5, Nov 2026
Propshop Events and Exhibitions Limited (‘Propshop’) in the first half of FY 2026-27 posts strong performance; global execution scale signals and accelerated growth ahead
Propshop’s evolution from a traditional exhibition stand contractor into a globally recognized exhibition solutions partner serving brands across multiple industries and international markets
MUMBAI, India, Nov. 5, 2026 /PRNewswire/ — Propshop Events and Exhibitions Limited has announced a robust financial performance for the half year ended September 30, 2026, reflecting the company’s growing global footprint, execution excellence, and increasing demand for end-to-end exhibition infrastructure solutions. Revenue from operations for the half year stood at ₹3,445.63 lakh, while Profit After Tax reached ₹401.47 lakh, demonstrating healthy profitability and operational efficiency. The company’s net worth strengthened significantly, supported by an increase in reserves and surplus to ₹2,869.21 lakh.
The results underscore Propshop’s evolution from a traditional exhibition stand contractor into a globally recognized exhibition solutions partner serving brands across multiple industries and international markets. During the period, the company continued to expand its execution capabilities, strengthen its balance sheet, and scale operations across key exhibition destinations worldwide.
A highlight of this growth journey was the successful execution of 23 exhibition stands at CPHI Milan 2026, one of the world’s largest pharmaceutical exhibitions. After more than six months of meticulous planning, the project brought together 23 project managers, over 500 workers, 15 trucks, and seven cars, demonstrating Propshop’s capability to execute large-scale international assignments with precision and reliability.
Further showcasing its operational strength, Propshop recorded 158 booth entries across 76 exhibitions within just 90 days, covering approximately 10,500 sqm of exhibition space across North America, Europe, the Middle East, and Asia. From Detroit, Las Vegas, London, Berlin, Paris, Amsterdam, Dubai, Singapore, Thailand, Taiwan, and major Indian cities, the company delivered impactful exhibition experiences across pharmaceuticals, technology, engineering, automotive, FMCG, defense, healthcare, real estate, manufacturing, and several other sectors.
With increasing global demand for experiential marketing, trade exhibitions, and immersive brand environments, Propshop remains strategically positioned to capitalize on international opportunities. The company’s strong financial performance, expanding global presence, and proven ability to deliver complex projects at scale reinforce its growth outlook and commitment to creating long-term value for investors, exhibitors, and stakeholders.
About Propshop Events & Exhibitions
Propshop Events & Exhibitions Limited is an NSE-listed exhibition and experiential marketing company specializing in exhibition stand design and construction, turnkey exhibition solutions, experiential marketing, corporate events and brand experiences.
With capabilities across India and international markets, Propshop works with brands to create high-impact physical and experiential environments that connect businesses with their customers at exhibitions, trade shows, corporate events and industry platforms.
The company serves leading Indian and global brands across sectors including technology, manufacturing, automotive, pharmaceuticals, engineering, infrastructure, consumer brands and business services.
Propshop is driving the global expansion of India’s exhibition industry, with an expanding presence across India, the USA, Europe, the GCC and APAC.
For more information:
Website: https://thepropshopindia.com | https://thepropshop.us | https://thepropshopworldwide.com/
LinkedIn: https://www.linkedin.com/company/the-propshop-india/
Media Contact
Dibyendu Mukherjee
CMO ( Chief Marketing Officer )
Propshop Events & Exhibitions Limited
Email:dibyendu@propshop.co.in
Phone: +917439000124
Media Enquiries:
For interviews, company information, leadership commentary, financial/business stories, exhibition industry insights, partnerships and press opportunities, please contact the media representative above.
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5, Nov 2026
Dohop Introduces TravelSure, a Disruption-Recovery Service for OTAs, Travel Sellers and Airlines
TravelSure extends Dohop’s rebooking support to disrupted direct flights, giving travellers peace of mind and travel sellers a way to deliver better support during disruption
REYKJAVÍK, Iceland, Nov. 5, 2026 /PRNewswire/ — Dohop, the travel technology company whose Connected Travel platform helps airlines and travel sellers create, sell and support multi-carrier journeys without traditional interline, has introduced TravelSure. The service helps passengers rebook when their direct flight is delayed or cancelled. TravelSure provides proactive passenger communications, rebooking on any available carrier, and recovery support when qualifying disruptions occur, giving travellers additional protection and peace of mind, with cost savings and ancillary revenue as additional benefits for partners.
Dohop has spent years refining ConnectSure, its service for passengers who miss a connection on self-connecting and alternative interline journeys; this is now also available as a standalone option for all travellers. With TravelSure, travel sellers, including OTAs and airlines, can offer the same level of protection and support to customers booking direct flights. The two services sit alongside RetailConnect, which enables partners to sell multi-carrier itineraries, and BagConnect, which provides airside baggage transfers on interlined routes.
Once a qualifying delay exceeds three hours, TravelSure triggers automated communication and customer support. Travellers can rebook on the earliest convenient flight on any available carrier, giving them options beyond the airline that operated their original flight. Dohop powers 24/7 multilingual human assistance for self-service rebooking.
Turning Disruption Recovery Into A Revenue and Loyalty Opportunity
For travel sellers, OTAs and airlines, disruption creates financial pressure through rebooking and customer service costs, while poor recovery can undermine brand confidence and put repeat bookings at risk. Recent industry research found that 37% of surveyed passengers who experienced disruption were less likely to fly with the same airline again because of how it was handled.
“Disruption creates multiple challenges for our partners: the immediate workload of helping passengers continue their journeys, and the impact on loyalty and the commercial consequences when customers don’t feel supported,” said Hugh Aitken, Chief Operating Officer at Dohop. “TravelSure not only provides a recovery operation that takes pressure off their teams, but it also gives travel sellers a service they can earn revenue from. We built that capability through years of protecting self-connecting and interlined journeys with our ConnectSure product; extending it to direct flights means more of our partners’ customers can benefit.”
Partners can offer TravelSure during or after booking, with a digital experience that reflects their brand. Provided as a recovery service, TravelSure, like ConnectSure, preserves travellers’ existing entitlements to airline refunds and compensation.
For more information about TravelSure, visit www.dohop.com/travel-sure. To arrange an interview with Hugh Aitken of Dohop, please get in touch with Vanessa Horwell at vhorwell@thinkinkpr.com.
About Dohop, Connected Travel Made Simple
Dohop is a travel technology company creating a new standard for Connected Travel that works beyond traditional interline. Its suite of products helps airlines and travel sellers create, sell and support journeys: RetailConnect enables multi-carrier retailing, BagConnect offers seamless airside baggage transfer for alternative interlined flights, ConnectSure provides disruption support and travel protection for self-connecting journeys, and TravelSure extends disruption recovery to direct-flight passengers. Together, these products help partners expand their offerings, generate ancillary revenue and support travellers when plans change. More than 100 airlines and travel partners, including Air France, Air Transat, easyJet, Scoot, Vueling and Wizz Air, use Dohop’s Connected Travel platform to expand network connectivity and route options. Visit www.dohop.com to learn more.
