Category: Business

UAE, 14 May 2026 – Sdeira Group has signed a Memorandum of Understanding with Metal Park, the world’s first pay-as-you-go metals ecosystem located in KEZAD, to co-develop a customised staff accommodation community in KEZAD Al Mamourah A dedicated to Metal Park’s companies and the wider metals manufacturing and operations base. The collaboration brings together Sdeira’s integrated group-living platform and Metal Park’s innovative industrial model to create a workforce community designed around the specific needs of metals industry tenants and end users.

Metal Park, a 500,000 sqm ecosystem launched in KEZAD with an investment of AED 430 million, is engineered to help downstream metals businesses scale using a flexible, pay-as-you-go framework, supported by production, storage and business hubs in one connected destination. By aligning a dedicated accommodation community with this ecosystem, the MoU aims to ensure that the people powering metals production benefit from the same level of planning, integration and operational efficiency as the industrial assets they serve.

The planned community will leverage Sdeira’s experience in developing and operating integrated workforce environments close to industrial and logistics corridors, ensuring organised movement, shared services and daily-life support that are closely mapped to shift-based operations and safety requirements in metals manufacturing. For Metal Park tenants, this is intended to translate into improved workforce attraction and retention, reduced commuting time and a more stable operational base within KEZAD.

Commenting on the MoU, a Sdeira Group spokesperson said:

“Sdeira Group is redefining group living communities in industrial and economic zones, to be integrated ecosystems enabling industries and enforcing infrastructures, and that aligns with Metal Park’s scalable and flexible model, which marks the importance of this partnership through co-planning a customized staff accommodation community in KEZAD Al Mamoura A.”

A representative of Metal Park added:

“Our ecosystem is built to remove complexity and heavy upfront investment for metals businesses. Partnering with Sdeira allows us to offer a more complete proposition to our members—linking advanced industrial facilities with high-quality, well-managed accommodation within the same strategic industrial zone.”

The MoU forms a part of Sdeira’s broader program at Make it in the Emirates 2026, where the Group is highlighting how integrated group living can act as critical infrastructure for industrial clusters across KEZAD and beyond.

Bangalore, India, May 14: Micron Technology, Inc. (Nasdaq: MU), today announced it has sampled 256GB DDR5 registered dual in-line memory modules (RDIMM) to key server ecosystem enablers. The module is built on the company’s leading-edge 1-gamma technology, which is capable of speeds up to 9,200 mega transfers per second (MT/s), greater than 40% faster than modules in volume production today. Micron’s module employs advanced packaging techniques, 3D stacking (3DS) multiple memory dies connected by through-silicon vias (TSVs). Combined with Micron’s 1-gamma DRAM, these innovations provide the capacity, speed and power efficiency required to scale next-generation AI systems. A single 256GB module can reduce operating power by more than 40% versus two 128GB modules, enabling greater efficiency for modern AI data centers.

Ecosystem partner validation

Micron is collaborating with key ecosystem enablers to validate the 256GB 1-gamma DDR5 RDIMM across their respective current and next-generation server platforms. This co-validation ensures broad platform compatibility and accelerates the path to production deployment for data center customers building AI and HPC infrastructure at scale.

“Capacity, bandwidth, and power are the defining drivers of AI efficiency. With our 256GB DDR5 RDIMM, Micron is enabling servers to deliver significantly higher performance,” said Raj Narasimhan, senior vice president and general manager of the Cloud Memory Business Unit at Micron. “Built on our 1-gamma DRAM using advanced 3DS and TSV packaging, this solution delivers industry-leading speed and power efficiency, helping data center architects scale AI infrastructure more efficiently.”

Meeting the memory demands of the AI era

The rapid proliferation of large language models (LLMs), agentic AI, real-time inference and high-core-count CPU workloads is driving an urgent need for greater enterprise server memory capacity, higher bandwidth and improved power efficiency. Micron’s 256GB DDR5 RDIMM addresses these growing requirements head-on, enabling server architects, hyperscale operators and platform partners to maximize memory capacity per socket while operating within the thermal and power boundaries of modern data center infrastructure.

Sampling and availability

Micron’s 1 gamma-based 256GB DDR5 RDIMM is currently sampling to key server ecosystem enablers for platform validation. 

