New Delhi [India], November 3: When a business accomplishes its migration to the mainboard, the transition signifies far more than a simple corporate stock exchange move. It represents a fundamental shift in capital scale, operational ambition, and market positioning. For Chennai-based Khazanchi Jewellers Limited (KJL), migrating from the BSE SME platform to the BSE & NSE Mainboard on Tuesday, October 27, 2026, marked the official beginning of a transformative growth chapter.

Armed with a clear vision, the company is leveraging this landmark mainboard migration as a launchpad to scale its business from a current base of approximately ₹2,000 crore in revenue to an ambitious target of over ₹5,000 crore by FY2030. This milestone underscores Khazanchi’s financial strength and robust business viability, aligned with its long-term objectives.

In an industry historically divided between volume-focused traditional wholesalers and nimble retail chains, Khazanchi Jewellers is constructing a distinct hybrid growth engine designed to deliver both operational scale and expanding profit margins.

A Vision Built on Structural Transformation

At the heart of Khazanchi’s strategic blueprint lies a deliberate plan to reshape how its revenues are generated. Historically, wholesale B2B operations have formed the backbone of the company’s business, generating around 90% of total revenue. While this foundation provides strong volume movement, predictable cash flow, and deep distribution reach, wholesale models naturally operate on Stable operating margins.

To unlock deeper corporate value and build stronger brand equity, management has started driving a structural transition toward a balanced revenue portfolio. With more than 5 decades of Legacy, built up trust, a huge owned designed creations and long-lasting relationship with best crafters and manufacturers. To begin with Khazanchi inaugurated its 10000 Sq feet showroom as premium experience centre. Over the next 3-4 years, the company aims to scale its B2C retail segment so that it contributes 35% to 40% of overall revenues, bringing the long-term B2B and B2C split to a well-balanced 60-40 ratio. This shift toward high-margin retail channels is targeted to elevate operating margins to an impressive 8% to 9% level.

Synchronized Execution Across Core Pillars

Achieving a sustained annual revenue growth rate of 25% to 30% requires execution across every level of the organization. Khazanchi’s expansion journey is underpinned by several proactive measures and strategic initiatives currently underway.

First, the company is strengthening its dominant B2B core rather than shifting away from it. By adding new domestic and regional clients across diverse geographies, expanding wallet share with established partners, and enhancing supply chain efficiencies through real-time ERP integration, Khazanchi secures a reliable, volume-driven revenue baseline that supports its broader expansion.

Second, the company is accelerating its B2C retail brand transformation. A major highlight of this strategy includes rolling out 8 to 10 new stores, comprising a balanced mix of grand flagship experience centres and sleek, modern boutiques dedicated to minimal jewellery concepts. Moving outward from its stronghold in the home state into neighbouring regions and ultimately establishing a pan-India footprint, this retail rollout brings the brand directly to retail consumers, capturing higher margins and driving strong brand recall.

Third, Khazanchi is expanding into high-value product categories to enhance overall profitability. The company is aggressively scaling its Natural diamond and studded jewellery offerings under Brand Vajraa, By emphasizing design-led, value-added gold and precious metal products, the brand commands better design premiums while catering to shifting consumer tastes.

Fourth, technology serves as a major growth enabler through a modern digital and omnichannel engine. The company is investing in a scalable e-commerce infrastructure tightly integrated with central enterprise resource planning systems. This integration enables real-time inventory management, data-driven decision-making, and a fluid buying experience across both digital screens and physical store floors, improving overall capital efficiency.

Industry Tailwinds and Mainboard Horizons

Khazanchi’s mainboard migration coincides with a favourable period for India’s organized jewellery market. Increasing consumer trust in hallmarking and HUID, a growing preference for institutional brands over unorganized local jewellers, and steady demand for precious metals provide strong macro support.

For shareholders, institutional investors, and trade partners, the company’s transition to the Mainboard enhances market visibility, improves equity liquidity, and positions the corporate entity to attract broader institutional capital. By blending a large-scale B2B foundation with high-margin, technology-enabled retail expansion, Khazanchi Jewellers is demonstrating that its target of ₹5,000 crore by 2030 is a well-calculated, natural step forward in its evolution.

Disclaimer: Certain statements in this document that are not historical facts are forward looking statements. Such forward-looking statements are subject to certain risks and uncertainties like government actions, local, political or economic developments, technological risks, and many other factors that could cause actual results to differ materially from those contemplated by the relevant forward-looking statements. The Company will not be in any way responsible for any action taken based on such statements and undertakes no obligation to publicly update these forward-looking statements to reflect subsequent events or circumstances.

Pune (Maharashtra) [India], November 3: Gray Spark Audio Academy, a music production and sound engineering school in Baner, Pune, has opened admissions for its next 15-month professional program, which begins in June 2027. The academy reports that 95% of eligible students are placed in industry roles, backed by hands-on training in six professional recording studios and more than 15 years of industry experience.

Hands on training

Gray Spark has been working in the music and sound industry for more than 15 years, and its approach to teaching is straightforward. You spend your time inside real studios, using professional equipment and the same software the industry relies on, while experienced professionals guide you along the way. The academy has six fully equipped studios, and over the course you will complete around 160 training sessions and spend more than 1,200 hours working in them.

What You Will Study

The program takes you through the whole process of making music, from the first recording to the final master. You will learn how different microphones behave and how to record vocals, guitars, pianos and percussion properly. You will study music production, including arranging, beat-making and sound design, so you can take a track from a rough idea to a finished song. Alongside that, you will learn mixing and mastering, music theory, how speakers and signal processing work, and how to move comfortably around Pro Tools, Ableton Live and Logic Pro.

Placements

One of the nicest things about Gray Spark is that you do not have to wait until the course ends to start working. Students join songwriting camps, take on real client projects and complete paid assignments. There is also an assistantship and an externship that put you alongside working professionals.

Graduates often say this is what made the difference. Aryan Thorve, a brand ad music producer, picked up paid projects during the course, built a portfolio along the way and now regularly creates ad film music for Apple, Samsung and Kia. Tushar Kangarkar, a film sound engineer, says the mentors made tricky concepts easy to understand and that working with real clients made learning practical. Adhithiya Tavorath, a music expert at Handshake in New York, credits the supportive faculty, the industry exposure and the portfolio opportunities for a great learning experience.

What Happens After the Course

Gray Spark reports that 95% of its eligible students are placed. To be eligible, you need to complete your assignments, finish your assistantship and attend your lectures. More than 200 graduates have been placed so far, and the academy offers placement assistance to help you take that first step into the industry.

The list of places where students have found work is long and varied. It includes Radio Mirchi 98.3 FM, Turtle on a Hammock, Alias Analogue, Kala Ghoda Records, Furtados, Trill Music Academy, Grace Live Studio, Ubisoft, Cameo, Red Square, Beatpulse, Stryve, Kuku FM, Riakian, Headout, Snowberry, Megasound, Ansata, AV Core, 24 Track Legends, Ekam Studios, LS Marathi, Novaklick, Pocket FM, Ultra Media and Bharat Music. Students have also led music production on commercial projects for brands such as Apple, Samsung, Kia and SBI, as well as ICC T20.

Plenty of Paths to Choose From

Sound is a much bigger field than most people expect. As you study, you will get to know careers such as music producer, recording engineer, mix engineer, mastering engineer, live sound engineer, film sound mixer, sound designer, game sound designer, location sound engineer, music arranger, acoustician and audio forensics specialist. That means you can aim for work in music, film, advertising, gaming or live events, depending on what excites you most.

State of the art studios

The six studios include live rooms, control rooms and a student production room, so there is always space to record, produce and mix. Outside artists, filmmakers and songwriters also book the studios for recording, mixing and mastering, which means you learn in a place that runs to professional standards and deadlines. Those clients seem happy with the experience too, as the academy holds a 4.8 out of 5 rating from 504 Google reviews.

Who Should Apply

You do not need to be a professional to apply. The program is meant for anyone who wants to turn a love of sound into a career, whether you are a musician, an aspiring producer, a film lover or a self-taught creator working from a laptop at home.

Come and See It for Yourself

The best way to know whether Gray Spark is right for you is to visit. You can book a free studio tour and see the rooms and equipment first-hand, or arrange a free consultation call where the team will talk with you about your current skill level, your goals and the next steps. The full curriculum is available to download from the academy’s website. Batch sizes are kept limited so every student gets time with mentors and in the studio, so it is a good idea to enquire early for the 2027 intake.

Recognised at India’s Top Audio Awards

The Indian Recording Arts Academy Awards, known as the IRAA, have honoured excellence in recording, mixing and music production across India’s film, television and independent music industries since 2006. What makes them unusual is that they are judged on process rather than popularity. Entrants submit their session files, and a jury of working engineers studies the decisions behind the record, including microphone choice, signal chain, balance and treatment. Gray Spark describes the IRAA as the closest thing Indian audio has to a peer review of craft, which is why the academy teaches toward it.

A Decade of IRAA Wins

Gray Spark first appeared on the winners’ list in 2017, when Harshad Sathe won in the Independent Song Recording and Mixing category and Hozaifa Sayed received the Dronacharya Award. In 2018, faculty member Malay Vadalkar won the same independent song recording and mixing award, and in 2020 it went to fellow faculty member Nitin Muralikrishna.

Ronak Runwal, another member of the faculty, was recognised in 2024 in the Independent Song Recording, Mixing and Mastering category. Then 2026 turned out to be a standout year. Nitin Muralikrishna, Ronak Runwal and Ajay Majethia, a mix of faculty and alumni, were recognised together in the Independent Music: Recording, Mixing and Mastering – Acoustic category, and alumnus Anuj Thakur was recognised for Independent Song Recording and Mixing.

About Gray Spark Audio Academy

Gray Spark Audio Academy is a music production and sound engineering academy based in Baner, Pune. Its 15-month program covers recording, music production, mixing and mastering, music theory, signal processing and digital audio workstations, taught in six professional studios by experienced industry practitioners.

Media Contact

Gray Spark Audio Academy
312 Solitaire Business Hub, Balewadi High Street, Baner, Pune 411045
Phone: +91 9922418104
Email: graysparkaudioacademy@gmail.com
Website: academy.gray-spark.com
Office hours: Monday to Friday, 10:30 am to 7:30 pm

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New Delhi [India], November 3: AI is changing who does what at consulting firms. A new book by a former McKinsey consultant argues that the part AI can’t replace is the part no one trains you for. Gaurav Bhosle’s The Inner Journey of a Consultant: The Unwritten Transformation Every Consultant Goes Through is a #1 Amazon Bestseller. It deals with the judgment, nerve and self-awareness that decks and models don’t supply.

The AI-driven shift is showing up first where careers begin: in how many graduates firms hire, and in what they now expect of them from day one. PwC UK cut graduate hiring from 1,500 to 1,300 in 2025, then said in August 2026 that it plans to raise it by about 30%. McKinsey’s North America chair, Eric Kutcher, has said the firm plans to grow its North American workforce by 12% in 2026. Even so, the junior job is changing shape. PwC’s AI assurance leader, Jenn Kosar, told Business Insider: “People are going to walk in the door, almost instantaneously becoming reviewers and supervisors.” That asks new hires to judge work before they have done much of it.

That shift adds pressure to jobs that were already demanding, and the strain is showing well beyond consulting. Gallup’s 2026 global survey found managers report stress more often than individual contributors, 45% against 39%.

Bhosle has seen this from both sides. He spent years as a consultant at McKinsey & Company and Accenture Strategy, working on projects across Europe, Africa and Asia. He then founded Being Consultant, a career coaching practice that has since worked with 3,000+ professionals across 50+ countries, over 10,000+ coaching hours.

Bhosle, who still coaches candidates and new consultants every week, says early exits come from a missing guide to the inside of the job. “Getting in is scripted: case books, coaches, prep courses. Staying and thriving isn’t. That gap is why so many good people leave early.” The book is his attempt at that guide. “I wrote the book I wish someone had handed me in my first years,” he said.

So where does that leave the AI question? A deck can be built in minutes now. Walking into a room where the client is angry, and knowing what to ask first, is still a person’s job. The book is written for that moment.

The book has 16 chapters in four sections: Mind, Heart, Soul and Life. The stories come from Bhosle’s diary entries and from people he has coached, and each chapter ends with self-coaching questions. One chapter looks at how capable people get stuck, with overthinking passing for rigor and avoiding a hard conversation passing for diplomacy. Another covers the client room, where “emotion in a meeting is not noise, it’s information,” and the advice is to ask one question before offering one explanation. The last section takes up energy, sleeping on big decisions, and the success that stops feeling like success. It also asks what is enough, a question that stayed with him after someone in a factory town asked him: why should we make more money?

The book is written for MBA students weighing consulting careers and for anyone in their first decade at a firm. Bhosle believes the pressure and self-doubt it describes will be familiar to anyone in a demanding job. Remona Moodley, founder of Master the Toolkit and a former engagement manager at McKinsey, said: “What none of us had was this book. Gaurav names the internal journey every consultant lives but few ever talk about.”

The foreword is by Will Bachman, a former McKinsey consultant in the US, co-founder of Umbrex and host of the Unleashed podcast. “Technical mastery is only ever half the job. The rest is what happens inside you while you’re doing it. That is what this book is about,” he writes.

Published by BookMyStory in October 2026, The Inner Journey of a Consultant is available worldwide on Amazon in hardcover and Kindle.

Book website: https://theinnerconsultant.com
Hardcover on Amazon: https://www.amazon.com/dp/9349509555

Bhosle is available for interviews, podcasts, guest articles and talks on consulting careers, leadership and the human side of work in an AI age.

Media contact: Gaurav Bhosle, gb@beingconsultant.com

About Gaurav Bhosle

Gaurav Bhosle (https://beingconsultant.com) is a former McKinsey consultant, an HEC Paris alumnus and an ICF Professional Certified Coach (PCC). He founded Being Consultant, which helps professionals get into consulting, grow inside it and make the next career move well. The Inner Journey of a Consultant is his first book.

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New Delhi [India], November 3: Ask a placement officer about the students they remember, and the answer is rarely about marks. It is about the student who built something, entered something, or solved something before anyone asked them to. The harder question is how many such students never get the chance, because the opportunity never reaches them.

That gap between ambition and access sits at the centre of Unstop’s work. A recent government-backed innovation challenge offers a clear view of how it plays out.

A Challenge Built Around Real Problems

SEVA FIRST – Rashtriya Youth Innovation Challenge 2026 is part of the wider Seva First Innovation Challenge, a national initiative that asks young people to identify real problems in their communities and develop solutions that are affordable, scalable and implementable. Delhi’s higher education minister launched the programme at Delhi Technological University on 19 September, with DTU anchoring the northern region. Mentorship and government support are built into the structure.

What makes it instructive is the format. The brief is not an exam question. Students are asked to look at the world around them, name a problem and propose something that could work.

The opportunity was first listed on Unstop, which is now directing its student community to the official government portal. While this may seem like a small step, it highlights Unstop’s role in making such initiatives more accessible. The platform is not the owner of the opportunity; its role is to bring it to the attention of students who might otherwise never come across it.

Why Visibility Matters

India’s hiring ecosystem is still working out what counts as evidence of ability. HirePro’s State of College Hiring in India 2026 found that 96 per cent of colleges believe employers have embraced skills-first hiring, while only 21 per cent of corporates say they have fully made that shift. The same report found that 68 per cent of students consider themselves job-ready from day one, against 9 per cent of employers who agree.

Students, colleges and employers, in other words, are reading the same market differently. Where shared evidence of capability is thin, familiar signals fill the gap: the degree, the college name, the network. Those signals favour students who already have access to the right campus and the right introductions.

A challenge entry offers a different kind of evidence. A student who identifies a problem, develops a solution and defends it before evaluators demonstrates initiative, critical thinking and the ability to apply knowledge beyond the classroom. While it may not replace conventional hiring assessments, it adds another dimension to understanding a student’s potential.

Where Unstop Fits

Founded by Ankit Aggarwal in 2019, Unstop describes itself as India’s largest early-talent community engagement and hiring platform. The company says it connects more than 32 million students and early professionals, from over 20,000 colleges, with 35,000-plus employers. It has powered programmes such as the Adobe Hackathon and reports more than 200,000 engagements and 25 million assessments completed.

Aggarwal, who worked at Sapient, Deloitte and Teach For India before turning entrepreneur, argues that the student journey is changing. The old sequence of education, graduation and job is giving way to one in which students build experiences and proof of skills first, and opportunities follow. His conclusion is a simple one: young talent should not have to wait until graduation to show what it can do.

For that to be more than a slogan, three things have to hold. An opportunity has to be discoverable, so a student in a smaller town hears about it at all. It has to be accessible, so a student from a Tier 2 college can enter on the same terms as one from a leading campus. And it has to be actionable, with a clear path from entry to outcome. The question is no longer whether India has enough talent. It is whether we are creating enough platforms for that talent to be seen, tested and recognised.

Unstop isn’t just creating talent. It is helping talent find opportunities, get discovered and prove what it can do.

A Signal, Not a Guarantee

None of this replaces rigorous evaluation. A challenge entry is evidence, not a promise, and employers will keep weighing it alongside other factors. The HirePro numbers are a reminder that skills-first hiring remains unfinished work.

But the direction is clear enough. As more of India’s opportunities, from corporate programmes to government initiatives, move into open formats, the question is who gets to see them.

India does not need to manufacture ambition. It already has plenty. The task is to widen the routes by which that ambition meets a real problem, a real audience and a fair chance to be judged on the work. A country’s talent is only as visible as the platforms that carry it.

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Kolkata (West Bengal) [India], November 3: The Institute of Engineering & Management (IEM), under the School of the University of Engineering and Management, Kolkata, came alive with creativity, culture, and youthful enthusiasm on 31st October 2026. The day witnessed a series of events in which students got the opportunity to showcase their talents, drawing a footfall of nearly 1,200 and transforming the campus into a hub of celebration and artistic expression.

The campus celebrations were marked by several key highlights across different segments:

• Bienvenue 2026 – The Freshers’ Welcome: Bienvenue 2026, the official Freshers’ Welcome for students of the BBA, BCA, M.Tech, B.Tech, Hotel Management and Law departments, witnessed a huge footfall as the campus celebrated Bijoya and the pre-Diwali festivities with warmth and camaraderie. The Drama, Music and Dance Clubs were the main organisers of the event.

During the event, international students from Nepal performed their national anthem and a traditional dance, beautifully showcasing international harmony and brotherhood.

The programme also featured a sports segment, during which winners of various national championships were felicitated on the dais, highlighting the importance of sports and familiarising first-year students with the institute’s rich sporting culture.

• A Spooky Splash of Colour: Adding to the festivities, the Halloween theme featured a face-painting workshop organised by the Art and Craft Club of the IEM Students’ Gymkhana, with enthusiastic participation from students.
• Pratikriti – Celebrating Perspectives: Pratikriti, presented by the IEM Photography Club, celebrated photography, perspectives and the many ways we choose to see the world through engaging sub-events, including Chitrankar, Chitragati, Kshanika, Rangolipi and Aloklipi. The events featured exhibitions, competitions, live photography, and long-exposure creations.
• IEMPACT 2027 – Day 0: The day also marked IEMPACT 2027 Day 0, the official curtain-raiser of the 36th Annual Cultural Fest of IEM Salt Lake, a nostalgic occasion for both current students and alumni.

The Representatives’ Meet and a vibrant flashmob dance performance by nearly 30 students from different departments created excitement and set the stage for the festival ahead.

The entire performance was organised by the Dance Club and the Music Club of the institute.

IEM Director and UEM Kolkata Vice-Chancellor Prof. Satyajit Chakrabarti said, “The annual freshers’ welcome of IEM Kolkata, Bienvenue, has a tradition of 36 years. Thousands of students come together to celebrate their talent, creativity, and artistic expression. The freshers’ festival is of the students, by the students, and for the students. It unites the students and creates friendship and camaraderie between them, as well as a special bond between current students, alumni and faculty members.”

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Cyber Law Expert Puneet Bhasin’s New Book Explores Who Really Controls Human Choices in the Age of AI

Mumbai (Maharashtra) [India], November 3: Are the choices people make truly their own, or are algorithms and artificial intelligence increasingly shaping what they think, watch and believe?

Cyber law expert and advocate Puneet Bhasin explores this question in her new book, Who Controls Your Mind? Algorithms, Artificial Intelligence and the New Battle for Human Autonomy, which is published by Cursive, an imprint of OakBridge Publishing.

The book examines how digital platforms use personal data, algorithms and artificial intelligence to influence attention and behaviour, and questions whether existing legal frameworks are sufficient to protect individual autonomy in the digital age.

The idea for the book emerged from an interaction Bhasin had with a group of 17- and 18-year-old students. When she asked how many intended to marry or have children, only two students raised their hands in response to each question. Some of the students said they had regularly watched social media content mocking marriage and family life.

The interaction led Bhasin to examine whether digital content and recommendation systems could influence personal choices in ways users may not consciously recognise.

According to Bhasin, every search, click, pause and interaction on a digital platform generates data that can be used to create behavioural profiles and predict what a user is likely to engage with next. She describes this process as “Data Farming”, arguing that platforms do not merely collect behavioural information but can also encourage the behaviour that produces it.

The book uses the fictional story of a teenager, Veer, and his family to explain complex issues surrounding technology and law. The narrative covers situations including excessive gaming, data breaches, AI-generated voice scams, online influencers, AI companions and other forms of digital dependence.

Spread across 18 chapters and five sections, the book examines the relationship between algorithms, artificial intelligence, human behaviour and law.

It covers issues such as short-form video and attention, AI and memory, digital detox, data breaches, AI voice scams, harassment in virtual environments, the portrayal of crime on streaming platforms, online risks to children, algorithmic influence on faith, educational technology, gaming design, AI chatbots and digital influence in modern warfare.

The legal analysis refers to Indian laws and judicial decisions, including the Digital Personal Data Protection Act, 2023, the Information Technology Act, 2000, its 2026 amendment rules, the Bharatiya Nyaya Sanhita and the Supreme Court’s judgments in K.S. Puttaswamy and Selvi. It also looks at developments in Australia, Europe, the UK and the US.

Among the concepts proposed in the book is “Cognitive Sovereignty”, which Bhasin describes as an individual’s right to remain in control of their attention, thoughts and decisions.

The book also introduces “Cognitive Habeas Corpus”, raising the question of whether the constitutional protections of privacy and dignity under Article 21 could extend to protection against forms of technological influence over the human mind.

Another proposed concept is “Cognitive Injury by Design”, which examines whether companies that deliberately design products to encourage behavioural dependence should be held accountable for the resulting harm.

Bhasin also examines the “safe harbour” protection available to intermediaries under Section 79 of the Information Technology Act and questions whether platforms that actively select and amplify content can continue to be treated as neutral intermediaries.

The book, however, does not present technology as inherently harmful. Instead, it calls for greater awareness and individual agency while recognising the benefits of technological innovation.

Its concluding chapters suggest practical measures such as questioning the source of one’s thoughts, treating attention as a limited resource, actively searching for information rather than passively consuming algorithmic feeds and creating barriers against compulsive digital consumption.

“The practice of sovereign thought begins with a pause,” Bhasin writes.

The book carries forewords from former Bombay High Court judge Justice Vidyasagar M Kanade, Former Lokayukta of Maharashtra and Acting Chief Justice of Bombay High Court and former Intelligence Bureau Director Rajiv Jain, Tamil Nadu Director General of Police Dr Sandeep Mittal and Sumnesh Joshi, Deputy Director General, Ministry of communications. Colonel Ashish Upreti, VSM, Director Social Media, Additional Directorate General of Strategic Communication, Indian Army, has written the afterword.

Justice Kanade notes that scholars and courts will ultimately determine whether concepts such as cognitive sovereignty develop into independent legal rights or serve as guiding principles for future laws. Dr Mittal, while cautioning that not every recommendation system is manipulative, observes that questions around technology, influence and autonomy are no longer merely academic.

Bhasin is an Internationally renowned advocate and cyber law expert working at the intersection of law, cybersecurity and technology. She advises institutions and companies and represents victims of cyber offences and has advised the United Nations Digital Public Goods Alliance for the drafting of the DPG Privacy Framework. Her earlier work includes Practical Guide to Digital Personal Data Protection Act, 2023: Law and Compliance, Digital India, Regulated India and Laws Governing Social Media & OTT in India.

The book concludes with the question that runs through its chapters: who controls the human mind when technology can increasingly predict and influence human behaviour?

“The answer, in the end, is up to you,” Bhasin writes.

In a world of endless content, AI, automation, and sales tactics, Harmeet Kelley’s StorySelling philosophy puts people first—helping professionals find the right message, build trust, communicate real value, and make buying feel natural.

Two professionals. Similar expertise. Same market. One attracts clients; the other struggles to explain their value.

The difference isn’t always talent. Sometimes, it’s understanding.

For marketing and sales strategist Harmeet Kelley, who has worked in training and development since 2003, great selling starts with people’s stories—not a stronger pitch.

Great selling begins with understanding people, not persuading them. StorySelling is how we turn that understanding into trust, clarity, and meaningful buying decisions.

But his philosophy extends beyond sales.

At its heart is a larger belief: building a better business begins with becoming better at understanding, serving, and creating value for people.

1. Who Is Harmeet Kelley, and What Does He Stand For?

An entrepreneur by choice, a coach at heart—and a believer in building people, not just profits.

A third-generation entrepreneur, Kelley helps coaches, trainers, consultants and service-led business owners communicate value and grow without selling their principles.

His compass is simple:

• People before pressure. Understand before you ask.
• Skills before shortcuts. Practise what lasts.
• Excellence before appearances. Be as good as your promises.

He believes the challenge is learning how to build a successful business without compromising the principles that make the work meaningful.

2. Why Being Good at Your Work Is Not Enough

Expertise creates value. Communication helps other people recognise that value.

Picture two restaurants with equally good food. One is packed; the other is empty. People need a reason to choose.

Likewise, a coach may boast twelve modules while the buyer wonders, Will this actually help me find clients?

Features describe the offer. Relevance makes it matter.

3. Every Customer Has a Story Before They Become a Buyer

People bring their stories—past experiences, present problems and future hopes—into every decision.

A public-speaking student may ask for presentation tips but secretly fear freezing again in front of colleagues.

Kelley asks professionals to explore:

• Now: What hurts?
• Next: What would change?
• Block: What’s holding them back?

You can’t understand someone’s decision until you’ve heard what’s behind it.

4. StorySelling: Make the Value Clear, Not the Pressure Higher

StorySelling connects what the customer is experiencing with what a relevant solution can genuinely help them achieve.

A tailor measures before cutting fabric. Yet salespeople often pitch before asking questions.

StorySelling reverses that:

• Listen to the customer’s situation.
• Explain through honest, familiar examples.
• Check fit before asking for commitment.

If a business already has leads but loses them during follow-up, more advertising won’t solve their problem.

StorySelling brings Clarity, Not Pressure.

StorySelling, as Kelley approaches it, is not simply about telling entertaining stories to persuade someone to buy.

It begins with understanding the story the customer is already living.

5. Why Fundamentals and Principles Matter More Than the Latest Trend

Tools and platforms will change. The ability to understand people, communicate value and build trust remains useful across them.

There’s always another AI tool, funnel or shortcut. Kelley prefers an older lesson: teaching 2 + 3 + 4 = 9 gives one answer; teaching addition builds a lifelong skill

An ad can stop working tomorrow. Understanding people travels across platforms.

Master the principles, then pick up the tools.

6. The Business of Human Excellence: Building the Person Behind the Business

A business can only make effective use of its opportunities when the people responsible for it develop the capabilities to act on them.

A business owner knows they should follow up, yet fears sounding pushy. Another template won’t fix that. Kelley calls his wider mission the business of human excellence:

• Personal: Confidence, character and resilience.
• Professional: Craft, competence and judgment.
• Business: Trust, systems and sustainable results.

Strategy matters; so does the person expected to carry it out.

7. The Key Difference – Knowing Something and Becoming Good at It

Learning introduces the principles. Practice, feedback and application turn them into professional capability.

Nobody earns a karate black belt by watching videos. Selling and storytelling also need real practice. Kelley has undertaken advanced training with Blair Singer, but sees credentials as a starting point, not the finish line.

Learn. Practise. Listen to feedback. Improve. That’s how knowledge becomes capability.

8. Sales Is Service: What He Stands For—and Against

Ethical selling means being honest, useful and willing to say, “We’re not the right fit.”

A trustworthy mechanic checks the engine before recommending repairs. Kelley wants sales conversations to work that way.

• For: Honest advice, clear expectations, long-term relationships.
• Against: Fake urgency, inflated promises, pressure and poor-fit offers.

Selling isn’t something to apologise for. Ask confidently when you can genuinely help.

9. A Personal Brand Must Be An Experience Worth Remembering

Visibility gets attention. Reputation gives people a reason to trust you.

One expert posts daily; another earns referrals by doing excellent work. A personal brand isn’t a posting schedule. It’s what people expect when they hear your name.

Kelley sees trust resting on care, competence and congruence: do you understand, can you deliver, and do your actions match your words?

10. Why StorySelling Matters in the AI Age?

When everyone can produce more content, understanding people becomes more important—not less.

AI can draft fifty emails quickly. It cannot rescue a message aimed at the wrong problem.

Remember:

• More content isn’t connection.
• More data isn’t understanding.
• More automation isn’t trust.

Technology can support the work. It cannot replace the responsibility to understand and serve a real person.

Conclusion: The Person Behind Every Sale

Better sales begin with better questions—and a genuine willingness to help.

Kelley isn’t against ambition, persuasion or technology. He’s against shortcuts that bury skill and pressure that ignores people.

His question before any pitch is simple:
Do I understand this person’s story—and are we a good fit?
The goal isn’t to win a sale at any cost. It’s to become someone people are glad they trusted.

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Updated year-on-year growth figures for October 2026

Gurugram (Haryana) [India], November 3: With reference to our communication of November 1, 2026, JSW MG Motor India shares its updated year-on-year (YoY) performance for October 2026. The company recorded wholesale numbers of 8,013 units, against 6,397 units in October 2025, reflecting YoY growth of 25%.

The automaker continues to see a strong response to the recently launched MG Hector Tomahawk EV and Windsor Indulge Edition, with customer deliveries gaining momentum across India.

About JSW MG Motor India

JSW MG Motor India, a joint venture between JSW Group and SAIC Motor, combines JSW’s deep understanding of the Indian market with SAIC’s global automotive expertise. The company is focused on sustainable mobility, advanced technology, localisation, and customer experience, while expanding its product portfolio and manufacturing capabilities with a robust local supply chain.

With a long-term commitment to India, JSW MG Motor India is building a sustainable mobility ecosystem, introducing globally best-available technologies and environmentally responsible solutions for Indian consumers, while supporting the nation’s transition to cleaner transportation. The company has also emerged as India’s leading EV manufacturer, having sold over 1,50,000 electric vehicles since its first launch, with the MG Windsor as the country’s No.1selling EV.

Website: http://www.mgmotor.co.in

Facebook: https://www.facebook.com/MGMotorIN

Instagram: https://instagram.com/MGMotorIN

Twitter: https://x.com/MGMotorIn?lang=en

LinkedIn: https://in.linkedin.com/company/mgmotorindialtd

For more information:
JSW MG Motor India: corporatecommunications@mgmotor.co.in

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Revenue in the first half of the year increases 45% to Rs. 400.2 crore, PAT rises 78% to Rs. 34 crore, while order book grows 47% to Rs. 1,575 crore

Ahmedabad (Gujarat) [India], November 3: Advait Energy Transitions Limited (NSE: ADVAIT, BSE: 543230), formerly known as Advait Infratech Limited, has reported strong growth in revenue and profitability for the quarter and half year ended September 30, 2026.

Consolidated revenue for the quarter was Rs. 220.9 crore, up 40.8% from Rs. 156.9 crore in the corresponding quarter of the previous year. Profit after tax (PAT) increased 88.5% to Rs. 19.18 crore from Rs. 10.2 crore, while EBITDA rose 84.4% to Rs. 31.9 crore from Rs. 17.7 crore

For the first half of the financial year 2026-27, revenue increased 45.4% to Rs. 400.2 crore from Rs. 275.3 crore in the year-ago period. EBITDA grew 82.6% to Rs. 56.7 crore from Rs. 31.1 crore, while PAT rose 77.9% to Rs. 34 crore from Rs. 19.1 crore.

Commenting on the results, Shalin Sheth, Founder and Managing Director, Advait Energy Transitions Limited, said, “The first half of FY27 has been encouraging, with strong revenue growth and a significant improvement in profitability. Our power transmission solutions business continues to be a key growth driver, supported by investments in transmission infrastructure, grid modernisation and renewable energy integration. We are expanding our capabilities to serve a wider range of customers and projects.

“We are also focusing on new and renewable energy, including battery energy storage systems, electrolysers and integrated renewable energy solutions. These areas offer opportunities to build complementary capabilities and contribute to India’s transition to clean energy,” he added.

The company’s order book stood at Rs. 1,574.83 crore as of September 30, representing year-on-year growth of 47%. The PTS business secured orders worth approximately Rs. 462 crore, while the new and renewable energy business secured a Rs. 116 crore solar EPC order for a 200 MW project.

Capital work-in-progress stood at Rs. 159.71 crore, reflecting ongoing investments in capacity expansion. The company’s debt-equity ratio stood at 0.86x, while its interest coverage ratio was 5.73x. It continues to focus on working capital optimisation and improved collections to strengthen operating cash flows.

The company is also expanding its presence in energy storage through its subsidiary, Advait Battery Ecosystem, which is setting up a 2.5 GWh battery energy storage system (BESS) assembly facility spread across 4 lakh sq ft at Gangad, Gujarat. The project is supported by a Master Supply Agreement with Hithium for up to 1 GWh of LFP battery cells.

About Advait Energy Transitions Limited

Advait Energy Transitions Limited (formerly Advait Infratech Limited), established in 2009 and headquartered in Ahmedabad, Gujarat, provides products and solutions for power transmission, substation and telecommunication infrastructure. Its Power Transmission Solutions business manufactures and supplies stringing tools, OPGW, ACS wires, Emergency Restoration Systems and insulators, and executes EPC projects. Its New & Renewable Energy business covers solar EPC, battery energy storage systems and green hydrogen.

For more information, visit www.advaitgroup.co.in.

The eighth edition of Rangilo Re, Mumbai’s premier Navratri celebration, was promoted and produced by LMG Live and LLE. The festival brought together thousands of khelaiyas, prominent guests and celebrated performers, with Parthiv Gohil leading the nine nights of festivities

Mumbai (Maharashtra) [India], November 3: Rangilo Re 2026 concluded on 19 October at Nesco Center, Mumbai, bringing nine nights of Garba, Dandiya Raas, music and cultural celebrations to a close. Led by renowned singer Parthiv Gohil, who’s performances brought audiences together through the richness of Gujarati music, the eighth edition welcomed thousands of khelaiyas alongside prominent personalities from entertainment, music and digital media, reaffirming the festival’s place among city’s major Navratri celebrations.

Promoted and produced by LMG Live and Laqshya Live Experiences (LLE), the festival was inaugurated by Shri Ashish Shelar, Hon. Minister of Electronics, Information Technology, AI and Cultural Affairs, Government of Maharashtra. Presented by Arvind SmartSpaces and powered by The Guardians Real Estate Advisory, Rangilo Re 2026 brought traditions and contemporary live entertainment together across nine nights.

Nine Nights of Music, Garba and Star-Studded Celebrations

The festival welcomed Mr. Anant Ambani and Smt. Amruta Fadnavis, alongside celebrated singers Mika Singh and Hargun Kaur.

The festival also hosted the cast of Chumbak, including JD Majethia, Manasi Parekh, Aatish Kapadia, Deven Bhojani, Arjun Bijlani, Helly Shah, Sandeepa Dhar and Mayur Jagtap, as well as the team behind the Gujarati comedy-drama Mitrata, featuring Viraj Ghelani, Deep Vaidya, Vishal Parekh, Vishwaa Joshi, Arjun Srivastava and Ankit Gajera, among others.

Other special guests included music composer duo Sachin-Jigar, choreographer-turned-filmmaker Ganesh Acharya, Tum Mere Ho actors Gurmeet Choudhary and Isha Malviya, music composer Shreyas Puranik and film critic Bhawana Somaaya, along with digital creator Charmee Zaveri and others.

The festival welcomed members of the team associated with the upcoming Gujarati film Damru, including actor and comedian Sanjay Gordiya, actor Maulik Chauhan, producer Ramesh Prajapati and Dhaval Thakkar, founder of GCPL and RD Brothers.

Rangilo Re 2026 Sets a World Record with over 600 Dandiya Sticks

One of the defining moments of the 2026 edition took place on 16 October, when 622 dandiya sticks were arranged to spell ‘RANGILO RE’.

The said Record for the largest sentence created using dandiya sticks was set up by LMG Live & LLE, as recognised by the World Records Union-UK, and achieved by the audience attending the Event. The achievement added a distinctive moment to the festival’s eighth edition, combining tradition, collective participation and creative execution.

Parthiv Gohil, the Lead Artiste & face of Rangilo Re, said:

“Rangilo Re has been a constant in my journey, and performing here every year has become a tradition I deeply value. Over the years, it has been wonderful to see the festival grow and welcome thousands of khelaiyas who return to celebrate through music and Garba. This year, it was wonderful to witness the scale of the celebration and see the audience come together with the same passion and energy. What makes Rangilo Re special is the incredible response from the audience and the connection we share through music, making every performance a memorable experience.”

Shaju Ignatius, CEO – LMG Live, stated:

“Rangilo Re’s eighth edition reflects how live experiences can go beyond entertainment to create a sense of belonging and keep our cultural heritage relevant to contemporary audiences. Parthiv Gohil has been central to bringing this spirit to life through his music, connecting audiences with the traditions and emotions that make this IP Project very special.”

Laqshya Media Group brought its live entertainment production and experiential marketing capabilities to the festival, facilitating & implementing multiple domains required to deliver the nine-nights celebration.

Saurabh Khurana, Co-Founder and CEO, Laqshya Live Experiences, said:

“Delivering Rangilo Re required close coordination across stage design, technical execution, audience movement and on-ground operations. The response from khelaiyas reflects the importance of creating live experiences that are well executed while staying true to the culture at their heart.”
 

Arvind SmartSpaces Connects with the Rangilo Re Community

As Presenting Partner, Arvind SmartSpaces brought its brand presence to Rangilo Re 2026, aligning with the festival’s spirit of celebration and community.

The association also marked an opportunity for the brand to strengthen its connection with Mumbai as it expands its presence in the city, including developments in Santacruz, Goregaon and the Pen Khopoli corridor.

A spokesperson from Arvind SmartSpaces said:

“Our association with Rangilo Re brought together the spirit of celebration and our vision of building meaningful connections. Through engaging photo booths and thoughtfully designed installations, we became part of the festive experience and created opportunities for memorable interactions with visitors. As we expand into Mumbai, the association marks an important step in strengthening our connection with the city. Backed by the legacy of the Lalbhai Group and the Arvind Group, we continue to bring our philosophy of ‘Designed to Inspire’ to life, both within and beyond the spaces we create.”

Partners Supporting Rangilo Re 2026:

Rangilo Re 2026 was presented by Arvind SmartSpaces and powered by The Guardians Real Estate Advisory. The festival was supported by Associate Partners Burger King, Sun Pharma and Spykar, alongside Gifting Partners Top 10, Snackible, Mukta Wellness, WetnJoy, Water Kingdom, Imagicaa, Zomato and EazyDiner.

Red FM was the Exclusive Radio Partner while Bright Outdoor, Smartags and APAR Advertisers joined as Outdoor Partners. Vihaan Multimedia was the Advertising Partner, OnTV the Transit Media Partner, Khushi Advertising the Integrated Cinema Partner, and Liquid Stage the F&B Experience Partner.
 
 About Rangilo Re 

Rangilo Re is a Navratri celebration in Mumbai that brings together folk music, Garba, Dandiya Raas and contemporary entertainment. Across nine nights, the festival celebrates cultural traditions and creates a space for audiences to come together through music, dance and shared experiences.

About LMG Live

LMG Live is the live entertainment vertical of Laqshya Media Group. It produces and curates concerts, festivals and immersive live experiences across India, connecting culture, music and communities through large-scale entertainment properties.
 
 About Laqshya Live Experiences (LLE)

LLE manages experiential events and audience experiences, connecting people, brands and culture through creative strategy and execution. Its work spans large-scale activations and bespoke experiences designed to foster audience engagement.