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5, Nov 2026
Sundaram Finance Reports Strong H1FY27 Financial Results, Disbursements Grow 25%
Nov 05: The Board of Directors of Sundaram Finance Ltd. (SFL) approved the unaudited standalone and consolidated financial results for the half year ended September 30, 2026, at its meeting held on November 4, 2026, in Chennai.
“Domestic economic momentum remained strong in Q2FY27 despite an increasingly challenging global environment. Renewed tensions in West Asia, crude oil price volatility and tighter global financial conditions increased inflationary and external-sector risks. Against this backdrop, Team Sundaram delivered 19% AUM growth to Rs. 65,992 crores, asset quality with net stage 3 assets at 0.91% against 1.13% last year, and 21% year-on-year growth in profit after tax. Our Group companies in asset management, general insurance and home finance continued to report strong results. We remain committed to our time-tested approach of steady,sustainable growth, best-in-class asset quality and consistent profitability,” said Harsha Viji, Executive Vice Chairman.
AUM for H1FY27 grew 19% to Rs. 65,992 crores. Disbursements for H1FY27 recorded a growth of 25% over H1FY26 and for Q2FY27, disbursements grew 28% Y-o-Y. Gross stage 3 assets as on September 30, 2026, stood at 1.84% with provision cover of 51% as against 2.03% as on September 30, 2025, with provision cover of 45%. Profits from operations performed strongly, growing by 23% in H1FY27 and 11% in Q2FY27. Profit after tax registered a 21% rise in H1FY27, with net profit at Rs. 997 crores and for Q2, PAT grew 21% to Rs. 475 crores. Return on assets closed at 2.86% in H1FY27 as against 2.72% for H1FY26 and capital adequacy at 18.5% remained quite comfortable.
Rajiv Lochan, Managing Director stated, “Our outlook for H2 is constructive on growth coupled with a need for monitoring external factors around geopolitical tensions, monetary policy direction and the impact to sentiment of the below normal monsoon. We have entered H2 with strong momentum and a superior asset-quality position than last year. As the rate cycle turns, our focus is to sustain growth, improve asset quality further and build resilience in profitability through disciplined pricing, optimal asset mix and early intervention on collections. As always, we will take a long-term, through-cycle view in delivering the Sundaram experience to our customers, partners and employees.”
STANDALONE PERFORMANCE HIGHLIGHTS FOR H1FY27
· Disbursements for H1FY27 grew by 25% to Rs. 19,302 crores as compared to Rs. 15,423 crores registered in H1FY26. Disbursements for Q2FY27 grew by 28% to Rs. 10,355 crores as compared to Rs. 8,113 crores registered in Q2FY26. Disbursements for H1FY27 includes acquisition of loans amounting to Rs. 726 crores from Sundaram Home Finance Limited.
· The assets under management grew by 19% to Rs. 65,992 crores as on 30th September 2026 as against Rs. 55,419 crores as on 30th September 2025.
· Net interest income (NII) grew by 18% to Rs. 1,888 crores in H1FY27 from Rs. 1,603 crores in H1FY26. Q2FY27 growth in NII was 17% to Rs. 963 crores.
· Gross stage 3 assets as on 30th September 2026 stood at 1.84% with 51% provision cover as against 2.03% with provision cover of 45% as on 30th September 2025. Net stage 3 assets as on 30thSeptember 2026 closed at 0.91% as against 1.13% as on 30th September 2025.
· The Gross and Net NPA, as per RBI’s asset classification norms for NBFCs, are 2.38% and 1.35% respectively as against 2.80% and 1.79% as of 30th September 2025.
· Cost to income ratio was at 29.40% in H1FY27 as against 29.60% in H1FY26.
· Profits from operations grew 23% to Rs. 1,154 crores in H1FY27 as against Rs. 937 crores in H1FY26. For the quarter, profits from operations grew 11% to Rs. 557 crores.
· Profit after tax registered a growth of 21% in H1FY27, with net profit at Rs. 997 crores as against Rs. 823 crores in H1FY26. For the quarter, profit after tax grew 21% to Rs. 475 crores.
· Return on assets (ROA) for H1FY27 closed at 2.86% as against 2.72% for H1FY26. Return on equity (ROE) was at 16.75% for H1FY27 as against 15.91% for H1FY26.
· Capital Adequacy Ratio stood at 18.5% (Tier I –17.0%) as of 30th September 2026 compared to 19.3% (Tier I – 16.9%) as of 30th September 2025.
CONSOLIDATED PERFORMANCE HIGHLIGHTS FOR H1FY27
The consolidated results of SFL include the results of its standalone subsidiaries Sundaram Home Finance, Sundaram Asset Management and joint venture company Royal Sundaram General Insurance.
· The assets under management (AUM) in our lending and general insurance businesses stood at Rs. 97,709 crores as on 30th September 2026 as against Rs. 83,586 crores as on 30th September 2025, a growth of 17%. The assets under management of our asset management business stood at Rs. 90,994 crores as on 30th September 2026 as against Rs. 82,608 crores as on 30th September 2025.
· Profit after tax for H1FY27 grew by 20% to Rs. 1,153 crores as compared to Rs. 963 crores in H1FY26.
GROUP COMPANY PERFORMANCE HIGHLIGHTS
Our group companies continued to perform well.
· The asset management business closed the half year ended 30th September 2026 with assets under management of Rs. 90,994 crores (around 80% in equity) and consolidated profits from the asset management businesses were at Rs. 104 crores as against Rs. 91 crores in H1FY26.
· Royal Sundaram reported a Gross Written Premium (GWP) of Rs. 2,750 crores as compared to Rs. 2,352 crores in the previous year, representing a growth of 17%. The company reported a profit after tax of Rs. 54 crores for H1FY27 as against a profit of Rs. 121 crores in H1FY26. During H1FY27, an additional provision of Rs. 66 crores was made for Motor TP claims pursuant to the Supreme Court judgment dated June 11, 2026 (Shishupal), recognising the economic value of unpaid domestic work by homemakers for computation of compensation under the Motor Vehicles Act.
· Sundaram Home Finance disbursements grew by 21% to Rs. 3,827 crores in H1FY27. The profit for H1FY27 was Rs. 175 crores, as against Rs. 137 crores in H1FY26. Gross stage 3 assets as on 30th September 2026 stood at 1.39% as against 1.24% as on 30th September 2025. Net stage 3 assets as on 30th September 2026 closed at 0.73% as against 0.62% as on 30th September 2025. The Gross and Net NPA, as per RBI’s asset classification norms, are 1.47% and 0.79% respectively as against 1.54% and 0.85% as of 30th September 2025.
