Category: Business

New Delhi, Apr 7: The Ministry of Mines has introduced the Minerals Concession Rules 2026, aimed at boosting the exploration and production of critical minerals essential for electric vehicles, high-tech electronics, and defence equipment, according to an official statement on Monday.

Pic Credit: Pexel

Effective from March 30, 2026, the new rules provide a clear framework for:

• Incorporating contiguous areas into existing mining leases,
• Granting composite licences for deep-seated minerals, and
• Including associated minerals in the mining leases of both major and minor minerals.

The updated framework is expected to streamline the exploration process, attract investment, and strengthen domestic supply chains for strategic minerals. Officials noted that this initiative will reduce India’s dependence on imports and support emerging sectors such as electric mobility and advanced electronics.

Industry experts believe the rules could accelerate critical mineral production, enhance India’s global competitiveness in the mining sector, and contribute significantly to the country’s industrial and technological growth.

Mr. Deva Jyotula, Senior Vice President, Retail, Kalpataru Limited, added “It is always a pleasure for Korum Mall to collaborate on such creative initiatives that provide a meaningful platform for fashion while celebrating culture, confidence, and individuality. By hosting events like these, we aim to create vibrant experiences for our visitors and support talent that brings fresh energy and creativity into the space.”

India’s automobile market recorded a historic year in FY26, with total vehicle retail sales reaching an all-time high of 2,96,71,064 units, marking a 13.3% increase compared to 2,61,87,255 units in FY25, according to the Federation of Automobile Dealers Associations (FADA). Industry experts say the rollout of GST 2.0 played a key role in driving consumer confidence and demand, particularly during the latter half of the fiscal year.

Pic Credit: Pexel

Passenger and Two-Wheeler Sales Lead Growth

Passenger vehicle sales grew 13%, reaching 47,05,056 units, up from 41,63,927 units in FY25. Two-wheelers, which continue to dominate the market, also saw robust growth, with retail sales rising 13.4% to 2,14,20,386 units. Three-wheelers and commercial vehicles recorded steady growth as well, with sales increasing 11.68% and 11.74%, respectively.

A Landmark Year for the Auto Industry

FADA President C S Vigneshwar described FY26 as a “landmark year” for the automotive sector, noting that five out of six vehicle categories achieved record annual sales. He emphasized that strong policy support, market stability, and renewed consumer confidence contributed to this growth, even as the pace of sales varied across different segments.

Looking Ahead

With the positive momentum, industry insiders are optimistic about the future. Continued policy clarity, enhanced financing options, and consumer incentives are expected to sustain demand, helping India maintain its growth trajectory in the auto sector.

The record FY26 figures underscore the resilience of the Indian automotive market and highlight the growing appetite for both personal and commercial vehicles across the country.

Last month, Novartis completed its $11 billion acquisition of Avidity Biosciences—the latest in a string of major pharmaceutical mergers including Merck’s acquisition of Verona Pharma and GSK’s acquisition of RAPT Therapeutics. Given the critical importance of the industry, the Federal Trade Commission (FTC) wields powerful tools to ensure such mergers don’t harm consumers or reduce competition.

Yet new data from UC Berkeley Haas and UC Law shows the FTC’s historic remedy—requiring merging companies to divest pipeline drugs to third parties—appears to have backfired. The study, co-authored by Haas Associate Professor Yaniv Konchitchki and Robin Feldman, Gideon Schor, and Tanziuzzaman Sakib of UC Law, looked at 75 pipeline drugs divested over 13 years and found:

• 81% failed to achieve FDA approval, market entry, and at least a 1% market share.
• 50% never received FDA approval.
• 30% were approved but discontinued for reasons other than safety or efficacy.
• 20% reached the market but never broke 1% market share—with shares ranging from zero to roughly half of one percent. Even the survivors that made it to market failed to achieve even a minuscule foothold.

The researchers found that the consequences of the FTC’s strategy have fallen hardest on consumers. Generic drugs—which drive down prices—made up 70 of the 75 divested drugs, yet only 14% had a successful market entry. Meanwhile, the brand-name drugs had a 75%–80% success rate.

