
'Emerging technologies are redefining ESG reporting'
sustainability reporting
.
Tired of too many ads? go ad free now
India's Securities and Exchange Board (SEBI) has mandated the top 1,000 listed companies to prepare Business Responsibility and Sustainability Reports (BRSR), integrating sustainability into core corporate disclosures. However, the journey towards comprehensive
ESG reporting
is evolving, with SEBI recently deferring mandatory ESG disclosures for value chain partners to the 2026 financial year, acknowledging the challenges faced by companies in adapting to these requirements.
In this context, Anup Garg, Founder and Director of World of Circular Economy (WOCE), spoke to TOI Tech and shared insights on how emerging technologies like AI, Blockchain, and automation are transforming ESG data management.
Q. How is the global sustainability and ESG reporting landscape evolving, and where does India currently stand in terms of compliance readiness, especially with SEBI's Business Responsibility and Sustainability Reporting (BRSR) mandate?
Globally, ESG reporting is becoming more structured, with frameworks like International Sustainability Standards Board (ISSB) and Corporate Sustainability Reporting Directive (CSRD) pushing for standardization, though some countries like the U.S.
are seeing a shift toward reduced compliance. India, meanwhile, has taken a progressive approach with SEBI's BRSR mandate, integrating sustainability into core corporate disclosures.
However, while many companies are reporting, the quality is uneven. Reports often lack depth, material relevance, or standardized data, highlighting the need for stronger capacity-building and clearer reporting guidance, especially for companies beyond the top 1000 listed.
Tired of too many ads? go ad free now
Q. What role is emerging technology like AI, blockchain, automation playing in transforming ESG data management and reporting agility for businesses?
Emerging technologies are redefining ESG reporting from a manual, retrospective exercise to a real-time, strategic process. AI facilitates predictive insights and automated data validation, reducing human error and enhancing decision-making. Blockchain offers traceability and trust in sustainability claims, particularly for supply chain and carbon offset verification.
Automation streamlines data collection across departments, enabling agile reporting and scenario analysis. These technologies are helping ESG evolve from a compliance tool to a business advantage.
Q. How does WOCE leverage tech-driven platforms to simplify and strengthen sustainability reporting for Indian and global clients?
WOCE's esgpro.ai platform integrates AI-powered data collection, GHG accounting, validation, predictive analysis and real-time dashboards to enable businesses to centralize ESG data, assess performance, and generate framework-aligned reports.
Its modular architecture ensures adaptability for both large corporations and smaller firms. Green APIs enable integration with enterprise systems like SAP and trading platforms, helping companies calculate emissions and manage carbon offsets across sectors. By automating data flow from core business operations into ESG platforms, they reduce manual effort, improve accuracy, and ensure real-time insights.
This interoperability allows businesses to move beyond spreadsheets to intelligent, scalable ESG management tailored to their operational complexity.
Q. For Indian companies, especially those outside SEBI's top 1000 list, how important is it to voluntarily align with ESG norms to stay globally competitive?
For companies outside the regulatory perimeter, ESG alignment is less about compliance and more about long-term competitiveness.
Global investors, supply chains, and even consumers are increasingly becoming ESG-conscious. Voluntary alignment signals forward-looking governance and can be pivotal in unlocking capital, building resilience, and accessing global markets. As ESG becomes a criterion for procurement and financing, early adoption is a strategic differentiator.
