MAM
Brands push beyond compliance as trust takes centre stage
ASCI AdTrust Summit 2026 spotlights shift from legal checks to credibility.
MUMBAI: In a world where a disclaimer can be legally sound yet socially suspect, brands are learning that compliance may tick boxes but trust wins markets. At the inaugural ASCI AdTrust Summit 2026, a panel on “Beyond Compliance: The New Currency of Trust” unpacked a growing industry reality: the gap between what the law permits and what consumers accept is widening and fast.
Moderated by Meenakshi Ramkumar of National Law School of India University, the discussion brought together leaders across law, marketing and academia to examine how brands must evolve in a digital ecosystem increasingly shaped by scrutiny, scepticism and speed.
Ramkumar set the tone by highlighting a critical shift, advertising today operates in the same digital space that fuels misinformation, scams and fake news, making credibility harder to establish. “The challenge is not just about what brands do, but the broader context of low institutional trust,” she noted, adding that when violations go unchecked, trust erodes not just in brands but in the regulatory system itself.
This vacuum, she said, has given rise to consumer activism from boycotts to social media backlash as a parallel accountability mechanism.
For Amit Bhasin, Chief Legal Officer at Marico, the distinction was clear, legal compliance is non negotiable, but insufficient. “Compliance is the minimum threshold. The real challenge is staying aligned with changing consumer expectations,” he said.
He pointed to how advertising narratives have evolved from traditional depictions of gender roles to more shared responsibilities reflecting a broader societal shift. “Earlier, it was fine to show one person doing the household work. Today, that may not land well. Consumers expect brands to reflect reality,” Bhasin observed.
He also highlighted internal debates where campaigns that may be legally permissible are still rejected for being culturally insensitive, noting that responsible advertising often requires asking uncomfortable questions before the public does.
If compliance is the baseline, reputation is the battlefield.
Bhasin noted that reputational risk has become a far greater concern than legal exposure, particularly in an era where campaigns can be dissected within hours online. “Earlier, a controversial ad might invite a newspaper editorial. Today, within hours, you’re at the centre of a storm,” he said.
Brands, he added, now evaluate campaigns through a dual lens legal viability and reputational vulnerability with the latter often proving more decisive.
From a healthcare perspective, Satish Sahoo of Cipla Health underscored the complexity of operating within fragmented yet stringent regulatory frameworks, spanning drugs, food, cosmetics and Ayush. “Anything under a drug licence is the most tightly regulated,” he said, adding that this necessitates proactive, not reactive, compliance.
He shared an example from the oral rehydration salts (ORS) category, where Cipla resisted the temptation to position products aggressively despite competitive pressure. “Our product is WHO compliant, and our communication reflects that. We chose not to blur the lines, even if others did,” he noted.
The long term payoff, he suggested, lies in credibility built over consistency, not quick wins.
Yet, as Harsha N of National Law School of India University pointed out, even perfect compliance does not guarantee trust. Drawing from historical and modern examples from exaggerated product claims in the 1800s to contemporary environmental and health advertising, he argued that legal frameworks often lag behind consumer expectations. “A brand can be fully compliant and still be perceived as misleading,” he said, citing instances where fine print disclosures fail to reach or convince the average consumer. He added that larger companies carry a disproportionate responsibility to set ethical benchmarks, even in areas where the law remains silent.
The conversation also turned to digital advertising, where the challenge extends beyond content to how ads are experienced. From algorithmic targeting to personalised messaging, brands now operate in an environment where regulation struggles to keep pace with technology.
Sahoo noted that social media has amplified awareness, with influencers and consumers increasingly scrutinising product claims and calling out inconsistencies. “Awareness has gone up dramatically. People are questioning what goes into products and what brands are saying,” he said.
The role of self regulatory bodies such as Advertising Standards Council of India also came under the spotlight.
Harsha acknowledged that while SROs play a crucial role, they are not immune to criticism, particularly around perceived conflicts of interest and enforcement gaps. “SROs have a higher threshold of responsibility not just to interpret the law, but to anticipate societal expectations,” he said.
He added that failures in self regulation often push the burden back onto government intervention, underscoring the need for stronger, more proactive oversight.
One of the more nuanced debates centred on whether building trust comes at a cost. While Sahoo acknowledged that quality and compliance can increase costs, he argued that companies must absorb them as part of their long term strategy.
Bhasin, however, framed the challenge differently not as cost, but as competitiveness in a market where not all players play by the same rules. “The real tension is when others cut corners and you choose not to,” he said.
The panel concluded with a call to embed trust into business metrics.
Sahoo suggested that organisations must go beyond revenue targets to include consumer equity and trust based KPIs, ensuring that ethical considerations are not sidelined in the pursuit of growth. “Trust sounds abstract, but it can translate into measurable consumer equity,” he said.
