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Technological innovations in the food industry have changed how humans consume. From food, to water and even air, technology is behind every human need possible. While Reverse Osmosis technology has made sure that water is safe to drink, air purifiers are making the busiest cities in the world a little more breathable than before, Tetra Pak has revolutionized the global food industry as we know it. 
	
	
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 Tetra Pak is known for Protecting What’s Good <a name="_GoBack"></a>and consumers all over the world depend on the company for safe milk, juices and other foods. While the company is known for its dependable six-layer packaging solutions all over the world, what a lot of consumers may not know is that Tetra Pak stands for much more than just a carton. Tetra Pak’s journey with India began thirty years ago when it started operations here in 1987. It was the first Carton Packaging Company in India and was welcomed by many opportunities as well as challenges when it came to making food safe and available everywhere across the country. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
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 In the past thirty years Tetra Pak has collaborated with all the leading Food and Beverage industry majors like Amul, Parle Agro, Dabur, Coca-Cola, PepsiCo, Karnataka Milk Federation and <keyword id="6355394" type="ORGANIZATION" weightage="20" keywordseo="united-spirits">United Spirits</keyword> (Diageo) to enter our lives through different packaging formats. From what’s popularly known as the tetrahedron-shaped ‘samosa’ packs to the 100 ml pouch-shaped packs to the free-flowing <keyword id="5289153" type="ORGANIZATION" weightage="20" keywordseo="tetra-prisma-aseptic">Tetra Prisma Aseptic</keyword> carton launched recently by Paper Boat, and even replacing cans with the soon to be launched <keyword id="5289151" type="PERSON" weightage="20" keywordseo="tetra-recart">Tetra Recart</keyword>, the company is increasingly understanding the Indian consumer need and working with its partner companies to be future-ready. In the past thirty years the company has created more than twenty different shapes and sizes with different kinds of openings and closures and other innovations, to cater to different consumer needs. Tetra Pak works closely with the country’s leading brands to understand the needs of the marketplace and end-consumers and then feed these valuable insights back to their global R&amp;D centres to literally determine the future (shape, functionality, environmental profile etc.) of packages. "<a href="http://www.business-standard.com/search?type=news&amp;q=india">India </a>is one of our fastest growing markets and we are very upbeat about the opportunities that it offers. Our investments here underscore that point, and reflect the positive sentiment we hear from our customers, both here in <a href="http://www.business-standard.com/search?type=news&amp;q=india">India </a>as well as in other parts of Asia. Since I joined Tetra Pak more than three decades ago, <a href="http://www.business-standard.com/search?type=news&amp;q=india">India </a>has been the market to watch. It is set to play an important role in the next phase of growth for our company," said Dennis Jonsson, President and CEO, <keyword id="1688866" type="PERSON" weightage="20" keywordseo="tetra-pak-group">Tetra Pak Group</keyword> as he commemorated the company’s thirty year journey in India. From farm to table For those of you who have long believed that Tetra Pak is the name of the package itself, you are in for a huge surprise. Tetra Pak, in fact is a complete and only end-to-end solutions provider for the F&amp;B industry in India. From helping dairy farmers develop and improve local milk production through sister company, De Laval, to helping customer brands process, package and market this milk to consumers, to even helping the consumers responsibly dispose of used Tetra Pak cartons, Tetra Pak has a solution for every step of the value chain. Take its Marketing Services programme for example, which provides tailor-made support to food and beverage brands in the challenging world of product innovation. The full programme includes working with the customer to understand their ambition, exploring potential opportunities, defining brand positioning, prototyping product formulations, designing the package, supporting the launch, evaluating consumer feedback and then refining the product until it achieves market success. Phew! “For years, Tetra Pak has shared market insights and product concepts with customers. Now, with Marketing Services, we are able to support brands in a more collaborative, comprehensive and cohesive way,” explains Libby Costin, Vice President, Marketing for <keyword id="52011" type="CITY" weightage="20" keywordseo="South-Asia">South Asia</keyword>, East Asia and Oceania for Tetra Pak. “Each one of our customers has their own, very different opportunities and challenges. Marketing Services can be tailored to suit every brand, helping the customer deliver innovative product solutions that meet their own needs, as well as those of the consumer. From changing how we consume milk and juices the company now provides processing and packaging solutions to a range of foods and beverages like Lassi, Oral Rehydration Solutions (ORS), coconut juice, flavoured milk and even liquor to ensure purity and food safety across segments. Tetra Pak has not only helped create these categories but the company is also co-developing and testing the product that goes inside it. For example, a malt based drink that can replace a meal, an aam panna drink for a leading beverage brand, milkshakes, and even ice-creams and kulfis etc. that have been created for some of the most well-known brands in the country. Once a customer zeroes in on a concept and is ready to launch, in comes Tetra Pak’s state-of-the art processing and packaging technology that helps the brand not only create the safest possible liquid foods, but also keep it safe all the way to the consumer’s home. 
	
	
	
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 “We ensure food safety and work towards minimizing operational costs to ensure that our customers remain competitive in the market which means improving equipment performance, reducing environmental footprint of machines, localizing manufacturing, and more,” says <keyword id="1042402" type="PERSON" weightage="20" keywordseo="kandarp-singh">Kandarp Singh</keyword>, Managing Director, Tetra Pak South Asia Markets Does the job end with selling the equipment to its customers? Tetra Pak believes otherwise. Like we said, it is an end-to-end solutions provider which means that its involvement in the customer’s success goes beyond just equipment sales. Tetra Pak Services' offerings, for example, include a wide variety of products and services, such as consumables, upgrades, personnel evaluation and customized training, remote equipment monitoring and remote support, and consulting. The expanded services focus on helping food and beverage plants deliver safe, high-quality products while reducing costs and environmental impact, and are available for plants that use Tetra Pak processing and packaging equipment, as well as other brands which means that they are fully involved in the manufacturing processes that ensure that the packaged food is completely safe. “If you thought we are just a package, we are much more – we are the only end-to-end solutions provider for the F&amp;B industry today,” said Kandarp Singh, MD, South Asia Markets, tracing the double digit growth of the company over the past years. 
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Protecting What’s Good, inside and out

