• India is home to more than half of the world’s Global Capability Centres (GCCs), placing the country at the centre of a significant opportunity for corporate-led social impact

• Only 4 per cent of GCC CSR spending allocated to innovation-linked projects over the last two years

• Education and capacity-building remain closely aligned with GCCs’ talent-intensive operating model, while water stewardship is gaining importance amid growing data centre needs

• More than 65 per cent of CSR spending deployed in Tier-1 cities such as Bengaluru, Pune, Delhi NCR, Mumbai and Hyderabad; Nashik is the only Tier-2 exception

Global Capability Centres (GCCs) in India have emerged as a significant and rapidly growing contributor to the country’s corporate philanthropy ecosystem, with GCC CSR spending increasing 6.4x over the past decade to Rs 3,661 crore in FY2024-25, accounting for approximately 9 per cent of India’s corporate philanthropy, according to a new report by Sattva Consulting and India Data Insights. 

GCCs can drive India’s development through technology, talent and global expertise, according to a new report by Sattva Consulting and India Data Insights
 

The report titled, “Rs 3,661 Crore CSR Spending is Only the Beginning”, finds that GCC CSR spending grew at a 20.4 per cent CAGR, compared with 15 per cent growth in overall CSR spending. The acceleration was driven largely by Pure GCCs, whose CSR investments increased 8.6x over the decade, while Hybrid GCC investments grew 5.5x. 

The report, based on Ministry of Corporate Affairs data from FY2014-15 to FY2024-25, analyses around Rs 24,000 crore in CSR spending across 906 confirmed GCCs. It finds that GCCs broadly mirror the wider CSR landscape, particularly in the focus on education and healthcare. 

Education remains the largest area of focus, featuring among the top CSR priorities across 11 of 13 industries and accounting for 34–52 per cent of spending across most sectors in FY23–FY25. Reflecting the talent-intensive nature of GCC operations, the emphasis remains on strengthening future pipelines through skilling, capacity building and digital education aligned with long-term workforce needs. 

Environmental interventions also feature prominently, with Rs 228 crore directed towards water management and afforestation, reflecting the growing relevance of resource management as data centre requirements and operational footprints expand.

Innovation is where the opportunity lies. While GCCs bring significant engineering, product and technical capabilities to India, only Rs 435 crore—4 per cent of total GCC CSR spending over FY23-FY25—went towards innovation-linked projects. The findings point to an opportunity for GCC CSR to leverage these capabilities more extensively and help India leapfrog development pathways through technology and innovation.

Srikrishna Sridhar Murthy, CEO, Sattva Consulting, said, “The next phase of GCC-led social impact in India will be about moving beyond capital to capability. GCCs have a unique combination of technology, talent, technical expertise and global experience that can be brought to bear on some of India’s most complex development challenges. Translational research and innovation, preparing talent for the future of work, and improving quality of life in our cities represent three important opportunities to do this. The opportunity now is to connect these capabilities more deliberately with India’s development priorities and create solutions that can scale.”

The report also highlights a strong geographic concentration in GCC CSR, with more than 65 per cent of spending deployed in Tier-1 cities such as Bengaluru, Pune, Delhi NCR, Mumbai and Hyderabad. Nashik was the only Tier-2 district among the top 10, receiving ₹104 crore during FY23-FY25. The concentration highlights an opportunity to extend GCC-led social impact beyond the country’s largest urban centres.

The full report can be accessed at www.sattva.co.in/publication/gcc-csr

About Sattva Consulting
Sattva Consulting is a global impact consulting firm from India. Since 2009, we have engaged with communities, business, and government to achieve societal impact at scale. We believe that Civil society, Business, and Government all have a critical role to play in building an equitable and sustainable world, and we actively partner with all stakeholders to enable impact through our advisory and orchestration services, knowledge and data platforms—built as public goods for the ecosystem, and collaborative solutions and partnerships. To know more, visit sattva.co.in.

About India Data Insights
India Data Insights (IDI), an initiative by Sattva Consulting, aims to empower India’s development sector with actionable, ready-to-use data insights to enable sharper decisions and maximise impact. Built as a public good, IDI consolidates public data across SDG practice areas on one, unified platform, offering insightful visualisations, interactives, blogs and ready-to-use-charts and dashboards. To know more, visit India Data Insights

India’s real estate sector remains cautiously optimistic after the Reserve Bank of India’s 25-basis-point repo rate hike, with industry stakeholders expecting sustained housing activity despite potential headwinds from borrowing costs and affordability. While the policy adjustment could prompt some prospective purchasers to reassess their budgets and financing arrangements, its implications are likely to differ across market segments.

RBI’s 25 bps Repo Rate Hike: Realty Sector Remains Optimistic on Housing Demand

Deepak Kapoor, Director, Gulshan Group, said, “The 25-basis point increase is a measured step, and India’s strong economic growth gives confidence that the housing market can absorb it. For homebuyers, housing decisions are made over many years, and one rate movement does not change the larger calculation around owning a home. We continue to see genuine demand from families looking for better lifestyles, larger homes and well-planned communities. With the festive season underway, we believe this demand will continue to support the residential market, particularly the luxury housing segment.”

Aman Trehan, Executive Director, Trehan IRIS, added, “From a residential real estate perspective, the immediate impact will largely be through borrowing costs and affordability, particularly for marginal buyers who remain sensitive to changes in financing rates. However, the underlying demand for housing continues to be supported by end-user requirements, improving income prospects and the long-term value proposition of quality residential assets. Buyers today are increasingly evaluating homes based on location, product quality, amenities and long-term value, alongside financing considerations. With the festive season underway, we expect serious homebuyers who have been evaluating properties over the past few months to continue with their purchase decisions. The key for the sector will be how inflation, liquidity and borrowing costs evolve from here, while strong project fundamentals and sustained end-user demand should continue to support residential activity.”

For prospective homeowners, transparency around the total acquisition cost, repayment obligations and construction timelines remains indispensable. Developers that combine competitive pricing with execution credibility are better positioned to reinforce buyer confidence, particularly among families making significant long-term financial commitments.

