Industry Insights December 2023

INDUSTRY
INDUSTRY INSIGHTS | DECEMBER 2023
Insights
DECEMBER 2023
MEMBERS IN INDUSTRY COMMITTEE
THE INSTITUTE OF COST ACCOUNTANTS OF INDIA

Statutory Body under an Act of Parliament
www.icmai.in
Behind every successful business decision, there is always a CMA

MEMBERS IN INDUSTRY COMMITTEE I THE INSTITUTE OF COST ACCOUNTANTS OF INDIA 1
INDUSTRY INSIGHTS | DECEMBER 2023 Vision Statement
“The Institute of Cost Accountants of India would be the preferred source of resources and professionals for the financial
leadership of enterprises globally.”
Mission Statement
“The CMA Professionals would ethically drive enterprises globally by creating value to stakeholders in the socio-economic
context through competencies drawn from the integration of strategy, management and accounting.”
Institute Motto
From ignorance, lead me to truth
From darkness, lead me to light
From death, lead me to immortality
Peace, Peace, Peace
About the Institute
T he Institute of Cost Accountants of India is a

statutory body set up under an Act of Parliament in
the year 1959. The Institute as a part of its obligation,
regulates the profession of Cost and Management
Accountancy, enrols students for its courses, provides
Accountants of India'' from ''The Institute of Cost and Works
Accountants of India''. This step is aimed towards
synergising with the global management accounting bodies,
sharing the best practices which will be useful to large
number of trans-national Indian companies operating from
coaching facilities to the students, organises professional India and abroad to remain competitive. With the current
development programmes for the members and undertakes emphasis on management of resources, the specialized
research programmes in the field of Cost and Management knowledge of evaluating operating efficiency and strategic
Accountancy. The Institute pursues the vision of cost management the professionals are known as ''Cost and
competitiveness, cost management, efficient use of Management Accountants (CMAs)''. The Institute is the
resources and structured approach to cost accounting as the largest Cost & Management Accounting body in the world,
key drivers of the profession. In today's world, the having approximately 5,00,000 students and 1,00,000
profession of conventional accounting and auditing has members all over the globe. The Institution headquartered at
taken a back seat and cost and management accountants are Kolkata operates through four regional councils at Kolkata,
increasingly contributing toward the management of scarce Delhi, Mumbai and Chennai and 116 Chapters situated at
resources and apply strategic decisions. This has opened up important cities in the country as well as 11 Overseas
further scope and tremendous opportunities for cost Centres. It is under the administrative control of Ministry of
accountants in India and abroad. Corporate Affairs, Government of India.
After an amendment passed by Parliament of India, the

Institute is now renamed as ''The Institute of Cost
Disclaimer:
This publication does not constitute professional advice. The information in this publication has been obtained or derived from sources believed by The
Institute of Cost Accountants of India (ICMAI) to be reliable. The views expressed by the contributors are personal and do not necessarily represent the views
of the Institute and therefore should not be attributed to it. The Committee has the right to modify / edit any content / title of the submitted article to suit the
need of the e-bulletin, without affecting the spirit of the article.
Readers of this publication are advised to seek their own professional advice before taking any course of action or decision, for which they are entirely
responsible, based on the contents of this publication. ICMAI neither accepts nor assumes any responsibility or liability to any reader of this publication in
respect of the information contained within it or for any decisions readers may take or decide not to or fail to take. The Institute of Cost Accountants of India is
not in any way responsible for the result of any action taken on the basis of the articles and/or advertisements published in the e-bulletin. The material in this
publication may not be reproduced, whether in part or in whole, without the consent of the Committee, the Institute of Cost Accountants of India. All disputes
are subject to the exclusive jurisdiction of competent courts and forums in Kolkata only.
@2023 The Institute of Cost Accountants of India. All Rights reserved.
2
BehindMEMBERS
every successful business decision, there is always a CMA
IN INDUSTRY COMMITTEE I THE INSTITUTE OF COST ACCOUNTANTS OF INDIA
INDUSTRY
Insights
DECEMBER 2023
MEMBERS IN INDUSTRY COMMITTEE

www.icmai.in

CMA TCA Srinivasa Prasad

Chairman
Members in Industry Committee
The Institute of Cost Accountants of India
MESSAGE
Dear Esteemed Members,
Hope this message finds you all in good health and high spirits. As we are in the beginning of yet another, of
what promises to be a remarkable year, it is my privilege on behalf of the Members in Industry Committee to
extend my warmest greetings to each one of you.
In dedicating the December 2023 issue of ‘Industry Insights’ to the Agriculture Industry, we recognize the pivotal
role that agriculture plays in shaping the economic landscape and ensuring the well-being of communities
around the world. The sector’s significance has grown by leaps and bounds in recent times as we keep
meandering through the myriad of challenges such as climate change, evolving consumer demands and the
need for sustainable practices.
On National Farmer’s Day, December 23, we honour and appreciate the dedication of farmers whose hard
work sustains communities and nourishes the world.
We encourage each one of you to actively engage with the content of this edition, share your thoughts and
contribute proactively to the ongoing discourse within our community. I am sanguine, together, we can foster
a collaborative environment that propels the agriculture industry towards greater resilience, sustainability and
prosperity.
We extend our heartfelt gratitude to the editorial team for their tireless efforts in curating yet another insightful
issue. Your commitment to excellence is truly commendable.
Wishing you all a joyful festive season and a prosperous New Year. May our collective efforts continue to
elevate the industry and lead to a positive transformation in the times to come.
Best Regards,
CMA TCA Srinivasa Prasad
MEMBERS
MEMBERSIN
ININDUSTRY
INDUSTRYCOMMITTEE
COMMITTEE II THE
THEINSTITUTE
INSTITUTEOF
OFCOST
COSTACCOUNTANTS
ACCOUNTANTSOF
OFINDIA
INDIA 5i
Inside...
Foreword from the Chairman, MII Committee, ICMAI
CONTENTS
Agriculture Cost Management: Nurturing Financial Viability in Farming ............ 1
CMAs in the Leadership .......................................... 6
Interview ...................................................................... 6
CMA Partha Sarathi Bhattacharyya
CMA Bikash Prasad

President and CFO
Olam Agri, Singapore
Industry Titbits ..................... 22 to 44

Insurance Sector Related News ..................... 22
Banking Sector Related News ..................... 23
Infrastructure Related News ..................... 24
Entrepreneurship and Startup Related News ......... 25
ESG Related News ..................... 26
News Related to Digital India ..................... 27
Highlights from MSME Sector ..................... 28
Stock Market and Industry Related News ........... 29
Market Report: A Recap of the Key Developments for the month of November 2023 ........... 40
ii
6 MEMBERS IN INDUSTRY COMMITTEE I THE INSTITUTE OF COST ACCOUNTANTS OF INDIA
Agriculture Cost Management:

Nurturing Financial Viability
in Farming
A
griculture heavily depends on natural resources such as land and water. Land is typically inherited,
acquired, or leased, while water is sourced through irrigation systems, often supported by government
initiatives. The agro-climatic conditions of a region play a significant role in shaping agricultural
practices. The integration of Agricultural Costing and Management Accounting techniques can provide
substantial benefits to agriculture and agri-businesses.

As markets become more competitive and resources  Improved Resilience: Farms that are well-
scarcer, the emphasis on utilizing costing and managed are better able to withstand economic
management accounting techniques for decision- shocks and market fluctuations.
making, planning, and monitoring/control becomes
 Enhanced Sustainability: By using resources more
crucial for effective overall management. Despite
efficiently, farmers can reduce their environmental
this, the current application and utilization of these
impact.
techniques in agriculture seem limited, particularly in
recognizing farmers as ‘agripreneurs’ engaged in a Overcoming Obstacles to Agriculture: Strategies
‘for-profit’ economic activity. for Farmer for Effective Cost Management
Agriculture is the backbone of our civilization, Agriculture cost management is an essential skill for
providing food and resources for billions of people. any farmer who wants to be successful in the long
However, it is also a complex and challenging term. By implementing effective cost-management
business, with farmers facing a variety of risks and strategies, farmers can improve their profitability,
uncertainties. One of the most critical challenges is resilience, and sustainability. In today’s challenging
managing costs effectively. In today’s volatile market, agricultural landscape, cost management is more
even small fluctuations in input prices or yields can important than ever. By adopting innovative and
significantly impact a farm’s profitability. sustainable practices, farmers can ensure a brighter
future for themselves and their families.
What is Agriculture Cost Management?
The Task Force on Agri Cost Management envisions
Agriculture cost management is the process of
self-sustainable villages through the lens of Agri
planning, monitoring, and controlling the costs
Costnomics. With a mission to cultivate Agri
associated with agricultural production. It involves a
Entrepreneurship, the focus lies on education,
variety of strategies and techniques aimed at:
empowerment, and enhancement of farmers, in
 Reducing Input Costs: This includes finding ways collaboration with Statutory and Public Institutions.
to use less fertilizer, water, and other inputs, or The action points for 2022-23 include circulating
negotiating better prices with suppliers. a Research Monograph, launching a ‘Diploma in
Agri Cost Management’ with IGNOU, collaborating
 Improving Efficiency: This involves optimizing
with FPOs and NABARD, refining cost ascertainment
production processes to get the most out of every
mechanisms, establishing Micro Agri Enterprises,
resource.
fostering bonds with Agri Universities, advocating
 Minimizing Waste: This includes reducing losses Happy Villages, and publishing an Agri Bulletin. The
during harvesting, storage, and transportation. core theme for ‘The Management Accountant’ in June
 Diversifying Income: This involves finding new 2022 is ‘Revolutionizing Agriculture for Enhancing
ways to generate revenue, such as through value- Food Security.’ Help Desks on Agri Cost Management
added products or agritourism. will be set up in four chapters across the country,
and May 22 will be celebrated as Agriculture Month.
Cost Management: Why is it Significant for
Additionally, three Regional Conventions/Webinars
Agricultural Operation?
on Agri Cost Management, organized by the Institute
Effective cost management is essential for the success of Cost Accountants of India, aim to further this
of any agricultural operation. It can lead to: transformative agenda.
 Increased Profitability: By reducing costs and There are a number of strategies that farmers can use
improving efficiency, farmers can increase their to improve their cost management. Some of the most
profit margins. effective include:

 Budgeting and Forecasting: Creating a budget strong procurement system, the overarching Pradhan
and regularly forecasting costs can help farmers Mantri Annadata Aay SanraksHan Abhiyan (PM-
identify areas where they can save money. AASHA) programme guarantees farmers the Minimum
 Record Keeping: Keeping detailed records of Support Price (MSP) for a variety of Kharif and Rabi
income and expenses is essential for tracking crops. Furthermore, the government announced it
progress and making informed decisions. will turn over 3.25 lakh fertiliser stores into Pradhan
Mantri Kisan Samruddhi Kendras across the nation.
 Precision Agriculture: Using technology such as
These will be locations where farmers can purchase
GPS and sensors to collect data on soil conditions,
seeds and fertilisers, as well as conduct soil tests
crop health, and other factors can help farmers
and obtain helpful knowledge regarding agricultural
make more precise decisions about input use and
methods.
other practices.
 Contract Farming: Entering into contracts with Consequently, agricultural household’s income
buyers can help farmers secure a guaranteed went up. The estimated average monthly income of
price for their crops and reduce the risk of market an agricultural household grew from Rs. 6426 in
fluctuations. 2012–13 to Rs. 10,218 in 2018–19, according to the
National Sample Survey.
 Cooperative Buying and Selling: Working with
other farmers to buy inputs and sell products in In the context of the “Augmentation of Farmers’
bulk can help farmers negotiate better prices. Income,” the anticipated contribution from the Institute
of Cost Accountants of India (ICAI) is envisioned to be
 Investing in Technology: Investing in new
substantial. Leveraging its expertise in cost accounting
technologies, such as automated irrigation
and management, the ICAI can play a vital role in
systems or precision planting equipment, can
save time and money in the long run. devising strategies and solutions aimed at enhancing
farmers’ income. The ICAI, with its proven track
Agricultural Cost Management in India: Role record in economic contributions through activities
of Cost Accountant such as statutory cost audits and analytical reporting,
India’s economy still revolves mostly around is well-positioned to provide valuable insights
agriculture, which is also the foundation of the and recommendations. By utilizing cost-effective
nation’s socioeconomic growth. About two thirds of approaches and management techniques, the institute
the population are dependent on it, and it contributes can assist in optimizing resource utilization, improving
approximately 19 percent of the GDP. In this regard, agricultural efficiency, and identifying avenues for
Indian government also took several initiatives. Several increased profitability in farming operations (Concept
focal areas have been the focus of Indian government Note On “Augmenting The Farmers’ Income: Road
initiatives such as Pradhan Mantri Fasal Bima Yojana, Map for CMAs”, February, 2021).
Pradhan Mantri Krishi Sinchai, Kisan Credit Card,
Pradhan Mantri Annadata Aay SanraksHan Abhiyan, In the dynamic landscape of agriculture, the Role
PM KISAN Scheme etc. aimed at increasing farmer of a Cost Accountant holds significant importance,
income. The Pradhan Mantri Fasal Bima Yojana contributing to the financial stability and strategic
ensures crop insurance, the Pradhan Mantri Krishi decision-making processes within agricultural
Sinchai Yojana ensures irrigation facilities, and the PM enterprises. Understanding the intricacies of cost
KISAN Scheme offers farmers income support. The accounting in this sector is crucial for optimizing
Kisan Credit Card and other channels offer access resources, enhancing efficiency, and ultimately
to institutional finance. In addition to maintaining a ensuring sustainable growth.