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Economic Times
an hour ago
- Economic Times
Can vertical SaaS transform niche industries with artificial intelligence
Synopsis Vertical SaaS, powered by AI, is reshaping industries by addressing niche problems ignored by large software companies. IANS At the early stage, vertical SaaS startups often need guidance on how to sell, how to price, and how to build for scale without losing their niche. Some of the most interesting startup pitches I see these days do not promise to change the world. They promise to change a workflow, with artificial intelligence solving a critical problem of a particular industry. A messy, outdated, painful process that is too niche for large software giants to notice. That is the magic of vertical SaaS powered by artificial intelligence. Also, these businesses need very little venture capital to reach escape velocity, also known as breakeven at scale. Hence, the guerrilla way of venture building. As a seed investor, I believe this category is quietly reshaping how industries function, one focused solution at a those unfamiliar, vertical SaaS refers to software products or platforms built specifically for a single industry or use case. Examples include a debt collection solution used by banks and NBFCs to improve recovery and compliance, a sustainability reporting tool built for textile manufacturers to track emissions and meet ESG norms, or a customer conversation platform that uses artificial intelligence to assist call centre agents in real time. Their value lies in deep domain knowledge, built to navigate the unique rules, workflows, and challenges of each venture capitalists, we are not just chasing trends, we are also looking for signals. And in the case of vertical SaaS, the signals are strong. These startups tend to have longer-lasting customer relationships, stronger margins, and much clearer paths to profitability. Their clients rarely churn because once an industry-specific tool is integrated into daily operations, replacing it is painful. That creates stickiness, and stickiness builds enduring what is really interesting is the timing. Several things are coming together to make this moment ripe for vertical SaaS. Cloud infrastructure is now robust and affordable, allowing startups to build faster and scale without massive upfront investment. Even traditional businesses, from clinics to small factories, are now open to digitisation, especially when the solutions speak directly to their problems. At the same time, artificial intelligence, often viewed as a general-purpose technology, is supercharging these vertical solutions. A chatbot trained on dermatology data with over one thousand patient conversations can outperform any generic artificial intelligence model in a clinical setting. That is the power of specificity, and it is what makes artificial intelligence in vertical SaaS truly transformative.I often get asked why not just invest in broader platforms that can scale across industries. The answer lies in focus. Startups that go deep into one sector understand their customers better. Their messaging is clearer. Their sales cycles are shorter. They do not have to educate the market on the value of software. They show how their product solves a known, painful problem. That is a huge advantage, especially in emerging markets where trust and usability are are seeing this play out across India and other developing economies. From supply chain platforms for agri-exporters to legal tech tools for small law firms, entrepreneurs are spotting inefficiencies that have long been ignored. These are not glamorous problems, but they are real, and solving them creates real value. In many cases, these startups are not even competing with other software. They are replacing pen and paper, Excel sheets, and WhatsApp groups. That is an enormous course, capital plays a crucial role, but it is not just about writing cheques. At the early stage, vertical SaaS startups often need guidance on how to sell, how to price, and how to build for scale without losing their niche. As venture capitalists, we bring not only capital but also access. Access to pilot customers, to advisors from within the industry, and to talent that understands both technology and the specific sector. I have seen companies unlock growth just by getting introduced to the right distribution channel or hiring someone who has worked on the client side of the is also heartening is how founders in this space tend to operate. Many come from the industries they are trying to fix. They have seen the gaps firsthand, often as bankers, engineers, teachers, or logistics operators. They decided to build solutions because nobody else was solving the problems they encountered daily. That lived experience brings empathy, and it reflects in the product. The interface is more intuitive. The features are more relevant. The onboarding feels less like software and more like a helping is also something to be said about the resilience of vertical SaaS models. Most operate on a subscription basis, creating predictable revenue. Contracts are often annual, if not multi-year. This gives startups the stability to reinvest in product development and customer success, both of which matter a lot more when you are solving for depth rather than breadth. It also gives investors like us the confidence that the business can withstand market swings better than many flashier investing in several such companies at the pre-seed stage and witnessing their journeys first-hand, we have seen a clear pattern emerge. In categories like debt recovery, construction management and artificial intelligence-enabled sales platforms, it is possible to reach ₹300 crore in topline within the first five years when founders are solving a deep, industry-specific pain point and distribution is cracked early. With strong product-market fit, the path to ₹500–1000 crore revenue becomes a question of execution, not of this is to say that vertical SaaS is easy. Going deep into one sector means founders must be patient. The total addressable market might look small at first glance. But once the product proves itself, expansion into adjacent segments or into new geographies with similar market structures becomes a natural next step. And that is when growth really takes ahead, I believe the next decade will see vertical SaaS companies emerge not just as profitable businesses but as quiet disruptors within industries that desperately need modernisation. Whether it is farming, education, construction, or logistics, sectors that are often overlooked in technology conversations will be transformed by software built not for the general market but for the people who wake up every day to real, operational investors, we are excited to partner with these founders. The ones who know that transformation does not always begin with scale. Sometimes, it starts with a small fix to a big problem. And from there, everything changes. Author is Founder and Managing Partner of Zeropearl VC. (Disclaimer: The opinions expressed in this column are that of the writer. The facts and opinions expressed here do not reflect the views of


Time of India
2 hours ago
- Time of India
