MAM
Aangan Trust, 82.5 Communications highlight lockdown domestic abuse
MUMBAI: For most people, home is a safe haven and a comfort zone but it is not the same for everyone. In fact, during the lockdown, there has been a surge in domestic cases. Sections like women, children and the elderly faced violence of unspeakable proportions.
Recently a report released by India’s National Commission for Women (NCW) stated that it registered 587 domestic violence complaints between 23 March and 16 April, a significant surge from 396 complaints received in the previous 25 days between 27 February and 22 March.
A heart-crushing print campaign from the Aangan Trust and 82.5 Communications takes a stark look at what is happening inside the four walls of homes. 82.5 Communications chairman and chief creative officer Sumanto Chattopadhyay says: “You are actually imprisoned in your own house with the abuser. One cannot even escape the situation due to the lockdown and if the person finds out, you will be in more trouble. There are a lot of reports not just in India but around the world saying domestic violence cases have gone up due to the pandemic. So, Aangan Trust has decided that during lockdown they will also focus around this area.”
82.5 Communications has worked very closely with the NGO in the past as well. There are no plans to make a video campaign on this issue.
Sumanto says that the entire shoot took place at home with the help of art directors. Models in the post sought help from family members to capture the expression and make it more realistic. 82.5 Communications Bangalore creative head Ravi and Mukund ideated the campaign.
Aangan Trust head of communications and advocacy Ratna Gill says, “The main thought behind doing the campaign was to create awareness about how domestic violence cases have increased during lockdown. Another important point that we wanted to address was how neighbours can help. As an organisation, we have been trying to mobilise neighbours. We are trying to get them to think about what innovative forms of intervention can look like during a lockdown."
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Gill has listed some points on how people can support someone in quarantine with an abuser. The following community-based interventions are modelled after tactics that Aangan Trust is employing in hotspots for violence and abuse across India.
Gill suggests talking about the incident is important. Signal to them that you’ve noticed signs that someone in their home may be processing anger or frustration in dangerous ways right now.
Once they know they have an ally, you can get to work planning. Come up with a code word and establish what it means. Establish with them that you will be taking action after an agreed-upon amount of time passes.
Be available when the help is required. It may be difficult for them to reach out to helplines in case of an emergency so you can offer to be a resource to reach out to your local helpline on their behalf, sharing their location and other details.
You can help your friend figure out the closest public point of safety they could go to in case of an emergency.
On your end, keep a list of helplines saved on your phone, and encourage your friend to add your number to their speed dial.
If you hear neighbours engaged in an unsafe situation, one option is to ring the doorbell to disrupt the moment and defuse a situation temporarily. If you feel that a situation between neighbours is becoming violent, alert the authorities.
Gill works very closely with the leads in all the locations that they are present. The NGO operates in Uttar Pradesh, Bihar, Jharkhand, West Bengal, Maharashtra, Rajasthan and they closely work with government shelter homes in Assam and Orissa to make sure they have good standard of care that keep children live there in safe space. It seeks help from local stakeholders who become their spokesperson from that area. It could be a police commissioner or a member of a panchayat. They are responsible for creating an awareness that despite lockdown people can reach out to them for help.
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Brands
Kwality Wall’s reports standalone losses following strategic HUL demerger
Ice cream major faces Rs 64 crore Ebitda loss amid commodity inflation and muted Q3 sales
MUMBAI: Kwality Wall’s (India) Limited (KWIL) has released its first set of financial results as a standalone entity, revealing a challenging start to its independent journey. Following its successful demerger from Hindustan Unilever Limited (HUL) on 1st December 2025 and its subsequent listing on 16th February 2026, the company is navigating a transition period marked by structural changes and high input costs.
For the quarter ended 31st December 2025, the company reported revenue of Rs 222 crores. Despite the revenue base, the bottom line was impacted by several factors, resulting in an Ebitda loss of Rs 64.2 crores. When calculated on a Pre-IND AS 116 basis, the Ebitda loss stood at Rs 83.8 crores.
Organic Sales Growth (OSG) declined by 6.5 per cent year-on-year during the quarter. Volume growth, however, saw a marginal increase of 1.2 per cent. The company reported a gross margin of 41.5 per cent. Additionally, exceptional expenses amounting to Rs 94 crores were recorded, primarily linked to non-recurring costs during the transition phase.
Performance across portfolios and channels was mixed. Within the impulse portfolio, brands such as Magnum and Cornetto recorded mid-single digit volume growth, indicating steady demand in on-the-go consumption. However, the in-home portfolio, which includes take-home packs, experienced muted consumption. The company is planning a relaunch of this category with improved offerings ahead of the 2026 season.
Quick commerce (Q-Com) continued to emerge as a strong growth driver, delivering robust double-digit growth during the quarter. Meanwhile, the company also expanded its physical distribution network by increasing the number of company-owned cabinets across markets.
Margin pressure during the quarter was driven by a combination of one-off factors and broader cost inflation. Gross margins were impacted by around 600 basis points due to trade investments made for stock liquidation. Additionally, cocoa price inflation contributed to another 400 basis points of pressure on margins.
Deputy managing director Chitrank Goel attributed the muted performance partly to prolonged monsoons and transitional challenges linked to the GST framework. Operating expenses also increased as the company invested in establishing its standalone supply chain, operational systems and corporate infrastructure following the demerger.
Looking ahead, the management remains focused on a volume-driven growth strategy. To restore profitability, the company has initiated a cost productivity programme aimed at reducing non-consumer-facing costs. It is also working on building regional manufacturing networks to optimise logistics expenses and improve operational efficiency.
The commodity outlook for the near term remains mixed. Dairy prices are expected to remain firm due to tight supply conditions and rising fodder costs. Sugar prices may also move higher following increases in the Minimum Selling Price (MSP). While cocoa prices have moderated recently, currency depreciation has offset some of the potential cost relief for the company.
