14, Apr 2026
BIScience Launches the First AI Suite for Effortless Cross-Media Ad Intelligence
The AdClarity AI Suite combines an AI-powered chatbot that acts as a personal data science expert with proactive AI Insights, covering up to 85% of analyst work in seconds across digital, CTV, and linear TV channels.
New York, NY, April 14, 2026 – BIScience, the company behind AdClarity, the cross-media ad intelligence platform serving more than 2,000 brands including Adidas, Amazon, Booking.com, Disney, Shell, Sony, and Wix, today launches the AdClarity AI Suite. BIScience is the first ad intelligence provider to introduce these capabilities, making competitive insights effortless and accessible to every team member.
The launch represents a fundamental change in methodology, not just a new feature. Until now, ad intelligence platforms have operated as static data repositories, requiring companies to spend significant time, money, and manual effort building reports. BIScience has redesigned this workflow entirely: instead of requiring users to find answers in data, the AI Suite delivers answers and intelligence directly to them across digital display, social, online video, CTV, and linear TV channels.
The suite offers two complementary sides of a single solution. One side helps users clearly define what they need and get precise answers on demand. The other guides them forward, proactively uncovering what matters even when they are not sure where to start, since many teams do not even know which questions they should be asking.
AdClarity AI Chatbot functions as a personal data science expert. Users type questions in natural language and receive structured answers in seconds, drawn exclusively from AdClarity’s own cross-media data. A user can ask “Who’s winning in CTV in 2026 in the US?” or “How did my competitor’s channel mix shift last quarter?” and receive a clear response with key findings, detailed analysis, and supporting tables and charts. Users can drill deeper with follow-up questions and export executive-ready summaries directly from the interface.
AI Insights takes a complementary approach, proactively surfacing important findings inside Brand Reports and key widgets. Rather than waiting for a user to ask the right question, AI Insights automatically generates clear narratives explaining what changed in the competitive landscape and why, updating as users change filters and selections.
“The AdClarity AI Suite represents a fundamental shift in how teams interact with market intelligence,” said Dorit Kaplan, VP of Product and Strategy at BIScience. “By embedding an AI data science layer directly into the platform, we’ve automated the heavy lifting of complex analysis. What used to require hours of manual work is now delivered in seconds, effectively handling 85% of the analytical pipeline instantly. With AI Insights, we’re moving beyond reactive searching to a proactive model that surfaces critical trends before they even appear on a team’s radar.”
Both capabilities operate entirely within the AdClarity platform and draw on BIScience’s full ad intelligence dataset, covering $393 billion in annual ad spend across 52 markets. To learn more or request a demo, visit: https://adclarity.com
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- By Neel Achary
14, Apr 2026
Epson to Emphasise ROIC and Seek Sustained Growth by Redesigning Its Business Portfolio and Focusing Resources on Growth Domains
Epson introduces the ENGINEERED FUTURE 2035 Long-Term Corporate Vision and Mid-Term Business Plan, Phase 1
SYDNEY, Apr 14 – Epson has unveiled ENGINEERED FUTURE 2035, a Long-Term Corporate Vision that maps out the company’s strategy to 2035, along with a new Mid-Term Business Plan (2026-2028) that represents the first phase of work under the vision. In line with this plan, Epson will use ROIC as a management metric to optimise capital allocation, redesign its business portfolio, and focus resources on strategic growth domains. By transforming the earnings base and leveraging its precision technologies to expand in growth domains, the company aims to sustain corporate value growth.
Long-Term Corporate Vision ENGINEERED FUTURE 2035
Refining our technologies, engineering the future and delivering real-world value
Epson sees the next decade as one in which volatility is the norm. Environmental and geopolitical risks will rapidly change, resources and energy will be increasingly constrained, and demographic changes will result in labour shortages worldwide. In developed economies, the labour pool continues to shrink. Meanwhile, emerging economies face critical challenges to develop foundational capabilities such as skills, education and infrastructure.
Under these conditions, the sustainability of society and industry will increasingly depend on how effectively Epson can use limited resources, energy, and human potential. It is not enough to evolve technology itself. Driving advances in the technology itself will not be enough. The ability to design and optimise technology so that it genuinely functions within society is becoming increasingly critical. It is precisely because of the many constraints that Epson believes the future should not be left to chance but must be methodically engineered, starting with technology that is conceived in the field and continuously refined and implemented in the real world.