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New Delhi [India], November 3: Guided by the spirit of “Aviral”—the continuous, unstoppable spirit—Titiksha Public School celebrated its Annual Sports Meet 2026–27 throughout October, culminating in a grand felicitation ceremony on October 31. Bringing together students from Bal Vatika I to Grade XII, the month-long celebration highlighted athletic talent, perseverance, teamwork and the joy of participation, reflecting the school’s enduring Virasat of promoting sports as an integral part of education and holistic development.

Recognising the vital role of sports in building character, confidence, discipline and resilience, Titiksha Public School continues to nurture a culture in which sporting excellence extends beyond victories and medals. The theme, Aviral, embodied the belief that true achievement lies in overcoming challenges, learning from experiences and moving forward with determination.

Throughout October, students across age groups participated in a thoughtfully curated series of sporting activities designed to enhance physical fitness, coordination, agility, balance and essential life skills. From track events and hurdle races to jumping, balancing, pyramid activities and skill-development challenges, each activity encouraged students to explore their abilities, overcome hesitation and experience the satisfaction of personal progress.

The celebrations culminated in a grand felicitation ceremony on October 31, graced by Rajat Sood, an alumnus of Titiksha Public School and winner of India’s Laughter Champion, as the Chief Guest. The occasion was attended by Ms Ritambhra Chauhan, Chairperson; Dr Arun Kumar Bhatia, Manager; Ms Radhika Pahwa, Head of School; Ms Rashmi Chhabra, Vice Principal; Ms Kavita Dudeja, Head of Administration; and Ms Indu Chawla, Head of the Sports Department, along with PTA members. Members of the school administration, teachers, students and parents joined the celebration, making it a memorable occasion that honoured the enthusiasm, commitment and achievements of the young participants.

The programme commenced with a disciplined School Band performance and March Past, reflecting unity, coordination and team spirit. This was followed by the Torch Ceremony, symbolising the enduring values of sportsmanship and fair play. The ceremonial lamp-lighting by the Chief Guest and school leadership marked the formal inauguration of the celebration, while a soulful Ganesh Vandana by  students added a graceful spiritual touch to the occasion.

Students from the early grades brought energy and excitement to the field through an engaging range of events, including the Commando Race, Bridge Express Relay, Ball Collection Race, Relay Race, Teddy Bear Race, Hoopla Highway Race, Weight Lifting Champion Race, Cone a Cone Mission, Drag the Ball Race and Power of Unity Race. These activities showcased their enthusiasm, agility and coordination while encouraging cooperation and teamwork.

Students from the middle grades participated enthusiastically in sporting challenges such as the Obstacle Race, Cone Hurdle Race and Pyramid Balance Race. These events tested their speed, balance, coordination and teamwork, encouraging them to approach challenges with determination and confidence. The focus remained on creating meaningful sporting experiences that contributed to the holistic development of every child.

A defining feature of this year’s Annual Sports Meet was its emphasis on inclusive participation, skill development and personal growth. The activities were designed not merely to identify winners but also to help students strengthen their physical abilities, develop teamwork and recognise their potential. Whether crossing a hurdle, completing a track event, attempting a jump or maintaining balance, every participant had an opportunity to challenge themselves and grow through sport.

Adding a special touch to the occasion, Chief Guest and alumnus Rajat Sood engaged the audience with his address and stand-up comedy. His performance filled the atmosphere with laughter and warmth, creating memorable moments for students, parents, teachers and the entire school community. His presence also made the occasion particularly special by celebrating the achievements of an alumnus who has made his mark beyond the school gates.

Reflecting its inclusive philosophy, the school recognised that victory and defeat are both integral to the sporting journey. While competitive achievement deserves appreciation, the determination to participate, the discipline to practise and the courage to try again are equally valuable lessons. Accordingly, all participating students received participation medals, while the top three finishers in competitive events were awarded Gold, Silver and Bronze medals, respectively.

Titiksha Public School’s strong sporting culture reflects its continuing commitment to nurturing confident, capable and resilient individuals. By providing sustained opportunities for physical activity, healthy competition and collaborative learning, the school seeks to ensure that sports remain an essential part of every student’s educational journey.

More than a celebration of races, medals and performances, AVIRAL 2026 reaffirmed Titiksha Public School’s Virasat of nurturing young individuals who approach challenges with courage, value every effort and understand the importance of perseverance. As the month-long celebration drew to a close, its central message continued to resonate: sporting excellence is not defined by a single victory, but by the determination to learn, grow and keep moving forward.

AVIRAL 2026 was a celebration of unstoppable grit, boundless passion and the enduring spirit of sportsmanship.

New Delhi [India], November 3: Bhatia Communications & Retail (India) Limited shares witnessed strong buying interest on Monday after the company reported robust financial results for the second quarter ended September 30, 2026, and announced its second interim dividend for FY27.

The stock surged as much as 16.46% intraday to Rs 37.78 on the BSE before settling at Rs 36.27, up 11.81% from its previous close of Rs 32.44. The company’s market capitalisation stood at approximately Rs 510.14 crore.

The company’s net profit more than doubled, rising 101.34% year-on-year to Rs 7.51 crore in Q2 FY27, compared with Rs 3.73 crore in the corresponding quarter last year.

Revenue from operations increased 51.65% to Rs 203.72 crore, against Rs 134.34 crore in Q2 FY26. Total income also climbed to Rs 204.29 crore from Rs 134.99 crore, reflecting improved financial performance.

For the first half of FY27, the company reported revenue from operations of Rs 393.72 crore and cumulative net profit of Rs 14.32 crore.

Meanwhile, the board declared a second interim dividend of Re 0.01 per equity share, representing 1% of the face value of Re 1 each.

The stock’s sharp movement coincided with a broader market rally, as the Sensex gained 1,233 points and the Nifty closed above 23,400.

The strong quarterly earnings, revenue growth and dividend announcement have brought the small-cap retail company into focus among market participants.

New Delhi [India], November 3: In a world where entrepreneurial success is often measured by the scale of businesses built, Dr. Sachidanand Upadhyay, Founder, Managing Director and CEO of Lord’s Mark Industries Limited (LMIL), is pursuing a larger ambition: creating technologies in India that the world can depend on.

Marking a significant milestone in his entrepreneurial journey, Upadhyay has featured in TIME Magazine for the third consecutive year, with appearances in its 2024, 2025 and 2026 editions.

TIME Magazine highlights Dr. Sachidanand Upadhyay as an emerging name on the radar of international investors and global fund houses, with his entrepreneurial journey and long-term growth potential drawing increasing attention.

For Upadhyay, the recognition is not merely a personal distinction; it reflects a journey shaped by an enduring fascination with technology, an instinct to identify emerging opportunities and the conviction that India must move beyond being a consumer of global innovations to becoming a creator and exporter of them.

His approach to entrepreneurship is driven by an unusual combination of curiosity, enthusiasm and the willingness to take calculated bets on technologies that can solve real-world challenges.

Over the years, this philosophy has transformed Lord’s Mark Industries into an increasingly innovation-led enterprise, with healthcare and advanced manufacturing at the centre of its growth ambitions. Its expanding portfolio reflects a belief that India’s future will be shaped by indigenous research, technological capabilities and manufacturing excellence.

Turning ambitious ideas into tangible innovation

Among the company’s most significant initiatives is its AI-powered, integrated haemodialysis ecosystem, developed through Renalyx Healthcare Systems. Combining an indigenous dialysis machine with artificial intelligence, connected technology and intelligent patient monitoring, the initiative aims to make renal care smarter, more accessible and efficient.

Its MHRA registration for the dialysis system marks an important step towards international markets. The company has also secured MHRA registration for its in-vitro diagnostics (IVD) portfolio, strengthening its access to the United Kingdom and allied markets.

Its Biomescan Analytics Platform, which analyses the gut microbiome through whole-metagenome sequencing, has secured a manufacturing licence for Software as a Medical Device (SaMD), an important regulatory milestone for India’s digital health ecosystem.

In preventive healthcare, Lord’s Mark is advancing an AI-powered, radiation-free breast cancer screening wearable developed in collaboration with the Centre for Materials for Electronic Technology (C-MET). The technology has progressed towards final clinical trials across India, the USA and Europe, with the ambition of enabling earlier and more accessible screening, subject to clinical validation and regulatory approvals.

Taking Indian innovation to the global stage

Upadhyay’s ambitions extend well beyond healthcare. Through Brahmastra, Lord’s Mark is advancing indigenous defence innovation, demonstrating its interest in developing technology-led capabilities in a strategically important sector.

The company’s international expansion has gathered momentum, with a strategic partnership with ARKALL Holdings to strengthen healthcare infrastructure across 28 Caribbean countries.

Its manufacturing ambitions are equally significant. Lord’s Mark has expanded its Silvassa surgical manufacturing operations, while securing US FDA registration for more than 200 surgical and hygiene products, positioning its products for international markets.

Its expanding IVD manufacturing infrastructure further reinforces its commitment to building India’s domestic healthcare manufacturing capabilities.

Beyond MedTech, the company’s work across solar lighting, smart infrastructure and green hydrogen reflects a broader entrepreneurial vision spanning technology, sustainability and national development.

A vision bigger than business

What distinguishes Upadhyay is not simply the diversity of sectors he is entering, but the enthusiasm with which he embraces new possibilities. His passion for technology is rooted in a belief that innovation must ultimately improve lives, create opportunities and strengthen India’s global standing.

His larger aspiration is to see India emerge as a globally recognised manufacturing and technology powerhouse, capable of designing, developing and exporting solutions for the world’s most demanding markets.

For him, the journey is far from complete. The three consecutive TIME appearances are milestones along the way, while the real ambition remains building a legacy of Indian innovation that resonates across the world.

Mumbai (Maharashtra) [India], November 2: Nandan Denim Limited, a textile manufacturer listed on the BSE and NSE, has reported a 21% year-on-year increase in net profit for the second quarter of FY27, highlighting growth in its bottom-line performance.

The company’s net profit stood at ₹11.47 crore (₹1,147 lakh) for the quarter ended September 30, 2026, compared with approximately ₹9.48 crore in the corresponding quarter of the previous financial year.

The double-digit growth in profitability brings Nandan Denim into focus among investors tracking earnings developments in the textile sector. The improvement in net profit represents a positive development in the company’s quarterly financial performance.

Nandan Denim operates in the textile manufacturing industry, with a presence in denim fabrics and other textile products. The company serves domestic and international markets.

The latest quarterly profit growth adds to the company’s financial performance narrative as market participants assess earnings trends and profitability across textile manufacturers.

Gurugram (Haryana) [India], November 2: Taking another meaningful step towards women’s empowerment and financial independence, Artemis Health Sciences Foundation successfully concluded the first six-month cycle of its Her Voice Skill Development Programme on Tailoring and Stitching, launched in October 2025 in Gurugram. A total of 24 women completed the training programme, marking an important milestone in their journey towards acquiring practical skills, building confidence and exploring opportunities for sustainable livelihoods.

The initiative reflects the Foundation’s commitment to supporting women at the grassroots level by creating opportunities for vocational learning, financial literacy and personal development.

Ms. Shalini Kanwar Chand, Director, Artemis Medicare Services Ltd., President, Artemis Health Sciences Foundation, and CSR Chairperson, has been closely associated with the programme and its progress. She believes that alongside accessible healthcare, women must have access to skill development, financial awareness and confidence-building opportunities to achieve social, economic and emotional well-being.

Emphasising the importance of patience and consistency in bringing about meaningful change, Ms. Shalini says, “Change takes time, and we must remain patient to see meaningful transformation.”

Throughout the six-month training period, she has taken a keen interest in the participants’ learning journeys and development. The completion of the programme and the final examinations have been particularly significant milestones, representing not just the successful acquisition of skills but also the dedication, perseverance and progress of each participant.

The training programme concluded with a comprehensive final assessment comprising a written examination, a practical examination and a viva. While the written examination evaluated theoretical understanding, the practical assessment focused on stitching skills, and the viva provided participants an opportunity to demonstrate their knowledge and understanding of the craft.

For many participants, the programme has been much more than vocational training. It has provided an opportunity to overcome barriers to education, learn a practical skill and explore possibilities for earning an independent income. By creating a supportive and inclusive learning environment, Her Voice encourages women to express themselves freely, recognise their abilities and gradually develop confidence in their potential.

With 24 women successfully completing the first training cycle, the initiative marks an encouraging beginning. The skills acquired through the programme can help participants explore employment opportunities, undertake home-based stitching assignments or establish small self-employment ventures, enabling them to move towards greater financial independence.

At its core, Her Voice believes that empowerment extends beyond teaching a vocational skill. It is about understanding individual circumstances, providing the right support and creating opportunities that enable women to shape their own futures. As the participants move forward, the programme aims to ensure that their learning becomes a stepping stone towards confidence, self-reliance and lasting positive change.

New Delhi [India], November 2: One of the distinct features of the Indian markets over the last two years has been the persistent and aggressive selling by FIIs. Except for a brief respite, with some moderation in selling and intermittent buying during July and Aug (this financial year), the larger trend has been one of sustained capital outflows. They have turned aggressive again in October, with selling exceeding $5 billion during the month.

For the calendar year so far, the cumulative outflows have been massive, at over $40+ billion. This has resulted in a significant under-allocation to India by foreign investors, and two data points illustrate the enormity of this shift.

The first is India’s weight in the MSCI Emerging Markets Index. From around 22% in 2023, India’s weight has fallen to approximately 11.29% now. Just to put this in perspective, a single company in Taiwan, TSMC, accounts for a weight of around 15%+ of the MSCI EM. That tells us something about the extent to which India’s relative weight in global portfolios has shrunk.

The second is the overall FII ownership of Indian equities, which has declined from around 18% or more a few years ago to little over 15% now. That is a 15 year low for the FII ownership.

Is this massive under-allocation to India sustainable?

In our view, this is more of a contrarian signal for India. This looks more cyclical than structural, driven by elevated crude prices, currency volatility and the relative attractiveness of other markets with a hyped AI capex cycle. Together, all of them have weighed negatively on the sentiment towards India.

But market cycles do turn. The timing, of course, is anybody’s guess. Once there is some meaningful normalisation in West Asia and in the AI trade, the factors weighing on India’s relative attractiveness could begin to recede. If domestic growth remains resilient and corporate earnings hold up, it is only a question of time before foreign investors start reconsidering their allocation to India.

This need not translate into an aggressive return of FII flows overnight. Even a gradual resumption of buying as we have witnessed in July-Aug this year, it could make a meaningful difference to market sentiment given the prolonged FII selling for an extended period.

At what point this happens is difficult to predict. But if the current pressures begin to normalise, a shift from persistent selling to at least moderate buying sometime during the year is a possibility worth keeping in mind while making allocations.

Ahmedabad (Gujarat) [India], November 2: Robolta, one of Gujarat’s fastest-growing homegrown smart-cleaning technology companies, is expanding its presence with the opening of its new store in Ahmedabad. Founded by four young entrepreneurs, Vipul Ramani, Nirav Rakholiya, Bhaudip Suhagiya, and Rohan Ramani, the company began its journey in Surat with a vision to make technology-driven cleaning solutions accessible to Indian households.

In just around 1 to 1.5 years, Robolta has served 5,000+ customers, established 3 stores and 15+ retail partner locations, and built a pipeline of 30+ potential retail partnerships. With three more stores planned, the company continues to expand its reach while serving customers across India.

From Surat to Saurashtra and Ahmedabad

Robolta started its flagship store in Surat as a pilot project to serve South Gujarat through product demonstrations, customer guidance, and after-sales support. Following a positive response, the company recently opened its Rajkot store to serve the wider Saurashtra region. Ahmedabad, the heart and a major commercial centre of Gujarat, marks the next step in this expansion.

The company plans to open additional stores in Vadodara, Vapi, and Gandhidham soon, strengthening its retail and service network across Gujarat.

From Cleaning Robots to a Complete Cleaning Ecosystem

Robolta began with just three to four cleaning robots and has since expanded into a wide range of products, including robotic floor cleaners, wet-and-dry cleaners, fabric and mite-care solutions, glass-cleaning robots, cordless cleaning appliances, and air purifiers.

With products across multiple categories and price ranges, Robolta aims to become a one-stop destination for technology-driven cleaning solutions, covering everything from floors and fabrics to glass surfaces and indoor air care.

The company believes that as the world advances towards artificial intelligence, automation, and smarter technology, everyday cleaning should evolve too. While international brands operate in India’s smart-cleaning market, Robolta represents the growing presence of Indian homegrown businesses in this category.

Service Beyond Sales

For Robolta, expansion is not just about selling products. Its priority is to provide customers with the right solutions, live product demonstrations, expert guidance, and dependable after-sales service. The new Ahmedabad store will offer live demonstrations and on-site service support.

Leadership Perspectives

Bhaudip Suhagiya, Co-founder of Robolta, said: “We started in Surat with a vision to make everyday cleaning easier through technology. The trust and response of our customers have encouraged us to expand across Gujarat. Ahmedabad is an important milestone, and our focus remains on providing the right products along with reliable after-sales support.”

Rohan Ramani, Co-founder of Robolta, added: “Technology is transforming how we live, so cleaning should evolve too. From a few cleaning robots to a wide range of cleaning and air-care solutions, our journey reflects our ambition to build a complete ecosystem for Indian customers. As we grow, customer experience and service beyond the sale will remain our priorities.”

Robolta believes Gujarat has always been at the forefront of entrepreneurship and business innovation. With its growing presence across the state, the company aims to bring smarter cleaning solutions closer to more Indian households and businesses.

Neemrana (Rajasthan) [India], November 2: KRN Heat Exchanger and Refrigeration Limited (BSE: 544263 | INE0Q3J01015 | NSE: KRN), one of the prominent manufacturers and exporters of aluminium/copper fins, copper tube heat exchangers, water coils, and condenser and evaporator coils, has announced its Unaudited Financial Results for Q2 & H1 FY27.

Key Financial Highlights

Q2 FY27 performance (consolidated, YoY)

• Revenue from operations rose 109.86% to ₹319.14 Cr in Q2 FY27, up from ₹152.07 Cr in Q2 FY26.
• EBITDA grew 61.10% to ₹48.75 Cr, up from ₹30.26 Cr in the same quarter last year.
• EBITDA margin was 15.27%, down 462 bps from 19.90% in Q2 FY26.
• Net profit increased 100.38% to ₹36.11 Cr, up from ₹18.02 Cr in Q2 FY26.
• Net profit margin was 11.32%, down 54 bps from 11.85% a year earlier.

H1 FY27 performance (consolidated, YoY)

• Revenue from operations rose 113.75% to ₹571.45 Cr in H1 FY27, up from ₹267.35 Cr in H1 FY26.
• EBITDA grew 104.40% to ₹97.81 Cr, up from ₹47.85 Cr in H1 FY26.
• EBITDA margin was 17.12%, down 78 bps from 17.90% in H1 FY26.
• Net profit increased 126.68% to ₹69.01 Cr, up from ₹30.44 Cr in H1 FY26.
• Net profit margin improved 69 bps to 12.08%, up from 11.39% in H1 FY26.

EBITDA excludes other income, and EBITDA margin is calculated on revenue from operations.

Export highlights – H1 FY27

• Export revenue rose 192% YoY to ₹125.8 Cr, making up 22% of total revenue (16% in H1 FY26)
• The USA was the largest market at 43.7% of export revenue (₹55.0 Cr)
• Canada contributed 12.8% (₹16.1 Cr)
• France contributed 12.7% (₹15.9 Cr)
• The UK contributed 7.9% (₹10.0 Cr)
• Italy contributed 7.6% (₹9.6 Cr)
• The top five markets made up about 85% of export revenue
• The rest came from markets including the UAE, Vietnam, Sri Lanka, Brazil and Nepal

Commenting on the Performance, Mr. Santosh Kumar Yadav, Chairman & Managing Director of KRN Heat Exchanger and Refrigeration Limited, said, “The first half of FY27 has been a strong period for KRN. Revenue and profit have both more than doubled year-on-year, with the business growing across customers, products and geographies. Our expanded manufacturing capabilities at Neemrana are giving us the scale to take on larger programmes. More customers are being qualified, and our product range keeps getting wider, and we still have room to grow into, which supports our growth plans for the years ahead.

We are also encouraged by how we have grown in international markets. Exports have grown several times over and now make up a much larger part of our business. Customers in North America and Europe are giving us more business, and new customers in the data centre segment have started working with us. Data centre cooling is becoming an important growth engine for KRN, and customers are planning and placing orders well in advance. We are also developing products for liquid cooling as the technology moves that way. In bus air conditioning, we have started supplies to an OEM and are steadily adding customers, which gives us another area to grow in.

Looking ahead, we are optimistic about the opportunities in front of us. Demand for HVAC and refrigeration solutions keeps growing across data centres, infrastructure, mobility and industrial cooling. We are strengthening our teams and systems so that we can scale with discipline. With a stronger balance sheet, larger capacity and a wider customer base, KRN is well placed to keep growing in the quarters ahead.”

About KRN Heat Exchanger and Refrigeration Limited

KRN Heat Exchanger and Refrigeration Limited (KRN, the “Company”) was founded in 2017 in Neemrana, Rajasthan. It manufactures aluminium and copper fin and tube heat exchangers, including water coils, condenser coils and evaporator coils. OEMs in the HVAC&R industry use its products for heating, ventilation, air conditioning, and refrigeration.

The Company’s engineering team has over 20 years of industry experience. It builds customised, durable products that meet international quality standards, and KRN uses this expertise to focus on product quality and manufacturing processes.

In FY26, the Company reported consolidated revenue of ₹600.06 Cr, EBITDA of ₹112.48 Cr and net profit of ₹76.47 Cr.

Disclaimer: Certain statements in this document that are not historical facts are forward-looking statements. Such forward-looking statements are subject to certain risks and uncertainties like government actions, local, political or economic developments, technological risks, and many other factors that could cause actual results to differ materially from those contemplated by the relevant forward-looking statements. The Company will not be in any way responsible for any action taken based on such statements and undertakes no obligation to publicly update these forward-looking statements to reflect subsequent events or circumstances.

Rishabh Raja, Director & CEO, PayRupik (a product of Sayyam Investments Private Limited), joins global financial leaders at GFF 2026 to explore the reinvention of credit institutions in the age of AI

Mumbai (Maharashtra) [India], November 2: PayRupik took its perspective on the future of intelligent credit to Global Fintech Fest (GFF) 2026, as Rishabh Raja, Director & CEO, Sayyam Investments, joined an influential panel on “AI-Native Lending: Building the Next Generation of Credit Institutions.” The discussion examined a pivotal question for the financial services industry: whether AI will merely augment established lending processes or fundamentally redefine the architecture, decision-making, and operating models of tomorrow’s credit institutions.

Sayyam Investments Private Limited is a technology-driven financial services company focused on shaping the next generation of responsible digital finance in India. With PayRupik at the centre of its digital lending ecosystem, the organisation brings together technology, data intelligence, and customer-centric financial solutions to expand access to credit while advancing a more transparent, responsible, and inclusive lending environment.

From AI Adoption to Institutional Reinvention

At GFF 2026, Rishabh Raja presented a perspective that moves the conversation on AI in lending beyond incremental automation.

While artificial intelligence is already transforming underwriting, fraud management, customer engagement, and operational efficiency, Rishabh emphasised that the more consequential opportunity lies in reimagining the credit institution itself.

The AI-native institution, he noted, will be built around a continuous intelligence cycle: Sense, Understand, Decide, Act, Learn, enabling lenders to develop a more dynamic understanding of customers, respond to evolving financial circumstances, and continuously improve the quality of their decisions.

This shift also has significant implications for the economics of lending. Rather than viewing AI solely through the lens of productivity and cost optimisation, institutions can begin to pursue stronger risk-adjusted economics through improved decision quality, risk management, loss mitigation, and customer value.

Yet, as intelligence becomes increasingly embedded within financial decision-making, the imperative for governance becomes equally significant.

Rishabh highlighted responsible autonomy as a defining principle for AI-native lending – establishing clear boundaries for where AI can recommend, decide, or act, while ensuring that consequential decisions retain appropriate human oversight.

“The intelligence can be continuous. The actions must be governed.”

— Rishabh Raja, Director & CEO, Sayyam Investments

The conversation at GFF reflects a broader evolution underway across financial services: from technology being deployed within institutions to intelligence becoming embedded across the institution.

For PayRupik, this evolution represents an opportunity to rethink how digital lending can be built for a rapidly changing financial landscape – combining intelligent technology with responsible decision-making, strong governance, and a deep commitment to customer outcomes.

As the industry enters its next phase of transformation, the distinction will increasingly be between institutions that use AI and institutions that are designed for an AI-native world.

About Sayyam Investments Private Limited

Sayyam Investments Private Limited is an Indian financial services company focused on making credit more accessible through responsible, technology-enabled solutions. The company brings together digital capabilities, data-driven insights, and robust lending practices to address the evolving financial needs of consumers.

Its flagship platform, PayRupik, provides a digital-first borrowing experience designed around convenience, accessibility, and customer needs.

Guided by a strong foundation of responsible lending, transparency, innovation, and customer trust, Sayyam Investments is committed to strengthening financial inclusion and enabling individuals across diverse segments of society to move towards greater financial well-being.

For details, please visit:

PayRupik: https://www.payrupikloan.in/
Sayyam Investments: https://sayyaminvestments.in/

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The venture, with Arcedior as the partner, brings bespoke hotel interiors from concept to production.

Ahmedabad (Gujarat) [India], October 30: Shivalik Furniture has unveiled Nexaura Hospitality, a dedicated hospitality solutions venture delivering bespoke furniture, furnishings and turnkey interior solutions for the hospitality industry.

The unveiling took place at Shivalik Furniture’s manufacturing facility in Sanand near Ahmedabad, where 10 curated hotel room concepts spanning three-star, four-star and five-star categories have been set up to showcase Nexaura’s range of interiors and furniture solutions. The room settings allow visitors to explore different layouts, materials, finishes and detailing.

Nexaura brings together Shivalik Furniture’s in-house manufacturing expertise and Arcedior’s international sourcing network to cater to hospitality projects in India and overseas. Its offering spans custom-designed furniture, furniture, fixtures and equipment (FF&E), and turnkey interior services, allowing hotel developers and operators to work with a single partner across design, sourcing, manufacturing and execution.

Domestic manufacturing forms the backbone of the venture. Nexaura’s furniture is produced at Shivalik Furniture’s green-certified facility, where advanced machinery and precision-led processes work alongside skilled craftsmanship. The manufacturing set-up is designed to support customised production and consistent quality for hospitality projects.

Taral Shah, Founder and Managing Director of Shivalik Furniture, said, “Hospitality projects require furniture and interiors that are designed around the property’s identity, operational needs and guest experience. With Nexaura, we are bringing together our manufacturing capabilities and project experience with Arcedior’s sourcing expertise. The aim is to offer hospitality developers and operators a dependable partner for customised solutions, right from concept to execution.”

The venture also draws on Shivalik Group’s experience in real estate and design, alongside Arcedior’s prowess in sourcing furniture, lighting, carpets, artwork, bedding and other interior products from India and international markets. This enables Nexaura to offer both locally manufactured and globally sourced solutions, tailored to the requirements of each project.

The 10 room concepts at the Sanand facility give visitors an opportunity to experience the furniture, materials and finishes in a real-world setting. By exploring different room categories and specifications, developers and operators can assess design options and understand how these translate into manufacturing and installation requirements.

Shah added, “Our focus is on delivering furniture that meets the functional and aesthetic requirements of hospitality spaces, while maintaining quality and durability.”

Nexaura Hospitality is positioned to serve a range of hospitality formats, from hotels and resorts to serviced apartments and hospitality-led developments. Its Sanand manufacturing base provides a domestic production platform, while its sourcing capabilities enable it to address broader furnishing requirements across projects.

The launch marks Shivalik Furniture’s entry into the hospitality solutions segment, with a focus on clients in India and international markets. Nexaura has recently secured and completed its first export order from a US-based client for a 115-room hotel project, marking its entry into the international hospitality furniture market.

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Taiwanese expatriates reconnect with their homeland through cinema as Indian film enthusiasts and families turn the festival at G5A Warehouse into a memorable weekend cultural outing.

Mumbai (Maharashtra) [India], November 2: A huge turnout of enthusiastic film lovers, including Taiwanese expatriates, Indian cinema enthusiasts and families with children, marked the successful Mumbai debut of the 2026 Taiwan Film Festival at G5A Warehouse, Mahalaxmi, on Saturday, October 31. The three internationally acclaimed films received a warm response from audiences, particularly Taiwanese viewers, for whom the screenings offered an emotional connection with their homeland, its history, culture and sporting achievements. For many families, the festival turned into a perfect weekend outing, combining cinematic entertainment with cultural discovery and a shared sense of community.

The festival brought together audiences from different age groups and cultural backgrounds, with Taiwanese families reliving familiar experiences and Indian viewers discovering new dimensions of Taiwan through its cinematic storytelling. The screenings provided an opportunity for cultural exchange, with the audience’s enthusiastic response adding to the celebratory atmosphere.

Organised by Taiwan’s Ministry of Culture and the Taipei Economic and Cultural Center (TECC) in India, in collaboration with G5A, the festival showcased HERO! HITO!, Before the Bright Day and Deep Quiet Room, following its successful New Delhi edition at Triveni Kala Sangam on October 24–25, where six Taiwanese films were screened.

Welcoming audiences to the festival, Homer Chang, Director-General of the Taipei Economic and Cultural Center (TECC) in Mumbai, described the occasion as a significant step towards expanding India–Taiwan cultural cooperation.

Highlighting the festival’s flagship documentary, HERO! HITO!, Chang drew an interesting parallel between Taiwan’s passion for baseball and India’s love for cricket.

“Just as cricket is deeply loved in India, baseball holds a special place in Taiwanese society. Although we may follow different sports, we share the same passion for competition, teamwork, and national pride,” he said.

The documentary chronicled Taiwan’s extraordinary 11-year journey from its disappointing 2013 World Baseball Classic campaign to its historic victory over Japan in the 2024 WBSC Premier12 championship.

Chang emphasised that Taiwan’s international identity extended beyond semiconductor manufacturing and technological innovation to sporting excellence, cultural achievements and creative industries.

He also acknowledged the support of ADATA Technology, one of Taiwan’s leading technology companies, for the documentary, describing its involvement as an example of Taiwan’s ability to connect technology, sports and culture.

Recognising Mumbai’s international standing as a filmmaking centre, Chang expressed hope that the festival would encourage stronger partnerships between Taiwanese and Indian filmmakers, producers and creative communities.

Ms. Isabel Lin, Head of the Cultural Division at TECC India, highlighted the diversity of Taiwanese cinema, explaining that the festival’s selection had been designed to introduce Indian audiences to the island’s history, cultural identity, social issues and personal experiences through compelling storytelling.

The second screening, Before the Bright Day, directed by Shih-Han Tsao, explored adolescence and family relationships against the politically turbulent backdrop of the 1996 Taiwan Strait Crisis. The film had earned nominations at the Golden Horse Awards and recognition at international festivals.

The concluding film, Deep Quiet Room, directed by Shen Ko-shang, examined grief, psychological trauma and complex family relationships. It received seven nominations at the 2025 Golden Horse Awards and major honours at the Pingyao International Film Festival.

The enthusiastic audience response in Mumbai further strengthened the festival’s role as a cultural bridge between Taiwan and India. Beyond introducing Indian viewers to Taiwan’s cinematic creativity and diverse society, the event brought Taiwanese expatriate families closer to their cultural roots, transforming a film festival into a shared celebration of cinema, identity and people-to-people connections.

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Reviews Erase is an online reputation management company helping companies deal with negative reviews on digital platforms.

New Delhi [India], November 2: For many job seekers their search for employment starts before they even apply for a job. A company’s website, the organization’s social media presence and job ads are some of the first things that a job seeker comes across when searching for employment. But what about the online perception of the workplace behind the brand? A company’s website, social media presence and job listings are all introductions to the employer, but it’s the online employee reviews that can often provide the most insight into what it’s really like to work at an organization.

The online platforms such as Glassdoor, AmbitionBox and Indeed, allow job seekers to research potential employers’ workplace culture, management practices, opportunities for career growth, compensation and work-life balance. However, online reviews of a company can present an incomplete or even false picture and can have an impact on joining decisions which the employer cannot influence.

Workplace perception is becoming an increasingly important factor for organizations trying to attract the best talent.

The influence of online reviews on workplace perception

When a job seeker is looking for employment, they are not only looking for a job, but also for a career that will suit them and allow them to develop professionally. The organization’s growth opportunities for its employees, the supportive nature of the workplace, the fair treatment of employees and the organization’s public image to reflect the reality of employees’ experiences at the organization.

The reviews on the internet help answer the questions that job seekers are interested in and cannot find in recruitment advertisements. The positive feedback may even strengthen the job seeker’s impression of the potential employer, while the constructive feedback can raise important issues that the job seeker can then ask about in the interview. However, in many cases such reviews contain false claims, personal abuse, and/or confidential information, which are in violation of the platform’s terms of service and review policy.

The candidate may develop a negative perception of the organization based on incomplete information about the organization’s policies and practices.

From online perception to joining decisions

An employer’s reputation is not only relevant for the recruitment process of a job candidate, but also for their joining decision. Online reviews can influence the decision of a job seeker to apply for a job, how they prepare for an interview and even the job offer itself. Negative workplace perceptions of candidates with multiple options for employment can be very influential in their decision-making process.

Such repeated negative reviews can cause a candidate to seek out more information about the organization before they make a decision about applying for a job, preparing for an interview or even accepting a job offer. This is a challenge for employers that goes beyond recruitment marketing.

In order to attract the best candidates to apply for job vacancies, an employer must have a strong online presence and a credible employer brand.

Why employers need a structured approach to online reviews

The employer cannot influence all online reviews and should not try to suppress genuine reviews of current employees. These reviews are valuable in their own right as they provide insight into employees’ experiences at work and can identify areas for improvement within the workplace.

However, content that does not comply with the platform’s policies or is grossly improper, must be dealt with by employers. Each platform has its own set of reporting requirements, review policies and methods for escalation. It takes time and effort to identify the relevant policy concern, to gather the required information and to follow up on the report.

Managing online reviews can become another administrative task for HR and employer branding teams who are already busy with recruitment and employee engagement. This is where ReviewsErase.com helps companies.

ReviewsErase.com: Helping employers address unfair online reviews

Reviews Erase is an online reputation management company helping companies deal with negative reviews on platforms like Glassdoor, AmbitionBox and Google that violate their respective policies. The process of dealing with online reviews is managed from the initial assessment of the reviews to the reporting and escalation process of any negative reviews.

Our approach to review removal starts with an in-depth review of the review in question against the published policies of the relevant platform. We then prepare a complaint on the basis of any potential violations identified and manage the reporting process through to resolution. This process includes follow ups, appeals and even escalation to designated teams within the platform in question. Where necessary, this process can even involve legal review and contact with the platform’s compliance and legal teams.

The entire process of managing reviews online is managed by the company, meaning employers do not have to struggle with the complexities of reporting reviews online. By managing the entire process for you, we can help you remove inappropriate content whilst protecting the very important genuine employee reviews that help shape people’s perceptions of the workplace.

An outcome-oriented approach to reputation management

This is an outcome-oriented approach to reputation management. ReviewsErase.com is a pay-on-success model, meaning that the client only pays when ReviewsErase.com achieves the desired outcome of removing a negative review from the online world.

By focusing on the outcome, ReviewsErase.com is able to align its interests with those of its clients in order to provide the best online reputation management for employers. It is also important to recognize that not every negative review will be removed by the platform.

ReviewsErase.com identifies cases where removal of a review is possible and then handles the reporting process on the employer’s behalf.

Supporting a more credible employer brand

Workplace perception is created by employees’ experiences, by management, by the company culture and by the company’s public relations. They are just one part of the workplace perception that shapes how prospective employees perceive an organization’s employer brand.

As an employer, you don’t need to try to create a positive perception of your organization on the web. Instead, you need to make sure that the perception of your organization on the web is an accurate representation of the workplace. By combining end to end review management with a pay on success model, ReviewsErase.com helps organizations take a more structured and accountable approach to managing their employer reputation.

As job seekers look for information about potential employers on the internet, employers’ online reputations will continue to play a major role in attracting candidates. Our end-to-end management of online reviews is paired with our pay-on-success model, allowing organizations to manage their employer reputation in a more structured and accountable way.

About ReviewsErase.com

ReviewsErase.com is an online reputation management company helping employers manage negative reviews online on websites like Glassdoor, AmbitionBox and Google. We handle the entire process of reviewing negative content online and reporting the policy violating reviews to the respective websites. Our pay-on-success model ensures that our clients only pay when ReviewsErase.com is successful in removing negative online reviews.

Contact Details
Name : Rikky Puri
Email : contact@reviewserase.com
Website : https://www.reviewserase.com

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New Delhi [India], November 2: After spending nearly two decades growing up with music, singer Kavya Limaye is entering a chapter that feels both exciting and deeply personal. Her first original pop single, Peecha Chhodo, marks the beginning of a journey that she hopes will continue for years to come, one in which every release reveals another part of who she is.

Kavya has been singing and performing since she was four. Music has always been central to her life, shaping her experiences and allowing her to connect with audiences across different stages and settings. Yet, for a long time, the idea of releasing original music was not something she had actively considered.

That changed around a year ago.

She began experiencing a growing sense that there was something more she wanted to contribute as an artist. Beyond singing songs and performing for audiences, she wanted to create stories that came directly from her own experiences. She wanted people to understand her not just through the songs she performed, but through the music she imagined, composed and wrote herself.

It was a realisation that felt almost like discovering a new purpose.

The decision, however, came with its share of uncertainty. Kavya wondered whether she should venture into original music and whether she was ready to take that step. Eventually, the desire to create something of her own became stronger than the hesitation.

And then came the melody that started it all.

While listening to Ariana Grande songs in her living room, Kavya suddenly found herself with a tune in her head. Unable to shake it off, she shared it with her songwriting collaborator, describing the emotions and feelings that came with the melody. The first two lines soon followed, and the two began developing the song together.

What started as an informal exchange of musical ideas eventually became a full-fledged composition. The melody gradually acquired its lyrical and musical identity, and once there was enough material to work with, Kavya took the song into production.

The outcome was Peecha Chhodo, a Hindi-English pop track that introduces listeners to a more personal and contemporary side of Kavya.

For the first time, she has composed a song and co-written its lyrics. She has also sung the track and featured in its music video, making this release a collection of significant creative milestones. The lyrics are written by Kavya and Shivansh Jindal, while Anshuman Sharma has produced the song.

What makes Peecha Chhodo particularly important is that Kavya sees it as a reflection of her own personality and life experiences. The song is not an attempt to fit into an existing musical mould. Instead, it is a first expression of the kind of artist she wants to become: someone who can experiment, tell stories, and explore different emotions through original compositions.

The music video further expands this identity. With its girly, sassy and pop-inspired aesthetic, it gives the song a visual personality of its own. It is also Kavya’s first appearance as a featured performer in a music video, making the shoot an unforgettable experience.

She describes the feeling of watching the project come together as overwhelming. What had started as one spontaneous thought while sitting at home had now developed into an entire production, with numerous people working together to bring her vision to life.

For an artist experiencing the process of original music-making for the first time, that transformation was extraordinary.

But perhaps the most interesting aspect of Kavya’s new chapter is what she wants to do next.

She does not view Peecha Chhodo as a standalone experiment or a one-off creative departure. It is the first step in a much larger commitment to original music. Her intention is to release songs consistently and continue sharing different parts of herself with the world.

This also means allowing herself the freedom to evolve. Rather than confining her artistic identity to one sound or genre, she wants to explore different musical directions and express different sides of her personality through future releases.

For listeners, this opens up the possibility of getting to know Kavya in an entirely new way. Every song can become a chapter, every music video an extension of her imagination, and every release an opportunity to create a deeper connection with her audience.

There is also something refreshing about the fact that her journey into original music began with curiosity rather than a carefully mapped-out career plan. A melody appeared; she followed it, collaborated with people who understood the vision, and allowed the idea to grow.

That willingness to take a chance is ultimately what Peecha Chhodo represents.

Kavya Limaye has already spent years building her relationship with music and audiences. Now, she is ready to put her own stories at the centre of that relationship.

Her first original pop single is an introduction, her first music video is a new creative experience, and her ambitions for the future are only beginning to take shape.

If Peecha Chhodo is the first glimpse into her world as an original music artist, there is a lot more of Kavya Limaye waiting to be discovered.

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Mumbai (Maharashtra) [India], November 2: Knowledge Marine & Engineering Works Limited (KMEW) has secured it’s largest dredging order in the Company’s history by receiving a Letter of Acceptance from New Mangalore Port Authority (NMPA) for a three-year maintenance dredging contract valued at approximately ₹303.17 crore, including taxes.

