Category: Business

New Delhi, May25 : Ashok Leyland, the Indian flagship of the Hinduja Group and the country’s leading commercial vehicle manufacturer, today announced that it has bagged an order of 715 vehicles from VRL Logistics, a key logistics player in India. The order includes AVTR 3120 haulage trucks, BOSS 1615 trucks and Oyster staff buses. This milestone marks a significant step in strengthening the partnership between the two companies and further reinforces Ashok Leyland’s position as a trusted mobility partner.

Building on a strong and enduring partnership, deliveries are progressing as planned, with 300 trucks already delivered and the remaining 415 scheduled for execution in the current year.

Dr. Anand Sankeshwar, Managing Director, VRL Logistics said,

“We have absolute confidence in the quality, reliability, and performance of Ashok Leyland trucks. Their strong after-sales support enables uninterrupted operations, while the rapidly expanding service network gives us a clear operational advantage. The fresh order of 715 vehicles marks a strategic deepening of our partnership to drive higher logistics efficiency. Backed by Ashok Leyland’s relentless focus on innovation and our forward-looking transport strategy, we are confident of sustained success on the road ahead.”

Ms. Madhavi Deshmukh, National Sales Head – MHCV, Ashok Leyland said,

 “We are delighted to strengthen our long-standing partnership with VRL Logistics. Over the years, VRL has worked closely with us in developing new products and features tailored to the emerging needs of customers in the logistics industry. This order win is a testament to the trust and confidence VRL Logistics have in Ashok Leyland’s technology and performance and it reinforces our dedication to creating efficient and technologically advanced products that exceed customers’ expectations. Our focus continues to be on developing advanced, safe, and efficient mobility solutions that meet the evolving needs of our customers.”

The trucks are equipped with state-of-the-art features and advanced technologies engineered to deliver superior operational performance and reliability. These capabilities will enable VRL Logistics to significantly reduce maintenance downtime and unplanned stoppages, while enhancing fleet efficiency and productivity. The result will be higher vehicle uptime, optimised operations, and improved profitability, supporting the company’s continued growth and service excellence.

This milestone reflects the strength of a partnership built over decades, combining Ashok Leyland’s leadership in commercial vehicles with VRL Logistics’ position as one of India’s largest surface transportation companies.

By Varun Bhatia, Vice President-Project & Learning Solutions, Electronics Sector Skills Council of India (ESSCI)

For decades, the story of India’s power sector was one of chronic scarcity and the desperate scramble for generation. We measured progress by the number of power plants commissioned and the megawatts added to a perennially hungry grid. However, as global geopolitics becomes increasingly volatile, particularly with the ongoing disruptions in West Asia, India’s energy narrative is undergoing a fundamental shift. With nearly 40 percent of our crude oil imports transiting through the precarious Strait of Hormuz, the vulnerability of our fossil fuel dependence has never been more apparent. In this high-stakes environment, energy self-sufficiency is no longer just an environmental aspiration; it is a strategic imperative central to national sovereignty.

Yet, an often underemphasised truth sits at the heart of this transition. Generation capacity alone does not guarantee energy security. Without a robust and forward-looking transmission network, even the most ambitious renewable targets risk underdelivery. The real story of India’s energy transformation, therefore, lies in the interplay between generation and transmission, and the policy clarity that binds them together.

India’s electricity sector has undergone a structural transformation over the past decade. Energy shortages, which stood at over 4.2% in 2013–14, have nearly disappeared, falling to negligible levels in recent years (just 0.03% in 2025–26). The country has successfully met record peak demand exceeding 242 GW, signalling both demand growth and system resilience. The national grid, one of the largest synchronised networks in the world, operates at system availability levels exceeding 99%. These are not incremental improvements. They reflect sustained investments in both capacity creation and grid strengthening.

From Fields to Power: Farmers in a New Role

There is a quiet transformation taking place across rural India. The same farmers who once powered the Green Revolution are now enabling the country’s energy transition. Land that fed the nation is increasingly hosting solar parks, wind corridors and transmission networks.