Can vertical SaaS transform niche industries with artificial intelligence
Some of the most interesting startup pitches I see these days do not promise to change the world. They promise to change a workflow, with artificial intelligence solving a critical problem of a particular industry. A messy, outdated, painful process that is too niche for large software giants to notice. That is the magic of vertical SaaS powered by artificial intelligence. Also, these businesses need very little venture capital to reach escape velocity, also known as breakeven at scale. Hence, the guerrilla way of venture building. As a seed investor, I believe this category is quietly reshaping how industries function, one focused solution at a time. Independence Day 2025 Modi signals new push for tech independence with local chips Before Trump, British used tariffs to kill Indian textile Bank of Azad Hind: When Netaji Subhas Chandra Bose gave India its own currency For those unfamiliar, vertical SaaS refers to software products or platforms built specifically for a single industry or use case. Examples include a debt collection solution used by banks and NBFCs to improve recovery and compliance, a sustainability reporting tool built for textile manufacturers to track emissions and meet ESG norms, or a customer conversation platform that uses artificial intelligence to assist call centre agents in real time. Their value lies in deep domain knowledge, built to navigate the unique rules, workflows, and challenges of each industry. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like War Thunder - Register now for free and play against over 75 Million real Players War Thunder Play Now Undo As venture capitalists, we are not just chasing trends, we are also looking for signals. And in the case of vertical SaaS, the signals are strong. These startups tend to have longer-lasting customer relationships, stronger margins, and much clearer paths to profitability. Their clients rarely churn because once an industry-specific tool is integrated into daily operations, replacing it is painful. That creates stickiness, and stickiness builds enduring companies. But what is really interesting is the timing. Several things are coming together to make this moment ripe for vertical SaaS. Cloud infrastructure is now robust and affordable, allowing startups to build faster and scale without massive upfront investment. Even traditional businesses, from clinics to small factories, are now open to digitisation, especially when the solutions speak directly to their problems. Live Events At the same time, artificial intelligence, often viewed as a general-purpose technology, is supercharging these vertical solutions. A chatbot trained on dermatology data with over one thousand patient conversations can outperform any generic artificial intelligence model in a clinical setting. That is the power of specificity, and it is what makes artificial intelligence in vertical SaaS truly transformative. I often get asked why not just invest in broader platforms that can scale across industries. The answer lies in focus. Startups that go deep into one sector understand their customers better. Their messaging is clearer. Their sales cycles are shorter. They do not have to educate the market on the value of software. They show how their product solves a known, painful problem. That is a huge advantage, especially in emerging markets where trust and usability are everything. We are seeing this play out across India and other developing economies. From supply chain platforms for agri-exporters to legal tech tools for small law firms, entrepreneurs are spotting inefficiencies that have long been ignored. These are not glamorous problems, but they are real, and solving them creates real value. In many cases, these startups are not even competing with other software. They are replacing pen and paper, Excel sheets, and WhatsApp groups. That is an enormous opportunity. Of course, capital plays a crucial role, but it is not just about writing cheques. At the early stage, vertical SaaS startups often need guidance on how to sell, how to price, and how to build for scale without losing their niche. As venture capitalists, we bring not only capital but also access. Access to pilot customers, to advisors from within the industry, and to talent that understands both technology and the specific sector. I have seen companies unlock growth just by getting introduced to the right distribution channel or hiring someone who has worked on the client side of the industry. What is also heartening is how founders in this space tend to operate. Many come from the industries they are trying to fix. They have seen the gaps firsthand, often as bankers, engineers, teachers, or logistics operators. They decided to build solutions because nobody else was solving the problems they encountered daily. That lived experience brings empathy, and it reflects in the product. The interface is more intuitive. The features are more relevant. The onboarding feels less like software and more like a helping hand. There is also something to be said about the resilience of vertical SaaS models. Most operate on a subscription basis, creating predictable revenue. Contracts are often annual, if not multi-year. This gives startups the stability to reinvest in product development and customer success, both of which matter a lot more when you are solving for depth rather than breadth. It also gives investors like us the confidence that the business can withstand market swings better than many flashier counterparts. After investing in several such companies at the pre-seed stage and witnessing their journeys first-hand, we have seen a clear pattern emerge. In categories like debt recovery, construction management and artificial intelligence-enabled sales platforms, it is possible to reach ₹300 crore in topline within the first five years when founders are solving a deep, industry-specific pain point and distribution is cracked early. With strong product-market fit, the path to ₹500–1000 crore revenue becomes a question of execution, not potential. None of this is to say that vertical SaaS is easy. Going deep into one sector means founders must be patient. The total addressable market might look small at first glance. But once the product proves itself, expansion into adjacent segments or into new geographies with similar market structures becomes a natural next step. And that is when growth really takes off. Looking ahead, I believe the next decade will see vertical SaaS companies emerge not just as profitable businesses but as quiet disruptors within industries that desperately need modernisation. Whether it is farming, education, construction, or logistics, sectors that are often overlooked in technology conversations will be transformed by software built not for the general market but for the people who wake up every day to real, operational problems. As investors, we are excited to partner with these founders. The ones who know that transformation does not always begin with scale. Sometimes, it starts with a small fix to a big problem. And from there, everything changes. Author is Founder and Managing Partner of Zeropearl VC .


