Promotional video montage featuring various Tata Consumer Products brand advertisements, including clips from Ching's Secret campaigns with spy-themed characters such as Agent Ching and Professor. The transcript content is heavily garbled throughout this section.
Premium collection. Five years ago, we hit the fast forward button and boldly ventured into the FMCG game. From tea and salt to snacking, hydration, breakfast, and beyond, we became the new age FMCG face of the Tata Group. And this is our journey. 2020, the year of transformation. Tata Global Beverages evolved into Tata Consumer Products. Tea and Salt, we acquired 100% of NourishCo, and 'for better' became our way forward. We scaled fast. Soulful joined the journey. Starbucks soared to new heights. We laid the groundwork, built a solid distribution base, started crafting a robust digital backbone, established a foundation strong enough to propel us into the future. We became a giant distribution engine. From hydration to health, we spotted white spaces and filled them right. With our innovation engine firing and more people embracing growth mindsets, we began shaping a future-focused organization, one that inspires us to always aim for better sourcing, for better nutrition, for a better planet, for better communities. Smarter, faster, hungrier. We dug deeper into rural India, welcomed Organic India and Ching's into our growing family and reached 275 million households. 150-plus product launches in just 5 years. Our innovation-to-sales ratios surged to 5.2%. Growth businesses now contribute 28% of our India portfolio. And as the days roll by, we are taking the growth to the next level. Over the past 5 years, we have delivered consistent growth. Net revenue has expanded at a strong 13% CAGR. EBITDA has grown steadily at 14% CAGR and net profits have accelerated with an impressive 23% CAGR. Meanwhile, our stock prices have scaled at a staggering pace. The journey has only just begun. Powered by empathy, integrity, agility, excellence, ownership. We are one dream, one unstoppable team. Tata Consumer Products. For better.
From a region where nature freely walks and weaves with the mighty Brahmaputra, and lush tea estates yield bold, full-bodied leaves. Tata Premium brings you the finest Assam Chai, expertly crafted for the authentic taste of your region. Various additional promotional clips and brief dialogue scenes follow.
In India, tea is more than just a beverage. It is an everyday ritual that energizes the nation. Tata Tea Gold, a leading tea brand in the country, stands for Josh. This year, the brand set out to celebrate a powerful yet often overlooked embodiment of that energy: the homemakers. Every homemaker carries a fire that fuels every home. Yet, her efforts often go unrecognized. We launched a campaign to change that. With our television commercial, we saluted the indomitable spirit of every homemaker. It resonated deeply with homemakers. But we did not stop there. To build meaningfulness by contextualizing the brand proposition, we needed to tell their unique stories at scale. But with millions of such stories, telling each one individually was impossible. So we took a different approach. We created an intuitive WhatsApp AI-based tool that made honoring homemakers effortless. They say a picture can speak a thousand words. So we invited people to share a photo of a homemaker showcasing her fire within. Our advanced video intelligence AI, trained to analyze the surroundings, actions being performed, and the facial expressions of the pictures, pieced together visual cues and transformed it into a story, showcasing her as the hero of the Agni TV scene. With cinematic recreation of stories, we turned everyday moments of homemakers into heartfelt stories. For the first time, AI was not just processing data. It was recognizing resilience and turning unseen sacrifices into powerful stories. The results were spectacular as the campaign sparked a cultural shift where every homemaker's untold story of Josh was finally seen and celebrated.
Brand slogans, jingles, and additional promotional content follow, including advertisements for Tata Coffee Grand, Organic India, and Himalayan Natural Mineral Water, featuring brief dialogue scenes and product endorsements. The transcript content in this section is largely garbled.
