Category: Business

Kolkata (West Bengal) [India], December 24: Country Club Hospitality and Holidays Ltd., a leading lifestyle and leisure club, has announced a series of strategic initiatives aimed at taking the brand to new heights. As part of its growth roadmap, Country Club is forging strategic alliances to strengthen its market presence and expand its footprint through the franchise route.

To usher in the New Year, Country Club Hospitality & Holidays will host its high-energy “WAR OF DJs” celebrations on 31st December, to be held simultaneously across its clubs in key cities across India. The nationwide event will feature top DJs, immersive music battles, festive experiences, and gourmet food and beverages, promising a vibrant and unforgettable New Year’s Eve for members and guests. This large-scale celebration reinforces Country Club’s commitment to delivering premium lifestyle and entertainment experiences across its extensive club network.

Country Club’s mobile application, “Country Club World,” is already available on the Google Play Store and offers members a seamless, user-friendly digital experience. With over one lakh downloads, the app’s success underscores the brand’s commitment to digital innovation and member convenience. Members can now easily book holidays and access club services through the app, making it an essential tool for planning leisure experiences.

The company is also aggressively expanding its membership base. With a current membership of 4.5 lakh, Country Club aims to achieve the milestone of one million members within the next five years, under its ambitious growth initiative titled “Mission One Million.”

To further enhance member recreation, Country Club is introducing pickleball, one of the world’s fastest-growing sports, as an add-on facility across select clubs. This initiative is expected to add a fresh and engaging dimension to the club’s sports and wellness offerings.

As part of its expansion strategy, Country Club Hospitality & Holidays will also unveil the prototype of Country Club Kasba, Kolkata, developed through a strategic collaboration with the Tamie Group. This landmark partnership combines Country Club’s proven expertise in lifestyle and leisure with Tamie Group’s strong regional presence, setting a new benchmark for premium club experiences in East India. The Kasba prototype showcases next-generation design, digital integration, and member-centric amenities, and will serve as a scalable model for future club rollouts and partnerships across key markets.

Commenting on the developments, Mr. Y. Rajeev Reddy, Chairman & Managing Director, Country Club Hospitality and Holidays Ltd., said “We are excited about these new initiatives and confident that they will take Country Club to new heights. Our strategic alliances and expansion plans will help us reach a wider audience, while our digital platforms will enable us to deliver a more personalized and seamless experience to our members. We look forward to achieving Mission One Million and introducing innovative facilities such as pickleball across our clubs.”

For more details, visit: www.countryclubindia.net

About Country Club Hospitality and Holidays Ltd.

Established in 1989, Country Club Hospitality and Holidays Ltd. was a pioneer in introducing comprehensive leisure, recreation, and hospitality membership services in India. From a fully equipped club concept, the brand has evolved into a leading provider of member-exclusive clubbing hubs, breathtaking holiday destinations, avant-garde fitness centres, and star-studded lifestyle events.

Country Club Hospitality & Holidays operates a network of over 100 properties, including owned, managed, and affiliated resorts across India and overseas. This extensive portfolio includes social clubs in urban hubs, luxury city hotels, wellness centres, beachfront resorts, hilltop vacation retreats, wildlife jungle lodges, and water amusement parks.

With a strong focus on health, wellness, recreation, and community living, Country Club continues to redefine the lifestyle club experience for its growing member base.

For media inquiries, please contact: Naquib

naquib@countryclubmail.com

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Rajkot (Gujarat) [India], December 24: Captain Polyplast Limited (CPL, BSE: 536974), is one of the leading manufacturer and exporter of micro irrigation solutions, and has diversified its operations into the burgeoning solar EPC segment, announced today of receiving an additional empanelment for 1000 solar pumps under the PM KUSUM B scheme from MSEDCL, with an aggregate order value of ₹27.69 Cr (inclusive of GST).

This empanelment, in addition to the earlier orders for 500 solar pumps from MSEDCL, further strengthens the company’s order book in the renewable energy and agri-infrastructure segment. It reinforces Captain Polyplast’s strong presence in government-supported solar irrigation programs under PM KUSUM B and reflects sustained demand for solar pumping solutions driven by the policy thrust on clean energy adoption in agriculture. The incremental order enhances revenue visibility and supports steady growth in the solar pump segment, contributing to a more diversified business mix. The cumulative empanelment highlights the company’s execution capabilities, robust manufacturing infrastructure, and multi-regional experience, positioning Captain Polyplast to benefit from expanding solar irrigation initiatives and future empanelment.