The image of a cost accountant might conjure up models that consider market dynamics,
visions of spreadsheets and corporate offices, but ensuring fair and transparent transactions.
their expertise extends far beyond the boardroom.  Benchmark Performance: Cost comparisons
Studies show they can boost farm profitability by up against industry averages and past
to 20% (International Farm Business Management performance metrics help farmers assess their
Information Network, 2022). In the vital field of efficiency and identify areas for improvement.
agriculture, cost accountants play a crucial, yet
 Make Informed Investment Decisions: Before
often unrecognized, role in ensuring the success and
investing in new technologies or expanding
sustainability of farms and agribusinesses.
operations, cost accountants can provide
In the competitive realm of agriculture, where profit crucial cost-benefit analyses, ensuring farmers
margins can be slim, the precision of cost accounting make financially sound decisions.
becomes paramount. Accurate cost assessments
 Export Pricing: CMAs play a significant role
empower farmers and agricultural businesses to
in shaping Export Pricing Policy Mechanisms.
make informed decisions, from choosing optimal
Additionally, CMAs can contribute by advising
crop varieties to implementing efficient cultivation
agro-entrepreneurs in determining prices
practices. The significance of this role is reflected in
for both primary products and their derived
various key aspects, including:
value-added products, ensuring a strategic
1. Beyond Bookkeeping: Strategic Decision approach to pricing in the competitive export
Making landscape.
While traditional accounting focuses on recording 2. Navigating the Uniqueness of Agriculture

financial transactions, cost accountants delve Unlike other industries, agriculture faces unique
deeper, providing insights into the true cost of challenges like weather fluctuations, seasonal
production. They track expenses for individual variations, and volatile commodity prices. Cost
crops, livestock, or farm activities, allowing accountants possess the skills and knowledge to
farmers to understand where their money is going navigate these complexities by:
and identify areas for improvement. This granular
 Accounting for Seasonality: Costs associated
level of detail empowers farmers to:
with planting, harvesting, and storage are
 Optimize Resource Allocation: By analysing spread throughout the year. Cost accountants
costs associated with land, labour, fertilizer, develop methods to accurately allocate
and equipment, farmers can make informed these costs throughout the production cycle,
decisions about resource allocation, providing a clearer picture of profitability.
maximizing productivity and minimizing
 Mitigating Risk: Cost-benefit analyses of
waste.
insurance options and risk management
 Improve Pricing Strategies: Understanding strategies help farmers make informed
the full cost of production enables farmers decisions to protect their investments from
to set competitive and profitable prices for unpredictable events.
their crops. The goal of Agricultural Costing  Embracing Innovation: As the agricultural
is to enhance access to valuable produce by landscape evolves with new technologies
creating a balance between the interests of and practices, cost accountants help farmers
buyers and sellers. This is achieved through assess their financial implications and make
the development of frameworks for ‘pricing’ data-driven decisions about adoption.

3. Beyond Profitability: Sustainability Champion  Optimize Production Processes: Real-time data

analysis can help farmers adjust irrigation,
In today’s world, the role of the cost accountant
fertilization, and pest control practices in real-
extends beyond mere profit maximization.
time, maximizing yield and resource efficiency.
They are increasingly called upon to integrate
sustainability considerations into their analyses.  Predict Market Fluctuations: Analyzing historical
data and market trends can help farmers make
This means:
informed decisions about planting choices and
 Tracking Environmental Costs: The true cost of selling strategies, reducing the impact of price
production should include the environmental volatility.
impact of farming practices, such as water  Personalize Farm Management: Data-driven
usage, greenhouse gas emissions, and insights can be used to tailor farm management
soil degradation. Cost accountants can practices to specific field conditions and crop
quantify these costs and help farmers adopt varieties, leading to increased profitability and
sustainable practices. sustainability.
 Promoting Ethical Sourcing: By analysing the Agricultural cost management is a critical aspect
social costs associated with labour practices of modern farming, continually evolving with
and supply chains, cost accountants can help technological advancements and changing economic
agribusinesses ensure ethical sourcing and landscapes. Farmers employ various strategies to
responsible production. optimize production expenses, including efficient
resource allocation, precision farming techniques, and
 Capacity Building: Cost Accountants can the adoption of innovative technologies. Monitoring
lead Capacity Building programs for farmers input costs such as seeds, fertilizers, and machinery,
and Self-Help Group (SHG) members, while simultaneously exploring sustainable practices,
enhancing the skills of primary producers for enables farmers to enhance productivity and
improved food security, increased household profitability. Government subsidies, when available,
incomes, and strengthened collective can also play a pivotal role in mitigating costs.
bargaining power. Additionally, training Diversifying income sources and staying informed
local women in best agricultural practices about market trends are integral components of a
contributes to enhanced productivity. The comprehensive agri cost management approach. In
Institute can leverage its expertise to train this dynamic field, staying adaptable and embracing
SHG members in the Community Audit advancements in agricultural practices contribute
concept, promoting financial inclusion and to the overall sustainability and success of farming
transparency. Developing unique Community operations.
Auditor Training Modules further enhances While the image of the cost accountant may not
the Institute’s commitment to empowering readily come to mind when we think of agriculture,
agricultural communities. their role is invaluable. They are the unseen heroes
behind the harvest, providing the data-driven insights
The Future of Agriculture: Data-Driven Decisions and strategic guidance that helps farms thrive in
As the agricultural industry becomes increasingly data- the face of complex challenges. As the agricultural
driven, the role of the cost accountant will continue sector continues to evolve, the expertise of cost
to evolve. They will be at the forefront of developing accountants will be more crucial than ever in ensuring
and implementing systems to collect, analyse, and its profitability, sustainability, and resilience.
interpret vast amounts of data on everything from soil (Source: https://pib.gov.in/FeaturesDeatils.
health to market trends. This data will be used to: aspx?NoteId=151185&ModuleId%20=%202)

CMAs IN THE
LEADERSHIP
Profile
Bikash joined Olam Group in 2006, and currently holds the
position of President and CFO for Olam Agri. His prior roles
included the Global Head of Corporate Finance for the Olam
Group and the CFO for the Olam Group Africa business. Bikash
has played a pivotal role in driving finance transformation,
corporate restructuring, and carve-outs for the group, raising
capital through a rights issue and private placement of Olam
Agri with the sale of a minority stake (35.4%) to SALIC, IPO
readiness, strategic planning, group reporting, handling board
and board committees and various other strategic initiatives.
Bikash is a qualified accountant from the Institute of Cost
Accountants in India. He is an international speaker and
actively participates at global industry and finance forums. He
is passionate about academics and speaks at various B-Schools,
IFAC PAIB and CA and CMA chapters globally. He was
awarded “CFO of the Year” in 2016 by the CFO South Africa
forum and Commercial Leader of the Year 2023 by Tigerhall,
Singapore. He also has an observer seat at the PAIB of IFAC.
Olam Agri is a market-leading differentiated food, feed, and
fibre agribusiness with a global origination footprint; 38 MMT
of volume, US$ 28 Bn revenue, and US$ 622 MM EBIT (FY
CMA Bikash Prasad 22). The Olam Agri group has an industry leading EBIT CAGR
President and CFO of c.31% from 2020 to 2022 and the highest returns amongst its
Olam Agri, Singapore peer group on Return of Equity and EBIT / Invested Capital.

1. Leadership and Strategy:

 How do you envision the future growth and
strategic direction of Olam Agri in the coming years?
1. Our vision is to become the world’s most

differentiated, and a leading global food and agri-
business and food security company.
2. To achieve this vision, we make targeted and

selective investments in areas where we have strategic
and competitive advantages and can harness our
operating capabilities to achieve higher growth rates
and higher returns compared to industry peers. By
doing so, we improve our operational strengths and
2. Further, championing an integrated mindset is
achieve a competitive differentiation.
the foundation for succeeding as a CFO. It is a
3. Specifically, we adopt an asset-light operating critical success factor in delivering a comprehensive
model in our origination and merchandising multi-capital approach to planning, decision-
making, measurement and reporting, and involves
business, which has proven to capture concurrent
breaking down siloes and enabling organisational
high throughput rates and high return on invested
interconnectivity.
capital rates compared to the industry.
3. The CFO and the finance function transformation
4. Additionally, we focus on emerging markets, such
are founded on infusing value ownership into
as Africa and Asia which have a long runway for the organisational culture, adopting multi-capital
growth, and which enable us to leverage significant accounting and reporting, business partnering,
growth opportunities and earn attractive returns on embedding sustainability and integrated reporting.
our investments.
4. Continued disruption and uncertainty in the
 As the President and CFO, what leadership business environment require a directional change of
principles do you believe are crucial for success in the the CFO role to further elevate the value contribution
of the finance function to help build the factory, farm
agribusiness industry?
and supply chain of the future.
1. As a leader, I would embrace and inspire our
2. Financial Management:
people with Olam Agri’s values and culture –
Entrepreneurial, Sustainable, Agile, Collaborative  How do you approach financial risk management
in Olam Agri, especially in the context of the global
and Resourceful. These values reflect our principles
agricultural market fluctuations?
and purpose as a company that aims to forge a bold,
new chapter of growth, while differentiating ourselves 1. Financial risk management is part of our overall
from our competitors, to achieve our goal to meet enterprise-wide risk management framework
that covers 52 risk events across 11 categories,
the changing needs shaping the global food and
encompassing trading, operational, currency,
agricultural landscape.
agricultural, political, and sovereign, reputational,

regulatory and compliance, capital structure and 1. We have a clear purpose – to transform food, feed
financing, natural perils, strategic risks, and others and fibre for a more sustainable future, by being a
(including IT and cybersecurity). trusted partner that unlocks value for customers,
enables farming communities to prosper sustainably,
2. On global agricultural market fluctuations, these
and strives for a food-secure future for all – and one
are part and parcel of our trading, operational and
of our corporate values is to be sustainable. As a
currency risks which we monitor, measure and report
global agri-business, we play a key role in promoting
daily to Management and quarterly to our Audit
sustainability in our business and in our sector.
Board Committee.
2. The agriculture sector currently faces three significant
 Can you share insights into the financial challenges: Supporting population growth; producing
performance of Olam Agri and key financial strategies more effectively and farming more responsibly. We
in the current market scenario? have put in place sustainability practices to achieve
1. For the first half of 2023 (H1 2023), Olam Agri our sustainability commitments while enhancing our
achieved strong performance on a normalised basis growth and capitalising on opportunities, in line with
against the previous first half of 2022 which had an our purpose of ‘transforming food, feed, fibre for a
exceptionally strong performance. more sustainable future’, supported by our strong
corporate governance.
2. We demonstrated resilient performance in H1
3. We have implemented sustainability initiatives
2023, with exceptional performance and growth
across our value chain and different stakeholders
in the Food & Feed - Processing & Value-added
covering the five areas set out below, to achieve the
segment on the back of resilient consumer demand
UN Sustainable Development Goals by 2030: In
and successful adjustment of prices to accommodate
sourcing landscapes; in farms and communities; in
increased production and raw material costs.
processing facilities; for our people and for customers
3. Our key financial strategy has been to budget and consumers.
for higher interest costs and optimise cost structures
4. In line with our sustainability objectives, we have
overall. We are not immune to near-term impact set four business outcomes:
from rapid benchmark interest rate hikes affecting
companies globally. Some of the higher interest costs a. Future-proofing our supply base – in Nigeria,
will be recovered through an increase in selling prices Seeds for the Future supports self-sufficiency in food
products across our value chains in the country by
to the market.
supporting farmer’s production, enabling education,
4. Historically, our revenue has grown from US$16.2 empowering women in farming communities, and
billion in 2020 to US$26.9 billion in 2022 at a CAGR promoting health and nutrition across the country.
of 28.9% while our EBIT grew from US$363 million For example, drought- and heat-resistant wheat
in 2020 to US$622 million in 2022 at a CAGR of varieties are being tested. This project aims to cover
30.9%. Our operating margins and Pre-tax ROIC 10,000 smallholder farmers across 100,000 hectares
significantly improved during these period. of land and increase annual crop yields by 50% by
2030. In Nigeria, between 2020 to 2021, we piloted
3. Sustainability and Corporate Social
the Post-harvest Loss programme which utilises
Responsibility (CSR):
mechanised harvesters and threshers to help rice
 How does Olam Agri integrate sustainability and farmers cut crop losses by 46%, increase paddy yields
CSR initiatives into its business operations? What by 14%, earn nearly U.S.$200 more per hectare and
role do you see Olam Agri playing in promoting emit 14% less GHG in 2021 compared with 2020.
sustainable practices within the agriculture sector? We intend to scale up the pilot programme to our

32,000 smallholder rice farmers in Nigeria by 2025 partnered with Heifer International and Pula to
through partnerships with Heifer International, farmer provide farmers in Nigeria with an innovative crop
cooperatives and Hello Tractor. To address hotspots insurance product based on Area Yield Index. In
for losses among wheat farmers in Nigeria, we will 2022, its pilot year, approximately 3,110 rice farmers
test modified harvesting tools, and implement new received 113 million Naira (amounting to average of
methods of moisture testing and innovative storage U.S.$83 per farmer) in insurance pay-outs to protect
solutions in the next crop growing season. In Côte their livelihoods against yield losses from dry spells,
d’Ivoire, we support 20,000 cotton farmers through floods, pests and plant diseases. In Côte d’Ivoire,
training on good agricultural practices (“GAP”) and from 2018 to 2022, we mobilised and trained 6,000
soil regeneration techniques like cover cropping and community members primarily women, to form 178
composting. Certain farmers also receive improved Village Savings and Lending Associations (VSLA).
inputs like delinted seeds, which are more resilient to
land degradation and climate change. With delinted
4. Technology and Innovation:
seeds, for example, farmers can increase plant density  In what ways is Olam Agri leveraging technology
so as to improve yields and revenue. In 2022, farmers and innovation to enhance its agricultural processes
using delinted seeds yielded on average 15% more and supply chain efficiency? How does the company
than those using non-delinted seeds. stay ahead in adopting new technologies to remain
b. Enhancing our product offerings – we are enabling competitive in the agribusiness sector?
farmers to access new markets by supporting them 1. Leveraging technology in agricultural practices:
to acquire new certifications, and we are innovating
a. We invest in digital capability and technology to
fortified products that are aligned with consumers’
improve cotton yield of integrated ginning in Africa.
demands and local micronutrient needs. We are also
developing fortified products to address consumer b. We extensively use geospatial technology that gives
demands. In 2021, we produced approximately 73 us detailed insights into our vast supply zones and
billion servings of fortified rice, flour and oil; allows us to identify high risk zones so as to obtain
c. Reducing our emissions – we are adopting climate- accurate data about the land use change, which is
smart practices on-and-off farms to reduce our critical in developing effective action plans.
climate impact and enhance productivity, by providing 2. Leveraging technology in supply chain efficiency
training to rice farmers in Thailand. In Thailand, our and operations:
training and support for climate-smart agricultural
a. Telematics are enabled in our wheat milling
practices has helped approximately 16,000 rice
business in Africa. For example, in Nigeria where
farmers to reduce their greenhouse gas emissions by
we have our own transportation fleet, our logistics
19% and increase their gross margins from rice by
platform is equipped with GPS-enabled technology,
over 20% (at baseline reference price). We have also
which provides real time location and delivery time
undertaken off-farm initiatives, such as cookstoves,
information, benefitting both us as manufacturer as
afforestation and waste-to-utilisation to reduce our
well as our customers.
climate impact and energy use; and
d. Sourcing responsibly – to enhance transparency b. The bulk of our IT capital expenditure has been
in our supply chain, we leverage digital toolkits, incurred on technology solutions such as SAP, while the
including Olam Farmer Information System (OFIS), remaining expenditure was on custom-built solutions
Olam Direct, AtSource, Spyder 2.0, and Terrascope. such as commodity trading and risk management and
In 2022, we supported nearly 400,000 smallholder digital systems, and we focus on scaling our digital
farmers through our livelihood programmes. Under systems, and developing our information collection
the ‘Pay-at-harvest’ crop insurance initiative, we and analytics systems.