People sitting comfortably in their homes in cities across the country have the luxury of ordering food at the touch of button. From fresh milk to fruit juices, from different cuisines to gourmet cooking ingredients, you name it, you can have it. High disposable incomes and exposure to a plethora of choices makes us city-dwellers oblivious to challenges that those in remote India face. Many remote areas of the country do not have the privilege of getting fresh high quality liquid food, especially milk, all year around and depend on either preserved or powdered versions to meet their daily needs. Here's where packaging and processing solutions-providers like <keyword id="194619" type="PERSON" weightage="100" keywordseo="tetra-pak">Tetra Pak</keyword> come in, making everyday life easier for people who face scarcity of resources. In the past thirty years of its operations in India, the company spent the first ten years seeding the market, building awareness about the merits of their UHT technology and aseptic packaging and building their own capacity to cater to a market as large and diverse as India. In the years that followed they worked with other F&amp;B brands to make food safe and available everywhere, co-creating and conceptualizing products with customers to suit evolving market needs. Since then, aseptic technology - which Tetra Pak pioneered globally over fifty years back - has proven to be a solution to reduce food losses the world over and in transport, in addition to keeping food safe which is why it is so relevant for India where our food processing sector continues to face widespread and perennial wastage of food. This aseptic technology has enabled the penetration of safe foods into the remotest parts of the country. 
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 The <keyword id="6354416" type="ORGANIZATION" weightage="20" keywordseo="indian-army">Indian Army</keyword> story Even though India is a milk-surplus country, it is ironic that a large part of the country still has no access to fresh milk. The North-east is one of the hardest to reach areas in the country and has relied on powder milk for years. For years, mothers have missed giving their children the necessary nutrition for lack of access to fresh milk. Most of us cannot imagine a childhood without our mothers chasing us with a glass of milk twice a day. But this one-stop nutrition has been elusive for a large part of the country. For our jawans posted in the farthest-reaching areas like <keyword id="6354495" type="LOCATION" weightage="20" keywordseo="kashmir">Kashmir</keyword> or <keyword id="48118" type="CITY" weightage="20" keywordseo="Sikkim">Sikkim</keyword>, lack of access to fresh milk is just another challenge on a list of many others. Spending months facing extreme weather conditions, even cut off from civilization, while defending our borders, the Indian Army has also had to traditionally rely on powder milk. Tetra Pak’s UHT technology and aseptic packaging technology has changed this over the years and given access to fresh milk by eliminating the need for a cold chain during distribution. The Indian Army today consumes over 1 lakh litres of UHT milk every day provided by several different organizations like Amul, <keyword id="53954" type="ORGANIZATION" weightage="20" keywordseo="karnataka-milk-federation">Karnataka Milk Federation</keyword> and is one of the biggest customers for these milk producers. For many years, it was impossible to transport milk to these remote locations because of milk being a perishable product, and the high costs and infrastructure needed to build a complete cold chain for distributing the milk. Mr. R. S. Sodhi, Managing Director, <keyword id="5899354" type="PERSON" weightage="20" keywordseo="gcmmf-amul">GCMMF-Amul</keyword> says, “When we proposed Tetra Pak’s UHT milk cartons to the <keyword id="44299" type="ORGANIZATION" weightage="20" keywordseo="india-army">India Army</keyword>, they readily accepted it. At the very remote locations where it was impossible to get milk, fresh milk is now available. Soldiers feel at home when they drink UHT milk.” Today, UHT and Aseptic technology together are making sure that the Indian Army gets the nutrition they need. Holding on in high seas The challenge of food access is not limited to just the mountains, but also the seas and their coast. In <keyword id="6355466" type="LOCATION" weightage="20" keywordseo="south-india">South India</keyword>, the large coastline is dotted by thousands of fishermen who are dependent on the sea for earning their daily living. As they are off to the sea for days on end it is difficult for them to carry huge packets of milk or food for survival. This is one of the need gaps that was identified by the Karnataka Milk Federation and inspired them to introduce 100 ml <keyword id="5899355" type="ORGANIZATION" weightage="20" keywordseo="tetra-fino-aseptic">Tetra Fino Aseptic</keyword> packages that the fishermen can now carry on their boats and get much-needed nutrition and refreshment. The convenient 100 ml and 200 ml packets are also perfect for families that have low milk requirements and ensure freshness for people who can’t afford to refrigerate milk. One such group of consumers is migrant laborers. These laborers move to temporary labor camps near construction sites for short periods of time with a few essentials that will help them survive for that period. Sometimes a handful of utensils and a few clothes is all they carry with them. No question of refrigeration or storage facilities, and little money to spare. For this group, the Tetra Fino Aseptic is a blessing. The milk package available for INR 10, 20 is a shared asset, with 2 or more people pooling together money to buy a pack and share a few cups of tea. No need for refrigeration also means that they can carry the packs with them to their work site and consume the milk as convenient. As <keyword id="153986" type="PERSON" weightage="20" keywordseo="Rakesh-Singh">Rakesh Singh</keyword>, Managing Director, Karnataka Milk Federation puts it, “The Tetra Fino Aseptic has addressed two issues- where the milk requirement is only for 100 or 200 ml, the consumer need not go for larger packs, and secondly, quality is assured. After all, everyone needs milk, India needs milk and our effort is to take safe milk to every household of this <a name="_GoBack"></a>country”.

How Tetra Pak’s technology is enabling access to safe food across extreme ends of India

New Delhi, Apr 20 () Food processing and packaging solutions major Tetra Laval Group on Monday announced Rs 3 crore donation towards coronavirus pandemic relief efforts in India.In order to support the country's collective response to this crisis, Tetra Pak, Sidel and DeLaval, will jointly donate over Rs 3 crore to various relief organisations across the country with a view to support the COVID-19 relief efforts in India, the Group said in a statement.Out of the total, Rs 1 crore will be donated to the PM-CARES Fund for national relief efforts. Another part of the funds will be used to provide personal protective equipment (PPE), masks and other essentials for frontline healthcare workers across Maharashtra, it added."The remaining funds will be used to augment similar efforts across the country to fight the virus over the coming weeks," the group said, adding the contribution in India forms part of the Tetra Laval Group's recent donation of 10 million euros to support global COVID-19 relief efforts.The donation is in addition to the on-going CSR and community support activities being undertaken by Tetra Pak, De Laval and Sidel. This includes support to the waste-picker families across India who are helping keep the country running, and to the migrant workers and other marginalised communities around our area of operations who are most vulnerable to the impact of the pandemic, the statement said.Employees across Tetra Pak, De Laval and Sidel have also voluntarily contributed a day's salary to central and state relief funds, reiterating their commitment to stand in solidarity with the entire nation to effectively combat the crisis, it added. RKL RUJRUJ

Tetra Laval donates Rs 3 cr towards COVID-19 relief efforts in India

The ongoing <keyword id="1928343" type="UNKNOWN" weightage="20" keywordseo="Sweden-India-Nobel-Memorial-Week">Sweden India Nobel Memorial Week</keyword> 2016, which will go on till October 7, is also lauding innovation, keeping <a href="http://www.businessinsider.in/searchresult.cms?query=Prime+Minister+Narendra+Modi&amp;sortorder=effectivedate">Prime Minister Narendra Modi</a>’s ‘<a href="http://www.businessinsider.in/searchresult.cms?query=Make+in+India&amp;sortorder=effectivedate">Make in India</a>’ initiative in mind. 
 This is the 10th edition of the Memorial Week and this time, the <keyword id="2158545" type="UNKNOWN" weightage="20" keywordseo="Sweden-Embassy">Sweden Embassy</keyword> in India is highlighting innovations done by the Swedish companies, in line with Modi’s vision of turning India into a innovation hub. 
 The <keyword id="23050" type="COUNTRY" weightage="100" keywordseo="Sweden">Sweden</keyword> India Nobel Memorial Week 2016 has a string of events such as seminars and board discussions among well known Indian and Swedish chiefs from government and business and in addition the scholarly world, to rivalries for understudy and social exhibitions. 
 These events are taking place across <keyword id="6359298" type="COMPANY" weightage="20" keywordseo="Indore">Indore</keyword>, <keyword id="2094" type="COMPANY" weightage="20" keywordseo="Pune">Pune</keyword>, <keyword id="6355033" type="COMPANY" weightage="20" keywordseo="Bangalore">Bangalore</keyword>, Hyderabad, Chennai, Mumbai, Ahmedabad, Bhubaneswar, <keyword id="6354925" type="COMPANY" weightage="20" keywordseo="Kolkata">Kolkata</keyword>, Guwahati and New <keyword id="66" type="COMPANY" weightage="20" keywordseo="Delhi">Delhi</keyword>. 
 The highlight of event is <keyword id="3405451" type="UNKNOWN" weightage="20" keywordseo="ibrahim-baylan">Ibrahim Baylan</keyword>, Minister for <keyword id="3719651" type="UNKNOWN" weightage="20" keywordseo="policy-coordination-and-energy">Policy Coordination and Energy</keyword>, and Erik Brandsma, Director General of Swedish Energy Agency, who will be in attendance. Other exciting projects of the week are The Nobel Wall in Delhi, <keyword id="18858" type="COMPANY" weightage="20" keywordseo="Noida">Noida</keyword> and Chennai, The Swedish Film Festival in Chennai and Nobel Memorial Reception. 
 Sweden's Ambassador <keyword id="1441970" type="PERSON" weightage="20" keywordseo="Harald-Sandberg">Harald Sandberg</keyword> said, "The Nobel Week is a great platform to strengthen cooperation and deepen relations between both the countries. India and Sweden do share common basic values and interests, and at the same time, we see a great potential to take inspiration from each other and expand our cooperation across a range of sectors. India is a great example of unity in diversity and Sweden collaborates with India under the India's "Smart Cities" initiative. Many Swedish companies specializing in the sustainable urban development sector have been working in India for many years." 
 The Sweden India Nobel Memorial Week is held in memory of Swedish innovator and giver <keyword id="233417" type="PERSON" weightage="20" keywordseo="Alfred-Nobel">Alfred Nobel</keyword> to observe Indian Nobel laureates and is sorted out in participation with leading Swedish organizations in India. The topic for the tenth version of the Week is Swedish commitments - "Sweden Makes in India", including sustainability and innovation. Our try is to utilize this stage to concentrate on innovations and sustainable advancement, which is the trademark of Swedish organizations." 
 There are around 160 Swedish companies operating in the country employing 160,000 people directly. Big names from Sweden present in India include ABB, Altas Copco, Ericsson, IKEA, SAAB, Scania, SEB, Tetra Pak, Volvo Cars and <keyword id="164894" type="COMPANY" weightage="20" keywordseo="Volvo-Group">Volvo Group</keyword> and the SME partners Blueair, Camfil and CleanMotion. 
(image: indiatimes)

