A National Symposium on Water was organised at the India International Centre (IIC), New Delhi, bringing together environmentalists, academicians, policymakers, public sector leaders, journalists and social activists to deliberate on India’s growing water challenges and the need for sustainable water management.

L-R: Dr. Rajendra Singh, Vivek Avasthi, Manoj Kumar Singh, CMD BCCL, Dr. Indira Khurana at the National Symposium on Water in New Delhi

Organised by White Dolphin Media under the aegis of IndianPSU.com, the symposium focused on the theme of water conservation and sustainable use, with Coal Neer – From Waste to Wealth: Unlocking the Potential of Treated Mine Water emerging as a key area of discussion. The event highlighted how innovative water treatment solutions and community participation can play an important role in strengthening India’s water security.

Renowned environmentalist and Ramon Magsaysay Awardee Dr. Rajendra Singh, popularly known as the Waterman of India, was the keynote speaker at the symposium. Addressing the gathering, he emphasised that water conservation cannot remain the responsibility of governments alone and must become a collective responsibility involving communities, institutions and citizens.

Dr. Singh highlighted the close relationship between water, women and rivers through the message “Neer–Naari–Nadi = Narayani”, underlining their importance to human civilisation and sustainable development. He also spoke about the importance of community-led conservation and shared the experience of Tarun Bharat Sangh, which over nearly five decades has worked with communities across villages to develop water conservation structures and revive local water sources.

The symposium placed special emphasis on Coal Neer, an initiative of Coal India Limited aimed at treating mine water and making it available as safe drinking water for communities in and around coal mining areas. The initiative was discussed as an example of converting a potential environmental challenge into a useful resource while addressing water scarcity and supporting sustainable development in mining regions.

Indira Khurana, Chairperson of the Indian Himalayan River Basins Council (IHRBC) and Vice Chairperson of Tarun Bharat Sangh, was the Guest of Honour. She highlighted the impact of water scarcity on communities, particularly women in rural areas, and stressed the importance of efficient water management, protection of natural water bodies and stronger policy interventions for long-term water security.

The symposium featured experts from diverse fields, including Prof. Rana Pratap Singh, Senior Professor (Retd.), Department of Environmental Science, Babasaheb Bhimrao Ambedkar University, Lucknow; Farrukh R. Khan, former Regional Director, WaterAid and Executive Member, State Ganga Mission; Dr. Avantika Singh, Assistant Professor at the University of Delhi specialising in Gender Studies, Climate Change, Adaptation and Vulnerability Studies; and Utkarsh Sinha, veteran journalist with extensive experience in governance, environmental issues and public policy.

The speakers stressed the need for integrated water management, climate resilience, sustainable use of natural resources and greater participation of local communities in water conservation.The symposium also recognised individuals for their contributions to water conservation, sustainability and leadership.

Manoj Kumar Agarwal, Chairman-cum-Managing Director of Bharat Coking Coal Limited (BCCL), received the INDIAN PSU Frontline Leadership Excellence Award for his leadership in promoting water sustainability initiatives, particularly the Coal Neer project.

Nilendu Kumar Singh, Chairman-cum-Managing Director of Central Coalfields Limited (CCL), was conferred the INDIAN PSU Dynamic Leadership Excellence Award for advancing sustainable water management practices across coal mining operations. The award was received on his behalf by Sangeeta, General Manager (Environment), CCL.

Sanjay Singh, founder of Parmarth Samaj Sevi Sansthan and widely recognised for his work in Bundelkhand, received the INDIAN PSU Water Conservation Excellence Award for his contribution to watershed development and community-led water conservation.The INDIANPSU Aqua Genetic Award was presented to Sanjay Agarwal, General Manager, BCCL, for his contribution to conceptualising and developing the Coal Neer water treatment and purification plant.

Welcoming the participants, Vivek Avasthi, CEO of White Dolphin Media and Editor-in-Chief of IndianPSU.com, said the symposium was conceived as more than a one-day discussion and aimed to build a wider movement around water conservation and sustainable resource management. He emphasised the need for continued collaboration among policymakers, public sector enterprises, environmental experts, academic institutions and civil society to develop practical and scalable solutions for India’s water challenges.

The symposium concluded with a collective call for sustained efforts towards water conservation and water security, with participants emphasising that protecting India’s water resources requires innovative solutions, responsible resource management and active participation from society at large.

Hyderabad’s real estate market has grown rapidly over the last few years. As more people buy homes, customer expectations have also changed. Today, homebuyers are looking beyond location and amenities. They want a builder who listens, responds, and continues to support them even after they move in.

Every project adds to the story of ASBL as the best builder in Hyderabad

ASBL believes that being the best builder does not always mean being the biggest builder. The best builder is the one that stands by its customers. For ASBL, buying a home is not just a transaction. It is a long journey, and the company believes it has a responsibility to make every stage of that journey simpler and more transparent for its customers.

That journey starts much before construction begins.