KMEW emerged as the lowest bidder, with its bid approximately 10.16% below the bid submitted by the competition.

The landmark contract, covering FY 2026–27, FY 2027–28 and FY 2028–29, involves post-monsoon maintenance dredging of 15.9 million cubic metres over three years, equivalent to an average annual volume of 5.3 million cubic metres. The annual base contract value is approximately ₹101.07 crore, including taxes. Operations are scheduled to commence from 15th November 2026 for the first year, with annual dredging work to be completed within 150 days each year.

Key Project Scope and Dredging Depths

The project encompasses maintenance dredging across the outer approach channel, lagoon, dock areas, turning circle, designated berth faces and pump-house areas. It involves deployment of a suitable Trailing Suction Hopper Dredger (TSHD), along with specialised equipment for berth-face and pump-house dredging.

In addition to the principal dredging volume, the contract includes specified berth-face dredging of 180,000 cubic metres and pump-house area dredging of 18,000 cubic metres over the three-year period.

Building Scale and Long-Term Revenue Visibility

The New Mangalore Port award represents more than KMEW’s largest-ever dredging order. It reflects the Company’s strategic progression towards higher-volume dredging assignments, sustained asset utilisation and larger-scale port infrastructure projects.

The three-year engagement adds a substantial maintenance dredging assignment to KMEW’s order book and provides multi-year revenue visibility. It also strengthens the Company’s execution credentials and positions it to pursue further opportunities in large-volume maintenance and capital dredging across India’s port infrastructure sector.

Commenting on the development, Mr. Sujay Kewalramani, Chief Executive Officer, Knowledge Marine & Engineering Works Limited, said:

“This is a landmark order for KMEW and an important milestone in our journey towards building an integrated marine infrastructure company.

The three highlights that stand out with this order are;

1. Scale in volume of execution and revenue
2. Larger responsibility of maintain the complete port
3. Full-Spectrum presence, smaller as well as larger dredgers.

The scale of this contract represents a significant progression from the comparatively smaller-volume dredging assignments to a sustained, perpetual, large-volume maintenance dredging programme. In the past, we have been awarded the partial responsibility of maintaining depths in a section of a port area. This is the first time the maintenance dredging of the complete port premises has been rendered upon us. This move enables the company to place itself as a Full-Spectrum/ Dual-Market Strategy business model. This award, is the infliction point for owning and operating mid-size Trailing Suction Hopper Dredger by the Company.”

Bhubaneswar (Odisha) [India], November 2: Srinibas Pradhan Constructions Limited (SPCON) (NSE: SPCON), one of the leading infrastructure-focused EPC company engaged in roads & highways, bridges, industrial projects, and civil construction works, has emerged as the L1 bidder for a new road construction project in Odisha, involving the widening and strengthening of existing roads across approximately 14.8 km in Jharsuguda district.

L1 Bidder – PWD Odisha Road Construction Project

Awarded Order – PWD Odisha

• Client: Public Works Department (PWD), Odisha
• Project: Road construction work
• Scope of Work: Improvement of approximately 14.8 km of road stretches, comprising 11.8 km of Dalgaon–Tilia road, 1.5 km of Charpali–Dangaghat road and 1.5 km of Rampella Bridge approaches.
• Location: Jharsuguda district, Odisha
• Project Value: ₹30.81 Cr (L1 bid value)
• Status: Emerged as L1 bidder under CRIF.

The addition of the new road construction project in Jharsuguda, Odisha, marks a positive development in Srinibas Pradhan Constructions Limited’s business activities. The project is expected to enhance its order book strength, support revenue visibility over the execution period and create further opportunities to leverage its execution capabilities in Odisha’s infrastructure sector.

Commenting on the performance, Mr. Srinibas Pradhan, Managing Director of Srinibas Pradhan Constructions Limited, said: “We continued to focus on expanding our project portfolio and strengthening our presence in Odisha’s infrastructure sector. We emerged as the L1 bidder for a road construction project in Jharsuguda, Odisha, marking a positive addition to our business development activities.

We see potential to leverage our regional experience and capabilities to tap into further opportunities in the road construction segment.

Going forward, our focus will remain on converting project opportunities into executable orders, ensuring timely project execution and maintaining operational efficiency while exploring further opportunities across the road and infrastructure development segment.”

About Srinibas Pradhan Constructions Limited (SPCON)

Srinibas Pradhan Constructions Limited (SPCON) is an infrastructure-focused EPC company engaged in roads & highways, bridges, industrial projects, and civil construction works. With over two decades of industry experience, the company has built a strong presence through efficient execution, technical expertise, and long-standing relationships with government departments and institutional clients.

The company’s structure includes its wholly owned subsidiary, Srinibas Pradhan Infra Private Limited, a PWD Special Class Contractor in Odisha, while SPCON operates as a PWD Class A Contractor. This enables participation across a broader range of government tenders while retaining existing contractor qualifications. SPCON is also certified under ISO 9001:2015, ISO 14001:2015, and ISO 45001:2018 standards.

SPCON operates with an integrated business model supported by in-house construction capabilities, owned machinery, and quality-control infrastructure. The company maintains operational efficiency through backward integration and on-site testing facilities, ensuring better execution control and quality standards.

The transition into a public limited company and listing on the NSE Emerge platform in 2026 marked a key milestone in the company’s growth journey. In FY26, SPCON reported consolidated total income of ₹9,030.24 lakhs, EBITDA of ₹1,506.53 lakhs, and PAT of ₹821.02 lakhs.

Disclaimer: Certain statements in this document that are not historical facts are forward-looking statements. Such forward-looking statements are subject to certain risks and uncertainties like government actions, local, political or economic developments, technological risks, and many other factors that could cause actual results to differ materially from those contemplated by the relevant forward-looking statements. The Company will not be in any way responsible for any action taken based on such statements and undertakes no obligation to publicly update these forward-looking statements to reflect subsequent events or subsequent.

New Delhi [India], November 2: Dwarka Expressway has emerged as an important residential corridor connecting Delhi and Gurugram. Improved road infrastructure, access to employment centres and the growth of surrounding social infrastructure have made the area a consideration for homebuyers looking for long-term residential options in the National Capital Region (NCR).

For those comparing properties on Dwarka Expressway, the decision involves more than location alone. Connectivity, neighbourhood facilities, residential planning, developer credibility and legal documentation all play an important role in determining whether a property meets a buyer’s needs.

Why Is Dwarka Expressway Attracting Homebuyers?

The expressway connects Gurugram with Delhi and provides access to major business districts, transport links and residential neighbourhoods. Its proximity to Indira Gandhi International Airport, Cyber City and Yashobhoomi, the India International Convention & Expo Centre, makes the corridor relevant to professionals and families seeking convenient access to key destinations.

Sector 106 is one of the locations buyers can evaluate when comparing residential projects in the area. However, actual road access, peak-hour travel times and the availability of essential services should be assessed independently rather than relying entirely on projected infrastructure developments.

What Types of Residential Projects Are Available?

The residential landscape along Dwarka Expressway includes developments with different layouts, amenities and approaches to community living. While high-rise apartments appeal to buyers who prefer vertical communities, low-rise developments may suit those who place greater importance on privacy, open spaces and a less densely planned environment.

For example, Vanmaya Premium Residences by Agrante Developers in Sector 106, Gurugram, represents the low-rise residential format. The gated community comprises 404 homes, with planning that emphasises landscaped surroundings, spacing between buildings and outdoor areas.

The project includes nature-oriented features such as parks, herbal gardens, walking trails, yoga and meditation pavilions, and dedicated children’s activity spaces. These features illustrate the range of considerations buyers may encounter when comparing residential developments along the corridor.

The suitability of any project ultimately depends on individual preferences, budget, available configurations and verified specifications.

Connectivity and Social Infrastructure

Connectivity remains an important factor when choosing flats on Dwarka Expressway. Access to workplaces, schools, healthcare facilities and railway stations can influence daily convenience and commuting costs.

According to developer-provided estimates, Vanmaya in Sector 106 is approximately 15 minutes from Indira Gandhi International Airport and Cyber City, around 16 minutes from Yashobhoomi and approximately 10 minutes from Gurugram Railway Station under normal traffic conditions. Actual journey times may vary depending on traffic and route conditions.

Homebuyers should test these routes during their usual commuting hours and check the accessibility of nearby schools, hospitals, shopping facilities and public transport before making a decision.

What Should Buyers Check Before Purchasing a Property?

A structured evaluation can help buyers compare residential projects more effectively.

• Location and accessibility: Assess daily commute times and access to essential services.
• Residential planning: Compare layouts, natural light, ventilation, privacy, open spaces and security.
• Developer credibility: Review the developer’s track record, construction progress and project commitments.
• Legal compliance: Verify applicable approvals and registration details through the official Haryana Real Estate Regulatory Authority (HRERA) portal.
• Financial considerations: Understand the payment schedule, additional charges, agreement terms and stated possession timeline.

VANMAYA is listed with HRERA registration number GGM/1027/759/2025/130 in the available project information. Buyers should independently verify this information against the latest official records before proceeding.

Making an Informed Homebuying Decision

Dwarka Expressway offers a variety of residential options, but the right choice depends on a buyer’s lifestyle, financial plans and expectations from a home. Comparing locations, evaluating community layouts and verifying project documentation can help narrow the options.

Whether considering a high-rise apartment or a low-rise development such as Vanmaya by Agrante Developers, buyers should prioritise practical requirements over promotional claims. Reviewing official project details and visiting shortlisted properties can provide a clearer understanding of what each development offers.

With careful research and realistic expectations, homebuyers can make a more informed decision when evaluating residential properties along Dwarka Expressway.

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Jais, Amethi (Uttar Pradesh) [India], October 30: The Social-Technical Fest SOUHARDYA 2026 of the Rajiv Gandhi Institute of Petroleum Technology (RGIPT), Jais, was inaugurated on 30 October 2026, focusing on social responsibility, technological innovation, sustainability, entrepreneurship and community engagement. The two-day festival brings together students, researchers, faculty members, experts and school students to explore how technology, creativity and collaborative efforts can address real-world societal challenges.

The inaugural ceremony underscored the central philosophy of SOUHARDYA: technological advancement must be accompanied by social awareness, inclusivity, civic responsibility and a commitment to improving people’s lives. The speakers encouraged students to preserve India’s rich cultural heritage while embracing emerging technologies, cultivating scientific curiosity and applying their knowledge to address challenges faced by communities across the country.

Addressing the gathering, Prof. Harish Hirani, Director, RGIPT, urged students to look beyond academic scores, degrees and conventional career paths and measure success by the problems they solve and the positive difference they make in society. He emphasised that significant social challenges can also create opportunities for technological innovation, entrepreneurship and sustainable business development.

Drawing upon examples such as SELCO India and the Amul cooperative model, the Director highlighted how innovative and socially responsive enterprises can improve livelihoods while creating sustainable economic value. He encouraged students to pursue both social impact and financial success, emphasising that addressing a significant societal problem can provide the foundation for a successful enterprise. He advised aspiring entrepreneurs to begin by identifying genuine problems, understanding the needs of the people affected, developing practical solutions, testing them under real-world conditions and ensuring that the solutions are affordable, reliable and financially sustainable.

The Director particularly encouraged participants in NIRMAAN and SOCI-O-THON to look beyond competition outcomes and focus on developing solutions that can be implemented in practice. He urged students to evaluate the effectiveness of their ideas, measure their impact and explore opportunities to develop promising projects into research initiatives, start-ups and sustained community-development programmes.

The programme featured valuable perspectives from distinguished guests. Dr. Arvind Singh, Convener of the Social Council, highlighted the importance of preserving traditional art and cultural heritage while embracing technological advancement. The Dean, Student Affairs, RGIPT, described SOUHARDYA as a platform for promoting social awareness, community engagement and responsible innovation. Dr. Harish Kumar of Defence Material and Stores Research emphasised self-reliance, indigenous innovation and the importance of learning from mistakes. Prof. Bineesha, Environmental Scientist and Advisor, encouraged students to adopt inclusive, creative and entrepreneurial approaches to addressing societal challenges and highlighted the opportunities emerging from the integration of entrepreneurship, artificial intelligence and other advanced technologies.

Prof. Mahesh G. Thakkar, Director of the Birbal Sahni Institute of Palaeosciences, emphasised the close relationship between science and society. He encouraged students to cultivate scientific curiosity, observe their surroundings and apply scientific knowledge to practical problems, while underscoring the importance of civic responsibility and meaningful social engagement.

The festival features several activities designed to encourage creativity, interdisciplinary collaboration and socially relevant innovation. These include NIRMAAN – National Social-Technical Conference; SOCI-O-THON – Social Innovation Challenge; the Science and Social Exhibition; PRATIBIMBH – Short Film Competition; and a reel-making competition centred on social themes. Around 250 students from neighbouring schools participated in the Science Exhibition, creating opportunities for young learners to engage with science, technology and creative problem-solving.

Emphasising that the impact of SOUHARDYA must extend beyond the two-day festival, Prof. Hirani encouraged the Social Council and students to translate promising ideas into sustained initiatives. These could include science-mentoring programmes for school students, food-waste reduction, energy conservation, digital-literacy initiatives and collaborative projects addressing the needs of nearby communities. He stressed the importance of setting achievable targets, assigning clear responsibilities, establishing timelines and measuring outcomes to ensure that initiatives deliver tangible and lasting benefits.

Recognising the creativity, ambition and technology-driven mindset of Gen Z, the Director emphasised RGIPT’s vision of nurturing approximately 100 student teams every year as innovators and aspiring entrepreneurs. The initiative aims to empower young minds to identify real-world societal challenges, leverage emerging technologies, and transform innovative ideas into practical, scalable and sustainable solutions. By encouraging students to move beyond conventional career aspirations and become problem-solvers, start-up founders and job creators, RGIPT seeks to channel Gen Z’s entrepreneurial energy towards meaningful social impact, economic value creation and national development.

SOUHARDYA 2026 will continue on 31 October 2026, bringing together students, researchers, innovators and members of the wider community. Through this initiative, RGIPT seeks to strengthen the connection between technical education and societal needs, inspire entrepreneurial thinking among young people, and encourage the transformation of knowledge and creativity into practical solutions that generate lasting social and economic value.

Regards
Prof. Harish Hirani, Director, RGIPT

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Prof. Harish Hirani, Director, RGIPT, with the Secretary, Ministry of Petroleum and Natural Gas (MoPNG), during the 29th ETM, GOA

Jais, Amethi (Uttar Pradesh) [India], November 2: The Rajiv Gandhi Institute of Petroleum Technology (RGIPT) has highlighted its recent collaboration with the Centre for High Technology (CHT) as an important step towards linking doctoral research and student innovation with practical challenges in the petroleum, petrochemical and energy sectors. The five-year Memorandum of Understanding (MoU), signed on 27 October 2026 during the Energy Technology Meet (ETM 2026) in Goa, was exchanged between Shri Sankar Gunasekaran, Executive Director, CHT, and Prof. Harish Hirani, Director, RGIPT, in the presence of Dr Neeraj Mittal, Secretary, Ministry of Petroleum and Natural Gas (MoPNG), and Shri Alok Tripathi, Joint Secretary, MoPNG.

Joint Ph.D. Fellowships to Address Industrial Challenges

A key component of the agreement is the proposed CHT–RGIPT Joint Ph.D. Research Fellowship Programme, which will support doctoral research on challenges identified by the petroleum, petrochemical and energy industries. Up to three scholars may be enrolled annually, with the possibility of increasing the intake to five, subject to the agreed provisions, and a maximum of 10 fellows may be supported at any given time. Selected scholars will receive a fellowship 25% higher than the prevailing CSIR/UGC-NET/GATE fellowship rates, along with other admissible benefits.

The scholars will work under the joint supervision of RGIPT faculty members and experts nominated by CHT or its industry partners. Research areas include green hydrogen, fuel cells, advanced batteries, corrosion engineering, carbon capture and utilisation, crude-to-chemicals, catalysts, biofuels, waste valorisation, digitalisation and energy efficiency. The programme aims to improve the practical relevance of doctoral research and accelerate the translation of scientific findings into useful technologies.

From Research Laboratories to Energy Start-ups

Prof. Harish Hirani, Director, RGIPT, emphasised the importance of encouraging doctoral scholars to pursue patents, prototype development, product creation and start-ups alongside academic publications. The MoU provides a framework to explore how promising research outcomes in its covered areas may progress from laboratory investigations to proof-of-concept validation, prototype development and, where commercially viable, technology-based enterprises.

Through engagement with MC² Foundation and related programmes, the collaboration will explore opportunities for innovation mentoring, sponsored research, technology development and commercialisation, subject to applicable conditions. With appropriate technical guidance and industry engagement, doctoral scholars may consider entrepreneurship alongside careers in academia, research and industry. Such research-led ventures could contribute to indigenous technology development, employment generation and India’s energy innovation ecosystem.

Prof. Hirani also indicated that future discussions may consider how product- and patent-oriented outcomes could be recognised in doctoral assessment. No changes to the existing Ph.D. requirements have been finalised. Dr. Arshad Aijaz, Dean, Academic Affairs, noted that the possibility of recognising patents, innovative products and commercially viable technologies as doctoral outcomes remains under deliberation and has not been adopted as academic policy.

Student Innovation: From Industrial Problems to Practical Solutions

Highlighting RGIPT’s Design and Innovation Project initiative, Prof. Hirani explained that student teams work on real-world industrial problems and develop potential solutions through project-based learning. Approximately 250 problem statements were identified, involving 115 students, with initial financial support of ₹10,000 per team. Promising projects may receive additional support and opportunities to pitch their ideas to incubation partners, helping promising concepts move towards practical applications and potential start-ups.

Dr. Milan Kumar, Dean of Research and Development, highlighted opportunities for innovation mentoring and prospective funding support through the MC² Foundation and related programmes, subject to their applicable conditions. The broader aim is to nurture a culture in which students and researchers are encouraged to identify problems, test ideas, develop prototypes and explore pathways to technology transfer and enterprise creation.

Testing Facilities, Sponsored Research and Industry Engagement

The MoU envisages the joint establishment of testing facilities at RGIPT campuses to address technological challenges faced by the petroleum and energy industries. The facilities are expected to strengthen experimental capabilities, support technology validation and enable collaborative research. Both organisations will explore long-term industry-sponsored research projects aligned with operational requirements and emerging technological needs.

RGIPT is also working to strengthen its central instrumentation facilities, improve equipment availability and maintenance, and broaden engagement with research institutions, including CSIR laboratories. These efforts are intended to expand access to scientific expertise and research facilities and help technologies progress beyond proof of concept towards validation, pilot-scale demonstration and potential industrial adoption.

Capacity Building and Energy Policy

RGIPT and CHT will jointly organise national and international training programmes in collaboration with Indian refineries. The programmes will cover petroleum refining, petrochemicals, asset integrity, process safety, green hydrogen, digital technologies, energy transition and sustainable energy systems, strengthening knowledge exchange between academic experts and industry professionals.

RGIPT will also participate in CHT’s Activity Committee Meetings to gain insights into operational challenges faced by refineries and identify opportunities for research-based solutions. The two organisations further plan to establish an energy think tank to support policy formulation and strategic thinking in the petroleum and energy sectors.

Strengthening India’s Energy Future

RGIPT is an Institution of National Importance under the Ministry of Petroleum and Natural Gas, engaged in education, research and technology development across conventional and emerging energy domains. CHT serves as a dedicated technology cell of the Ministry for the hydrocarbon sector.

By bringing together doctoral research, student innovation, industry expertise, testing infrastructure, specialised training and pathways for start-up development, the collaboration aims to strengthen the link between knowledge creation and practical application. The partnership is expected to promote indigenous technology development, support energy sustainability and create opportunities for young researchers to become innovators, technology developers, and entrepreneurs—contributing to India’s energy security, technological self-reliance, and sustainable energy transition.

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New Delhi [India], November 2: Union Home and Cooperation Minister Shri Amit Shah attended the Birth Centenary Celebration of Param Vandaneya Mata Bhagwati Devi Sharma Ji and the Centenary Celebration of Akhand Deep at the Indira Gandhi Indoor Stadium in New Delhi on Sunday. On the occasion, he reflected on the hundred-year journey of devotion, sacrifice and dedication of the Gayatri Pariwar and shared his thoughts on the significance of the Gayatri Mantra. He said that while a flame is sufficient to light a lamp, keeping it burning continuously for a hundred years requires three essential qualities: penance, sacrifice and unwavering resolve.

Shri Amit Shah said that the completion of 100 years of Akhand Jyoti is not merely an achievement of keeping a lamp continuously illuminated; rather, it is the outcome of the spiritual discipline and penance of millions of people. The number 100 is regarded as a symbol of completeness, and this year represents a year of fulfilment for India. In this context, the centenary of Akhand Jyoti and the birth centenary of Mata Bhagwati Devi Sharma Ji hold special significance.

Beginning his address, Shri Amit Shah said that everyone present was experiencing the divine radiance spreading from the sacred flame. He described the occasion as a day of faith, service and resolve. Paying his respects to Mata Bhagwati Devi Sharma Ji, he said that Mataji undertook rigorous penance herself to illuminate the lives of others. Remembering the contributions of Pandit Shriram Sharma Acharya Ji, he said that Gurudev’s contribution to Indian culture was immense, and equally profound was his contribution in taking the Gayatri Mantra to every corner of the world.

Describing the Gayatri Mantra as a pathway to complete transformation, Shri Amit Shah said that, in his experience, the mantra has the power to bring positive changes in an individual’s life. He also expressed concern over the lack of awareness about the Gayatri Mantra among young people, recalling that on several occasions, when he asked youngsters about it, many were unfamiliar with its significance.

Sharing an experience from his interaction with students of an Indian Institute of Management (IIM), he recalled explaining the importance of the Gayatri Mantra to them. He said that Pandit Shriram Sharma Acharya Ji had explained that the 24 syllables of the Gayatri Mantra are directly connected with 24 subtle centres associated with noble virtues within the human system. These centres are awakened and harmonised through the mantra. The development of these virtues leads to the growth of altruism, courage and intellect in an individual.

Shri Amit Shah emphasised that the Gayatri Mantra is not confined to religious rituals alone; it is also a powerful means of individual development and positive social transformation. He described the hundred-year journey of the Gayatri Pariwar as a remarkable symbol of sacrifice, penance and spiritual discipline.

The celebration has been organised by the Gayatri Pariwar to commemorate the birth centenary of Mata Bhagwati Devi Sharma Ji, 100 years of Akhand Deep and the completion of 100 years of the spiritual journey of Pandit Shriram Sharma Acharya Ji.

Mumbai (Maharashtra) [India], November 2: Apollo Micro Systems Limited (AMSL) has announced the deposit of ₹986.35 crore into a special escrow account with State Bank of India towards the acquisition of shares in Premier Explosives Limited (PEL), marking a significant development in its ongoing acquisition process.

In a regulatory filing to the stock exchanges on Monday, the company informed that its open offer to acquire 1,39,77,600 equity shares, representing 26% of Premier Explosives’ equity share capital, received an encouraging response from public shareholders.

The open offer, which commenced on October 12, 2026, and concluded on October 26, 2026, was oversubscribed by 1.41%, reflecting shareholder participation beyond the shares targeted for acquisition.

The company confirmed that the entire purchase consideration of ₹986.35 crore has been deposited into a special escrow account maintained with State Bank of India to facilitate payments to eligible public shareholders.

The development follows the Share Purchase Agreement signed on July 9, 2026, under which Apollo Micro Systems initiated the acquisition process involving Premier Explosives.

The open offer was conducted in accordance with Regulations 3(1) and 4 of the SEBI (Substantial Acquisition of Shares and Takeovers) Regulations, 2011.

The latest disclosure represents another step towards completing the acquisition process, with investors likely to monitor subsequent developments concerning the transaction and its implications for Apollo Micro Systems.

Hyderabad (Telangana) [India], November 2: Blue Cloud Softech Solutions Limited (“Blue Cloud” or “the Company”) (BSE: 539607; NSE: BLUECLOUDS), an AI-first technology company, today announced that SpaceX International Ltd, Labuan (“SpaceX International”) has issued a Certificate of Services Rendered and Acceptance for October 2026 for the services delivered by Blue Cloud Softech Solutions Ltd – USA, the Company’s US branch (“Blue Cloud USA”) under Statement of Work No. 1 (“SOW No. 1”) to the Master Services Agreement dated 9 July 2026. Blue Cloud USA has raised an invoice of US$10 million against the accepted deliverables.

Key Highlights

• Acceptance: SpaceX International Ltd, Labuan has issued a Certificate of Services Rendered and Acceptance (SpaceX-Blue 2026, dated 30 October 2026) for October 2026, under Statement of Work No. 1.
• Invoicing: SpaceX invoices-2610 dated 30 October 2026 for US$10 million (approximately ₹95 crore), raised against the accepted deliverables.
• Delivery: the programme is being executed through PT SUHANA TT, a subsidiary of Blue Cloud USA in Indonesia.
• Programme: Statement of Work No. 1 carries a total contract value of US$150 million (approximately ₹1,425 crore), with delivery under way since 24 August 2026.

Engagement at a Glance

The Engagement

SOW No. 1 is issued under the Master Services Agreement between Blue Cloud USA and SpaceX International. It brings together AI infrastructure and data centre solutions (US$100 million), cybersecurity (US$25 million) and telecommunications (US$25 million) in a single programme.

The October certificate records that the services and deliverables for the month were rendered across these workstreams in accordance with the scope of the Statement of Work.

The programme is executed through PT SUHANA TT, a subsidiary of Blue Cloud USA in Jakarta. Blue Cloud USA, the Company’s US branch, is the contracting party for the programme.

Deliverables under SOW No. 1 are invoiced once accepted. For October 2026, the Company has raised an invoice of US$10 million. The revenue schedule under SOW No. 1 provides for not less than US$25 million per quarter, and October forms the first part of the quarter ending 31 December 2026.

Next Steps

Delivery continues across all four workstreams, with acceptance and invoicing following month by month under the Statement of Work. The Company will continue to make disclosures under Regulation 30 of the Listing Regulations.

Management Comment

Tejesh Kumar Kodali, Group Chairman, Blue Cloud Softech Solutions Limited, said: “A signed acceptance from the client is the clearest proof that delivery is meeting the standard the Statement of Work sets. October shows our teams working across AI infrastructure, data centres, cybersecurity and telecom as one programme, and we will bring the same discipline to every month that follows.”

Bhaskar Nallamilli, Chief Executive Officer, Blue Cloud USA, said: “The October acceptance reflects our delivery teams in the United States and Indonesia working as one. Our Indonesian subsidiary has given us a strong local delivery base, and our priority is to keep every month accepted and invoiced on schedule under the Statement of Work.”

This model represents several firsts for Royal Enfield. It is the first Himalayan to use a parallel-twin engine and the first motorcycle built on the company’s new 750cc platform. After months of spy shots, test mule sightings, a public showcase in Ladakh, and a carefully staged teaser campaign, the final production version is now in the open. Full technical specifications are still under wraps until the EICMA presentation, but a solid picture of the motorcycle has already emerged.

Official Teaser and the Road to Milan

In late October, Royal Enfield released a dramatic teaser image showing a silhouetted adventure motorcycle and rider against a deep red sky. The image included precise map coordinates — 45.4647° N, 9.1885° E — which point directly to central Milan. The timing aligned perfectly with EICMA 2026, held from November 3 to 8 at the Fiera Milano Rho complex.

The teaser followed years of development. Prototypes first appeared in spy photos as early as 2025. A near-production example was displayed in a crate at EICMA 2025, and the company later confirmed that the 750cc model was coming. Throughout 2026 the bike was spotted repeatedly in India and Europe, including near Royal Enfield’s UK Technology Centre. In September it made a public appearance at the brand’s inaugural Himalayan Base Camp event in Ladakh, giving journalists and enthusiasts their first close look at an almost final machine.

By early November, Royal Enfield had released a full set of official photographs. These images show a modern adventure tourer with a tall windscreen, round LED headlamp, muscular tank shrouds, a stepped dual seat, and a prominent luggage rack. The motorcycle is available in multiple colour schemes and with a choice of alloy or tubeless cross-spoke wheels.

New 750cc Parallel-Twin Engine

At the heart of the Himalayan 750 sits an all-new 750cc oil-cooled parallel-twin engine. While it shares its basic architecture with Royal Enfield’s established 650cc twin, the larger unit features revised internals, a longer stroke in some reports, and tuning focused on both performance and long-distance usability.

Exact power and torque figures remain unconfirmed, but industry estimates consistently place output in the region of 55 to 60 bhp and 60 to 65 Nm of torque. The engine retains the 270-degree firing order that gives the 650 twins their distinctive sound and character. Exhaust gases exit through a high-mounted 2-into-1 system that ends in a single silencer on the right side.

A six-speed gearbox with revised ratios is expected, giving the motorcycle a stronger touring bias than the existing 650 models. Ride-by-wire throttle and multiple riding modes are also anticipated, allowing riders to tailor the power delivery for highway cruising, city riding, or light off-road use.

Chassis, Suspension and Rider Aids

The Himalayan 750 rides on a completely new chassis developed specifically for the 750 platform. Upside-down forks at the front, sourced from Showa, offer adjustable preload and compression. At the rear, a monoshock with remote preload adjustment provides progressive support for solo or two-up riding with luggage. This is the first twin-cylinder Royal Enfield to use a monoshock instead of dual rear shocks.

Wheel sizes are set at 19 inches at the front and 17 inches at the rear, a more road-biased combination than the 21/17 setup of the smaller Himalayans. Buyers can choose between alloy wheels and tubeless spoke wheels. Dual-channel ABS is standard, with the rear channel expected to be switchable for off-road use. Disc brakes are fitted at both ends.

Electronic rider aids mark a clear step forward for the brand. Confirmed features include cruise control, traction control, and a tyre pressure monitoring system (TPMS). A 4-inch TFT instrument cluster with Bluetooth connectivity handles navigation, call alerts and system information. These additions position the Himalayan 750 as a genuine long-distance adventure tourer rather than a purely dual-purpose machine.

Design, Colours and Practical Touches

Visually, the Himalayan 750 moves away from the more upright, beak-equipped look of the Himalayan 450. The front cowl flows smoothly into the tank, the windscreen is tall and adjustable in some reports, and the overall stance is purposeful yet refined. Soft luggage and hard panniers appear in official images, underlining the motorcycle’s touring credentials.

Here is your first look at the Royal Enfield Himalayan 750! Like how it looks? Our opinions are embargoed but yours aren't, tell us about your first impressions in the comments below ? All specs will be revealed on November 3, at EICMA 2026. Ride review drops on November 11. https://t.co/LFmiqBAeyq

— carandbike (@carandbike) November 1, 2026

At least four or five colour options have been confirmed, ranging from classic black and metallic silver to more distinctive schemes with bold graphics. The stepped seat, rear rack and generous ground clearance suggest the bike is designed for both highway miles and moderate trail riding.

India Launch and Expected Pricing

While the global stage is EICMA, the Indian market launch is expected shortly afterwards at Royal Enfield’s Motoverse festival in Goa towards the end of November 2026. Pricing has not been officially announced, but most estimates place the Himalayan 750 in the Rs 4.5 to 5 lakh range (ex-showroom). This would position it as the flagship of the Himalayan family and Royal Enfield’s most expensive production motorcycle to date.

The timing makes strategic sense. Royal Enfield has built a strong following for the Himalayan name over the past decade. The 450 model refreshed the range in recent years, and the 750 now extends the brand into the middleweight adventure segment dominated by European and Japanese rivals.

The decision, cleared by the state Cabinet on October 29, marks one of the steepest single hikes in Nandini’s recent history. Of the Rs 8 increase, Rs 7 will go directly to dairy farmers while Rs 1 will support milk unions under the Karnataka Milk Federation (KMF). Officials say the move was necessary to ease the pressure on producers facing drought-related losses and rising feed costs.

Why the Government Raised Nandini Milk Prices

Dairy farmers and milk unions had been demanding a revision for months. Production costs have climbed sharply due to higher prices of cattle feed, fodder, medicines, packaging and transport. Drought conditions in several parts of Karnataka also reduced daily milk procurement by nearly 10 lakh litres, adding to the strain on cooperatives.

Parliamentary Affairs Minister Krishna Byre Gowda explained after the Cabinet meeting that farmers earlier received about Rs 35 per litre from procurement plus a Rs 5 government incentive. Under the new structure, the procurement price rises to Rs 42 per litre. With the incentive continuing, farmers will now get a total of Rs 47 per litre. Nearly 10 lakh farming families in the state depend on dairy income, and the government described the hike as essential support during agrarian stress.

Farmers had initially sought a Rs 10 per litre increase. The Cabinet settled on Rs 8 after weighing the impact on consumers. The announcement was delayed because the Model Code of Conduct was in force for Legislative Council elections; results were declared shortly before the decision was made public.

This is the fifth Nandini price revision in recent years. Earlier increases were smaller: Rs 3 in November 2022, Rs 3 in July 2023, Rs 2 in June 2024 and Rs 4 in March-April 2025. The current Rs 8 jump is the largest single step so far.

New Nandini Milk Rates Effective from November 1

The price revision applies across Nandini variants. Basic toned milk in the blue packet moves from Rs 46 to Rs 54 per litre. Homogenised toned milk rises from Rs 47 to Rs 55. Homogenised cow’s milk goes from Rs 50 to Rs 58. The premium Shubham variant (4.5% fat) increases from Rs 52 to Rs 60 per litre.

Despite the hike, government comparisons show Nandini remains relatively competitive. At Rs 60 for the higher-fat variant, it stays below rates in several other states. Andhra Pradesh and Telangana list comparable milk around Rs 68, while Punjab, Odisha and Chhattisgarh are near Rs 66. Gujarat and Rajasthan sit around Rs 64. Officials emphasised that Karnataka’s revised prices are still lower than many peers.

Related dairy products are also expected to feel the impact. Curd, butter, ghee and other value-added items typically follow milk price movements, adding further pressure on household budgets and commercial kitchens.

Impact on Bengaluru Hotels, Cafes and Restaurants

The most immediate concern for city residents is the effect on everyday food and beverage prices. Milk is a core ingredient in tea, coffee, filter coffee, milkshakes, curd-based sides, sweets and many breakfast items served at darshinis, bakeries and hotels.

The Bengaluru Hotels Association and other industry bodies have stated that an Rs 8 hike is too steep to absorb fully. Association representatives said a smaller increase of Rs 2–3 per litre might have been managed without menu changes. At the current level, they expect to raise tea and coffee prices by around Rs 5 and overall menu prices by 5–10% or more in the coming days.

P.C. Rao of the Bangalore Hotels Association noted that this is the first time the state has implemented such a large single increase. Hotel owners point to simultaneous rises in rice, pulses, cooking gas and other inputs. Many establishments say they cannot continue absorbing costs without adjusting customer prices. Some popular eateries have indicated they will review rates within a week of the new milk prices taking effect.

Sweets, payasam, badam milk, carrot halwa and bakery items that rely heavily on milk or khova are also likely to become dearer. Consumers who regularly buy filter coffee or set breakfasts at local tiffin centres will notice the difference quickly.

Broader Context and Consumer Concerns

The timing of the hike, just ahead of the festival season, has drawn mixed reactions. While farmers and cooperatives welcomed the higher returns, ordinary households and the hospitality sector expressed worry about the cumulative cost of living. House rents, vegetables and other essentials have already been rising in Bengaluru, and another jump in daily milk and tea expenses adds to the pressure.

Supporters of the decision argue that without better prices for farmers, milk production could decline further, eventually hurting supply and quality. Critics counter that a more gradual increase would have given businesses and consumers time to adjust. Some residents have suggested that the government could have explored targeted support for farmers without such a sharp retail jump.

Nandini remains the dominant milk brand in Karnataka and enjoys strong consumer trust for quality and availability. The cooperative model has long helped stabilise rural incomes, but balancing farmer welfare with urban affordability continues to be a delicate policy challenge.

By Ramakanta Pradhan, Chairman & Whole-Time Director, Srinibas Pradhan Construction Limited

New Delhi [India], October 31: Srinibas Pradhan Constructions Limited started its business in 2001 with small civil works for town bodies in Jharsuguda district. Twenty-five years on, the company still bids mostly for work within a day’s drive of where it began. It is easy to read that as a lack of ambition. The company reads it as a map. It tells exactly where the work is.

Jharsuguda sits in the middle of Odisha’s industrial belt, and the company’s roads run through it. It has built and repaired them for a power plant, a coal mine and a long state highway across the region. One example is the 5.6 km coal dispatch road at the Jamkhani mine, which it renovated. It is not the kind of project that gets noticed. Yet if that road fails, coal stops moving, and everything that relies on it stops with it.

Eastern India works the same way. Its mines, power stations and steel plants are well known, but their value depends on the district and village roads, culverts and bridges that link them to workers, suppliers and markets. For years, this network received less attention than the plants it served. That is changing, at least in Odisha.

The numbers are clear. Odisha spends 7.5% of its budget on roads and bridges, against an average of 4.3% across 31 states, according to PRS Legislative Research. Its capital outlay FY27 is ₹ 72,100 crore, up 20% on the previous year. In July, the state cleared more than ₹ 32,000 crore over five years for rural roads and bridges, with ₹ 11,800 crore of it for the Setu Bandhan bridge programme alone.

A bridge over a seasonal river does something a highway cannot. It keeps a village connected through the monsoon. Children can reach school, crops can reach the market, and an ambulance can get to a health centre in July as easily as in January. When this happens across hundreds of villages, the effect on the local economy is real, even if it never makes a headline.

The railways add another layer. Odisha received ₹ 10,928 crore for railways in the Union Budget for FY27, with about ₹ 90,659 crore of rail projects already under way in the state. Every new line and siding needs roads to feed it. In the east, those roads are often the slowest part of the chain.

So, who builds all this? Not just the large national contractors. Most rural road and bridge packages are modest in size. In March, the subsidiary of Srinibas Pradhan Constructions Limited was declared the lowest bidder for the road from Limidihi to Machida, a ₹ 4.19 crore package. Work like this suits contractors who are close to the site, own their machines and know the local soil and rivers. Regional firms that have grown up with the state’s Works Department are well placed to do it, as long as they keep raising their standards.

Those standards are also how a firm earns bigger work. In FY26, the company was upgraded to Class A with the Works Department, and its subsidiary to Special Class. Earlier, much of its work came through larger companies serving public sector clients. Today, about a third of its revenue comes directly from government and PSU clients, up from under a tenth a year ago. Nobody gave it that. It came from completing work, getting it certified and bidding again.

If governments in the east release payments faster, and if contractors match bigger budgets with better quality, the district road will do more for growth here than any single large project. The company’s first jobs were small works for a town body. The roads it builds now are still small next to an expressway. But they are where most people in this part of India begin and end their day.

Mr. Vijay Gupta, Founder, Chairman, and Managing Director of SoftTech Engineers Limited

New Delhi [India], October 30: SoftTech Engineers Limited, a pioneer in AECO (Architecture, Engineering, Construction & Operations) technology and e-governance solutions, highlights how digital Transferable Development Rights (TDR) exchanges are beginning to reshape the way development rights are discovered, transacted and managed across India’s growing urban landscape.

As Indian cities continue to expand and urban infrastructure requirements become increasingly complex, TDR has emerged as an important urban planning instrument, enabling development potential to be transferred from one property or designated area to another. While TDR has traditionally involved multiple stakeholders, negotiations and documentation, the emergence of digital TDR exchanges is beginning to change how these transactions can be managed.

A digital TDR exchange brings TDR owners, developers, builders and other stakeholders onto a structured digital platform where development rights can be discovered, transacted and managed through connected workflows — moving these transactions from a largely fragmented process toward a more organised and transparent marketplace.

Traditional TDR transactions involve multiple steps, including certification, listing, buyer discovery, negotiation, documentation, payments, compliance and registration. When managed through fragmented processes, stakeholders face limited market visibility, administrative delays and repeated coordination. A digital TDR exchange can bring these stages together within a centralised ecosystem, enabling participants to access relevant information, discover available development rights and progress transactions through digital workflows.

Greater market transparency is one of the most significant advantages of this shift. In conventional transactions, stakeholders may have limited access to information about available TDR, prevailing rates and market activity. A centralised digital platform can provide greater visibility, helping buyers and sellers make decisions based on relevant market information — creating wider market access for TDR owners and simplifying the process of identifying suitable TDR opportunities for developers.

Advanced technologies are also creating new possibilities for the TDR ecosystem. Blockchain can support secure and tamper-resistant records, while AI and analytics can help derive insights from transaction and market data. Digital workflows can reduce paperwork and physical interactions, while integrated payment mechanisms can connect financial transactions with the broader transaction journey — together creating a more connected and reliable TDR ecosystem.