Good morning, shareholders. I am Delna Sarda, Company Secretary of Tata Consumer Products Limited. I welcome you all to the 63rd Annual General Meeting of your company. Even though most of you are familiar with the process for attending the virtual AGM, I would briefly take you through certain important points. All members who have joined this meeting by default are placed on mute mode by the host to avoid any disturbance arising from background noise and to ensure smooth and seamless conduct of this meeting. The live streaming of this meeting is being webcast on the NSDL website. During the Q&A session, the Chairman will announce the name of registered speaker shareholders who will be given an opportunity to speak one by one. To start speaking, the shareholders are requested to unmute themselves. Each speaker is requested to limit their speech to 3 minutes to allow shareholders to express their views. In case of any technical difficulties, you are requested to refer to the helpline number mentioned in the notice of this meeting. I would like to now briefly take you through the e-voting process. The Companies Act and SEBI regulations provide for electronic voting. Accordingly, the company has provided its members with the facility to cast their vote through the remote e-voting system administered by NSDL. The remote e-voting period was open from June 6 at 9:00 AM till June 9 at 5:00 PM India time. For members attending this meeting who have not yet voted, the facility to vote during the meeting is also available, which is active now. Members can visit the voting page of the NSDL e-voting website and cast their vote and simultaneously attend the meeting. Since the meeting is conducted through audiovisual means, the resolutions mentioned in the notice have already been put to vote through remote e-voting. There will be no proposing and seconding of resolutions. With this, I would request the Chairman, sir, to kindly take over the proceedings of the meeting. Over to you, Chairman, sir.
Good morning, shareholders. It is my pleasure to welcome you all to the 63rd Annual General Meeting of Tata Consumer Products Limited. I thank all the members who have joined this meeting today. The Ministry of Corporate Affairs through its general circulars has permitted the holding of the AGM through video conference and other audiovisual means. Hence, in compliance with the directions of the Ministry of Corporate Affairs and as per the SEBI Listing Regulations, this AGM is being conducted through audiovisual means. The live streaming of this meeting is also being webcast on NSDL's website. The company has taken the requisite steps to enable members to participate and vote on the items being considered in this AGM. As the requisite quorum is present, I am calling this meeting to order. Now I would like to request all our board members who have joined this meeting through video conference to introduce themselves. As I call their names, I request the directors to greet the shareholders. Shikha Sharma.
Good morning, shareholders. Welcome to all of you. I am Shikha Sharma. I am an independent director on Tata Consumer. I am the chair of the Nomination and Governance Committee and a member of the Audit and Risk Committees. I am joining this meeting on VC from Ahmedabad.
Good morning and namaskar, shareholders. Thank you, Chair. I am KP Krishnan, independent director of the company. I chair the Audit Committee and the Stakeholders Relationship Committee, and I am also a member of the Corporate Social Responsibility and Sustainability Committee. I am joining this meeting through video conferencing facility from Kerala. Thank you.
Sorry. Good morning and welcome, shareholders. I am Bharat Puri, independent director of the company. I am chairman of the Risk Management Committee and a member of the Audit and Nomination and Remuneration Committees. I am joining this video conference from Portugal.
Good morning, shareholders. I am David Green, independent director of the company and chairman of the Corporate Social Responsibility and Sustainability Committees. I am also a member of the Audit Committee and Risk Management Committees of the company. I am joining this meeting through VC from London.
During the year, Mr. PB Balaji ceased to be the director of the company. I would like to express my deep appreciation for the valuable contributions that he made during his tenure as the non-executive director on the board and wish him continued success in his future endeavors. Along with me present here are Sunil D'Souza, Managing Director and CEO; Ajit Krishnakumar, Executive Director and Chief Operating Officer; Ashish Goenka, Group CFO; and Delna Sarda, Company Secretary. Mr. Shivakumar, Chief Financial Officer of the company, has also joined this meeting through audiovisual means from the corporate office in Bangalore. The statutory auditors and the secretarial auditor have joined this meeting online from Mumbai and Kolkata respectively. Additionally, the members of the senior leadership team of the company have also joined this meeting virtually from their respective locations. The company has received letters along with the board resolutions from 32 corporate shareholders appointing and authorizing representatives under Section 113 of the Companies Act, 2013. These representatives represent 33 crores 89 lakhs 33,130 shares totaling 34.24% of the paid-up equity share