Sweden is showing innovations by Swedish companies in line with ‘Make in India’ initiative

The <keyword id="19956320" type="General" weightage="20" keywordseo="United-Kingdom" source="keywords">United Kingdom</keyword> hosts a diverse group of individuals and families who have accumulated substantial wealth through various sectors, including industry, finance, retail, and technology. Below is a look at the 25 <keyword id="23033805" type="General" weightage="20" keywordseo="richest-people-in-Britain" source="keywords">richest people in Britain</keyword>, each with their own unique journey to wealth, according to The Sunday Times Rich List 2024. <h2> </h2><h2>25. Tom Morris and family</h2>Net Worth: £6.673bn Tom Morris, the founder of Home Bargains, has quietly built a discount retail empire in the UK. Home Bargains has grown to over 500 stores, and Morris’s approach to low-cost, high-volume retailing has earned him and his family a spot among Britain’s wealthiest. <h2>24. Anders Holch Povlsen</h2>Net Worth: £6.73bn Anders Holch Povlsen, a Danish fashion retailer, owns Bestseller, a company with brands such as Vero Moda and Jack &amp; Jones. Povlsen has also become Scotland’s largest landowner. <h2>23. <keyword id="6354819" type="General" weightage="20" keywordseo="Anil-Agarwal" source="Orion">Anil Agarwal</keyword></h2><div type="image" title="Anil Agarwal" agency="BCCL" msid="113051472" hostid="261" sizebytes="1024664"></div>Net Worth: £7bn Anil Agarwal is the founder and chairman of Vedanta Resources, a mining and metals company with operations in India, Africa, and Australia. Agarwal’s rise from a scrap metal trader to a mining tycoon is marked by his aggressive business strategies and expansion into global markets. <h2>22. John Reece</h2><div type="image" title="John Reece" msid="113051663" hostid="261" sizebytes="456630"></div>Net Worth: £7.224bn John Reece is a significant figure in Ineos and is the chief financial officer of the company. Reece's expertise is in finance and management, owing to his Chartered Accountancy background. <h2>21. Andy Currie</h2><div type="image" title="Andy Currie" msid="113051609" hostid="261" sizebytes="455580"></div>Net Worth: £7.257bn Andy Currie is a director of Ineos, the chemicals company founded by Sir Jim Ratcliffe. Currie’s wealth is closely tied to the success of Ineos, where he has played a key role in its strategic direction and expansion into new markets. <h2>20. Denise, John, and Peter Coates</h2>Net Worth: £7.467bn The Coates family founded Bet365, one of the largest online gambling companies in the world. Denise Coates, the driving force behind the company, has built Bet365 into a dominant player in the industry, with significant revenues generated from its online platform. <h2>19. Lord Bamford and family</h2><div type="image" title="Lord Bamford" msid="113051678" hostid="261" sizebytes="1568515"></div>Net Worth: £7.65bn The Bamford family owns <keyword id="107342" type="General" weightage="20" keywordseo="JCB" source="Orion">JCB</keyword>, a leading manufacturer of construction equipment known for its distinctive yellow machines. Under Lord Bamford’s leadership, JCB has grown into a global brand, exporting to over 150 countries and maintaining a strong market presence in the UK. <h2>18. <keyword id="469673" type="General" weightage="20" keywordseo="nicky-oppenheimer" source="Orion">Nicky Oppenheimer</keyword> and family</h2>Net Worth: £7.937bn Nicky Oppenheimer, ex-chairman and once the controlling shareholder of De Beers, sold his family’s stake in the diamond company to Anglo American for $5.1 billion. Since then, Oppenheimer has diversified his investments, focusing on conservation, private equity, and venture capital. <h2>17. Carrie and François Perrodo and family</h2>Net Worth: £9.168bn The Perrodo family’s wealth comes from their privately-held energy company, Perenco, which operates oil and gas fields around the world. François Perrodo, who took over the company after his father’s death, has continued to expand its global footprint, solidifying their position among Britain’s richest. <h2>16. Marit, Lisbet, Sigrid, and Hans Rausing</h2>Net Worth: £9.188bn The Rausing siblings, part of the Tetra Pak dynasty, have expanded their wealth through diverse investments and philanthropy. While their fortune originates from the packaging industry, they have also made significant contributions to charitable causes, particularly in the arts and education. <h2>15. Barnaby and Merlin Swire and family</h2>Net Worth: £9.986bn The Swire family has deep roots in shipping and aviation, with their conglomerate, Swire Group, operating in industries ranging from property to beverages. Barnaby and Merlin Swire oversee a global empire that includes Cathay Pacific Airways and significant property holdings in Hong Kong. <h2>14. The Duke of Westminster and the Grosvenor family</h2>Net Worth: £10.127bn The Duke of Westminster, Hugh Grosvenor, inherited a vast real estate empire that includes prime properties in London's Mayfair and Belgravia. The Grosvenor family’s wealth is tied to their vast land holdings and investments, managed through the Grosvenor Group. <h2>13. Charlene de Carvalho-Heineken and Michel de Carvalho</h2>Net Worth: £11.751bn Charlene de Carvalho-Heineken, the controlling shareholder of Heineken, along with her husband Michel de Carvalho, manages one of the world’s largest brewing companies. Their wealth is underpinned by the global reach of Heineken, which operates in over 70 countries. <h2>12. Michael Platt</h2>Net Worth: £12bn Michael Platt is a hedge fund manager and the co-founder of BlueCrest Capital Management. Once one of the world’s largest hedge funds, BlueCrest now operates as a private investment firm, with Platt’s fortune growing from his successful investment strategies and management fees. <h2>11. Alex Gerko</h2>Net Worth: £12.055bn Alex Gerko, a mathematician turned financier, made his fortune through algorithmic trading. He is the founder of XTX Markets, one of the world’s largest electronic trading firms. Gerko's innovative approach to trading has positioned him as a significant figure in the finance industry, with a rapidly growing net worth. <h2>10. Kirsten and Jorn Rausing</h2>Net Worth: £12.634bn The Rausing family, heirs to the Tetra Pak fortune, continue to benefit from the global success of the packaging company. Kirsten and Jorn Rausing have also ventured into philanthropy and have stakes in various other businesses, maintaining their status among the wealthiest in the UK. <h2>9. John Fredriksen and family</h2>Net Worth: £12.867bn Norwegian-born shipping magnate John Fredriksen has a net worth built on his dominance in oil tanker shipping. He owns the world’s largest oil tanker fleet through his company Frontline and has substantial stakes in offshore drilling, fish farming, and other maritime sectors. <h2>8. Guy, George, Alannah, and Galen Weston Jr and family</h2>Net Worth: £14.493bn The Weston family has long been involved in retail, owning well-known brands such as Selfridges, Primark, and Fortnum &amp; Mason. Their wealth is not only tied to these retail ventures but also to their vast land holdings and investments in the food industry. <h2>7. <keyword id="29201" type="General" weightage="20" keywordseo="Lakshmi-Mittal" source="Orion">Lakshmi Mittal</keyword> and family</h2> <div type="image" title="Lakshmi Mittal" agency="BCCL" msid="113051708" hostid="261" sizebytes="1017200"></div>Net Worth: £14.921bn Lakshmi Mittal, a steel tycoon, transformed a small family steel business into ArcelorMittal, the world’s largest steel producer. Despite facing challenges in the steel industry, Mittal remains one of Britain's wealthiest individuals, with his family holding extensive investments in real estate, including properties in London’s prestigious Kensington Palace Gardens. <h2>6. Idan Ofer</h2>Net Worth: £14.96bn Israeli billionaire Idan Ofer made his wealth through holdings in shipping and energy. His company, Quantum Pacific Group, owns significant stakes in the shipping firm ZIM and the energy company Pacific Drilling. Ofer’s influence extends to football, with ownership stakes in the Spanish club Atlético Madrid. <h2>5. Sir James Dyson and family</h2> Net Worth: £20.8bn Sir James Dyson revolutionized the home appliance market with his innovative vacuum cleaners, hand dryers, and bladeless fans. His company, Dyson Ltd, continues to expand into new areas such as electric vehicles and robotics, reflecting Dyson's relentless pursuit of innovation. <h2>4. Sir Jim Ratcliffe</h2><div type="image" title="Sir Jim Ratcliffe" msid="113051750" hostid="261" sizebytes="459440"></div>Net Worth: £23.519bn Sir Jim Ratcliffe, the founder and chairman of the chemical company Ineos, is one of the most prominent industrialists in Britain. Starting as a chemical engineer, Ratcliffe built Ineos into a global giant with operations in chemicals, oil and gas, and automotive, including the recent acquisition of the British brand, Grenadier. <h2>3. David and Simon Reuben and family</h2>Net Worth: £24.977bn The Reuben brothers, David and Simon, have amassed their wealth through real estate, particularly in London's lucrative property market. Originally making their fortunes in metals and commodities, the Reubens have since transitioned into property, owning prime real estate across London, including iconic locations like Millbank Tower and the Burlington Arcade. <h2>2. Sir Leonard Blavatnik</h2>Net Worth: £29.246bn Sir Leonard Blavatnik, a Ukraine-born American-British billionaire, built his fortune through diversified investments in industries such as oil, gas, and media. A major shareholder in Warner Music Group, Blavatnik's wealth also stems from his private equity firm, Access Industries, which has stakes in a wide array of sectors including chemicals, technology, and real estate. <h2>1. <keyword id="675132" type="General" weightage="20" keywordseo="Gopi-Hinduja" source="Orion">Gopi Hinduja</keyword> &amp; family</h2><div type="image" title="PP Hinduja and Ashok P. Hinduja" agency="BCCL" msid="113051799" hostid="261" sizebytes="944901"></div>Net Worth:£37.196bn Leading the wealth rankings, the Hinduja family, under Gopi Hinduja's leadership, has a vast empire spanning banking, energy, automotive, and more. The Hinduja Group’s origins trace back to India, and today, the family's business interests are spread across 38 countries, with significant assets in the UK.