The evolution of TDR exchanges reflects a broader shift taking place across urban governance and real estate — from manual processes toward digital, data-driven ecosystems. As cities become increasingly technology-enabled, the systems supporting development rights will also need to evolve. A digital TDR exchange can provide the infrastructure for a market that is more transparent, accessible, efficient and technology-driven.

SoftTech Engineers Limited’s CivitTDRx is designed to support this evolution, enabling a connected digital ecosystem where development rights can be discovered, transacted and managed more efficiently across India’s urban landscape.

About SoftTech Engineers Limited

SoftTech Engineers Limited (SEL) is a technology company focused on developing digital solutions for the Architecture, Engineering, Construction and Operations (AECO), and infrastructure sectors. The Company provides enterprise platforms that help government bodies and infrastructure organizations digitize planning, approvals, and project monitoring processes. Its key products, including CivitPLAN & CivitPERMIT (AutoDCR®), CivitINFRA (PWIMS) and CivitBUILD (Opticon) enable building plan approvals, urban governance, and infrastructure project management, supporting greater efficiency, transparency, and real-time oversight in public infrastructure and urban development.

www.softtechglobal.com

NSE: SOFTTECH

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Chennai (Tamil Nadu) [India], October 29: Gold declined during the completed trading week, finishing below $4,000 an ounce as a sharp rise in crude oil prices complicated the inflation outlook and expectations for monetary easing. Aetram India Research observed that the precious metal’s retreat, alongside weakness in Indian equities, reflected a difficult week in which defensive demand offered limited protection against broader market pressures.

International spot gold ended the week at $3,994 an ounce, down 4.17%. MCX gold futures closed at ₹1,42,150 per 10 grams, declining 3.95%. The supplied week-ending October 23 data placed the U.S. 10-year Treasury yield near 4.99%, compared with approximately 5.10% previously.

Gold’s decline despite the weekly easing in Treasury yields suggested that lower yields alone were insufficient to restore demand. Brent crude rose 6.78% to $117.39 a barrel, reinforcing concerns about energy-led inflation and the persistence of restrictive interest rates. Aetram India Research viewed gold’s close near its weekly low as evidence of subdued momentum, with a sustained recovery above $4,000 remaining an initial development to watch.

Indian equities also closed the week lower. The Sensex declined 2.15% to 73,123.83, the Nifty 50 lost 2.36% to 22,600.00, and Bank Nifty fell 2.79% to 54,287.35. Information technology registered a modest 0.22% gain, while metals declined 5.40%, media 5.15%, realty 5.04% and energy 4.62%. The breadth of sectoral losses indicated that weakness extended beyond a few heavyweight shares.

Aetram Research maintains a cautious outlook following the broad retreat. The Nifty’s weekly low near 22,372 provides an immediate reference for support, while the weekly high around 23,175 marks an overhead resistance reference. Crude oil prices, U.S. monetary-policy signals and the durability of any recovery in market breadth remain important factors to watch.

 About Aetram Trades

Aetram Trades Private Limited is a Chennai-headquartered brokerage firm offering trading and investment services across Indian financial markets. The company is registered with SEBI (Registration No. INZ000309838) & is also a SEBI Registered Research Analyst (Registration No. INH000024222). The company is also a member of NSE (90356), BSE (6832) and MCX (57110). It is registered with AMFI under ARN-281894. Aetram Trades is a member of MCX and is not a member of NCDEX.

Registered office: No. 113-134, Unit No. 308, 3rd Floor, Beta Wing, Raheja Towers, Anna Salai, Chennai, Tamil Nadu 600002.

Website: www.aetramtrades.in

Disclaimer: Investments in the securities market are subject to market risks. Read all the related documents carefully before investing. Brokerage and charges are subject to change and are applicable as per the schedule published on the company website. Currency derivatives are permitted for hedging purposes only, as per prevailing regulatory guidelines.

India-developed OpticSpectra 10G QKD combines high-capacity Free Space Optical communication with Quantum Key Distribution capability; system designed for links of up to 5 km

New Delhi [India], October 31: Indian deep-tech company Nav Wireless Technologies Pvt. Ltd. (NavTech) has unveiled OpticSpectra 10G QKD, an India-developed Free Space Optical (FSO) communication system designed to combine data speeds of up to 10 Gbps with Quantum Key Distribution (QKD) capability, at India Mobile Congress 2026. The platform is designed for optical wireless links of up to 5 km and is aimed primarily at telecom, defence and other security-sensitive communication environments where high-capacity connectivity and secure key exchange are increasingly important

The system was unveiled at IMC 2026 in the presence of Shri Anil Kumar Lahoti, Chairman, Telecom Regulatory Authority of India (TRAI), underscoring the growing policy and industry interest around indigenous optical and next-generation secure communication technologies.

Shri Anil Kumar Lahoti, Chairman, Telecom Regulatory Authority of India (TRAI) said “India’s progress in indigenous optical wireless communication and quantum technologies reflects the growing capabilities of our domestic technology ecosystem. Innovations that bring together high-speed connectivity, secure communications and advanced photonics have the potential to contribute meaningfully to India’s digital infrastructure and technological self-reliance.”

High-Speed Optical Communication With QKD Capability

Free Space Optical communication transmits data between two points using highly directional beams of light rather than a physical fibre connection across the complete link. QKD is designed to enable the generation and exchange of cryptographic keys using quantum principles, adding a security-oriented capability to the communication architecture when correctly implemented and integrated.

By bringing the two technologies together, OpticSpectra 10G QKD is intended to support applications where both data capacity and communication security matter. NavTech sees potential use in telecom infrastructure, defence networks, strategic facilities and other mission-critical links.

For telecom networks, the system can support high-capacity optical connectivity where extending fibre may be difficult or time-consuming. For defence and strategic networks, the company is positioning the platform for communication requirements that place greater emphasis on secure key distribution, rapid deployment and network resilience.

Designed and Developed in India

OpticSpectra 10G QKD forms part of NavTech’s broader effort to develop advanced optical, laser and photonics-based communication technologies in India and move them from R&D into deployable systems for domestic and international markets.

The next phase of communication infrastructure will need to address capacity and security together. With OpticSpectra 10G QKD, our objective is to combine high-speed optical wireless communication with advanced key-distribution capability in an India-developed platform for telecom, defence and strategic networks,” said Hardik Soni, Co-Founder & CTO, Nav Wireless Technologies.

He further added “We want to take photonics technologies from Indian R&D into practical deployments. IMC gives us an important platform to demonstrate that transition from research to deployable deep-tech systems.”

QKD-Enabled Communication Gains Strategic Relevance

As communication networks become more data-intensive and security-sensitive, telecom and strategic infrastructure operators are evaluating technologies that can strengthen both capacity and protection of critical communications. NavTech believes QKD-enabled optical wireless systems can become one of the specialised building blocks within that broader transition. The company is developing its optical communication portfolio as a complementary layer alongside fibre, radio-frequency and satellite networks, with different systems addressing capacity, distance and security requirements.

About Nav Wireless Technologies

Nav Wireless Technologies Pvt. Ltd. is an Indian deep-tech company developing advanced optical communication technologies, including Free-Space Optical Communication (FSOC), VLC and next-generation photonic communication solutions. The company is focused on extending high-capacity connectivity beyond conventional fibre infrastructure for telecommunications, enterprise, defence, remote connectivity and other specialised applications.

Chennai Factory strengthens domestic blood pressure monitor supply and supports preventive cardiovascular care in India

Chennai (Tamil Nadu) [India], October 31:  OMRON Healthcare Co., Ltd., a global leader in clinically proven medical devices for home health monitoring and treatment, today announced the commencement of full-scale blood pressure monitor production at the OMRON Group’s first factory in India, located near Chennai, Tamil Nadu. Operated by OMRON HEALTHCARE MANUFACTURING INDIA Pvt. Ltd., the facility represents a significant step in the company’s expansion of local manufacturing in India. To mark the launch of full-scale production, the factory’s manufacturing operations were opened to domestic and international media and other stakeholders for the first time.

Located at ORIGINS by Mahindra, the approximately 24,000-square-meter site has five production lines manufacturing blood pressure monitors for the Indian market. Drawing on production technologies and quality-control expertise developed at OMRON Healthcare’s Matsusaka factory in Japan and its sister facility in Vietnam, the factory manufactures the HEM-7090, HEM-7181, and HEM-7183T series to the same standards of measurement accuracy and quality as the company’s medical devices supplied to international markets. Designed to meet the needs and price expectations of Indian consumers, these range from straightforward models for first-time users to high-end devices with features including Trend Indicator, which alerts users to increases in blood pressure readings, and Bluetooth connectivity with the OMRON Connect health management app. The factory also supports the government’s Make in India initiative through local component sourcing, workforce development, and employment creation.

This milestone comes as India faces substantial cardiovascular healthcare challenges. Approximately 300 million people nationwide are estimated to be living with hypertension, while the World Health Organization (WHO) identifies cardiovascular diseases like stroke and heart failure among the country’s leading causes of death. As India’s economy continues to grow at approximately 7% annually, lifestyle changes mean that the prevalence of hypertension is expected to rise further, adding to such challenges and increasing the need for preventive healthcare. Yet fewer than 5% of households have a home blood pressure monitor in regular use, while access to healthcare services also remains limited in many regions. By strengthening the domestic supply of blood pressure monitors, OMRON Healthcare aims to support more widespread home monitoring, earlier identification of cardiovascular risks, and improved hypertension management.

OMRON Healthcare has operated in India since 2010, raising awareness of hypertension and the importance of home blood pressure monitoring, supporting academic research, and collaborating with healthcare professionals and local partners to improve cardiovascular care, including working with the Indian Society of Hypertension on the development of India’s first home blood pressure monitoring guidelines. The company aims to build on these efforts by promoting wider adoption of home monitoring and strengthening connections between patients and healthcare professionals to support earlier detection and prevent cardiovascular conditions from worsening. Moving forward, the company aims to increase the Chennai factory’s production capacity tenfold by 2028, in order to ensure a stable supply of blood pressure monitors for the Indian market, develop Chennai as a supply base for international markets, and introduce nebulizer production for the treatment of respiratory conditions such as asthma, strengthening the availability of home healthcare devices in India and beyond.

“Under the OMRON Group’s long-term vision, Shaping the Future 2030, we are working to address three key social challenges: achieving carbon neutrality, realizing a digital society, and extending healthy life expectancy. OMRON Healthcare’s role is to contribute to the third of these, helping people monitor their health as a natural part of everyday life and access appropriate medical care when needed,” said Ayumu Okada, President and CEO, OMRON Healthcare Co., Ltd.

“As India’s economy develops, awareness of health management and preventive healthcare is growing, while timely detection and treatment of cardiovascular disease remain major challenges. Through products and services tailored to local needs, public awareness activities, support for academic research, and contributions to India’s first home blood pressure monitoring guidelines, we have worked to address these challenges.”

“The commencement of full-scale production in Chennai is an important step toward ensuring a stable supply of medical-grade blood pressure monitors in India. By strengthening local manufacturing and deepening collaboration with healthcare professionals and partners, we will continue to contribute to the Make in India initiative and support healthier lives for people across India.”

Blood Pressure Monitors Manufactured at the Chennai Factory

HEM-7183T Series:
Upper-arm blood pressure monitor featuring Trend Indicator, an easy-to-wrap Fit Cuff, and Bluetooth connectivity with the OMRON Connect app.

HEM-7181 Series: Upper-arm blood pressure monitor featuring Trend Indicator and a memory function for recording previous measurements.

HEM-7090 Series: Standard upper-arm blood pressure monitor designed for straightforward home measurement, including for first-time users.

Chennai Factory — Key Facts

Operating company:                  OMRON HEALTHCARE MANUFACTURING INDIA
Pvt. Ltd.

Established:                                   July 2022

Managing Director:                     Takuto Iwanaka

Capitalization:                            INR 1.91 billion

Workforce:                                      Approximately 120 employees

Full-scale production:              October 2026

Location:                                           Plot Nos. I-9 & I-10A, Origins Mahindra World City, Peruvoyal Village, Gummidipoondi Taluk, Puduvoyal, Tiruvallur, Ponneri, Tamil Nadu, India – 601206

About OMRON Healthcare

Committed to advancing health and empowering people worldwide to live life to the fullest, OMRON Healthcare is a global leader in the field of clinically proven, innovative medical equipment for home health monitoring and treatment. Aiming to realize its vision, “Going for ZERO, Preventive Care for the Health of Society,” the company develops products for cardiovascular condition management, respiratory care, and pain therapy. Building on this, it has introduced a new digital health ecosystem that bridges patients and healthcare professionals, helping to reduce cerebro-cardiovascular events, the worsening of respiratory diseases, and limitations caused by chronic pain.

With over 400 million units sold globally*, OMRON has established a leading global presence in home blood pressure monitoring. Throughout its history, OMRON Healthcare has striven to improve lives and contribute to a better society by developing innovations that help people prevent, treat, and manage their medical conditions, providing products and services in over 130 countries. OMRON Healthcare Group is headquartered in Kyoto, Japan.

* Cumulative sales of home-use digital blood pressure monitors worldwide. (as of September 2025)

For more information, please visit: 

Website: https://healthcare.omron.com/

LinkedIn: https://www.linkedin.com/company/omron-healthcare-co-ltd-/

Media inquiries

This press release is disseminated by Kyodo PR on behalf of OMRON Healthcare.
For more information or for interview opportunities, please contact:

OMRON Healthcare Press Desk: omronhealthcare-pr@kyodo-pr.co.jp  

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The young footballer from India attended football’s most celebrated awards ceremony in London, an early glimpse of a world he hopes to inhabit one day as a player

Mumbai (Maharashtra) [India], October 31: The young footballer from India attended football’s most prestigious awards ceremony in London, an early glimpse of a world he hopes to inhabit one day as a player

30th October 2026: At 11, Riaan Ghodawat has already stepped into a world most young footballers can only dream of entering. On 26 October 2026, he attended the Ballon d’Or ceremony in London, believed to be the first Indian to do so, and came face to face with the people and achievements that define the game he hopes to one day play at the highest level.

A member of the Real Madrid Academy India, Riaan has already gained international exposure through football. He has attended training camps organised by Paris Saint-Germain and West Ham United in London, competed at the Real Madrid World Championship in Madrid and the Singa Cup in Singapore, and travelled to Barcelona to watch El Clásico between Real Madrid and Barcelona. His progress has drawn interest from clubs in the UK, and he has received offers to join them.

The Ballon d’Or offered Riaan a different perspective on the sport. Away from the training ground and the match-day routine, he experienced an evening that brought together football’s leading names and celebrated its finest achievements.

“When I found out I was going to the Ballon d’Or, I could not stop smiling,” said Riaan. “I have watched these players on screen and followed their journeys. Being in the same room as them was something I had never imagined. It made me want to work even harder at my football.”

His ambitions, however, remain firmly on the pitch. Riaan hopes to play for FC Barcelona or Real Madrid, and the Ballon d’Or has become part of that picture: no longer a distant spectacle, but an occasion he wants to return to in a different role. “I want to play for FC Barcelona or Real Madrid and return to the Ballon d’Or as a player,” he said. “For now, I know I have a lot to learn, and I want to keep training and getting better.”

For Riaan, the evening in London was a memorable moment in a football journey that is still at its beginning. The focus now returns to the pitch, where the work towards his ambitions continues.

About Riaan Ghodawat

Riaan Ghodawat is an eleven-year-old footballer from India and a member of the Real Madrid Academy India. His football journey has included training camps with Paris Saint-Germain and West Ham United, international tournaments in Madrid and Singapore, and attendance at the 2026 Ballon d’Or ceremony in London.

Media contact:
Krishika Rathod
krishika@bluebuzz.in
9137810930

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Noida (Uttar Pradesh) [India], October 30: TradeFlock has released two new editions that profile the people behind India’s business growth: Most Inspiring Business Directors in India 2026 and 10 Best Leaders from AI in India 2026. Together they cover leaders who run organisations across industries and leaders who turn technology strategy into systems that work in production.

Almost every Indian boardroom now has an AI roadmap. Far fewer can point to a system that runs in production, serves real customers and earns the trust of the team that depends on it. At the same time, the directors steering India’s enterprises carry the decisions that determine whether strategy becomes lasting growth. Both editions look past announcements and focus on that work.

Explore the Business Directors edition and the AI Leaders edition, and meet the featured leaders.

Most Inspiring Business Directors in India 2026

This edition spotlights directors shaping businesses across real estate, insurance, healthcare, pharmaceuticals, analytics and engineering. The cover features:

Ujjwala Satish Haware, Chairperson & Managing Director, Haware Legaccy. An architect, author and entrepreneur with an Architecture degree from Amravati University and an MBA from IIT Powai, she leads Haware Engineers and Builders. Under her leadership the company has expanded across residential townships, commercial parks, affordable nano-housing, co-working spaces, hospitality and education, becoming a trusted multi-sector enterprise.

Rakesh Pal, Sr. Director at a Leading Global Insurance Company. As Senior Director of Personal Lines Transformation at The Hartford India, he brings over 20 years of insurance leadership, specialising in core digital transformation, enterprise AI strategy and process innovation across global P&C and L&A markets.

Also featured:

Amit Dixit, Director & Pharmaceutical Quality Consultant, TruQore Digilytics

Anto Ramesh Delvi Dass, Founder & CEO, RADBLOX Healthcare Services Pvt. Ltd. and VICTORY Healthcare Services Pvt. Ltd.

Gaurav Gupta, Director – Analytics, Epsilon

Sayani Sri Haribabu, Founder Director, Gemini Cooling Systems Projects Pvt. Ltd.

Best Leaders from AI in India 2026

Leaders in this edition work across enterprise AI, conversational AI, product engineering, education technology and AI security. Their features focus on how AI moves from pilot to practice, including scaling AI with data, putting business value back at the centre, and building the intelligence behind enterprise transformation.

Cover Feature

Debajyoti Nath, Head of AI Solution Architecture, TekWissen, is the cover story. He brings more than 19 years of technology experience, including over 12 years in AI and machine learning across generative AI, agentic AI and enterprise architecture. His profile covers how he turns business requirements into AI systems that organisations can run, govern and measure, and why he treats responsible AI as part of the design from day one.

Also featured among the best AI leaders:

Aravind Raghunathan, Head of Artificial Intelligence, Murugappa Group

Arockia Liborious, AI Leader, Author & Advisor

Atul Kalra, Digital, AI & Data Transformation Leader | Multi-Industry GCCs

Mahesh Toradmal, Director – Product Development, MRI Software

Rashid Khan, Co-Founder, CMO and Head of Investor Relations, Yellow.ai

Srinivas Adepu, Vice President, AI Initiatives, Schoolnet India

Vishwanath Akuthota, Founder, Dr Pinnacle

Their paths differ. Some lead AI inside large industrial groups, others build AI companies from the ground up, and a few focus on keeping AI secure and accountable once it is live. What they share is a record of getting AI to work inside real organisations, with real data and real consequences.

How TradeFlock Selects Its Leaders

Since 2015, TradeFlock has been profiling business leaders across finance, technology, manufacturing, healthcare, and more than 21 other sectors, publishing two to three editions every month. Each nomination undergoes a structured editorial evaluation based on professional achievements, leadership, industry impact, and relevance to the edition, supported by research, interviews, and information verification.

We do not operate on a pay-to-play model but follow a structured and established editorial process in which every nomination undergoes a thorough review and evaluation process. Nomination alone does not guarantee a feature in TradeFlock, selection remains subject to the editorial team’s assessment of each profile. Over the decade, TradeFlock has continued to build and strengthen its legitimacy through a consistent approach to profiling and recognising business leadership.

Other Recent Editions from TradeFlock

Alongside notable editions like Make In India – Best Manufacturers 2025, Most Inspiring Global Business Icons 2025 and 40 under 40, TradeFlock’s recent releases include:

Leaders from the Real Estate Industry in India 2026

Most Influential Leaders in India 2026

Most Influential Leaders to Watch in 2026

Most Innovative Global COOs 2026

Asia’s Best Business Leaders 2026

10 Best Tech Leaders from Asia 2026

About TradeFlock

TradeFlock is a biweekly business magazine with a global readership of over 630,000, chronicling the leaders, innovators and organisations reshaping industries across India, Asia and the USA. Rather than leaning on news cycles and trend pieces, it builds its stories around the decisions, setbacks and turning points that define business growth. Founders, CXOs and companies across technology, healthcare, finance, manufacturing, real estate and more than 21 other sectors have shared their journeys on its pages. Special editions like Company of the Year and Best Companies to Work For extend the same editorial seriousness to organisational excellence.

Readers can subscribe to TradeFlock or access its editions through Magzter, or order a copy from Amazon.

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Over 20,000 people gather at Indira Gandhi Indoor Stadium as three-day festival begins with flag hoisting and Vedic rituals; Scindia administers three pledges

New Delhi [India], October 31: The three-day Birth Centenary Festival of All World Gayatri Pariwar began today at the Indira Gandhi Indoor Stadium in New Delhi with flag hoisting and Vedic rituals. More than 20,000 people attended the first day of the festival, held to mark the birth centenary of Param Vandaniya Mata Bhagwati Devi Sharma. Lok Sabha Speaker Om Birla and Union Minister Jyotiraditya Scindia addressed the gathering.

The festival was inaugurated with a joint flag hoisting by Delhi Government Minister Kapil Mishra and the festival’s Dalnayak, Dr Chinmay Pandya. Learned acharyas from Shantikunj, Haridwar, led the Vedic chanting.

A key highlight of the day was the release of a commemorative postage stamp issued by the Government of India in memory of Param Vandaniya Mataji. The stamp, prepared by India Post, was released by Lok Sabha Speaker Om Birla, as the stadium broke into applause and many in the audience were moved to tears.

Speaking on the occasion, Lok Sabha Speaker Om Birla said that All World Gayatri Pariwar is spreading the message of individual building, family building and nation building. He said the organisation has awakened social consciousness through character building and value-based education. Referring to the hundred years of the Akhand Deep, he said, “This eternal flame will keep burning until its light reaches the last person in society.” Birla noted that at a time when unrest prevails in many parts of the world, Gayatri Pariwar has worked towards establishing peace through spirituality. “I wish that the resolve of nation building through family building and individual building is fulfilled in every village,” he said.

Union Minister Jyotiraditya Scindia said the commemorative stamp is not merely a tribute to a great personality. “It is a tribute to her ideology, her resolve and, most importantly, her spirit of motherhood,” he said, adding that the occasion carries a message of fresh energy for lakhs of Gayatri Pariwar members. He said the core mantra of Gayatri Pariwar is not spirituality alone, but a vision of building the individual, the family, society and the nation alongside it. Pujya Gurudev’s vision, he said, was to make social consciousness the core mechanism of social change and, through it, bring about India’s global transformation.

Scindia called upon the gathering to take three pledges: first, to spread the values of motherhood, love and brotherhood; second, to honour women and help them advance in every sphere of society; and third, to continuously preserve and enrich Indian culture, pass it on to future generations, and nurture spiritual consciousness and a spirit of nation building among the youth. Dalnayak Dr Chinmay Pandya felicitated the guests.

Dr Chinmay Pandya said that 2026 is not merely a year of celebration for All World Gayatri Pariwar, but a historic milestone marking a hundred years of spiritual practice, sacrifice and dedication. It marks the completion of a hundred years since the birth of Mata Bhagwati Devi Sharma, the lighting of the Akhand Deep, and the spiritual practice of Yugrishi Pt. Shriram Sharma Acharya. He said the core spirit of the festival is to bring together the administrative strength of the state and the moral consciousness of spiritual institutions for the welfare of all.

Around 650 students of Dev Sanskriti Vishwavidyalaya, Haridwar, are handling a range of responsibilities at the festival, from event management to cultural performances. Forty students of the university presented an impressive Pragya Yoga performance, while folk and tribal dances from states including Punjab, Gujarat, Uttar Pradesh and Chhattisgarh showcased India’s cultural diversity and its message of unity in diversity.

The first phase of the festival was held earlier this year at Vairagi Dweep, an island between two streams of the Ganga in Haridwar. The second phase in Delhi is reviewing the pledges of individual building, family building and nation building taken at the start of the year, and deliberating on the plan of action ahead.

The first day of the festival is dedicated to Matrishakti and women’s empowerment. The second day will feature programmes on Vasudhaiva Kutumbakam and universal brotherhood, with pledges for world peace and harmony taken through a mass Deep Yagya. The festival will conclude on 2 November on the third day with the Maha Sankalp of Yug Nirman.

As Highway Awards Slow, State Governments Drive More Road Spending, While Authorities Increasingly Focus On The Quality Of Road Design And Supervision. Dhruv Consultancy Services Reflects How Consultants Can Differentiate Through Technical Expertise, Empanelments.

New Delhi [India], October 31: For most of the past decade, the key number in Indian roads was kilometres a day. It peaked at 36.8 in FY21. CareEdge Ratings now expects it to fall to about 21 Km in FY27, or roughly 7,750 km for the year, after national highway awards fell from a peak of 12,731 km in FY22 to an estimated 7,000 km in FY26.

At first glance, this may suggest a slowdown in the road infrastructure sector. However, government spending remains strong. What is changing is the focus of investment, with greater attention being given to project quality, proper execution and supervision. This is creating more opportunities for engineering consultants involved in designing, monitoring and certifying infrastructure projects.

Strengthening The Spending Base Behind Indian Roads

The Ministry of Road Transport and Highways has a FY27 budget of ₹ 3.10 lakh Cr, 8% above the previous year’s revised estimate, according to PRS Legislative Research.

• Capital spending: ₹ 2.94 lakh Cr of the FY27 budget
• NHAI capex in FY26: ₹2.44 lakh Cr
• NHAI construction in FY26: 5,313 km built against a target of 4,640 km
• National highway Network: Increased from 91,287 km in 2014 to more than 1.47 lakh km.

From Kilometres To Quality: What Authorities Now Expect

The Indian Road sector is gradually shifting its focus from rapid construction to better project quality and execution, according to CareEdge. The Public Accounts Committee has also highlighted issues such as poor planning, design errors, slope failures, road cracks and waterlogging. These problems show the importance of proper project design and supervision.

To improve project quality, NHAI has introduced a rating system for companies preparing Detailed Project Reports (DPRs). It has also started evaluating authority and independent engineers who supervise projects, check designs, test materials and verify contractors’ work.

This shift creates opportunities for engineering consultants to stand out through:

• Quality Work: Preparing accurate designs and DPRs
• Strong Supervision: Ensuring proper execution at project sites.
• Skilled Teams: Having experienced and qualified engineers.
• Wide Experience: Handling different types of projects for various clients.

The States Takes The Lead: A New Source Of Demand For Consultant

Road spending is expected to shift more towards state governments in FY27, with greater focus on improving regional roads, state highways and rural connectivity. State agencies are increasingly appointing consultants for project planning, preparing Detailed Project Reports (DPRs), site supervision and project management. Some agencies also appoint consultants to handle multiple projects under a single contract. This creates opportunities for engineering consultants that are empanelled with different government agencies across multiple states, reducing dependence on a single client.

Rising Government Projects Drive Demand for Engineering Expertise

Dhruv Consultancy Services Limited, established in 2003, is a Navi Mumbai-based infrastructure consultancy with 200+ completed projects and 400+ employees across highways, bridges, railways, metro, airports and ports.

In August 2026, the company secured its largest-ever order worth ₹40.92 crore from Odisha’s OBCC for a 36-month road and bridge project management assignment. It was also empanelled by Chhattisgarh’s road development corporation for DPR work.

Key Q2 FY27 Orders:

• NHAI: ₹6.84 Cr Independent Engineer contract for the Bodhre–Dhule NH-52 section in Maharashtra
• DPR & Survey: ₹3.79 Cr contract covering 249.20 km of Maharashtra roads.
• Wayside Amenities: Three NHLML awards in Maharashtra with combined annual lease rent of ₹30.84 lakh over 15 years.

Key Drivers Shaping The Future Of Infrastructure Consultancy

Three factors are likely to play an important role in determining whether quality becomes a stronger basis of competition for consultants in India.

• Quality-Weighted Selection Beyond NHAI: NHAI evaluates consultants based on their experience and work quality. If state governments follow the same approach instead of choosing the lowest bidder, experienced firms like Dhruv Consultancy Services Limited could get more opportunities as it expands its presence across states.
• Payment Cycles In A State-Led Spending Cycle: Collection cycles of 60 to 90 days are normal for consultants working with government clients, and they lengthen in remote regions. A state-led spending cycle will test how well consultants manage working capital while hiring ahead of billing.
• The Award Pipeline & Diversification: Supervision contracts depend on new construction projects. Therefore, fewer highway project awards in FY25 and FY26 may reduce consultants’ future orders. Companies working across different states and sectors may be less affected.

New Delhi [India], October 30: From captivating romances and emotional family dramas to thought-provoking explorations of love, identity, and human relationships, these ten books offer something for every kind of reader. Spanning diverse genres, voices, and storytelling styles, this curated selection celebrates compelling narratives that stay with you long after the final page. Represented by Avion Marketing, the company founded by Saisha Nighhot, these books deserve a spot on your reading list. Whether you want an unforgettable love story, a journey of self-discovery, or a fresh literary perspective, a story is waiting for you.

1. Intent: Turning AI Ambition into Business Outcomes by Bhaskar Ghosh

Publisher: Bloomsbury

How can enterprises move beyond AI pilots to deliver measurable business outcomes? In Intent, Dr Bhaskar Ghosh, Accenture’s former Chief Strategy and Innovation Officer and Group Chief Executive of Technology Services, offers a practical blueprint. Drawing on four decades of transformation experience, he explains where to begin, how to scale and how to measure results—while keeping humans firmly in the lead. Published by Bloomsbury, Intent connects strategy, execution, people and governance. For leaders seeking lasting competitive advantage from AI, Intent connects the ambition to transform with the practical discipline required to deliver.

2. The Spanish Table by Yusuf Poonawala

Publisher: Dreamboat Publishing

The Spanish Table is a moving, evocative novel about family, secrets, and the courage to embrace one’s true self. When Mumbai businessman Azam Shroff-Agarwal plans a fifteen-day road trip across Spain, he hopes to rekindle his twenty-three-year marriage. Instead, the journey uncovers long-buried secrets and challenges his wife and children’s dreams, fears, and expectations. From Madrid’s vibrant streets to Andalucía’s flamenco evenings, Spain becomes the backdrop for an emotional journey of rediscovery. Blending travel, relationships, and heartfelt revelations, this novel explores how honesty can transform a family and bring its members closer together.

3. The First Connect by Pooja Misra Khaitan W

Publisher: Penguin India Enterprise

The First Connect is an evocative exploration of love, longing, and the mysterious ways hearts find each other. When Kareena’s first love resurfaces after eighteen years, she is thrust into an emotional labyrinth of desire, loyalty, and self-discovery. Meanwhile, teenager Mouni witnesses two contrasting expressions of love, shaping her understanding of romance and relationships. Weaving together lost love, unexpected connections, and the delicate interplay of fate and choice, this poignant novel asks a timeless question: does love flourish through conscious effort or serendipity? A compelling read for anyone who believes that some connections transcend time, distance, and reason.

4. Where Lines Cross by Arun Kaul

Publisher: Notion Press

Where Lines Cross is a multi-generational family saga spanning eight decades, beginning in the turbulent era of Partition. Against the backdrop of India’s changing social and political landscape, the novel explores the enduring consequences of displacement, the migration of Kashmiri Pandits, conflict, and the clash of values. Through the lives and struggles of two remarkable women, it weaves a compelling narrative of compassion, deceit, sacrifice, tragedy, and resilience. As personal destinies intersect with historical upheavals, the novel poses a profound question: in a world increasingly losing its sensitivities, can humanity triumph over prejudice, suffering, and division? And the moral compass remains true north with Integrity.

5. The Sound of Your Name by Anupama Hariharan

Publisher: Adhyyan Books

“The Sound of Your Name- Chiang Mai Saga” begins a gripping trilogy where modern dating becomes a maze of desire, deception, and danger. At its heart, a masculine-presenting woman seeks love in a community that celebrates her strength yet demands femininity on its terms. As seduction, stigma, and manipulation close in, strangers with secrets, sharp humour, and unexpected compassion become unlikely allies. Their intertwined journeys expose hidden lives, challenge prejudice, and reveal vulnerability as both wound and weapon. Dark, intimate, and unpredictable, this novel asks who defines “normal”—and what must be risked when love itself may be the most dangerous illusion.

6. Looking After the Desi Heart by Sheetal Kumar Niranjan

Publisher: Notion Press

Looking After the Desi Heart aims to equip readers with the information they need to care for and nurture their hearts. It begins by exploring what makes the Desi heart different, explains how the heart works and what weakens it, and examines how modern Indian lifestyles affect heart health. It then covers science-backed preventive care, including nutrition, exercise, and healthy habits; decodes essential heart health tests and key health numbers; explores proven methods for heart risk reduction and recovery; and concludes with a practical 90-day blueprint to build, nurture, and track progress toward a healthier heart.

7. Momsie Popsie Diary 5.0: I’m Not Done Yet. I’ve Just Begun by Dr Reemanshu Bansal

Publisher: Dreamboat Publishing

A powerful declaration of reinvention, reminding us that 50 can be a beginning, not an ending.

At 50, her latest book is more than a title. It is a declaration: the next chapter belongs to me.

Perhaps that is why her writing resonates. She doesn’t lecture. She converses. Her books invite readers to pause and ask uncomfortable but essential questions: Who am I beyond my roles? Can I reinvent myself? Is it ever too late to choose myself?

For Dr Reemanshu, the answer is clear: It is never too late to begin again. Stories that make you pause, Conversations that make you think, Words that make you feel. Grab copies of any of her books if you haven’t already.

8. Beyond Goodbye by Tanishka Chugera

Publisher: White Falcon

BEYOND Goodbye is more than a book; it is a heartfelt journey of a daughter’s unconditional love for her mother, a bond that even death cannot break.

Written by Tanishka Chugera, it beautifully explores love, loss, grief, healing, and spiritual connection. Through personal experiences, cherished memories, dreams, and meaningful signs, it reveals how love continues beyond physical separation.

What began as a daughter’s tribute to her mother has transformed into a message of hope, strength, and comfort for grieving hearts.

BEYOND Goodbye reminds us that goodbyes may separate us physically, but true love remains eternal, unbreakable, and forever present.

9. Chasing 33% by Jitendra Jain

Publisher: Dreamboat Publishing

Do you get bored during board exams while proving “left-hand side = right-hand side”? Wonder how many partners the dog on your street has? Question the creative minds behind B-grade movie titles?

Congratulations. You have found the perfect book.

Chasing 33% follows two sixteen-year-old boys who are average in science and maths but full of sassy answers and their own equations for life. Set in the lush greenery of Assam, this walk down memory lane captures an entire generation’s teenage years with tongue-in-cheek humour and laugh-out-loud moments.

Rendered through the eyes of a young lad who couldn’t be bothered by the rat race, it will transport you back to your own teenage years and leave you smiling all the way.

10. Love At Second Sip by Rheaa Noor

Publisher: Nuvoice

Set against the charming French quarters and sunlit cafés of Pondicherry, Love at Second Sip is a heartfelt sapphic romance about love, vulnerability, healing, and second chances. Through the comforting aroma of freshly brewed coffee, unexpected connections begin to blossom, challenging old fears and carefully guarded hearts. As emotions deepen, the story explores the courage it takes to embrace love without shame, confront past heartbreak, and choose happiness on one’s own terms. Tender, intimate, and emotionally layered, Love at Second Sip celebrates the beauty of queer love and reminds readers that sometimes, life’s most meaningful beginnings arrive unexpectedly.

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Gali Arundar Sai and Subhash Chunduri, Founder & CEO, HostMyGuest

Hyderabad (Telangana) [India], October 30: Months of planning go into a family wedding. The caterer is booked, the venue is visited more than once, and the guest list goes through several versions. Yet one question can remain difficult to resolve: how do you comfortably accommodate everyone who comes to celebrate?

For Gali Arundar Sai and Subhash Chunduri, the founders of HostMyGuest, this was a problem they experienced firsthand. At a cousin’s wedding, accommodating relatives travelling from different places became hectic. Hotel rooms had to be arranged, leaving family members scattered across locations when spending time together was an important part of the occasion.

A later experience made the idea more tangible. A friend preparing for a pellichupulu, a traditional Telugu pre-wedding meeting, needed additional seating for guests. Arundar Sai offered sofas from his own home to help. The experience prompted a question: if a relatively small gathering needed extra furniture, how much greater could the need be for weddings and other occasions?

That observation became the starting point for HostMyGuest, founded in April 2026. The company is building its business around On-Demand Furnishing for hosting, helping people prepare their homes and other residential spaces for guests during the period they need them.

Building a business around an occasional need

Hosting is often associated with weddings, festivals and visits from relatives. But the ways people use their homes to bring others together are becoming more varied. A living room can become the setting for a supper club, a terrace can host a weekend brunch, and an apartment can accommodate a book club, a board-game evening or a small music gathering.

These occasions differ in scale, but they can create a similar practical challenge: the space may be suitable for bringing people together, yet lack the seating, sleeping arrangements or other essentials needed to host them comfortably.

For someone organising a family wedding, that could mean preparing an additional flat for relatives. For a person hosting a dinner for friends or a community gathering at home, it could mean arranging extra seating for an evening. The requirements depend on the occasion, the number of guests and the space available.

HostMyGuest is built around helping hosts prepare for these needs without permanently furnishing a space for occasional use or coordinating every requirement themselves. The idea is to make existing spaces more suitable for hosting, whether the gathering lasts an evening or involves guests staying for several days.

The opportunity lies in recognising that hosting is not limited to a single type of event. It is a recurring need that appears in different forms throughout the year.

Bootstrapping by proving the idea first

For HostMyGuest, the initial challenge was to establish whether this need could support a business. Rather than beginning with a technology platform, the founders focused on testing the concept through actual customer demand.

The approach was to build a proof of concept, generate revenue through the service and use that revenue to support the business as it grew. The founders developed the operational side first and moved towards building an application and other technology after reaching a point where customer demand indicated that the model was working.

This sequence allowed them to learn from real bookings before investing in a more developed technical setup. It also meant that the early business had to work through the practical details of serving customers, coordinating requirements and managing available inventory.

For a service that depends on physical setups and specific dates, these decisions are important. Technology can make the experience easier to manage, but the underlying service must first be able to deliver what customers need.

Earning the first customers

For a new business operating in an unfamiliar category, attracting customers involves more than explaining the service. People also need to feel confident that the arrangement will work as expected.

HostMyGuest began building its customer base through personal networks and an organic digital presence. Since launching in April 2026, the company says it has served more than 400 guests across events in Hyderabad. It also reports that referrals account for the majority of its bookings.

One early referral came through a wedding. The bride’s side used HostMyGuest for pre-wedding occasions, including celebrations such as the sangeet and haldi. After experiencing the service, they recommended it to the groom’s side, extending the company’s reach through the same wedding.

The example illustrates how one hosting requirement can lead to another. A family preparing for a celebration may introduce the service to another family facing a similar need, allowing the business to grow through recommendations rather than relying entirely on paid customer acquisition.

For HostMyGuest, these early relationships have helped demonstrate the importance of the customer experience. A host is coordinating an occasion with several moving parts, and the furnishing arrangement needs to fit into those plans.

The work behind the experience

The customer-facing idea may be straightforward, but delivering it requires flexibility. A customer’s requirements can change significantly between the initial enquiry and the final booking. Someone may increase an order, double or triple the quantity originally discussed, change the setup, or decide not to proceed. Customers may also request delivery at a very specific time, adding another layer to the coordination.

These changes make planning inventory and scheduling deliveries more complex. The team must understand what a host needs while working within the practical limits of available items, delivery schedules and setup requirements.

Another challenge has been building trust in a new category. In the early stages, some prospective customers were hesitant to pay an advance because they were unfamiliar with the business model. The founders had to spend time on calls and provide additional proof to reassure customers before they committed to a booking.

For a young company, this is part of establishing credibility. Customers need to understand what the service includes, how the arrangement will work and whether their requirements will be met on the agreed dates.

These experiences are also part of learning how to operate the business more effectively. As bookings grow, clearer processes for confirming requirements, managing changes and coordinating delivery become increasingly important.

What comes next for HostMyGuest

HostMyGuest’s next stage involves expanding beyond Hyderabad while simplifying its current business model. The founders have set a target of entering at least six cities, with a potential expansion to twelve, by the end of the 2027 financial year.