capital of the company. As there is no physical attendance of members, the requirement of appointing proxies is not applicable. The registers as mandated by the Companies Act, 2013 and the documents specified in the AGM notice are available for inspection. Since the notice convening this meeting is already circulated to the members, I take the same as read. Since the statutory auditors have not made any observations, qualification, disclaimer, or comment in the report regarding the financial transactions or matters adversely affecting the functioning of the company, there is no need to read the auditor's report. With that, I would like to make some comments about the broad macro scenario and also the performance of the company and what the future holds for us. The year began with positive developments including the signing of the landmark EU trade agreement and the interim India-US trade deal. However, by early March, the start of the West Asia crisis brought a lot of concerns about stagflation, falling output, coupled with rising inflation. The world today is being reshaped by geopolitical shifts, supply chain disruptions and realignments, energy transition, and rapid advancements in AI. In this environment, businesses have been prioritizing resilience and business continuity, productivity and trust-based decisions over mere efficiency. In this backdrop, we are fortunate that India remains a bright spot in the world and continues to be the fastest-growing major economy, primarily led by demographic strength, expanding physical and digital infrastructure, significant growth due to consumption, and rising aspirations of the population. It continues to offer strong growth and a very large market. Indian consumers and their consumption patterns are constantly evolving. Lifestyles are changing. New retail formats are emerging. Digital commerce, and particularly quick commerce, is changing the way consumers eat, drink, and shop. This presents a significant opportunity for companies who can combine consumer-first thinking, innovation, execution excellence, and enjoy a trusted brand. Tata Consumer Products is extremely well positioned in this scenario. Specifically, coming to the year FY2026, the consolidated revenues in rupee terms grew 15% to 20,290 crores, and the constant currency growth was around 12%. The growth was pretty broad-based across India, international, as well as non-branded businesses, and the growth came through both organic mechanisms and also through the acquisitions that we had made. The EBITDA grew at 12% to rupees 2,815 crores, and the group net profit grew 20% to 2,547 crores. The board has recommended a dividend of rupees 10 per share, reflecting our confidence in the company's strong cash generation and long-term outlook. Tata Consumer has completed its evolution from being a tea and coffee company to tea, salt, and a multi-category FMCG company offering a wide range of beverages and food products. The company has created a very strong foundation encompassing distribution, innovation, digital capabilities, and brands. The company touches 290 million households across the country. The company is now leveraging this platform with its diverse mix of heritage and new-age brands to tap into a wide range of demand and consumption occasions. The core businesses of tea and salt continue to provide stability and scale, while the growth businesses continue to build momentum. Categories such as packaged foods, pantry staples, and ready-to-drink beverages continue to grow. The growth businesses now account for 30% of the India portfolio, up from 26% last year. New sales channels led by the rapid expansion of quick commerce continue to outpace traditional retail, with the new channels now contributing over 35% of our India business. At the same time, traditional retail remains the backbone of our go-to-market efforts. Tata Consumer has driven growth both organically and through acquisitions. Organic growth is visible in the success of our new launches including products like dry fruits and cold-pressed oil. The integration of recent acquisitions such as Capital Foods and Organic India has significantly expanded our total addressable market. While Organic India has been growing, Capital Foods is in the initial years and is expected to grow significantly to give us a strong presence in that segment. Tata Consumer is focusing on digital transformation by embedding digital capabilities across all the functions and the value chain of the company. The company is also investing to leverage AI both in product development cycles as well as in forecasting and predicting consumer trends and marketing and optimizing overall operations. TCPL is also committed to building a business that is not only profitable but is responsible and future-ready. The sustainability roadmap is aligned with the Tata Group's overall vision under Project Alingana and spans all areas of the company including responsible sourcing, resource efficiency, and nutrition enhancement. In closing, I would like to thank all our shareholders for your continued faith and trust in the company. The journey ahead is one of ambition, responsibility, and purpose, and I am confident that your company is extremely well placed to deliver enduring value in the times to come. With those words, now I would request Sunil D'Souza to make a presentation on the performance of the company.
