facility of Bacardi. Mexico became the first international expansion for Bacardi. Today the rum brand operates in the US, Mexico, Puerto Rico, Spain and the Bahamas. The Bacardi rum has an ABV of 40 percent in the US and 37.5 percent in the UK and continental Europe. Bacardi Rum Varieties: BACARDÍ Limón BACARDÍ Pineapple BACARDÍ Dragon Berry BACARDÍ Mango BACARDÍ Coconut BACARDÍ Raspberry BACARDÍ Lime BACARDÍ Ginger Read More: Scotch vs. Whisky: The Key Differences Explained 3. Santa Teresa Santa Teresa, the best rum brand in India was founded in 1796. The brand is based out of Venezuela. The journey of Santa Teresa started when a German merchant named Gustav Julius Vollmer got married to Panchita Rivas. The Vollmer family continues the ownership of Santa Teresa. Present day president of this rum brand is Alberto C Vollmer. It has its headquarters in Santa Teresa Estate, Costa Rica. Santa Teresa is made with the solera technique to produce a perfectly crafted rum with a fruity aroma and wood notes. A bottle of Santa Teresa rum holds an ABV of 40 percent. Santa Teresa Rum Varieties: Santa Teresa 1796 Rum Santa Teresa 1796 Speyside Whisky Cask Finish Santa Teresa Arábica Coffee Cask Finish Santa Teresa 1796 Speyside Whisky Cask Finish Santa Teresa 1796 Rum Havana Club Añejo Clásico Santa Teresa 1796 Solera Rum Earlier In News: Indri Single Malt Whisky Emerges as World's Fastest Growing Brand 4. Amrut 2 Indies Rum Amrut 2 Indies, is a leading rum brand in India. The company was founded by JN Radhakrishna Rao Jagdale. It set foot in the distilled beverage industry in 1947 by establishing Amrut Distilleries in Bangalore. The very name of the brand Amrut is defined as ‘nectar of the gods’ in Sanskrit. The Amrut Distilleries Ltd. is a subsidiary of the N.R. Jagdale Group. As the name suggests, the rum has its special essence due to a perfect balance of two indies distilled together. One from the West Indies (Barbados, Guyana & Jamaica) and second from the East Indies (India), made out of Indian jaggery. The rum is one of its kind, the only variety in the market. Read More: Top Vodka Brands in India: A Guide to the Best Picks 5. Rock Paper Rock Paper is a new-age rum brand in India. Good Barrel Distilleries Private Limited is the parent company of Rock Paper. The rum brand was founded in 2021, serving more than 1000 restaurants, and bars in Mumbai and Pune. The rum brand first entered the market with a flagship product “Indian Spice Rum”. Lalit Kalani is the third-generation founder of Rock Paper who is keen to place Indian rum on the top shelf. Rock Paper was featured in Shark Tank Indian as well in Season 3. Rock Paper Rum Varieties: Indian Spiced Coastal White Zesty Lemon Tropical Coconut Roast Coffee 6. Camikara Camikara is one of the best rum brands in India. It was first distilled in 2009 and Piccadilly Distillery is the parent company of Camikara. ‘Camikara’ holds a meaning in Sanskrit - ‘ liquid gold’. The brand stands outside the crowd as it does not use molasses in crafting. It originates from Haryana, India where the particular sugar mill is situated for the distillery. The rum brand holds an ABV of 50 and 42.8 percent in its varieties of rum. It is produced with pure sugar cane juice. Camikara Rum Varieties: Camikara rum 12 year cask aged Camikara rum 8 years cask aged Camikara rm 3 years cask aged 7. Pitbull Pitbull is considered to be the best rum brand in India. Produced in Aurangabad, Maharashtra from 2021, Kalpesh Parekh and Karishma Chandy are the founders and the brains behind Pitbull. It has an ABV of 42.8 percent. It is made with 100 percent sugarcane molasses, blended with barrel-aged spirits and rice Caribbean flavors, with no added sugar. The brand serves ‘PUREBRED INDIAN DARK RUM’ in the Indian market, filled with essence of cinnamon, vanilla and anise. 8. Bermuda Bermuda is a leading rum brand in India by Gosling Brothers Ltd. Founded by James Gosling, a navigator in 1806, he was the man behind the Bermuda Rum. The rum contains 75.5 percent of ABV in its black rum collection. The key ingredients in Bermuda rum are - Gosling’s Gold Seal rum, pineapple juice and grenadine. Bermuda Rum Varieties Gosling's Black Seal Rum Gosling's Black Seal Rum (151 Proof) Goslings Spirited Seas Ocean Aged Rum 9. Contessa XXX Contessa XXX is one of the best rum brands in India. The rum brand was founded by Radico Khaitan Ltd. In 1943, Rampur, Uttar Pradesh was the distillery plant for the Contessa XXX rum. Now it is also processed in Radico NV Distillery Maharashtra Ltd. The rum contains Caribbean sugarcane as its key ingredient and is aged in oak barrels. The rum has an ABV of 42.8 percent. The brand has one rum named Contessa XXX. 10. Five Rivers Five Rivers is a leading rum brand in India. The brand was founded in Punjab. Sangera Rum Company is the parent company of Five Rivers. Taj Sanghera is the fifth-generation founder of the rum brand. The brand name is a translation of the state - Punjab, which means Panj- five and Ab - water. The main ingredients of the rum are ginger, clove and coriander seeds. The brand has just one white rum which can be served in various combinations of drinks. Last Word In the eyes of Indian Retailers, these top 10 best rum brands are worth knowing about. Understand what are the key ingredients in these rum brands. History plays an important role in the success of these rum brands in India. Know how and when the best rum brands gained recognition. Some serve one iconic rum while other brands have a range of rums with different essences. Here is all about rum brands in India! FAQs on Top Rum Brands in India What are the top 3 rum brands in India? Old Monk followed by Bacardi and Santa Teresa are the top three rum brands in India. In what ways can someone consume rum? Neat, on the rocks, mixed with soft drinks or juices are the typical way of consuming rum. How to store rum properly? Keep the rum in cool surroundings and away from direct sun. Ensure the bottles are sealed and not stored for a long time. India is known for its diverse tastes in style and fashion. And people don’t buy luxury only for comfort but to show their value in society, likewise, all luxury products including handbags are just a way of showing their richness and standards. India, with its growing affluent class, is embracing these high-end accessories more than ever. But what is it about a luxury handbag that captures the heart of so many fashion enthusiasts? As we explore the top 10 luxury handbag brands in India for 2024, we Indian Retailer will uncover the unique elements that set each coveted brand apart, making them the giants in the luxury segment. In News: Kiara Advani is the New Face of Caprese Handbags Sanktum Redefines Luxury Fashion with Innovative Handbag Subscription Service How Caprese is Innovating the Handbag Industry with AI Different Types of Luxury Handbags There are various types and styles of bags in the market to give a different look on every occasion. Here I’ll mention some of the most used handbags among women which are famous for their unique features. Style Features Trapeze Top handbags with triangular sides that give a trapezoidal effect Minaudiere Small, metal, bejeweled evening bags that may have chains for carrying Tote Medium to large open-top double-handled bags with open main compartments are very famous for their everyday look Cross Body Hands across the body with a long chain or straps are very vintage style for both genders Duffle Substantial bags with double handles or a long strap are very popular styles for short trips Messenger Large compartment bags with flap closures are often worn over the shoulder or across the front of the body Clutch Small bags that are usually held in the hand are very famous for party looks Bucket Shoulder or cross-body bag with round or oval bottom and drawstring closure Saddle A bag that used to be carried behind a horse or bike, or motorcycle with u shaped flap Wristlet Small bag or wallet with a strap to be worn on the wrist. Envelop Clutch or chain strap bag with rectangular shape with pointed fold over flap Satchel Small bag worn over the shoulder that closes with a flap and often buckles Frame A bag with a strong triangular structure sometimes has a metal frame Bowler Rounded design inspired by bags used to carry bowling balls Hobo Crescent-shaped bags with top zip closure that’s slouch and worn over the shoulder. Doctor Rectangular stiff bag with flat bottom and central closure Backpack Sack that is typically worn on the back and secured over the shoulder with 2 straps Shopper Rectangular ingle-handled shoulder bag perfect for shopping These are some top styles of bags that are commonly used in every luxury fashion house now let’s discover the brands that are making this style a trend in the market. Top 10 Luxury Handbags in India Here are the top 10 luxury handbag options which have driven the Indian audience crazy with their innovation. 1. Hermès Hermès International S.A. is a French luxury fashion house which was founded in 1837 by Thierry Hermès, based in Paris. It specialises in leather goods, lifestyle accessories, home furnishings, perfumery, jewelry, watches and ready-to-wear. Since the 1950s, its logo has depicted a ducal horse-drawn carriage. The company has grown to become a world leader in the fashion industry and is known for its luxurious and high-quality goods. Hermès sells about 30% leather goods, 15% clothes, 12% scarves, and 43% other wares. Hermès holds diligently on to a market share with a total asset of €210.97 billion and thus is one of the top manufacturers of luxury fashion articles. The works of Hermès are often recognized for their stunning designs like the Herbag and Steeple bags. Another famous handbag, the Birkin bag, was named after the British actress Jane Birkin. The latter are commended for their exquisite workmanship and everlasting charm. The likes of Victoria Beckham, Kim Kardashian, and Kate Moss have often been seen with Hermès handbags, which, by the way, have contributed to the brand's covetable status. Hermès remains the most luxurious and well-constructed product. 2. Gucci Gucci is an Italian luxury brand known for its Italian art style in their products, founded by the businessman Guccio Gucci in 1921, in Florence, Italy. The company is headquartered in Florence, Italy and operates in 528 locations under its parent company Kering. Gucci is known worldwide for being a trendsetter with its innovative, daring designs in fashion. The brand indeed has a dozen of luxury products and it is firmly established in the luxury market with an astonishing revenue of €9.9 billion in 2023. Gucci's bags are known all over the world and to stress the fact often include the GG logo and monograms reflecting the brand's unique style. The print Flora of course represents Gucci's long history as well as the brand's creative capability. All the high-profile endorsements by Gucci feature celebrities like Harry Styles, Blake Lively, and Beyoncé who are always on the go with Gucci's opulent pieces. Whether it's a statement about luxury, fashion, or a combination of both, Gucci stands as the perfect example of a brand that had a staggering value in the luxury handbags sector. Gucci is a forerunner in fashion, creating not only bags that are accessories but also ones that show boldness and individuality. 3. Louis Vuitton Louis Vuitton is a French luxury fashion company for fashion lifestyle and accessories, founded by Louis Vuitton in 1854. The brand is headquartered in Paris and is known as a company that gives out its best in luxury, and innovativeness, as well as style that is superior to others. The company is one of the top players in the luxury handbag market, accounting for a significant chunk of its market share with a brand valuation of €14 billion. It is fully owned by the LVMH conglomerate and operates in 50 countries with more than 460 stores worldwide. All products display the legacy of perfect examples of aesthetics and art. The signature handbags like the Speedy and Neverfull which are loved by many and have one of the brand’s distinguishing features, the monogram canvas made of 90% ultra-resistant nylon. Louis Vuitton diplomas made from handbags are worn by international celebrities Angelina Jolie, Michelle Williams, and Emma Stone, whose participation in the luxury brand nature makes it more interesting and valuable. 4. Dior Dior is a multinational luxury fashion hub, founded by the visionary Christian Dior in Paris, France in 1946. Headquartered in Paris, Dior has long been synonymous with opulence and sophistication. This is the classic fashion house that changed the world with its stunningly feminine "New Look" in post-war Europe. Dior did not take long to become a desired label among the rich and elite. They are ageless pieces demanded by wearers from all over the globe. Dior is one of the biggest names in the world with a revenue of €79.18 billion as of 2022, operating under the LVMH group. Dior is present in 210 locations worldwide with every piece being a mark of French elegance. The "Lady Dior" bag with its iconic quilting and delicate D.I.O.R. charms shows the brand's commitment to quality craftsmanship. Dior's handbags are star-studded pieces worn by the likes of Jennifer Lawrence, Charlize Theron, and Rihanna, thus, it strengthens the image of the brand as a celebrity favorite. Dior's total assets are worth €131.9 billion, which is evidence of its power in the luxury goods sector. The subsidiary is Christian Dior Couture. Dior's distinct melange of classic grace and innovative design makes it a sought-after brand for those who admire high fashion and artistic design. 5. Chanel Chanel is a luxury fragrance & beauty boutique established by Coco Chanel in 1910 in Paris. The brand is privately owned by the Wertheimer family and has been headquartered in London since 2018. The company has made a considerable space in the luxury handbag market with 500+ stores worldwide, capturing about $15.6 billion in 2021. Chanel handbags are famous for their classic quilted leather designs and chain-link straps, one of the most famous being the iconic Chanel 2.55 bag. These add-ons of design have been the reason for the latest to be Chanel's perennial favourite among fashion connoisseurs. Celebrities such as Kristen Stewart, Margot Robbie, and Keira Knightley have worn Chanel's chic handbags, boosting the brand's image as a luxury mainstay. Chanel makes fragrances that further cement the luxury brand's place as a timeless symbol of status. Chanel’s steadfast adherence to luxury and superior technique guarantees that its handbags are the most prized possessions, still the sought-after items for those who prefer the classic style. 6. Celine Celine is a big player in the luxury handbags segment, which was established in 1945 and headquartered in Paris, by the hands of its founder Céline Vipiana. Celine stands out as a key player in the luxury market and LVMH is Celine's parent company which owns a significant part of the luxury industry. Celine's clean lines, premium materials, and understated sophistication are known throughout the world The Celine Nino, Celine Louise Bag, and Celine Classique Triomphe Bag are the iconic bags of the company, renowned for their simple design and usability. The likes of Angelina Jolie and Dakota Johnson, who are huge fans of Celine, often wear the brand, thus making Celine a must-have for Hollywood movie stars. Celine continues to be the center of attention for luxury lovers with its unique blend of neoteric and classic charm operating with 178 boutiques worldwide. 7. Miu Miu Miu Miu has been a part of luxury fashion since 1993 when Miuccia Prada created a playful and imaginative collection in Milan. Miu Miu is no slacker in the handbags department, being recognized for its designer's colourful visions and high-octane designs to attract young people. It is a fully owned subsidiary of the brand Prada, accessible to a higher and simpler audience than most brands, Well-liked goods are the Miu Miu Aventure Nappa leather bag and Miu Miu Leather Beau Bag. Milan, as the headquarters of Miu Miu, is the ideal city to be where Italian art and creativity are making today's fashion. A-list Superstars such as Elle Fanning and Lupita Nyong'o have developed a close relationship with Miu Miu, and as a result, people are starting to associate its name with creative concepts. Miu Miu, with its revenue of €166 million, still has a key position in contemporary luxury, releasing items that are hard to find for the crowd. 8. Prada Prada, a well-known name in the luxury handbags market, was established by Mario Prada the luxury fashion house Prada in 1913 in Milan, Italy, to form a fashion brand that is the embodiment of fine elegance and contemporary style. Prada is one of the prime players headquartered in Milan with a revenue of €4.72 billion as of 2023. The Milan office is the creative centre of the innovative designs which are made by Prada. The Galleria and Cahier bags are iconic for their unique materials, stylish design, and classic charm, and are exemplified by the brand's characteristic minimalism. Galleria and Cahier bags are so popular and highly regarded for their sophisticated style and timeless elegance that celebrities such as Sarah Paulson, Olivia Wilde, and Bella Hadid have often been spotted with them, thus, boosting the brand's status even further. Miu Miu, Church’s, Fondazione Prada and Luna Rossa are subsidiaries of Prada. Prada's quality and innovation strength still have a pull on the fashion world, and that is why their bags have become everlasting icons among customers who love luxury with a modern touch. 9. Yves Saint Laurent Yves Saint Laurent is a trendy name in the luxury segment, started in 1961 in Paris by Yves Saint Laurent and Pierre Bergé, Saint Laurent has become a brand known for its elegance and audacity in fashion. Part of the Kering Group, the brand's headquarters are in Paris, where it continues to lead with innovative designs. Saint Laurent bags including the Envelope, LouLou Bag, and Kate Bag hit the spot with both traditional class and eye-catching modernity. Stars like Zoë Kravitz and Miley Cyrus have been spotted with these signature items, implying the label's status. Its cosmetics line, YSL Beauty, is owned by L’Oréal. With revenue of €3.2 billion in value by 2023, Saint Laurent is still seen as a Parisian fashion icon, offering handbags that are just as stylishly daring as they are of timeless elegance. 10. Givenchy Givenchy became a giant in the luxury handbag segment by bringing french aesthetics into their product segment which was founded by Hubert de Givenchy in 1952. Givenchy is a well-known brand name that is part of the LVMH Group that is headquartered in Paris, France. The company is famous for its various handbag products such as the Nano Voyou, and Voyou basket Bag, among others. With a focus on tradition and modern-day aesthetics, Givenchy's designs, which are mainly worn by celebrities such as Cate Blanchett and Meghan Markle, can be described as sophisticated. Givenchy stands out among competitors in the luxury market with its timeless designs that are fusions of classic and contemporary styles, making its handbags the must-have accessory for fashionistas around the globe. Final Thought At Indian Retailer, we closely see all the top luxury brands craze in the Indian market and the reason is their timeless innovation and creativity which make them the top choice in the global and Indian market as well. Their iconic style is favored by celebrities and fashion-forward people to set the standard in the luxury market, making them coveted symbols of status and style. FAQs on Top 10 Luxury Handbags in India 1. Which luxury bags are worth buying? Hermès, Chanel, and Louis Vuitton are top-performing brands. 2. What luxury brand has the highest quality? Louis Vuitton is not only the world's most valuable luxury brand but also one of the most recognizable and influential fashion houses ever. 3. What is the best way to store expensive handbags? It should be out of direct sunlight, in the dark and away from heat sources such as radiators and hair dryers. In a climate-controlled room with a stable relative humidity (RH) between 45-55%.You can also store the bag inside a dust bag, upright on an open shelf. 4. Which is the most luxurious bag? The Guinness World Record for the most expensive bag offered to the public is the Mouawad “1001 Nights” diamond purse. 5. Why do purses have peels? If the handbag is exposed to water or other liquids, the leather can become weakened and start to peel. Leather can dry out and become brittle over time, especially if it is not cared for properly. The life of a product from manufacturing to the shelf of a customer, is most important for a business for it to grow and flourish in the respective market. Know all about a product's life cycle, its importance and its main stages. Every product, whether cosmetics, clothing, furniture or electronics, has different life spans. This article delves into how the product life cycle works. What is Product Life Cycle? The process of a product passing through development to its expiry is defined as the product life cycle. Marketing and business management use this concept to make the market aware of the product. The product life cycle is a key feature of an item, explaining everything from initial creation to its decline. The time when a product enters the market to its removal from a shelf is a concept that determines how long it will work and stay in the market. For instance, the concept of television entered the Indian market in 1959. Television is still persistent due to its upgrade to becoming smart. Its existence would have been diluted without modifications. Hence, the product should have an enticing feature making it long-lasting in the market or keep developing the product. The methods or strategies used to maintain and continue a product's life in the market are known as product life management. 4 Stages of Product Life Cycle The product life cycle has four stages to make the product stand long in the market. Every product needs to go through the four steps, to determine its life of the same. Four stages include - introduction, growth, maturity and decline. Introduction - This is the first stage of making the product's grand entrance into the market. It is essential to make target customers aware of the product’s existence. The launch of the product is used as an opportunity to make an announcement, a promotional tool. The initial investment in marketing the products can help build brand demand. There can be competition, bringing difficulty, in that case, the USP of the product can help to defeat competitors. Example: Various smart TV brands in India are in the introduction phase, where customers are still getting informed about their presence in the market. Brands like OnePlus, LG, Samsung and more are spreading awareness about smart TVs in the Indian market. Growth - After making customers aware of the product and a high investment, it's time to cover up. Utilize the surge created for the product, and build the identity for the brand. Sustain the position and develop an expansion plan. Growth is a stage where a brand can have leadership in the market. Getting customer acceptance can recover the high-end investment. Example: Amazon is a leading e-commerce platform. It expanded to streaming services and gained growth by offering free shipment on the shopping platform. This increased the Amazon Prime video subscription. This strategy made the brand more noticeable in the market. Maturity - After a hike in demand comes a product's saturation point. This stage has the highest competition as various new brands imitate the market. The product life starts to end. To sustain in the market there is always a way to bring offers, discounts, innovation and something new on the table for customers to explore. Example: McDonalds faced its maturity stage when it started having competition in the fast food market. To stay in the industry McDonalds maintained its market share and adapted to consumer preference for healthy food. Making it more enticing by providing fresh food services. Decline - The end of a product's life is known as the decline. There are less sales and no profit. However, some might survive, with innovation, upgradation and enticing consumers with something new. The market presence gets lost in the last stage, making the product almost disappear. Example: Chevrolet, an automobile company faced its decline in 2017. It failed to fulfill customer satisfaction and compete with competitors. It faced challenges in building a name in the Indian market, due to its luxury automobile brand. Why is Product Life Cycle Important? It is important to understand why a company needs to work on the product life cycle. It gives allowance to gather insights on the demand of consumers and improve products accordingly. Why is the product life cycle important? Here is the answer for it:- Improvement to help develop products - The concept of the Product life cycle is important as it allows businesses to make necessary improvements to their products. Serving all purposes in the market space. Allocating resources strategically, making an existing product stay longer. Awareness about the product presence - The first stage of the product life cycle, introduction, makes it easier for companies to spread awareness about the product. It could be an idea, innovation or something unique that could help in gaining attention and expand in the market. Brand building to entice customers - Product life cycle can make a brand noticeable to consumers. Developing a customer relationship for loyalty and satisfaction. Engaging with the audience teaches upcoming trends and looks for what is missing in the market. Resource allocation for growth and investment - Dividing resources for marketing and promotions, manufacturing costs, and R&D for the product. Generating knowledge about the brand and its product USP, with using allocated resources for stable profitability. How Does Product Life Cycle Work for Different Industries? PLM plays a vital role across different industries, which are: Apparel Industry The product life cycle for apparel is usually a bell-shaped curve, on the four stages. There are various materials used in the manufacturing of cloth. The life span of a particular apparel item is highly dependent on that. There are natural and artificial fibres that are used in the manufacturing. 3D printing, sustainability clothing, smart fabrics and using AI in the manufacturing of apparel are trending. Getting introduced in the market. It shall go through all the stages of the product life cycle, declining at the end and other innovative ideas in the fashion industry will again be introduced. Electronic Industry The electronic industry tends to last the most as compared to other products in the market space. This happens due to the innovation in the electronic field every year. There is an upgrade every year, making it hard to reach the decline stage for some. For instance, television started with just one channel in India, carry forward it had multiple channels and today a normal television has been converted to a smart one. This has made consumers stay, building the lifespan of a television. Cosmetic Industry The cosmetic industry has a much lesser product life cycle as compared to other industries. The lifespan of a cosmetic or skincare product depends on the formulation, packaging used and quality of the products. The lifespan of a cosmetic product tends to last 1-2 years, then it faces a decline. Today the cosmetic industry has a lot of competition, making it hard for previous brands to compete. Factors Affecting the Product Life Cycle Various factors influence the product life cycle for a company. Businesses must work according to the following factors to beat the competition in the market space. Here are key factors affecting the product life cycle with examples:- Tech advancement There are changes in everyday life on the technical grounds of various products. Countries having high-end technological changes tend to shorten the product life cycle. Businesses continuously evolve to remain consistent in the market. Using the available technology in developing a product and maintaining the image of the brand. Samsung, a leading smartphone manufacturer, proposed first-generation memory technology. It included V HAND with 200 cell layers for smartphones and premium memory solutions. Along with the first generation PCle Gen5 SSDs for storage and applications. This upgrade in the technical front makes it more enticing for the consumer to explore. This is the first stage of the product life cycle. Competition A product always has competition in the market. To increase the value, sales and growth of a business, it is a must to understand and improve according to the competitors. Fulfilling the demand of the customer before the competitor. Nykaa faced competition in the online fashion industry from Myntra, Amazon and Ajio. To overcome its losses and continue its existence in the market, the brand focused on building brand relationships. Improving customer experience on the online shopping platform of Nykaa application and faster delivery than its competitors. Market Demand Every product has different factors that maintain its performance in the market. Adapting to changes in the market according to the product line the business is in. Market acceptance is necessary, and that can happen by fulfilling the changing demands of consumers. Maruti Suzuki, the largest economy car manufacturer in India, always caters in regards with what customers want. Every car produced by the company has four models, serving different consumer needs. Making the company a dominant player in the automobile market in India. Final Word From the Indian Retailers eye, the product life cycle is that various product categories are different from one another. Various factors and functions contribute to the lifespan of a product. Four stages define the life cycle of a particular product. The four stages of the product life cycle are introduction, growth, maturity and decline, which is followed by most companies. There are ways to increase the life of the product by necessary changes according to trends, technology and development, making it more wanted in the market. FAQs What are the four stages of the product life cycle? Introduction, growth, maturity and decline are the four stages in the product life cycle. How can companies expand the product life cycle? These are the following points to improve the product life cycle: Upgrade and improve products Expand reach by entering new markets Pricing strategies Marketing strategies How does the product life cycle affect business? The product life cycle determines the growth of the business. With the innovations and upgrades, the PLC can be increased leading to profitability for different businesses in sales. In India, one of the most daunting tasks for small businesses is the struggle to gain visibility and establish an online presence. Platform constraints and high costs have made it challenging for them to compete with larger e-commerce giants. However, the Open Network for Digital Commerce (ONDC) is poised to change the game with its innovative interoperable QR code. Currently in its alpha phase, this tool enables sellers to generate unique QR codes that customers can scan using an ONDC-registered buyer app, such as magicpin and Paytm. This initiative is set to expand across the entire network following successful initial testing. "Today marks a transformative moment in Indian commerce," declared T Koshy, MD & CEO, ONDC, during the launch event for the QR code. "ONDC’s interoperable QR code breaks down the barriers that have held small businesses back. Now, every seller has the power to reach customers digitally, just like the e-commerce giants. It’s a massive leap towards an open, inclusive, and democratized digital marketplace." Empowering Sellers with Simple Technology The beauty of this technology lies in its simplicity and potential for far-reaching impact. Sellers can display their QR codes anywhere — on storefronts, products, marketing materials, or social media — instantly connecting with customers both offline and online. For consumers, it means unparalleled convenience: a quick scan with any QR scanner ap
1222	dbpedia	1	83	https://kids.kiddle.co/Britannia_Industries	en	Britannia Industries facts for kids	https://kids.kiddle.co/i…avicon-16x16.png	https://kids.kiddle.co/i…avicon-16x16.png	[ "https://kids.kiddle.co/images/wk/kids-robot.svg", "https://kids.kiddle.co/images/wk/kids-search-engine.svg", "https://kids.kiddle.co/images/thumb/d/d3/Britannia_Industries_logo.svg/300px-Britannia_Industries_logo.svg.png", "https://kids.kiddle.co/images/thumb/b/b0/Increase2.svg/11px-Increase2.svg.png", "ht...	[]	[]	[ "" ]	null	[]	null	Learn Britannia Industries facts for kids	en	/images/wk/favicon-16x16.png		https://kids.kiddle.co/Britannia_Industries	Britannia Industries Limited is an Indian multinational food products company, which sells biscuits, breads and dairy products. Founded in 1892, it is one of India's oldest existing companies and currently part of the Wadia Group headed by Nusli Wadia. As of 2023, about 80% of its revenues came from biscuit products. Beginning with the circumstances of its takeover by the Wadia Group in the early 1990s, the company has been mired in several controversies connected to its management, but it continues to hold a large market share. History The company was established in 1892 by a group of British businessmen with an initial investment of ₹295. Initially, biscuits were manufactured in a small house in central Kolkata. Later, the enterprise was acquired by the Gupta brothers, mainly Nalin Chandra Gupta, an attorney, and operated under the name, V.S. Brothers. In 1918, C.H. Holmes, an English businessman based in Kolkata, was taken on as a partner and The Britannia Biscuit Company Limited (BBCo) was launched. The Mumbai factory was set up in 1924 and Peek Freans acquired a controlling interest in BBCo. During the World War II, the government of British India needed a continuous supply of biscuits for British soldiers. The Britannia Biscuit Company started supplying biscuits to British Army for several years, and the company sometimes devoted 95% of its capacity to produce biscuits for the armed forces. Biscuits were in high demand during World War II, which gave a boost to the company's sales. The company name was changed to the current Britannia Industries Limited in 1979. In 1982, the American company Nabisco acquired the parent of Peek Freans and became a major foreign shareholder. In 1978, Britannia came out with its public issue, and its Indian shareholding had increased to 62%, which firmly established Britannia as an Indian company. The 38% foreign stake was owned by the UK-based Associated Biscuits International Limited (ABIL). In 1993, textile tycoon Nusli Wadia of Bombay Dyeing took control of the company from Britannia's then-chairman Rajan Pillai, with the help of French food giant Danone. In 2009, Wadia Group became the largest shareholder in BIL after acquiring a 25% stake owned by Group Danone. In December 2018, it launched a new category, Treat Crème Wafers. Britannia acquired a controlling stake in Kenya's Kenafric Biscuits in October 2022. In September 2022, Varun Berry was appointed as Executive Vice-Chairman and Managing Director of Britannia Industries Limited, and Ranjeet Kohli was also appointed as Executive Director and CEO. In December 2022, Britannia Industries entered into a joint venture agreement with Bel SA of France and Britannia Dairy Private Limited (BDPL) to develop, manufacture and sell cheese products in India and other markets. Under the joint venture, Bel SA acquired a 49% stake in BDPL, a subsidiary of Britannia Industries, for ₹262 crore and infused an additional ₹215 crore in the joint venture. In August 2022, the company expanded its product portfolio by entering the western snacking market with the launch of its new product, Treat Croissant. Businesses The company's principal activity is the manufacture and sale of biscuits, bread, rusk, cakes and dairy products. Biscuits As of 2023, about 80% of Britannia's annual revenue comes from biscuits. Britannia has an estimated market share of 33% in the organised biscuits market in India. The company's factories have an annual capacity of 433,000 tonnes. The brand names of Britannia's biscuits include MarieGold, Tiger, Nutrichoice, Good Day, 50 50, Treat, Pure Magic, Milk Bikis, Bourbon, Nice Time and Little Hearts among others. In 2006, Tiger, the mass market brand, realised $150.75 million in sales, including exports to the U.S. and Australia. This amounts to 20% of Britannia's revenue for that year. Dairy products Dairy products contribute close to 10% to Britannia's revenue. The company not only markets dairy products to the public but also trades dairy commodities business-to-business. Its dairy portfolio grew to 47% in 2000-01 and by 30% in 2001-02. Its main competitors are Nestlé India, the National Dairy Development Board (NDDB), and Amul (GCMMF). Britannia holds an equity stake in Dynamix Dairy and outsources the bulk of its dairy products from its associate. On 27 October 2001, Britannia announced a joint venture with Fonterra Co-operative Group of New Zealand, an integrated dairy company which handles all aspects of the value chain from procurement of milk to making value-added products such as cheese and buttermilk. Britannia intends to source most of the products from New Zealand, which they would market in India. The joint venture will allow technology transfer to Britannia. Britannia and the New Zealand Dairy each hold 49% of the JV, and the remaining 2 percent will be held by a strategic investor. Britannia has also tentatively announced that its dairy business (probably including Dynamix) would be transferred to the joint venture. However, the authorities' approval to the joint venture obliged the company to start manufacturing facilities of its own. It would not be allowed to trade, except at the wholesale level, thus pitching it in competition with Danone, which had recently established its own dairy business. Partnerships In March 2017, it formed a joint venture with Greek firm Chipita SA for producing and selling ready-to-eat croissants in India. In September 2021, the company partnered with Accenture to digitize the company's manufacturing units and warehouses. During the COVID-19 pandemic in India, it tied up with personal concierge startup Dunzo to deliver essential goods at the customer's doorstep in April 2020. Philanthropy The company has been engaged in various social and philanthropical activities. It has joined the United Nations Global Compact, the world's largest sustainability initiative, and has aligned with the Sustainable Development Goals (SDG). It supports the maritime insurance industry and provides assistance to shipowners in developing transitional methods to achieve the objectives of the Paris Agreement. Britannia P&I is an associate member of the International Maritime Rescue Federation. It runs a non-profit Britannia Nutrition Foundation that advocates better child nutrition and addresses child malnutrition issues in India. Awards and recognition In 2022, the company was ranked 4th in the list of India's most chosen FMCG brands, as per Kantar India's annual Brand Footprint report. Britannia won the Global Sustainability Leadership Awards by the World Sustainability Congress in 2021. The Economic Times listed the company's Good Day biscuit brand as the Brand Equity’s Most Trusted Brands of Indians in 2019-20. The company was selected for special recognition under the Leading RE Investor category at Renewable Energy India Awards 2016. In 2014, the company was voted as Reader's Digest Trusted Brand in India under the food and beverage category, part of the Reader's Digest Trusted Brand Survey. In 2014, The Economic Times ranked the company at 11 in the 100 Most Trusted Brands of India list 2014. The company was listed in India's Most Attractive Brands 2013 in a TRA Brand Trust Report survey. It was awarded the Global Performance Excellence Award (GPEA) by Asia Pacific Quality Organization (APQO) in June 2012. It was ranked #2 in the Brand Equity's Most Trusted Brands survey by The Economic Times. In 2012, Britannia received the Golden Peacock National Quality Award – 2012 under the FMCG category. In 2011, Britannia won the Indian Merchants' Chamber (IMC)'s Ramkrishna Bajaj National Quality Award. In 2011, the company received the CII's National Award for Food Safety 2011 in the category of 'Large Food Businesses - Manufacturing' by the Confederation of Indian Industry. According to The Economic Times' Brand Equity Survey, the brand was ranked 5th in the top 10 most trusted brands list in India in 2010 and 2nd in 2012 in India's top 10 most trusted brands list. Britannia is one of India's 100 Most Trusted brands listed in The Brand Trust Report. Indian Super League (2018–present) See also
1222	dbpedia	0	20	https://startuptalky.com/britannia-business-model/	en	How does Britannia makes money?	https://static.startupta…tupTalky--2-.jpg	https://static.startupta…tupTalky--2-.jpg	[ "https://static.startuptalky.com/2022/07/StartupTalky_Final_Logo-1.png", "https://static.startuptalky.com/2022/12/damini-StartupTalky-writer.jpg", "https://static.startuptalky.com/2021/09/Britannia-Business-Model-StartupTalky--2-.jpg 320w, https://static.startuptalky.com/2021/09/Britannia-Bus...	[ "https://www.youtube.com/embed/zrXwimEncn0?feature=oembed" ]	[]	[ "" ]	null	[ "Damini Bhandary" ]	2021-09-16T11:56:16+00:00	Britannia is one of the oldest companies in India best known for its biscuit products like Good Day, Marie etc. Here's an insight into its business model.	en	https://static.startupta…logo_V03--2-.png	StartupTalky	https://startuptalky.com/britannia-business-model/	It is almost impossible to not hear about Britannia while living in India. This household name has conquered the country with its spectacular food products, which have been tasted by almost everyone. From starting a ‘Good Day’ by being the partner of a cup of tea to patch up the broken hearts with ‘Little Hearts’. It has done everything, to be one of the leading food companies in India specializing in bakery and dairy products. Britannia, the name of the brand itself speaks its value. Since the 1990s, it has fallen under the Wadia group that has now been lead by Nusli Wadia. It has been a part of the country for over a hundred years and has been serving the taste buds of many generations. From biscuits to cheese, to cakes, you name it, they have it. The success that this company tastes is a result of a structured business model. Let’s find out about the model that helps the business to climb the stairs, to reach the top position. Legacy of Britannia Where Does Britannia Operate? Products of Britannia Target Audience of Britannia Business Model of Britannia What is unique about Britannia’s Business Model? How Does Britannia Make Money through Its Business Model? FAQ Legacy of Britannia The history of Britannia is just like the taste of its products, rich and fascinating. In 1892, the Britannia industry was founded by some English businessmen and the investment was of just ₹295. It was started as a mere bakery at first. Later on 21st March of 1918, another businessman, named C.H. Holmes becomes a partner and the Britannia Biscuit Company Limited came into existence. Initially, Britannia was only manufacturing biscuits and was selling them. Although, in 1997, they started producing dairy products as well, since then it hasn’t looked back. Where Does Britannia Operate? Britannia has its footprints in more than 60 countries and has been serving them nonchalantly. Especially, it has conquered the hearts of the Middle Easterns, by locally manufacturing its products in UAE and Oman. International Bakery products serve as the subsidiary of Britannia. The main headquarters of the company is in Kolkata. Britannia products are distributed among over 5 million stores in the country. Products of Britannia As mentioned before, Britannia manufactures and sells Bakery and dairy items. Bread and Buns -Britannia bread, Atta Kulcha bread, Britannia Pav, Britannia sweet bun, Britannia fruit bun Biscuits -Good Day, Britannia Crackers 50-50, JimJam, Milk Bikis, Tiger, Marie Gold, Little Hearts, Bourbon, Nutri Choice Cakes- Britannia Gobbles, Britannia Muffins, Tiffin Fun Dairy - Cheese, Milk, Butter, Ghee Yoghurt Target Audience of Britannia The target audience of Britannia is not limited to a certain age group or of an income group. It is truly for anyone and everyone. Products like Little Hearts, Tiffin cakes are used, to appeal the kids. Nutri Choice is for those who are a little bit health-conscious. Marie Gold caters to the need of the older generation as well. Business Model of Britannia Britannia is a brand that decided to serve the people with utmost care with deliciousness and nutrition. It basically focuses on two things, Bakery products, and Dairy products. Its main motive is to provide healthy and nutritious food items to the people. With that target, it has become the first food company that has zero Trans Fat in its food items. It mostly deals with the outdoor and traditional forms of advertisements for its marketing strategy. It placed its bets on Television and radio advertisements, thus attracting almost every group of consumers. What is unique about Britannia’s Business Model? Britannia becomes one of the leading Indian bakery brands by following some unique strategies. It has 13 factories located all over the country and has 4 franchises. Some of the key points of Britannia’s business models that make it unique are: Its main objective is to promote biscuits of the Britannia brand more than other products. It concentrates on providing food items to its customers that will fulfill their daily need for nutrition. It believes in quality food items that deal with fruits, nuts, seeds, pulses, dairy, and protein substances that are necessary for the healthy growth of a normal human being. Focuses on producing better quality food and selling them economically in prices for every income group. It has joined hands with the Government and different NGOs to fight against malnutrition and undernutrition prevailing in the country. It has started the Britannia Cares program that offers fitness activities to ensure a healthy lifestyle amongst its employees. To counter attack micronutrient deficiencies in India, it has taken steps to avoid all those products that are harmful according to the Food Safety and Standards Authority of India (FSSAI) Britannia also decided to curb down the salt and sugar limit of its snacks to promote Eat Right Movement by FSSAI in 2018. How Does Britannia Make Money? There is a number of ways Britannia makes money although its main focus is to provide nutritional elements through their food items to everyone. Britannia’s revenue depends on the sale of its bakery and dairy products. 95% of sales depend on the products dealing with biscuits. 5% of sales depends on dairy products. Britannia has signed a deal of joint venture with a Greek Company named Chipita S.A to produce and sell ready-to-eat croissants in India. It is also working on expanding its demand abroad, especially in Africa and South East Asia. Did You Know? Some of the interesting facts of Britannia are: In 1921, Britannia becomes the first company from the East of The Suez Canal to import and use gas ovens. The trust Britannia has created from their initial days made it possible for them to supply biscuits to the British army during World War II. It is one of the oldest biscuit companies in India and carrying its legacy since 1918. Conclusion ‘Britannia’, this name carries the trust of millions of people. From providing biscuits to the soldiers during World War II to being responsible by taking steps to eradicate malnutrition and undernutrition from the country. It has come a long way to be one of the biggest Food and Beverage companies of India. FAQ What is the revenue of Britannia? The revenue of Britannia was ₹11,878.95 Crores (US$1.7billion) in 2020. Who is the CEO of Britannia? The current CEO of Britannia is Varun Berry. When was Britannia founded? Britannia is one of the oldest companies in India founded in 1892 and is headquartered in Kolkata.
1222	dbpedia	2	39	https://www.business-standard.com/article/companies/britannia-wants-to-boost-its-regional-portfolio-112110800037_1.html	en	Britannia wants to boost its regional portfolio	https://www.business-sta…dard_685x385.jpg	https://www.business-sta…dard_685x385.jpg	[ "https://bsmedia.business-standard.com/include/_mod/site/html5/images/business-standard-logo.png", "https://www.business-standard.com/assets/web-assets/images/logo-bs.webp", "https://www.business-standard.com/assets/web-assets/images/Business_Standard_685x385.jpg", "https://sb.scorecardresearch.com/p?c1=2&c2=...	[]	[]	[ "Viveat Susan Pinto & Dev Chatterjee", "Britannia wants to boost its regional portfolio", "Britannia Industries", "boost its regional portfolio", "build healthy portfolios", "Vinita Bali", "Commodity inflation", "West Bengal", "Uttarakhand", "Hindustan Unilever", "PepsiCo", "" ]	null	[ "Viveat Susan Pinto", "Dev Chatterjee", "Business Standard" ]	2012-11-08T00:29:00+05:30	Britannia’s results for the second quarter (July-September) have pleased the Street with operating margins showing a small increase despite a significant rise in input costs. But Vinita Bali isn’t particularly happy. “If you look last year over this year, the improvement in margins is nearly 90-100 basis points (bps). But the fact is, we are only the tallest midget among peers as far as margins are concerned.	en	https://www.business-standard.com/favicon.ico		https://www.business-standard.com/article/companies/britannia-wants-to-boost-its-regional-portfolio-112110800037_1.html
1222	dbpedia	2	42	https://www.alphaspread.com/security/nse/britannia/earnings-calls/q4-2021	en	Britannia Industries Ltd NSE:BRITANNIA	https://www.alphaspread.…avicon-32x32.png	https://www.alphaspread.…avicon-32x32.png	[ "https://www.alphaspread.com/image/logo.svg", "https://www.alphaspread.com/image/logo.svg", "https://www.alphaspread.com/image/logo.svg", "https://ik.imagekit.io/kkbzr2uz4cp/stock/nse/britannia.png?tr=w-200", "https://ik.imagekit.io/kkbzr2uz4cp/stock/nse/britannia.png", "https://ik.imagekit.io/kkbzr2uz4cp...	[]	[]	[ "BRITANNIA", "Britannia Industries Ltd", "intrinsic valuation", "intrinsic value", "dcf valuation", "dcf value", "dcf", "dcf-model", "discount rate" ]	null	[ "Avi Mehta Analyst", "Mangalam Maloo", "Aditya Soman Equity Analyst", "Kunal Vora Analyst", "Shirish Pardeshi Senior Analyst" ]	null	Britannia Industries Ltd (NSE:BRITANNIA) Q4-2021 earnings call transcript.	en	/apple-touch-icon.png	AlphaSpread.com	https://www.alphaspread.com/security/nse/britannia/earnings-calls/q4-2021	Good evening, everybody. Really sorry for this. I think we got delayed because of some technical reasons. These are very, very tough times, and we are dispersed all across in different locations. So it's just been very difficult for the central team to coordinate this. So extremely sorry for starting late. Having said that, let's get to Page 3. So if you were to look at the full year results, we've grown revenue by 13%. We've grown profits by 39%, with an overall profit percentage of 17.9%, and we've grown market share for the eighth year and running. We continue to focus on the 5 strategic plans that we talk about: distribution, marketing, innovation, the cost focus that we have on our P&L, adjacent businesses and sustainability. I'll take you through these in that order. So first of all, our planks continue to do quite well. So if you notice that rural distribution, which was down March of 2020, has again come back from 21,300 in February 2020 to 23,500 in March 2021. Similarly, our direct fees, which had dropped from 21 lakhs outlets to almost 15 lakhs is back to now 23.7 lakhs outlets. Our focus state agenda continues with our focus states growing 25% more than the rest of the country and e-com business continues to grow very, very aggressively, which is very important in times like this. Next slide is on our marketing campaigns. Some of you must have seen the new Jim Jam campaign that we've launched. It's doing quite well. We've also got Milk Bikis Tamil Nadu campaign, which is, again, doing quite well for us. I'll come to the rest of India Milk Bikis in a bit. We advertised Marie Gold, we've advertised 50-50 and we've also done a new campaign on NutriChoice Digestive. We've done a number of brand activations as well. We've done a Bourbon, Pure Magic Deuce. We've done a Little Hearts, NutriChoice, which was an e-commerce activation, and then NutriChoice cream cracker in West Bengal and Assam and we did a Tiger Crunch with Sonu Sood.Now coming to the Milk Bikis agenda as far as rest of India is concerned. So Milk Bikis has become a very, very important brand for us across the country. Still about a couple of years back, it was a large brand, but it was a regional brand. We were predominantly a Tamil Nadu and a Kerala-based brand with a little bit of presence in other states, but now we've decided to take this aggressively across the country. We've launched a 100% Atta product, and the proposition is Doodh Roti ki Shakti. The point really is that this needs to be a product which takes on from not just milk but also take some from glucose because from a product standpoint, it's a much better product than any of the glucose products which are available in the market. While we have a 26% share in the Milk category, which is INR 105 crores a month or INR 1,260 crores per annum, but we only got a 4% share of milk plus glucose put together and that's where the potential lies. So we are looking at making this a large brand in the Hindi belt and in the other states out of the south agenda that we have currently. We've got a very credible endorser for this in Pankaj Tripathi. I don't know if you've seen this advertising, but it's a very hard hitting ad. And you will -- if you haven't seen it, you'll see a lot more of it as we go forward. We've done a very large visibility drive on this. We've got 14 lakh square feet of visibility across, with 45,000 units to be deployed all across the country. So we are looking at this becoming a very large agenda for us as we go forward. We've got a very solid brand, and we think that we can make a big difference with this. The other campaigns that we did on adjacent bakery and dairy, the Rusk campaign is doing extremely well, and that's showing up even in the resurgence that Rusk is seeing as of now. Wafer, we launched INR 10 campaign, which is doing quite well. And WINKIN’ COW, which is on-the-go product, but has seen some very, very good results in Q4, is the highest growth from a volume standpoint as well as from a distribution standpoint that we've seen in the WINKIN’ COW brand. Next page is Page #9, where we talk about the efficiency. So we continue to sustain the COVID efficiency. So if you look at factory productivity, pre-COVID to post COVID, which is current productivity, we are 8% better. Wastages, we are 20% better than what our pre-COVID levels were. So our wastage is down 20%. Our dispatches from factory directly to distributors are up 50%, which saves us a transshipment and hence, brings the efficiencies to the system. Our depot space, we reduced by 10%, and we are managing very, very well and that's because we've got direct dispatches, so we can afford to save some depot space. We've created a very large digital platform for the future. So we went live with S/4 HANA, our dealer management platform, as well as our vendor management platform. So S/4 HANA basically is going to give us huge efficiencies in material resource planning. We've also got WMS working, which will give us efficiencies from our warehouse management costs as well as from a profitability analysis standpoint, S/4 HANA gives a lot of runway to what we can do with data. The plant maintenance system as well as the project management system, all this will be provided through S/4 HANA, which is absolutely cutting edge ERP. Arteria is the dealer management system that we have, which is going to give us real-time data. It's also going to -- be an integrated system from a scheme management or discount management standpoint. It's also going to be very efficient from claims settlements with distributors and the pricing and promotion controls that we want really strong within the system. So I think it's a state-of-the-art system, which is giving us very good results as we speak in this month. From a vendor management system, again, we want to get more efficiencies. We want the right sourcing, we want digital contracts, we want a catalog buying kind of approach to whatever we buy and, finally, life a cycle management, which the vendor management system is going to provide, which will help us cater to the 500-plus vendors that we have in the system. The next is about the ESG agenda. The journey began 7 or 8 years ago but now we are doing it in a very, very structured way. So if you look at the chart on Page 11, the resources part is what the environment that we are catering to. So we're talking about resource efficiencies, which is water, fuel, energy and bringing in more renewable energy. Food waste, we are looking at reducing defectives, making more -- making up-lines more efficient, not having expired products and reducing factory wastage as well. From a supply chain perspective, our farmer extension programs, sustainable sourcing and from a packaging standpoint, making sure that we reduce plastic and whatever plastic we are putting in the environment, we recycle that, so that we are effectively 0 as far as plastic is concerned. .From a social agenda, it's about the human resources and social responsibility. So there, from a health, safety and well-being of our people as well as people connected with us, employee engagement, diversity and inclusion. I must say that there is a lot more work to be done from a diversity standpoint, but we are working on it very, very actively and then community nutrition work that we do through the Britannia Nutrition Foundation, et cetera, that's going quite well. We also want to make sure that from an economic standpoint, we add a wing to this ESG agenda so that's the total foods company, the global total foods company that we want to be. And finally, from a governance standpoint, we would like to make sure that we are best in the business. So a very nice framework has been created, and this will be integrated into our companies and managers' performance as well and we will publish our first sustainability report in June of 2021. The next slide is on the Britannia Nutrition Foundation. There's a lot of work happening in various states, including Bihar, MP, Uttarakhand, Gujarat and Karnataka, which covers 75,000 direct beneficiaries of this foundation. We are very proud of it, and we want to make sure that in trying times like this, we accelerate this and provide the facilities to many more people. The next one is on -- our being awarded amongst India's best employers second year in a row. We're very proud of that. This is something that we've aspired for. We did it last year, but we replicated the same this year as well. We want to make sure that we continue with this. The next slide, Ritesh, are you there? Sure, Varun. So our employee engagement and employee support agenda is covered under Britannia care philosophy. So we have looked at following initiatives during the year. As the year started, there was a lot of confusion anxiety, and we launched a continuous feedback system, which is a AI track bot, which covered about 2,000-plus of our employees and the key concern that was talked about was physical and mental stress that our employees are going through as well as there was a lot of fear and anxiety in their mind. And it was important to provide them the holistic wellness as well as a sense of belonging and community so that their fear and anxiety can subside and they also get support, especially on the mental stress side. So we looked at a holistic wellness program, which was looking at all the 4 aspects of wellness, which is physical, emotional, social and financial. For physical, we started with providing medical support, Medical Concierge Desk were created. The doctors were made available 24/7. There was also nutritionist provided as well as physical activities were limited. So we started with the digital physical fitness Friday. We provided employees on how to remain fit even when they were in the lockdown. Most importantly, I think what employees were looking at this point of time was the emotional, the mental stress that they were going through, the anxiety that they were going through. So we started Pan India Counselling services, and we also launched 2 training programs around emotional resilience, where we also involved ex-Army guys to talk about how they dealt with similar tough situations and how they were resilient in those situations, which was quite inspiring for the employees. And we also appointed expert connect doctor calls, doctors talking about what to expect and also dispelling some of the myths that they might have, which helped calm down their nerves. We do run a volunteering program, which Varun talked about as part of the inner segment and we continued that even in this year, combining it with virtual as well as a lot of distribution that was required for the migrant labor during the year. So we organized programs like health challenge to address malnutrition. We participated in that as part of a global program that was being run. We also took employee contribution drive, where we tried making small stuff for -- in partnership with NGOs. But most importantly, we made sure to provide biscuits and hot meals. So we cooked hot meals around our factories and provided in the [ killa ] location if it was possible and it was a to the authorities and health migrant labor with the hot meals as well as we supplied food and the [ kits ]. So that's what we did at around holistic wellness, taking care of complete wellness. For building sense of belonging in community, we had digital connects that were organized. There were town halls with leaders. Interventions were not limited just to the employees, but this situation also provided us to connect with the family members. We also focused on children because lot of children were looking at being engaged and parents wanted support on that. So we were able to organize some of those programs as well. So those are some of the initiatives which were taken to bring in the sense of community and belonging. The other actions, which were taken were we had, by and large, in our offices, continued on work-from-home mode, with some flexibility. So our offices were open for some time and whichever function our people needed to work, they could come in at their convenience. We also created cross-functional self-help group at each of the regions, which could help employees in tough times like we are going through currently and where these groups are actually helping employees with whether it is birth, whether it is medicine, whether it is oxygen and, obviously, providing comfort that, yes, there are set of individuals on behalf of company who are working at this point of time to support them. The leaves that people could utilize last year were carried forward, and we also created a BCP plan in our Bangalore office by getting alternate offices. We were more focused on offices for specific functions, manufacturing and sales, where we have the largest of our workforce. We made sure that a proper COVID protocol was developed and BCP was developed, so that we take utmost care on hygiene standards to ensure that our employees are not infected by COVID. So our proper health screening was done, touch-free attendance was launched, COVID sanitization were held with the employees, temperature monitoring was introduced. The transport was provided with 1/3 occupancy and a proper quarantine policy was done. And in a case where if any of our employee was infected with COVID, the proper tracing of primary contacts and making all of them isolation and in quarantine for 14 days work is strictly follow. Even on travel, we followed all the state regulations, which were there. Similarly for sales, we have done similar things wherever possible, which is managing even work from home whenever there has been Even today, we have taken the decision to work from home even in sales because of the surge that we see currently and we are doing -- we had done it last year also. We have done this year also. We have extended insurance to our third-party employees are going up to, to ensure that if they need any of the insurance help, we are there to provide them with that support. As of now, as we move forward and we are all facing the wave 2 currently, we are pushing for vaccination of all our employees, and we have managed to cover 76% to 80% of our eligible employees, which is 45 plus and we are getting up to ensure vaccination for employees below 45 years of age starting from 1st May. Company, obviously, is going to cover for cost of vaccinations for all employees as well as third-party employees, again, going up to the distributor sales plan. And yes, we are trying to target to cover all our employees to vaccinations in May. So these are testing times and things are changing every day, and we are quickly able to modify our responses to meet with the challenges. Back to you, Varun. Yes. No, these are very, very tough times, guys. And it's been very, very tough, I think, not just for us, but for most businesses but we are trying to cope with this in the best way possible and keep our employees save from conditions that exist. Okay. Moving on to Page 16, which gives the revenues. So revenue growth for the quarter has been 8%, and it's trailed off from what it was in the first 3 quarters but it's -- the volume growth is at 8% as well. So the time has come to us to look at how we're going to take this back to a double-digit growth as far as volumes are concerned and revenues are concerned. Now moving on to the next slide, which is about cost efficiency programs. Last year, we had a big incentive coming our way because there was -- between the VAT and GST, there was some confusion. So there were some extra incentives that we got for '19/'20, so we had a onetime gain but for the last 3, 4 years, we are at about 4.6, 4.7 what we used to do in '13, '14. So that's what we've done. So we are on plan as far as cost efficiency programs are. Commodities, it's been fairly stable as far as flour and sugar is concerned. We've seen a huge inflation as far as edible oil is concerned. And on milk, while versus last year, same quarter, it's not an inflationary trend, but versus the last 3 quarters, it's inflationary on milk. So -- which takes us to the final slide on profitability. So we've got a profitability of 17.9% for the full year. For Q4, it's 14.9%, which is -- and I'm talking about the operating profit -- consolidated operating profit, which is better than last year, but it's below what we had for the first 3 quarters of this year. The reason for that, one is the inflation. From Q3 to Q4, there is approximately INR 100 crore inflation. Second is the normalization of our advertising and sales promotion budgets. We had some savings as far as that was concerned because we didn't have enough stock in the first half of the year. Now the inflation is leading us to a situation, where we would have about 3% inflation -- material inflation, which is basically coming from edible oil, dairy packaging material and as well as the price increases which have happened in fuel, which is diesel. So there's a 3% inflation that we are seeing, and that's something that we have to mitigate as we go forward. That's all for me, but just one more thing. The fact is that with a 17.9% profit margin, we keep doing a benchmarking versus other food companies in India and worldwide and it seems that we are in the above 90th percentile of profitability. We are amongst the most profitable food companies. And the interesting thing is that we are the most -- we are amongst the most profitable food companies in the world by operating in categories predominantly, which is low gross margin category compared to any other food category. So I think it's something to be really proud of and I think this team has done a fantastic job in taking us to this level. So that's it from me. Happy to answer any questions that you may have.