Achieving that goal will require the company to build operational capacity in new markets while maintaining the reliability expected by hosts. Each location will bring its own customer requirements, scheduling considerations and inventory needs.

The broader opportunity also extends beyond traditional family occasions. As people use their homes for more social and community activities, temporary hosting setups could serve a wider range of gatherings, from intimate dinners and hobby groups to creative meetups and small team sessions.

For HostMyGuest, the challenge is to make this flexibility practical and dependable. That means developing a business that can respond to different occasions while keeping the experience straightforward for the person doing the hosting.

The idea began with a familiar problem at a family wedding and became clearer when a friend needed extra seating for a smaller gathering. Both experiences pointed to the same opportunity: people may have a space where they want to bring others together, but preparing it for the occasion can take additional effort.

HostMyGuest is building its business around that gap. Its next chapter will depend on how effectively it can turn an occasional need into a reliable service for hosts across more cities and a wider variety of gatherings.

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From computer engineering to jewellery retail, her journey reflects resilience, customer-first values, and a vision to create greater opportunities for women.

New Delhi [India], October 30: For Kanchan Budukh, Owner of Budukh Jewellers, jewellery was never a career she had planned. Her education initially pointed in a different direction, with a diploma in computer engineering followed by a Bachelor of Computer Applications (BCA), software testing, digital multimedia, and Level 1 French. But a family crisis in 2007 changed the course of her life.

That year, a robbery in which her father was held at gunpoint resulted in the loss of gold and cash from the family’s jewellery business. Kanchan was in her final year of college. Beyond the financial damage, the incident shook the family’s confidence and stability. Staff members left, uncertainty grew, and the family faced a difficult decision: step away from the business or rebuild it.

Kanchan chose to rebuild. With no formal education in jewellery, she began learning from the ground up—observing customers, listening to their needs, and approaching each decision with care. The experience shaped a principle that continues to guide her work: “Every piece represents someone’s trust, emotion and hard-earned money.”

In jewellery retail, trust is closely tied to purity, pricing, and transparency. For Kanchan, restoring that trust became one of the biggest challenges. She was also a young woman entering an industry where customers and competitors were more accustomed to seeing men in leadership roles. Rather than trying to compete directly with larger showrooms, Budukh Jewellers focused on silver jewellery, customisation, customer guidance, and value for money.

The recovery did not happen overnight. It became visible through small but meaningful signs: customers returned, began trusting recommendations, and referred friends and family. Kanchan says these relationships became a more meaningful measure of progress than financial figures alone. “For us, the relationship comes before the transaction,” she says.

Her approach reflects the importance of trust in India’s jewellery sector, where hallmarking and other consumer safeguards help buyers make informed decisions. For independent businesses, however, reputation remains equally important. Kanchan’s experience demonstrates how consistent service, transparency, and personal relationships can help a family enterprise rebuild after a major setback.

Her journey also forms part of a wider story of women’s entrepreneurship in India. Government and industry data have highlighted the growing participation of women in enterprise ownership, including in sectors beyond traditionally visible corporate leadership. India’s gems and jewellery industry is a major part of the economy and supports millions of skilled and semi-skilled workers.

Looking ahead, Kanchan aims to expand Budukh Jewellers, develop its presence in diamond jewellery, and create more opportunities for women. One question captures her ambition: “Why can’t we have Budukh Jewellers and Daughters?” For her, the idea is not about rejecting tradition, but about building on the values and hard work that shaped the family business while making room for the next generation to contribute its own ideas.

If she could speak to the young woman who entered the jewellery business after the robbery, Kanchan says she would encourage her not to fear what she did not yet know: “You don’t need to have all the answers when you begin. You need courage, patience and the willingness to learn.”

The events of 2007 brought Kanchan Budukh into the jewellery business, but they did not define what she would make of it. Her journey is ultimately about more than recovering from a loss. It is about rebuilding customer confidence, strengthening a family legacy, and creating a future in which women can take a leading role in the business.

Surat-Hazira (Gujarat) [India], October 30: In a significant push toward workplace safety and regulatory excellence, the Directorate of Industrial Safety & Health (DISH), Government of Gujarat, in association with the Confederation of Indian Industry (CII), organized an exclusive interactive session on the Occupational Safety, Health and Working Conditions (OSH) Code, 2020, hosted by ArcelorMittal Nippon Steel India (AM/NS India) at its Hazira facility.

The OSH Code, 2020 consolidates and streamlines central labour laws into a single, modern framework, helping industries enhance occupational safety standards and simplify regulatory compliance.

The interactive session witnessed strong participation and a large turnout of industry leaders, factory occupiers, plant heads, EHS professionals, and safety officers from across Southern Gujarat. The event was graced by eminent dignitaries on the dais, including Mr. P. M. Shah, Director, Directorate of Industrial Safety & Health (DISH), Government of Gujarat, Mr. Janak Jariwala, Chairman, Confederation of Indian Industry (CII) Southern Gujarat Zone, Mr. Wim Van Gerven, Director & Vice President – Operations, AM/NS India, Mr. Santosh Mundhada, Deputy CTO, AM/NS India, and Mr. Nageswara Rao, Chief Safety Officer, AM/NS India.

Gracing the occasion as the keynote speaker, Mr. P. M. Shah, Director, Directorate of Industrial Safety & Health (DISH), Government of Gujarat, shared valuable insights on practical compliance and Gujarat’s industry readiness. Stating the vision behind the framework, he highlighted: “The OSH Code, 2020 marks a transformative step toward simplifying statutory compliance while placing worker well-being and safety at the core of industrial operations. Proactive collaboration between regulatory bodies and industry leaders is vital for seamless implementation.”

Praising the Government’s forward-looking approach and stating AM/NS India’s operational readiness, Mr. Santosh Mundhada, Executive Director – Projects, Hazira & Deputy CTO, AM/NS India said: “This progressive initiative by DISH and the Government of Gujarat is truly commendable, as it provides clear regulatory clarity and sets a visionary benchmark for industrial safety. At AM/NS India, safety is a core value driving our everyday operations. We are aligned with the OSH Code, 2020 framework and remain well-equipped with robust systems to ensure a safe work environment for our workforce. Initiatives like this will further help raise the standard across the industry.”

Emphasizing the importance of safety compliance, Mr. Nageswara Rao, Chief Safety Officer, AM/NS India, praised the new regulations, noting that the OSH Code, 2020 is essential for strengthening safety discipline and establishing long-term industrial compliance.

The session concluded with an engaging Q&A interaction where queries from participants were addressed.

New Delhi [India], October 30: For someone seeking hearing support, finding a centre is only the beginning. They also want clear advice, a comfortable hearing aid and reliable help afterwards. A major acquisition in India’s hearing care sector brings these everyday needs into focus.

Hearzap has completed its acquisition of Amplifon India’s hearing healthcare business. The transaction combines established care locations, clinical teams and existing clients within a larger national network. Here is what the deal includes, how the transition is planned and why it matters for people accessing hearing services in India.

What Has Been Acquired?

The acquisition covers Amplifon’s hearing healthcare business in India. Amplifon’s official announcement, dated 12 August 2026, confirmed completion of the sale to Hearzap, identified as Hearing Solutions Private Limited. A definitive agreement had previously been announced in May 2026.

This distinction helps explain the timeline. Signing an agreement sets out the proposed transaction. Completion confirms that the sale has gone through. The August reports therefore describe a completed acquisition, rather than a proposal awaiting closure.

The transaction concerns the Indian business. It should not be read as an acquisition of Amplifon’s entire international organisation.

The Acquisition at a Glance

The reported figures show the scale of the combined operation and its stated expansion plans.

• Approximately 240 Amplifon India hearing care points of sale join the business.
• These include 115 directly operated locations.
• The combined network reaches 420 centres across India.
• More than 1,000 service providers support the expanded network.
• The company aims to establish 500 centres by 2027.

The acquisition is supported by Hearzap investor 360 ONE Asset Management. Importantly, the 240 points of sale include different operating arrangements; the reports identify only 115 as directly operated locations. Treating every acquired location as an identical company-run clinic would misrepresent that distinction.

Why the Larger Network Matters

The expansion is intended to strengthen access in metropolitan areas and emerging Tier II and Tier III markets. These smaller urban markets form an important part of the company’s growth plans.

For families, the practical value of a nearby centre can extend beyond the first appointment. Follow-up visits become easier to arrange when support is accessible. Consider an older parent who needs help with a device: travelling across a city for every concern can become inconvenient.

A broader footprint could make local support more accessible. However, the acquisition announcement does not provide a complete schedule of new openings. Readers should check actual centre availability in their area rather than assume that every town is immediately covered.

What Existing Amplifon India Clients Can Expect

Hearzap plans to integrate Amplifon India’s operations in phases over twelve months. According to the announcement, maintaining clinical services during this transition is a priority. Existing Amplifon India professionals are expected to remain involved in the combined organisation.

This makes continuity an important part of the integration plan. People already receiving care will naturally want clarity about appointments, service contacts and ongoing support.

For practical clarity, existing clients can ask their centre:

• Will my next appointment take place at the same location?
• Whom should I contact for device servicing or adjustments?
• Do I need to update any contact details or records?
• Where can I confirm the terms of my existing service arrangements?

These are useful questions during a business transition. The published reports do not announce blanket changes to individual warranties, prices or service packages.

Clinical Expertise Remains Central

Managing Director Raja S. has described the acquisition as an opportunity to bring clinical expertise, operational experience and personalised care into a stronger organisation. His comments place service quality alongside expansion as a central objective.

That emphasis matters because centre numbers alone cannot describe someone’s experience. Clear explanations, time for questions and dependable follow-up are also relevant when choosing a hearing care provider.

The company plans further investment in professional training and clinical capabilities. Bringing teams together creates an opportunity to share working practices, although the results will depend on how consistently those practices are applied across locations.

Where Technology Fits Into the Plan

Planned investments include AI-enabled diagnostics, tele-audiology and rehabilitation services. Tele-audiology means providing suitable audiology services remotely through communication technology. Rehabilitation refers to support that helps people manage hearing difficulties in daily life.

These investments indicate how Hearzap intends to develop its services alongside physical expansion. However, the announcement does not specify which technologies will be available at each centre or when every planned service will launch.

For users, clear information about availability will therefore matter. A national technology plan and a service currently offered at a particular branch are different things. Checking locally can help families understand what support they can actually access.

Revenue Expectations and Future Partnerships

The combined business is expected to exceed ₹230 crore in revenue after integration. The company is targeting approximately ₹250 crore by the end of the financial year referenced in its August 2026 announcement, and nearly ₹500 crore by FY2029.

Revenue means income generated by the business before expenses are deducted; it is not the same as profit. These figures describe expectations and targets, rather than financial results already achieved.

The company also intends to deepen partnerships with healthcare institutions, insurers and community health programmes. The stated aims include improving awareness, supporting earlier diagnosis and encouraging ongoing hearing care. Such plans do not, by themselves, confirm insurance cover for any particular service.

What to Watch Next

The next stage will show how Hearzap turns a larger network into a consistent service experience. New centre openings, clear communication with existing clients and delivery of planned investments will be useful developments to follow.

For Indian families, the most meaningful outcome would be easier access to dependable hearing support, with clear guidance throughout their care.

The broader significance is the combination of physical reach, experienced staff and planned digital support. Each addresses a different part of access: where people can go, who supports them and how some services may be delivered. Their coordination will determine the practical value of the acquisition.

Jamnagar (Gujarat) [India], October 30: Siyaram Recycling Industries Limited (“SRIL” or “the Company”), manufacturer of recycled brass products and value-added brass components, announced its financial results for the half year ended September 30, 2026 (H1 FY27), reporting a strong sequential recovery in revenue and operating performance, supported by improving operational momentum and normalization across key aspects of its business.

The Company reported revenue of ₹230.0 crores in H1 FY27, representing 54% increase over H2 FY26 and an 9% y-o-y increase over H1 FY26. EBITDA increased to ₹9.1 crores from ₹7.6 crores in H2 FY26, reflecting a 20% sequential improvement, while profit after tax (PAT) stood at ₹2.6 crores, against ₹0.7 crores in H2 FY26, registering a nearly fourfold increase and reflecting a meaningful recovery in profitability.

Building on the recovery witnessed during H1 FY27, the Company expects business momentum to strengthen further in the second half of FY27. Supported by improving operational efficiency, higher capacity utilization, better execution and an increasing contribution from value-added brass components, management is optimistic about the Company’s growth trajectory and expects FY27 revenue to exceed ₹600 crore, a lifetime high for the Company.

H1 FY27: Recovery gains momentum

The Company’s H1 FY27 performance reflects a meaningful improvement over the disruption-impacted second half of FY26. Revenue increased from ₹149.8 crore in H2 FY26 to ₹230.0 crore in H1 FY27, while EBITDA rose from ₹7.6 crore to ₹9.1 crore over the same period.

Nos. in crores, unless otherwise mentioned

FY27 outlook: Stronger H2 expected to drive record annual revenue

Entering H2 FY27, SRIL expects the improving operational environment to support a stronger performance trajectory. Gradual normalization of freight movement, raw material availability, labour deployment and execution timelines is expected to enable the Company to serve customer requirements more efficiently and improve manufacturing throughput.

Management believes that the operating momentum established during H1 FY27, combined with the anticipated strengthening of business activity in H2 FY27, provides a platform for a materially stronger full-year performance.

The Company expects to achieve revenue exceeding ₹600 crore in FY27, representing its highest-ever annual revenue. Achieving this milestone would reflect a significant step-up in business scale, supported by the recovery in operations and continued development of its customer franchise.

Alongside near-term growth, the Company continues to advance its strategic transition toward higher value-added brass components. This focus is expected to support deeper customer relationships, improve product differentiation and strengthen the resilience of its business model over the longer term.

While global geopolitical uncertainties and volatility in commodity prices remain relevant industry considerations, management remains confident in the Company’s operational trajectory and its ability to capitalize on improving demand and execution conditions.

Mr. Bhavesh Maheshwari, Managing Director, Siyaram Recycling Industries Limited, said:

“H1 FY27 marks a meaningful recovery in our business, with improved revenue and EBITDA reflecting stronger operational momentum and better execution. With operating conditions continuing to normalize, we expect H2 FY27 to be stronger, positioning us to achieve our highest-ever annual revenue of ₹600 crore-plus. Our focus remains on improving operational efficiency, strengthening profitability and expanding our higher value-added product portfolio to drive sustainable growth.”

About Siyaram Recycling Industries Limited:

Siyaram Recycling Industries Limited (“SRIL” or the “Company”) is a Jamnagar-based manufacturer engaged in the recycling and processing of brass scrap into brass ingots, billets, rods, and value-added brass components catering to plumbing, sanitary, and industrial applications. Established in 2007, the Company operates manufacturing facilities in Jamnagar, Gujarat, one of India’s largest brass manufacturing hubs, and serves both domestic and export markets. The Company’s business model is built around sourcing imported brass scrap from global markets including the USA, UK, Europe, and the Middle East, followed by segregation, recycling, alloying, and precision manufacturing of finished brass products and components. To know more, please visit – https://www.siyaramindustries.co.in/

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Ambala (Haryana) [India], October 30: Western Overseas Study Abroad Limited (WOSAL, the Company) (BSE: 544636), one of India’s leading one-stop study abroad, immigration and language training consultancy companies, participated in the “SECOND TIME: Russia–India Mutual Efficiency Business Forum 2026”, held in Kazan, Republic of Tatarstan, Russia.

Engagement with Russian educational institutions and recruitment stakeholders at the Russia–India Business Forum 2026

Russia–India Mutual Efficiency Business Forum 2026 brought together business representatives and stakeholders to promote bilateral cooperation and explore cross-border business opportunities.

During the forum, the management team interacted with representatives of various universities, placement agencies, and government departments to gain insights into university admission requirements and explore potential areas of collaboration with international recruiters. These interactions provided an opportunity to understand avenues for connecting eligible Indian students & candidates with overseas education & employment opportunities.

Strengthening Global Engagement

The Company provides services across study abroad, immigration, visa counselling, admission assistance, and English and foreign language test preparation, along with organising overseas recruitment drives to facilitate international employment opportunities.

Participation in the forum marks an effort to broaden the Company’s international engagement and build connections with Russian educational institutions and recruitment stakeholders. These interactions may provide a foundation for exploring future collaborations in overseas education and international workforce placement.

About the Visit

Event: Second TIME: Russia–India Mutual Efficiency Business Forum 2026
Location: Kazan, Republic of Tatarstan, Russia
Dates: October 14–17, 2026

Key Engagements: The management team held meetings and engaged in networking with representatives of various universities, placement agencies and government departments. Discussions focused on university admission requirements, potential international recruitment partnerships and opportunities for future collaboration.

Commenting on the developments, Mr. Pardeep Balyan, Managing Director of Western Overseas Study Abroad Limited, said, “Our participation in the Second TIME: Russia–India Mutual Efficiency Business Forum 2026 provided a valuable platform to engage with representatives of Russian universities, recruitment agencies and government departments. The discussions focused on understanding education and workforce requirements, while exploring potential avenues for collaboration. These interactions offered valuable insights into overseas education opportunities and the potential to connect eligible Indian students and skilled professionals with international institutions and employers.

We aim to build on these engagements to develop international recruitment partnerships and expand our presence in overseas workforce placement, while continuing to facilitate access to education, immigration and employment opportunities for students and professionals.

About Western Overseas Study Abroad Limited

Western Overseas Study Abroad is a one-stop study-abroad, immigration and test-preparation consultancy headquartered in Ambala City, Haryana, with a network of 11 branch offices across North India and Indore. The Company offers comprehensive services across study, tourist, work and permanent resident (PR) visa counselling, admissions support, language and test-preparation coaching (IELTS, PTE, TOEFL, CELPIP and foreign languages), exam booking, education loan facilitation, and post-admission support.

WOSAL maintains a growing network of over 200 partner universities and colleges across leading international education destinations, enabling students to access a wide range of higher education opportunities worldwide.

Disclaimer: Certain statements in this document that are not historical facts are forward looking statements. Such forward-looking statements are subject to certain risks and uncertainties like government actions, local, political or economic developments, technological risks, and many other factors that could cause actual results to differ materially from those contemplated by the relevant forward-looking statements. The Company will not be in any way responsible for any action taken based on such statements and undertakes no obligation to publicly update these forward-looking statements to reflect subsequent events or circumstances.

Mumbai (Maharashtra) [India], October 30: Patel Retail Limited (BSE: 544487 | NSE: PATELRMART), a diversified retail and food processing company, proposes to develop approximately 20,000 sq. ft. of additional covered space at its existing distribution centre at its Ambernath facility, Maharashtra, increasing the total area from 64,000 sq. ft. to 84,000 sq. ft.

The proposed addition will raise the distribution centre’s area by approximately 31%. The existing 64,000 sq. ft. capacity is currently being utilised at 100%, and the additional space is expected to enhance the utilisation of the Company’s existing infrastructure and strengthen its storage, packing and distribution capabilities. It will facilitate smoother and more efficient replenishment of existing retail stores, helping stores keep products consistently available for customers.

The Ambernath facility is the hub of Patel Retail’s supply chain, supporting warehousing, packaging and distribution to its stores across the region. The additional space will give the Company more room to hold inventory across product categories, including its private labels Indian Chaska, Patel Fresh, Tidymax and Blixo, and to move products to stores more efficiently.

The expanded capacity will also support upcoming store openings under the Company’s cluster-based expansion strategy, in which stores are added in selected clusters that the distribution centre can serve efficiently.

The initiative will strengthen the Company’s supply chain, facilitate efficient inventory management and support the planned expansion of its retail network, an important part of its value-driven retail model.

By building capacity ahead of store additions, Patel Retail aims to maintain product availability, improve service levels and keep operations efficient as its network grows.

Commenting on the expansion, Mr. Dhanji Patel, Chairman & Managing Director of Patel Retail Limited, said “Our distribution centre at Ambernath is central to how we serve our stores. The addition of 20,000 sq. ft. takes the facility to 84,000 sq. ft. and strengthens our storage and distribution capacity. It will enable smoother and more efficient replenishment of our existing stores and support our upcoming store openings under our cluster-based expansion strategy, as we continue to bring organised retail closer to customers across suburban and emerging urban markets.”

About Patel Retail Limited

Patel Retail Limited is a leading name in value-driven retail and integrated food processing in India. Headquartered in Ambernath, Mumbai with operations across MMRDA region, the company combines modern retail formats with backward integration in agri-processing to ensure quality, cost efficiency, and supply reliability. It also extends its reach through a mobile application that connects customers to their nearest store and offers free home delivery.

Patel Retail has built a strong portfolio of products through its in-house brands – Indian Chaska for spices and flavourings, Patel Fresh for pulses, nuts, and dry fruits, along with other private labels such as Tidymax and Blixo. Supported by food processing units in Dudhai, Gujarat, and facility in Ambernath MIDC, along with a current network of 54 stores, the company maintains strict quality and safety standards while delivering value across its product categories.

With an expanding footprint in Thane, Raigad and Palghar District, Patel Retail has steadily strengthened its presence in suburban and emerging urban markets. This growth momentum culminated in its successful Initial Public Offering in August 2025, with the company’s shares listed on the BSE and NSE on August 26, 2025 marking an important milestone in its journey of scale, trust, and customer centricity.

The Company delivered a strong financial performance in FY26, recording Total Income of ₹1,059.29 crore, EBITDA of ₹83.08 crore, and Net Profit of ₹39.05 crore.

Disclaimer: Certain statements in this document that are not historical facts are forward looking statements. Such forward-looking statements are subject to certain risks and uncertainties like government actions, local, political or economic developments, technological risks, and many other factors that could cause actual results to differ materially from those contemplated by the relevant forward-looking statements. The Company will not be in any way responsible for any action taken based on such statements and undertakes no obligation to publicly update these forward-looking statements to reflect subsequent events or circumstances.

Racha Ramulamma (Ramya) and Shravan Successfully Organise Prestigious Farmers’ Awards Ceremony in Association with WiseTV

Hyderabad (Telangana) [India], October 30: The prestigious Kisan Maharaj Awards 2026, organised by Racha Ramulamma (Ramya) and Shravan in association with WiseTV and Myvilej Solutions Limited, was successfully held at Shilpakala Vedika, Hyderabad, on Thursday. The grand event celebrated the remarkable contributions of outstanding farmers to agriculture, rural development, and society.

The entire event was meticulously planned, coordinated and successfully executed under the leadership of Racha Ramulamma (Ramya) and Shravan, whose dedicated efforts played a crucial role in making the programme a grand success.

The prestigious ceremony witnessed the participation of prominent political leaders, public representatives, industrialists, entrepreneurs, agricultural experts, business personalities and farmers from various regions.

Distinguished guests included former Telangana Minister and MLA Sri T. Harish Rao, Telangana BJP President Sri N. Ramchander Rao, and Sri Vijayasai Reddy, along with several other political leaders and eminent personalities.

The Kisan Maharaj Awards 2026 recognised farmers who demonstrated exceptional dedication, innovative agricultural practices, sustainable farming methods and significant contributions to agricultural productivity and rural prosperity.

Outstanding farmers were honoured with prestigious awards in appreciation of their achievements, commitment and valuable services to the farming community.

Speaking on the occasion, dignitaries highlighted the importance of farmers in strengthening the nation’s economy, ensuring food security and promoting sustainable agricultural development.

The programme conveyed the inspiring message that farmers are the true Maharajas of India, deserving recognition, respect and encouragement for their tireless contributions to society.

Racha Ramulamma (Ramya) and Shravan expressed their happiness over the overwhelming response and successful execution of the event. They emphasised the importance of recognising agricultural excellence and encouraging the younger generation to appreciate farming and agricultural innovation.

The event brought together representatives from different political parties, business communities, social organisations and media platforms, reflecting widespread support for the farming sector.

Print, electronic and digital media representatives attended the programme and covered the celebrations.

The organisers extended their heartfelt gratitude to the distinguished guests, award recipients, farmers, sponsors, business leaders, media representatives and everyone who contributed to the successful organisation of the event.

The grand success of Kisan Maharaj Awards 2026 marked another significant initiative in celebrating India’s farming community and promoting agricultural excellence.

Event Organisers: Racha Ramulamma (Ramya) and Shravan
In Association With: WiseTV and Myvilej Solutions Limited
Venue: Shilpakala Vedika, Hyderabad
Date: October 29, 2026

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Bengaluru (Karnataka) [India], October 30: The wedding of Aishwarya, daughter of Smt. Kumudha and Shri. Kumar Babu, and Sireesh, son of Smt. Pushpavathi and Shri. Kupendra Reddy, was celebrated with immense grandeur on October 30th at the picturesque JW Marriott, Prestige Golfshire Resort & Spa, located at the foothills of Nandi Hills.

This high-profile union brings together two of Karnataka’s most esteemed business families. The bride’s father, Shri. Kumar Babu, is the renowned Chairman of Cornerstone Properties, a leading force in Bengaluru’s real estate and property development sector. The groom’s father, Shri. Kupendra Reddy, is a distinguished former Member of Parliament and the Director of RGA Software Systems a large IT infrastructure development company in Bengaluru

Set against the majestic backdrop of Nandi Hills, the elaborate traditional ceremony was a spectacular affair, attended by a galaxy of luminaries from across the country. The distinguished guest list featured top-tier business personnel, corporate leaders, prominent celebrities, bureaucrats, and senior politicians who gathered to bless the newlywed couple.

Notably, the Honorable Chief Minister of Karnataka, Shri D. K. Shivakumar, attended the wedding celebrations along with his family to extend his heartfelt wishes to Aishwarya and Sireesh. The presence of the Chief Minister and other high-ranking dignitaries underscored the stature, legacy, and deep-rooted societal connections of both the families.

The meticulously curated event at the Prestige Golfshire seamlessly blended rich cultural traditions with contemporary elegance. The families expressed their profound gratitude to all the esteemed guests, friends, and well-wishers who joined them in celebrating this joyous milestone.

New Delhi [India], October 30: Lord’s Mark Industries Limited is pursuing an ambitious vision to position India as a global force in indigenous defence technology. Lord’s Mark’s passion and love for technology and our commitment to the Make in India vision inspired us to embark on this journey three years ago, with a clear ambition to develop world-class indigenous defence technologies that showcase India’s engineering excellence and establish a distinctive presence for the country on the global stage.

This strategic foresight reflects management’s ambition to move beyond conventional manufacturing, develop proprietary technologies on Indian soil and build the foundation for a potential global monopoly in these specialised product categories. With three years of focused R&D behind its flagship innovations, Brahamastra is now positioned to explore international markets and demonstrate the capabilities of Indian engineering on the global stage.

Brahamastra’s showcased portfolio includes three flagship products—BRAK RT, a long-range laser rangefinder with a day-channel camera; BRAK Alpha, a multipurpose laser rangefinder; and TRC-1, a smart trail camera with no equivalent products available anywhere else in the world.

The company’s wider portfolio also includes holographic and reflex sights, telescopic sights, thermal imaging sights, handheld thermal imagers, day/night surveillance systems, anti-drone systems and other optoelectronic equipment. Its core focus is on advancing indigenous defence manufacturing in line with the Atmanirbhar Bharat initiative.

The BRAK RT combines laser-based distance measurement with a dedicated day-observation camera in a single instrument. Its stated specifications include a maximum measuring range of 20,000 metres, distance accuracy of up to one metre (1σ), and the ability to detect up to five targets. Integrated GPS and orientation sensors provide positional and directional information, while its IP68-rated construction is designed for demanding environmental conditions.

BRAK Alpha is a multipurpose laser rangefinder designed to combine distance measurement with target detection and orientation data. It offers a stated measurement range of 10–5,000 metres, accuracy of up to 0.5 metres (1σ), and detection of up to five targets. GPS, azimuth measurement and inclination sensing further support its field-use capabilities.

The TRC-1 Smart Trail Camera combines motion-triggered imaging with day-and-night capture for field-surveillance applications. Its stated specifications include 5 MP or higher still images, 1080p video, a minimum 120-degree field of view and invisible infrared illumination up to 10 metres. Developed and manufactured in Navi Mumbai, Maharashtra, the product also incorporates a management concept featuring role-based permissions and audit records, with video intended to remain on the camera rather than being centrally stored by the management platform.

A growing market opportunity

The investment also positions Brahamastra to pursue opportunities in a growing defence technology market. According to MarketsandMarkets, India’s military electro-optics and infrared (EO/IR) market is projected to grow from US$1.19 billion in 2026 to US$1.78 billion by 2030, registering a CAGR of 10.4%. The growth is supported by increasing requirements for night operations, border surveillance and target detection, alongside modernisation across land, air and naval platforms.

Globally, the military electro-optical and infrared systems market is projected to expand from US$9.09 billion in 2025 to US$10.77 billion by 2031, at a CAGR of 2.87%, according to Mordor Intelligence. Demand for advanced sensors, optics, long-range targeting and surveillance technologies is creating opportunities for specialised product developers.

These market trends offer Brahamastra a potential pathway to explore international partnerships, product deployment and export opportunities, subject to applicable technical qualifications, regulatory requirements and procurement processes.

Commenting on the strategic vision behind the investment, Dr. Sachidanand Upadhyay, Founder, MD & CEO of Lord’s Mark Industries Limited, said: “Lord’s Mark’s enthusiasm for technology and belief in the Make in India vision led us to embark on this journey three years ago. We saw an opportunity to harness India’s engineering talent and research capabilities to develop world-class indigenous defence technologies with global relevance. Our vision has always been to go beyond fulfilling domestic needs and create products that reflect India’s technological strength on the international stage. Brahamastra’s evolving portfolio is a step in that direction, with the potential to open new markets and establish India as a recognised contributor to specialised defence technology.”

With its investment in Brahamastra Defence Techno Products Limited, Lord’s Mark Industries Limited is pursuing a long-term strategy centred on indigenous research, advanced product development and global market opportunities. By developing specialised technologies within India, the company aims to contribute to the country’s defence manufacturing capabilities while creating a platform for Brahamastra to explore international markets and demonstrate the strength of Indian engineering on the global stage.

New Delhi [India], October 30: Sudarshan Pharma Industries Ltd has reported strong financial performance for the second quarter of FY27, with consolidated net profit surging 86.12% year-on-year to ₹7.78 crore, compared with ₹4.18 crore in the corresponding quarter of the previous financial year.

The company’s consolidated revenue increased 28.48% to ₹216.97 crore during the July–September 2026 quarter, against ₹168.87 crore in the year-ago period, reflecting healthy growth in business operations.

A key highlight of the quarterly performance was the significant improvement in profitability, with net profit growing more than three times faster than revenue in percentage terms. The company’s net profit margin expanded to 3.6% from 2.5% a year earlier, indicating improved earnings efficiency.

The latest results demonstrate strengthening operational performance, supported by higher revenue generation and better profit conversion. The company recorded an additional ₹48.10 crore in quarterly revenue, while net profit increased by ₹3.60 crore compared with the corresponding period last year.

The improved financial performance could attract investor attention, particularly as the company continues to expand its business operations and strengthen its presence in the pharmaceutical sector.

Going forward, sustained revenue growth, improving margins and earnings consistency will remain important factors for investors tracking Sudarshan Pharma’s financial performance.

(L to R) Sandeep Pendurkar, Business Director, Nihilent Limited, with Dr. Hamza Hussain, Founder, INSIGHT – The Mind Clinic, and HOD, Mental Health, Ruby Hospital, Pune.

Pune (Maharashtra) [India], October 29: INSIGHT – The Mind Clinic, Pune, has integrated Emoscape, Nihilent’s medical-grade Emotion AI platform, into its clinical practice to enhance the objectivity of detecting patients’ emotional states and enable more informed and personalised patient care. Led by Dr. Hamza Hussain, Founder of INSIGHT – The Mind Clinic and HOD, Mental Health at Ruby Hospital, Pune, the initiative brings AI-based emotion assessment into the clinic’s existing psychiatric and psychological assessment processes.

An MD Psychiatry Gold Medallist from Osmania Medical College, Dr. Hussain is a practising psychiatrist with expertise spanning psychiatry, neuropsychiatry, addiction psychiatry and geriatric psychiatry. Through this integration, INSIGHT aims to combine clinical expertise with technology to develop a more comprehensive understanding of patients’ emotional patterns and track changes over the course of care.

Dr. Hamza Hussain, Founder, INSIGHT – The Mind Clinic and HOD, Mental Health, Ruby Hospital, Pune, said, “Psychiatric and psychological assessments give us important insights into a patient, but understanding emotions can still depend significantly on what an individual is able to recognise and communicate. Emoscape allows us to introduce greater objectivity into this aspect of assessment. Having measurable insight into a patient’s emotional state can help us explore what may otherwise be difficult to articulate and follow how that state changes during the course of care. It also helps us show our patients a visual representation of their emotional state. For us at INSIGHT, the value of this technology lies in how it can help us understand our patients better, how our patients can understand themselves better and, in turn, care for them better.”

Psychiatric and psychological assessments have traditionally relied on clinical interviews, observation, questionnaires, psychometric instruments and patient-reported information. These approaches often depend on how patients understand and articulate their experiences, as well as how practitioners interpret their responses. Differences in language, comprehension, and communication can influence the assessment of emotional states.

Emoscape addresses this gap by enabling objective detection of emotional states and traits through a simple, non-invasive, one-minute webcam-based interaction. The platform analyses subtle upper-body micro-movements across the face, eye region, head and upper body to generate a structured emotional profile.

At INSIGHT, these emotional profiles are incorporated into psychiatric and psychological assessments, helping clinicians identify and interpret emotional patterns within the context of the patient’s clinical history and overall mental health, enabling a more comprehensive understanding of the individual.

The platform also enables periodic reassessments, allowing the clinical team to observe changes in emotional states throughout the patient’s treatment journey. Patients can view a visual representation of their emotional profile, helping them better understand their emotional experiences and the changes observed over time.

Together, these capabilities create a structured approach to patient care, connecting objective emotion assessment with clinical interpretation, personalised intervention, periodic reassessment and longitudinal progress tracking.

Sandeep Pendurkar, Business Director, Nihilent Limited, said, “Emoscape was built around the idea that emotions, despite their importance to health and wellbeing, should not have to remain entirely subjective. Having an experienced psychiatrist such as Dr. Hamza Hussain use these insights in the context of actual patient care is an important step in how Emoscape can become meaningful to both clinicians and the people they care for.”

Founded by Dr. Hamza Hussain, INSIGHT – The Mind Clinic is an integrated mental healthcare clinic in Pune that works across age groups. It brings together psychiatric care, psychological therapies and counselling, psychological and neuropsychological assessments, lifestyle psychiatry and integrative approaches to mental healthcare. Its philosophy is centred on understanding the individual comprehensively and creating care pathways based on the patient’s broader psychological, emotional and behavioural needs.

This collaboration brings objective Emotion AI into the day-to-day practice of an established psychiatrist and mental healthcare clinic.

Under Dr. Hamza Hussain’s leadership, INSIGHT is applying the technology within a clinical environment where the emotional profile can be understood in relation to the person behind it, their history, circumstances, symptoms, behaviour and ongoing treatment.

It reflects INSIGHT’s broader approach to mental healthcare: combining psychiatric expertise with relevant advances in science and technology where they can deepen the understanding of the patient and improve the quality of care.

About INSIGHT – The Mind Clinic

INSIGHT – The Mind Clinic is an integrated mental healthcare clinic in Pune founded by Dr. Hamza Hussain. The clinic works across age groups and brings together psychiatric care, psychological therapies and counselling, psychological and neuropsychological assessments, lifestyle psychiatry and integrative approaches to mental healthcare. Its philosophy is centred on understanding the individual comprehensively and creating care pathways based on the patient’s broader psychological, emotional and behavioural needs.

About Nihilent

Nihilent is a global consulting, products and solutions company specializing in business transformation, digital innovation, data analytics and technology solutions. Founded in 2000, it operates in multiple countries, helping businesses enhance efficiency and customer experience. Emoscape is a medical-grade emotion AI platform of Nihilent, reflecting the company’s focus on creating category-defining solutions that bridge technology, human behaviour and ancient wisdom.

Website: https://emoscape.ai/, | https://www.nihilent.com/

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H.E. Valentin Ciprian Muntean, Ambassador of Romania to Tunisia, Graces the Prestigious Celebration; His Holiness Shri Rajrajeshwar Guruji Leads Historic World Peace and Interfaith Unity Oath

Tunis [Tunisia], October 26: The prestigious World Book of Records (UK) Awards & Summit was held in Tunis, Tunisia, on Monday, 26 October 2026, bringing together distinguished dignitaries, diplomatic representatives, spiritual leaders, international delegates, and eminent personalities from 50 countries to celebrate global excellence, strengthen international cooperation, promote interfaith harmony, and reaffirm a collective commitment to world peace.

A major highlight of the international gathering was the Silver Jubilee Celebration marking the 25th Anniversary of International Siddhashram Shakti Centre, United Kingdom, recognising its remarkable spiritual journey, humanitarian service, promotion of interfaith understanding, and dedication to universal peace and harmony.

The celebration took place in the distinguished presence of H.E. Valentin Ciprian Muntean, Ambassador of Romania to Tunisia, alongside prominent international dignitaries and representatives from diverse cultural and religious backgrounds.

Distinguished International Participation

The summit was graced by His Holiness Shri Rajrajeshwar Guruji, Founder of International Siddhashram Shakti Centre, United Kingdom; Hon’ble Santosh Shukla, CEO of World Book of Records, UK; H.E. Valentin Ciprian Muntean, Ambassador of Romania to Tunisia; Hon’ble Corina Sujdea, Founder of Relttaw, Romania; and Hon’ble Imed Krayem, Ambassador of Sustainable Development, Tunisia.

The prestigious gathering featured inspiring addresses, recognition of outstanding achievers, international cultural engagement, the unveiling of the World Book of Records Encyclopedia, and a special celebration of spirituality, humanity, and global unity.

Silver Jubilee Celebration: 25 Years of Spirituality and Service to Humanity

A special felicitation was presented to His Holiness Shri Rajrajeshwar Guruji in recognition of the 25-year spiritual and humanitarian journey of International Siddhashram Shakti Centre, United Kingdom.

The Silver Jubilee celebration highlighted the Centre’s commitment to spiritual awakening, compassion, humanitarian values, community service, interfaith understanding, and the promotion of peaceful coexistence among people of different religions and cultures.

In his address, His Holiness Shri Rajrajeshwar Guruji emphasised that spirituality transcends geographical boundaries, religious differences, and cultural identities.

He highlighted the importance of mutual respect, compassion, tolerance, and collective responsibility in building a peaceful and harmonious world.

Historic World Peace Oath and Interfaith Unity Pledge Led by HH Shri Rajrajeshwar Guruji

One of the most significant highlights of the summit was the World Peace Oath and Interfaith Unity Pledge, led by His Holiness Shri Rajrajeshwar Guruji, representing the World Peace Organization, alongside Hon’ble Santosh Shukla and Hon’ble Corina Sujdea.

The solemn pledge brought attention to the universal values shared across different faiths, traditions, and cultures, reaffirming a collective commitment to peace, unity, mutual respect, religious tolerance, international brotherhood, and peaceful coexistence.

The interfaith message emphasised that although humanity follows different religions, traditions, and spiritual paths, the fundamental values of love, compassion, kindness, and respect unite people beyond all differences.

The occasion reflected the timeless Indian philosophy of “Vasudhaiva Kutumbakam” — The World Is One Family, encouraging humanity to rise above divisions and work collectively for global peace.

The World Peace Oath served as a symbolic expression of international solidarity and shared responsibility towards a more compassionate, inclusive, and peaceful world.

Delegates from 50 Countries Honoured

The summit recognised and honoured delegates representing 50 countries, including Romania, Egypt, the United Arab Emirates, the United States of America, Senegal, Lebanon, Tunisia, India, Canada, Russia, Jordan, Zimbabwe, South Africa, Austria, Syria, Iraq, Pakistan, France, Côte d’Ivoire, the Philippines, Saudi Arabia, Palestine, Bangladesh, Ghana, Botswana, Cameroon, Chad, Benin, Ecuador, and several others.

The participation of representatives from diverse nations reflected the summit’s commitment to international friendship, cultural understanding, recognition of extraordinary achievements, and cooperation beyond geographical and religious boundaries.

Unveiling of World Book of Records Encyclopedia

Another important highlight of the summit was the unveiling of the World Book of Records Encyclopedia, reflecting the organisation’s commitment to documenting exceptional achievements and recognising individuals whose contributions have made a significant impact in their respective fields.

The unveiling further reinforced the importance of celebrating human excellence and inspiring future generations through remarkable accomplishments.