This is not a disruption. It is a continuum. India’s journey from food security to energy security is being written on the same soil. Farmers are no longer just beneficiaries of infrastructure. They are partners in building it. This shift also signals the arrival of what can be called an Electricity Revolution. Reliable and abundant power is beginning to reshape consumption patterns. Electric mobility is expanding, industries are adapting, and households are becoming less dependent on fossil fuels. As renewable capacity grows, the country’s long-term dependence on imported crude and LNG is expected to ease.

Policy ambition is keeping pace. India has already crossed the milestone of 50 per cent non-fossil installed capacity and is now aiming for 60% by 2035. Its emissions intensity reduction target has also been raised to 47% by 2030 from 2005 levels. These are not incremental changes. They signal a structural shift.

India’s Electrification & Renewable Energy Momentum

Today, India stands as the fourth largest renewable energy market globally. Our total installed capacity has crossed the 509 GW mark, with non-fossil sources now accounting for more than half of that total. However, the sheer scale of our renewable ambitions—targeting 786 GW of non-fossil capacity by 2035—presents a unique set of engineering and logistical challenges. Unlike coal-fired plants that can be built near load centers, renewable energy is location-specific. The sun shines brightest in the deserts of Rajasthan and Gujarat, and the winds blow strongest along the coasts of Tamil Nadu and Karnataka. Without a robust transmission network, this clean energy remains “stranded,” unable to reach the factories of Maharashtra or the households of Delhi. Transmission is the ultimate enabler of scale; it turns localized potential into national power.

The expansion of our national grid has been nothing short of Herculean. Since April 2014, the transmission network has grown by over 71 percent, adding 2.09 lakh circuit kilometers (ckm) to cross a total milestone of 5 lakh ckm. In the last fiscal year alone, over 8,800 ckm of lines were added to strengthen connectivity. This progress is anchored by the Green Energy Corridors and the Intra-State Transmission System (InSTS) projects active across eight renewable-rich states. These corridors are essential for evacuating the 40 GW of renewable power currently being integrated through initial phases of development.

Why It Matters Now

The case for prioritising both generation and transmission is not merely technical. It is strategic. Reducing reliance on imported fossil fuels shields India from geopolitical shocks. A robust grid ensures that power reaches every corner of the country reliably, supporting growth and improving quality of life. Rural India, through farmers’ participation, is emerging as a key driver of this transformation.

There is also a larger shift underway. India is no longer just a major energy consumer. It is positioning itself as a global leader in clean energy deployment. But we cannot afford to be complacent. To reach our updated target of 60 percent non-fossil power capacity by 2035, the grid must evolve from being reactive to being pre-emptive. The current Inter-State Transmission System plan is ambitious, envisioning 67,000 circuit kilometers of lines and 600,000 MVA of transformation capacity by 2031. This forward-looking approach is necessary because transmission infrastructure often takes longer to plan and execute than the renewable plants themselves. If we do not build the “highways” of electricity today, our future generation capacity will have nowhere to go.

The economic implications of this shift are profound. Greater availability of domestic electricity for mobility, residential use, and industry directly dampens the growth in petroleum demand. As we integrate more solar, wind, and hydro, our long-term dependence on expensive, imported LNG and crude oil will naturally decline. Furthermore, India has raised the stakes for its own efficiency, revising the target for reducing energy intensity to 47 percent of GDP by 2030. This dual focus on adding green capacity while reducing intensity is the only viable pathway to a sustainable, high-growth economy.

Looking ahead, the next decade will be the most decisive for India’s transmission sector. We are moving toward a reality of round-the-clock renewable energy (RE-RTC) that combines solar, wind, and storage. This requires a grid that is not just a series of wires, but a sophisticated, modernized entity capable of handling the intermittency of clean power. Transmission and generation are two sides of the same coin: generation without transmission is an exercise in inefficiency, while transmission without generation is a redundancy we cannot afford.