5, Nov 2026
Utkal University Launches Mass Health Screening After Jaundice Outbreak, 12 Students Test Positive
Bhubaneswar, Nov 5 (UDN): In the wake of a jaundice outbreak on its campus, Utkal University has stepped up preventive healthcare measures by conducting a mass health screening of nearly 400 female students residing in Hostel No. 6 and Hostel No. 7.
Representational Image
The screening drive was conducted on Wednesday by a team of three healthcare professionals, who examined students for symptoms associated with jaundice and checked their blood pressure. According to university officials, 12 students have tested positive for the disease so far.
As part of the next phase of the exercise, authorities will prepare a list of students showing symptoms and collect their blood samples for further medical investigations.
The university has also initiated measures to address potential contamination of drinking water, which is suspected to be a possible source of the outbreak. The borewell water supply has been discontinued as a precautionary measure, Vice-Chancellor Chandi Prasad Nanda said.
Additionally, water tanks across all 12 university hostels have been cleaned and chlorinated to ensure a safe drinking water supply for students. The administration has also made arrangements to provide safe drinking water to the two affected girls’ hostels.
In a positive development, no fresh jaundice cases have been reported on campus since Tuesday. The two students who had earlier been hospitalised have also been discharged and are recovering. Other students who tested positive are currently staying in their respective hostels and undergoing medication.
The university administration said the screening initiative is aimed at identifying suspected cases at an early stage, preventing further transmission and ensuring the health and safety of students.
With the situation being closely monitored, the authorities are continuing their efforts to contain the outbreak and restore confidence among students and hostel residents.
5, Nov 2026
NCCN and Viet Nam National Cancer Hospital Expand Collaboration to Advance Cancer Care Resources in Vietnam
NCCN and Viet Nam National Cancer Hospital sign agreement to enhance ongoing guideline adaptation efforts with the inclusion of additional hematologic and solid tumor information.
HANOI, Vietnam, Nov. 5, 2026 /PRNewswire/ — The National Comprehensive Cancer Network® (NCCN®) today announced the signing of a new agreement with the Viet Nam National Cancer Hospital (K Hospital) and The Vietnam Cancer Association (VCA), expanding a longstanding collaboration to improve cancer care through the adaptation and use of evidence-based clinical practice guidelines.
Under the new agreement, NCCN and K Hospital will work together to add three additional NCCN Clinical Practice Guidelines in Oncology (NCCN Guidelines®) Adaptations for Vietnam:
- B-Cell Lymphomas
- Hodgkin Lymphoma
- Thyroid Carcinoma
This marks an important expansion into hematologic malignancies and adds thyroid carcinoma, building on previous work on the following solid tumors:
- Breast
- Colon
- Gastric
- Hepatocellular
- Non-Small Cell Lung
- Ovarian
- Prostate
- Rectal
“The ongoing collaboration with Viet Nam National Cancer Hospital helps ensure that people with cancer in Vietnam receive timely, consistent, and high-quality care,” said Crystal S. Denlinger, MD, CEO, NCCN. “This project combines global expertise with local insights for evidence-based, expert consensus-driven recommendations tailored to the needs and realities of the country. We’re honored to be able to broaden the scope to now include the lymphomas, which are among the most common blood cancers, as well as thyroid cancer.”
The NCCN Guidelines® Adaptations for Vietnam provide recommendations based on proven best practices. They are adapted from the NCCN Clinical Practice Guidelines in Oncology (NCCN Guidelines®) to reflect differences in available resources, population needs, clinical practice patterns, and regulatory environments in Vietnam versus those in the United States, for whom the NCCN Guidelines are primarily written. The guidance is color coded to indicate which options are generally available, which are more aspirational based on cost or technical challenges, and effective substitutions in situations where the preferred standard of care is not feasible.
“These guidelines, developed in close collaboration with NCCN experts, have been thoroughly reviewed and discussed by leading Vietnamese oncology experts representing the Northern, Central, and Southern regions of the country,” said Prof. Le Van Quang, MD, PhD, Director, Viet Nam National Cancer Hospital (K Hospital). “The adapted guidelines take into account the resources and practice conditions in Vietnam and complement the national guidelines of the Ministry of Health. This serves as a vital resource for oncologists nationwide, supporting clinicians in making informed decisions from diagnosis to treatment for their cancer patients.”
The agreement signing took place in connection with the international conference Best of ASCO 2026 (Cancer in the Era of Global Integration), hosted by Viet Nam National Cancer Hospital in Hanoi on November 5–6, 2026, where more than 400 attendees and over 70 international experts witnessed the signing ceremony. NCCN representatives also participated in educational sessions. Dr. Denlinger was joined by NCCN Guidelines Panel Members Jaffer A. Ajani, MD, The University of Texas MD Anderson Cancer Center, Stacey A. Cohen, MD, Fred Hutchinson Cancer Center, Meena S. Moran, MD, Yale Cancer Center/Smilow Cancer Hospital, and Sandy Srinivas, MD, Stanford Cancer Institute.
NCCN offers more than 90 international adaptations and over 180 translations of the NCCN Guidelines and related clinical resources, available for free at NCCN.org/global or via the Virtual Library of NCCN Guidelines® App.
About the National Comprehensive Cancer Network
The National Comprehensive Cancer Network® (NCCN®) is a not-for-profit alliance of leading cancer centers devoted to patient care, research, and education. NCCN is dedicated to defining and advancing quality, effective, equitable, and accessible cancer care and prevention so all people can live better lives. The NCCN Clinical Practice Guidelines in Oncology (NCCN Guidelines®) provide transparent, evidence-based, expert consensus-driven recommendations for cancer treatment, prevention, and supportive services; they are the recognized standard for clinical direction and policy in cancer management and the most thorough and frequently-updated clinical practice guidelines available in any area of medicine. The NCCN Guidelines for Patients® provide expert cancer treatment information to inform and empower patients and caregivers, through support from the National Comprehensive Cancer Network Foundation (NCCNF). NCCN also advances continuing education, global initiatives, policy, and research collaboration and publication in oncology. Visit NCCN.org for more information.
About Vietnam National Cancer Hospital (K Hospital)
Vietnam National Cancer Hospital (K Hospital) is Vietnam’s leading cancer hospital and the highest-level referral center for cancer care under the Ministry of Health. Its history dates back to 1923, when the Indochina Radium Institute was founded in Hanoi on the site of today’s Quan Su campus; it was established as K Hospital in 1969. The hospital operates three campuses in Hanoi with 2,400 beds. In 2025, it recorded more than 436,000 outpatient visits and performed over 34,000 surgeries. K Hospital provides comprehensive cancer care, from prevention and screening to diagnosis, treatment, and palliative care, and leads national cancer training, research, and technical support for provincial hospitals. It works with international partners to bring evidence-based cancer care to patients across Vietnam. Visit benhvienk.vn for more information.
