
Delhi CM says global investors summit likely in Jan-Feb 26
Delhi chief minister Rekha Gupta on Thursday announced plans for a grand global investor summit to be held in January-February 2026, focusing on sectors like artificial intelligence (AI), information technology (IT), IT-enabled services (ITES), and banking, financial services, and insurance (BFSI). The summit aims to attract major international investment and position Delhi as a global business hub.
After a meeting with industries minister Manjinder Singh Sirsa and senior officials, Gupta also said a new trader welfare board will be formed to resolve trade-related issues swiftly and represent the business community's concerns to policymakers. 'The board will support small, medium, and large-scale traders and implement welfare schemes while pushing for reforms to ease business operations,' her office said in a statement.
She added that a new Industrial Policy and Warehouse Policy will be launched soon to promote industrial activity, boost logistics, and create a more investment-friendly climate in Delhi. These policies will especially benefit small and medium enterprises and encourage the use of modern technologies.
The government also plans to develop a high-tech industrial hub in Ranikhera and roll out a dedicated policy for start-ups.
Gupta announced the establishment of Delhi's first E-waste Eco Park on a 21-acre site in Holambi Kalan. The facility will promote safe disposal and recycling of electronic waste and include infrastructure for testing, training, and waste management. Officials said the park will serve as a model for sustainable industrial development in the city.
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India.com
8 hours ago
- India.com
Meet richest person of Punjab, school dropout, worked in factories, now owns Rs 15000 crore company, his business is…, called ‘Mukesh Ambani of Punjab'
Rajinder Gupta was forced to leave school at the age of 14 due to family circumstances. He worked in factories but always wanted to do something extraordinary. So he started a small fertilizer business in the 1980. According to media reports, in 1985, he used his savings to establish Abhishek Industries , a fertilizer business that was the beginning of his business journey. Over time, this small venture became what Trident Group is today with a market capitalization of Rs 15,000 crore. Journey Of Trident Group Trident Group is the second-largest exporter of home textile products in India and operates in several other sectors like chemicals and paper manufacturing. Some of its major clients include global giants like Amazon, Walmart, Target, and IKEA. Additionally, Trident is among the top five terry towel manufacturers globally. Starting from a fertilizer business in Punjab, Trident Group has expanded its operations to over 150 countries in the world. After founding Abhishek Industries, Gupta focused on expanding the business. In 1991, he launched a spinning mill. After which he diversified into textiles, paper, and chemicals and extended operations from Punjab to states like Madhya Pradesh. Initially known as Abhishek Industries, the company officially rebranded to Trident Limited on April 18, 2011. 330% Returns In Five Years According to Forbes, Rajinder Gupta's current net worth is around $1.3 billion (Rs 11,288 crore). Trident Ltd is listed on the Bombay Stock Exchange and the National Stock Exchange. Over the past five years, the company's stock has given huge returns to its investors. On June 19, 2020, Trident's share price was Rs 6.80 after some fluctuations, now trades at Rs 29.23. The stock's 52-week high is Rs 41.45, while its low is Rs 23.11. In 2022, citing health and family reasons, Rajinder Gupta resigned as the chairman of Trident Group.