Sandeep Chhillar, Chairman, Landmark Group, said, “The 25-basis point increase in the repo rate should be seen in the context of a strong and resilient Indian economy. The RBI has taken a calibrated step in response to renewed inflationary pressures, while the underlying growth story remains intact. For real estate, the fundamentals are far stronger today than they were in previous rate cycles – housing demand is broad-based, urbanisation continues, and infrastructure is opening up new markets. We do not expect this increase to alter the trajectory of the residential market, particularly ahead of the festive season when buyer sentiment is traditionally at its strongest.”

B.K Malagi, CEO & Vice Chairman, Experion Developers, also said, “The RBI’s decision to raise the repo rate by 25 basis points to 5.50% reflects a calibrated response to evolving inflationary and global economic conditions. While borrowing costs may see a marginal adjustment, India’s underlying economic fundamentals remain resilient, supported by strong GDP growth and sustained consumer confidence. From a real estate perspective, we do not expect a 25-basis-point increase to materially impact housing demand, particularly in the premium and luxury segments, where purchase decisions are driven more by long-term wealth creation, lifestyle aspirations and the quality of the offering than by marginal movements in interest rates. With the festive season underway, we expect buyer sentiment and demand momentum to remain positive.”

In the housing segment, purchasing preferences are becoming increasingly differentiated across price brackets. Affluent buyers often assess properties through the prism of architectural design, curated amenities, exclusivity and wealth preservation, alongside location and connectivity. Consequently, premium developments with a compelling value proposition may be better positioned to withstand moderate fluctuations in financing costs, although broader economic conditions and credit availability remain relevant.

Gurpal Singh Chawla, Managing Director, TREVOC Group, said, “The decision comes against a backdrop of global inflationary pressures and volatility in crude prices, while India’s domestic economy continues to be resilient. The 7.8% real GDP growth in Q1 is encouraging and provides a strong foundation for continued housing demand. For real estate, predictability in financing conditions remains important, particularly during the festive season when homebuyer activity is higher. We believe the current rate environment will have a limited impact on genuine end-user demand, especially in markets where infrastructure development and improving connectivity continue to create long-term residential opportunities.”

Mayank Jain, CEO, KREEVA, said, “The RBI’s decision to raise the repo rate by 25 basis points is understandable given the renewed pressure from crude prices and the global inflation outlook. The change in stance to calibrated tightening also shows that the RBI is prepared to act if inflationary pressures persist. At the same time, India’s domestic economy remains resilient, with real GDP growth at 7.8% in Q1. For real estate, the key will be how these changes play out through financing conditions and liquidity.”

Infrastructure investment and enhanced connectivity are expected to remain pivotal in shaping urban residential demand, particularly across emerging growth corridors and established employment hubs. During the festive season, these fundamentals, coupled with confidence in a developer’s track record and the long-term utility of an asset, could help sustain purchasing interest despite changes in monetary policy.

Salil Kumar, Director – Business Management & Marketing, CRC Group, said, “The RBI’s 25-basis-point increase brings affordability and repayment planning into sharper focus for the housing market. Homebuyers may take more time to assess financing options, making clarity on the total purchase cost and confidence in project delivery increasingly important. We believe homeownership sentiment will remain positive, particularly among families buying for their own use. The central bank’s emphasis on price stability supports a sound economic environment over the longer term.”

Although certain buyers may adopt a more deliberate approach, end-user requirements, homeownership aspirations and confidence in well-conceived developments are expected to remain influential demand drivers. Sustaining momentum will ultimately require developers to navigate changing economic conditions through disciplined pricing, reliable execution and offerings that deliver enduring value.

Eveready Industries India Ltd., India’s No. 1 battery brand, has announced its entry into the mosquito protection category with the launch of Eveready ULTIMA Liquid Vaporiser, India’s first portable liquid vaporiser. The launch marks another step in Eveready’s strategy of diversifying into relevant consumer categories by leveraging its established expertise in portable power to address evolving everyday needs.

Mr. Anirban Banerjee, CEO, Eveready Industries India Ltd (middle) unveils Eveready ULTIMA India’s First Portable Liquid Vaporiser along with the Sales Leadership Team

The Indian household insecticide market is currently valued at more than Rs 5,000 crore, with liquid vaporisers accounting for approximately Rs 2,800 crore and showing healthy growth. However, conventional liquid vaporisers are designed to remain connected to fixed plug points, while mosquitoes can move across different areas of the home. This creates a need for a more flexible solution that can provide mosquito protection across spaces, without being restricted by the availability of a plug point.

Speaking on the occasion, Mr. Anirban Banerjee, Chief Executive Officer, Eveready Industries India Ltd., said, “Eveready has always been in the business of bringing power and convenience to consumers, and our portfolio has evolved as their needs have changed. Our entry into mosquito protection is a natural extension of this approach, allowing us to bring our expertise in portable and rechargeable power into a new category. With Eveready ULTIMA Liquid Vaporiser, India’s first portable liquid vaporiser, we are making mosquito protection more convenient and adaptable to the way consumers use their spaces today. The product allows consumers to UNPLUG mosquito protection and use it where they really need it.

With mosquito-borne diseases continuing to be a concern, consumers are increasingly seeking effective protection across different spaces within their homes. While 99 mosquitoes may be eliminated, even one remaining mosquito can continue to pose a threat to the health and safety of the family. Mosquitoes can hide in corners, move between rooms and enter spaces where conventional plug-in vaporisers may not always provide continuous protection. While consumers have access to a range of mosquito protection solutions, SOS formats such as sprays, coils and incense sticks can come with challenges such as smoke, odour and the need for repeated application.

“In many ways, this is a rethink of a format that has remained largely fixed for decades. We are making it more adaptable to consumers’ lifestyles and the way they use their spaces today. This launch is also part of our larger strategy of purposeful diversification – building on what Eveready is already known for while entering categories that address relevant and emerging consumer needs,” added Mr. Banerjee.