May 25: Rockwell Automation, Inc. , the world’s largest company dedicated to industrial automation and digital transformation, today announced India findings from its 11th annual State of Smart Manufacturing Report. The global study, fielded in 2026, surveyed more than 1,500 manufacturers across 17 leading manufacturing countries, including India.

This year’s findings show that Indian manufacturers are moving well beyond experimentation and into large-scale execution, with digital transformation, artificial intelligence , and automation now central to how organizations are addressing uncertainty, improving competitiveness, and building operational resilience.

In India, 97% of respondents say digital transformation is essential to staying competitive, reflecting near-universal alignment on the need to modernize industrial operations. Indian manufacturers are also investing at a significantly higher intensity than global peers, with nearly 1.6x more high-budget spenders allocating 51-99% of their operating budget to industrial technology.

Dilip Sawhney, Managing Director, Rockwell Automation India, said:

 “The 2026 findings confirm that India is not only keeping pace with global smart manufacturing – it is often leading it. Indian manufacturers are rapidly deploying AI, automation, and digital technologies to address quality, supply chain resilience, workforce shortages, and data utilization at scale. This firmly positions India as a future-ready manufacturing powerhouse, with strong momentum to build globally competitive, technology-driven industrial capabilities.”

Key India findings include:

• Digital transformation is now a clear priority in India: 97% of Indian manufacturers say it is essential to stay competitive, showing that the focus has shifted from adopting digital tools to scaling them effectively.
• India is investing heavily in industrial technology: Compared with global peers, India has nearly 1.6x more high-budget spenders allocating 51-99% of operating budgets to industrial technology.
• AI adoption is already deep and continues to rise: 88% of Indian manufacturers are already using AI/ML in operations, and 41 % of operations are currently AI-augmented. That is expected to grow to 47% by 2027 and 61% by 2030.
• Capturing and using data remains the biggest internal challenge: 60% of respondents cite capturing, interpreting and using data to improve business as their top internal obstacle, versus 37% globally.
• Workforce transformation is moving alongside technology transformation: 52% are using technology to create more engaging jobs, 48% are using AI/ML learning technologies to address labor gaps, and 81% say applying AI is a very/extremely important hiring skill.

The 2026 State of Smart Manufacturing Report draws on more than a decade of global research to highlight the capabilities shaping modern industrial operations, including intelligence, resilience, adaptability and workforce transformation.

Business travel in India is no longer just about getting from one city to another – it’s about people, preferences, and personal priorities. As Indian companies expand globally and hybrid work becomes the norm, employees are bringing their expectations, values, and realities into every trip.

And one thing is clear: a one-size-fits-all travel policy no longer works.

According to the latest SAP Concur research, 89% of Indian business travellers expect travel budgets to either increase or remain stable in 2025, and hence business travellers can broadly be grouped into three distinct types; each with very different needs.

1. The Selective Travellers

Selective Travellers are typically younger professionals, often part of India’s growing hybrid workforce.

While they are open to travelling for work, they are not willing to compromise on personal values, safety, or well-being.

• 96% of Indian business travellers are willing to decline a trip if it conflicts with health, safety, or work-life balance concerns (SAP Concur)
• 97% expect flexibility beyond company policy for reasons like sustainability, safety, or personal priorities (SAP Concur)

Their expectations go beyond just travel logistics:

• 73% feel they don’t always get equal travel opportunities (SAP Concur)
• 41% say companies prioritise sustainability, but face budget challenges (SAP Concur)

What this means in India:
Selective Travellers are values-driven and vocal. They want transparency, flexibility, and the ability to make choices aligned with their personal priorities.

What companies should do:
Be transparent, prioritise traveller safety, and offer flexible policies that allow exceptions when needed.

2. The Efficiency Seekers

Efficiency Seekers are typically mid-to-senior professionals juggling demanding careers and personal responsibilities.

In India, where work-life balance and time constraints are increasingly important, this group prioritises speed and productivity above all.