Thank you, sir. So as the Chairman mentioned, we are an integrated food and beverage company with the Tata heritage, aspiring for a larger share of the FMCG world. We crossed 20,300 crores consolidated revenue in FY26 with a market cap of approximately 100,000 crores. We are now among the top 10 FMCG companies in India, number two branded tea player globally, a reach of 290 million households, and we distribute to roughly 4.5 million retail outlets, employing north of 11,000 employees worldwide. In terms of financial performance, our consolidated revenue was up 15%. The India business grew 14%, and the growth businesses, which we classify as Salt, Capital Foods, Organic India, Soulful, and ready-to-drink, were up by 24%. Our international businesses also delivered strong growth at 16%. Non-branded business was up 25%. Consolidated EBITDA was up 12% with margins of 13.9%. And group net profit was up 20%. We were focused on cash and free cash flow to EBITDA was 107%, and as the Chairman mentioned, the proposed dividend is rupees 10 per share. In terms of business segments, India Beverages was north of 6,000 crores, growing 8% at 6,467 crores. India Foods became our largest segment at 6,588 crores, growing 18% last year. International almost touched 5,000 crores at 4,868 crores with constant currency growth of 9%. Non-branded had a strong year at 2,387 crores, growing 23%. Overall, 20,290 crores, growing constant currency at 13% and reported at 15%. Revenue up 15%. EBITDA up 12%. Profit before tax was up by 23% at 2,193 crores. Group net profit up 24% at 1,552 crores. And we are sitting with roughly 2,978 crores of cash. Our EPS at group level was 15.6. But if you adjust it for the amortization that we do for Capital Foods and Organic India, we are at 17.3. In terms of results for FY26, the India business grew 14%, and if you look at CAGR from when TCPL was founded in 2020, we are up by 16%. International FY26 was up 16%, and CAGR was up 7%. Consolidated revenue FY26 was up 15%, and our CAGR is 13%. Consolidated EBITDA FY26 was 12%, CAGR is 14%. And group net profit FY26 was up 20%, CAGR of 22%. In terms of efficiencies, we actually use less working capital today than when we started six years back. Our working capital is at 21 days. The India business is at minus 2. Adjusted EPS, as I mentioned, is up to 17.3 from 5 which we started six years back. Free cash flow is higher than EBITDA at 107%, and we have delivered steady increasing dividends. Market cap from where we started is roughly four times, at roughly 1.17 lakh crores, up from 33,800 crores in May 2020. Our strategic priorities remain constant. We are strengthening our core and accelerating growth businesses, building on new opportunities, driving execution excellence every day, creating a future-ready organization, driving digital and innovation, and embedding sustainability. We are putting our money where our mouth is. We are a brand company. Our A&P to sales was 6.7% last year. Growth businesses contributed 31%, and they are continuously increasing in contribution. Our growth for the growth businesses last year was 24%. We have relayed our entire distribution system by February 2026 to provide more focus to our growth businesses, especially in tea and salt dominant markets. We have one model which is salt and non-salt in 21 cities where salt is dominant. We have got 64 cities where we have separated tea and salt, which we call core and growth distributors. And the third model is common distributors in seven cities. We are focused on embracing the channels of the future as the consumer shifts, and we are creating new channels. Modern trade contributes 15% of our business and has grown at 20% last year. E-commerce and quick commerce contributes 19% of our business and grew at 62%. In addition, we have created three new channels over the last two years. Food services, we exited at an ARR of 170 crores in Q4. Vending, tea and coffee vending, we exited at 100 crores. And the pharma channel we exited at 30 crores of ARR. We focused on innovation. Our innovation revenue is up 7x, and we are almost best-in-class at a 4.5% innovation-to-sales ratio for the last two years. We have launched 80 products last year, doubling our run rate from FY25. All our innovation is focused on three big pillars: health and wellness, convenience, and premiumization. We are focused on sustainability, as Chairman mentioned, with Project Alingana as the bedrock. We featured in the S&P Global Sustainability Yearbook for the second consecutive year with a corporate sustainability assessment score of 73 out of 100. We were ranked among the top three companies by BW Business World in India's 60 most sustainable companies for the second consecutive year. In terms of business performance, India packaged beverages volume was up 3%, revenue was up 6%, and our coffee revenues grew 43%. The India packaged beverage business crossed 5,000 crores revenue milestone. India foods volume up 12%, revenue up 18%. It became the largest business segment. Salt grew by 14% led by double-digit volume growth and crossed 4,000 crores in revenue. Soulful grew 46% led by strong execution and new product development. Our ready-to-drink business grew 20% volume, 10% revenue, and almost touched 1,000 crores. Tata Copper Plus continued to scale with 26% growth. Capital Foods and Organic India combined grew 12%. Capital Foods was 839 crores, Organic India 478. Combined gross margin was at 48%, significantly accretive to our base India business. Our non-branded business, soluble's revenue was up 29%. Plantations grew 10%, and therefore total revenue was 23%. Profitability for the business continues to remain in a healthy sustainable range. Starbucks, now we are present in 80 cities, 502 stores. We opened 23 new stores during the year. We delivered a 7% revenue growth with double-digit EBITDA, and same-store sales growth was positive now for FY26. In international, we grew 9% in constant currency, reported was 16%. In the US, Eight O'Clock has now gained share for six consecutive quarters. In the UK, market share in our focus fruit and herbal category is now about 10%. And in Canada, Tetley was the fastest-growing major brand in herbal tea. That brings me to the end of my presentation.