Before designing a project, ASBL spends time understanding the people who will eventually live there. The team conducts research, runs surveys, and speaks to customers to understand what matters most in their everyday lives. These insights help shape the master plan, so every project is designed not just to look good, but to make daily living more comfortable and convenient.

The company has also simplified the home-buying process by replacing manual paperwork with a digital experience. Documentation, approvals, and customer communication are managed through technology, making the entire process faster and more transparent. This has been especially helpful for NRIs, who can complete most of their home-buying journey from anywhere in the world without needing to travel to India.

Once a customer books a home, ASBL’s CRM team stays closely involved throughout the journey. The team aims to respond to customer queries within 24 hours and provides support for documentation, approvals, payments, and every other project-related concern. The goal is to ensure customers always know what is happening and never feel left waiting for answers.

ASBL also believes that communication should come directly from the company’s leadership. Through the Realty of Tomorrow Conclave (ROTC) live session, CEO Ajitesh Korupolu interacts with customers, answers their questions, and shares the company’s thinking on real estate and the future of urban living. It is an initiative that reflects ASBL’s commitment to being open, accessible, and transparent and This sets a new standard rarely matched by other real estate CEOs.

The customer journey does not end after handover. Residents continue their experience through Homes by ASBL, the company’s resident management app. From booking amenities and raising service requests to receiving community updates and managing everyday activities, the app brings everything together in one place, making community living simpler and more convenient.

ASBL has also taken a step further by building a dedicated Resident Lifestyle team. Led by Sai Aditya, Head of Resident Lifestyle, the team focuses on understanding how residents actually experience their homes after moving in. Before joining ASBL, Sai Aditya worked with Microsoft across Canada and the Americas in senior leadership roles focused on marketing analytics, strategic impact, and data insights. At ASBL, he is helping build a more technology-driven and resident-focused ecosystem.

Rather than treating customer feedback as the end of a project, ASBL sees it as the beginning of the next one. The company continues to observe how residents use their homes, listens to their feedback, studies recurring requests, and uses these learnings to improve future projects. Every completed community becomes an opportunity to build the next one better.

“The goal is to create systems where residents feel heard, supported, and connected throughout their journey,” said Sai Aditya.

Technology plays an important role in making this possible. By using digital systems across customer interactions, resident services, and internal processes, ASBL is able to respond faster, understand customer needs better, and continuously improve the overall experience.

Today, ASBL continues to strengthen its position among Hyderabad’s leading real estate developers by focusing on transparency, customer experience, and continuous improvement. Along with receiving multiple industry recognitions, including Fastest Growing Real Estate Company and Real Estate Developer of the Year, the company believes that trust is built over time. For ASBL, that means listening to customers, learning from every project, and making every new community better than the last.

Finkurve Financial Services Limited (NSE: FINKURVE; BSE: 508954), one of the leading tech-first gold loan NBFCs, announced its financial performance for the quarter ended June 30, 2026.

Priyank Kothari, Executive Director, Finkurve Financial Services Limited

Finkurve Financial Services Limited continued its growth trajectory in Q1 FY27, with Assets Under Management (AUM) rising 134.5% YoY to INR 1,270.4 crore, including off-book AUM of INR 38 crore. The Company also expanded its branch network to 118 branches from 83 a year ago, serving 31,522 active gold loan customers as of June 30, 2026.

The quarter saw continued momentum in the Company’s gold loan business, supported by deeper geographic reach and an expanding customer base. Average gold loan per branch increased to INR 10.3 crore from INR 5.8 crore in Q1 FY26, reflecting improved branch productivity.

Financial performance remained robust, with total income increasing 89.37% YoY to INR 75.82 crore from INR 40.04 crore in Q1 FY26. Profit Before Tax (PBT) stood at INR 11.21 crore, up 64.06% YoY, while Profit After Tax (PAT) increased 65.78% YoY to INR 8.44 crore.

The Company maintained a stable asset quality profile during the quarter, with Gross NPA at 0.54% and Net NPA at 0.48%. Capital Adequacy Ratio stood at a healthy 26.6%, providing a strong capital base to support the Company’s growth plans.

Finkurve also strengthened its funding ecosystem during the quarter by onboarding Franklin Templeton as its first AIF investor through the issuance of INR 50 crore NCD.

On the governance and leadership front, Mr. Rajendran Chinna Veerappan was appointed as Director (Non-Executive, Non-Independent). The Company also appointed Mr. Raju Shah as Chief Risk Officer and Mr. Husain Pittalwala as Head of Compliance, further strengthening its risk management and compliance framework.

Financial Snapshot: Q1 FY27 (INR crore)

Key Metrics: Q1 FY27

*Includes Off-Book AUM

Commenting on the performance, Mr. Priyank Kothari, Executive Director, said, “Q1 FY27 marks another quarter of steady progress for Finkurve, with AUM reaching INR 1,270.4 Cr, up 134.5% YoY. Our continued branch expansion, combined with a technology-enabled operating model, has helped us deepen our presence in the gold loan segment while improving branch productivity.

