Business - Loktej English

From Organic Farming to Cancer Medicines: Niche Group Showcases India’s Golden Agri-Future

PNN — Fri, 29 May 2026 20:00:12 +0530

Chairman of Niche Group, Shri Harisharan Devgan, answered life-changing questions from agriculture students.

Palampur (Himachal Pradesh) [India], May 29: An inspiring seminar was organized at the auditorium of Chaudhary Sarwan Kumar Himachal Pradesh Krishi Vishvavidyalaya (CSKHPKV) on the theme “Healthy Farming, Healthy Nation – The Road Ahead in India.”

During the event, Chairman of the Niche Group, Harisharan Devgan, stated that chemical-based farming is gradually destroying the fertility of soil, and the only sustainable path forward is to return to organic and natural farming practices. He urged students to feel proud of calling themselves farmers and encouraged them to adopt Artificial Intelligence (AI) to make agriculture self-reliant and future-ready.

At the same time, he revealed that Niche Agriculture and Pharmaceuticals Limited (NAPL) is working on affordable medicines for diseases such as cancer, epilepsy, and Alzheimer’s. Hundreds of PhD scholars were also interviewed and selected for opportunities during the event.

Nestled amidst the beauty of nature, the auditorium of CSKHPKV transformed into far more than a venue that day — it became a witness to a dream where the fragrance of soil turns into medicine, and where the hands of farmers weave hope for cancer patients. Renowned agripreneur and Chairman of Niche Group, Harisharan Devgan, addressed agriculture students with visionary ideas capable of reshaping the future of Indian agriculture and healthcare. It was not merely a seminar, but a historic moment scripting the future of India.

The university had organized the seminar under the theme “Healthy Farming, Healthy Nation – The Road Ahead in India.” Harisharan Devgan attended as the chief guest and explained how agriculture can uplift not only farmers, but eventually strengthen the nation itself.

Harisharan Devgan – A Voice for Farmers

Speaking from the stage, Harisharan Devgan emphasized that he is not just an industrialist, but a farmer by heart and soul. Proudly calling himself the son of a farmer, he reflected on his own journey that began nearly 20 years ago with organic pomegranate cultivation in Andhra Pradesh.

Addressing the students like members of his own family, he said:

“Farming is not just a profession; it is our greatest responsibility toward nature and society. The blind race of chemical farming has destroyed our soil. We must return to organic and natural farming.”

Devgan personally manages a large gaushala housing thousands of cows, where organic manure is prepared from cow dung and natural pesticides are made using cow urine. Through these practices, he believes not only the soil but society itself can remain healthy and alive.

He explained the advantages of natural farming, highlighting that it not only protects soil health but also reduces production costs and increases farmers’ income. He urged students to reconnect with the soil from this very moment and reminded them that there should never be shame in proudly calling oneself a farmer.

He remarked:

“Today many people become organic farmers only because it looks fashionable. But if you truly want to turn soil into gold, you must dedicate yourself fully and endure hardships with commitment.”

Harisharan Devgan further encouraged students to look at agriculture beyond simply producing grains, vegetables, or fruits. According to him, farming today must evolve from basic production to processing and global marketing.

“We cannot move forward by merely growing crops. We must process them, build brands, and take them to corporate markets and international platforms.”

Responding to a student’s question, he emphasized that anyone planning to establish a successful agricultural company must carefully study both the previous five years’ weather patterns and forecasts for the next five years.

“Young entrepreneurs should never start a business with half knowledge, but with complete preparation and understanding.”

He added:

“Until you help yourself, nobody else — not even the government — can truly help you.”

According to him, becoming a company owner from being a farmer is not impossible; it simply requires the right direction and consistent hard work.

AI and the Future of Agriculture

While answering a question regarding Artificial Intelligence, Harisharan Devgan explained that AI is not an enemy. However, if people fail to adapt to it, it could become one.

He stated that AI can help individuals become self-reliant and complete tasks that traditionally take days within minutes. He encouraged every farmer to use AI tools and advised small farmers to work collectively in clusters while adopting technology to improve productivity and decision-making.

He warned:

“If we fail to adopt AI today, we will once again return to the same cycle of protests, frustration, and dependence on government support.”

Niche Group’s Fight Against Incurable Diseases

From the same platform, Harisharan Devgan also revealed that Niche Group is not limited to farming alone, but is courageously working in the pharmaceutical sector to combat serious diseases.

He announced:

“Niche Agriculture and Pharmaceuticals Limited (NAPL) is working on treatments for several diseases that financially destroy poor families.”

This is not merely a vision. The company is actively collaborating with the prestigious Indian Institute of Technology Kanpur (IIT Kanpur) on hemp pharmaceuticals research. Through this partnership, advanced hemp-based treatments are being developed to provide relief and hope to patients suffering from chronic illnesses.

Devgan emotionally stated:

“Poor people do not die because of disease; they die because of hospital bills.”

He further explained that the company also aims to invest heavily in renewable energy and biofuels.

Opportunities for Young Researchers

Another remarkable aspect of the event was the large-scale selection process conducted for PhD scholars. Hundreds of researchers from across the country lined up to meet experts from the Niche Group and secure opportunities in agriculture and biotechnology.

At the beginning of the seminar, the university’s Vice Chancellor remarked:

“Entrepreneurs like Harisharan Devgan are a source of inspiration for students. They have not come merely to deliver lectures, but to personally select students. This represents one of the strongest bridges between industry and education.”

Supreme Court advocate Shabanand Dalei and Adarsh Singh were also present during the seminar, while Dr. Deshraj Chaudhary concluded the event with a vote of thanks.

India’s Golden Future

By the conclusion of the seminar, the entire atmosphere had transformed into one filled with confidence, determination, and hope. Harisharan Devgan, whose family has a long-standing legacy connected to agriculture, demonstrated that India possesses immense untapped strength within its agricultural roots.

While Niche Group continues exporting fruits and contributing to the “Make in India” vision, it is simultaneously investing in disease research, creating employment opportunities for talented youth, educating farmers about advanced technology, and supporting India’s self-reliance in solar and clean energy sectors.

Niche Group’s Contributions to Society

Niche Group has emerged as a leading force in organic farming and pharmaceutical innovation aimed at making treatment affordable and accessible for the underprivileged. The organization has also contributed significantly to education by adopting an entire school.

Additionally, the group continues research and investment in renewable energy, biofuels, water conservation, and farmer welfare initiatives to secure sustainable resources for future generations.

The journey of Harisharan Devgan teaches us that unwavering determination can overcome even the greatest challenges. It stands as a powerful example of how one clear vision and one strong resolve can strengthen the backbone of an entire nation.

