12, Aug 2026
Pocket FM Strengthens Global Brand Presence Through Partnership with Alpine APL Pipers for Global Chess League 2026
Aug 12: Pocket FM, the world’s largest audio series platform, has partnered with Alpine APL Pipers as Global Co-Sponsor for the team’s campaign in the Global Chess League 2026, scheduled to be held from 3–13 September 2026. The partnership marks another milestone in Pocket FM’s international brand journey as it continues to strengthen its global brand presence through strategic partnerships with globally recognised sporting franchises.
Led by reigning World No. 1 Magnus Carlsen, Alpine APL Pipers is one of the Global Chess League’s marquee franchises, bringing together an exceptional international line-up featuring Anish Giri, Vidit Gujrathi, Koneru Humpy, Divya Deshmukh and Volodar Murzin. Through this collaboration, Pocket FM aligns with a franchise that represents excellence, strategy and world-class sporting ambition.
As part of the partnership, Pocket FM will have a strong presence across the team’s key touchpoints through integrated branding, digital visibility, broadcast integrations, on-ground fan engagement initiatives, exclusive player interactions, and a range of brand-led experiences throughout the tournament.
Rohan Nayak, CEO & Co-Founder of Pocket Entertainment, said, “At Pocket FM, we believe the world’s greatest stories and the game of chess share something fundamental – imagination, strategy and the pursuit of excellence. Our partnership with Alpine APL Pipers reflects our commitment to supporting communities that inspire millions while connecting with audiences through culture, passion, and ideas that transcend borders.”
Mahesh Bhupathi, Chief Executive Officer of SG Sports-Media-Entertainment, said, “We are delighted to welcome Pocket FM as our Global Co-Sponsor for the Global Chess League 2026. Pocket FM has built a strong global community and a distinctive storytelling platform that resonates with audiences across markets, making them a natural partner for Alpine APL Pipers.”
Beyond the competition, the partnership will create opportunities for fan engagement throughout the tournament, allowing audiences to connect with some of the world’s leading chess players while following Alpine APL Pipers’ journey in the Global Chess League.
Magnus Carlsen, World No. 1 and Icon Player for Alpine APL Pipers, said, “The Global Chess League has created a unique platform that brings together some of the world’s best players while making team chess more exciting for fans around the world. It’s great to welcome Pocket FM to the Alpine APL Pipers family, and I’m looking forward to an exciting season together.”
For Pocket FM, the partnership is part of a broader strategy to build deeper global consumer engagement through culturally relevant platforms that bring together world-class talent and passionate communities.
Vineet Singh, Global Head of Brand Marketing, Communications, Partnerships & Public Affairs at Pocket FM, said, “As Pocket FM expands globally, we are focused on partnerships that strengthen our international brand. Chess is a game of strategy, imagination, and anticipation, the same qualities that define great storytelling.”
- 0
- By Neel Achary
12, Aug 2026
As APAC Investment Volumes Rise 22 percentage in H1 2026, India Stands to Benefit from Renewed Investor Interest in Core Real Estate Sectors
“The broadening recovery across Asia Pacific reflects growing investor confidence in commercial real estate as macroeconomic conditions stabilise and capital returns to core sectors. India is particularly well-positioned within this environment, underpinned by strong economic fundamentals, resilient office demand, expanding industrial and logistics infrastructure, and continued institutional investor interest. As global investors reassess portfolio allocations over the coming years, India is expected to remain a preferred destination due to its favourable demographics, depth of occupier demand and ongoing infrastructure-led growth.”
“The recovery has moved beyond the early, opportunistic phase and is broadening back into the core of the market. Investors are no longer just asking where the value is, but how best to access it. That is why we are seeing record levels of partial-stake and joint-venture activity, as capital chases control, alignment and conviction rather than simply market exposure.“The maturity wall building towards 2029 will be one of the defining forces of the next few years. It will bring more traditional assets to market at the same time as investors rotate into data centres and living, and that reshaping of portfolios is where the real opportunity lies. Hong Kong is a case in point: it is now at the mature end of its repricing cycle, and history tells us the strongest returns in that market are captured within a short window of the turning point.”