We remain focused on balancing growth with prudent risk management and strong financial discipline. PAT increased 65.8% YoY to INR 8.4 Cr, while asset quality remained stable with Gross NPA and Net NPA at 0.54% and 0.48%, respectively. Our Capital Adequacy Ratio of 26.6% also provides a healthy foundation for the next phase of expansion.

Looking ahead, we will continue to strengthen our presence across the gold loan market, enhance technology-led operations and drive greater efficiency across our branch network. With a diversified funding base and robust governance framework, we are well positioned to build a sustainable and scalable franchise while remaining focused on delivering a consistent customer experience.”

About Finkurve Financial Services Limited (Arvog)

Finkurve Financial Services Limited (NSE: FINKURVE; BSE: 508954), also known by its brand name Arvog, is a non-banking financial company (NBFC) registered with the Reserve Bank of India (RBI) as a non-deposit-taking, Middle-layer NBFC. Established in 1984 as Sanjay Leasing Ltd., the Company obtained its NBFC license in 1998 and was acquired by the Promoters in the year 2010.

Finkurve focuses primarily on gold loans, which form the majority of its Assets Under Management (AUM), positioning it as a leading gold loan NBFC. The Company also offers personal loans and SME loans, expanding its financial solutions through partnerships with fintech companies.

Finkurve also has a strategic tie-up with Augmont Goldtech, India’s largest fully integrated gold platform, serving as a one-stop destination for all gold-related needs. With a growing presence across India, Finkurve remains committed to providing accessible, technology-driven financial services to a broad customer base.

For more details, please visit www.arvog.com.

The Handloom Hackathon 2026, a nationwide innovation competition by the Office of the Development Commissioner for Handlooms under the Ministry of Textiles, concluded successfully with a Grand Finale at the Research and Innovation Park, IIT Delhi. The competition, conceptualised by ThinkStartup, attracted over 2,500 participants, with 280 finalists from the top 100 shortlisted teams across the country presenting technology-driven solutions to modernize and strengthen India’s vibrant handloom ecosystem.
 

Handloom Hackathon 2026
 

The hackathon served as a pivotal national platform for innovators, researchers, faculty members, and handloom experts to develop practical solutions addressing critical challenges in loom modernization, design innovation, sustainability, market access, and weaver livelihoods. The shortlisted teams showcased breakthrough innovations aimed at improving productivity, preserving traditional craftsmanship, and enhancing the global competitiveness of India’s handloom sector.
 

Development Commissioner (Handlooms) Dr. M. Beena, IAS emphasized that India’s handloom heritage and modern technology are complementary forces. “We must combine innovation with traditional craftsmanship to improve the lives of weavers,” Dr. Beena stated, highlighting the inherent sustainability and circularity of the handloom sector. She also underscored the importance of technological innovations in loom processes, design development, and modern marketing strategies, while spotlighting the Indian Handmade Portal, an e-commerce platform enabling weavers to sell globally without intermediaries.
 

Winners Recognized Across Four Thematic Categories

The hackathon featured problem statements to modernize and revitalize India’s handloom industry across four key themes.
 

VIZHI – AI Powered Trend Forecasting App, developed by Madeshwaraboobalan V and Srinidhi B from IIHT Salem, emerged as the winner in the Weaver Livelihoods & Financial Inclusion category. The platform leverages artificial intelligence to forecast market trends, enabling weavers to anticipate demand patterns and make informed production decisions that directly impact income stability.
 

Sutradhar, created by Atharv Sanjeev Kumar and Gurkirat Singh from IIT Madras, won in the Market Access & Digital Integration category. Sutradhar bridges the gap between rural weavers and digital markets, enabling direct access to global buyers and eliminating supply chain intermediaries.
 

In the Sustainability & Environmental Impact category, Savinya, developed by Naveen Goyal, Mahak Goyal, Ritu Devi, from Savinya Studio, claimed the top position by integrating sustainability throughout the handloom production cycle and creating circular economy models that reduce environmental waste.
 

In the Innovation in Design & Operations category, the Weaver Mithra Back Support System was selected as the winning entry. The solution, by Sriram Vaggu, Adigoppula vishal from KLB IIHT Hyderabad, addresses occupational health challenges and enables longer, more productive working hours for weavers.
 

Strategic Vision and Institutional Partnerships

The hackathon reflects a broader commitment to integrating academia, industry, and government in advancing India’s handloom sector. Dr. Deepti Gupta, Head of the Department of Textile and Fibre Engineering at IIT Delhi, announced the proposed Centre of Excellence for Handloom Technology at IIT Delhi, expected to be inaugurated next week in collaboration with the Ministry of Textiles. This centre will integrate technology with handloom production, improving standardization and productivity while preserving the uniqueness of handcrafted textiles.
 