India, May 14 : Harness, the AI Software Delivery Platform™ company, today released The State of Engineering Excellence 2026, a new study showing that AI coding tools have transformed the day-to-day work of software developers faster than the industry’s measurement frameworks can keep up. The result is a growing visibility gap: engineering organizations are reporting record productivity gains while simultaneously acknowledging they no longer have the right instruments to tell whether those gains are real — or what they’re costing.

The AI Productivity Paradox

Based on responses from 700 engineering practitioners and managers across the United States, the United Kingdom, India, France, and Germany, the report tells a complicated story. AI adoption is now the default in engineering organizations, and self-reported impact is overwhelmingly positive — but the cost is accumulating in places organizations aren’t watching.

• Leaders are reporting big gains from AI. 89% of engineering leaders say developer productivity has improved since adopting AI coding tools, and 88% say developer satisfaction has improved.
• Yet developers are spending more of their day on manual work. 81% say developers spend more time in code review since adopting AI coding tools, with 28% reporting a significant increase of more than 30%.
• And nearly a third of that work isn’t tracked anywhere. Organizations estimate approximately 31% of developer time is now consumed by invisible work like reviewing AI-generated code, fixing bugs, and context switching between tools.

“AI coding is the first technology shift in modern software that has changed not just what developers build, but how they spend their hours,” said Trevor Stuart, SVP and General Manager at Harness. “Cloud and the internet were infrastructure revolutions layered underneath the developer. AI is reshaping the developer’s job entirely, and the measurement frameworks that the industry has relied on for the past decade weren’t built for this new unit of work.”

Metrics That Don’t Match the Work

The clearest sign that legacy frameworks aren’t keeping pace is the contradiction in the data:

• Leaders trust metrics that miss the basics. 89% say their current metrics accurately reflect AI’s impact, yet 94% say key factors, including tech debt, validation time, and developer burnout, are missing from those same metrics. And only 6% believe the frameworks they have today can fix it.
• The biggest AI challenge is measurement itself. When asked to name the single biggest challenge, the top answers are all visibility problems: measuring true productivity impact (26%), maintaining code quality with AI (24%), and proving ROI to leadership (18%).

“Engineering leaders are being asked to make multi-year AI investment decisions using dashboards built for a different era of software development,” Stuart added. “At Harness, we’re focused on giving teams visibility into both sides of AI — the code it generates and the cost that comes with it.”

Developers Don’t Trust How AI Metrics Will Be Used

Even as productivity dashboards show green, developers are uneasy about how that data will be used. Part of the problem is structural: measurement systems are most often built top-down by leadership, without structured input from the practitioners being measured. When frameworks reflect only the leadership view, they systematically undercount the pressures developers are actually experiencing.

• The perception gap is wide. Managers are nearly four times more likely than practitioners to report no concerns about how AI productivity data might be used to evaluate them (15% vs. 4%).
• Fear of surveillance is widespread. 54% fear individual performance evaluations based on AI data. In addition, 46% of respondents cite struggling with pressure to work faster than is sustainable, and the same share report privacy or surveillance concerns.
• Developers want a say in how they’re measured. 55% want a clear separation between improvement data and performance evaluation, 50% want transparency about what’s being measured, and 49% want to be involved in defining the metrics themselves.

What Engineering Leaders Should Measure Now

The frameworks engineering organizations rely on  velocity, DORA, cycle time, developer experience surveys  still work. They just weren’t designed for what AI has changed about the work itself.

To capture AI’s benefits without missing its costs, Harness recommends that engineering organizations:

• Start measuring the new unit of work. Add code quality, validation time, cognitive load, and burnout indicators alongside the frameworks built around velocity and cycle time.
• Treat AI performance as its own discipline. Track AI agent accuracy, acceptance, and cost separately from human developer output, with a shared definition of “good” across the organization.
• Separate improvement data from performance evaluation. Build the measurement system with developers. Be explicit about how the data will be used, and involve developers in defining the metrics.

Keturah founder says government vision and national mandates have made human wellbeing a development priority 

Dubai, UAE, May 14: Dubai luxury developer Keturah has welcomed a new global report showing the UAE as one of the world’s fastest-growing wellness real estate markets, saying the findings reflect a fundamental shift in how the industry must think and build.

 The study, released earlier this week by the Global Wellness Institute (GWI), reveal that wellness real estate now represents over 12% of all construction in the UAE, where the market grew from $3.3 billion to $14.6 billion between 2017 and 2025.