1222	dbpedia	1	2	https://www.britannia.co.in/about-us	en	About Britannia: Know in detail About Britannia Industries			[ "https://www.britannia.co.in/_next/image?url=https%3A%2F%2Fmedia.britannia.co.in%2FBritannia_Logo_fcce3225c0.png&w=1080&q=100 1x, /_next/image?url=https%3A%2F%2Fmedia.britannia.co.in%2FBritannia_Logo_fcce3225c0.png&w=2048&q=100 2x", "https://www.britannia.co.in/svg/search-white.svg 1x, /svg/search-white.svg 2x", ...	[]	[]	[ "Total", "Food", "Company", "Nutrition", "Biscuit", "Bread", "Cheese", "Rusk", "Toast", "Sustainable" ]	null	[]	null	Gain comprehensive insights and knowledge about Britannia, a prominent Brand in the food industry. Know everything about Britannia products and company.	en	/images/brit-fav.ico		https://www.britannia.co.in/	ABOUT US Established in Kolkata in 1892, Britannia is a household name in India, and one of the country’s leading food products companies. Our key businesses are in bakery, dairy, and adjacent snacking categories and our operations span over 80 countries in the world. Read More Britannia Bel Foods Private Limited Britannia enters JV with Bel SA to manufacture and sell cheese products in India and some other markets. Read More
1222	dbpedia	2	9	https://www.indiainfoline.com/company/britannia-industries-ltd/management-discussions	en	Britannia Industries Ltd Management Discussions	https://www.indiainfolin…age/iiflLogo.png	https://www.indiainfolin…age/iiflLogo.png	[ "https://web.indiainfoline.com/assets/img/common/iifl-securities-logo.svg", "https://www.indiainfoline.com/_next/image?url=https%3A%2F%2Fweb.indiainfoline.com%2Fassets%2Fimg%2Ficon%2Fhome-icon.png&w=32&q=75 1x, /_next/image?url=https%3A%2F%2Fweb.indiainfoline.com%2Fassets%2Fimg%2Ficon%2Fhome-icon.png&w=48&q=75 2x...	[]	[]	[ "" ]	null	[]	null	Britannia Industries Ltd Management Discussions: Check out the latest updates, and news about the Britannia Inds. management discussions at India Infoline	en	/favicon.ico	India Infoline	https://www.indiainfoline.com/company/britannia-industries-ltd/management-discussions	(A) INDUSTRY STRUCTURE AND DEVELOPMENT The food industry was significantly impacted by high commodity prices, rising interest rates and the continuing impact of Russia-Ukraine war during the year. Further, the long-term effects of these factors continue to be felt extensively, giving rise to fears of an impending recession in major economies. Although commodity prices were volatile and inflation was at unprecedented levels, the post-covid normalisation of economic activities supported growth throughout the year. India was one of the fastest growing economies in the world with robust domestic demand backed by significant investments in infrastructure. During the year, the major challenge confronting the food industry was managing inflation in the cost of key commodities like wheat, milk, sugar, palm oil and crude oil, all of which were trading at multi-year high prices. Your Company was able to successfully navigate these challenging circumstances and deliver strong performance through focused efforts, robust cost efficiency programs, brand marketing and timely price increases. Prudent procurement decisions also helped your Company to ensure availability and overcome volatility in prices of essential commodities like wheat, sugar and palm oil. Global warming is also having a significant impact on food availability and the environment in general. In this context, your Company?s decision to place sustainability at the core of its business practices is timely and was based on the conviction that growth is meaningful only if it contributes positively to the environment and society. The sustainability initiatives of your Company have begun to yield positive results and your Company has achieved 100% plastic neutrality and other sustainability goals as detailed in the Business Responsibility and Sustainability Report. BAKERY BUSINESS Biscuit The biscuit category, like many others came under unprecedented inflationary pressure this year. Despite taking category-leading price increases, your Company has managed to stay ahead of the curve by continuing to invest in its brands and ensuring strong execution in a difficult year. Cake Growth in the Cake category has revived post-covid after a lull on account of decline in out-of-home consumption. Innovation continues to be driven by value based offerings at affordable price points. Penetration and per capita consumption remain low and this offers your Company a significant opportunity to strengthen its leadership in this category. Rusk Growth in the Rusk category, which had peaked during covid, was subdued during the year. There has been significant impact of inflation on this category, which has been managed well by your Company. In addition to expansion of product portfolio, your Company also revamped its base rusk offering. Bread Your Company is focused on growing its Bread portfolio as it is perceived as a food staple in many parts of India. With increasing consumer preference for healthy and value added products, this category provides significant opportunities for established players and new entrants. DAIRY BUSINESS India continues to lead the world in milk production accounting for -22% of the global production. Within the Indian Dairy Industry, the organized segment, which constitutes about 33 to 34% (by value), has seen faster growth compared to the unorganized segment. The organized dairy industry is likely to witness good revenue growth over the next 5 years, aided by demand for value-added products, steady liquid milk sales and a hike in the retail price. While packaged liquid milk continues to be a key driver of industry growth, a healthy demand and growth is expected in cheese, yogurt and other value added dairy products as well. ADJACENT BUSINESS Cream Wafers Wafers is a highly unorganized & fragmented category with a market size of -900 Crores and healthy annual growth. As one of the pioneering brands to enter the space, your Company is well placed to grow rapidly and lead this category on the strength of its brands, innovation and national presence. Centre - Filled Croissants Croissant is beginning to witness increased consumer interest and market activity. Consumption patterns are changing owing to lifestyle changes as people are getting exposed to global foods and seeking more convenient packaged food options. Croissant, being a convenient on the go bakery product, has enormous potential for acceptance in the domestic market. This presents an opportunity for your Company to pioneer and actively drive growth in this category making it accessible to the consumers. Salted Snacks Savoury snacking is integral to Indian food habits and is therefore, a category of significant interest to your Company. Delightful sensorial experience involving flavour, texture, shapes/formats, colour and mouthfeel drives consumption in this large category. The presence of multiple players, national as well as regional makes it a highly competitive category. Restricted out-of-home movement during covid has impacted the category growth in last few years. Changing consumer preferences, from unorganised or local to branded products provides a significant opportunity for growth in this category for national players like your Company. Further, it is anticipated that snacks with health & wellness promise will grow faster in the post-covid environment. International Business International Business for your Company is primarily focused on Middle East, Americas, Africa, Asia Pacific and SAARC. The presence of large local and international players in these geographies makes the business environment very competitive. There has been an accelerated growth of E-commerce channels especially in GCC, Americas and emerging markets. (B) BUSINESS STRATEGY BAKERY BUSINESS Biscuit Continue to drive penetration for large, powerful brands: In an attempt to drive frequency of consumption, your Company?s largest biscuit brand Britannia Good Day launched a new campaign aimed at driving relevance for the brand across different consumer cohorts and at different moments in the day. Milk Bikis also launched a new campaign that illustrated the omnipresence of the brand in the state of Tamil Nadu across dayparts and audience segments. Marie Gold continued its growth march with a differential strategy to win in different market clusters while inspiring women across the country to do more and be more? through its annual My Start Up? property. Launch and scale-up new, unconventional experiences: In its continuous endeavor to provide new experiences to the Indian consumer, your Company launched Biscafe, a thin cracker which is designed as a great accompaniment to coffee. 50 50 Potazos is another experience that?s unconventional and provides the joy of snacking in a potato cracker. NutriChoice launched 3 new products - NutriChoice Seeds, Herbs and Protein Cookies to address the emerging health needs of the post-pandemic Indian consumers. Marketing transformation in the digital era: Right from consumer listening & trendspotting to engineering end-to-end digital consumer experiences, your Company has made large strides, digitally. Britannia Bourbon and Good Day Chocochip launched 360-degree digital experiences for the Gen-Z audience through connected packaging. The health-seeking Indians were offered expert diet planning advice at their fingertips through an easily accessible chatbot created by NutriChoice in collaboration with Ryan Fernando, the expert celebrity nutritionist. Also, Marie Gold created a digital means for women entrepreneurs to receive crowd funding for their business ventures from consumers of Tamil Nadu. Cake Your Company continues to expand its portfolio to ensure competitive play across all relevant categories. While adding premium innovations and evaluating new-to-India formats, your Company will continue to strengthen its core portfolio of slice cake. Rusk Your Company has renovated its product recipe and also upgraded its manufacturing capability to continue offering superior taste and quality products at competitive prices to consumers. This will help your Company to further strengthen its consumer base and gain share in this category. Bread Your Company has increased its share in the healthier bread portfolio this year and has added many innovative products to the portfolio like Olive Sub and Panini. Your Company will continue to enhance its manufacturing capabilities to make these products available across relevant markets. Your Company continues to invest in improving its distribution infrastructure and maintains strong position in emerging distribution channels like E-commerce. DAIRY BUSINESS Product & Innovation: Your Company?s strategy is to continue its focus on the core brands as well as build a portfolio to cater to various palates and taste preferences. As part of this strategy, your Company entered into a Joint Venture arrangement with Bel SA, renowned French cheese maker, to undertake the development, manufacturing, marketing, distribution, trading and selling etc., of cheese products in India and certain other countries. Your Company also launched premium range of products under Winkin? Cow Brand and invested in aseptic PET drinks technology. Your Company has incubated the fresh business? through the launch of multiple products viz., Probiotic Dahi, Paneer & Fresh Lassi. Your Company entered into the non-dairy beverages? business with the launch of ComeAlive Refresh 100% Coconut Water. Dairy Backend Capabilities: Your Company has started operating its state-of-the-art manufacturing facility at Ranjangaon, which is fully compliant with global standards. It has the infrastructure to function as a multi category dairy plant with capabilities of manufacturing yogurt, ghee, cheddar/processed cheese, skimmed milk powder etc. Milk collection has also been scaled-up to 70,000 litres per day from 3,000 farmers. Growth through Channel Mix: Scaling up availability is key to meeting the business goals and your Company has improved distribution of Cheese and Winkin? Cow products across traditional channels, while developing E-commerce as a pivotal part of its distribution strategy. Your Company has also leveraged Premium Milkshakes portfolio to further build salience in Modern Trade, E-commerce and Premium Channels. ADJACENT BUSINESS Cream Wafers Creme Wafers is one of the fastest growing categories and presents your Company an opportunity to grow substantially in the near future. The consumer acceptance of Treat Creme Wafers accompanied by the launch of Treat Stix has motivated your Company to expand its product range and launch a series of innovations in the market. While your Company continues to focus on front end excellence, robust in- house manufacturing capabilities are also being built up. Centre - Filled Croissants Your Company launched Centre-filled Croissants under the brand Treat? in select geographies & trade channels and saw momentum building in the business. Your Company?s strategy is to build awareness of this category among consumers through brand building and take it to national scale. The business also has an exciting portfolio of products lined up for the coming year to give consumers, a further round of choices of their favourite Croissants. Salted Snacks This is one of the important categories providing an opportunity of growth for your Company. It intends to leverage the brand Time Pass? and achieve a significant position in this category by innovating and providing differentiated products at competitive prices. At the same time, your Company is exploring possible value added products in emerging premium segments. INTERNATIONAL BUSINESS Your Company?s strategy to achieve growth and market share in International Business is to: a. Strengthen brand equity and affinity for its products among the Indian diaspora to retain its competitive edge over other international players; b. Offer new product experiences to existing consumers and ethnicity inspired offerings to recruit other nationalities; c. Establish and grow local operations in fast growing emerging markets through evaluation of available opportunities like contract manufacturing, acquisitions, joint ventures etc; d. Customize its distribution strategy in Middle East North Africa (MENA) markets to address the dynamic business requirements; e. Build on the favorable consumer response and growth potential in the export markets in Americas, Asia and Africa that were developed in the past years by intensifying presence in mainstream & E-commerce channels and opening white space markets. The International Business witnessed good double-digit value growth in GCC and Americas mainly through change in distribution strategy, addition of new markets and innovations. The distribution initiative taken in UAE last year showed a significant improvement in product availability in the market this year. Further, Americas and Asiapac regions delivered consistent performance. As part of its strategy to expand International Business, your Company commenced its local manufacturing operations in Kenya with the aim to cater Eastern Africa region. Egypt saw an upsurge in revenues through local contract manufacturing operations and your Company further aims to scale up the volumes. (C) SEGMENT INFORMATION The primary business segment of your Company is Foods. (D) OUTLOOK Despite apprehensions about global recession, businesses in India are still optimistic on demand conditions. The trajectory of inflation during the coming year would depend on a host of domestic and global factors. The outlook for the food prices and rural growth would depend significantly on climatic factors and adequacy of monsoon rainfall. Milk prices are expected to remain high on account of high input costs and good demand. Prices of other essential inputs like wheat, sugar, edible oil and fuel continue to be subject to high uncertainty. Elowever, it is expected that a good crop would help keep prices in check and strengthen rural demand. The government?s thrust on capital expenditure and private sector manufacturing and service activity should also support income generation and bolster economic activities. Despite the challenges of inflation, commodity volatility and intense competition, your Company expects to continue its good performance on the strength of its resourceful and hardworking employees, strong brands, innovative products, cost efficiency programs and large distribution network. These factors would continue to fuel further growth and expansion during these turbulent times. Your Company?s International Business managed to weather the difficult inflationary environment and expand to new geographies during the year. The efforts at building the Brands through localized consumer connect programs, premiumization and differentiation are yielding positive outcomes in International markets. With more initiatives aimed at capitalizing your Company?s differentiated portfolios to grow in existing and emerging markets, the outlook for the International Business remains bright in the coming years. (E) OPPORTUNITIES AND THREATS BAKERY BUSINESS Biscuit Due to high levels of household penetration in biscuit category, the potential for growth in this category is immense. The per capita consumption of biscuits in India continues to lag behind the levels seen in developed countries. The possibilities for increasing consumption through innovative, healthy and superior offerings in this category are numerous, which augurs well for your Company in view of the established brands and capabilities. The immediate threat in this category is from the sustained inflation in commodity prices and increasing competition. Cake This category is still not as well penetrated as biscuit category and there exists a significant opportunity to expand market share through innovative value added products. High commodity inflation and concentration of innovation at entry level price points remains a primary challenge for the category. Rusk This category holds enormous promise and offers opportunities for growth to companies with national presence, due to its fragmented and unorganized nature. The consumer base can be further expanded by offering differentiated products of superior quality at attractive prices. The possibility of reduced consumption and consumer preference for local players in an inflationary environment is a major threat to this category. Bread There are significant opportunities to grow in this category by offering healthy and value added products and expanding in newer geographies. There has been significant consolidation within the category over the last couple of years. However, increasing competition and continued inflation in key commodities pose challenges to the Company?s business. DAIRY BUSINESS This category is expanding with the addition of value added products to meet changing consumer needs and experiences. There is immense potential to leverage technology scale and reach to achieve rapid growth in this industry. The dairy business also has a significant role in furthering your Company?s long term quest to develop sustainable businesses. The dependencies in milk procurement and manufacturing through co-packers continues to be the major challenge for your Company in this category. To address this, your Company has been leveraging technology through an app to monitor procurement, secure quality and productivity while curbing dependency on co-packers by commissioning a state-of-the-art Dairy Manufacturing facility in Ranjangaon, Maharashtra. The continuous increase in milk prices as well as the increasing trend in input prices such as labour and raw material also pose major challenges to this business. ADJACENT BUSINESS Cream Wafers There is tremendous opportunity for growth in this category due to its fragmented nature, low category penetration and few large competitors. However, competition is also intense with launch of many differentiated and premium products at competitive price points by new entrants from National and International markets. These developments could affect your Company?s efforts at category expansion. Centre - Filled Croissants The opportunity in this segment would be to play the leadership role by pioneering an entirely new category within the domestic market by scaling up the business nationally. The new category creation challenge is of spreading awareness & persuading consumers to try the new product. Making Croissant an everyday choice continues to pose hurdles for your Company?s growth in this segment. Salted Snacks The mass salted snacks segment witnesses intense competition among leading national and regional players. The established players invest disproportionately in trade incentives, consumer promotions/discounts and advertising to gain market share thereby posing a significant challenge to growth. However, these measures tend to facilitate category expansion in packaged/branded snacks. The Company perceives significant opportunities for growth by leveraging its established brands like Time Pass and innovation in the emerging premium segments. INTERNATIONAL BUSINESS International business is fraught with challenges such as middle east oil price shocks, geo-political conflicts, exodus of expatriates, localisation of work force, changes in tariff barriers, exchange rate fluctuations etc. There is an increased emphasis on locally manufactured products in emerging economies. (F) RISKS AND CONCERNS The global economy is becoming uncertain due to turmoil in financial markets, geo-political tensions, persistently high inflation and recessionary trends. These factors along with tight global financial conditions, protectionist trade policies and climatic changes due to global warming pose significant risks to growth. While the Indian economy has exhibited remarkable resilience and growth so far, it may not be immune to a protracted global slowdown or recession in advanced economies. Interest rate increase and tight money market conditions are expected to moderate the rate of growth in India. Any shortfall in monsoons due to onset of El Nino? conditions as forecasted, would also have a higher impact on rural consumption and the Indian economy as a whole. Availability and prices of input materials like wheat, sugar, milk and edible oil could be affected, thereby posing severe risks to the business growth. Your Company?s continued performance and growth would depend largely on the effective management of commodity inflation and volume growth while managing price increases in a subdued demand environment. Consumer sensitivity to price increases in packaged food products, migration to low cost products, intense competition, lower purchasing power and changing consumer preferences could pose challenges to your Company?s future growth prospects. (G) FINANCIAL AND OPERATIONAL PERFORMANCE The key highlights of the standalone financials are: (Rs in Crores) Particulars 2022-23 2021-22 Revenue from Operations 15,618.42 13,371.62 Profit after Tax 2,139.30 1,603.19 (H) SIGNIFICANT FINANCIAL RATIOS The significant financial ratios are given below: Particulars 2022-23 2021-22 Net Profit Margin % 13.5 11.7 Operating Profit % 16.3 14.4 Margin Debtors Turnover Times 56.8 57.6 Ratio Stock Turnover Ratio Times 40.4 43.7 Debt Equity Ratio % 83.7 90.7 Current Ratio Times 1.1 0.9 Interest Service Times 17.9 17.1 Coverage Ratio Return on Net Worth* % 76.6 56.0 *The change in Return on Net Worth compared to the previous financial year is 37%, basis change in profit and shareholders? funds. (I) INTERNAL CONTROL SYSTEMS AND ADEQUACY Your Company?s Internal Control Systems are commensurate with the nature, size and complexity of its business. The Directors have laid down internal financial controls to be followed by your Company and such policies and procedures have been adopted for ensuring the orderly and efficient conduct of business, adherence to Company?s policies, safeguarding of assets, prevention and detection of frauds and errors, accuracy and completeness of accounting records and timely preparation of reliable financial information. An independent firm carries out the internal audit of your Company and reports its findings to the Audit Committee on a regular basis. Internal Audit provides assurance on functioning and quality of internal controls along with the adequacy and effectiveness through periodic reporting. Internal Risk and Control function also evaluates organizational risk along with the controls required for mitigating those risks. Your Company has a Code of Business Conduct for all employees and a clearly articulated and internalized delegation of financial authority. These authority levels are periodically reviewed by Management and modifications, if any, are submitted to the Audit Committee and the Board for approval. Your Company also takes prompt action on any violations of the Code of Business Conduct by its employees. During the year under review, the Internal Financial Control (IFC) Audit was carried out by the Statutory Auditors, the Report of which is forming part of the Annual Report. 0) HUMAN RESOURCES AND INDUSTRIAL RELATIONS Your Company is committed to create an enabling corporate environment that fosters belongingness, innovation and ownership through its EVP pillars of InviTING, IgniTING, CreaTING and RespecTING. Your Company also received several awards which highlights its dedication to put employees at the forefront and create a culture that encourages and nurtures their growth. Kincentric Best Employer 2022 Your Company has been awarded the Best Employer 2022? (consecutive 4th year in a row) as per the Kincentric Best Employer Study, India (2022) thereby recognizing your Company as one of the top 15 best employers in the country. The study was a combination of the engagement sentiment of colleagues in the organization as well as an audit of policies and best practices. Kincentric Best Employer?s Club 2023 Your Company is one of the top 10 companies in India to be featured in the Kincentric Best Employer?s Club 2023 for its consistent performance as the employer of choice. The Economic Times Best Organisations for Women Conclave Your Company has won the The Economic Times Best Organisations for Women Conclave?, powered by FEMINA. This award spotlights and honour businesses that have shown a commitment to advancing diversity and inclusion in corporate India. It celebrates organizations that fosters the best workplace culture for women, empower female employees and are committed to create a gender-equal workplace. Great Manager Awards, 2022 Your Company has been trying to build an eco-space where the best managerial practices are nurtured and recognized on internal and external platforms. Two Managers from your Company were selected as Great Managers among the top 100 Managers in the country by the Great Managers Awards 2022 (organised in partnership with ET and People Business). Your Company was also recognized among the Top 50 Companies With Great Managers. Out of 175 participating Companies, your Organization featured in the Top 50, which is a proud moment and prestigious recognition for Britannia. ffolistic Well-Being Your Company continuously strive towards enhancing the well-being of its employees through initiatives focused on increasing awareness across the 4 pillars of physical, mental, financial & social well-being. Your Company champions Britannia for Britannians? philosophy through its various initiatives. Physical well-being - Sessions focused on recognizing the need for physical activity, preventive medical care through sessions by doctors on various health related topics, medical concierge desk and several fitness related competitions & sports events. Mental well-being - Mindful Monday focused on expert talks/24/7 psychologist on call and employee assistance program to help employees prioritize mental wellness. Financial well-being - Awareness sessions on inheritance, investments, tax planning and filing of returns. Social well-being - Building relationships not just with the employees but also their family members through parenting tips, career guidance programs and summer and winter camps for the children of colleagues, fondly known as Little B Junior and Senior?. As on 31 March 2023, your Company had 4,570 permanent employees. (K) CAUTIONARY STATEMENT Statements in this Management Discussion and Analysis describing the Company?s objectives, expectations or predictions may be forward looking within the meaning of applicable laws and regulations. Actual results could differ materially from those expressed or implied. Important factors that could make a difference to your Company?s operations include raw material availability and prices, cyclical demand and pricing in the Company?s principal markets, competitive actions, disruptions caused by pandemic and natural calamities, changes in government regulations, tax regimes, economic developments in India and in countries in which the Company conduct its business and other incidental factors.
1222	dbpedia	1	56	https://www.thehindubusinessline.com/stocks/britannia-industries-ltd/	en	Britannia Industries Ltd Share/Stock Price Live Today	https://www.thehindubusi…ges/og-image.png	https://www.thehindubusi…ges/og-image.png	[ "https://sb.scorecardresearch.com/p?c1=2&c2=123456&cs_ucfr=1&cv=2.0&cj=1", "https://assetsbl.thehindubusinessline.com/theme/images/bl-online/logo.svg", "https://assetsbl.thehindubusinessline.com/theme/images/bl-online/1x1_spacer.png", "https://assetsbl.thehindubusinessline.com/theme/images/bl-online/1x1_space...	[]	[]	[ "" ]	null	[]	null	Britannia Industries Ltd Share Price - Find the latest news updates, announcements & stock analysis for Britannia Industries Ltd, including market cap, share holding pattern, balance sheet, profit & loss, quarterly/annual results.	en	https://www.thehindubusinessline.com/favicon.ico	BusinessLine	https://www.thehindubusinessline.com/stocks/britannia-industries-ltd/	BACK TO TOP
1222	dbpedia	2	8	https://m.economictimes.com/industry/cons-products/fmcg/pandemic-brought-significant-shifts-in-consumer-preferences-says-britannia-industries/articleshow/86002872.cms	en	Pandemic brought significant shifts in consumer preferences, says Britannia Industries	https://img.etimg.com/th…ctimes/photo.jpg	https://img.etimg.com/th…ctimes/photo.jpg	[ "https://img.etimg.com/photo/msid-76920425,quality-100/et-logo.jpg", "https://img.etimg.com/photo/104857408.cms", "https://img.etimg.com/thumb/msid-86002898,width-300,height-225,imgsize-126054,resizemode-75/britannia-industries.jpg", "https://img.etimg.com/thumb/msid-85893248,width-100,height-75,imgsize-60004...	[]	[]	[ "Britannia Industries", "Pandemic", "consumer preferences", "FMCG Major", "Branding" ]	null	[]	2021-09-07T13:56:00+05:30	The company is well placed to sustain growth and is confident of addressing the evolving situation with its wide distribution network, intrinsic brand strengths, innovation and technology capabilities and cost efficiency programmes, it said in its latest annual report.	en	https://economictimes.indiatimes.com/icons/etfavicon.ico	The Economic Times	https://m.economictimes.com/industry/cons-products/fmcg/pandemic-brought-significant-shifts-in-consumer-preferences-says-britannia-industries/articleshow/86002872.cms	Synopsis The company is well placed to sustain growth and is confident of addressing the evolving situation with its wide distribution network, intrinsic brand strengths, innovation and technology capabilities and cost efficiency programmes, it said in its latest annual report. The pandemic has brought significant shifts in consumer preferences and behaviours, including the growth of online business channels, which are likely to strengthen and present new opportunities for food business in future, according to Britannia Industries. The company is well placed to sustain growth and is confident of addressing the evolving situation with its wide distribution network, intrinsic brand strengths, innovation and technology capabilities and cost efficiency programmes, it said in its latest annual report. "Significant shifts in consumer preferences and behaviours, growth of online business channels and higher demand for staples and value products are some of the changes brought about by the pandemic. These trends are likely to strengthen and present new opportunities for the food business in future," the company said. According to Britannia, it foresees opportunities to scale up its dairy business by leveraging product innovation and accelerating the growth of value-added products into the segment. The company is going for expansion of distribution for the dairy portfolio, growth of e-commerce & digital subscription platforms and culinary experimentation at home with categories like cheese due to the lockdown. In the segment, Britannia sees quality milk procurement and infrastructure improvement, including cold chain, as the primary growth challenges. You Might Also Like: Tata Consumer Products rolls out new branding for Tata Soulfull range "To address these challenges, your company has been continuously investing in farmer connect programmes, scaling up milk procurement capabilities, ensuring consistency in quality of raw material and strengthening cold chain distribution," it said. While talking about the biscuit segment, Britannia said India continues to provide significant opportunities for growth as the per capita consumption is much lower than that of developed countries. "High levels of household penetration (above 90 per cent) augurs well for an increase in consumption. There is potential to spur consumption growth through innovative, healthy and premium products," the annual report said. In the cake segment, Britannia said its immediate strategic priorities are to strengthen and scale up innovation, renovate and make the base cake segment more premium and in new-to-market formats with affordable prices. "There are opportunities for growth through the launch of innovative products at different price points and expansion in rural markets," said Britannia Industries. In rusk, Britannia's strategy is to grow by investing in technology, renovate existing portfolio and expand the category with new varieties at affordable price points. "These measures are intended to attain segment leadership by understanding consumer preferences and meeting their expectations," it said. While talking about bread, Britannia said it has continued to grow and strengthen its leadership in the Health Segment with superior and differentiated products like 'atta' pizza, multigrain and cheese garlic bread, etc. The category is evolving rapidly due to entry of new players and market consolidation, it added. "With the entry of significant competitors and signs of consolidation in this space, your company has renewed its focus on further diversification of portfolio, strengthening manufacturing capability, expansion into new markets and e-commerce as well as Brand building through launch of refreshed packaging and relevant products," it said. In the international business, Britannia's strategy is to achieve growth and market share by increasing presence among the Indian diaspora, develop new products to recruit local ethnic clusters and establish local operations in fast growing emerging markets like contract manufacturing, acquisitions, joint ventures etc. "The Export markets in Americas, Asia and Africa that were developed in previous years shows promising growth potential and the company is focused on mainstream channel expansion and opening more white space markets, in these geographies," it said. For the financial year ended March 31, 2021, Britannia Industries' consolidated sales were at Rs 12,883.04 crore, up 12.6 per cent as against Rs 11,443.99 crore in the previous year. (You can now subscribe to our Economic Times WhatsApp channel) (Catch all the Business News, Breaking News, Budget 2024 Events and Latest News Updates on The Economic Times.) Subscribe to The Economic Times Prime and read the ET ePaper online. ...moreless (You can now subscribe to our Economic Times WhatsApp channel) (Catch all the Business News, Breaking News, Budget 2024 Events and Latest News Updates on The Economic Times.) Subscribe to The Economic Times Prime and read the ET ePaper online. ...moreless 3 key things Nirmala Sitharaman can do to restore Buddha’s legacy, draw global tourists Why a new Sebi paper is making options traders sweat Spotted a flying saucer? Don’t fret, it’s just doing an e-com delivery. For multiplex operators like PVR Inox, Cinepolis, is it interval or curtains? Three reasons why Tata Motors has taken a contrarian view on hybrids Two things that froze a gold smuggling route 1 2 3
1222	dbpedia	1	57	https://www.cnbc.com/quotes/BRITANNIA-IN%26__SOURCE%3DOTS	en	IN&__SOURCE=OTS: Britannia Industries Ltd	https://sc.cnbcfm.com/ap…04&w=1920&h=1080	https://sc.cnbcfm.com/ap…04&w=1920&h=1080	[ "https://static-redesign.cnbcfm.com/dist/7821ea3cb72f88388591.svg", "https://static-redesign.cnbcfm.com/dist/2469ed0a9a4cafdf055e.svg", "https://static-redesign.cnbcfm.com/dist/2469ed0a9a4cafdf055e.svg", "https://static-redesign.cnbcfm.com/dist/e20a86c8296962374986.svg", "https://static-redesign.cnbcfm.com/...	[]	[]	[ "Britannia Industries Ltd", "BRITANNIA-IN&__SOURCE=OTS", "STOCK markets", "CNBC" ]	null	[ "www.facebook.com" ]	null	Get Britannia Industries Ltd (BRITANNIA-IN&__SOURCE=OTS:National Stock Exchange of India) real-time stock quotes, news, price and financial information from CNBC.	en	https://sc.cnbcfm.com/applications/cnbc.com/staticcontent/img/favicon.ico	CNBC	https://www.cnbc.com/quotes/BRITANNIA-IN&__SOURCE=OTS
1222	dbpedia	2	43	https://www.cliffsnotes.com/study-notes/15866079	en				[]	[]	[]	[ "" ]	null	[]	null					null
1222	dbpedia	2	14	https://www.business-standard.com/topic/britannia-industries	en	Britannia Industries: Latest News Headlines, Videos and Photo Galleries on Britannia Industries	https://www.business-sta…dard_685x385.jpg	https://www.business-sta…dard_685x385.jpg	[ "https://bsmedia.business-standard.com/include/_mod/site/html5/images/business-standard-logo.png", "https://www.business-standard.com/assets/web-assets/images/logo-bs.webp", "https://bsmedia.business-standard.com/_media/bs/img/article/2024-08/06/full/1722964294-0171.jpg?im=FeatureCrop,size=(328,185)", "https:...	[]	[]	[ "Britannia Industries", "Britannia Industries news articles", "Britannia Industries stories", "Britannia Industries News", "Britannia Industries Photos", "Britannia Industries Headlines", "Britannia Industries news headlines", "Business Standard" ]	null	[ "Business Standard" ]	null	Britannia Industries - Read all the latest news headline updates on Britannia Industries. Get all the Britannia Industries breaking news updates, videos, photostories and more at Business Standard.	en	https://www.business-standard.com/favicon.ico		https://www.business-standard.com/topic/britannia-industries	All permanent workers of Britannia's Kolkata unit take voluntary retirement FMCG major Britannia Industries Ltd said all permanent workers at its Taratala factory in Kolkata have accepted the voluntary retirement scheme (VRS). Despite this significant workforce change, a company official claimed that there would be no material impact on the business operations of Britannia Industries. However, according to senior CITU leader Gautam Ray, production has been stopped at the plant. "There has been no production at the Taratala plant for over 20 days. All 122 permanent employees have accepted VRS, and negotiations are ongoing for 250 contractual workers," said senior CITU leader Gautam Ray. Britannia did not respond to PTI's queries on stopping the production. The Taratala plant, one of Britannia's oldest biscuit manufacturing units, has been operational for over seven decades. According to sources, the Britannia management offered Rs 13 lakh to employees with up to 5 years and 11 months of remaining job tenure, Rs 18.5 lakh for employees with 6 to 10 years o Britannia Q2 net profit rises 20% to Rs 587 cr, sales flat at Rs 4,370.5 cr Bakery food company Britannia Industries Ltd on Wednesday reported a 19.55 per cent increase in consolidated net profit at Rs 586.50 crore in the second quarter ended September 2023 due to softening commodity prices. The company had posted a net profit of Rs 490.58 crore in the July-September quarter a year ago, Britannia Industries said in a BSE filing. Its net sales were marginally up to Rs 4,370.47 crore during the quarter under review as against Rs 4,337.59 crore in the year-ago period. Its revenue from operations in the September quarter was at Rs 4,432.88 crore, up 1.21 per cent. "While the sales growth over last year is 1 per cent, the 24-month growth is 23 per cent," said an earnings statement from Britannia Industries. Total expenses of Britannia Industries, which owns popular brands such as Good Day, Tiger, NutriChoice, Milk Bikis, and Marie Gold, was down 2.33 per cent to Rs 3,685.56 crore. Executive Vice-Chairman and Managing Director Varun Berry said: "We delivered a
1222	dbpedia	0	76	https://m.economictimes.com/markets/stocks/news/britannia-industries-shares-jump-over-9-after-q4-results-what-should-investors-do/articleshow/109876691.cms	en	Britannia Industries shares jump over 9% after Q4 results. What should investors do?	https://img.etimg.com/th…arkets/photo.jpg	https://img.etimg.com/th…arkets/photo.jpg	[ "https://img.etimg.com/photo/msid-76920425,quality-100/et-logo.jpg", "https://img.etimg.com/photo/msid-76920540,quality-100/et-markets-logo.jpg", "https://img.etimg.com/photo/104857408.cms", "https://img.etimg.com/thumb/msid-109876681,width-210,height-158,imgsize-15938,resizemode-75/britannia-industries-share...	[]	[]	[ "britannia industries share price", "Britannia Industries", "britannia industries", "Q4 Results", "Cons PAT", "dividend", "revenue", "net profit", "operating profit", "Varun Berry", "FMCG major", "market share", "britannia industries", "investors", "revenue", "earnings" ]	null	[ "Navdeep Singh" ]	2024-05-06T12:18:00+05:30	For the year ended March 31, 2024, the consolidated revenue stood at Rs 16,546 crore up by 3.5% over the previous year and the operating profit stood at Rs 2,869 crore growing by 10.1%, which was 17.3% of the sales.	en	https://economictimes.indiatimes.com/icons/etfavicon.ico	The Economic Times	https://m.economictimes.com/markets/stocks/news/britannia-industries-shares-jump-over-9-after-q4-results-what-should-investors-do/articleshow/109876691.cms	Synopsis For the year ended March 31, 2024, the consolidated revenue stood at Rs 16,546 crore up by 3.5% over the previous year and the operating profit stood at Rs 2,869 crore growing by 10.1%, which was 17.3% of the sales. Shares of Britannia Industries rallied 9.4% to Rs 5,193.6 in Monday's trade on BSE despite the FMCG major reporting a 3.6% year-on-year (YoY) decline in net profit to Rs 538.3 crore in Q4 of FY24. On a sequential basis, the net profit saw a decline of 3.2% over Rs 556.39 crore reported in Q3FY24. The revenue stood at Rs 4,126.70, down by 4.2% versus Rs 4,306.89 crore in Q3FY24. For the year ended March 31, 2024, the consolidated revenue stood at Rs 16,546 crore up by 3.5% over the previous year and the operating profit stood at Rs 2,869 crore growing by 10.1%, which was 17.3% of the sales. Following the Q4 results, global brokerage firm JPMorgan maintained a 'Neutral' rating on Britannia Industries with a target price of Rs 5,260. The Q4 numbers were in line with estimates, it said. "The company delivered subdued revenue growth weighed down by pricing actions. However, the key positive was progressively improving market share," the brokerage firm said. The global investment bank sees downside risk to its earnings estimates post the Q4 print. Meanwhile, Nuvama maintained its Hold rating on Britannia with a target price of Rs 5,395. Nuvama said, "Rural demand which has been a laggard for the FMCG industry is expected to revive in FY25 on the onset of a likely strong monsoon. We expect Britannia to be a beneficiary of this revival. Further, a good wheat crop output will aid margins." Commenting on the results Varun Berry, vice-chairman & managing director called the company's performance as resilience and competitive in a tepid consumption scenario. "Over the past 24 months, we have achieved a strong 19% growth in revenue, accompanied by a notable 43% increase in operating profit. Our market share rebounded as the year progressed as a result of strategic pricing actions to maintain competitiveness and intensified investments in brands, supported by distribution expansion," Berry said. The company expanded its distribution network, reaching approximately 27.9 lakh outlets directly and added around 2,000 rural distributors over the past year. On cost and profitability fronts, Berry said the company would stay vigilant of the commodity prices and evolving geopolitical landscape. "Our Cost Efficiency Program continues to yield operational savings of 2% of revenues, ensuring healthy operating margins," the VC & MD said. The company incurred expenses of Rs 3,388.28 crore in the reported quarter, which was up nearly 2% from Rs 3,322.48 crore reported in Q4FY23. On a sequential basis, it managed to trim its expenses by 4.4% over Rs 3,544.42 crore incurred in Q3FY24. The company's board has recommended a final dividend of Rs 73.5 per share for the financial year ended March 31, 2024. (Disclaimer: Recommendations, suggestions, views and opinions given by the experts are their own. These do not represent the views of Economic Times) (You can now subscribe to our ETMarkets WhatsApp channel) (What's moving Sensex and Nifty Track latest market news, stock tips, Budget 2024 and expert advice, on ETMarkets. Also, ETMarkets.com is now on Telegram. For fastest news alerts on financial markets, investment strategies and stocks alerts, subscribe to our Telegram feeds .) Subscribe to The Economic Times Prime and read the Economic Times ePaper Online.and Sensex Today. Top Trending Stocks: SBI Share Price, Axis Bank Share Price, HDFC Bank Share Price, Infosys Share Price, Wipro Share Price, NTPC Share Price ...moreless (You can now subscribe to our ETMarkets WhatsApp channel) (What's moving Sensex and Nifty Track latest market news, stock tips, Budget 2024 and expert advice, on ETMarkets. Also, ETMarkets.com is now on Telegram. For fastest news alerts on financial markets, investment strategies and stocks alerts, subscribe to our Telegram feeds .) Subscribe to The Economic Times Prime and read the Economic Times ePaper Online.and Sensex Today. Top Trending Stocks: SBI Share Price, Axis Bank Share Price, HDFC Bank Share Price, Infosys Share Price, Wipro Share Price, NTPC Share Price ...moreless Indian car buyers are holding their horses on EVs and buying this instead Not TCS. Not HDFC. 3 stocks that beat all benchmarks and peers in the last 20 years. Will your texts be delivered on September 1? Mpox virus is back. Is vaccine maker Serum Institute ready? Why India must remain vigilant of the risks when permitting Chinese FDI When earnings growth falls to 14-quarter low, you can't predict but can prepare 1 2 3
1222	dbpedia	3	23	https://en.wikipedia.org/wiki/England	en	Wikipedia	https://upload.wikimedia…_England.svg.png	https://upload.wikimedia…_England.svg.png	[ "https://en.wikipedia.org/static/images/icons/wikipedia.png", "https://en.wikipedia.org/static/images/mobile/copyright/wikipedia-wordmark-en.svg", "https://en.wikipedia.org/static/images/mobile/copyright/wikipedia-tagline-en.svg", "https://upload.wikimedia.org/wikipedia/en/thumb/9/94/Symbol_support_vote.svg/1...	[]	[]	[ "" ]	null	[ "Contributors to Wikimedia projects" ]	2001-10-17T10:00:34+00:00		en	/static/apple-touch/wikipedia.png		https://en.wikipedia.org/wiki/England	Country within the United Kingdom For other uses, see England (disambiguation). England is a country that is part of the United Kingdom.[6] It is located on the island of Great Britain, of which it covers approximately 62%, and over 100 smaller adjacent islands. It has land borders with Scotland to the north and Wales to the west, and is otherwise surrounded by the North Sea to the east, the English Channel to the south, the Celtic Sea to the south-west, and the Irish Sea to the west. Continental Europe lies to the south-east, and Ireland to the west. At the 2021 census, the population was 56,490,048.[1] London is both the largest city and the capital. The area now called England was first inhabited by modern humans during the Upper Paleolithic. It takes its name from the Angles, a Germanic tribe who settled during the 5th and 6th centuries. England became a unified state in the 10th century and has had a significant cultural and legal impact on the wider world since the Age of Discovery, which began during the 15th century.[7] The Kingdom of England, which included Wales after 1535, ceased to be a separate sovereign state on 1 May 1707, when the Acts of Union brought into effect a political union with the Kingdom of Scotland that created the Kingdom of Great Britain.[8] England is the origin of the English language, the English legal system (which served as the basis for the common law systems of many other countries), association football, and the Anglican branch of Christianity; its parliamentary system of government has been widely adopted by other nations.[9] The Industrial Revolution began in 18th-century England, transforming its society into the world's first industrialised nation.[10] England is home to the two oldest universities in the English-speaking world: the University of Oxford, founded in 1096, and the University of Cambridge, founded in 1209. Both universities are ranked among the most prestigious in the world.[11][12] England's terrain chiefly consists of low hills and plains, especially in the centre and south. Upland and mountainous terrain is mostly found in the north and west, including Dartmoor, the Lake District, the Pennines, and the Shropshire Hills. The country's capital is London, the metropolitan area of which has a population of 14.2 million as of 2021, representing the United Kingdom's largest metropolitan area. England's population of 56.3 million comprises 84% of the population of the United Kingdom,[13] largely concentrated around London, the South East, and conurbations in the Midlands, the North West, the North East, and Yorkshire, which each developed as major industrial regions during the 19th century.[14] Toponymy See also: Toponymy of England The name "England" is derived from the Old English name Englaland, which means "land of the Angles".[15] The Angles were one of the Germanic tribes that settled in Great Britain during the Early Middle Ages. They came from the Angeln region of what is now the German state of Schleswig-Holstein.[16] The earliest recorded use of the term, as "Engla londe", is in the late-ninth-century translation into Old English of Bede's Ecclesiastical History of the English People. The term was then used to mean "the land inhabited by the English", and it included English people in what is now south-east Scotland but was then part of the English kingdom of Northumbria. The Anglo-Saxon Chronicle recorded that the Domesday Book of 1086 covered the whole of England, meaning the English kingdom, but a few years later the Chronicle stated that King Malcolm III went "out of Scotlande into Lothian in Englaland", thus using it in the more ancient sense. The earliest attested reference to the Angles occurs in the 1st-century work by Tacitus, Germania, in which the Latin word Anglii is used.[18] The etymology of the tribal name itself is disputed by scholars; it has been suggested that it derives from the shape of the Angeln peninsula, an angular shape.[19] How and why a term derived from the name of a tribe that was less significant than others, such as the Saxons, came to be used for the entire country is not known, but it seems this is related to the custom of calling the Germanic people in Britain Angli Saxones or English Saxons to distinguish them from continental Saxons (Eald-Seaxe) of Old Saxony in Germany.[20] In Scottish Gaelic, the Saxon tribe gave their name to the word for England (Sasunn);[21] similarly, the Welsh name for the English language is "Saesneg". A romantic name for England is Loegria, related to the Welsh word for England, Lloegr, and made popular by its use in Arthurian legend. Albion is also applied to England in a more poetic capacity,[22] though its original meaning is the island of Britain as a whole. History Main article: History of England For a chronological guide, see Timeline of English history. Prehistory Main article: Prehistoric Britain The earliest known evidence of human presence in the area now known as England was that of Homo antecessor, dating to approximately 780,000 years ago. The oldest proto-human bones discovered in England date from 500,000 years ago.[23] Modern humans are known to have inhabited the area during the Upper Paleolithic period, though permanent settlements were only established within the last 6,000 years.[24] After the last ice age only large mammals such as mammoths, bison and woolly rhinoceros remained. Roughly 11,000 years ago, when the ice sheets began to recede, humans repopulated the area; genetic research suggests they came from the northern part of the Iberian Peninsula. The sea level was lower than the present day and Britain was connected by land bridge to Ireland and Eurasia.[26] As the seas rose, it was separated from Ireland 10,000 years ago and from Eurasia two millennia later. The Beaker culture arrived around 2,500 BC, introducing drinking and food vessels constructed from clay, as well as vessels used as reduction pots to smelt copper ores.[27] It was during this time that major Neolithic monuments such as Stonehenge (phase III) and Avebury were constructed. By heating together tin and copper, which were in abundance in the area, the Beaker culture people made bronze, and later iron from iron ores. The development of iron smelting allowed the construction of better ploughs, advancing agriculture (for instance, with Celtic fields), as well as the production of more effective weapons.[28] During the Iron Age, Celtic culture, deriving from the Hallstatt and La Tène cultures, arrived from Central Europe. Brythonic was the spoken language during this time. Society was tribal; according to Ptolemy's Geographia there were around 20 tribes in the area. Like other regions on the edge of the Empire, Britain had long enjoyed trading links with the Romans. Julius Caesar of the Roman Republic attempted to invade twice in 55 BC; although largely unsuccessful, he managed to set up a client king from the Trinovantes. Ancient history The Romans invaded Britain in 43 AD during the reign of Emperor Claudius, subsequently conquering much of Britain, and the area was incorporated into the Roman Empire as Britannia province.[29] The best-known of the native tribes who attempted to resist were the Catuvellauni led by Caratacus. Later, an uprising led by Boudica, Queen of the Iceni, ended with Boudica's suicide following her defeat at the Battle of Watling Street.[30] The author of one study of Roman Britain suggested that from 43 AD to 84 AD, the Roman invaders killed somewhere between 100,000 and 250,000 people from a population of perhaps 2,000,000.[31] This era saw a Greco-Roman culture prevail with the introduction of Roman law, Roman architecture, aqueducts, sewers, many agricultural items and silk.[32] In the 3rd century, Emperor Septimius Severus died at Eboracum (now York), where Constantine was subsequently proclaimed emperor a century later. There is debate about when Christianity was first introduced; it was no later than the 4th century, probably much earlier. According to Bede, missionaries were sent from Rome by Eleutherius at the request of the chieftain Lucius of Britain in 180 AD, to settle differences as to Eastern and Western ceremonials, which were disturbing the church. There are traditions linked to Glastonbury claiming an introduction through Joseph of Arimathea, while others claim through Lucius of Britain. By 410, during the decline of the Roman Empire, Britain was left exposed by the end of Roman rule in Britain and the withdrawal of Roman army units, to defend the frontiers in continental Europe and partake in civil wars.[35] Celtic Christian monastic and missionary movements flourished. This period of Christianity was influenced by ancient Celtic culture in its sensibilities, polity, practices and theology. Local "congregations" were centred in the monastic community and monastic leaders were more like chieftains, as peers, rather than in the more hierarchical system of the Roman-dominated church.[36] Middle Ages Roman military withdrawals left Britain open to invasion by pagan, seafaring warriors from north-western continental Europe, chiefly the Saxons, Angles, Jutes and Frisians who had long raided the coasts of the Roman province. These groups then began to settle in increasing numbers over the course of the fifth and sixth centuries, initially in the eastern part of the country.