Konchitchki says the findings provide important insights for both researchers and policymakers.

“Our research found that only 19% of divested pipeline drugs ultimately survive, where brand-name drugs and those held by larger companies have significantly higher survival rates,” Konchitchki said. “The FTC’s mission is to protect consumers and promote competition, but our evidence suggests its pipeline drug divestiture policy may actually be working against that goal—reinforcing the advantages of already-dominant companies while putting smaller competitors at a disadvantage. The net effect is less competition, not more.”

“The FTC’s mission is to protect consumers and promote competition, but our evidence suggests its pipeline drug divestiture policy may actually be working against that goal—reinforcing the advantages of already-dominant companies while putting smaller competitors at a disadvantage. The net effect is less competition, not more.”

—Yaniv Konchitchki

The pharmaceutical industry is particularly sensitive to competition issues, given the limited number of competitors and the inflexibility of demand for prescription drugs. The researchers suggest the study may aid the FTC in seeking appropriate remedies.

They propose two alternative remedies:

• “Crown Jewel Divestiture”: The on-market product is sold instead of the pipeline product.
• “Skin in the Game Divestiture”: If the divested product fails to produce significant competition, the merged company must divest the on-market product.

India, Apr 07:  A leading name in luxury real estate development, Yugen Infra has seen strong investment interest from Merchant Navy professionals, NRIs, and high-net-worth individuals (HNIs) in its flagship projects. These investments are primarily directed to the flagship project Yugen Golf City Garden of Eden (Phase 2) that is located in the fast-emerging MOPA region of North Goa Growth Corridor.

Phase 2 of Yugen Golf City’s Garden of Eden is an integrated township spread across a ~500+ acre. With an additional ~45-acre premium plotted development, the project stands out as Goa Region’s first golf-centric luxury township. The project is strategically located just 15 minutes from Manohar International Airport. The development is positioned in one of the fastest-growing aviation and infrastructure corridors in India.

Yugen Infra has recorded participation from over 250 investors across Phase 1 & 2. The Merchant Navy professionals form a notable 20–25% of the investor base. This amounts to an investment from more than 50 officers in this project. This marks one of the highest concentrations of a single professional community investing in a real estate project in the North Goa Growth Corridor. Additionally, NRIs account for approximately 20% of the total investors. This data comes from a strong representation from global hubs such as Hong Kong, Singapore, Dubai, the USA, and the UK.

The increasing interest from these segments reflects a broader trend of global Indian investors. These investors are generally seeking asset-backed, lifestyle-driven investments in India. NRI participation in the project has nearly doubled over the past 12–18 months. The growth marks have increased from 10–12% in early phases to over 20% currently.

The project offers premium villa plots and second-home opportunities. The ticket sizes range from ₹1.55 – ₹4 crore. Only selected inventory attracts investments exceeding ₹5 crore. The Garden of Eden combines luxury, sustainability and long-term value. The project has approximately 80% green cover and a resort-style living experience.

Key factors driving this investment momentum include the project’s unique positioning. It also shares proximity to critical infrastructure such as the MOPA Airport and upcoming expressways. The development also benefits from strong rental yield potential (5–12%) and annual appreciation trends of 10–15% in the region. The airport-led growth corridors have historically delivered faster value appreciation.

Commenting on the growth, Sheeshram Yadav, Managing Director of Yugen Infra. Said, “Goa is rapidly transforming from a tourism hub into India’s lifestyle capital. The influx of global Indian investors, particularly from the Merchant Navy and NRI segments, signals a shift towards community-driven real estate investments rooted in lifestyle aspirations and long-term value.”

Another defining aspect of the project is its focus on a community-first investment pattern. The investment of a significant number of Merchant Navy professionals, many from the DMET and the maritime ecosystem. This has created a strong network-led buying trend. High referral-driven sales and the transition from second homes to future retirement residences further highlight the changing mindset of the buyers.