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Trustees Jairaj Thacker and Sujay Jairaj, Principal Sonali Gandhi, JNS Mumbai Blend Excellence with Holistic Learning – World News Network

PNN — Fri, 29 May 2026 20:00:08 +0530

Mumbai (Maharashtra) [India], May 28: Jamnabai Narsee School celebrates outstanding board results and continues to champion holistic education, emotional well-being, future-ready learning, and strong parent-school partnerships.

Under the leadership of Trustees Shri Jairaj Thacker and Principal Sonali Gandhi, JNS, Mumbai continues to strengthen its legacy as one of India’s leading educational institutions by integrating academic excellence with holistic development, emotional well-being, innovation, and value-based learning.

Rooted in the institution’s enduring philosophy of “Excellence through Endeavour,” the school remains committed to nurturing students who are academically competent and who also demonstrate character, compassion, resilience, and ethical grounding.

Speaking about the school’s vision in today’s rapidly evolving educational landscape, Principal Sonali Gandhi said, “In a world of AI, flux, and noise, our vision is to build children who have both competence and character. We don’t chase trends — we build humans who can think clearly, act ethically, and strive consistently, no matter how the landscape shifts.”

She acknowledged that the institution’s direction is inspired by the vision of Managing Trustee Shri Jairaj Thacker, whose belief in strong values and purposeful education has shaped generations of students into compassionate, responsible individuals prepared for an ever-changing world.

As Principal, Sonali Gandhi has focused on building a culture centred around “depth over speed, respect as practice, and joy as non-negotiable.”Under her leadership, JNS has cultivated an environment where effort is honoured, curiosity is encouraged, and excellence is nurtured as a lifelong habit rather than a momentary achievement.

The school recently achieved outstanding results in the 2026 board examinations, reinforcing its reputation for academic distinction. In the ISC Class 12 examinations, JNS secured a 100% pass result, with all 261 students successfully clearing the examinations. The cohort delivered exceptional performances across all streams, with 172 students scoring above 90% and the overall aggregate standing at 88.3%.

Among the top achievers were Shruti Mehta, who secured 99.25% in Humanities; Mokshaan Amit Jain scored 99.5% in Commerce, and Annanya Mitesh Desai, who achieved a perfect 100% in Science. Ranveer Nikhil Jain and Yuveer Amit Mulchandani both scored 99.75%, while Nitaant Nirav Meswani secured 99.5%.

In the ICSE Class 10 examinations, the school once again recorded a 100% result, with all 281 students passing with distinction. The aggregate stood at an impressive 92.12%, while 205 students scored above 90%. Leading the cohort were Kyna Jay Solanki with 99.6%, Agastya Sajeel Gupta and Jayvir Tejas Goradia with 99.4% each, followed by Shreyas Agarwal with 99.2%.

While celebrating these accomplishments, the school reiterated that marks alone do not define success. Principal Sonali Gandhi emphasised that board examination results are milestones in a child’s journey rather than the destination itself.

As exam pressure increases, she highlighted the school’s proactive approach to emotional well-being and mental health. “We normalise the pressure and equip students for it,” she said. “Through in-house counsellors, mindfulness sessions, open forums with parents, and ‘no comparison’ classrooms, we ensure students feel emotionally supported during demanding academic phases.”

The school also places significant emphasis on sports and physical activity as essential tools for stress management and emotional resilience. Time spent on the field, recreational engagement, and team participation are viewed as equally important in helping students maintain balance, discipline, and self-belief.

JNS has continued to strengthen its parent-school ecosystem through an active, engaged PTA culture. The institution sees the PTA as a vital link between home and school, turning “Excellence through Endeavour” into a shared community practice.

From organising Grandparents’ Day and annual fun fairs to conducting parenting workshops, career talks, health initiatives, and sporting events, the PTA plays an integral role in student development and school culture. The relationship between parents and educators at JNS has evolved from passive communication to active partnership, built on dialogue, transparency, and mutual trust.

The institution also continues to invest extensively in teacher training and professional development. Weekly department circles, peer observations, pedagogical workshops, technology integration programmes, and external training collaborations help educators stay adaptive, inspired, and future-ready.

Under the guidance of Trustee Shri Sujay Jairaj, Jairaj Thacker, the school has embraced experiential learning, innovation, digital integration, and continuous infrastructure enhancement to prepare students for a rapidly evolving world. We focus on equipping learners with critical thinking, creativity, adaptability, collaboration, and ethical leadership skills that go beyond traditional career paths.

JNS leadership is optimistic about the National Education Policy, multidisciplinary learning models, technological advancement, and the growing emphasis on flexibility and personalised education.

Looking Ahead

Principal Sonali Gandhi shared the school’s long-term aspiration: “We want JNS to remain a school that the world respects and the child trusts, a place where every student finds both wings and roots, where innovation serves humanity, and where every graduate walks into the world carrying competence, compassion, and quiet confidence.”

With generations of students, teachers, and alumni remaining deeply connected to the institution, Jamnabai Narsee School is inching towards the completion of its sixth decade, continuing to strengthen its legacy—not through infrastructure or rankings, but through the lives, values, and people it shapes.

This story is released by Satish Reddy from http://worldnewsnetwork.co.in/

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From NHS Lorenzo to Algoqa: How Vadeesh Budramane Is Building India’s Most Consequential AI-Augmented Autonomous Testing Platform

PNN — Fri, 29 May 2026 20:00:07 +0530

Vadeesh Budramane – Founder and CEO of AlgoShack

Bangalore (Karnataka) [India], May 28: He helped launch one of the most complex healthcare IT systems in British history. Today, he is solving the problem that broke every software team he has ever worked with.

There is a moment in every engineer’s career that defines everything that comes after it.

For Vadeesh Budramane, that moment came somewhere inside the NHS Lorenzo project – the United Kingdom’s flagship electronic health record platform and one of the largest, most complex healthcare IT deployments in British history. As the delivery lead for the India team, Budramane sat at the intersection of everything that can go wrong when software quality is treated as a downstream concern rather than a foundational one.

Delays. Defects discovered too late. Test cycles that could not keep pace with a system of staggering complexity. The cost – in time, in resources, in risk to patient outcomes – was not abstract. It was immediate.

“That project taught me something that I have never been able to unlearn,” Budramane says. “When software fails in a healthcare environment, the consequences are not just technical. They are human. And the root cause, almost every time, is the same: testing that started too late, ran too slowly, and broke the moment the system changed.”