[35] Their advance was contained for some decades after the Britons' victory at the Battle of Mount Badon, but subsequently resumed, overrunning the fertile lowlands of Britain and reducing the area under Brittonic control to a series of separate enclaves in the more rugged country to the west by the end of the 6th century. Contemporary texts describing this period are extremely scarce, giving rise to its description as a Dark Age. Details of the Anglo-Saxon settlement of Britain are consequently subject to considerable disagreement; the emerging consensus is that it occurred on a large scale in the south and east but was less substantial to the north and west, where Celtic languages continued to be spoken even in areas under Anglo-Saxon control.[37][38] Roman-dominated Christianity had, in general, been replaced in the conquered territories by Anglo-Saxon paganism, but was reintroduced by missionaries from Rome led by Augustine from 597.[39] Disputes between the Roman- and Celtic-dominated forms of Christianity ended in victory for the Roman tradition at the Council of Whitby (664), which was ostensibly about tonsures (clerical haircuts) and the date of Easter, but more significantly, about the differences in Roman and Celtic forms of authority, theology, and practice.[36] During the settlement period the lands ruled by the incomers seem to have been fragmented into numerous tribal territories, but by the 7th century, when substantial evidence of the situation again becomes available, these had coalesced into roughly a dozen kingdoms including Northumbria, Mercia, Wessex, East Anglia, Essex, Kent and Sussex. Over the following centuries, this process of political consolidation continued. The 7th century saw a struggle for hegemony between Northumbria and Mercia, which in the 8th century gave way to Mercian preeminence. In the early 9th century Mercia was displaced as the foremost kingdom by Wessex. Later in that century escalating attacks by the Danes culminated in the conquest of the north and east of England, overthrowing the kingdoms of Northumbria, Mercia and East Anglia. Wessex under Alfred the Great was left as the only surviving English kingdom, and under his successors, it steadily expanded at the expense of the kingdoms of the Danelaw. This brought about the political unification of England, first accomplished under Æthelstan in 927 and definitively established after further conflicts by Eadred in 953. A fresh wave of Scandinavian attacks from the late 10th century ended with the conquest of this united kingdom by Sweyn Forkbeard in 1013 and again by his son Cnut in 1016, turning it into the centre of a short-lived North Sea Empire that also included Denmark and Norway. However, the native royal dynasty was restored with the accession of Edward the Confessor in 1042. A dispute over the succession to Edward led to an unsuccessful Norwegian Invasion in September 1066 close to York in the North, and the successful Norman Conquest in October 1066, accomplished by an army led by Duke William of Normandy invading at Hastings late September 1066.[42] The Normans themselves originated from Scandinavia and had settled in Normandy in the late 9th and early 10th centuries.[43] This conquest led to the almost total dispossession of the English elite and its replacement by a new French-speaking aristocracy, whose speech had a profound and permanent effect on the English language.[44] Subsequently, the House of Plantagenet from Anjou inherited the English throne under Henry II, adding England to the budding Angevin Empire of fiefs the family had inherited in France including Aquitaine.[45] They reigned for three centuries, some noted monarchs being Richard I, Edward I, Edward III and Henry V.[45] The period saw changes in trade and legislation, including the signing of Magna Carta, an English legal charter used to limit the sovereign's powers by law and protect the privileges of freemen. Catholic monasticism flourished, providing philosophers, and the universities of Oxford and Cambridge were founded with royal patronage. The Principality of Wales became a Plantagenet fief during the 13th century[46] and the Lordship of Ireland was given to the English monarchy by the Pope. During the 14th century, the Plantagenets and the House of Valois claimed to be legitimate claimants to the House of Capet and of France; the two powers clashed in the Hundred Years' War. The Black Death epidemic hit England; starting in 1348, it eventually killed up to half of England's inhabitants.[48] Between 1453 and 1487, a civil war known as the War of the Roses waged between the two branches of the royal family, the Yorkists and Lancastrians. Eventually it led to the Yorkists losing the throne entirely to a Welsh noble family the Tudors, a branch of the Lancastrians headed by Henry Tudor who invaded with Welsh and Breton mercenaries, gaining victory at the Battle of Bosworth Field where the Yorkist king Richard III was killed.[50] Early modern period During the Tudor period, England began to develop naval skills, and exploration intensified in the Age of Discovery.[51] Henry VIII broke from communion with the Catholic Church, over issues relating to his divorce, under the Acts of Supremacy in 1534 which proclaimed the monarch head of the Church of England. In contrast with much of European Protestantism, the roots of the split were more political than theological.[d] He also legally incorporated his ancestral land Wales into the Kingdom of England with the 1535–1542 acts. There were internal religious conflicts during the reigns of Henry's daughters, Mary I and Elizabeth I. The former took the country back to Catholicism while the latter broke from it again, forcefully asserting the supremacy of Anglicanism. The Elizabethan era is the epoch in the Tudor age of the reign of Queen Elizabeth I ("the Virgin Queen"). Historians often depict it as the golden age in English history that represented the apogee of the English Renaissance and saw the flowering of great art, drama, poetry, music and literature.[53] England during this period had a centralised, well-organised, and effective government.[54] Competing with Spain, the first English colony in the Americas was founded in 1585 by explorer Walter Raleigh in Virginia and named Roanoke. The Roanoke colony failed and is known as the lost colony after it was found abandoned on the return of the late-arriving supply ship.[55] With the East India Company, England also competed with the Dutch and French in the East. During the Elizabethan period, England was at war with Spain. An armada sailed from Spain in 1588 as part of a wider plan to invade England and re-establish a Catholic monarchy. The plan was thwarted by bad coordination, stormy weather and successful harrying attacks by an English fleet under Lord Howard of Effingham. This failure did not end the threat: Spain launched two further armadas, in 1596 and 1597, but both were driven back by storms. Union with Scotland The political structure of the island changed in 1603, when the King of Scots, James VI, a kingdom which had been a long-time rival to English interests, inherited the throne of England as James I, thereby creating a personal union.[56] He styled himself King of Great Britain, although this had no basis in English law.[57] Under the auspices of James VI and I the Authorised King James Version of the Holy Bible was published in 1611. It was the standard version of the Bible read by most Protestant Christians for four hundred years until modern revisions were produced in the 20th century. Based on conflicting political, religious and social positions, the English Civil War was fought between the supporters of Parliament and those of King Charles I, known colloquially as Roundheads and Cavaliers respectively. This was an interwoven part of the wider multifaceted Wars of the Three Kingdoms, involving Scotland and Ireland. The Parliamentarians were victorious, Charles I was executed and the kingdom replaced by the Commonwealth. Leader of the Parliament forces, Oliver Cromwell declared himself Lord Protector in 1653; a period of personal rule followed.[58] After Cromwell's death and the resignation of his son Richard as Lord Protector, Charles II was invited to return as monarch in 1660, in a move called the Restoration. With the reopening of theatres, fine arts, literature and performing arts flourished throughout the Restoration of the "Merry Monarch" Charles II.[59] After the Glorious Revolution of 1688, it was constitutionally established that King and Parliament should rule together, though Parliament would have the real power. This was established with the Bill of Rights in 1689. Among the statutes set down were that the law could only be made by Parliament and could not be suspended by the King, also that the King could not impose taxes or raise an army without the prior approval of Parliament.[60] Also since that time, no British monarch has entered the House of Commons when it is sitting, which is annually commemorated at the State Opening of Parliament by the British monarch when the doors of the House of Commons are slammed in the face of the monarch's messenger, symbolising the rights of Parliament and its independence from the monarch.[61] With the founding of the Royal Society in 1660, science was greatly encouraged. In 1666 the Great Fire of London gutted the city of London, but it was rebuilt shortly afterward with many significant buildings designed by Sir Christopher Wren.[62] By the mid-to-late 17th century, two political factions had emerged – the Tories and Whigs. Though the Tories initially supported Catholic king James II, some of them, along with the Whigs, during the Revolution of 1688 invited the Dutch Prince William of Orange to defeat James and become the king. Some English people, especially in the north, were Jacobites and continued to support James and his sons. Under the Stuart dynasty England expanded in trade, finance and prosperity. The Royal Navy developed Europe's largest merchant fleet.[63] After the parliaments of England and Scotland agreed,[64] the two countries joined in political union, to create the Kingdom of Great Britain in 1707.[56] To accommodate the union, institutions such as the law and national churches of each remained separate. Late modern and contemporary periods Under the newly formed Kingdom of Great Britain, output from the Royal Society and other English initiatives combined with the Scottish Enlightenment to create innovations in science and engineering, while the enormous growth in British overseas trade protected by the Royal Navy paved the way for the establishment of the British Empire. Domestically it drove the Industrial Revolution, a period of profound change in the socioeconomic and cultural conditions of England, resulting in industrialised agriculture, manufacture, engineering and mining, as well as new and pioneering road, rail and water networks to facilitate their expansion and development.[66] The opening of Northwest England's Bridgewater Canal in 1761 ushered in the canal age in Britain.[67] In 1825 the world's first permanent steam locomotive-hauled passenger railway – the Stockton and Darlington Railway – opened to the public.[67] During the Industrial Revolution, many workers moved from England's countryside to new and expanding urban industrial areas to work in factories, for instance at Birmingham and Manchester,[69] with the latter the world's first industrial city.[70] England maintained relative stability throughout the French Revolution, under George III and William Pitt the Younger. The regency of George IV is noted for its elegance and achievements in the fine arts and architecture.[71] During the Napoleonic Wars, Napoleon planned to invade from the south-east; however, this failed to manifest and the Napoleonic forces were defeated by the British: at sea by Horatio Nelson, and on land by Arthur Wellesley. The major victory at the Battle of Trafalgar confirmed the naval supremacy Britain had established during the course of the eighteenth century.[72] The Napoleonic Wars fostered a concept of Britishness and a united national British people, shared with the English, Scots and Welsh.[73] London became the largest and most populous metropolitan area in the world during the Victorian era, and trade within the British Empire – as well as the standing of the British military and navy – was prestigious.[74] Technologically, this era saw many innovations that proved key to the United Kingdom's power and prosperity.[75] Political agitation at home from radicals such as the Chartists and the suffragettes enabled legislative reform and universal suffrage.[76] Power shifts in east-central Europe led to World War I; hundreds of thousands of English soldiers died fighting for the United Kingdom as part of the Allies.[e] Two decades later, in World War II, the United Kingdom was again one of the Allies. Developments in warfare technology saw many cities damaged by air-raids during the Blitz. Following the war, the British Empire experienced rapid decolonisation, and there was a speeding-up of technological innovations; automobiles became the primary means of transport and Frank Whittle's development of the jet engine led to wider air travel.[78] Residential patterns were altered in England by private motoring, and by the creation of the National Health Service in 1948, providing publicly funded health care to all permanent residents free at the point of need. Combined, these prompted the reform of local government in England in the mid-20th century.[79] Since the 20th century, there has been significant population movement to England, mostly from other parts of the British Isles, but also from the Commonwealth, particularly the Indian subcontinent.[80] Since the 1970s there has been a large move away from manufacturing and an increasing emphasis on the service industry.[81] As part of the United Kingdom, the area joined a common market initiative called the European Economic Community which became the European Union. Since the late 20th century the administration of the United Kingdom has moved towards devolved governance in Scotland, Wales and Northern Ireland.[82] England and Wales continues to exist as a jurisdiction within the United Kingdom.[83] Devolution has stimulated a greater emphasis on a more English-specific identity and patriotism.[84] There is no devolved English government, but an attempt to create a similar system on a sub-regional basis was rejected by referendum.[85] Governance Politics Main article: Politics of England England is part of the United Kingdom, a constitutional monarchy with a parliamentary system.[86] There has not been a government of England since 1707, when the Acts of Union 1707,[87] putting into effect the terms of the Treaty of Union, joined England and Scotland to form the Kingdom of Great Britain.[64] Before the union England was ruled by its monarch and the Parliament of England. Today England is governed directly by the Parliament of the United Kingdom, although other countries of the United Kingdom have devolved governments.[88] In the House of Commons which is the lower house of the British Parliament based at the Palace of Westminster, there are 543 members of parliament (MPs) for constituencies in England, out of the 650 total.[89] England is represented by 347 MPs from the Labour Party, 116 from the Conservative Party, 65 from the Liberal Democrats, five for Reform UK and four for the Green Party of England and Wales. Since devolution, in which other countries of the United Kingdom – Scotland, Wales and Northern Ireland – each have their own parliament for devolved issues, there has been debate about how to counterbalance this in England. Originally it was planned that various regions of England would be devolved, but following the proposal's rejection by the North East in a 2004 referendum, this has not been carried out.[85] Law Main article: English law The English law legal system, developed over the centuries, is the basis of common law[90] legal systems used in most Commonwealth countries[91] and the United States (except Louisiana). Despite now being part of the United Kingdom, the legal system of the Courts of England and Wales continued, under the Treaty of Union, as a separate legal system from the one used in Scotland. The general essence of English law is that it is made by judges sitting in courts, applying their common sense and knowledge of legal precedent – stare decisis – to the facts before them.[92] The court system is headed by the Senior Courts of England and Wales, consisting of the Court of Appeal, the High Court of Justice for civil cases, and the Crown Court for criminal cases.[93] The Supreme Court of the United Kingdom is the highest court for criminal and civil cases in England and Wales. It was created in 2009 after constitutional changes, taking over the judicial functions of the House of Lords.[94] A decision of the Supreme Court is binding on every other court in the hierarchy, which must follow its directions.[95] The Secretary of State for Justice is the minister responsible to Parliament for the judiciary, the court system and prisons and probation in England.[96] Crime increased between 1981 and 1995 but fell by 42% in the period 1995–2006.[97] The prison population doubled over the same period, giving it one of the highest incarceration rates in Western Europe at 147 per 100,000.[98] His Majesty's Prison Service, reporting to the Ministry of Justice, manages most prisons, housing 81,309 prisoners in England and Wales as of September 2022 .[99] Subdivisions Main article: Subdivisions of England The subdivisions of England consist of up to four levels of subnational division, controlled through a variety of types of administrative entities created for the purposes of local government. Outside the London region, England's highest tier is the 48 ceremonial counties.[100] These are used primarily as a geographical frame of reference. Of these, 38 developed gradually since the Middle Ages; these were reformed to 51 in 1974 and to their current number in 1996.[101] Each has a Lord Lieutenant and High Sheriff; these posts are used to represent the British monarch locally.[100] Some counties, such as Herefordshire, are only divided further into civil parishes. The royal county of Berkshire and the metropolitan counties have different types of status to other ceremonial counties.[102] The second tier is made up of combined authorities and the 27 county-tier shire counties. In 1974, all ceremonial counties were two-tier; and with the metropolitan county tier phased out, the 1996 reform separated the ceremonial county and the administrative county tier. England is also divided into local government districts.[103] The district can align to a ceremonial county, or be a district tier within a shire county, be a royal or metropolitan borough, have borough or city status, or be a unitary authority. At the community level, much of England is divided into civil parishes with their own councils; in Greater London only one such parish, Queen's Park, exists as of 2014 after they were abolished in 1965 until legislation allowed their recreation in 2007. London From 1994 until the early 2010s England was divided for a few purposes into regions; a 1998 referendum for the London Region created the London Assembly two years later.[104] A failed 2004 North East England devolution referendum cancelled further regional assembly devolution[85] with the regional structure outside London abolished. Ceremonially and administratively, the region is divided between the City of London and Greater London; these are further divided into the 32 London Boroughs and the 25 Wards of the City of London.[105] Geography Main article: Geography of England Landscape and rivers Geographically, England includes the central and southern two-thirds of the island of Great Britain, plus such offshore islands as the Isle of Wight and the Isles of Scilly. It is bordered by two other countries of the United Kingdom: to the north by Scotland and to the west by Wales. England is closer than any other part of mainland Britain to the European continent. It is separated from France (Hauts-de-France) by a 21-mile (34 km)[106] sea gap, though the two countries are connected by the Channel Tunnel near Folkestone.[107] England also has shores on the Irish Sea, North Sea and Atlantic Ocean. The ports of London, Liverpool, and Newcastle lie on the tidal rivers Thames, Mersey and Tyne respectively. At 220 miles (350 km), the Severn is the longest river flowing through England.[108] It empties into the Bristol Channel and is notable for its Severn Bore (a tidal bore), which can reach 2 metres (6.6 ft) in height.[109] However, the longest river entirely in England is the Thames, which is 215 miles (346 km) in length.[110] There are many lakes in England; the largest is Windermere, within the aptly named Lake District.[111] Most of England's landscape consists of low hills and plains, with upland and mountainous terrain in the north and west of the country. The northern uplands include the Pennines, a chain of uplands dividing east and west, the Lake District mountains in Cumbria, and the Cheviot Hills, straddling the border between England and Scotland. The highest point in England, at 978 metres (3,209 ft), is Scafell Pike in the Lake District.[111] The Shropshire Hills are near Wales while Dartmoor and Exmoor are two upland areas in the south-west of the country. The approximate dividing line between terrain types is often indicated by the Tees–Exe line.[112] The Pennines, known as the "backbone of England", are the oldest range of mountains in the country, originating from the end of the Paleozoic Era around 300 million years ago.[113] Their geological composition includes, among others, sandstone and limestone, and also coal. There are karst landscapes in calcite areas such as parts of Yorkshire and Derbyshire. The Pennine landscape is high moorland in upland areas, indented by fertile valleys of the region's rivers. They contain two national parks, the Yorkshire Dales and the Peak District. In the West Country, Dartmoor and Exmoor of the Southwest Peninsula include upland moorland supported by granite.[114] The English Lowlands are in the central and southern regions of the country, consisting of green rolling hills, including the Cotswold Hills, Chiltern Hills, North and South Downs; where they meet the sea they form white rock exposures such as the cliffs of Dover. This also includes relatively flat plains such as the Salisbury Plain, Somerset Levels, South Coast Plain and The Fens. Climate Main article: Climate of England England has a temperate maritime climate: it is mild with temperatures not much lower than 0 °C (32 °F) in winter and not much higher than 32 °C (90 °F) in summer.[115] The weather is damp relatively frequently and is changeable. The coldest months are January and February, the latter particularly on the English coast, while July is normally the warmest month. Months with mild to warm weather are May, June, September and October.[115] Rainfall is spread fairly evenly throughout the year. Important influences on the climate of England are its proximity to the Atlantic Ocean, its northern latitude and the warming of the sea by the Gulf Stream.[115] Rainfall is higher in the west, and parts of the Lake District receive more rain than anywhere else in the country.[115] Since weather records began, the highest temperature recorded was 40.3 °C (104.5 °F) on 19 July 2022 at Coningsby, Lincolnshire,[116] while the lowest was −26.1 °C (−15.0 °F) on 10 January 1982 in Edgmond, Shropshire.[117] Nature and wildlife Main article: Fauna of England The fauna of England is similar to that of other areas in the British Isles with a wide range of vertebrate and invertebrate life in a diverse range of habitats.[119] National nature reserves in England are designated by Natural England as key places for wildlife and natural features in England. They were established to protect the most significant areas of habitat and of geological formations. NNRs are managed on behalf of the nation, many by Natural England themselves, but also by non-governmental organisations, including the members of The Wildlife Trusts partnership, the National Trust, and the Royal Society for the Protection of Birds. There are 221 NNRs in England covering 110,000 hectares (1,100 square kilometres). Often they contain rare species or nationally important populations of plants and animals.[120] . The Environment Agency is a non-departmental public body, established in 1995 and sponsored by the Department for Environment, Food and Rural Affairs with responsibilities relating to the protection and enhancement of the environment in England.[121] The Secretary of State for Environment, Food and Rural Affairs is the minister responsible for environmental protection, agriculture, fisheries and rural communities in England.[122] England has a temperate oceanic climate in most areas, lacking extremes of cold or heat, but does have a few small areas of subarctic and warmer areas in the South West. Towards the North of England the climate becomes colder and most of England's mountains and high hills are located here and have a major impact on the climate and thus the local fauna of the areas. Deciduous woodlands are common across all of England and provide a great habitat for much of England's wildlife, but these give way in northern and upland areas of England to coniferous forests (mainly plantations) which also benefit certain forms of wildlife. Some species have adapted to the expanded urban environment, particularly the red fox, which is the most successful urban mammal after the brown rat, and other animals such as common wood pigeon, both of which thrive in urban and suburban areas.[124] Major conurbations The Greater London Built-up Area is by far the largest urban area in England[125] and one of the busiest cities in the world. It is considered a global city and has a population larger than any other country in the United Kingdom besides England itself.[125] Other urban areas of considerable size and influence tend to be in northern England or the English Midlands.[125] There are 50 settlements which have designated city status in England, while the wider United Kingdom has 66. While many cities in England are quite large, such as Birmingham, Sheffield, Manchester, Liverpool, Leeds, Newcastle, Bradford, Nottingham, population size is not a prerequisite for city status.[126] Traditionally the status was given to towns with diocesan cathedrals, so there are smaller cities like Wells, Ely, Ripon, Truro and Chichester. Economy Main article: Economy of England England's economy is one of the largest and most dynamic in the world, with an average GDP per capita of £37,852 in 2022.[5] HM Treasury, led by the Chancellor of the Exchequer, is responsible for developing and executing the government's public finance policy and economic policy.[127] Usually regarded as a mixed market economy, it has adopted many free market principles, yet maintains an advanced social welfare infrastructure.[128] The economy of England is the largest part of the UK's economy.[129] England is a leader in the chemical and pharmaceutical sectors and in key technical industries, particularly aerospace, the arms industry, and the software industry. London, home to the London Stock Exchange, the United Kingdom's main stock exchange and the largest in Europe, is England's financial centre, with 100 of Europe's 500 largest corporations being based there.[130] London is the largest financial centre in Europe and as of 2014 is the second largest in the world.[131] London has also been named as the fastest growing technology hub in Europe, with England having over 100 unique tech companies with a value of $1 billion or more.[132][133] The Bank of England, founded in 1694 as private banker to the government of England and a state-owned institution since 1946, is the United Kingdom's central bank.[134] The bank has a monopoly on the issue of banknotes in England and Wales, although not in other parts of the UK. The government has devolved responsibility to the bank's Monetary Policy Committee for managing the monetary policy of the country and setting interest rates.[135] England is highly industrialised, but since the 1970s there has been a decline in traditional heavy and manufacturing industries, and an increasing emphasis on a more service industry oriented economy.[81] Tourism has become a significant industry, attracting millions of visitors to England each year. The export part of the economy is dominated by pharmaceuticals, automotives, crude oil and petroleum from the English parts of North Sea oil along with Wytch Farm, aircraft engines and alcoholic beverages.[136] The creative industries accounted for 7 per cent GVA in 2005 and grew at an average of 6 per cent per annum between 1997 and 2005.[137] Agriculture is intensive, highly mechanised and efficient by European standards, producing 60% of food needs with only 2% of the labour force.[138] Two-thirds of production is devoted to livestock, the remainder to arable crops.[139] The main crops that are grown are wheat, barley, oats, potatoes, and sugar beets. England retains a significant fishing industry. Its fleets bring home a variety of fish, ranging from sole to herring. England is also rich in natural resources including coal, petroleum, natural gas, tin, limestone, iron ore, salt, clay, chalk, gypsum, lead, and silica.[140] Science and technology Prominent English figures from the field of science and mathematics include Sir Isaac Newton, Charles Darwin, Robert Hooke, Alan Turing, Stephen Hawking, Edward Jenner, Francis Crick, Joseph Lister, Joseph Priestley, Thomas Young, Christopher Wren and Richard Dawkins. England was a leading centre of the Scientific Revolution from the 17th century.[141] As the birthplace of the Industrial Revolution, England was home to many significant inventors during the late 18th and early 19th centuries. Famous English engineers include Isambard Kingdom Brunel, best known for the creation of the Great Western Railway, a series of famous steamships, and numerous important bridges, revolutionising public transport and modern-day engineering.[142] Thomas Newcomen's steam engine helped spawn the Industrial Revolution.[143] The Father of Railways, George Stephenson, built the first public inter-city railway line in the world, the Liverpool and Manchester Railway, which opened in 1830. With his role in the marketing and manufacturing of the steam engine, and invention of modern coinage, Matthew Boulton (business partner of James Watt) is regarded as one of the most influential entrepreneurs in history.[144] The physician Edward Jenner's smallpox vaccine is said to have "saved more lives ... than were lost in all the wars of mankind since the beginning of recorded history."[145] Inventions and discoveries of the English include the jet engine; the first industrial spinning machine; the first computer and the first modern computer; the World Wide Web along with HTML; the first successful human blood transfusion; the motorised vacuum cleaner;[146] the lawn mower; the seat belt; the hovercraft; the electric motor; steam engines; and theories such as the Darwinian theory of evolution and atomic theory. Newton developed the ideas of universal gravitation, Newtonian mechanics, and calculus, and Robert Hooke his eponymously named law of elasticity. Other inventions include the iron plate railway, the thermosiphon, tarmac, the rubber band, the mousetrap, "cat's eye" road marker, joint development of the light bulb, steam locomotives, the modern seed drill and many modern techniques and technologies used in precision engineering.[147] The Royal Society, formally The Royal Society of London for Improving Natural Knowledge,[148] is a learned society and the United Kingdom's national academy of sciences. Founded on 28 November 1660,[148] It is the oldest national scientific institution in the world.[149] The Royal Institution of Great Britain was founded in 1799 by leading English scientists, including Henry Cavendish.[150] Some experts claim that the earliest concept of a metric system was invented by John Wilkins in 1668.[151] Scientific research and development remains important in the universities of England, with many establishing science parks to facilitate production and co-operation with industry.[152] Cambridge is the most intensive research cluster for science and technology in the world.[153] In 2022, the UK produced 6.3 per cent of the world's scientific research papers and had a 10.5 per cent share of scientific citations, the third highest in the world (after the United States and China).[154] Scientific journals produced in England include Nature, the British Medical Journal and The Lancet. The Department for Science, Innovation and Technology, Secretary of State for Science, Innovation and Technology, and Minister of State for Science, Research and Innovation has responsibility for science in England.[155] Transport Main article: Transport in England The Department for Transport is the government body responsible for overseeing transport in England. The department is run by the Secretary of State for Transport. England has a dense and modern transportation infrastructure. There are many motorways in England, and many other trunk roads, such as the A1 Great North Road, which runs through eastern England from London to Newcastle[156] (much of this section is motorway) and onward to the Scottish border. The longest motorway in England is the M6, from Rugby through the North West up to the Anglo-Scottish border, a distance of 232 miles (373 km).[156] Other major routes include: the M1 from London to Leeds, the M25 which encircles London, the M60 which encircles Manchester, the M4 from London to South Wales, the M62 from Liverpool via Manchester to East Yorkshire, and the M5 from Birmingham to Bristol and the South West.[156] Bus transport across the country is widespread; major companies include Arriva, FirstGroup, Go-Ahead Group, Mobico Group, Rotala and Stagecoach Group. Bus rapid transit originated in England with the Runcorn Busway opening in 1971.[157][158] The red double-decker buses in London have become a symbol of England. National Cycle Route offers cycling routes nationally. Rail transport in England is the oldest in the world: passenger railways originated in England in 1825.[159] Much of Britain's 10,000 miles (16,000 km) of rail network lies in England, covering the country fairly extensively. There is rail transport access to France and Belgium through an undersea rail link, the Channel Tunnel, which was completed in 1994. Great British Railways is a planned state-owned public body that will oversee rail transport in Great Britain from 2024. The Office of Rail and Road is responsible for the economic and safety regulation of England's railways.[160] Crossrail was Europe's largest construction project with a £15 billion projected cost, opened in 2022.[161] High Speed 2, a new high-speed north–south railway line, is under construction.[162] There is a rapid transit network in two English cities: the London Underground, and the Tyne and Wear Metro in Newcastle upon Tyne, Gateshead and Sunderland.[163] There are several extensive tram networks, such as the Manchester Metrolink, Sheffield Supertram, West Midlands Metro, Nottingham Express Transit, and Tramlink in South London.[163] England also has extensive domestic and international aviation links. The largest airport is Heathrow, which is the world's second busiest airport measured by number of international passengers.[164] By sea there is ferry transport, both local and international, including from Liverpool to Ireland and the Isle of Man, and Hull to the Netherlands and Belgium.[165] There are around 4,400 miles (7,100 km) of navigable waterways in England, half of which is owned by the Canal & River Trust,[165] however, water transport is very limited. The River Thames is the major waterway in England, with imports and exports focused at the Port of Tilbury in the Thames Estuary, one of the United Kingdom's three major ports.[165] Energy Successive governments have outlined numerous commitments to reduce carbon dioxide emissions. Notably, the UK is one of the best sites in Europe for wind energy, and wind power production is its fastest growing supply.[167] Wind power contributed 26.8% of UK electricity generation in 2022.[168] England is home to Hornsea 2, the largest offshore wind farm in the world, situated in waters roughly 89 kilometres off the coast of Yorkshire.[169] The Climate Change Act 2008 was passed in Parliament with an overwhelming majority across political parties. It sets out emission reduction targets that the UK must comply with legally. It represents the first global legally binding climate change mitigation target set by a country.[170] UK government energy policy aims to play a key role in limiting greenhouse gas emissions, while meeting energy demand. Shifting availabilities of resources and development of technologies also change the country's energy mix through changes in costs.[171] The current energy policy is the responsibility of the Department for Energy Security and Net Zero and Secretary of State for Energy Security and Net Zero.[172] The Minister of State for Business, Energy and Clean Growth is responsible for green finance, climate science and innovation, and low carbon generation.[173] In 2022, the United Kingdom was ranked 2 out of 180 countries in the Environmental Performance Index.[174] A law has been passed that UK greenhouse gas emissions will be net zero by 2050.[175] Healthcare Main article: Healthcare in England The National Health Service (NHS), is the publicly funded healthcare system responsible for providing the majority of healthcare in the country. The NHS began on 5 July 1948, putting into effect the provisions of the National Health Service Act 1946. It was based on the findings of the Beveridge Report, prepared by the economist and social reformer, William Beveridge.[176] The NHS is largely funded by general taxation and National Insurance payments;[177] it provides most of its services free at the point of use, although there are charges for some people for eye tests, dental care, prescriptions and aspects of personal care.[178] The government department responsible for the NHS is the Department of Health, under the Secretary of State for Health. Most of the department's expenses are on the NHS—£98.6 billion was spent in 2008–2009.[179] Regulatory bodies such as the General Medical Council and the Nursing and Midwifery Council are organised on a UK-wide basis, as are non-governmental bodies such as the Royal Colleges. The average life expectancy is 77.5 years for males and 81.7 years for females, the highest of the four countries of the United Kingdom.[180] The south of England has a higher life expectancy than the north, but regional differences seem to be slowly narrowing: between 1991–1993 and 2012–2014, life expectancy in the North East increased by 6.0 years and in the North West by 5.8 years.[180] Demography Main article: Demographics of England Population Main article: English people With over 56 million inhabitants, England is by far the most populous country of the United Kingdom, accounting for 84% of the combined total.[3] England taken as a unit and measured against international states would be the 26th largest country by population in the world.[181] The English people are British people.[182] There is an English diaspora in former parts of the British Empire; especially the United States, Canada, Australia, South Africa and New Zealand.[f] Since the late 1990s, many English people have migrated to Spain.[187] Due in particular to the economic prosperity of South East England, it has received many economic migrants from the other parts of the United Kingdom.[182] There has been significant Irish migration.[188] The proportion of ethnically European residents totals at 81.7%,[189] including White British, Germans[190] and Poles,[182] down from 94.1% in 1991.[182] Other people from much further afield in the former British colonies have arrived since the 1950s: in particular, about 7% of people living in England have family origins in the Indian subcontinent, mostly India, Pakistan and Bangladesh.[189][190] About 0.7% are Chinese,[189][190] 0.6% are Arabs.[189] 4.0% of the population are black, from Africa and the Caribbean, especially former British colonies,[189][190] and 2.9% identified as multiracial or mixed.[189] In 2007, 22% of primary school children in England were from ethnic minority families,[191] and in 2011 that figure was 26.5%.[192] About half of the population increase between 1991 and 2001 was due to immigration.[193] England contains one indigenous national minority, the Cornish people, recognised by the UK government under the Framework Convention for the Protection of National Minorities in 2014.[194] Language Language Native speakers (thousands)[195] English 46,937 Polish 529 Punjabi 272 Urdu 266 Bengali 216 Gujarati 212 Arabic 152 French 145 Portuguese 131 Welsh 8 Cornish 0.6 Other 2,267 Population 51,006 English, today widely spoken around the world,[196] originated in what is now England, where it remains the principal tongue. According to a 2011 census, it is spoken well or very well by 98% of the population[197] English language learning and teaching is an important economic activity. There is no legislation mandating an official language for England,[198] but English is the only language used for official business. Despite the country's relatively small size, there are many distinct regional accents. Cornish died out as a community language in the 18th century but is being revived,[199] and is now protected under the European Charter for Regional or Minority Languages.[200] It is spoken by 0.1% of people in Cornwall,[201] and is taught to some degree in several primary and secondary schools.[202] State schools teach students a second language or third language from the ages of seven, most commonly French, Spanish or German.[203] It was reported in 2007 that around 800,000 school students spoke a foreign language at home,[191] the most common being Punjabi and Urdu. However, following the 2011 census data released by the Office for National Statistics, figures now show that Polish is the main language spoken in England after English.[204] In 2022, British Sign Language became an official language of England when the British Sign Language Act 2022 came into effect.[205] Religion Main article: Religion in England In the 2011 census, 59.4% of the population of England specified their religion as Christian, 24.7% answered that they had no religion, 5% specified that they were Muslim, while 3.7% of the population belongs to other religions and 7.2% did not give an answer.[206] Christianity is the most widely practised religion in England. The established church of England is the Church of England,[207] which left communion with Rome in the 1530s when Henry VIII was unable to annul his marriage to Catherine of Aragon. The church regards itself as both Catholic and Protestant.[208] There are High Church and Low Church traditions and some Anglicans regard themselves as Anglo-Catholics, following the Tractarian movement. The monarch of the United Kingdom is the supreme governor of the Church of England, which has around 26 million baptised members (of whom the vast majority are not regular churchgoers). It forms part of the Anglican Communion with the Archbishop of Canterbury acting as its symbolic worldwide head.[209] Many cathedrals and parish churches are historic buildings of significant architectural importance, such as Westminster Abbey, York Minster, Durham Cathedral, and Salisbury Cathedral. The second-largest Christian denomination is the Catholic Church. Since its reintroduction after the Catholic Emancipation, the Church has organised ecclesiastically on an England and Wales basis where there are 4.5 million members (most of whom are English).[210] There has been one Pope from England to date, Adrian IV, while saints Bede and Anselm are regarded as Doctors of the Church. A form of Protestantism known as Methodism is the third largest Christian practice and grew out of Anglicanism through John Wesley.[211] It gained popularity in the mill towns of Lancashire and Yorkshire, and among tin miners in Cornwall.[212] There are other non-conformist minorities, such as Baptists, Quakers, Congregationalists, Unitarians and The Salvation Army.[213] The patron saint of England is Saint George; his symbolic cross is included in the flag of England.[214] There are many other English and associated saints, including Cuthbert, Edmund, Alban, Wilfrid, Aidan, Edward the Confessor, John Fisher, Thomas More, Petroc, Piran, Margaret Clitherow and Thomas Becket. There are non-Christian religions practised. Jews have a history of a small minority on the island since 1070.[215] They were expelled from England in 1290 following the Edict of Expulsion, and were allowed back in 1656.[215] Especially since the 1950s, religions from the former British colonies have grown in numbers, due to immigration. Islam is the most common of these, now accounting for around 5% of the population in England.[216] Hinduism, Sikhism and Buddhism are next in number, adding up to 2.8% combined,[216] introduced from India and Southeast Asia.[216] A small minority of the population practise ancient Pagan religions. Neopaganism in the United Kingdom is primarily represented by Wicca and Neopagan witchcraft, Druidry, and Heathenry. According to the 2011 census, there are roughly 53,172 people who identify as Pagan in England,[g] including 11,026 Wiccans.[h] 24.7% of people in England declared no religion, compared with 14.6% in 2001.[217] Norwich had the highest such proportion at 42.5%, followed by Brighton and Hove at 42.4%. Education Main article: Education in England The Department for Education is the government department responsible for issues affecting people in England up to the age of 19, including education.[218] State-funded schools are attended by approximately 93% of English schoolchildren.[219] Education is the responsibility of the Secretary of State for Education.[220] Children between the ages of 3 and 5 attend nursery or an Early Years Foundation Stage reception unit within a primary school. Children between the ages of 5 and 11 attend primary school, and secondary school is attended by those aged between 11 and 16. State-funded schools are obliged by law to teach the National Curriculum; basic areas of learning include English literature, English language, mathematics, science, art & design, citizenship, history, geography, religious education, design & technology, computing, ancient & modern languages, music, and physical education.[221] The Programme for International Student Assessment coordinated by the OECD currently ranks the overall knowledge and skills of British 15-year-olds as 13th in the world in literacy, mathematics, and science with the average British student scoring 503.7, well above the OECD average of 493.[222] Although most English secondary schools are comprehensive, there are selective intake grammar schools to which entrance is subject to passing the eleven-plus exam. Around 7.2 per cent of English schoolchildren attend private schools, which are funded by private sources.[223] Standards in state schools are monitored by the Office for Standards in Education, and in private schools by the Independent Schools Inspectorate.[224] After finishing compulsory education, students take GCSE examinations. Students may then opt to continue into further education for two years. Further education colleges (particularly sixth form colleges) often form part of a secondary school site. A-level examinations are sat by a large number of further education students, and often form the basis of an application to university. Further education covers a wide curriculum of study and apprenticeships, including T-levels, BTEC, NVQ and others. Tertiary colleges provide both academic and vocational courses.[225] Higher education Higher education students normally attend university from age 18 onwards, where they study for an academic degree. There are over 90 universities in England, all but one of which are public institutions. The Department for Business, Innovation and Skills is the government department responsible for higher education in England.[226] Students are generally entitled to student loans to cover tuition fees and living costs.[i] The first degree offered to undergraduates is the bachelor's degree, which usually takes three years to complete. Students are then able to work towards a postgraduate degree, which usually takes one year, or a doctorate, which takes three or more years.[228] England's universities include some of the highest-ranked universities in the world. As of 2024, four England-based universities, the University of Cambridge, University of Oxford, Imperial College London, and University College London, are ranked among the top ten in the 2024 QS World University Rankings. The University of Cambridge, founded in 1209, and the University of Oxford, founded in 1096, are the two oldest universities in the English-speaking world.[229] The London School of Economics has been described as the world's leading social science institution for both teaching and research.[230] The London Business School is considered one of the world's leading business schools and in 2010 its MBA programme was ranked best in the world by the Financial Times.[231] Academic degrees in England are usually split into classes: first class, upper second class, lower second class, third, and unclassified.[228] The King's School, Canterbury and King's School, Rochester are the oldest schools in the English-speaking world.[232] Many of England's most well-known schools, such as Winchester College, Eton, St Paul's School, Harrow School and Rugby School are fee-paying institutions.[233] Culture Main article: Culture of England Further information: English Renaissance Architecture Many ancient standing stone monuments were erected during the prehistoric period; among the best known are Stonehenge, Devil's Arrows, Rudston Monolith and Castlerigg.[234] With the introduction of Ancient Roman architecture there was a development of basilicas, baths, amphitheaters, triumphal arches, villas, Roman temples, Roman roads, Roman forts, stockades and aqueducts.[235] It was the Romans who founded the first cities and towns such as London, Bath, York, Chester and St Albans. Perhaps the best-known example is Hadrian's Wall stretching right across northern England.[235] Another well-preserved example is the Roman Baths at Bath, Somerset.[235] Early medieval architecture's secular buildings were simple constructions mainly using timber with thatch for roofing. Ecclesiastical architecture ranged from a synthesis of Hiberno–Saxon monasticism,[236][237] to Early Christian basilica and architecture characterised by pilaster-strips, blank arcading, baluster shafts and triangular headed openings. After the Norman conquest in 1066 various castles were created; the best known include the Tower of London, Warwick Castle, Durham Castle and Windsor Castle.[238] Throughout the Plantagenet era, an English Gothic architecture flourished, with prime examples including the medieval cathedrals such as Canterbury Cathedral, Westminster Abbey and York Minster.[238] Expanding on the Norman base there was also castles, palaces, great houses, universities and parish churches. Medieval architecture was completed with the 16th-century Tudor style; the four-centred arch, now known as the Tudor arch, was a defining feature as were wattle and daub houses domestically. In the aftermath of the Renaissance a form of architecture echoing classical antiquity synthesised with Christianity appeared, the English Baroque style of architect Christopher Wren being particularly championed.[239] Georgian architecture followed in a more refined style, evoking a simple Palladian form; the Royal Crescent at Bath is one of the best examples of this. With the emergence of romanticism during Victorian period, a Gothic Revival was launched. In addition to this, around the same time the Industrial Revolution paved the way for buildings such as The Crystal Palace. Since the 1930s various modernist forms have appeared whose reception is often controversial, though traditionalist resistance movements continue with support in influential places.[j] Gardens Main article: English garden Landscape gardening, as developed by Capability Brown, set an international trend for the English landscape garden. Gardening, and visiting gardens, are regarded as typically English pursuits. The English garden presented an idealized view of nature. At large country houses, the English garden usually included lakes, sweeps of gently rolling lawns set against groves of trees, and recreations of classical temples, Gothic ruins, bridges, and other picturesque architecture, designed to recreate an idyllic pastoral landscape.[242] By the end of the 18th century, the English garden was being imitated by the French landscape garden, and as far away as Pavlovsk, Saint Petersburg, the gardens of the future Emperor Paul. It also had a major influence on the public parks and gardens which appeared around the world in the 19th century.[243] The English landscape garden was centred on the English country house and manor houses.[242] English Heritage and the National Trust preserve great gardens and landscape parks throughout the country.[244] The RHS Chelsea Flower Show is held every year by the Royal Horticultural Society and is said to be the largest gardening show in the world.[245] Folklore Main article: English folklore English folklore developed over many centuries. Some of the characters and stories are present across England, but most belong to specific regions. Common folkloric beings include pixies, giants, elves, bogeymen, trolls, goblins and dwarves. While many legends and folk-customs are thought to be ancient, such as the tales featuring Offa of Angel and Wayland the Smith,[246] others date from after the Norman invasion. The legends featuring Robin Hood and his Merry Men of Sherwood, and their battles with the Sheriff of Nottingham, are among the best-known of these.[247] During the High Middle Ages tales originating from Brythonic traditions entered English folklore and developed into the Arthurian myth.[248][249][250] These were derived from Anglo-Norman, Welsh and French sources,[249] featuring King Arthur, Camelot, Excalibur, Merlin and the Knights of the Round Table such as Lancelot. These stories are most centrally brought together within Geoffrey of Monmouth's Historia Regum Britanniae (History of the Kings of Britain).[k] Some folk figures are based on semi or actual historical people whose story has been passed down centuries.[252] On 5 November people celebrate Bonfire Night to commemorate the foiling of the Gunpowder Plot centred on Guy Fawkes. There are various national and regional folk activities, participated in to this day, such as Morris dancing, Maypole dancing, Rapper sword in the North East, Long Sword dance in Yorkshire, Mummers Plays, bottle-kicking in Leicestershire, and cheese-rolling at Cooper's Hill.[253] There is no official national costume, but a few are well established such as the Pearly Kings and Queens associated with cockneys, the Royal Guard, the Morris costume and Beefeaters.[254] Cuisine Main article: English cuisine Since the early modern period the food of England has historically been characterised by its simplicity of approach and a reliance on the high quality of natural produce.[255] During the Middle Ages and the Renaissance, English cuisine enjoyed an excellent reputation, though a decline began during the Industrial Revolution with increasing urbanisation. The cuisine of England has, however, recently undergone a revival, which has been recognised by food critics with some good ratings in Restaurant's best restaurant in the world charts.[256] Traditional examples of English food include the Sunday roast, featuring a roasted joint (usually beef, lamb, chicken or pork) served with assorted vegetables, Yorkshire pudding and gravy.[257] Other prominent meals include fish and chips and the full English breakfast (generally consisting of bacon, sausages, grilled tomatoes, fried bread, black pudding, baked beans, mushrooms and eggs).