Eveready ULTIMA Liquid Vaporiser has been introduced to give consumers greater flexibility in where they use mosquito protection, without being restricted to a fixed plug point. The portable liquid vaporiser can be conveniently carried and used across bedrooms, children’s play areas, balconies, bathrooms and other spaces without convenient access to a plug point. It can also be used in cars and other enclosed travel spaces.

Designed to deliver uninterrupted protection, Eveready ULTIMA is the only liquid vaporiser designed to operate without being plugged into a power source, enabling continued functionality even during power outages. Its rechargeable format provides up to three hours of battery backup, helping families stay protected without disruption during unexpected power cuts.

With advanced Japanese formula, it provides 100% protection from mosquitoes that can cause dengue, chikungunya and malaria.

The product’s distinctive proposition is brought to life through an integrated media campaign built around the thought “Old Liquid Vaporisers are fixed. Mosquitoes are not.” The campaign challenges the conventional way of using liquid vaporisers and introduces a simple new behaviour: “UNPLUG and Use Anywhere.” The media strategy for this communication combines hyperlocal targeting in markets with strong retail availability, supported by digital media and television channels that reach the brand’s core audience. The campaign also showcases different everyday scenarios, including dining, play and study, demonstrating how consumers can take mosquito protection beyond the traditional plug point. This is part of a wider 360-degree campaign, with visibility across print and outdoor media.

Link to the TVC: youtu.be/haQWFd-AKEA?si=Gn9fAi5lka2cW5lR

With Eveready’s reach extending to nearly 4.5 million outlets, including approximately 500,000 outlets serviced directly by its distributors, the company is well positioned to build significant distribution for the new category. Mosquito protection is an important part of the household shopping basket, providing an opportunity for Eveready to leverage its extensive distribution network to bring Eveready ULTIMA liquid vaporiser closer to consumers. Modern trade and quick-commerce are also growing channels for the company and will be further leveraged to make this product accessible to consumers seeking convenient and effective mosquito protection.

Product Highlights

• Powered by Eveready: Brings the brand’s expertise in power to mosquito protection through a patent-applied innovation.

• Category First: Eveready ULTIMA is the only liquid vaporiser designed to operate without being connected to a plug point, offering greater flexibility to use mosquito protection across bedrooms, children’s play areas, balconies, bathrooms and other spaces without convenient access to a plug point, as well as in cars and while travelling.

• Advanced Japanese Formula: Delivers 100% protection from mosquitoes that can cause dengue, chikungunya and malaria.

• Up to 3 Hours of Battery Backup: Its rechargeable design enables continued use even during power outages.

• Type-C Charging: Can be conveniently recharged using a laptop, power bank or car.

• Available Across Formats and Channels: The Eveready ULTIMA Portable Liquid Vaporiser is priced at Rs 299. The range also includes a Plug-in Liquid Vaporiser and refills available in packs of 2, 4 and 6. The products are available across e-commerce, modern trade and general trade channels.

About Eveready Industries India Ltd.

With a legacy of over 100 years, Eveready Industries India Ltd. (NSE Symbol: EVEREADY, BSE Scrip Code: 531508, CSE Scrip Code 000029) is a household name in batteries and flashlights, with an emerging presence in the consumer and professional lighting space.

Since its inception in 1934, Eveready has been at the forefront of the dry cell battery market, enriching the lives of millions with portable energy and lighting solutions. The company’s iconic catchphrase “Give Me Red” has become synonymous with trust and dependability, resonating with consumers across generations.

In 2023, the company embarked on a transformative journey, marked by the unveiling of its new infinity logo and the empowering tagline “Give Me Power, Give Me Red”. The pivotal year also witnessed the launch of its Eveready Ultima Alkaline battery range, designed to cater to the evolving needs of Indian consumers. In April 2026, Eveready inaugurated India’s only operating alkaline battery facility in Jammu. Alongside Eveready Ultima Alkaline, Eveready today offers a comprehensive battery portfolio spanning carbon-zinc, alkaline, rechargeable and lithium formats, making it India’s No. 1* battery brand.

Beyond batteries, Eveready offers a wide range of flashlights and torches designed for everyday use, emergencies and outdoor activities. This includes purpose-driven products such as the Eveready Siren Torch, which combines illumination with a built-in safety alarm, and India’s First Hybrid Torch, which offers dual power options through rechargeable and battery-based formats. Together, these innovations have helped establish the company as India’s No. 1 flashlight brand.

The company has also strategically expanded its portfolio into mobile accessories, mosquito racquets, small appliances, electrical accessories, wires and MCBs to meet the evolving needs of consumers.

Eveready’s manufacturing facilities are spread across India at Matia, Lucknow, Haridwar, Maddur, Kolkata and Jammu. These facilities are equipped with globally benchmarked technology platforms and follow best-in-class operating standards, with a focus on quality (ISO 9000), environmental best practices (ISO 14000) and rapid adoption of technology. The company also has a Research and Development (R&D) facility approved by the Department of Scientific and Industrial Research (DSIR), Ministry of Science and Technology, Government of India.

Website: Eveready Industries India Ltd.

The Indian School of Development Management (ISDM) hosted the fourth edition of Dialogues on Development Management (DoDM) 2026 today at the Dr. Ambedkar International Centre, New Delhi. Centred on the theme “What Makes Social Change Last?”, the convening brought together leaders with experience across business and technology, grassroots development, financial inclusion, public policy, governance, philanthropy and social-sector institution-building to examine what enables social change to endure over time.

Radhika Bordia, Journalist; Ashwin Yardi, Non-Executive Chairman, Capgemini India; Chetna Sinha, Founder, Mann Deshi Foundation & Mann Deshi Mahila Bank; Ravi Sreedharan, Founder & President, ISDM

Among the voices contributing to the day’s conversations were Ashwin Yardi, Non-Executive Chairman of Capgemini India; Chetna Sinha, Founder and Chairperson, Mann Deshi Bank and Mann Deshi Foundation; and Ravi Sreedharan, Founder and President, ISDM. Their perspectives reflected the breadth of the development ecosystem and the different institutional, community and leadership dimensions required to sustain social change.