He carried that lesson with him through subsequent senior leadership roles at CSC India and other corporates, managing enterprise technology at a scale few Indian engineering leaders have experienced. But in January 2018, he stepped into something that three decades of corporate leadership had never quite prepared him for.

He started from scratch.

The Problem That Would Not Go Away

AlgoShack was founded on a single, stubborn conviction: that software testing was not merely underperforming – it was architecturally broken.

The tools that most enterprise engineering teams relied on had been designed for a world of quarterly releases, manual scripting, and stable application environments. By 2018, that world no longer existed. Agile sprints compressed delivery to two-week cycles. DevOps pipelines demanded continuous integration. Applications were updated not annually but daily. And yet, the testing model – scripted, manual, resource-intensive – had not fundamentally changed in fifteen years.

“We were applying 2005 thinking to 2018 problems,” Budramane says. “The gap was not going to close with more engineers. It was going to close with a different architecture entirely.”

That architecture became algoQA – AlgoShack’s flagship AI Augmented Autonomous Testing platform. Not AI-assisted. Not AI-enhanced. Autonomous. The distinction is one Budramane draws deliberately and repeatedly.

Where conventional automation tools require engineers to write scripts, maintain locators, and manually update test suites when applications change, algoQA generates test cases from a simple application profile and self-heals when the system it is testing evolves. The result: up to 80 percent reduction in testing costs, up to 80 percent reduction in testing cycle time, and more than 90 percent test coverage – without a single line of manual scripting.

Building Without a Safety Net

What makes AlgoShack’s story unusual in the Indian SaaS ecosystem is not the technology. It is the discipline.

In a funding environment where valuation milestones and venture capital rounds define the startup narrative, AlgoShack has grown entirely on the strength of its delivery outcomes. Fifty-five percent compound annual growth rate. Four consecutive years. Zero external funding. Three hundred plus professionals. A workforce where more than 37 percent are women in engineering roles.

“I was not interested in building a company that needed a fundraiser to prove its value,” Budramane says. “I was interested in building a company whose clients would prove its value for us.”

That client-outcome obsession is reflected in AlgoShack’s enterprise Net Promoter Score of 94 – a figure that places it in the company of the world’s most trusted B2B technology platforms – and a SaaS NPS of 81. Both figures are independently tracked and consistently maintained.

The company is also building its intellectual property foundation with unusual seriousness for an Indian product startup. Two patents were published as on May 2026, covering core innovations in autonomous test generation and auto-healing architecture. Four additional patents are in progress.

The Frontier

Today, AlgoShack is ranked 27th globally among more than 900 test automation companies. The company holds ISO 9001:2015 certification alongside IEC 62304 and ISO 14971 attestations – credentials that make algoQA one of the few autonomous testing platforms in India cleared for deployment in regulated medical device software environments.

Enterprise clients across MedTech, Banking and FinTech, Retail and Digital Commerce, and Enterprise Software verticals have deployed algoQA at scale. The platform is rated 4.9 out of 5 on G2 and 5 out of 5 on SoftwareSuggest – independently, by the engineers who use it daily.

Vadeesh Budramane is 35 years into a career defined by the belief that software quality is not a phase in the development lifecycle. It is the lifecycle.

From the corridors of NHS Lorenzo to the engineering floors of a Bengaluru product company rewriting how the world tests software – the conviction has not changed.

The platform built to carry it has.

Vadeesh Budramane is the Founder and CEO of AlgoShack Technologies, a Bengaluru-based AI product company and developer of algoQA – India’s leading AI Augmented Autonomous Testing platform. AlgoShack Technologies is headquartered in Bengaluru, India.

Website: www.algoshack.com

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Alan Scott Enterprises Reports 15% Jump in Total Income to Rs 35.51 Cr & Reported EBITDA of Rs 1.88 Cr in FY26

PNN — Fri, 29 May 2026 20:00:06 +0530

Mumbai (Maharashtra) [India], May 29: Alan Scott Enterprises Limited (ALANSCOTT, BSE: 539115), a diversified innovation-led enterprise focused on building future-ready businesses across wellness, AI, automation, clean-tech, education, and infrastructure solutions, has reported its Audited financials for Q4 & FY26.

Key Highlights

Q4 FY26 Financial Performance

Total Income stood at ₹8.35 Cr

FY26 Financial Performance

Total Income reported at ₹35.51 Cr
Achieved YoY growth of 14.77%
Reported EBITDA of ₹1.88 Cr
EBITDA Margins at 5.29%

Q4 FY26 Segmental Revenue

Retail: ₹7.10 Cr
Automation & Robotics: ₹0.87 Cr
Other Segments: ₹0.38 Cr

FY26 Segmental Revenue

Retail: ₹31.67 Cr
Automation & Robotics: ₹1.77 Cr
Other Segments: ₹2.07 Cr

Note- Other segments include – Alan Scott Next & Alan Scott Frontier

Key Operational Highlights

Alan Scott Living (Retail & Consumer)

MINISO franchise delivered strong growth, with quarterly sales rising to ₹710.04 lakhs vs ₹562.30 lakhs YoY
Continued focus on improving unit economics and store-level efficiency over aggressive expansion
Satwik Himalayan Products and Fusion Resonance are in the active commercial rollout phase
Ongoing efforts to build distribution partnerships

Alan Scott Works (Automation & Robotics)

Business is undergoing a transition toward higher-value integrated solutions
FY26 marked as a structured recovery phase
Envirotech products in the customer validation stage
Vajrashakti commenced commercial sales under the ZestWatt brand

Alan Scott Next (Digital & Platform Businesses)

Learnix entered early commercial rollout with paid institutional pilots
Core platform remains stable and market-ready
UpnUp Life is in the proof-of-concept stage, with external pilots underway

Alan Scott Frontier (Emerging & Deep-Tech Initiatives)

Omnis AI launched enterprise AI platform Zynd.ai, with external pilots in progress
Bluverge initiated paid agri-drone services in the Baramati region
Metastar (acquired April 2026) is currently being integrated into the business structure

Commenting on the performance, Mr. Suresh Jain, a Managing Director of Alan Scott Enterprises Limited, said, “FY26 has been a year of measured progress for Alan Scott Enterprises as we continued to strengthen our position as a diversified, innovation-led platform focused on future-ready sectors including AI, education, digital trust, wellness, sustainability, and deep-tech infrastructure.

During the year, we remained disciplined in our approach to capital allocation while selectively investing in scalable and technology-driven opportunities. Our portfolio expansion across AI-powered education, blockchain-enabled identity platforms, drone technologies, enterprise AI governance, and conscious consumer brands reflects our commitment to building long-term growth engines.