[258] Various meat pies are consumed, such as steak and kidney pie, steak and ale pie, cottage pie, pork pie (usually eaten cold)[257] and the Cornish pasty. Sausages are commonly eaten, either as bangers and mash or toad in the hole. Lancashire hotpot is a well-known stew originating in the northwest. Some of the more popular cheeses are Cheddar, Red Leicester, Wensleydale, Double Gloucester and Blue Stilton. Many Anglo-Indian hybrid dishes, curries, have been created, such as chicken tikka masala and balti. Traditional English dessert dishes include apple pie or other fruit pies; spotted dick – all generally served with custard; and, more recently, sticky toffee pudding. Sweet pastries include scones served with jam or cream, dried fruit loaves, Eccles cakes and mince pies as well as sweet or spiced biscuits. Common non-alcoholic drinks include tea[259] and coffee; frequently consumed alcoholic drinks include wine, ciders and English beers, such as bitter, mild, stout and brown ale.[260] Visual arts Main article: English art See also: Arts Council England The earliest known examples are the prehistoric rock and cave art pieces, most prominent in North Yorkshire, Northumberland and Cumbria, but also feature further south, for example at Creswell Crags.[261] With the arrival of Roman culture in the 1st century, various forms of art such as statues, busts, glasswork and mosaics were the norm. There are numerous surviving artefacts, such as those at Lullingstone and Aldborough.[262] During the Early Middle Ages the style favoured sculpted crosses and ivories, manuscript painting, gold and enamel jewellery, demonstrating a love of intricate, interwoven designs such as in the Staffordshire Hoard discovered in 2009. Some of these blended Gaelic and Anglian styles, such as the Lindisfarne Gospels and Vespasian Psalter.[263] Later Gothic art was popular at Winchester and Canterbury, examples survive such as Benedictional of St. Æthelwold and Luttrell Psalter.[264] The Tudor era saw prominent artists as part of their court; portrait painting, which would remain an enduring part of English art, was boosted by German Hans Holbein, and natives such as Nicholas Hilliard built on this.[264] Under the Stuarts, Continental artists were influential especially the Flemish, examples from the period include Anthony van Dyck, Peter Lely, Godfrey Kneller and William Dobson.[264] The 18th century saw the founding of the Royal Academy; a classicism based on the High Renaissance prevailed, with Thomas Gainsborough and Joshua Reynolds becoming two of England's most treasured artists.[264] In the 19th century, John Constable and J. M. W. Turner were major landscape artists. The Norwich School continued the landscape tradition, while the Pre-Raphaelite Brotherhood, led by artists such as Holman Hunt, Dante Gabriel Rossetti and John Everett Millais, revived the Early Renaissance style with their vivid and detailed style.[264] Prominent among 20th-century artists was Henry Moore, regarded as the voice of British sculpture, and of British modernism in general.[265] The Royal Society of Arts is an organisation committed to the arts.[266] Literature, poetry, and philosophy Main article: English literature Early authors such as Bede and Alcuin wrote in Latin.[267] The period of Old English literature provided the epic poem Beowulf and the secular prose of the Anglo-Saxon Chronicle,[268] along with Christian writings such as Judith, Cædmon's Hymn and hagiographies.[267] Following the Norman conquest Latin continued among the educated classes, as well as an Anglo-Norman literature. Middle English literature emerged with Geoffrey Chaucer, author of The Canterbury Tales, along with Gower, the Pearl Poet and Langland. William of Ockham and Roger Bacon, who were Franciscans, were major philosophers of the Middle Ages. Julian of Norwich, who wrote Revelations of Divine Love, was a prominent Christian mystic. With the English Renaissance literature in the Early Modern English style appeared. William Shakespeare, whose works include Hamlet, Romeo and Juliet, Macbeth, and A Midsummer Night's Dream, remains one of the most championed authors in English literature.[269] Christopher Marlowe, Edmund Spenser, Philip Sydney, Thomas Kyd, John Donne, and Ben Jonson are other established authors of the Elizabethan age.[270] Francis Bacon and Thomas Hobbes wrote on empiricism and materialism, including scientific method and social contract.[270] Filmer wrote on the Divine Right of Kings. Marvell was the best-known poet of the Commonwealth,[271] while John Milton authored Paradise Lost during the Restoration. Some of the most prominent philosophers of the Enlightenment were John Locke, Thomas Paine, Samuel Johnson and Jeremy Bentham. More radical elements were later countered by Edmund Burke who is regarded as the founder of conservatism.[273] The poet Alexander Pope with his satirical verse became well regarded. The English played a significant role in romanticism: Samuel Taylor Coleridge, Lord Byron, John Keats, Mary Shelley, Percy Bysshe Shelley, William Blake and William Wordsworth were major figures.[274] In response to the Industrial Revolution, agrarian writers sought a way between liberty and tradition; William Cobbett, G. K. Chesterton and Hilaire Belloc were main exponents, while the founder of guild socialism, Arthur Penty, and cooperative movement advocate G. D. H. Cole are somewhat related.[275] Empiricism continued through John Stuart Mill and Bertrand Russell, while Bernard Williams was involved in analytics. Authors from around the Victorian era include Charles Dickens, the Brontë sisters, Jane Austen, George Eliot, Rudyard Kipling, Thomas Hardy, H. G. Wells and Lewis Carroll.[276] Since then England has continued to produce novelists such as George Orwell, D. H. Lawrence, Virginia Woolf, C. S. Lewis, Enid Blyton, Aldous Huxley, Agatha Christie, Terry Pratchett, J. R. R. Tolkien, and J. K. Rowling.[277] Performing arts Further information: Folk music of England The traditional folk music of England is centuries old and has contributed to several genres prominently; mostly sea shanties, jigs, hornpipes and dance music. It has its own distinct variations and regional peculiarities. Ballads featuring Robin Hood, printed by Wynkyn de Worde in the 16th century, are an important artefact, as are John Playford's The Dancing Master and Robert Harley's Roxburghe Ballads collections.[278] Some of the best-known songs are Greensleeves, Pastime with Good Company, Maggie May and Spanish Ladies among others. Many nursery rhymes are of English origin such as Mary, Mary, Quite Contrary, Roses Are Red, Jack and Jill, London Bridge Is Falling Down, The Grand Old Duke of York, Hey Diddle Diddle and Humpty Dumpty.[279] Traditional English Christmas carols include "We Wish You a Merry Christmas", "The First Noel", "I Saw Three Ships" and "God Rest You Merry, Gentlemen". Early English composers in classical music include Renaissance artists Thomas Tallis and William Byrd, followed by Henry Purcell from the Baroque period and Thomas Arne who was well known for his patriotic song Rule, Britannia!. German-born George Frideric Handel spent most of his composing life in London and became a national icon in Britain, creating some of the most well-known works of classical music, especially his English oratorios, The Messiah, Solomon, Water Music, and Music for the Royal Fireworks.[280] Classical music attracted much attention in the 18th century with the formation of the Birmingham Triennial Music Festival, which was the longest running classical music festival of its kind until the final concerts in 1912. The English Musical Renaissance was a hypothetical development in the late 19th and early 20th century, when English composers, often those lecturing or trained at the Royal College of Music, were said to have freed themselves from foreign musical influences. There was a revival in the profile of composers from England in the 20th century led by Edward Elgar, Benjamin Britten, Frederick Delius, Gustav Holst, Ralph Vaughan Williams and others.[282] Present-day composers from England include Michael Nyman, best known for The Piano, and Andrew Lloyd Webber, whose musicals have achieved enormous success in the West End and worldwide. In popular music, many English bands and solo artists have been cited as the most influential and best-selling musicians of all time. Acts such as the Beatles, Led Zeppelin, Pink Floyd, Elton John, Queen, Rod Stewart, David Bowie, the Rolling Stones and Def Leppard are among the highest-selling recording artists in the world.[283] Many musical genres have origins in (or strong associations with) England, such as British invasion, progressive rock, hard rock, Mod, glam rock, heavy metal, Britpop, indie rock, gothic rock, shoegazing, acid house, garage, trip hop, drum and bass and dubstep.[284] Large outdoor music festivals in the summer and autumn are popular, such as Glastonbury, V Festival, and the Reading and Leeds Festivals. England was at the forefront of the illegal, free rave movement from the late 1980s, which inspired the pan-European culture of teknivals.[285] The Boishakhi Mela is a Bengali New Year festival celebrated by the British Bangladeshi community. It is the largest open-air Asian festival in Europe. After the Notting Hill Carnival, it is the second-largest street festival in the UK, attracting over 80,000 visitors. The most prominent opera house in England is the Royal Opera House at Covent Garden.[286] The Proms is a major annual cultural event in the English calendar.[286] The Royal Ballet is one of the world's foremost classical ballet companies. The Royal Academy of Music is the oldest conservatoire in the UK, founded in 1822, receiving its royal charter in 1830.[287] England is home to numerous major orchestras such as the BBC Symphony Orchestra, the Royal Philharmonic Orchestra, the Philharmonia Orchestra, and the London Symphony Orchestra.[288] Other forms of entertainment that originated in England include the circus[289][290][291] and the pantomime.[292] Cinema England has had a considerable influence on the history of the cinema, producing some of the greatest actors, directors and motion pictures of all time, including Alfred Hitchcock, Charlie Chaplin, David Lean, Laurence Olivier, Vivien Leigh, John Gielgud, Peter Sellers, Julie Andrews, Michael Caine, Gary Oldman, Helen Mirren, Kate Winslet and Daniel Day-Lewis. Hitchcock and Lean are among the most critically acclaimed filmmakers.[293] Hitchcock's The Lodger: A Story of the London Fog (1926) helped shape the thriller genre in film, while his 1929 Blackmail is often regarded as the first British sound feature film.[294] Major film studios in England include Pinewood, Elstree and Shepperton. Some of the most commercially successful films of all time have been produced in England, including two of the highest-grossing film franchises (Harry Potter and James Bond).[295] Ealing Studios in London has a claim to being the oldest continuously working film studio in the world.[296] Famous for recording many motion picture film scores, the London Symphony Orchestra first performed film music in 1935.[297] The Hammer Horror films starring Christopher Lee saw the production of the first gory horror films showing blood and guts in colour.[298] The BFI Top 100 British films includes Monty Python's Life of Brian (1979), a film regularly voted the funniest of all time by the UK public.[299] English producers are also active in international co-productions and English actors, directors and crew feature regularly in American films. The UK film council ranked David Yates, Christopher Nolan, Mike Newell, Ridley Scott and Paul Greengrass the five most commercially successful English directors since 2001.[300] Other contemporary English directors include Sam Mendes, Guy Ritchie and Richard Curtis. Current actors include Tom Hardy, Daniel Craig, Benedict Cumberbatch, Lena Headey, Felicity Jones, Emilia Clarke, Lashana Lynch, and Emma Watson. Acclaimed for his motion capture work, Andy Serkis opened The Imaginarium Studios in London in 2011.[301] The visual effects company Framestore in London has produced some of the most critically acclaimed special effects in modern film.[302] Many successful Hollywood films have been based on English people, stories or events. The 'English Cycle' of Disney animated films include Alice in Wonderland, The Jungle Book and Winnie the Pooh.[303] Sites and institutions English Heritage is a governmental body with a broad remit of managing the historic sites, artefacts and environments of England. It is currently sponsored by the Department for Culture, Media and Sport. A non-governmental charity, the National Trust holds a complementary role, focussed on landscapes and country houses. 17 of the 25 United Kingdom UNESCO World Heritage Sites fall within England.[304] Some of the best-known of these are: Hadrian's Wall, Stonehenge, Avebury and Associated Sites, the Tower of London, the Jurassic Coast, Saltaire, Ironbridge Gorge, Blenheim Palace and the Lake District.[305] London's British Museum holds more than seven million objects,[306] one of the largest and most comprehensive collections in the world,[307] illustrating and documenting global human culture from its beginnings to the present. The British Library in London is the national library and is one of the world's largest research libraries, holding over 150 million items in almost all known languages and formats, including around 25 million books.[308][309] The National Gallery in Trafalgar Square houses a collection of over 2,300 paintings dating from the mid-13th century to 1900.[310] The Tate galleries house the national collections of British and international modern art; they also host the Turner Prize.[311] The Secretary of State for Culture, Media and Sport has overall responsibility for cultural property and heritage.[312][313] A blue plaque, the oldest historical marker scheme in the world, is a permanent sign installed in a public place in England to commemorate a link between that location and a famous person or event. In 2011 there were around 1,600 museums in England.[314] Entry to most museums and galleries is free.[315] London is one of the world's most visited cities, regularly taking the top five most visited cities in Europe. It is considered a global centre of finance, art and culture.[316] Media The BBC, founded in 1922, is the UK's publicly funded radio, television and Internet broadcasting corporation, and is the oldest and largest broadcaster in the world.[318][319] It operates numerous television and radio stations in the UK and abroad and its domestic services are funded by the television licence.[320][321] The BBC World Service is an international broadcaster owned and operated by the BBC. It is the world's largest of any kind.[322] It broadcasts radio news, speech and discussions in more than 40 languages.[323][324] London dominates the media sector in England: national newspapers and television and radio are largely based there, although Manchester is also a significant national media centre. The UK publishing sector, including books, directories and databases, journals, magazines and business media, newspapers and news agencies, has a combined turnover of around £20 billion and employs around 167,000 people.[325] National newspapers produced in England include The Times, The Guardian, The Daily Telegraph, and the Financial Times.[326] Magazines and journals published in England that have achieved worldwide circulation include Nature, New Scientist, The Spectator, Prospect, NME and The Economist. The Secretary of State for Culture, Media and Sport has overall responsibility over media and broadcasting in England.[327] Sport Main article: Sport in England England has a strong sporting heritage, and during the 19th century codified many sports that are now played around the world. Sports originating in England include association football, cricket, rugby union, rugby league, tennis, boxing, badminton, squash,[329] rounders,[330] hockey, snooker, billiards, darts, table tennis, bowls, netball, thoroughbred horseracing, greyhound racing and fox hunting. It has helped the development of golf, sailing and Formula One. England has been crowned world champion in several major sports including: Cricket, Rugby and Association Football. Football is the most popular of these sports. The England national football team, whose home venue is Wembley Stadium, played Scotland in the first-ever international football match in 1872.[331] Referred to as the "home of football" by FIFA, England hosted and won the 1966 FIFA World Cup.[332] With a British television audience peak of 32.30 million viewers, the final is the most watched television event ever in the UK.[333] England is recognised by FIFA as the birthplace of club football: Sheffield F.C., founded in 1857, is the world's oldest club. The England women's national football team won the UEFA Euro 2022, hosted by England.[334] Cricket is generally thought to have been developed in the early medieval period among the farming and metalworking communities of the Weald.[335] The England cricket team is a composite England and Wales team. One of the game's top rivalries is The Ashes series between England and Australia, contested since 1882. Lord's Cricket Ground situated in London is sometimes referred to as the "Mecca of Cricket".[336] After winning the 2019 Cricket World Cup, England became the first country to win the World Cups in football, rugby union, and cricket.[337] William Penny Brookes was prominent in organising the format for the modern Olympic Games.[338] London has hosted the Summer Olympic Games three times, in 1908, 1948, and 2012. England competes in the Commonwealth Games, held every four years. Sport England is the governing body responsible for distributing funds and providing strategic guidance for sporting activity in England. Rugby union originated in Rugby School, Warwickshire in the early 19th century.[339] The top level of club participation is the English Premiership. Rugby league was born in Huddersfield in 1895. Since 2008, the England national rugby league team has been a full test nation in lieu of the Great Britain national rugby league team, which won three World Cups. Club sides play in Super League, the present-day embodiment of the Rugby Football League Championship. Rugby League is most popular among towns in the northern English counties of Lancashire, Yorkshire and Cumbria.[340] Golf has been prominent in England, due in part to its cultural and geographical ties to Scotland.[341] There are professional tours for men and women, in two main tours: the PGA and the European Tour. The world's oldest golf tournament, and golf's first major is The Open Championship, played both in England and Scotland. The biennial golf competition, the Ryder Cup, is named after English businessman Samuel Ryder.[342] Tennis was created in Birmingham in the late 19th century, and the Wimbledon Championships is the oldest tennis tournament in the world, and widely considered the most prestigious.[343] Wimbledon has a major place in the English cultural calendar.[344] In boxing, under the Marquess of Queensberry Rules, England has produced many world champions across the weight divisions internationally recognised by the governing bodies.[345] Originating in 17th and 18th-century England, the thoroughbred is a horse breed best known for its use in horse racing. The National Hunt horse race the Grand National, is held annually at Aintree Racecourse in early April. It is the most watched horse race in the UK, and three-time winner Red Rum is the most successful racehorse in the event's history.[346] The 1950 British Grand Prix at Silverstone was the first race in the newly created Formula One World Championship.[347][348] It has manufactured some of the most technically advanced racing cars, and many of today's racing companies choose England as their base of operations. England also has a rich heritage in Grand Prix motorcycle racing, the premier championship of motorcycle road racing, and produced several world champions. Darts is a widely popular sport in England; a professional competitive sport, it is a traditional pub game.[349][350] Another popular sport commonly associated with pub games is snooker, and England has produced several world champions. The English are keen sailors and enjoy competitive sailing; founding and winning some of the world's most famous international competitive tournaments across the various race formats, including the match race, a regatta, and the America's Cup. National symbols Main article: National symbols of England The St George's Cross has been the national flag of England since the 13th century. Originally, the flag was used by the maritime Republic of Genoa. The English monarch paid a tribute to the Doge of Genoa from 1190 onwards so that English ships could fly the flag as a means of protection when entering the Mediterranean. A red cross was a symbol for many Crusaders in the 12th and 13th centuries, and became associated with Saint George.[351] Since 1606 the St George's Cross has formed part of the design of the Union Flag, a Pan-British flag designed by King James I.[214] During the English Civil War and Interregnum, the New Model Army's standards and the Commonwealth's Great Seal both incorporated the flag of Saint George.[352][353] There are numerous other symbols and symbolic artefacts, both official and unofficial, including the Tudor rose, the nation's floral emblem, and the Three Lions featured on the Royal Arms of England. The Tudor rose was adopted as a national emblem of England around the time of the Wars of the Roses as a symbol of peace.[354] It is a syncretic symbol in that it merged the white rose of the Yorkists and the red rose of the Lancastrians. It is also known as the Rose of England.[355] The oak tree is a symbol of England: the Royal Oak symbol and Oak Apple Day commemorate the escape of King Charles II after his father's execution, when he hid in an oak to avoid detection by the parliamentarians before safely reaching exile. The Royal Arms of England, a national coat of arms featuring three lions, originated with Richard the Lionheart in 1198. It is blazoned as gules, three lions passant guardant or and it provides one of the most prominent symbols of England. England does not have an official national anthem, as the United Kingdom as a whole has God Save the King. However, Jerusalem, Land of Hope and Glory (used for England during the 2002 Commonwealth Games),[356] and I Vow to Thee, My Country are often considered unofficial English national anthems. England's National Day is 23 April which is Saint George's Day: Saint George is the patron saint of England.[357] See also England portal United Kingdom portal Outline of England Outline of the United Kingdom Notes References Bibliography
1222	dbpedia	0	21	https://us.ukessays.com/essays/marketing/britannia-industries-limited-is-one-leading-bakers-marketing-essay.php	en	Britannia Industries Limited Is One Leading Bakers Marketing Essay	https://us.ukessays.com/s/ukessays.gif	https://us.ukessays.com/s/ukessays.gif	[ "https://us.ukessays.com/images/icons/ukessays-logo.svg", "https://us.ukessays.com/images/flags/us.svg", "https://us.ukessays.com/images/homepage/link-boxes/fair-use.jpg", "https://us.ukessays.com/images/homepage/link-boxes/sign-in.jpg", "https://us.ukessays.com/images/flags/us.svg", "https://us.ukessays....	[]	[]	[ "" ]	null	[ "Business Bliss FZE" ]	2024-08-18T20:11:48+00:00	Britannia Industries Limited is one of the leading players in the bakery segment in India. Its product portfolio includes various types of biscuits, breads and cakes. The company primarily operates in	en	/apple-touch-icon.png		https://us.ukessays.com/essays/marketing/britannia-industries-limited-is-one-leading-bakers-marketing-essay.php	Britannia Industries Limited is one of the leading players in the bakery segment in India. Its product portfolio includes various types of biscuits, breads and cakes. The company primarily operates in India. It is headquartered in Kolkata, India and employed about 2,358 people as on March 2008. The company recorded revenues of INR 26,177 million during the fiscal year ended March 2008, an increase of 13% over 2007. Top line of Britannia was driven by price increases by way of reduction in pack sizes and extension of excise exemption to biscuits with maximum retail price (MRP) below INR 100 per kilogram from INR 50 per kilogram earlier. The operating profit of the company was INR 2,723 million during fiscal year 2008, an increase of 80% compared with 2007. The PAT was INR 1,910 million in fiscal year 2008, an increase of 77.5% compared with 2007. BUSINESS DESCRIPTION Britannia Industries Limited (Britannia) is engaged in producing and distributing bakery products including a variety of biscuits, breads, rusks, and cakes. The Wadia group of India along with Groupe Danone of France, are equal shareholders in ABIL, the UK which is a major shareholder in Britannia. The company operates through three broad product categories: biscuit and high protein food, bread and rusk, and cake. Get Help With Your Essay If you need assistance with writing your essay, our professional essay writing service is here to help! Find out more about our Essay Writing Service The biscuit products are marketed under the following brands: Tiger, Good Day, 50 – 50, Marie Gold, Treat, Milk Bikis, Nutri Choice, Time Pass, Pure Magic, Little Hearts, Nice Time, Vita Marie Gold and Greetings. Bread products are sold under the Premium Bakes, white sandwich bread brand. Cake products are sold under the Premium Bakes, Cakes and Rusks brands. The company also offers ‘Cup Cakes’ in its cakes category. Britannia’s dairy operations are conducted through its subsidiary, Britannia New Zealand Foods Company Private Limited (BNZF). BNZF is a joint venture between Britannia and Fonterra Co-operative Group of New Zealand. The company exports its products to the US, Ghana, Seychelles, Singapore, Oman, Saudi Arabia, United Arab Emirates, Qatar, Bahrain and Kuwait. HISTORY Britannia was established with an initial investment of INR295 in Kolkata in 1892. The operations of the company were mechanized with the advent of electricity in 1910. The company started using gas ovens in 1921. Britannia Biscuit Company took over biscuit distribution from Parry’s in 1975. In 1978 the company became a publicly listed company. In the following year, the company was renamed as Britannia Industries Limited (Britannia). The company’s executive office was relocated to Bangalore in 1989. In 1993 Wadia group acquired stake in ABIL, UK and became an equal partner with Groupe Danone in Britannia. Britannia introduced its new corporate identity ‘Eat Healthy, Think Better’; and launched Tiger Cashew Badam and Cheeker brands of biscuits in 1997. In 1998, the company introduced Milk Bikis and Nutri Choice brands; and Etnic Snacking. In 1999, the company issued bonus shares in the ratio of 1:2. During the same year, the company also introduced cheeselets. The company introduced biscuit brands GD Choco, Time Pass and Vita Marie Gold in 2000; Rourbon Pocket Packs, Maska Chaska and Vita Marie Gold in 2001. Britannia introduced many brands of biscuits in 2002 which include Time Pass Classic Salted, Jim Jam Pocket Packs, Chai Biskoot, Tiger Cream, GD Ginger Nut and Pure Magic. The company launched a joint venture with Fonterra, a dairy company; and started Britannia New Zealand Foods in 2002. The company launched, Treat Duet, a biscuit brand in 2003. In the following year, Britannia’s Good Day biscuit added Choconut, a new variety to its range of biscuits. The rebirth of Tiger biscuit was seen in 2005, with the tag line ‘Swasth Khao, Tiger Ban Jao’. In the same year Britannia launched Greetings range of premium assorted gift packs; and Britannia 50-50 Pepper Chakkar. In the same year, the company started its new plant in Uttaranchal. In July 2006, Britannia acquired Cafe Coffee Day’s 50% stake in Daily Bread, a Bangalore-based high-end food retailer. In March 2007, Britannia formed a joint venture with the Khimji Ramdas Group, one of the largest business conglomerates in the Middle East. Britannia and its associates acquired 70% beneficial stake in Dubai-based Strategic Foods International and Oman-based Al Sallan Food Industries Co SAOG. In January 2008, Britannia was asked by the Calcutta High Court to pay back the INR12 crore, which it withdrew from the company’s pension fund. MAJOR PRODUCTS AND SERVICES Britannia Industries Limited (Britannia) is a producer and distributor of bakery and dairy products. It manufactures, distributes and sells a range of branded products including: List of products: Biscuits Bread Rusk Cakes Cheese Butter Milk List of selected brands: 50:50 Deluca Good Day Little Hearts Milk Bikis MarieGold Maska Chaska NutriChoice Pure Magic Treat Tiger REVENUE ANALYSIS Britannia recorded revenues of INR 26,177 million during the fiscal year ended March 2008, an increase of 13% over 2007. The company generates revenues through three business divisions: biscuits and high protein foods (89% of the total revenues during fiscal year 2008), bread and rusk (7.4%), and cake (2.9%). Revenue by division During the fiscal year 2007, the biscuits and high protein food division recorded revenues of INR 23,299 million, an increase of 11.4% over 2007. The bread and rusk division recorded revenues of INR 1,956 million in fiscal year 2008, an increase of 36.3% over 2007. The cake division recorded revenues of INR 769 million in fiscal year 2008, an increase of 23.2% over 2007. The others (including scrap sales) division recorded revenues of INR 144 million in fiscal year 2008, a decrease of 28% over 2007. SWOT ANALYSIS Britannia is a producer and distributor of bread, snacks and dairy products. The company has a portfolio of top selling food brands. Britannia produces and distributes premium brands such as 50:50, Good Day, Little Hearts, Milk Bikis, MarieGold, Maska Chaska, NutriChoice, Pure Magic, Treat, and Tiger. An extensive portfolio of global brands facilitates customer recall and enhances Britannia’s market penetration capabilities. However, an impending litigation disputing the trademark of Britannia’s biscuit brand Tiger, with Danone, could adversely impact the company’s brand image and its international expansion plans. Strengths Weaknesses Strong brand name Launch of innovative products and brand extensions Growth in operating segments High dependence on Indian market Fluctuating cash from operations Opportunities Threats Inorganic growth Strategic alliances Growing demand for health and convenience products Litigations Inflationary dairy product prices Outbreak of animal diseases Strengths Strong brand name The company has a strong portfolio of top selling food brands. Britannia produces and distributes premium brands such as 50:50, Good Day, Little Hearts, Milk Bikis, MarieGold, Maska Chaska, NutriChoice, Pure Magic, Treat, and Tiger. Each of the company’s six pillar brands (Good Day, Tiger, 50:50, Treat, Milk Bikis, and Marie Gold) generate sales in excess of INR1 billion. Further, the company is entering new product lines like snacking and health products and thus capturing a larger market share. In 2007, most of the company’s brands secured double digit growth rate. Additionally, Britannia was ranked second among FMCG companies in the ‘Business World’s Most Respected Company Survey 2006’. With a wide portfolio of brands and choice of product category, the company is able to differentiate itself in the market, nurture customer loyalty, and reduce its business risk. As a dairy product company, Britannia enjoys strong brand equity, and its extensive portfolio of global brands has helped it to expand its market presence and visibility. A strong brand portfolio not only facilitates customer recall but also enhances Britannia’s market penetration opportunities. Launch of innovative products and brand extensions The company has a strong orientation towards product innovation. In 2007, the company demonstrated its ability to innovate and extend its brands and products. Britannia launched many innovative products in 2007. Through an innovative product lineup, the company plans to strengthen and sharpen its brands and transform them from existing formats and conventional archetypes. In this context, the company launched cream and coconut varieties in its Tiger brand range. Further, the ‘Chota Tiger’, which is an extension of Tiger brand, draws on the kids snacking habit presenting biscuits as ‘small, pop-able, snacks’ in a pouch pack. Similarly, the company also launched added Fruit Rollz under its Treat brand. Further, the company launched ’50:50 Chutkule’ and ‘NutriChoice Digestive and SugarOut’. NutriChoice SugarOut is the first biscuit without added sugar, in the Indian market. Strong product innovation skills enable the company to stay ahead of the competition and create an edge in the market. Growth in operating segments Britannia’s operating segments has shown strong financial performance since 2005, which is evident from its revenue growth. Biscuit and high protein food segment revenue increased from INR14,926.9 million (approximately $330.8 million) in 2005 to INR20,910.8 million (approximately $463.4 million) in 2007, this representing compounded annual growth rate CAGR (2005-2007) of 18%. The bread and rusk segment also recorded increase in revenue from INR788.2 million (approximately $17.5 million) in 2005 to INR1,435.7 million (approximately $31.8 million) in 2007, this representing CAGR(2005-2007) growth of 35%. Further, the cake segment also recorded increase in revenue from INR355.7 million (approximately $7.9 million) in 2005 to INR624 million (approximately $13.8 million) in 2007, this representing CAGR(2005-2007) growth of 35%. Strong performance by the company’s operating segment enhances its financial standing and strengthens its position against its competitors. Weaknesses High dependence on Indian market Though Britannia has made forays into other international markets, it is still dependent on the Indian market for a majority of its revenues. Though the company exports its products to many countries, the revenue contribution of regions other than India is too low to confer any significant geographical diversification benefit on the company. High dependence on India makes Britannia vulnerable to the market conditions in this region. Fluctuating cash from operations The company has not been able to generate consistent cash from its operations in recent times. The company has registered fluctuations in its cash from operations, registering a decline in every alternate year since 2004. Cash from operations decreased from INR1,961 million (approximately $43 million) in 2005 to INR649 million (approximately $14 million) in 2006. Again in 2007, it increased to INR871 million (approximately $19 million). Fluctuating cash from operation could upset the company’s expansion plans. Opportunities Inorganic growth Britannia is aggressively pursuing inorganic growth model. In March 2007, Britannia concluded two acquisitions, including its first ever overseas partnership. In March 2007, Britannia formed a joint venture with the Khimji Ramdas Group, one of the largest business conglomerates in the Middle East. Britannia and its associates acquired 70% beneficial stake in Dubai-based Strategic Foods International LLC and Oman-based Al Sallan Food Industries Co SAOG. The two companies are major regional players in the biscuits and cookies segments in the Gulf Corporation Council (GCC) markets. Both the companies export to more than 40 countries across the globe including Africa, Australia and Japan, thereby giving Britannia access to many new markets. These two acquisitions are expected to allow Britannia’s portfolio to extend to those countries in which they have a presence. The joint venture could provide Britannia an opportunity to grow its international footprint by leveraging on the complementary strengths of the two partners. Strategic alliances Britannia entered into strategic alliance with Daily Bread Pvt. Ltd. (Daily Bread) to participate in premium bread and allied products market in India. In July 2006, Britannia acquired a strategic 50% stake in Daily Bread, a Bangalore-based company engaged in the manufacturing and retailing of premium breads, cakes, and ready-to-eat snacks. Daily Bread operates in both institutional and retail segments, and offers a wide range of international quality bakery products, including 50 varieties of specialty breads. Post-acquisition, Britannia holds the brand Deluca in India. Daily Bread’s business model includes a chain of own and franchised retail outlets, and catering to institutional customers. Daily Bread operates seven outlets in Bangalore and since its acquisition by Britannia; two large outlets have been added. Britannia is keen to scale up the outlet chain to 30-40 cities beginning Fiscal 2008. This acquisition marks Britannia’s entry in the high-end, freshly baked gourmet food. This alliance will help Britannia to scale up the bakery business in select markets with a range of gourmet products sold under its brand names. Growing demand for health and convenience products Consumers worldwide have become more health conscious in recent years. Increasing number of consumers are opting for natural, fat-free and healthy food products. Food items containing trans-fat are losing market share as they are linked to cardiovascular diseases. The primary drivers for this trend are changing lifestyles, late marriages, increase in single-parent households, increase in number of homes with two working parents, and increased working hours. Consumer expenditure on away-from-home dining is rising. According to the US Economic Research Service, spending on food-away-from-home is expected to increase by almost 10% per capita until 2025. The trend towards low fat, low sugar and low carbohydrate foods and drinks continues to drive the market. Britannia offers a range of low-fat and sugar free products. With a strong emphasis on healthy foods, the company is likely to benefit from the increasing health food market. The global nutritional market exhibited strong growth in 2006, estimated at E127 billion ($159 billion), with half of this represented by the US market. The company is well positioned to exploit its focus on health and convenience platform to drive its future growth. Threats Litigations Britannia and Groupe Danone (Danone), a French dairy and beverages giant, are engaged in intellectual property rights battle, since many years. Wadia group and Danone have an equal stake in Associated Biscuits International Holdings (ABIH), which is a major shareholder in Britannia. Both the companies are disputing over the trademark of Britannia’s biscuit brand, Tiger. Britannia has accused Danone of registering the Tiger Trademark globally without its consent. Danone has already registered Tiger brand in nearly 35 countries and has applied for registration of the Tiger trademark in over 70 countries. In 2006, Britannia sued Danone in a Singapore court, seeking a speedy redressal of the Tiger brand issue. Danone has already registered Tiger trademark in Singapore, which will expire in November 2009. Britannia submitted its trademark application for Tiger in Singapore only in April 2007, which is still pending. An arbitration case between the two parties is also pending at the Bombay High Court. This long impending litigation (with Danone) could adversely impact Britannia’s brand equity and its international expansion plans. Inflationary dairy product prices Britannia, being a diary company, is exposed to general business risks faced by the global dairy market. Britannia is vulnerable to price fluctuations in the world market for raw materials such as flour, soya, maize and grain. In 2007, the industry witnessed an inordinate and simultaneous increase of approximately 20% – 25% in the market prices of all key commodities like flour, refined palm oil, skimmed milk powder, etc. The company’s top line growth of 28.4% was eroded by inflation in input costs, resulting in a gross margin decline of 6.7%.The global dairy market is marked by sharp fluctuations in the price of dairy products. Furthermore, sales prices are fixed with customers for relatively long periods in a number of markets, whereas the purchase prices of milk are subject to short-term fluctuations. In order to limit these risks, Britannia should try to minimize its operating costs by efficiently utilizing existing resources. Further increase in input cost could dampen the company’s gross margin, which could result in declining top-line growth. Outbreak of animal diseases Britannia, as a diary product company, is dependent on constant supply and quality of the raw materials like milk. Any outbreak of animal diseases (especially Foot and Mouth Disease caused by a virus which is one of the most contagious and feared diseases), can cause heavy loss in susceptible cloven-hoofed animals world over. Britannia, which markets all dairy-based products like butter, cheese, and biscuits to different countries, may get affected by milk supplies and the production and sale of dairy products in case of diseases outbreak thus affecting its revenues. TOP COMPETITORS The following companies are the major competitors of Britannia Industries Ltd. Nestle India Ltd ITC Corporation Ltd. Parle Products Pvt. Ltd.
1222	dbpedia	2	38	https://www.livemint.com/Companies/NS21VhcoPkmkVrtcTMByfL/Britannia-to-restructure-of-its-top-management.html	en	Britannia to restructure its top management	https://www.livemint.com…ta1--621x414.JPG	https://www.livemint.com…ta1--621x414.JPG	[ "https://sb.scorecardresearch.com/p?c1=2&c2=6035286&cv=3.6.0&cj=1", "https://www.livemint.com/lm-img/img/static/search.png", "https://www.livemint.com/lm-img/img/static/ico-e-paper-web.png", "https://www.livemint.com/rf/Image-621x414/LiveMint/Period1/2013/05/28/Photos/vinita1--621x414.JPG", "https://www.liv...	[]	[]	[ "" ]	null	[ "Mihir Dalal" ]	2013-05-27T17:07:00+05:30	MD Vinita Bali to focus on expanding the firm’s international operations, COO Varun Berry to head India business	en	https://www.livemint.com…ons/mintfavi.svg	mint	https://www.livemint.com/Companies/NS21VhcoPkmkVrtcTMByfL/Britannia-to-restructure-of-its-top-management.html	Bangalore: Britannia Industries Ltd has restructured its top management for the second time in five months as it looks to aggressively expand its small international business with growth at its core biscuit business slowing. add_main_imageManaging director Vinita Bali will now focus on expanding the company’s international operations, Britannia Nutrition Foundation and developing new business, and chief operating officer (COO) Varun Berry, who recently joined the company from PepsiCo Inc., will head its India business, Britannia said in a statement on Monday. The organizational changes will “enhance Britannia’s position to become an all-embracing foods company from a bakery/dairy company”, the maker of Good Day and Tiger biscuits said. “This is a positive move. The India business is pretty much stable but their international business is currently a drag on their overall performance. Once their international subsidiaries start contributing, Britannia’s performance will be totally different,” said Bhaveshkumar Jain, analyst at Sushil Financial Services Pvt. Ltd. “They haven’t been able to scale up the international business. There’s huge scope for things like cheese, cake and rusk,” Jain said.NextMAds The company’s international business, which contributes less than 10% of the company’s sales, comprises primarily of a unit in Oman and another in Dubai as well as products exported from factories in India. Britannia sells products such as biscuits, wafers, cake and rusk in the Gulf, Australia, North America as well as some African countries. The growth in Britannia’s international sales dropped in the year ended March 2013, according to Jain’s analysis of Britannia’s financial statements. This is the second management restructuring announced by Britannia this year. In January, the company named a new chief financial officer and said that Berry, who has 27 years of experience at companies such as PepsiCo and Hindustan Unilever Ltd, will replace Neeraj Chandra as COO. Britannia, along with other biscuit makers, is seeing a drop in volume growth of biscuits. Rising prices of biscuits over the past two years have hurt demand and the Bangalore-based company is also facing increased competition from larger rival Parle Products Ltd as well as ITC Foods. Britannia’s plans to expand its international operations is another step by the company to diversify its business. The company, which gets 70-75% of its sales from biscuits, has been pushing faster into other food products such as milk and cheese that offer higher margins and faster growth than biscuits.sixthMAds Sushil Financial’s Jain said that a change at the top was unlikely any time soon. “Bali has a contract till 2016. She’s signed a five-year extension (in May 2011). I don’t think she’s going to leave anytime soon,” Jain said. The stock rose 15.91% to ₹ 665.85 on Monday, after strong fourth-quarter results on Friday.
1222	dbpedia	3	1	https://www.coursehero.com/file/pmorgnv/The-companys-Dairy-business-contributes-close-to-5-per-cent-of-revenue-and/	en				[]	[]	[]	[ "" ]	null	[]	null					null
1222	dbpedia	1	94	https://www.theceomagazine.com/executive-interviews/food-beverage/essential-enjoyment-britannias-biscuit-business-booms-during-covid-19/	en	Essential enjoyment: Britannia Industries’ biscuit business booms during the COVID	https://static.theceomag…000-1100x733.jpg	https://static.theceomag…000-1100x733.jpg	[ "https://static.theceomagazine.net/wp-content/uploads/2024/08/26141055/ceo-logo-white-1100x312-1.png", "https://static.theceomagazine.net/wp-content/uploads/2024/08/26141055/ceo-logo-white-1100x312-1.png", "https://static.theceomagazine.net/wp-content/uploads/2024/08/13145355/ceo-logo-white.png", "https://sta...	[]	[]	[ "" ]	null	[ "The CEO Magazine", "Words - Julie Cooper" ]	2021-02-18T02:24:05+00:00	Why consumers around the globe are turning to Britannia Industries to solve all of their pandemic snacking needs.	en	//static.theceomagazine.net/content/logos/favicon.ico	The CEO Magazine	https://www.theceomagazine.com/executive-interviews/food-beverage/essential-enjoyment-britannias-biscuit-business-booms-during-covid-19/	Essential. The once humble and sparsely used term has skyrocketed in rank to one of the most defining words of our time. It’s a word that has kept the world functioning safely throughout the coronavirus pandemic. It’s used to describe frontline workers, travel, business, services and more. And it’s shown the citizens of the globe what absolutely cannot be lived without – resiliency, adaptability, humanity and even cookies. “Biscuits have been categorised in the Essential Food category by the government,” shares Britannia Industries’ CEO International Business Annu Gupta. “Britannia has always been one of the most trusted brands among South Asians. And in times like this, riddled with crisis and uncertainty, consumers have turned to us to solve their snacking needs. They know that we will operate in hygienic conditions and continue to provide exceptional quality.” Britannia, makers of such iconic offerings as Good Day, Marie Gold, Milk Bikis and Bourbon, has been in the business of baking up smiles for more than a century. The global company’s portfolio boasts a slew of comfort foods, ranging from biscuits to bread, cakes to rusks and even dairy products. And while it was founded in India, Britannia has grown to be cherished the world over, with an international footprint spanning more than 80 countries. “Britannia has always been one of the most trusted brands among South Asians. And in times like this, riddled with crisis and uncertainty, consumers have turned to us to solve their snacking needs.” – Britannia Industries’ CEO International Business Annu Gupta Thanks to its solid reputation, Britannia has basically rendered itself pandemic proof. Of course, the company has seen an ample amount of challenge throughout the decades. But with that comes a knowing – take care of your people and the rest will fall into place. “We have given the utmost priority to our employees and vendor welfare. In doing that, we have managed to never compromise on our supplies to market, which has been very critical in these tough times,” Annu says. “Of course, we’ve had our fair share of supply chain disruptions. However, by and large, we have been on top of the issues, continuing to innovate and arrive at solutions on a real-time basis.” Additionally, he says driving cost efficiencies has been crucial during this time of extreme disruption. “Whether in manufacturing, procurement or front-end sales and marketing activities, maintaining cost leadership has been essential to coming out on top amid the demand erosion during the pandemic,” he stresses. Having a strong position in the market hasn’t hurt either. Britannia is a standout among its competitors thanks to its heritage, knowledge and wealth of experience. But where the company truly shines is its local-for-global strategy. Some of these include having a localised digital presence, in-store amplifications and even joint promotions with other popular brands. Britannia also adapts the taste, profile and variety of its products to appeal to the broader global population. Examples of some products exclusive to International Business are Black Seed Rusk, Black Seed Digestive, Dry Cake and Marie Gold Petit Beurre. “These differentiated products are exclusive to the International Business. They have been developed based on the taste preferences of local consumers,” Annu explains. “Products like Black Seed Digestive, for example, appeal strongly to the Middle Eastern population, and our sugar-free variants have a universal appeal.” And while Britannia boasts an impressive line-up of quality snacks with considered ingredients – it was India’s first bakery company to remove trans fat from its entire portfolio – its most crave-worthy element is perhaps nostalgia. “When Indians go abroad, they are spoiled for choice. Britannia is their connection to their roots. It puts them in their comfort zone and most definitely ensures Britannia products make it in their monthly shopping basket,” Annu says. By keeping longtime favourites on the roster and continually innovating new favourites like Chunkies and Chocolush, Britannia is able to remain not only relevant, but sought-after too. “We have made remarkable progress in the GCC, becoming one of the top three biscuit manufacturers in most countries. We are number one in cookies and rusks, and a close second in others, boasting impressive market shares across the entire range,” Annu tells Trade Arabia. As for Britannia’s future, Annu promises even more furtherance and fun – “new formats, more goodness and lots of excitement” – all essential ingredients for the brand’s ongoing, sweet success. Britannia’s Four Key Values for Driving Superior and Consistent Quality Inviting “Come home to Britannia” Indian consumers will always be at the heart of the company, but its warmth extends to all nationalities as well, with specially curated offerings that appeal to diverse cultural nuances. Igniting “Fuel the hunger” Britannia International is constantly striving to create comforting sensorial experiences, which cater to a myriad of palettes in an ever-changing global landscape. Creating “Build enriching careers” Britannia is for Britannians. As such, most of the company’s employees are grown within the organisation. Respecting
1222	dbpedia	0	60	https://www.livemint.com/Companies/nC6f46brFqfeIXWBMMHjBO/Britannia-Industries-has-an-overseas-business-of-over-Rs-200.html	en	Britannia Industries has an overseas business of over ₹200 cr	https://www.livemint.com…ons/mintfavi.svg	https://www.livemint.com…ons/mintfavi.svg	[ "https://sb.scorecardresearch.com/p?c1=2&c2=6035286&cv=3.6.0&cj=1", "https://www.livemint.com/lm-img/img/static/search.png", "https://www.livemint.com/lm-img/img/static/ico-e-paper-web.png", "https://www.livemint.com/lm-img/img/static/value-up.png", "https://www.livemint.com/lm-img/images/wishfin/new_check_...	[]	[]	[ "" ]	null	[ "Sapna Agarwal" ]	2011-04-08T21:56:00+05:30	Britannia Industries has an overseas business of over ₹200 cr	en	https://www.livemint.com…ons/mintfavi.svg	mint	https://www.livemint.com/Companies/nC6f46brFqfeIXWBMMHjBO/Britannia-Industries-has-an-overseas-business-of-over-Rs-200.html	Mumbai: Britannia Industries Ltd, ranked 20 in the PSB survey, has international business of over ₹ 200 crore. Revenues for the year ended 31 March 2010 was ₹ 3,416.60 crore. Britannia chief executive officer Vinita Bali expanded via email on the company’s perception overseas. Edited excerpts: On overseas presence: Several of our bakery and dairy brands are available in approximately 30 countries. On image building outside India: We support our brands selectively, depending on the market and this consists of in-market and some media support. On key challenges in building a brand abroad: Establishing the relevance and differentiation of your brands in markets with an abundance of choice. On customer perceptions: In our experience, consumers around the world buy brands and not companies or the way they are structured. On stereotyping related to quality: To compete effectively, quality and its consistent delivery, is a given. On sector status, identity: Being global is the way companies look at the world and their business. Consumers look for brands that satisfy their needs and are different, better and special. On striking a balance between home, abroad: Each business is distinct - with its own portfolio and P&L. On overseas opportunities: Growth opportunities are what we seek and some of our key markets are in the Middle East, South East Asia, Africa, Australia and North America.
1222	dbpedia	2	79	https://www.zeebiz.com/companies/news-demonetisation-affect-britannia-industries-posts-6-rise-in-q4fy17-net-profit-16685	en	Demonetisation effect: Britannia Industries posts 6% rise in Q4FY17 net profit	https://cdn.zeebiz.com/s…ial-website1.jpg	https://cdn.zeebiz.com/s…ial-website1.jpg	[ "https://cdn.zeebiz.com/html/images/zee-business.png", "https://cdn.zeebiz.com/html/images/zeenbizlogo_mobile.png", "https://cdn.zeebiz.com/html/images/readinengarrow.png", "https://english.cdn.zeenews.com/static/public/subscribe-now-envelope.png", "https://cdn.zeebiz.com/html/images/fs-twitter-icon.gif", ...	[]	[]	[ "", "Britannia Industries", "Britannia Industries net profit", "Britannia Q4 results", "Britannia total income", "Q4FY17", "FY17", "FMCG", "Demonetisation", "geopolitical tension", "Britanni biscuit category", "Companies News", "Business News", "Zee Business" ]	null	[]	2017-05-25T16:46:35+05:30	Varun Berry, Managing Director of Britannia Industries said, “It has been a good quarter in the face of challenging market environment and sluggish demand scenario post demonetisation. We expect the situation to slowly improve over the next 3 to 6 months with the measures announced by the government in the budget and the prediction of an above average monsoon this year.” Get more Companies News and Business News on Zee Business.		https://cdn.zeebiz.com/h…favico_32x32.png	Zee Business	https://www.zeebiz.com/companies/news-demonetisation-affect-britannia-industries-posts-6-rise-in-q4fy17-net-profit-16685	Britannia Industries posted nearly 6% rise in consolidated net profit for the fourth quarter ended March 31, 2017 period. The company registered net profit of Rs 210.91 crore, rising by 5.96% compared to Rs 199.03 crore in the corresponding period of the previous year. However, Q4FY17 dropped by 4.32% from Rs 220.44 crore of the preceding quarter. Varun Berry, Managing Director of Britannia Industries said, “It has been a good quarter in the face of challenging market environment and sluggish demand scenario post demonetisation. We expect the situation to slowly improve over the next 3 to 6 months with the measures announced by the government in the budget and the prediction of an above average monsoon this year.” Consolidated total income stood at Rs 2,349.63 crore, which increased by 5.59% year-on-year (YoY) but was sequentially down by 1.79% quarter-on-quarter (QoQ). Berry said, "Growth in international business continued to be under pressure due to deteriorating geopolitical situation and currency fluctuations like Middle East and Africa." "Also growth in dairy business was subdued primarily due to focus on driving products with high profitability and reducing play in less customized products, " added Berry. Prices of key raw material also remain high with inflation in Q4 standing in excess of 10%. On its agreement with Chipita of Greece for manufacturing and selling long life filled croissants, Berry said the project is expected to be commercialized by July 2018. On standalone-front, Britannia reported just 2.53% yoy rise in net profit at Rs 196.73 crore in Q4, while total income also grew by 6.98% yoy at Rs 2,193.63 crore. Lastly Berry added, “We are also actively working on bridging our portfolio gaps and I am pleased to announce the launch of 'Goodday Wonderfulls' – a highly delilghtful premium cookie. Our innovation drive will continue with a spate of new and innovative products to be launched in 2017-18.”