A Global Message of Interfaith Harmony, Unity and World Peace

The World Book of Records (UK) Awards & Summit concluded with a powerful message of international cooperation, cultural understanding, interfaith dialogue, humanitarian service, and collective responsibility for world peace.

The Silver Jubilee celebration of International Siddhashram Shakti Centre, United Kingdom, added special significance to the occasion by bringing together spirituality, humanitarian values, global recognition, and international friendship.

The gathering reaffirmed the importance of respecting all faiths, celebrating cultural diversity, and promoting universal brotherhood.

“Different faiths, different cultures, different nations — but one humanity, one family, and one shared responsibility for world peace.”

The international gathering in Tunisia stood as a memorable celebration of global excellence, 25 years of spiritual and humanitarian service, interfaith harmony, international brotherhood, and the universal aspiration for lasting peace.

“Excellence inspires progress, unity strengthens nations, interfaith harmony brings humanity together, and world peace remains our collective responsibility.”

Kamlesh Sawant, the actor known for his roles in Drishyam, Bhoothnath Returns, and Force, is the face of a new ad film for MySivi, an AI English-speaking app.

Bangalore (Karnataka) [India], October 29: The film follows Sawant as a tough police officer whose case has been transferred to Tamil Nadu. The development leaves him worried about having to speak English in court. Although he knows some English, he lacks the confidence to speak it fluently. He turns to Arya AI, MySivi’s AI English teacher, to practise speaking English.

Watch the MySivi ad film featuring Kamlesh Sawant.

“Our messaging to the audience is simple: speaking English doesn’t have to be complicated. Kamlesh Sawant felt like a great fit for this campaign because of his on-screen presence and the kind of audience he connects with. People know him as the tough cop from Drishyam, so seeing that same man nervous about speaking English is something a lot of our audience will recognise in themselves. The idea was to show how easily English practice can fit into someone’s daily routine, without having to go out of their way to learn,” said Akshay Sanghai, co-founder and CEO of MySivi.

Practice Over Grammar

MySivi’s pitch is that grammar can be picked up from books, but speaking comfortably takes regular practice. On the app, users hold conversations with an AI teacher that follows a structured syllabus and builds lessons around everyday situations, giving instant feedback along the way. A feature called CoLearner Calls lets users practise on live calls with other learners. The app also supports learning in more than 15 languages, allowing users to learn in a language they are comfortable with.

MySivi Crosses 1.5CR Downloads, Reaches Users in 150+ Countries

The app has crossed 1.5 crore downloads, reached users in more than 150 countries, and holds a 4.7-star rating. Backed by Y Combinator (YC), the company is profitable.

India’s English-learning market is increasingly shaped by mobile access and digital learning. A 2025 government survey found that 85.5% of Indian households had at least one smartphone, creating opportunities to make learning more accessible beyond traditional classrooms. At the same time, structured spoken English courses can require a significant investment of time and money.

The company plans to keep growing in India while expanding into international markets. It says it will focus on improving its AI-led learning experience and adding more ways for users to practise speaking.

About the Founders

Akshay Sanghai — Co-founder and CEO

Akshay Sanghai is an alumnus of IIT Roorkee and previously worked at Visa and Booking. At MySivi, he leads the company’s growth and works across product, marketing and operations.

Shivam Gupta — Co-founder and COO

Shivam Gupta is an alumnus of IIT Kharagpur and previously worked at Microsoft in data science and applied science roles, as well as at Huawei. At MySivi, he focuses on the company’s product roadmap, AI improvements, and making English learning practical and accessible.

Anoop Jaiswal — Co-founder and CTO

Anoop Jaiswal is an alumnus of NIT Jamshedpur and previously worked in software development at Kredily. At MySivi, he leads the company’s technology efforts.

To learn more, download the MySivi app.

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Kaashvi’s heartfelt message reinforces her strong bond with Scout, while former housemate Aman Gandhi shares a different perspective on the Scout–Love equation

Mumbai (Maharashtra) [India], October 26: Tanmay “ScoutOP” Singh continues to receive strong support from India’s gaming community amid the ongoing conversations surrounding his Bigg Boss 20 journey. Following Kaashvi Hiranandani’s emotional appearance on Weekend Ka Vaar, one message stood out: the people who know Scout beyond the cameras continue to believe in him and want to see him succeed.

Kaashvi’s entry into the house brought an emotional moment for Scout as she spoke candidly about his interactions with fellow contestant Love Gill. While expressing concerns about how certain moments were being perceived outside, she also highlighted how ordinary interactions can appear different when viewed in isolation or presented without their full context. Her message encouraged Scout to be mindful of these perceptions while staying true to himself.

More than a confrontation, the conversation reflected the strength of Scout and Kaashvi’s bond. Kaashvi did not shy away from giving him honest feedback, but her words also carried encouragement and belief in his potential. She reminded Scout of his journey as a competitive esports player, the determination that made him one of India’s most recognised gaming personalities, and the community eagerly hoping to see him lift the Bigg Boss trophy.

Her message reinforced that supporting someone does not mean agreeing with every decision they make. Sometimes, it means having difficult conversations, offering a fresh perspective and reminding them of what they are capable of achieving. Scout listened to her concerns and expressed his intention to do better, making the exchange a potentially meaningful moment in his journey.

Adding another perspective, former Bigg Boss 20 contestant Aman Gandhi, when asked about Scout and Love’s interactions, shared that their equation had appeared normal to him while he was inside the house. His comments offered an important reminder that people who have experienced life inside the Bigg Boss house may view certain interactions differently from audiences watching selected moments on television or social media.

Meanwhile, Scout’s gaming community continues to stand firmly behind him, with prominent gaming personalities including Jonathan Gaming and Payal Gaming also expressing their support. Creators such as Kaashvi, Vanshaj, Neyoo, Abhinav and Adit Minocha have been encouraging Scout throughout his journey through watch parties, online engagement and conversations with fans. The support from some of India’s most recognised gaming creators reflects the strong relationships Scout has built within the industry over the years.

For years, Scout has been recognised for his competitive spirit, passion for gaming and determination to succeed. His transition from esports to mainstream reality television has introduced him to an entirely new audience, while the community that supported his rise in gaming continues to follow his journey.

What makes this support particularly meaningful is that it extends beyond his performance inside the house. For those who have known Scout through his years in gaming, his identity is shaped by far more than any single episode or moment of controversy. His supporters are encouraging him to take the feedback positively, regain his focus and show audiences the qualities that earned him their admiration in the first place.

Kaashvi’s visit ultimately brought that larger picture back into focus. Despite the difficult conversation, her message was rooted in wanting Scout to succeed, reminding him of the ambitions that brought him this far and the people hoping to celebrate another victory with him.

As Scout continues his Bigg Boss 20 journey, the message from his supporters remains clear: they believe in his ability to learn, grow and return his focus to the competition. For the gaming community, the hope is to see the same ScoutOP who inspired millions through esports give his all in the race for the Bigg Boss trophy.

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VerSe Innovation and Google Cloud brought leading film and creative voices to SPARK, showcasing AI-powered filmmaking and advertising workflows to creators.

Mumbai (Maharashtra) [India], October 29: Weeks of production, compressed into a single evening, in front of the people who green-light India’s films, shows and campaigns. VerSe Innovation, India’s largest local language technology platform and the parent of Dailyhunt, Magzter and Josh, tonight hosted SPARK, India’s AI Creativity Summit, at the Grand Hyatt with Google Cloud as Title Partner. The invitation-only room of 500+ filmmakers, studio heads, broadcasters, brand and agency leaders and creators saw no stalls and no sales pitches, only work that had to be seen to be believed, all of it produced on Spark Station, VerSe’s AI Content generating platform.

Two months after Spark Station’s beta debut at Film Expo 2026, where Just One Small Change went from idea to final render in three hours, the summit unveiled workflows that take it from generating shots to directing them:

• Hybrid Filmmaking: Real actors and creators, everything else built with AI. Shoot the performance and Spark Station builds the world around it, from locations, sets, crowds and props to camera moves, with the complete toolkit for capture, character lock, compositing and finishing in one place.
• Spark, an AI film crew on call: An end-to-end production unit. Describe a film and AI agents for Direction, Writing, Art, Camera, Sound and Editing take it to the final film; every change is a conversation.
• Story to Video Pro, one continuous pipeline: Story, script, cast, characters, locations and their objects, storyboard, scenes, shots, keyframes, render and edit in Spark’s AI Video Editor or exported to Final Cut Pro, Avid, Resolve or Premiere.
• End to end Advertising workflows: From brief to creative, targeting & activation, AI runs the full campaign lifecycle on one platform, so brands go from idea to optimized results in a fraction of the time.
• Comprehensive Micro Drama workflow: One story in, multi-episode cliffhanger moments out, with every setup tracked to its payoff and every shot storyboarded before the final render.
• Depth Map, Performance Capture & Mimic Studio: Locks a clip into a frame-stable depth map, captures performances, expressions and changes everything else: new characters, swapped objects & reshoots.
• Prompt Intelligence: Tunes a prompt to its model on user consent; turns failed renders into fixed prompts.
• Comics Generator, reimagined: Turns a story, script or YouTube video into a finished comic, consistent on every page and split into editable layers.

Six differentiators set Spark Station apart:

1. Character Continuity: character, cast, locations and objects stay continuous and never change.
2. Quality control before you render: every shot is checked before generation, saving tokens.
3. Built by creators, for creators: for India and the world.
4. One continuous pipeline: from story, to audio, music to video and everything in between.
5. Model orchestration: the best model is invoked for each task, with real-time control to choose your own.
6. A budget before every shot: the only platform on the planet that estimates each shot’s cost before it renders.

The evening featured keynotes from Rajkumar Hirani, Shakun Batra, Kunal Kapoor and Varun Mayya; a session with Zack London of Gossip Goblin Inc.; and conversations with Raj Nayak, Anisha Dixit, Caleb Franklin (Matter), Namit Sharma (Arré Studio), Mahendra Soni (SVF Entertainment), Biren Ghose (Astra Studios), Anurag Iyer (Creator18), Roopak Saluja (Bang Bang Mediacorp), Prateek Arora, Dr. Vishal Chaturvedi (Hanuman Ansh), Advait Chandan, Aditya Aima (AnyMind Group) and Chirag Sanghani (Google Cloud) and , Anirban Roy Choudhury (ET Brand Equity).

“For a hundred years, the camera decided what was possible. From tonight, the imagination does. Spark Station enables that. Built by creators, for creators, it puts real performances and AI in the same frame, so the only limit on a story is the imagination behind it.” Umang Bedi, Founder & CEO, VerSe Innovation

“The budget decided who got to dream on screen. With AI, the only limit is how big you dare to imagine.” Rajkumar Hirani, Filmmaker & Director

“Every new technology has increased the number of people watching stories. AI could be the first to increase the number of people telling them.” Kunal Kapoor, Actor & Entrepreneur

“AI won’t give you taste. It closes the gap between the film in your head & the one on screen. Imagination is now the currency, and anyone who has it gets to tell stories.” Shakun Batra, Filmmaker & Founder, Jouska.AI

“VerSe is leveraging our generative media models like Gemini, Omni, Veo to deliver industry-leading content capabilities through Spark Station. Google Cloud is proud to help accelerate India’s AI powered creative revolution.” said Amit Kumar, Managing Director, Google Cloud India

About VerSe Innovation

At the core of VerSe Innovation, is the idea that technology can help bridge the digital divide. Since its inception, VerSe has risen to the challenge of serving the unmet content needs of millions of consumers using technology. Its unique artificial intelligence, machine learning & deep learning technologies enables personalized content to be delivered to millions of users based on their consumption preferences.

Today VerSe Innovation’s proprietary technology platform powers hundreds of millions of users across Bharat to enjoy content in their local language on Dailyhunt. Its technology also powers India’s #1 and most engaging creator’s app, Josh. In addition, VerSe has an integrated portfolio of AI-first products and platforms, including NexVerse.ai, Dailyhunt Premium, Josh’s Micro Dramas and VerSe Collab, which together are reshaping how consumers, content, and brands interact in India’s digital economy.

VerSe Innovation, with its family of apps focused on Bharat, became the first unicorn in tech for local languages and counts CPP Investments, Ontario Teachers’ Pension Plan (OTPP), Qatar Investment Authority (QIA), Siguler Guff, Carlyle Group, Baillie Gifford, Goldman Sachs, Gladebrook, Falcon Edge Capital, AlphaWave, Sequoia Capital India, Matrix Partners India, Google, Microsoft, Lupa Systems, Luxor Group, Sofina, B Capital Group, IIFL, Kotak, Catamaran, Bay Capital, Edelweiss and Omidyar Network, among others as existing investors.

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Ahmedabad (Gujarat) [India], October 29: Vectras Enprocon Limited, a Gujarat-based Integrated solution provider in critical midstream and downstream infrastructure for the oil & Gas Industry has filed its Red Herring Prospectus (RHP) in connection with its proposed Initial Public Offering (IPO) of up to 50,52,000 equity shares of face value ₹10 each.

The proposed IPO comprises a fresh issue of up to 40,56,000 equity shares and an Offer for Sale (OFS) of up to 9,96,000 equity shares. The Company has fixed the price band at ₹99 to ₹105 per equity share, Issue Size ₹ 53.05 Cr. (At Upper Price Band) with a lot size of 1,200 equity shares and in multiples thereof. The equity shares are proposed to be listed on the BSE SME platform.

About Vectras Enprocon Limited

Incorporated in 2021, Vectras Enprocon Limited is an Ahmedabad-based Integrated solution provider in critical midstream and downstream infrastructure for the oil & Gas Industry. The Company provides integrated services encompassing design, engineering, procurement, construction, testing, and commissioning of pipeline networks, combined oil and gas station works, and allied infrastructure facilities. Company’s core offering is combined station work, midstream & downstream pipeline projects, related facilities and other allied infrastructure services.

The Company has developed capabilities in executing cross-country pipelines, spur pipelines, city gas infrastructure and associated civil and mechanical works, serving public-sector and private-sector customers across multiple Indian states.

As of September 30, 2026, the Company had an unexecuted order book of ₹18,327.88 lakh across 34 projects, comprising ₹11,629.03 lakh from combined oil and gas station works, ₹5,945.72 lakh from pipeline works and ₹753.13 lakh from other allied infrastructure services.

Its project portfolio spans multiple states, including Gujarat, Maharashtra, Punjab, Bihar and Odisha, reflecting its geographical expansion beyond Gujarat.

The Object of the issue:

1. Repayment/prepayment, in full or part, of certain outstanding borrowings availed by our Company
2. Funding long-term working capital requirement of our Company
3. General Corporate Purpose

Issue Details

Issue Period & capital structure

Beeline Capital Advisors Private Limited is the Book Running Lead Manager to the Offer, while MUFG Intime India Private Limited is the Registrar to the Offer.

Financial Performance

Disclaimer: VECTRAS ENPROCON LIMITED is proposing, subject to applicable statutory and regulatory requirements, receipt of requisite approvals, market conditions, and other considerations, to make an initial public offering of its Equity Shares and has filed the Red Herring Prospectus with the Registrar of Companies (ROC), Gujarat, and thereafter with SEBI and the Stock Exchange. The Red Herring Prospectus is available on the website of the Book Running Lead Manager at Beeline Capital Advisors Pvt. Ltd. and the Company at www.vectrasgroup.com. Any potential investors should note that investment in equity shares involves a high degree of risk; for details relating to the same, please refer to the Red Herring Prospectus, including the section titled “Risk Factors”. Further, each Applicant, where required, agrees that such Applicant will not sell or transfer any Equity Shares or create any economic interest therein, including any offshore derivative instruments, such as participatory notes, issued against the Equity Shares or any similar security, other than pursuant to an exemption from, or in a transaction not subject to, the registration requirements of the Securities Act and in compliance with applicable laws and legislation in each jurisdiction, including India.

Pankaj Vasani, Group CFO of Cube InvIT

New Delhi [India], October 29: Cube Highways Trust (“Cube InvIT”) [NSE/BSE: CUBEINVIT/543899], managed by Cube Highways Fund Advisors Pvt. Ltd. (the “Investment Manager”), announced its results for the quarter and half year ended September 30, 2026.

At its meeting held on Oct. 28, the Investment Manager’s Board of Directors approved a distribution of Rs.3.79 per unit (DPU) for the quarter. The Trust reported strong performance, with total distributions of Rs.509 crores for the quarter, comprising of Rs.1.76 per unit as interest, Rs.0.32 per unit as dividend, and Rs.1.71 per unit as return of capital. The total H1 FY27 distribution amounts to Rs.1,040 crores, with a cumulative DPU of Rs.7.74.

Pankaj Vasani, Group CFO of Cube InvIT, stated: “We have had a remarkable quarter and half year, headlined by our transition to a publicly listed InvIT and stellar revenue performance. Revenue from operations stood at Rs.22,008 Mn, up 10.27% year-on-year, while total consolidated income stood at Rs.22,605 Mn. Traffic trends were strongly positive across most corridors, driving 13.6% quarterly toll revenue growth and 11.6% traffic growth YoY, while EBITDA improved to Rs.15,869 Mn. The Trust maintained a Net Debt/EV ratio of 44.42%, with net debt of Rs.161 billion. Total Assets Under Management (AUM) stood at Rs.362 Bn.

The WUPTPL and APEPL concessions reached their scheduled conclusion during the half-year, a natural part of the portfolio lifecycle. The acquisition of the Committed Assets, comprising CNTL, DTPL, BFHL and WMTPL, continues to be on track. As we move into the second half of the year, our priorities are clear: complete the acquisitions, maintain prudent leverage and deliver distributions in line with guidance”.

The Investment Manager’s Board has increased its full-year FY27 DPU guidance to Rs.15.50 per unit from Rs.14.50 per unit in Q1, supported by strong traffic performance during the period.

Cube InvIT continues to maintain AAA/Stable ratings from CRISIL Ratings, India Ratings and ICRA.

The record date for the distribution is October 31, 2026, and the distribution payout will be made on or before November 6, 2026.

About Cube Highways Trust

Cube Highways Trust (“Cube InvIT”) is an irrevocable Trust established under the Indian Trusts Act, 1882, and registered with the Securities and Exchange Board of India (SEBI) as an Infrastructure Investment Trust (SEBI Registration No: IN/InvIT/22-23/0022). Cube InvIT converted from a private listed InvIT to a public listed InvIT with effect from July 31, 2026. Our Sponsor is a part of the Cube Group, which is an institutionally-owned road infrastructure platform backed by a diversified investor base, including I Squared Capital (through ISQ Fund III Asia Infrastructure Holdings Pte. Ltd), Platinum Rock B 2014 RSC Limited (as trustee of the Platinum Stone A 2014 Trust, a wholly owned subsidiary of the Abu Dhabi Investment Authority) (“Platinum Rock”), Varese IRR LP (“BCI”) and Mubadala Investment Company PJSC (“MIC”) (through Seventy Second Investment Company LLC).

The results for the half year ended September 30, 2026, and other relevant disclosures are available on Cube InvIT’s website and on the websites of BSE Limited and the National Stock Exchange of India Limited.

For more information, please visit: www.cubehighwaystrust.com

Source:

NSE: CUBEINVIT_28102026194120_Pressrelease.pdf

BSE: 9233930f-63aa-46e7-8be2-7248d1c626d9.pdf

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Mumbai (Maharashtra) [India], October 22: Employer-provided health insurance can be useful, but it may not match every household’s needs. A family may include young children, ageing parents or members with different medical requirements, while employer cover follows a common group structure.

HDFC ERGO is drawing attention to these gaps and encouraging families to understand what their workplace policy covers. The message is not that employer cover lacks value, but that families should know where additional protection may be needed.

Job Changes Can Interrupt Health Cover for the Whole Family

Employer health insurance is linked to employment. When an employee leaves an organisation, the associated group cover may also end, depending on the policy terms. This can affect the employee and dependants covered under the same plan.

A job switch, career break or gap between employers may therefore leave a family without the same protection. HDFC ERGO highlights continuity as an important consideration. A personally held policy can remain separate from employment, provided it is renewed according to its terms.

Shared Cover May Not Match a Family’s Medical Needs

A corporate policy is designed for a group of employees, not for one household. The sum insured, dependant eligibility and benefits are decided under the employer’s policy structure.

That arrangement may work for some families, but not for all.

If several family members rely on the same cover, one hospitalisation can reduce the amount available for another eligible claim during the policy period. Families should therefore check how the sum insured is shared and whether the available cover reflects their healthcare needs.

Ageing Parents May Need More Focused Health Protection

Parents and senior family members often have healthcare needs that differ from those of younger employees. Hospitalisation, diagnostic tests, medicines and follow-up treatment may become more relevant with age. Employer policies may include parents, but inclusion, benefits and conditions can vary.

HDFC ERGO’s senior citizen health insurance information notes that older adults may require cover for hospitalisation and other medical expenses, subject to the chosen plan. This makes it important to review whether parents have adequate and continuing protection rather than assuming workplace cover will always be sufficient.

Standard Workplace Benefits May Not Suit Every Household

Employees usually do not decide the complete structure of a group health policy. The employer chooses the benefits and coverage framework, while claims remain subject to the policy terms.

As a result, a family may find that certain needs are outside the workplace plan or are available only with specific limits and conditions.

This is one reason family health insurance plans can serve a separate role. They allow families to hold personal cover based on their own requirements rather than depend entirely on benefits selected for an employee group.

Growing Families Can Outgrow Existing Employer Cover

Family circumstances change over time. Marriage, childbirth, responsibility for parents or changes in health can alter the level of medical protection a household needs. A policy that seemed adequate when an employee was single may feel different once more dependants rely on it.

The issue is not only the number of members covered, but whether the benefits continue to suit changing needs. The focus is on reviewing cover after major life changes instead of treating employer insurance as a fixed solution.

Policy Conditions Can Still Leave Out-of-Pocket Expenses

Having employer health insurance does not mean every medical expense will automatically be covered. Policies can contain exclusions, co-payments, deductibles, sub-limits or other conditions that influence what the insured person pays.

Families should check these details before a medical need arises. Understanding room eligibility, dependant rules, exclusions and claim conditions can reduce surprises later.

The practical point is simple: the presence of a workplace policy should not be confused with complete protection against every healthcare expense.

Personal Cover Can Add Stability Beyond the Workplace

Employer insurance and personal health insurance do not have to be treated as competing options. For many households, they can serve different purposes. Workplace cover can provide support while the employee remains with the organisation. Personal cover can add continuity outside that employment relationship and may give the family more control over the protection maintained over time.

HDFC ERGO’s broader message is that families should review employer cover with their own circumstances in mind. Checking who is covered, what limits apply, how long protection continues and where gaps may arise can help households make more informed decisions about healthcare protection.

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Mumbai (Maharashtra) [India], October 29: A pet’s needs rarely begin and end with food. From vaccinations and nutrition to grooming, behavioural changes and unexpected medical concerns, pet parenting involves a series of decisions that require reliable information, trusted expertise and timely support.

In India, as pets increasingly become family members, spending is expanding beyond food and accessories to preventive healthcare, grooming, boarding, insurance and specialised services. Yet, while the expectations surrounding pet care are evolving, the ecosystem supporting it remains fragmented.

The Missing Links in Pet Care

For pet parents, finding a reliable veterinarian, understanding nutritional needs or choosing a trusted service provider often means navigating multiple platforms and sources. The challenge is not always a lack of information or services, but knowing where to find credible guidance and make informed decisions.

Gaps in service standards, access to specialised expertise in smaller cities, and the coordination of products and services further highlight the need for a more connected ecosystem. As the industry grows, these disconnects can affect both the pet-parenting experience and the sector’s ability to scale.

Why Digital Infrastructure Matters

Digital platforms can help bridge these gaps by bringing information, products, professionals and services closer together. From discovering veterinarians and grooming facilities to accessing credible educational resources and organising essential care, technology can simplify the many decisions involved in responsible pet parenting.

Tele-veterinary consultations can extend access to professional guidance, while AI-enabled tools can help pet parents navigate everyday questions, complementing rather than replacing veterinary expertise.

For the industry, this connectivity can improve product and service discovery, help businesses understand evolving consumer needs and create new opportunities for organised commerce. Digital infrastructure can therefore become more than a convenience; it can serve as the foundation for a more accessible, informed and connected pet-care ecosystem.

Commenting on how a more connected future can be built, Mr. Fedun Medhora, Director, WAGR stated “The next phase of growth in India’s pet-care industry will depend not just on the products and services available, but on how effectively we connect them. Pet parents should not have to navigate multiple sources every time they need information, expert guidance or a dependable service. The opportunity lies in creating an ecosystem where technology simplifies discovery, makes credible information more accessible and connects pet parents with solutions relevant to their needs. If we want the industry to mature sustainably, we must move beyond isolated transactions towards a connected experience that supports pets throughout their lives. Ultimately, the measure of progress will be how confidently and easily pet parents can access the care their companions deserve.”

The future of India’s pet-care industry will be shaped not simply by expanding consumer spending, but by making care easier to access and navigate. For pet parents, progress means spending less time searching across disconnected sources and more time making informed decisions for their companions.

The next evolution of pet parenting may lie in having a trusted starting point for every need – one that brings together the right information, products, services and support as pets grow through different stages of life.

New Delhi [India], October 28: The phone call came on Friday. Jagriti Mishra’s labourers, who were working on her new animal shelter on agricultural land in Delhi, told her that some people had arrived with a JCB machine. By the time the machine left, the boundary walls of the structure, which were meant to protect a free veterinary hospital for stray animals, were on the ground.

That is how Mishra tells it. She says nobody gave her any prior notice, that the loss is considerable, and that the demolition came after she declined to pay money to a person who approached her about the property. Those are her allegations. They have not been tested, and an inquiry is now under way.

By Monday, the story had a second chapter. Physics Wallah founder Alakh Pandey gave ₹10 lakh to help her rebuild.

A Shelter in the Making

Mishra works with Street Worldz Trust, which treats and shelters injured and abandoned animals. Her work has earned her a large following online, where she shares the cases she takes on. Her plan for the Delhi site was ambitious but simple. Build a shelter, add a veterinary hospital, and offer treatment free of charge.

Stray animals face a hard life. They are hit by vehicles, fall ill, and rarely have anyone to pay for treatment. A hospital that does not ask for money is a different kind of place. It gives feeders, rescuers and neighbours a place to take an animal they cannot afford to treat.

That was the idea behind the walls. They were the first step in a longer build.

The Days After

The news of the demolition travelled fast. Mishra’s followers shared it widely, and within days the civic machinery had moved. The Municipal Corporation of Delhi suspended junior engineer Vikas Kumar Gupta in connection with the demolition. An inquiry into his conduct was ordered, the police were directed to register a case, and the District Magistrate was asked to help Mishra set up the shelter again.

Not all the details are public. The grounds for the suspension have not been set out in full, and the inquiry has yet to report. For now, what exists is an account from Mishra, a set of official actions and a good deal of public interest.

An Unlikely Ally

Pandey came into the story through the same online world that Mishra moves in. He is a native of Prayagraj who started teaching physics on YouTube in 2016. By 2019, the channel had more than two million followers. In 2020, he and Prateek Maheshwari founded Physics Wallah, which listed on the stock exchanges in November 2025 after a ₹3,480 crore public offering. The company is headquartered in Noida.

His reach among students and parents is considerable. When he takes up a cause, his followers notice. Media reports have noted that he had earlier helped Jitu Munda of Odisha with ₹10 lakh, after the man’s story drew widespread attention online. His support for the Delhi shelter is another example of him acting on what he sees.

The contribution is meant to help rebuild the facility. It will not answer the questions that the inquiry is set to examine. What it does is give Mishra something she could not easily raise on her own at short notice: a large, immediate sum to restart construction.

Why Walls Matter

To someone outside animal welfare, a boundary wall may seem a minor part of a shelter. In practice, it decides whether the site can be used at all. It keeps recovering animals safe, keeps unwanted visitors out and gives the people who work there a sense of security. Without it, the rest of the facility cannot go forward.

Rebuilding means buying materials again, hiring workers again and resetting a schedule that has already been interrupted. A single large contribution can shorten that process by months.

What Comes Next

A date for completion has not been announced. Mishra’s immediate task is to restore what was lost and carry on with the shelter and the hospital. The authorities’ task is to establish what happened on Friday and who was responsible. Those two tasks will run side by side.

Supporters will watch both. For the animals Mishra looks after, the more urgent question is simpler: when will the gates open?

The answer will depend partly on the inquiry and partly on how quickly the walls can go back up. With ₹10 lakh now behind the project, the second part looks a good deal more certain than it did a week ago.

The Maharashtra government’s vision of making Pune the $220-billion economy by 2036 is a dream come true for the city. It’s a time to reflect on what kinds of cities and urban regions Pune will be in the next decade.

Pune (Maharashtra) [India], October 28: Time is crucial in the development of Pune. The city and the surrounding economic area have become an important hub for manufacturing, Information Technology, Engineering, Education and entrepreneurship. A new economic aspiration is driving its next steps in growth.

The Maharashtra government’s vision of making Pune the $220-billion economy by 2036 is a dream come true for the city. It’s a time to reflect on what kinds of cities and urban regions Pune will be in the next decade.

The report said the proposed roadmap has 58 priority projects in various areas including manufacturing, electric vehicles, engineering, defence, robotics, electronics, semiconductors, biotechnology and others. The plan’s target is to boost the economic growth rate of the region from around 6-6.5% to 10% and create up to 20 lakh new employment opportunities. These are still suggested targets – which will be dependent on implementation. The article was picked up from The Times of India.

The effects of industrial growth reach far beyond Pune. Economic development this large will impact where people work, where families want to reside, how they travel to work and their expectations of the communities in which they live.

The true challenge isn’t just to develop Pune’s economy, it is to make sure the physical development of the area matches the economic aspirations.

Economic Growth Will Reshape Pune’s Residential Landscape

Each of the main employment hubs generates a larger market for homes.

Professionals, entrepreneurs, skilled workers and supporting industries come to businesses as the businesses grow. These populations don’t just need jobs. They require housing, schools, health care, shopping, parks and dependable transportation.

This already exists, but will be reinforced over the next ten years by Pune’s proposed growth roadmap, which will create a stronger link between jobs and housing. The extent and the distribution of the new residential demand, however, will depend on the projects that are developed, the job distribution throughout the region and the readiness of the infrastructure to accommodate new development.

This places a significant responsibility on the real estate industry – grasping the economic activity and its implications on the demand for various types of housing.

Technology professionals have different requirements than a manufacturing worker, or young family. For some households, the convenience of workplaces will be a priority, for others, access to educational facilities, open space, community facilities or public transport.

In the context of a growing economic area, an economically diverse residential ecosystem is needed, which is supported by well-designed planning and infrastructure.

The Next Development Phase Must Be Led by the Infrastructure

The proposed growth plan is very mobility-focused.

The roadmap proposes a 250km long Metro network, 11 railway projects, 13 road projects, a fleet of upto 14,000 buses and six multimodal transport hubs. Its aim is also to boost the proportion of trips made daily by public transport from the 13% currently reported to 50%. These are suggested interventions and not an account of existing infrastructure. From: The Times of India

This is important because cities aren’t just about opportunities, they’re about how easily people are able to access those opportunities.

The planning of employment centres, residential neighbourhoods and transport networks, when aligned together, allow for more practical options in terms of where to reside and how to commute. Improved public transportation, which is accessible, dependable, and well connected, can also help to decrease private car usage.

Infrastructure is part of a place’s longer term setting, from a real estate point of view. However, developers and homebuyers need to separate out those projects that are in operation, from projects that are being built and proposals that haven’t yet been put into operation.

Any assessment that is credible must take into account what is present now as well as what is being planned for tomorrow in any location.

Beyond Jobs, the Future of Pune Relies on More

The government has projected jobs of up to 20 lakh, which is an important measure of the scope of economic ambition. The plan also aims to draw investments into new areas of business, establish capability centres all over the world and promote start-ups.

However, jobs are not the only indicator of urban development.

The quality of life enjoyed by the workers who fill these positions will also be crucial. In addition to being a place that is appealing to talent, a region must offer environments that enable people to establish stable, satisfying lives.

This means having access to appropriate housing, education, healthcare, recreation and public spaces. It also covers the day-to-day realities of urban living – the time spent commuting, the services available in the community, and the opportunities to meet family and friends.

It is here that urban development and real estate planning meet.

The challenge should be to develop residential places that meet the demands of an evolving population, not just housing as a product. Economic development can be complemented by well planned neighbourhoods to enable people to access opportunities and support the day to day needs of life.

In What Ways Is Regional Planning Important?

Pune can’t be seen just in the municipal city.

The Pune Economic Region covers the areas under the Pune Municipal Corporation, Pimpri-Chinchwad Municipal Corporation and Pune Metropolitan Region Development Authority. Economic activity, jobs and housing demand frequently span these administrative lines.

This is especially significant in terms of coordination.

Expansion of industries in a particular location may affect the demand for housing in the surrounding neighbourhood. A transport corridor has the potential to affect commuting patterns in more than one jurisdiction. New jobs and job centers can generate demand for education and health care, retail and public services beyond their catchment area.

Independent plans for these developments could leave the region with opportunities missed to use land, infrastructure and public investment more effectively.

Integrated regional planning provides an opportunity to think about these relationships in an integrated way. It can contribute to the integration of transport, housing, job centers, environmental considerations and key services in a wider development context.

The coming decade offers Pune a chance to further improve this coordination in the region’s growth.

Real Estate Developers Play a Part in Forming This Future

With the changing economic landscape of Pune, the job of real estate developers should go beyond building one building.

Development decisions shape the form of neighbourhoods, the uses of open space and the ways that people experience neighbourhood space. Today’s planning quality could determine a community’s function for many years.

That requires a longer term development plan.

Developers are responsible for taking into account how a development fits into the wider infrastructure, and the needs of future residents and the facilities needed to provide for a functioning neighbourhood. Some of the elements of this responsibility include thoughtful site planning, appropriate density, and shared spaces and long-term maintenance that are accessible.

This applies to choices of where to live, too. Growth corridors are assessed for their existing and future economic activity, infrastructure, access to services and development potential, rather than just because they “have the potential to appreciate in property value.

There is no economic objective that can ensure the success of a specific real estate investment. It can offer a bigger circle of decisions that can be made on an informed basis.

At Pharande Spaces, we have come to the realization that development that is responsible must not only consider the project in its immediate context but also the overall urban context as well. This is going to become an increasing factor as Pune continues to grow.

The Growth Must Also Be Sustainable

While growth provides opportunities, it also generates a strain on land, water, transport and other critical resources.

The long-term management of these resources needs to be planned for a region where significant industrial and population development is anticipated. Water security, environment protection, efficient mobility and the preservation of nature assets do not come secondary, but they are essential to the urban growth’s sustainability.

Not all the most successful cities are necessarily the quickest growing. The ones that bring improvement and a more functional life to their citizens through growth are these ones.

For Pune, it is about making sure that the infrastructure investment process, along with the housing development process and environmental priorities are going hand-in-hand. It also involves measuring progress by outcomes which people experience in their everyday lives and not just by economic indicators.

The Next 10 Years Will Shape the Urban Landscape of Pune

The plans to develop the Pune economic region of $220 billion by 2036 reflect the confidence in the economic potential of the region. The proposed investments and projects provide a blueprint for further building up industries, increasing jobs and connectivity.

The real challenge is implementation; the extent to which projects are actually put into practice, how well various agencies coordinate, and how adequately infrastructure and public services are provided to match growth.

The message for the real estate industry is clear. In the future, developers will have to be more mindful of the linkages between employment, housing, mobility and the planning of communities in Pune.

For home buyers, it will be more critical to assess the location as part of the whole, looking at what they need now and how good the urban ecosystem is around them.

I think the one thing that will last the longest in a development is understanding the lifestyle of a city’s residents, its work population and its growth.

The $220 billion ambition of Pune is more than about the economy’s size. It is a chance to create a region where economic growth and the quality of life go hand-in-hand.

This is the benchmark for the development of Pune in the next ten years.

By Anil Pharande, Founder & Chairman, Pharande Spaces

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New Delhi [India], October 28: Parijat Industries, a leading Indian agrochemical company with a growing multinational presence, has launched Context, a post-emergent herbicide formulated with Fluroxypyr and Metribuzin to effectively manage broadleaf weeds in wheat. Featuring a patented technology platform and combining two complementary modes of action, Context is designed to address evolving weed-management challenges and support effective weed control in wheat cultivation.

Introduced for the Rabi 2026 season, Context will target major wheat-growing markets, particularly Punjab, Haryana, Uttar Pradesh and Rajasthan, among other key wheat-producing regions. The launch underscores Parijat Industries’ commitment to delivering differentiated crop-protection solutions that combine product innovation with practical, field-level requirements.

Driving Farmer Value Through Innovation

Commenting on the launch, Uday Raj Anand, CEO –Domestic Business, Parijat Industries, said: “Innovation creates lasting value when it addresses real challenges faced by farmers. With Context, we are strengthening our wheat herbicide portfolio with a differentiated solution designed to tackle challenging broadleaf weeds and address evolving weed-management needs. Our strategy goes beyond product introductions; it focuses on combining innovation, effective market execution and farmer-centric engagement to help protect crop potential and improve productivity. Context reinforces our commitment to delivering relevant, reliable and innovative crop-protection solutions that create meaningful value for Indian agriculture.”

Addressing the Evolving Weed Spectrum in Wheat

Sharing the strategic perspective behind the launch, Surender Agarwal, Head – Strategic Marketing, Parijat Industries, said: “Weed management in wheat is evolving, and our solutions must evolve with it. While the adoption of pre-emergence herbicides has helped manage Phalaris minor in many wheat-growing areas, challenging broadleaf weeds such as Chenopodium album, Rumex species, Coronopus species and Solanum nigrum continue to pose significant challenges in several fields. These weeds compete with wheat for essential resources, including moisture, nutrients and sunlight, potentially compromising crop growth and grain yield.

At Parijat, our approach to innovation begins with understanding these field-level challenges and translating them into effective, farmer-oriented solutions. Context reflects this approach by combining two active ingredients with different modes of action to support the management of challenging broadleaf weeds in wheat.”

Dual-Action Technology for Effective Weed Management

Context combines Fluroxypyr, a synthetic auxin herbicide (HRAC Group 4), with Metribuzin, a photosystem II inhibitor (HRAC Group 5). This combination brings together two distinct herbicidal mechanisms to support broadleaf weed management in wheat.

Multi-location field trials conducted at selected locations across Punjab, Haryana, Uttar Pradesh and Madhya Pradesh demonstrated promising weed-control performance when the product was applied at the recommended stage and dose.

The pre-mixed formulation eliminates the need for farmers to mix the two active ingredients separately, simplifying product preparation and helping reduce on-farm handling complexity and repeated sprays. Timely application, in accordance with approved label directions and local recommendations, remains essential for achieving optimal results.

Strengthening Parijat’s Wheat Crop-Protection Portfolio

Context will be available through Parijat Industries’ authorised dealer and retailer network across key wheat-growing markets. With this launch, the company aims to strengthen its presence in the wheat herbicide segment and offer farmers a differentiated solution for managing challenging broadleaf weeds as part of an integrated weed-management programme.

New Delhi [India], October 28: Sudarshan Pharma Industries shares surged nearly 7% on Wednesday, touching an intraday high of ₹37.30 against the previous closing price of ₹34.88, following the company’s announcement of a proposed strategic investment in US-based MedTherapy Biotechnology Inc.

The stock has a 52-week high of ₹42.79 and a low of ₹18.50, with the company’s market capitalisation standing at approximately ₹950 crore.

The company’s board recently approved the acquisition of a 9.50% equity stake in MedTherapy Biotechnology, a Delaware-incorporated biotechnology company specialising in cancer cell and gene therapies.

Founded in 2018, Boston-based MedTherapy focuses on CAR-T cell therapy development and manufacturing. The company operates a commercial-scale GMP manufacturing facility in New Delhi and a technology development centre in Boston.

According to Sudarshan Pharma, the proposed investment is expected to facilitate its entry into the US market while providing access to MedTherapy’s customer base, contracts and distribution network. The acquisition could also support diversification into new products and services.

The transaction consideration will be determined based on prevailing valuation norms and paid in US dollars. Completion is expected by March 31, 2027.

Meanwhile, Sudarshan Pharma reported a 45.05% year-on-year increase in consolidated net profit to ₹5.86 crore in Q1 FY27, while revenue rose 20.07% to ₹174.42 crore.

The company manufactures active pharmaceutical ingredients (APIs) and trades in chemicals and solvents, with manufacturing facilities in Maharashtra and Hyderabad.

Hafele Stella Digital Knob Lock

New Delhi [India], October 27: Designed to bring smart access and added convenience to interior spaces, the Hafele Stella Digital Knob Lock combines fingerprint technology with a minimalist design. It offers a practical way to restrict unauthorised access to specific rooms while complementing modern interiors.