These are the top 25 richest people in Britain

Artificial intelligence is a driving force behind some of today's most <a target="_blank" href="https://www.businessinsider.com/what-the-ai-revolution-means-for-business-2024-5">innovative business solutions</a>. Companies are using it to revolutionize their customers' experiences, develop better products, and boost brand awareness.<a target="_blank" href="https://www.businessinsider.com/category/cxo-ai-playbook">Business Insider's series "CXO AI Playbook"</a> has been exploring different use cases in depth, digging into various companies — with insight from their executives — that have leveraged AI to serve customers and develop better systems.While some businesses are using AI for internal tasks such as <a target="_blank" href="https://www.businessinsider.com/cisco-is-using-ai-to-help-with-recruitment-2024-5">hiring top talent</a>, others are using it to <a target="_blank" href="https://www.businessinsider.com/ai-improving-investor-relations-with-market-analysis-earnings-reports-2024-5">improve products, services, and experiences</a> that can strengthen their foothold in an industry. Still others are using AI to speed up certain processes: <a target="_blank" href="https://www.businessinsider.com/liverpool-football-club-artificial-intelligence-tool-social-media-content-2024-5">Liverpool Football Club</a>, for example, has used AI to help it quickly post game highlights on social media.As BI's "CXO AI Playbook" series has unfolded, we've noticed certain technology initiatives are making waves and promising breakthroughs in crucial facets of business operations.Here are 10 AI applications companies are embracing.<h2>Automating customer service</h2><div type="image" title="Phone screens showing what Klarna's chatbot feature looks like" height="1125" width="2000" msid="111691357" hostid="261" sizebytes="48692"></div>Application: AI-powered chatbots can assist far more customers than human agents can manage alone, freeing up employees to tackle more-challenging issues.Example: Klarna, a Swedish company that offers a "buy now, pay later" service for online retailers, <a target="_blank" href="https://www.klarna.com/international/press/klarna-ai-assistant-handles-two-thirds-of-customer-service-chats-in-its-first-month/">launched</a> a customer-service AI assistant with OpenAI on its app in January. The assistant is designed to help customers manage their payment schedules and to answer queries.Klarna said that in the assistant's first month, it responded to two-thirds of Klarna's customer-service chats — the equivalent work of 700 full-time agents. Since deployment, the company said, repeat inquiries have fallen by 25%, and issues have been resolved in less than two minutes, compared with 11 minutes previously.Klarna estimated that the chatbot would boost profits by $40 million in 2024, though the company <a target="_blank" href="https://www.ft.com/content/56ab7593-48d9-4e8f-9d70-58c4c6b15c3b">has not been profitable since 2019</a>.<h2>Sampling creative products</h2><div type="image" title="A before and after picture of a living room redecorated using Wayfair's AI-powered Decorify tool" height="900" width="1200" msid="111691361" hostid="261" sizebytes="90432"></div>Application: Generative AI can help customers visualize how products and services would fit into their lives.Example: Wayfair, an online furniture store, launched a generative-AI tool called <a target="_blank" href="https://investor.wayfair.com/news/news-details/2023/Wayfair-Launches-Decorify-a-Virtual-Room-Styler-Powered-by-Generative-AI/default.aspx">Decorify</a> to let shoppers virtually redesign their homes and test out furniture before they buy it.Customers can upload an image of their space and choose an interior-design style, such as "modern farmhouse" or "industrial." The tool then redesigns the space in that style using Wayfair products, which customers can then purchase.Wayfair told Business Insider that the service was growing steadily without advertising and that engagement was high with increasingly long session lengths. The retailer affirmed that since Decorify's launch last July shoppers have used the service to create over 150,000 designs.<h2>Simplifying detail-heavy tasks</h2><div type="image" title="Citi developed look at a computer screen together" height="443" width="591" msid="111691372" hostid="261" sizebytes="25262"></div>Application: Detail-intensive tasks like coding can become less tedious with AI tools that reduce needless repetition and speed up the process.Example: <a target="_blank" rel=" nofollow" href="https://www.americanbanker.com/news/why-citi-is-rolling-out-generative-ai-to-all-its-developers">Citi</a>, the financial-services giant, made its GitHub Copilot tool available to a small group of its developers in 2023 as part of a pilot program. The generative-AI tool acts as a coding assistant, which Citi said makes it faster and easier to develop code and bring insurance and investment products to market.The tool can help with tasks such as finding reusable code in the company's repository. The technology is now available to almost 30,000 of Citi's developers.<h2>Managing warehouses</h2><div type="image" title="A DHL parcel center where packages move across a conveyor belt" height="3375" width="4500" msid="111691362" hostid="261" sizebytes="499312"></div>Application: Monitoring and staffing large industrial facilities day and night can be strenuous. AI robotics can help by tracking warehouse activities and performing tasks.Example: DHL, a logistics-and-shipping company, worked with the robotics startup Robust.AI to develop a fleet of autonomous robots that can manage supply-chain tasks such as picking items from across a warehouse to fulfill a retail order.The logistics company has several robot-related projects, including a pilot program for a robot called Carter, which is designed to use AI to learn and adapt to real-time warehouse conditions. The robot has optical sensors that collect data about the warehouse — including information about the layout, staffing, and inventory — as it performs its tasks. DHL hopes to use this data to make its warehouses more efficient.<h2>Securing networks</h2><div type="image" title="A woman wearing a headset and looking at a computer at a call center" height="3207" width="4818" msid="111691365" hostid="261" sizebytes="421062"></div>Application: Managing cyberattacks is challenging. AI modeling can help companies detect a threat and prevent a breach.Example: <a target="_blank" href="https://business.bt.com/insights/bt-eagle-i/">BT</a>, the UK telecommunications company, developed a cybersecurity platform called Eagle-i. This platform uses AI to detect cyberattacks and issue responses to prevent and mitigate hacks.The platform, launched in 2021 and developed by researchers at BT Labs, uses the spread of infectious diseases in human populations as a model to train the AI platform to detect computer viruses as they spread through networks. The tool is also designed to predict the next stage of an attack to identify the best response. BT hopes the technology will protect its broadband customers from cyberattacks.