1222	dbpedia	3	35	https://whc.unesco.org/en/list/%26search%3D%26description%3D1%26order%3Dproperty	en	World Heritage List	https://whc.unesco.org/document/128912/t=3by2sm		[ "https://whc.unesco.org/assets/images/logo.svg", "https://whc.unesco.org/document/128912/t=3by2sm", "https://whc.unesco.org/document/190295/t=3by2sm", "https://whc.unesco.org/document/128241/t=3by2sm", "https://whc.unesco.org/document/190344/t=3by2sm", "https://whc.unesco.org/assets/images/logo.svg", "h...	[]	[]	[ "UNESCO", "World Heritage", "Heritage", "Patrimoine", "Patrimoine mondial", "Convention", "1972" ]	null	[ "UNESCO World Heritage Centre" ]	null	UNESCO World Heritage Centre	en	https://whc.unesco.org/favicon.ico	UNESCO World Heritage Centre	null	Aachen Cathedral Construction of this palatine chapel, with its octagonal basilica and cupola, began c. 790–800 under the Emperor Charlemagne. Originally inspired by the churches of the Eastern part of the Holy Roman Empire, it was splendidly enlarged in the Middle Ages. Aapravasi Ghat In the district of Port Louis, lies the 1,640 m2 site where the modern indentured labour diaspora began. In 1834, the British Government selected the island of Mauritius to be the first site for what it called ‘the great experiment’ in the use of ‘free’ labour to replace slaves. Between 1834 and 1920, almost half a million indentured labourers arrived from India at Aapravasi Ghat to work in the sugar plantations of Mauritius, or to be transferred to Reunion Island, Australia, southern and eastern Africa or the Caribbean. The buildings of Aapravasi Ghat are among the earliest explicit manifestations of what was to become a global economic system and one of the greatest migrations in history. Aasivissuit – Nipisat. Inuit Hunting Ground between Ice and Sea Located inside the Arctic Circle in the central part of West Greenland, the property contains the remains of 4,200 years of human history. It is a cultural landscape which bears witness to its creators’ hunting of land and sea animals, seasonal migrations and a rich and well-preserved tangible and intangible cultural heritage linked to climate, navigation and medicine. The features of the property include large winter houses and evidence of caribou hunting, as well as archaeological sites from Paleo-Inuit and Inuit cultures. The cultural landscape includes seven key localities, from Nipisat in the west to Aasivissuit, near the ice cap in the east. It bears testimony to the resilience of the human cultures of the region and their traditions of seasonal migration. Abbey and Altenmünster of Lorsch The abbey, together with its monumental entrance, the famous 'Torhall', are rare architectural vestiges of the Carolingian era. The sculptures and paintings from this period are still in remarkably good condition. Abbey Church of Saint-Savin sur Gartempe Known as the 'Romanesque Sistine Chapel', the Abbey-Church of Saint-Savin contains many beautiful 11th- and 12th-century murals which are still in a remarkable state of preservation. Abbey of St Gall The Convent of St Gall, a perfect example of a great Carolingian monastery, was, from the 8th century to its secularization in 1805, one of the most important in Europe. Its library is one of the richest and oldest in the world and contains precious manuscripts such as the earliest-known architectural plan drawn on parchment. From 1755 to 1768, the conventual area was rebuilt in Baroque style. The cathedral and the library are the main features of this remarkable architectural complex, reflecting 12 centuries of continuous activity. Abu Mena The church, baptistry, basilicas, public buildings, streets, monasteries, houses and workshops in this early Christian holy city were built over the tomb of the martyr Menas of Alexandria, who died in A.D. 296. Acropolis, Athens The Acropolis of Athens and its monuments are universal symbols of the classical spirit and civilization and form the greatest architectural and artistic complex bequeathed by Greek Antiquity to the world. In the second half of the fifth century bc, Athens, following the victory against the Persians and the establishment of democracy, took a leading position amongst the other city-states of the ancient world. In the age that followed, as thought and art flourished, an exceptional group of artists put into effect the ambitious plans of Athenian statesman Pericles and, under the inspired guidance of the sculptor Pheidias, transformed the rocky hill into a unique monument of thought and the arts. The most important monuments were built during that time: the Parthenon, built by Ictinus, the Erechtheon, the Propylaea, the monumental entrance to the Acropolis, designed by Mnesicles and the small temple Athena Nike. Aflaj Irrigation Systems of Oman The property includes five aflaj irrigation systems and is representative of some 3,000 such systems still in use in Oman. The origins of this system of irrigation may date back to AD 500, but archaeological evidence suggests that irrigation systems existed in this extremely arid area as early as 2500 BC. Using gravity, water is channelled from underground sources or springs to support agriculture and domestic use. The fair and effective management and sharing of water in villages and towns is still underpinned by mutual dependence and communal values and guided by astronomical observations. Numerous watchtowers built to defend the water systems form part of the site reflecting the historic dependence of communities on the aflaj system. Threatened by falling level of the underground water table, the aflaj represent an exceptionally well-preserved form of land use. Agave Landscape and Ancient Industrial Facilities of Tequila The 34,658 ha site, between the foothills of the Tequila Volcano and the deep valley of the Rio Grande River, is part of an expansive landscape of blue agave, shaped by the culture of the plant used since the 16th century to produce tequila spirit and for at least 2,000 years to make fermented drinks and cloth. Within the landscape are working distilleries reflecting the growth in the international consumption of tequila in the 19th and 20th centuries. Today, the agave culture is seen as part of national identity. The area encloses a living, working landscape of blue agave fields and the urban settlements of Tequila, Arenal, and Amatitan with large distilleries where the agave ‘pineapple' is fermented and distilled. The property is also a testimony to the Teuchitlan cultures which shaped the Tequila area from AD 200-900, notably through the creation of terraces for agriculture, housing, temples, ceremonial mounds and ball courts. Agra Fort Near the gardens of the Taj Mahal stands the important 16th-century Mughal monument known as the Red Fort of Agra. This powerful fortress of red sandstone encompasses, within its 2.5-km-long enclosure walls, the imperial city of the Mughal rulers. It comprises many fairy-tale palaces, such as the Jahangir Palace and the Khas Mahal, built by Shah Jahan; audience halls, such as the Diwan-i-Khas; and two very beautiful mosques. Agricultural Landscape of Southern Öland The southern part of the island of Öland in the Baltic Sea is dominated by a vast limestone plateau. Human beings have lived here for some five thousand years and adapted their way of life to the physical constraints of the island. As a consequence, the landscape is unique, with abundant evidence of continuous human settlement from prehistoric times to the present day. Air and Ténéré Natural Reserves This is the largest protected area in Africa, covering some 7.7 million ha, though the area considered a protected sanctuary constitutes only one-sixth of the total area. It includes the volcanic rock mass of the Aïr, a small Sahelian pocket, isolated as regards its climate and flora and fauna, and situated in the Saharan desert of Ténéré. The reserves boast an outstanding variety of landscapes, plant species and wild animals. Ajanta Caves The first Buddhist cave monuments at Ajanta date from the 2nd and 1st centuries B.C. During the Gupta period (5th and 6th centuries A.D.), many more richly decorated caves were added to the original group. The paintings and sculptures of Ajanta, considered masterpieces of Buddhist religious art, have had a considerable artistic influence. Aksum The ruins of the ancient city of Aksum are found close to Ethiopia's northern border. They mark the location of the heart of ancient Ethiopia, when the Kingdom of Aksum was the most powerful state between the Eastern Roman Empire and Persia. The massive ruins, dating from between the 1st and the 13th century A.D., include monolithic obelisks, giant stelae, royal tombs and the ruins of ancient castles. Long after its political decline in the 10th century, Ethiopian emperors continued to be crowned in Aksum. Al Qal'a of Beni Hammad In a mountainous site of extraordinary beauty, the ruins of the first capital of the Hammadid emirs, founded in 1007 and demolished in 1152, provide an authentic picture of a fortified Muslim city. The mosque, whose prayer room has 13 aisles with eight bays, is one of the largest in Algeria. Al Zubarah Archaeological Site The walled coastal town of Al Zubarah in the Persian Gulf flourished as a pearling and trading centre in the late 18th century and early 19th centuries, before it was destroyed in 1811 and abandoned in the early 1900s. Founded by merchants from Kuwait, Al Zubarah had trading links across the Indian Ocean, Arabia and Western Asia. A layer of sand blown from the desert has protected the remains of the site’s palaces, mosques, streets, courtyard houses, and fishermen’s huts; its harbour and double defensive walls, a canal, walls, and cemeteries. Excavation has only taken place over a small part of the site, which offers an outstanding testimony to an urban trading and pearl-diving tradition which sustained the region’s major coastal towns and led to the development of small independent states that flourished outside the control of the Ottoman, European, and Persian empires and eventually led to the emergence of modern day Gulf States. Al-Ahsa Oasis, an Evolving Cultural Landscape In the eastern Arabian Peninsula, the Al-Ahsa Oasis is a serial property comprising gardens, canals, springs, wells and a drainage lake, as well as historical buildings, urban fabric and archaeological sites. They represent traces of continued human settlement in the Gulf region from the Neolithic to the present, as can be seen from remaining historic fortresses, mosques, wells, canals and other water management systems. With its 2.5 million date palms, it is the largest oasis in the world. Al-Ahsa is also a unique geocultural landscape and an exceptional example of human interaction with the environment. Aldabra Atoll The atoll is comprised of four large coral islands which enclose a shallow lagoon; the group of islands is itself surrounded by a coral reef. Due to difficulties of access and the atoll's isolation, Aldabra has been protected from human influence and thus retains some 152,000 giant tortoises, the world's largest population of this reptile. Alejandro de Humboldt National Park Complex geology and varied topography have given rise to a diversity of ecosystems and species unmatched in the insular Caribbean and created one of the most biologically diverse tropical island sites on earth. Many of the underlying rocks are toxic to plants so species have had to adapt to survive in these hostile conditions. This unique process of evolution has resulted in the development of many new species and the park is one of the most important sites in the Western Hemisphere for the conservation of endemic flora. Endemism of vertebrates and invertebrates is also very high. Alhambra, Generalife and Albayzín, Granada 1 Rising above the modern lower town, the Alhambra and the Albaycín, situated on two adjacent hills, form the medieval part of Granada. To the east of the Alhambra fortress and residence are the magnificent gardens of the Generalife, the former rural residence of the emirs who ruled this part of Spain in the 13th and 14th centuries. The residential district of the Albaycín is a rich repository of Moorish vernacular architecture, into which the traditional Andalusian architecture blends harmoniously. Alto Douro Wine Region Wine has been produced by traditional landholders in the Alto Douro region for some 2,000 years. Since the 18th century, its main product, port wine, has been world famous for its quality. This long tradition of viticulture has produced a cultural landscape of outstanding beauty that reflects its technological, social and economic evolution. Amami-Oshima Island, Tokunoshima Island, Northern part of Okinawa Island, and Iriomote Island Encompassing 42,698 hectares of subtropical rainforests on four islands on a chain located in the southwest of Japan, the serial site forms an arc on the boundary of the East China Sea and Philippine Sea whose highest point, Mount Yuwandake on Amami-Oshima Island, rises 694 metres above sea level. Entirely uninhabited by humans, the site has high biodiversity value with a very high percentage of endemic species, many of them globally threatened. The site is home to endemic plants, mammals, birds, reptiles, amphibians, inland water fish and decapod crustaceans, including, for example, the endangered Amami Rabbit (Pentalagus furnessi) and the endangered Ryukyu Long-haired Rat (Diplothrix legata) that represent ancient lineages and have no living relatives anywhere in the world. Five mammal species, three bird species, and three amphibian species in the property have been identified globally as Evolutionarily Distinct and Globally Endangered (EDGE) species. There are also a number of different endemic species confined to each respective island that are not found elsewhere in the property. Amiens Cathedral Amiens Cathedral, in the heart of Picardy, is one of the largest 'classic' Gothic churches of the 13th century. It is notable for the coherence of its plan, the beauty of its three-tier interior elevation and the particularly fine display of sculptures on the principal facade and in the south transept. Amphitheatre of El Jem The impressive ruins of the largest colosseum in North Africa, a huge amphitheatre which could hold up to 35,000 spectators, are found in the small village of El Jem. This 3rd-century monument illustrates the grandeur and extent of Imperial Rome. Ancient and Primeval Beech Forests of the Carpathians and Other Regions of Europe * This transnational property includes 93 component parts in 18 countries. Since the end of the last Ice Age, European Beech spread from a few isolated refuge areas in the Alps, Carpathians, Dinarides, Mediterranean and Pyrenees over a short period of a few thousand years in a process that is still ongoing. The successful expansion across a whole continent is related to the tree’s adaptability and tolerance of different climatic, geographical and physical conditions. Ancient Building Complex in the Wudang Mountains The palaces and temples which form the nucleus of this group of secular and religious buildings exemplify the architectural and artistic achievements of China's Yuan, Ming and Qing dynasties. Situated in the scenic valleys and on the slopes of the Wudang mountains in Hubei Province, the site, which was built as an organized complex during the Ming dynasty (14th–17th centuries), contains Taoist buildings from as early as the 7th century. It represents the highest standards of Chinese art and architecture over a period of nearly 1,000 years. Ancient City of Aleppo Located at the crossroads of several trade routes from the 2nd millennium B.C., Aleppo was ruled successively by the Hittites, Assyrians, Arabs, Mongols, Mamelukes and Ottomans. The 13th-century citadel, 12th-century Great Mosque and various 17th-century madrasas, palaces, caravanserais and hammams all form part of the city's cohesive, unique urban fabric, now threatened by overpopulation. Ancient City of Bosra Bosra, once the capital of the Roman province of Arabia, was an important stopover on the ancient caravan route to Mecca. A magnificent 2nd-century Roman theatre, early Christian ruins and several mosques are found within its great walls. Ancient City of Damascus Founded in the 3rd millennium B.C., Damascus is one of the oldest cities in the Middle East. In the Middle Ages, it was the centre of a flourishing craft industry, specializing in swords and lace. The city has some 125 monuments from different periods of its history – one of the most spectacular is the 8th-century Great Mosque of the Umayyads, built on the site of an Assyrian sanctuary. Ancient City of Nessebar Situated on a rocky peninsula on the Black Sea, the more than 3,000-year-old site of Nessebar was originally a Thracian settlement (Menebria). At the beginning of the 6th century BC, the city became a Greek colony. The city’s remains, which date mostly from the Hellenistic period, include the acropolis, a temple of Apollo, an agora and a wall from the Thracian fortifications. Among other monuments, the Stara Mitropolia Basilica and the fortress date from the Middle Ages, when this was one of the most important Byzantine towns on the west coast of the Black Sea. Wooden houses built in the 19th century are typical of the Black Sea architecture of the period. Ancient City of Ping Yao Ping Yao is an exceptionally well-preserved example of a traditional Han Chinese city, founded in the 14th century. Its urban fabric shows the evolution of architectural styles and town planning in Imperial China over five centuries. Of special interest are the imposing buildings associated with banking, for which Ping Yao was the major centre for the whole of China in the 19th and early 20th centuries. Ancient City of Polonnaruwa Polonnaruwa was the second capital of Sri Lanka after the destruction of Anuradhapura in 993. It comprises, besides the Brahmanic monuments built by the Cholas, the monumental ruins of the fabulous garden-city created by Parakramabahu I in the 12th century. Ancient City of Qalhat The property, which is located on the east coast of the Sultanate of Oman, includes the ancient city of Qalhat, surrounded by inner and outer walls, as well as areas beyond the ramparts where necropolises are located. The city developed as a major port on the east coast of Arabia between the 11th and 15th centuries CE, during the reign of the Hormuz princes. The Ancient City bears unique archaeological testimony to the trade links between the east coast of Arabia, East Africa, India, China and South-East Asia. Ancient City of Sigiriya The ruins of the capital built by the parricidal King Kassapa I (477–95) lie on the steep slopes and at the summit of a granite peak standing some 180m high (the 'Lion's Rock', which dominates the jungle from all sides). A series of galleries and staircases emerging from the mouth of a gigantic lion constructed of bricks and plaster provide access to the site. Ancient City of Tauric Chersonese and its Chora The site features the remains of a city founded by Dorian Greeks in the 5th century BC on the northern shores of the Black Sea. It encompasses six component sites with urban remains and agricultural lands divided into several hundreds of chora, rectangular plots of equal size. The plots supported vineyards whose production was exported by the city which thrived until the 15th century. The site features several public building complexes and residential neighbourhoods, as well as early Christian monuments alongside remains from Stone and Bronze Age settlements; Roman and medieval tower fortifications and water supply systems; and exceptionally well-preserved examples of vineyard planting and dividing walls. In the 3rd century AD, the site was known as the most productive wine centre of the Black Sea and remained a hub of exchange between the Greek, Roman and Byzantine Empires and populations north of the Black Sea. It is an outstanding example of democratic land organization linked to an ancient polis, reflecting the city’s social organization. Ancient Ferrous Metallurgy Sites of Burkina Faso This property is composed of five elements located in different provinces of the country. It includes about fifteen standing, natural-draught furnaces, several other furnace structures, mines and traces of dwellings. Douroula, which dates back to the 8th century BCE, is the oldest evidence of the development of iron production found in Burkina Faso. The other components of the property – Tiwêga, Yamané, Kindibo and Békuy – illustrate the intensification of iron production during the second millennium CE. Even though iron ore reduction –obtaining iron from ore – is no longer practiced today, village blacksmiths still play a major role in supplying tools, while taking part in various rituals. Ancient Jericho/Tell es-Sultan Ancient Jerico/Tell es-Sultan is located northwest of present-day Jericho in the Jordan Valley in Palestine, the property is an oval-shaped Tell, or mound, that contains the prehistorical deposits of human activity, and includes the adjacent perennial spring of ‘Ain es-Sultan. By the 9th to 8th millennium BC, Neolithic Ancient Jericho/Tell es-Sultan was already a sizeable permanent settlement, as expressed by surviving monumental architectural attributes such as a wall with a ditch and a tower. It reflects the developments of the period, which include the shifting of humanity to a sedentary communal lifestyle and the related transition to new subsistence economies, as well as changes in social organisation and the development of religious practices, testified by skulls and statues found. The Early Bronze Age archaeological material on the site provides insights into urban planning, while vestiges from the Middle Bronze Age reveal the presence of a large Canaanite city-state, equipped with an urban centre and technologically innovative rampart fortifications, occupied by a socially complex population. Ancient Ksour of Ouadane, Chinguetti, Tichitt and Oualata Founded in the 11th and 12th centuries to serve the caravans crossing the Sahara, these trading and religious centres became focal points of Islamic culture. They have managed to preserve an urban fabric that evolved between the 12th and 16th centuries. Typically, houses with patios crowd along narrow streets around a mosque with a square minaret. They illustrate a traditional way of life centred on the nomadic culture of the people of the western Sahara. Ancient Maya City and Protected Tropical Forests of Calakmul, Campeche The site is located in the central/southern portion of the Yucatán Peninsula, in southern Mexico and includes the remains of the important Maya city Calakmul, set deep in the tropical forest of the Tierras Bajas. The city played a key role in the history of this region for more than twelve centuries and is characterized by well-preserved structures providing a vivid picture of life in an ancient Maya capital. The property also falls within the Mesoamerica biodiversity hotspot, the third largest in the world, encompassing all subtropical and tropical ecosystems from central Mexico to the Panama Canal. Ancient Thebes with its Necropolis Thebes, the city of the god Amon, was the capital of Egypt during the period of the Middle and New Kingdoms. With the temples and palaces at Karnak and Luxor, and the necropolises of the Valley of the Kings and the Valley of the Queens, Thebes is a striking testimony to Egyptian civilization at its height. Ancient Villages in Southern Anhui – Xidi and Hongcun The two traditional villages of Xidi and Hongcun preserve to a remarkable extent the appearance of non-urban settlements of a type that largely disappeared or was transformed during the last century. Their street plan, their architecture and decoration, and the integration of houses with comprehensive water systems are unique surviving examples. Ancient Villages of Northern Syria Some 40 villages grouped in eight parks situated in north-western Syria provide remarkable testimony to rural life in late Antiquity and during the Byzantine period. Abandoned in the 8th to 10th centuries, the villages, which date from the 1st to 7th centuries, feature a remarkably well preserved landscape and the architectural remains of dwellings, pagan temples, churches, cisterns, bathhouses etc. The relict cultural landscape of the villages also constitutes an important illustration of the transition from the ancient pagan world of the Roman Empire to Byzantine Christianity. Vestiges illustrating hydraulic techniques, protective walls and Roman agricultural plot plans furthermore offer testimony to the inhabitants' mastery of agricultural production. Andrefana Dry Forests This serial property in western Madagascar comprises karstic landscapes and limestone uplands cut into impressive 'tsingy' peaks and a 'forest' of limestone needles, the spectacular canyon of the Manambolo river, rolling hills and high peaks. Undisturbed forests, lakes and mangrove swamps are the habitat for rare and endangered lemurs and birds. The component parts of the property cover almost the full range of ecological and evolutionary variation within the western forests of Madagascar, including western dry forests and southwestern spiny forest-thicket. These sites contain a spectacular array of endemic and threatened biodiversity, including baobabs, flame trees (Delonix), as well as unique evolutionary lineages such as the Mesitornithiformes, an order of birds which is 54 million years old. Angkor Angkor is one of the most important archaeological sites in South-East Asia. Stretching over some 400 km2, including forested area, Angkor Archaeological Park contains the magnificent remains of the different capitals of the Khmer Empire, from the 9th to the 15th century. They include the famous Temple of Angkor Wat and, at Angkor Thom, the Bayon Temple with its countless sculptural decorations. UNESCO has set up a wide-ranging programme to safeguard this symbolic site and its surroundings. Anjar The city of Anjar was founded by Caliph Walid I at the beginning of the 8th century. The ruins reveal a very regular layout, reminiscent of the palace-cities of ancient times, and are a unique testimony to city planning under the Umayyads. Antequera Dolmens Site Located at the heart of Andalusia in southern Spain, the site comprises three megalithic monuments: the Menga and Viera dolmens and the Tholos of El Romeral, and two natural monuments: La Peña de los Enamorados and El Torcal mountainous formations, which are landmarks within the property. Built during the Neolithic and Bronze Age out of large stone blocks, these monuments form chambers with lintelled roofs or false cupolas. These three tombs, buried beneath their original earth tumuli, are one of the most remarkable architectural works of European prehistory and one of the most important examples of European Megalithism. Anticosti Situated on the island of Anticosti, the largest island in Quebec, this property is the most complete and best preserved palaeontological record of the first mass extinction of animal life, 447-437 million years ago. It contains the best preserved fossil record of marine life covering 10 million years of Earth history. The abundance, diversity, and exquisite preservation of the fossils are exceptional and allow for world-class scientific work. Thousands of large bedding surfaces allow the observation and study of shell and sometimes soft-bodied animals that lived on the shallow sea floor of an ancient tropical sea. Antigua Guatemala Antigua, the capital of the Captaincy-General of Guatemala, was founded in the early 16th century. Built 1,500 m above sea-level, in an earthquake-prone region, it was largely destroyed by an earthquake in 1773 but its principal monuments are still preserved as ruins. In the space of under three centuries the city, which was built on a grid pattern inspired by the Italian Renaissance, acquired a number of superb monuments. Antigua Naval Dockyard and Related Archaeological Sites The site consists of a group of Georgian-style naval buildings and structures, set within a walled enclosure. The natural environment of this side of the island of Antigua, with its deep, narrow bays surrounded by highlands, offered shelter from hurricanes and was ideal for repairing ships. The construction of the Dockyard by the British navy would not have been possible without the labour of generations of enslaved Africans since the end of the 18th century. Its aim was to protect the interests of sugar cane planters at a time when European powers were competing for control of the Eastern Caribbean. Aphrodisias Located in southwestern Turkey, in the upper valley of the Morsynus River, the site consists of two components: the archaeological site of Aphrodisias and the marble quarries northeast of the city. The temple of Aphrodite dates from the 3rd century BC and the city was built one century later. The wealth of Aphrodisias came from the marble quarries and the art produced by its sculptors. The city streets are arranged around several large civic structures, which include temples, a theatre, an agora and two bath complexes. Aqueduct of Padre Tembleque Hydraulic System This 16th century aqueduct is located between the states of Mexico and Hidalgo, on the Central Mexican Plateau. This heritage canal system encompasses a water catchment area, springs, canals, distribution tanks and arcaded aqueduct bridges. The site incorporates the highest single-level arcade ever built in an aqueduct. Initiated by the Franciscan friar, Padre Tembleque, and built with support from the local indigenous communities, this hydraulic system is an example of the exchange of influences between the European tradition of Roman hydraulics and traditional Mesoamerican construction techniques, including the use of adobe. Arab-Norman Palermo and the Cathedral Churches of Cefalú and Monreale Located on the northern coast of Sicily, Arab-Norman Palermo includes a series of nine civil and religious structures dating from the era of the Norman kingdom of Sicily (1130-1194): two palaces, three churches, a cathedral, a bridge, as well as the cathedrals of Cefalú and Monreale. Collectively, they are an example of a social-cultural syncretism between Western, Islamic and Byzantine cultures on the island which gave rise to new concepts of space, structure and decoration. They also bear testimony to the fruitful coexistence of people of different origins and religions (Muslim, Byzantine, Latin, Jewish, Lombard and French). Arabian Oryx Sanctuary Delisted 2007 The Arabian Oryx Sanctuary is an area within the Central Desert and Coastal Hills biogeographical regions of Oman. Seasonal fogs and dews support a unique desert ecosystem whose diverse flora includes several endemic plants. Its rare fauna includes the first free-ranging herd of Arabian oryx since the global extinction of the species in the wild in 1972 and its reintroduction here in 1982. The only wild breeding sites in Arabia of the endangered houbara bustard, a species of wader, are also to be found, as well as Nubian ibex, Arabian wolves, honey badgers, caracals and the largest wild population of Arabian gazelle. Aranjuez Cultural Landscape The Aranjuez cultural landscape is an entity of complex relationships: between nature and human activity, between sinuous watercourses and geometric landscape design, between the rural and the urban, between forest landscape and the delicately modulated architecture of its palatial buildings. Three hundred years of royal attention to the development and care of this landscape have seen it express an evolution of concepts from humanism and political centralization, to characteristics such as those found in its 18th century French-style Baroque garden, to the urban lifestyle which developed alongside the sciences of plant acclimatization and stock-breeding during the Age of Enlightenment. Archaeological Area and the Patriarchal Basilica of Aquileia Aquileia (in Friuli-Venezia Giulia), one of the largest and wealthiest cities of the Early Roman Empire, was destroyed by Attila in the mid-5th century. Most of it still lies unexcavated beneath the fields, and as such it constitutes the greatest archaeological reserve of its kind. The patriarchal basilica, an outstanding building with an exceptional mosaic pavement, played a key role in the evangelization of a large region of central Europe. Archaeological Area of Agrigento Founded as a Greek colony in the 6th century B.C., Agrigento became one of the leading cities in the Mediterranean world. Its supremacy and pride are demonstrated by the remains of the magnificent Doric temples that dominate the ancient town, much of which still lies intact under today's fields and orchards. Selected excavated areas throw light on the later Hellenistic and Roman town and the burial practices of its early Christian inhabitants. Archaeological Areas of Pompei, Herculaneum and Torre Annunziata When Vesuvius erupted on 24 August AD 79, it engulfed the two flourishing Roman towns of Pompei and Herculaneum, as well as the many wealthy villas in the area. These have been progressively excavated and made accessible to the public since the mid-18th century. The vast expanse of the commercial town of Pompei contrasts with the smaller but better-preserved remains of the holiday resort of Herculaneum, while the superb wall paintings of the Villa Oplontis at Torre Annunziata give a vivid impression of the opulent lifestyle enjoyed by the wealthier citizens of the Early Roman Empire. Archaeological Border complex of Hedeby and the Danevirke The archaeological site of Hedeby consists of the remains of an emporium – or trading town – containing traces of roads, buildings, cemeteries and a harbour dating back to the 1st and early 2nd millennia CE. It is enclosed by part of the Danevirke, a line of fortification crossing the Schleswig isthmus, which separates the Jutland Peninsula from the rest of the European mainland. Because of its unique situation between the Frankish Empire in the South and the Danish Kingdom in the North, Hedeby became a trading hub between continental Europe and Scandinavia and between the North Sea and the Baltic Sea. Because of its rich and well preserved archaeological material, it has become a key site for the interpretation of economic, social and historical developments in Europe during the Viking age. Archaeological Ensemble of Mérida The colony of Augusta Emerita, which became present-day Mérida in Estremadura, was founded in 25 B.C. at the end of the Spanish Campaign and was the capital of Lusitania. The well-preserved remains of the old city include, in particular, a large bridge over the Guadiana, an amphitheatre, a theatre, a vast circus and an exceptional water-supply system. It is an excellent example of a provincial Roman capital during the empire and in the years afterwards. Archaeological Ensemble of Tarraco Tarraco (modern-day Tarragona) was a major administrative and mercantile city in Roman Spain and the centre of the Imperial cult for all the Iberian provinces. It was endowed with many fine buildings, and parts of these have been revealed in a series of exceptional excavations. Although most of the remains are fragmentary, many preserved beneath more recent buildings, they present a vivid picture of the grandeur of this Roman provincial capital. Archaeological Heritage of the Lenggong Valley Situated in the lush Lenggong Valley, the property includes four archaeological sites in two clusters which span close to 2 million years, one of the longest records of early man in a single locality, and the oldest outside the African continent. It features open-air and cave sites with Palaeolithic tool workshops, evidence of early technology. The number of sites found in the relatively contained area suggests the presence of a fairly large, semi-sedentary population with cultural remains from the Palaeolithic, Neolithic and Metal ages. Archaeological Landscape of the First Coffee Plantations in the South-East of Cuba The remains of the 19th-century coffee plantations in the foothills of the Sierra Maestra are unique evidence of a pioneer form of agriculture in a difficult terrain. They throw considerable light on the economic, social, and technological history of the Caribbean and Latin American region. Archaeological Monuments Zone of Xochicalco Xochicalco is an exceptionally well-preserved example of a fortified political, religious and commercial centre from the troubled period of 650–900 that followed the break-up of the great Mesoamerican states such as Teotihuacan, Monte Albán, Palenque and Tikal. Archaeological Park and Ruins of Quirigua Inhabited since the 2nd century A.D., Quirigua had become during the reign of Cauac Sky (723–84) the capital of an autonomous and prosperous state. The ruins of Quirigua contain some outstanding 8th-century monuments and an impressive series of carved stelae and sculpted calendars that constitute an essential source for the study of Mayan civilization. Archaeological Ruins at Moenjodaro The ruins of the huge city of Moenjodaro – built entirely of unbaked brick in the 3rd millennium B.C. – lie in the Indus valley. The acropolis, set on high embankments, the ramparts, and the lower town, which is laid out according to strict rules, provide evidence of an early system of town planning. Archaeological Ruins of Liangzhu City Located in the Yangtze River Basin on the south-eastern coast of the country, the archaeological ruins of Liangzhu (about 3,300-2,300 BCE) reveal an early regional state with a unified belief system based on rice cultivation in Late Neolithic China. The property is composed of four areas – the Area of Yaoshan Site, the Area of High-dam at the Mouth of the Valley, the Area of Low-dam on the Plain and the Area of City Site. These ruins are an outstanding example of early urban civilization expressed in earthen monuments, urban planning, a water conservation system and a social hierarchy expressed in differentiated burials in cemeteries within the property. Archaeological Site of Aigai (modern name Vergina) The city of Aigai, the ancient first capital of the Kingdom of Macedonia, was discovered in the 19th century near Vergina, in northern Greece. The most important remains are the monumental palace, lavishly decorated with mosaics and painted stuccoes, and the burial ground with more than 300 tumuli, some of which date from the 11th century B.C. One of the royal tombs in the Great Tumulus is identified as that of Philip II, who conquered all the Greek cities, paving the way for his son Alexander and the expansion of the Hellenistic world. Archaeological Site of Ani This site is located on a secluded plateau of northeast Turkey overlooking a ravine that forms a natural border with Armenia. This medieval city combines residential, religious and military structures, characteristic of a medieval urbanism built up over the centuries by Christian and then Muslim dynasties. The city flourished in the 10th and 11th centuries CE when it became the capital of the medieval Armenian kingdom of the Bagratides and profited from control of one branch of the Silk Road. Later, under Byzantine, Seljuk and Georgian sovereignty, it maintained its status as an important crossroads for merchant caravans. The Mongol invasion and a devastating earthquake in 1319 marked the beginning of the city’s decline. The site presents a comprehensive overview of the evolution of medieval architecture through examples of almost all the different architectural innovations of the region between the 7th and 13th centuries CE. Archaeological Site of Atapuerca The caves of the Sierra de Atapuerca contain a rich fossil record of the earliest human beings in Europe, from nearly one million years ago and extending up to the Common Era. They represent an exceptional reserve of data, the scientific study of which provides priceless information about the appearance and the way of life of these remote human ancestors. Archaeological Site of Carthage Carthage was founded in the 9th century B.C. on the Gulf of Tunis. From the 6th century onwards, it developed into a great trading empire covering much of the Mediterranean and was home to a brilliant civilization. In the course of the long Punic wars, Carthage occupied territories belonging to Rome, which finally destroyed its rival in 146 B.C. A second – Roman – Carthage was then established on the ruins of the first. Archaeological Site of Cyrene A colony of the Greeks of Thera, Cyrene was one of the principal cities in the Hellenic world. It was Romanized and remained a great capital until the earthquake of 365. A thousand years of history is written into its ruins, which have been famous since the 18th century. Archaeological Site of Delphi The pan-Hellenic sanctuary of Delphi, where the oracle of Apollo spoke, was the site of the omphalos, the 'navel of the world'. Blending harmoniously with the superb landscape and charged with sacred meaning, Delphi in the 6th century B.C. was indeed the religious centre and symbol of unity of the ancient Greek world. Archaeological Site of Leptis Magna Leptis Magna was enlarged and embellished by Septimius Severus, who was born there and later became emperor. It was one of the most beautiful cities of the Roman Empire, with its imposing public monuments, harbour, market-place, storehouses, shops and residential districts. Archaeological Site of Mystras Mystras, the 'wonder of the Morea', was built as an amphitheatre around the fortress erected in 1249 by the prince of Achaia, William of Villehardouin. Reconquered by the Byzantines, then occupied by the Turks and the Venetians, the city was abandoned in 1832, leaving only the breathtaking medieval ruins, standing in a beautiful landscape. Archaeological Site of Nalanda Mahavihara at Nalanda, Bihar The Nalanda Mahavihara site is in the State of Bihar, in north-eastern India. It comprises the archaeological remains of a monastic and scholastic institution dating from the 3rd century BCE to the 13th century CE. It includes stupas, shrines, viharas (residential and educational buildings) and important art works in stucco, stone and metal. Nalanda stands out as the most ancient university of the Indian Subcontinent. It engaged in the organized transmission of knowledge over an uninterrupted period of 800 years. The historical development of the site testifies to the development of Buddhism into a religion and the flourishing of monastic and educational traditions. Archaeological Site of Olympia The site of Olympia, in a valley in the Peloponnesus, has been inhabited since prehistoric times. In the 10th century B.C., Olympia became a centre for the worship of Zeus. The Altis – the sanctuary to the gods – has one of the highest concentrations of masterpieces from the ancient Greek world. In addition to temples, there are the remains of all the sports structures erected for the Olympic Games, which were held in Olympia every four years beginning in 776 B.C. Archaeological Site of Panamá Viejo and Historic District of Panamá Founded in 1519 by the conquistador Pedrarías Dávila, Panamá Viejo is the oldest European settlement on the Pacific coast of the Americas. It was laid out on a rectilinear grid and marks the transference from Europe of the idea of a planned town. Abandoned in the mid-17th century, it was replaced by a ‘new town’ (the ‘Historic District’), which has also preserved its original street plan, its architecture and an unusual mixture of Spanish, French and early American styles. The Salón Bolívar was the venue for the unsuccessful attempt made by El Libertador in 1826 to establish a multinational continental congress. Archaeological Site of Philippi The remains of this walled city lie at the foot of an acropolis in north-eastern Greece, on the ancient route linking Europe and Asia, the Via Egnatia. Founded in 356 BC by the Macedonian King Philip II, the city developed as a “small Rome” with the establishment of the Roman Empire in the decades following the Battle of Philippi, in 42 BCE. The vibrant Hellenistic city of Philip II, of which the walls and their gates, the theatre and the funerary heroon (temple) are to be seen, was supplemented with Roman public buildings such as the Forum and a monumental terrace with temples to its north. Later the city became a centre of the Christian faith following the visit of the Apostle Paul in 49-50 CE. The remains of its basilicas constitute an exceptional testimony to the early establishment of Christianity. Archaeological Site of Sabratha A Phoenician trading-post that served as an outlet for the products of the African hinterland, Sabratha was part of the short-lived Numidian Kingdom of Massinissa before being Romanized and rebuilt in the 2nd and 3rd centuries A.D. Archaeological Site of Troy Troy, with its 4,000 years of history, is one of the most famous archaeological sites in the world. The first excavations at the site were undertaken by the famous archaeologist Heinrich Schliemann in 1870. In scientific terms, its extensive remains are the most significant demonstration of the first contact between the civilizations of Anatolia and the Mediterranean world. Moreover, the siege of Troy by Spartan and Achaean warriors from Greece in the 13th or 12th century B.C., immortalized by Homer in the Iliad, has inspired great creative artists throughout the world ever since. Archaeological Site of Volubilis The Mauritanian capital, founded in the 3rd century B.C., became an important outpost of the Roman Empire and was graced with many fine buildings. Extensive remains of these survive in the archaeological site, located in a fertile agricultural area. Volubilis was later briefly to become the capital of Idris I, founder of the Idrisid dynasty, who is buried at nearby Moulay Idris. Archaeological Sites of Bat, Al-Khutm and Al-Ayn The protohistoric site of Bat lies near a palm grove in the interior of the Sultanate of Oman. Together with the neighbouring sites, it forms the most complete collection of settlements and necropolises from the 3rd millennium B.C. in the world. Archaeological Sites of Mycenae and Tiryns The archaeological sites of Mycenae and Tiryns are the imposing ruins of the two greatest cities of the Mycenaean civilization, which dominated the eastern Mediterranean world from the 15th to the 12th century B.C. and played a vital role in the development of classical Greek culture. These two cities are indissolubly linked to the Homeric epics, the Iliad and the Odyssey , which have influenced European art and literature for more than three millennia. Archaeological Sites of the Island of Meroe The Archaeological Sites of the Island of Meroe, a semi-desert landscape between the Nile and Atbara rivers, was the heartland of the Kingdom of Kush, a major power from the 8th century B.C. to the 4th century A.D. The property consists of the royal city of the Kushite kings at Meroe, near the River Nile, the nearby religious site of Naqa and Musawwarat es Sufra. It was the seat of the rulers who occupied Egypt for close to a century and features, among other vestiges, pyramids, temples and domestic buildings as well as major installations connected to water management. Their vast empire extended from the Mediterranean to the heart of Africa, and the property testifies to the exchange between the art, architectures, religions and languages of both regions. Archaeological Zone of Paquimé, Casas Grandes Paquimé, Casas Grandes, which reached its apogee in the 14th and 15th centuries, played a key role in trade and cultural contacts between the Pueblo culture of the south-western United States and northern Mexico and the more advanced civilizations of Mesoamerica. The extensive remains, only part of which have been excavated, are clear evidence of the vitality of a culture which was perfectly adapted to its physical and economic environment, but which suddenly vanished at the time of the Spanish Conquest. Archipiélago de Revillagigedo Located in the eastern Pacific Ocean, this archipelago is made up of four remote islands and their surrounding waters: San Benedicto, Socorro, Roca Partida and Clarión. This archipelago is part of a submerged mountain range, with the four islands representing the peaks of volcanoes emerging above sea level. The islands provide critical habitat for a range of wildlife and are of particular importance for seabirds. The surrounding waters have a remarkable abundance of large pelagic species, such as manta rays, whales, dolphins and sharks. Architectural Ensemble of the Trinity Sergius Lavra in Sergiev Posad This is a fine example of a working Orthodox monastery, with military features that are typical of the 15th to the 18th century, the period during which it developed. The main church of the Lavra, the Cathedral of the Assumption (echoing the Kremlin Cathedral of the same name), contains the tomb of Boris Godunov. Among the treasures of the Lavra is the famous icon, The Trinity , by Andrei Rublev. Architectural, Residential and Cultural Complex of the Radziwill Family at Nesvizh The Architectural, Residential and Cultural Complex of the Radziwill Family at Nesvizh is located in central Belarus. The Radziwill dynasty, who built and kept the ensemble from the 16th century until 1939, gave birth to some of the most important personalities in European history and culture. Due to their efforts, the town of Nesvizh came to exercise great influence in the sciences, arts, crafts and architecture. The complex consists of the residential castle and the mausoleum Church of Corpus Christi with their setting. The castle has ten interconnected buildings, which developed as an architectural whole around a six-sided courtyard. The palaces and church became important prototypes marking the development of architecture throughout Central Europe and Russia. Area de Conservación Guanacaste The Area de Conservación Guanacaste (inscribed in 1999), was extended with the addition of a 15,000 ha private property, St Elena. It contains important natural habitats for the conservation of biological diversity, including the best dry forest habitats from Central America to northern Mexico and key habitats for endangered or rare plant and animal species. The site demonstrates significant ecological processes in both its terrestrial and marine-coastal environments. Arles, Roman and Romanesque Monuments Arles is a good example of the adaptation of an ancient city to medieval European civilization. It has some impressive Roman monuments, of which the earliest – the arena, the Roman theatre and the cryptoporticus (subterranean galleries) – date back to the 1st century B.C. During the 4th century Arles experienced a second golden age, as attested by the baths of Constantine and the necropolis of Alyscamps. In the 11th and 12th centuries, Arles once again became one of the most attractive cities in the Mediterranean. Within the city walls, Saint-Trophime, with its cloister, is one of Provence's major Romanesque monuments. Armenian Monastic Ensembles of Iran The Armenian Monastic Ensembles of Iran, in the north-west of the country, consists of three monastic ensembles of the Armenian Christian faith: St Thaddeus and St Stepanos and the Chapel of Dzordzor. These edifices - the oldest of which, St Thaddeus, dates back to the 7th century – are examples of outstanding universal value of the Armenian architectural and decorative traditions. They bear testimony to very important interchanges with the other regional cultures, in particular the Byzantine, Orthodox and Persian. Situated on the south-eastern fringe of the main zone of the Armenian cultural space, the monasteries constituted a major centre for the dissemination of that culture in the region. They are the last regional remains of this culture that are still in a satisfactory state of integrity and authenticity. Furthermore, as places of pilgrimage, the monastic ensembles are living witnesses of Armenian religious traditions through the centuries. Arslantepe Mound Arslantepe Mound is a 30-metre-tall archaeological tell located in the Malatya plain, 15 km south-west of the Euphrates River. Archaeological evidence from the site testifies to its occupation from at least the 6th millennium BCE up until the Medieval period. The earliest layers belong to the Late Chalcolithic 1-2 periods, contemporary to Early Uruk in Southern Mesopotamia (4300-3900 BCE) and are characterized by adobe houses. The most prominent and flourishing period of the site was in the Late Chalcolithic 5 period, during which the so-called palace complex was constructed. Considerable evidence also testifies to the Early Bronze Age period, most prominently identified by the Royal Tomb complex. The archaeological stratigraphy then extends to the Middle and Late Bronze Ages and Hittite periods, including Neo-Hittite levels. The site illustrates the processes which led to the emergence of a State society in the Near East and a sophisticated bureaucratic system that predates writing. Exceptional metal objects and weapons have been excavated at the site, among them the earliest swords so far known in the world, which suggests the beginning of forms of organized combat as the prerogative of an elite, who -at Arslantepe- exhibited them as instruments of their new political power. As-Salt - The Place of Tolerance and Urban Hospitality Built on three closely-spaced hills in the Balqa highland of west-central Jordan, the city of As-Salt, was an important trading link between the eastern desert and the west. During the last 60 years of the Ottoman period, the region prospered from the arrival and settlement of merchants from Nablus, Syria, and Lebanon who made their fortunes in trade, banking, and farming. This prosperity attracted skilled craftsmen from different parts of the region who worked on transforming the modest rural settlement into a thriving town with a distinctive layout and an architecture characterized by large public buildings and family residences constructed of local yellow limestone. The site’s urban core includes approximately 650 significant historic buildings exhibiting a blend of European Art Nouveau and Neo-Colonial styles combined with local traditions. The city’s non-segregated development expresses tolerance between Muslims and Christians who developed traditions of hospitality evidenced in Madafas (guest houses, known as Dawaween) and the social welfare system known as Takaful Ijtimai’. These tangible and intangible aspects emerged through a melding of rural traditions and bourgeois merchants’ and tradespeople’s practices during the Golden Age of As-Salt’s development between 1860s to 1920s. Asante Traditional Buildings To the north-east of Kumasi, these are the last material remains of the great Asante civilization, which reached its high point in the 18th century. Since the dwellings are made of earth, wood and straw, they are vulnerable to the onslaught of time and weather. Ashur (Qal'at Sherqat) The ancient city of Ashur is located on the Tigris River in northern Mesopotamia in a specific geo-ecological zone, at the borderline between rain-fed and irrigation agriculture. The city dates back to the 3rd millennium BC. From the 14th to the 9th centuries BC it was the first capital of the Assyrian Empire, a city-state and trading platform of international importance. It also served as the religious capital of the Assyrians, associated with the god Ashur. The city was destroyed by the Babylonians, but revived during the Parthian period in the 1st and 2nd centuries AD. Asmara: A Modernist African City Located at over 2,000 m above sea level, the capital of Eritrea developed from the 1890s onwards as a military outpost for the Italian colonial power. After 1935, Asmara underwent a large scale programme of construction applying the Italian rationalist idiom of the time to governmental edifices, residential and commercial buildings, churches, mosques, synagogues, cinemas, hotels, etc. The property encompasses the area of the city that resulted from various phases of planning between 1893 and 1941, as well as the indigenous unplanned neighbourhoods of Arbate Asmera and Abbashawel. It is an exceptional example of early modernist urbanism at the beginning of the 20th century and its application in an African context. Assisi, the Basilica of San Francesco and Other Franciscan Sites Assisi, a medieval city built on a hill, is the birthplace of Saint Francis, closely associated with the work of the Franciscan Order. Its medieval art masterpieces, such as the Basilica of San Francesco and paintings by Cimabue, Pietro Lorenzetti, Simone Martini and Giotto, have made Assisi a fundamental reference point for the development of Italian and European art and architecture. Assumption Cathedral and Monastery of the town-island of Sviyazhsk The Assumption Cathedral is located in the town-island of Sviyazhsk and is part of the monastery of the same name. Situated at the confluence of the Volga, the Sviyaga and the Shchuka rivers, at the crossroads of the Silk and Volga routes, Sviyazhsk was founded by Ivan the Terrible in 1551. It was from this outpost that he initiated the conquest of the Kazan Khanate. The Assumption Monastery illustrates in its location and architectural composition the political and missionary programme developed by Tsar Ivan IV to extend the Moscow state. The cathedral’s frescoes are among the rarest examples of Eastern Orthodox mural paintings. Astronomical Observatories of Kazan Federal University The property is comprised of two component parts: one in the historical centre of Kazan and the other in a forested suburban area west of the city. The Kazan City Astronomical Observatory, built in 1837, is located on the University campus and the building is characterized by a semi-circular façade and three towers with domes built to house astronomical instruments. The suburban Engelhardt Astronomical Observatory includes structures for sky observations and residential buildings, all located within a park. The observatories have been preserved complete with astronomical instruments and today perform mainly educational functions. At-Turaif District in ad-Dir'iyah This property was the first capital of the Saudi Dynasty, in the heart of the Arabian Peninsula, north-west of Riyadh. Founded in the 15th century, it bears witness to the Najdi architectural style, which is specific to the centre of the Arabian peninsula. In the 18th and early 19th century, its political and religious role increased, and the citadel at at-Turaif became the centre of the temporal power of the House of Saud and the spread of the Salafiyya reform inside the Muslim religion. The property includes the remains of many palaces and an urban ensemble built on the edge of the ad-Dir’iyah oasis. Atlantic Forest South-East Reserves The Atlantic Forest South-East Reserves, in the states of Paraná and São Paulo, contain some of the best and most extensive examples of Atlantic forest in Brazil. The 25 protected areas that make up the site (some 470,000 ha in total) display the biological wealth and evolutionary history of the last remaining Atlantic forests. From mountains covered by dense forests, down to wetlands, coastal islands with isolated mountains and dunes, the area comprises a rich natural environment of great scenic beauty. Auschwitz Birkenau German Nazi Concentration and Extermination Camp (1940-1945) The fortified walls, barbed wire, platforms, barracks, gallows, gas chambers and cremation ovens show the conditions within which the Nazi genocide took place in the former concentration and extermination camp of Auschwitz-Birkenau, the largest in the Third Reich. According to historical investigations, 1.5 million people, among them a great number of Jews, were systematically starved, tortured and murdered in this camp, the symbol of humanity's cruelty to its fellow human beings in the 20th century. Australian Convict Sites The property includes a selection of eleven penal sites, among the thousands established by the British Empire on Australian soil in the 18th and 19th centuries. The sites are spread across Australia, from Fremantle in Western Australia to Kingston and Arthur's Vale on Norfolk Island in the east; and from areas around Sydney in New South Wales in the north, to sites located in Tasmania in the south. Around 166,000 men, women and children were sent to Australia over 80 years between 1787 and 1868, condemned by British justice to transportation to the convict colonies. Each of the sites had a specific purpose, in terms both of punitive imprisonment and of rehabilitation through forced labour to help build the colony. The Australian Convict Sites presents the best surviving examples of large-scale convict transportation and the colonial expansion of European powers through the presence and labour of convicts. Australian Fossil Mammal Sites (Riversleigh / Naracoorte) Riversleigh and Naracoorte, situated in the north and south respectively of eastern Australia, are among the world’s 10 greatest fossil sites. They are a superb illustration of the key stages of evolution of Australia’s unique fauna. Baalbek This Phoenician city, where a triad of deities was worshipped, was known as Heliopolis during the Hellenistic period. It retained its religious function during Roman times, when the sanctuary of the Heliopolitan Jupiter attracted thousands of pilgrims. Baalbek, with its colossal structures, is one of the finest examples of Imperial Roman architecture at its apogee. Babylon Situated 85 km south of Baghdad, the property includes the ruins of the city which, between 626 and 539 BCE, was the capital of the Neo-Babylonian Empire. It includes villages and agricultural areas surrounding the ancient city. Its remains, outer and inner city walls, gates, palaces and temples, are a unique testimony to one of the most influential empires of the ancient world. Seat of successive empires, under rulers such as Hammurabi and Nebuchadnezzar, Babylon represents the expression of the creativity of the Neo-Babylonian Empire at its height. The city's association with one of the seven wonders of the ancient world—the Hanging Gardens—has also inspired artistic, popular and religious culture on a global scale. Badain Jaran Desert - Towers of Sand and Lakes Located in the Alashan Plateau in the hyper-arid and temperate desert region of northwestern China, the Badain Jaran Desert is a meeting point for three sandy regions of China and is the country’s third largest desert and second largest drifting desert. The property stands out with its high density of mega-dunes, intersected with inter-dunal lakes. It displays spectacular ongoing geological and geomorphic features of desert landscapes and landforms which may well be unparalleled. Noteworthy features, among others, include the world’s tallest, stabilized sand mega-dune (relative relief of 460 m); the highest concentration of inter-dunal lakes; and the largest expanse of so-called singing sands (describing the resonance caused for example by wind moving dry and loose sand) and wind-eroded landforms. The varied landscape also results in a high level of habitat diversity, and hence of biodiversity. Baekje Historic Areas Located in the mountainous mid-western region of the Republic of Korea, this property comprises eight archaeological sites dating from 475 to 660 CE, including the Gongsanseong fortress and royal tombs at Songsan-ri related to the capital, Ungjin (present day Gongju), the Busosanseong Fortress and Gwanbuk-ri administrative buildings, the Jeongnimsa Temple, the royal tombs in Neungsan-ri and the Naseong city wall related to the capital, Sabi (now Buyeo), the royal palace at Wanggung-ri and the Mireuksa Temple in Iksan related to the secondary Sabi capital. Together, these sites represent the later period of the Baekje Kingdom – one of the three earliest kingdoms on the Korean peninsula (18 BCE to 660 CE) - during which time they were at the crossroads of considerable technological, religious (Buddhist), cultural and artistic exchanges between the ancient East Asian kingdoms in Korea, China and Japan. Bagan Lying on a bend of the Ayeyarwady River in the central plain of Myanmar, Bagan is a sacred landscape, featuring an exceptional range of Buddhist art and architecture. The seven components of the serial property include numerous temples, stupas, monasteries and places of pilgrimage, as well as archaeological remains, frescoes and sculptures. The property bears spectacular testimony to the peak of Bagan civilization (11th -13th centuries CE), when the site was the capital of a regional empire. This ensemble of monumental architecture reflects the strength of religious devotion of an early Buddhist empire. Bahá’i Holy Places in Haifa and the Western Galilee The Bahá’i Holy Places in Haifa and Western Galilee are inscribed for their profound spiritual meaning and the testimony they bear to the strong tradition of pilgrimage in the Bahá’i faith. The property includes the two most holy places in the Bahá’í religion associated with the founders, the Shrine of Bahá’u’lláh in Acre and the Shrine of the Báb in Haifa, together with their surrounding gardens, associated buildings and monuments. These two shrines are part of a larger complex of buildings, monuments and sites at seven distinct locations in Haifa and Western Galilee that are visited as part of the Bahá’i pilgrimage. Bahla Fort The oasis of Bahla owes its prosperity to the Banu Nebhan, the dominant tribe in the area from the 12th to the end of the 15th century. The ruins of the immense fort, with its walls and towers of unbaked brick and its stone foundations, is a remarkable example of this type of fortification and attests to the power of the Banu Nebhan. Bale Mountains National Park This property protects a landscape mosaic of extraordinary beauty that is shaped by the combined forces of ancient lava outpourings, glaciation and the dissection by the Great Rift Valley. It features volcanic peaks and ridges, dramatic escarpments, sweeping valleys, glacial lakes, lush forests, deep gorges and numerous waterfalls, creating exceptional natural beauty. The property harbours diverse and unique biodiversity at ecosystem, species and genetic levels, and five major rivers originate within the Park, estimated to supply water and support the livelihoods of millions of people in and beyond Ethiopia. Bam and its Cultural Landscape Bam is situated in a desert environment on the southern edge of the Iranian high plateau. The origins of Bam can be traced back to the Achaemenid period (6th to 4th centuries BC). Its heyday was from the 7th to 11th centuries, being at the crossroads of important trade routes and known for the production of silk and cotton garments. The existence of life in the oasis was based on the underground irrigation canals, the qanāts, of which Bam has preserved some of the earliest evidence in Iran. Arg-e Bam is the most representative example of a fortified medieval town built in vernacular technique using mud layers (Chineh ). Ban Chiang Archaeological Site Ban Chiang is considered the most important prehistoric settlement so far discovered in South-East Asia. It marks an important stage in human cultural, social and technological evolution. The site presents the earliest evidence of farming in the region and of the manufacture and use of metals. Banc d'Arguin National Park Fringing the Atlantic coast, the park comprises sand-dunes, coastal swamps, small islands and shallow coastal waters. The contrast between the harsh desert environment and the biodiversity of the marine zone has resulted in a land- and seascape of outstanding natural significance. A wide variety of migrating birds spend the winter there. Several species of sea turtle and dolphin, used by the fishermen to attract shoals of fish, can also be found. Baptism Site “Bethany Beyond the Jordan” (Al-Maghtas) Situated on the eastern bank of the River Jordan, nine kilometres north of the Dead Sea, the archaeological site consists of two distinct areas: Tell Al-Kharrar, also known as Jabal Mar-Elias (Elijah’s Hill) and the area of the churches of Saint John the Baptist near the river. Situated in a pristine natural environment the site is believed to be the location where Jesus of Nazareth was baptized by John the Baptist. It features Roman and Byzantine remains including churches and chapels, a monastery, caves that have been used by hermits and pools in which baptisms were celebrated, testifying to the religious character of the place. The site is a Christian place of pilgrimage. Barberton Makhonjwa Mountains Situated in north-eastern South Africa, the Barberton Makhonjwa Mountains comprises 40% of the Barberton Greenstone Belt, one of the