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Cargill & McCain Strengthen Partnership To Support Sustainability In India’s Frozen Food Sector

Cargill and McCain have deepened their partnership to focus on sustainability and product development in India’s frozen food category, aiming to provide responsible and consumer-friendly food options.

MM Desk by MM Desk
December 9, 2025
in Business
A A
Cargill & McCain Strengthen Partnership To Support Sustainability In India’s Frozen Food Sector

Global food companies McCain Foods and Cargill are deepening their partnership to support innovation and sustainability in India’s frozen food category. Both companies are working together to provide responsibly produced food options to Indian consumers.

The growth of French fries in India is reflected in the frozen potato food industry, projected to grow at a Compounded Annual Growth Rate (CAGR) of 10.3% between 2025–2033. Rising disposable incomes, digital access, and QSR (quick-service restaurants) expansion have influenced both production and consumption in this category. Changing consumer preferences towards health, nutrition, transparency, and sustainability are also affecting growth. The Cargill–McCain partnership is developing solutions that balance taste, convenience, and better-for-you attributes.

A longstanding strategic partnership

McCain, in the frozen potato segment in India, has had a strategic partnership with Cargill for nearly two decades. What began as technical support from Cargill has evolved into a strategic collaboration. Today, Cargill’s partnership with McCain delivers volumes and helps respond to market dynamics, social trends, and evolving consumer preferences.

With a shared focus on responsible and sustainable practices, McCain led the transition to 100% RSPO Segregated palm oil across its India portfolio, with Cargill as a supply partner enabling this shift. This step towards sustainable sourcing established McCain as an early adopter of segregated palm oil in India. Cargill, as a supplier of edible oils, supported this transition.

Advancing sustainable and consumer-centric innovation

As India’s health and wellness food market is projected to grow at a CAGR of 18.5% through 2031, consumers are seeking both convenience and nutrition. McCain and Cargill are positioned to meet this demand through ready-to-eat alternatives. Both companies are also developing soft oil blend solutions aimed at offering French fries with improved product profiles and consistent quality.

These innovations focus on consumer needs, addressing the changing preferences of Indian consumers and the QSR sector.

At McCain, we believe in celebrating real connections through delicious, planet-friendly food. Our partnership reflects this shared vision — working together to support farmers in adopting regenerative practices that build healthier soils, reduce environmental impact, and strengthen resilient supply chains,” said Mr. Mainak Dhar, Managing Director, McCain Foods India. “We have worked hand-in-hand with Cargill to create a real, lasting change — fostering trust, sharing knowledge, and nurturing a spirit of collaboration that goes beyond business. Our innovations not only nurture stronger communities and ecosystems but also ensure that the food we bring to the table is better for people and the planet. Together, we have built partnerships and connections that are as enduring as they are meaningful,” he added.

“Our partnership with McCain reflects collaboration and innovation,” said Dheeraj Talreja, Vice President and Managing Director, Food South Asia, Cargill. “Together, we’ve developed solutions that improve product quality, sustainability, and consumer value. With our shared purpose and long-standing relationship, I’m confident we’ll continue to strengthen this partnership and shape the future of India’s food industry.”

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Every marketer talks about building awareness, few have to build it without talking about the product. India's alcobev industry has spent decades navigating that paradox. Direct product advertising isn't permitted, making surrogate advertising only one part of the marketing equation. The bigger challenge has always been earning something no media budget can buy: consumers who become advocates for the brand. For Debasree Dasgupta, Chief Marketing Officer, Pernod Ricard India, that's the category's biggest truth. “Consumers will always be your biggest advertisers,” she said. It's a philosophy born out of necessity. But it has also shaped how alcobev brands think about marketing itself. “The principles of marketing are the same whether it's personal care, beauty or alcobev. What changes is the complexity.” That complexity, according to Dasgupta, isn't just about navigating regulations. It's about understanding consumers, managing a diverse portfolio, and ensuring brands continue to grow despite having fewer traditional marketing levers than almost any other consumer category. India remains one of the world's most tightly regulated alcohol markets, where brands have to navigate different state regulations, on-trade and off-trade ecosystems, and restrictions on advertising products directly. For marketers, that has meant learning an entirely different language of brand building. Marketing hasn't changed, The rulebook has Dasgupta's own career has prepared her for exactly that. Rather than following a straight path, she has moved across FMCG, health and hygiene, beverages and now alcobev, picking up different lessons along the way. “I think the beauty is that I didn't have a linear career path, and I think it was very deliberate and intentional.” Each company, she said, has added a different layer to her understanding of marketing. “Unilever taught me to be extremely consumer-centric and always keep the consumer at the heart. Reckitt taught me commercial discipline, that marketing needs to lead to commercial and business growth. PepsiCo was about how brands stay relevant in culture.” Bringing those experiences together at Pernod Ricard has reinforced one belief. “The principles of marketing remain the same.” The environment, however, certainly doesn't. While referring to India as one of the markets where alcohol advertising is prohibited, she said, “The regulatory landscape is quite complex. That's the piece that one needs to wrap their minds around as you navigate and ensure that you're able to drive business growth.” That complexity extends well beyond regulation. “At a portfolio level, it's important for us to understand what is delivering the present and what will deliver tomorrow,” she said. “Where is growth coming from today, and where will growth come from in the future?” When consumers become the media channel Perhaps the biggest difference between alcobev and traditional consumer goods lies in how brands create awareness. Unlike an FMCG company, Pernod Ricard cannot advertise its alcohol products directly. “So the disadvantage that we have versus CPG is we cannot advertise products,” Dasgupta said. “We are in compliance with the guidelines that exist today.” Instead, the company builds visibility through compliant brand extensions such as packaged drinking water, while investing in passion points like cricket, music and digital platforms. “For us, the brand extension is a compliant business in itself and we can advertise that. We continue to double down on social, digital and influencer marketing for those businesses.” Furthermore, Dasgupta went on to say, “What we rely on is on-premise advocacy. We rely on sampling. We ensure that our liquids are extremely high quality so that when the moment of truth happens, consumers really love the product.” That has also meant new launches take longer to build. “Awareness build-up is much slower because consumers discover the product at the point of sale. That's very different from an FMCG brand.” Which naturally raises another question: if brands can't advertise products, who does the selling? “The consumers will always be your biggest advertisers,” Dasgupta said. “If you walk into an outlet and see someone drinking, it gives you confidence in the brand.” Word of mouth, she believes, becomes one of the category's most powerful marketing channels. “In a category where you can't advertise the product, consumers become your champions.” That consumer-first philosophy also shapes how global brands are adapted for India. For marketers outside the alcobev industry, the constraints may seem daunting. For Dasgupta, they've simply reinforced a timeless lesson. When the product can't do the talking, the brand, and ultimately the consumer, has to.

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