<h2>Developing products</h2><div type="image" title="Skincare cream in containers at a production facility" height="1179" width="1766" msid="111691360" hostid="261" sizebytes="65836"></div>Application: AI can help businesses find opportunities to enhance existing products or launch new ones.Example: <a target="_blank" href="https://www.beiersdorf.com/beiersdorf-live/career-blog/blog-overview/2023/08/16-skinly-study-skin-research-meets-artificial-intelligence">Beiersdorf</a>, a German personal-care company, uses AI in its research-and-development process for skincare products. Its in-house team deploys predictive modeling to research interactions between skin and skincare ingredients.Beiersdorf's software is designed to predict how someone's skin will age, such as where wrinkles will appear. The company says these insights have helped it identify innovative antiaging solutions. It also says it has used an AI platform to optimize product formulas to minimize the number of lab tests needed.<h2>Monitoring perpetual systems</h2><div type="image" title="A drone for overhead line inspection is in the Eon TestingLab." height="682" width="1024" msid="111691358" hostid="261" sizebytes="38158"></div>Application: Essential services require 24/7 oversight and immediate identification of breakdowns. AI-enabled systems can conduct consistent oversight and spot weaknesses.Example: E.ON, a German utility company, uses AI to maintain its electricity infrastructure. It deploys semi-automated drones to monitor its power-transmission systems. AI software analyzes the drone images to assess whether any components, such as electrical cables and transmission towers, are defective.The company is also testing an AI solution to predict when parts of its energy infrastructure, such as a cable, might need repairs. Executives hope that by detecting failures before they occur, they can prevent disruption. Victoria Ossadnik, E.ON's chief operating officer for digital, told Business Insider that the company hoped to use AI "to accelerate the transformation of the energy sector."<h2>Targeting problems and solutions</h2><div type="image" title="A John Deere Hi-Boy with a New Leader Spin Spreader Box applies dry pelleted nitrogen fertilizer to an early growth grain corn crop in the spring." height="681" width="1024" msid="111691370" hostid="261" sizebytes="114648"></div>Application: When problems are beneath the surface, it can be difficult to target the appropriate resources to fix them. AI can be deployed to calibrate the right response.Example: <a target="_blank" href="https://www.deere.com/en/sprayers/see-spray-ultimate/">John Deere</a>, the maker of agriculture equipment, uses AI in its See &amp; Spray product to help farmers reduce herbicide use and increase crop yields.Crops compete with weeds for water, nutrients, and sunlight. In the past, farmers sprayed whole fields with herbicide to manage weeds. This meant they also sprayed crops and barren soil, wasting valuable resources and time.The company uses computer vision and machine learning to detect individual weeds and apply herbicide only where it's needed. It said this has reduced herbicide use by up to two-thirds.A sprayer mounted on a tractor uses cameras and AI to identify a weed's position as the tractor moves across a field. The sprayer's nozzles then target only that weed with herbicide.<h2>Improving health and safety</h2><div type="image" title="Image of a construction worker, wearing a white hard-hat and neon vest, surrounded by computers." height="527" width="703" msid="111691363" hostid="261" sizebytes="23604"></div>Application: Keeping workers safe requires a deep understanding of risks. AI can help track and synthesize safety data, providing insights that could prevent accidents.Example: Suffolk Construction, a Boston construction company, wanted to <a target="_blank" href="https://www.businessinsider.com/how-ai-helping-predict-safety-risks-construction">take a more data-centric approach to worker safety</a>. Suffolk Technologies Group, a venture-capital group associated with the construction company, partnered with the startup NewMetrix to develop an AI-based safety tool. The team digitized incident data and developed a predictive model.A key component was tracking "safety observations" — the term used for when the team is looking for circumstances that are not in line with safety protocols, such as someone not wearing appropriate protective clothing.The data indicated that the frequency of safety observations was correlated with the total number of on-site safety incidents. As a result of this insight, the team directed the workers to conduct safety observations based on a formula derived from the total number of job hours worked.The data-driven strategy was effective. Suffolk said that after implementing the approach, it saw a 25% improvement in the total recordable incident rate during the past fiscal year."Over the course of the last few years since we've provided more focus on observations, we've seen an overall downward trend closer to 60% in terms of incident rates," a Suffolk spokesperson told BI.<h2>Complying with regulations</h2><div type="image" title="A plate of cubed cheese garnished with herbs and an olive" height="2568" width="3424" msid="111691368" hostid="261" sizebytes="372784"></div>Application: Many companies are sitting on years' worth of valuable product-related data they don't have the time or resources to mine for insights. AI can analyze this data and provide direction to improve decision-making.Example: Tetra Pak, a Swiss food-packaging and -processing company, works with cheesemakers at several stages of the production process. Cheesemakers must meet certain requirements set out by the US Food and Drug Administration, such as those for moisture and fat content. The company uses AI to create optimal cheese recipes that meet these standards.Todd Stertz, a manager for cheese and powders at Tetra Pak, said that while many cheese plants had "vast amounts of historical data," the cheesemakers "did not always use it to the maximum potential." For instance, the data could give insight into how certain manufacturing conditions in the past had affected things like cheese moisture."The vast amount of data is not easy for a human to digest," Stertz said. "It takes a long time to come up with a decision afterwards."