That is why Epson seeks to leverage the efficient, compact, and precise technologies and philosophy it has developed over more than eight decades, building on the foundation of “Sho-Sho-Sei,” to create value that supports the transformation of society and industry through real-world implementation. The essence of Epson lies not in advancing technology for its own sake, but in translating advanced technology into things that are genuinely useful in the real world. Engineering is the force that connects the philosophy of efficient, compact and precise innovation to meaningful social implementation.
Epson will deliver new value to the world by combining its efficient, compact, and precise technologies with designs optimised for real-world uses. From industry and across learning, working, and living, Epson will enhance productivity and reliability and expand the world’s possibilities. So that people and the planet can continue to advance together, Epson will simultaneously raise both social value and corporate value. That is the future that Epson envisions in ENGINEERED FUTURE 2035.
Mid-Term Business Plan, Phase 1 (2026-2028)
Achieving both growth and capital efficiency by optimising capital allocation based on disciplined ROIC management
Epson’s Mid-Term Management Plan, Phase 1 (2026-2028), is the first stage of the company’s journey toward realising the ENGINEERED FUTURE 2035 long-term vision.
Until now, Epson’s business structure has been highly dependent on mature markets, presenting challenges in terms of resource allocation to growth areas, execution speed, and capital efficiency. In Phase 1, Epson will confront these challenges head-on, transforming the earnings base and focusing resource allocation on growth domains. Management will emphasise capital efficiency, using ROIC as the primary management metric. By exercising disciplined ROIC-based management, Epson will aim to achieve a ROIC of 8% by fiscal 2028 and to build a solid foundation for sustainable growth.
Specifically, Epson will review its fixed cost structure and asset efficiency, redesign global operations and the supply chain, and strengthen sales in emerging markets. It will simultaneously expand and enhance recurring business and solutions. These efforts will enable Epson to reduce invested capital while enhancing the earning power of its businesses. At the same time, the company will prioritise the allocation of the cash generated to future growth domains, accelerating the transformation of its business portfolio. Capital will be optimally allocated, with investment and business decisions made based on disciplined ROIC.
Cash created through this transformation of the earnings base will be actively deployed, under disciplined capital allocation, to projects that maximise long-term value creation. In addition to strategic investments in things such as mergers and acquisitions, Epson will invest a total of ¥280 billion over the three-year period in growth domains, including in the Precision Innovation segment as the primary growth engine and the Industrial & Robotics segment, which will be a key growth driver for the next phase.
Throughout the period of the mid-term business plan, Epson will reinforce its management discipline and execution capabilities to sustain growth and increase corporate value, while driving structural transformation toward 2035.
14, Apr 2026
Ransomware Attacks Surge in India; Manufacturing Firms Among Most Affected: Report
Apr 14 (BNP): India has emerged as a major target for cybercriminals, becoming the Asia-Pacific hotspot for ransomware attacks, with the manufacturing sector among the worst affected, according to a recent industry report.
The study highlights that a significant share of impacted organisations in India’s manufacturing sector were forced to pay ransom demands in 2025, underscoring the growing financial and operational risks posed by cyberattacks.
Experts note that ransomware groups are increasingly targeting industrial operations, where disruptions can halt production, impact supply chains, and cause large-scale financial losses.
The report also points to a rising trend of extortion-based attacks, where data is stolen and companies are pressured into paying to prevent its release or to restore access.
India’s rapid digitalisation and expanding industrial base have made it an attractive target for global cybercriminal networks, particularly those focusing on high-value sectors like manufacturing.
Security experts warn that unless organisations strengthen cyber defences and invest in advanced threat detection systems, such attacks are likely to continue rising in frequency and severity.
14, Apr 2026
The End of Knee Replacement? Regenerative Medicine Offers New Promise
Punjab , 14 April 2026 :
In homes across India, knee pain is often accepted as an inevitable part of ageing. It begins quietly—difficulty climbing stairs, discomfort while sitting or standing—but gradually starts limiting mobility and independence. For decades, the treatment pathway has remained largely unchanged: when medicines, physiotherapy, and injections fail, knee replacement becomes the next step. But what if that approach needs rethinking?
Dr. N.K. Aggarwal, a veteran orthopaedic surgeon with over 50 years of experience and among the early pioneers of knee replacement surgery in India, once firmly believed in that solution. Having trained and worked at leading centres in India, the UK, Europe, and the United States, and served as Professor and Head of Orthopaedics at Christian Medical College, Ludhiana, he has performed thousands of procedures over his career. His patients often regained mobility. Yet, over time, a concern began to take shape.