Mumbai, Apr 07: Wondrlab Network, India’s platform-first marketing network, today announced the appointment of Anju Sharma as Creative Lead – Content. In her new role, Anju will lead content-led creative thinking across the network, strengthening Wondrlab’s capabilities in crafting culturally relevant, insight-driven brand experiences across platforms.

 Anju will report to Hemant Shringy, Chief Creative Officer and Managing Partner, Wondrlab Network.

A creative professional with over a decade of experience in content and design-led storytelling, Anju brings a strong blend of strategic thinking and executional excellence. Most recently, she was associated with FCB Ulka as Senior Creative Director, where she led teams on multiple high-stakes pitches and campaigns. Prior to that, she has held leadership roles at agencies such as Leo Burnett, Havas, and FoxyMoron, driving integrated campaigns for leading brands.

Anju’s portfolio spans marquee brands including Durex, Lay’s, Kurkure, Doritos, and Quaker, where she has played a key role in building culturally resonant campaigns and moment marketing strategies. At Leo Burnett, she worked closely on the Reckitt Benckiser health portfolio, crafting real-time marketing content for Durex India—one of the most engaging brand pages in the country. Her work has consistently blended sharp cultural insights with impactful design and storytelling.

Her achievements include an Effie Gold for the Durex Real Feel campaign, multiple industry features for viral content, and leading campaigns that have garnered national attention. Known for her ability to integrate design thinking with communication strategy, Anju has also led teams to deliver 360-degree campaigns that seamlessly combine digital and mainline approaches.

In her new role, Anju will work closely with cross-functional teams across strategy, technology, and media to bring design at the forefront of brand-building—ensuring creative output is not only visually compelling but also rooted in culture and business impact.

Commenting on the appointment, Hemant Shringy, Chief Creative Officer and Managing Partner, Wondrlab Network, said:

“In a world where brands are built in real time across platforms, content is no longer an output—it’s the core of how businesses connect and grow. Anju’s experience and instinct for storytelling make her uniquely suited to lead this mandate at Wondrlab. We’re excited to have her drive a more integrated, insight-led content approach across the network.”

Speaking on joining Wondrlab, Anju Sharma, Creative Lead – Content, Wondrlab Network, said:

“Wondrlab’s integrated and platform-first approach is truly exciting. It’s a place where ideas, content, and technology come together to create work that is both relevant and impactful. I’m looking forward to collaborating with teams across the network to build culturally resonant, insight-driven design that connects meaningfully with audiences.”

Personalised Wellness Archetypes, Elemental Healing, and Conscious Luxury at ELE|NA Elements of Nature

Apr 07: Wellness travel today is no longer about one-size-fits-all spa rituals. It is about intention, individuality, and experiences that respond intuitively to who you are. At OZEN LIFE MAADHOO, this philosophy comes to life through a deeply personalised approach to well-being, one that recognises that every guest’s journey is distinct.

At the heart of this evolution lies ELE|NA Elements of Nature, where bespoke experiences are thoughtfully crafted around defined wellness archetypes. Rather than offering standardised treatments, OZEN LIFE MAADHOO exemplifies its dedication to personalised wellbeing by tailoring each journey to individual needs, whether guests seek restoration, vitality, balance, or transformation.

Wellbeing at ELE | NA Elements of Nature extends far beyond the spa. Guests are invited to explore a range of restorative healing modalities including sound healing sessions using a combination of handpans and Tibetan bowls, energy healing therapies, breathwork, meditation, and mindful movement practices designed to restore balance between body and mind.

Education is also a central part of the experience. Through engaging wellness and sustainability workshops, guests gain practical knowledge they can integrate into everyday life, from conscious living practices to holistic self-care rituals. These sessions empower individuals to deepen their understanding of wellbeing while reconnecting with simple, meaningful habits that support long-term health.

In collaboration with the resort’s culinary team, a dedicated wellness menu blends Ayurvedic wisdom with expert culinary craftsmanship. Emphasising nourishment, sustainability, and conscious sourcing, each dish is thoughtfully designed to support the guest’s healing journey, ensuring that restoration continues well beyond the treatment room.

Guests experience these offerings within serene overwater treatment rooms where skilled therapists deliver deeply personalised care using carefully selected products aligned with holistic wellbeing principles.