• 99% of Indian travellers are open to AI-powered travel tools (SAP Concur)
• However, only 3% currently use them, highlighting a gap between interest and execution (SAP Concur)

They also face frequent disruptions:

• 91% have had to take unexpected action due to travel disruptions (SAP Concur)
• 36% have had to cancel or reschedule meetings due to travel issues (SAP Concur)

Globally, this group is also the most likely to adopt AI for bookings and expense reporting, but only when it saves time.

What this means in India:
There is strong openness to AI, but companies need to make it actually useful, intuitive, and secure.

What companies should do:
Invest in seamless booking tools, reduce friction in expense management, and ensure strong data security to build trust.

3. The Experience Maximisers

Experience Maximisers are typically urban professionals based in India’s major business hubs like Mumbai, Delhi NCR, and Bengaluru.

For them, business travel is not just functional; it’s an experience.

• 95% of Indian travellers say business travel is critical to career success (SAP Concur)
• 68% see it as essential for career growth (SAP Concur)

At the same time, they are navigating constraints:

• 27% feel companies prioritise cost-cutting over flexibility (SAP Concur)

Globally, this group is more likely to upgrade travel experiences and even pay out of pocket for comfort.

What this means in India:

As corporate travel budgets tighten, employees still seek comfort, convenience, and meaningful travel experiences.

What companies should do:
Offer transparent upgrade options, clearly communicate policy limitations, and allow room for personalisation.

These three traveller types highlight a simple truth: rigid travel policies are outdated.

Indian businesses are seeing a strong rebound in travel, with 89% of business travellers expecting travel budgets to increase or remain stable. At the same time, employees are demanding more flexibility, transparency, and personalisation.

Brett Wheeldon, Vice President, Solutions Consulting, APAC, SAP Concur says, “Rigid travel policies are no longer effective in today’s dynamic work environment. In India, where employee expectations are rapidly evolving, companies that fail to recognise different traveller needs risk lower compliance and satisfaction. By building flexible and transparent travel programmes, organisations can drive better outcomes for both employees and the business.”

Sale startstomorrow, 26^th May 2026 at 12:00, noon on Flipkart; bringing Android 16, a 6000mAh battery, 50 MP Dual AI camera with Indus by Sarvam AI to the sub-Rs., 10,000/- smartphone segment

 

New Delhi, India – May 25^th, 2026: India’s first smartphone with Indus by Sarvam AI, the all-new HMD Vibe2 5G, is set to go on sale starting May 26, 2026 at 12:00 PM on Flipkart at a special launch price starting at INR 9,499.

Designed for the evolving needs of young Indian consumers, the HMD Vibe2 5G combines AI-powered experiences, future-ready connectivity, and premium design aesthetics in the highly competitive sub-₹10,000 smartphone category.

Powered by the latest Android 16 experience, the smartphone brings together performance, style, and intelligent features to deliver a seamless everyday smartphone experience. The device is equipped with a massive 6000mAh adaptive battery supported by an 18W in-box charger, ensuring dependable all-day usage.

The HMD Vibe2 5G features a sleek premium design with IP64 water and dust resistance, along with a smooth 120Hz refresh rate display for fluid scrolling and enhanced responsiveness. It is powered by an octa-core 2.3GHz processor and comes with a 50MP Dual AI camera system designed to capture sharper and balanced shots across different lighting conditions. The smartphone also features an 8MP front camera optimized for portraits and low-light selfies.

The device will be available in two variants – 4GB + 64GB and 4GB + 128GB and comes in three vibrant colour options: Cosmic Lavender, Nordic Blue, and Peach Pink.

With collaborations including Sarvam AI, SancharSaathi, and Flipkart, HMD continues its focus on bringing India-first innovation, digital safety, and accessible technology experiences to consumers across metros and non-metros alike.

Availability:
Sale starts on May 26, 2026 at 12:00 PM on Flipkart.