3. We focus on brands, innovation in our offerings and 6. Supply Chain Management:
value-added products, such as fortified rice with health,
 How does Olam Agri manage its intricate supply
wellness and immunity benefits. Product innovation is
chain, and what measures are taken to ensure a
also an important component in improving our wheat
seamless flow from farm to market?
milling operations. Developing new, higher-value
products has been part of this process. We have a 1. We have extensive origination capabilities that
research and development team and quality control are supported by established relationships with a
lab which is equipped, and is staffed with trained broad and deep network of farmers, plantations, and
professionals who are focused on innovation and refiners; developed trading teams with strong buying
new product development. For instance, in 2016, we relationships; deep knowledge of key origins through
launched a new product using a technology which our strong analytics capabilities (including global
involved de-branning wheat prior to milling. In rubber analysts, crop-forecasters, and advanced systems);
processing, we also harness innovation with the use and integrated freight and logistics capabilities to
of robotics and fully automated packing process to provide a complete end-to-end value chain from
achieve high operational leverage. origination to destination markets.
4. To stay ahead, we continue to invest in the 2. We are highly adaptable. Our Origination &
technological advancement and digitisation of the Merchandising segment leverages its local presence
agricultural industry as advances in equipment, tools, and relationships in multiple export markets and
automation and digital/data-driven solutions are through extensive farmgate sourcing networks. This
critical to increasing efficiency in farm and production adaptability has presented us with a competitive
management and improving yields. advantage in the face of supply chain disruption
5. Global Market Dynamics: and shifting global trade flows. Thus, we retain more
flexibility to direct resources to fast growing trade
 How does Olam Agri navigate and adapt to the
corridors, while leveraging our supplier relationships
challenges posed by geopolitical and economic
at multiple key export markets. This allows us to not
changes in various regions where it operates? What
compromise on our ability to deliver to our customers.
strategies are in place to address the impact of global
trade dynamics on Olam Agri’s business? 3. We have also established relationships with
sovereign and global multinational organisations
1. First and foremost, as a global agri-business, we
to directly address the food security needs in
diversify our operations across a global network of
import regions. These include the Strategic Supply
multiple sources and suppliers from major producing
countries, and of multiple destination markets so that and Cooperation Agreement under the strategic
no supplier or customer or country accounts for more partnership with SALIC, which provides us with access
than 10% of sourcing or sales revenue. to new markets in the Middle East and establish long-
term supply chain solutions.
2. We have in place a global political and sovereign
risk insurance that protects us against business  Can you share examples of successful supply chain
interruption, political violence, war (except Ukraine) optimization initiatives within the organization?
as well as exposures to political risk in Africa. 1. There are significant synergies which we enjoy
3. We also diversify our manufacturing operations between our Origination & Merchandising and
across countries, for example, our wheat milling our Processing & Value-Added segments: In global
operations spread across Nigeria, Ghana, Cameroon sourcing, we leverage the global sourcing capabilities
and Senegal; integrated cotton ginning across Cote of our Origination & Merchandising segment for the
d’Ivoire, Chad and Togo; and integrated feed & best quality inputs at a competitive price for wheat
protein in Africa and Asia. and rice. We leverage the hedging capabilities of our

Origination & Merchandising segment to manage 4. We also have global and regional legal and
price volatility of inputs such as wheat, corn, soybean compliance teams established to manage our
and soybean meal. We also leverage the freight flows compliance with international and local regulations.
and port presence of our Origination & Merchandising
 What role does the company play in advocating
segment to predict and lock in competitive freight
for favourable policies that support sustainable
rates.
agriculture?
2. Conversely, we leverage the optionality that our
1. As a global agri-business, we are part of certain
Processing & Value-Added segment provides to
global trade associations, which regulate, among
maximise profits. Firstly, we can decide whether
other things, the provision of labour and the terms
to sell wheat to third parties or mill it at the milling
and conditions of trade in some of our products.
plants under our Processing & Value-Added segment
For example, we are part of the International Cotton
depending on profitability. Secondly, we can decide
Association, American Cotton Shippers Association,
whether to use our owned or leased vessels to service
Australian Cotton Shippers Association, Flour Millers
freight demand from our Processing & Value-Added
Association of Nigeria and Rice Farmers Association
segment or purchase freight from the open market.
of Nigeria, all of which have been supportive of
We can leverage the on-the-ground intelligence of
sustainable agriculture.
our Processing & Value-Added segment to gauge
downstream supply-demand dynamics. We also 2. We participate in industry multi-stakeholder
capitalise on the large volume of captive demand platforms to press for sustainable agriculture and
from our Processing & Value-Added segment for development, for example we are part of the World
key commodities traded by our Origination & Business Council on Sustainable Development
Merchandising segment. (WBCSD).
7. Government Policies and Regulations: 3. We also support governments in their pursuit of

sustainable agriculture. For example, we partner
 How does Olam Agri stay compliant with diverse
with a conservation society to jointly protect the
international and local regulations governing the
Nouabale Ndoki National Park, which is adjacent to
agribusiness sector?
our timber concession. In our concessions, we support
1. We adopt strong corporate governance principles the government’s anti-poaching programme and
as have been followed and led by our listed major sponsor eco-guards who patrol the forest.
shareholder Olam Group, a mainboard listed
8. Market Trends and Competitor Analysis:
company on Singapore Exchange since 2005 that is
majority owned by Temasek Holdings.  How does Olam Agri stay informed about industry
trends, and what steps are taken to proactively
2. Our Board Audit & Compliance Committee have
respond to changing market dynamics?
set out its terms of reference on its evaluation, on
reporting and accountability, on financial reporting 1. Participating across multiple products in the
and related risk management and internal controls agricultural sector as a leading global agri-business,
oversight, internal and external audit, interested we are plugged into the global network and are
persons’ transactions. naturally kept informed of the industry trends.
3. Our Board Risk & Market Compliance Committee 2. We have in-house team of seasoned professionals,
has responsibilities around risks profiles, reviewing including a dedicated commodity research analyst
risk limits, and reviewing benchmarks for any major team, comprising global analysts, which specialises
risk exposures and reports prepared by the Chief in corn, wheat and barley, oilseeds and edible oils. In
Market Compliance Officer. our freight business, we have a freight research analyst

team in Nyon, Switzerland, which is focused on freight higher asset turnover and strong return on invested
research across both the grain and mineral sectors, capital. Within the Origination & Merchandising
as well as an on the ground freight analyst in China. segment, we have opted to use an asset-light strategy,
We have established consumer research capability for while in Processing & Value-Added we leverage
rice, which allows us to understand consumer needs targeted and strategic investments in key markets
and trends. In our funds management business, we focusing on high value output which helps drive
combine our deep commodity and financial markets EBIT/MT growth. We believe this presents significant
insights with its proprietary quantitative research strategic advantages versus our peers, which tend to
capabilities. have wider, capital-intensive infrastructure supporting
 What competitive advantages does Olam Agri their operations. Compared to a strategy of investing
possess compared to other players in the agribusiness heavily in sourcing origins where companies may
sector? face difficulties in shifting sourcing operations flexibly,
we are able to pivot in an agile manner to countries
1. We are a global food and agribusiness with
which are fast-growing net exporters. We believe
diversified presence across key elements of value
this is a key advantage within a global environment
chains for principal food and agricultural commodities.
which is experiencing long-term shifts in geographical
Our business model is differentiated by our scale and
distribution of agricultural production as a result of
leadership in emerging markets.
changes in climate.
2. Relative to our competitors, we have differentiated
4. Synergies: As elaborated in our answer to Question
leadership positions across each of our segments: In
6, we believe that there are significant synergies which
our Origination & Merchandising segment, our asset-
we enjoy between our Origination & Merchandising
light strategy within our Origination & Merchandising
and our Processing & Value-Added segments.
division provides us with the flexibility to adapt quickly
and establish a presence in new trade corridors. 5. Most importantly, our business model to lead
This adaptability has presented us with a competitive the sustainable transition of global food systems,
advantage in the face of supply chain disruption and embedding positive impact across climate, livelihood
shifting global trade flows. Thus, we retain more and nature is one that will underpin customer
flexibility to direct resources to fast growing trade stickiness and our overall competitive positioning and
corridors, while leveraging our supplier relationships sustainable long-term value vis-a-vis that of our peers.
at multiple key export markets. This allows us to not
9. Financial Reporting and Transparency:
compromise on our ability to deliver to our customers
and represents an advantage versus a business model  How does Olam Agri ensure transparency in
that is more heavily invested in the upstream and financial reporting, and what measures are in
midstream parts of the value chain, which commit the place to uphold the highest standards of financial
business to maximise utilisation rates for the invested governance?
infrastructure. In Processing & Value-added segment,
1. Finance reporting and governance are part of our
we leverage our strong global wheat origination
overall governance framework and principles, which
capability to provide security of supply to our wheat
are described in our answer to Question 7 and is
milling operations.
under the purview of the Board Audit & Compliance
3. Fixed asset-light operating set-up with high level Committee, chaired by an Independent Director with
of flexibility and resilience driving strong growth and extensive experience in risk and assurance. We have
returns. Our business model leverages a high degree an independent internal audit function and have a
of flexibility with regards to the level of asset intensity robust finance function which is divided into four key
in each of our segments, which we believe leads to roles:

a. Controller: Responsible for (a) ensuring timely and  Can you elaborate on the key financial metrics that
efficient financial reporting with minimal controllable the company focuses on for reporting and analysis?
losses, (b) scaling up offshoring to drive process
1. Our key financial metrics are:
standardisation, automation and cost efficiencies, and
(c) ensuring robust control and compliance through a. Sales volumes of the products we supply to our
embedded specialist functions (including tax); customers (instead of revenues which are partly
determined by commodity prices that are not within
b. Performance Manager: Responsible for (a) robust
our control);
and timely performance tracking, and (b) achieving
better predictability of outcomes, target capital b. Earnings before interest and tax (EBIT);
structure and financial gearings; c. EBIT per metric tonne supplied;
c. Co-Strategist: Responsible for (a) supporting d. Invested capital, comprising fixed capital and
delivering plan and strategy, (b) driving special working capital;
business projects to support growth including digital
e. Balance sheet metrics: Inventory Turnover Days,
transformation, (c) supporting our merger and
Debtor Turnover Days, Advance Payment to Suppliers
acquisition activities in collaboration with the Strategic
Turnover Days, Trade Creditor Turnover Days, Working
Investments and Business Development team, and (d)
Capital Turnover Days, Readily Marketable Inventory
building a strong Senior Leadership and Next Gen
(RMI), Net Debt, Adjusted Net Debt (net of RMI and
Team to deliver on plan and strategy; and
secured receivables), Net Debt/Equity and Adjusted
d. Value Manager: Responsible for (a) ensuring Net Debt/Equity, Net Debt/EBITDA and Adjusted Net
value maximisation through planned interventions Debt/EBITDA;
to improve business performance, (b) managing
f. Cash flow metrics: FCFF and FCFE;
currency and interest rates, optimum funding mix,
effective tax rate, and (c) driving cost and capital g. Return ratios: Return on Equity and EBIT/Average
productivity. Invested Capital;
2. Our four key finance roles strengthen our h. Effective Interest Rate; and
Company’s senior leadership’s ability to deliver
i. Effective Tax Rate.
on plan and strategy, enable collaborations with
other functions and business units and further the 10. Risk Management:
digitalisation of finance within our Company through  What methodologies does Olam Agri employ
integrated digital systems that promote collaboration, for identifying and mitigating various types of risks,
value addition and enhanced controls. including market, operational, and regulatory risks?
3. Our finance function also plays a key role in 1. Our risk framework covers 52 risk events across
achieving our sustainability and ESG strategy through 11 categories, encompassing trading, operational,
accounting of our greenhouse gas emissions as currency, agricultural, political and sovereign,
well as for our climate mitigation projects. We reputational, regulatory and compliance, capital
are developing procedures for the assessment, structure and financing, natural perils, strategic risks
measurement and reporting of financial impact from and others (including IT and cybersecurity). 16 of
climate-related risks and opportunities in accordance these 52 risks are considered quantifiable for potential
with the frameworks developed by the Task Force on negative impacts. Each risk event is monitored by
Climate-Related Financial Disclosures, the Taskforce a specific function, which is reported to the Board
on Nature-related Financial Disclosures and the on a quarterly basis through the Integrated Risk &
International Sustainability Standards Board. Assurance Framework, anchored by internal audit.