Economic Times
3 hours ago
- Economic Times
AMFI leads economic transformation with 3 decades of building an investor-first India
Synopsis AMFI's 30-year journey reflects India's economic transformation, from UTI's monopoly era to a ₹75 trillion AUM industry today, driven by SIPs, regulation, awareness, and growing retail participation, supporting PM Modi's Viksit Bharat 2047 vision. AMFI celebrates 30 years of fostering trust, awareness, and inclusion, with mutual fund AUM tripling to ₹75 trillion, supporting India's vision of becoming a developed nation by 2047. A few years ago, our Hon'ble Prime Minister, Shri Narendra Modi, articulated a bold and compelling vision - to see India emerge as a Viksit Bharat (Developed Nation) by 2047. At Association of Mutual Funds in India (AMFI), this vision is deeply personal. For us, nation building is not only about infrastructure, industry or GDP numbers. It is equally about mobilising savings, fostering an investment mindset, and ensuring every citizen – from the largest city to the smallest village – has the tools and knowledge to achieve financial independence. When I look back at AMFI's 30-year journey, I see it running parallel to India's own transformation - from a closed, cautious economy in the early 1990s to a confident, investment-aware nation today. And at the heart of this change lies one simple, yet powerful idea: an informed investor is an empowered citizen. Starting from 1963 and well into the 1980s, the mutual fund industry was a single player domain- dominated by the state-owned UTI - catering to a limited number of investors. Market maturity was low, retail participation was negligible, and large institutions often influenced market movements. The early 1990s were a turning point. The early 1990s were a turning point. Economic liberalisation opened India's economy, and the creation of SEBI as an independent regulator brought much-needed structure, credibility, and investor protection to our capital markets. It was in this backdrop that AMFI was born in 1995, with a mission far greater than industry representation — to instill trust, transparency, and investor-centricity in the DNA of mutual funds, and to take investment awareness to every corner of India. Over the years, AMFI worked alongside SEBI to strengthen regulation and set benchmarks for self-regulation. The shift to NAV-based pricing was a watershed moment — for the first time, investors could see the daily value of their holdings, making wealth creation transparent and the late 1990s, we introduced Systematic Investment Plans (SIPs) — a quiet revolution that democratised investing. No longer was wealth creation the privilege of the affluent. Even the smallest saver could participate in India's growth story with as little as ₹500 a such as the Riskometer, Scheme Categorisation Norms, and Uniform Disclosure Standards simplified mutual funds for millions. KYC norms, and later e-KYC, streamlined onboarding, while technology opened new frontiers for distribution and industry faced its share of challenges — the 2008 Global Financial Crisis, the 2012 Taper Tantrum, and volatile market cycles. Each time, we emerged stronger, not just in numbers but in investor the mid-2010s, mutual funds had crossed ₹10 trillion in assets under management (AUM). Between 2014 and 2017, AUM doubled to ₹20 trillion, and by November 2020, crossed ₹30 last five years have been the most remarkable yet. From June 2020 to July 2025, AUM has tripled to ₹75 trillion. Investor folios now exceed 240 million, with nearly 2.5 million new folios being added every month — a clear testament to growing trust and surge is no longer limited to metros. Today, a first-time earner in a Tier-3 town is just as likely to start their financial journey with a mutual fund as someone in Mumbai or turning point was 2017, when AMFI launched the 'Mutual Fund Sahi Hai' campaign — breaking the myth that mutual funds were only for the wealthy, and speaking to every Indian in their own language. It took investment awareness to the smallest towns, rural markets, and digital screens across the has been a game changer — with smartphones and UPI, investing in a mutual fund has become as simple as sending a text message. Improve financial literacy in schools, colleges, workplaces, and communities. Create financial independence by empowering citizens with the knowledge to save, invest, and plan for their future. Reach the unreached — the hundreds of millions of Indians who have yet to take their first step into formal investing. We envision a future where every Indian household has an investment plan, where women and youth lead the way in disciplined savings, and where financial security becomes a way of life, not a journey has always been about more than products or performance. It has been about trust built patiently over decades, discipline nurtured through awareness, and empowerment delivered through AMFI, we remain steadfast in keeping the investor-first approach at the heart of everything we do. Because when investors grow, India grows. And when India grows, the dream of Viksit Bharat will not just be a vision — it will be a reality. 'Karmanye vadhikaraste, Ma phaleshou kada chana' You have the right to perform your actions, but not to the fruits thereof. This timeless wisdom captures the spirit that guides us — to act with integrity, dedication, and unwavering purpose. At AMFI, our commitment remains clear: to empower every Indian with the knowledge and tools to invest wisely and build a secure future. Because when we focus on the right actions, the outcomes — for the investor, the industry, and the nation — will follow. (The author Venkat N Chalasani is Chief Executive – Association of Mutual Funds in India (AMFI). Views are own) (Disclaimer: Recommendations, suggestions, views, and opinions given by experts are their own. These do not represent the views of the Economic Times) (Disclaimer: The opinions expressed in this column are that of the writer. The facts and opinions expressed here do not reflect the views of