12, Aug 2026
Asset Managers Are Concerned About the Risks That AI Introduces, Clearwater Analytics Research Reveals
Firms are racing to adopt AI, but few have built the data foundation that can reduce the risks that come with it
BOISE, Idaho, NEW YORK, CHICAGO, LONDON and HONG KONG, Aug 12 – Artificial intelligence is becoming more deeply embedded in asset management operations, but new research from Clearwater Analytics finds that firms are deeply concerned about the risks it introduces, from data governance to regulatory compliance.
Clearwater’s “GenAI and the Data Divide” study, which polled insurance asset managers, hedge funds, private markets specialists, and general asset managers, finds that while AI offers clear efficiency and alpha-generation opportunities, it also introduces new vulnerabilities that firms must actively manage.
Culture and Capability
The most striking finding concerns the gap between adoption and readiness. Nearly two-thirds (62%) of asset managers are concerned they lack the skills and experience to use AI effectively, with 43% describing themselves as very concerned.
More than half (52%) are separately concerned that internal culture and resistance to change will slow adoption and readiness. These findings suggest that for many firms, the biggest barrier to realizing AI’s potential isn’t the technology itself. It could be the organization culture surrounding it.
Technology Risk
At the heart of firms’ AI concerns lies a fundamental question of trust. Can they rely on what the technology produces? Two thirds (67%) of asset managers are concerned about data governance, reliability, and integrity risks, while 64% are concerned about operational risks.
Given the increasing number of asset managers using AI to support investment decision making, 64% of those participating in the research say they are worried about model/algorithm transparency, explainability, and bias. In addition, 62% are concerned about hallucinations where AI generates plausible sounding but false information and presents it as true.
Compliance Burden
More than half (55%) of global asset managers say they are concerned about the regulatory risks of AI, with 30% saying they are very concerned. A similar amount (58%) of asset managers are worried about the financial risk from AI, including management of credit, market, and fraud risks. Finally, 64% say they are worried about the implementation costs of AI.
The research also reveals that while many asset managers say they are prepared to manage AI-enabled risks, a notable proportion still have work to do. In particular, 16% of asset managers surveyed say they are not prepared for AI-enabled operational risks, and 15% say they are not ready for risks arising from the lack of AI skill and experience across their organizations.
To help mitigate AI-enabled risks, nearly all (93%) of asset managers surveyed agree that the best approach is to balance human expertise with technology, using AI to augment or empower risk teams rather than replace them.
Souvik Das, CTO at Clearwater Analytics, said: “What struck me most in this research is how often the same root cause appears, no matter which risk we asked about. Underneath the concerns about skills, culture, governance, and compliance sits one common thread. Firms don’t yet fully trust the data feeding their AI. That’s a natural stage for any technology this new to move through. The firms navigating it well are the ones treating their data with the same care they bring to the technology itself. That’s what turns AI from something people double-check into something they can rely on to tell them the truth about the risk in front of them.”
12, Aug 2026
Billu Salon Achieves 24 Cr ARR, Targets INR 100 Cr Revenue in Next 18 Months
New Delhi, Aug 12: Billu, an on-demand personal care services platform, has achieved an Annual Recurring Revenue (ARR) of 24 crore, marking a significant milestone in its growth journey. The company has built its early scale by combining technology-led convenience, trained manpower, transparent pricing, and a strong focus on customer experience.
A key driver of Billu’s growth has been its ability to reach customers’ homes in as little as 30 minutes. The company regularly trains its skilled workforce and conducts customer surveys to understand evolving personal care requirements and ensure its services remain accessible within customers’ budgets. Its mobile application further simplifies the booking experience, allowing customers to book services in three to four clicks, with straightforward pricing and no hidden charges.
Mr. Neel Kulshreshtha and Mr.Nilesh Kothari, are the founders of Billu. While Neel has adopted a passive role and works in the background as an advisor. Nilesh is the CEO responsible for Billu management and growth. Nilesh said, “Our growth has always been centered around solving everyday customer problems through convenience, affordability, and quality. The 24 Cr ARR milestone reflects the trust customers have placed in us and the strength of our operating model. As we enter our next phase of growth, our focus will remain on delivering consistent service while expanding our presence across more cities. We are aiming to reach ₹100 crore in revenue over the next 18 months.”