Thank you, Sunil. Now I would like to move to the next section and invite all the shareholders who have registered to offer their comments in this AGM. Totally there are 57 shareholders who have registered to speak today. So I would request each shareholder to be very brief and also not repeat anything that has already been said. Thank you, and let me start with Arun Kumar Bopana.
Good morning, sir. Thanks to Delna and team for the new VC. Sir, you are a marathon runner. With advancing age there is always receding hairline and expanding waistlines, but in your case the fan base of shareholders is increasing. Yesterday we had 44 in DCS and today we have 57 speakers. So I am going to be brief and spare you all the ordeal of four hours. In the Woke world or the Trump world, TCPL has done well. Sunil and Ajit and team, in the storm they put up the strongest sail and saw that TCPL of Tata should never fail, because the greatest companies do not simply grow, they shape the future and set their flow. So I sent the questions but I will ask only a few questions now. What is the value addition for shareholders with the acquisition of Capital Foods and Organic India? How much of recent growth came from price increases versus actual volume growth? Are we setting industry standards or following established leaders? Can we become India's top three FMCG company in the future? How are we building a direct-to-customer ecosystem? How concerned is management about rising competition from quick commerce-driven private labels and against the fast-growing regional food brands that are steadily gaining market share day by day? Could TCPL eventually consider separating the beverages and food business in the future to unlock shareholder value? So with this I wish you all the best, sir. I hope my other shareholders also follow my time and reduce their speeches. Thank you very much. I am in Bangalore.
Thank you, Mr. Bishwendra Kundu.
Shareholder attempts to speak but experiences persistent audio difficulties. Despite multiple attempts by the Chairman and technical team to resolve the connection issues, the shareholder is unable to be heard clearly and ultimately drops out of the meeting.
Namaskar and a very good morning, Chairman sir and board members. I am Vinita Hunani from Hyderabad, a proud shareholder of the company and a member of Millennium Mums. Firstly, I want to congratulate the management for saving 267 tons of plastic through innovative reuse and optimization in Tata Salt. My first question is: with the company generating strong free cash flows and sitting on a healthy net cash position of 300 crores, how do you see the company growing organically or inorganically? Will the company address the gaps in the growth areas or is it open to other new areas of acquisition? My second question is: the latest GLP-1 program to manage weight and diabetes opens an estimated 2.5 lakh crore market opportunity. How is our company planning to address it? Thank you.
Good morning to everyone. Respected Chairman, esteemed board members, and fellow shareholders. Myself Manas Banerjee, joining this virtual AGM from Kolkata. First, I congratulate the management for a robust financial year 2026 performance: 15% growth in revenue from operations and consolidated net profit of 20%. I also thank the board for recommending a final dividend of rupees 10 per equity share, up 21% from the previous year. Sir, I have three points for your kind consideration. Number one: Tata Starbucks scaled aggressively in prior years. What are the current store count targets for FY2027, and how is profitability trending across tier 2 and tier 3 cities? My second point: our company is doing amongst the best on quick commerce and e-commerce platforms. So what has really worked well and has allowed you to outperform even compared to GT where you have had longstanding relationships? And my final point: do you think that your product portfolio is now more or less complete and you would focus more on driving sales in the existing products, or would you plan to expand it further? Before I conclude, I extend my gratitude for the exceptional support provided by our respected Company Secretary and our full team for their excellent investor services and dedication. I thank you for your patient hearing and wish the company continued success under your leadership. Thank you, sir.