Within our digital ecosystem, UpnUp Life and Learnix are progressing through pilot and early commercialization phases, with a clear focus on real-world applications and scalable adoption. In the wellness segment, Satwik Himalayan Products continues to align with the increasing demand for sustainable and ethically sourced consumer offerings, supported by ongoing efforts to strengthen distribution.

We are also advancing our presence in emerging technology segments through Omnis AI and Bluverge, where we are developing capabilities in enterprise AI governance, drone-led solutions, and next-generation infrastructure. Additionally, the integration of Metastar Media marks a strategic entry into the Web3 ecosystem, enabling new digital engagement and monetization avenues through platforms such as Artisteverse.

Overall, our focus remains on disciplined execution and converting these emerging opportunities into sustainable revenue streams, positioning Alan Scott Enterprises for long-term value creation and scalable growth.”

About Alan Scott Enterprises

Alan Scott Enterprises Limited is a diversified, innovation-driven enterprise focused on building scalable businesses across technology, wellness, automation, artificial intelligence, education, environmental solutions, and next-generation infrastructure. The Company operates through a structured multi-vertical model Living, Works, Next, and Frontier, each addressing critical gaps across consumer, industrial, and digital ecosystems.

The Company’s approach combines entrepreneurial agility at the subsidiary level with centralized governance, capital allocation, and strategic oversight, enabling it to build a balanced portfolio of growth-stage and emerging businesses. Its expanding ecosystem includes AI-led platforms such as UpnUp Life, Learnix, and Omnis AI, along with Web3-focused digital engagement platform Metastar Media, reflecting a strong focus on future-ready technologies.

In the consumer and wellness segment, the Company has established a presence through Satwik Himalayan Products and retail partnerships, catering to the growing demand for sustainable, ethically sourced, and conscious consumption. In parallel, its industrial and deep-tech initiatives span automation, environmental solutions, and energy-efficient technologies, aimed at driving scalable impact across sectors.

Through Bluverge and other frontier initiatives, the Company is also advancing capabilities in drone technologies and infrastructure innovation, addressing real-world challenges in agriculture and public systems.

Driven by a philosophy of purpose-led innovation and disciplined execution, Alan Scott Enterprises continues to build a diversified platform designed to create long-term value across high-growth and emerging sectors.

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Why India Imports 700+ Tonnes of Gold Every Year: Explained

PNN — Fri, 29 May 2026 19:19:44 +0530

New Delhi [India], May 29: Gold occupies a rare and unique space in India’s economy and culture. It is inherited across generations, gifted during festivals, and often treated as a practical asset of value. That is why the India gold import story is never just about luxury; it is also about household savings and buying behaviour shaped by trust.

Every year, India brings in well over 700+ tonnes of gold because domestic demand stays far ahead of local supply. India does mine some gold, but not enough to meet the scale of consumption across jewellery, investment bars, coins, and seasonal purchases. So when demand rises, imports naturally fill the gap.

Why the Demand Stays Strong

One reason for this substantial demand is the emotional aspect associated with the metal. Gold is deeply tied to milestones like weddings, births, anniversaries, and festive rituals. Another reason is financial, as many families still see gold as a tangible asset.

This is why gold import in India tends to remain structurally high despite price swings. When prices soften, buying often rises because people see an opportunity. When prices climb, demand may slow briefly, but it rarely disappears altogether. Buyers simply adjust the quantity, design choice, or timing.
The same pattern shows up in broader India import-export data as well. Gold often remains one of the country’s major import items because it is at the intersection of consumption, savings, and cultural continuity.

The Role of Prices and Policy

No conversation about the import of gold in India is complete without looking at pricing. The retail cost of jewellery depends on several moving parts: the international bullion price, the rupee-dollar equation, local taxes, and jeweller-level charges. That is why the gold rate consumers track every day is linked to much more than market sentiment alone.

Policy also plays a major role. The import duty on gold affects landed cost, and even small changes can reshape buying patterns.
Still, higher prices do not automatically reduce demand in a market like India. Instead, they often change how people buy.

Why Exchange is Becoming More Important

Instead of making entirely fresh purchases, many buyers are turning to gold exchange. Old jewellery that stays unused in lockers is now being seen as a value that can be unlocked. For households trying to manage budgets while keeping up with changing tastes, exchange feels practical.

The logic is simple. If a family already owns old bangles, chains, or inherited pieces that no longer match current preferences, exchanging them reduces the out-of-pocket cost of buying something new. In a high-price environment, that benefit matters more.
At a larger level, it also helps domestic gold re-enter circulation, reducing some dependence on freshly imported gold and supporting a more efficient gold economy for India.
This trend has become stronger as consumers grow more aware of hidden deductions, purity-related surprises, and unclear valuation methods in the unorganised market. People do not just want a good design anymore. They want to know exactly how their old gold jewellery is being tested, weighed, and priced.

What Buyers Now Expect From Exchange

The modern gold buyer is more informed than before. They are likely to ask a few basic but important questions.

Was the purity tested transparently?
Was the stone weight separated from the gold weight?
Did the old gold stay in front of the customer during the process?
Was the final valuation easy to understand?

Those questions explain why organised jewellers have gained ground in the exchange conversation. The shift is not only about aesthetics or store experience; it is increasingly about process clarity.

How Tanishq is Bringing a Change

At a time like this, some large jewellery retailers have started standing out. Tanishq, for example, has built a strong reputation around exchange because the process is designed to feel visible rather than mysterious.

At its stores, customers can always see all the steps happen in front of them, from weighing and purity checking to melting. Old gold never leaves your sight, which immediately reduces anxiety.
The use of the Karatmeter for purity assessment, separate calculation for gold and stones, and same gold selling and exchange rates helps create confidence at a time when every gram matters. That matters even more for people exchanging jewellery bought elsewhere.
One long-standing hesitation in the market has been whether a jeweller will fairly value old pieces from another store. Organised exchange programs have helped reduce that concern. In Tanishq’s case, the acceptance of old gold from any jeweller, even across a broad purity range and often without a bill, makes the process more practical for everyday consumers.

Why This Matters in a High-Import Country

India’s gold demand remains deeply tied to the way households save, celebrate, and pass wealth across generations. But as prices stay elevated, the form of demand is evolving. Instead of relying only on freshly purchased gold, many families are increasingly turning to exchange as a smarter and more cost-conscious option.