DoDM 2026 explored a fundamental question facing the social sector: while many organisations create meaningful change, far fewer are able to sustain it. Programmes can lose momentum, reforms can unravel, and movements can struggle beyond funding cycles or changes in leadership. The fourth edition examined what enables change to endure across organisations, systems and communities.

The day’s conversations spanned four interconnected tracks across governance, government systems, funding and impact: “Building Institutions, Not Just Organisations”, which examined the governance, leadership and resilience needed for institutions to endure beyond individuals and funding cycles; “From Schemes to Systems”, which explored how public systems can become more adaptive and capable of sustaining change at scale; “Funding the Future We Say We Want”, which examined the funding relationships and forms of capital needed to support long-term change; and “What is Impact Beyond the Numbers?”, which explored how the sector can move beyond outputs to understand whether change is truly taking root and enduring over time.

Chetna Sinha, Founder and Chairperson, Mann Deshi Bank and Mann Deshi Foundation, said, “For social change to last, communities must have the agency, institutions and resources to shape their own futures. Our experience with rural women has shown that financial inclusion, entrepreneurship and community institutions can root change in people’s lives. Lasting change is about creating the conditions in which communities can continue to lead, adapt and expand their own progress.”

Ravi Sreedharan, Founder and President, ISDM, said, “Social change may happen because of good programmes or even good individuals. But for social change to last, it needs Social Purpose Organisations that are resilient and equipped to work over long periods in specific geographies or on specific issues. That is where Development Management comes in: strengthening the leadership, management and organisational capabilities that keep them effective as they grow and contexts change. DoDM 2026 is an effort to bring these questions to the centre of the sector’s conversation.”

Sharad Agarwal, Co-Founder, ISDM, added, “Sustaining social change requires a greater focus on the systems that development programmes operate within. Outcomes endure when those systems are accountable and responsive to the communities they serve, and when we invest in what carries progress forward, not just in what a programme delivers today.”

Since its inaugural edition in 2023, DoDM has grown into a platform for conversations on Development Management, with 4,000+ participants, 400+ speakers and moderators, 270+ research papers presented and 50+ track partners across its editions. DoDM 2026 featured plenary conversations, Development Management Cases, masterclasses, research paper presentations, interactive discussions and Development Management Clinics, creating multiple formats for participants to engage with real questions of organisational and systemic change.

DoDM 2026 brought together diverse perspectives to deepen the conversation on what it takes to move from creating change to sustaining it. By examining the institutional, systemic, financial and impact dimensions of social change, the convening sought to advance a more enduring approach to development, one that enables organisations, systems and communities to build, adapt and carry progress forward over time.

About Indian School of Development Management (ISDM)

Since 2016, ISDM has prepared leaders with functional expertise, managerial judgment, and ethical responsibility to build strong, resilient social purpose organizations that create sustained impact at scale. Its work is anchored in three core efforts: leadership development through its flagship Post Graduate Program in Development Management, advancing Development Management as a distinct discipline integrating management, social science, public policy, and practice, and ecosystem capacity building across NGOs, foundations, social enterprises, and policy spaces.

SDM develops leaders who solve complex social challenges and strengthen institutions across India’s development ecosystem. As the institutional home of Development Management, ISDM integrates leadership, management and development practice to drive social transformation at scale.

PGP-DM

ISDM’s Post Graduate Program in Development Management (PGP-DM) prepares leaders to take on India’s most complex development challenges, and build the conviction and capability required to lead India’s social transformation. The 11-month program is spread over eight terms, and combines development perspectives with management rigor to equip you with the skills, knowledge and empathy required to lead work with real impact at scale.

• World-first education model, initially operating as a “school within a school”, bringing together:

  • Hyper-personalised AI-powered self-paced learning

  • 1:1 support from subject teachers (human mentors), specially trained for the GR8 model 

  • Individualised pathways for personal development, connecting students to real-world expertise, experience and opportunities

  • A blended daily learning model combining asynchronous, self-paced study with approximately 90 minutes to two hours of synchronous, teacher-led learning, supported by real-world expertise and globally recognised experts

  • A further two to three hours of enhanced enrichment programmes, extending learning through specialist, practical and real-world experiences

• First GR8 School soft launch planned for January 2027

What if students did not all have to learn the same thing, in the same way, at the same time?

GEMS Education, one of the oldest and largest private K-12 education providers, has unveiled GR8 School, a global-first model combining hyper-personalised AI-powered learning with specially trained teachers (human mentors) and real-world expertise. Drawing on almost seven decades of educational experience, more than 10,000 educators and school leaders, and pathways that have taken GEMS graduates to more than 2,000 universities across 71 countries, including all eight Ivy League universities in the US and all 24 Russell Group universities and colleges in the UK, GEMS brings significant scale, experience and educational expertise to the new model. 

Sunny Varkey, Chairman and Founder of GEMS Education

Since its origin in 1959, GEMS has pioneered education in the UAE, from offering international curricula across schools at a range of price points to developing new models such as GEMS School of Research and Innovation (SRI). More than 500,000 GEMS alumni have gone on to become unicorn founders, entrepreneurs, doctors, engineers, scientists, academics, creatives and leaders across industries, with graduates progressing to the world’s leading universities. Its mission has remained constant: to see the potential in every child and evolve education to help them realise it. 

GEMS Education unveils GR8 School, a world-first fusion of AI, teachers and industry experts reinventing education

GR8 is the latest expression of that legacy of innovation and educational firsts. It will initially operate as a “school within a school”, creating a distinct pathway within existing school communities.

The 8 October unveiling comes as Dubai’s leadership explores new approaches to education and how future school models can respond to changing student needs and the world of work.