The Stella Digital Knob Lock offers convenient access through a simple fingerprint scan. Its minimalist design and three elegant finishes—Matt Black, Antique Brass and Stainless Steel—enhance the look of interior doors. The LED ring indicator communicates the status of lock operation, offering a premium and intuitive user experience.

The lock features Smart Freeze technology, which freezes the lock for 30 seconds after 12 incorrect fingerprint attempts, reducing the possibilities of unwanted intrusion. The lock also offers defined User Access rights, allowing the creation of three admin accounts and 27 user accounts.

Admin users have access to the complete functionality of the lock, including adding or deleting user and guest access rights, resetting the lock, accessing settings, checking logs, using advanced options, uploading user data and updating the firmware. Registered users can unlock the Hafele Stella Digital Knob Lock using their fingerprints.

The Hafele Stella Digital Knob Lock combines smart security, convenient access and contemporary design to complement the needs of modern living spaces.

Established as a wholly owned subsidiary of Hafele Global Network, Hafele India has been operating in India since 2003. An authority in the field of architectural hardware, furniture and kitchen fittings and accessories, the company also has a strong presence in synergised product categories like Home Appliances, Interior and Furniture Lighting, Sanitary Solutions, and Surfaces, positioning itself as a complete solution provider for interior solutions in India and South Asia. Hafele India has a strong nationwide presence through its offices and design showrooms spread across the country. The showrooms function as a one-stop shop for all home interior and improvement needs – from providing in-depth technical advice to kitchen and wardrobe designing services through a team of experts.

Log on to https://www.hafeleindia.com/en/info/service/contact-us/410/ to find the nearest Hafele showroom or design Centre.

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New Delhi [India], October 26: The Department of Journalism and Mass Communication, IMS Ghaziabad (University Courses Campus), successfully organised Abhivyakti 2026, an Inter-Institutional Media Festival, on 24 September 2026 at the IMSUC Campus Auditorium. The event brought together creativity, communication, and performance, providing students from different institutions with a vibrant platform to showcase their talent and express their ideas.

With the theme “Express. Engage. Inspire.”, the festival celebrated the power of voice, performance, and stage presence through three exciting competitions: Radio Rockstar – Be the Voice, Act-O-Mania – Act. Perform. Impress, and Anchor-X – Own the Stage. Own the Mic. The competitions encouraged participants to demonstrate their communication skills, acting abilities, confidence, and creativity in an engaging and competitive environment.

The festival witnessed enthusiastic participation and provided students with opportunities to interact, exchange ideas, and learn beyond the classroom. With free registration, cash prizes for winners, and certificates for all participants, Abhivyakti 2026 created an encouraging environment for aspiring performers, budding anchors, and emerging radio personalities to demonstrate their abilities.

The event reflected the shared commitment of IMS Ghaziabad and IMS Ghaziabad University Courses Campus (IMS UCC) to nurturing young talent and promoting experiential learning. By providing a platform for students to perform, communicate, and compete, Abhivyakti 2026 reinforced the importance of confidence, creativity, and practical skills in preparing students for future opportunities in media, journalism, communication, and related creative fields.

Established in 1990, the institute is a distinguished educational institution offering undergraduate, postgraduate, and doctoral programmes. Recognised for its academic excellence and modern infrastructure, the institution provides an enriching learning environment supported by smart classrooms, sophisticated libraries, laboratories, auditoriums, sports facilities, and spaces that promote holistic student development.

The institute continues this commitment to academic excellence through its legacy of quality education and student development. The campus offers programmes including BBA, BCA, BAJMC, B.Sc. (Hons.) Biotechnology, B.Sc. (Hons.) Microbiology, M.Sc. Biotechnology, and Master of International Business (MIB), affiliated with Chaudhary Charan Singh University, Meerut. IMS UCC is recognised with NAAC A Accreditation and UGC 12(B) status. Its well-equipped laboratories, modern classrooms, dedicated faculty, and Incubation Centre support academic learning, research, innovation, and entrepreneurship.

Through initiatives such as Abhivyakti 2026, both institutions continue to foster an environment where education extends beyond textbooks. The festival highlighted the value of practical exposure, creative expression, and inter-institutional collaboration in helping students discover their potential and develop into confident professionals and future leaders.

Abhivyakti 2026 concluded as a celebration of talent, expression, and creativity, reflecting the spirit of student participation and the importance of providing emerging media professionals with meaningful opportunities to learn, perform, and grow.

Event Details

• Event: Abhivyakti 2026 – Inter-Institutional Media Festival
• Organised by: Department of Journalism and Mass Communication, IMS Ghaziabad (University Courses Campus)
• Date: 24 September 2026
• Venue: IMSUC Campus Auditorium
• Competitions: Radio Rockstar, Act-O-Mania, and Anchor-X
• Highlights: Student performances, inter-institutional participation, cash prizes for winners, and certificates for all participants

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New Delhi [India], October 28: In a world shaped by innovation, dedication, and new ideas, individuals from diverse professional backgrounds are making meaningful contributions to their respective fields. From healthcare, law, education, and biotechnology to entrepreneurship, cinema, literature, sports, public relations, and technology, their journeys reflect the value of consistent effort, professional commitment, and a willingness to create positive change.

Through “Exceptional Individuals Making a Difference,” Trilok Media presents a collection of profiles highlighting professionals, emerging talents, and changemakers whose work reflects their individual expertise and aspirations. Each profile offers a glimpse into their professional journey, key milestones, and contributions to their chosen field.

The initiative recognises individuals who are building businesses, advancing knowledge, nurturing creative talent, pursuing sporting excellence, and contributing to the development of their industries and communities.

By bringing these diverse stories together, this feature aims to highlight the people behind the work and share their journeys with a wider audience.

Dt. Shivam Sharma – Advancing Nutrition and Lifestyle Transformation Through Personalized Guidance

Dt. Shivam Sharma is a Certified Dietitian, Nutritionist, and Lifestyle Coach with 11 years of professional experience in nutrition and wellness. As the founder of Perfect Diets, based in Krishna Nagar, East Delhi, he has guided more than 15,000 clients in working towards their health goals through personalized dietary plans and sustainable lifestyle modifications.

His approach to nutrition focuses on balanced eating habits, practical dietary solutions, and long-term well-being. Rather than promoting short-term changes, he emphasizes the importance of developing healthier routines that can be maintained in everyday life. His guidance aims to help individuals understand their nutritional needs and make informed decisions about their health.

In recognition of his contribution to clinical nutrition and lifestyle transformation, Dt. Shivam Sharma received the *India’s Leadership Excellence in Clinical Nutrition and Lifestyle Transformation 2026 Award*, presented by Bollywood actress Amrita Rao. Through his continued work in nutrition awareness and personalized guidance, he remains committed to encouraging healthier choices and sustainable wellness practices.

Amit Kumar Mishra – Bringing Jharkhand’s Stories to the Cinematic Landscape

Amit Kumar Mishra is an actor, filmmaker, and entrepreneur from Ranchi, Jharkhand, who is working to create opportunities for emerging creative talent in his home state. With experience spanning business and cinema, he aims to connect his global exposure with the region’s untapped storytelling potential.

Drawn to acting since his school days, Amit developed an interest in filmmaking during college. His dedication to cinema eventually led him to secure his first feature film opportunity in New York. The film was subsequently released on ZEE5, marking an important milestone in his journey as a filmmaker.

In 2026, Amit founded RM Films in Ranchi, beginning with LOHNA as its first project, while four additional projects remain in the pipeline. His vision extends beyond individual film productions to building a sustainable film ecosystem that encourages local talent, supports creative collaboration, and brings regional stories to wider audiences.

Through RM Films, Amit aims to contribute to the growth of Jharkhand’s creative industry and strengthen the state’s presence in India’s evolving cinematic landscape.

Abhiraj Shee: A Young Prodigy

Abhiraj Shee, a 12-year-old prodigy from Kolkata, India, is an internationally recognised child author, coder, and multi-world-record holder. A Class 7 student at DPS Megacity Kolkata, he has reportedly earned over 12 world records, 700 awards, and 1,000 certificates across academics, literature, coding, and sports.

With more than 40 books to his credit, Abhiraj has gained recognition as a young author, with his works translated into English, German, French, and Malay. He is a three-time consecutive winner of the National Young Authors Fair and has been named Child Author of the Year. His technological achievements include developing over 160 apps and games.

His accomplishments have received recognition from prominent personalities, including the Governor of West Bengal, former Chief Minister of Goa, former Ministers Smriti Irani and Meenakshi Lekhi, Padma Shri Deepa Malik, badminton star Saina Nehwal and actresses Mugdha Godse and Shamita Shetty. He has also been honoured by organisations such as TCS and IndiGo Airlines. His journey has featured across media platforms, including Discovery Channel, Disney International, NDTV, India Today, The Hindu, The Telegraph, and The Times of India.

Sayan Mishra – An Emerging Voice in Contemporary Bengali Poetry

Sayan Mishra is an emerging Bengali poet from Mishradeuli village in Purulia district, West Bengal. Born on 1 May 2006, he explores themes of love, separation, human sorrow, time, and human existence through his poetry.

He published his debut poetry collection, Kalpaloker Bastabota (The Reality of an Imaginary World), in June 2025, followed by Golmorich in 2026. His poems have appeared in literary publications including Kisholoy, Shudhu Kobitar Jonno, and Srijan Sahitya Patrika.

In January 2025, Mishra received his first literary Gold Medal from Bangali Bishwakosh. When he was just 19, he achieved his first Gold Medal in literature. He later received the Bangaratna Gold Medal Honour in August 2025 and the Bongiyo Srashta Ratna Silver Medal in May 2026.

Through his writing, Mishra continues to develop his poetic voice and contribute to contemporary Bengali literature.

Akshata Singh – Making Press Release Distribution More Accessible Through PressRelease.in

Akshata Singh is an entrepreneur and sales and marketing professional with over a decade of experience in sales, marketing, public relations, and brand building. As the founder of PressRelease.in, she is focused on making press release publishing and distribution more accessible to startups, entrepreneurs, and growing businesses.

The platform provides solutions for businesses seeking to communicate important developments, including product launches, partnerships, funding announcements, and company milestones. Its approach centres on helping brands share their stories and connect with relevant media audiences through digital communication channels.

With the changing landscape of online information discovery, Akshata is also exploring the relationship between public relations, search visibility, and Generative Engine Optimization (GEO). Her work reflects an interest in how businesses can establish a consistent digital presence and make credible information about their activities more accessible online.

Through PressRelease.in , she aims to simplify press release distribution and support businesses in communicating their announcements effectively in an evolving digital media environment.

Nisha Chauhan – A Multifaceted Personality in Choreography, Media and Social Work

Nisha Chauhan is a choreographer, entrepreneur, and social worker whose professional journey spans the performing arts, event management, media, and community initiatives. Her experience includes four years of representing India in China, reflecting her involvement in cultural and artistic activities on an international platform.

She is the founder of Nexura Events and is associated with Hesper Creations, a media and creative company working across films, web series, advertising, marketing, and public relations. She has also established The Udaan Spotlight magazine to highlight individuals, their achievements, and their personal journeys. Alongside her professional work, she serves as Vice President of Pilllars of SStrengtth Foundation, contributing to social welfare activities.

Recently, Nisha Chauhan and film producer, entrepreneur, and social worker Mohit Gandhi launched “Udaan Nai Peedhi Naya Kal,” a pan-India initiative offering children opportunities to showcase their talent through free dance and singing competitions. The initiative aims to encourage creativity, build confidence, and make performance platforms more accessible to children from diverse backgrounds.

Through her work across multiple fields, Nisha continues to combine creative expression with efforts to support emerging talent and community development.

Amit Kataria – Building Industry-Relevant Technology Skills Through Madrid Software

Amit Kataria is the founder of Madrid Software, an educational and professional training institute established in 2011. The institute focuses on helping students and working professionals develop industry-relevant technology skills through practical, career-oriented training programmes.

Madrid Software offers specialised courses in Data Science, Data Analytics, and Artificial Intelligence, addressing the growing demand for technology skills across industries. Its Data Science programme covers Python, statistics, data visualisation, and machine learning, while the Data Analytics course focuses on data interpretation, generating meaningful insights, and supporting business decision-making.

The institute’s Artificial Intelligence training introduces learners to machine learning, Generative AI, large language models, and real-world AI applications. Through hands-on learning, practical projects, and structured skill development, Madrid Software aims to connect academic knowledge with industry expectations.

Under Amit Kataria’s leadership, the institute continues to focus on preparing learners for evolving opportunities in the technology sector by emphasising practical understanding and relevant technical competencies.

M. Chandramohan – Advancing Biotechnology and Healthcare Innovation

M. Chandramohan, Managing Director of Microcore Research Labs India (P) Ltd., is a visionary biotechnology entrepreneur championing indigenous innovation in nutraceuticals, biomaterials, and regenerative medicine. His research initiatives include UDCORE-II®, NESM (Muttai Jow Complex), comparative research on eggshell membrane-based formulations, mucosal wound healing, and the exploration of NESM-GL in leaky gut research.

A strong advocate of the Made in India mission, he strives to transform scientific discoveries into innovative healthcare possibilities through research, strategic collaborations, and domestic manufacturing. His vision is to strengthen India’s biotechnology ecosystem, empower indigenous talent, generate employment, and advance Indian innovation towards global recognition.

Mohammad Ali – From Traditional Wrestling Roots to State-Level Champion

Muhammad Ali is an Indian wrestler and mixed martial arts (MMA) athlete from Gorakhpur, Uttar Pradesh. Guided by his maternal grandfather, Janab Akbar Ali Khan, a senior Indian Army officer, he developed strong values of discipline, fitness, and dedication from an early age.

Ali began his journey through traditional wrestling competitions before pursuing professional training at the Gorakhpur Regional Sports Stadium. Competing in the 110 kg freestyle category, he became a national champion three times, in 2025, April 2026, and August 2026. He has also won state-level gold medals and retained the Uttar Pradesh state champion title for two consecutive years.

In September 2026, Ali added another milestone to his career by winning the Bronze Medal at the National MMA Championship, held at Ludhiana City University on September 19–20. He has also completed two 21-kilometre half marathons, demonstrating his endurance and commitment to fitness.

His achievements reflect perseverance, versatility, and a continued pursuit of sporting excellence.

Siddhartha Gorai – Building Local Solutions Through Entrepreneurship and Social Impact

At 19, Bankura’s Siddhartha Gorai is building ventures around problems he has encountered locally. Through Homstruck, he digitised the construction materials market; Hombell links households with skilled service professionals, while he manages orders, vendors and daily operations at his building materials business. His CHEMX INSTITUTE makes laboratory learning accessible to 130+ active students, while MentorOn1 offers affordable academic support through a network of 75+ tutors.

Moreover, Siddhartha and two friends grew MediCush, a Bankura-based digital healthcare platform aimed at making medical services easier to access. Featuring 470+ doctors and 275+ services, it helps patients find providers, explore services and book appointments.

Outside business, he works with Lions Clubs International on community initiatives and helps arrange food, treatment and shelter for stray animals. His work spans healthcare, education, commerce and social welfare, reflecting a growing movement of young entrepreneurs addressing everyday challenges in smaller Indian towns with practical, locally developed solutions.

Tousif Akram – Helping Global Entrepreneurs Establish Businesses in the United States

Tousif Akram is an entrepreneur and the founder and CEO of FormLLC, a business formation service established in 2020. Based in Patna, Bihar, he works with international entrepreneurs seeking to establish businesses in the United States. His work focuses on simplifying the administrative processes involved in company formation and helping non-US residents navigate the requirements for setting up US business entities.

As an IRS Certified Acceptance Agent and IRS PTIN holder, Akram supports eligible applicants with Employer Identification Number (EIN) applications and provides assistance with business compliance processes. Through FormLLC, he offers services related to LLC and C-Corporation formation, registered agent arrangements, tax filing support, and ongoing compliance guidance.

According to his website, FormLLC has assisted more than 5,000 founders across over 50 countries. His entrepreneurial journey reflects an effort to make access to the US business ecosystem more straightforward for founders operating from different parts of the world.

Website: https://tousifakram.com/

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This development makes India the first market outside Europe to produce the Defender locally. Until now, every unit sold here arrived as a Completely Built-Up (CBU) import from JLR’s plant in Nitra, Slovakia. The shift to CKD assembly reduces the import-duty burden substantially, allowing the company to pass on meaningful savings to customers while adding several previously optional features as standard equipment.

Defender 110 X-Dynamic HSE: New Variant-Wise Prices

The price revision applies exclusively to the Defender 110 in X-Dynamic HSE trim. Three powertrains are offered, all paired with an eight-speed automatic transmission and permanent all-wheel drive.

The 2.0-litre turbo-petrol (P300) variant is now priced at ₹99 lakh (ex-showroom, New Delhi). This represents a reduction of approximately ₹14 lakh from its earlier CBU price of ₹1.13 crore. The six-cylinder options see the biggest cuts. Both the 3.0-litre turbo-petrol (P400) and the 3.0-litre diesel (D350) are now listed at ₹1.18 crore each, down from ₹1.52 crore. That translates to a straight ₹34 lakh saving on either engine.

All prices quoted are ex-showroom New Delhi. On-road figures will vary by state depending on registration charges, insurance and any additional accessories chosen by the buyer. The rest of the Defender range — including the Defender 90, Defender 130, Defender 110 Octa and higher-output V8 versions — continues to be imported as fully built units and retains its previous pricing structure.

Why the Prices Have Dropped So Sharply

The primary driver is the change in import classification. Completely Built-Up vehicles attract significantly higher customs duties than Completely Knocked Down kits. By assembling the vehicle in India from kits sourced from Slovakia, JLR lowers its landed cost and can therefore reduce the ex-showroom price. The company has also confirmed that the local programme is expected to support a volume increase of up to 20 per cent.

India has already become an important market for the Defender. More than 9,000 units have been sold since the model’s introduction, and it ranked as JLR India’s highest-selling model in the previous financial year. Local production shortens supply chains, reduces waiting periods and allows the brand to respond more quickly to demand spikes.

Additional Standard Features on Locally Assembled Models

Beyond the headline price cuts, the CKD versions receive a richer standard equipment list. On the 2.0-litre petrol variant, features previously available only as paid options and valued at up to ₹6.5 lakh are now included as standard. These typically encompass adaptive off-road cruise control, electronic air suspension with Adaptive Dynamics, three-zone climate control, an air purifier, Terrain Response 2 and Wade Sensing, among others.

The 3.0-litre petrol and diesel models gain an even longer list of previously optional items — reports indicate up to 29 additional features. Buyers therefore receive both a lower purchase price and a more comprehensively specified vehicle compared with the earlier imported equivalents.

Powertrains, Performance and Capability

The three engines remain unchanged in specification. The 2.0-litre turbo-petrol produces around 300 PS and 400 Nm. The 3.0-litre mild-hybrid petrol delivers approximately 400 PS and 550 Nm, while the 3.0-litre mild-hybrid diesel offers roughly 350 PS. Acceleration figures are competitive for the class: the diesel reaches 100 km/h in about 6.4 seconds, the 3.0 petrol in 6.1 seconds and the 2.0 petrol in 7.4 seconds.

All variants retain the Defender’s renowned off-road hardware, including permanent four-wheel drive, a sophisticated Terrain Response system, air suspension and impressive approach, departure and breakover angles. The locally assembled models are engineered to the same global standards as those produced in Slovakia.

Bookings, Deliveries and Market Impact

Customers can place bookings immediately through authorised Land Rover dealerships or online at the official website. First deliveries of the Pune-assembled Defender 110 are expected from 15 November 2026. The company has indicated that display vehicles will be available at dealerships within a short period.

The price reduction positions the Defender 110 more competitively against other large luxury SUVs in the Indian market. Crossing below ₹1 crore for the entry variant is particularly significant, as it expands the potential buyer pool while still offering the brand’s signature capability and presence. JLR expects the combination of lower pricing, richer specification and shorter waiting times to drive stronger sales volumes in the coming months.

Conclusion: The start of CKD assembly for the Land Rover Defender 110 marks a major milestone for JLR in India. With variant-wise price drops of up to ₹34 lakh, a richer standard feature list and deliveries beginning in mid-November, the model becomes more accessible without compromising the engineering that has made it an icon. For buyers who have been waiting for a more attainable entry point into the Defender family, the timing could hardly be better.

FAQ

1. What is the starting price of the new Defender 110 CKD in India?
The 2.0-litre turbo-petrol X-Dynamic HSE now starts at ₹99 lakh (ex-showroom, New Delhi).

2. How much has the price dropped on the 3.0-litre variants?
Both the 3.0-litre petrol and 3.0-litre diesel X-Dynamic HSE models are ₹34 lakh cheaper, now priced at ₹1.18 crore each.

3. Which variants are being locally assembled?
Only the Defender 110 in X-Dynamic HSE trim with the three engines listed above. Other body styles and higher-spec models remain fully imported.

4. When do deliveries of the locally assembled Defender 110 begin?
Deliveries are scheduled to start on 15 November 2026.

5. Are additional features included as standard?
Yes. Several previously optional items, valued at up to ₹6.5 lakh on the 2.0-litre model and a larger package on the six-cylinder versions, are now standard.

6. Where is the Defender 110 being assembled in India?
At JLR’s manufacturing facility in Pune (Chakan), Maharashtra, using CKD kits.

Jamshedpur (Jharkhand) [India], October 27: XLRI – Xavier School of Management, Jamshedpur, hosted the sixth edition of KRONOS, its annual flagship CHRO Conclave. Organised by the PGDM (GM) Conclave Committee, Corporate Relations & Placement, the conclave brought together 23 CHROs and senior HR leaders to deliberate on the theme, “Who Will Build the Company of Tomorrow? The New Rules of Leadership, Talent & Performance.” The conclave explored the evolving role of Chief Human Resources Officers (CHROs) in shaping organisational structures, strengthening performance and redefining the relationship between organisations and their people.

The event was inaugurated with the ceremonial lighting of the lamp by Dr. Sanjay Patro, Dean (Academics), XLRI Jamshedpur, and Prof. Sunil Kumar Sarangi, Associate Dean – Corporate Programs & VIL, XLRI Jamshedpur, in the presence of distinguished HR leaders.

In his inaugural address, Dr. Sanjay Patro recalled India’s technology mission of 1984–85, when computerisation faced resistance from bank and railway employees, yet the technology sector subsequently emerged as a major employer of young people. Drawing parallels with the present, he emphasised India’s potential to drive another transformation through its talent and industry leadership. He challenged participants to consider how India, representing one-sixth of humanity could put its collective intelligence to work for the greater good. He encouraged students to engage actively with industry leaders and develop clarity about multiple possible futures and the preparedness each would demand.

The first panel, “The Organization Without a Blueprint,” explored the changing nature of organisational design through two parallel sessions.

The first session, moderated by Aneesh Chopra, a student of XLRI Jamshedpur’s PGDM (GM) programme, featured Abhisek Nag (Fornax), Gaurav Ahluwalia (Cisco), Prosenjit Mukherjee (Kalamandir Jewellers Group), Reena Wahi (KPMG India), Sanjev Vaid (NaBFID) and Swati Mudgal (Axeno Consulting).

Panellists discussed purpose-driven structures, customer-centricity, transparent accountability and open communication. Sanjev Vaid shared how NaBFID built its structure around purpose, accountability and the customer with just three operating layers, while Prosenjit Mukherjee highlighted the role of a clear delegation-of-authority matrix. The discussion underscored the need to reduce bureaucracy, retain organisational flexibility and recognise human judgement as a critical resource.

The parallel session, moderated by Anshita Daga, a student from PGDM (GM) programme, featured Bushra Mehdi (Axeno Consulting), Janani Prakaash (Genzeon), Kavita Tandon (Snowflake), Sandhya Nambiar (PwC AC India) and Sharad Verma (Iris Software).

The panellists examined how rigid hierarchies can impede decision-making and discussed the shift towards more empowered middle-management structures. They highlighted learning agility in recruitment and the need to prepare managers to lead teams comprising people and AI agents. The central message was that organisational structures must follow strategy and evolve with changing business needs.

The second panel, “The Performance Paradox,” was moderated by Nimish Batra, a student from PGDM (GM) programme. It featured Harshavardhan Kundalkar (Daimler Truck Innovation Center India), Indu Rashmi (Acer), Nitin Khindria (Omega Seiki Mobility), Samik Basu (Hindalco Industries Limited), Siddhartha Mukerjee (Accenture) and Soumick Roy (NaBFID).

The discussion focused on balancing efficiency with long-term organisational capability. Panellists emphasised end-to-end problem-solving, talent density, collective ownership and clear strategy. They cautioned against siloed efficiency, employee disengagement and internal competition. The discussion also highlighted the “watermelon effect”, in which performance dashboards appear healthy while underlying organisational culture indicates otherwise.

The third panel, “The New Employment Deal,” was moderated by Vamsidhar Adhinarayan, a student from PGDM (GM) programme. The panellists were Karthik Panchapakesan (TVS Motor Company), Kavita Kurup (Cyient), Parvatharajan Muthusami (Deloitte Consulting India Private Limited), Shantanu Das (Zydus Wellness), Soni Sinha (Tata Steel) and Sriniwas CR (Tata Chemicals Limited).

An interactive exercise invited students to vote using coloured cards on who should fill a leadership vacancy, highlighting differing perspectives on talent decisions. Soni Sinha emphasised that leadership requirements depend on organisational context, noting the importance of tacit knowledge and stability in manufacturing and the need for a sprint mindset in faster-moving businesses. Referencing World Economic Forum projections of significant job and skill shifts by 2030, panellists described the evolving employment relationship as a shift from job security towards employability. They also highlighted psychological safety, curiosity and organisational culture as essential to navigating technological change.

KRONOS 2026 was organised under the guidance of Prof. Dr. Kanagaraj Ayyalusamy and Mr. Rajni Ranjan by the PGDM (GM) Conclave Committee, Batch 2026–27, comprising Abirami S, Morris M, Muskan Gupta, Stuti Patwardhan and Utkrisht Suri. The event was hosted by Aditya Madan, Abirami S, Hardik Dhawan, Manasi Potnis, Varun Gopu and Jigyasa Hirawat.

Through KRONOS 2026, XLRI continued its tradition of bringing industry leaders and students together to exchange perspectives on the future of leadership, talent and organisational performance, reaffirming its commitment to responsible leadership and the greater good.

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Celebrating fashion, family, and festive joy as part of the ‘Certainly Blue Club’ campaign

Vadodara (Gujarat) [India], October 27: This festive season, ‘Blue Club’—one of Gujarat’s premier family fashion destinations—welcomed renowned Gujarati actor Malhar Thakar. On Sunday, October 25, 2026, he visited the brand’s newly opened flagship store located at Genda Circle, Vadodara.

This visit is part of Blue Club’s ongoing “Certainly Blue Club” campaign. The campaign celebrates the joy of wearing beautiful attire, the importance of personal style, and the special moments that bring families together.

Known for his captivating on-screen performances and his strong connection with the Gujarati audience, Malhar Thakar represents a new generation—a generation that values ​​its unique identity while remaining deeply rooted in its cultural heritage. His presence at this event reflects Blue Club’s philosophy: fashion is not merely limited to the clothes we wear; rather, it is an expression of personality and self-confidence—a way to make the memorable moments spent with loved ones even more special.

A New Fashion Experience in Vadodara

Established in 1997, Blue Club has built its reputation on a foundation of carefully curated fashion, quality, and strong customer relationships.

With its recently launched 22,000-square-foot flagship store in Alkapuri, Blue Club brings together a selection of international and contemporary fashion brands under one roof. The store offers a premium shopping experience for men, women, and children. As families prepare for Diwali, the brand aims to make festive shopping just as memorable as the celebrations themselves.

Through the “Certainly Blue Club” campaign, the brand is further strengthening its bond with customers who value refined fashion, meticulous attention to detail, and the joy of shopping together as a family.

Malhar Thakar’s visit marks a special milestone in this journey, bringing together the worlds of Gujarati cinema, contemporary fashion, and the festive spirit of Vadodara. Because while great style is personal, the joy of celebrating it is best shared with others.

About Blue Club

Established in 1997, Blue Club is a premium multi-brand family fashion retailer that is expanding its presence across Gujarat. By bringing together leading international and contemporary fashion brands, it is committed to offering carefully curated collections for the entire family, along with an exceptional shopping experience.

Introduces energy-efficient Inverter and Fixed-Speed Split ACs featuring Eco Inverter technology, 7-in-1 Flexi Cooling, 100% copper tubing, and cooling up to 55°C.

Gandhinagar (Gujarat) [India], October 27: Richa Infosystems Limited (NSE: RICHA), a leading technology products assembler and multi-faceted systems integrator, today announced its strategic foray into the smart home climate control market with the launch of its new Air Conditioner series, COOL MAXX, under its proprietary consumer brand, EARTHONIC.

Following the successful establishment of its institutional brand TECHNO Technikknow and the 2024 debut of EARTHONIC (recognized with the MSME Consumer Tech Award 2025), this launch marks a major milestone in Richa Infosystems’ diversification strategy. The Indian air conditioner industry is projected to reach USD 9.01 billion in 2026, growing at a CAGR of 14.62% driven by urbanization and rising adoption across Tier-2 and Tier-3 cities. The EARTHONIC COOL MAXX lineup is positioned to capture this demand by delivering powerful cooling, dependable durability, and accessible pricing for modern Indian households and enterprise work environments.

COOL MAXX Portfolio: Engineered for Extreme Indian Climates

The COOL MAXX family debuts with two dedicated configurations engineered for variable and high-load cooling environments:

1. COOL MAXX Inverter Series (Smart, Adaptive & Efficient)

• Extreme Weather Performance: Heavy-duty compressor delivers instantaneous cooling even under harsh ambient temperatures of up to 55°C.
• 7-in-1 Flexi Cooling & Jog Shuttle Control: Offers 8 adaptive cooling capacities tailored to room occupancy and ambient thermal load.
• Eco Inverter & Smart ISEER Rating: Variable-capacity operation optimizes power consumption to significantly curb monthly utility bills.
• 4-Way Swing & 360° Airflow: Delivers extended air throw through high-power fan motors to ensure uniform room-wide circulation.
• Intelligent Comfort: Features AI voice control, auto-geo sensing, and an intelligent sleep mode with 24°C auto-set.
• Advanced Protection: 100% copper condenser tubing, Nano Tek anti-corrosion coating, Dual Gold Fin protection, fireproof ECB casing, and built-in voltage fluctuation resistance.

2. COOL MAXX Fixed-Speed Series (Heavy-Duty & Dependable)

• 5100W Fast Cooling Capacity: Constant-speed compressor delivers rapid, stable temperature drop with high-velocity airflow up to 1,100 m³/h and dedicated Turbo Mode.
• Eco-Friendly R32 Refrigerant: Utilizes low-GWP, zero-ODP R32 refrigerant in line with national and global environmental standards.
• Corrosion Resistance: 100% copper tubes paired with Hydrophilic Blue Fins for enhanced thermal efficiency and prolonged coil lifespan.
• Safety & Diagnostics: Integrated thermal protection for the outdoor fan motor, gas leakage detection, self-diagnosis, auto-restart resumption, and a backlit LCD remote.

Leadership Commentary

“Our entry into the air conditioning segment with the EARTHONIC COOL MAXX series marks a pivotal step in expanding Richa Infosystems’ footprint from institutional AV and smart classroom tech directly into consumer living spaces,” said Mr. Tushar Shah, Chairman & Managing Director of Richa Infosystems Limited.

“Having crossed ₹142.81 Crore in revenue in FY26 while serving over 5,000 customers and premier public and private institutions across the nation, we understand the critical balance between cutting-edge technology, reliability, and value. COOL MAXX is specifically built to withstand extreme Indian summer conditions of up to 55°C while maintaining superior energy conservation through our Eco Inverter platform. We are proud to leverage our assembly expertise in Gujarat to bring this next-generation cooling solution to our expanding distribution channels.”

Distribution & Availability

The EARTHONIC COOL MAXX Inverter and Fixed-Speed air conditioners will be rolled out across the Company’s multi-state distributor network and retail channel partners across Maharashtra, Delhi, Madhya Pradesh, Punjab, Uttar Pradesh, Rajasthan, Bihar, and Gujarat, with availability extending to leading consumer electronics portals and authorized retail partners. Every unit is backed by comprehensive warranty coverage and supported by Richa Infosystems’ dedicated after-sales service and maintenance infrastructure.

About Richa Infosystems Limited

Founded in 2007 and listed on the NSE Emerge platform, Richa Infosystems Limited (NSE: RICHA) is an assembly and system integration player in smart communication, audio-visual display solutions, and consumer technology. The Company operates two flagship brands: TECHNO Technikknow, catering to institutional, corporate, and educational infrastructure with Interactive Flat Panels, Digital Podiums, Kiosks, and CCTV surveillance; and EARTHONIC, its consumer electronics brand spanning Google Certified Smart TVs, smart accessories, and air conditioning systems.

Revenue (FY26): ₹14,281.15 Lakhs
EBITDA (FY26): ₹1,118.70 Lakhs
PAT (FY26): ₹748.09 Lakhs
Website: www.richainfosys.com

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Ahmedabad (Gujarat) [India], October 27: Vipul Joshi & Associates, led by advocate Vipul Joshi, has expanded its immigration advisory services to Ahmedabad, following the establishment of its office in Surat. The firm advises clients on US, Canadian and other immigration laws, covering matters related to overseas education, employment, business and migration.

As Gujarat’s largest city and a major centre for business, education and professional opportunities, Ahmedabad has a sizeable audience exploring options abroad. The firm’s presence will enable people from the city and surrounding areas to seek consultations on immigration-related matters closer to home.

Adv. Vipul Joshi brings nearly 23 years of experience in immigration practice. After working with Sudhir Shah Associates for almost two decades, he established his independent practice, Vipul Joshi & Associates, in April 2024. The firm opened its office in Surat around three months ago.

The Ahmedabad consultation will help the firm serve clients across central and north Gujarat. Its services include advice on visa applications, US immigrant visas and green card-related documentation, citizenship and naturalisation, immigration compliance and investment migration options. Consultations are tailored to clients’ individual circumstances and the requirements of their cases.

Speaking about the expansion, Adv. Vipul Joshi, Proprietor of Vipul Joshi & Associates, said, “Ahmedabad is an important business and education hub, and many people here are exploring options to study, work, establish businesses or settle abroad. These decisions often involve complex legal requirements, and it is important to understand the applicable rules and procedures before proceeding. By extending our services to Ahmedabad, we aim to make experienced immigration guidance more accessible to people here.”

Anju Shah, Deputy Mayor of Ahmedabad, was the chief guest on the occasion. 

Vipul Joshi & Associates currently has consultation in Mumbai and Surat, with Ahmedabad adding to its presence in Gujarat. The expansion is part of the firm’s efforts to reach more clients across the state and assist them in understanding the legal requirements relevant to their overseas plans.

Following packed screenings in New Delhi, the festival makes its Mumbai debut on October 31 at G5A Warehouse, showcasing a baseball triumph, a politically charged coming-of-age drama and an award-winning psychological film.

Mumbai (Maharashtra) [India], October 27: After generating considerable excitement and attracting an enthusiastic audience during its two-day run in New Delhi, the 2026 Taiwan Film Festival is now heading to India’s entertainment capital, Mumbai, this Saturday, October 31, with three internationally acclaimed films that celebrate Taiwan’s sporting achievements, explore its political history and delve into complex human relationships.

The festival, which brought six diverse Taiwanese films to Triveni Kala Sangam in New Delhi on October 24–25, will make its Mumbai debut at G5A Warehouse, Mahalaxmi, marking a significant milestone in Taiwan’s efforts to expand its cinematic and cultural presence in India.

Organised by Taiwan’s Ministry of Culture and the Taipei Economic and Cultural Center (TECC) in India, in collaboration with G5A for the Mumbai edition, the festival will present HERO! HITO!, Before the Bright Day and Deep Quiet Room. The selection includes films that have earned nominations and awards at prestigious international festivals, including the Golden Horse Awards, widely regarded as among the most important honours in the cinema world.
 

The festival’s Delhi edition drew considerable media attention and brought together Taiwanese residents, Indian cinema enthusiasts, cultural representatives and members of the diplomatic community. A screening of the baseball documentary HERO! HITO! attracted a packed audience of Taiwanese and Indian viewers.

The event also generated lively conversations about Indian cinema. Dr Mumin Chen, Chief Representative of TECC India, expressed admiration for Bollywood actors and filmmakers, including Ranveer Singh, Aamir Khan and Shah Rukh Khan. His praise for Dhurandhar became one of the festival’s widely reported talking points.

The momentum generated in Delhi is expected to provide a promising backdrop for the Mumbai edition, which aims to introduce Taiwanese storytelling to a wider audience, particularly in a city that serves as the heart of India’s film industry.

Three Films, Three Distinct Cinematic Experiences

Opening the Mumbai festival will be HERO! HITO!, an inspirational sports documentary recounting Taiwan’s remarkable journey from its heartbreaking baseball defeat in 2013 to its historic victory at the 2024 WBSC Premier12 championship.

Through compelling match footage and personal interviews with players, the documentary captures the determination, resilience and collective spirit that propelled an underdog team to international glory. Beyond baseball, it is a story of national pride and the refusal to surrender despite overwhelming challenges.

Following this, audiences will experience Before the Bright Day, the acclaimed directorial debut of Shih-Han Tsao. Set against the politically turbulent backdrop of the 1996 Taiwan Strait Crisis, the film follows a teenager named Chou as he navigates adolescence, family troubles, friendship and uncertainty about his future.

As political tensions threaten the stability of everyday life, Chou struggles with academic pressures, financial difficulties at home and the possible departure of the girl he admires. The film offers a sensitive portrayal of growing up amid geopolitical uncertainty.

Before the Bright Day received nominations at the 2025 Golden Horse Awards and competed in the New Directors section of the prestigious San Sebastián International Film Festival. It was also nominated for Best Youth Film at the Asia Pacific Screen Awards, earning recognition beyond Taiwan.

The day’s final screening, will feature Deep Quiet Room, an emotionally intense psychological drama directed by veteran documentarian Shen Ko-shang.

The film follows Yu-ming, a grieving husband attempting to understand the circumstances that led to his pregnant wife’s death. While caring for his father-in-law, who is experiencing dementia, he gradually uncovers disturbing family secrets and confronts questions about trauma, relationships and emotional suffering.

Deep Quiet Room secured seven nominations at the 2025 Golden Horse Awards and won major recognition at the Pingyao International Film Festival, including Best Film, Best Actor and an Audience Award. Its international recognition has established it as one of the notable films in the Mumbai programme.

Cinema as a Bridge Between India and Taiwan

Speaking about the festival’s larger purpose, Dr Mumin Chen said it was among the most important annual cultural initiatives organised by TECC India.

He explained that the selection of films was intended to introduce Indian audiences to different aspects of Taiwanese society, from sporting achievements and technological advancement to family relationships and social issues.

Chen also expressed hope that cultural exchanges could eventually encourage greater cooperation between the Indian and Taiwanese film industries, including more joint productions and opportunities for Indian films to reach Taiwanese audiences.

Ms Isabel Lin, Head of the Cultural Division at TECC India, emphasised that the festival’s diversity was central to its purpose. The programme seeks to present Taiwan through cinema’s ability to explore personal experiences, cultural identity, history and contemporary society.

The move to Mumbai represents a particularly important step in this effort. While New Delhi has traditionally hosted the festival, expanding to India’s commercial cinema capital opens opportunities to engage filmmakers, producers, distributors, students and wider audiences interested in international cinema.

For Mumbai’s film enthusiasts, the October 31 screenings offer an opportunity to discover Taiwan beyond its globally recognised semiconductor industry and technological achievements.

From the roaring celebrations of a baseball championship to the anxieties of a teenager living through political uncertainty and the haunting emotional journey of a grieving husband, the three films promise a cinematic encounter with the ambitions, vulnerabilities and resilience of Taiwanese society.

The screenings will take place at G5A Warehouse, Shakti Mills Lane, Mahalaxmi, Mumbai, on Saturday, October 31, from 11 am to 8 pm. Entry is free with prior registration, subject to availability.

With its successful Delhi chapter providing momentum, the Mumbai debut promises to take Taiwan’s cinematic storytelling to a new audience and strengthen the growing cultural relationship between Taiwan and India.

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Profitability strengthens, digital channels expand and diversification beyond kidswear positions the Company for its next phase of growth.