 With the global market projected to more than double from $876 billion in 2025 to $1.8 trillion by 2030, the report says over 555,000 wellness-focused residential units now in the pipeline across the UAE and Saudi Arabia alone.

 Talal M. Al Gaddah, CEO and Founder of the Keturah luxury brand, said today: “The UAE‘s growth in this sector is the direct result of government vision and national mandates that have made human wellbeing a development priority, and policy will continue to shape the market.”

 He says the GWI, the leading research organization for the global wellness industry, is fully justified in defining wellness real estate as a response to, and a correction of, past “unwell” development.

 “For too long the industry built environments that looked impressive, but took little account of the health and quality of life of the people living in them,” said Talal. “Those days are over. It is no longer just about energy ratings or green certifications. The social, physical, mental and community dimensions of how people actually live create a far more meaningful standard today.”

 Two Keturah projects under development in Dubai are built around these principles. The Ritz-Carlton Residences at Keturah Resort is the Middle East’s first fully wellness-certified resort. Located on the shores of Dubai Creek, adjacent to the Ras Al Khor Wildlife Sanctuary, it comprises 12 water front mansions, 193 apartments, a five-star boutique hotel, standalone wellness centre and private marina.

 Meanwhile, Keturah Reserve, the AED5.7 billion bio-living community at Mohammed Bin Rashid City’s District 7, is a 540-home development of low-rise apartments, townhouses and villas designed around nature, natural light and the science of daily wellbeing.

 The GWI report highlights nature, culture and heritage as important assets in wellness real estate. “In fact, they are what give a development its soul,” says Talal. “A community rooted in its landscape and its identity is one that residents feel proud to live in. Without that, you simply have a building.”

 “Another key takeaway is that wellness real estate must serve all members of a community, not just its buyers, and this is something built into our culture at Keturah. Wellness real estate has to work for everyone, and that responsibility starts at home. Developers who genuinely care about the wellbeing of their own employees set a standard that runs through everything they build.”

 Based on a review of over 300 independent studies, the GWI says wellness-focused residential properties at the middle and upper ends of the market command a price premium of 10-25%. “Wellness real estate sells at stronger prices, attracts buyers who are in it for the long term, and holds its value,” says Talal. “The market is rewarding developers who made this commitment early.”

 Looking ahead, he sees demographic change as the industry’s next great opportunity. “Older residents, younger buyers, and changing family needs each bring new possibilities. The developers who pay attention to those shifts now will be the ones setting the pace in years to come.” The new GWI research was presented at the Global Wellness Summit’s Wellness Real Estate & Communities Symposium in New York City on Tuesday.

Mumbai, India’s financial capital continues to grapple with an increasingly pressing reality  space is no longer a luxury; it is a constraint. With dense urban development, limited land parcels, and ever-growing population pressures, the city is nearing saturation. In such a scenario, the idea of developing large-scale artificial water bodies within Mumbai’s core is not just challenging, but almost impractical.

 As the Maximum City stretches to accommodate its expanding population, homebuyers are recalibrating their preferences. The focus is gradually shifting from compact, high-density living to open spaces, cleaner air, and a closer connection with nature. This shift has placed peripheral locations such as Karjat, Neral, Panvel, Khopoli, Lonavala and Alibaug firmly on the radar of both developers and investors.

These regions, once considered secondary or weekend destinations, are now emerging as preferred residential and investment hubs. The reasons are clear; improved connectivity, abundant land availability, relatively lower density, better air quality, and the presence of natural elements such as hills, rivers, and greenery. Unlike Mumbai, these locations offer developers the freedom to conceptualize expansive projects that blend lifestyle with nature.

Interestingly, while nature itself is a major draw, developers in these regions are going a step further by introducing artificial water bodies such as man-made lakes, lagoons and water features within or around their projects. These additions are designed to enhance the overall aesthetic appeal and create a resort-like living experience for residents. In many cases, such features are positioned as premium value additions, complementing the already existing natural surroundings.

This trend highlights a shift in buyer psychology. Today’s homebuyers are not just investing in square footage; they are investing in experiences. The presence of water bodies, even artificial ones evokes a sense of tranquility, exclusivity, and well-being, making projects more attractive in a competitive market.