Sanjeeva Shivesh, Co-founder of ThinkStartup and Program Director of the Handloom Hackathon 2026 Organising Committee, congratulated the finalist teams and encouraged continued development of innovative solutions. “This hackathon is a milestone in creating meaningful social and economic impact for India’s weavers. The winning solutions exemplify how innovation can preserve heritage while driving progress. This spirit of empowering young innovators also aligns with ThinkStartup’s Youth Ideathon, which encourages school and college students to become creators and develop ideas that can solve real-world challenges and contribute to India’s progress.”
 

Voices from the Jury and Ecosystem Partners

Dr. Sanjay Gupta, Vice Chancellor, World University of Design, said, “Handloom is often viewed through the lens of heritage. The Handloom Hackathon reminded us that it is equally a source of innovation. As a jury member, I was encouraged to see young minds applying design thinking, emerging technologies and entrepreneurial imagination to one of India’s most enduring creative ecosystems. The future of handloom will not be secured by preserving the past alone, but by enabling the next generation to reinterpret it for contemporary markets and lifestyles. This initiative by the Ministry of Textiles is an important step in that direction.”
 

CV Raghu, President & Founder, General Counsel’s Association of India, said, “As India’s handloom sector modernizes, the innovations coming out of platforms like this hackathon will increasingly touch questions of design ownership, geographical indication and intellectual property. Building that legal and governance backbone alongside the technology is what will let weavers and young innovators capture the full value of what they create. It was heartening to see solutions that think about the weaver’s livelihood not just as a design problem, but as a rights and market-access problem too.”
 

Sanchit Govil, Co-founder, Lal10, said, “We’ve spent years building the bridge between rural artisans and digital markets, so it was exciting to see a new generation of innovators tackle that same problem from fresh angles. Sutradhar and the other market-access solutions at this hackathon are exactly the kind of thinking the sector needs, technology that removes intermediaries and puts more of the value directly in weavers’ hands. Initiatives like this hackathon are critical to accelerating that shift.”
 

Vanita Vasudeva, Startup Portfolio Management, FITT, IIT Delhi, said, “What stood out at this hackathon was how quickly finalist teams moved from problem statements to workable prototypes. That’s exactly the kind of founder mindset we look to nurture through incubation- taking a strong idea and giving it the structure, mentorship and market validation it needs to survive beyond the competition. With the right incubation support, several of these handloom-tech solutions have a genuine shot at becoming durable ventures.”
 

Path from Ideation to Market Viability

The Ministry of Textiles has committed to providing 1-year incubation support for investor-ready participants, positioning winning and promising solutions for real-world implementation. This initiative aims to create a modern, innovation-led image for brand Handloom while building a visible pathway from ideation to market viability, ensuring that breakthrough innovations translate into tangible benefits for India’s weaver communities.
 

The successful conclusion of Handloom Hackathon 2026 marks another pivotal step in the Ministry’s efforts to strengthen academia-industry collaboration and build a technology-enabled, sustainable, and globally competitive handloom ecosystem that supports the long-term growth and prosperity of India’s weavers.

On the occasion of Independence Day, as India celebrates 80 years of Independence, M. V. Satish, President, Construction Federation of India (CFI) and Advisor to the CMD, L&T Ltd., said India’s next phase of infrastructure growth must focus not only on building bigger and faster, but on building better—with quality, safety, integrity and long-term performance at its core.

M. V. Satish, President, Construction Federation of India (CFI) and Advisor to the CMD, L&T Ltd.

“On this Independence Day, as we proudly celebrate 80 years of India’s Independence, let us honour our remarkable journey and reaffirm our collective commitment to building a safer, stronger and more resilient nation. As we move towards the vision of Viksit Bharat 2047, let us strive to build not just bigger, but better—with quality, integrity, innovation and excellence. Together, let us contribute to a stronger and more prosperous India. Jai Hind!”

Construction Federation of India (CFI) is a national industry body representing India’s construction and infrastructure sector. CFI works to promote professionalism, safety, quality, innovation, technology and sustainable practices, while contributing to a stronger and more efficient infrastructure ecosystem.

India is building infrastructure at a scale few countries can match. Expressways, metros, railway corridors, airports, ports, tunnels and bridges are transforming connectivity and supporting economic growth. Landmark projects such as the Chenab Rail Bridge, Anji Khad Bridge and Atal Setu reflect the capabilities of Indian engineering.

The industry’s next priority is to make quality, safety and long-term performance consistent across the infrastructure lifecycle.

Better Preparation. Better Outcomes.

Many project challenges begin before construction. Inadequate site investigations, weak DPRs, incomplete utility mapping, unrealistic estimates and insufficient risk assessment can lead to delays, redesigns, disputes and cost escalation.

The industry therefore calls for stronger project preparation and greater emphasis on technical competence. For complex projects, procurement should consider capability, experience and lifecycle value—not simply the lowest initial price. Wider and appropriate use of Quality and Cost-Based Selection (QCBS) can help achieve this balance.