Namaste and greetings to respected Chairman, all the board members, and stakeholders of my company. It is indeed a pleasure to attend this meeting. My name is Dr. Vipul Jamadar, residing in Surat. Hearty congratulations to all the stakeholders for such a robust performance year on year. Certain questions which I would request you to address, respected Chairman. First: innovation remained our paramount growth driver contributing to almost 4.5% of sales. We have launched 80 products across value-added, wellness, and convenience categories. How future-ready do you believe our product portfolio is, especially when the lifestyle of people is drastically changing with focus on less sugar content, no palm oil, and much more? Additionally, what would be an ideal ratio of R&D in the overall capex if it were to increase? How much tailwind can it provide to our margins? Second: there are several headwinds currently, locally as well as globally. Some of them I highlight: El Nino prevailing this year, fear of economy entering into a higher interest rate cycle, rise of inflationary pressure, volatile crude oil prices, and much more. Can you kindly enumerate, amongst our wide product ranges, which ones are the highest and which ones are the lowest prone to such headwinds? After fully pricing in all the negatives, what is the lowest as well as maximum volume growth band for these categories for the coming year? Third: we have significant export markets currently, and individually their contribution is significantly going to increase on top-line as well as bottom-line with significant currency depreciation in the background. What are your projections for these markets, especially when the world believes the southern globe, especially Africa and Southeast Asia, will be driving the next leg of growth? Additionally, our nation has successfully made FTA pacts with several developed nations like EU, UK, Australia, and New Zealand, and some are in progress as well. How incrementally are we going to tap the existing and explore untapped markets in the future? Fourth: with respect to Starbucks, we have added 23 net new stores in the last quarter, with total stores at 502. One of the key turnarounds was that same-store sales growth turned positive for the full year. What are your views on whether this trend will continue, and what are the major headwinds in this particular segment? Fifth: our margins saw a significant uptick in some segments due to lower tea prices and lower cost of inventory. We raised our ad spend from 6.5% to 7.5% of total sales. But now dynamics have changed with rising crude oil prices. In order to maintain such an uptick in margins, what range of price actions on average do we need to undertake? Lastly, from a broader point of view, our company is trying to deleverage its image from just a tea brand, with many mergers and acquisitions like Organic India and Capital Foods. How strong and big a brand will Tata Sampann be in the coming years? Thank you, sir, for providing this opportunity.
Good morning, everyone. Respected Chairman sir, members of the board, and fellow shareholders. I am Subhashkar, joining from Kolkata. First of all, sir, I would like to extend my heartfelt congratulations to you and the entire management team on achieving the significant milestone of crossing rupees 20,000 crore in revenue. Your efforts have truly paid off, as reflected in the excellent dividend payout and the strong CSR framework. Chairman sir, your speech was outstanding and provided valuable insights about our company. Sir, I strongly support all the resolutions through remote voting. Sir, I have a few questions. Firstly, EBITDA margin declined to 13.9%. Despite strong revenue growth, what is the medium-term margin outlook, and can India both offset pressure from international and non-branded business? Secondly, the US coffee business has crossed rupees 2,000 crore in revenue. What is the long-term vision for the international business, and do you expect it to become a larger contributor to the group's profitability over the next three to five years? Lastly, does our company have any plans for West Bengal? Now that a new industry-friendly double-engine government has come to power, would the company consider taking steps to fulfill the development ambitions of the people of West Bengal by establishing a large-scale industry project in the state? I would like to express my sincere gratitude to the company secretary and the entire investor services team for their excellent service. I would especially like to thank you for sending the hard copy of the annual report well in advance and for maintaining regular communication with us. That is all from my side. Thank you, sir, for the opportunity to speak. Namaskar.
Good morning, Chairman sir and members of the board. I am Monu Jain from Surat, a proud shareholder of the company and a member of Millennium Mums. My question is: last year we saw meaningful improvement in Tata Starbucks performance and crossed a key store milestone. What is the board's view on the path to profitability for the joint venture from here? And my second question: how do we see El Nino affecting our core tea and coffee production and the other agro commodities for the growth businesses? How is the company prepared to handle it? Thank you.
Very good morning, respected Chairman, board members, and fellow shareholders. Myself Lily Pradhan, a long-standing shareholder from Kolkata, attending this meeting through video conferencing. First of all, I sincerely thank the board of directors, respected Chairman, respected MD, respected CFO, respected Secretary with secretarial team, and also respected moderator. Please continue VC more in future for worldwide participation. I admire the Secretary's coordination. Chairman sir, I am genuinely proud of your polite, decent, hardworking, patient nature and humble leadership, which inspires great confidence among shareholders. I am hopeful that under your able guidance, our company will continue to achieve greater and greater success in coming years. I received the e-notice well in advance and also the hard copy of the annual report, which has a very knowledgeable and meaningful cover page, and the balance sheet is also transparent. Congratulations on my company's strong and sustainable growth. The credit rating of the company is very good. The company's export is increasing, which is very good. Now I have some specific questions. In the present situation, are there plans to invest in expanding the business internationally? What will be the expected return on such investment? What is the timeline? What strategies does management have to scale revenue materially? Next, what has been the trend in operating margins before other income over recent quarters? What are the key risks that could affect performance, and what mitigation strategies are in place? Nothing more. As a woman speaker, I always request: always support women empowerment, which is most important. Thank you, thank you so much, with warm regards and best wishes. All the best.