Ms. Unnati Varma, Director, ORA Land (by ORA Group) shares,

“Mumbai has reached a point where creating large-scale lifestyle features like artificial water bodies is extremely difficult due to space constraints. However, peripheral markets such as Karjat and Neral offer a unique advantage they already have the natural ecosystem that buyers are seeking. Developers are simply enhancing this appeal with thoughtfully designed water features, making these projects more experiential and aligned with evolving buyer aspirations. Large water bodies and lagoons also contribute towards creating a cooler microclimate, enhancing scenic appeal, promoting wellness-driven living and offering residents a resort-like experience amidst nature. At ORA Group, we are already taking this a step further by developing a man-made lagoon within our project in Karjat, offering residents a unique waterfront living experience surrounded by greenery and open spaces.”

Echoing a similar sentiment, Mr. Ram Naik, Co-founder & CEO, The Guardians Real Estate Advisory adds,

“We are witnessing a clear shift in demand from congested city living to more open, nature-driven environments. Peripheral locations are benefiting immensely from this trend, especially as improved infrastructure continues to enhance connectivity and accessibility. For early movers, these markets offer strong appreciation potential and a compelling long-term investment upside as social and physical infrastructure matures. Additionally, we are seeing growing interest from branded developers entering these regions, which is further strengthening buyer confidence and driving sustained demand from both end-users and investors.”

As infrastructure connectivity improves and hybrid work models continue to gain traction, the appeal of these peripheral micro-markets is expected to grow further. What Mumbai cannot accommodate due to its spatial limitations, its surrounding regions are readily offering i.e. space, serenity, and a more balanced way of life.

In the evolving narrative of Mumbai’s real estate, artificial water bodies may not find room within the city, but they are certainly making waves just beyond its boundaries.

Nonprofit’s Deputy CEO Lang brings more than three decades of early childhood experience to her role.

(St. Louis, Mo., May 14, 2026) Beth Ann Lang, Deputy CEO at Child Care Aware of Missouri (CCAMO), recently celebrated her 25^th anniversary with the nonprofit. Her responsibilities include overseeing all programs and services administered by CCAMO, as well as positioning the organization for sustainable growth through strategic planning.

During her tenure, Lang has provided oversight and guidance on projects related to the early childhood workforce. She has served as the organization’s Chief Program Officer since 2017. When she joined CCAMO in 2001, Lang was the inaugural Director of the TEACH Early Childhood Missouri Scholarship, a statewide program aimed at increasing the quality of child care through education, compensation, and commitment.

Among Lang’s notable achievements are launching the TEACH Early Childhood Missouri CDA Project in 2019 and supporting St. Louis County legislation to fund WAGE$, a salary supplement program for child care educators. She serves on the TEACH Early Childhood National Advisory Committee and the Council for Professional Recognition’s State Partners Roundtable, where she represents Missouri at the national level.

“Beth Ann’s leadership has shaped every facet of our work, from elevating the early childhood workforce to strengthening the programs families rely on every day,” said CCAMO CEO Robin Phillips. “For 25 years, she has been a tireless champion for educators, continuously helping move our organization and state toward higher quality, greater equity, and better outcomes for children.”

Founded in 1999, CCAMO is a statewide nonprofit that focuses on a comprehensive early childhood education experience through impactful programs and partnerships. The organization’s services include workforce development, child care business supports, advocacy and policy work, and its new Child Care Keeps Missouri Working, a regional campaign offering concierge solutions to businesses undergoing employee recruitment and retention challenges due to the overwhelming shortage of quality child care options. For more information, call (314) 535-1458 or visit www.mochildcareaware.org.

Empathy and LIMRA joint research shows the claims experience is a powerful — yet underused — engine of long‑term growth for the industry

NEW YORK – May 14, 2026 – Empathy, the technology company transforming how the world plans for and navigates life’s hardest moments, and LIMRA, today announced new research examining how the life insurance claims experience shapes long-term customer relationships. The findings reveal a critical disconnect: while insurers have invested meaningfully in operational improvements, they are missing the opportunity to turn one of the most meaningful customer moments into lasting loyalty.