The Vietnam Cancer Association (VCA) brings together physicians, researchers, and healthcare professionals dedicated to cancer prevention and control nationwide. Since its founding, the Association has played a pivotal role in advancing scientific research, establishing standardized clinical guidelines, and enhancing professional capacity across healthcare levels from central to local facilities. Beyond clinical and academic activities, the Association actively conducts public health education campaigns to raise awareness about cancer prevention, screening, and early detection. Furthermore, the VCA serves as a vital bridge for international collaboration, working closely with major global medical organizations to integrate modern oncological advancements into domestic clinical practice. Guided by a profound humanitarian mission, the Association continuously strives to improve patients’ quality of life and actively contributes to the national cancer control strategy.
Media Contact:
Rachel Darwin
267-622-6624
darwin@nccn.org
5, Nov 2026
Choose Physiotherapy for Sports Injury Rehabilitation: The Road from Injury to Performance
In sports, every movement matters. A sudden twist, an awkward landing or an intense training session can turn an athlete’s ambitions into a painful setback. While rest and medical treatment are essential, physiotherapy plays a critical role in helping athletes recover from injuries, rebuild strength and return to the sport they love. As sports participation expands across India, physiotherapy is becoming an integral part of modern sports injury rehabilitation.
When an Injury Changes the Game
For an athlete, an injury is more than a physical setback. It can interrupt training schedules, affect confidence, delay competitions and create uncertainty about future performance.
A footballer suffering a hamstring strain, a runner experiencing knee pain or a badminton player dealing with a shoulder injury may all face the same question: How can recovery happen safely and effectively?
The answer often involves a structured rehabilitation programme.
Sports physiotherapy focuses on the assessment, treatment and rehabilitation of injuries affecting muscles, joints, ligaments, tendons and other structures involved in physical activity.
Unlike approaches that focus only on relieving pain, physiotherapy aims to restore functional movement, rebuild physical capacity and prepare the individual for the demands of their sport.
The objective is not simply to return an athlete to activity. It is to help them return safely, with the strength, mobility, coordination and confidence required to perform.
Understanding Sports Injuries
Sports injuries can occur during professional competition, recreational exercise, gym workouts or everyday physical activity.
They may result from sudden trauma, repetitive movement, inadequate recovery or excessive training loads.
Common sports injuries include:
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Ankle sprains.
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Hamstring and quadriceps strains.
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Knee ligament injuries.
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Shoulder injuries.
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Achilles tendon problems.
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Tennis elbow and other overuse conditions.
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Lower back pain.
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Patellofemoral pain and other running-related injuries.
Some injuries occur suddenly, while others develop gradually as repeated stress exceeds the body’s capacity to recover.
Understanding the cause of an injury is essential because rehabilitation must address both the immediate symptoms and the physical factors that may have contributed to the problem.
A treatment programme designed for an ankle sprain, for example, will differ considerably from rehabilitation following an anterior cruciate ligament (ACL) reconstruction.
Why Physiotherapy Matters in Sports Rehabilitation
Physiotherapy provides a structured approach to recovery.
A qualified physiotherapist evaluates the injury, identifies movement limitations and develops a rehabilitation programme based on the individual’s condition, activity level and recovery goals.
The process generally involves several stages.
1. Injury assessment and movement evaluation
The rehabilitation process begins with a detailed assessment.
The physiotherapist may evaluate pain, swelling, joint mobility, muscle strength, balance, movement patterns and functional limitations.
The assessment helps determine which activities are appropriate and which movements may require modification.
For injuries involving suspected fractures, significant ligament damage or other serious conditions, medical evaluation and appropriate imaging may be necessary.
2. Pain management and restoration of mobility
During the early stages of rehabilitation, the focus may be on managing symptoms and restoring comfortable movement.
Depending on the injury, treatment may include:
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Gentle mobility exercises.
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Progressive movement.
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Activity modification.
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Therapeutic exercise.
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Appropriate manual therapy.
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Guidance on swelling management.
The objective is to restore movement without unnecessarily aggravating the injured tissue.
Rest may be required in certain circumstances, but prolonged inactivity can also lead to reduced muscle strength and physical conditioning.
A physiotherapist helps determine the appropriate balance between protection and movement.
3. Strength and muscle conditioning
Muscle weakness is a common consequence of sports injuries.
Following an injury, muscles may lose strength because of reduced activity, pain or changes in movement patterns.
Strengthening exercises help rebuild the physical capacity required for sports participation.
A rehabilitation programme may include resistance training, controlled bodyweight exercises, isometric contractions and progressive loading.
The exercises are selected according to the injury, recovery stage and individual tolerance.
For example, a runner recovering from a lower-limb injury may need progressive strengthening of the quadriceps, hamstrings, calf muscles and hip musculature.
The goal is to restore the strength needed for safe movement and sport-specific performance.
4. Balance, coordination and movement control
Sports require more than muscular strength.
Athletes must also maintain balance, coordinate movement and respond quickly to changing conditions.
An ankle injury may affect balance and proprioception, which is the body’s ability to sense joint position and movement.
Rehabilitation may therefore include balance exercises, controlled single-leg movements and coordination training.
These activities can help improve movement control and prepare the athlete for more demanding tasks.
5. Sport-specific rehabilitation
As recovery progresses, exercises become increasingly similar to the movements required in the athlete’s sport.
A football player may gradually reintroduce running, acceleration, deceleration and directional changes.
A badminton player may work on controlled lunging, lateral movement and overhead activities.
A basketball player may progress towards jumping, landing and cutting movements.
The intensity and complexity of these activities should increase gradually according to the athlete’s response and rehabilitation milestones.
This stage is particularly important because everyday movement does not necessarily reflect the demands of competitive sport.
The Importance of Returning to Sport Safely
One of the most important decisions in sports rehabilitation is determining when an athlete can return to training or competition.
Returning too early may expose the athlete to further injury or prevent adequate recovery.
A successful return-to-sport decision should consider more than the absence of pain.
Depending on the injury, rehabilitation professionals may assess:
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Strength and muscular endurance.
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Joint mobility.
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Balance and coordination.
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Functional movement quality.
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Sport-specific performance.
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Confidence in the injured area.
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The ability to tolerate training demands.
For some injuries, objective testing and medical clearance are particularly important.
An athlete recovering from ACL reconstruction, for example, may require a structured progression involving strength testing, functional assessment and sport-specific rehabilitation.
Return-to-sport decisions should be individualised rather than based on a fixed number of weeks.
The goal is to ensure that the athlete has regained sufficient physical capacity to meet the demands of their sport.