What makes GR8 School a pioneering education model?
The GR8 School will bring together three connected parts of a student’s education:

Hyper-personalised learning: Students use AI-powered learning that allows them to work through core academic material at their own pace, rather than every student following a fixed timetable. The learning system will continually assess a student’s progress, identifying what they have mastered, where they need additional support, and where they are ready to be challenged further.

World-class teachers (Human Mentors): Real-time data provided by the adaptive learning systems empower teachers to be able to spend most of their time on high-impact 1:1 support instead of teaching an entire class at the same time, as well as on delivering all practical aspects of the curriculum. Teachers will remain responsible for academic rigour while also providing the inspiration, mentorship and human connection central to a child’s growth.

Real-world pathways: Working backwards from each student’s interests and possible future ambitions, GR8 will connect students with relevant specialists, industry experts, practitioners, projects and experiences that help turn what they learn into what they can do. Alongside academic study, the model will place deliberate emphasis on critical thinking, communication, teamwork, financial literacy, and practical life skills, while creating direct pathways from education to further study, entrepreneurship and future employment.

Together, these people will form the GR8 Learning Collective – a wider human team of teachers, specialists, practitioners bringing industry and experts closer to students.

A different learning day: The GR8 model is being designed around a more flexible use of time. Students will combine asynchronous, AI-enabled self-paced learning with approximately 90 minutes to two hours of synchronous, teacher-led learning, supported by real-world experts and globally recognised specialists. This will be complemented by a further two to three hours of enhanced enrichment programmes, creating more time for deeper specialist learning, projects, practical application, collaboration, creativity, sport, the arts and other areas of personal development.

Transformative education should meet the needs of the learners where they are and give families meaningful choice. GR8 is being developed to operate across different GEMS school segments and price points. While final fees will vary by school, market and model and will be confirmed closer to launch, current indicative annual fee ranges are approximately USD 8,000–10,000 for affordable offerings and USD 20,000–40,000 for premium offerings. (Fees may vary by market).

GR8 builds on principles already embedded across GEMS – personalised support, strong teacher-student relationships, character, critical thinking and learning beyond the classroom – as well as existing enrichment programmes and opportunities, bringing them together in a more focused and structured model.

It will offer families a distinctive new choice, designed for students who may thrive in a more personalised, flexible and independently driven learning environment.

The visionary behind the model, Sunny Varkey, Chairman and Founder of GEMS Education, said, “For almost seven decades, we have evolved continually because the world our children are growing into keeps evolving. Throughout that journey one thing has never changed: the teacher has remained at the heart of a child’s learning and growth. A teacher provides inspiration, encouragement, judgement and human connection. That relationship remains fundamental.”

“Today, artificial intelligence is changing how we learn and work, but the answer cannot simply be to put more technology into classrooms. We have to ask a bigger question: if we were designing education for young people today, knowing how rapidly the world around them is changing, what would we do differently?“

“GR8 is our answer to that question. It starts with the individual child and asks what combination of technology, great teachers, industry experts and real-industry experiences will help that young person achieve academically and discover what they could become.”

“GR8 is not for everyone, nor is it intended to be. No single model of education is right for every child. We are making this pathway available to all our families, but we expect it will appeal to a select group of students who are ready for greater independence, personalisation and ownership of their learning. For the right student, we believe it can be transformative.”

“Technology can help us understand and personalise how a child learns. But education is, and will always remain, deeply human. Our ambition with GR8 is to bring many worlds together around the learner.”

“We want young people to leave school with excellent qualifications, but also with something more: the confidence to apply what they know, the judgement to think for themselves, and the skills, experiences and relationships that can help them turn their potential into possibility.”

The first GR8 School will soft launch in January 2027, with GEMS using the interim period to continue developing and testing the systems behind the model, including its learning technology, academic model, teacher and guide roles, and network of specialist and industry expertise, with further details to be announced closer to launch.

Spardha School of Music, a global Performing Arts EdTech platform focused on personalised, one-on-one live learning, is expanding its technology ecosystem to make music and performing arts education more continuous, practice-led and accessible. The platform, which currently supports 1,000+ teachers, close to 20,000 active students across 16 countries and delivers 60,000+ live one-on-one sessions every month, is strengthening its digital learning infrastructure with the launch of a next-generation training platform designed to deliver an enhanced learning experience and provide continuous support to students beyond live classes.

Spardha Team-Pavan Malpani, Rikhil Jain, Saurabh Srivastav, Dr. Amrita Srivastav & Saurbah Tomar

As technology reshapes education, Spardha is combining its teacher-led model with technology-enabled practice, feedback and progress tracking to create a more continuous and personalized learning experience. The new training platform is built on Spardha’s core one-on-one learning model, keeping teachers at the heart of the learning journey. Its enhanced classroom experience introduces features such as backing tracks, music tools, and student–teacher sync mode, making online music and dance learning more seamless, engaging, and effective. 

Students can access assignments, practice videos and music sheets beyond their scheduled classes as well, while tools such as the metronome, tabla, virtual keyboard, mridangam and tanpura support guided and independent practice. AI-powered session notes and monthly progress reports help students track their development and identify areas that require attention, while real-time AI-powered feedback during practice provides additional guidance.

It also monitors the quality and consistency of each teacher’s session delivery, ensuring a high standard of session hygiene. In addition, it enables continuous teacher upskilling through personalized learning journeys tailored to each teacher’s current skills, performance, and quality of service, supporting ongoing professional development.

“Technology is not replacing the music teacher. It amplifies the ability of teachers to personalize, engage and create better learning outcomes. The future of music education lies in combining the human connection and expertise of a good teacher with the data-driven intelligence of technology to deliver a deeply personalized learning journey for every student,” – Saurabh Srivastav, Founder, Spardha Learning.

The platform brings together discovery, practice and performance of thousands of new songs through Spardha’s proprietary AI based performance platform Jam Station with exciting features such as AI powered self-assessment that enable students to practice independently, evaluate their skills at run time and build greater confidence in their musical abilities. The learning journey extends beyond practice through Spardha’s phygital performance platform, which gives students regular opportunities to perform before a global audience of fellow students, teachers, parents and music enthusiasts, apply what they learn, gain real performance experience and build confidence.