Howrah (West Bengal) [India], October 27: Iris Clothings Limited (NSE: IRISDOREME), a readymade garment company engaged in designing, manufacturing, branding, and selling garments for kids wear, announced its financial results for the second quarter and half year ended September 30, 2026.

Financial Highlights: Q2 FY27

• Total Income increased 40.3% YoY to ₹6,222 lakhs in Q2 FY27, compared to ₹4,434 lakhs in Q2 FY26.
• EBITDA increased 34.4% YoY to ₹947 lakhs in Q2 FY27, compared to ₹705 lakhs in Q2 FY26.
• PAT increased 23.3% YoY to ₹508 lakhs in Q2 FY27, compared to ₹411.8 lakhs in Q2 FY26.

Financial Highlights: H1 FY27

• Total Income increased 33.9% YoY to ₹10,951 lakhs in H1 FY27, compared to ₹8,177 lakhs in H1 FY26.
• EBITDA increased 42.3% YoY to ₹1,757 lakhs in H1 FY27, compared to ₹1,234 lakhs in H1 FY26.
• PAT increased 34.7% YoY to ₹909 lakhs in H1 FY27, compared to ₹675 lakhs in H1 FY26.

H1 Key Business Highlights

• In-house Embroidery Unit: Commenced operations at a new unit with machines imported from Japan, enabling premium embroidered collections.
• Quick Commerce Entry: Entered the quick commerce segment, initially offering products in Bengaluru and Hyderabad.
• Newborn Gift Sets: Launched 4-piece, 6-piece and 10-piece gift sets across multiple sales channels.
• Amazon Partnership: Partnered with Amazon to sell Doreme products, enhancing online visibility and reach.
• International Expansion: Showcased Doreme at the Saudi Fashion & Tex Expo to build relationships across the Middle East and Africa.

Commenting on the Company’s performance, Mr. Santosh Ladha, Managing Director said:

“We are pleased with our performance this quarter, reflecting the resilience of our business, continued brand development and focus on execution. During the quarter, we remain focused on accelerating Doreme’s growth through strategic digital expansion, enhanced manufacturing capabilities and deeper market penetration. Our partnerships with Amazon and Myntra mark a significant step in strengthening the brand’s online visibility and expanding consumer reach. The upcoming infant wear manufacturing facility will further bolster our production capacity and support our expanding product portfolio.

Additionally, our participation in the Saudi Fashion & Tex Expo marks a step towards unlocking new distribution opportunities and strengthening our footprint across the Middle East and Africa. We believe these strategic initiatives will reinforce Doreme’s market positioning, unlock new growth avenues and drive sustainable, long-term value creation for all our stakeholders.”

About Iris Clothings Limited

Founded in 2004 and headquartered in Howrah, West Bengal, Iris Clothings Limited is a publicly listed company engaged in the design, manufacturing, branding, and distribution of children’s apparel. With seven in-house manufacturing facilities and two warehousing units, the company operates a fully integrated model — allowing scale, speed, and quality control across product categories. Iris Clothings serves over 140 distributors and has a strong retail presence in 26 states across India. In addition to DOREME, the company has developed multiple brand verticals and continues to focus on affordable fashion innovation. Iris Clothings Limited has been listed on NSE since 2018.

Disclaimer:

Certain statements in this document that are not historical facts are forward looking statements. Such forward-looking statements are subject to certain risks and uncertainties like government actions, local, political, or economic developments, technological risks, and many other factors that could cause actual results to differ materially from those contemplated by the relevant forward-looking statements. The Company will not be in any way responsible for any action taken based on such statements and undertakes no obligation to publicly update these forward-looking statements to reflect subsequent events or circumstances.

Mumbai (Maharashtra) [India], October 27: Raymond Limited reported a sharp improvement in its financial performance for the second quarter of FY27, with consolidated net profit rising 130% year-on-year to ₹32 crore, compared with ₹13.9 crore in the corresponding quarter of the previous financial year.

Revenue from operations increased 24% to ₹655.16 crore during the July–September quarter, against ₹527.69 crore in the year-ago period, reflecting growth in the company’s business operations.

The company’s operating performance also strengthened, with earnings before interest, taxes, depreciation and amortisation (EBITDA) climbing 74.4% to ₹75 crore from ₹43 crore a year earlier. EBITDA margin expanded to 11.5%, compared with 8.14% in the corresponding quarter last year, indicating improved operating profitability.

Total income for the quarter stood at ₹683.22 crore, reflecting an increase over the previous year’s corresponding period.

Meanwhile, Raymond shares ended Tuesday’s trading session 2.56% higher at ₹1,079.10 on the BSE, compared with their previous closing price of ₹1,052.15. The company’s market capitalisation stood at approximately ₹7,184 crore.

The stock has gained around 81% over the past three months and 153% so far in 2026.

111 attempts. Approximately 7,500 questions. 84% accuracy. One student’s determination to turn a setback into success.

Navsari (Gujarat) [India], October 26: A score of just 3 could have discouraged many students. But for Harshit Chintan Padia, a Class 10 student of AB School, Navsari, it became the beginning of an inspiring journey of perseverance, innovation, and academic excellence.

Harshit has secured second rank in the national-level mathematics proficiency competition ‘Maths Genius’, organised by I Am Samarth, winning a cash prize of ₹1,50,001. Thousands of students from across the nation participated in the competition, making his achievement a proud moment for AB School and Navsari.

What makes Harshit’s success particularly remarkable is the effort behind it. After scoring just 3 in his initial entry test, he chose not to give up. Instead, he committed himself to improving his performance. During his preparation journey, he made 111 attempts, practised approximately 7,500 questions, and achieved 84% accuracy.

Taking his preparation a step further, Harshit also developed his own digital mathematics practice tool, using it to solve thousands of additional sums and understand question patterns more effectively. His initiative reflects not only mathematical aptitude but also technological creativity, independent learning, and problem-solving skills.

Harshit’s journey sends a powerful message to students and parents: one examination score does not define a student’s potential. Consistent practice, learning from mistakes, and the determination to improve can transform an initial setback into an extraordinary achievement.

At a time when concerns are increasingly being raised about students’ mathematical foundations and confidence, Harshit’s story offers a message of hope. Mathematics is not merely about marks; it develops logical reasoning, analytical thinking, patience, and problem-solving abilities. His experience encourages students to embrace the subject through regular practice and motivates parents to celebrate progress rather than judge children by a single result.

Ms. Tejal Parekh, Principal – CBSE, AB School, along with the school’s trustees Mr. Nikunj Vedak, Mr. Rakesh Kalavadiya, Mr. Ankur Borda, and Mr. Kalpesh Dalsaniya, congratulated Harshit on his outstanding achievement and expressed their pride in his success. They appreciated his perseverance, innovative approach, and dedication, emphasising the importance of nurturing curiosity, independent thinking, and academic excellence.

AB School, Navsari, remains committed to creating an educational environment that encourages students to discover their strengths, explore innovative learning methods, and develop the confidence to achieve beyond conventional expectations. Harshit’s accomplishment reflects the value of an educational approach that celebrates not just results, but also the effort, creativity, and determination behind them.

Harshit’s story is a reminder to every student that a difficult beginning need not determine the destination. With the right mindset, consistent effort, and a willingness to learn, remarkable progress is possible.

AB School, Navsari, congratulates Harshit Chintan Padia on this national-level achievement and wishes him continued success.

The message for every student is simple: Don’t let your first score define you. Let your determination shape your next one.

New Delhi [India], October 27: Law Prep Tutorial has crossed 300,000 subscribers on its official YouTube channel, marking a major milestone in its efforts to expand access to free CLAT preparation. With this, Law Prep Tutorial is India’s first YouTube channel in CLAT category to reach the milestone.

Created in 2019, the channel has grown into a learning community where law aspirants access subject lessons, current affairs discussions, preparation strategies, and revision support. With 6,268 videos published as of the milestone date, its content supports students at different stages of their preparation, from learning the fundamentals to practising questions and revising before the examination.

For Law Prep Tutorial, the achievement represents years of consistent teaching and a growing relationship with students who turn to the channel for academic support and guidance.

YouTube Channel Link: https://www.youtube.com/@lawpreptutorialofficial

Making CLAT Preparation Accessible Across India

Access to experienced teachers and structured preparation can vary depending on where a student lives and the resources available to them. Through its YouTube channel, Law Prep Tutorial brings free learning sessions to aspirants beyond the cities where it operates classrooms.

The channel offers live classes, current affairs sessions, subject-wise lessons, preparation strategies, mock test analysis, and doubt sessions. Students can attend live sessions or revisit published videos to work through topics at their own pace.

This combination serves different needs. A beginner can use lessons to build foundational knowledge, while a student approaching the examination can turn to revision marathons and mock analysis for focused preparation.

Sagar Joshi, Founder of Law Prep Tutorial, said:

“Reaching 300,000 subscribers is a proud moment, but what matters most is the trust behind that number. Students give us their time and come to our teachers with questions, ambitions, and concerns about their future. That trust brings responsibility. Our aim has been to make quality CLAT guidance accessible to more aspirants, wherever they live.”

A Growing Library of Free CLAT Learning Resources

The channel’s 6,268 videos reflect a sustained effort to address the everyday demands of CLAT preparation. Its content goes beyond individual subject lessons to help students connect learning, revision, practice, and performance review.

Current affairs sessions help aspirants follow and understand relevant developments. Strategy discussions address preparation planning and examination approach. Mock analysis sessions help students examine errors, understand questions, and reconsider how they manage time.

Flagship initiatives include the GK Marathon and Legal Reasoning Marathon, alongside other subject-wise revision sessions. These extended sessions bring related topics together, giving students an opportunity to revise with educators and identify areas that require further work.

The channel also creates opportunities for students to engage with teachers during live sessions, ask questions, and learn from doubts raised by fellow aspirants.

Expert Teaching at the Centre of the Channel’s Growth

Among the educators leading the channel is Anupama Joshi, Co-founder and Academic Head of Law Prep Tutorial. Her sessions form part of the institute’s wider approach to combining subject teaching with preparation guidance and mentorship.

For aspirants, that guidance includes understanding how to approach a difficult passage, review an incorrect answer, maintain consistency, and make better use of preparation time.

Anupama Joshi said:

“Students need clear explanations, consistent guidance, and opportunities to ask questions. Through YouTube, we can support them throughout that process. Whether a student joins a live class or revisits a lesson later, our purpose is to help them understand the subject and become more confident in applying what they learn.”

A Celebration Offer for the Student Community

To mark the achievement, Law Prep Tutorial has announced a three-day offer on its CLAT Mock Tests. The CLAT Supreme package, comprising 50 CLAT mocks and priced at ₹6,000, is available for ₹3 to CLAT 2027 and CLAT 2028 aspirants as part of the celebration.

MIT India’s Capital Nexus and National Hackathon Winners

New Delhi [India], October 27: MIT India’s Capital Nexus and National Level Hackathon brought entrepreneurship, investment and student innovation together at the Industry Institute Engagement Summit (IES) 2026 on 24th October in New Delhi, creating opportunities for startups to connect with investors and for student teams to present solutions to industry-sourced challenges.

Held at Radisson Blu Plaza, New Delhi, Capital Nexus served as the national finale platform for 16 startups, bringing them before 6 investors from the investment ecosystem. The platform provided an opportunity for ventures to engage with investors and explore potential pathways for growth.

The platform was designed to move beyond pitch-led recognition and facilitate meaningful investor connections, funding opportunities, strategic partnerships and growth. The participating investors brought opportunities for startups to explore potential investments, strengthen business relationships and identify pathways for sustainable growth.

Startups engaged with the ecosystem around key areas including investor readiness, market validation, scalability, founder mentorship and corporate-startup collaboration. Through curated networking and investor engagement, Capital Nexus aimed to help promising ventures build relationships that can support their next phase of growth.

The MIT India National Level Hackathon Grand Finale featured 37 teams presenting refined solutions to a jury of 15 panel members. The finale marked the culmination of a two-stage journey that began at the Pune Qualifier Round. Over two months of guided refinement, teams continued developing solutions against the same industry-sourced problem statements, allowing the finale to assess the depth of execution and product development rather than a new pitch. Each team comprised four students, with final product presentations evaluated against a common judging rubric. The format gave students an opportunity to apply their learning to real-world challenges and gain exposure to industry professionals, domain experts and potential future employers.

At the MIT India National Level Hackathon Grand Finale, the first-place team in Engineering was awarded ₹2,00,000, the second-place team ₹1,00,000, and the third-place team ₹71,000. In the Design category, the first-place team was awarded ₹1,00,000, the second-place team ₹71,000, and the third-place team ₹51,000. Every Grand Finale team member received an AWS Certification Voucher worth ₹10,000, while each team received cloud credits worth up to ₹20,000.

Together, Capital Nexus and the National Level Hackathon reflect MIT India’s focus on building stronger connections between entrepreneurship, investment, industry and future talent. While Capital Nexus creates pathways for promising ventures to access capital, mentorship and business networks, the Hackathon encourages experiential learning and practical innovation through industry-relevant challenges.

Commenting on the initiatives, Mr. Digvijay Karad, Group Director, MIT India, said  “At MIT India, we believe education must extend beyond the classroom to create meaningful opportunities for innovation, entrepreneurship and industry engagement. Through Capital Nexus, we brought startups closer to investors, mentorship and networks that could support their growth, while the National Level Hackathon gave students a platform to apply their knowledge to real-world industry challenges. Together, these initiatives strengthened the connection between academia, industry and investment, creating opportunities for young innovators and entrepreneurs to take their ideas forward and translate them into tangible outcomes.”

About MIT India

MIT India, founded in 1983 under the MAEER Trust, is a multidisciplinary educational ecosystem with 70+ institutions and 6+ universities across India. Built on the vision of Prof. Dr. Vishwanath D. Karad, MIT India brings together education, research, innovation and entrepreneurship with a focus on developing future-ready talent and contributing to societal progress. With a presence across diverse disciplines, MIT India continues to foster collaboration between academia, industry and the wider innovation ecosystem.

For more information, visit the official website: MIT India | IES 2026

Mumbai (Maharashtra) [India], October 27: Walks in the park, outdoor play and family trips are some of the little experiences that make life with pets special. However, spending time outdoors can also expose pets to ticks and fleas, making preventive care an important consideration for pet parents.

FREOSSI Anti-Tick & Flea Spray is a topical repellent formulated to help prevent ticks and fleas in pets. Available in a 100 ml pack, the spray contains a selected essential-oil blend and offers a convenient format for pet parents looking to incorporate tick-and-flea repellence into their pets’ everyday care routines.

Designed with outdoor activities in mind, the spray can be considered as part of a pet-care routine during walks, outdoor play and travel. Its easy-to-use format makes it a practical option for pet parents looking to be mindful of their pets’ exposure to ticks and fleas while enjoying time outdoors.

Product Details

• Product Name: FREOSSI Anti-Tick & Flea Spray
• Pack Size: 100 ml
• Product Category: Topical tick-and-flea repellent for pets
• Key Ingredients: Selected essential-oil blend
• Indication: Formulated to help repel ticks and fleas during activities such as walks, outdoor play and travel.

This shift marks the third consecutive year of relatively flat overall funding totals. Capital is consolidating among a smaller group of startups, with the top 10 fundraisers accounting for nearly 36 per cent of the total. The trend reflects greater selectivity, higher scrutiny on traction and defensibility, and a preference for scalable opportunities that can absorb larger amounts of capital.

The Numbers Behind the Concentration

Data from Tracxn shows that in the first nine months of 2026, tech startups raised $10.3 billion, a 7 per cent year-on-year increase, even as funding rounds dropped 38 per cent to 1,134. By mid-October the cumulative figure stood near $10.9 billion. Average equity funding per round climbed to about $8.6 million from roughly $5.1 million a year earlier.

Mega-rounds drove much of the total. Notable deals included Nxtra Data’s $1 billion raise, Neysa’s $600 million Series B, CRED’s $540 million Series H, and Sarvam AI’s combined raises of around $345 million that helped it reach unicorn status. Eighteen rounds of $100 million or more were recorded in the nine-month period. Meanwhile, the number of first-time funded companies fell about 30 per cent, and seed-stage funding declined 37 per cent.

Early-stage funding showed relative strength, rising around 27 per cent in some periods, while late-stage funding remained broadly stable. The result is a market in which capital is flowing more readily to companies that have already demonstrated product-market fit or operate in capital-intensive, high-growth segments.

Where the Big Money Is Going

AI infrastructure, enterprise applications and data-centre related plays attracted substantial interest. Enterprise infrastructure funding surged dramatically in some reports, while enterprise applications and fintech also posted gains. Bengaluru continued to dominate, capturing over 40 per cent of the total in the first nine months.

Deeptech and AI-native companies are drawing patient capital as investors look beyond consumer internet models that dominated earlier cycles. Family offices, institutional investors and global funds have shown willingness to write large cheques for businesses with clear paths to scale, proprietary technology or strategic importance in India’s digital and industrial infrastructure.

Six new unicorns emerged in the first nine months of 2026, up from four in the corresponding period of 2025. Notably, several reached the $1 billion valuation threshold with lower cumulative funding than previous cohorts, indicating more efficient capital deployment in select cases.

Why Fewer Startups Are Raising Capital

Investors have become more selective after the excesses of previous funding cycles. Higher interest rates globally, subdued public market conditions and a focus on sustainable unit economics have raised the bar for new investments. Seed and very early-stage founders face longer fundraising timelines and stricter requirements around traction, defensibility and path to profitability.

Larger funds and growth investors prefer to deploy bigger tickets into fewer opportunities where they can take meaningful ownership and influence outcomes. This has led to a “winner-takes-more” dynamic in which established or rapidly scaling companies continue to access capital while many new entrants struggle to clear the initial hurdle.

Some investors note that sources of capital such as family offices and high-net-worth individuals have been more cautious while equity markets remain subdued. At the same time, capital is rotating toward sectors that require longer time horizons and larger initial investments, including deeptech, advanced manufacturing and AI compute infrastructure.

Implications for Founders and the Ecosystem

For early-stage founders, the environment demands stronger differentiation, clearer go-to-market strategies and realistic capital-efficient roadmaps. Companies that can demonstrate proprietary data advantages, defensible workflows or clear enterprise demand are better positioned to attract attention even in a selective market.

Later-stage and growth companies with proven traction continue to find receptive investors willing to write nine- and ten-figure cheques. The concentration of capital may produce stronger category leaders, but it also risks slowing the formation of the next generation of startups if seed and Series A activity remains constrained for an extended period.

India's Startup Funding Stalls, But AI Gains Ground! VC funding reached $10.9 billion in 2026 through October 15, with fewer deals but bigger investments. Deeptech, AI and clean energy startups are attracting growing investor interest. Read More: https://t.co/jz3HYNfTEt #StartupIndia #VentureCapital #DeepTech #ArtificialIntelligence #StartupFunding #CleanEnergy #IndianStartups #BusinessNews

— Rediff Business (@rediffbusiness) October 26, 2026

The overall ecosystem remains substantial. India continues to rank among the world’s largest startup markets by funding volume. The current phase emphasises quality and scale over quantity of deals, aligning with a more mature stage of the market’s development.

Conclusion: India’s startup funding has crossed $10 billion in 2026 through a clear pattern of fewer deals and bigger cheques. Capital is concentrating in AI, enterprise, data centres and deeptech as investors prioritise high-conviction bets. While this creates challenges for new and early-stage founders, it also signals a market focused on building durable, scalable companies capable of competing on a global stage. The coming months will show whether the concentration trend continues or whether improved liquidity and confidence broaden the base of funded startups once again.

FAQ

How much have Indian startups raised in 2026 so far?
Indian tech startups raised approximately $10.3 billion in the first nine months and around $10.9 billion by mid-October 2026, according to Tracxn data.

Why are fewer startups getting funded despite higher total amounts?
Investors are concentrating larger cheques in fewer companies with proven traction or high-growth potential, particularly in AI infrastructure, enterprise tech and deeptech, leading to a sharp drop in the number of rounds.

Which were the largest funding rounds in 2026?
Key deals included Nxtra’s $1 billion raise, Neysa’s $600 million Series B, CRED’s $540 million Series H, and significant raises by Sarvam AI.

How has seed-stage funding performed?
Seed-stage funding declined by about 37 per cent, making it one of the most challenging segments for new founders.

Which sectors are attracting the most capital?
AI infrastructure, enterprise applications, data centres, fintech and deeptech have drawn the largest shares of investment.

The facility will offer testing and reporting services for diamonds, coloured gemstones and jewellery

Surat (Gujarat) [India], October 26: ICA | GemLab India, an internationally recognised organisation specialising in diamonds, jewellery and coloured gemstones, inaugurated its new gemological laboratory in Surat on the auspicious occasion of Dussehra on Tuesday.

The inauguration marks  ICA | GemLab’s entry into the Indian subcontinent, bringing its services to one of the world’s major hubs for diamond processing and jewellery trade. It is also a significant step in the organisation’s global expansion.

The laboratory will provide testing and reporting services for diamonds, coloured gemstones and jewellery. Its presence in Surat brings these services closer to manufacturers and traders and makes gemological reports accessible to the industry.

Milan Shah, Co-founder of Kalamandir Jewellers, was the chief guest at the inauguration. Amira Hatta, Managing Director of ICA | GemLab Global, and Dr. Dietmar Schwarz, Chief Research Scientist at ICA | GemLab Global, were the guests of honour.

Amira Hatta said, “India is one of the most important markets in the global gems and jewellery industry. Establishing a laboratory in Surat allows us to serve this market directly and bring our analytical capabilities closer to businesses across the jewellery supply chain.”

Kalpesh Desai of ICA | GemLab India said, “Surat is the world’s largest centre for diamond policing, making it an important location for our laboratory. We aim to provide manufacturers, retailers, jewellery brands, designers and consumers with reliable gemological information through established testing methods and reporting standards, helping them make informed decisions.”

The laboratory will issue diamond reports, coloured gemstone reports and jewellery reports. Its services will include identifying whether diamonds are natural or synthetic, as well as testing and reporting on coloured gemstones and jewellery. The facility will follow the reporting standards and professional practices adopted across the ICA | GemLab group.

Headquartered in Bangkok, ICA | GemLab is an independent gemological laboratory specialising in diamonds, coloured gemstones and jewellery. It is affiliated with the International Colored Gemstone Association (ICA), a trade body representing the coloured gemstone industry. The Surat laboratory is located at Excellent Business Hub, Lal Darwaja.

New Delhi [India], October 23: Borrowing decisions can feel very different when you need money fast. One person may notice a loan offer already available through their banking relationship, while another may start searching for short-term credit to manage an immediate expense. Both options may seem convenient, but they don’t necessarily work the same way.

Understanding where a pre-approved loan differs from an instant short-term loan can help borrowers look beyond quick access to money and pay attention to cost, repayment and suitability.

What Is a Pre-approved Loan?

A pre-approved loan is generally an offer that a lender (Bank or NBFC) makes after assessing information already available about a customer. This could include the person’s existing relationship with the lender, credit profile, repayment behaviour or other financial information.

A pre-approved personal loan can make the initial borrowing journey simpler because some assessment may already have taken place. However, seeing an offer does not mean a borrower should accept it without reading the terms.

Before proceeding, look at:

●      The amount actually required

●      Interest and other borrowing costs

●      Repayment period

●      Monthly repayment commitment

●      Applicable fees

●      Conditions attached to the offer

An available offer may be convenient, but convenience should still be matched with affordability.

What Is an Instant Short-Term Loan?

An instant short-term loan is usually designed around quick access to funds and a comparatively shorter repayment period. People may explore this type of borrowing when dealing with a temporary cash-flow gap or an expense that cannot easily be postponed.

Online searches for instant payday loans may also appear when borrowers want very short-term credit. Rather than focusing only on words such as “instant”, borrowers should understand who is providing the credit, how repayment works and what the complete borrowing cost looks like.

Important points to check include:

●      Repayment schedule

●      Total borrowing cost

●      Processing or other charges

●      Late-payment conditions

●      Lender details

●      Terms mentioned in the loan agreement

Quick access matters less when repayment later becomes difficult to manage.

Pre-Approved Loan Vs Instant Short-Term Loan

Although both options may provide access to credit without a lengthy offline process, the reason they become available and how borrowers use them can be quite different.

What Should Borrowers Compare Before Choosing?

The useful question is not simply whether one loan type is better than the other. Borrowers should compare how each option fits their requirements, monthly finances and ability to repay.

Look at the Complete Cost

Interest is not the only factor that determines what borrowing will cost. Other fees or charges may also affect the total amount that needs to be repaid.

Check:

●      Interest or annualised borrowing cost

●      Processing charges

●      Other disclosed fees

●      Charges linked to delayed repayments

Match Repayment with Your Cash Flow

Receiving the money may be quick, but repayment continues after the immediate financial need has passed. Look at your regular income and expenses before committing.

Think about:

●      Existing loan repayments

●      Household expenses

●      Regular monthly commitments

●      Upcoming financial needs

●      How comfortably repayments can be managed

Check Why You Are Borrowing

Easy availability of credit can sometimes make borrowing feel like the natural next step. It is better to begin with the expense itself.

Ask yourself:

●      Does the expense genuinely need immediate funding?

●      Can the required borrowing amount be reduced?

●      Can repayments fit within regular income?

●      Is there another suitable way to manage the expense?

Read the Loan Terms before Accepting

Digital borrowing can make applications simpler, but speed should never replace careful reading. Important terms should be understood before agreeing to a loan.

Pay attention to:

●      Repayment dates and frequency

●      Interest and other applicable costs

●      Processing and additional charges

●      Conditions related to missed repayments

●      Early repayment terms, where applicable

●      Details of the lender providing the credit

Final Thoughts

Pre-approved and instant short-term loans may both offer convenient access to credit, but they serve different borrowing situations. A pre-approved personal loan usually starts with an existing offer, while short-term credit is often explored when you need funds quickly. Before choosing either, look beyond availability. Compare the complete borrowing cost, repayment terms, lender details and your own monthly commitments. Credit works best when the repayment plan feels as manageable as receiving the money itself.

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New Delhi [India], October 26: As businesses navigate increasingly complex workforce requirements, payroll management has evolved into a strategic business function that demands accuracy, automation, transparency, and compliance. Organizations operating across multiple locations need solutions that can simplify payroll processing, reduce manual workloads, and provide consistent visibility into employee compensation. Against this backdrop, Ramco Systems is strengthening its position in the payroll technology landscape with Ramco Payce, a unified global payroll platform designed to support businesses across industries and geographies.

With capabilities spanning payroll automation, employee self-service, AI-powered technology, reporting, and managed services, Ramco Payce offers enterprises a comprehensive approach to modern payroll management.

Addressing the Growing Complexity of Payroll Management

Managing payroll involves much more than calculating salaries. Businesses must coordinate employee data, tax deductions, statutory requirements, benefits, approvals, and reporting while ensuring employees are paid accurately and on time. These responsibilities become more demanding as organizations expand into new markets and manage increasingly distributed workforces.

Fragmented payroll systems can create additional challenges. Multiple vendors, disconnected applications, and manual reconciliation processes may increase administrative effort and make it harder for finance and HR teams to maintain consistent oversight.

Ramco Payce addresses these challenges through a connected payroll platform designed to streamline operations across countries. The solution supports payroll requirements in more than 150 countries, helping enterprises manage global operations while accounting for local regulations and business requirements.

By bringing payroll processes together within a unified environment, organizations can work toward greater standardization, improved operational visibility, and more efficient payroll administration.

Ramco Payce: A Unified Platform for Global Payroll

Ramco Systems has developed Payce to help businesses manage payroll operations through technology that adapts to different organizational requirements. Enterprises can choose cloud-based operations, specialist-supported services, or a combination of approaches based on their infrastructure and operating model.

This flexibility allows organizations to align payroll management with their existing processes while preparing for future expansion.

Ramco Payce brings together payroll processing, compliance-related workflows, employee services, and reporting capabilities. Rather than relying entirely on separate tools for different payroll activities, businesses can use a connected environment to coordinate tasks and improve access to relevant information.

The platform is designed for organizations across sectors, including IT and software, retail, healthcare, manufacturing, logistics, banking, hospitality, and business process outsourcing. Its enterprise-oriented capabilities make it relevant to businesses with complex payroll structures and geographically distributed teams.

AI-Powered Automation for Greater Payroll Efficiency

Automation is becoming increasingly important as payroll teams seek to reduce repetitive work and improve the reliability of payroll operations. Manual validations, data reconciliation, and exception handling can consume significant time, particularly during monthly and year-end payroll cycles.

Ramco Payce incorporates AI-powered capabilities to support process automation, identify anomalies, and surface relevant insights. These features can help payroll teams detect unusual entries, investigate potential discrepancies, and focus their attention on issues that require further review.

The platform also emphasizes payroll accuracy and operational transparency. Ramco highlights 99% payroll accuracy and zero-error anomaly detection as product capabilities, reflecting its focus on improving the quality of payroll processing through technology.

By reducing reliance on repetitive manual checks, intelligent payroll tools can help organizations streamline workflows and allow payroll professionals to concentrate on analysis, compliance oversight, and workforce-related priorities.

Employee Self-Service and Simplified Payroll Workflows

Employee experience is another important consideration when selecting payroll software. Employees frequently need access to payslips, earnings information, deductions, and other payroll-related details. When these resources are difficult to access, HR teams may face a higher volume of routine queries.

Ramco Payce addresses this requirement through Daily HR, an employee portal designed to provide a modern and intuitive self-service experience. Employees can access relevant payroll information, while managers and HR teams can use streamlined workflows for approvals and administrative tasks.

The platform’s employee-facing capabilities support operations across multiple countries and currencies, helping organizations serve diverse workforces through a more consistent digital experience.

For payroll administrators, the Payroll Workspace provides a centralized environment for reviewing inputs, uploading data in bulk, addressing integration issues, processing payroll, checking anomalies, and downloading reports. This consolidated workflow can improve visibility into payroll activities and help teams manage processing tasks more efficiently.

Managed Services and Advanced Payroll Analytics

Organizations do not always have the internal resources required to manage every aspect of payroll operations. For enterprises operating across multiple jurisdictions, local requirements, reporting responsibilities, and processing schedules can add to the administrative burden.

Ramco Payce Managed Services combines payroll technology with specialist support to help businesses coordinate payroll operations across more than 150 countries. This approach is designed to simplify operational responsibilities while supporting country-specific payroll and compliance workflows.

The platform also includes BInGO, a reporting and analytics tool that enables users to generate reports and explore payroll data without coding expertise. Its reporting capabilities can help organizations examine workforce information, identify trends, and gain greater visibility into payroll operations.

Together, these capabilities support businesses seeking a balance between automation, specialist assistance, and data-driven payroll management.

Enterprise Results Demonstrate the Value of Payroll Unification

Real-world implementations can provide useful insights into how payroll technology addresses enterprise challenges.

Ramco Systems reports that its work with Boskalis Westminster helped the global marine operations company achieve 40% faster payroll processing following payroll unification. The implementation covered more than 90 countries and supported the workforce with managed service.

Another highlighted example is Hitachi Energy, where payroll was established across 20 countries as part of a major organizational transition. The implementation supported approximately 8,000 employees and integrated with Workday and SAP S/4HANA.

These examples demonstrate the importance of integrating payroll processes, accommodating local requirements, and maintaining operational continuity during business expansion and organizational change.

Why Businesses Are Evaluating Ramco Payce

Modern enterprises need payroll software that can scale alongside their workforce, support compliance requirements, and integrate with existing business systems. They also need access to reliable reporting, secure information management, and appropriate implementation and operational support.

Ramco Systems highlights its APAC-focused payroll expertise, unified technology platform, annual security audits, and combination of software with specialist services as key differentiators. The company also reports recognition as a Leader across four consecutive Everest Group PEAK Matrix assessments.

For businesses with international payroll responsibilities, these capabilities provide several factors to consider when comparing enterprise payroll solutions.

Conclusion

As payroll management becomes more technology-driven, businesses are increasingly looking for platforms that combine accuracy, automation, compliance support, and scalability. Ramco Payce brings these capabilities together through a unified payroll solution designed to support organizations operating across multiple countries and industries.

With AI-powered technology, employee self-service, centralized payroll processing, managed services, and reporting tools, Ramco Systems offers an approach that addresses several common challenges associated with modern payroll operations.

For enterprises planning to streamline payroll processes, improve operational visibility, or expand into new markets, Ramco Payce is a solution worth evaluating as part of their payroll technology strategy.

Media Contact :

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Company : Ramco Systems

Website : https://www.ramco.com

Address : 100 Overlook Center, 2nd Floor, Princeton, NJ 08540

Phone : +1 609 620 4800

Email : Contact@ramco.com

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Paradise Group marks 36 years in business this year, alongside the birthday of its Managing Director, Manish Bathija

Navi Mumbai (Maharashtra) [India], October 26: Paradise Group, one of Navi Mumbai’s longest-standing real estate developers and a top builder in Navi Mumbai, marks 36 years in business this year, alongside the birthday of its Managing Director, Manish Bathija. The double milestone lands in a year when Navi Mumbai has moved from being Mumbai’s overflow market to its largest residential market a shift Paradise Group has spent three and a half decades building towards.

A 36-year bet on Navi Mumbai that paid off

When Chairman Madhu Bathija founded Paradise Group in 1990, Navi Mumbai was still a CIDCO-planned idea with more plots than people. The group has since completed more than 125 projects across Navi Mumbai, with roughly 8 million sq ft delivered and over 15 million sq ft currently under development across Vashi, Ghansoli, Koparkhairane, Nerul, Kharghar, Upper Kharghar, Panvel, Dombivli, Kalyan NX and Lonavala. More than 25,000 residents now live in Paradise homes.

That patience is what distinguishes a legacy developer from a late entrant. The Bathija family stayed in Navi Mumbai through the long years before the airport and the sea link, when many larger Mumbai brands treated the region as secondary. The pay-off is a land bank, a delivered-project track record and a resident base that new entrants cannot replicate on a five-year timeline.

The market has caught up with the vision

The numbers behind Navi Mumbai’s rise are no longer projections. Navi Mumbai accounted for 34.5% of MMR residential sales in the first quarter of 2026 ahead of Thane at 14.4% and also led new supply with a 30.3% share. The now-operational Navi Mumbai International Airport and Atal Setu are expected to keep reshaping demand patterns.

The infrastructure story is concrete. The Navi Mumbai International Airport’s first phase is designed for 20 million passengers a year, scalable to 90 million. Atal Setu, the 22-km Mumbai Trans Harbour Link, connects Sewri to Nhava Sheva, collapsing the commute that once kept Mumbai’s workforce out of Panvel, Kharghar–Turbhe Link Road (KTLR) and Kharghar.

Price movement has followed. Navi Mumbai property rates now range between ₹8,700 and ₹28,550 per sq ft depending on locality, with the airport and infrastructure boom pushing prices up 15–25% across the region.

Where Paradise Group’s projects sit in that map

Paradise Group’s ongoing portfolio reads like a list of the nodes the airport and sea link are now pulling into Mumbai’s orbit:

SUGGESTION:

Sai World City, Panvel — A themed township offering 2, 2.5, 3 and 4 BHK homes, with Club Vegas, landscaped spaces, recreational facilities and convenient connectivity to the Navi Mumbai International Airport corridor.

● Sai World Empire and Sai Prerna, Kharghar — Sai World Empire offers luxury 2, 3 and 4 BHK homes with Club Athena and lifestyle amenities, while Sai Prerna provides 1 BHK homes with essential recreational facilities and access to metro connectivity.

● Sai Sun City, Upper Kharghar — A residential township offering 1 and 2 BHK homes, with access to Pendhar Metro Station and growing infrastructure, catering to budget-conscious homebuyers.

● Sai World One, Sai World Pyramid and Sai Palm View, Nerul — Residential developments catering to different buyer preferences, combining contemporary homes with lifestyle amenities, recreational spaces and club life experiences.

● Sai World Dreams, Dombivli, and Sai World Legend, Kalyan NX — Developments extending the group’s presence across the Kalyan-Dombivli corridor, with residential options, community amenities and recreational facilities.

● Sai World Retreat, Lonavala — A ready-possession duplex villa project designed for second-home buyers seeking a peaceful getaway and a relaxed lifestyle.

SUGGESTION
The group’s business model is consistent across its developments: large-format, theme-led projects rather than standalone towers, built around its philosophy of “luxuries for all.” This mid-to-premium positioning aligns well with Navi Mumbai’s end-user profile.

● Delouis, Kharghar, and Sai Palm View, Nerul — The group’s ultra-luxury residential offerings in Kharghar and Nerul, catering to homebuyers seeking upscale living experiences in established residential locations.

Manish Bathija: the second generation that scaled the group

Manish Bathija’s birthday is the occasion, but his tenure is the story. He joined Paradise Group at 16, has served as Vice President of the Builders Association of Navi Mumbai (BANM), and has set the group’s direction toward multiple theme-based townships across Navi Mumbai and MMR. With his brother, Director Amit Bathija, overseeing finance, the second generation has moved the group from a builder of individual projects to a township developer, a format now gaining traction in Panvel and Kharghar.

Chairman Madhu Bathija’s recognition, including the Iconic Developer of the Decades Award at the Bright Real Estate, Redevelopment & SRA Conclave 2026, reflects the group’s legacy. He was also honoured with the Iconic Developer award at the Times Real Estate Conclave Awards 2025–26, recognising his contribution to the real estate sector.

Why 36 years matters to a buyer in 2026

In a market where Navi Mumbai continues to see significant real estate development, buyers need to look beyond new launches and consider a developer’s track record, project approvals and delivery history. With 36 years of experience and a resident base of over 25,000, Paradise Group offers a diverse portfolio of residential projects to suit different budgets and preferences, with homes ranging from ₹46 lakh to ₹25 crore. This range gives buyers options across multiple price segments, from affordable homes to ultra-luxury residences. These factors help explain why buyers researching the top builders in Navi Mumbai consider the group’s experience, project variety and established presence in the region.

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Surat/Hazira (Gujarat) [India], October 26: The Indian Navy’s newly commissioned Anti-Submarine Warfare Shallow Water Craft INS Mangrol carries a strong Surat connection, having been built using 100% specialised steel supplied by ArcelorMittal Nippon Steel India (AM/NS India) from its Hazira facility.

Commissioned on 12 October 2026 at Naval Dockyard, Mumbai, INS Mangrol represents another moment of pride for Surat, showcasing how world-class manufacturing capabilities developed in Hazira are contributing to projects of national importance. From landmark infrastructure projects to critical defence platforms, steel manufactured in Hazira continues to support India’s growth and strategic ambitions.

The latest achievement places Surat at the centre of yet another national milestone, with Hazira-made steel helping strengthen India’s indigenous naval shipbuilding capabilities. As the country advances its Aatmanirbhar Bharat vision, Hazira’s contribution to strategically significant projects such as INS Mangrol demonstrates the important role Surat is playing in nation-building and defence self-reliance. Fittingly, the vessel is named after Mangrol, a coastal town and important fishing harbour in Gujarat’s Junagadh district, creating a strong Gujarat connection for a warship built with 100% specialised steel manufactured at AM/NS India’s Hazira facility.

Mr. Ranjan Dhar, Director & Vice President – Sales & Marketing, AM/NS India, said: “The commissioning of INS Mangrol is a proud milestone for our Hazira operations and for Surat. The specialised steel supplied for the vessel reflects the advanced manufacturing capabilities, technical expertise and quality standards developed at Hazira. We are proud that steel produced in Surat is contributing to India’s defence preparedness and maritime security.”

INS Mangrol is the third Mahe-class Anti-Submarine Warfare Shallow Water Craft (ASW-SWC) to enter service with the Indian Navy. Built with more than 80% indigenous content at Cochin Shipyard Limited, the vessel reflects India’s commitment to Aatmanirbhar Bharat and Make in India, while demonstrating the country’s growing capabilities in indigenous warship design, construction and systems integration. 

Designed for anti-submarine warfare, underwater surveillance and coastal security operations, INS Mangrol will play an important role in safeguarding India’s maritime interests and strengthening maritime domain awareness in coastal waters.

AM/NS India is supplying 100% of the specialised steel required for the fleet of eight ASW-SWCs being built for the Indian Navy. The company has also supplied specialised steel for several key naval platforms, including INS Visakhapatnam, INS Surat and INS Malvan.

Beyond defence applications, steel produced at Hazira has contributed to some of India’s most significant infrastructure projects, including the Chenab Railway Bridge, Anji Khad Railway Bridge, Bogibeel Bridge and the India-based Neutrino Observatory.

From strengthening India’s maritime security to enabling landmark national infrastructure, these projects underline the growing role of Hazira-manufactured steel in supporting the country’s strategic and developmental priorities while showcasing Surat’s contribution to nation-building on a truly national scale.