Physiotherapy for Different Sports
Every sport places different demands on the body. Rehabilitation programmes must therefore reflect the specific movement patterns and physical requirements involved.
| Sport | Common injury concerns | Rehabilitation priorities |
|---|---|---|
| Football | Hamstring strains, ankle sprains, knee injuries | Running, acceleration, cutting and strength |
| Cricket | Shoulder injuries, back pain, muscle strains | Throwing mechanics, mobility and conditioning |
| Badminton | Ankle sprains, knee pain, shoulder injuries | Lunging, agility, balance and overhead movement |
| Running | Tendinopathy, knee pain, calf strains | Progressive loading, strength and running tolerance |
| Basketball | Ankle sprains, knee injuries | Jumping, landing, balance and directional changes |
| Tennis | Shoulder problems, tennis elbow | Strength, movement control and sport-specific loading |
A sport-specific rehabilitation programme can help athletes prepare for the physical demands of their activity while addressing limitations identified during assessment.
Injury Prevention: Building a Stronger Athlete
Physiotherapy is not limited to treating injuries after they occur.
It can also help athletes identify physical limitations and develop strategies to reduce injury risk.
Preventive programmes may include:
Strength training: Developing adequate muscle strength to support the demands of sport.
Mobility work: Maintaining appropriate joint movement and functional range of motion.
Neuromuscular training: Improving balance, coordination and movement control.
Load management: Monitoring training intensity, volume and recovery.
Movement assessment: Identifying technique or movement limitations that may require attention.
Warm-up routines: Preparing the body for physical activity through progressive movement and activation.
Injury prevention is particularly important for athletes involved in repetitive, high-intensity or contact sports.
However, no programme can eliminate every injury risk. The objective is to improve physical preparedness and reduce avoidable risk factors.
The Role of Physiotherapy in India’s Growing Sports Ecosystem
India’s sports ecosystem is expanding beyond traditional professional competition.
The growth of fitness culture, recreational running, gym participation, school sports, competitive academies and organised leagues is increasing the importance of sports health services.
Athletes at different levels require access to appropriate rehabilitation.
Professional athletes may benefit from integrated sports medicine teams involving physiotherapists, sports physicians, strength and conditioning coaches and nutrition professionals.
Recreational athletes also require structured rehabilitation when injuries interfere with physical activity.
This creates opportunities for physiotherapy clinics, sports rehabilitation centres and multidisciplinary healthcare facilities.
Modern sports rehabilitation services can offer specialised programmes for:
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Athletic injury assessment.
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Post-operative rehabilitation.
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Strength and conditioning.
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Return-to-sport testing.
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Injury prevention programmes.
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Performance-focused rehabilitation.
For healthcare providers, the opportunity lies in combining clinical expertise with evidence-based treatment and individualised care.
The growth of sports participation also highlights the importance of public awareness. Athletes should understand that persistent pain, significant swelling or functional limitations require appropriate professional assessment rather than repeated self-treatment.
Choosing the Right Sports Physiotherapist
Selecting an appropriate physiotherapist is an important part of the rehabilitation process.
Athletes should look for a qualified professional who understands the specific requirements of their injury and sport.
Important considerations include:
Professional qualifications: Ensure that the physiotherapist has recognised qualifications and appropriate professional registration where applicable.
Sports rehabilitation experience: Experience with similar injuries or sports can be valuable.
Individualised treatment: Rehabilitation should be based on the athlete’s assessment and recovery goals.
Evidence-based practice: Treatment should reflect current clinical knowledge and appropriate rehabilitation principles.
Progress monitoring: The programme should include regular reassessment and adjustments.
Communication: The physiotherapist should explain the treatment plan, expected milestones and relevant precautions.
For complex injuries, coordination with a sports medicine physician or orthopaedic specialist may be necessary.
Athletes should avoid relying solely on testimonials or promises of rapid recovery. Rehabilitation timelines depend on the injury, its severity and the individual’s response to treatment.
Technology Is Transforming Sports Rehabilitation
Technology is becoming increasingly relevant in sports physiotherapy.
Modern rehabilitation centres may use digital assessment tools, motion analysis, strength-testing equipment and wearable technology to monitor physical performance.
These tools can help physiotherapists evaluate movement patterns, track progress and identify areas that require further attention.
Tele-rehabilitation can also support follow-up consultations and exercise guidance in appropriate cases.
However, technology should complement rather than replace clinical assessment and professional judgement.
The effectiveness of rehabilitation ultimately depends on the quality of the treatment plan, the appropriateness of exercise progression and the athlete’s participation in the recovery process.
Conclusion: Recovery Is a Process, Not a Shortcut
Sports injuries can disrupt an athlete’s routine, confidence and performance. But with appropriate assessment and structured rehabilitation, many athletes can work towards regaining their physical capacity and returning to their chosen activity.
Physiotherapy plays a central role in this process by addressing pain, mobility, strength, balance, movement control and sport-specific demands.
Its value extends beyond the immediate injury.
A well-designed rehabilitation programme can help athletes understand their bodies, improve physical conditioning and develop strategies for managing future training demands.
For athletes, coaches and sports organisations, the message is clear: recovery should be guided by professional assessment, individualised rehabilitation and measurable progress.
Choosing physiotherapy for sports injury rehabilitation is an investment in recovery, physical confidence and the long-term ability to stay active.
Because the real goal is not simply to return to the game. It is to return prepared, perform confidently and continue moving forward.
5, Nov 2026
Beyond Gold and Diamonds: How Fine Jewellery Retail Is Redefining the Business of Luxury
From family-owned showrooms to digitally driven luxury brands, the fine jewellery retail industry is entering a new era. Changing consumer aspirations, rising metal prices, personalised experiences and the emergence of new diamond categories are reshaping the economics of jewellery retail. For businesses, the challenge is no longer simply selling precious products. It is creating value, building trust and turning individual purchases into lasting customer relationships.
The New Meaning of Jewellery
A piece of fine jewellery has always carried a value beyond its price tag. It can represent a personal achievement, a family tradition, a celebration or an investment in something enduring. Yet the business behind these products is undergoing a transformation that is changing how jewellery is manufactured, marketed and sold.
For decades, jewellery retail operated around a familiar business model. Customers visited trusted family jewellers, selected products based on occasion and design, and often relied on established relationships to make purchasing decisions.
Today, that model is evolving.
A younger consumer may discover a diamond necklace through social media, compare designs across multiple brands, examine certification details online and eventually visit a showroom to complete the purchase. Another may choose a lightweight gold bracelet to celebrate a professional milestone rather than wait for a wedding or festival.
These changing habits are creating a new retail landscape in which craftsmanship, brand identity, technology and customer experience are becoming as important as the precious materials themselves.
The fine jewellery business is no longer just about what customers buy. It is increasingly about why they buy, how they discover a brand and what makes them return.