The technology expansion is backed by Spardha’s growing business scale. The company currently generates close to INR 60 crore in annual recurring revenue (ARR) and is targeting INR 100 crore+ ARR by FY 2027-28 by scaling its operations from the current 55,000+ monthly live sessions capacity to 1,00,000 sessions per month by FY 2027-28. Over the longer term, Spardha is targeting to acquire 1 lakh active users globally and scale its operations to deliver 3 lakh live sessions per month by 2030. Beyond technology, Spardha is addressing key gaps in performing arts education through professionally trained teachers, structured learning and multiple unique formats of performance opportunities. Its ecosystem combines live instruction, guided practice, technology-enabled feedback, progress tracking and personalised learning, transforming music education from a weekly class into an ongoing continuous learning & performing journey.

About Spardha School of Music

Spardha School of Music is a global Performing Arts EdTech platform offering personalised, one-on-one live learning experiences in music and performing arts. Founded with the vision of becoming the most trusted platform for performing arts education globally, Spardha combines an outcome-oriented curriculum, qualified professional teachers and a technology-enabled learning ecosystem.

boltt, the homegrown smartphone brand from the house of Fire-Boltt, is bringing two of its most compelling smartphone deals to Flipkart’s Big Billion Days sale. The boltt Evo starts at INR 8,999, while the boltt Ace 5G is available at INR 11,999 across all three variants. Available exclusively on Flipkart, both smartphones combine competitive pricing, powerful specifications, and strong customer ratings across their respective segments. 

boltt Smartphones Now Live on Flipkart’s Big Billion Days Sale

The boltt Evo is powered by the UNISOC T7250 octa-core processor, with up to 6GB RAM + 128GB storage, a 6.79-inch 120Hz display, and a 6000mAh battery for smooth viewing and extended everyday usage. On the camera front, it features a 50MP AI main camera, a 2MP macro lens, and an 8MP front camera with Real Tone, supported by AI Portrait Mode, AI Night Mode, and AI Selfie Enhancement.

Stepping up to the UNISOC T8200 octa-core processor, the boltt Ace 5G offers up to 8GB RAM + 128GB storage and a 5,47,000+ AnTuTu score. It also features a 6.79-inch 120Hz display, a 6000mAh battery, and a 64MP AI main camera with an 8MP front camera. The smartphone further brings 5G connectivity, 18W fast charging, NFC, and expandable storage, while running Android 16 with clean, no-bloatware experience and Google Gemini-powered capabilities, including Circle to Search and Google Lens.

 boltt Evo will be available at:

• 4GB + 64GB: INR 8,999

• 6GB + 128GB: INR 9,999

boltt Ace 5G is available at a special price of INR 11,999 across all three variants, lower than its Day 1 launch price:

• 4GB + 64GB

• 6GB + 128GB

• 8GB + 128GB

With best-in-segment pricing, powerful specifications, and strong customer ratings, the boltt Evo and boltt Ace 5G emerge as two of the best smartphone deals on Flipkart’s Big Billion Days sale. Whether shoppers are looking for an affordable everyday smartphone or a feature-packed 5G upgrade, boltt offers compelling options across price points. Available exclusively on Flipkart, both offers are live for a limited time, with stocks expected to move fast. Shop now before stocks run out. 

Buy now on Flipkart:

boltt Evo: www.flipkart.com/boltt-evo

boltt Ace 5G: www.flipkart.com/boltt-ace

About boltt
boltt is a homegrown smartphone brand from the house of Fire-Boltt, built on the trust of over 4 crore users. Created for India’s evolving digital lifestyle, boltt combines deep consumer insight with a consumer-first approach to design and innovation. The brand is focused on delivering dependable and relevant smartphone experiences tailored for modern Indian consumers.

About Fire-Boltt
Fire-Boltt is India’s No. 1 smartwatch brand and one of the country’s leading homegrown consumer technology companies. With a growing ecosystem of connected devices and more than 4 crore users, Fire-Boltt is committed to creating innovative technology products that are accessible, relevant and designed for Indian consumers.

• Builds community ownership through sustained engagement with local stakeholders

• 20 drip-irrigation pilots planned for 2026–27 to advance efficient agricultural water use

Tetra Pak, in partnership with Alternative Development Initiatives (ADI), today handed over rejuvenated community ponds in Pur and Rase villages of Khed Taluka, Pune, marking a key milestone under its Integrated Water Resource Development and Management (IWRDM) Programme. The handover, held in the presence of Gajanan Patil, CEO, Zilla Parishad Pune, places the assets in the stewardship of the local communities, following a phased programme of water conservation and community-led interventions undertaken since 2024.

Gajanan Patil, CEO, Zilla Parishad Pune, joined Tetra Pak leaders at the IWRDM Programme community handover in Khed, Pune

Tetra Pak’s first social impact programme in India focused on water conservation, the initiative has enhanced the combined water-holding capacity of the rejuvenated structures to 58.89 million litres and created an estimated annual groundwater recharge potential of 73.61 million litres across Pur and Rase. The programme was developed following a landscape-level assessment of 188 villages across Khed Taluka, of which six villages were shortlisted for detailed assessment and Pur and Rase were selected for implementation. 

Commenting on the occasion, Gajanan Patil, CEO, Zilla Parishad Pune said, “Addressing resource challenges requires collective effort from communities, government and the private sector. Pur and Rase have faced challenges around water availability, and initiatives such as this can make a meaningful difference at the local level. We appreciate the efforts of Tetra Pak and ADI in working with the communities to strengthen water security and create long-term impact.”

• 73.61 million litres annual groundwater recharge potential created

• 58.89 million litres water-holding capacity established

• 61 women mobilised through six self-help groups

• 23 community awareness and capacity-building programmes conducted

• Over 830 cumulative participations recorded

• 20 drip-irrigation pilots planned for 2026-27

A phased approach to strengthening water security
Implemented in phases since 2024, the programme began in Pur, later expanding to Rase, combining water-asset rejuvenation with groundwater, and rainfall monitoring and community-led water management. The interventions have increased water-holding capacity from 11.16 to 32.13 million litres in Pur and from 11.27 to 26.76 million litres in Rase, creating an estimated annual groundwater recharge potential of 40.16 million litres and 33.45 million litres, respectively.