After 15–20 years of performing knee replacements, Dr. Aggarwal observed a pattern that many surgeons worldwide were also beginning to acknowledge. Even when surgeries were technically successful—with complication rates below 5%—nearly 20–25% of patients remained dissatisfied. Pain persisted, stiffness lingered, and mobility did not fully return to expectations. Technological advancements such as robotics and computer navigation improved surgical precision, but they did not significantly improve patient satisfaction. The question became difficult to ignore: were surgeons addressing the disease itself, or only its most visible outcome?
A Personal Turning Point
The shift in perspective was not driven by research alone, but by personal experience. Around a decade ago, Dr. Aggarwal’s wife, herself a doctor, began suffering from severe knee pain. Her condition worsened to the point where walking became difficult, and travel required the use of a wheelchair. Like many patients, she was advised knee replacement by leading specialists.
However, Dr. Aggarwal hesitated. His years of clinical experience had shown him that even a technically successful surgery did not always guarantee a satisfactory outcome. This moment prompted him to look beyond conventional solutions and re-examine the underlying causes of knee pain.
A deeper exploration of global research led to a crucial insight: knee osteoarthritis is not merely a result of mechanical wear and tear. Increasingly, it is understood as part of a chronic, low-grade inflammatory process associated with ageing—often referred to as “inflammaging.” This gradual inflammation affects not just the cartilage, but also ligaments, muscles, and surrounding tissues.
In this context, knee pain is not just a localised joint issue, but a manifestation of a broader systemic condition. Treating only the joint, therefore, may not address the root cause of the problem.
The Shift to Regeneration & Birth of the Ludhiana Protocol
Building on this understanding, Dr. Aggarwal began integrating a range of established, non-surgical treatments that had previously been used in isolation. These included joint lavage (cleaning of the joint), lubrication therapies, platelet-rich plasma (PRP) and growth factor-based treatments derived from the patient’s own blood, as well as orthobiologic interventions using fat or bone marrow.
Alongside these, he incorporated systemic measures aimed at reducing overall inflammation through medication, supplements, and lifestyle modifications.
This integrated approach, known as the Ludhiana Protocol, focuses on reducing inflammation, improving the joint environment, and supporting the body’s natural healing processes—shifting the emphasis from replacement to regeneration.
His wife was among the first to undergo this treatment and experienced significant improvement over time. Encouraged by these results, Dr. Aggarwal extended the approach to other patients. Since then, hundreds have been treated, with over 95% reporting improvement in pain and mobility. Many who had been advised knee replacement are now managing without surgery.
The procedure itself is minimally invasive. It typically does not require hospital admission, major anaesthesia, or prolonged bed rest. Patients are often able to walk in and walk out on the same day.
Not a Miracle, But a Realistic Path Forward
While the results are promising, Dr. Aggarwal emphasises that regenerative treatment is not a universal substitute for surgery. In advanced cases, particularly where the knee is severely deformed, replacement may still be necessary. However, in early to moderate stages, timely intervention can help delay or even avoid surgery.
Improvement is gradual rather than immediate—patients may notice changes within weeks, with more significant benefits developing over two to three months.
A Growing Public Health Concern
Knee osteoarthritis is a significant and growing health concern in India. Studies indicate a high prevalence among individuals aged 60 and above, with women more commonly affected. Sedentary lifestyles, obesity, and longer life expectancy are contributing to an increasing number of cases, even among younger populations.
In this context, approaches that focus on early intervention and preservation of natural joints may play an important role in reducing long-term burden.
Dr. Aggarwal’s journey reflects a broader transition in orthopaedic care—from replacing damaged joints to understanding and treating the underlying disease.
Now based at the N.K. Aggarwal Joints & Spine Centre in Ludhiana, he continues to advocate for early diagnosis and informed decision-making. As he puts it, “We cannot stop ageing, but we can control its painful effects on the knees. The earlier we begin treatment, the better the chances of preserving the natural joint.”
He still performs knee replacement, when necessary, but considers it a last resort rather than the first line of treatment.
For patients, the message is clear: knee pain should not be ignored, nor should surgery be the only option considered. With evolving medical understanding, a more balanced and patient-centric approach is now emerging—one that prioritises preservation, function, and long-term quality of life.
14, Apr 2026
Amit Shah Calls Women’s Reservation Bill Urgent Step for Political Empowerment
New Delhi, Apr 14 (BNP): Union Home Minister Amit Shah on Tuesday said the Women’s Reservation Bill is a crucial and timely reform, stressing the need for its swift implementation.
In a post on social media platform X, Shah highlighted that the bill is aimed at strengthening women’s participation in policymaking and ensuring greater representation of “Nari Shakti” in governance.