Billu has followed a capital-efficient marketing approach, leveraging online and offline visibility, customer referrals, and repeat bookings rather than relying heavily on marketing spends. Its understanding of consumer pain points, including long salon waiting times, weekend inconvenience, hygiene concerns, and high pricing, led to the introduction of affordable at-home services.
Customer feedback has also played a central role in shaping the brand. Billu currently maintains organic ratings of 4.5–4.8 stars across different platforms and measures service quality after every booking to improve customer experience and encourage repeat usage.
The company has adopted a hybrid growth model spanning digital channels, offline outreach, and referrals. As demand has increased, Billu has scaled its infrastructure and resources accordingly. One of its key operational challenges has been maintaining the 30-minute service promise during peak weekend demand. To address this, the company has leveraged AI to optimize manpower allocation and service processes.
Looking ahead, Billu plans to launch new services across Delhi NCR and expand operations into other metropolitan cities. Its long-term vision is to build a trusted personal care platform centered on affordability, speed, and quality while scaling sustainably across India.
12, Aug 2026
Murugappa Group expands Madras Quiz into an all-day celebration on August 23
Chennai, Aug 12: As Chennai celebrates its 387th anniversary during Madras Week, Murugappa Group is bringing back one of the city’s most-awaited Madras Week traditions, the Madras Quiz.
This year’s edition, themed “Manasellaam Madras, Vibe-ellaam Chennai,” celebrates the timeless affection people hold for Madras while embracing the vibrant energy and ever-evolving identity of Chennai.
Madras Quiz for Schools
This year’s celebrations will feature the Madras Quiz for Schools, a dedicated quiz for students of Classes 10, 11 and 12. The Schools Quiz will be held on Sunday, August 23, 2026, from 10:00 AM to 1:00 PM at The Victoria Public Hall. Participants will be tested on their knowledge of Chennai through an engaging mix of questions covering the city’s history, culture, landmarks and personalities.
Winning teams in the Schools Quiz will receive prizes worth up to ₹20,000, while the top two teams will qualify to compete in the Madras Quiz later that afternoon.
Madras Quiz (Open)
The Madras Quiz (Open) will be held in the afternoon, creating a full day of quizzing that celebrates the city’s rich history, culture and spirit. Open to participants of all ages, the quiz will feature a blend of thought-provoking and entertaining questions on everything from old Madras to new Chennai.
Prizes worth ₹50,000 await the winners, along with the prestigious Madras Quiz rolling trophy. The top three teams will be presented with trophies from Chola MS, along with vouchers and hampers, while teams placed fourth to sixth will receive gift hampers and vouchers. Special prizes will also be awarded to the best women’s team and the best senior citizens’ team. Audience members too will have the chance to win exciting spot prizes. Both quizzes will be hosted by veteran quizmaster Dr. Sumanth C. Raman.
The Madras Quiz is more than a competition, it is a celebration of knowledge, nostalgia and shared pride in the city’s past, present and future. All Chennaiites are invited to join the celebration and enjoy the spirited quizzing during Madras Week.
Schools interested in participating may register at: https://forms.cloud.microsoft/
12, Aug 2026
Dubai’s luxury property market shows depth of investor confidence
Strength of demand goes beyond individual high value deals as developers record 244 off plan residential sales averaging AED14 million in July
Dubai, UAE, Aug 12: Dubai’s luxury residential sector is becoming an increasingly important indicator of investor confidence, with a market report today showing that buyers continued to make multi-million-dirham commitments throughout July.
Developers recorded 244 off-plan residential sales above AED5 million last month, with a combined value of AED3.42 billion. The transactions ranged from the AED5-10 million bracket through to the AED50-100 million range, showing that demand extends across a broad spectrum of the luxury market.