world’s oldest geological structures. The property represents the best-preserved succession of volcanic and sedimentary rock dating back 3.6 to 3.25 billion years and forms a diverse repository of information on surface conditions, meteorite impacts, volcanism, continent-building processes and the environment of early life. Bardejov Town Conservation Reserve Bardejov is a small but exceptionally complete and well-preserved example of a fortified medieval town, which typifies the urbanisation in this region. Among other remarkable features, it also contains a small Jewish quarter around a fine 18th-century synagogue. Baroque Churches of the Philippines These four churches, the first of which was built by the Spanish in the late 16th century, are located in Manila, Santa Maria, Paoay and Miag-ao. Their unique architectural style is a reinterpretation of European Baroque by Chinese and Philippine craftsmen. Bassari Country: Bassari, Fula and Bedik Cultural Landscapes The site, located in south-east Senegal, includes three geographical areas: the Bassari–Salémata area, the Bedik–Bandafassi area and the Fula–Dindéfello area, each with its specific morphological traits. The Bassari, Fula and Bedik peoples settled from the 11th to the 19th centuries and developed specific cultures and habitats symbiotic with their surrounding natural environment. The Bassari landscape is marked by terraces and rice paddies, interspersed with villages, hamlets and archaeological sites. The Bedik villages are formed by dense groups of huts with steep thatched roofs. Their inhabitants’ cultural expressions are characterized by original traits of agro-pastoral, social, ritual and spiritual practices, which represent an original response to environmental constraints and human pressures. The site is a well-preserved multicultural landscape housing original and still vibrant local cultures. Bauhaus and its Sites in Weimar, Dessau and Bernau Between 1919 and 1933 the Bauhaus movement revolutionized architectural and aesthetic thinking and practice in the 20th century. The Bauhaus buildings in Weimar, Dessau and Bernau are fundamental representatives of Classical Modernism, directed towards a radical renewal of architecture and design. This property, which was inscribed on the World Heritage List in 1996, originally comprised buildings located in Weimar (Former Art School, the Applied Art School and the Haus Am Horn) and Dessau (Bauhaus Building, the group of seven Masters' Houses). The 2017 extension includes the Houses with Balcony Access in Dessau and the ADGB Trade Union School in Bernau as important contributions to the Bauhaus ideas of austere design, functionalism and social reform. Beijing Central Axis: A Building Ensemble Exhibiting the Ideal Order of the Chinese Capital Running north to south through the heart of historical Beijing, the Central Axis consists of former imperial palaces and gardens, sacrificial structures, and ceremonial and public buildings. Together they bears testimony to the evolution of the city and exhibits evidence of the imperial dynastic system and urban planning traditions of China. The location, layout, urban pattern, roads and design showcase the ideal capital city as prescribed in the Kaogongji, an ancient text known as the Book of Diverse Crafts. The area, between two parallel rivers, has been settled for about 3,000 years, but the Central Axis itself originated during the Yuan Dynasty (1271-1368) that established its capital, Dadu, in the northern part. The property also features later historical structures built during the Ming Dynasty (1368-1644) and improved during the Qing Dynasty (1636-1912). Belfries of Belgium and France * 2 Twenty-three belfries in the north of France and the belfry of Gembloux in Belgium were inscribed in 2005, as an extension to the 32 Belgian belfries inscribed in 1999 as Belfries of Flanders and Wallonia. Built between the 11th and 17th centuries, they showcase the Roman, Gothic, Renaissance and Baroque styles of architecture. They are highly significant tokens of the winning of civil liberties. While Italian, German and English towns mainly opted to build town halls, in part of north-western Europe, greater emphasis was placed on building belfries. Compared with the keep (symbol of the seigneurs) and the bell-tower (symbol of the Church), the belfry, the third tower in the urban landscape, symbolizes the power of the aldermen. Over the centuries, they came to represent the influence and wealth of the towns. Belize Barrier Reef Reserve System The coastal area of Belize is an outstanding natural system consisting of the largest barrier reef in the northern hemisphere, offshore atolls, several hundred sand cays, mangrove forests, coastal lagoons and estuaries. The system’s seven sites illustrate the evolutionary history of reef development and are a significant habitat for threatened species, including marine turtles, manatees and the American marine crocodile. Benedictine Convent of St John at Müstair The Convent of Müstair, which stands in a valley in the Grisons, is a good example of Christian monastic renovation during the Carolingian period. It has Switzerland's greatest series of figurative murals, painted c. A.D. 800, along with Romanesque frescoes and stuccoes. Bergpark Wilhelmshöhe Descending a long hill dominated by a giant statue of Hercules, the monumental water displays of Wilhelmshöhe were begun by Landgrave Carl of Hesse-Kassel in 1689 around an east-west axis and were developed further into the 19th century. Reservoirs and channels behind the Hercules Monument supply water to a complex system of hydro-pneumatic devices that supply the site’s large Baroque water theatre, grotto, fountains and 350-metre long Grand Cascade. Beyond this, channels and waterways wind across the axis, feeding a series of dramatic waterfalls and wild rapids, the geyser-like Grand Fountain which leaps 50m high, the lake and secluded ponds that enliven the Romantic garden created in the 18th century by Carl’s great-grandson, Elector Wilhelm I. The great size of the park and its waterworks along with the towering Hercules statue constitute an expression of the ideals of absolutist Monarchy while the ensemble is a remarkable testimony to the aesthetics of the Baroque and Romantic periods. Berlin Modernism Housing Estates Berlin Modernism Housing Estates. The property consists of six housing estates that testify to innovative housing policies from 1910 to 1933, especially during the Weimar Republic, when the city of Berlin was particularly progressive socially, politically and culturally. The property is an outstanding example of the building reform movement that contributed to improving housing and living conditions for people with low incomes through novel approaches to town planning, architecture and garden design. The estates also provide exceptional examples of new urban and architectural typologies, featuring fresh design solutions, as well as technical and aesthetic innovations. Bruno Taut, Martin Wagner and Walter Gropius were among the leading architects of these projects which exercised considerable influence on the development of housing around the world. Białowieża Forest * The Białowieża Forest World Heritage site, on the border between Poland and Belarus, is an immense range of primary forest including both conifers and broadleaved trees covering a total area of 141,885 hectares. Situated on the watershed of the Baltic Sea and Black Sea, this transboundary property is exceptional for the opportunities it offers for biodiversity conservation. It is home to the largest population of the property’s iconic species, the European bison. Biblical Tels - Megiddo, Hazor, Beer Sheba Tels (prehistoric settlement mounds), are characteristic of the flatter lands of the eastern Mediterranean, particularly Lebanon, Syria, Israel and eastern Turkey. Of more than 200 tels in Israel, Megiddo, Hazor and Beer Sheba are representative of those that contain substantial remains of cities with biblical connections. The three tels also present some of the best examples in the Levant of elaborate Iron Age, underground water-collecting systems, created to serve dense urban communities. Their traces of construction over the millennia reflect the existence of centralized authority, prosperous agricultural activity and the control of important trade routes. Bikini Atoll Nuclear Test Site In the wake of World War II, in a move closely related to the beginnings of the Cold War, the United States of America decided to resume nuclear testing in the Pacific Ocean, on Bikini Atoll in the Marshall archipelago. After the displacement of the local inhabitants, 67 nuclear tests were carried out from 1946 to 1958, including the explosion of the first H-bomb (1952). Bikini Atoll has conserved direct tangible evidence that is highly significant in conveying the power of the nuclear tests, i.e. the sunken ships sent to the bottom of the lagoon by the tests in 1946 and the gigantic Bravo crater. Equivalent to 7,000 times the force of the Hiroshima bomb, the tests had major consequences on the geology and natural environment of Bikini Atoll and on the health of those who were exposed to radiation. Through its history, the atoll symbolises the dawn of the nuclear age, despite its paradoxical image of peace and of earthly paradise. This is the first site from the Marshall Islands to be inscribed on the World Heritage List. Birka and Hovgården The Birka archaeological site is located on Björkö Island in Lake Mälar and was occupied in the 9th and 10th centuries. Hovgården is situated on the neighbouring island of Adelsö. Together, they make up an archaeological complex which illustrates the elaborate trading networks of Viking-Age Europe and their influence on the subsequent history of Scandinavia. Birka was also important as the site of the first Christian congregation in Sweden, founded in 831 by St Ansgar. Birthplace of Jesus: Church of the Nativity and the Pilgrimage Route, Bethlehem The inscribed property is situated 10 km south of Jerusalem on the site identified by Christian tradition as the birthplace of Jesus since the 2nd century. A church was first completed there in ad 339 and the edifice that replaced it after a fire in the 6th century retains elaborate floor mosaics from the original building. The site also includes Latin, Greek Orthodox, Franciscan and Armenian convents and churches, as well as bell towers, terraced gardens and a pilgrimage route. Bisotun Bisotun is located along the ancient trade route linking the Iranian high plateau with Mesopotamia and features remains from the prehistoric times to the Median, Achaemenid, Sassanian, and Ilkhanid periods. The principal monument of this archaeological site is the bas-relief and cuneiform inscription ordered by Darius I, The Great, when he rose to the throne of the Persian Empire, 521 BC. The bas-relief portrays Darius holding a bow, as a sign of sovereignty, and treading on the chest of a figure who lies on his back before him. According to legend, the figure represents Gaumata, the Median Magus and pretender to the throne whose assassination led to Darius’s rise to power. Below and around the bas-reliefs, there are ca. 1,200 lines of inscriptions telling the story of the battles Darius waged in 521-520 BC against the governors who attempted to take apart the Empire founded by Cyrus. The inscription is written in three languages. The oldest is an Elamite text referring to legends describing the king and the rebellions. This is followed by a Babylonian version of similar legends. The last phase of the inscription is particularly important, as it is here that Darius introduced for the first time the Old Persian version of his res gestae (things done). This is the only known monumental text of the Achaemenids to document the re-establishment of the Empire by Darius I. It also bears witness to the interchange of influences in the development of monumental art and writing in the region of the Persian Empire. There are also remains from the Median period (8th to 7th centuries B.C.) as well as from the Achaemenid (6th to 4th centuries B.C.) and post-Achaemenid periods. Blaenavon Industrial Landscape The area around Blaenavon is evidence of the pre-eminence of South Wales as the world's major producer of iron and coal in the 19th century. All the necessary elements can still be seen - coal and ore mines, quarries, a primitive railway system, furnaces, workers' homes, and the social infrastructure of their community. Blenheim Palace Blenheim Palace, near Oxford, stands in a romantic park created by the famous landscape gardener 'Capability' Brown. It was presented by the English nation to John Churchill, first Duke of Marlborough, in recognition of his victory in 1704 over French and Bavarian troops. Built between 1705 and 1722 and characterized by an eclectic style and a return to national roots, it is a perfect example of an 18th-century princely dwelling. Blue and John Crow Mountains The site encompasses a rugged and extensively forested mountainous region in the south-east of Jamaica, which provided refuge first for the indigenous Tainos fleeing slavery and then for Maroons (former enslaved peoples). They resisted the European colonial system in this isolated region by establishing a network of trails, hiding places and settlements, which form the Nanny Town Heritage Route. The forests offered the Maroons everything they needed for their survival. They developed strong spiritual connections with the mountains, still manifest through the intangible cultural legacy of, for example, religious rites, traditional medicine and dances. The site is also a biodiversity hotspot for the Caribbean Islands with a high proportion of endemic plant species, especially lichens, mosses and certain flowering plants. Bolgar Historical and Archaeological Complex This property lies on the shores of the Volga River, south of its confluence with the River Kama, and south of the capital of Tatarstan, Kazan. It contains evidence of the medieval city of Bolgar, an early settlement of the civilization of Volga-Bolgars, which existed between the 7th and 15th centuries AD, and was the first capital of the Golden Horde in the 13th century. Bolgar represents the historical cultural exchanges and transformations of Eurasia over several centuries that played a pivotal role in the formation of civilizations, customs and cultural traditions. The property provides remarkable evidence of historic continuity and cultural diversity. It is a symbolic reminder of the acceptance of Islam by the Volga-Bolgars in AD 922 and remains a sacred pilgrimage destination to the Tatar Muslims. Bordeaux, Port of the Moon The Port of the Moon, port city of Bordeaux in south-west France, is inscribed as an inhabited historic city, an outstanding urban and architectural ensemble, created in the age of the Enlightenment, whose values continued up to the first half of the 20th century, with more protected buildings than any other French city except Paris. It is also recognized for its historic role as a place of exchange of cultural values over more than 2,000 years, particularly since the 12th century due to commercial links with Britain and the Low Lands. Urban plans and architectural ensembles of the early 18th century onwards place the city as an outstanding example of innovative classical and neoclassical trends and give it an exceptional urban and architectural unity and coherence. Its urban form represents the success of philosophers who wanted to make towns into melting pots of humanism, universality and culture. Borobudur Temple Compounds This famous Buddhist temple, dating from the 8th and 9th centuries, is located in central Java. It was built in three tiers: a pyramidal base with five concentric square terraces, the trunk of a cone with three circular platforms and, at the top, a monumental stupa. The walls and balustrades are decorated with fine low reliefs, covering a total surface area of 2,500 m2. Around the circular platforms are 72 openwork stupas, each containing a statue of the Buddha. The monument was restored with UNESCO's help in the 1970s. Botanical Garden (Orto Botanico), Padua The world's first botanical garden was created in Padua in 1545. It still preserves its original layout – a circular central plot, symbolizing the world, surrounded by a ring of water. Other elements were added later, some architectural (ornamental entrances and balustrades) and some practical (pumping installations and greenhouses). It continues to serve its original purpose as a centre for scientific research. Bourges Cathedral The Cathedral of St Etienne of Bourges, built between the late 12th and late 13th centuries, is one of the great masterpieces of Gothic art and is admired for its proportions and the unity of its design. The tympanum, sculptures and stained-glass windows are particularly striking. Apart from the beauty of the architecture, it attests to the power of Christianity in medieval France. Boyana Church Located on the outskirts of Sofia, Boyana Church consists of three buildings. The eastern church was built in the 10th century, then enlarged at the beginning of the 13th century by Sebastocrator Kaloyan, who ordered a second two storey building to be erected next to it. The frescoes in this second church, painted in 1259, make it one of the most important collections of medieval paintings. The ensemble is completed by a third church, built at the beginning of the 19th century. This site is one of the most complete and perfectly preserved monuments of east European medieval art. Brâncuși Monumental Ensemble of Târgu Jiu Austere, contemplative, yet accessible, the monumental ensemble of Târgu Jiu was created in 1937-1938 by Constantin Brâncuși, an influential pioneer of abstract sculpture, to commemorate those who died defending the city during the First World War. Located in two parks connected by the narrow Avenue of Heroes, the property includes the monumental ensemble of sculptural installations and the pre-existing Church of the Holy Apostles Peter and Paul, located on the axis. The remarkable fusion of abstract sculpture, landscape architecture, engineering, and urban planning conceived by Constantin Brâncuși goes far beyond the local wartime episode to offer an original vision of the human condition. Brasilia Brasilia, a capital created ex nihilo in the centre of the country in 1956, was a landmark in the history of town planning. Urban planner Lucio Costa and architect Oscar Niemeyer intended that every element – from the layout of the residential and administrative districts (often compared to the shape of a bird in flight) to the symmetry of the buildings themselves – should be in harmony with the city’s overall design. The official buildings, in particular, are innovative and imaginative. Brazilian Atlantic Islands: Fernando de Noronha and Atol das Rocas Reserves Peaks of the Southern Atlantic submarine ridge form the Fernando de Noronha Archipelago and Rocas Atoll off the coast of Brazil. They represent a large proportion of the island surface of the South Atlantic and their rich waters are extremely important for the breeding and feeding of tuna, shark, turtle and marine mammals. The islands are home to the largest concentration of tropical seabirds in the Western Atlantic. Baia de Golfinhos has an exceptional population of resident dolphin and at low tide the Rocas Atoll provides a spectacular seascape of lagoons and tidal pools teeming with fish. Brimstone Hill Fortress National Park Brimstone Hill Fortress National Park is an outstanding, well-preserved example of 17th- and 18th-century military architecture in a Caribbean context. Designed by the British and built by African slave labour, the fortress is testimony to European colonial expansion, the African slave trade and the emergence of new societies in the Caribbean. Bronze Age Burial Site of Sammallahdenmäki This Bronze Age burial site features more than 30 granite burial cairns, providing a unique insight into the funerary practices and social and religious structures of northern Europe more than three millennia ago. Brú na Bóinne - Archaeological Ensemble of the Bend of the Boyne The three main prehistoric sites of the Brú na Bóinne Complex, Newgrange, Knowth and Dowth, are situated on the north bank of the River Boyne 50 km north of Dublin. This is Europe's largest and most important concentration of prehistoric megalithic art. The monuments there had social, economic, religious and funerary functions. Bryggen Bryggen, the old wharf of Bergen, is a reminder of the town’s importance as part of the Hanseatic League’s trading empire from the 14th to the mid-16th century. Many fires, the last in 1955, have ravaged the characteristic wooden houses of Bryggen. Its rebuilding has traditionally followed old patterns and methods, thus leaving its main structure preserved, which is a relic of an ancient wooden urban structure once common in Northern Europe. Today, some 62 buildings remain of this former townscape. Budapest, including the Banks of the Danube, the Buda Castle Quarter and Andrássy Avenue This site has the remains of monuments such as the Roman city of Aquincum and the Gothic castle of Buda, which have had a considerable influence on the architecture of various periods. It is one of the world's outstanding urban landscapes and illustrates the great periods in the history of the Hungarian capital. Buddhist Monuments at Sanchi On a hill overlooking the plain and about 40 km from Bhopal, the site of Sanchi comprises a group of Buddhist monuments (monolithic pillars, palaces, temples and monasteries) all in different states of conservation most of which date back to the 2nd and 1st centuries B.C. It is the oldest Buddhist sanctuary in existence and was a major Buddhist centre in India until the 12th century A.D. Buddhist Monuments in the Horyu-ji Area There are around 48 Buddhist monuments in the Horyu-ji area, in Nara Prefecture. Several date from the late 7th or early 8th century, making them some of the oldest surviving wooden buildings in the world. These masterpieces of wooden architecture are important not only for the history of art, since they illustrate the adaptation of Chinese Buddhist architecture and layout to Japanese culture, but also for the history of religion, since their construction coincided with the introduction of Buddhism to Japan from China by way of the Korean peninsula. Buddhist Ruins of Takht-i-Bahi and Neighbouring City Remains at Sahr-i-Bahlol The Buddhist monastic complex of Takht-i-Bahi (Throne of Origins) was founded in the early 1st century. Owing to its location on the crest of a high hill, it escaped successive invasions and is still exceptionally well preserved. Nearby are the ruins of Sahr-i-Bahlol, a small fortified city dating from the same period. Budj Bim Cultural Landscape The Budj Bim Cultural Landscape, located in the traditional Country of the Gunditjmara people in south-eastern Australia, consists of three serial components containing one of the world’s most extensive and oldest aquaculture systems. The Budj Bim lava flows provide the basis for the complex system of channels, weirs and dams developed by the Gunditjmara in order to trap, store and harvest kooyang (short-finned eel – Anguilla australis). The highly productive aquaculture system provided an economic and social base for Gunditjmara society for six millennia. The Budj Bim Cultural Landscape is the result of a creational process narrated by the Gunditjmara as a deep time story, referring to the idea that they have always lived there. From an archaeological perspective, deep time represents a period of at least 32,000 years. The ongoing dynamic relationship of Gunditjmara and their land is nowadays carried by knowledge systems retained through oral transmission and continuity of cultural practice. Burgos Cathedral Our Lady of Burgos was begun in the 13th century at the same time as the great cathedrals of the Ile-de-France and was completed in the 15th and 16th centuries. The entire history of Gothic art is summed up in its superb architecture and its unique collection of works of art, including paintings, choir stalls, reredos, tombs and stained-glass windows. Bursa and Cumalıkızık: the Birth of the Ottoman Empire This property is a serial nomination of eight component sites in the City of Bursa and the nearby village of Cumalıkızık, in the southern Marmara region. The site illustrates the creation of an urban and rural system establishing the Ottoman Empire in the early 14th century. The property embodies the key functions of the social and economic organization of the new capital which evolved around a civic centre. These include commercial districts of khans, kulliyes (religious institutions) integrating mosques, religious schools, public baths and a kitchen for the poor, as well as the tomb of Orhan Ghazi, founder of the Ottoman dynasty. One component outside the historic centre of Bursa is the village of Cumalıkızık, the only rural village of this system to show the provision of hinterland support for the capital. Butrint Inhabited since prehistoric times, Butrint has been the site of a Greek colony, a Roman city and a bishopric. Following a period of prosperity under Byzantine administration, then a brief occupation by the Venetians, the city was abandoned in the late Middle Ages after marshes formed in the area. The present archaeological site is a repository of ruins representing each period in the city’s development. Bwindi Impenetrable National Park Located in south-western Uganda, at the junction of the plain and mountain forests, Bwindi Park covers 32,000 ha and is known for its exceptional biodiversity, with more than 160 species of trees and over 100 species of ferns. Many types of birds and butterflies can also be found there, as well as many endangered species, including the mountain gorilla. Byblos The ruins of many successive civilizations are found at Byblos, one of the oldest Phoenician cities. Inhabited since Neolithic times, it has been closely linked to the legends and history of the Mediterranean region for thousands of years. Byblos is also directly associated with the history and diffusion of the Phoenician alphabet. Cahokia Mounds State Historic Site Cahokia Mounds, some 13 km north-east of St Louis, Missouri, is the largest pre-Columbian settlement north of Mexico. It was occupied primarily during the Mississippian period (800–1400), when it covered nearly 1,600 ha and included some 120 mounds. It is a striking example of a complex chiefdom society, with many satellite mound centres and numerous outlying hamlets and villages. This agricultural society may have had a population of 10–20,000 at its peak between 1050 and 1150. Primary features at the site include Monks Mound, the largest prehistoric earthwork in the Americas, covering over 5 ha and standing 30 m high. Caliphate City of Medina Azahara The Caliphate city of Medina Azahara is an archaeological site of a city built in the mid-10th century CE by the Umayyad dynasty as the seat of the Caliphate of Cordoba. After prospering for several years, it was laid to waste during the civil war that put an end to the Caliphate in 1009-1010. The remains of the city were forgotten for almost 1,000 years until their rediscovery in the early 20th century. This complete urban ensemble features infrastructure such as roads, bridges, water systems, buildings, decorative elements and everyday objects. It provides in-depth knowledge of the now vanished Western Islamic civilization of Al-Andalus, at the height of its splendour. Camino Real de Tierra Adentro Camino Real de Tierra Adentro was the Royal Inland Road, also known as the Silver Route. The inscribed property consists of 55 sites and five existing World Heritage sites lying along a 1400 km section of this 2600 km route, that extends north from Mexico City to Texas and New Mexico, United States of America. The route was actively used as a trade route for 300 years, from the mid-16th to the 19th centuries, mainly for transporting silver extracted from the mines of Zacatecas, Guanajuato and San Luis Potosí, and mercury imported from Europe. Although it is a route that was motivated and consolidated by the mining industry, it also fostered the creation of social, cultural and religious links in particular between Spanish and Amerindian cultures. Canadian Rocky Mountain Parks # 3 The contiguous national parks of Banff, Jasper, Kootenay and Yoho, as well as the Mount Robson, Mount Assiniboine and Hamber provincial parks, studded with mountain peaks, glaciers, lakes, waterfalls, canyons and limestone caves, form a striking mountain landscape. The Burgess Shale fossil site, well known for its fossil remains of soft-bodied marine animals, is also found there. Canaima National Park Canaima National Park is spread over 3 million ha in south-eastern Venezuela along the border between Guyana and Brazil. Roughly 65% of the park is covered by table mountain (tepui) formations. The tepuis constitute a unique biogeological entity and are of great geological interest. The sheer cliffs and waterfalls, including the world's highest (1,000 m), form a spectacular landscape. Canal du Midi This 360-km network of navigable waterways linking the Mediterranean and the Atlantic through 328 structures (locks, aqueducts, bridges, tunnels, etc.) is one of the most remarkable feats of civil engineering in modern times. Built between 1667 and 1694, it paved the way for the Industrial Revolution. The care that its creator, Pierre-Paul Riquet, took in the design and the way it blends with its surroundings turned a technical achievement into a work of art. Canterbury Cathedral, St Augustine's Abbey, and St Martin's Church Canterbury, in Kent, has been the seat of the spiritual head of the Church of England for nearly five centuries. Canterbury's other important monuments are the modest Church of St Martin, the oldest church in England; the ruins of the Abbey of St Augustine, a reminder of the saint's evangelizing role in the Heptarchy from 597; and Christ Church Cathedral, a breathtaking mixture of Romanesque and Perpendicular Gothic, where Archbishop Thomas Becket was murdered in 1170. Cape Floral Region Protected Areas Inscribed on the World Heritage List in 2004, the property is located at the south-western extremity of South Africa. It is one of the world’s great centres of terrestrial biodiversity. The extended property includes national parks, nature reserves, wilderness areas, State forests and mountain catchment areas. These elements add a significant number of endemic species associated with the Fynbos vegetation, a fine-leaved sclerophyllic shrubland adapted to both a Mediterranean climate and periodic fires, which is unique to the Cape Floral Region. Capital Cities and Tombs of the Ancient Koguryo Kingdom The site includes archaeological remains of three cities and 40 tombs: Wunu Mountain City, Guonei City and Wandu Mountain City, 14 tombs are impe
1222	dbpedia	2	4	https://www.livemint.com/market/mark-to-market/britannia-industries-faces-challenges-as-local-players-resurface-shares-fall-by-3-11691425362015.html	en	Britannia feels the pinch as local rivals return	https://www.livemint.com…691435548516.jpg	https://www.livemint.com…691435548516.jpg	[ "https://sb.scorecardresearch.com/p?c1=2&c2=6035286&cv=3.6.0&cj=1", "https://www.livemint.com/lm-img/livemint-logo-v2.svg", "https://www.livemint.com/lm-img/static/epaperIcon.png", "https://www.livemint.com/lm-img/images/new/nav-arrow.png", "https://www.livemint.com/lm-img/images/new/nav-arrow.png", "http...	[]	[]	[ "Britannia", "rivals", "volume", "growth", "Britannia Industries Ltd", "local players", "inflationary pressures", "price corrections", "volume performance" ]	null	[ "Vineetha Sampath" ]	2023-08-07T21:52:41+05:30	The main problem is that volume performance has been underwhelming. In Q1, volume was flat year-on-year, and revenue growth was price led.	en	https://www.livemint.com…ons/mintfavi.svg	mint	https://www.livemint.com/market/mark-to-market/britannia-industries-faces-challenges-as-local-players-resurface-shares-fall-by-3-11691425362015.html	The main problem is that volume performance has been underwhelming. In Q1, volume was flat year-on-year, and revenue growth was price led. But with pricing growth expected to taper, it is crucial for volume to gain traction. Here it does not help that there is sluggishness in its rural markets. In general, as local competition resurfaces with receding inflation levels, it is a threat for Britannia. True, it has widened the market share gap with the No. 2 company in the biscuit portfolio. But Britannia’s market share was largely flat in Q1 versus FY23 as local players captured more share. To remain competitive and drive market share growth, the company would deploy the necessary pricing strategies. Britannia expects FY24 to be flat from a pricing growth standpoint. “Lower pricing should drive volumes higher going forward but as it stands today, H2FY24 looks challenging from topline (given price-cuts) as well as bottom line (higher margin would be in the base by then) perspectives, unless volumes offset the hit from lower pricing," said analysts at JM Financial Institutional Securities in a report on 4 August. However, there is a silver lining. The number of packs sold by Britannia in Q1 was up by 9% year-on-year despite flat volume. In view of this, it expects volume to recover gradually in terms of tonnage as well. Coming to profit margin, the new year has begun on a somewhat dull note for Britannia. Recall that in FY23, Britannia saw gains from lower cost of wheat. This is not the case now. Britannia’s Ebitda margin in FY23 had expanded by 179 basis points (bps) year-on-year to 17.4%. One basis point is one-hundredth of a percentage point. In Q1FY24, while Ebitda margin at 17.2% increased by 365 bps, it has tapered from multi-qu-arter highs of 20% seen in Q4FY23. Britannia expects the measure to roughly remain at the same levels. The price of commodities such as flour and sugar remain elevated. Britannia noted that production of flour has not been good this year and hence, prices need to be tracked closely. On the other hand, it helps that prices of other inputs such as palm oil and corrugated boxes are on a downtrend. Having said that, commissioning of new lines would lead to higher employee costs. In this backdrop, how Britannia manages to sustain margin levels through cost reduction remains to be seen. Meanwhile, one needs to keep a close eye on performance of Britannia’s non-biscuit categories. It is optimistic about its cheese business and is seeing some green shoots in cake category. Akin to the trend seen in biscuits, regional players have emerged in rusk too. The dairy business is on a strong footing. All said, Britannia’s Q1 performance has triggered earnings cuts. For example, Nuvama Research has slashed revenue estimates by 3% each for FY24/25 yielding an earnings per share cut of 0.6%/1.2%. To be sure, investors are sitting on handsome returns with Britannia’s shares rising by 26% in the past one year. To that extent, valuations are not cheap. Britannia’s shares trade at 43 times FY25 estimated earnings, showed Bloomberg data.
1222	dbpedia	2	59	https://www.renishaw.com/en/renishaw-renews-partnership-with-ineos-britannia-ahead-of-2024-americas-cup--47878	en	Renishaw renews partnership with INEOS Britannia ahead of 2024 Americas Cup			[ "https://www.renishaw.com/media/thumbnails/100/59a4bbe68b69488b9fafd07afcc1abe5.jpg", "https://www.renishaw.com/media/thumbnails/100/59a4bbe68b69488b9fafd07afcc1abe5.jpg", "https://www.renishaw.com/media/thumbnails/100/904f95ccac0e4b97ab2c40ed54fd384e.jpg", "https://www.renishaw.com/media/thumbnails/100/904f9...	[]	[]	[ "2024 ahead americas britannia cup ineos of partnership renews renishaw" ]	null	[ "www.facebook.com", "Renishaw plc" ]	null	Global engineering technologies company, Renishaw, has renewed its partnership with British sailing team INEOS Britannia (formerly INEOS TEAM UK) as they work towards the 37th Americas Cup. As an official technical supplier, Renishaw will provide additive manufacturing (AM) and position measurement expertise for INEOS Britannia as it attempts to become the first British team to win the Americas Cup in its 172 year history. The competition takes place in Barcelona, Spain, between August and Octob	en	/favicon.ico	Renishaw	https://www.renishaw.com/en/renishaw-renews-partnership-with-ineos-britannia-ahead-of-2024-americas-cup--47878	May 2023 Global engineering technologies company, Renishaw, has renewed its partnership with British sailing team INEOS Britannia (formerly INEOS TEAM UK) as they work towards the 37th Americas Cup. As an official technical supplier, Renishaw will provide additive manufacturing (AM) and position measurement expertise for INEOS Britannia as it attempts to become the first British team to win the Americas Cup in its 172 year history. The competition takes place in Barcelona, Spain, between August and October 2024. To continue its support for INEOS Britannia, Renishaw will supply products and expertise in position measurement, manufacturing process control and Raman spectroscopy, plus additive manufacturing support to optimise the design and manufacture of bespoke lightweight structural components for the boat. During its time in Spain, the INEOS Britannia team will also benefit from the support of Renishaw's Spanish subsidiary, which has an Additive Manufacturing Solutions Centre at its headquarters in Barcelona. The America's Cup, the world's oldest international sporting trophy, predates the modern Olympic Games by 45 years. Sailing clubs from around the world have competed for the America's Cup since 1851, when the United States' schooner ‘America' beat a fleet of British yachts in a race around the Isle of Wight, England. This is the third consecutive challenge for the racing team led by Sir Ben Ainslie, the first British team to have three consecutive challenges since Sir Thomas Lipton and his team over one hundred years ago. Renishaw has been a partner for all three of these challenges. The Challenger Selection Series will take place in September 2024, where challenging teams, including INEOS Britannia, compete to determine who will face the defending Emirates Team New Zealand in the final match starting on October 12th. The Cup will see teams racing in AC75s, advanced sailing boats that can travel four times faster than the wind. Equipped with some of the best of British technology, the 75-foot foiling monohull ‘Britannia' will be able to reach speeds of up to 50 knots — over 60 miles per hour. To showcase sustainable innovation, all teams involved will also adapt the boats in accordance with the shared sustainability goals written into the America's Cup rules. As an example, INEOS Britannia committed to reduce its need for new carbon fibre by using recycled carbon from West Midlands-based recovery plant, ELG Carbon Fibre. “Renishaw has been proud to contribute its expertise to the INEOS Britannia for many years,” said Finlay Evans, Technical Leader for Renishaw. “We're really excited to continue our relationship with the team and its challenge for the America's Cup in 2024, and to be able to give support in the UK and Spain. From our AM Solutions Centre in Barcelona, we can provide a rapid response should the team need additional support with additive manufacturing components once racing has started.” “Renishaw has been a valuable support, providing world-class engineering and design expertise as we've competed to bring the Cup home,” explained Michel Marie, Manufacturing Manager at INEOS Britannia. “Ahead of this competition we've also focused heavily on sustainability and committed to using recycled materials to set an example in the sporting world. Knowing that Renishaw has also committed to extensive Net Zero goals and is taking steps to reduce emissions gives us the confidence that we can continue to improve sustainability in our efforts to win the Cup.”
1222	dbpedia	0	40	https://www.statista.com/statistics/1189952/india-volume-growth-of-britannia-industries-ltd/	en	Britannia Industries: volume growth	https://cdn.statcdn.com/…52-blank-355.png	https://cdn.statcdn.com/…52-blank-355.png	[ "https://cdn.statcdn.com/Study/70000/70519-standard.png", "https://cdn.statcdn.com/Statistic/740000/742463-blank-100.png", "https://cdn.statcdn.com/Statistic/415000/419280-blank-100.png", "https://cdn.statcdn.com/Statistic/795000/797620-blank-100.png", "https://cdn.statcdn.com/Statistic/940000/944956-blank-...	[]	[]	[ "" ]	null	[]	null	In June 2020, the volume growth of Britannia Industries Ltd.	en	https://cdn.statcdn.com/…atic/favicon.svg	Statista	https://www.statista.com/statistics/1189952/india-volume-growth-of-britannia-industries-ltd/	* For commercial use only
1222	dbpedia	0	56	https://www.foodtechnetwork.in/quality-officer-britannia-industries-2/	en	Britannia Industries	https://www.foodtechnetw…5/download-3.png	https://www.foodtechnetw…5/download-3.png	[ "https://foodtechnetwork.in/wp-content/uploads/2022/05/cropped-DE5D90E3-576A-448D-9B7D-590F1A1D6C69-1.png", "https://www.foodtechnetwork.in/wp-content/uploads/2022/05/download-3.png", "https://www.foodtechnetwork.in/wp-content/uploads/2024/01/OIP-3-280x190.jpg", "https://www.foodtechnetwork.in/wp-content/uplo...	[]	[]	[ "" ]	null	[ "admin" ]	2022-10-10T13:38:37-05:30	Britannia Industries is one of India’s leading food companies with a 100 year legacy and annual revenues in excess of Rs. 9000 Cr. Britannia is among the most	en	https://www.foodtechnetw…x864-1-32x32.png	foodtechnetwork	https://www.foodtechnetwork.in/quality-officer-britannia-industries-2/	Britannia Industries is one of India’s leading food companies with a 100 year legacy and annual revenues in excess of Rs. 9000 Cr. Britannia is among the most trusted food brands, and manufactures India’s favorite brands like Good Day, Tiger, NutriChoice, Milk Bikis and Marie Gold which are household names in India. Britannia’s product portfolio includes Biscuits, Bread, Cakes, Rusk, and Dairy products including Cheese, Beverages, Milk and Yoghurt. Britannia is a brand which many generations of Indians have grown up with and our brands are cherished and loved in India and the world over. Britannia products are available across the country in close to 5 million retail outlets and reach over 50% of Indian homes. The company’s Dairy business contributes close to 5 per cent of revenue and Britannia dairy products directly reach 100,000 outlets. Britannia Bread is the largest brand in the organized bread market with an annual turnover of over 1 lac tons in volume and Rs.450 crores in value. The business operates with 13 factories and 4 franchisees selling close to 1 mn loaves daily across more than 100 cities and towns of India. We have a presence in more than 60 countries across the globe. Our international footprint includes presence in Middle East through local manufacturing in UAE and Oman, are the No 2 biscuit player in UAE with a strong contention to leadership and have a similarly strong market position in the other GCC countries. We are also the market leaders in Nepal and are in the process of investing a manufacturing facility in the country. Our foot print spreads across North America, Europe, Africa and South East Asia through exports and we are investing in a state- of- the- art facility in Mundra SEZ, Gujarat, to service the exports markets. Our strategic expansion plan is based on the principle of ‘One new market a year’. We plan to expand through local operations in Africa and South East Asia in the coming years. Britannia takes pride in having stayed true to its credo, ‘Eat Healthy, Think Better’. Having removed over 8500 tonnes of Trans Fats from products, Britannia became India’s first Zero Trans Fat Company. Over 50% of the Company’s portfolio is enriched with essential micro- nutrients which nourish the body. The company set up the Britannia Nutrition Foundation in 2009, and began working on public private partnership to address malnutrition amongst under-privileged children and women. Brand Britannia is listed amongst the most trusted, valuable and popular brands in various surveys conducted by prestigious organizations like Millward Brown, IMRB, WPP Group and Havas Media Group to name a few. Our relentless focus on quality and freshness have won us prestigious accolades including the Golden Peacock National Quality Award and the Ramakrishna Bajaj National Quality Award. However, the award that we cherish the most is the one given by our consumers.Britannia is recognized as one of the most trusted, valuable and popular brands among Indian consumers in various reputed surveys. Britannia believes that ‘Taste & Trust’ are its sobriquet and will constantly endeavor to make a Billion Indians reach out for a delightful and healthy Britannia product several times a day! Imagine Britannia. Desired Competencies: Familiarity with the tools, concepts and methodologies of quality management. Basic knowledge of applicable software to infer statistical data. Negotiation skills. Customer Orientation. Educational Qualification: Graduate in Food Technology/ Msc. Chemistry Key Responsibilities: Quality & Food Safety Execution  Ensure on-line product quality monitoring & immediate action taken through production officers & CP management to address any non-conformity  Ensure testing of finished goods as per standard sampling & test method with correct documentation. Participate in product quality exercise regularly.  Periodic verification of process records, incoming quality check records, ingredient shelf-life records, in-process quality check records  Regular verification of correct functioning of critical process equipments like weighing balances, metal detectors, sifters,dividers,moulders,oven, slicers and coders  Ensure basic hygiene, food safety & GMP requirements are complied with in manufacturing.  Ensure critical to food safety processes are being complied with at any point in time during manufacturing. This would include metal detector, pest control, conveyor  Conduct training sessions for workers to create awareness on quality standards, GMP, food safety & hygiene  Regular audit of systems, processes & lab to verify compliance to quality & food safety standards  Immediate & suitable action against issues related to process/system/norm non- adherence, equipment malfunctioning, quality monitoring, food safety & hygiene to prevent the outcome affecting consumers & brand value. Statutory Compliance  Ensure wrappers are checked for presence of correct addresses,MRP, veg logo, mandatory declarations & necessary documentation maintained  Ensure sufficient samples are checked for weight at every stage of production  Ensure immediate action in process to correct the non-adherence before continuing  Verification of compliance to pack weights by random sampling on regular basis  Ensure no lots detected with underweight packs are released without 100% checking & sorting  Ensure functioning of coder with legible printing on each & every pack across SKUs  Ensure systems are followed during change in date, shift, supervisor's name with necessary documentation  Verification of compliance to coding by random sampling on regular basis  Ensure all weighing balances & dead weights are calibrated as per schedule & not in use without necessary certification  Consumer Complaints  Share each & every complaint as & when they are received with CP management & concerned supervisors, operators & shop floor workers  Identify probable causes of the complaint irrespective of sample availability in consultation with CP management, supervisors, operators & workers  Assist in designing corrective & preventive measures along with the team & implement the same with immediate effect  Evaluate the effectiveness of action through regular evaluation of process & product & trend of complaint of similar nature in subsequent months.  Analyze all complaints registered in terms of category, SKU,extent, trend etc. & share with CP management on regular basis to demonstrate status of improvement & drawing up further action plan Benchmarking  Visit to retail outlets & distribution points weekly once for understanding customer & consumer quality concerns  Evaluate competition products in terms of grammage, packaging, product quality features etc.  Identify improvement opportunities & share action plans with operation & quality for improvements  Measure effectiveness of improvement through market evaluation & customer feedback  Process Improvement Initiatives  Identify and prioritize improvement opportunities in areas like system , process, cost,time in consultation with operations & quality & apply project based approach towards improvement  Periodically review improvement in the overall quality of processes and systems at the factory  Management information System  Send periodic summary report on factory quality performance to quality manager  Communicate critical to quality & food safety concerns to quality manager & all other concerned as soon as they are observed Desired competencies Technical : 1. Food safety systems with ISO-22000 requirements 2. Dairy Technology 3. Food chemistry and microbiology 4. General manufacturing process & systems 5. Root cause analysis & corrective action planning 6. Presentation skill 7. Conversant with MS-Office ( Word, Excel, Power Point), data analysis Behavioural : 1. High degree of Conceptual and Quantitative skills 2. Analytical and Articulate 3. Ability to collaborate effectively with cross functional stakeholders 4. Ability to convince others through data & objective evidences 5. Ability to collaborate and work in matrix organization 6. Effective Communication
1222	dbpedia	2	18	https://www.mbaskool.com/pestle-analysis/companies/18185-britannia.html	en	Britannia PESTLE Analysis - Detailed PESTEL Factors	https://www.mbaskool.com…le-britannia.jpg	https://www.mbaskool.com…le-britannia.jpg	[ "https://www.mbaskool.com/2021_images/stories/mar_images/pestle-britannia.jpg", "https://www.mbaskool.com/images/fbs_ico.png", "https://www.mbaskool.com/images/tws_ico.png", "https://www.mbaskool.com/images/lns_ico.png", "http://c.statcounter.com/6386320/0/07939bf0/1/", "https://www.mbaskool.com/images/fb...	[]	[]	[ "" ]	null	[ "MBA Skool Team" ]	2021-03-05T00:00:00	Britannia PESTLE (or PESTEL) Analysis assesses the brand on its business tactics across various parameters. PESTLE Analysis of Britannia examines the various external factors like political, economic, social, technological (PEST) which impacts its business along with legal & environmental factors.	en	https://www.mbaskool.com/favicon.ico	MBA Skool	https://www.mbaskool.com/pestle-analysis/companies/18185-britannia.html	Here is a detailed PESTLE analysis of Britannia which examines political, economic, social, technological, legal & environmental factors. Political Factors: The political factors in the Britannia PESTLE Analysis can be explained as follows: Britannia is one of the largest FMCG companies having a wide product portfolio. There are a number of political factors which influences the FMCG industry as a whole. For Britannia, the raw materials, manufacturing and selling of its products require right government policies, GST regulations etc. as well as associated government incentives. There is approval of investment of up to 100% foreign equity in single brand retail and 51% in multi brand retail. Even the union Government’s production linked incentive scheme can give a major boost to export its products in the international market. Image: Wikimedia Economic Factors: Below are the economic factors in the PESTLE Analysis of Britannia: A number of economic factors have an impact on buying power of consumers and overall profitability for Britannia. During the pandemic lockdown, people usually preferred packed trusted consumer goods like that from Britannia. And even now with the situation improving, people prefer and trust brands for daily consumer goods like a biscuit etc. The overall economic conditions which include employment rate, wages, inflation and prices affect the decision of consumers. People nowadays go after the trusted brand names keeping in mind the hygiene and confidence aspect. They tend to keep a stock for themselves and buy in large quantities with given discounts. With the inflation and unemployment going down, it has a positive market stand with rising consumer demand for its products. Social Factors: Following are the social factors impacting Britannia PESTLE Analysis: Some of the social factors such as age, gender, family size and structure, location, education level and population density affect the consumer’s lifestyle and demand for consumer goods from companies like Britannia. As we move towards urban areas and cities, people tend to buy more packed goods. Children usually have the power to influence their parents to buy products like biscuits, cakes etc. Society impacts the choices and buying decision of consumers. People usually prefer safe and hygiene eatables for them now as Covid-19 pandemic spread. All these factors make it preferable among a large diverse consumer in the market. If the right STP (Segmentation, targeting, positioning) is done, it can prove profitable for the company. Technological Factors: The technological factors in the PESTLE Analysis of Britannia are mentioned below: With the emerging digital technology such as AI, cognitive intelligence and handy smart phones trend, FMCG companies like Britannia stands in a good position. As E-commerce websites and applications attract a lot of potential and existing consumer base, online ordering and selling of consumer goods is catching up. With its wide and growing portfolio of products ranging from Biscuit, Bread, Cake, Rusk, Dairy etc., it has a competitive advantage of selling through product bundling on E-commerce platforms. Technological factors are very important whether in terms of supply chain, sales or customer service. Online order and delivery mechanism is leading to exponential growth of Britannia by reaching a wider market than through only brick and mortar stores. With lockdown in place, online demand was huge for its dairy as well as bakery product ranges with the convenience provide by technology. Technological factors are really proving profitable for the company to grow its business and reach wider target market with high profits. Legal Factors: Following are the legal factors in the Britannia PESTLE Analysis: It can get impacted by numerous legal factors in any country it has business presence. Some of the factors such as time taken for court proceedings and the delay in the enforcement of rules in a timely manner can impact the business. Even the laws regarding monopoly and restrictive trade practices in a country is a major factor and can be an opportunity as well as a threat in different ways. The consumer protection law and even the protection of intellectual property rights can affect Britannia. Consumer petitions and many other challenges from authorities can influence the FMCG companies. The functional level strategies should be legally bounded for Britannia to keep its business growing and for generating maximum profits. Environmental Factors: In the Britannia PESTLE Analysis, the environmental elements affecting its business are as below: Companies face a lot of regular scrutiny by environmental agencies like NGT etc. for anti-environment related activities and processes which leads to environmental disturbance. A lot of customer activism is also taking a toll on the business processes and products. Even the products packaging in the form of plastic is not allowed in many countries. This leads to high costs sometimes and ultimately affects the business sales and revenues. There are a lot of ethical issues as well in the marketing campaigns which can impact the business environment. As awareness on waste management is on rise, Britannia is obliged to follow environment friendly practices in all the operating countries. These environmental factors are inevitable for the company today to take into account as people have become more environment conscious and so do other competitors. To conclude, the above Britannia PESTLE Analysis highlights the various elements which impact its business performance. This understanding helps to evaluate the criticality of external business factors for any brand. This article has been researched & authored by the Content & Research Team which comprises of MBA students, management professionals, and industry experts. It has been reviewed & published by the MBA Skool Team. The content on MBA Skool has been created for educational & academic purpose only. Browse analysis of more brands and companies similar to Britannia PESTLE Analysis. This section covers many brands and companies. Continue Reading:
1222	dbpedia	0	6	https://www.indiainfoline.com/company/britannia-industries-ltd/summary	en	Britannia Inds. Summary: Latest Updates and Details	https://www.indiainfolin…age/iiflLogo.png	https://www.indiainfolin…age/iiflLogo.png	[ "https://web.indiainfoline.com/assets/img/common/iifl-securities-logo.svg", "https://www.indiainfoline.com/_next/image?url=https%3A%2F%2Fweb.indiainfoline.com%2Fassets%2Fimg%2Ficon%2Fhome-icon.png&w=32&q=75 1x, /_next/image?url=https%3A%2F%2Fweb.indiainfoline.com%2Fassets%2Fimg%2Ficon%2Fhome-icon.png&w=48&q=75 2x...	[]	[]	[ "" ]	null	[]	null	Britannia Industries Ltd Summary: Check out the latest management information and corporate updates of Britannia Inds. at India Infoline	en	/favicon.ico	India Infoline	https://www.indiainfoline.com/company/britannia-industries-ltd/summary	Britannia Industries Ltd Summary Britannia Industries Limited (BIL) is one of Indias leading FMCG companies. Britannias product portfolio includes Biscuits, Bread, Cakes, Rusk, and Dairy products including Cheese, Beverages, Milk and Yoghurt. Its brand portfolio includes Tiger, Marie Gold, Good Day, 50:50, Treat, NutriChoice and Milk Bikis. BIL has a presence in more than 60 countries across the globe. The Companys international footprint includes presence in Middle East through local manufacturing in UAE and Oman. It is also the market leader in Nepal. Presently, it is engaged in manufacturing and sale of various food products.The Company was registered in March 21st, 1918 as a Public Limited Company. The Companys plants are situated in Kolkata, Delhi, Chennai, Mumbai and Uttarakhand. In 1921, it became the first Company east of the Suez Canal to use imported gas ovens. Britannias business was flourishing. But, more importantly, Company was acquiring a reputation for quality and value. As a result, during the tragic World War II, the Government reposed its trust in Britannia by contracting it to supply large quantities of service biscuits to the armed forces. A new factory was established in the year 1924 at Kasara Pier Road in Mumbai. In the same year, the Company became a subsidiary of Peek, Frean & Company Limited, U.K., a leading biscuit manufacturing company, and further strengthened its position by expanding the factories at Calcutta and Mumbai. In 1952, the Kolkata factory was shifted from Dum Dum to spacious grounds at Taratola Road in the suburbs of Kolkata. During the same year automatic plants were installed in Calcutta and later in 1954 the automatic plants were installed in Mumbai plant, also in the same year the development of high quality sliced and wrapped bread in India was initiated by the company and was first manufactured at Delhi and a new bread bakery was set up at Delhi in the year 1965. Britannia Biscuit Company takes over biscuit distribution from Parrys during the year 1975. In 1976, the company had introduced Britannia bread in Calcutta and Chennai. During the year 1978, the company made Public issue, in that Indian shareholding crossed 60%. The Company re-christened from Britannia Biscuit Company Limited to Britannia Industries Limited with effect from 3rd October of the year 1979. The Company had signed a 10-year technical collaboration agreement with Nebico Pvt Ltd., Nepal during the year 1980 for the supply of know-how relating to manufacturing, packaging and marketing of biscuits and selection of plant and machinery. During the year 1989, BILs Executive Office was relocated to Bangalore. During the year 1990, two new brands of biscuits, Elaichi Creamand and Petit Beurre were launched. Also, in the same year a new cashew badam variant of the brand Milk Bikis and brand extension of pure magic biscuit Vanilla cream were launched, Fruit bread was launched in Delhi. The Company launched two new speciality brands in the year 1991 viz., Britannia milk bread and Britannia brown bread in Delhi and extended nationally its main brands Petit Beurre and Elaichi Cream. In 17th August of the year 1991, the Company handed over its Soya unit at Vidisha, MP to SM Dychem Ltd. BIL had celebrated its Platinum Jubilee in the year 1992. After a year in 1993, Wadia Group had acquired the stake in ABIL, UK and becomes an equal partner with Group Danone in BIL. The Company was in re birth phase during the year 1997, new corporate identity Eat Healthy, Think Better leads to new mission of Make every third Indian a Britannia consumer and in the same year BIL entered into the dairy products market. In 1998, BIL had launched Half/Half, a soft cake filled with cream in two variants, chocolate-vanilla and vanilla-orange. The Company had rolled out its flavored milk brand Zip-Sip in tetrapaks in the year 1999. Zip-Sip had been launched in Mumbai and some markets in the South.Forbes Global Ranking rated the company during the year 2000 among Top 300 small companies. In the same year, the company had launched Britannia Milkman Butter, a product under the Milkman brand. BIL made its fund in-principle agreement to acquire 49 per cent of Kwality Biscuits in the year 2001 through internal accruals. During the year 2002, the company had entered into a joint venture with the Fonterra Cooperative Group, New Zealands biggest company and one of the leading diary co-operative groups in the world and the Britannia New Zealand Foods Pvt. Ltd was born. Pure Magic, the companys product was winner of the Worldstar, Asiastar and Indiastar award for packaging in the same year 2002. After a year, in 2003, BIL had launched Treat Duet, most successful of the year and Britannia Khao World Cup Jao rocks the consumer lives yet again. During the year 2004, Britannia accorded the status of being a Superbrand and the brand Good Day added a new variant Choconut in its range. Reviewed marketing alliance with the Kolkata-based Thacker Dairy Products Pvt Ltd. In the year 2005, Britannia New Zealand had launched health drink for adult. The new plant in Uttaranchal, commissioned during the year 2005, it was ahead of schedule. In the same year, BIL launched yet another exciting snacking option the Britannia 50-50 Pepper Chakkar. BIL had forged a strategic alliance with CCD Daily Bread Pvt Ltd in the year 2006, a Bangalore based Company engaged in manufacturing and retailing of premium breads, cakes snacks and high end ready to eat foods. In the year 2007, Britannia industries formed a joint venture with the Khimji Ramdas Group and acquired a 70 percent beneficial stake in the Dubai-based Strategic Foods International Co. LLC and 65.4% in the Oman-based Al Sallan Food Industries Co. SAOG. The company was rated as the No 1 Most Trusted Food Brand in a survey conducted by AC Nielsen ORGO-MARG and published in Economic Times in the year 2007. Britannia launched Iron fortified Tiger Banana biscuits, Good Day Classic Cookies, Low Fat Dahi and renovated MarieGold during the period of 2008. BIL was ranked 27th place in the list of Indias Fastest Growing Large Companies by Business Today, Special on June of the year 2008. In 2009, Britannia took full control of Daily Bread. During the year, Britannia New Zealand Food (BNZF) became a BIL subsidiary after BIL bought out New Zealands Fonterra from the existing joint venture. BNZF was renamed Britannia Dairy Pvt. Ltd. (BDPL). During the year, Britannia became the first bakery brand in India to remove trans-fats from 99.9% of its products. During the year, Wadia Group became the largest shareholder in BIL after acquiring stake holdings from Group Danone.In November 2011, Britannia Bread launched its new range of Health Breads in Delhi. The range consists of Honey & Oats Bread, Multi-Grain Bread, 100% Whole Wheat Bread and Multi-Fiber Bread.In 2013, Britannia launched new NutriChoice Crackers Range, a biscuit made with the natural taste of sun-kissed golden wheat.In 2014, Britannia entered into an exclusive tie-up with Amazon for the launch of its latest product Good Day Chunkies, a super-premium chocolate chip cookie. In 2015, Britannia Bourbon, Indias first premium chocolate biscuit, completed 60 glorious years.In 2016, Britannia launched Cake Biscotti, Indias first ever classic Bridge product combining the best of the world of a cake and that of a cookie. During the year, Britannia launched its state of the art R&D Centre facility in Bidadi, Karnataka.The Board of Directors of Britannia Industries at its meeting held on 9 February 2016 considered and approved a Scheme of Arrangement under Sections 391-394 of the Companies Act, 1956 for demerger of the Manufacturing Business division and Retail Sales Business division of Daily Bread Gourmet Foods (India) Private Limited, a wholly-owned subsidiary of Britannia Industries, into Britannia Industries. During the year 2016-17,this demerger was completed.On 28 March 2017, BIL announced that it has signed a joint venture agreement with Chipita S.A., a Greek company, for the manufacture and sale of ready-to-eat delicious croissants in India through a joint venture company namely Britchip Foods Limited. BIL will hold 60% stake and Chipita will hold 40% stake in Britchip Foods Limited.Also in the year 2016-17, the Company acquired 26% stake in Sunandaram Foods Private Limited, a cake manufacturing unit in Assam. During the year 2017-18, the Company incorporated a wholly owned Subsidiary in Nepal under the name of Britannia Nepal Private Limited.During the year 2018-19, voluntary winding up of Daily Bread Gourmet Foods (India) Private Limited was initiated considering the unviability of the business in spite of the best efforts taken by the Company to revive the same.During the year 2019-20, Company incorporated a wholly owned subsidiary in Dhaka, Bangladesh under the name of Britannia Bangladesh Private Limited. It sold equity stake in Klassik Foods Private Limited, an Associate Company, during the year.During the FY 2021, Strategic Foods Uganda Limited in Uganda and Britannia Egypt LLC in Egypt were incorporated as step-down subsidiaries of the Company.During 2020-21, the Company implemented 3 transformational projects which mainly comprised of S/4 HANA to integrate all business processes and implement best-in-class practices across value chain; online dealer management system to take sales processes to the next level and end-to-end integration of vendor processes.The final listing and trading approval for the bonus debentures was received from the BSE Limited and National Stock Exchange of India Limited on 16 July 2021 and the bonus debentures got listed on both the exchanges w.e.f. 20 July 2021.During year 2020-21 , the Company commissioned 3 Biscuit Lines, 1 snack line and expanded its depot at the Integrated Food Park,Ranjangaon, in Maharashtra.During year 2021-22, the Company commissioned 2 Wafer lines at Perundurai Factory.During the year 2022-23, the Company commissioned Dairy Plant at Ranjangaon Food Park, Maharashtra; commissioned two large greenfield factories in Tirunelveli, Tamil Nadu and Barabanki, Uttar Pradesh; expanded Khurda and Ranjangaon Factories with biscuit and rusk lines.The Company through JVA with Bel SA, France and Britannia Dairy Private Limited (BDPL) sold 49% of its equity stake in its wholly owned subsidiary, BDPL to Bel and consequently, BDPL became a Joint Venture Company of Britannia Industries Limited and Bel SA in India under the name of Britannia Bel Foods Private Limited. Kenafric Biscuits Limited, Kenya and Catalyst Britania Brands Limited, Mauritius, became step down subsidiaries of Company during the year 2023. In 2023, the Company launched Nutrichoice Seeds, Herbs & Protein Cookies and also transformed Nutrichoice Essentials and Digestive with 100% Atta; launched Biscafe, a thin cracker which is designed as a great accompaniment to coffee; launched Winkin Cow Brand and invested in aseptic PET drinks technology; launched Centre-filled Croissants under the brand Treat .