Technology Must Strengthen Expertise

BIM, GIS, LiDAR, drones, digital twins and AI can transform project planning, design, monitoring and asset management. But technology cannot replace engineering judgement.

AI cannot correct poor data. A digital model cannot replace site investigation. Technology must strengthen professionals, not substitute for them.

Build for the Lifecycle

Infrastructure must be designed and managed for decades, not merely completed for inauguration.

Greater focus is needed on durability, preventive maintenance, structural health monitoring, climate resilience and timely rehabilitation. The true measure of value is not construction cost alone, but lifetime performance.

Learn from Every Failure

Where negligence or misconduct occurs, accountability is essential. But infrastructure failures should also trigger a wider review of design, investigation, procurement, supervision, quality assurance and maintenance.

Every failure should strengthen the system and prevent recurrence.

Building Better for 2047

India has demonstrated that it can deliver complex infrastructure at remarkable scale and speed. The next challenge is to make that performance consistent, safe, durable and sustainable.

The infrastructure chain must remain strong at every stage:

Better Data → Better DPRs → Better Design → Better Procurement → Better Construction → Better Inspection → Better Maintenance

As India moves towards Viksit Bharat 2047, the goal should not be to choose between speed and quality, but to deliver both. India has shown that it can build big. Now, the industry must work together to build better—and build better, every time.– Construction Federation of India (CFI)

Electric vehicles are increasingly beating petrol and diesel cars on lifetime ownership costs, yet many buyers continue to judge them by sticker price. Research suggests the industry’s next challenge is not improving EV economics but making them easier for consumers to understand.

VinFast has introduced a web-based TCO calculator to help buyers compare the long-term ownership costs of EVs and ICE vehicles based on their driving patterns

For years, the biggest obstacle facing electric vehicles was simple: they cost more to buy.

That equation is becoming less clear-cut. Battery prices have fallen, model choices have expanded, charging networks are growing and, more importantly, the economics of ownership have shifted. Once fuel, maintenance and servicing are factored in, many EVs can cost less to own than comparable internal combustion engine (ICE) vehicles over several years.

Yet purchase decisions are still largely shaped by ex-showroom prices rather than lifetime ownership costs. As a result, one of the strongest arguments for switching to electric mobility remains underappreciated. The gap is increasingly one of communication.

A quietly changing ownership equation

While EVs still carry a higher upfront purchase price, that premium is increasingly offset by substantially lower energy and maintenance costs, making Total Cost of Ownership (TCO) a more meaningful measure of value than the sticker price alone.

That trend is already evident in more developed markets such as Europe. Battery electric vehicles are now the lowest-cost powertrain on a lifetime TCO basis for medium-sized cars in the European Union and are projected to reach that position across all passenger car segments by 2026. Much of the advantage comes from lower running costs, while maintenance expenses are estimated to be about 30% lower than those of comparable ICE vehicles because electric drivetrains have fewer moving and wear-prone components.⁽¹⁾ The economics become even more compelling for drivers covering higher annual mileages, as operating-cost savings accumulate more quickly.

Early calculations suggest a similar pattern may already be emerging in India. Consider a family MPV driven around 1,500 km a month, or 18,000 km annually. Assuming a comparable petrol model delivers around 19.5 km per litre and petrol costs approximately Rs 100 per litre, fuel expenses would total roughly Rs 2.46 lakh over 32 months. Over the same period, the all-electric seven-seat VinFast VF MPV 7 would consume about 5,580 kWh of electricity. Even at Delhi’s highest residential electricity tariff, home charging would cost only about Rs 44,700, roughly 82% less than the petrol bill.

For many buyers, the financial case for switching to an EV may already exist. The challenge is helping them recognise it before making a purchase.

Consumers don’t need bigger savings. They need clearer comparisons.

The disconnect between what buyers see on the price tag and what they ultimately pay has been studied before.

A paper published in the peer-reviewed scientific journal Transportation Research Part A: Policy and Practice examined whether presenting consumers with different forms of cost information influenced their vehicle preferences. The results were revealing: simply telling prospective buyers how much they could save on fuel over five years had little measurable impact on their vehicle rankings.

However, presenting TCO, combining purchase price, fuel and operating costs into a single ownership figure, significantly increased preference for hybrid, plug-in hybrid and battery electric vehicles among buyers of small and midsize cars.

The researchers argue that consumers often struggle to connect a higher upfront purchase price with lower lifetime operating costs, a phenomenon commonly described as the “energy-efficiency gap.” In other words, buyers may understand that EVs consume less energy but still fail to translate those savings into an overall financial advantage.

The implication is that the next competitive advantage for automakers may not come solely from building vehicles with lower running costs, but from making those savings visible in ways that simplify purchase decisions.

Making the economics visible

Some manufacturers have already begun shifting in that direction.

Vietnam-based VinFast, for example, has introduced a web-based Total Cost of Ownership calculator that allows prospective buyers to compare the long-term ownership costs of electric and internal combustion vehicles based on their expected driving patterns. Rather than asking consumers to estimate fuel, servicing and maintenance expenses themselves, the tool automatically turn those variables into a straightforward ownership-cost comparison.