U.S. life insurers pay out almost $100 billion in death benefits each year, yet fewer than one in ten beneficiaries go on to become customers themselves. The Empathy and LIMRA research uncovered this gap is not due to a lack of beneficiary engagement, but rather a lack of relevant, human-centered support aligned with what beneficiaries are actually experiencing during one of the most vulnerable moments of their lives. While the industry has optimized for operational efficiency and a smooth claims process, these efforts often fall short of addressing beneficiaries’ emotional and practical needs, resulting in a transactional experience that fails to build long-term and generational loyalty.

“What this research makes clear is that the claims moment is not just an operational milestone or well-executed transaction, it’s a relationship-defining experience,” said Ohad Gutman, Chief Business Officer at Empathy. “When the beneficiary is handled with clarity, empathy, and meaningful support, it can lead to long-term loyalty. When it’s treated as a transaction, that opportunity is lost.”

Key Findings from the Research

The study surfaces several critical insights into what drives and limits long-term engagement following a claim:

The claims experience performs well operationally, but falls short as a relationship moment

• 91% of beneficiaries report being satisfied with their claims experience

• Core elements like communication (87%), clarity (85%), and timeliness (83%) are rated highly

• Yet according to LIMRA, fewer than 1 in 10 beneficiaries go on to become customers, highlighting a disconnect between satisfaction and long-term loyalty 

 

Perception after the claim is the strongest predictor of future business

• Post-claim perception is the #1 driver of both recommendation and purchase intent

• Among less satisfied beneficiaries, 71% say a better experience would have increased purchase intent, while 78% say it would have increased their likelihood of recommending the carrier

A major “delivery gap” exists between the support beneficiaries want and what they receive

• 84% say dedicated support such as a specific person to guide them, grief or financial resources, or tools to help manage the process, would make the insurer more appealing

  • Financial education: 65% want it, only 25% receive it

  • Grief resources: 68% want it, only 35% receive it

  • Emotional wellness programs: 81% want it; 24% receive it

  • Assistance with probate: 81% want it; 17% receive it

  • Well-being check-ins: 76% want it;  43% receive it

Beneficiaries are highly open to ongoing engagement

• 96% are open to post-claim communication across channels

• Most prefer personalized, practical guidance and not generic outreach

A Shift From Transaction to Relationship

The research reframes the claims experience as a pivotal moment in the customer lifecycle, not the end of a transaction but the beginning of a relationship.

“This research shows that beneficiaries are not inherently disengaged – they are highly open to continued interaction,” said Lai-Sahn Hackett, Corporate Vice President at LIMRA. “It underscores an opportunity for insurers to rethink how the claims experience contributes to ongoing engagement and business outcomes.”

The findings highlight that beneficiaries are not disengaging by default, they are responding to the experience they receive. While insurers have made meaningful progress on operational efficiency, the research shows that emotional and practical support during and after the claim is what ultimately shapes long-term outcomes.

Technology and Support as the Next Frontier

As expectations evolve, the industry is beginning to shift toward more holistic, support-driven models of care. Solutions that combine digital tools with human guidance can help carriers extend support beyond the payout and better meet beneficiary needs.

To read the full report and its findings, visit empathy.com/resources/research/generational-loyalty-blueprint. 

New Delhi, May 14 : DCM Shriram Ltd. today announced its financial results for the quarter and financial year ended March 31, 2026, delivering a resilient performance across businesses despite continued global macroeconomic uncertainty and pricing volatility in select sectors.

For FY 2025–26, the Company reported consolidated net revenue of ₹14,264 crore, reflecting a growth of 12% over the previous year. Consolidated PBDIT stood at ₹1,694 crore, while Profit After Tax increased significantly by 42% to ₹856 crore. The increase in PAT includes a one-time deferred tax credit of ₹239 crore on account of the company opting for new tax regime u/s 115BAA of Income Tax Act 1961, from FY27. The performance was supported by higher volumes in the Chemicals business, sustained growth in Fenesta Building Systems and Shriram Farm Solutions, improved operational efficiencies, contributions from newly commissioned projects over past years and strategic acquisitions. For Q4 FY26, consolidated net revenue stood at ₹3,373 crore compared to ₹3,019 crore in the corresponding quarter last year, while Profit After Tax increased to ₹371 crore from ₹179 crore in Q4 FY25.