India’s Jewellery Opportunity: Tradition Meets a New Consumer Economy
India occupies a distinctive position in the global jewellery industry. Gold and precious jewellery are deeply connected to the country’s cultural identity, wedding economy, gifting traditions and household wealth.
However, the country’s jewellery market is increasingly being shaped by a new generation of consumers who are redefining luxury.
According to the India Brand Equity Foundation, India’s broader gems and jewellery market was valued at approximately ₹7.31 lakh crore (US$85 billion) in January 2026 and is projected to reach approximately ₹11.18 lakh crore (US$130 billion) by 2030.
This broader industry includes manufacturing, exports and domestic consumption, rather than fine jewellery retail alone.
The growth opportunity is supported by rising purchasing power, increasing brand awareness, expanding organised retail and the growing influence of digital commerce.
For jewellery retailers, this represents a substantial opportunity to expand beyond conventional customer segments.
The traditional bridal customer remains commercially important. However, professionals, younger consumers, premium gift buyers and customers seeking everyday luxury are becoming increasingly relevant.
This expansion of the customer base is changing product development, store design, pricing strategies and marketing priorities.
The industry’s next phase of growth will depend on how effectively retailers can serve these emerging customer groups without losing the trust and craftsmanship that define fine jewellery.
The Shift from Occasion-Based Buying to Everyday Luxury
One of the most important changes in fine jewellery retail is the growing relevance of everyday jewellery.
Historically, many jewellery purchases were associated with weddings, festivals, anniversaries and family celebrations. These occasions continue to generate substantial demand.
But contemporary consumers are increasingly viewing jewellery as an extension of personal style.
Minimalist earrings, delicate necklaces, lightweight bracelets and understated diamond rings are gaining relevance because they can be worn across professional, social and personal settings.
This shift is commercially significant.
Occasion-based purchases may involve high transaction values but occur relatively infrequently. Everyday jewellery can create more opportunities for repeat purchases and ongoing customer engagement.
For retailers, this means developing collections that offer versatility, comfort and contemporary design.
The opportunity is particularly relevant for brands targeting younger professionals and consumers entering the premium jewellery market for the first time.
A well-designed entry-level collection can establish a customer relationship that gradually expands into higher-value purchases.
In this context, the first purchase is not merely a transaction. It is the beginning of a potential long-term customer relationship.
Premiumisation: Selling Value Rather Than Weight
The jewellery industry has traditionally relied heavily on the value of precious metals and gemstones. However, modern retail increasingly depends on the value customers associate with a brand.
This is where premiumisation becomes important.
Consumers are willing to consider premium products when they perceive a meaningful difference in design, craftsmanship, service or exclusivity.
For jewellery retailers, premiumisation is not simply about increasing prices. It involves creating a compelling reason for customers to choose one product over another.
A distinctive design, a carefully curated collection, a personalised consultation or a strong brand story can influence purchasing decisions.
The commercial implications are substantial.
Retailers that compete primarily on metal weight and price may face intense competition and limited differentiation. Businesses that develop a distinctive identity can create stronger customer loyalty and reduce dependence on price-led selling.
This does not mean that every consumer is moving towards expensive jewellery.
Instead, the market is becoming more segmented. Accessible luxury, mid-market premium jewellery and high-end bespoke products can coexist, provided each category has a clearly defined customer proposition.
The winning strategy is to deliver the right combination of quality, design and perceived value at the appropriate price point.
Gold Prices Are Changing the Retail Equation
Rising gold prices are creating a complex environment for jewellery retailers.
Higher prices can increase the monetary value of jewellery sales while simultaneously reducing the quantity of jewellery customers can afford.
This distinction is critical for business planning.
A retailer may report higher revenue because the value of gold has increased, even when the number of pieces sold or the total weight of jewellery sold has declined.
The World Gold Council reported that global gold jewellery consumption declined 17% year-on-year in the third quarter of 2026, while India’s gold jewellery demand declined 20% to 99.9 tonnes.
These figures illustrate how elevated gold prices can influence consumer purchasing behaviour.
Retailers are responding through lightweight designs, smaller product formats, lower-ticket collections and exchange programmes.
Lightweight jewellery is particularly important because it allows customers to access precious metal products at a lower total purchase price.
However, affordability alone is not enough.
Retailers must ensure that lower-ticket products remain commercially viable by managing manufacturing costs, inventory turnover, pricing and store expenses.
The challenge is to make jewellery accessible without undermining the brand’s positioning or profitability.
Lab-Grown Diamonds: A New Business Proposition
The emergence of lab-grown diamonds is introducing a new competitive dimension to fine jewellery retail.
Produced through technological processes, lab-grown diamonds possess the same fundamental chemical composition and crystal structure as natural diamonds. Their commercial positioning, however, differs significantly.
Lab-grown diamonds generally offer lower purchase prices for comparable characteristics, creating opportunities for consumers seeking larger stones or contemporary diamond designs within a defined budget.
For retailers, this creates a new product proposition.
An engagement ring that may previously have been outside a customer’s budget can become accessible through a lab-grown diamond alternative.
Similarly, larger-stone jewellery and fashion-oriented diamond collections can attract consumers who prioritise appearance and affordability.
But this opportunity requires careful brand management.
Natural and lab-grown diamonds have different supply dynamics, pricing structures and resale expectations. Retailers must clearly disclose the origin of their diamonds and communicate the distinctions accurately.
The strongest business models will treat these categories as distinct offerings with clearly defined customer expectations.
Rather than viewing lab-grown diamonds solely as a threat, retailers can use the category to expand their addressable market.
The broader lesson is that innovation in product categories can create new customers, but only when supported by transparency and a clear commercial strategy.
The Showroom Is Becoming an Experience Centre
Fine jewellery remains one of the most experience-sensitive retail categories.
Customers often want to see how a product looks, understand its craftsmanship, assess its quality and receive professional guidance before making a purchase.
This makes physical retail particularly important.
However, the traditional jewellery showroom is evolving.
Modern stores are increasingly designed to provide consultation, product discovery and personalised service rather than simply display inventory.
A premium showroom can create an environment where customers explore collections, compare designs and receive guidance tailored to their preferences.
The quality of the interaction can influence the customer’s perception of the brand as strongly as the product itself.
Retailers are therefore investing in trained sales teams, customer relationship management systems, premium interiors and after-sales services.
This shift also changes the role of retail employees.
A successful jewellery consultant must understand product specifications, pricing, craftsmanship and customer preferences. The ability to build confidence and explain product value becomes a critical commercial skill.
In a category where purchasing decisions are emotionally significant and financially substantial, the showroom experience can become a major competitive advantage.
Digital Discovery Is Reshaping the Customer Journey
The digital transformation of jewellery retail is not limited to online transactions.
Increasingly, digital platforms influence the customer journey before a consumer enters a store.