The calculator is supported by a broader ownership proposition aimed at lowering costs throughout the vehicle lifecycle. Buyers receive complimentary charging at V-Green stations through March 2029, three years or 36,000 km of free maintenance, and transition incentives for customers switching from ICE vehicles.

As India’s EV market matures, battery range, charging speed and vehicle performance will remain important differentiators. But if ownership economics increasingly favour electric vehicles, helping buyers understand those economics may become just as critical for the industry as a whole.

Manipal Academy of Higher Education (MAHE), an Institution of Eminence Deemed to be University, has launched a strategic partnership with Microsoft to strengthen artificial intelligence (AI) and digital innovation across the academic ecosystem. The partnership will establish Microsoft Labs across five MAHE constituent units, creating new opportunities for students and faculty to engage with emerging technologies through hands-on learning, innovation, and industry collaboration.

MAHE, Microsoft & Hitachi Systems India leadership at the launch of the AI Lab at TAPMI Manipal

The Microsoft Labs will be established at T A Pai Management Institute (TAPMI), Manipal; T A Pai Management Institute (TAPMI), Bengaluru; Manipal School of Commerce and Economics (MSCE), Manipal; Manipal Institute of Commerce, Finance and Economics (MICFE), Bengaluru; and Manipal Law School (MLS), Bengaluru. The labs will provide students and faculty with access to cutting-edge technologies and hands-on learning experiences, while supporting interdisciplinary research and industry-academia collaboration.

The labs will provide access to AI and other digital technologies, creating dedicated platforms for hands-on learning, experimentation, interdisciplinary research, and innovation. The initiative will also strengthen industry-academia engagement by enabling students and faculty to align academic learning with evolving industry requirements and real-world applications.

The event was attended by Mr Puneet Chandok, President and CEO of Microsoft India and South Asia; Mr Raj Kamal Singhal, CEO of Hitachi Systems India; and Mr Venkat Krishnan, Executive Director at Microsoft Corporation (India) Pvt. Ltd. Dr Sharath K. Rao, Vice Chancellor, MAHE, chaired the event.

The two-day programme included interactions between the leadership of Microsoft and Hitachi Systems India and the MAHE community. The discussions focused on emerging opportunities in artificial intelligence, digital education, research, and the preparation for future skill requirements.

As part of the launch programme, MAHE also hosted a panel discussion titled “Beyond the Hype: How AI Is Reshaping Work, Business, and Society.” The discussion explored AI’s growing impact across workplaces, businesses, education, and society, and highlighted the need for responsible adoption and future-ready capabilities.

Dr H S Ballal, Pro Chancellor, MAHE, said, “MAHE has always believed in staying ahead of change rather than reacting to it. The launch of these AI Labs, in partnership with Microsoft and Hitachi, is a continuation of that founding vision, building an institution where innovation and ethics advance together.”

Dr Sharath K. Rao, Vice Chancellor, MAHE, said, “The MAHE-Microsoft Partnership marks an important step in our journey towards creating a technology-enabled and future-ready higher education ecosystem. Artificial intelligence and cloud technologies are transforming the way we learn, work, and innovate, and it is essential that our students and faculty engage with these technologies through meaningful, hands-on experiences. The establishment of Microsoft Labs across five of our constituent institutions will strengthen opportunities for experiential learning, interdisciplinary collaboration, research, and innovation.”

Speaking on the occasion, Mr Puneet Chandok, President, Microsoft India and South Asia, said, “India’s young talent has the potential to shape the next wave of AI-led innovation, and partnerships between academia and industry are critical to unlocking that potential. Our collaboration with MAHE will bring students and faculty closer to the technologies, tools, and skills that are shaping the future of work. The Microsoft Labs across five MAHE institutions will provide a platform for hands-on learning, experimentation, and innovation, helping learners move beyond understanding AI to applying it responsibly to solve real-world challenges.”

Mr Raj Kamal Singhal, CEO, Hitachi Systems India, said, “The convergence of technology, education, and industry is essential to building the workforce and solutions needed for a rapidly evolving digital economy. We are pleased to be part of this initiative with MAHE and Microsoft, which brings together academic expertise and industry capabilities to create meaningful opportunities for learning and innovation. As AI and cloud technologies continue to transform businesses, initiatives such as these can help students develop practical skills, embrace continuous learning, and apply technology to address problems.”

“As AI rapidly moves from experimentation to real-world application, building the right combination of technology capabilities, practical skills and industry understanding will be critical. Our association with MAHE and Microsoft provides an opportunity to bring industry perspectives closer to academia and help students understand how emerging technologies can address real business and societal challenges. At Hitachi Systems India, we believe such collaborations can play an important role in developing future-ready talent while fostering responsible and meaningful technology-led innovation.”              