By bringing old and unused jewellery back into circulation, exchange helps reduce dependence on newly imported gold while still allowing consumers to buy, upgrade, or redesign jewellery according to current preferences. In that sense, exchange is not just a practical financial choice for households, but also a more sustainable approach for a country that relies heavily on imported gold to meet demand.

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Swapnali Wani Mrs. Bharat-USA Universe 2026, Draped in Heritage: Showcasing Indian Handloom at Cannes 2026

PNN — Fri, 29 May 2026 19:19:44 +0530

New York based IT professional, Mrs. Bharat-USA Universe 2026, Model and a mother, makes A powerful statement of culture, craftsmanship, and sustainability on the global red carpet

Cannes (France), May 28: At the prestigious Cannes Film Festival—where global fashion often reflects modern luxury and evolving trends—Swapnali Wani made a distinctive and meaningful statement by embracing India’s rich handloom heritage.

For her red carpet appearance, Swapnali wore a traditional Paithani saree, transforming the moment into more than a fashion statement. The choice symbolized a tribute to India’s centuries-old weaving traditions and the skilled artisans who continue to preserve this cultural legacy.

The saree, known for its vibrant colors and intricate motifs, reflected the regal textile heritage of Maharashtra. Complementing the ensemble was a specially designed blouse featuring delicate and intricate detailing with pearls, blending timeless tradition with contemporary elegance.

“This was not just about what I wore—it was about the story behind it,” the look conveyed. “Every thread represents generations of artisans and a legacy that deserves global recognition.”

Walking the global red carpet, Swapnali’s appearance highlighted the importance of supporting indigenous crafts in an era dominated by fast fashion. Handloom textiles, such as Paithani, stand as symbols of sustainability, authenticity, and human connection—values increasingly relevant in today’s fashion landscape.

By choosing to showcase Indian handloom on such an international platform, she brought attention to the need for preserving traditional crafts and empowering artisan communities who form the backbone of this heritage.

Paithani, with its signature silk weave and intricate artistry, is more than attire—it is a narrative woven with history, culture, and identity. Swapnali’s presence at Cannes served as a reminder that fashion can transcend borders and act as a powerful medium of cultural storytelling.

In that defining moment, her attire spoke not of fleeting trends, but of pride in roots, heritage, and craftsmanship.

Because sometimes, the most powerful statement on a red carpet is not about wearing something new—It’s about wearing something meaningful.

Swapnali Wani, will be representing Bharat and USA at the prestigious 49th Mrs. Universe Pageant at Colombo, Shrilanka in Oct,2026. Her journey reflects a progressive evolution in modern pageantry, one which is based on the cultural values. She bridges the gap between culture and modern values very beautifully.

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Why Most Health Tech Startups Fail Before They Reach the Patient — And What We Must Change

PNN — Fri, 29 May 2026 19:19:42 +0530

By Kinshuk Kocher, Director, Investment Operations & Special Projects, Cedars-Sinai Technology Ventures

New Delhi [India], May 29: There is a question I find myself asking every time I review a health tech pitch, whether it is an early-stage founder at the Cedars-Sinai Accelerator+ or an Indian startup exploring the US market for the first time. The question is not about the technology. It is not about the team or the market size. It is this: have you actually watched a patient or clinician try to use this?

Most founders have not.

That single gap, the distance between building a product and watching it function inside a real clinical environment, explains more health tech failures than any funding shortage, regulatory hurdle, or competitive threat combined.

I say this not as an observer, but as someone who has sat on both sides of the table. In 2017, I co-founded Caredose in New Delhi to solve medication non-adherence, a problem the WHO estimates costs the global healthcare system $637 billion annually. We built technology we were proud of. We raised capital. We partnered with institutes such as Max Hospitals, WHO, USAID, and the Gates Foundation. And then we walked into our first pharmacy chain and discovered that our elegant solution had one fundamental problem: it was designed around how we thought healthcare worked, not how it actually did.

That lesson took months to unlearn. It ultimately made Caredose better — we grew medicine adherence from under 50% to above 80% for our provider partners and achieved a successful exit. But the friction cost us time and resources we could not afford to waste. I have watched dozens of startups at Cedars-Sinai Technology Ventures, where I have now led over $20 million in institutional investments across 10+ companies. Our ambition is to ensure that they don’t make the exact same mistake, as it often leaves them without the runway to recover from it.

The Real Failure Mode: Technology-First, Patient-Last

The pattern is remarkably consistent. A founder identifies a genuine clinical problem. They build technically impressive software or hardware to address it. They secure pilots. The pilots produce promising data. And then— nothing. Adoption stalls, the hospital moves on. The startup runs out of money, wondering what went wrong.

What went wrong is almost always the same thing: the product was built to solve a technology problem, not a human behaviour problem.

Healthcare is not a rational system. It is an ecosystem of competing pressures, physicians managing 30-minute appointment windows, nurses following workflows designed decades ago, patients navigating fear and confusion alongside complex treatment regimens, and hospital administrators balancing budget cycles with clinical outcomes. A product that does not fit seamlessly into this reality, regardless of how good its algorithm is, will not be adopted.

At Caredose, we learned that getting a patient to take their medication on time was less about our IoT device and more about how the pharmacist explained it. The technology was 20% of the solution. The human trust layer was 80%.

Three Things Founders Must Do Differently

First, spend time in the workflow before you build for it. Not customer discovery calls, but actual observation. Sit in a hospital ward. Watch a pharmacy counter during peak hours. Understand where the friction lives before you decide where your solution fits.

Second, find your physician champion before you find your investor. In every health tech deal I have evaluated at Cedars-Sinai, the presence of an internal clinical advocate has been the single strongest predictor of adoption success. An investor can fund your technology. A physician champion can actually deploy it.

Third, treat patient behaviour as a design constraint, not a post-launch problem. Non-adherence, dropout, and low engagement— these are not user failures; they are design failures. Build the human trust layer into your product from day one, not as a feature update after your pilot.

What Must Change

India is producing exceptional health tech founders, technically rigorous, globally ambitious, and deeply motivated. What the ecosystem lacks is the infrastructure to help these founders stress-test their products against clinical reality before they go to market.

More hospital-founder partnerships. More operator-investors who have navigated both the startup and the clinical environment. More honest post-mortems from founders who built great technology that never reached a single patient.

The health tech problem worth solving in India is not a shortage of innovation. It is the last mile. And until we fix it, we will keep building brilliant solutions that fail quietly inside corridors the founders never walked.

Kinshuk Kocher is Director of Investment Operations & Special Projects at Cedars-Sinai Technology Ventures, Los Angeles. He is the co-founder of Caredose, a MedTech startup that created the simplest way of managing regular, chronic medication. He holds an MBA from the University of Oxford.