An analysis by Dubai luxury developer Keturah reveals there were 151 off-plan apartment sales amounting AED2.3 billion in July, while 93 villa transactions generated AED1.1 billion. The average value across last month’s residential off-plan deals was AED14 million.
While the AED5-10 million bracket accounted for the largest number of apartment transactions, with 81 sales worth AED552.6 million, a significant proportion of the total value came in the higher price brackets.
Data from DXBinteract shows there were 41 sales between AED10 million and AED20 million worth AED593.6 million, while a further 24 transactions between AED20 million and AED50 million generated AED708.5 million.
“Dubai’s luxury market is demonstrating a depth of demand that goes beyond individual high-value transactions,” said Talal M. Al Gaddah, CEO and Founder of the Keturah luxury brand.
“Investors are continuing to commit substantial capital to Dubai residential property because they see that the city’s long-term fundamentals, international appeal and investment proposition remains strong.”
Keturah currently has two luxury communities under development in Dubai: Keturah Reserve, the AED5.7 billion bio-living community in Mohammed Bin Rashid City’s District 7, and the Ritz-Carlton Residences at Keturah Resort on the shores of Dubai Creek, adjacent to the Ras Al Khor Wildlife Sanctuary.
Off plan apartment sales by developers last month included four transactions in the AED50-100 million bracket at an average value of AED69.9 million, as well as one of AED166 million.
Villa demand showed a similar pattern, with 60 transactions in the AED5-10 million amounting to AED387.4 million, while 22 sales between AED10 million and AED20 million generated AED317.2 million. Ten further villa transactions in the AED20-50 million range were worth AED334.1 million, while another villa sold for AED 72.7M.
The latest figures add to a sustained trend. Over the past three months, Dubai developers have recorded 942 off-plan residential sales above AED5 million with a combined value of AED12.11 billion, at an average of AED12.9 million per property.
The luxury residential segment is also supported by demand for completed homes. In July, Dubai developers recorded a further 43 ready property transactions above AED5 million worth AED552.8 million, at an average value of AED12.9 million.
12, Aug 2026
Emami Agrotech launches Emami Health & Tasty WeMe, Commits Rs 750Cr; Plans to build into a Rs 1000 Cr snacking brand
Kolkata, Aug 12: Emami Agrotech Limited (EAL), the branded foods business of the Rs. 30,000 crore Emami Group, today announced its strategic entry into India’s rapidly expanding packaged snacking market with the launch of WeMe, a digital-first snacking brand designed for the evolving lifestyles and consumption habits of modern Indian consumers.
The launch marks a significant step in Emami Agrotech’s strategy to diversify beyond edible oils and pantry staples under its Emami Healthy & Tasty portfolio, creating a dedicated platform focused on innovation-led snacking.
India’s snacking landscape is undergoing a structural transformation. While taste and affordability continue to remain fundamental, today’s consumers, particularly Gen Z and Millennials, are redefining snacking through the lenses of convenience, indulgence, quality and authenticity. These younger consumer cohorts, are increasingly embracing all-day snacking across work, travel, entertainment and social occasions, while quick commerce is accelerating product discovery and expanding nationwide access.
Introducing WeMe: A New-Age Snacking Platform
Built around the philosophy “Togetherness Always Tastes Better,” WeMe launches with three product categories:
· Choco Hazelnut Spread, including India’s first portable chiplet-format offering.
· Jhuri Aloo Bhaja, bringing a popular Eastern Indian favourite into the organised packaged foods segment.
· Potato Chips in flavours tailored to evolving consumer tastes.
Speaking on the launch, Mr. Aditya Vardhan Agarwal, Director, Emami Group said, ” At Emami Agrotech, we have always believed food is about more than satisfying hunger—it is about earning consumer trust through quality, relevance and innovation. Having built a strong foods portfolio under Healthy & Tasty, WeMe marks our strategic entry into one of India’s most exciting food categories. Backed by a planned investment of nearly Rs 750 crore, we aim to build WeMe into a Rs 1,000 crore brand over the next 5-7 years while generating over 1,000 direct and nearly 3,000 indirect employment opportunities in sales and other support services. This is an important milestone in our vision of building Emami Agrotech into a comprehensive food company.”