Commenting on the new order for solar pumps Mr. Ritesh Khichadia, a Whole Time Director of Captain Polyplast Limited said, “This additional empanelment under the PM KUSUM B scheme further strengthens our order book and improves revenue visibility for the coming periods. Along with the earlier orders for 500 solar pumps, it supports steady growth in our solar pump business and adds to a more balanced revenue mix. Continued demand under government-supported solar irrigation programs reflects our execution capabilities, manufacturing strength, and experience across regions. Looking ahead, we see sustained opportunities from expanding solar irrigation initiatives and expect this segment to contribute meaningfully to our growth while supporting long-term value creation.”

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Mumbai (Maharashtra) [India], December 24: On December 24, in the heart of Juhu, the celebrated couturier marked a defining moment in his career by reopening his signature store with a renewed spirit and sharpened vision. The address is familiar. Shop No. 3, Asha Colony B CHSL, Juhu Tara Road, diagonally opposite Sea Princess Hotel. But the energy inside? Entirely new.

The Rohit Verma Juhu store reopening wasn’t quiet, and it wasn’t meant to be. Mumbai’s fashion and entertainment circles showed up in force, turning the evening into a roll call of Indian pop culture. Athawale Ramdas Bandu, Abbas Burmawalla, Mustan Burmawalla, Neil Nitin Mukesh, Rupali Ganguly, Rajat Bedi, Kunika Sadanand, Ayesha Jhulka, Arti Singh, Poonam Pandey, Akanksha Puri, Munisha Khatwani, Anupama Verma, Deepak Parashar, Rehan Shah, Shilpi Verma, Mahesh Thakur, Sandip Soparrkar, Nausheen Ali Sardar, Aneel Murarka, Tanaz Irani, Delnaaz Irani, Vishal Jethwa, Monami Ghosh, Urvashi Dholakia, Ali Asgar, Saisha Shinde, Shweta Pandit, Ashnoor Kaur, Nehal Chudasama, Gaurav Bajaj. And many more. The guest list alone made one thing clear. This mattered.

But celebrity footfall was never the headline. The space was.

A Store That Reflects Evolution, Not Nostalgia

The rejuvenated Juhu store mirrors Rohit Verma’s evolved design philosophy. Classic elegance still anchors the brand, but it now shares the stage with contemporary expression and sharper storytelling.

This isn’t a museum of past hits. It’s a living atelier.

Statement ensembles dominate the floor. Bespoke creations sit confidently beside signature silhouettes that long-time patrons instantly recognise. The layout encourages conversation. Between fabric and form. Between designer and client. Between memory and ambition.

Every detail feels deliberate. From the visual flow to the curated collections, the store communicates reinvention without erasing legacy. That balance is hard to pull off. Verma does it without trying too hard.

Reinvention as a Design Ethos

The Rohit Verma Juhu store reopening symbolises something deeper than retail expansion. It signals resilience.

Fashion, especially couture, is emotional labour. It absorbs personal highs and professional setbacks. Verma doesn’t hide that. He leans into it.

“This reopening is deeply personal for me,” he said during the launch. “Idol x Rohit Verma is not just about opening doors again, but about reopening dreams, passion, and purpose. This space represents my renewed spirit, stronger, more inspired, and ready to create fashion that empowers and celebrates every individual who walks in.”

That clarity reflects across the collections. The garments don’t scream. They assert. They’re designed to be worn, felt, remembered. Empowerment here isn’t a buzzword. It’s stitched into the cut.

Why Juhu Still Matters

Juhu isn’t just a pin code. It’s a mood.

For decades, it has been Mumbai’s intersection of cinema, creativity, and couture. Reopening here isn’t accidental. It’s strategic and symbolic. Verma understands the pulse of the neighbourhood and its patrons. Loyal clients. New-age style seekers. People who value craft but refuse to be boxed in.

The Rohit Verma Juhu store reopening strengthens that bond. It invites return visits. Slow conversations. Custom fittings. The kind of luxury that doesn’t rush you out the door.

Celebrity, Yes. But Craft Comes First

The launch night had no shortage of flashbulbs. Actors, television stars, filmmakers, dancers. Familiar faces filled the room. Yet the spotlight kept drifting back to the clothes.

That’s the quiet flex.

Rohit Verma’s work has always balanced drama with discipline. The reopened store amplifies that duality. You see it in the silhouettes. You feel it in the textures. There’s glamour, but it’s grounded. There’s innovation, but it respects tradition.

For Indian couture, that balance is gold.

Idol x Rohit Verma and the Sensory Extension

Interestingly, the reopening also aligns with a broader sensory narrative through Idol.

Founded in Dubai in 1980, Oud by Idol is deeply rooted in Middle Eastern culture. Its philosophy treats fragrance as memory, as ritual, as storytelling. The collaboration ethos resonates with Verma’s own approach to fashion.

A perfumer, after all, is a poet. And a designer isn’t far behind.

Oud by Idol seeks to evoke deep memories. From intoxicating oud to soothing bakhur smoke, each scent becomes a journey through time and tradition. That sensibility mirrors the store’s mood. You don’t just browse. You experience.