1222	dbpedia	2	63	https://www.rediff.com/money/report/britannia-to-boost-its-regional-portfolio/20121108.htm	en	Britannia to boost its regional portfolio	https://im.rediff.com/mo…/nov/08bali1.jpg	https://im.rediff.com/mo…/nov/08bali1.jpg	[ "https://imworld.rediff.com/worldrediff/pix/blank.gif", "https://imworld.rediff.com/worldrediff/pix/blank.gif", "https://imworld.rediff.com/worldrediff/pix/blank.gif", "https://sb.scorecardresearch.com/p?c1=2&c2=6035613&cv=3.6.0&cj=1", "https://im.rediff.com/money/2012/nov/08bali1.jpg", "https://im.rediff...	[]	[]	[ "Britannia Industries", "Vinita Bali", "ITC", "SKU", "West Bengal", "Milk Bikis", "Parle Products", "Hindustan Unilever", "Jamnalal Bajaj Institute of Management Studies", "India", "Marie", "Gwalior", "Tiger Brita", "NutriChoice", "Odisha", "Coca-Cola" ]	null	[ "Viveat Susan Pinto and Dev Chatterjee", "Viveat Susan Pinto", "Dev Chatterjee" ]	2012-11-08T15:28:23+05:30	Company proposes to in-source manufacturing and build healthy portfolios of national and regional brands.	en		Rediff	https://www.rediff.com/money/report/britannia-to-boost-its-regional-portfolio/20121108.htm	Britannia's results for the second quarter (July-September) have pleased the Street with operating margins showing a small increase despite a significant rise in input costs. But Vinita Bali isn't particularly happy. "If you look last year over this year, the improvement in margins is nearly 90-100 basis points (bps). But the fact is, we are only the tallest midget among peers as far as margins are concerned. Commodity inflation remains a significant challenge," she says. The 57-year-old managing director of the Bangalore-headquartered Britannia Industries is determined to face the challenge head on. "We will grow, but grow profitably," she says. In a move that will ensure Britannia comes even closer to its consumption markets, the company proposes to in-source manufacturing by setting up greenfield manufacturing plants in areas such as Bihar, Odisha and Gujarat as well as buy equity stakes in companies promoted by its contract manufacturers. Currently, Britannia has two manufacturing facilities each in West Bengal and Uttarakhand, and one in Delhi. Its subsidiaries have plants in Puducherry, Gwalior and Guwahati. Bali says that these measures will help push up the proportion of in-sourced manufacturing from the current 45 per cent to 65 per cent in the next few years. Taking up in-sourced manufacturing has other benefits, too, says the alumnus of the Jamnalal Bajaj Institute of Management Studies, Mumbai, such as pruning costs. "There are three parts to our overall strategy," says Bali. "One is revenue management, the second is cost management and the third is innovation. We have, for instance, taken up 380 different initiatives across functions to manage costs," she says. "Innovation is something we lay special emphasis on in our drive to delight consumers and revenue management is a factor of our product and SKU (stock-keeping unit) mix, geographic spread etc," she says. Then there are the seven power brands - Good Day, Marie, Milk Bikis, Tiger, NutriChoice, Treat and 50-50. Together, these products give Britannia the bulk of its bakery revenues, which constitutes 80 per cent of Britannia's top line, down from almost 95 per cent earlier. The rest, 20 per cent, comes from dairy and international operations. While these products remain critical to Britannia, Bali, who has been with the company for seven years and has worked both in India and abroad with multinationals such as Coca-Cola, says that having a regional portfolio of brands is also of paramount importance. "Consumers have local preferences and tastes," she says. "They have to be addressed as part of the footprint of consumption." Of these, regional-level products are Britannia Top and NutriChoice Thin Arrowroot biscuits in West Bengal and Tiger Brita biscuits in Kerala, among others. The strategy, say analysts, of having both regional and national brands is to ensure that users do not slip out of Britannia's consumption net at a time when the market has become hyper competitive. In the past few years, companies such as Hindustan Unilever, which a few years ago counted on its power brands, as well as PepsiCo have focused on both regional and national products to drive penetration. For Britannia, say analysts, catering to local and national tastes is also important to ensure its presence in households stays intact. According to Bali, Britannia's household penetration at the moment is 50 per cent, which is more than half of the Rs 10,000-crore (Rs 100 billion) biscuit category's overall household penetration in India (90 per cent). Britannia and its rival Parle Products have both about one-third market share each, with players such as ITC as well as regional brands such as Priyagold snapping at their heels.
1222	dbpedia	0	95	https://www.ndtvprofit.com/business/food-industry-impacted-by-high-commodity-prices-britannia-industries	en	Food Industry Impacted By High Commodity Prices : Britannia Industries	https://media.assettype.…ess&ogImage=true	https://media.assettype.…ess&ogImage=true	[ "https://sb.scorecardresearch.com/p?c1=2&c2=37948934&cv=3.6.0&cj=1", "https://sb.scorecardresearch.com/p?c1=2&c2=9548033&cv=3.6.0&cj=1", "https://pubads.g.doubleclick.net/activity;dc_iu=/21713057369/DFPAudiencePixel;ord=1;dc_seg=7798805408", "https://images.assettype.com/bloombergquint/2024-08-07/vhl9co6b/Ind...	[]	[]	[ "Britannia Industries Ltd.", "PTI", "bqfree" ]	null	[]	2023-08-03T19:24:18+05:30	FMCG major Britannia Industries Limited said that the food sector in which it operates has been significantly impacted by high commodity prices, rising interest rates and due to the fall out of the Russia-Ukraine conflict. The long term effects of these factors continue to be felt extensively, the company said in its annual report for 2022-23. It said that although commodity prices were volatile and inflation was at unprecedented levels, the post-Covid normalisation of economic activities supported growth throughout 2022-23.	en	/icons/favicon.ico	NDTV Profit	https://www.ndtvprofit.com/business/food-industry-impacted-by-high-commodity-prices-britannia-industries	FMCG major Britannia Industries Limited said that the food sector in which it operates has been significantly impacted by high commodity prices, rising interest rates and due to the fall out of the Russia-Ukraine conflict. The long term effects of these factors continue to be felt extensively, the company said in its annual report for 2022-23. It said that although commodity prices were volatile and inflation was at unprecedented levels, the post-Covid normalisation of economic activities supported growth throughout 2022-23. During the last fiscal, the major challenge confronting the food industry was managing inflation in the cost of key inputs like wheat, milk, sugar, palm oil and crude oil, the company annual report said. The foods vertical of Britannia comprise segments like biscuits, cakes, rusks, bread and dairy. On the outlook for the foods vertical, the company said that businesses in the country are still optimistic on demand conditions despite apprehensions about global recession. The inflation trajectory during the coming year will depend on a host of domestic and global factors. The outlook for food prices and rural growth will depend significantly on the climate and adequacy of monsoon rain, it said. The company's strategy in its international business is to strengthen brand equity, offer new products, establish and grow local operations in fast emerging markets like contract manufacturing, acquisitions and joint ventures. The international business of Britannia is primarily focussed in the countries of the Middle East, America, Africa, Asia Pacific and SAARC.
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1222	dbpedia	1	20	https://us.ukessays.com/essays/essays/marketing/britannia-industries-limited-is-one-leading-bakers-marketing-essay.php	en	Britannia Industries Limited Is One Leading Bakers Marketing Essay	https://us.ukessays.com/s/ukessays.gif	https://us.ukessays.com/s/ukessays.gif	[ "https://us.ukessays.com/images/icons/ukessays-logo.svg", "https://us.ukessays.com/images/flags/us.svg", "https://us.ukessays.com/images/homepage/link-boxes/fair-use.jpg", "https://us.ukessays.com/images/homepage/link-boxes/sign-in.jpg", "https://us.ukessays.com/images/flags/us.svg", "https://us.ukessays....	[]	[]	[ "" ]	null	[ "Business Bliss FZE" ]	2024-08-18T20:11:48+00:00	Britannia Industries Limited is one of the leading players in the bakery segment in India. Its product portfolio includes various types of biscuits, breads and cakes. The company primarily operates in	en	/apple-touch-icon.png		https://us.ukessays.com/essays/essays/marketing/britannia-industries-limited-is-one-leading-bakers-marketing-essay.php	Britannia Industries Limited is one of the leading players in the bakery segment in India. Its product portfolio includes various types of biscuits, breads and cakes. The company primarily operates in India. It is headquartered in Kolkata, India and employed about 2,358 people as on March 2008. The company recorded revenues of INR 26,177 million during the fiscal year ended March 2008, an increase of 13% over 2007. Top line of Britannia was driven by price increases by way of reduction in pack sizes and extension of excise exemption to biscuits with maximum retail price (MRP) below INR 100 per kilogram from INR 50 per kilogram earlier. The operating profit of the company was INR 2,723 million during fiscal year 2008, an increase of 80% compared with 2007. The PAT was INR 1,910 million in fiscal year 2008, an increase of 77.5% compared with 2007. BUSINESS DESCRIPTION Britannia Industries Limited (Britannia) is engaged in producing and distributing bakery products including a variety of biscuits, breads, rusks, and cakes. The Wadia group of India along with Groupe Danone of France, are equal shareholders in ABIL, the UK which is a major shareholder in Britannia. The company operates through three broad product categories: biscuit and high protein food, bread and rusk, and cake. Get Help With Your Essay If you need assistance with writing your essay, our professional essay writing service is here to help! Find out more about our Essay Writing Service The biscuit products are marketed under the following brands: Tiger, Good Day, 50 – 50, Marie Gold, Treat, Milk Bikis, Nutri Choice, Time Pass, Pure Magic, Little Hearts, Nice Time, Vita Marie Gold and Greetings. Bread products are sold under the Premium Bakes, white sandwich bread brand. Cake products are sold under the Premium Bakes, Cakes and Rusks brands. The company also offers ‘Cup Cakes’ in its cakes category. Britannia’s dairy operations are conducted through its subsidiary, Britannia New Zealand Foods Company Private Limited (BNZF). BNZF is a joint venture between Britannia and Fonterra Co-operative Group of New Zealand. The company exports its products to the US, Ghana, Seychelles, Singapore, Oman, Saudi Arabia, United Arab Emirates, Qatar, Bahrain and Kuwait. HISTORY Britannia was established with an initial investment of INR295 in Kolkata in 1892. The operations of the company were mechanized with the advent of electricity in 1910. The company started using gas ovens in 1921. Britannia Biscuit Company took over biscuit distribution from Parry’s in 1975. In 1978 the company became a publicly listed company. In the following year, the company was renamed as Britannia Industries Limited (Britannia). The company’s executive office was relocated to Bangalore in 1989. In 1993 Wadia group acquired stake in ABIL, UK and became an equal partner with Groupe Danone in Britannia. Britannia introduced its new corporate identity ‘Eat Healthy, Think Better’; and launched Tiger Cashew Badam and Cheeker brands of biscuits in 1997. In 1998, the company introduced Milk Bikis and Nutri Choice brands; and Etnic Snacking. In 1999, the company issued bonus shares in the ratio of 1:2. During the same year, the company also introduced cheeselets. The company introduced biscuit brands GD Choco, Time Pass and Vita Marie Gold in 2000; Rourbon Pocket Packs, Maska Chaska and Vita Marie Gold in 2001. Britannia introduced many brands of biscuits in 2002 which include Time Pass Classic Salted, Jim Jam Pocket Packs, Chai Biskoot, Tiger Cream, GD Ginger Nut and Pure Magic. The company launched a joint venture with Fonterra, a dairy company; and started Britannia New Zealand Foods in 2002. The company launched, Treat Duet, a biscuit brand in 2003. In the following year, Britannia’s Good Day biscuit added Choconut, a new variety to its range of biscuits. The rebirth of Tiger biscuit was seen in 2005, with the tag line ‘Swasth Khao, Tiger Ban Jao’. In the same year Britannia launched Greetings range of premium assorted gift packs; and Britannia 50-50 Pepper Chakkar. In the same year, the company started its new plant in Uttaranchal. In July 2006, Britannia acquired Cafe Coffee Day’s 50% stake in Daily Bread, a Bangalore-based high-end food retailer. In March 2007, Britannia formed a joint venture with the Khimji Ramdas Group, one of the largest business conglomerates in the Middle East. Britannia and its associates acquired 70% beneficial stake in Dubai-based Strategic Foods International and Oman-based Al Sallan Food Industries Co SAOG. In January 2008, Britannia was asked by the Calcutta High Court to pay back the INR12 crore, which it withdrew from the company’s pension fund. MAJOR PRODUCTS AND SERVICES Britannia Industries Limited (Britannia) is a producer and distributor of bakery and dairy products. It manufactures, distributes and sells a range of branded products including: List of products: Biscuits Bread Rusk Cakes Cheese Butter Milk List of selected brands: 50:50 Deluca Good Day Little Hearts Milk Bikis MarieGold Maska Chaska NutriChoice Pure Magic Treat Tiger REVENUE ANALYSIS Britannia recorded revenues of INR 26,177 million during the fiscal year ended March 2008, an increase of 13% over 2007. The company generates revenues through three business divisions: biscuits and high protein foods (89% of the total revenues during fiscal year 2008), bread and rusk (7.4%), and cake (2.9%). Revenue by division During the fiscal year 2007, the biscuits and high protein food division recorded revenues of INR 23,299 million, an increase of 11.4% over 2007. The bread and rusk division recorded revenues of INR 1,956 million in fiscal year 2008, an increase of 36.3% over 2007. The cake division recorded revenues of INR 769 million in fiscal year 2008, an increase of 23.2% over 2007. The others (including scrap sales) division recorded revenues of INR 144 million in fiscal year 2008, a decrease of 28% over 2007. SWOT ANALYSIS Britannia is a producer and distributor of bread, snacks and dairy products. The company has a portfolio of top selling food brands. Britannia produces and distributes premium brands such as 50:50, Good Day, Little Hearts, Milk Bikis, MarieGold, Maska Chaska, NutriChoice, Pure Magic, Treat, and Tiger. An extensive portfolio of global brands facilitates customer recall and enhances Britannia’s market penetration capabilities. However, an impending litigation disputing the trademark of Britannia’s biscuit brand Tiger, with Danone, could adversely impact the company’s brand image and its international expansion plans. Strengths Weaknesses Strong brand name Launch of innovative products and brand extensions Growth in operating segments High dependence on Indian market Fluctuating cash from operations Opportunities Threats Inorganic growth Strategic alliances Growing demand for health and convenience products Litigations Inflationary dairy product prices Outbreak of animal diseases Strengths Strong brand name The company has a strong portfolio of top selling food brands. Britannia produces and distributes premium brands such as 50:50, Good Day, Little Hearts, Milk Bikis, MarieGold, Maska Chaska, NutriChoice, Pure Magic, Treat, and Tiger. Each of the company’s six pillar brands (Good Day, Tiger, 50:50, Treat, Milk Bikis, and Marie Gold) generate sales in excess of INR1 billion. Further, the company is entering new product lines like snacking and health products and thus capturing a larger market share. In 2007, most of the company’s brands secured double digit growth rate. Additionally, Britannia was ranked second among FMCG companies in the ‘Business World’s Most Respected Company Survey 2006’. With a wide portfolio of brands and choice of product category, the company is able to differentiate itself in the market, nurture customer loyalty, and reduce its business risk. As a dairy product company, Britannia enjoys strong brand equity, and its extensive portfolio of global brands has helped it to expand its market presence and visibility. A strong brand portfolio not only facilitates customer recall but also enhances Britannia’s market penetration opportunities. Launch of innovative products and brand extensions The company has a strong orientation towards product innovation. In 2007, the company demonstrated its ability to innovate and extend its brands and products. Britannia launched many innovative products in 2007. Through an innovative product lineup, the company plans to strengthen and sharpen its brands and transform them from existing formats and conventional archetypes. In this context, the company launched cream and coconut varieties in its Tiger brand range. Further, the ‘Chota Tiger’, which is an extension of Tiger brand, draws on the kids snacking habit presenting biscuits as ‘small, pop-able, snacks’ in a pouch pack. Similarly, the company also launched added Fruit Rollz under its Treat brand. Further, the company launched ’50:50 Chutkule’ and ‘NutriChoice Digestive and SugarOut’. NutriChoice SugarOut is the first biscuit without added sugar, in the Indian market. Strong product innovation skills enable the company to stay ahead of the competition and create an edge in the market. Growth in operating segments Britannia’s operating segments has shown strong financial performance since 2005, which is evident from its revenue growth. Biscuit and high protein food segment revenue increased from INR14,926.9 million (approximately $330.8 million) in 2005 to INR20,910.8 million (approximately $463.4 million) in 2007, this representing compounded annual growth rate CAGR (2005-2007) of 18%. The bread and rusk segment also recorded increase in revenue from INR788.2 million (approximately $17.5 million) in 2005 to INR1,435.7 million (approximately $31.8 million) in 2007, this representing CAGR(2005-2007) growth of 35%. Further, the cake segment also recorded increase in revenue from INR355.7 million (approximately $7.9 million) in 2005 to INR624 million (approximately $13.8 million) in 2007, this representing CAGR(2005-2007) growth of 35%. Strong performance by the company’s operating segment enhances its financial standing and strengthens its position against its competitors. Weaknesses High dependence on Indian market Though Britannia has made forays into other international markets, it is still dependent on the Indian market for a majority of its revenues. Though the company exports its products to many countries, the revenue contribution of regions other than India is too low to confer any significant geographical diversification benefit on the company. High dependence on India makes Britannia vulnerable to the market conditions in this region. Fluctuating cash from operations The company has not been able to generate consistent cash from its operations in recent times. The company has registered fluctuations in its cash from operations, registering a decline in every alternate year since 2004. Cash from operations decreased from INR1,961 million (approximately $43 million) in 2005 to INR649 million (approximately $14 million) in 2006. Again in 2007, it increased to INR871 million (approximately $19 million). Fluctuating cash from operation could upset the company’s expansion plans. Opportunities Inorganic growth Britannia is aggressively pursuing inorganic growth model. In March 2007, Britannia concluded two acquisitions, including its first ever overseas partnership. In March 2007, Britannia formed a joint venture with the Khimji Ramdas Group, one of the largest business conglomerates in the Middle East. Britannia and its associates acquired 70% beneficial stake in Dubai-based Strategic Foods International LLC and Oman-based Al Sallan Food Industries Co SAOG. The two companies are major regional players in the biscuits and cookies segments in the Gulf Corporation Council (GCC) markets. Both the companies export to more than 40 countries across the globe including Africa, Australia and Japan, thereby giving Britannia access to many new markets. These two acquisitions are expected to allow Britannia’s portfolio to extend to those countries in which they have a presence. The joint venture could provide Britannia an opportunity to grow its international footprint by leveraging on the complementary strengths of the two partners. Strategic alliances Britannia entered into strategic alliance with Daily Bread Pvt. Ltd. (Daily Bread) to participate in premium bread and allied products market in India. In July 2006, Britannia acquired a strategic 50% stake in Daily Bread, a Bangalore-based company engaged in the manufacturing and retailing of premium breads, cakes, and ready-to-eat snacks. Daily Bread operates in both institutional and retail segments, and offers a wide range of international quality bakery products, including 50 varieties of specialty breads. Post-acquisition, Britannia holds the brand Deluca in India. Daily Bread’s business model includes a chain of own and franchised retail outlets, and catering to institutional customers. Daily Bread operates seven outlets in Bangalore and since its acquisition by Britannia; two large outlets have been added. Britannia is keen to scale up the outlet chain to 30-40 cities beginning Fiscal 2008. This acquisition marks Britannia’s entry in the high-end, freshly baked gourmet food. This alliance will help Britannia to scale up the bakery business in select markets with a range of gourmet products sold under its brand names. Growing demand for health and convenience products Consumers worldwide have become more health conscious in recent years. Increasing number of consumers are opting for natural, fat-free and healthy food products. Food items containing trans-fat are losing market share as they are linked to cardiovascular diseases. The primary drivers for this trend are changing lifestyles, late marriages, increase in single-parent households, increase in number of homes with two working parents, and increased working hours. Consumer expenditure on away-from-home dining is rising. According to the US Economic Research Service, spending on food-away-from-home is expected to increase by almost 10% per capita until 2025. The trend towards low fat, low sugar and low carbohydrate foods and drinks continues to drive the market. Britannia offers a range of low-fat and sugar free products. With a strong emphasis on healthy foods, the company is likely to benefit from the increasing health food market. The global nutritional market exhibited strong growth in 2006, estimated at E127 billion ($159 billion), with half of this represented by the US market. The company is well positioned to exploit its focus on health and convenience platform to drive its future growth. Threats Litigations Britannia and Groupe Danone (Danone), a French dairy and beverages giant, are engaged in intellectual property rights battle, since many years. Wadia group and Danone have an equal stake in Associated Biscuits International Holdings (ABIH), which is a major shareholder in Britannia. Both the companies are disputing over the trademark of Britannia’s biscuit brand, Tiger. Britannia has accused Danone of registering the Tiger Trademark globally without its consent. Danone has already registered Tiger brand in nearly 35 countries and has applied for registration of the Tiger trademark in over 70 countries. In 2006, Britannia sued Danone in a Singapore court, seeking a speedy redressal of the Tiger brand issue. Danone has already registered Tiger trademark in Singapore, which will expire in November 2009. Britannia submitted its trademark application for Tiger in Singapore only in April 2007, which is still pending. An arbitration case between the two parties is also pending at the Bombay High Court. This long impending litigation (with Danone) could adversely impact Britannia’s brand equity and its international expansion plans. Inflationary dairy product prices Britannia, being a diary company, is exposed to general business risks faced by the global dairy market. Britannia is vulnerable to price fluctuations in the world market for raw materials such as flour, soya, maize and grain. In 2007, the industry witnessed an inordinate and simultaneous increase of approximately 20% – 25% in the market prices of all key commodities like flour, refined palm oil, skimmed milk powder, etc. The company’s top line growth of 28.4% was eroded by inflation in input costs, resulting in a gross margin decline of 6.7%.The global dairy market is marked by sharp fluctuations in the price of dairy products. Furthermore, sales prices are fixed with customers for relatively long periods in a number of markets, whereas the purchase prices of milk are subject to short-term fluctuations. In order to limit these risks, Britannia should try to minimize its operating costs by efficiently utilizing existing resources. Further increase in input cost could dampen the company’s gross margin, which could result in declining top-line growth. Outbreak of animal diseases Britannia, as a diary product company, is dependent on constant supply and quality of the raw materials like milk. Any outbreak of animal diseases (especially Foot and Mouth Disease caused by a virus which is one of the most contagious and feared diseases), can cause heavy loss in susceptible cloven-hoofed animals world over. Britannia, which markets all dairy-based products like butter, cheese, and biscuits to different countries, may get affected by milk supplies and the production and sale of dairy products in case of diseases outbreak thus affecting its revenues. TOP COMPETITORS The following companies are the major competitors of Britannia Industries Ltd. Nestle India Ltd ITC Corporation Ltd. Parle Products Pvt. Ltd.
1222	dbpedia	2	75	https://alphastreet.com/india/britannia-industries-ltd-britannia-q4-fy22-earnings-concall-transcript/	en	Britannia Industries Ltd (BRITANNIA) Q4 FY22 Earnings Concall Transcript	https://cdn.news.alphast…gsTranscript.jpg	https://cdn.news.alphast…gsTranscript.jpg	[ "https://alphastreet.com/india/wp-content/uploads/2023/06/WP-AI-Logo.svg", "https://alphastreet.com/india/wp-content/uploads/2021/07/Logo_AlphaStreet_India-1.svg", "https://cdn.news.alphastreet.com/wp-content/uploads/2020/03/ftr_twitter_icon.svg", "https://cdn.news.alphastreet.com/wp-content/uploads/2020/03/f...	[]	[]	[ "food products", "most viewed transcripts", "consumer", "latest earnings call transcripts" ]	null	[ "Sahil", "https://alphastreet.com/india/author/sahil/#author", "Staff Correspondent" ]	2022-05-05T13:50:06-04:00	Britannia Industries Limited (NSE:BRITANNIA) Q4 FY22 Earnings Concall dated May. 04, 2022	en	https://i2.wp.com/alphas…it=32%2C32&ssl=1	AlphaStreet	https://alphastreet.com/india/britannia-industries-ltd-britannia-q4-fy22-earnings-concall-transcript/	Britannia Industries Limited (NSE:BRITANNIA) Q4 FY22 Earnings Concall dated Corporate participants: Mayank Mundra — Investor Relations Varun Berry — Managing Director N. Venkataraman — Executive Director & Chief Financial Officer Amit Doshi — Chief Marketing Officer Analyst: Abneesh Roy — Edelweiss Securities — Analyst Percy Panthaki — IIFL — Analyst Kunal Vora — BNP Paribas — Analyst Shirish Pardeshi — Centrum Capital — Analyst Vishal Gupta — PhillipCapital — Analyst Manoj Menon — ICICI Securities — Analyst Alok Shah — Ambit Capital — Analyst Presentation: Operator Ladies and gentlemen, good day and welcome to the Q4 FY ’22 Earnings Conference Call of Britannia Industries Limited. [Operator Instructions] Please note that this conference is being recorded. I now hand the conference over to Mr. Mayank Mundra. Thank you, and over to you, sir. Mayank Mundra — Investor Relations Thanks, Margaret. Hello, everyone. This is Mayank from the Investor Relations team. I welcome you all to the Britannia earnings call to discuss the financial results of Q4 ’21-’22. Joining us today on the earnings call is our Managing Director, Mr. Varun Berry; Executive Director and CFO, Mr. N. Venkataraman; Chief Marketing Officer, Mr. Amit Doshi; Chief Procurement Officer, Mr. Manoj Balgi; and Chief Development and Quality Officer, Mr. Sudhir Nema. The analyst deck is uploaded on our website. Before I pass it on to Mr. Varun Berry, I would like to draw your attention to the Safe Harbor statement in the presentation. Over to Mr. Varun Berry with remarks on the performance. Varun Berry — Managing Director Good afternoon, everyone. I’m very happy to be here with you. I’m taking this call from Cochin where we are having a sales and marketing conference for the year as we go through. So moving to the analyst deck, if you were to move to page number 3, all of us are aware of what we’ve gone through. So we’ve seen many, many new things coming our way, whether it was COVID 1, 2, 3, inflation geopolitical factors, etc. Everyone is aware of that, so I’m not going to stress any of these points. It is a very challenging environment. However, in this environment, we continue to drive our revenue growth and we’ve been reasonably been able to sustain our profitability as well. Next slide which gives what we’ve achieved in the fourth quarter as well as the full year ’21, ’22. So if you were to look at revenues from operation, the 12-month growth is 15% for the fourth quarter and the 24-month growth is 25% which is fairly healthy. Similarly, if you were to look at full year, our 12-month growth is 8% and the 24-month growth is 22%. Profitability similarly, operating profit 10% growth for Q4 in the 12-month growth and 23% for 24 months growth and for the full year negative 13% in 12 months but for the last 24 months, it’s 21% growth. So I would say reasonably healthy growth. Moving on to the next slide. This gives us the share numbers. As you will see we’ve broadened the gap with our largest competitor this year. So we’ve continued to make progress as far as market share is concerned. We’ve gained, this is our tenth year of continuous share growth, which I think for any company is a great performance and I am very proud of this factor. Moving to the next slide. Again same strategic planks; distribution and marketing, cost leadership, innovation, adjacent businesses and sustainability. Now drive — next slide. Driving efficiency in distribution. This year, we made progress. Our rural distribution has gone up from 23,000 rural distributors to 26,000 rural distributors. We’ve made steady progress in our direct reach as well. This had stymied during COVID times but it’s come back and in March 2002, we are up to almost 25 lakh outlets. Hindi belt is growing 20% faster than our rest of India. However, I must say that there are a few states which are emerging as states which need more attention. These are the smaller Hindi states and we are making sure that we work on it so that we can make these grow even faster. Our channels are back. As you know that the modern trade channel had taken a little bit of a step backwards during COVID as people were afraid to go to large stores, etc. but this has come back in ’21, ’22 and the growth is 20% higher than what it used to be pre-COVID in ’19, ’20. We’ve had some very interesting marketing activities. We had relaunched Good Day. We had the Multiple Smiles campaign, which has done very well for us. We have a Good Day Chocolate Chip TVC as well as the relaunch which is doing very well for us. Winkin Cow has become a 100 crore brand for us and we use the TVC for Winkin Cow during this quarter because this was season. Our Milk Bikis Atta is doing well in rest of India. Jim Jam, we had a thematic, that brand is showing a lot of promise for us. We’ve re-launched our dahi brand under the Come Alive brand name and similarly TVC and other brands as well. On cheese, we’ve taken a Protein Promise, which seems to be holding up quite well for us and we hope to scale this up as we go forward. On our cost leadership program, again, the team has done a fantastic job of creating opportunities and reducing costs. So if you were to look at it in ’21, ’22, we were 5 times cost savings than what we were in ’13 and ’14 and in ’22, ’23 where the situation is looking fairly grim from an inflation standpoint we are doubling up to make sure that we continue to take this trajectory even better than what it has been in ’21, ’22. The cost levers are fairly familiar to all of you. So from a supply chain standpoint, it’s the process automations to improve productivity reducing distance to market, which helps us reduce cost and also provide fresh product to our consumers reducing wastages which happen either in the factory or in the marketplace. Alternate sources of energy, which we are looking at a target of getting to 60% renewable energy. So that’s working quite well. From a material standpoint, our sourcing strategy is focused towards making sure that we get the best bang out of our buck. Backward integration, to whatever extent possible, wherever we have some expertise within the system. We’re also working on reverse auctions for all of our products that we purchase and then optimization of the packaging specifications as the packaging material costs are going through the roof. Other areas are market returns, fiscal incentives, treasury returns as well as reducing commitment charges to some of our contract packers by making sure that our forecasts are very, very close to what our achievements are. Moving on to the next slide, we’ve had some innovations during this quarter. Good Day Harmony which is a very interesting product is doing really well for us. 50-50 we’ve launched a product called GolMaal in the East. Again, a very promising product. Initial response is extremely good. Then we did a Jeera Marie launch, which was done in collaboration with our consumers. Again, doing very, very good initial responses and we are hoping that this could become a blockbuster in the South. We also did 2 new additions to our Winkin Cow brand which was Kesar and Badam. We’ve re-launched Croissant with the new marketing mix. It’s been relaunched in the South region as of 2 days ago but before that we’d launched a product called Croissant with mixed fruit in it and this has been doing quite well for us and a coconut wafer which is also just getting into the market in the last one month or so. So very interesting innovations and seeing a very good response from the market on all of these. Our adjacent business, you are going to see some real excitement from Britannia as far as the adjacent businesses are concerned. We have had some learning phase in this area but I think today we are structured very well. We’ve got a very solid team which is handling each one of our verticals, and I feel very about where we are at with our product, some of our partnerships that we are looking at, etc. So, I feel that this is an area, which we are going to ratchet up on certainly this year. So if you look at bakery adjacencies, we’ve seen a high double-digit growth across our divisions. We’ve also seen a healthy consistent margin delivery in Bread & Rusk. As far as Croissant is concerned, as I was telling you, we finally cracked the code on the product. We’ve started to relaunch it. We don’t have — we didn’t want to do it one shot across the country because we want to make sure that we give enough product to the regions before we move it across the country. But I would say that with the South launch we’ve sort of started this process and in the next couple of months, it’s going to be across the country. It’s taken us some time but we are very, very happy with what we have as our final marketing mix. On the dairy part, strong quarter. We’ve had a robust double-digit growth. As I told you Winkin Cow is now in the 100 crore club. In the international business some challenges in the Middle East because of a distributor change that we did in UAE but Nepal where we’d set up our own distribution and our own manufacturing has given us very, very good results and again Nepal now joins the 100 crore club for Britannia. Moving on to our sustainability programs and the journey thus far, so as you know we’ve got 4 pillars. One is the people pillar and the programs under this are, we want 50% of women workforce at facility level by March 2024 and we are on track for this. We are looking at 1 lakh plus beneficiaries to be raised through our Britannia Nutrition Foundation. We’ve already done this, we’ve achieved it and now onto a new landmark for ourselves. 60% renewable electricity by March 2024, again on track. Eliminating 20 lakh kilos of plastic trays by March 2023, completely on track. Water consumption to be reduced by 30% through recycling and reuse, absolutely on track. Growth, on the growth pillar, we’ve looked at sodium reduction and sugar reduction in our products by 6% and 8%, again on track on both of those. And on governance we are looking at targeting second or third quartile in the S&P Global DJSI in food product sector this year and as you know that we have moved our DJSI scores from 11% to I think 37% and we are looking at moving them even further. The 3 ESG policies, which is on sustainability, human rights and vendor code, we’ve got those policies documented and we are getting entire ESG targets integrated with the ExCom KPIs. ExCom is me and my direct reports. So, all of us carry those key performance indicators in our targets for the year. So that is where we are at. We are recognized amongst the top 40 of the India’s Most Sustainable Companies by Business World. So we are hoping that this again will become a very, very important plank for us and we will take this to the limit in the coming years. The other areas, on sustainability identifying and implementing new programs to drive sustainable sourcing, publication of sustainable supply chain manual, which we are working on, continuing to improve that I’ve spoken about the DJSI score and finally development of sustainability report, which complies to all the International Standards of disclosure. So these are the ones that we are working on to make sure that we get completely up to speed. Now coming to the financials. This is our quarter numbers for the last 12 quarters. So as you will see the last quarter has been INR3,508 crores and the full year has been 8% growth. If you look at the growth of quarter 4, it’s 15% and the 24-month growth is 25% which I had shared with you earlier as well. There have been geopolitical factors which are aggravating the inflationary scenario and I don’t think it’s abating in any way. So what is it done to us. We, because of our forward commitments, we have been able to control some of our costs however the commodities have still witnessed an inflation of 17% and 14% for the quarter and full year respectively. So flour is at 1%, sugar is at 7%, laminates at 20%, palm oil is at 26%, cashew at 35% and corrugated boxes at 21%. However, as I said, we had taken some forward positions which have helped us. What is our response to the inflationary pressures that we’re facing. Obviously, there’s nothing more important than taking the right amount of price increases and which is what we’ve been doing, I must say that we’ve not been able to keep pace with these inflation because we never estimated the kind of inflation that we’ve seen but we continue to take judicious price increases and the other 2 pillars are the value creation for consumers. One is on controlled discretionary spend. We’ve focused on our advertising and sales promotion spends. We’ve controlled our overheads and we’ve leveraged our fixed costs as much as we could and on cost efficiencies program, our cost efficiency programs I have already shared with you that we are now at 5 times the cost efficiencies that we were getting in ’13, ’14. So we’ve accelerated these programs and we’ve looked at IT transformations to make sure that we are completely on top of these as far as our savings are concerned. Our operating profits, you can see that our operating profits peaked during Q1 of 2021 which was a windfall because we’d optimized, we’ve only producing products. We’ve only producing the key brands and the spends were not there because we were running out of product at that point in time. So that was the peak. From there onwards, we’ve come to approximately 14.2% operating margin which is a growth of 10% for Q4 and a 24-month growth of 23% which is pretty similar to what it used to be pre-COVID. We have made sure that we remain handsomely profitable despite all the headwinds that we face. Moving onto slide number 21 which will show you all of the details on our financials, which I’m sure you have gone through. So for Q4 15% growth on the net sales, 10% growth on operating profit. Profit before tax is growing by 5% and profit after tax at 4%. Similarly, for the full year, if you look at the numbers, it’s 8% on the topline and it’s a negative 18% from the peak that we’ve seen in the previous year. 24-month growth for the full year is still positive, 22% growth on net sales and a 21% growth on operating profit, which is a reasonably good performance. If you look at the ratios down below, profit from operation at 14.3% in ’21, ’22, profit before tax at almost 15% and profit after tax at 11%. So that is it from me. I’ll open the house for questions. Mayank? Questions and Answers: Operator Thank you very much. We will now begin the question-and-answer session. [Operator Instructions] The first question is from the line of Abneesh Roy from Edelweiss Securities, please go ahead. Abneesh Roy — Edelweiss Securities — Analyst Yeah, thanks. Congrats, Varun, on very good performance. My first question is on the small Hindi state comment and the focus states. You mentioned that more attention is needed for the small Hindi states. And when I see the growth in focus state slight slowdown is there at 1.2 times versus 1.3 times in previous quarter. So, is it more of rural slowdown or is there any specific issue in some of the smaller trades, any competitor intensity has increased there. Varun Berry — Managing Director No, so it’s not about competition, Abneesh. What’s happened is that during COVID there were multiple priorities. Obviously everyone was struggling to make sure that all of the KPIs are kept under track. So we did see that some of this — so UP is our largest state. It contributes approximately over 50% of our total Hindi state sales. So UP is blazing. UP is doing really well. There are some small states where we seem to have slipped namely Chattisgarh. MP is okay-ish. MP is not blazing the way I would wanted it to but Chattisgarh has slipped and so has Rajasthan. So those are opportunity areas where we will make sure as a team that we get back to speed. So, that is where I’m coming from. And it’s important that if there are some — and you know, you’ve got to remember that our brand strength in those states is not as strong as what it is in some of our stronger state. So a little bit of slippage, a little bit of less face time with our people because of COVID etc. it hampered our progress to an extent, but it’s a matter of time. We will definitely get back on those small states as well. Abneesh Roy — Edelweiss Securities — Analyst Sure. Thanks. My second question is on the price hike. Initial expectation was that FY23 will need around 7% price hike over and above the 10% hike which was already taken in ’22. Post that things have clearly turned more adverse currently. So what is the current expectation on price hikes and FY ’22 65% hike was coming through grammage cut. Will there be any change in that ratio. Varun Berry — Managing Director No, it will probably be — the grammage cut might end up being even higher than that. But see the point is sitting here, I don’t know where we are headed as far as inflation is concerned. Clearly, 2 or 3 concerns. One is the wheat production in the country has been lower than what we had expected. While there was a lot of noise about exports and we can feed the world etc., the point is that the crop has been poorer because of the severe heat. So the wheat grains have shriveled up a bit and even the production has been lower. So we don’t know where that is going to lead us and you know that between Russia and Ukraine, they produce almost 100 million tons of wheat which might not get harvested. That gets harvested as soon as the snow melts and in Ukraine, there are no meant to harvest it because they’re all involved in fighting the war. So there is going to be pressure on that front, both nationally and internationally. And similarly, palm oil, as you know, there are — Indonesia has stopped exports. So there are ships with 3 lakh tons of oil, which were about to sail and now they have been stopped. So where that will go, nobody seems to know. I’m sure it will get cleared up. It’s a matter of time. Luckily for us we are covered till things become better but I would think that this is a year where we’ll really have to be on our toes and take calls on a month-to-month basis and there is no way that any other activity can fulfill what the inflation, the pain that inflation is going to give us. It will have to be a price correction. So while we will try and be judicious about it and make sure that it doesn’t impact the consumer in a big way but we will have to take some tough calls. Abneesh Roy — Edelweiss Securities — Analyst So Varun, just one very small follow-up on this question only, and that will be my last question. So in Q3 you had minus 4% to minus 5% kind of impact on volume because of grammage cut, which I think will be fairly similar this quarter also but on a reported basis, you are seeing mid single-digit volume growth. So what would be the industry volume growth in your sense in Q4. And so your share gains, is it coming only from the number 2 player or even from the smaller player. Varun Berry — Managing Director So what happens, Abneesh, is you’ve got to understand that during severe inflationary times the smaller players are the ones who get impacted the most. So gains are coming from the smaller regional players and obviously from the number 2 player as well. So it’s a mix of both and the industry growths would be flattish to negative. Abneesh Roy — Edelweiss Securities — Analyst Thanks, Varun. That’s all from my side. Thanks. Operator Thank you. The next question is from the line of Percy Panthaki from IIFL. Please go ahead. Percy Panthaki — IIFL — Analyst Hi. Just continuing on what Abneesh was talking about in terms of the price increases, so I’ll make the question rather simple. Assuming that the current spot prices remain where they are for the next 12 months, what kind of additional price hikes do you need to take in your portfolio. Varun Berry — Managing Director That’s what I was trying to explain to Abneesh. It’s very difficult to call that because it’s such a dynamic environment, it will definitely be more than what we had estimated in the beginning but to what extent, only time will tell. If things on palm settled down, if the war gets over, if, if, if, it’s all about the if’s, Panthaki. Percy Panthaki — IIFL — Analyst Right, sir. That’s why I put a simplifying assumption there saying that if the spot prices as of today continue for the next 12– Varun Berry — Managing Director Did you say that, I’m sorry I missed that. If the spot prices continue it will probably be about a 10% increase, that would be required. Percy Panthaki — IIFL — Analyst Over and above what’s already taken. Varun Berry — Managing Director Yes. Percy Panthaki — IIFL — Analyst So 10 plus 10, a total of approximately 20. Varun Berry — Managing Director Right. Percy Panthaki — IIFL — Analyst Okay. Secondly, just to understand on sort of adjunct categories, what kind of slightly longer-term vision do you have over let’s say a 5-year horizon. Where do you see this adjunct categories, which one do you think will see the fastest growth or become the biggest and where do you see the biggest opportunity which can be sort of extracted over the next 5 years. That’s part of the question. The other part of the question is that the salty or savory snacks category, which you had sort of launched in South India under the name of Time Pass, what really needs to happen for that category to become really big for us because I mean ultimately that category is something which works on width and breadth of distribution, which is something that we already have with us. So we already have advantage at the starting point and what really is preventing us from becoming one of the bigger players in in this category. Varun Berry — Managing Director So let me answer your first question, I think obviously as I’ve said during the presentation, I feel very good about the way we are structured today. The way I am here with the sales team, the entire sales team from across the country is here. And this morning, we were talking about how we become a leader amongst more categories than just a few. And I think the sales team is very clear about what we can do and how we can move forward. I also think that we’ve got a fair amount of strength. We’ve got that threshold volume. We’ve got reasonable brands in most categories. So I would say obviously the big ones will continue to be the larger ones. Cake, I think we’ve got many initiatives. So I think cake will definitely — cake and rusk will definitely have the potential to become 2000 plus crore kind of businesses for us. We have a lot of hope in dairy and some very, very exciting initiatives there. We know that Amul is the Big Brother but I think we can do a lot more in the value added space. As you might or might not know we’ve we’ve crossed the 500 crore mark in dairy after many years of striving for it. We’ve had very good growth this year and we’ve got great plans on the backend. Croissant is something where I feel very excited about because one, it’s got entry barriers. It’s not a category that everyone can launch. It requires a lot of attention because it’s a new category to the Indian consumer. So you really have to fine-tune it to an extent where the consumer tells you that this is what I want. And I think we’ve reached that stage. It probably took us a little longer than I would have imagined but today I feel very, very good about where we’re at. And if you get an opportunity, please try our new product which should be in your markets in the next month or so. So, feel very good about that. And also, we are not shy to evaluate partnerships wherever required. We have been working on some, and there are definitely opportunities there, which could be very, very exciting. So I personally am working on this area to make sure that we come up trumps as far as the adjacency business is concerned. What was your second question, on salty. So on salty, see, you can’t do everything like you’ve got everything ready because finally it’s a little bit of sussing the markets, sussing the consumer, understanding, while I have run a salty business in the past, but you know that that business was run in multiple countries and it had been fine-tuned over millions of consumers and all of that. Brands had been constructed years years ago before Pepsi had bought that business, etc. So it takes a long time. So we are being very careful and we are really reading into what our consumers are telling us in our test markets. We don’t want to be in a situation where we go hell for leather. We launch it across the country, and then we realize that it’s a situation where we will have to take our products back. So it’s taking a bit of time. It took us a bit of time with Croissant as well but we’ve got to the finish line. Similarly, I would say I would rather be careful than aggressive in this area of adjacencies. Percy Panthaki — IIFL — Analyst Right, sir. That’s all from me. Thanks and all the best. Varun Berry — Managing Director Yes, thanks. Operator Thank you. The next question is from the line of Kunal Vora from BNP Paribas. Please go ahead. Kunal Vora — BNP Paribas — Analyst Yeah, thanks for the opportunity and congrats for a very good quarter. First question, how large is the contribution of lower unit pack and are you looking to vacate some of the price points, In our recent days, we heard that you would withdraw [Phonetic] on the price point in certain markets. I mean are these price points like meaningful for you and how do we see the impact of this. Varun Berry — Managing Director See, low unit price points in a country like India are impossible to vacate. Yes, over the year if you look at it, maybe 15 years ago, there used to be a large contribution of 2 rupee and 3 rupee packs which have become miniscule today. Parle used to sell a lot of 2 rupee and 3 rupee packs. We also used to have a reasonable contribution of 2 rupee, 3 rupee. It’s all migrated to 5 and 10 and thereafter. So I think, I don’t think we’re in any position to vacate the 5 rupee segment at this point in time, but as you know, as the world evolves, as the consumer evolves, and as we get through all of this inflation, time will tell when is the time to really press the pedal and move on from 5. But I don’t think we are in any position to do that right now. It’s about the price point packs, the 5 and 10 are approximately 50-55% of our total mix. So it’s fairly large and it continues to be in a country like this, where you have a lot of bottom of the pyramid consumers, it continues to be a staple for a lot of consumers in a lots — lot of parts of the country. So that’s where we are at and we will have to nurture that business. Kunal Vora — BNP Paribas — Analyst You still have 2 rupee price point, right, and like how large would that be. Varun Berry — Managing Director Our 2 rupee is very small. We don’t have anything to really ride about, maybe few back share here and a few packs there. It’s not like fixed segment at all. Kunal Vora — BNP Paribas — Analyst Okay, understood. Second and last question. You mentioned you crossed 500 crore mark in dairy. I believe you were at 500 crore mark even 2 years back. I mean I the contraction [Phonetic] in September ’20. You mentioned you were at 500 crore and you aspired to be at about 2000 crore by ’25. Where are you– Varun Berry — Managing Director We were never at 500. We might have aspired but we were around 400 crore mark. Kunal Vora — BNP Paribas — Analyst Correct, 400. Varun Berry — Managing Director 400 crore mark and this year our growths have been good. So we have crossed the 500 which is no great achievement frankly. If you ask me, getting to 500 crores in so many years of launch is no great achievement but you’ve got to celebrate your small victories and that’s what we are doing. Kunal Vora — BNP Paribas — Analyst But that time you were aspiring to be about INR20 billion by in 5, 6 years. Are you on track for that or that looks difficult considering the changes in situation and also if you can update us about the Ranjangaon plant dairy [Indecipherable] now. Varun Berry — Managing Director So yes, we would want to be at least a 2000 crore business in dairy in the next 5 years. Maybe it’s a moving target. Maybe, I said that 2 years ago, and I’m saying it again. So don’t hold me on it but this time certainly we would want to get to INR2000 crores. The Ranjangaon plant is moving quite well. We’ve got all the equipment. The raw cheese manufacturing equipment should get commercialized in the next 2 or 3 months. We’ve got a yogurt line. We’ve got a powder line. We’ve got a drinks line. All of that should get commercialized in the next 3 to 4 months. The only one which will take at least 6 to 8 months is the process cheese line which should be done by December or January. So by January of next year we will be up and running. We’ve already moved up on milk collection pretty considerably and we will be — what we are trying to do is get our milk collection to the highest level possible because even if we have excess milk, we will consider making powder milk out of it and using it in our bakery facilities. So we are going to run that plant on full efficiency and we are feeling very excited about it. We’ve got some very exciting products as well. Possibly a few interesting partnerships as well. So we are feeling very good about where we’re at. And I think this year is going to be the year where we will take the turn as far as dairy is concerned as well this fiscal year. Kunal Vora — BNP Paribas — Analyst That’s it from my side. Thank you, sir. Varun Berry — Managing Director Thanks. Operator Thank you. The next question is from the line of Shirish Pardeshi from Centrum Capital. Please go ahead. Shirish Pardeshi — Centrum Capital — Analyst Hi Varun and team. Thanks for the opportunity and– Operator Sorry to interrupt you. We cannot hear you very clearly, sir. Varun Berry — Managing Director Actually I can, I can hear him. Shirish Pardeshi — Centrum Capital — Analyst Am I audible now? Operator Yeah, Shirish, you are audible. Shirish Pardeshi — Centrum Capital — Analyst Yeah, hi, Varun. Thanks for the opportunity and congratulations to the whole team. I have got 3, 4 questions, I’ll try and shortcut put it together. One, if you can allow last 2 years we have inched up the market share. I mean, we have no idea but if you can help us where we stand today, how much market share gain we have got in last 2 years, especially from FY ’19 onwards. Second is you spell out something on the international because we keep hearing that we’re trying to do something from the distribution channel perspective but when do we see the meaningful contribution from the international business. And third question is on ICD. When I look at the filing today morning. I think directionally what I gather is that ICD has come down while all the time ICD has gone up. So against 811, ICD has directionally has come down to 754, but maybe if you can help what is it that you’re looking or is it going to be going up or is it going to come down and what timeframe. Varun Berry — Managing Director Shirish I missed your first. The second was international, third was ICD. What was your first question. Shirish Pardeshi — Centrum Capital — Analyst Share, market share. Varun Berry — Managing Director Okay. So share growth has been fairly good, Shirish. We don’t give numbers because it’s a syndicated study, and that’s why we give you the trends but approximately we’ve gained about 0.8 share points or 80 basis points in the last 2 years and that’s been pretty good because the fact is that it’s been a continuous market share growth story for us. I feel good about that. International, yes, see, if you think about international, we are not looking at a big bang change to our international business. It’s very easy for us to look at big acquisitions, etc. but we are very careful about making sure that we get our paybacks if we are looking at big acquisitions. What we did with Nepal is a testimony for a very good call that we took. We’ve turned that from a 10, 15 crore business to a 100 crore business. So that’s a good call. Similarly we’ve got some calls that we’ve taken in Africa as well. We’ve got 2 contract packers that we’ve put in place. So hopefully slowly and steadily we’ll gain some base in these markets and be able to set up a foundation for growth for the future. Yes. UAE, which is our largest business has been a little bit of a pain and the pain was because of our distributing partner there. We were not able to get them to implement and execute the way we thought we could get a lot more business. We’ve got a very, very good partner now but you got to remember that these markets changeover takes a lot of time See what happens is, if you’re changing over, first you have to move all the stocks which are — with the other partner to this partner. So your secondary sales might not get impacted but your primary sales do get impacted. Even settling in you have to register the new distributor. So, 3, 4 months go away in making sure that all of the accounts have your new distributor registered and then you start to sell. So it’s a very painful process but we went ahead with it because we knew that we will see a benefit from this as we move forward. So I think we are doing some interesting stuff in international. It’s not as we had envisaged, I must admit. We haven’t gained as much heft in the international business but we will continue to make sure that we get some interesting stuff going there and get our bases fixed and the other parts of the business have been doing really well. So Europe, Americas, even Australia, Southeast Asia have been growing hefty double digits but they’re all on the basis of exports and they are small businesses. So it’s not making that much of an impact but I think again this year could be a year of change as international is concerned as well. On ICDs Venkat, could you comment on that please. N. Venkataraman — Executive Director & Chief Financial Officer Yeah, yeah. So the total group ICD as of March ’22 stands at 740 crores. Bombay Dyeing of 350 crores and Bombay Burma of 390 crores and this is against March ’21 of 790 crores, which is about 294 for Bombay Dyeing and 500 for Bombay Burma, and both of these are within the approved limits for both the companies. Shirish Pardeshi — Centrum Capital — Analyst But Venkat, I got that. Just if you can help, what is the roadmap. Is it going to go up because on a quarter-on-quarter basis, you see up and down but is there any strong case that ICD will get resolved maybe in the next 4 quarters. N. Venkataraman — Executive Director & Chief Financial Officer So it’s not going to go up. That is for sure. The attempt is to see how we can dilute them as we go forward. Shirish Pardeshi — Centrum Capital — Analyst Sure, sure. Just one question because normally at year-end you give the new product contribution. So in 40,000 crores, what is the FY ’22 new product distribution if you have and if you can share any guidance or targets for FY ’23. Varun Berry — Managing Director Sorry, for FY– Shirish Pardeshi — Centrum Capital — Analyst ’22 against that 14,000 crore what we have reported in the top line, what is the new product contribution. Varun Berry — Managing Director It’s about 4.5%. Shirish Pardeshi — Centrum Capital — Analyst And this number will be higher because we are now getting into dairy for FY ’20. Varun Berry — Managing Director Yes, for sure. Shirish Pardeshi — Centrum Capital — Analyst Okay, thank you and all the best to you and the team. Varun Berry — Managing Director Thanks. Operator Thank you. The next question is from the line of Vishal Gupta from PhillipCapital. Please go ahead. Vishal Gupta — PhillipCapital — Analyst Yeah, hi Varun, 2 questions, one being on the brand front. So 50-50 Potazos I think you extended from East India to other parts of the country. I just wanted to understand performance on that as well as on Milk Bikis because when Milk Bikis there are very big plans. So if you can give just some color in terms of distribution reach, growth rate, advertisement [Phonetic] planned given that you’ve expanded from the strongholds of Tamil Nadu and Kerala to rest of India. And second question is on the capex plan for FY ’23. Varun Berry — Managing Director So I’ll let Amit Doshi who is our new CMO to answer the first 2 questions and then I’ll tell you about the third one. Amit Doshi — Chief Marketing Officer Hi, hi. I think currently both of the brands, Potazos and Milk Bikis have been going quite strong. Potazos as you rightly said, we’ve expanded to other parts of the market and we’re getting, we’ve been getting good response to to the extension to these markets. Now one has to remember that this category is new to the market. It’s a novel format and therefore we will really have to continue to commit to invest and grow and expand the adoption of this category. So therefore as a marketing unit, that’s what we’re really focused on how do we create more trials, build more awareness for the format. And then just to give you a perspective in organized trade, we’ve actually seen a very, very quick ramp up for Potazos, which again is a great testament to the product. I mean that’s where the early adopter consumers are. Now we just want to continue to build our story on the differentiated cracker segment. That’s where most of the growth in the category is coming and we’ve recently after Potazos, we’ve recently launched another unique product called Biscafe. It’s a coffee cracker and is being positioned as the perfect accompaniment to coffee. Now, if you look at the beverage consumption market in India, there are a lot of accompaniment to chai but really none for coffee and this, we believe, is going to be a really, really unique experience for consumers. So together, Potazos and Biscafe both will lay a foundation for a very, very new turn in the category. So that’s on Potazos. Milk Bikis, we continue to expand in the rest of India. Now if you look at some of the inflationary trends that Varun spoke about combined with some of the challenges that we faced in a few Hindi markets, we’ve had a little bit of a plateau, but again that’s a short-term blip. We — the head space for growth is huge if you look at the low-value added glucose category. So while there have been a few short-term blips in the longer term we don’t see anything going away. We continue to invest to make sure that we upgrade consumers to a higher value added product. Varun Berry — Managing Director Right. And coming to the capex, we’ve got 3 plants coming up this year. We’ve got the UP plant. We’ve got the expansion of Ranjangaon, expansion of Odisha and we’ve got the Tamil Nadu plant coming up. So there will be a reasonable investment in all of these, about 250 crores each of two these plants and the expansion will be approximately 100 crores plus the finishing up of the dairy plant in Ranjangaon. So the total capex, Venkat, is going to be in the region of INR650 crores to INR700 crores, this year? N. Venkataraman — Executive Director & Chief Financial Officer Yeah, correct. Vishal Gupta — PhillipCapital — Analyst Okay, The last question from my side on dividend payout, have you finalized some policy because last 2, 3 years, we have seen extraordinary dividend payout. So any particular policy, have you framed out on that front. Varun Berry — Managing Director Venkat, you want to comment. N. Venkataraman — Executive Director & Chief Financial Officer Yeah, so the policy is already in place. There are various parameters that we have put down there. And we also essentially say that we want to be in line with the other FMCG companies in the country. Vishal Gupta — PhillipCapital — Analyst Okay, thank you. Thanks. Operator Thank you. We would request participants to please limit your question to 2 at a time. Thank you. The next question is from the line of Manoj Menon from ICICI Securities, please go ahead. Manoj Menon — ICICI Securities — Analyst Hi, Varun, Venkat and team, hi. Just only one question, Varun. Just wanted to pick your brain on your thoughts about market share, let’s say 5 years out from today. The context of asking this question is the way I understand, let’s say you have somewhere close to 40% share. And you don’t really want to have a bigger share in the glucose segment which is possibly 30% or higher of the market. So if I take up 40%, which is your market share and change the denominator from, let’s say the addressable market, which the way you have defined it from, let’s say, 100 to 70, you probably have got little more than 60% market share in the relevant categories in which you want to play in. So in that context and please amend any of the numbers, which I said which could be materially incorrect. Just wanted to understand your thoughts on market share with a really medium to long-term view, sir. Thank you. Varun Berry — Managing Director So, Manoj, the way I look at it is very simple. Our market share in the urban markets is approximately 39%. And our market share in the rural market is 27%, 28%. If you were to equalize our rural share to our urban share, we would get to that number that you talking about. Now, how do we equalize our urban share to our rural share, you’re absolutely right. Glucose plays a very important role in rural markets but in the last 6, 7 years, we’ve made inroads into that market with more premium products like Good Day 5 rupees, like Milk Bikis, like Marie. So we will continue to do that. We are not breaking the market into segments. We are saying that this is a consumption of biscuits whatever kind of biscuit it maybe, consumers are always willing to make a leap of faith and try a biscuit which is different, which is more premium maybe, which they would stick to or not stick to but that is the way we are looking at the market and we will find ways of making sure that with– Operator Ladies and gentlemen, we lost the line from the management. Request you to continue to hold while we join them back. Ladies and gentlemen, thank you for patiently waiting. We have the line from the management reconnected. Over to you, sir. Varun Berry — Managing Director Sorry, sorry guys got disconnected. Can you hear me. Operator Yes, sir, we can hear you. Varun Berry — Managing Director Okay. So I was talking about market share and so that really is our objective. Our objective is that we’ve got arsenal. We’ve got arsenal of brands. We’ve got an arsenal of price points, products. We have to get to that with whatever we have in hand. Yes, there will be — there are products like Tiger Crunch which we haven’t taken to its limit. Tiger Crunch is in the value space doing extremely well, growing very high double digits, very, very high double digits in areas where it is present. It’s quite a bit like Milk Bikis which was only in the South and not in other places. So similarly Crunch is in maybe 4 states and does extremely well. So you’ve got to take it, we’ve got to make that a weapon. And by the way, glucose is not 30%. G lucose is more like what 20– Amit Doshi — Chief Marketing Officer 15-20, 15 odd percent. Varun Berry — Managing Director It is about 18% now. It’s come down pretty dramatically from what it used to be, okay. Margaret, can you move on. Operator Mr. Menon, are you done? Manoj Menon — ICICI Securities — Analyst I had only one question. Thank you so much. Operator Thank you. The next question is from the line of Alok Shah from Ambit Capital. Please go ahead. Alok Shah — Ambit Capital — Analyst Yeah, hi. Congrats for a good performance. My first question was are you seeing consumers moving from 5 rupee to 10 rupee price points because of grammage cuts. So essentially, the question is the number of packs that you would have sold, say a year back at 5 rupee and 10 rupee price point, are you largely seeing any shift over there. Varun Berry — Managing Director No, we haven’t seen any shift like that. So see, it depends on your laddering. If you’re giving better value at 10 rupees then consumers might shift but our value is not dramatically different. The laddering on our value is maybe slightly better but not good enough for people to move from 5 to 10. Alok Shah — Ambit Capital — Analyst So would that be a strategy in the coming year considering the inflation is the period where one would look at using that as a strategy. Just wanted to pick your thoughts on that. Varun Berry — Managing Director Could be but it’s a huge leap. So consumers sometimes just have 5 rupees to spend. And if we do not provide them that opportunity or we provide an opportunity which is sub-optimal from a value standpoint, then they will move to some other products and the products that are available in the market are ranging from other food categories to certain snacks which are being freshly made at the outlet to bakery biscuits which are available in open form, etc. So we’ve going to be a little careful that we don’t reverse this agenda of gaining from the bottom of the pyramid snacks. Alok Shah — Ambit Capital — Analyst Got it, got it. My second question is on this roughly 4% to 5% kind of volume growth. So wanted to check, is this coming from say a larger share of Milk Bikis in South or is it largely coming from Hindi belt. If you can just give us one step more granular breakup into the regions or the products from where this volume growth is coming. Varun Berry — Managing Director So it’s a little bit of — it’s also the mix of the product categories that we have. So within biscuits, yes, it is because of, you know, we’ve been selling a lot of Tiger Crunch and Tiger Crunch, by the way is not unprofitable segment like some of the other value segments. So it’s a reasonably profitable SKU for us and a reasonably profitable brand for us. So we’ve been growing like 30%, 35% on that. Milk Bikis has been fairly good growth for us. So all of those are adding to this plus our milk drinks have been doing really well, the Winkin Cow has been doing very well for us. So I think it’s a little bit of product mix and a little bit of mix between our categories. Alok Shah — Ambit Capital — Analyst Got it. So as this adjacencies will scale up, which would mean that this volume growth per se could be little higher. So maybe now it would be premature, but going ahead, would you like to give a split of biscuit volume and the adjacency or something of that sort. Is that sort of thought process. Varun Berry — Managing Director Yeah, I know it’s possible but once they adjacency businesses get to a certain scale, we’d love to do that. Alok Shah — Ambit Capital — Analyst Sure, sure. And my last and final quick question is to my reckoning for the first one you mentioned with respect to the new team for the adjacent business. So is that a change in the — complete change in the teaming or reporting structure or any of those can you share. Thank you. Varun Berry — Managing Director So that’s a good question. So what we’ve done is we’ve tried to make, so it’s a change in structure. We’ve got young leaders who are very aggressive and we’ve got different verticals. Actually, that’s a good point. Maybe in the next meeting with all of you, I should share that on how we are structured or maybe I did share it with you last time. So we’ve got verticals. Obviously biscuits is one, then we’ve got cake, rusk and bread as another vertical. We’ve got dairy as the third vertical, and we’ve got new businesses, which is croissant, wafers and all of the new businesses that we are looking at to be the fourth vertical, and we’ve got very solid young leaders who are very deeply engrained into their businesses and what we’ve tried to do is we’ve tried to create agile structure so that decision making is not like a large organization that Britannia is but they can take some quick and dirty decisions when whenever necessary so that we don’t suffer the reasons for a large company not being agile. We want these guys to operate like start-ups and that’s really helping us. First, the quality of people and second, the teams that we’ve set up under them. And third, the agile structure. All 3 of them are helping us. Alok Shah — Ambit Capital — Analyst Got it. Considering the paucity of time, maybe I will not ask a follow-on but we would like to maybe in the next quarter understand much more on the compensation structure, their ESOP or something of that sort to get more comfort on that. Thank you. Operator Thank you, ladies and gentlemen. Due to time constraints, that was the last question for today. I now hand the conference over to the management for closing comments. Mayank Mundra — Investor Relations Thanks everyone for spending time with us on this call. We look forward to interacting with you again. Thank you. Operator [Operator Closing Remarks]
wrong_mix_property_leader_00031	FactBench	0	14	https://wan-ifra.org/press-freedom-prize-goes-to-syrian-journalist/	en	Press Freedom Prize Goes To Syrian Journalist	https://cdn.wan-ifra.org…Freedom-2000.png	https://cdn.wan-ifra.org…Freedom-2000.png	[ "https://secure.visionary-intuitiveimaginative.com/790801.png", "https://wan-ifra.org/wp-content/themes/wan-ifra/images/logo.png", "https://wan-ifra.org/wp-content/themes/wan-ifra/images/logo.png", "https://cdn.wan-ifra.org/wp-content/uploads/2023/06/23125253/Nizar-Nayouf-Golden-Pen-of-Freedom-2000.png", "h...	[]	[]	[ "" ]	null	[]	2023-06-23T12:53:42+00:00	Nizar Nayouf, the Syrian press freedom and democracy advocate, has been awarded the 2000 Golden Pen of Freedom, the annual press freedom prize of the World Association of Newspapers. Mr. Nayouf has been imprisoned in Syria since 1992. The award, announced on Tuesday by the Board of the Paris-based WAN, was made in recognition of […]	en	https://wan-ifra.org/wp-…e-touch-icon.png	WAN-IFRA	https://wan-ifra.org/press-freedom-prize-goes-to-syrian-journalist/	Nizar Nayouf, the Syrian press freedom and democracy advocate, has been awarded the 2000 Golden Pen of Freedom, the annual press freedom prize of the World Association of Newspapers. Mr. Nayouf has been imprisoned in Syria since 1992. The award, announced on Tuesday by the Board of the Paris-based WAN, was made in recognition of Mr. Nayouf’s outstanding contribution to the cause of press freedom. In a statement, the Board said: “Nizar Nayouf is said to be near death due to unspeakable torture and the effects of diseases for which he has been denied adequate treatment. The Syrian regime has tried to break him, and they have failed. Despite the appalling conditions in which he is being detained, Mr. Nayouf is continuing his fight for freedom of speech and democracy. His sacrifice is a reminder that freedom of speech can carry a very high price; he is an inspiration to publishers and journalists everywhere.” The Board, which was meeting in Lisbon, renewed its call to Syrian President Hafez al-Assad to respect international conventions and release Mr. Nayouf and other journalists being held in prison. At least nine journalists are currently being held in prison in Syria. “His case, and others like it, should be raised by every country that pursues political or business relations with the Syrian regime,” the Board said. Mr Nayyouf, Editor in Chief of Sawt al-Democratiyya (Democracy’s Vote) and Secretary-General of the Committee for the Defence of Democratic Freedom in Syria, was arrested in 1992 and sentenced to ten years of forced labour for being a member of an “unauthorized” organization and for disseminating “false” information. Mr Nayyouf, 52, is confined to a tiny solitary cell and cannot walk, as his legs are paralysed and his vertebrae fractured due to the repeated torture by prison authorities. His sight is failing, following a fracture to the back of his head; burns from cigarettes stumped out on his skin have healed badly and left him with dermatitis. Mr Nayyouf is also suffering from lymphatic cancer, liver disease and ulcers but is being denied full treatment. WAN recently learned three attempts have been made to kill Mr. Nayouf in jail. The assassination attempts — by poisoning with arsenic and other chemicals, and by instigating a fight with another inmate — have failed for a variety of reasons, including aid provided to Mr Nayouf by sympathetic jailers. He spent his first ten months of detention in Saydnaya prison, in the suburbs of Damascus, where he attempted to organized a prisoners’ rebellion. As punishment, prison authorities transferred him to the notorious military prison of Palmyre, in the Syrian desert. In protest at the torture inflicted on prisoners at Palmyre, Nizar Nayouf went on a hunger strike for 13 days in 1993 which left him very weak. Numerous prisoners die under torture in Palmyre; Nizar Nayouf smuggled out evidence of this and was again transferred, as punishment, to the military prison of Mezze in Damascus, where he remains. The military authorities holding Nizar Nayouf have made it clear that he will only receive additional medical treatment if he pledges to refrain from political activity and signs a statement acknowledging that “he made false declarations concerning the situation concerning human rights in Syria.” He continues to refuse to do so. WAN, the global association of the newspaper industry, has awarded the Golden Pen annually since 1961. Past winners include Argentina’s Jacobo Timerman (1980), who died earlier this month, Russia’s Sergei Grigoryants (1989), China’s Gao Yu (1995), and Vietnam’s Doan Viet Hoat (1998). Last year’s winner was Faraj Sarkohi of Iran. The association, which defends and promotes press freedom world-wide, represents 17,000 newspapers; its membership includes 61 national newspaper associations, individual newspaper executives in 93 countries, 17 news agencies and seven regional and world-wide press groups.