The reporting includes a validation of the controls and remain within market and transactional currency Value
an assessment of each risk event for the quarter. at Risk (“VaR”), and credit and counterparty nominal
risk envelopes set by the Board. We measure and
2. Our risk management process begins with
monitor both 1-day, 95%ile VaR and 1-day, 99%ile
monitoring by a specific function. We then assess
VaR on our market and transactional currency risk
the likelihood of the risk occurring and the potential
exposures. Our central Risk Office is supported by risk
impact on three-point scales of high, medium or
control teams in eight locations, including Singapore,
low likelihood. We analyse the potential impact on
Brazil, Russia, Ukraine, the United Arab Emirates, the
earnings for risks that are considered quantitative.
Netherlands, India and China. As of December 31,
Business units, functions and internal audit teams
2022, we have 25 risk control employees in offices
are required to prepare quarterly reports for
around the world.
presentation to and discussion by the Board, Audit
and Compliance Committee and Risk and Market 6. The diagram below sets out the limit approval
Compliance Committee. This process enables us framework as part of our risk management process.
to identify our main risks and prepare associated
processes, systems, and mitigation plans.
3. We have four key lines of oversight as shown in the
diagram below:
7. Sustainability is another key focus of our risk

framework, covering social (safe and decent work,
4. Engaging in the hedging of risk exposures and and economic opportunity), environmental (healthy
anticipating market developments are critical to ecosystems, water, climate action, healthy soils and
protecting and enhancing our returns. As such, we are waste) risks and any reputational risks which may arise
active in the derivatives markets for grains, oilseeds, from the environmental impacts of our businesses,
edible oils, cotton, rubber, ocean freight and foreign such as a major pollution or effluent event. These risks
currency. We seek to leverage the market insights are monitored by our Corporate Responsibility and
gained through our global operations by managing Sustainability function, led by our Chief Sustainability
our physical and derivative positions on a daily basis. Officer.
5. Our central Risk Office based in Singapore  How do you strike a balance between risk-taking
monitors and controls our trading, credit, counterparty and risk aversion in the context of strategic decision-
and transactional currency risk exposures. Led by
making?
our Chief Risk Officer, it ensures the adequacy and
appropriateness of risk measurement and controls; Management and the Board Risk & Market Compliance
allocates risk limits among the businesses; monitors Committee at the beginning of the year will assess
risk utilisation and adherence to limits; and endeavours between market opportunities and risks and set risk
to build a culture of risk awareness and compliance. limits for business unit, as part of our budget for the
In doing so, our Risk Office ensures risk exposures year and longer-term plan for the Company.

11. Mergers and Acquisitions: (SIBD) function, which closely works with Finance
and Business Units in driving smooth integration of
 Can you discuss any recent mergers or acquisitions
systems, processes, reporting, culture and values,
that Olam Agri has undertaken and the strategic
human capital, compliance, etc.
rationale behind them?
12. Talent Management:
1. M&A has played a critical role in driving growth
for us, being a growth-company. The most recent  How does Olam Agri attract and retain top talent
acquisition is the aquafeed business of CUU Long in the agribusiness sector, and what initiatives are in
Fish Import-Export Corporation in Vietnam for place for employee development?
approximately US$15 million in end-2022. The
1. We have a Global Management Team that is
strategic rationale for the acquisition was to diversify
responsible for promoting our Olam culture, values
our fish feed presence from Africa into Southeast Asia,
and entrepreneurial DNA. The over 530 members
even as we continue to expand in Africa.
of our Global Management Team have an average
2. In 2019, we made our largest ever acquisition in of more than 20 years’ experience in the industry
Olam Agri’s history of Dangote Flour Mills in Nigeria and on average over eight years of tenure in Olam.
for US$360 million, which augmented our existing As part of our aim of building an inspired and high
infrastructure and put us in the No. 1 position in the performance organisation, our strategic focus areas
country and one of the 2 largest millers in the whole of for talent management in 2023-24 are:
Africa. Our enlarged presence with extensive expertise
a. Building engaged, inspired teams by enhancing
in wheat milling operations, consumer insights
employee inspiration and engagement, emphasising
and strong ground network allow us to foster long-
employee well-being, and fostering diversity, equity
term relationships with our consumer and business
customers. We have also been able to build operating and inclusion.
leverage and optimise cost and business processes to b. Creating a high-performance organisation by
create an efficient wheat milling business. We benefit attracting and retaining talent, driving our talent
from our strategically located asset base which has and performance management process to enhance
created high barriers to entry. We have a growth plan high-performance culture, offering differentiated
with a proven track-record which focuses on ramping compensation and rewards including short-term and
up our existing infrastructure base and growing long-term incentive programmes.
organically within the market.
c. Organisation building by embedding purpose,
 How does the company ensure a smooth integration culture and values in our employees and becoming
process post-acquisition? the employer of choice for talent through compelling
As part of Olam Group, we have proven a track record employee value proposition and being recognised as
in mergers and acquisitions with multiple acquisitions an excellent employer globally; and
since 2007 and developed a system internally to d. Preparing for capability, leadership and succession
ensure a smooth integration process. Acquisitions within the organisation through leadership
include Crown Flour Mills Limited in 2010, Amber development, robust succession pipeline and building
Foods Limited in 2016, Dangote Flour Mills Plc in capability in origination, trading manufacturing and
2019, Queensland Cotton in 2007, Pima Cotton supply and demand forecasting.
U.S.A franchise in 2020, Société Agro-Industrielle
de la Comoe (rubber business) in 2016, Ruyat Oil 2. According to a survey of our employees conducted
in 2018, Congolaise Industrielle des Bois (forestry in December 2021, 71% of our employees polled
concessions) in 2011 and so on. We have a dedicated reported feeling engaged with our Company with 72%
Strategic Investment and Business Development finding meaning and purpose in their work and 70%

feeling inspired by working with us. The survey results based on values (openness, honesty and respect)
also showed that 82% of our employees reported alignment on Olam’s mission and team aspirations,
that their immediate work colleagues are highly engagement surveys, and understanding of team and
capable and together make an extraordinary team individual needs.
and 88% felt that they make a significant contribution
The above lifecycle model is supplemented with a 6Cs
to our Company’s success. In addition, this culture
Finance Engagement Model that is deployed across
of empowerment is reflected in our recognition by
the entire finance function in all locations. We use 6Cs
third-party authorities such as by Kincentric as Best
model for employees engagement.
Employer in China in 2020, 2021 and 2022, Best
Employer in Thailand in 2021, by HR Asia as Best
Companies to Work for in Asia in 2020, 2021 and
2022 and by Top Employer Africa in 2021, 2022 and
2023.
3. We conduct periodic reviews of our employees’ job
performance and determine salaries and discretionary
bonuses based upon those reviews. In addition,
we offer internal training programmes tailored to
different job requirements in order to enhance our
employees’ talent and skills.
 Can you share insights into the company’s
4. Olam adopts an employee lifecycle strategy to
approach to diversity and inclusion in the workplace?
develop inspirational leaders and attract top talent to
drive productivity covering: 1. We are focused on gender diversity across our
a. Attraction: Raising employer brand awareness and operations. Due to our heritage in the agriculture and
Olam as a great place to work with a strong company trading sector, there are historical biases for male
culture, and being competitive with attractive dominated roles which we are focused on addressing.
compensation and benefits. In 2019, Olam Group put renewed focus on ensuring
b. Recruitment: Aligning individual personas, values leadership opportunities were available to women,
and talents with the Olam values and culture, adopting introducing leadership mentoring for high potential
various recruitment avenues, and being clear on the female managers, training recruiters for unconscious
requirements for different finance roles. bias, and ensuring recruiters put forward at least 30%
c. Onboarding: Establishing an impactful and female candidates, as well as revising our maternity
detailed onboarding programme that includes policy. We continue to focus on gender diversity
a buddy programme, a network of introductory through our “GROW” programme providing a forum
engagements with leaders and peers, and clarity of to female managers within our Group.
role expectations.
2. Traditionally, as we expanded into Africa and Asia,
d. Development: Providing high powered development and other emerging markets, we had recruitment
programme, inspiration leadership and encouraging challenges for managerial roles, given that agricultural
aspirational behaviours. Development includes career
operating locations can be rural areas with very
conversations aligned to success profiles for different
limited infrastructural facilities. Roles therefore were
roles, enabling finance employees to prepare for new
often filled by expatriates with the relevant experience.
roles
To address this, another key area of focus for us is
5. Retention: through cultivation of relationships

to provide more managerial job opportunities to by 2025 which may entail partnerships with Heifer
local talent, and we have set a goal of having local International, farmer cooperatives and Hello Tractor.
talent hold around 50% of management roles in
3. Food systems are estimated to produce around
their home market by 2025. We believe that a higher
approximately one-third of global GHG emissions.
representation of local managers will result in a more
We are adopting climate-smart practices on-and-
sustainable staffing model and will also enhance our
off farms to reduce our climate impact and enhance
ability to understand and operate in local markets
productivity. Olam Group signed up to the Science-
better.
based Targets Initiative (SBTi) since 2019, committing
13. Climate Change and Environmental to set near-term science-based emissions-reduction
Impact: targets in line with a well-below 2 degrees Celsius
pathway (i.e. to contribute to limiting global warming
 How does Olam Agri address the challenges posed
in this century to 2 degrees Celsius as per the aims
by climate change, and what initiatives are in place to
of the Paris Agreement, an international treaty
minimize the environmental impact of its operations?
on climate change). It followed up by signing the
Can you provide examples of sustainable farming
Business Ambition for 1.5 degrees Celsius campaign,
practices implemented by Olam Agri?
committing to set a target for Net-Zero emissions by
1. Under the “Climate Positive” pillar of our 2050 (to contribute to limiting global warming to
sustainability framework, we closely monitor our the more ambitious target of 1.5 degrees Celsius).
carbon footprint and take action to decarbonise our Having made our SBTi commitment, we are in the
farms, factories and supply chains. We are working to process of setting SBTi targets and embarking on
minimise our carbon and waste footprint by investing decarbonisation pathways. In Thailand, our training
in energy efficiencies, improving farming practices and support for climate-smart agricultural practices
and identifying waste utilisation opportunities. has helped approximately 16,000 rice farmers to
2. The area of fertile land has dramatically reduced reduce their greenhouse gas emissions by 19% and
in the past 40 years and every year, the world loses increase their gross margins from rice by over 20% (at
a further 12 million hectares of productive land, with baseline reference price).
far-reaching consequences, including falling crop 4. We measure our carbon footprint across three
yields, massive food loss, as such access to crop scopes – direct emissions from owned or controlled
supply is a key consideration in the agricultural sector. sources (Scope 1), indirect emissions from the
In Nigeria, between 2020 to 2021, we introduced the generation of purchased energy (Scope 2), and
Post-harvest Loss pilot programme, seeking to reduce indirect emissions (not included in Scope 2) that
the waste created between harvest and processing. occur in the value chain of the reporting company,
The programme utilised mechanised harvesters and including both upstream and downstream emissions
threshers that we estimate helped rice farmers cut crop (Scope 3), in line with the GHG Protocol “Corporate
losses by almost half, earn nearly U.S.$200 more per Accounting and Reporting Standard”. We are acting
hectare, increase paddy yield by approximately 14%, to reduce our Scope 1, 2, 3 GHG emissions, as
and emit approximately 14% less global greenhouse well as our customers’ Scope 3 emissions through
gas in 2021 compared with 2020. We intend to look operational excellence, innovation, regenerative
for ways to scale up our pilot programme to all of farming, and collaborative partnerships, such as our
our 32,000 smallholder rice farmers in Nigeria climate-smart agricultural. In particular, the Scope 3

emissions that we consider material are those relating project is expected to generate approximately 4.9
to purchased goods and services, capital goods, fuel million tons of gross Voluntary Carbon Units between
and energy, transportation and distribution, and waste 2012 to 2041 for the pre-compliance Voluntary
generated in operations. We also analyse climate Carbon market.
risks and identifying GHG emissions hotspots and
14. Stakeholder Engagement:
decarbonisation opportunities. We use Terrascope,
an end-to-end decarbonisation platform launched in  How does Olam Agri engage with various
June 2022, to assist companies with managing and stakeholders, including farmers, local communities,
reducing their carbon emissions. and investors, to foster positive relationships?
5. Additionally, we work with our key customers, 1. Farmers and local communities: In the “Livelihood
industry bodies, suppliers, employees, and local Positive” pillar under our sustainability framework,
communities to develop and implement sustainable we undertake various initiatives to foster inclusive
supply chain practices. For example, we introduced livelihoods, as well as feeding and nourishing the
a number of key technologies to our out-growers in world through our products and services. The initiatives
Thailand and Vietnam for climate-smart rice farming that fall under this pillar largely center around farmer
(including laser land levelling, alternate wetting and incomes, human rights, equity and inclusion, food
drying, site-specific nutrition management, and straw security and nutrition, as well as reducing harvest and
and stubble management), significantly reducing post-harvest loss. For example, we have joined the IDH
GHG emissions while increasing farmer incomes. We Sustainable Trade Initiative, committing to take action
worked with Kasitsart University and Can To University to build a living wage economy, the Champions 12.3
in Thailand and Vietnam respectively to conduct Coalition to reduce food loss and waste, in line with
baseline and impact studies on farmers’ incomes. UN Sustainable Development Goal 12.3 and have
Based on the impact assessments conducted in signed the UN Women’s Empowerment Principles to
Thailand and Vietnam in 2021 and 2022 respectively, promote gender equality and women’s empowerment
19,000 farmers in Thailand reduced their GHG in the workplace. Our key agenda items are:
emissions by 21%, improved water quality by 14% a. Increasing quantity, quality and value through
and increased their income by 20%, and 10,000 training, access to farming services, tools, inputs and
farmers in Vietnam reduced GHG emissions by 9% credit, and access to market;
and increased their income by 17%.
b. Building resilience through income diversification,
6. In partnership with the Republic of Congo, since regenerative practices, and access to financial
2012, we have operated the Reducing Emissions from services, savings and insurance; and
Deforestation and Forest Degradation (“REDD+”)
c. Supporting education and health through adult
initiative to realise value from 92,530 hectares
literacy classes, digital literacy, skills development and
of unharvested standing forest in our Pikounda
access to healthcare and clean water, with our key
Nord concession. REDD+ is an effort to create a
programmes being:
financial value for the carbon stored in forests,
offering incentives for developing countries to reduce i. the Food-Secure Future programme, which was
emissions from forested lands and invest in low- launched in 2022 and reached over 40,000 farmer
carbon paths to sustainable development. Registered households in 2022. Under this campaign, we aim
under the Verified Carbon Standard of Verra, the to provide nutrition through education on dietary