Thank you for having me, and really thank you for giving this opportunity. Please continue having the meetings on an online platform. It is very helpful for investors like us joining from overseas. I just had a couple of brief questions. Someone mentioned about expected growth from premiumization and volume expansion, so if you could give an overview on that. And my second would be: since the dividend this time has been very healthy, I would like to ask how the board prioritizes between acquisitions, dividends, debt reduction, and organic expansions. Someone mentioned about opportunities in foreign markets. Please give us an overview on that too. And lastly, what milestones should the shareholders be watching over the next 24 to 36 months? I think that will be all from my end. Thank you.
Very good morning, Chairman, MD, Board of Directors, and key managers and CFO. Myself Jay Bakshi, connecting from the city of Kolkata. First of all, I convey my thanks to our Company Secretary for maintaining good investor-friendly relations with the shareholders and presenting a detailed annual report, and also thanks to our Kolkata office team for helping to sort out our queries whenever we reached out to them. Sir, the initial speech along with the MD's was very informative about our company, and also our annual report is presented rich with diversified products displayed in the pages. I am personally satisfied as we love to consume our products. Congrats for the achievement of the milestone of passing the 20,000 crore annual revenue mark and also for our growth and profitability. How do we plan to manage the headwinds from volatile commodity costs? Our long-term growth target over the next two to three years, kindly share, and especially for high-margin categories like Tata Soulful and ready-to-drink beverages. What are the plans regarding the Starbucks stores escalation program, and how are we coping with the change in consumer behavior through technical innovation and introduction of higher-value premium products? What is the percentage of business generated from rapid expansion of quick commerce? Kindly share. And the status of the R&D facility for Ayurvedic formulations, kindly throw some light. And congrats once again for the reduced plastic usage by 1,700 metric tons through innovative packing processes, and also continue promoting organic products as we are also reaching out to the farmers. And congrats for the CSR activities and also for the awards which we have received.
We are concerned and have nothing more to add. We will continue with our growth story and increase our brand value, which will help with the assistance of all concerned and with the VC in the future so that we can easily get connected. Thank you, sir, for the opportunity.
Good morning, Chairman and esteemed board members. I am Sha from Kolkata, a proud shareholder of the company and a member of Indian banks. My question relates to the advertising strategy. As advertisements shift rapidly from traditional television to digital platforms, Tata Consumer has also been adapting its marketing approach, though fragmented. However, while the company has been very aggressive in launching new products and entering new categories, the visibility of its advertising campaign does not appear to be equally prominent across its core brands. Apart from campaigns featuring Ranir Singh of Fortune Secret and Sachin Tendulkar for Organic India, we do not see many high visibility initiatives in the FMCG sector. Sustained advertising and strong consumer recall are critical for market share gains and long-term growth. Please share some light on how Tata Consumer plans to strengthen brand visibility and consumer engagement across its core portfolio in an increasingly digital-first advertising environment. Secondly, in the beverages segment where competitors leverage superstars as brand ambassadors, what is Tata Consumer's strategy? Thank you, and I wish the company continued success.
Okay. Honorable Chairman, sir, our distinguished board members, our honorable young, charming, and dynamic CS Delnasban, and all my staff and shareholder family members. Ladies and gentlemen, a very good morning to you. I am Dh Wakil from the Dream City of Mumbai. I am a shareholder of this company. When our certificate was there, the company's name was sometimes Tata and Tata Finley also. I am a very old and proud shareholder of our company. At the outset, I thank a lot to our entire CS team headed by Delas Bank for sending me the annual report and all the relevant documents as per my request and the proper meeting link also, and her entire secretarial team consisting of Supinder, Nikita, and all. I am very much thankful to them. Then, Chairman, sir, why online meeting? You should hold a hybrid meeting. See, you all have assembled at a common venue, common class, so we can have a hybrid meeting, and you should also arrange some informal get-together for better interaction and subsequent questions and information. I need our contract copy with ITA MUFG in time. Please give the bifurcation of how much they are charging for the rejection every time they are rejecting and how much they are charging for the processing. The investors and shareholders say they were very happy when we were having the Tata central share department at Army and Navy Building MG Road for Palagora. Sir, what about the buyback and bonus? Please focus some more light on it. It will definitely help our small shareholders in this difficult time. I wish all the best for the coming festivals to all in our company and to all my shareholder family members, and that's all from me. I support all the resolutions and I am very much with the company and the management.