Mr. Manish Goenka, Director, Emami Group added, ” As consumers increasingly seek products that combine taste, convenience and innovation, WeMe reflects our confidence in the long-term growth of India’s snacking market. Backed by our trusted food credentials and deep understanding of Indian consumers, we see WeMe as a long-term growth platform of our foods business with a broader pipeline of more products planned across multiple snacking categories in its innovation journey.”
Digital First. National from Day One.
WeMe has been conceived as a digital-first brand, leveraging creator-led content, social media and quick commerce to engage younger consumers. As part of its digital-first rollout, WeMe will be introduced across quick-commerce channels, enabling immediate access for consumers across the nation in major cities like Kolkata, Delhi NCR, Mumbai, Bengaluru and Ahmedabad. While quick commerce will spearhead the initial rollout, WeMe will simultaneously begin its general trade expansion from Kolkata before progressively entering other markets.
“The new generation doesn’t simply buy products—they discover them through conversations, creators and communities. That’s why WeMe has been built as a digital-first brand where content, commerce and consumer engagement come together seamlessly. This distribution strategy will enable us to make WeMe instantly accessible across key cities while allowing us to continuously learn from consumers, innovate faster and respond to emerging trends. We want WeMe to become much more than a snacking brand—we want it to become part of the everyday moments that bring people together,” said Ms. Vidula Agarwal, Director, Emami Group.
The Road Ahead
Emami Agrotech expects WeMe to generate approximately Rs 1,000 crore in revenue within the next 5-7 years, supported by continued investments in product innovation, brand building, digital capabilities and distribution. The Company sees WeMe as its next major growth engine in foods, combining manufacturing strength, consumer insight and digital agility to participate in India’s evolving snacking landscape.
12, Aug 2026
Hawai’i High School Students Take Ideas to Launch at Hawai‘i Pacific University Entrepreneurship Bootcamp
HONOLULU | Aug 12: Nearly 60 Hawaiʻi high schoolers walked into HPU’s Sunset Ballroom at Aloha Tower Marketplace on July 27 with an idea and a laptop. By Friday afternoon, they had honed their “why,” their target market, and solution, walking out with a nascent venture and live websites they had built themselves.
The free HPU x Blue Startups Entrepreneurship Bootcamp, held July 27 to 31 and sponsored by HPU’s John F. Scarpa Entrepreneurial Pathway, brought together rising juniors and seniors from 18 public and private schools across the islands for five days of building. Working solo or in groups of two or three, students launched 40 ventures, each one identifying a business opportunity, designing a brand, building and publishing a live website (with AI tools), producing marketing assets and presenting the result to a panel of founders, mentors, and investors.
“What we saw this week is exactly why the Scarpa Entrepreneurial Pathway exists at HPU,” said HPU College of Business Dean Amy Nguyen-Chyung, Ph.D., lead of the Pathway. “At the start of the week, the students formed an initial idea of their business opportunity and by Friday, they had built real websites identifying the problem and solutions and stood up in front of founders and investors to defend their work. This group went further by envisioning their target customer’s key characteristics with an empathy map and turning those target customers into a virtual business advisor using AI. I am so impressed by their work and presentation skills. Investing in developing youth entrepreneurship and leadership skills is a worthwhile way in which HPU and the Scarpa Pathway can engage with the community.”
The Bootcamp was led by Alexi Drouin, an entrepreneur, HPU adjunct professor and academic director at Blue Startups, Hawaiʻi’s premier tech accelerator and a program ranked among the top 20 in the country by TechCrunch.
Each day carried a theme and ended with something shipped. Monday was Find Your Opportunity, when students landed on an idea and drafted a name, a logo and a one-liner. Tuesday was Design Your Solution, when they pressure-tested those ideas against AI-simulated customers and toured HPU’s waterfront campus and Makerspace. Wednesday was Build Your Website, a full day of production that ended with every student holding a public URL. Thursday was Launch Your Idea, devoted to social posts, short videos and slide decks. Friday was Present Your Business.