diversity and breastfeeding, food availability through income of farmers based on about 10 datapoints and
crop diversification and kitchen gardens, and food compares this with a verified living income reference
access through food-focused income diversification; value (for instance, the reference value determined
and by third-party studies using the Anker Methodology, a
methodology used to estimate living wages and living
ii. the Workforce Nutrition Scorecard, which we
incomes). We are planning to expand the scope of
contributed to through our collaboration with
our living income studies in the coming years.
Global Alliance for Improved Nutrition (GAIN)
and the Consumer Goods Forum in the Workforce In community relations, we recognise that while we
Nutrition Alliance (WFNA). In 2022, 43 worksites have made progress in addressing our sustainability
across 16 countries covering 99% of Olam Agri’s impact over the years, soil degradation, and
primary workforce were assessed against the climate change, and intractable issues of farmer
Workforce Nutrition Scorecard, and three-quarters poverty and rural under-development, requires
met the targeted threshold across the four priority collective effort and food sector transformation on
areas of the WFNA (namely, healthy food at work, an unprecedented scale. We engage bilaterally and
breastfeeding support, nutritional check-ups and in industry fora with a wide range of stakeholders
nutrition education). We are now rolling out action including investors, customers, and NGOs, and seek
plans to help workers improve their access to nutrition to respond to questions in a timely and meaningful
education and healthy diets. For example, in our flour fashion. Examples of engagement include the Oxfam
mills in Nigeria and Cameroon, free healthy food is Agri-business scorecards for 2018, 2020 and 2022.
available and promoted to all our employees. We have also adopted a Grievance Procedure to
enable stakeholders such as our workers, community
In 2021, we rolled out a comprehensive global quality
members and other interested parties to raise breaches
and food safety management system to ensure we
consistently work to quality procedures and policies. of human rights, policies, or other unacceptable
We have continued to seek third-party certification for practices.
key food manufacturing facilities. 11 of 17 applicable In addition, we support improving the quality of and
sites (grains, rice, edible oil and superfoods) are access to education. In 2020, we were involved in
currently certified to Global Food Safety Initiative building an elementary school and other school
(GFSI) standards (either ISO 22000 or BRC), and the infrastructure in Congo, to support indigenous
remaining six are planned for certification by 2024. people’s children accessing education. We also
In 2022, we provided nearly 400,000 smallholder provided schoolbooks and other materials in Congo.
farmers with sustainability support through our out- In Côte d’Ivoire, parents may keep their children at
grower programmes and trained 138,000 farmers home to work the land rather than attend school
specifically on GAP. when they cannot afford to pay for labour to help
on their farms. As such, we provide farmers with
To further advance our progress and sector-wide
labour-saving technology to reduce their reliance on
progress on living incomes, we have in cooperation
manpower on farms.
with our partner Agri-Logic conducted a Living
Income analysis in several of our supply chains: in 2. Investors: They are primarily our shareholders –
respect of rice and sesame in Nigeria, and rubber in Olam Group, and SALIC. They are represented on the
Côte d’Ivoire. The tool we use determines the total Board and meet at least quarterly with Management.

15. Quality and Safety Standards: launched in 2019, and remains central to our
safety performance improvement efforts. Under this
 How does Olam Agri ensure the quality and safety
overarching programme, we have multiple industry
of its agricultural products, and what certifications or
standard initiatives such as 7-life saving rules & safety
standards does the company adhere to?
imperative programme. We track safety performance
1. Quality: Our quality processes include the following: across all facilities which are categorised into four
1. Food safety. We have the FSSC 22000 Version 5.1 tiers; Tier 1: Large manufacturing plants; Tier 2:
food safety certification. Grain elevation/processing or fleet/upstream assets;
Tier 3: Logistics/Warehouses; Tier 4: Trading/Offices.
2. Commitment to fortification. We have an in-house
Substantial progress has been made in reducing the
vitamin premix facility.
LTIFR. In 2022, the LTIFR was 0.22 across all facilities,
3. Lean & Six Sigma processes. We have a team of which compared with 0.32 in 2019.
“yellow and black belts” to ensure consistent product
 Can you discuss any recent innovations or
quality. The Six Sigma is a process that makes use
improvements in quality control processes?
of statistics and data analysis to analyse and reduce
errors or defects in manufacturing processes. Please see response to Question 4.
4. Innovation. We have a research and development 16. Digital Transformation:

team and quality control lab which is equipped, and  How is Olam Agri embracing digital transformation
is staffed with trained professionals who are focused in the agribusiness sector, and what role does
on innovation and new product development. technology play in enhancing operational efficiency?
2. Safety: We aim to promote a proactive safety Can you share examples of successful digital initiatives
awareness and accident prevention culture by within the organization?
empowering our employees to do the right thing, Please see response to Question 4.
raising risk awareness and supporting solutions to
17. Financial Inclusion in Agriculture:
improve our health and safety performance. Our
overarching safety goal is to embed a ‘Zero Harm  What steps does Olam Agri take to promote
Culture’ in the workplace, a culture that is inclusive of financial inclusion among smallholder farmers,
not just employees, but contractors and visitors as well. especially in developing regions? How does the
We have health and safety teams that define standards company contribute to the economic empowerment
and monitor compliance with our systems for ensuring of local farming communities?
workplace health and safety. These systems are risk- Please see responses to Question 13 and 14.
based and are implemented through our documented
health and safety management systems to ensure that
18. Global Trade and Supply Chain
we comply with the relevant legal responsibilities. Our
Disruptions:
commitment to human rights has been embedded in  Given the recent global trade challenges and supply
our Code of Conduct and Fair Employment Policy, the chain disruptions, how does Olam Agri manage to
latter being in line with the United Nations Guiding ensure a steady flow of agricultural products to its
Principles on Business and Human Rights and the customers? What contingency plans are in place to
International Labour Organization’s Declaration address unforeseen disruptions in the supply chain?
on Fundamental Principles and Rights at Work.
Please see response to Question 5.
The safety programme ‘An Even Safer Olam’ was

19. Impact of Technology on Agriculture: and deep network of farmers, plantations, and
refiners; developed trading teams with strong buying
 In what ways do you see technology transforming
relationships; deep knowledge of key origins through
traditional agricultural practices, and how is Olam
our strong analytics capabilities (including global
Agri adapting to these changes? Can you highlight
analysts, crop-forecasters, and advanced systems);
any innovative technologies that have had a significant
and integrated freight and logistics capabilities to
impact on the efficiency of Olam Agri’s operations?
provide a complete end-to-end value chain from
Please see response to Question 4. origination to destination markets. We have also
20. Post-Pandemic Recovery and Resilience: established relationships with sovereign and global
multinational organisations to directly address the
 As the world emerges from the pandemic, how is
food security needs in import regions. These include
Olam Agri positioning itself for recovery, and what
the Strategic Supply and Cooperation Agreement
strategies are in place to build resilience in the post-
entered into as part of our strategic partnership with
pandemic era?
SALIC in Saudi Arabia, which is expected to provide
1. We anticipated that post the pandemic there us with access to new markets in the Middle East and
would be more challenges than recovery opportunities establish long-term supply chain solutions. We are
in our industry (as our business had remained resilient present in six of the 12 key commodities the country
during the pandemic), such as the response by China relies on for its food imports and so the investment is
to the pandemic and its slower than expected recovery, a step towards supporting the national food security
global supply chain disruptions, slower global growth, strategy and aspirations of its Vision 2030.
food inflationary effects on emerging markets and
4. We also directly address food security needs of
growing global concerns on food security.
emerging markets by investing in processing and
2. We therefore position ourselves as a global distribution infrastructure in selected destination
player to help resolve food security concerns by markets.
connecting supply with demand through our multi-
 Can you share lessons learned from navigating the
origination and multi-destination network, enabling
challenges posed by the COVID-19 pandemic?
global sourcing and agility in the face of disruptions,
and providing the key value add of mitigating 1. We learnt that it is critical for us to continue to
disruptions in supply. Our business operates within diversify our operations to mitigate the risks around
selected fast-growing trade corridors which are vital to supply chain disruptions.
the food security needs of Asia, Africa and the Middle
2. We also know that it is crucial to enhance and stand
East, such as the soybean flow from Brazil to China.
ready to protect the health and safety of not only our
Furthermore, we have helped provide alternative
employees but also our farming communities, which
routes to mitigate the disruption of grain flow from
continuously face health and hygiene issues.
the Black Sea to Sub-Saharan Africa and Asia, an
important trade corridor impacted by the conflict in 3. The importance of building an inspired team to
Ukraine. We pivoted from the Black Sea region to overcome challenges in running a global team
Northern Europe as our primary source of wheat. remotely should another pandemic hits us.
3. Our extensive origination capabilities are 4. The need to focus on capital productivity and
supported by established relationships with a broad deliver superior returns.

INDUSTRY TITBITS
CMA Industry Insights – December 2023 Issue
Insurance Sector Related News

 Founder of Star Health in talks with TVS by a consortium of insurers, including a public
Group for new health insurance venture sector entity, but reinsurers capped the payout at
Rs. 500 crore.
According to recent report, the founder of
Star Health and Allied Insurance is engaged  Insurer launches insurance covers for
in discussions with the TVS Group for equity Damage to EV battery, charging station while
participation in his new health insurance venture. charging
The 79-year-old entrepreneur, who exited Star Zuno General Insurance (formerly Edelweiss
Health, has decided to start a new company in the General Insurance) has launched three new
health insurance sector, along with former Star add-on insurance covers for electric vehicle (EV)
Health CEO. The TVS Group, based in Chennai, insurance policies. These include insurance for
has a history in the insurance domain, having private charging stations, charging accessories
previously owned Madras Motor and General and also protection of vehicle during charging.
Insurance before the industry’s nationalization. Zuno claims that these add-on policies are an
After nationalization, Madras Motor merged industry first offering and is aimed to cover a grey
into United India Insurance. Subsequently, in area in the insurance industry. Coverage includes:
the post-liberalization era, Sundaram Finance,
 Coverage for loss or damage to the insured
initially promoted by Madras Motor, launched
EV by fire, self-ignition, or short circuit while
Royal Sundaram Insurance, a general insurance
it is either charging its battery or parked at a
company.
charging station.
 Insurers may get aid to deal with nature’s fury  Coverage of charging cables, connectors,
A parliamentary panel is set to suggest policy adapters, and all standard charging
measures for the insurance sector to equip it to accessories for protection against accidental
deal with the impact of natural calamities on large damage and theft and,
infrastructure projects. The standing committee  Comprehensive coverage for privately-owned
on finance-headed by former minister of state for charging stations solely used for charging
finance Jayant Sinha has considered issues around insured vehicles. This cover will safeguard
reinsurance following complications in insurance EV owners against fire, theft, and accidental
claims related to the Teesta Stage III Hydropower damage of their private EV charging stations.
project in Sikkim that was washed away by a
 Personal accident coverage for cases of injury
glacial lake outburst. The power project, which
or death resulting from a fire, blast, or short
was completely washed down by a glacial lake
circuit at their private charging station while
outburst flood, was insured for Rs. 11,400 crore
charging the insured vehicle.

Banking Sector Related News

 According to the survey of Reserve Bank of India,  Kotak Mahindra Bank ties up with Indian Institute
Indian banks increased their overseas presence to of Technology Kanpur (IIT-K) to launch Kotak
417 in the year 2022-23 whereas the employee School of Sustainability. Termed as India’s first
strength also rose by 0.5% and 6.2% for foreign fully integrated school of sustainability, it will
branches and subsidiaries, respectively. However, have dedicated centres of excellence (COEs)
the number of branches and employees of foreign covering different aspects of sustainability
banks in India contracted to 774 during the year such as environment, ecology, clean energy,
2022-23 from 858 in 2021-22. The transfer of climate finance, circular economy, sustainable
retail business from a major foreign bank to a societies and policy. To set up the Kotak School
domestic private sector bank led to a decline in of Sustainability, it will cost around Rs 200 crore
aggregate deposits and credit, but increased where Kotak will be contributing Rs 70 crore in
capital and investments. the first phase. The Kotak School of Sustainability
aims to contribute growing India’s skilled
 The Reserve Bank of India imposed penalties on
workforce towards achieving the goal of long-
three cooperative banks for non-compliance to its
term sustainable development, including its net-
guidelines and an order to this effect was issued on
zero target by the year 2070.
December 14. The Pune Merchants Cooperative
Bank and Pune Municipal Corporation Servant’s
 IndusInd Bank has recently launched its ‘Indus
Cooperative Urban Bank received a penalty of
Solitaire Program’, a community banking initiative
rupees 1 lakh while Indapur Urban Cooperative
meticulously designed and crafted for the
Bank has been directed to shell out Rs 5 lakh in
diamond industry. This curated banking program
penalty.
will be offered through the bank’s flagship
 India’s largest banks State Bank of India (SBI), branches in prime locations across various cities
HDFC Bank and ICICI Bank along with the central with a concentration in Mumbai and Surat and
government drawing up a financing framework will provide a range of exclusive benefits along
for green hydrogen projects where the framework with distinct features and enriched offerings to
will lay down guidelines for risk assessment, customers in the diamond industry. The program
credit appraisal, and concessionary finance to also includes 24x7 locker access, add on family
make assessment of such H2 projects easier for accounts, customized diamond industry employee
banks that will aid credit flow to the sector and salary accounts and zero cross currency markup
furthermore, the committee will work under the fee on foreign exchange along with other services.
aegis of the Ministry of New and Renewable
Energy (MNRE).