Ji Krishna to all Jindaral. So this shareholder is not present in the meeting.
Tamil Majunar.
I am Kamal Kwan Mazuman, a shareholder. I have reviewed the annual report and have several questions. The company's revenue crossed 20,000 crores, but I want to know strategic initiatives to double turnover in 5-6 years. What is the contribution of Amazon and websites to turnover? How will the company respond to competition in FMCG? Regarding segment results, Indian business profit increased, but international and non-branded business profits decreased. What are the reasons? How did soluble coffee business perform in MENA and APAC, and what is the revenue growth target for FY27-28? Growth business is 31% of Indian business; what is the expected proportion in five years? Regarding Tata Sampan brand extensions, are they positive? What are key priorities for international expansion? Capital Foods sold entirely to parent; why keep it separate? Bangladesh unit is bleeding; what is the plan? Tata Starbucks has 502 stores; how many are profitable? Management service fees are high; please share details. The company launched 80 new products; what is their contribution and expectation? With huge reserves, is there a buyback proposal? Thank you.
I, Krishna Shark, am joining from Kolkata. Thanks to the Chairman and MD for excellent presentation. Revenue from operation increased by 15% and profit after tax by 18.69%. The company maintained steadiness despite geopolitical tensions. Most questions have been raised already. My one question: What are the capital expenditures for next two years? Thank you.
Good morning. Congratulations on crossing 20,000 crore revenue and being number two branded player globally. There is an opportunity to become number one branded tea player globally, especially with the upcoming Olympics. I suggest positioning Tata tea as the official drink. Regarding transit consumer mindset, high visibility advertising at railway hubs could drive impulse volumes for products like Tata Plus, Tata Gluco, and Tata Sulfill. I note that some products like TCB are unavailable after closures of Big Basket operations; please address this. Products like Tata low sodium salt, Tata copper, and Tata life were launched for specific needs; what has been their impact? I also note errors in the annual report, such as dividend figure on page 175 and environmental indicators on page 299. Please correct these. Finally, ensure TCP products are available through kiosks or similar. Thank you.
Good morning to all. I thank the company secretary for sending visual copies and the Chairman for the opening speech. Congratulations on rewards to shareholders. I have a few questions: How many new products are launched and in pipeline? What is the company's roadmap? Are there any handicaps? How many subsidiaries are in losses? How many Starbucks stores are profitable? What is the spend on advertising and cyber threat handling? I support all resolutions. Thank you.
I am Santos Kumas from Kola. Thanks to CFO for nice results. Questions: How is management measuring success of acquisitions Organic India and Capital Foods? What are growth prospects of international brands like 8:00 Coffee? What is management's vision over five years? How does Tata Consumer benefit from health demand? Does management foresee major acquisitions? Thank you.
I am Masu Devaras Swami from Delhi NCR. Applause for the team's performance. Regarding integration of acquisitions, please update on financial synergies and future M&A. Capital Foods grew at 80% CAGR; what steps will improve its performance? What is economic value added considering capital costs? As a customer, I note many products are not available in Delhi NCR, and Soulful website issues. Please address product availability. Thank you.
Congratulations to the team led by MD for remarkable improvement. Revenue doubled from 9,600 to 20,000 crores, EPS tripled, dividend quadrupled, and market cap grew four times. Questions: What is the strategic vision for double-digit ROE and reaching 50,000 crore revenue? For growth businesses now 31% of Indian portfolio, what is the path ahead with capital allocation? I support resolutions and propose a vote of thanks. Thank you.
Mjit Singh. So this shareholder is not present in the meeting. Pravin Kumar.
Good morning, respected chairperson. I am Pravin Kumar from New Delhi. I have deep respect for the retail investor. I have few observations but due to respect for speakers, I refrain from questions. Thank you.
Ekta Jane. Ma'am, you are on mute.
I am Ekta Jen from Delhi. Questions: Given changing business sentiment in West Bengal, does management see structural improvement for tea business and outlook for tea prices? How will packaging cost rises and supply chain disruptions impact the company? Thank you.
I am Jyoti Jen from West Bengal. TCPL has advanced premiumization but India is value-conscious. How does the company balance premiumization with affordability for volume growth? Which categories offer biggest premiumization opportunities over the next decade? Thank you.