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How Small Business Owners Can Move WhatsApp Business to a New Phone Without Disruption

PNN — Fri, 29 May 2026 19:19:41 +0530

New Delhi [India], May 28: For small business owners, WhatsApp Business is a lifeline for managing leads and customer support. Therefore, moving to a new phone isn’t just a technical task; it is a matter of business continuity. Losing chat history means losing client trust, order details, and vital conversation records. Any disruption during this migration can result in missed opportunities or frustrated customers who expect quick replies.

Thus, ensuring a smooth transition is essential to keep operations running without a hitch. This guide explains how to move business data safely with tools like Dr.Fone – WhatsApp Transfer, where every contact and catalog remains intact.

Part 1. Why WhatsApp Business Data Matters More Than People Think

While learning to transfer WhatsApp to a new phone, review the 5 given reasons and learn the importance of WhatsApp Business data:

Chats Act as CRM System: WhatsApp Business chats store full customer interactions from first contact to final deal. Loss of history removes context about customer needs, promises, and pending tasks.
Product Details Stay in Chats: Photos, prices, and descriptions are often shared directly in chat threads. Missing chats make it hard to confirm product details or agreed pricing.
Orders and Agreements in Messages: Quotes, approvals, and order details are stored as chat messages. Lost data creates issues in proof, dispute handling, and order tracking.
Follow-Up History Tracks Journey: Chats show reminders, support, and the complete customer interaction timeline. Missing history leads to repeated questions and poor customer experience.
Team Coordination Needs Records: Shared chats help teams track replies, tasks, and customer communication. Without history, confusion, duplicate replies, and missed tasks increase.

Part 2. Risks of Upgrading Phones Without a Migration Plan

Many users want to learn how to migrate WhatsApp messages from Android to iPhone, mainly WhatsApp Business. As one gets the solution to do so, they must review the mentioned risks if the transfer is done without any plan:

Slower Replies and Missed Messages: An incomplete setup after a device change delays WhatsApp Business responses. Customers may see silence even when support is trying to recover access.
Lost or Partial Chat History: Missing backup or transfer leaves incomplete conversation records on the new device. Important quotes and pending issues may stay on the old phone or be lost in the backup.
Duplicate or Fragmented Chats: Multiple migration attempts split chats across the old phone, the new phone, and the cloud. Staff lose clarity and repeat information, slowing customer communication.
Broken Team Handover: Poor migration causes confusion in the shared WhatsApp Business inbox. Team members may miss replies, duplicate responses, or lose context in conversations.
Higher Support and Fix Effort: Failed transfers increase troubleshooting time instead of customer support work. Staff spend hours fixing issues such as backup failures, login problems, and verification errors.

Part 3. How to Transfer WhatsApp Business to a New Phone Smoothly

To know how to transfer data to a new phone, mainly the WhatsApp Business data, here is the planned and clear workflow:

Plan Type of Device Move: Identify Android to Android, iPhone to iPhone, or cross-platform switch first. The choice decides backup, restore, or transfer method for WhatsApp Business data.
Create Fresh Backup: Make a new, complete backup before starting any migration steps. A recent backup ensures safe recovery if the transfer fails or stops midway.
Use Official Transfer Method: Follow the built-in restore or supported transfer tools to move data. A proper method ensures that chats and media move in a structured, reliable way.
Maintain Business Activity During Switch: Keep the old phone active until the transfer confirmation is fully complete. This avoids missed customer messages during migration downtime.
Verify Everything Before Old Phone Reset: Check chats, media, labels, and settings on the new device carefully. Only reset the old phone after confirming a complete and correct data transfer.

Part 4. How to Handle the Rest of the Phone Upgrade at the Same Time?

Business owners upgrading their hardware must manage more than just chat logs to maintain professional continuity. A complete transition requires moving a massive directory of client contacts, images, and essential business documents stored across various folders. Therefore, transfer tools like Dr.Fone – WhatsApp Transfer allow moving these data types in 2-3 simple steps.

Since these tools claim to enable local, secure data migration, they ensure that no lead or appointment is forgotten with the selective transfer option. By handling all device data simultaneously, the new phone becomes a fully functional mobile office the moment the migration finishes.

Part 5. Post-Migration Checks for Business Continuity

After the successful transfer of WhatsApp to a new phone, perform the 5 mandatory checks to be on the safe side:

Check Recent Chats: Confirm all recent one-to-one and group chats appear correctly after migration. Open key threads and scroll back to verify full message history is intact.
Test Media Inside Chats: Open images, videos, voice notes, and documents in different conversations. Missing files or errors indicate incomplete media transfer or backup issues.
Verify Business Profile Data: Check business name, contact info, hours, and catalog entries after migration. A correct profile ensures customers see the same brand details as before the transfer.
Test Notifications and Tools: Ensure messages, labels, and automated replies work correctly on the new device. Proper setup keeps customer responses timely and organized.
Run Final Live Checks: Send test messages and confirm replies before resetting the old phone. The old device should stay active until full WhatsApp readiness is confirmed.

Conclusion

Summing up, successful business continuity depends on a flawless digital transition. Protecting customer history, orders, and leads is essential for maintaining professional trust and growth. Thus, by following a structured workflow and using reliable migration methods like Dr.Fone – WhatsApp Transfer, owners can avoid costly downtime and data loss. Transfer tools also offer the security and speed needed to get back to work immediately.

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How H and H Healthcare Powers the Manufacturing Needs of Global Wellness Brands

PNN — Fri, 29 May 2026 19:19:40 +0530

New Delhi [India], May 28: The global wellness market is rapidly changing, and so are the expectations of consumers when it comes to the quality of health products and how they are backed up by science. When scaling up, international brands seek a manufacturing partner that can deliver both high production capacity and compliance along with cutting-edge research. That’s where H&H Healthcare comes in and becomes a potent force for contract manufacturing and formulation development.

A Mega Facility Engineered for Global Demand

The key to the company’s success is its massive state-of-the-art manufacturing facility in Pithampur, Madhya Pradesh, with an area of 15 acres. It’s one of the biggest nutraceutical and herbal manufacturing units in Asia, and it’s capable of delivering large bulk orders and doesn’t sweat it. The plant features several highly modern production lines for making tablets, capsules, powders, fast-dissolving effervescent formulas, and much-coveted liquid-filled softgels.

The company reduces the operational and infrastructure load on wellness brands and enables businesses to focus on marketing and global distribution, and their manufacturing backend runs seamlessly.