Infrastructure Related News

 Essar Group and Gujarat government signed
an MoU for an investment of Rs 55,000 crore
in Gujarat.
The Essar Group and Gujarat government
have inked a memorandum of understanding
(MoU) for investments of Rs 55,0000 crore in
the port, power, and energy transition sectors in
Gujrat. Over 10,000 jobs would be created by
these developments.The Essar group intends to
develop a 1-gigawatt green hydrogen initiative.
An approximate investment of Rs 30,000 crore is
required for this initiative. The principal aim of this  Delhi-Meerut Semi High-Speed Rail Corridor:
investment is to create an affordable worldwide The 82-kilometer Delhi-Meerut Semi High-
centre for the manufacturing and supply of Speed Rail Corridor Regional Rapid Transit
low-emission fuels, with a particular focus on System (RRTS) project will be partly financed
green hydrogen and ammonia. Further, Essar by the remaining $250 million loan. With
Power, another company of the same group, has this project, a quick rail-based transit
declared an extra Rs 16,000 crore investment for system between Delhi and Meerut will be
better connected. Building tunnels, elevated
phase-II expansion at its Salaya power plant.
portions, and stations, among other corridor
( S o u r c e : h t t p s : / / w w w. b u s i n e s s - s t a n d a r d . components, will be made possible in large
com/companies/news/essar-group - signs - part by the money provided by ADB. This
mou-with-gujarat-govt-to-invest-rs-55-000- project is aimed to enhance connectivity
crore-123121400762_1.html) between Delhi and Meerut through a quick
rail-based transit system. The funding
 India and Asian Development Bank (ADB)
from ADB will be used in building several
sign agreements to provide $500 million to
components of the corridor, including tunnels,
boost the Indian infrastructure sector.
elevated sections, and stations.
India and the Asian Development Bank signed
However, these activities demonstrate how
agreements on Monday for two $250 million committed India is to implementing its
loans, primarily for the nation’s infrastructure. infrastructure development projects.
Two significant projects that will be supported in
large part by these loans are: (Source:https://economictimes.indiatimes.com/
news/economy/infrastructure/india-adb-ink-
 National Industrial Corridor Program: The pacts-for-500-mln-loans-to-bolster-infra-sector/
$250 million loan would help the National articleshow/106100076.cms)
Industrial Corridor initiative in India. The
 From about Rs. 51,000 Crore in 2013-14
purpose of this project is to create new
to more than Rs. 2,40,000 Crore in 2022-
industrial hubs around the nation. These hubs
2023 - capital investment on India’s national
are going to be important for India’s industrial
highways has surged dramatically.
and economic development.

Parliament was informed by Union Road Between March 2014 and the present date, the
Transport and Highways minister Nitin Gadkari length of the 4 Lane plus NH network, including High
on Thursday that there has been a substantial rise
Speed Corridors, has grown by almost 250%, from
in capital expenditure on national highways, with
approximately 18,371 km to approximately 46,179
over Rs 2,40,000 crore in 2022–2023 compared
to approximately Rs 51,000 crore in 2013–14. km. Additionally, the length of NHs with fewer than
The country’s NH network has expanded as a two lanes have shrunk from roughly 27,517 km in
result of the increased budgetary allocation; March 2014 to roughly 14,870 km, or just 10% of the
it now spans 1,46,145 km and includes the
total NH network. The Ministry of Road Transport and
states of Chhattisgarh, Uttarakhand, Karnataka,
Maharashtra, Rajasthan, and the northeastern Highways has concentrated on building new High-
states. The network was around 91,287 kilometers Speed Corridors. Implementation of the project has
in March 2014. already begun on 21 green field access-controlled
routes, including highways, where 3,336 kilometers
of work have been completed. The previously
mentioned advancements have improved logistical
efficiency while simultaneously enhancing connectivity
and accessibility to NHs across the nation.
(Source: https://pib.gov.in/PressReleaseIframePage.
aspx?PRID=1986174)
Entrepreneurship and
Startup Related News
 Startup funding in India have slowed down in the year 2014 which have now risen to 189
across all stages while the funding in the late in the year 2023, and also the investment in
stage witnessed the biggest drop of about 73% space startups have risen considerably to $124.7
as compared to startup funding in the last year million as said by Union Minister of science and
2022, to $4.2 billion in 2023 so far. The Indian technology Jitendra Singh. The government
tech startup ecosystem continued to fall in the has also set up a Space Technology Incubation
year 2023 while the investments into tech startups Centre (S-TIC) to attract young entrepreneurs and
by the investors during the year hit a five year low students with innovative ideas and enable them to
of around $7 billion, taking India’s global tech carry out research and set up new ventures in the
startup rankings from third to fourth place. space tech area.
 India have now got more than 189 spacetech  As per CRISIL Oister Report, the investments
startups. There were merely 1 spacetech startups in private market and tech startups runs better

than the public market. The Alternate Investment  Foodtech giant Swiggy introduced a 2% collection
Funds (AIFs) investing in private markets and fee charges on all restaurant orders and the new
startups delivered an excess return earned on an fee will be effective from December 20, 2023.
The founder of Swiggy further said that the fee
investment above the benchmark return of 13.5%
will be charged to facilitate online payments from
over the public market and the new age startups
customers on its platform and it is intended to
have continued to outperform the public market cover the costs incurred by Swiggy for smooth
in the recent era of technological revolution. payment processing.
ESG Related News

 Lufthansa Group announced an agreement with (GRI) announced on December 1, 2023 a new
aerospace giant Airbus for the pre-purchase of cooperation agreement to deepen cooperation
40,000 tons of carbon removal credits, to be on sustainability reporting, including plans to
delivered through the removal of CO2 from collaborate in areas including reporting standards
the atmosphere using Direct Air Capture (DAC) development and training. The announcement
technology, as part of the Airbus Carbon Capture marks the second collaboration agreement
Offer (ACCO). The certificates, to be delivered between EFRAG and the GRI, following an initial
over four years, will be available from 2026. agreement launched in 2021 for the development
of EU sustainability reporting standards and
(Source: https://www.esgtoday.com/lufthansa-
supporting convergence with global standards.
joins-airbus-carbon-removal-program-with-
40000-ton-carbon-credit-purchase/) (Source:https://www.esgtoday.com/efrag-gri-
to-collaborate-on-sustainability-reporting-
 Private equity investor Apax announced the final
standards-development-training/)
close of the Apax Global Impact Fund (AGI), with
commitments of approximately $900 million for  Paris-based global bank BNP Paribas announced
investments in companies that provide products on December 13, 2023 the launch of BNP Paribas
and services addressing environmental and Climate Impact Infrastructure Debt, a new fund
social issues. According to Apax, the fund aims aimed at financing climate change mitigation,
to support companies delivering tangible social and supporting energy transition projects across
or environmental impact, targeting key themes continental Europe. The fund is targeting €500-
including Health & Wellness, Environment & 750 million from institutional investors, including
Resources, Social & Economic Mobility, and a seeding commitment from BNP Paribas’
Digital Impact Enablers, utilizing a proprietary insurance business BNP Paribas Cardif.
impact measurement system to evaluate and
(Source: https://www.esgtoday.com/bnp-paribas-
monitor impact and identify and track outcomes
launches-new-climate-impact-infrastructure-
across the portfolio.
debt-fund/)
(Source: https://www.esgtoday.com/apax-raises-
 In the EU, companies will need to report along
900-million-for-global-impact-fund/)
the lines of the European Sustainability Reporting
 The European Financial Reporting Advisory Group Standards, which are designed to be interoperable
(EFRAG) and the Global Reporting Initiative with the ISSB. Hong Kong was expected to

introduce the world’s first set of ISSB-specific rules  Australia’s competition regulator the Australian
in January 2024 but postponed to January 2025. Competition and Consumer Commission (ACCC)
The U.K. is set to launch its own ISSB-aligned announced on 12th December 2023 the release
disclosure standards for registered companies by of its final guidance on environmental claims,
the summer of 2024, while Australia intends to aimed at helping companies comply with rules to
finalize its ISSB-aligned reporting framework for avoid misleading green marketing and advertising
large firms by July 2024. green claims, and protecting consumers from
greenwashing.
(Source:https://www.msci.com/
documents/ 1296102/42241274/2024++ (Source:https://www.esgtoday.com/australia-
MSCI+Sustainability+and+Climate+Trends+ releases-anti-greenwashing-guidance-for-
to+Watch+Paper+Final.pdf?2) companies/)
News Related to Digital India
 Unified Payments Interface (UPI) transactions have from ₹ 1 lakh crore in FY 2017-18 to ₹ 139 lakh
grown from 92 crores in FY 2017-18 to 8,375 crore in FY 2022-23 at a CAGR of 168%.
crore in FY 2022-23 at a Compound Annual
 UPI has achieved 8,572 crore transactions during
Growth Rate (CAGR) of 147% in terms of volume.
current financial year till 11th December, 2023.
Similarly, the value of UPI transactions has grown

UPI has been the major driving force in the Payments Corporation of India (NPCI), this was
overall growth of digital payment transactions in 54 per cent higher in volume terms and 46 per
the country accounting for 62% of digital payment cent in value terms compared to the same month
transactions in FY 2022-23. The Year-on-Year last year.
growth in the value of bank notes in circulation
 To enhance the scope of UPI payments, the
has decreased from 9.9% in FY 2021-22 to 7.8%
Reserve Bank of India (RBI) on December 8, 2023,
in FY 2022-23.
increased the transaction limit for UPI payments
 Unified Payment Interface (UPI) transactions to hospitals and educational institutions to Rs 5
clocked a fresh peak in value in November by lakh. Earlier the limit was set at Rs 1 lakh per
hitting Rs 17.4 trillion, up 1.4 per cent compared transaction. The National Payments Corporation
to Rs 17.16 trillion in October. Transactions of India (NPCI) has set a deadline of December
reduced by 1.5 per cent to 11.24 billion, 31, 2023 for deactivating UPI IDs that have been
compared to a record high of 11.41 billion in inactive for over a year. This means that if you
October. The number of transactions were 10.56 haven’t made a transaction using a UPI ID for
billion in September, with a value of Rs 15.8 over a year, it will be blocked after December 31,
trillion. According to data shared by the National 2023.
Highlights from MSME Sector

 According to the most recent data provided by the tailored for MSMEs operating in the Land,
Ministry of Statistics &Programme Implementation, Naval, and Aerospace segments. This virtual
the percentage share of exports related to Micro, platform facilitated widespread participation
Small, and Medium Enterprises (MSME) products and discussions, empowering small and medium
in the overall All India Export stands at 45.56% for
enterprises in the defence sector.
the fiscal year 2023-24. This figure highlights the
significant contribution of MSME-related products  The Hasta Shilpa Mela 2023, a vibrant handicrafts
to the country’s total export landscape. fair, is currently taking place at Eco Park in New
Town, Kolkata, spanning from November 24 to
 UDYAM portal records 3.16 crore registrations as
of December 2023 since its launch in 2020. December 17, 2023. This cultural extravaganza
is orchestrated by the micro, small, and medium
 The 3rd Edition India MSME Defence Week, held
enterprises and textile department of the West
virtually from December 5th to 8th, 2023, was
organized by the Ministry of MSME, Ministry of Bengal Government. Showcasing a diverse array
Commerce and Industry, and EEPC India. The of exquisite handicrafts, the fair serves as a
event featured a series of four-day webinars platform to celebrate and promote the rich artistic
concentrating on emerging opportunities in heritage of the region while providing a unique
defence manufacturing and exports, specifically shopping experience for visitors.

Stock Market and Industry

Related News
1. Sun Pharma Invests $30 Million in Lyndra Lyndra Therapeutics, founded in 2015 by
Therapeutics, Acquiring 16.7% Stake for prominent scientists from MIT’s Langer Lab,
Drug Delivery Innovation has developed the LYN drug delivery platform
Sun Pharmaceuticals Ltd., a leading player in the known for its revolutionary oral drug delivery
Indian pharmaceutical industry, has announced technologies. Sun Pharma’s investment, equating
a strategic investment of $30 million in Lyndra to approximately 16.7% fully diluted shares, is
Therapeutics Inc., a Massachusetts-based aimed at supporting the development of these
company renowned for pioneering novel delivery innovative technologies and gaining access to the
technology for long-acting oral (LAO) therapies. platform for specific molecules and territories.
This move signifies Sun Pharma’s commitment
to advancing pharmaceutical innovation and The agreement underscores Sun Pharma’s
expanding its footprint in cutting-edge drug strategic vision to stay ahead in the rapidly evolving
delivery technologies. pharmaceutical landscape, where breakthrough
drug delivery mechanisms are key to ensuring
Source: https://images.livemint.com/img/ 2023/
patient adherence and treatment efficacy.
01/14/1600x900/sunpharma1_ 15680 4217
2843_1673696503438_1673696503438.JPG

2. Union Budget 2023-24: Nirmala • Focus Areas: Agriculture, health,

Sitharaman’s ‘Saptarishi’ Priorities education, and skilling.
Unveiled
2. Reaching the Last Mile:
In the Union Budget 2023-24 presentation,
Finance Minister Nirmala Sitharaman revealed • Establishment of ministries: AYUSH,
a fiscal strategy rooted in seven interconnected Fisheries, Animal Husbandry and
priorities, collectively named ‘Saptarishi.’ These Dairying, Skill Development, Jal Shakti,
priorities encompass a broad spectrum of sectors and Cooperation.
and objectives, emphasizing holistic and inclusive
development. Let’s delve into each of these • Programs: Aspirational Blocks
priorities: Programme, Pradhan Mantri PVTG
Source: https://www.moneycontrol.com/news/ Development Mission, and increased
business/budget/budget-2024- saptarishi- allocation for PM Awas Yojana.
priorities-unveiled-in-budget-2023-know-what-
• Infrastructure: Upper Bhadra Project in
they-are-11922331.html
Karnataka and Bharat Shared Repository
1. Inclusive Development:
of Inscriptions.
• Key Initiatives: Agriculture Accelerator
Fund, Digital Public Infrastructure for 3. Infrastructure and Investment:
agriculture, Atmanirbhar Horticulture
• Financial Allocation: Rs 10 lakh crore for
Clean Plant Programme, and a mission to
infrastructure investments (3.3% of GDP).
eradicate Sickle Cell Anaemia.