Social media, search engines, online catalogues and digital advertisements help customers discover products, compare designs and understand brands.
A jewellery purchase may begin with a video, continue through a website and conclude with a physical showroom visit.
This creates an opportunity for retailers to integrate online and offline channels.
Digital platforms can provide product information, certification details, design inspiration and appointment booking. Physical stores can then offer the tactile experience and personal consultation that customers value.
Artificial intelligence and data analytics can further improve this process.
Retailers can use customer data to identify popular designs, anticipate demand, personalise recommendations and improve inventory planning.
Augmented reality may also help customers visualise jewellery before purchasing.
The objective is not to replace physical retail with technology. It is to make the entire customer journey more convenient, informative and consistent.
For retailers, an effective omnichannel strategy can improve customer engagement while creating more opportunities to convert digital interest into showroom sales.
The Hidden Economics of Jewellery Retail
Behind the glamour of fine jewellery lies a business that requires substantial capital discipline.
Inventory is one of the largest operational considerations.
Retailers must maintain sufficient product variety to attract customers while avoiding excessive stock that ties up working capital.
The challenge becomes more complex when gold prices fluctuate.
Inventory valuation, procurement costs, product movement and customer demand can all influence business performance.
Retailers therefore need to evaluate more than sales revenue.
Inventory turnover, gross margin by product category, average transaction value, sales conversion, customer acquisition cost and repeat-purchase rate are important indicators of business health.
A large showroom with substantial inventory may generate impressive sales but still experience financial pressure if its stock moves slowly or operating expenses remain high.
Conversely, a retailer with a carefully selected assortment, efficient stock management and strong customer relationships may achieve better capital productivity.
This makes inventory planning a strategic function rather than a routine operational activity.
Successful retailers will increasingly combine merchandising expertise with financial discipline and data-driven decision-making.
Organised Retail Is Changing the Competitive Landscape
India’s jewellery retail market has traditionally been dominated by independent jewellers and family-owned businesses.
These retailers often possess strong local relationships, regional design expertise and generations of customer trust.
Organised jewellery brands are now expanding through standardised retail formats, larger showrooms, branded collections and technology-enabled operations.
The expansion of organised retail is creating a more competitive environment.
National brands can benefit from brand recognition, centralised inventory management, marketing capabilities and consistent customer service.
Independent jewellers, however, retain important advantages.
Their flexibility, local knowledge, personalised service and regional craftsmanship can help them compete effectively.
The future of the industry is unlikely to belong exclusively to large retail chains.
Instead, the market may increasingly reward businesses that combine the strengths of traditional jewellery retail with modern operational practices.
Independent jewellers can adopt digital tools, improve inventory management and develop contemporary collections without losing their identity.
Similarly, organised brands can strengthen their position by offering more personalised experiences.
The competitive advantage lies in combining scale with trust.
Sustainability and Transparency: The Next Foundation of Brand Value
As consumers become more aware of supply chains, sustainability and responsible sourcing are gaining importance in luxury retail.
Fine jewellery businesses operate within complex supply networks involving precious metals, gemstones, manufacturers and distributors.
Consumers may increasingly seek information about the origin of materials, product certification and manufacturing practices.
For retailers, transparency can strengthen brand credibility.
Responsible sourcing, traceability, recycled precious metals and credible sustainability disclosures can support a more responsible business model.
However, sustainability claims must be accurate and supported by evidence.
In jewellery retail, where trust directly influences purchasing decisions, misleading claims can damage a brand’s reputation.
Businesses that establish clear sourcing policies and communicate them effectively can create stronger relationships with increasingly informed consumers.
The Road Ahead: Building the Next Generation of Jewellery Brands
The future of fine jewellery retail will be shaped by a combination of traditional craftsmanship and modern business capabilities.
Retailers will need to develop products that reflect changing consumer preferences, create differentiated brand experiences and maintain disciplined financial operations.
The next generation of jewellery businesses may be defined by several characteristics:
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Contemporary collections that combine luxury with everyday usability.
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Distinctive brand identities built around design and craftsmanship.
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Integrated digital and physical retail experiences.
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Personalised customer engagement supported by data.
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Efficient inventory and working capital management.
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Transparent product information and responsible sourcing.
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Strong after-sales service and customer retention strategies.
These developments point towards a broader transformation.
Fine jewellery retail is gradually moving from a product-led business towards an experience-led and relationship-driven model.
The materials will remain precious. The craftsmanship will remain essential. But the way businesses create and communicate value will continue to evolve.
Conclusion: The Most Valuable Asset Is Customer Trust
Fine jewellery retail stands at the intersection of tradition, luxury and modern commerce.
India’s strong jewellery culture provides a powerful foundation for growth, while changing consumer aspirations are creating new opportunities across product categories and retail formats.
Yet the industry’s future will not be determined by gold prices, diamond sizes or showroom expansion alone.
It will depend on how effectively businesses understand their customers, manage capital, communicate value and create experiences that encourage repeat purchases.
The most successful jewellery retailers will be those that recognise a fundamental truth: precious materials may attract customers, but trust is what builds a business.
In an increasingly competitive market, the retailers that combine craftsmanship with customer understanding and commercial discipline will be best positioned to turn the changing meaning of luxury into sustainable growth.
For the fine jewellery industry, the next great opportunity is not simply to sell more jewellery. It is to build brands that customers choose, trust and return to.
5, Nov 2026
Kotia Dispute Intensifies: Naveen Patnaik Urges CM Majhi to Initiate High-Level Talks with Centre and Andhra Pradesh
Bhubaneswar, Nov 5 (UDN): Amid escalating tensions over the long-standing Kotia territorial dispute, Leader of Opposition and Biju Janata Dal (BJD) president Naveen Patnaik has urged Odisha Chief Minister Mohan Charan Majhi to initiate high-level discussions with the Union Government and Andhra Pradesh to safeguard the state’s territorial interests.
Representational Image
In a fresh letter to the Chief Minister on Wednesday, Naveen expressed serious concern over reports of growing confrontation between officials of Odisha and Andhra Pradesh in the disputed Kotia region, particularly in view of Andhra Pradesh’s move to conduct local body elections there.
He stressed that immediate intervention at the highest political and administrative levels was necessary to prevent further escalation and protect Odisha’s territorial integrity.
Naveen Reminds BJP of Its 2024 Election Promise
Referring to the BJP’s 2024 Assembly election manifesto, the BJD president recalled the party’s commitment to resolving the Kotia dispute and protecting Odisha’s territorial boundaries.
Naveen pointed out that both Odisha and Andhra Pradesh are governed by parties belonging to the BJP-led National Democratic Alliance (NDA), and urged the state government to use this political understanding to find an effective solution.
In his letter, he said the Chief Minister had a moral responsibility to ensure that Odisha’s legitimate interests were protected and that the situation on the ground did not deteriorate further.
