Bata India, India’s most trusted footwear today announced its financial results for the quarter ended June 30, 2026, reporting revenue of Rs. 9,789 million, reflecting a ~4% year-on-year growth over Q1 FY26. PAT for the quarter stood at Rs. 637 million, compared with Rs. 517 million in the corresponding quarter last year, a growth of over 23%.

Bata India Announces Q1 Results – Delivers Third Consecutive Quarter of Accelerating Growth

The Profit before taxes excluding one-off’s for the quarter stood at Rs. 906 million, grew by over 22% against Rs. 745 million in the corresponding quarter last year. One-off’s for the quarter includes non-cash forex loss on license fees amounting to Rs. 27 million owing to continued currency devaluation and one time ERP implementation cost of Rs. 24 million.

Continued focus on operational efficiency, disciplined cost management and sharper execution across channels, enabled operating cash profit of Rs. 2,166 million for the quarter, reflecting an increase of 7.6% over the previous year. Bata Board also announced an interim dividend of Rs. 25 per share, amounting to Rs. 3,213 million.

Commenting on the results, Mr. Gunjan Shah, Managing Director and CEO, Bata India, said, “Continuing on the growth momentum for third consecutive quarter, we are pleased to report a topline growth of 4% in Q1FY27, led by blend of premiumization and volume growth. The growth is supported by strong consumer engagement with our advertising investments up by nearly 25%. We successfully navigated the global geopolitical situation impacting freight costs, shipping and transit time.”

“Inventory metrics continued to improve both in terms of quantity and quality, with gross inventory lower by over 10% vs. June 30, 2025. Zero Base Merchandising Project was scaled to 775 stores delivering exciting results on consumer experience and revenue per sqft. We delivered a healthy gross margin gain of 130 bps, with highest full price sale and lower markdowns. Growth was broad-based, with all channels contributing positively, with significant growth in ecommerce,” he added.

“As Bata India builds on its growth momentum, we remain focused on driving sustainable, profitable growth through a balanced strategy of premiumisation, volume expansion, stronger consumer engagement, operational excellence and disciplined capital allocation. With monsoon business shifting to the September quarter, we are optimistic of continuing the momentum,” he further added.

About Bata India
For close to a century, Bata India has been a symbol of trust and quality for Indian consumers, serving over 250,000 customers every day. Throughout this journey, Bata has continuously evolved to cater to the diverse needs and preferences of its customers to become the largest footwear retailer and manufacturer in the country. Its expansive retail network consists of nearly 2000 stores (Company Owned and Franchise), supported by thousands of Multi Brand Outlets and a robust omni-channel presence across D2C and marketplaces.

Bata India sells close to 50 million pairs annually. Bata India is on a mission to make global trends and premium fashion accessible to all consumers through its extensive retail network. It is redefining the intersection of fashion and comfort through brands including Bata Red Label, Bata Comfit, Power, NorthStar, Floatz, Bubblegummers and Hush Puppies among others.

With the 2030 deadline fast approaching and global progress on the Sustainable Development Goals falling significantly short of targets, Mobius Foundation will convene the 8th International Conference on Sustainability Education (ICSE) on September 2–3, 2026, at the India Habitat Centre, New Delhi.

Mobius Foundation’s ICSE 2026 to Bring Global Sustainability Leaders Together to Advance Education for Transformative Action

The two-day conference, themed “Sustainability Education for Transformative Action,” will bring together policymakers, educators, researchers, development practitioners, industry leaders and young changemakers to examine how education can move beyond awareness and knowledge to build the skills, leadership and capacities needed for systems thinking, innovation and collective action, for accelerating meaningful action on the SDGs.

“The road to 2030 is a race against time. Progress on every SDG depends, in some way, on education on what people learn, the skills they develop and how that knowledge is translated into action. ICSE 2026 seeks to move the conversation beyond awareness and intent towards practical, measurable and scalable solutions,” said Pradip Burman, Chairman, Mobius Foundation.

Since its inception in 2019, ICSE has evolved into a platform for dialogue and collaboration on Education for Sustainable Development, bringing together stakeholders from across sectors and countries.

Leading voices across sustainability, education and development

The conference will feature 10-12 eminent voices from across environmental action, education, policy, development, industry and civil society, reflecting the breadth of sustainability challenges that require an education-led response.

Opening addresses will be delivered by Sunita Narain, Director General, Centre for Science and Environment; Dr. Vibha Dhawan, Director General, TERI; and Kartikeya Sarabhai, Founder Director, Centre for Environment Education, alongside the leadership of Mobius Foundation.

Also participating in the deliberations will be Ravi Singh, Secretary General and CEO, WWF-India; Dr. Radhika Khosla, University of Oxford; Ms. Poonam Muttreja, Executive Director, Population Foundation of India; Mr. Arpit Sharma, CEO, Skill Council for Green Jobs; Mr. Pranshu Singhal, Founder and Director, Karo Sambhav; Dr. Rajbir Singh, Deputy Director General, Agriculture Extension, ICAR; Dr. Janak Palta McGilligan, Padma Shri Awardee; Ms. Harshika Singh, IAS, Government of Madhya Pradesh; and Mr. Ashok Khosla, Founder and President, Development Alternatives, among other distinguished speakers from around the globe.