The overlap is subtle but intentional. Fashion and fragrance. Fabric and feeling. Both intangible. Both powerful.

Bangalore (Karnataka) [India], December 23: India’s Global Capability Centers (GCCs) have undergone a remarkable transformation over the past two decades. What began as cost-effective back-office operations has evolved into strategic innovation hubs driving global business value for multinational corporations. As of 2025, India hosts over 1,900 GCCs, employing more than 1.9 million professionals and contributing significantly to the economy with revenues exceeding $64 billion. Projections indicate the sector could reach $100-110 billion by 2030, with a workforce surpassing 3 million.

At the heart of this growth is the evolving role of Human Resources (HR). No longer confined to administrative tasks like payroll and compliance, HR in GCCs has become a strategic partner, architect of talent strategies, and driver of organisational transformation. This shift reflects the broader maturation of GCCs from “capability centres” to “global value organisations.”

From Administrative Support to Strategic Business Partner

Traditionally, HR in early GCCs focused on operational essentials: recruitment for back-office roles, managing payroll, ensuring legal compliance, and handling basic employee relations. These centers leveraged India’s cost advantages and talent pool for functions like IT support, finance, and customer service.

Today, as GCCs expand into high-value areas such as AI/ML, cybersecurity, R&D, product development, digital transformation, and even ESG initiatives, HR’s responsibilities have expanded dramatically:

• Global Workforce Alignment: HR ensures seamless integration between Indian teams and global headquarters, aligning roles, policies, and performance metrics with parent company objectives.

• Niche Talent Acquisition: With demand surging for specialised skills in AI, data analytics, cloud computing, and emerging technologies, HR leads targeted hiring for “future-ready” roles. In 2025, AI-related positions are among the fastest-growing, with GCCs competing fiercely for top talent.

• Leadership Development: Building local leadership pipelines is critical, as more global roles are shifting to India. HR invests in mentorship, cross-functional training, and programs to groom Indian professionals for senior positions, including those with $1 million+ compensation packages.

• Cultural Integration and Employee Experience: Bridging global corporate cultures with local expectations, HR fosters inclusive environments, promotes diversity and inclusion (DEI), and enhances employee value propositions (EVP) through flexible work models, well-being programs, and career growth opportunities.

Key Trends Shaping HR in GCCs (2024-2025)

Recent reports highlight several transformative trends:

• AI-Driven HR Practices: Tools for candidate sourcing, screening, predictive analytics, and even automating routine tasks like job postings and interview preparation are becoming standard, enabling faster and more efficient hiring.

• Upskilling and Reskilling Focus: With skill gaps in advanced technologies, HR prioritizes continuous learning, partnerships with academia, and internal mobility to future-proof the workforce.

• Expansion to Tier-2/3 Cities: To combat attrition in metro hubs and tap new talent pools, GCCs are moving operations to cities like Jaipur, Coimbatore, and Pune, requiring HR to adapt localized strategies.

• Hybrid and Flexible Work: Post-pandemic models persist, with HR emphasizing engagement in distributed teams and gig/flexible talent for specialized projects.

• Performance-Based Compensation and Retention: Amid rising voluntary attrition in high-demand sectors, HR shifts toward disciplined hiring, green skills development, and resilient team-building.

Challenges and the Path Forward

Despite the opportunities, HR leaders face hurdles:

• Talent shortages in mid-senior levels and domain-specific expertise (e.g., regulatory knowledge in BFSI or healthcare).

• High competition leading to attrition.

• Balancing global standards with India-specific workforce dynamics.

The future of HR in GCCs lies in becoming “brain trust” rather than just backbone—leveraging data analytics for workforce planning, embedding innovation in culture, and driving business outcomes directly. As one industry expert notes, HR must understand “what keeps business managers awake at night” to truly partner in growth.

India’s GCCs are not just supporting global operations; they’re leading them. And HR is the key enabler turning talent into competitive advantage.

In this era of GCC 4.0, strategic HR will define which centers thrive as true innovation powerhouses. The evolution is ongoing—exciting times ahead for India’s talent ecosystem!

How Zyoin Empowers GCC HR Transformation

GCC HR today goes beyond hiring—it requires strategic workforce thinking. At Zyoin, we help GCCs build future-ready talent engines.

• Strategic Talent Acquisition: Expertise in niche skills across AI/ML, cloud, and cybersecurity to build innovation-driven teams.

• End-to-End HR Support: From leadership hiring to scale recruitment, supporting GCC growth across metros and tier-2 cities.

• Future-Ready Workforce Planning: Proactive talent pipelines aligned to your 3–5 year business roadmap.

• Local Insight, Global Standards: Deep India market expertise aligned with global GCC expectations.