“Today’s discerning traveller seeks more than relaxation; they seek alignment,” said Mei P. Pun, General Manager of OZEN LIFE MAADHOO. “At OZEN LIFE MAADHOO, wellness is deeply personal. Through ELE|NA Elements of Nature’s archetype-led journeys, elemental therapies, and mindful culinary collaborations, we offer a destination where luxury and well-being exist in complete harmony—allowing our guests to reconnect with themselves in a truly meaningful way.”

Complementing this immersive philosophy is the resort’s signature INDULGENCE™ Plan an all-encompassing holiday plan, which seamlessly integrates wellness experiences, curated dining, and island discoveries into one effortless journey. Designed to remove logistical distractions, it allows guests to fully surrender to restoration where every detail is considered and every moment intentional.

In this serene enclave of the Maldives, wellness is not a programme, it is a way of being. OZEN LIFE MAADHOO invites travellers to experience a sanctuary where personalised care, elemental balance, and refined island luxury redefine what it means to truly travel for well-being.

Bangalore, Apr 7: Tata Power marked World Autism Awareness Day through a day-long inclusive celebration under its flagship ‘Pay Autention’ initiative, in collaboration with the National Institute for the Empowerment of Persons with Intellectual Disabilities (NIEPID). Held at the Trombay Community Hall in Chembur, the event marked the launch of a month-long series of initiatives focused on advancing autism awareness and inclusion.

 The engagement brought together over 300 participants, including neurodiverse individuals, caregivers, NGO partners, and experts—underscoring Tata Power’s commitment to strengthening support systems for the neurodiversity community. Since its inception in 2022, ‘Pay Autention’ has impacted over 45,000 + families across India.

At the core of this initiative is a growing support ecosystem that goes beyond awareness to enable access, build caregiver capacity, and foster institutional partnerships. A key pillar is the E-Sanidhya portal—a digital platform offering free access to expert-led resources, remote screening, consultations, and guidance for caregivers across geographies. Developed in partnership with the Ministry of Social Justice and Empowerment and Tata Elxsi, the platform supports over 14,000 users and enables early identification and intervention, particularly in underserved regions.

Further strengthening access, Tata Power operates a dedicated toll-free autism helpline (1800 2099 488), providing timely, inclusive, and professional guidance to parents, caregivers, educators, and community workers.

The Trombay engagement reflected this commitment through a thoughtfully curated programme featuring cultural performances by neurodiverse individuals, along with dance movement and yoga-based therapeutic sessions. A sensory room and experiential zones—with activities such as stone painting, tactile and mandala art, and LEGO-based play therapy—enabled children to explore and express themselves, while offering caregivers and practitioners exposure to diverse developmental approaches.

The event was attended by senior leaders from Tata Power, including Mr. Himal Tewari, CHRO & Chief – Sustainability & CSR; Mr. Pankaj Kumar Singh, Chief – Community Impact (Generation, T&D & Renewables); Ms. Mamta Malpani Saboo, Head – Business HR (CF&I) & Diversity, Equity & Inclusion; Ms. Anupama Ratta, Chief – Human Resources & ES&A (Renewables); and Ms. Foram Nagori, Head – CSR Programmes, Governance & Alliances.

They were joined by sector experts including Dr. Ravi Prakash Singh, Officer In-charge, NIEPID; Mr. Sameer Rawal, Mentor, TCS Digital Impact Square; and Cdr. Shrirang Bijur, President, Parivaar AWMH. Representatives from Tata Group companies—TCS, TajSATS, and Tata ClassEdge—as well as officials from NIEPID were also present.

Speaking on the occasion, Mr. Himal Tewari said:

“Through our experiences, we have realised that for families navigating autism, the biggest challenge is not just awareness, but access. Access to the right information, timely diagnosis, and sustained support. Bridging these gaps requires more than awareness. It calls for building systems that are accessible, inclusive, and continuous. At Tata Power, Pay Autention is a one-of-a-kind effort to create that continuum through partnerships with institutions like NIEPID and platforms such as E Sanidhya that bring early screening, expert guidance, and caregiver support closer to those who need it most. As we scale ahead, our focus is on using technology and partnerships to take this support deeper into communities, especially underserved regions, so that inclusion becomes a dependable, everyday reality for every family.”

