logo
ETtech Explainer: Inside Amazon's victory against Future Group in Reliance deal

ETtech Explainer: Inside Amazon's victory against Future Group in Reliance deal

Economic Times28-06-2025
The Singapore International Arbitration Centre (SIAC) ruled in favour of Amazon on Thursday, confirming that Future Group violated the contract by making a deal to sell its retail business to Reliance in 2020.ET takes a close look at the long-standing legal battle between Kishore Biyani-led Future Group and Amazon that was awarded only Rs 23.7 crore in damages after the Thursday ruling, which is far less than the Rs 1,436 crore it claimed.
What's the case all about?
Back in 2020, Future Group, which owns major retail players like Big Bazaar, Food Bazaar, and Easyday, agreed to sell assets worth $3.4 billion to Amazon rival Reliance Industries as the business was hit hard during the pandemic. However, ecommerce giant Amazon had previously invested $200 million in Future Group and had a contractual right to block such a sale.
Amazon acquired a 49% stake in Future Coupons, a promoter of Future Group that holds a 9.82% stake in the group's retail arm, Future Retail. The deal implied Amazon indirectly having a 4.81% stake in Future Retail Ltd (FRL).
In October 2020, Amazon approached SIAC and obtained a stay on the Future-Reliance deal from the emergency arbitrator. The order was followed by a slew of petitions and counter-petitions between Amazon and Future Group in the Delhi High Court and in the Supreme Court. SIAC is an arbitration centre based in Singapore that handles international disputes, including those involving Indian companies. Emergency arbitration ruling is a temporary relief mechanism to hear urgent matters before the main arbitration panel is even set up.
The legal battle begins
Amazon objected to the Future Group and Reliance deal on the grounds that its investment in FCPL made it mandatory for FRL to take its consent before parting with any of its assets. Amazon has said that in its agreement with Future, Reliance Retail was specifically named as one of the entities to whom the Indian retailer could not sell its assets.
Future Retail further alleged that Amazon interfered with the Rs 23,000 crore deal with Reliance Industries and misused SIAC's interim verdict.
The Competition Commission of India (CCI) in December 2021 suspended its approval of Amazon's 2019 deal with Future, denting the US ecommerce giant's attempts to block the sale of Future's retail assets to Reliance Industries. Future Group accused Amazon of violating Indian foreign investment laws and the Foreign Exchange Management Act (FEMA) by misrepresenting facts. CCI later made a statement that Amazon suppressed information while seeking clearances for the deal.
ET had reported in November 2021 that Amazon had asked Future Group to withdraw its applications with the CCI. Amazon later filed an appeal against the CCI suspension decision at the National Company Law Appellate Tribunal (NCLAT). Next year in February, Reliance, which had not played a public role in the dispute, suddenly took control of hundreds of Future stores, citing non-payment of rent that was due.
However, Future denies any wrongdoing, saying Amazon was illegally seeking to exert control over Future's retail business and said it would face liquidation if the Reliance deal fell through.
What's at stake? Amazon has invested $6.5 billion in India. The Future partnership had helped Amazon to boost its online portfolio of grocery deliveries by integrating the Indian company's stores on its website. The recent ruling by the SIAC in favour of Amazon has hit Reliance's growth plans in India's retail market.
In a confidential legal filing, Amazon said that Reliance's consolidated position with Future "will further restrict competition in the Indian retail market."
What lies ahead?
Amazon India's legal head, Rakesh Bakshi, had asked Future Group for generous compensation in return for withdrawing its objections to the Reliance deal. In a final award issued late Thursday night, the three-member tribunal said that the Future-Reliance deal is a breach of the Shareholders' Agreement (SHA) and Share Subscription Agreement (SSA) signed between Amazon and Future Coupons Pvt Ltd (FCPL) in 2019.However, the tribunal found that even if all contractual agreements had been fully performed, Amazon would not have recovered its entire investment due to the declining financial condition of FRL.
Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

‘Playbook for non-profit unicorns': Helping NGOs scale the startup way
‘Playbook for non-profit unicorns': Helping NGOs scale the startup way