New Delhi,  May 25 :  In a landmark moment for India’s growing global cultural and trade presence, Great White Northern Spirits  officially launched the ‘Indian Aisle in Canada’ on Thursday, May 21st, 2026, at Nuvo Event Space, Canada. The initiative marks the historic debut of Indian spirits within Canada’s duty-free retail landscape across major international gateways including Toronto Pearson International Airport, Vancouver International Airport, key airports across Alberta, as well as prominent land-border duty-free locations in Ontario and British Columbia. The evening’s highlight was a Grand Ribbon-Cutting Ceremony celebrating the arrival of Indian heritage, craftsmanship, and premium offerings into mainstream international retail spaces.

The launch is being viewed as a significant milestone in India’s expanding global footprint, aligning with the country’s larger push over the past decade towards strengthening international partnerships, promoting Indian enterprise abroad, and taking Indian culture beyond borders. As India continues to emerge as a major economic and cultural force globally, initiatives such as the Indian Aisle reflect the growing international appetite for Indian products, stories and craftsmanship.

The presence of Indian spirits in Canada’s premium duty-free ecosystem is not merely a retail development, but a symbol of India’s soft power and evolving global identity where Indian brands are increasingly being recognised for quality, authenticity and heritage on the world stage.

Beyond commerce, the initiative also highlights the strengthening relationship between India and Canada through culture, tourism and trade. The visibility of Indian spirits across major Canadian travel hubs reflects the importance and influence of the Indian diaspora while opening new opportunities for cultural exchange and bilateral business growth. At a time when Indian cuisine, wellness, fashion, cinema, and artisanal products are finding wider global audiences, the Indian Aisle adds another powerful dimension to India’s international cultural presence.

“Today is not just about launching products into a new market; it is about opening doors for Indian heritage, craftsmanship and stories to travel globally,” said Mr. Balaji Nagaraja and Ms. Pooja S., Founders of Great White Northern Spirits (GWNS). “Canada’s multicultural identity makes it the perfect home for an initiative like the Indian Aisle. Through this platform, we hope to create stronger cultural connections, introduce travellers to the richness of Indian spirits, and build meaningful commercial opportunities between India and Canada. This launch represents the coming together of tradition, innovation and international collaboration.”

The exclusive launch event witnessed the presence of government officials, diplomatic representatives, cultural leaders, trade stakeholders, hospitality professionals, retail partners, and members of the media. Guests experienced an evening centred around networking, curated showcases of premium Indian spirits, cultural celebration, and ceremonial moments surrounding the ribbon-cutting ceremony. The launch marked not just a business milestone, but a proud cultural moment reflecting India’s growing confidence and influence on the global stage.

Business magazines play an important role in today’s competitive world. They provide valuable information about markets, industries, companies, and economic trends. Entrepreneurs, business owners, students, and professionals often rely on business magazines to stay informed and make better decisions.

One of the main benefits of business magazines is that they provide up-to-date information. They report on market trends, stock performance, new technologies, and changes in government policies that affect businesses. This helps readers understand the business environment and prepare for future opportunities and challenges.

Business magazine also serve as a source of education and knowledge. They publish articles, expert opinions, case studies, and interviews with successful entrepreneurs and leaders. Readers can learn about management, marketing, finance, leadership, and innovation, which can improve their business skills and knowledge.

 

Another important aspect is that business magazines help in decision-making. Investors and business owners can use the information provided to analyze market conditions, identify risks, and make informed financial or strategic decisions. Accurate business information can reduce uncertainty and improve planning.

Business magazines also promote networking and inspiration. Stories of successful companies and entrepreneurs motivate readers and provide ideas for starting or improving businesses. They also highlight new business opportunities and industry developments.

In addition, business magazines contribute to the growth of the economy by spreading awareness about trade, investment, entrepreneurship, and innovation. They encourage people to think creatively and participate in economic activities.

In conclusion, business magazines are an essential source of information, learning, and inspiration in the business world. They help individuals and organizations stay informed, make better decisions, and succeed in a constantly changing market environment.

Aurora Ventures launches with backing from inDrive – a global mobility and delivery platform scaled to unicorn status across the same emerging markets the program is investing in – for its 2026 pilot year. Egypt is one of the priority markets for the project.
 