Cassio Simoes, Managing Director, Tetra Pak South Asia, said, “Chakan has been central to Tetra Pak’s journey in India, and with that comes a deep sense of responsibility towards the communities around us. For us, sustainability is about creating lasting value- not only through the way we operate, but also by helping strengthen the resilience of the communities and ecosystems we are part of. In Pur and Rase, we have taken a science-led, community-centred approach to water security, addressing both the availability and responsible management of this critical resource. As we hand over these assets to the community, we are reinforcing what has been fundamental to the programme from the outset: building local ownership so that the impact can endure well beyond the intervention itself.”

Building community ownership beyond infrastructure
Community participation has been integral to the programme, with interventions extending beyond water infrastructure to livelihood development and environmental awareness. To date, the initiative has mobilised six self-help groups involving 61 women, with training and guidance across livelihood skills including stitching, soap making, etc. School awareness sessions have also engaged students on water conservation, plantation, environmental awareness and responsible use of local resources. 

Overall, the programme has conducted 23 training, awareness and community activities, recording over 830 cumulative participations, helping build local capacity and ownership to support the long-term sustainability of the interventions.

Sarang Kulkarni, Hydrogeologist, Alternative Development Initiatives (ADI), said, “The IWRDM Programme has been shaped by understanding the local groundwater conditions, existing water resources and the needs of the communities in Pur and Rase. Along with rejuvenation of the village water-harvesting structures, interventions such as open-well recharge and rooftop rainwater harvesting are helping strengthen local recharge and improve the use of available rainwater. The rejuvenated structures have increased the combined water-holding capacity by more than 36 million litres, with an estimated annual groundwater recharge potential of 73.61 million litres. Regular groundwater and rainfall monitoring is helping us better understand seasonal water availability, while our work with farmers, women’s SHGs, youth and schoolchildren is building awareness, skills and local ownership. The next phase will further strengthen this through seasonal water budgeting, farmer capacity building and drip-irrigation pilots, helping communities use water more efficiently and sustain these benefits over the long term.”

The next phase: efficient agriculture and sustained stewardship
The programme will now focus on consolidating the gains made across Pur and Rase through continued groundwater monitoring, community stewardship, livelihood and school-based interventions. It will also strengthen efficient agricultural water use, with 20 drip-irrigation pilots planned for 2026–27, supported by seasonal water budgeting and farmer capacity building. 

The IWRDM Programme adds to Tetra Pak’s growing portfolio of sustainability initiatives in India, spanning climate, circularity and community impact. Through these efforts, the company continues to translate its global sustainability ambitions into locally relevant action and measurable impact in India.

About Tetra Pak
Tetra Pak is a world-leading food processing and packaging solutions company. Working with our customers and suppliers, we provide access to safe, nutritious food for hundreds of millions of people in more than 160 countries every day. With over 24,000 employees worldwide, we commit to making food safe and available everywhere, and we promise to protect what’s good: food, people and the planet.
 

More information about Tetra Pak is available at www.tetrapak.com

Rocket Learning, one of India’s largest early learning non-profits, hosted Udaan 2026 in New Delhi – India’s largest convening on Early Childhood Care and Education (ECCE). The event brought together a diverse line-up of speakers and experts from government and policymaking, research and academia, education, civil society and technology. The theme for this edition was ‘From Surviving to Thriving’, and the event saw discussions on enhancing Anganwadis, investing in early childhood development, the role of technology in supporting India’s youngest children and the resulting impact, through speaker sessions and panel discussion. 
 

Azeez Gupta, Rocket Learning; Dr. Shena Aggarwal, Govt. of Punjab; Radhika Jha, Govt. of India; Dr. Mrinalini Darswal, Govt. of Odisha; Rakhi, Parent from Sonipat
 

Amongst the esteemed speakers and guests were distinguished leaders including Dr. M. Srinivas, Member, NITI Aayog; Arti Ahuja, Former Secretary, Ministry of Labour and Employment, Government of India; Amanda Devercelli, Former Global Early Childhood Development Head, World Bank Group; Dr. Soumya Swaminathan, Chairperson, M. S. Swaminathan Research Foundation; Radhika Jha, Joint Secretary, Ministry of Women and Child Development, Government of India; Dr. Dinesh Arora, Principal Specialist at the Asian Development Bank, and Dr. Abhijeet Singh, Professor at the Stockholm School of Economics and Board Member (Education), J-PAL. They were joined by Dr. Shena Aggarwal, Special Secretary-cum-Director, Dept. of Social Security, Women and Child Development, Govt. of Punjab; Dr. Mrinalini Darswal, Commissioner-cum-Secretary, Dept. of Women and Child Development, Govt. of Odisha and senior officials of the Women and Child Development departments of Uttar Pradesh, Delhi, and Andhra Pradesh; leaders from OpenAI, TRYST at IIT Bombay, and SIRA; and Rocket Learning co-founders Azeez Gupta, Namya Mahajan, Siddhant Sachdeva, and Utsav Kheria.

Delivering the keynote discussion on reducing the administrative burden on Anganwadi workers in India, Dr. M. Srinivas, Member, NITI Aayog, said, “Frontline workers like Anganwadi staff should not be burdened solely with administrative tasks and manual record-keeping. Technology and policy changes must simplify their workload so they can focus on their primary mission: directly nurturing mothers and children.”

Speaking on targeted AI interventions for vulnerable families, Arti Ahuja, Former Secretary, Ministry of Labour and Employment, Govt. of India, said, “The true power of AI lies in data-driven empathy. Down to the village and hamlet level, AI can help us identify red flags such as family migration or food scarcity, thus enabling targeted, local-level support for the most vulnerable children and families before they fall behind.”