Building on this momentum, Tata Power announced the next phase of ‘Pay Autention’, including multilingual expansion of the E-Sanidhya platform in Hindi, Odia, Tamil, Marathi, and Telugu to improve accessibility. The company will also scale its play-based learning programme using the Six Bricks methodology by the LEGO Foundation, in partnership with Sunday Bricks, through caregiver masterclasses and Training of Trainers programmes.

As part of its awareness efforts, Tata Power illuminated offices in Carnac, Mahalaxmi, and Borivali, along with key locations in Odisha and Delhi, in blue—a global symbol of autism awareness—promoting solidarity and public engagement.

In Tamil Nadu, the company marked the day through curated engagements in collaboration with the Commissionerate for Welfare of the Differently Abled under the TN Rights Project. The Chennai programme saw participation from over 300 attendees, including senior government officials, and featured performances, workshops, and creative activities—fostering awareness, creativity, and community participation.

Through ‘Pay Autention’, Tata Power continues to advance its commitment to Diversity, Equity & Inclusion by building scalable, collaborative models that strengthen long-term support systems for the neurodiversity community.

Chandigarh, Apr 07: In a continued effort to enhance customer experience and strengthen service delivery, Chandigarh Power Distribution Limited (CPDL) has initiated Consumer Connect Camps to address consumers’ doubts and strengthen on–ground service delivery. The first Consumer Connect Camp was organised at Khuda Ali Sher near Gurudwara, where residents were informed about the shift from bi-monthly to monthly billing in line with Joint Electricity Regulatory Commission (JERC) guidelines, effective January 19, 2026.

During the transition from bi-monthly to monthly billing, some consumers received two bills within a short span, which related to different billing periods rather than duplication. To support a smooth transition and enhance consumer awareness, CPDL has initiated Consumer Connect Camps to engage directly with residents, clarify queries, and improve understanding of the new billing cycle. The initiative is aimed at strengthening transparent communication while ensuring responsive, consumer focused service delivery.

As part of its customer-centric efforts, CPDL has strengthened billing accuracy by introducing photo-based meter readings and OCR-enabled systems, eliminating manual entry. Bills are generated on actual readings and supported by pre- and post-billing audits, while the upgraded SAP-based system enables immediate bill corrections. With trained meter readers and system stabilisation, billing-related queries have reduced significantly.

Consumers shared strong positive feedback on the prompt resolution of their concerns. Several long-pending billing issues were resolved within two days, and service complaints were attended to within minutes, underscoring CPDL’s focus on responsiveness and efficiency.

In line with its summer preparedness approach, CPDL reiterated its commitment to reliable power supply through continuous system monitoring and proactive maintenance of the distribution network. Consumers were also encouraged to adopt digital platforms for seamless and secure bill payments via the official website and QR codes.

The Consumer Connect Camps will continue across multiple locations, with upcoming camps scheduled on April 7, 2026, from 11:00 AM to 1:00 PM at Kaimbwala near TOBA, followed by another camp on April 9, 2026, from 11:00 AM to 1:00 PM at Khuda Lahora near Dharamsala, ensuring wider outreach and easier access to services.

The initiative reinforces CPDL’s commitment to a customer-first approach focused on transparency, accessibility, and service excellence.

Shillong, April 6, 2026: Seeti 2.0, a never-before-seen five-day culinary immersion initiative, brought together around 50 chefs, creators, and storytellers for an experience designed to go beyond conventional food tourism in Meghalaya. Unlike typical food festivals, Seeti 2.0 focused on deep cultural engagement, with participants experiencing Meghalaya through its communities, landscapes and traditions.

Seeti Movement is a platform for people in the food industry to come together at different locations and experience not only the space, but also celebrate the generosity of feeders. The guests give back to each other or to the environment. Rooted in a pillar of generosity, it seeks to reawaken the spirit of Atithi Devo Bhava, fostering a culture of respect, openness, and shared value. Rather than fleeting engagement, it builds lasting ideas, collaborations, and intellectual capital beyond the event itself.