Commenting on the performance for the quarter & financial year ended March 2026, in a joint statement, Mr. Ajay Shriram, Chairman & Senior Managing Director and Mr. Vikram Shriram, Vice Chairman & Managing Director, said:

“Financial Year 2025–26 saw global organizations and governments being stress tested by persistent uncertainties. Rising trade protectionism, supply chain realignments and the escalation of conflict in West Asia continued to impact commodity markets, logistics corridors and capital flows, reinforcing the importance of operational agility and resilience. Despite these headwinds, the Indian economy demonstrated better resilience, supported by strong macroeconomic fundamentals, sustained domestic demand and continued public infrastructure spending.

Our Chemicals business recorded strong volume growth, driven by progressive ramp-up of expansion and downstream integration completed over last two years. Epichlorohydrin (ECH) facility, part of the advanced material value chain, got fully commissioned in April 2026, and is witnessing encouraging market acceptance. The Epoxy and Formulate resins business that we acquired during the year is now being expanded, especially in the value-added formulated resins space.

We are exploring to grow our businesses through strategic partnerships where there is a need for high-end technology. In line with this, we have entered a JV with a US Company for our PVC compounding business and plan to accelerate the growth.

In the Sugar and Ethanol business, Indian sugar production increased by 2.3 MMT this season as compared to last year. The industry is facing margin pressures arising from higher cane cost and oversupply in Sugar as well as Ethanol business. Sustained policy support—through higher sugar MSP, expanded blending mandates, export facilitation and alternate ethanol usage—remains critical for industry viability.

Our consumer businesses, Fenesta Building Systems & Shriram Farm Solutions continued to grow at a healthy pace while consolidating their market position and reaching new milestones.

The Company remains focused on value-chain integration, capacity optimization, cost efficiency and disciplined capital allocation. Supported by a strong balance sheet, we remain well positioned to pursue growth opportunities while navigating an increasingly dynamic global environment.

Sustainability continues to remain integral to our long-term strategy through responsible resource utilization, environmental stewardship and meaningful community engagement.

The Chemicals & Vinyl business delivered strong growth during the year, supported by expanded capacities, improved utilization and downstream integration initiatives. The Chemicals business recorded 12% increase in caustic soda volumes during FY26, contributions from Hydrogen Peroxide and advanced materials value chain, ramp-up of newly commissioned capacities and improved ECU realizations. The Company also completed commissioning of its 52,000 TPA Epichlorohydrin (ECH) plant at Bharuch in April 2026, strengthening its integrated advanced materials value chain. During the year, the Company acquired Hindusthan Speciality Chemicals Limited, accelerating its entry into epoxy and formulated resins portfolio.

In the Vinyl business, revenue grew 4% in FY26, supported by improved PVC volumes and operational efficiencies. The Company also completed a strategic partnership in PVC compounds through the sale of a 50% stake in Shriram Polytech Ltd. to Teknor Apex B.V., combining domestic manufacturing strengths with global formulation expertise.

The Sugar & Ethanol business continued to operate in a challenging environment marked by higher cane prices and oversupply conditions. During FY26, domestic sugar prices improved by 4% while volumes were lower by 6%. Ethanol margins remained healthy, sugar recovery improved to 10.8% while the crush declined to 473 lakh quintals.

The Company reiterated the importance of calibrated policy interventions for the long term viability of the industry through measures such as aligning sugar and ethanol selling prices with cane costs, export facilitation and expanded ethanol opportunities.

Fenesta Building Systems reached a milestone by clocking a revenue of ₹1,112 crore, a growth of 28%. The growth was driven by higher volumes across project and retail segments. The business continued expanding its footprint through new product platforms including façade and hardware, capacity enhancement initiatives, and growth in its order book, which increased 24% during FY26 to ₹1,498 crore. During the year, the company acquired 53% stake in DNV Global Private Limited (a company engaged in manufacturing of windows hardware), to improve supply chain and boost product innovation. Fenesta currently operates eight fabrication plants, 421 dealers across 268 cities, nine company-owned showrooms and has a presence across seven international markets while serving 976 cities in India.

Shriram Farm Solutions sustained its robust growth trajectory, delivering double-digit growth this financial year. The revenue increased to ₹1,689 crore, a growth of 18%. This performance was anchored by volumes across all the segments, especially Research Wheat segment, which achieved record sales.

