Britannia’s secret to global success: Localized innovation

Britannia Industries, a name synonymous with baked goods in India, has grown from humble beginnings to become a global powerhouse in the food sector. With over 130 years of expertise in baking, the company has consistently pushed the envelope, both in terms of product innovation and market expansion. But how has Britannia managed to maintain its leadership position in an ever-evolving market? What strategies have fueled its global expansion, and how is it adapting to the changing food landscape, with increasing demands for sustainability, health, and innovation?

In an insightful conversation with Mr. Annu Gupta, the driving force behind Britannia’s growth, we get an inside look at how the company has navigated the complexities of international markets, the challenges of localization, and the shift toward a more sustainable and tech-driven future. But that’s not all—there’s a new frontier on the horizon for Britannia, one that could change everything. What’s next for the century-old brand, and how will it continue to capture hearts and appetites around the world? The answers might surprise you…

IBT: How has Britannia’s export strategy evolved over the years?

Mr. Annu Gupta: Britannia has been the market leader in bakery products in India for over a century, driven by our deep-rooted expertise in the art and science of baking. Founded in 1892, we are a 132-year-old organization with one of Asia’s largest R&D centers for bakery innovation, which enables us to cater to diverse taste preferences and deliver unique, differentiated products.

Our diverse portfolio includes popular items like Good Day, Jim Jam Pops, Maska Chaska, Milk Bikis, Rusk, cakes, and an expanding range of dairy products like milkshakes and cheeses. We are also strengthening our presence in snacking with croissants, wafers, and more, reinforcing our position as a premium snacking partner.

Our export strategy is built on our extensive portfolio and a dedicated team operating both in India and internationally. We’ve secured committed, long-term distribution partners in key global markets such as the U.S., Canada, the Middle East, Oceania, Singapore, and Africa. Additionally, we have pursued inorganic growth, acquiring a company in Kenya and establishing a manufacturing facility in Nairobi with 400 employees. We also have manufacturing operations in Egypt, Nepal, Dubai, and Oman.  And although we have come a long way, but I do believe that the opportunities are immense and we do have a significant way to go ahead in this journey as well.

IBT: Which international markets in your experience have shown the most traction for you and what factors have contributed to your success in those markets in particular?

Mr. Annu Gupta: Biscuits are a very localized industry because they are a high volume, low value, low margin type of business which requires ability to be as close to the consumer as possible. Wherever we have set up manufacturing facilities, we have seen the fastest growth coming from there for example, in Nepal, we established our manufacturing unit in 2019 and we have grown to become the largest player there. Similarly in Kenya, we acquired a company couple of years ago and now we are among the top three biscuit players there. In UAE where we have local manufacturing, we are consistently among the top three players here. The second aspect is wherever the Indian diaspora is big, we normally do well there. The US, Canada, Australia and now UK are upcoming markets for us and we are growing well there thanks to the hugely influential Indian diaspora. In addition to that there is another factor behind our success in few markets and that is our innovation.  For example in the Middle East region, which also has a huge Indian diaspora, we market to local consumers and we have also developed regionally preferred products which necessarily may or may not be available in India. 

IBT: Could you share some examples of how you adapt your products to specific markets?

Mr. Annu Gupta: As I mentioned, the biscuit industry is very localized and in every large market of the world, there are already existing incumbents, for example, in the US there is Mondelez, in the UK there is Pladis which owns the brand McVities. In Nigeria there is a brand called Yale and in Sri Lanka there is Ceylon biscuits. Now if in order for us to succeed we have to go for localize, innovate so what we have done for example in the Middle Eastern region is that we have come up with some very specific Arab focused products like the black seed rusk, which the local people like with black seed or kalonji and this is not sweet, really good low calorie snack. Similarly, we have an offshoot of the regular digestive biscuit wherein we have put some herbs and we have put black seeds etc. to make it resonate more with the local population there.

We also have in the American style the soft baked cookies which we do not do in India, they are typically large cookies which are kind of soft and they are sold individually wrapped. We also do packaging innovation in products which are also available in India like the Jim Jam Pops. But if you go to large markets like the US, you will find them in a different packaging which is more suitable for the modern trade because that is more prevalent there. So innovation is both at the product end as well as the packaging end. If you look at the example of Canada, it has a huge population of Punjabis and hence we have introduced a very specialized homemade cookies range, which is similar to what we have which are Punjab homestyle bakery type of cookies. We’ve introduced that and we’ve used atta in it to make it healthy and we’re calling it Punjabi cookies.

IBT: As a leader in its segment, how is Britannia driving sustainability and smart manufacturing techniques in its operations?