wrong_mix_property_leader_00031	FactBench	0	43	https://english.enabbaladi.net/archives/2024/03/rifaat-al-assad-to-face-trial-in-switzerland-for-war-crimes/	en	Assad to face trial in Switzerland for war crimes	https://cdn.enabbaladi.n…ASSAD-FAMILY.jpg	https://cdn.enabbaladi.n…ASSAD-FAMILY.jpg	[ "https://english.enabbaladi.net/wp-content/themes/enabbaladi/assets/images/logo.svg", "https://english.enabbaladi.net/wp-content/themes/enabbaladi/assets/images/logo.svg", "https://english.enabbaladi.net/wp-content/themes/enabbaladi/assets/images/list.svg", "https://english.enabbaladi.net/wp-content/themes/en...	[]	[]	[ "" ]	null	[ "enab10 Ula", "Enab Baladi" ]	2024-03-12T13:18:03+00:00	Syria News by Syrians	en	https://english.enabbala…ogoenabgoole.png	Enab Baladi	https://english.enabbaladi.net/archives/2024/03/rifaat-al-assad-to-face-trial-in-switzerland-for-war-crimes/	The Swiss Attorney General’s office has announced the referral of the Syrian president’s uncle, Rifaat al-Assad, to trial. The office issued a statement today, Tuesday, March 12, calling for al-Assad’s trial before the Federal Criminal Court, on charges of committing war crimes. The statement accused Rifaat al-Assad of committing crimes of murder, torture, cruel treatment, and illegal arrests in Syria, in February 1982. It noted that at the time, Rifaat was the commander of the Defence Companies and the military operations in the city of Hama. The brother of Hafez al-Assad is accused of committing the crimes and charges directed against him during the battles that took place between the Syrian regime forces and the Fighting Vanguard organization. According to the statement, the armed conflict between the two parties resulted in the death of between three thousand and 60,000 people, the majority of whom were civilians. The forces entered the city, located in central Syria, in February 1982, and civilians fell victim to various violations ranging from summary execution to detention and torture. The statement clarified that the Trial International organization filed a complaint in 2013, and the Attorney General’s Office began criminal proceedings against Rifaat al-Assad in December. The organization announced in August 2023, a decision by the Swiss Federal Court to arrest al-Assad. The organization called on the Swiss authorities to “quickly bring an indictment against the man nicknamed the butcher of Hama, who is 85 years old, and to bring him to trial.” In addition to leading the Defence Companies, Rifaat al-Assad held the position of Vice President of the Syrian Republic between 1984 and 1998. Rifaat al-Assad ordered his forces to sweep the city of Hama and execute its inhabitants and violated the laws of war, according to “Article 109” (paragraph 1), of the Military Criminal Law, in addition to “Article 3”, common to the Geneva Conventions. The Swiss Federal Criminal Court (FCC) and the Federal Office of Justice (FOJ) issued an international arrest warrant against Rifaat al-Assad for his role in the “serious war crimes” committed in the city of Hama in February 1982. Who is Rifaat al-Assad? Rifaat al-Assad was born in Qardaha on August 22, 1937, with a Ph.D. in history from the University of Damascus, and he is the younger brother of Hafez al-Assad. In 1963, Rifaat was among the officers who graduated from the military academy and after graduation, he participated in the coup of February 23, 1966, and joined in 1969 a command course for armored and infantry guards, which qualified him to lead military units and brigades in the army. Rifaat played a major role in military and political life in Syria since his brother Hafez took executive power in 1970. He was seen as his brother’s successor in rule, but the sibling rivalry did not lead to this scenario, and exile was the choice. Rifaat was exiled by his brother to Paris in the mid-eighties after he attempted a coup during his illness, according to Firas Tlass, the son of former Defence Minister Mustafa Tlass. Tlass said during an interview on November 4, 2019, with Russia Today channel, that Rifaat gathered the officers during Hafez al-Assad’s illness and called them to unite because Hafez’s health was not suitable, and Rifaat’s group began to spread his pictures widely in the streets, in addition to setting up barriers at the entrances to Damascus. Hafez al-Assad contacted Defence Minister Mustafa Tlass and told him that Rifaat wanted to take control of Damascus, and asked him to take action, which led to the formation of a war council and the termination of Rifaat’s coup, according to Tlass. Since then, Rifaat al-Assad has settled in Paris until he returned to Damascus in 2021, enjoying funds he is accused of having transferred from the contents of the Central Bank of Syria’s coffers to begin inflating his wealth, followed by allegations against him of tax evasion and embezzlement of public funds, which led in March 2017, to a decision to confiscate his real estate properties in France. His assets in Paris include two palaces, one measuring three thousand square meters, and a horse farm, as well as a palace near the French capital, in addition to 7300 square meters in Lyon. His wealth in France is estimated at approximately 90 million euros, through companies with some of their headquarters located in Luxembourg. In March 2018, the French-Spanish customs also seized Rifaat al-Assad’s properties on Spanish land. His assets there amount to 600 million euros, represented in 503 establishments, including restaurants, hotels, and luxury possessions, he owned in the city of Marbella. In 2023, activists circulated via social media pictures bringing together the President of the regime, Bashar al-Assad and his wife Asma, and his brother Maher, and their children, in addition to Rifaat al-Assad, with a picture of Hafez al-Assad behind them, said to be in Syria.
wrong_mix_property_leader_00031	FactBench	1	19	https://www.cnn.com/2012/12/06/world/meast/bashar-al-assad---fast-facts/index.html	en	Bashar al-Assad Fast Facts	https://media.cnn.com/ap…963,c_crop/w_800	https://media.cnn.com/ap…963,c_crop/w_800	[ "https://media.cnn.com/api/v1/images/stellar/prod/130828203339-28-assad-chronicled.jpg?q=w_2048,h_1456,x_0,y_0,c_fill/h_447", "https://media.cnn.com/api/v1/images/stellar/prod/130828202047-27-ass-chronicled.jpg?q=w_2000,h_1125,x_0,y_0,c_fill/h_447", "https://media.cnn.com/api/v1/images/stellar/prod/130828201839...	[]	[]	[ "armed forces", "bashar al-assad", "brand safety-nsf death", "brand safety-nsf sensitive", "brand safety-nsf violence", "brand safety-nsf war and military", "cnn fast facts", "continents and regions", "damascus", "domestic alerts", "domestic-international news", "domestic-us politics", "euro...	null	[ "CNN Editorial Research" ]	2012-12-06T00:00:00	View the Syrian President Bashar al-Assad Fast Facts on CNN and learn more information about al-Assad and Syria.	en	/media/sites/cnn/apple-touch-icon.png	CNN	https://www.cnn.com/2012/12/06/world/meast/bashar-al-assad---fast-facts/index.html	Here’s a look at the life of Syrian President Bashar al-Assad. Personal Birth date: September 11, 1965 Birth place: Damascus, Syria Father: Hafez Assad, late Syrian President Mother: Anisa Makhlouf al-Assad Marriage: Asma (Akhras) al-Assad (2000-present) Children: Karim, Zein and Hafez Education: University of Damascus, Medicine, 1988; Ophthalmology residency, London, 1992-1994 Military service: Syrian Army, 1999, Colonel Religion: Alawite Muslim Timeline 1994 - Syrian President Hafez Assad’s oldest son and heir apparent, Basel, dies in a car accident. Second son Bashar, is called back from medical training in Britain and is groomed to take over his father’s role as president. 1999 - Assad becomes a colonel in the Syrian army. June 10, 2000 - President Hafez Assad dies of a heart attack after 29 years in office. July 10, 2000 - Assad is elected unopposed as president of Syria. January 2006 - Assad and Iranian President Mahmoud Ahmadinejad hold a summit meeting in Damascus. Assad declares his support for Iran’s nuclear program. April 2006 - Assad meets with the head of a United Nations panel investigating the 2005 assassination of former Lebanese premier Rafik Hariri. May 29, 2007 - Runs unopposed for president and is elected to a second seven-year term. October 14, 2008 - Assad signs a decree establishing diplomatic relations between Syria and Lebanon. April 21, 2011 - In response to Arab Spring protests, Assad lifts the country’s 48-year-old state of emergency law. The law, which went into effect in 1963, restricted freedom of speech and gave the government broad power to detain people for perceived threats to national security. May 19, 2011 - Assad is harshly criticized in a speech by US President Barack Obama. Obama says Syrians have displayed “courage in demanding a transition to democracy [but Assad’s regime] has chosen the path of murder and the mass arrests of its citizens…President Assad now has a choice: He can lead that transition, or get out of the way.” August 18, 2011 - Both the United States and the European Union call for Assad to step down. US authorities also impose new economic sanctions against Damascus, freezing Syrian government assets in the United States, barring Americans from making new investments in Syria and prohibiting any US transactions relating to Syrian petroleum products, among other things. October 10, 2011 - A statement issued after a meeting attended by all 27 foreign ministers in the European Union condemns “in the strongest possible terms the ongoing brutal repression led by the Syrian regime,” and declares that Syria’s leader must resign “to allow a political transition to take place in Syria.” November 14, 2011 - Jordan’s King Abdullah calls on Assad to resign. November 20, 2011 - In an interview with a British newspaper, Assad warns other countries that military intervention in Syria would have “very dire” repercussions and that his country “will not back down” in the face of international pressure and condemnation. November 22, 2011 - Turkish Prime Minister Recep Tayyip Erdogan calls on Assad to resign and warns that he faces the same fate as Benito Mussolini, Nicolae Ceausescu, and Moammar Gadhafi, all leaders killed by their own people. December 7, 2011 - In an interview with ABC’s Barbara Walters, Assad denies responsibility for the violence in Syria and distances himself from the behavior of his armed forces. March 10-11, 2012 - Assad meets twice with UN envoy Kofi Annan to discuss the bloodshed in Syria. March 23, 2012 - European Union sanctions are placed on Assad’s wife, Asma, his mother, sister and sister-in-law. Their EU assets are frozen and a travel ban prevents them from traveling to any EU country. London-born Asma cannot be barred entry into Britain despite the EU ban. July 18, 2012 - Syria’s Deputy Defense Minister Assef Shawkat – Assad’s brother-in-law is killed, along with two other regime officials, in an explosion at a national security building in Damascus. April 17, 2013 - In an interview with Syria state TV network al Ekhbariya, Assad compares the support of rebels in Syria now to the backing of fighters in Afghanistan during their war with Soviet troops in the 1980s. He predicts that the rebel groups will one day turn against the United States and others. June 3, 2014 - Is reelected with 88.7% of the vote, according to reports on state run television. It’s Syria’s first election since the start of civil war in 2011. February 10, 2015 - In an interview with the BBC, Assad says his regime is apprised of US-led coalition efforts against ISIS in Syria – not by the Americans, but through third parties such as Iraq. Assad also says that Syria won’t join the international coalition trying to “degrade and destroy” ISIS. December 1, 2015 - In an interview with Czech TV, Assad says that US-led airstrikes against ISIS have not slowed the terrorist organization, and that ISIS has only recently begun to shrink due to Russia’s direct involvement. July 9, 2016 - Assad is named in a wrongful death lawsuit filed in federal court in Washington, DC by the family of journalist, Marie Colvin, who was killed in 2012 while covering the war in Syria. According to the lawsuit, Colvin was targeted in a rocket attack by Syrian government agents because of her reporting. Days later, during an interview with NBC News, Assad denies that the government was responsible for Colvin’s death. He says she entered the country illegally, putting herself at risk. April 11, 2017 - Russian president Vladimir Putin claims, without evidence, that a deadly chemical attack on April 4 in the town of Khan Sheikhoun was staged to frame Assad and his regime. Putin says that more chemical attacks are being planned by opponents of Assad to provoke action by the United States. May 31, 2018 - Assad calls on America to leave Syria in an interview with Russia Today. May 28, 2021 - Is reelected with 95.1% of the vote, although the US, UK, France, Germany and Italy issue a joint statement calling it a “fraudulent election.” March 18, 2022 - Assad arrives in the United Arab Emirates (UAE) and meets with Sheikh Mohammed bin Rashid al-Maktoum, Vice President and Prime Minister of the UAE, and Crown Prince Sheikh Mohammed bin Zayed al-Nahyan. This is his first visit to an Arab country since the Syrian civil war began in 2011.
wrong_mix_property_leader_00031	FactBench	1	62	https://www.theguardian.com/world/2016/mar/01/from-astronaut-to-refugee-how-the-syrian-spaceman-fell-to-earth	en	From astronaut to refugee: how the Syrian spaceman fell to Earth	https://i.guim.co.uk/img…a3832b59fb845178	https://i.guim.co.uk/img…a3832b59fb845178	[ "https://sb.scorecardresearch.com/p?c1=2&c2=6035250&cv=2.0&cj=1&cs_ucfr=0&comscorekw=Syria%2CSpace%2CBashar+al-Assad%2CTurkey%2CMiddle+East+and+north+Africa%2CWorld+news%2CScience%2CRefugees", "https://i.guim.co.uk/img/media/c247b7293eab613243b4e3cc16dfc60f346e3705/0_169_5760_3459/master/5760.jpg?width=445&dpr=1&...	[]	[]	[ "" ]	null	[ "Guardian staff", "Rosie Garthwaite" ]	2016-03-01T00:00:00	In 1987, Muhammed Faris became a national hero after going into space with the Soviets. Now living in exile in Turkey, he has a new mission – fighting for his fellow refugees	en	https://assets.guim.co.u…e-touch-icon.svg	the Guardian	https://www.theguardian.com/world/2016/mar/01/from-astronaut-to-refugee-how-the-syrian-spaceman-fell-to-earth	The Neil Armstrong of the Arab world has an office in a ramshackle building in Istanbul’s Fatih or “Little Syria”. Muhammed Faris is a refugee, just like the people milling outside, facing up to the hardest challenge in his life; one that has already seen the roles of fighter pilot, spaceman, military advisor to the Assad regime; protester, rebel and defector. In Syria, Faris is a national hero, with a school, airport and roads named after him. Medals on the wall of his office honour his achievements as an astronaut (or, strictly speaking, a cosmonaut). Here, hundreds of miles from his birthplace, Aleppo, he campaigns for democratic change in Syria, “through words, not weapons”. In 1985, he was one of four young Syrian men vying to join the Interkosmos training programme, for allies of the Soviet Union, at Star City just outside Moscow. There had been one Arab in space before, Sultan Bin Salman Al Saud, a member of the Saudi royal family, but never a professional Arab spaceman. Despite the thawing of the cold war, US relations with Iran and its ally Syria were deteriorating. Syrian ties to the Soviet Union were strong: Russia supported Bashar’s father, Hafez Assad, in his rise to power in a coup in 1970. In return, the Soviets were allowed to open a naval base in Tartus, which remains in Russian hands today. He was one of 60 Syrian candidates at the Yuri Gagarin Cosmonaut Training Centre and made it down to the last four. Two were Alawite, the same sect as Assad, one was Druze and the fourth, Faris, was Sunni. As a member of the sect that makes up more than 80% of the country’s population, a perceived threat to the leadership, Faris was there in name only. Assad sent a delegation to the Soviet Union to “help” the Russians choose their man. The most senior candidate, an Alawite colonel, had a medical problem, so he was out, and the Druze man failed to make the grade. It was clear that Faris, the Sunni, was the more suitable of the two remaining candidates. But, as Faris puts it, “it would have been easier to choose me as a new prime minister than [for the Syrian group] to make me their first spaceman”. The Russians overruled Assad’s delegation, and Faris went into training, followed by a trip to the Mir space station in July 1987. “Those seven days 23 hours and five minutes changed my life,” says Faris. With Russian cosmonauts, he carried out scientific experiments and photographed Syria from space. “When you have seen the whole world through your window there is no us and them, no politics.” While in space, Faris decided to quit the military and make it his mission to educate his people in science and astronomy, “to pass on this privileged view I had been given”. When Faris returned to Earth, he was a national hero. He was a man of humble origins who had only qualified as a pilot two years before he was chosen, and had battled his way through the ranks to reach the stars. Faris asked the president to fund a national space science institute to help other Syrians to follow him into space. The answer was an emphatic “no”. “He [Hafez Assad] wanted to keep his people uneducated and divided, with limited understanding,” says Faris. “That’s how dictators stay in power. The very thought of giving the people the vision that a space science institute would give them was dangerous.” Instead, Faris was installed at the air force college, teaching hundreds of young men to fly jet fighters. He may have been Top Gun but Faris says his were “empty powers”. When Hafez died and his son, Bashar, took over in 2000, Faris was among the first to meet him. “Like his father, Bashar was an enemy to society,” says Faris. In his role as head of the country’s air-force academy he became a military advisor, hoping he might be allowed to head quietly into academia in 2011. But by then, the Arab spring was spreading across the region. “When the protests started, they were nothing but peaceful, for months on end.” Faris says he and his wife joined in, marching in Damascus, and calling for peaceful reform. They were threatened by supporters of the Assad regime for doing so but did not stop. “These were my people, all of them are my people, our people,” he says. Faris and his wife discussed the protests directly with the leadership, calling on them to make gentle changes, but “they [the Assads] thought they were gods”. When the violence began, Faris watched as his former students were “brainwashed” into attacking their own people. “They were told if they did not attack they would be killed by the rebels.” Today, some of Faris’s best former students are military leaders, controlling airports and crucial government sites but most have left. “It is mainly just the Alawites who have stayed by Assad’s side,” Faris says. Soon after, Faris began planning his escape. “Four times, we were ready but I could see it wasn’t going to work. We considered many routes.” With three children and a wife to think about, he left nothing to chance. Eventually, they packed what they could in a car without arousing suspicion and drove over the Turkish border in August 2012. He became, and remains, the highest-ranking defector from the Assad regime. In his Istanbul office, the 64-year-old still has the medals he won from the Soviet Union: the Order of Lenin and Hero of the Soviet Union award, the highest of all honours. His former colleagues and friends in Russia have offered help. But he spits in disgust at the idea of claiming asylum there. “Putin is not the Soviet Union. These Russians, they are killers and criminals and supporters of murderers. “They have blood on their hands of more than 2,000 civilians,” he says. Since he arrived in Turkey, Russia has invited him to many conferences, but he has refused until certain conditions are met. “They must stop their violence. The problem is I understand the way they think, unfortunately, so I cannot be their friend.” He has had offers from European NGOs to help with asylum applications elsewhere. That upsets him too, because he thinks they want to use him for political gain. “They did not intervene when they were needed,” he says, referring to both European and US governments, “and they oppose my ideals, so I cannot live there.” For now, he is not going anywhere. He is regularly consulted by the Turkish government about Syrian refugees’ rights, and also discusses the military situation via his old contacts in the Turkish air force. He is also part of the Syrian National Coordination Committee for Democratic Change, an anti-violence, anti-Assad grouping that meets in Spain. “My dream is to sit in my country with my garden and see children play outside without the fear of bombs,” says Faris. “We will see it, I know we will see it. I just wanted a better future for my children, but external influence on the revolution has messed it all up. It’s very difficult.” With tears in his eyes, he speaks of the early days of the revolution. He believes that the rise of Isis is partly the fault of other countries, such as Saudi Arabia and Pakistan, and says he does not have a solution for the current situation. Yet he is certain that “it’s not religion and weapons that will solve this, it is hope”. He repeatedly refers to the fortitude of the people in his hometown of Aleppo, one of the oldest continuously inhabited towns in the world. “The Syrian civilisation is 10,000 years old. It will survive this attempt by the Assads to destroy it. It has survived worse.” But now the city’s days may be numbered, and hope might be all that is left behind. “From afar, when the Earth was so small, I really felt in my heart I could make a big difference in the world,” he says. “It has not been easy.”
wrong_mix_property_leader_00031	FactBench	3	82	https://arabstates.unwomen.org/en/what-we-do/peace-and-security/syria-wps-programme	en	Supporting Syrian Women’s Engagement in the Syrian Political Process: Building a Constituency for Peace	https://arabstates.unwom…Syria%20Page.jpg	https://arabstates.unwom…Syria%20Page.jpg	[ "https://arabstates.unwomen.org/sites/default/files/2023-12/UN-Women-logo-blue-en.png?t=1702303494", "https://arabstates.unwomen.org/sites/default/files/Field%20Office%20Arab%20States/Images/Pages/What%20we%20do/WPS/2021/Syria%20Page.jpg?h=425&w=675", "https://arabstates.unwomen.org/sites/default/files/Field%20...	[]	[]	[ "Syria WPS programme" ]	null	[]	null	Since the beginning of the conflict in Syria, Syrian women have been pushing for a Syrian owned and led inclusive political solution to a protracted conflict that has entered its 11th year. In the face of continued crisis, Syrian women continue to exercise leadership roles across the country and in the UN-led political process. They have made vital contributions in humanitarian assistance and peacemaking efforts, healthcare and education — serving as breadwinners of their families, as humanitarian first responders, leaders in displacement camps, and as peacebuilders.	en	/themes/custom/unw_theme/favicon.ico	UN Women – Arab States	https://arabstates.unwomen.org/en/what-we-do/peace-and-security/syria-wps-programme	A UN Women programme to strengthen dialogue and ensure women’s meaningful participation in Syria’s future. The Issue \| Our Solutions \| Partners \| News & Stories \| Publications & Guiding Documents The Issue Since the beginning of the conflict in Syria, Syrian women have been pushing for a Syrian owned and led inclusive political solution to a protracted conflict that has entered its 11th year. In the face of continued crisis, Syrian women continue to exercise leadership roles across the country and in the UN-led political process. They have made vital contributions in humanitarian assistance and peacemaking efforts, healthcare and education — serving as breadwinners of their families, as humanitarian first responders, leaders in displacement camps, and as peacebuilders. To date, the Syrian crisis has left nearly 12 million people in the country requiring urgent humanitarian assistance, 4 million dependent on cross-border aid, 5.7 million forced to flee and reside as refugees far from home, along with an additional 6.6 million people displaced inside the country. The conflict has disproportionately impacted Syrian women and girls. Of those who need humanitarian aid, half are women and girls. Syrian women have higher rates of poverty than men; they face increased risk of gender-based violence; and they shoulder the responsibility of caring for their children and other family members. Current context Globally, the COVID-19 pandemic has resulted in a spike in violence against women in the midst of lockdowns and quarantine measures, while women and girls, particularly refugee women, have found their livelihoods threatened. Women are taking on extra burdens of unpaid care work, while 70% of healthcare workers are women, adding to the immense pressure women are facing in the current context. In Syria, the COVID-19 pandemic has further compounded the risks and hardships for millions of people inside the country and for refugees around the region. In response, Syrian women have swiftly engaged in humanitarian and awareness-raising activities, with some joining the UN Special Envoy for Syria and others to urge a nationwide ceasefire. Despite their leadership across the country, Syrian women continue to face challenges in political life. Although there have been positive gains in recent past—including the inclusion of nearly 30% women in the Constitutional Committee, amendments to the Personal Status Law, increased participation in training and skills development activities, and a rise in female entrepreneurship in the country since the beginning of the conflict—women’s direct participation in the high-level political efforts and the percentage of women in parliament continue to remain disappointingly low and discriminatory legislations still exist. Our Solutions Building and leveraging the influence of women as peace actors and decision-makers is critical in working for a just future for Syria. Women leaders and women’s civil society, including those supported by UN Women, have continuously advocated for the meaningful participation of women and inclusion of gender perspectives in the political process since the early days of the crisis. IMPACT OF COVID-19 Although lockdowns due to the COVID-19 pandemic and restrictions on travel have posed significant challenges to the participation of the WAB in the ongoing political process, continued to meet in over 30 virtual sessions, engaging with high-level UN officials, the EU, Member States, and other stakeholders in 2020 The WAB has also continued to provide advice to the Special Envoy, through a mixture of virtual and in-person meetings, and their inputs have often been acknowledged in his briefings to the Security Council and others. In support of Syria’s political process under Security Council resolution 2254 (2015), and in line with the UN Security Council's landmark resolution 1325 (2000), which enshrines the essential role of women in securing and maintaining peace, UN Women has been bolstering Syrian women’s leadership in peace-making since 2013. This has included support to the Office of the Special Envoy (OSE) for Syria, strategic engagement and logistical, technical, translation and interpretation support to the work of the Women’s Advisory Board (WAB) in close collaboration with the OSE, as well as support to Syrian civil society. UN Women further engages in international coordination and research on gender equality and women’s rights in the context of Syria’s political process. Partners These efforts are implemented in close collaboration with the Office of the Special Envoy for Syria, the broader Department of Political and Peacekeeping Affairs (DPPA), with the generous support of the European Union (EU) and the Governments of Finland, Norway, and the Netherlands. News and Stories Learn more: From where I stand: Monira Hwaijeh Video: Meet members of the Women’s Advisory Board: Asma Kaftaro \| Noubhar Moustafa \| Munira Hawyjeh Syrian women’s peace efforts: Crucial yet unrecognized Video: Women on the Frontlines of Conflict Resolution: Syria Crisis update: Women of Syria, eight years into the crisis The second UN-EU conference on Supporting the future of Syria and the region starts in Brussels “It Takes a Woman” to build peace in Syria Women of Syria, a strong constituency for peace Press Release: Syrian Women's Advisory Board shares experience in exploring solutions for peace A snapshot of UN Women’s work in response to the crisis in Syria Syrian women rise above differences and forge a statement of unity Statement by UN Women Executive Director Phumzile Mlambo-Ngcuka on the establishment of the Syrian Women’s Advisory Board to contribute to peace talks Conference of Syrian women, convened by UN Women and the Netherlands, ends with strong recommendations for upcoming peace talks Video: Women of Syria: An appeal for peace Promoting Syrian Women’s Engagement in the Syrian Political Process Statement: “The inclusion of women and gender equality must be an integral part of any political solution and transitional arrangements for Syria” – Executive Director Publications & Guiding Documents Eighteen Years on: Assessing the Implementation of the UNSCR 1325 Women, Peace and Security Agenda in the Arab States Region Women on the Frontlines of Conflict Resolution: Community Voices from Syria, Iraq and Yemen Documents guiding the inclusion of women in the UN-led political process:
wrong_mix_property_leader_00031	FactBench	1	74	https://www.wikiwand.com/en/Bashar_al-Assad	en	Bashar al	https://wikiwandv2-19431…s/icon-32x32.png	https://wikiwandv2-19431…s/icon-32x32.png	[ "https://wikiwandv2-19431.kxcdn.com/_next/image?url=https://upload.wikimedia.org/wikipedia/commons/thumb/a/a5/Bashar_al-Assad_%25282018-05-17%2529_03.jpg/640px-Bashar_al-Assad_%25282018-05-17%2529_03.jpg&w=640&q=50", "https://upload.wikimedia.org/wikipedia/commons/thumb/a/a5/Bashar_al-Assad_%282018-05-17%29_03.jp...	[]	[]	[ "" ]	null	[]	null	Bashar al-Assad is a Syrian politician who is the current and 19th president of Syria since 17 July 2000. In addition, he is the commander-in-chief of the Syrian Armed Forces and the secretary-general of the Central Command of the Arab Socialist Ba'ath Party, which nominally espouses a neo-Ba'athist ideology. His father and predecessor was General Hafiz al-Assad, whose presidency in 1971–2000 marked the transfiguration of Syria from a republican state into a de facto dynastic dictatorship, tightly controlled by an Alawite-dominated elite composed of the armed forces and the Mukhabarat, who are loyal to the al-Assad family.	en	https://wikiwandv2-19431…icon-180x180.png	Wikiwand	https://www.wikiwand.com/en/Bashar_al-Assad	Bashar al-Assad[lower-alpha 1][lower-alpha 2] (born 11 September 1965) is a Syrian politician who is the current and 19th president of Syria since 17 July 2000. In addition, he is the commander-in-chief of the Syrian Armed Forces and the secretary-general of the Central Command of the Arab Socialist Ba'ath Party, which nominally espouses a neo-Ba'athist ideology. His father and predecessor was General Hafiz al-Assad, whose presidency in 1971–2000 marked the transfiguration of Syria from a republican state into a de facto dynastic dictatorship, tightly controlled by an Alawite-dominated elite composed of the armed forces and the Mukhabarat (secret services), who are loyal to the al-Assad family. Quick Facts Field Marshal, 19th President of Syria ... Close Born and raised in Damascus, Bashar graduated from the medical school of Damascus University in 1988 and began to work as a doctor in the Syrian Army. Four years later, he attended postgraduate studies at the Western Eye Hospital in London, specialising in ophthalmology. In 1994, after his elder brother Bassel died in a car accident, Bashar was recalled to Syria to take over Bassel's role as heir apparent. He entered the military academy, taking charge of the Syrian occupation of Lebanon in 1998. On 17 July 2000, Bashar al-Assad became president, succeeding his father Hafiz, who had died on 10 June 2000. A series of crackdowns in 2001–02 ended the Damascus Spring, a period of cultural and political activism marked by calls for transparency and democracy. Although Bashar inherited the power structures and personality cult nurtured by Hafiz al-Assad, he lacked the loyalty received by his father, which led to rising discontent against his rule. As result, many members of the Old Guard resigned or were purged; and the inner-circle were replaced by staunch loyalists from Alawite clans. Bashar al-Assad's early economic liberalisation programs worsened inequalities and centralized the socio-political power of the loyalist Damascene elite of the Assad family; alienating the Syrian rural population, urban working classes, businessmen, industrialists and people from once-traditional Ba'ath strongholds. The Cedar Revolution in Lebanon in February 2005, triggered by the assassination of Lebanese Prime Minister Rafic Hariri, forced Bashar al-Assad to end Syrian occupation of Lebanon. Assad's regime is a highly personalist dictatorship,[lower-alpha 3] which governs Syria as a totalitarian police state.[lower-alpha 4] Bashar al-Assad's reign has been characterised by numerous human rights violations and severe repression. While the Assad government describes itself as secular, various political scientists and observers note that his regime exploits sectarian tensions in the country. The first decade in power was marked by intense censorship, summary executions, forced disappearances, discrimination of ethnic minorities and extensive surveillance by the Ba'athist secret police. The United States, the European Union, and majority of the Arab League called for Assad's resignation from the presidency in 2011 after he ordered a violent crackdown on Arab Spring protesters during the events of the Syrian revolution, which led to the Syrian civil war. The civil war has killed around 580,000 people, of which a minimum of 306,000 deaths are non-combatant, with pro-Assad forces causing more than 90% of the civilian deaths.[7] The war has also forcibly displaced 14 million Syrians, with over 7 million refugees, causing the largest refugee crisis in the world. An additional 154,000 civilians have been forcibly disappeared or subject to arbitrary detentions; with over 135,000 individuals being tortured, imprisoned, or dead in government detention centres as of 2023.[lower-alpha 5]
wrong_mix_property_leader_00031	FactBench	2	21	https://globalanticorruptionblog.com/2022/04/11/the-assad-familys-anticorruption-playbook-patronage-and-pruning/	en	The Assad Family’s (Anti)Corruption Playbook: Patronage and Pruning	https://s0.wp.com/i/blank.jpg	https://s0.wp.com/i/blank.jpg	[ "https://0.gravatar.com/avatar/f84152539dfa1a37960e8d672fc6520fb0dc92042c35108b171f858d372eeef0?s=68&d=https%3A%2F%2F0.gravatar.com%2Favatar%2Fad516503a11cd5ca435acc9bb6523536%3Fs%3D68&r=G", "https://1.gravatar.com/avatar/1c7059657467e2b5331022362047441b18cb9c713d543e37170cec767c248343?s=68&d=https%3A%2F%2F1.grav...	[]	[]	[ "" ]	null	[ "Sandy Alkoutami" ]	2022-04-11T00:00:00	The Syrian civil war is an unfathomable and ongoing tragedy. In addition to the direct destruction and loss of life, the war has plunged Syria’s already troubled economy into an even deeper crisis. A shocking 90% of the Syrian population lives in extreme poverty, and roughly 60% of the country does not have adequate food.…	en	https://s1.wp.com/i/favicon.ico	GAB \| The Global Anticorruption Blog	https://globalanticorruptionblog.com/2022/04/11/the-assad-familys-anticorruption-playbook-patronage-and-pruning/	The Syrian civil war is an unfathomable and ongoing tragedy. In addition to the direct destruction and loss of life, the war has plunged Syria’s already troubled economy into an even deeper crisis. A shocking 90% of the Syrian population lives in extreme poverty, and roughly 60% of the country does not have adequate food. Since 2010, the economy has contracted by 60%, while inflation has increased by over 300% and the value of the Syrian lira has depreciated by over 700%. Yet President Bashar al-Assad and his loyal networks of regime insiders and elite businessmen continues to profit, thanks in large part to rampant corruption. Assad and his friends have diverted tens of millions in humanitarian aid, forced families of detainees to pay bribes to visit them or win their release, and pocketed and re-sold rationed wheat on black markets. Most recently, the Syrian regime and its business partners have turned the country into a narcostate. In a damning investigation released at the end of 2021, the New York Times found that the Fourth Armored Division of the Syrian Army—commanded by Assad’s younger brother, Maher al-Assad—is behind the production and distribution of the amphetamine captagon. This story sounds depressingly familiar: In all too many countries, a tiny elite of privileged insiders gets rich from corrupt practices, while ordinary people suffer extreme deprivation. But in Syria there is a twist: In the last two years, the Assad regime has also been carrying out a ruthless anticorruption campaign, one that has targeted some of his own loyalists. For example, in 2020 Assad went after his cousin and close friend Rami Makhlouf, a once-untouchable business tycoon who at one point was estimated to control 60% of the Syrian economy. More recently, Assad detained and seized the assets of five loyal executives at Syria’s second-largest cellphone company. This seems like a paradox: Assad’s anticorruption campaign is unfolding alongside his circle’s ongoing abuses of power. But in fact this is true to form. Starting during the reign of Bashar al-Assad’s father, Hafez Al-Assad (henceforth Hafez), the Assad regime has followed a pattern of “patronage and pruning” to manage the inherent tension between, on the one hand, cultivating elite support by allowing loyal elites to exploit public power for private gain, and, on the other hand, preventing public discontent with corruption from getting so out of hand that it threatens the regime’s stability and authority. Understanding Assad’s playbook requires a discussion of how patronage became the prevailing mode of political organization in Syria under Hafez. Before his presidential reign, Hafez founded a Secret Military Committee that conspired to build an underground Ba’ath party behind the previous regime. Hafez leaned on friends and relatives in minority sects (Alawites, Christians, and Druze) for over a decade to build control across the government. These personal networks ushered him into his appointment as defense minister in 1966, setting the stage for his military coup in 1970. After seizing power, Hafez then employed an extensive patronage system to further legitimize his authority. Hafez, an Alawite himself, appointed hundreds of Alawites and friends from minority sects to command a variety of political institutions, including military intelligence services, elite military units, the Regional Command, and various other bureaus. These bureaus were then tasked with winning over elites in Syria beyond Hafez’s close circle, such as businessmen and large corporations. To court the elite, Hafez’s regime used state resources to give these private actors government appointments, loans, land grants, and off-the-record relief from state regulations. As these patronage networks proliferated, government contracts were awarded almost entirely based on familiarity and cronyism. Heavy-handed distribution of patronage to supporters solidified a corrupt bureaucracy that made simple administrative tasks a “Kafkaesque torment” that couldn’t be performed without under-the-table bribes. By 1980, corruption was getting out of control. Considerable government resources were being drained and public resentment was growing—with this resentment sometimes manifesting in uprisings, most notably an insurgency in the city of Hama. Hafez feared that citizen unrest was weakening his grip on power. Part of his response involved violent repression, including the near-levelling of Hama and the indiscriminate massacre of thousands of Syrians in 1982. But after Hafez managed to quell the immediate unrest with violence, he turned to mitigating the underlying tensions that had contributed to this regime-threatening crisis. Recognizing corruption as one of the main causes of citizen anger, in 1985 Hafez launched an anticorruption campaign targeting his own cronies. Over the course of several years, Hafez’s anticorruption drive took down multiple businessmen (liquidating their assets in the process), as well as officials at the Ministry of the Treasury. The campaign also urged military divisions of notable officers, and even derogated and exiled Hafaz’s brother and vice president Rif’at al-Assad. But Hafez’s anticorruption campaign had to have its limits. Turning away from patronage completely was impossible for a regime built on patronage, and attempting to do so would risk upsetting too many of Hafaz’s various friends in high places, thereby posing as much or more of a threat to his rule as citizen anger over corruption. So, rather than genuinely seeking to uproot patronage, Hafaz adopted a strategy of “pruning”: He trimmed the edges of the patronage system, attacking some of the most egregious and high-profile abuses, while allowing the overall system to continue to operate. Indeed, when Hafaz removed corrupt officials, he would promote replacements from minority sects who were also selected on the grounds of familiarity and political loyalty rather than merit. The patronage-and-pruning cycle recurred in 2000 when Bashar al-Assad took over as president. At that time, the Syrian public was increasingly angry about the widespread corruption in the country. Assad saw this anger as a threat to his power. Hoping to appease the public and mitigate threats to his regime, Assad launched his own anticorruption campaign, pruning the regime of many Hafez-era Alawite and minority loyalists across military and political bureaus. Taking after his father, even as he took these high-profile actions to demonstrate the seriousness of his crackdown on corruption, Assad in fact kept the patronage machine rolling along, appointing new friends to high-level positions. Indeed, despite public removals of several old-guard cronies, reports from the early 2000s show that, on balance, the number of Alawite and minority friends in official positions may have actually increased, and by 2005, levels of corruption surpassed those of the Hafez era. The Assad family and friends siphoned off roughly 85% of oil revenues that year, government “mafias” controlled most of the economy and entrepreneurial environment, and bribes became a public, normal part of daily life. Assad’s anticorruption efforts waned in the build-up to the conflict in 2011. Faced with a revolution, Assad leaned heavily on the patronage system to ensure loyalists remained on his side, locking in a status quo of corruption among political and military elites that’s considered even worse than before the war. This brings us back to 2022. Assad’s circumstances today are different in key areas than Hafez’s. Assad faces a protracted war, heavier sanctions, and pressure from foreign allies in Russia, Iran, and Lebanon. Despite these new circumstances, Assad’s recent actions align with what we’ve seen before. With corruption getting out of hand and society increasingly disgruntled—as demonstrated by major street demonstrations in the city of Sweida earlier this year—Assad is again employing a “pruning” strategy, announcing high-profile actions against corruption and patronage, and sacrificing some loyalists in the process, to try to tamp down public anger and keep the citizens quiescent. Viewing in historical perspective, Assad’s current anticorruption moves represent the use of a standard play in a five-decade-old playbook. For Hafez and Bashar al-Assad, anticorruption efforts—in the form of targeted pruning—are implemented when their rich and powerful friends become too rich and too powerful, provoking a dangerous level of public anger and resentment. At that point, old loyalists get purged and replaced with new ones. But the system doesn’t change, and ordinary Syrian citizens remain left to fend for themselves.