• Special Focus: Railways, 100 critical Savings Certificate, and increased deposit
transport infrastructure projects, and limit for Senior Citizen Savings Schemes.
the creation of Urban Infrastructure
• Economic Development: Additional
Development Fund (UIDF).
collateral-free guaranteed credit for
4. Unleashing the Potential: MSMEs.
• Business Reforms: Reduction in over 39,000 Finance Minister Sitharaman’s ‘Saptarishi’ priorities
compliances and decriminalization of reflect a comprehensive approach to addressing
3,400 legal provisions. various aspects of India’s development, aiming
• Innovation: “Make AI in India” vision, for inclusive growth, environmental sustainability,
National Data Governance Policy, and and empowerment of the youth.
the introduction of Entity DigiLocker. 3. Google Removes Over 2,500 Fraudulent

• Focus Areas: Ease of doing business, Loan Apps from Play Store: Government
artificial intelligence, and data Report
governance. The Indian government disclosed in Parliament
5. Green Growth: that Google has taken down or suspended more
than 2,500 fraudulent loan apps from its Play
• Vision: “LIFE” (Living in a Friendly
Store between April 2021 and July 2022. Finance
Environment).
Minister Nirmala Sitharaman, in a written response
• Initiatives: National Green Hydrogen to the Lok Sabha, outlined the government’s
Mission, funds for energy transition, and ongoing collaboration with regulatory bodies to
Battery Energy Storage Systems. curb the menace of fraudulent loan apps.
• Sustainability: GOBARDHAN scheme for Sitharaman noted that the government is in
‘waste to wealth’ plants and support for constant communication with the Reserve Bank of
the vehicle scrapping policy. India (RBI) and other relevant regulators to address
6. Youth Power: this issue. The Financial Stability and Development
Council (FSDC), chaired by the Finance Minister,
• Skill Development: Launch of Pradhan
actively monitors and discusses matters related to
Mantri Kaushal Vikas Yojana 4.0 for
fraudulent loan apps to maintain cyber security
Industry 4.0 skills.
preparedness.
• Opportunities: Skill India International
As part of its measures, the RBI has shared a
Centres, National Apprenticeship
‘whitelist’ of legal apps with the government,
Promotion Scheme, and encouragement
which, in turn, was shared with Google by the
for regional economic growth.
Ministry of Electronics and Information Technology
7. Financial Sector: (Meity). Google has updated its Play Store policy
• Measures: Infusion of Rs 9,000 crore in for loan lending apps, allowing only those apps
the revamped credit guarantee scheme for published by Regulated Entities (REs) or those
MSMEs, introduction of Mahila Samman working in partnership with REs.

Source:https://images.livemint.com/rf/Image-621x414/LiveMint/Period1/2015/05/13/Photos/google.jpg
Between April 2021 and July 2022, Google India’s net direct tax collections for the period of
reviewed around 3,500 to 4,000 loan lending April 1 to December 17 in the financial year 2023-
apps, leading to the suspension or removal of over 24 witnessed a robust growth of 20.7% year-on-year,
2,500 fraudulent apps. The Indian Cyber Crime reaching Rs 13.70 lakh crore, as per provisional data
Coordination Centre (I4C) under the Ministry released by the Ministry of Finance.
of Home Affairs (MHA) has been proactively
Breaking down the overall direct tax collections,
analyzing digital lending apps and reporting
corporate tax contributed Rs 6.95 lakh crore, while
suspicious ones to Meity based on parameters
personal income tax and securities transaction tax
such as user complaints and cybercrime data.
combined amounted to Rs 6.73 lakh crore.
To combat cybercrimes and raise awareness, the
Before factoring in refunds, gross direct tax collections
government, RBI, and banks have implemented
for the same period stood at Rs 15.96 lakh crore,
measures such as electronic-Banking Awareness
marking a significant 17% increase compared to the
And Training (e-BAAT) and a Nation-wide Intensive
previous year. Among these figures, gross corporate
Awareness Programme (NIAP) in collaboration
tax collections reached Rs 7.90 lakh crore, while
with lending institutions.
gross personal income tax and securities transaction
4. India’s Net Direct Tax Collections Surge tax reached Rs 8.03 lakh crore, according to the
20.7% to Rs 13.70 Lakh Crore in FY23-24 ministry’s statement on December 18.

The net direct tax collection is budgeted at Rs 18.2 lakh The provisional data also reveals that the Finance
crore for the entire fiscal year 2023-24, representing Ministry has issued refunds totaling Rs 2.25 lakh crore
a growth of 10.5%. Recent reports suggest that the in the current financial year, reinforcing expectations
actual growth in direct taxes may surpass this budgeted
that the Union government will meet its fiscal deficit
target and settle around 17-18% due to an expanded
target of 5.9% of GDP for 2023-24.
tax base resulting from increased compliance.
Source: https://navi.com/blog/wp-content/uploads/2022/11/Paper-Money.jpg
5. India’s Sugar Production Drops 11% to 33.02 lakh tonnes, and in Karnataka, it dropped
74.05 Lakh Tonnes in October-December to 16.95 lakh tonnes from 19.20 lakh tonnes.
2023 Period ISMA had recently projected the total sugar
India’s sugar production witnessed an 11% year- production for the 2023-24 marketing year at 325
on-year decline, totaling 74.05 lakh tonnes during lakh tonnes, excluding diversion for ethanol, with
the period from October 1 to December 15 of the an opening stock of 56 lakh tonnes. The demand
current marketing year, according to data from is estimated to be 285 lakh tonnes. To ensure an
the Indian Sugar Mills Association (ISMA). The adequate domestic supply and control prices, the
sugar marketing year in India runs from October government has restricted sugar exports for the
to September. current marketing year, with no exports allowed.
While sugar production in Uttar Pradesh increased In the previous marketing year 2022-23, India
to 22.11 lakh tonnes during the specified period exported 64 lakh tonnes of sugar.
in the 2023-24 marketing year compared to As part of efforts to boost ethanol production, the
20.26 lakh tonnes in the corresponding period food ministry recently permitted the diversion of
of the previous year, Maharashtra and Karnataka 17 lakh tonnes of sugar for ethanol manufacturing
reported lower output. In Maharashtra, sugar using sugarcane juice, sugar syrup, and B-heavy
production declined to 24.45 lakh tonnes from molasses.

Source: https://img.etimg.com/thumb/msid-102671817,width-1200,height-900,imgsize-
229212,resizemode-8,quality-100/markets/stocks/news/adding-sweetness-to-portfolio-5-
stocks-from-sugar-industry-with-upside-potential-of-up-to-35.jpg
6. Indian Government Expects Onion Prices Onion inflation in the Consumer Price Inflation
to Drop Below Rs 40/kg by January (CPI) basket has been in double digits since
The Indian government anticipates a decline July, reaching a near four-year high of 42.1%
in onion prices to below Rs 40 per kilogram by in October. Between April 1 and August 4 of
January, down from the current average of Rs the current fiscal year, India exported 9.75 lakh
57.02 per kilogram, according to Consumer tonnes of onions, with Bangladesh, Malaysia,
Affairs Secretary Rohit Kumar Singh. Last week, and the UAE being the top importing countries.
the government imposed a ban on onion exports Onion prices have risen recently, prompting the
until March next year due to rising retail prices
government to take measures such as stepping
exceeding Rs 80 per kg in Delhi and around Rs
up the sale of buffer onion stock at a subsidized
60 per kg in markets. Singh stated that the export
rate of Rs 25 per kg and imposing a Minimum
ban will not impact farmers and aims to prevent
a small group of traders from exploiting price Export Price (MEP) of USD 800 per tonne on onion
differentials between Indian and Bangladeshi exports until December 31. Additionally, a 40%
markets. The move is expected to benefit Indian export duty on onions has been imposed up to
consumers. December 31.

News related to Education and Indian Economy

1. Millets Expected to be a Focus in India’s Upcoming Interim Budget
Millets, highly nutritious food grains, are anticipated to be a focal point in India’s upcoming interim budget. The
Indian government, recognizing millets’ significance, has actively promoted them as a viable alternative to wheat,
aiming to reduce pressure on the country’s food basket. Finance Minister Nirmala Sitharaman had highlighted
India’s role as the global hub for millets in last year’s budget speech, calling it “Shree Anna” and stating that the
country is the largest producer and second-largest exporter of millets.
Source:
https://images.moneycontrol.com/static-
mcnews/2023/09/G20-Millets-770x433.
jpg?impolicy=website&width=770&height=431
The government has been promoting millet-based

diets, observing 2023 as the ‘International Year
of Millets.’ Prime Minister Narendra Modi has
expressed the world’s increasing understanding of
the importance of millets, and efforts are being
made to market and make them available to
people. Millets are expected to contribute to global
food security and address challenges related to
diseases arising from unhealthy food habits.

2. UGC Warns Against Admission in Unrecognized Courses with Foreign Universities
Source: Twitter
3. IIT Kanpur Signs MoU with Indian Navy for Technology Development
The Indian Institute of Technology, Kanpur (IITK), and the Indian Navy have entered into a Memorandum of
Understanding (MoU) at the Naval Headquarters. The primary objective of the MoU is to foster technology
development, innovative solutions, and joint Research and Development (R&D) initiatives. Rear Admiral K Srinivas,
Asst. Chief of Materiel (Dockyard & Refits), and Prof. S. Ganesh, Director of IIT Kanpur, signed the MoU. This
collaboration aims to provide solutions to field-level issues, enhance training effectiveness through the exchange
of faculty and guest lectures, and promote joint R&D initiatives.

Source: https://images.indianexpress.com/2023/12/IIT-Kanpur-1.jpg?w=640
The partnership focuses on joint research initiatives involving teams from the Centre of Excellence (Marine Engg.) at
INS Shivaji, Lonavla, and IIT Kanpur. The structured collaboration signifies IIT Kanpur’s commitment to advancing
knowledge, fostering strategic partnerships, and contributing to the nation’s defense capabilities.
4. IIT Delhi Expands Campus in Haryana’s Jhajjar and Sonipat

The Indian Institute of Technology, Delhi (IIT-D), is in the process of expanding its campus in Haryana’s Jhajjar
and Sonipat. The project is being implemented in phases, according to Subhas Sarkar, the Minister of State in the
Ministry of Education. Currently, two facilities, IIT Delhi Technopark (I-TEC) and Central Research Facility (CRF), are
fully operational at the IIT Delhi (Sonipat) campus.
Source: https://images.indianexpress.com/2023/12/IIT-Delhi-1.jpg?w=640

Additionally, a High Capacity Computing (HPC) facility for Artificial Intelligence (AI) is being established with the
support of the National Supercomputing Mission. To enhance research infrastructure, a new building under the
‘Sophisticated Analytical & Technical Help Institutes (SATHI)’ scheme is under construction adjacent to the CRF
building. The expansion aims to strengthen research capabilities and contribute to technological advancements.
5.Finance Ministry Highlights Challenges in Estimating Actual Disinvestment Proceeds

The Finance Ministry has acknowledged the difficulty in estimating the actual proceeds from disinvestment in
the current fiscal year, citing the dependency on market conditions and investor interest. The Budget Estimate
for disinvestment receipts in 2023-24 stands at Rs 51,000 crore. As of December 13, 2023, the Department of
Investment and Public Asset Management (DIPAM) has realized about Rs 10,050 crore through disinvestment
transactions.
Source: https://etimg.etb2bimg.com/photo/101203800.cms
Minister of State for Finance Bhagwat Kishanrao Karad stated, “Disinvestment is an ongoing process, and execution
of disinvestment transactions depends upon administrative feasibility, market conditions, domestic and global
economic outlook, and investor interest. In view of this, it is difficult to anticipate the quantum of actual proceeds
from disinvestment during the current fiscal.”