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Business Standard
15 hours ago
- Business Standard
TI Clean Mobility aims for $1 billion turnover by FY30 with EV push
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Time of India
16 hours ago
- Time of India
India Inc's AI reality check: Why 92% still struggle to scale AI
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For a quarter of surveyed firms, AI remains an abstract concept—a buzzword to explore rather than a tool to deploy. Pilot paralysis: From proof of concept to proof of value What's keeping India Inc from achieving AI lift-off? At the heart of the issue lies an ROI dilemma. AI pilots, often built around automation or chatbots, fail to deliver tangible business impact. 'Boards demand measurable business value,' the report notes, 'but most AI efforts focus on narrow use cases with limited bottom-line value.' In response, many CIOs are shifting their KPIs from 'proof of concept' to 'proof of value,' with a sharper focus on metrics like Return on Employee (RoE). 'AI has moved beyond proof of concept - it's now about proof of value. With data at its core, the true success metric is ROE: Return on Employee, where enhanced productivity and smarter efficiency reveals AI's real impact,' says Rakesh Bhardwaj, Group Chief Information Officer, Lupin. The infrastructure conundrum: Legacy systems as a bottleneck India's digital backbone—comprising legacy ERP, SCADA, MES, and siloed data systems—is not AI-ready. In manufacturing, for instance, only 57% of firms report any form of AI adoption. Even among these, most remain confined to pilot projects, thanks to fragmented operational technology and poor data standardization. The BFSI sector leads India's AI journey in terms of adoption maturity. Banks and insurers are embedding AI into fraud detection, underwriting, and customer service. But deeper integration is still constrained by legacy systems and high implementation costs. 'AI adoption in BFSI is not just about improving efficiency. It is redefining resilience, security, compliance and customer experience at scale,' says Sampath Manickam , Chief Technology Officer, National Stock Exchange of India. 'As we integrate AI-driven solutions, the emphasis must remain on ethical innovation, regulatory compliance and long-term value creation.' In retail and consumer goods, the maturity is mixed. While digital-native firms and FMCG giants leverage AI for personalization and supply chain visibility, traditional retailers are still stuck on basic digital transformation journeys. Data privacy and ERP integration issues loom large. In healthcare and pharma, AI use cases are growing—from diagnostics and imaging to drug discovery. However, full-scale adoption is rare, and ethical concerns around bias and explainability are front and center. ITES players show relative maturity. Roughly 60% have implemented AI for customer service automation, IT ops, or HR analytics. But only 8% have embedded AI into core functions. The rest remain tactical, often boxed into non-core deployments due to legacy constraints and unclear ROI. Talent deficit vs tool overload Another major hurdle? – People. Despite the explosion of AI platforms and APIs, there is a severe shortage of skilled professionals—particularly AI engineers, data scientists, and MLOps experts. 'There is a huge shortage of skilled talent because modern education is unable to keep up with the speed of change,' says Priya Dar, CIO, Valvoline Cummins . 'We are not experimenting enough and limitations of industry-specific tools lead to customizations that need skills, time, and money. What we are doing is simple—upskilling, leaning on open source, and outsourcing some innovation to smaller partners working on specific use cases.' Organizations are responding with hybrid strategies: reskilling programs, partnerships with academic institutions, and tapping global talent pools via remote work. 'Our leadership emphasizes innovation, operational excellence, and customer-centricity as core pillars of our growth strategy,' adds Kavita Bijlani, Head of IT & RAD, Bausch + Lomb. 'We are up-skilling and re-skilling our employees by rolling out training programs on AI/ML through virtual platforms. To overcome local shortages, we are tapping into global and regional talent pools.' Integration complexity: The silent killer Even when talent and tools are available, most AI projects flounder during integration. ETCIO Intelligence survey revealed that poor post-deployment support and a lack of plug-and-play capabilities remain key friction points—particularly in sectors like BFSI and healthcare, where compliance demands are non-negotiable. As Anand Sinha, CIO, Birlasoft, explains: 'Organizations address the shortage by upskilling existing staff, recruiting from diverse backgrounds, and using global remote talent… Automation and low-code AI tools are adopted to reduce reliance on specialists.' Who's Winning and Who's Lagging? A Sectoral Snapshot ITES (80%) and BFSI (71%) lead due to digital maturity and strong risk/compliance needs. Healthcare (70%) is gaining traction in diagnostics and drug discovery, but lags in AI governance. Retail (61%) shines in front-end CX but falters on backend integrations. Manufacturing (57%) struggles with data quality and fragmented tech environments. From projects to platforms: Global lessons for India Inc The report emphasizes that successful AI transformation isn't about isolated pilots—it's about 'platformization'. Giants like JPMorgan (COIN platform) and Siemens (AI-augmented digital twins) show the way. Indian firms must follow suit by institutionalizing AI Centers of Excellence, building explainable AI systems, and investing in scalable data infrastructure. To paraphrase Rucha Nanavati of Mahindra & Mahindra: 'AI has moved from curiosity to boardroom mandate. The challenge now is not in adopting AI—but in delivering on its promise.' The next 24 months represent a defining window. For India Inc., this is the moment to evolve from pilot purgatory to platform-powered performance. The age of AI has begun—now it's time to make it real. The AI Playbook | ET CIO