Guest speakers came from across the local startup community and, in one case, from the students’ own generation. Coen Cadinha of Keiki Rise and Big Boy Sweets opened the week as a peer-age founder.
Nalukai Foundation Board President Allen Murabayashi presented on Tuesday about the importance of talking to customers. Giovanna (“Gigi”) Scholbi (HPU ’25) of Cheeki Swimwear spoke about writing down goals and going after them while also giving tips about sourcing sustainable materials.
Miki Hardisty of Olelo Intelligence spoke Wednesday about building an AI company in Hawaiʻi and led the students in an exercise of using agentic AI.
ʻIolani School’s Gabriel Yanagihara spoke Thursday to talk about AI in the classroom and online. On multiple days, Nguyen-Chyung introduced additional examples to drive home the importance of problem identification, product market fit and writing down key components of the one’s plan using a simple canvas.
On Friday, presentation day filled the room with students, parents, teachers and HPU staff. HPU entrepreneurial coordinator and small business management instructor Richard Kebo listed the three key requirements needed before making a sale (business registration, bank account and general excise tax number). Individuals and teams took the front of the room in turn, speaking for 60 seconds, showcasing their business websites and presenting the overarching goals of their companies. After every four presentations, the expert panel offered feedback to the groups.
The panel included Blue Startups Program Director David Holt, Liya Safina of Hawaii Angels and Google, Murabayashi, and Nguyen-Chyung. It was not a pitch competition. Nobody won, and that was deliberate.
The companies took direct aim at problems the students’ families live with.
NāUlu, founded by Hanae Kauanoe and Sophia Tung will be a nonprofit that supplies basic phones with prepaid minutes and preloaded apps to unhoused families and people at risk of homelessness, with GPS directions to shelters and food sources and tools for finding work. Their premise is that staying reachable is often what separates crisis from stability.
May Shiraishi’s Ventur aims to connect Hawai’i students with internships and volunteer roles. Her website has now aggregated over a hundred available roles.
Emily Fukui and Kirah Wong built Brain Chain to address Hawaiʻi’s brain drain. Their job board aims to pair Hawaiʻi-born college graduates with local specialized roles that include subsidized housing. The founders said they talked to graduates stuck on the continental U.S. who wanted to come home and could not make the rent math work.
Trevor Chvosta’s Local Produce lets residents order specific crops directly from island farmers after harvest and pick them up at neighborhood drop points on Mondays and Thursdays, with leftover food routed to food banks. Lariah Trevenen-Ferreira built Hoʻihoʻi i ka ʻĀina as a portal connecting people to land and marine restoration projects grounded in Native Hawaiian practice.
A fan of Pokemon-Go, Kiva Ebert founded Malama Go, a real-world interactive game that incentivizes tourists to visit sites and learn about Hawaiian culture, earning points that could be redeemed with local merchants or for cultural figurines.
Aware that teens in hospitals have few options to keep them occupied, Thalia Grace Hoapili aims to stock hospitals with free Mālama Crafteen Kits for patients ages 12 to 19, pre-cut, so teenagers can start creating from a hospital bed.
Others tackled dementia care, teen mental health, permitting for first-time renovators and senior isolation.
Forty-five students who completed the full week, published their deliverables and finished both surveys will earn an HPU x Blue Academy Certificate of Completion, shareable on LinkedIn.
12, Aug 2026
Lufthansa Group Launches Free High-Speed Internet from Starlink
Frankfurt, Aug 12 – It’s the beginning of a new era: Next week, a Lufthansa Group aircraft will take off for the first time equipped with the fastest in-flight internet connection for passengers currently available. A Lufthansa Airbus A320neo will be the first to offer the new product. Guests will experience an internet bandwidth above the clouds that, in many cases, is faster than their internet connection at home or in the office.
The leading provider Starlink is collaborating with the Lufthansa Group to equip a total of 850 aircraft across all of its airlines. The system is supported by low-earth satellite technology and enables watching video content, cloud-based work, and other high-speed applications during the flight. This makes Lufthansa Group the largest airline group in Europe to equip its fleet with this modern high-speed internet product. With its ambitious project timeline, the Lufthansa Group is moving quickly to bring the new technology to guests.