The government’s disinvestment policy includes strategic disinvestment, involving the entire or substantial sale of
the government’s shareholding in Central Public Sector Enterprises (CPSEs) along with the transfer of management
control. Minority stake sales are also conducted in Public Sector Enterprises (PSEs) where the government retains
control, using SEBI-approved methods such as Initial Public Offer (IPO), Offer for Sale (OFS), and buyback of
shares based on prevailing market conditions and investor interest.
6. RBI Imposes Penalties of Rs 40.39 Crore on Banks and Financial Entities in FY 2022-23
In the financial year 2022-23, the Reserve Bank of India (RBI) imposed penalties amounting to Rs 40.39 crore
on various entities, including banks and non-banking financial companies (NBFCs). Minister of State for Finance
Bhagwat Karad provided this information in a written response to the Lok Sabha on December 18.
The penalties included fines on cooperative banks, private sector banks, public sector banks (PSBs), foreign banks,
small finance banks, regional rural banks, housing finance companies (HFCs), and NBFCs. Cooperative banks
faced 176 penalties amounting to Rs 14.04 crore, while private sector banks were fined Rs 12.17 crore, PSBs Rs
3.65 crore, foreign banks Rs 4.65 crore, small finance banks Rs 0.97 crore, regional rural banks Rs 0.42 crore,
HFCs Rs 0.10 crore, and NBFCs Rs 4.39 crore.
Karad explained that the RBI is mandated to take enforcement action, including the imposition of monetary
penalties, based on the Enforcement Policy and Framework approved by the Board for Financial Supervision of
RBI. The penalties were imposed for contraventions of various statutes and directions issued by the RBI.
Source: https://entrackr.com/storage/2019/01/RBI-1200x600.jpg
The minister highlighted that the RBI has issued guidelines on fair practices code to be adopted by banks, NBFCs,
and HFCs, covering various aspects of lending.

Market Report: A Recap of

the Key Developments for the
month of November 2023
Introduction assembly election results on 3 December. As a result,
the market capitalization of BSE increased to $3.99
The Indian stock market, a pulsating hub of economic
trillion on Wednesday, significantly surpassing the
activity, has once again emerged as a focal point of
government’s nominal gross domestic product (GDP)
interest and scrutiny in the month of November 2023.
estimate of $3.62 trillion for the current fiscal year
Investors, analysts, and policymakers keenly observed
(FY24).
the market’s response to an array of factors ranging
from economic indicators to global events. This article Following an interval of two months, the Nifty 50
endeavors to provide a comprehensive analysis of index reclaimed the 20,000-mark.
the significant developments that unfolded during
this pivotal month, shedding light on the forces that A provisional 2,360.81 crore worth of shares were
shaped the investment landscape. acquired by domestic institutional investors (DIIS),
whereas foreign portfolio investors (FPI) made
Indian Stock Market Indices
purchases amounting to ₹71.91 crore. It is expected
Foreign institutional investors (FIIs) and domestic that FPI increased their pre-existing favorable wagers
buyers engaged in short-covering prior to the on stock futures.
Fig 1: Nifty 50: About to reach a record level

Fig 2: Sensex – attaining a new height
Return of FPIs in Indian Stock Market of growth for the current year as well. The cumulative
FPI purchasing was approximately $1.08 billion;
November 2023 is marked by return of FPIs in Indian
however, the pivotal factor in this instance was the
stock market after a hiatus of few months. There are
reversal in FPI sentiment. FPIs launched their purchases
several reasons behind the reversal of FPI flows in
in secondary markets at the end of November, having
November. Due to the steep decline in US inflation
increased their investments from IPO flows.
and the sharp increase in US GDP, the primary
concerns of Fed hawkishness and a harsh landing Further, throughout the month US bond yields and the
have been resolved. That eliminates the majority of US dollar index (DXY) diminished steadily. The yields
the worldwide headwinds. But the significant increase on US bonds have decreased by 79 basis points in
in FPI inflows in November occurred subsequent to the past four weeks, which is a significant amount.
the disclosure of GDP data, which revealed a 7.6% The decline in the US dollar index from 107 to 103
real growth in GDP. This statement confirmed India’s is anticipated to have a positive impact on the Indian
position as the largest economy with the highest rate rupee.
Fig 3: USD – INR Exchange Rate

The crucial GDP data was released in November, remains at 45% of the target for the entire year,
revealing a real GDP expansion of 7.6% in the second suggesting that the government might have no trouble
quarter. This is a 7.8% increase from the previous maintaining its fiscal target of 5.9%.
quarter and is likely to prompt the RBI to raise its GDP
growth forecast for FY24 from 6.5% to approximately Assets under custody (AUC) is the closing market
7%. Additionally, the nominal GDP increased by 9.1% value of all equities held by FPIs. The AUC is a
compared to the initial quarter, with the construction, function of flows and also the movements in the major
utilities, mining, and manufacturing sectors taking the stock market indices. Between October 2023 and
lead. November 2023, the FPI AUC has surged by 7.27%
to $ 674.67 billion. Why this number is relevant is
Two additional significant data indicators emerged
that it is higher than the earlier peak of $667 billion
domestically that provided further support for the
achieved on FPI AUC in October 2021. After a gap
resumption of FPI flows. October’s growth in the
core sector was 12.07%, the fifth consecutive month of over 2 years, the FPI AUC has once again scaled
in which growth exceeded 8%. An excellent advance up, thanks largely to the index rally. The table below
indicator for both the IIP and GDP. Furthermore, captures the top sectors in terms of FPI AUC as of
the fiscal deficit update as of October’s conclusion November versus October.
FPI AUC (Nov 2023) FPI AUC (Oct 2023)

Industry Group
USD in billion USD in billion
Financials (BFSI) 216.15 205.90
Information Technology (IT) Services 65.80 61.64
Oil and gas 56.70 53.46
FMCG 46.63 44.87
Automobiles and components 46.14 41.90
Healthcare 38.08 33.97
Capital goods 29.79 26.39
Power 24.20 22.27
Consumer durables 22.90 21.74
Consumer service 20.49 17.71
Metals and mining 19.37 17.92
Telecommunications 18.96 17.20
Construction 14.50 13.65
Cement 12.18 11.36
Realty 11.90 10.05
Chemicals 11.69 11.03
Services 11.47 10.60
Source: NSDL
In the end, it was the IPO market that facilitated FPI flows, which subsequently dispersed to secondary markets.
Prominent initial public offerings (IPOs) that garnered optimistic reception from the FPIs included IREDA, Tata
Technologies, Gandhar Oil, and Flair Writing Products. IPO news is probably the primary catalyst for FPI interest
in India.

IPOs The book-built IREDA IPO is valued at Rs 2,150.21

crores. The issuance comprises a fresh issuance of
The month of November 2023 also witnessed few
40.32 crore shares, valued at Rs 1,290.13 crores,
successful IPO launches:
in addition to an offer to sell 26.88 crore shares,
i) Tata Technologies Limited valued at Rs 860.08 crores.
Tata Technologies Limited, which was incorporated Bidding for the IREDA IPO commenced on
in 1994, provides engineering services on a global November 21, 2023, and concluded on
scale. Digital solutions and product development November 23, 2023. The IREDA IPO allotment
are available from them. This includes providing was officially concluded on November 24, 2023,
global original equipment manufacturers (OEMs) Friday. The shares became BSE and NSE-listed on
and their tier-1 suppliers with turnkey solutions. November 29, 2023.
The book-built issue of Tata Technologies Limited A 30 to 32 IPO price range has been established
IPO is Rs 3,042.51 crores. The issuance comprises for IREDA shares. 460 shares is the minimal lot
an offer to sell a total of 6.09 crore shares. size required for an application. ₹14,720 is the
IPO bids for Tata Technologies commenced bare minimum investment sum mandated for
on November 22, 2023, and concluded on retail investors. In the case of sNII, the minimal lot
November 24, 2023. Tata Technologies’ initial size investment is INR 206,080 for 14 lots (6,440
public offering (IPO) allocation was concluded shares). Conversely, bNII requires 68 lots (31,280
on Tuesday, November 28, 2023. The shares shares), equivalent to INR 100960.
became BSE and NSE-listed on November 30, iii) Flair Writing Industries Limited
2023.
The book-built Flair Writing IPO is valued at Rs
The price range for Tata Technologies’ initial 593.00 crores. The offering comprises a fresh
public offering is between ₹475 and ₹500 per issuance of 0.96 crore shares, valued at Rs
share. Thirty shares is the minimal lot size required 292.00 crores, in addition to an offer to sell 0.99
for an application. 15,000 is the bare minimal crore shares, worth Rs 301.00 crores.
investment quantity required of retail investors. In
Bidding for the Flair Writing IPO commenced
the case of sNII, the requisite minimum investment
on November 22, 2023, and concluded on
is 14 lots (420 shares), equivalent to ₹210,000;
November 24, 2023. The finalization of the
conversely, bNII requires 67 lots (2,010 shares),
allocation for the Flair Writing IPO took place
or ₹1,005,000.
on Wednesday, November 29, 2023. The shares
ii) IREDA became BSE and NSE-listed on 1 December
Indian Renewable Energy Development Agency 2023.
Limited, which was incorporated in March 1987, The price range for Flair Writing’s initial public
is a public limited government corporation. offering is ₹288 to ₹304 per share. For an
IREDA is a seasoned financial institution with application, a minimum lot size of 49 shares is
more than three decades of experience actively required. ₹14,896 is the bare minimum investment
promoting, developing, and extending financial sum mandated for retail investors. In the case of
assistance for energy efficiency and conservation sNII, the minimum lot size investment is 14 lots
initiatives, in addition to new and renewable (686 shares) totaling ₹208,544, whereas for bNII,
energy projects. it is 68 lots (3,332 shares) worth ₹1,012,928.

INDUSTRY
INDUSTRYINSIGHTS
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OUR CONTRIBUTORS IN THIS ISSUE

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University of Calcutta, Kolkata Sister Nivedita University, Kolkata
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Shiv Nadar University, Chennai Department of Commerce
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INDUSTRY

INDUSTRY INSIGHTS | DECEMBER 2023

MEMBERS IN INDUSTRY COMMITTEE

THE INSTITUTE OF COST ACCOUNTANTS OF INDIA

Behind every successful business decision, there is always a CMA

About the Institute

T he Institute of Cost Accountants of India is a

After an amendment passed by Parliament of India, the

@2023 The Institute of Cost Accountants of India. All Rights reserved.

MEMBERS IN INDUSTRY COMMITTEE

THE INSTITUTE OF COST ACCOUNTANTS OF INDIA

Behind every successful business decision, there is always a CMA

CMA TCA Srinivasa Prasad

CMA TCA Srinivasa Prasad

CMAs in the Leadership .......................................... 6

CMA Partha Sarathi Bhattacharyya

CMA Bikash Prasad

Industry Titbits ..................... 22 to 44

Agriculture Cost Management:

MEMBERS IN INDUSTRY COMMITTEE I THE INSTITUTE OF COST ACCOUNTANTS OF INDIA 1

2 MEMBERS IN INDUSTRY COMMITTEE I THE INSTITUTE OF COST ACCOUNTANTS OF INDIA

MEMBERS IN INDUSTRY COMMITTEE I THE INSTITUTE OF COST ACCOUNTANTS OF INDIA 3

While traditional accounting focuses on recording 2. Navigating the Uniqueness of Agriculture

4 MEMBERS IN INDUSTRY COMMITTEE I THE INSTITUTE OF COST ACCOUNTANTS OF INDIA

3. Beyond Profitability: Sustainability Champion  Optimize Production Processes: Real-time data

MEMBERS IN INDUSTRY COMMITTEE I THE INSTITUTE OF COST ACCOUNTANTS OF INDIA 5

6 MEMBERS IN INDUSTRY COMMITTEE I THE INSTITUTE OF COST ACCOUNTANTS OF INDIA

1. Leadership and Strategy:

1. Our vision is to become the world’s most

2. To achieve this vision, we make targeted and

MEMBERS IN INDUSTRY COMMITTEE I THE INSTITUTE OF COST ACCOUNTANTS OF INDIA 7

8 MEMBERS IN INDUSTRY COMMITTEE I THE INSTITUTE OF COST ACCOUNTANTS OF INDIA

MEMBERS IN INDUSTRY COMMITTEE I THE INSTITUTE OF COST ACCOUNTANTS OF INDIA 9

10 MEMBERS IN INDUSTRY COMMITTEE I THE INSTITUTE OF COST ACCOUNTANTS OF INDIA

7. Government Policies and Regulations: 3. We also support governments in their pursuit of

MEMBERS IN INDUSTRY COMMITTEE I THE INSTITUTE OF COST ACCOUNTANTS OF INDIA 11

12 MEMBERS IN INDUSTRY COMMITTEE I THE INSTITUTE OF COST ACCOUNTANTS OF INDIA

MEMBERS IN INDUSTRY COMMITTEE I THE INSTITUTE OF COST ACCOUNTANTS OF INDIA 13

7. Sustainability is another key focus of our risk

14 MEMBERS IN INDUSTRY COMMITTEE I THE INSTITUTE OF COST ACCOUNTANTS OF INDIA

MEMBERS IN INDUSTRY COMMITTEE I THE INSTITUTE OF COST ACCOUNTANTS OF INDIA 15

16 MEMBERS IN INDUSTRY COMMITTEE I THE INSTITUTE OF COST ACCOUNTANTS OF INDIA

MEMBERS IN INDUSTRY COMMITTEE I THE INSTITUTE OF COST ACCOUNTANTS OF INDIA 17

18 MEMBERS IN INDUSTRY COMMITTEE I THE INSTITUTE OF COST ACCOUNTANTS OF INDIA

We have continued to seek third-party certification for practices.

MEMBERS IN INDUSTRY COMMITTEE I THE INSTITUTE OF COST ACCOUNTANTS OF INDIA 19

4. Innovation. We have a research and development 16. Digital Transformation:

20 MEMBERS IN INDUSTRY COMMITTEE I THE INSTITUTE OF COST ACCOUNTANTS OF INDIA

MEMBERS IN INDUSTRY COMMITTEE I THE INSTITUTE OF COST ACCOUNTANTS OF INDIA 21

Insurance Sector Related News

22 MEMBERS IN INDUSTRY COMMITTEE I THE INSTITUTE OF COST ACCOUNTANTS OF INDIA

Banking Sector Related News

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Infrastructure Related News

24 MEMBERS IN INDUSTRY COMMITTEE I THE INSTITUTE OF COST ACCOUNTANTS OF INDIA

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ESG Related News

26 MEMBERS IN INDUSTRY COMMITTEE I THE INSTITUTE OF COST ACCOUNTANTS OF INDIA

News Related to Digital India

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