The MAHE-Microsoft Partnership enhances technology-driven education and innovation, creating an environment where academic knowledge, industry insights, and emerging technologies converge to equip learners for the evolving needs of the global economy.

About Manipal Academy of Higher Education

Manipal Academy of Higher Education (MAHE) is an Institution of Eminence Deemed to be University. MAHE offers over 400 specialisations across the Health Sciences (HS), Management, Law, Humanities & Social Sciences (MLHS), and Technology & Science (T&S) streams through its constituent units at campuses in Manipal, Mangalore, Bengaluru, Jamshedpur, and Dubai. With a remarkable track record in academics, state-of-the-art infrastructure, and significant contributions to research, MAHE has earned recognition and acclaim both nationally and internationally. In 2020, the Ministry of  Education, Government of India, awarded MAHE the prestigious Institution of Eminence status. Currently ranked 3^rd in the National Institutional Ranking Framework (NIRF) 2025 rankings, MAHE is the preferred choice for students seeking a transformative learning experience and enriching campus life, as well as for national and multinational corporations seeking top talent.

About Microsoft India

Microsoft India enables individuals and organisations to achieve more through innovative cloud, AI, productivity, and digital transformation solutions. The company works closely with educational institutions, enterprises, startups, and government organisations to drive technology-led growth and innovation.

About Hitachi Systems India Pvt. Ltd.

Hitachi Systems India Pvt. Ltd. is a leading IT services and digital transformation company and a wholly owned subsidiary of Hitachi Systems, Ltd., leveraging deep domain expertise, advanced technology capabilities, and the strength of the Hitachi Group. The company provides end-to-end services spanning cloud, cybersecurity, data centre, and network services, observability services, managed services, and enterprise technology solutions across India.

• Accelerates faster, transparent, and secure transactions while eliminating physical dependencies.

• Enables buyers to complete registrations seamlessly, even on auspicious days and public holidays.

In a significant step aligned with the Government of Tamil Nadu’s digital transformation agenda, DRA, one of Chennai’s fastest-growing residential developers, has established the required infrastructure at its head office and successfully commenced presence-less property registration and e-sale deed services for its customers from Februrary 18th, 2026. With this, the company is the first developer from CREDAI Tamil Nadu to adopt the state’s digital registration framework, STAR 2.0, marking a shift toward more streamlined, remote property transactions.

DRA Becomes First to Adopt Tamil Nadu’s Presence-Less Property Registration

Commenting on this milestone, Mr. Ranjeeth Rathod, Managing Director – DRA, said: “We congratulate the Government of Tamil Nadu and the Registration Department on the launch of STAR, a forward-looking reform that will significantly modernize property transactions and improve convenience for homebuyers.”

As part of this initiative, DRA has established an exclusive, dedicated infrastructure enabling customers to complete presence-less registration seamlessly, in alignment with the framework prescribed by the Sub-Registrar Office. The company has also set up the required digital and compliance systems in accordance with government guidelines, working with authorised partners to ensure a secure and streamlined registration process. This significantly simplifies a traditionally complex step in homebuying by enabling faster, transparent and secure transactions while eliminating physical dependencies and the need to visit Sub-Registrar Offices or rely on fixed time slots and token-based appointments. The process also offers greater flexibility for homebuyers, enabling them to complete registrations seamlessly even on auspicious days and public holidays. DRA has also been actively engaging with the office of the IG Registration as well as TCS to help streamline the process based on actual user experiences.

While the purchase of a home remains a deeply significant and high-value decision often associated with personal involvement and physical documentation, this model introduces a new layer of convenience. Buyers can now complete registrations remotely, with the added flexibility to align the process with their schedules, including weekends, government holidays, and personally important or auspicious days.

The initiative strengthens process standardisation and transparency through digitised workflows that improve documentation accuracy and reduce the scope for discrepancies. It also enables more efficient use of resources by reducing dependency on extensive physical infrastructure and manual coordination. While not a primary purchase driver, this serves as a meaningful value addition that enhances the overall homebuying experience.

About DRA

DRA, with an impressive legacy of over 40 years, has become a trusted name in the real estate industry, delivering world-class projects across Chennai. With more than 12,000 satisfied customers, DRA is synonymous with trust, transparency, and timely delivery. Under the visionary leadership of Mr. Ranjeeth Rathod, Managing Director, DRA goes beyond just building apartments by offering its customers a ‘Home of Pride’ — thoughtfully designed living spaces that cater to evolving lifestyles and embody a sense of accomplishment and belonging.

Driven by a culture of innovation and customer-centricity, DRA has introduced several industry-first initiatives. The company is the first builder in India to conduct 1,357 quality checks before customer handover and the first builder in India to make all its employees co-owners, reinforcing a strong sense of ownership and accountability across the organisation. DRA is also the first builder to introduce a Construction Timeline Meter, enabling customers to track project progress with greater transparency while supporting faster delivery timelines.

Reflecting the trust it has earned among homebuyers, DRA maintains an industry-leading 93% Customer Delight Score. The company’s projects have also delivered up to 60% price appreciation within three years of launch, creating long-term value for homeowners and investors alike.