10 AI applications for companies that want to streamline their business and improve customer experiences

<ul class="summary-list"><li>Both Russia and Ukraine employ decoys on the battlefield to draw enemy fire and waste ammo.</li><li>It's tough to make decoys convincing enough to fool the other side though.</li></ul>Russia is deploying fake tanks in Ukraine, echoing tactics seen a war a little over three decades ago, but it can be a struggle to make them convincing, possibly even more so than it was in the past.Drone footage posted on Telegram last month by a group identifying as part of Ukraine's 116th Mechanized Brigade showed what appeared to be <a href="https://www.businessinsider.com/ukrainian-drone-video-captures-field-full-of-inflatable-russian-tanks-2023-9">inflatable Russian T-72 tanks</a> in a field. The drone's operator seemed to notice <a href="https://www.businessinsider.com/russia-inflatable-tanks-misused-not-credible-expert-2023-9">the tanks were not real</a>, zooming in on the puffy tanks in the video. The group warned Ukrainian forces that they should "be careful" to "not spend the ammunition" unnecessarily firing at obvious decoys.The apparent fakes are the latest example of the use of decoys in the war in Ukraine, in which both sides have built a number of fake weapons, some of which are better than others. They are also the latest in a long history of deploying decoys on the battlefield in an attempt to trick the enemy. <div type="image" title="Weapons crew for the Portuguese Air Force Detachment deployed to Aviano Air Base, Italy, in support of NATO Operation &quot;ALLIED FORCE&quot; , gives the pilot the &quot; all stop signal as he prepares the aircraft for de-arming. March 26, 1999 following a mission over Yugoslavia." height="1200" width="1800" msid="104140928" hostid="261"></div>During the 1998-1999 Kosovo War — an armed conflict between the Federal Republic of Yugoslavia and the Kosovo Liberation Army that ended after NATO forces intervened in response to overwhelming evidence of humanitarian crimes and ethnic cleansing against the Albanian people — Serbian troops with the Yugoslav forces got creative in their attempts to craft fake tanks and weapons systems to trick NATO aircraft.NATO air forces prioritized an aerial bombing campaign called "Operation Allied Force" against Yugoslav troops, which lasted over two months. The air strikes were devastating, ultimately prompting the withdrawl of Yugoslav armed forces.Toward the end of the war, NATO pilots claimed successful hits on tanks and artillery almost every day, but it became clear after the war that a portion of the those targets were decoys. Tanks were made of wood and plastic sheeting and wrapped in camouflage netting, according to reporting from <a href="https://www.nytimes.com/1999/07/04/weekinreview/the-world-bombs-are-smart-people-are-smarter.html">The New York Times</a> at the time."One of the big surprises was the extent to which the Yugoslav military was able to use ground decoys to cause us to strike targets that weren't real,'' one senior Defense Department official told the Times.Outgunned by superior NATO airpower, Yugoslav forces took extra steps to try to make their fakes convincing. Troops put metal objects, such as tape or plates, in the sun, getting them warm enough to fake heat signatures. Even trays of water, also heated by sunlight, were placed inside the fake tanks to give the impression the tank was crewed, running, and operational.The <a href="https://www.rand.org/content/dam/rand/pubs/monograph_reports/MR1365/RAND_MR1365.pdf">2001 RAND report</a> "NATO's Air War for Kosovo: A Strategic and Operational Assessment" noted the smart ways Yugoslav forces made decoys appear real to NATO jets, writing: "Not only did the Serbs make successful use of tank decoys made out of tetra-pak milk carton material, they also positioned wood-burning stoves with their chimneys angled to make them look like artillery pieces. In some cases, water receptacles were found in the decoys, cleverly placed there to heat up under the sun to help replicate the infrared signature of a vehicle or hot artillery tube."<div type="image" title="A U.S. Air Force F-16C Fighting Falcon From The 20Th Fighter Wing Takes-Off On A Combat Mission From Aviano Air Base, Italy April 20, 1999." height="730" width="1200" msid="104140929" hostid="261"></div>It's debatable how convincing these decoys were, as different sides of the conflict tell different stories. After the war ended, claims that plenty of phony targets were hit became a major thorn within NATO.''For the most part, our pilots recognized those decoys,'' General Wesley K. Clark said at the time, the Times reported. ''There is a concerted disinformation campaign underway by the Government of Yugoslavia to protect the reputation of its armed forces and to diminish the reputation of NATO's air power campaign.''Yugoslav commanders boasted that they'd fooled NATO pilots into striking hundreds of decoys. To their credit, one former senior NATO official <a href="https://www.nytimes.com/1999/06/28/world/crisis-in-the-balkans-the-toll-damage-to-serb-military-less-than-expected.html">told the Times</a> in a post-war assessment that "NATO hit a lot of dummy and deception targets." "It's an old Soviet ploy," the official continued, referencing the Russian deception tactic known as maskirovka, which involves camouflage, fakes, disinformation, and misdirection, among other things.Countering the narrative on decoys, Clark later ordered a survey on battlefield evidence, which found that just 25 decoys were struck — an incredibly small percentage of the 974 confirmed hits. Further indicating pilots may not have been fooled by the fakes, NATO said that their pilots were operating under a procedure to engage any and all targets, regardless of whether or not they were dummies.Making realistic decoys can be a challenge. In Ukraine, some Russian decoys have been called out by observers for being less than convincing. One expert <a href="https://www.businessinsider.com/russia-inflatable-tanks-misused-not-credible-expert-2023-9">argued</a> the fake tanks in the recent video, some of which were just sitting in the open with no obvious signs of activity and no tracks in the dirt, were "not credible." And earlier this year, Ukraine said some of Russia's inflatable tanks in Zaporizhzhia <a href="https://www.businessinsider.com/ukraine-says-russia-using-inflatable-tanks-they-deflated-2023-1" target="_blank" rel="noopener noreferrer">had seemingly deflated</a> — a dead giveaway.The aim with the decoys, which both Ukraine and Russia continue to employ, is to trick the enemy, draw fire, waste precious ammunition, and potentially get the other side to give away their position. To do that, the fakes need to be convincing and look like the real deal, especially with countless drones swarming the battlefield.As the war drags on, that has created something of a "decoy arms race," <a href="https://www.businessinsider.com/decoy-arms-race-playing-out-ukraine-harder-fake-tanks-weapons-2023-10" target="_blank" rel="noopener noreferrer">an expert told Insider</a>. It's not enough just to place a fake tank on the battlefield. It's got to be treated as if it's real, covered in camouflage material, surrounded by defenses, positioned carefully near shrubbery or trenches, and potentially carrying a heat signature to fool thermal scanners.