Mr. Annu Gupta: Britannia has been one of the few large companies in India that have been working on this for a substantial period of time. Right from the sustainable sourcing of ingredients to sustainable packaging solutions, enriching the products with micronutrients, maximizing the efficiency of the resources that we consume to minimize our environmental impact etc. There’s a full gamut of activities that we cover under ESG and sustainability that is the very core to our being. One step that our company has taken is that we are already 100% plastic neutral when it comes to packaging. Since most of our packaging is made of plastics, we have made sure that we process equivalent quantity of plastic that we generate in our packaging. In fact last year we have processed over 43,000 metric tons of plastic. Similarly, we are very single-mindedly focused on converting the source of energy to renewable sources, most of our plants, in fact more than 70% of the total consumption of energy across our plants is based on solar and wind and this percentage was far lower five years ago. Similarly, when we look at fuel consumption, we always go for clean fuels we always go for new oven technology which reduces the consumption of these fuels. All our water management systems, we want to recycle the water, especially in our factories and our large offices, we focus on the recyclability of the water that is used. In fact, we are even adopting these best practices to our international factories. For example, in UAE, we are doing a project this year of solar power on the roof of our factory. Similarly, we also look very critically at procurement of the ingredients that go into our biscuits which should be sustainable.

For example, the responsible palm oil (RSPO) that we source, the cocoa, which is sourced from very responsible producers, which has a commitment to keep it, you know carbon neutral, etc. There are a lot of initiatives that we take across the spectrum of sustainability. Similarly, when it comes to our people, our workforce, we have diversity and empowerment at the core of our agenda. It’s not only sustainable for environment, it’s also how do I create a sustainable culture for my organization? where everybody is treated equally, where everybody’s viewpoint is heard and actioned on, and which believes in diversity and inclusion. So that’s what we do and in fact, we also publish this ESG report every year, all the initiatives that we take, we publish it and it’s available on our website in the report section and I would encourage everyone go through that.

 IBT: What are the dominant trends that you find in food consumption, which will drive the next wave of growth? What are the new trends emerging which you feel will change the market and interest you as a company?

Mr. Annu Gupta: We are witnessing a significant systemic change in our industry, driven by key trends reshaping the landscape. Firstly, packaged food and snacking consumption is rising rapidly both in India and globally, with a noticeable shift toward healthier options. Consumers prefer clean-label products with easily understandable ingredients, which aligns with our emphasis on healthier alternatives like whole wheat atta, micronutrient-infused, and immunity-boosting products.

Interestingly, there is a contrasting trend of indulgence, especially in chocolate. The “choco-bakery” phenomenon, blending bakery snacks with chocolate through fillings, coatings, or flavors, is gaining momentum. This trend is coinciding with unprecedented cocoa prices, potentially linked to climate change but reflective of a lasting consumer preference.

Localization is another key trend, as modern consumers, especially Millennials, seek products that resonate with their cultural roots. This has led to a focus on incorporating traditional flavors and healthier grains like millets and ragi into snacks. Additionally, the plant-based snacking movement, including plant-based meat and protein, is expanding rapidly. Protein-enriched products, from milkshakes to energy bars, are becoming mainstream as consumers recognize the health benefits.

Lastly, technology is transforming the industry. With AI and machine learning, we can now experiment with thousands of recipes virtually, dramatically shortening the innovation cycle. This seamless integration of technology into food and snacking is not just a trend—it’s a continuous evolution shaping the future.

IBT: Britannia has been participating at Indusfood over the years and what can we look forward to your pavilion in the upcoming edition? What is your view of Indusfood becoming an integrated trade fair now with the agri-tech, food tech, as well as food and beverage being an integrated trade fair?

Mr. Annu Gupta: Indusfood has been an invaluable partner for us since its inception, and the Government of India has done a remarkable job establishing it as a premier export-focused trade fair. Unlike earlier domestic-oriented events, Indusfood is dedicated to connecting multicultural global customers, marking a pivotal shift in India’s export strategy. Though this initiative could have started decades ago, it’s a case of better late than never.

Globally, trade fairs like CIAL, Anuga, Gulf Food, and Sweets and Snacks dominate the scene, and India—given its fast-growing economy—needs a strong export platform. The government’s Production-Linked Incentive (PLI) program and focus on international markets are timely steps. Food exports, in particular, are critical as geopolitical uncertainties, trade wars, and climate change disrupt global food supply chains. India has an incredible opportunity to position itself as a reliable food exporter, leveraging the trust and respect for Indian innovation and quality worldwide.

Indusfood aligns perfectly with this vision, showcasing India’s strengths and fostering the ‘Make in India’ brand. For us, it’s not just about promoting our products but about uplifting the entire Indian ecosystem. Months of meticulous planning go into this event, allowing us to engage with existing and prospective partners and explore innovative ideas on the exhibition floor. The insights we gain significantly enhance our journey, making this event a win-win for all participants.

Additionally, the new manufacturing and Agritech initiatives, like the one at Yashobhoomi, are vital. Strong exports require robust agricultural value chains, from farmers to manufacturers. By focusing on cost competitiveness and end-to-end capability, these platforms can solidify India’s position as a manufacturing and agricultural powerhouse. Indusfood is a brilliant concept, and we are proud to be part of this initiative to propel Indian exports to greater heights.