Innovations like the Timeline Meter for project updates and the Customer Delight Meter reflect DRA’s unwavering focus on customer satisfaction, while its online customer portal ensures hassle-free access to project details and documentation. Signature developments such as DRA Tuxedo, 90 Degrees, Ascot, Skylantis, Infinique, and iHeart exemplify the company’s commitment to blending modernity with value-driven investments.

Recognized with awards such as FICCI’s REISA and the Times Business Awards, DRA holds the distinction of being Chennai’s first developer with CRISIL’s 7-star grading. Beyond real estate, the company actively contributes to society through initiatives such as pond restoration, nurturing young sporting talent, and supporting community development. Upholding its motto, “Timeless Homes, Timely Delivery,” DRA continues to inspire pride and trust in every home it creates, turning dreams into lasting legacies.

Digital travel platform Agoda has unveiled its ranking of European travel interest to Asia, based on accommodation search data from April to June 2026 for travel during July and August. India emerged as the fastest-growing destination, recording a 14 percent year-on-year increase in searches compared to the same period last year.

Agoda Reveals Europe’s 2026 Summer Travel Interest to Asia: Searches to India climb

The United Kingdom was the largest European market driving travel interest to India, followed by Germany, the Netherlands, France, and Italy, based on accommodation search volumes.

While these markets saw the highest overall travel interest, several emerging European markets recorded notable year-on-year growth in accommodation searches compared to 2025. Slovakia led with a 148 percent increase, followed by Croatia at 128 percent and Ireland at 88 percent.

For Europeans, July and August mark the height of summer and a peak travel period, when schools break and holiday plans come to life. In 2026, Thailand retains its crown as the most-searched Asian destination among European travelers for the second consecutive year, Indonesia shifts to second place, and Japan takes third.

Across the top 20 destinations, India saw the most notable year-on-year growth in European searches at 14percent , followed by South Korea at 13 percent  and Vietnam at 12 percent . These three markets stand out as the region’s fastest rising European summer travel interest, pointing to a growing appetite for diverse itineraries beyond Asia’s traditional hotspots.

Among destinations within India, New Delhi, Mumbai, and Goa emerged as the most-searched cities among European travelers for summer 2026. As India’s primary international gateways, New Delhi and Mumbai serve as key metropolitan hubs that connect travelers to destinations across the country while also offering rich cultural, culinary, and urban experiences. Complementing these gateway cities, Goa continues to attract European visitors with its beaches, vibrant hospitality scene, and laid-back coastal charm.

New Delhi attracts travelers with its rich history, iconic monuments, and vibrant cultural heritage, while Mumbai continues to draw visitors with its cosmopolitan energy, culinary scene, and entertainment offerings. Goa remains a perennial favourite for its beaches, laid-back lifestyle, and unique mix of Portuguese heritage, nightlife, and coastal experiences, making it one of India’s most sought-after leisure destinations.

Gaurav Malik, Country Director, Indian Subcontinent & Indian Ocean Islands, Agoda, said, “India’s growing popularity among European travelers reflects a broader shift in how international visitors are discovering the country. Beyond iconic landmarks, travelers are increasingly seeking authentic cultural experiences, wellness retreats, culinary journeys, and nature-led escapes. The strong year-on-year search growth from both established and emerging European markets highlights India’s expanding appeal as a diverse and value-driven destination. At Agoda, we connect travelers to India with great accommodation, flight and activity deals, helping them explore both renowned destinations and lesser-known gems.”

In Europe, the top five origin markets of France, Germany, the United Kingdom, Netherlands, and Spain remain consistent from 2025 to 2026, a sign that Europe’s most enthusiastic Asia travelers are as keen as ever. However, other European markets have also seen growing interest: Türkiye leads with a 39 percent increase in Asian destination searches, followed by Hungary (22 percent) and Czech Republic (16 percent). This signals that interest in Asian travel is spreading further across the European continent, with Central and Eastern European travelers increasingly joining the Asia-bound wave.

As European travelers finalize their summer plans, Agoda continues to offer seamless bookings across more than six million holiday properties, 130,000 flight routes, and 300,000 activities worldwide. To find the best deals for summer travel to Asia and beyond, visit Agoda.com or download the Agoda mobile app.

About the Data 
All data is based on accommodation search data on Agoda from 1 April to 30 June 2026, for stays between 1 July and 31 August 2026, compared to the same period in 2025.

About Agoda 
Agoda, a digital travel platform, helps anyone see the world for less with its great value deals on a global network of over 6 million hotels and holiday properties, plus flights, activities, and more. Agoda.com and the Agoda mobile app are available in 39 languages and supported by 24/7 customer support.

Headquartered in Singapore, Agoda is part of Booking Holdings (Nasdaq: BKNG), employs over 7,500 people globally, and is dedicated to leveraging best-in-class technology to make travel easy and affordable.