Mint

time3 minutes ago

  • Mint

‘Playbook for non-profit unicorns': Helping NGOs scale the startup way

A team of entrepreneurs has come together with a unique idea that aims at scaling up non-profits with a starup mindset. The trio recently released what they call 'The Playbook for non-profit Unicorns.' The playbook is essentially an extensive report offering field-tested lessons from non-profits, making the case that the Indian development sector is ready for its own tech-like inflection point. Non-profit unicorns are organisations that impact a million people or 5 per cent of the target user base meaningfully, Varun Aggarwal, co-founder of'Change Engine' and 'The Playbook for Non-Profit Unicorns.' Aggarwal is a Massachusetts Institute of Technology (MIT) alumnus who co-founded the job skills testing firm Aspiring Minds, which was sold in 2019. The other two co-founders are Shubham Bansal, an IIT Delhi and EPFL Switzerland alumnus; and Shailendra Nath Jha, an entrepreneur and Indian School of Business (ISB) alumnus. Aggarwal spoke with LiveMint about the playbook idea and why it matters. While playbooks for tech startups abound, he says, there aren't any for mission-driven non-profits tackling complex social problems. Change Engine, thorugh this 'playbook' is changing that—by helping high-potential non-profits unlock scale with the same clarity and ambition as venture-backed startups, he says. Change Engine, thorugh this 'playbook' is changing that—by helping high-potential non-profits unlock scale with the same clarity and ambition as venture-backed startups, says co-founder Varun Aggarwal. "The idea for the 'Playbook for Non-profit Unicorns' emerged from observing specific pain points that non-profit founders were facing. One of the challenges we observed is that the non-profit founders were running incredible programs, impacting between 100 to 500 people, but they did not have a framework in place to reach tens of thousands to a million people. We realised that they lacked understanding about what it takes to scale the impact of a non-profit, benchmarks and what it may take to build a non-profit unicorn,' Aggarwal says. Change Engine is a first-of-its-kind accelerator for non-profits. It supports exceptional founders to build non-profit unicorns—organisations that can meaningfully impact a million lives, Aggarwal says. The larger aim is to identify high-potential founders through an accelerator program and work closely with them to find scaling levers, test them, and set them up to become a non-profit unicorn. But why focus on scaling up non-profits? Non-profits operate where there is a market failure, says Aggarwal. 'India boasts 100+ unicorns—startups valued more than USD 1B—who have unlocked tremendous economic opportunities. These companies have reshaped industries and put India on the global innovation map; we continue to struggle with pressing challenges. 12 per cent of India's population, roughly 170 million people, still live in extreme poverty,' Aggarwal said. Although the public and business leaders often misunderstand nonprofits, Aggarwal says they are critical enablers of systemic change and economic progress. He says nonprofit work has enabled many significant national transformations, such as UPI, reductions in infant mortality rates, and ease of doing business. Non-profits are critical enablers of systemic change and economic progress. 'We have 45-50% of children failing to achieve basic learning outcomes, unemployment hovering at 7-8 per cent with only 51 per cent of graduates being employable, and women's workforce participation stagnating at 32 per cent. These aren't niche problems requiring boutique solutions. Instead, they are systemic failures demanding systemic interventions. This is where non- profits step in. And that is why they need to scale up,' he says. The mindset shift, therefore, becomes fundamental, he says. The startups naturally look at scale, but non-profits do not do so naturally. So, through the term 'Non-profit Unicorns,' we are bringing in a new thought process. The aim is to spark imagination among the founders and adopt a scale-first thinking to address systemic causes,' Aggarwal says. Key Takeaways Non-profit organizations can benefit from a scale-first mindset typically seen in startups. The 'Playbook for Non-Profit Unicorns' provides actionable insights for scaling non-profits effectively. Addressing systemic issues requires non-profits to significantly expand their reach and impact.

Delhi Airport joins global 100-million club with expanded capacity
Delhi Airport joins global 100-million club with expanded capacity

Time of India

time5 minutes ago

  • Time of India

Delhi Airport joins global 100-million club with expanded capacity

Advt Growth in Indian aviation sector Regional connectivity scheme Advt By , ETInfra Join the community of 2M+ industry professionals. Subscribe to Newsletter to get latest insights & analysis in your inbox. Get updates on your preferred social platform Follow us for the latest news, insider access to events and more. Delhi's Indira Gandhi International Airport (IGIA) has reached an annual passenger-handling capacity of 109 million, placing it among a select group of airports worldwide, as reported by news agency to data from the Official Airline Guide and airport operators, only six airports globally fall into the 100-million-plus category. IGIA achieved this milestone in May 2023 following the full operationalisation of Terminal 1 and closed 2024 with the expanded capacity. Apart from Tokyo Haneda, it is the only Asian airport in the group. The airport is operated by Delhi International Airport Limited (DIAL).Plans are being considered to rebuild and modernise Terminal 2 to further increase overall official report released last month stated that India's aviation sector has expanded significantly over the past 11 years under national programmes such as PM GatiShakti, the National Logistics Policy, Bharatmala, Sagarmala, and number of airports in operation has risen to 162, including heliports and water aerodromes, compared with 74 in to data presented in Parliament, Indian airports handled 412 million passengers in 2024–25, comprising 77 million international and 335 million domestic travellers. This marked a 9 per cent increase from the previous Regional Connectivity Scheme–Ude Desh ka Aam Nagrik (RCS-UDAN), launched in 2016, aims to enhance regional air links and reduce travel costs. Since its inception, 637 RCS routes have been operationalised, including 15 heliports and two water aerodromes, connecting 92 underserved and unserved airports. These routes have carried over 1.51 crore Aviation Minister Ram Mohan Naidu, speaking at the Northern Region Ministers' Conference last month, said India has added 88 new airports in the past decade — averaging one airport every 40 days — along with 60 additional flights every added that the ministry remains committed to state-specific strategies for inclusive aviation growth, noting that air travel in India has become more available, accessible, and affordable.