Together, these voices will bring perspectives from classrooms and universities to government, industry, grassroots organisations and communities reflecting the conference’s central proposition that sustainability education must connect knowledge with real-world action.

Across ten plenary sessions, ICSE 2026 will examine some of the most pressing sustainability and development challenges confronting India and the world today, including:

• Green Economy, Green Careers, Entrepreneurship, and Innovation : building the skills and education pathways required for emerging green careers and enterprises;

• Sustainable Innovation at Scale : connecting research, technology and education with solutions that can move from laboratories to communities and markets;

• Recycling and Critical Minerals : understanding the role of circularity, resource efficiency and new skills in the evolving green economy;

• Sustainable Agriculture and Just Rural Transition : strengthening education and knowledge systems that can support farmers and rural communities in responding to changing environmental and economic conditions;

• Population Stabilisation and Health Systems : examining how government, philanthropy and civil society can work together to strengthen family planning and reproductive health outcomes;

• Women as Climate Change Makers : exploring the role of women’s education, leadership and participation in driving climate action;

• Youth and Climate Action : recognising young people not simply as beneficiaries of sustainability education, but as creators of solutions through the Youth for Earth (Y4E) Conclave and Awards; and

• Environmental Education and Global Cooperation : examining how environmental education can support transformative action across communities, institutions and countries.

Why Sustainability Education Matters Now

With the need to accelerate India’s and the global energy transition, strengthen food security and health outcomes, reduce greenhouse gas emissions, and protect the natural ecological balance, healthy ecosystems and sustainable food sources, the challenge is no longer only about creating awareness of sustainability. It is about building the knowledge, skills, institutions and leadership needed to translate these priorities into action. From preparing young people for green jobs and supporting communities in responding to climate variability, to strengthening circular economy skills, reducing emissions and enabling informed decisions that can help address extreme weather events, education increasingly sits at the intersection of interconnected environmental, economic and social challenges.

ICSE 2026 will therefore focus on the shift from “knowing” to “doing”, showcasing experiences, examining what has worked, identifying gaps and exploring how successful approaches can be scaled through partnerships between government, academia, civil society and industry.

“Sustainability education cannot remain confined to classrooms or conference halls,” said Priyanka Sharma, President & CEO, Mobius Foundation. “It has to become an enabler of the green economy building pathways for green careers and entrepreneurship, fostering green innovation at scale, and shaping decisions that contribute to a sustainable future. This requires engaging across the entire education continuum, from schools and undergraduate education to postgraduate, professional, technical and vocational learning, with a stronger focus on environment and sustainability. ICSE has grown into a platform where these conversations can move beyond panels and into partnerships, innovation and action.”

The conference will conclude with the presentation and formal adoption of recommendations emerging from the two-day discussions, providing a framework for further policy and institutional engagement.

To register for the conference visit icse-esd.org/icse-2026-registration

About Mobius Foundation

Mobius Foundation works to promote sustainable development through sustainability education, environmental action, renewable energy, population stabilisation and youth engagement. Through its programmes and partnerships, the Foundation supports individuals, institutions and communities in developing sustainable practices and solutions for people and the planet.

SWITCH Mobility, a global manufacturer of electric buses and light commercial vehicles and part of the Hinduja Group, has reaffirmed its commitment to further reduce its carbon footprint and accelerate the adoption of zero-emission mobility across the country. The pledge is in line with Government of India’s vision of Viksit Bharat @2047 with Net-Zero by 2070.
 

SWITCH Mobility Pledges to Accelerate its Shift to Zero-Emission Mobility on India’s 80th Independence Day
 

Mr. Ganesh Mani, CEO, SWITCH Mobility, said, “As India marks 80 years of independence, we at SWITCH Mobility are proud to pledge our continued commitment to a cleaner and more sustainable future for the nation’s mobility. We have already deployed 2,900+ e-buses and put over 2,200+ eLCVs on Indian roads. With our zero-emission electric vehicles and sustainable operations, we aim to empower every eco-conscious business and consumer in India to move better together in the Viksit Bharat.”
 

SWITCH Mobility’s electric vehicles have already made a measurable contribution to India’s decarbonisation efforts. In India alone, the company’s electric buses, together have covered 150 million green kilometres. With nearly 5,000+ electric vehicles on the road globally, the company has helped avoid over 1,50,000 tons of CO² emissions, which has contributed to the equivalent of saving over 50 lakh trees.
 

SWITCH Mobility’s sustainability approach is built around three pillars: being proven in the market through carbon neutrality, water positivity and resource efficiency. The company continues to seek leadership in ESG by engaging with global sustainability forums, including RE100, the Climate Group, CDP, the Science Based Targets initiative, GRI, The Climate Pledge and the Dow Jones Sustainability Indexes. SWITCH Mobility’s commitment to sustainable mobility has been widely recognised. The prominent awards are the Clean Mobility Brand of the Year (Gold) at the Good Air Awards by the IHW Council. The SWITCH EiV22 Electric Double Decker Bus won the Vivekananda Sustainability Award 2023 and the Green Machine Award at the Electric Vehicle Brands of the Year Awards 2024 by EMobility+.
 