The Company also continued to strengthen its sustainability and future growth agenda during FY26. Green energy contributed 27% of total energy consumption, while water harvested and conserved was over ten times the water consumed. Key Ongoing investments include a 68 MW captive renewable energy project at Kota (average capacity of 34 MW against which average injection of 15 MW has started in May 2026), aluminium chloride and calcium chloride projects at Bharuch, 48 MW of additional renewable power supply for its Bharuch plant, and formulated resins capacity expansion at HSCL.

Financial Highlights (Consolidated)

Q4 FY26

• Net Revenue: ₹3,373 crore
• PBDIT: ₹400 crore
• PAT: ₹371 crore

FY 2025–26

• Net Revenue: ₹14,264 crore
• PBDIT: ₹1,694 crore
• PAT: ₹856 crore
• Net Worth: ₹7,660 crore

The Board has recommended a final dividend of 200%, amounting to Rs. 62.38 crores in this Board meeting, subject to shareholder approval. The total dividend for the year is 560%, amounting to Rs. 174.66 crores.

 

In Line with Hon’ble Prime Minister’s Appeal, CREDAI Shifts NATCON 2026 from Amsterdam to India

Move reflects the real estate sector’s commitment to national priorities, economic self-reliance, and contributing to India’s economic resilience

New Delhi, May 14: In a strong endorsement of Hon’ble Prime Minister Shri Narendra Modi’s recent appeal to prioritise national interest amid the evolving geopolitical situation in West Asia — including reducing non-essential foreign travel, conserving fuel and foreign exchange, and promoting domestic spending — the Confederation of Real Estate Developers’ Associations of India (CREDAI) has decided to shift the 23rd edition of its flagship convention, NATCON 2026, from Amsterdam to India.

The decision has been taken in the spirit of national solidarity and in alignment with the larger sentiment of standing firmly with the nation and the vision articulated by Hon’ble Prime Minister. At a time when India is moving forward with confidence, self-belief, and a renewed spirit of national pride, CREDAI believes that institutions representing key sectors of the economy must also reflect the same commitment towards the country and its priorities.

CREDAI will shortly identify and announce the Indian host destination for NATCON 2026 along with revised programme details. The decision reflects CREDAI’s commitment to the Hon’ble Prime Minister’s vision of placing “Nation First” and supporting India’s economic resilience during a period of global uncertainty. By hosting the country’s largest real estate sector’s convention in India, CREDAI aims to ensure that the economic and tourism benefits associated with an event of this scale directly contribute to the domestic economy, hospitality sector, local businesses, and allied industries.

CREDAI NATCON witnesses’ participation from over 1,000 leading developers, investors, policymakers, architects, consultants, and industry stakeholders from across the country. Traditionally hosted at an international destination every year, NATCON serves as CREDAI’s flagship annual platform for dialogue on real estate, urban infrastructure, construction technologies, sustainable development, smart cities, and India’s evolving growth story.

This year, however, CREDAI has chosen to align the event with the broader national sentiment and the Hon’ble Prime Minister’s call to strengthen domestic economic activity and encourage spending within the country. The move is also expected to boost domestic tourism, create opportunities for Indian hospitality and event industries, and showcase India’s rapidly evolving infrastructure and urban development capabilities on a national platform.

Commenting on the decision, Mr. Shekhar Patel, President, CREDAI, said, “At a time when the Hon’ble Prime Minister has called upon citizens and industries to act responsibly and prioritise national interest amid the evolving geopolitical situation, CREDAI believes it is important for the real estate sector, as one of the country’s largest employment-generating industries, to align with this vision and demonstrate collective responsibility during this important time for the nation. While preparations for NATCON had been underway for over six months and the industry was fully prepared to travel to Amsterdam this August, CREDAI felt it was important to take cognisance of the Hon’ble Prime Minister’s appeal and the prevailing national sentiment. By deciding to host NATCON in India this year, we are supporting domestic economic activity while also reinforcing our commitment to the nation’s growth and economic resilience.

He further added, “The industry is currently navigating significant challenges, including rising construction costs driven by escalating prices of cement, steel, and other critical raw materials, along with persistent labour shortages impacting project execution across markets. In this environment, it becomes even more important for all sectors to collectively contribute towards strengthening the domestic economy in line with the Hon’ble Prime Minister’s appeal.”

As an industry deeply linked to employment generation, infrastructure development, and economic growth, CREDAI remains committed to contributing meaningfully towards India’s long-term development and self-reliance goals.