Paradeep Phosphates eyes ₹1,500 cr expansion to double market share by FY26
Paradeep Phosphates eyes ₹1,500 cr expansion to double market share by FY26

Business Standard

time5 minutes ago

  • Business Standard

Paradeep Phosphates eyes ₹1,500 cr expansion to double market share by FY26

Fertiliser manufacturer Paradeep Phosphates Ltd (PPL) plans to invest over ₹1,500 crore in capacity expansion over the next three years, targeting sales of 3 million tonnes in FY26 as it seeks to double its market share in India's 20-million tonnes phosphatic fertiliser sector. The Bhubaneswar-headquartered company, which reported nearly ₹14,000 crore turnover in FY25, aims to increase its market share from 12 per cent to 25 per cent by expanding production capacity from 2.6 million tonnes to 3.7 million tonnes by 2026. "Fertiliser sales have really picked up early this season with robust growth at retail and farmer levels. The water availability across our marketing areas has been quite good," PPL Managing Director and CEO Suresh Krishnan told PTI in an interview. The PPL's expansion strategy centres on the amalgamation of Mangalore Chemicals & Fertilize₹Ltd (MCFL), expected to close in the third quarter of the current financial year. This acquisition will add 7,00,000 tonnes of additional capacity, and enable construction of a new 6,00,000 tonnes phosphatic fertiliser plant in Mangalore. Listed in 2022, the company plans to increase granulation capacity by over one million tonnes across its west coast and east coast operations, while expanding phosphoric acid manufacturing capacity by 40 per cent from 5,00,000 tonnes to over 7,00,000 tonnes by end-2026. Combined with existing facilities - 1.8 million tonnes at Paradeep, 8,00,000 tonnes in Goa, and 3,00,000 tonnes at Mangalore - total phosphatic fertiliser capacity will reach 3.7 million tonnes. The company also operates 9,00,000 tonnes of urea capacity. Krishnan emphasised that the expansion will be funded through internal accruals and selective borrowing, leveraging the company's robust balance sheet. PPL maintains a capital of over ₹4,300 crore with long-term debt under ₹1,000 crore. "With the amalgamation of MCFL and the end of this year financial results, we expect that our net worth will be well over ₹5,500 crore," he said. The company's free cash flow generation provides the capability to finance annual capital projects of ₹1,000-1,500 crore without straining its debt profile, he added. Despite backward integration efforts, PPL continues securing long-term supply agreements for key raw materials. The company has locked in 1.6 million tonnes of rock phosphate supply with Morocco's OCP, which controls 70 per cent of global known rock reserves. "OCP in Morocco primarily controls over 70 per cent of the known rock reserves in the world. So they are a solid partner for us, both on an equity end and also as a strategic partner for our manufacturing," Krishnan explained. The company is expanding sulfuric acid capacity from 1.3 million tonnes to 2 million tonnes annually, with completion expected in three months. PPL sources 400,000 tonnes of sulfur yearly from Middle East supplie₹and Indian refiners, including Indian Oil Corporation. For ammonia requirements, the company maintains supply relationships with Saudi Arabia, the UAE, and Qatar, with plans to deepen these partnerships for long-term supply security. The expansion comes as India grapples with supply chain challenges in phosphatic fertilisers. Against a total demand of 20 million tonnes, domestic manufacturing capacity stands at only 14 million tonnes, requiring imports of 6-7 million tonnes annually. Krishnan said China's reduced exports have created particular challenges, with India previously importing about 2 million tonnes of DAP from its eastern neighbour. However, Morocco and Saudi Arabia have increased supplies to help fill the gap. "We believe that India's own production for this Atmanirbhar (self-reliance) strategy that the government of India has, needs to really create more capacities," he said. To achieve its 25 per cent market share target, PPL focuses on manufacturing one of the industry's widest ranges of NPK grades, including unique formulations like 19-19-19, of which it is India's sole manufacturer. The company is also targeting annual growth of 20-25 per cent in its nano-fertiliser business. After acquiring MCFL, PPL will operate seven granulation trains, enhancing its ability to produce varied NPK (nitrogen, phosphorus and potassium) combinations for different crop and soil requirements. The strategy emphasises "balanced fertilisation of the soil" through crop-specific and soil-specific nutrient combinations. Krishnan praised the government's Nutrient-based Subsidy (NBS) scheme as "one of the most positive policy initiatives" for the fertiliser industry over the past 15 years. The scheme provides a profit visibility of 8-12 per cent before tax, depending on integration levels. The government has maintained fertiliser price stability despite global geopolitical challenges since 2022, absorbing cost increases through higher subsidies rather than allowing retail price hikes that would burden farmers. "Government has ensured that the price hike, which happened because of global geopolitical challenges, did not finally translate to MRP increases," he said. Looking ahead, Krishnan expects continued growth in the phosphatic fertiliser market while maintaining strategic supply chain partnerships to achieve above-average business growth. The fertiliser industry has faced disruptions from geopolitical tensions affecting traditional suppliers, including Russia and China, making domestic capacity expansion strategic for India's food security. (Only the headline and picture of this report may have been reworked by the Business Standard staff; the rest of the content is auto-generated from a syndicated feed.)

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store