He also called upon the BJP leadership to honour its commitment to the people of Odisha and translate its electoral promise on the Kotia issue into concrete action.
Second Letter After Earlier Exchange with CM
The latest communication follows an earlier letter sent by Naveen to Chief Minister Majhi on October 19, 2026. The Chief Minister responded on October 27, reiterating the state government’s commitment to protecting Odisha’s territorial integrity.
In his reply, Majhi maintained that the Kotia group of villages had been an integral part of Odisha since the formation of the separate state in 1936.
He also asserted that the government was committed to defending Odisha’s territorial claims through appropriate legal and constitutional channels.
However, the Chief Minister criticised Naveen’s earlier communication, observing that it appeared to approach the sensitive issue from a political perspective rather than offering constructive and legally sustainable solutions.
Government Constitutes Committee for Kotia Development
Highlighting the state government’s administrative initiatives, Majhi informed Naveen that a committee headed by the Revenue and Disaster Management Minister had been constituted to monitor development activities in the Kotia Gram Panchayat areas.
The committee includes senior government officials and is responsible for overseeing developmental initiatives in the region. Ministers and senior officials have also been visiting Kotia to review local requirements and assess the progress of various projects.
Majhi further emphasised that the government was pursuing an integrated development strategy for Kotia and neighbouring areas to strengthen infrastructure and improve the socio-economic conditions of residents.
CM Appeals for Restraint and Constructive Suggestions
In his earlier reply, the Chief Minister had urged all stakeholders to exercise restraint and respect the judicial process, considering the sensitivity and long-standing nature of the interstate dispute.
He reiterated that his government would continue to defend Odisha’s territorial interests before all appropriate legal and constitutional forums while ensuring the development and welfare of the people living in Kotia.
Majhi had also invited Naveen Patnaik to offer constructive suggestions that could help resolve the issue.
Kotia Dispute Returns to Centre Stage
The exchange of letters between the Chief Minister and the Leader of Opposition comes at a time when tensions have resurfaced over Andhra Pradesh’s proposed Mandal Parishad Territorial Constituencies (MPTC) and Zilla Parishad Territorial Constituencies (ZPTC) elections in the disputed region.
The developments have once again brought the decades-old territorial dispute into sharp political focus, with both states maintaining their respective claims over the area.
As political pressure mounts, the latest intervention by Naveen Patnaik has added a new dimension to the debate, placing the spotlight on the need for coordinated political dialogue, legal resolution and sustained efforts to protect Odisha’s territorial interests.
5, Nov 2026
AAEON Releases PICO-PTH4, the World’s Smallest Intel Core Ultra Series 3-Powered Board
The PICO-PTH4 offers up to up to 180 TOPS of AI performance, an industrial-grade I/O, and both Windows® 11 and Ubuntu support.
Taipei, Taiwan, Nov 05: Leading embedded computing platform provider AAEON (Stock Code: 6579) has announced the release of the PICO-PTH4, the world’s first Pico-ITX single-board computer equipped with the new Intel® Core™ Ultra Series 3 Processor platform (formerly Panther Lake).
The board comes with a selection of 25W CPUs, with the standout being the 16-core, 16-thread Intel® Core™ Ultra X7 Processor 358H, which offers a total of 180 platform TOPS through its combination of an integrated Intel® Arc™ B390 GPU, CPU, and NPU. Alongside this, the board comes with up to 32GB of LPDDR5X system memory (up to 7,467 MT/s) and an M.2 2280 M-Key offering PCIe Gen 5 for NVMe storage.
Despite its ultra-compact 100mm x 72mm Pico-ITX form factor, the PICO-PTH4 retains the key features required by space-constrained robotics and intelligent automation applications while delivering the AI performance needed to run edge AI workloads without an external GPU. The board offers dual 2.5GbE ports, one of which provides Preboot Execution Environment (PXE) support, for high-speed networking. Meanwhile, the board’s two USB 3.2 Gen 2 ports grant camera and sensor connectivity.
For intelligent industrial automation applications, the PICO-PTH4 has a robust internal I/O, including a 20-pin COM header with two BIOS-configurable RS-232/422/485 interfaces, a 4-bit GPIO, and a 5-pin header offering a choice of SMBus, I2C, and timed GPIO functions.
For expansion, the PICO-PTH4 forgoes the SATA slot typically found on AAEON’s Pico-ITX boards, instead providing an M.2 2280 M-Key (PCIe Gen 5 x4) as well as an FPC connector with a PCIe Gen 3 x4 interface. Further expansion for Wi-Fi and Bluetooth is available through an M.2 2230 E-Key slot (PCIe Gen 4).
AAEON has indicated that the PICO-PTH4 is designed to meet the demands of modern industrial environments, particularly space-constrained robotics and intelligent automation applications. Illustrating this is the board’s robust design, which features a -20°C to 70°C operating temperature range and the option of either a 2-pin phoenix or lockable DC jack power connector.
The PICO-PTH4 is now in mass production and available for order via both the AAEON eShop and through its website contact form. .
5, Nov 2026
Kedar Gouri Temple Complex Gets Protected Monument Status in Odisha
Bhubaneswar, Nov 5 (UDN): In a significant move towards preserving Odisha’s rich cultural and architectural heritage, the state government has officially declared the historic Kedar Gouri Temple complex in Old Bhubaneswar a protected monument.
Representational Image
The decision is aimed at ensuring the long-term conservation, maintenance and protection of the ancient temple complex, which holds considerable historical and religious significance.
The declaration has been made by the Department of Odia Language, Literature and Culture under Section 3 of the Odisha Ancient Monuments Preservation Act, 1956.
Located within the jurisdiction of Lingaraj Police Station in Khordha district, the temple complex has been brought under the protected monument category through an official government notification.
The notification was issued by Department Secretary Bijay Ketan Upadhyay on behalf of the Governor of Odisha.
State Archaeology Department to Oversee Conservation
Following the official declaration, the Odisha State Archaeology Department will take charge of the conservation, preservation and regular maintenance of the Kedar Gouri Temple complex.
The move is expected to strengthen efforts to protect the temple’s historic structures and architectural features from deterioration and ensure their preservation for future generations.
213 Monuments Now Under State Archaeology
With the inclusion of Kedar Gouri Temple, the Odisha State Archaeology Department is now responsible for the upkeep and conservation of 213 protected monuments across the state.
Meanwhile, the remaining 82 protected monuments are under the maintenance and supervision of the Archaeological Survey of India (ASI).
The latest decision reflects the state government’s continued efforts to safeguard Odisha’s architectural legacy and preserve its ancient religious and cultural landmarks.
The protected status is expected to provide a more structured framework for the conservation and management of the historic Kedar Gouri Temple complex, strengthening its importance as part of Bhubaneswar’s heritage landscape.