Uncompromising Quality and International Standards

Regulatory compliance is a must-have for global brands. Products must meet strict international safety and purity standards when entering international markets. Strategically led by Harshul Rai, Director of H&H Healthcare, the company adheres to the best practices in the world to operate in its best possible way. The facility gets prestigious certifications such as BRCGS, NSF GMP, FSSC 22000, and FSSAI and is USFDA registered.

Each batch is tested in certified laboratories through all the required tests: dissolution, active ingredient potency, and microbial load testing. An exhaustive validation process ensures that any supplement that comes out of the facility is clean, safe, and suitable for sale on retail shelves around the world.

Driving Innovation Through Advanced R&D

A simple formula isn’t enough to propel a modern wellness brand to success. The company’s R&D labs are at a high level of advancement, where traditional knowledge about herbs is combined with modern preventive medicine. Specialized R&D teams are constantly developing new formulations and flavors of customized products with improved bioavailability, stability, and taste.

The company provides the entire CDMO solution; the wellness brand can come with a product idea and leave with a retail-ready, scalable product. Under the leadership of visionary Harshul Rai, the company has still been investing heavily in automated machinery and sustainable manufacturing processes to reduce the market turnaround time of its partners.

Partnering for Future Growth

Launching and sustaining a health brand need to be strategic and agile. H&H Healthcare has the production capacity, extended supply chains, and the capacity to custom formulate in any size batch to suit the needs of new start-ups as well as giants in the industry.

The company’s ability to bring together the most advanced science and reliable manufacturing facilities empowers the world’s best wellness brands to grow faster, innovate smarter, and to confidently provide trust to their consumers around the world.

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5 Clauses in Your Car Insurance Policy That Could Void Your Claim

PNN — Fri, 29 May 2026 19:19:38 +0530

Mumbai (Maharashtra) [India], May 28: A car insurance policy includes several terms and conditions that may affect the claim process in different situations. Missing details related to driving eligibility, vehicle usage, reporting timelines, or policy disclosures can sometimes create complications during claim assessment. Since many policyholders focus mainly on coverage benefits, important clauses may often go unnoticed.

This blog highlights five important clauses in a car insurance policy that every car owner should understand for better awareness about policy conditions and claim-related requirements.

Driving without a Valid Driving Licence

The driver’s licence is one of the most important documents in a motor claim. It confirms that the person driving the car was allowed to use that vehicle type.

A claim can become difficult if the driver did not hold a valid and effective licence when the incident happened. This may include an expired licence, a suspended licence, or a licence that does not match the vehicle category.

Driving While Impaired or under Restricted Substances

The driver’s condition at the time of an accident is an important part of claim review. The person driving the car must be legally fit to drive and should remain in proper control of the vehicle.

If the driver is found to be under the influence of any intoxicating, banned, or restricted substance, the insurer may treat it as a breach of policy terms. In such cases, the claim may be rejected because the vehicle was being driven when the driver was not in a fit condition.

Delay in Informing the Insurance Company

After an accident, theft, or major damage, the insurer should be informed as early as possible. Early reporting helps with inspection, records, and repair guidance. If the claim is reported late without a clear reason, the insurer may require more details.

Delay can make inspection, repair review, and document checks harder. To avoid confusion, inform the insurance company as soon as possible after the incident and do not begin major repairs before inspection or before the insurer gives guidance.

Using the Vehicle for Unauthorised Purposes

A private car policy is generally issued based on declared use. When the vehicle is used beyond that purpose, the claim may come under scrutiny. If a car insured for personal use is used for hire, reward, commercial carriage, racing, speed testing, or any activity not permitted under the policy, the insurer may treat it as unauthorised use.

Policyholders should read the usage clause carefully, especially when the vehicle is used outside routine personal travel. If the intended use changes, inform the insurer and update the policy.

Modifications Not Declared to the Insurer

Changes made to a car can affect its value, safety, performance, or risk level. That is why important modifications should be shared with the insurer. Modifications may relate to the engine, fuel system, body, seating, electrical fittings, security equipment, or other vehicle parts.

If these changes are not declared, the insurer may review whether the policy record was accurate at the time of loss. Before making a major change, check whether it needs approval or policy endorsement. Clear disclosure keeps policy details updated.

Additional Situations That May Lead to Claim Rejection

Some claim concerns arise from documents, policy status, repair actions, or incomplete information. These points are usually checked along with the main policy clauses.

An expired policy at the time of the incident can create problems during claim review.
Incorrect or incomplete details in the claim form may lead to further checks.
Repairs started before the insurer’s inspection, which can make damage assessment difficult.
A mismatch between incident details and available records can raise questions.
Missing documents may slow down or affect claim processing.
Vehicle use beyond registration or permit terms can lead to policy-related concerns.
Lack of cooperation during inspection, survey, or verification may affect the final review.

Conclusion

A motor claim is easier to manage when the policyholder follows the policy conditions from the beginning. Keep the licence valid, use the car only as declared, inform the insurer quickly, and disclose important vehicle changes in writing. Each claim is reviewed based on the policy wording, documents, and incident details. Reading the policy before a loss occurs can help you act correctly and reduce avoidable concerns during claim review.

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TradeFlock Announces 10 Best CFOs in India 2026 to Watch

PNN — Fri, 29 May 2026 19:19:36 +0530

Noida (Uttar Pradesh) [India], May 28: In today’s business environment, the role of the Chief Financial Officer extends far beyond balance sheets and reporting. CFOs are increasingly influencing strategic decision-making, investor confidence, operational resilience, and long-term business sustainability, particularly as organisations navigate economic uncertainty, regulatory shifts, and rapid digital transformation.

Reflecting this evolving role, TradeFlock has released its latest edition, 10 Best CFOs in India 2026, featuring the most inspiring finance leaders who are helping organisations balance governance with growth while driving transformation across industries.

The edition highlights professionals from sectors including manufacturing, infrastructure, technology, consumer businesses, real estate, and financial services. Each leader was evaluated based on strategic financial leadership, operational impact, governance, innovation, and contribution towards long-term value creation.

Featured Leaders in TradeFlock’s 10 Best CFOs in India 2026

CA (Dr) Chintan Atul Shah, CFO, Classic Ornaments

CA (Dr) Chintan Atul Shah is a seasoned finance leader with over 18 years of experience across power, media, infrastructure, security services, and luxury goods. As CFO of Classic Ornaments, he specialises in IPO readiness, mergers and acquisitions, finance transformation, governance, and capital allocation. Known for combining strategic thinking with operational discipline, he has led large-scale ERP and transformation initiatives while helping businesses build resilient financial systems, scalable operations, and long-term value in rapidly evolving market environments. Read his exclusive conversation with TradeFlock in his recognition as best CFO in India 2026.