Russia's fake tanks in Ukraine aren't always convincing, a struggle another army faced trying to trick NATO jets decades ago

<ul><li>Marketing has always been about understanding how a consumer reacts to certain triggers and how brands can use that to influence them.</li><li>After the year 2020 turned the marketing world upside down, brands and businesses of all sizes had to reimagine their communication strategies and evolve with the rapidly changing times.</li><li>Brands started offering a helping hand to consumers by leveraging their social media presence to either amplify citizens’ SoS for ICU beds or to spread awareness around vaccination registration.</li><li>In 2021, the focus shifted primarily to digital channels owing to the pandemic.</li><li>As we enter a new year with a lot of hope and optimism for the future, we speak to a few brands to discuss how the pandemic impacted their marketing activities and what the future holds for marketing.</li></ul>After months of multiple nationwide lockdowns in 2020 and living and working in isolation, the Indian <keyword id="11095746" type="General" weightage="20" keywordseo="marketing-ecosystem" source="Orion">marketing ecosystem</keyword> started preparing for a new future. Brands decided to pause, reflect, rework their strategies and most importantly, prioritise consumer interest. They focused on creating more enhanced consumer experiences online as we all waited to physically get back to our ‘normal’ lives. A few brands decided to reach out to people who were crying for help and many brands swallowed their pride, kept aside fierce rivalry and started uplifting their competitors in social media posts instead -- even burger and cola wars stopped. Consumers started yearning for stories that uplift and inspire them to keep going in the otherwise gloomy times. There was a new-found appreciation for empathetic advertising and nostalgia marketing in the brandverse, which continued in 2021. Brands delivered some hope and delight with every post and advertisement. They also started speaking one-on-one with their consumers across social media channels more than ever and delivered on what is asked of them because GenZ and Millennials are quick to call out unconnected brand purposes. Brands also moved along with the great digital migration of consumers and expanded their digital presence. They also factored in the massive economic upheavals due to the pandemic and offered value-based deals. They engaged with consumers on smart devices and interfaces across the home, expanded their media mix to include virtual reality, video conferencing platforms and video gaming platforms. This year’s Ipsos and Tetra Pak report found that the personal, economic and environmental fragility experienced during the global pandemic has created a shift from more passive concern to active caretaking -- driven by the desire to protect ourselves, our communities and the security of the planet. People are being more proactive in making the right purchases – for their own wellbeing and for the environment around them. This includes dietary choices and recycling more and reducing waste. As a result, we have seen more eco-friendly product and packaging launches this year. The concern for the environment will only grow stronger and brands will be expected to align themselves with a larger purpose. With a new-found appreciation for life and altered perspectives towards marketing, we reached out to Indian brands from different sectors to find out what are some of the trends that they expect to see in 2022. Here is what they said: Pankaj Sharma, Director – Consumer Products Division, L’Oréal India: Indian beauty consumers have become more discerning as they move between online + offline buying and experiencing paradigms. And in this journey, eCommerce will continue to play a big role in driving beauty in India. It has created more opportunities for consumer experience and demand fulfillment. The initiatives like live streaming, e-BAs, Video-Content on DIY have enabled new touchpoints. This has allowed more specific media and activation plans for each region, depending on the festive peaks. For example, at L’Oréal India, we used Insta-Festive as one of our umbrella themes and could do insta-diwali, insta-pujo, insta-karwa, insta-onam as activation points to engage with consumers on e-commerce and digital with the power of data. Apart from targeting festive occasions, we are moving towards occasion-led purchases, celebrating personal milestones of life. Hence beauty brands are sending out relevant brand communications throughout the year, with the same rigor, as one would have done during the festive season before. The festive season, however, still sees an uptick in purchases and offers a variety of formats to give consumers what they’re seeking. Raunika Malhotra, President - Marketing &amp; Corporate Communications, Lodha: In the coming year, I see stakeholder marketing becoming increasingly relevant. It essentially means working towards creating value for all stakeholders that include customers, employees, vendors, communities, natural capital, cities, etc. The other trend that we will witness is the increased use of analytics and data scientists in marketing communication and performance. Lastly, the pandemic has made people more conscious of the community and the environment at large. They are looking to engage with brands with shared values of doing good for the society and the planet. Abhishek Shahabadi, Vice President &amp; Portfolio Head, Scotch and Premium Whites Diageo India: There’s been good momentum on Diageo India brands in 2021, despite operational challenges due to pandemic led restrictions. This is attributed to the growing trend of ‘at-home drinking’. The off-trade salience increased to 88% compared to 73% in the pre-pandemic phase, as individuals were constrained to more intimate drinking occasions at home. We see at-home drinking as a strong trend coupled with the growth of outdoor experiences in 2022 as the market opens. Keeping this in mind, Diageo India continues to strengthen its in-home play through off-trade and digital along with influencer engagement to embrace ways to make at-home drinking experiences more enjoyable. Arnab Roy, Vice President, Marketing, Coca-Cola India &amp; Southwest Asia: While this year has tested the thinking and resilience of brands worldwide, going forward, we hope that the pandemic continues to regress and we get the real magic back into our lives. As people step out of their homes more often, they will be looking out for more real activities like watching blockbusters at multiplexes, visiting their favourite food “gullies” and travelling more frequently with their loved ones. Post COVID we are also seeing a trend where people are more experimentative and open to new genres of music, food, sports and entertainment. It is thus imperative for brands to deliver integrated experiences at a global scale with the agility, speed and data-driven insights that are required to win locally. Ramesh Kalyanaraman, Executive Director – Kalyan Jewellers: Gold has always been a preferred consumption item for Indians and in the post COVID-19 era, it has also emerged as one of the safer and more lucrative long-term assets. The dynamic market scenario and uncertainty caused by the COVID-19 pandemic led to renewed interest from younger consumers who bought into the idea of gold jewellery, for the first time. Today’s young consumers or millennials consider jewellery as a fashion statement and a style symbol that will go with their sensibilities and help them showcase their true self. Because of this, it has become increasingly critical for jewellery companies to keep up with newer trends and address the changing sensibilities and consumer preferences in this ever-evolving business environment. To address the ongoing digital transformation in India’s jewellery industry, we are focusing on creating a holistic ecosystem, strengthening our omnichannel strategy and making the ‘phygital’ model more seamless. Over the past few years, we have been making consistent investments in developing and leveraging technology to offer convenient solutions to customers for purchasing jewellery or investing in gold. As a result of this, we were well-positioned to adapt to this digital transformation and ventured into newer product categories such as Digital Gold as well as explored newer avenues to reach our customers by introducing services such as Gold Ownership Certificate and LIVE Video Shopping facility, which allowed customers to browse through and purchase jewellery at the comfort of their homes. One of the biggest trends that have emerged out of the nationwide lockdown is an enormous increase in the screen time spent by Indians across digital platforms. In line with this, brands have aligned their marketing budgets towards digital, social media &amp; OTT, especially for including new content. Following this, we have introduced temporary changes to our media mix with a more digital-centric approach, which is a key to making the most during this quarter. With 2022 around the corner, we aim to continue moving forward on this growth trajectory and register consistent growth while widening our consumer base. Kartik Johari, Vice President - Marketing &amp; Commerce, Nobel Hygiene: 2022 will be the golden year for great marketeers, as content will reign supreme. We are drowning in a glut of content, be it 10 sec Reels, to full-blown documentaries. Consumers on the other hand are oscillating between anxiety, fright and boredom. The challenge is up to us, to create content that can engage, reassure, add value and be honest. It is so important to keep a track of how many people the content reaches, who engages, and what they say. We have never had so much data on our interactions and it is time we start using data better! It should be an interesting year for strong brand teams. Ketan Kulkarni, Chief Commercial Officer, Blue Dart: The world has acclimatized to the ‘new normal’ and what seemed to be the most challenging obstacle of 2020, has now enabled us to prepare for any unprecedented events that could cause business disruptions in the future. A major factor in actualizing this is agility driven by technology and automation. The role of logistics has been highlighted over the last two years given our industry’s essential service status and this has only been possible because of the technology-based solutions adopted by resilient players. 2022 will definitely see an enhancement in the ‘Technology-led transformation’ that we are witnessing today. Digitalization across the supply chain from first mile to last mile is the future of the industry; technology enabling near-autonomous facilities, robotics, drone-delivery systems, and 3D/additive manufacturing are going to be adopted very quickly. The reason is, in the event of another unprecedented crisis, organizations would want to ensure ‘business-as-usual’ to cause minimal business disruptions. The underlying theme of 2022 would revolve around creating business models that will survive in a ‘less-contact’ society. Amrinder Singh, Director, Bonn Group of Industries: It's been a fantastic year of change and recovery for both consumers and businesses. Consumers prioritised their safety while dealing with illness, job loss, lack of available products and services. Anticipating change and adapting for future challenges accordingly can help enterprises see around corners and plan effectively for the post-pandemic consumer. Businesses are riding on the pandemic-accelerated digital transformation wave and the trend is likely to continue. Around 80% of companies are allocating resources to improving their e-commerce and shopping platforms. This includes a full 60% investment in their digital direct-to-customer (DTC) channels. The digital shift also includes transforming internal capabilities and creating efficiencies with the help of technology. The future of retail will be omnichannel shopping or phygital retail. New technologies will continue to transform the retail sector with rapid change and innovation. Retail consumers will expect frictionless and tech-enabled experiences. As retailers and manufacturers embrace a direct-to-consumer model through e-commerce, traditional marketing channels will continue to blur. Satish NS, Senior Vice President, Sales and Marketing, Haier Appliances India: Today, hyper-personalization is inevitable for brands to get closer to their consumers. More than ever before, brands need to work on identifying and nurturing relevant cohorts for the business and reach out to them with tailored content that strikes an instant connection between the brand and its consumers. Since digital gives us the liberty to phenomenally reduce the distance between a brand and its customers, it’s important to create critical touchpoints along the consumer journey that will enable a more immersive brand experience with a 360-degree approach. Moreover, leveraging creative strategies on digital to deliver business impact will continue to become even more important in the coming years. Next year, we will also see an uptick in brands that will be experimenting big with performance marketing tools to help drive better ROI for the business. Manish Bandlish, Managing Director, Mother Dairy Fruit &amp; Vegetable Pvt. Ltd: The year 2021 was yet again a dynamic year however, the revival has been remarkable for us at Mother Dairy. Preparedness coupled with collaboration, resilience and agility played a vital role in the pandemic stressed quarter of this year, to ensure wellbeing of each and every employee as well as business continuity in order to serve our consumers. The year saw new products, markets and experiences, both for the business as well as the consumers. Despite the happenings, this year saw consistent supplies as varied channels such as e-commerce continued big-time. In addition, the consumption trend of consumers which began witnessing a change last year are persistent this year as well with in-home consumption and preference for packaged foods going strong.