The project is part of the Lufthansa Group’s extensive investments in new aircraft as well as product and service innovations across the entire travel chain. The group-wide rollout of the new high-speed internet service is intended to provide all passengers with a consistently high-quality online experience on board.
“I am excited to announce the launch of the new Lufthansa Group Wi-Fi on board our Group aircraft. With it, we’re making high-speed internet an integral part of the travel experience – across all travel classes and on all Lufthansa Group airlines: That is how we understand premium. By 2029, all of the Group’s approximately 850 aircraft will be equipped with the technology. Our product promise doesn’t end with the seats or the menu – today, connectivity is also an integral part of a truly outstanding onboard experience”, said Dieter Vranckx, Chief Commercial Officer of the Lufthansa Group.
In addition to Lufthansa, the other Group airlines SWISS, Austrian Airlines, Brussels Airlines, ITA Airways, Edelweiss, Discover Airlines, Air Dolomiti, Lufthansa City Airlines, and Eurowings are currently preparing to roll out the new technology.
The new Wi-Fi that is being installed will allow guests to browse the web and includes terms of use that all passengers must agree to. These were developed based on passenger surveys and thus reflect the wishes of the majority of Lufthansa Group customers. Among other things, passengers are required to always wear headphones when playing audio and video content, to refrain from making voice and video calls, and not to broadcast live streams from aboard the aircraft. The Lufthansa Group Wi-Fi portal is sponsored by Mastercard, which has already been a partner of the previous FlyNet.
The new internet service will be free of charge for all Miles & More customers and Travel ID users – across all travel classes.
Lufthansa’s inaugural flight featuring the new Lufthansa Group Wi-Fi powered by Starlink will take place on August 19.
12, Aug 2026
SKF India Limited announces financial results for Q1 FY2026-27
Pune, Aug 12: SKF India Limited , India’s technology and solutions provider of bearings and units, condition monitoring, and services, announced its financial results for the quarter ended June 30, 2026.
During this quarter, SKF India Limited reported revenue from operations of Rs. 9,707.7 million with profit before tax at Rs. 869.2 million, showcasing the company’s steady execution and resilience in a dynamic business environment.
FINANCIAL HIGHLIGHTS (Q1 FY 26-27)
|
Particulars (Rs. mn) |
Q1 FY27 |
Q1 FY26 |
YoY % |
Q4 FY26 |
QoQ % |
|
Revenue from Operations |
9,707.7 |
8,206.3 |
18.3% |
9,457.2 |
2.6% |
|
Profit before Tax |
869.2 |
970.9 |
-10.5% |
899.7 |
-3.4% |
|
PBT Margin (%) |
9.0% |
11.8% |
-288 bps |
9.5% |
-56 bps |
|
Profit after Tax |
619.2 |
718.6 |
-13.8% |
1,189.6 |
-47.9% |
|
PAT Margin (%) |
6.4% |
8.8% |
-238 bps |
12.6% |
-620 bps |
Mukund Vasudevan, MD, SKF India (Industrial) Limited and President – India, Southeast Asia and Middle East, said,
“FY 2026-27 begins from a position of strength. In our 3rd quarter as a focused, independent business, SKF India (Industrial) delivered 18.3% year-on-year Sales growth, while maintaining a healthy 9% PBT (in spite of headwinds from currency and demerger-related expenses). Growth was strong across most sectors including Wind, General Machinery and Agriculture (Tractors). We attribute this performance to staying genuinely close to our customers and maintaining a strong operational discipline.
India’s manufacturing and infrastructure sectors are still expanding and our performance is validation of our three-prongedstrategy – customer centricity, localization and innovation. At the core of everything we do is a simple goal: help our customers achieve more, with less friction.”
STRATEGIC OUTLOOK
As India’s industrial and economic landscape evolves, so does the company’s approach, with a growing emphasis on sustainable practices, manufacturing precision, and smarter, digitally-enabled operations. This shift is helping the company stay closely aligned with the needs of industries across India and Southeast Asia as they navigate their own periods of rapid change.
