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1SO 9001 : 2015, ISO 14001 : 2015 and © 1SO 45001 : 2018 Company CIN : L26942TG1983PLC157712 Anjani Portland Cement Ltd. AnJaNi (A Subsidiaroyf Chettinad Cement Corporation Pvt. Ltd.) & £ m £ N T Ref: APCL/SECTL/SE/2026-27/20 August 19,2026 BSE Limited National Stock Exchange of India Limited Phiroje Jeejeebhoy Towers, Exchange Plaza, 5th Floor, Plot No. C/1, G-Block, Dalal Street, Bandra Kurla Complex, Bandra (East), Mumbai - 400 001 Mumbai -400 051 Scrip Code: 518091 Symbol: APCL Dear Sir / Madam, : Ne nd nd Ann Repo-r t Disclosure unde Regulation 30 and Regulation 47 of the SEBI (Listing Obligations and Disclosure Requirements Regulations, 2015: In continuation to our letter dated August 18, 2026 regarding dispatch of 42 AGM notice and Annual Report for the financial year 2025-26 and pursuant to Regulation 30 read with Schedule Il Part A Para A and Regulation 47 of the SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015, please find enclosed the copies of newspaper advertisement published in Business Standard (English) All India edition and Nava Telangana (Telugu) Hyderabad edition, on August 19, 2026, in this regard. The above is for your information and record. Thanking you, Yours faithfully, For Anjani Portland Cement Limited Krithika Vijay Karthik Company Secretary and Compliance Officer Encl: a/a c Chettinad ~ Registered Office : # 6-3-553, Unit No: E3 & E4, Works : Chintalapalem Village & Mandal, cement 4th Floor, Quena Square, Off Taj Deccan Road, Suryapet Dist. - 508 246. Telangana. ANJANI Erramanzil, Hyderabad - 500 082. Telangana. M: +91 733 077 6609 SUPER GOLD) T:+91 040 2335 30/9 31606 +91 738 260 9535 CEMEN T E:secretarial@anjanicement.com www.anjanicement.com 16 ECONOMY & PUBLIC AFFAIRS MUMBAI | WEDNESDAY, 19 AUGUST 2026 Business Standard FILE PHOTO: REUTERS P @%jyears of Astheindustry expands, attention is shifting from growttho governance. Passenger traffic, fleet sizes, and |jberalisati Aviation: How airport investments have increased, placinggreater demands on regulators. The next phase of aviation growthwill depend as much on reforms gave wings capacity as on market demand howwe make airlines financially sustainable. Growth without DEEPAK PATEL to private sector viability cannot be the long-term answer,” Kaul says. New Del18h Auigu,st The industry’s coststructure remains one of its biggest hurdles. India’s aviation sector has transformed dramatically since the economic Fuel and taxation account forasignifi- reforms of 1991, evolving from astate- cantshare of airline expenditure, The reforms of 1991 triggered the first while regulatory requirements, security controlled sector into one of the world’s fastest-growingaviation markets. The obligations, marketaccess rules and wave of private airlines, yet most entered journey, however, has beenanythingbut consumer protection requirements add smooth. Three decadesof rapid passen- asector that demanded far deeper indirect costs that are less visible but gergrowth have been accompanied by equally significant. repeated airline failures, bruising com- financial resources than anticipated Kaulalso points tothe disconnect petition and persistent questions over between regulatory entry requirements and the capital actually needed to whether India’s airline business can ever become consistently profitable. survive.“yIofu have a paid-up capital of For nearly four decades after the Air 50 crore, you can technically startan Corporations Actcame into force in19; airline. Butifyou wantto survive and compete in India today, you probably scheduled commercial air services were dominated by Air India and Indian needa capitalisation plan of around Airlines. Airtravel remained expensive 310,000 crore. The gap between and waslargely confined to business regulatory requirements and commer- travellers, government officials and cial realities is enormous,” he says. affluent Indians. That changed in 1991, Today’s market is more consolidated than atany pointsinceliberalisation. whenthe Centreintroductehde Air Taxi Scheme, allowing private operators to IndiGo has established itself asthe domi- nantairline through disciplined cost enter the sector as non-scheduled carriers. The Air Corporations Act was ‘management and a strong balance sheet. repealedin 1994, formally opening the AirIndia, bacbyk thee Tdata group, is ‘marketto scheduled private airlines. investing heavily in fleet renewal and “The 1991 reforms were extremely networkexpansiwohnil,e SpiceJet con- remarkable because private airlines tinuestobattle financial challenges inan were allowed to operate. That was a very defineIndian aviation. Airlinesoperated tant policy changes. Airport privatisa- while many of theirexpenses, including settingthe stage for oneof the industry’s increasingly competitive market. big decision at the time and it enabled a inahigh-costenvironment character- tion gathered pace with Delhi and aircraft leases and maintenance, biggest turnaround efforts. Asthe industry expands, attention is world-class airline like Jet Airways to isebdy expensive aviation turbine fuel, Mumbai being handed to private oper- remained linked to the dollar. “Itreat Air India’s privatisation asthe shifting from growth to governance. emerge. It demonstrated the quality of inadequateairport infrastructure, ators, while greenfield airports at Ben- Kingfisher Airlines became the big- most historicdecisionin Indian aviation. Passenger traffic, fleetsizes and airport Indian private enterprise in aviation,” limited capital and evolving regulation. galuruand Hyderabad created anew gestcasualty of the period. Launched in Itwasabold reform, it required courage investments have increased sharply, says Kapil Kaul, chief executive officer “From the time private airlines were model for infrastructure development. 2003, it acquired Air Deccan two years and it wasanextremely positive reform. placing greater demands on regulators. anddirectorataviation consultancy allowed in1991, the coreissue hasbeen Air Indiaembarked on a major fleet laterto accelerate expansion and qual- Honestly,I do nott hinksuch a decision Industry executives say that the next firm CAPAIndia. under-capitalisation. Airlinesentered expansion, and Indian carriers grad- ify for international operations. Heavy could have been taken without strong phase ofaviation growth will depend The reforms triggered thefirst wave the market withoutsufficient financial ually strengthened their international borrowing, aggressive growth, integra- political conviction,” Kaulsays. as much on institutional capacity as of private airlines, including East-West strength and then discovered that this presence, although overseas operations tion challenges, rising fuel costs and the The sector’s growth has nevertheless on marketdemand. Airlines, Damania Airways and Modi- business requiresa continuous flow of remained governed by the 5/20 rule global financial crisis eventually been extraordinary. Domestic passen- “The sector has become so large that Luft. The new entrantsbroke the state- capital. That challenge has remained (you can operate international flights pushed the airline into collapse in 2012. gertraffic has increased from about the mostimportant issue today is air run duopoly and introduced greater one of the defining characteristics of only ifyou have five years of experience Jet Airways, despite acquiring Air 14 million in2004-05 toaround 168 mil- safety. Airsafety requires acompletely competition and improved service stan- Indian aviation,” Kaulsays. and 20 planes) until it was replaced by Sahara and building India’s leading pri- lion today. Private airport operators new regulatory regime. You cannot dards. Yet, mostentered a business that the 0/20 norm in2016. vate airline, also succumbed to mount- have expanded capacity, airlines have continue growingat this scale with the demanded far deeper financial Affordability pivot “From 2004, low-cost airlines were ingdebt and intense competition [Showing first 8,000 characters — download PDF for full document]