Speaking about the vision behind building Udaan as a cross-sector platform, Rocket Learning’s co-founders, Azeez Gupta, Namya Mahajan, Siddhant Sachdeva, and Utsav Kheria, in a joint statement said, “Every child deserves more than simply surviving the early years – they deserve the opportunity to thrive. We have witnessed the possibilities of Anganwadi educators, pre-school teachers and parents working together as one coherent unit to change children’s trajectories. Udaan 2026 was about moving from surviving to thriving, and the conversations on evidence, investment and technology reinforced that India has both – the ideas and the will – to make this possible at scale. Rocket Learning remains committed to supporting India’s early learning ecosystem, with Udaan 2026 marking an important milestone in this journey.”

Discussions throughout the day addressed how to best reform and enable Anganwadis, better invest in early childhood development, lessons from academia, and the role of technology in supporting the youngest children. The conference also saw the launch of results and lessons from the evaluation of a highly successful, technology-based homegrown early childhood development model, presented by Dr. Abhijeet Singh, and extended a platform to showcase stories of Anganwadi educators and parents.

Udaan 2026 reinforced that the case for ECCE is clearly established. The task now is to translate that understanding into action at scale – with rigour, compassion and a commitment to every child.

About Rocket Learning

Rocket Learning is one of India’s largest early learning non-profits focused on transforming early childhood and foundational learning outcomes at scale. Eighty-five percent of brain development happens before the age of six, making early learning extremely critical. By leveraging technology, behavioral insights, and strong government partnerships, Rocket Learning empowers parents, teachers, and frontline educators to drive measurable improvements in children’s learning. Working directly with government systems across 15 states and union territories and 200+ districts, since 2020 the organization has impacted 6 million children between birth and 6 years of age, across more than 500,000 classrooms, including 400,000 Anganwadi educators. Through responsible use of AI and digital innovation, Rocket Learning is striving to make quality early education accessible, inclusive, and effective for every child, with the aim to positively impact 50 million underserved children by 2030.

For more information, visit rocketlearning.org.

Jennifer Kok, Founder and CEO of Media OutReach Newswire, has been named one of 12 Top Nominees for EY Entrepreneur Of The Year™ 2026 Malaysia awards, in the Woman Entrepreneur category. This year’s programme, the 25th in Malaysia, drew a record number of nominations.
 

Media OutReach Newswire Founder & CEO Jennifer Kok, Top Nominee for the EY Entrepreneur Of the Year 2026 Malaysia awards, in the Woman Entrepreneur category
 

Since its launch in 2002, EY Entrepreneur Of The Year Malaysia has recognised more than 350 entrepreneurs, as part of a global programme held in more than 60 countries and jurisdictions. An independent panel of judges assesses nominees against four pillars: entrepreneurial spirit, purpose, growth and impact. Winners will be announced at a gala dinner on 1 December 2026.

A 17-year entrepreneurial journey

Entrepreneurial spirit that built Asia’s first global newswire
Jennifer founded Media OutReach Newswire in 2009 to build what the industry lacked – a global newswire born in Asia – becoming the first woman to found a global newswire, and has continued to redefine the PR industry through industry-first innovations, from the digital era to the age of AI.
 

Purpose that turns business success into shared opportunity
Her mission since day one has been to help Asian brands authentically build their reputation in global markets, leading with a social enterprise mindset that creates opportunity for clients, the PR community and her team. Giving back has always been close to her heart. She provides pro bono press release distribution to help NGOs and community initiatives amplify their impact, while supporting children, marginalised communities and animal welfare.

Growth that promotes Asian excellence worldwide
Today, Media OutReach Newswire connects brands with 200,000+ journalists and editors and 70,000+ media titles across 190+ countries and territories, with targeted distribution across 500+ trade categories, alongside 1,500+ media partnerships and offices in eight Asian markets, including Malaysia.

Impact is redefining PR for the AI era
Trusted by thousands of agencies, corporations, governments and SMEs, the company has repeatedly set industry standards – most recently becoming a fully AI-enabled newswire in 2026. Media OutReach Newswire connects clients’ news with journalists and enables the news to be cited by AI, helping build brand trust, increase AI visibility, and maximise PR impact.

Media OutReach Newswire’s next phase of growth is anchored in three pillars: AI innovation, people and social impact. The company uses AI to innovate its services and workflows for clients and staff, invests in its team, and funds community projects for children and animals.

“Seventeen years ago, I set out to build Asia Pacific’s first global newswire so that Asian brands could tell their stories to the world,” said Jennifer Kok, Founder and CEO of Media OutReach Newswire.

“To be named a Top Nominee in the award’s 25th year in Malaysia is an honour I share with our team, media partners and clients. Entrepreneurship, to me, has never been just about business. It is about creating opportunities, empowering the PR industry, investing in people and using what you build to help others succeed. Our vision is to help Asian brands to achieve global communications success.”
 

Minister of Entrepreneur and Cooperatives Development Steven Sim Chee Keong (eighth from right) with Top Nominees for the EY Entrepreneur Of the Year 2026 Malaysia awards

About Media OutReach Newswire
Media OutReach Newswire is Asia Pacific’s first global newswire, founded in 2009 by Jennifer Kok as a trusted partner to media, corporations, agencies and governments. As an AI-enabled global newswire, Media OutReach Newswire connects brands with 200,000+ journalists and editors and 70,000+ media titles across 190+ countries and territories. Through targeted press release distribution, direct journalist access and guaranteed posting on credible news sites with domain authority, it helps brands earn media coverage and build visibility and citations in AI search. Every distribution includes multi-format reports with data insights, and its PR Campaign Intelligence measures communications impact over time.

Headquartered in Hong Kong SAR, with offices in the Chinese Mainland, Singapore, Japan, Malaysia, Thailand, Vietnam and Taiwan, Media OutReach Newswire’s distribution network spans Asia Pacific, North America, Latin America, the UK and Europe, the Middle East and Africa.

For more information, please visit www.media-outreach.com