Marketing trends to watch out for in 2022

Massive disruption and tech innovations are transforming the way we do business, share information, see the world and live our lives. For business leaders, this makes it particularly challenging to stay ahead of the competition and on top of the latest trends or technology. 
 
With the theme “Sharpen Your Edge,” as we look ahead to YPO EDGE 2017 in Vancouver, we asked 10 chief executives from around the world about how they stay sharp as business leaders. From meditation to having a clear vision of the end goal, here are their responses. 
 
1. TAKING TIME OUT IS CRITICAL 
I sharpen my edge by ensuring time out and off-the-grid. In this day and age, having time out is critical. I also read a book a month to keep me current on the topics relevant to my businesses and our success. 
 
—Carl Bates, Chief Executive of Sirdar Group and Co-founder of Contribution Compass, YPO member since 2010 in South Africa 
 
2. BUILD A CLEAR VISION OF YOUR PERSONAL AND PROFESSIONAL GOALS 
I have set my priorities and my values to have clear rules to follow when I am under pressure. I have built a clear vision to define where I want to go professionally and personally, and both need to be fully aligned. If I lose the balance, I review the integrated vision to realign. This makes me focus on what is important. I keep my health (body and mind) as a top priority. I practice, mindfulness, Pilates and healthy eating. Love and good relations at work and in life makes the rest of it. 
 
—Gemma Godall, Founding Partner of Instituto de Inteligencia Emocional, YPO member since 2008 in Spain 
 
3. HAVE FAITH AND STAY HUMBLE 
Have faith. Stay humble and respect all changes. Be faithful to your initial mission and often check back. Go ‘back to school’ at least twice a year to recharge. 
 
—Shiyin Cai, Founder and CEO of Mengxi Real Estate Development Ltd, YPO member since 2012 in China 
 
4. FOCUS ON ALL ASPECTS OF LEADERSHIP 
The world of business is moving at a pace never been seen before. Industries are consolidating, connectivity is changing the market place, competition is disruptive, and the war for talent is relentless. To remain a relevant leader in today’s environment, demands us to sharpen our edge in all leadership dimensions. 
 
—Michael Zacka, President of Tetra Pak Asia, YPO member since 2013 in Singapore 
 
5. GET OUT OF YOUR HEAD 
I keep my edge by meditating. I believe we need to ‘get out of our heads’ regularly to maintain momentum. 
 
—Greg King, Director of Ascot Capital Limited, YPO member since 2006 in Australia 
 
6. MEET NEW PEOPLE 
I stay sharp as a business leader by trying to meet a person outside my normal circles every two weeks. In an increasingly volatile world it’s important to get differing sources on information and viewpoints to help navigate the way forward. 
 
—Dhruv L. Pandit, Director of Executive Residency by Best Western, Nairobi, YPO member since 2004 in Kenya 
 
7. THINK LIKE A STARTUP 
Every few years I ‘restart’ my current core business by changing its products and direction completely. This keeps me on my toes and I am forced to think like a startup all the time. I also visit and help some of the less fortunate citizens of the world so that I am reminded that I have a higher purpose in life. Their success is my success. 
 
—Nina Chen, CEO of Harvest Education Technical College, YPO member since 2016 in Australia 
 
8. BREAK A SWEAT 
I start every day with a workout (usually SoulCycle). It energizes me, and keeps stress at bay. I’m at my best after a good sweat session; it always gets the day off to the right start. 
 
—Carolyn Betts Fleming, CEO of Betts Recruiting, YPO member since 2014 in the United States 
 
9. GO BACK TO SCHOOL 
Once every 10 years, I do a big course like an Advanced Management Program (AMP) or Owner/President Management (OPM). Every year, I try to attend one University and every six months an international YPO event. And I read a lot, especially the latest books about strategy and business models. 
 
—Enrique Quemada, President of ONEtoONE Corporate Finance Group, YPO member since 2012 in Spain 
 
10. PUSH YOUR BODY AND MIND TO THE EDGE 
To win you need to have strong mental discipline. I compete in endurance events which physically pushes my body and mind to the edge, this training keeps me sharp as a business leader. 
 
—Sebastien Eckersley-Maslin, CEO of BlueChilli, YPO member since 2016 in Australia 
 
(The article is authored by Jovie Baclayon - Social Media, YPO. YPO is the global platform for chief executives to engage, learn and grow. YPO members harness the knowledge, influence and trust of the world’s most influential and innovative business leaders to inspire business, personal, family and community impact. Leadership. Learning. Lifelong. For more information, visit YPO.org‬) 
 
(Image: Thinkstock)

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