As India strides towards its net-zero ambitions, SWITCH Mobility remains committed to carbon neutrality, water positivity and resource efficiency across its manufacturing and supply chain.
 

About SWITCH Mobility

SWITCH Mobility, a part of the Hinduja Group, is a global electric bus and light commercial vehicle manufacturer committed to advancing green mobility. Formed by leveraging the engineering expertise of the Indian powerhouse Ashok Leyland, SWITCH seamlessly integrates the very best innovators and cutting-edge technology to deliver unrivalled product choices on a global scale. Since inception, SWITCH has put over 2,900+ eBuses on the road, clocking up over 185 million kilometres globally. SWITCH Mobility’s electric light commercial vehicle – the SWITCH IeV Series – is transforming last-mile logistics with currently over 2,200+ eLCVs on the road driven by urban delivery demands and operational efficiencies.
 

SWITCH Mobility’s accomplishments are underscored by numerous awards, such as Most Trusted Brand of India, L&ICV People Mover of the Year, Star Electric Bus of the Year, Sustainability Award, and the Special Application of the Year Award for the EiV 22 TOURIST Hop on Hop Off Bus at the Apollo CV Awards. Recognised as a Great Place to Work, SWITCH Mobility cultivates a corporate culture that values agility, innovation, and responsibility.

This Independence Day, Asian Paints unveils its latest print campaign, “5000+ Colours of Freedom“, a tribute to the colours that shape India’s homes and the people who live in them. At the heart of the campaign is a striking visual collage of homes from across the country, with three homes rendered in the saffron, white, and green brings alive India’s identity using Asian Paints’ colour swatches. The visual brings together the colours of the nation and the colours reflected on millions of Indian homes, celebrating the idea that our homes are a reflection of who we are. The campaign’s evocative message, “Yeh Rang Hi Humara Asli Pata Hai,” reinforces how colours often become a more powerful expression of identity for our homes than any address.
 

Asian Paints – 5000+ Colours of Freedom
 

Building on last year’s The Colours of India campaign, which brought the Tricolour to life through a curated palette of Asian Paints shades, this year’s campaign shifts the focus from the colours of the nation to the “5000+ Colours of Freedom.” At its heart are the three colours of the Indian Tricolour, colours that have inspired generations, symbolize our shared values, and continue to unite over a billion hearts in pride, hope and belonging. While these three colours remind us of what binds us together as a nation, the 5,000+ colours of Asian Paints celebrate the individuality, dreams and personalities that make every Indian home unique. Together, they tell the story of a country where unity and self-expression coexist beautifully.

For over eight decades, Asian Paints has helped homeowners bring their vision to life through colour. With a portfolio of an extensive palette of shades, the brand offers unmatched choice, empowering consumers to create spaces that truly reflect their personality. Every shade is backed by the Asian Paints Warranty, combining aesthetic appeal with long-lasting protection.

Commenting on the campaign, Amit Syngle, Managing Director & CEO, Asian Paints, said, “India’s greatest strength lies in its diversity, expressed through millions of unique identities, stories and aspirations. At Asian Paints, we see this reflected every day in homes and spaces, where colour becomes a powerful expression of personality, individuality and belonging. With Colours of Freedom, we celebrate the spirit to choose, express and create spaces that are truly our own. This Independence Day we celebrate the three colours of the Tricolour that unite a billion hearts & another 5000+ that give us the freedom to paint our identity. ‘Yeh Rang Hi Humara Asli Pata Hai’ is inspired by the belief that every colour tells a story, and together, these stories create the vibrant fabric of India. It is a tribute to the countless homes whose unique colours reflect not just individual identities, but also the shared pride, aspirations and spirit that connect us all as Indians. As custodians of the world’s largest repository of -shades, we are proud to bring every Indian a colour that feels uniquely their own. More importantly, we remain committed to celebrating every shade of India, because every colour has a story, and every story deserves a place to belong.”
 

Featured across leading national and regional newspapers, along with digital extensions, the campaign reaches consumers across the country during the Independence Day celebrations. Asian Paints celebrates the freedom of choice, the pride of belonging, and the colours that make every home distinctly Indian.
 

About Asian Paints Limited

Asian Paints is India’s leading paint and decor company and ranked among the top 8 coatings companies in the world with a consolidated turnover of Rs. 35,516 crore (Rs. 355 billion) in FY’26 and with a market capitalization of approx. Rs. 2,627* billion. Asian Paints along with its subsidiaries have operations in 14 countries across the world with 25 paint manufacturing facilities, servicing consumers in over 60+ countries through Asian Paints, Apco Coatings, Asian Paints Berger, Asian Paints Causeway, SCIB Paints, Taubmans and Kadisco Asian Paints. Asian Paints also offers a wide range of Home Decor products and is an emerging strong player in the Home Improvement and Décor space in India.
 

Note: Market capitalization is as on June 15, 2026
 

For our email disclaimer please visit www.asianpaints.com/disclaimer.html#email

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.