 

 

 

 

New Delhi, May 13 : The Leela Palaces, Hotels and Resorts today announced the launch of the Leela Centre of Excellence (LCoE), a strategic initiative designed to build a future-ready talent pipeline. As the company plans to expand from 15 to 24 hotels over the next three years, the initiative is expected to play a key role in inducting, training, and developing more than 3,000 associates across The Leela’s luxury ecosystem. The LCoE will focus on strengthening leadership capabilities, operational excellence, and service standards to support the brand’s long-term growth strategy.

Developed in association with Le Cordon Bleu and GD Goenka University, part of the GD Goenka Group operating over 150+ K12 schools across the country, the LCoE strengthens The Leela’s learning ecosystem at a defining moment in the brand’s growth journey.

Spread across approximately 9,600 sq. ft. of purpose-built infrastructure, part of the 50,000 sq. ft. GD Goenka School of Hospitality & Culinary Management, the Centre has been conceived as a fully immersive learning environment, with dedicated classrooms, an auditorium, specialised training kitchens, and integrated residential and recreational facilities. Guided by experienced faculty and industry practitioners, it seamlessly combines academic rigour with real-world hospitality exposure to shape future-ready professionals aligned with The Leela’s standards of excellence. It introduces structured academic pathways such as a BBA in Hospitality aligned with NEP 2020, along with dual certifications through Le Cordon Bleu and GD Goenka University, enabling globally benchmarked learning.

As The Leela accelerates its growth as India’s leading pure-play luxury hospitality brand, the LCoE also represents a long-term investment in elevating hospitality talent at scale. Designed to nurture individuals across every level of the organisation, The Leela will annually invest in structured learning and capability-building initiatives impacting over 650 associates and managers across the organisation. This includes leadership and functional development programmes for over 250 managers through its Leela Executive Accelerated Development (LEAD) program, specialised bootcamps, conclaves and industry conferences, alongside academic and operational training for over 220 associates across The Leela Palace Services (TLPS), Leela Leadership Development Program (LLDP) and Butler Development programmes. The initiative will also strengthen service and cultural excellence through dedicated soft skills training for over 200 associates annually, while advanced culinary capability-building under Shefs at The Leela will train 30 culinary professionals each year.

Speaking on the occasion, Mr. Anuraag Bhatnagar, Chief Executive Officer, The Leela Palaces, Hotels and Resorts, said:

“As we celebrate four decades of True Indian Luxury, the launch of the Leela Centre of Excellence (LCoE) marks an important step in strengthening the foundation of our growth. As we expand, it is critical that our people, culture and service standards evolve with consistency. The LCoE brings together global partnerships and operational depth to build a strong pipeline of talent aligned with our values. It is an investment in people, culture and capability that will support our next phase of growth.”

Mr. Nipun Goenka Managing Director G D Goenka group and Pro-Chancellor of GD Goenka University, said:

 “Our association with The Leela Palaces, Hotels and Resorts for the Leela Centre of Excellence reflects a shared commitment to building future-ready talent for the hospitality industry. The Leela stands at the epitome of true Indian luxury, and it is a privilege to partner with a brand that has consistently set benchmarks in service, culture and excellence. By combining academic depth with industry relevance, we aim to shape professionals who are grounded in values, capability and purpose”

Prof. Rajiv Gulshan, Dean of Le Cordon Bleu and Centre Director Leela Centre of Excellence said:

 “The collaboration between Leela Palaces, Hotels and Resorts and Le Cordon Bleu along with G D Goenka University is designed to develop talent equipped with both technical mastery and a deep understanding of service, culture and international standards. LCoE will bring about much-needed transformation in hospitality education by creating future-ready professionals grounded in excellence, innovation, and gracious hospitality.”

The Leela Centre of Excellence serves as the strategic hub for The Leela’s learning ecosystem, bringing together and strengthening existing programmes including Leela Leadership Development Programme (LLDP), The Leela Palace Services Programme (TLPS), Leela Executive Accelerated Development Programme (LEAD) and Shefs at The Leela.

These initiatives sit under the LCoE umbrella, creating a structured platform to continuously develop, up skill and elevate talent across the organisation, alongside functional certifications including Butler and Sommelier programmes. As The Leela enters its next phase of growth, Leela Centre of Excellence reinforces its long-term commitment to institutionalising excellence, ensuring every experience reflects the brand’s standards of warmth, grace and excellence in service.