He described the proposal as an important step toward empowering women and said it reflects a broader commitment to inclusive decision-making in the country.
Shah further stated that the reform should be implemented without delay, calling it essential for enhancing democratic participation.
The Women’s Reservation Bill is widely viewed as a significant initiative to improve gender balance in legislative bodies and increase women’s role in political leadership.
14, Apr 2026
Rising Heat in Kerala Triggers Government Advisory
Apr 14 (BNP): Kerala has issued a heat alert as temperatures are expected to rise sharply in the coming days across several districts.
Chief Minister Pinarayi Vijayan warned that Palakkad may record temperatures close to 40°C, while Kollam could reach around 39°C. Most other regions are likely to experience temperatures between 36°C and 37°C.
The State Disaster Management Authority has advised residents to take precautions, especially during peak afternoon hours. People have been urged to avoid direct sunlight between 10 am and 3 pm, stay hydrated, and take necessary steps to prevent heat-related illnesses such as sunstroke.
Authorities have also asked vulnerable groups, including children, elderly citizens, and outdoor workers, to remain cautious during the intense heat conditions.
The advisory comes amid a steady rise in summer temperatures across the state, signalling a continuing heatwave-like situation in several parts of Kerala.
14, Apr 2026
Asian Lawn Bowls: Navneet Leads India to Men’s Pairs and Fours Golds
New Delhi, Apr 14 ( BNP):India delivered a standout performance at the Asian Lawn Bowls Championships, securing a remarkable double gold in the men’s pairs and men’s fours events.
At the heart of this success was Navneet, whose steady composure and precise execution played a decisive role in India’s dominance across both categories.
In the men’s pairs event, the Indian duo showcased excellent coordination and tactical awareness, maintaining control in key moments to outclass their opponents. The momentum carried forward into the men’s fours, where a well-balanced team effort ensured another confident victory.
Navneet’s ability to stay calm under pressure and deliver accurate shots at crucial stages stood out throughout the tournament, making him one of the key contributors to India’s success.
The double gold marks an important milestone for India in lawn bowls, a sport steadily gaining recognition on the international stage. The performance also reflects the growing depth and competitiveness of Indian athletes in emerging global sporting disciplines.
This victory is expected to further boost confidence within the squad as they prepare for future international competitions.
14, Apr 2026
IMD Forecast Indicates Likelihood of Below-Normal Southwest Monsoon in 2026; El Niño Emergence Raises Concern
New Delhi / Kolkata, April 14 (BNP): The India Meteorological Department (IMD), in its first long-range forecast issued on April 13, 2026, has indicated that India’s primary rainfall season—the South West Monsoon (SWM)—is likely to be below normal or deficient in 2026.
According to IMD, the seasonal rainfall over the country as a whole is expected to be around 92% of the Long Period Average (LPA), which translates to approximately 800 mm, with a model error margin of ±5%. The LPA is based on rainfall data from 1971–2020, averaging about 868.6 mm.
Key Probabilistic Outlook
The IMD has also outlined the distribution of probabilities for the 2026 monsoon season:
35% chance of deficient rainfall (below 90% of LPA) — significantly higher than the climatological probability of 16%
31% chance of below-normal rainfall (90–95% of LPA)
27% chance of normal rainfall (96–104% of LPA)
6% chance of above-normal rainfall
1% chance of excess rainfall
Based on these projections, the likelihood of below-normal or deficient rainfall conditions is notably higher than the long-term average, signaling a potential stress year for monsoon-dependent sectors.
Climatic Drivers Behind the Forecast
The IMD has identified key large-scale climate drivers influencing the 2026 monsoon outlook, including:
El Niño–Southern Oscillation (ENSO)
Indian Ocean Dipole (IOD)
Eurasian snow cover extent
Currently, weak La Niña conditions are prevailing over the Equatorial Pacific. However, IMD expects a transition to ENSO-neutral conditions between April and June, followed by the possible development of El Niño conditions during the monsoon season.
El Niño conditions are generally associated with weakened monsoon circulation and reduced rainfall over the Indian subcontinent, although historical records indicate that outcomes can vary depending on the interaction of other ocean-atmospheric factors.
Impact Concerns
The forecast has raised concern for India’s agriculture sector, particularly as nearly 60% of farmers depend directly on monsoon rainfall for Kharif cultivation.
A weak monsoon, if realized, could:
Disrupt Kharif sowing and yield prospects
Impact rural incomes and agricultural productivity
Increase dependence on irrigation and groundwater resources
Add pressure on food prices and supply chains
This outlook comes at a challenging time, following reported crop losses in several regions due to hailstorms and flooding during the 2026 pre-monsoon season, compounding risks for the agricultural economy.