CA Dhiraj Vashista, Chief Financial Officer (Executive-Director, Commercial), HGS (India) Ltd.

CA Dhiraj Vashista’s strong expertise in IPO, governance, and financial planning continues to support business efficiency and strategic growth initiatives. Honoured as an influential CFO in India, Dhiraj brings more than 27 years of experience and currently leads with a data-driven, operationally focused approach. His impressive career includes leadership roles at top firms like DORSET KABA and A2Z FILTERATION. Discover insights from his conversation with TradeFlock.

Faiz Abidi, CFO & CTO, Jaypee Infratech Ltd.
Gurupad Hombal, CFO, Sureworks Infotech Pvt. Ltd.
Akash Ohri, CFO, Hamon Cooling Systems Pvt. Ltd.
Dr Debnath Mukhopadhyay, CFO, Seros Energy Pvt. Ltd.

Read about other leaders among the top CFOs in India.

Together, these leaders reflect how financial leadership is becoming increasingly central to business strategy, operational agility, and sustainable growth. From IPO readiness and mergers to governance frameworks and digital finance transformation, their work highlights the growing influence of top Indian CFOs in shaping the future of Indian enterprise.

Recently Launched Editions By TradeFlock

The release is part of TradeFlock’s ongoing editorial focus on leadership across finance, technology, operations, and business transformation. Through its industry-specific editions, the platform highlights leaders and ideas that are shaping the future of business across India and global markets. Check out the latest editions of TradeFlock here.

Visionary CEOs to Watch in 2026
10 Best CTOs Making Impact in 2026
USA’s Most Influential COOs 2026
10 Best Tech Leaders from Asia 2026
10 Marketing Leaders in India 2026
10 Best HR Leaders in Indian 2026

About TradeFlock

TradeFlock is a global business magazine published by SDAD Technology, covering all business-related discussions and topics, including leadership, finance, technology, startups, and marketing. It is a bi-weekly print & digital magazine with a strong readership across India, the USA, and Asia. As one of India’s fastest-growing business publications, TradeFlock delivers exclusive business insights, thought leadership, executive interviews, and industry analysis that help professionals navigate today’s evolving corporate landscape. TradeFlock also reaches professionals through its weekly LinkedIn newsletter.

TradeFlock’s annual 40 Under 40 edition is among the most sought-after business recognitions for young professionals globally. It celebrates exceptional innovators, entrepreneurs, and emerging leaders under 40 who are reshaping industries and driving meaningful change across sectors like technology, finance, sustainability, and healthcare. Distinct from invite-only legacy awards, nominations are open to everyone — colleagues, organisations, HR teams, and self-nominations are all equally welcome — making it one of the most accessible yet credible young leadership awards across India, the USA, and Asia. Past honorees have gone on to build influential careers, reinforcing the award’s reputation as a genuine launchpad for the next generation of global business leaders.

Whether you are an entrepreneur seeking market intelligence, a business leader looking for strategic inspiration, or a young professional exploring growth opportunities, TradeFlock’s editorial coverage consistently spans the topics that define modern business success. You can subscribe via tradeflock.com or Magzter for early access to both print and digital editions, with discounted annual subscription plans available. For editorial queries, story contributions, or coverage suggestions, write directly to editors@tradeflock.com.

If you object to the content of this press release, please notify us at pr.error.rectification@gmail.com. We will respond and rectify the situation within 24 hours.

Glen Industries Limited Announces H2 FY26 & FY26 Results

PNN — Fri, 29 May 2026 19:19:35 +0530

Kolkata (West Bengal) [India], May 29: Glen Industries Limited (BSE: GLEN), one of the leading manufacturers of sustainable plastic and paper-based packaging solutions, announced its audited financial results for the half-year and full-year ended March 31, 2026.

The Company delivered strong performance during H2 FY26 and the full year, supported by robust demand for eco-friendly packaging products, growth in both domestic and export markets, and continued focus on operational efficiency. Increasing adoption of sustainable alternatives and expansion in production capacity continue to drive growth.

Key Financial Highlights – FY26

Total Income: ₹20,515.86lakhs
EBITDA: ₹3,850.39lakhs
PAT: ₹1,650.27 lakhs
Earnings Per Share (EPS): ₹6.86

H2 FY26 Highlights

Total Income: ₹10,859.51lakhs
EBITDA: ₹1,868.66lakhs
PAT ₹819.71lakhs
Earnings Per Share (EPS): ₹3.41

Operational Highlights – FY26

Expanded manufacturing capacity across thin-wall containers, PLA straws, and paper straws
Strong domestic and export presence across 26+ states and 30+ countries
Diversified product portfolio including food containers, biodegradable straws, and packaging solutions
Advanced integrated manufacturing facility with in-house production, printing, and packaging capabilities
Focus on sustainable packaging with eco-friendly and biodegradable product offerings
Ongoing capacity expansion including new product lines such as paper cups and thermoforming solutions
Strong customer base with 40+ recurring international clients and diversified end-user industries

Management Commentary

Commenting on the performance, Mr. Lalit Agrawal, Chairman & Director, Glen Industries Limited, stated:

“The performance during H2 and FY26 reflects the strength of our product portfolio and the growing demand for sustainable packaging solutions across domestic and global markets. Increased demand for thin-wall containers and eco-friendly alternatives has supported our growth during the yearinspite of Geopolitical conflicts

We continue to focus on capacity expansion, product innovation, and operational efficiency to strengthen our market position. As the industry shifts towards environmentally responsible packaging, we remain well positioned to capitalize on emerging opportunities and drive long-term value creation.”

About Glen Industries Limited

Glen Industries Limited is engaged in the manufacturing of eco-friendly plastic and paper-based packaging products, including thin-wall food containers, PLA straws, and paper straws. The Company serves clients across food service, QSR, FMCG, and retail sectors, with a strong domestic presence and growing international footprint.

With advanced manufacturing capabilities and a focus on sustainability, Glen Industries aims to deliver innovative and responsible packaging solutions.

Disclaimer:

Certain statements in this document that are not historical facts are forward looking statements. Such forward-looking statements are subject to certain risks and uncertainties like government actions, local, political or economic developments, technological risks, and many other factors that could cause actual results to differ materially from those contemplated by the relevant forward-looking statements. The Company will not be in any way responsible for any action taken based on such statements and undertakes no obligation to publicly update these forward-looking statements to reflect subsequent events or circumstances.