“This year, Seeti 2.0 Meghalaya Experience decided to do things differently. Keeping our mission in mind, we explored how we could work in the North East and introduce it to our storytellers, so they can carry the food, craft, and culture of Meghalaya forward. We wanted to understand what we could give to Meghalaya, and what we could introduce to the rest of the world as well. This year, Seeti 2.0 Tables in the Clouds not only focused on the food of India and the food industry, but also directly invited local chefs to curate experiences, and to share and participate in our panel discussions,” said Priyadarshini Raje Scindia, Co-Founder of the Seeti Movement.

The Seeti 2.0 Meghalaya experience was preceded by nearly a year of on-ground research and curation, with the team mapping Meghalaya’s landscapes, communities and food systems to identify locations and narratives that best represent the state’s diversity. This translated into carefully designed experiences set in unique and context-rich environments, from curated meals following the visit to the sacred forest, to immersive sessions at tea estates overlooking Umiam Lake, allowing participants to engage with the cultural and ecological significance of each setting rather than viewing them as standalone destinations. The programme was also structured around the cultural identities of Meghalaya’s Khasi, Jaintia and Garo communities.

“Designed as a cultural platform rather than a conventional food event, Seeti focused on creating deeper connections between our Storytellers and local contexts. In many food-led events, the deeper conversation gets lost if it is only about food. We wanted each experience to reflect something iconically rooted in the place. A key aspect of the initiative was its emphasis on participation over observation, allowing visitors to experience food within its cultural and social context. People begin to feel a sense of ownership when they experience something meaningful, whether it is an experience at the sacred forest, a tea estate or a community meal,” said Sid Mewara, Co-Founder of the Seeti Movement.

Mewara also noted, “Many visitors arrived with a limited understanding of regional cuisines. There is a perception that it is only very spicy or non-vegetarian food, but once people experience it, they realize the depth and diversity, from vegetarian dishes to subtle flavours that can be cherished among the locals at breathtaking venues”.

The Seeti 2.0 Meghalaya programme also highlighted how local food systems are inherently sustainable. Organizers pointed to practices such as local sourcing, low carbon consumption, use of whole ingredients and community-based food systems as examples of long-standing ecological balance.

“The initiative also reinforced the importance of responsible and respectful tourism, encouraging visitors to engage with heritage spaces such as sacred forests and community-owned ecosystems. The initiative also highlighted how food can serve as an entry point into larger conversations around identity, sustainability and responsible tourism. The idea was to balance heritage and modernity, with visits to contemporary dining spaces alongside traditional settings, offering a holistic perspective on the evolving Northeastern urban culture,” said Priyadarshini.

While the on-ground programme involved around 50 participants, organizers said its impact is designed to scale through Live and post-event storytelling through its carefully selected guests, which included world-renowned chefs, hoteliers, investors, traditional media, new age content creators, and marketing professionals. Seeti 2.0 aimed to enable its guests to become its storytellers, to accelerate inbound tourism for the State.

Seeti 2.0 Meghalaya Experience was also designed to merge with Meghalaya Government’s existing food festival, Culinary Cascades, where Seeti 2.0 storytellers were again able to directly meet farm-to-table vendors and chefs, as well as hold a panel on the future of Meghalaya’s food, craft, and journey.

The founders of Seeti 2.0 also highlighted the role of Meghalaya Government’s Support in enabling the initiative, noting that proactive coordination by state agencies helped facilitate access and logistics across locations. When a state comes forward and supports an initiative like this, it allows us to build something much larger than an event. It creates an ecosystem that organically surpasses the event.

Following the success of Seeti 2.0 Meghalaya edition, the experience has emerged as a scalable model for cultural tourism in India, with organizers positioning the platform as a format that can be adapted across states by combining food, community engagement and storytelling at offbeat locations. The event also includes a long-form film documenting the experience, with participants serving as storytellers, carrying narratives to wider audiences.