As the discussion wrapped up, one message stood out: the rules of advertising are being rewritten not just by regulators, but by consumers themselves. In an ecosystem where attention is fleeting and scepticism is high, brands that merely comply may survive, but those that build trust are the ones that endure.
Digital
Google partners with Adani and Airtel to build India’s largest AI data centre
The three-campus complex, built with Adani and Airtel, is India’s largest-ever technology infrastructure investment
Visakhapatnam: Google has broken ground on what it is billing as India’s largest-ever technology infrastructure project: a gigawatt-scale artificial intelligence hub in Visakhapatnam, Andhra Pradesh, built in partnership with AdaniConneX and Nxtra by Airtel. The ceremony at Tarluvada on 28th April marked the start of construction on a three-campus data centre complex that sits at the heart of a $15 billion investment Google has committed to deploying across India between 2026 and 2030.
The numbers are staggering by any measure. Nearly 1 gigawatt of compute capacity at a single location, three data centre campuses, a fibre-optic expansion under the America-India Connect initiative, and a long-term clean energy strategy designed to feed new renewable supply into the national grid. Google says the project will help India hit its target of 500 gigawatts of non-fossil fuel capacity by 2030 while delivering the high-performance, low-latency infrastructure that businesses need to build and scale AI-powered services.
The groundbreaking drew a formidable gathering of political and corporate India. Union minister for information technology Ashwini Vaishnaw, Andhra Pradesh chief minister N. Chandrababu Naidu and state IT minister Nara Lokesh attended alongside Google Cloud chief executive Thomas Kurian, Adani Group directors Karan Adani and Jeet Adani, and Bharti Enterprises vice chairman Rakesh Mittal.
Vaishnaw framed the project in terms of national ambition. “The India AI hub and three subsea cables landing in Visakhapatnam will become very important infrastructure for the country’s journey forward,” he said, adding his thanks to Google for its “continued trust in India.” Naidu was equally bullish, describing Andhra Pradesh as “India’s premier investment destination” and the Vizag hub as a cornerstone of the state’s technology corridor. “Our vision goes beyond attracting investment,” he said. “We want local talent, startups, and enterprises to become active partners in this technology-driven growth story.”
Kurian called the groundbreaking “a powerful realization of our shared vision with the Indian government, and an inflection point for the country’s AI-native future.” Jeet Adani was characteristically direct: “When energy becomes more affordable and increasingly powered by clean sources, intelligence becomes more accessible, and that is how India will lead the next phase of digital growth.” Gopal Vittal, executive vice chairman of Bharti Airtel, said the full stack of data centres, green power, pan-India fibre and a next-generation cable landing station would enable “large-scale, world-class AI infrastructure in Vizag.”
The project was first announced in October 2025. AdaniConneX and Nxtra by Airtel will lead construction of the data centre buildings and connecting infrastructure, with Google deploying its AI capabilities on top.
Beyond the hardware, Google has announced a substantial package of community programmes. On water, it is partnering with Sponge Collaborative on a watershed management plan linking coastal ecosystem restoration with clean drinking water systems, including reverse osmosis plants and Water ATMs, for local residents. On livelihoods, a tie-up with the Sambhav Foundation will equip more than 1,000 fisherfolk with GPS navigation, weather-forecasting tools, cold-chain management training and UPI-based financial literacy. The Google Udaan India Fund, run through ChangeX, will provide direct grants to local schools and social enterprises for AI skilling labs and digital literacy programmes. The NARI Shakti programme, developed with the Learning Links Foundation, will support more than 10,000 women entrepreneurs from low-income backgrounds in building micro-enterprises. The Skills Trade and Readiness programme will prepare more than 1,000 local workers for construction, welding and facility operations roles, while a parallel tie-up with ICT Academy will train more than 1,200 students and educators in cloud computing and generative AI.
The groundbreaking was accompanied by the Bharat AI Shakti Conclave, a conference organised with the Andhra Pradesh government and Nara Lokesh, bringing together suppliers, industry partners and infrastructure firms to map how Google’s anchor investment can be turned into a broader economic value chain for the region. The conclave’s central theme was building an AI industrial corridor, with a local-first procurement approach and the integration of regional small and medium enterprises into Google’s global operational frameworks.
Every major technology company in the world has been courting India. What sets Vizag apart is the sheer scale of the commitment and the deliberate effort to build an industrial ecosystem around it rather than simply plant servers in a field. Google is not just betting on India’s digital future; it is trying to build the factory floor on which that future gets made. Whether the $15 billion translates into genuine local opportunity, or merely into an impressive data centre humming quietly on the Andhra Pradesh coast, will depend on whether those community programmes prove as durable as the hardware. The groundbreaking, as ever, is the easy part.