The launch follows the successful conclusion of the 2026 Aurora Tech Award in Santiago, Chile, where a Nigerian, Adeola Ayoola-Famasi, was named among the top 10 finalists from a record-breaking field of 3,400 applicants.
 
Other women founders that make up the 2026 Aurora Tech Award top 10 finalists include: Adriana Gonzalez-Tizo (Panama), Angela Acosta-Morado(Colombia), Catalina Isaza- Innmetec (Colombia), Estefania Abello- Muta(Colombia), Maria Kawas- DomestikCo(Chile), Mariana Zuliani-OncoAI (Brazil), Mercedes Bidart- Quipu(Colombia), Patricia Florencia- Pilou (Mexico), and Penny Musengi- Pesira Technologies (Kenya).

 
Aurora Ventures, an early-stage investment program, is designed to leverage one of the world’s largest pipelines of underserved female talent. It is built on a proprietary sourcing advantage derived from five years of Aurora Tech Award data.  
 
With applications exploding by nearly 30 times since 2021, the Award noticed a persistent gap in market inefficiency  fuelled by high-traction, high-growth businesses led by women in MENA, Africa, and Latin America, which are consistently undervalued and overlooked by traditional venture capital.
 
A new Aurora research study involving 900+ founders across 127 countries found that women founders face systemic “competence scepticism” and higher traction standards.
 
The program, Aurora Ventures, aims to capture the “mispricing” faced by women founders by investing $180k–$250k at the pre-seed and seed stages. The program also utilises the Aurora Tech Award’s network to identify companies before their valuations fully reflect their performance, creating a repeatable model for generating alpha in emerging markets.
 
Speaking on the initiative, Head of Aurora Ventures, Isabella Ghassemi-Smith, described the launch of Aurora Ventures as a disciplined investment program built on the conviction that women founders are one of the most overlooked opportunities in venture capital today.
 
“Over the past five years, we’ve seen a repeating pattern: exceptional women building rigorous businesses but reaching institutional capital later and on worse terms than their performance justifies,” says Ghassemi-Smith.
 
She stated that the success stories of the top 10  finalists underscore the calibre of startups the initiative intends to back.
 
Also speaking, Chief Growth Businesses Officer, inDrive, Andries Smit, explained that “We built inDrive against all odds, competing against better-funded incumbents. We see the same thing playing out with women founders in emerging markets today. Backing Aurora Ventures is not charity; it is the same bet we made on ourselves.”
 
The 2026 pilot program focuses on building an initial portfolio and generating the track record necessary to transition into a formal GP/LP fund structure. By providing capital, network access, and operational guidance, Aurora Ventures seeks to accelerate portfolio companies toward subsequent funding rounds on more equitable terms.

Total income rises 17% YoY to ₹291.14 crore in FY26; PAT jumps to ₹43.38 crore vs ₹34.70 crore in FY25, driven by broad-based business momentum and operational efficiencies 

Mysore, May 22, 2026: Excelsoft Technologies Ltd., a global provider of next-generation digital learning, assessment, and education technology solutions, announced its audited consolidated financial results for the quarter and full year ended March 31, 2026. The key highlights are as follows:

Consolidated Financial Highlights – FY26

• Total Income: ₹291.13 crore, up 17% YoY from ₹248.80 crore in FY25
• EBITDA: ₹73.13 crore, up 1% YoY
• Net Profit: ₹43.38 crore, up 25% YoY from ₹34.70 crore in FY25
• EPS: ₹4.12 (vs ₹3.47 in FY25)

The improved profitability was driven by scale benefits, stronger performance in high-margin segments, and disciplined cost management.