Advisory and Preparedness
The IMD has urged stakeholders, including central and state governments, to strengthen preparedness measures, including:
Efficient water resource management
Crop contingency planning
Strengthening irrigation support systems
Monitoring of evolving ENSO and IOD conditions throughout the season
The IMD emphasized that while long-range forecasts provide early guidance, monsoon variability remains dynamic and subject to intra-seasonal changes.
14, Apr 2026
The Wealth Company Mutual Fund Launches their Specialized Investment Fund ‘WSIF’
Mumbai, April 14: The Wealth Company Mutual Fund, part of Pantomath Group announced the NFO launch of its SIF – ‘WSIF’ with two differentiated investment strategies, WSIF Equity Long-Short Fund and WSIF Equity Ex-Top 100 Long-Short Fund, marking its entry into a new and evolving category within the investment landscape.
The WSIF introduces investment strategies that combines long-term equity investing with tactical short exposure, with an aim to help investors to participate in market upside while actively managing downside risks.
The WSIF Equity Long-Short Fund aims to generate long-term capital appreciation through a diversified portfolio of equities complemented by selective short positions. The investment strategy maintains a
predominant allocation to equities (80–100%) with flexibility to take up to 25% unhedged short exposure via derivatives, along with tactical allocation to debt and money market instruments for liquidity.
The WSIF Equity Ex-Top 100 Long-Short Fund focuses on opportunities beyond the top 100 companies by market capitalization. With a minimum of 65% allocation to mid and small cap stocks, complemented by limited long-short flexibility, the strategy seeks to capitalize on inefficiencies in broader markets while maintaining risk controls.
Both strategies are designed with a dynamic portfolio construction approach, combining fundamental research-driven stock selection with derivative overlays with an aim to deliver consistent, risk-adjusted outcomes across market cycles.
Specialized Investment Funds (SIFs) represent a structural shift in the Indian mutual fund industry.
From an investor standpoint, SIFs bring greater sophistication into regulated mutual fund structures by enabling tools such as short selling, dynamic hedging, and flexible asset allocation. These features allow portfolios to better navigate volatility, seek to reduce drawdowns, and aim to generate more consistent outcomes across market cycles.
Elaborating on the launch of investment strategies Ms. Madhu Lunawat, Founder, MD & CEO, The Wealth Company Mutual Fund, said,
“The launch of our SIFs reflects our commitment to bringing more evolved and institutional-grade investment strategies to investors. Given that this is a new category, it also creates a unique opportunity for distributors to engage with clients on differentiated strategies without legacy biases, enabling more meaningful portfolio construction.”
Adding to it Mr. Chinmay Sathe, CIO – SIF, The Wealth Company Mutual Fund, said,
“Our long-short strategies are built for adaptability across market cycles. By combining high-conviction long ideas with tactical short exposures, we aim to deliver more consistent performance while actively managing downside risks. The flexibility within the strategy allows us to dynamically hedge or take directional calls, and in the Ex-Top 100 strategy, we see a strong opportunity set in the broader market where inefficiencies may be more pronounced.”
With this launch, The Wealth Company Mutual Fund strengthens its commitment to innovation-led investing by introducing strategies that go beyond conventional frameworks. While traditional mutual funds remain the foundation of long-term wealth creation, SIFs add a powerful satellite layer that may enhance portfolio outcomes and equips investors to navigate increasingly complex market environments.
14, Apr 2026
Patna’s Landmark Ekta Bhawan Pulled Down for Urban Project
Patna, Apr 14 ( BNP): One of the city’s most distinctive modern-era structures, Ekta Bhawan, has been demolished, bringing an end to a landmark that stood for nearly four decades.
Known for its unusual and eye-catching design, the building had become a familiar sight near the banks of the Ganga, close to Gandhi Maidan. Its unique appearance even earned it the nickname of a “satellite building” among locals.
The structure was recently pulled down to clear space for the upcoming Patna Haat project, part of efforts to develop new urban infrastructure in the area.
However, the demolition has triggered concern among conservation architects and sections of the public. Many believe the building, despite not being very old, held architectural and cultural value and could have been preserved or integrated into the new development.
Critics argue that removing such distinctive structures erases elements of the city’s evolving identity, while others see the move as part of necessary urban transformation.
The debate highlights a broader challenge faced by growing cities—how to balance development with the preservation of unique architectural heritage.