Operational & Strategic Highlights

• Balanced Revenue Mix (Q4 & FY):
• Educational Technology Services contributed 53.67% (Q4) and 56.37% (FY)
• Assessment & Proctoring Solutions 29.30% (Q4) and 27.29% (FY)
• Learning & Student Success Solutions 14.31% (Q4) and 11.80% (FY)
• Learning Design & Content Solutions 2.73% (Q4) and 4.54% (FY)

• Geographical Diversification:
• North America contributed 62.75% (Q4) and 64.86% (FY)
• Europe & UK 25.41% (Q4) and 22.70% (FY)
• India 5.02% (Q4) and 5.94% (FY)
• Asia ex-India 6.08% (Q4) and 5.71% (FY);
• Australia 0.73% (Q4) and 0.79% (FY) 

• Client Base Strength & Retention: Top 5 clients contributed 63.00% in Q4, while Top 10 contributed 72.03%, with an average client relationship tenure of 11 years among the top 10.
• Operational Scale & Delivery Strength: Workforce stood at 1,109 employees, supported by stable delivery capabilities across engineering, platform services, assessment operations, and content development.
• Continued Client Expansion: The Company added 4 new clients during this full year period, reinforcing our relevance across education, assessment, and enterprise segments.
• During the year we finalized one of the largest engagements in Excelsoft’s history — a landmark partnership with a leading examination body in the United Kingdom. This engagement is expected to go live in the coming quarter and represents a transformational milestone for the Company, both from a revenue perspective and in terms of strategic positioning within the UK and European assessment ecosystem.
• Within Learning Design and Content Solutions, we secured a strategic engagement with one of the world’s leading online course content providers in the United States. This partnership is particularly significant because it reflects increasing recognition of Excelsoft’s AI-led content transformation capabilities and deep domain expertise in digital learning workflows.

 

Commenting on the Company’s performance, Mr. Dhananjaya Sudhanva, Managing Director, Excelsoft Technologies, said: “FY2026 was a landmark year for Excelsoft Technologies — one defined by our successful public listing, strong operational execution, strategic leadership appointments, and transformational client wins that further cemented our standing as a trusted global partner in education technology and assessment solutions.

We were pleased to welcome Mr. Doreswamy Palaniswamy as Chief Executive Officer, whose extensive global experience will be instrumental in accelerating our international expansion and realising our long-term growth ambitions. 

On the business front, we secured some of the most significant engagements in our history — including a major partnership with a leading UK examination body and a prominent US online course content provider — demonstrating both the depth of our capabilities and our growing relevance on the world stage. We further strengthened our partner ecosystem through key collaborations with VTCT Skills (UK) and the Civil Service Commission of the Philippines. 

Growth across the year was underpinned by strong momentum in Educational Technology Services, increasing adoption of our assessment platforms, and rising demand for AI-led digital learning solutions. In parallel, we continued to invest meaningfully in AI capabilities, secure infrastructure, talent, and innovation — building the foundation for sustained long-term competitiveness.

With deepening client relationships, an expanding global footprint, and a maturing suite of AI-driven capabilities, Excelsoft enters the next phase of its journey well positioned for sustainable growth and enduring value creation.”

Telangana, 23 May 2026 :  For generations, Tupperware has been a part of every modern kitchen, known for its premium quality, durability, smart storage solutions, and commitment towards sustainable living. Today, Tupperware continues to empower families and women entrepreneurs with innovative products and exciting business opportunities.

From kitchen organization to smart cooking and storage solutions, Tupperware products are designed to make everyday life simpler, healthier, more convenient, and environmentally responsible.

Empowering women and transforming kitchens has been at the heart of Tupperware for over 30 years. Celebrating a proud milestone, Tupperware marks 30 years of success in India  transforming Indian kitchens into smart kitchens and creating a ripple effect in society by empowering women across the country.

Looking to start your own business? Want to earn additional income?

Then Tupperware is the smart choice  built on three decades of trust and driven by women!

Whether you are looking to purchase Tupperware products or interested in becoming a consultant and building your own business, please contact• T H R Laxmi – 93903 88856 (Andhra Pradesh) • Uma V – 98663 86851 (Andhra Pradesh) • P Padma Sudha – 80081 15509 (Telangana) • Neeharika Katikaneni – 98481 95940 (Telangana)

Join the Tupperware family today and build your future with an 80-year globally trusted brand.