In the GCC 4.0 era, strategic HR will define true innovation hubs—and the journey has just begun.

Ready to Transform Your GCC’s Talent Strategy?

Whether you’re building a new capability center or scaling existing operations, Zyoin is your trusted partner in turning talent challenges into competitive advantages.

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Surat (Gujarat) [India], December 23: Greater Surat, a well-known business networking organization, has beautifully combined sports with social responsibility. The organization is encouraging its members to work in groups and network through a huge sports event in Surat, as well as pass a valuable message on the topic of HIV awareness.

The mega event began on December 14 and is going to last until December 28. A number of sporting events have been held such as badminton, chess, table tennis, carrom, cricket, pickleball, and volleyball. The badminton, chess, table tennis and carrom events were successfully accomplished on December 14. Currently, there is a three-day cricket tournament that has started on December 19, in which 13 teams and close to 200 players of BNI Greater Surat are involved. Pickleball and volleyball games will be held in the following weekend, and the list of participants will include 8 volleyball teams and 50-60 pickleball players.

The participation of approximately 450 to 500 entrepreneurs and professionals is being involved in each sport. The overall goal of the event is to establish unity, teamwork, and sportsmanship among the members and also establish new business opportunities.

The best aspect of this event is that it pays great attention to the issue of HIV awareness, which is conducted in cooperation with HIV-positive and AIDS support groups. In the opening ceremony of the cricket tournament, HIV-positive kids and young women performances were a graceful dance of 5-7 minutes. There is also a special awareness corner that has been established in the venue to communicate easy and accurate information on HIV and its transmission.

BNI Greater Surat definitely conveyed the message that individuals with HIV should not be discriminated or ostracized by society. Their families and the community should support them to enable them to live with dignity and confidence. Part of the revenue earned in this event will be donated to assist HIV-positive children and women.

This effort is well being implemented under the leadership of Gaurav VK Singhvi and Dr. Nidhi Singhvi with vigorous attempts by Nishant Shah, the Regional Event Director. By such events, BNI Greater Surat is demonstrating how business networking can bring about positive social change as well.

New Delhi [India], December 23: In a market environment where trading losses are rarely discussed openly, OiGenie, a clarity-first trading intelligence platform, has emerged with a mission to address confusion, emotional stress, and isolation among retail traders.

Founded by Subrat Acharya, a seasoned software entrepreneur who has built globally scaled technology platforms, OiGenie was inspired by real-world experiences that highlighted the human cost of trading losses. The turning point came when Acharya witnessed a close acquaintance lose nearly ₹50 lakh in the stock market—followed not by discussion or support, but by silence and withdrawal.

As Subrat spoke with traders across residential communities and market participants, a recurring pattern became evident: many retail traders suffer losses in isolation, experiencing psychological stress, emotional pressure, and a lack of structured guidance. According to Subrat, these outcomes often stem not from irresponsibility, but from cognitive overload and unclear decision frameworks.

Before founding OiGenie, Subrat led the creation of enterprise-grade software companies including Riaxe Systems and ImprintNext, a globally adopted web-to-print platform used across India, the United States, and Europe. His experience in building scalable, user-centric systems shaped a central belief behind OiGenie—that confusion is a design problem, not a user failure.

Rather than launching a product immediately, Subrat spent nearly two years researching trader behavior, engaging with option buyers and sellers, brokers, experienced traders, and market veterans. This period of observation focused not only on market mechanics but also on emotional drivers such as fear, greed, regret, and decision fatigue.

OiGenie was subsequently built as a system-driven platform focused on clarity, structure, and disciplined market understanding. It does not offer trading tips or profit guarantees, instead aiming to help users reduce emotional trading and improve decision-making through transparent insights and simplified market interpretation.

Although conceptualized in India, OiGenie is built with a global architecture and vision, reflecting Subrat’s experience in scaling international technology platforms. The platform seeks to support retail traders worldwide who face similar challenges of complexity and emotional pressure.

“OiGenie is not about promising profits,” Subrat said. “It is about reducing confusion, protecting mental peace, and enabling more informed participation in the markets.”

About OiGenie

OiGenie is a trading intelligence platform designed to bring clarity and structure to retail trading. By prioritizing usability, transparency, and emotional responsibility, OiGenie aims to help traders make more informed decisions without speculative promises.

Connect at: https://oigenie.com/

YouTube: https://youtube.com/@oigenie?si=tQrPzja44V7z_kR-

Disclaimer: This press release is for informational purposes only and does not constitute financial advice.

Irvine (California) [USA], December 23: WeblineGlobal, a global provider of software development services with operations in the United States and India, has officially launched its redesigned corporate website. This transformation marks a new strategic direction for the company, focusing specifically on dedicated resource hiring and staff augmentation for startups and large-scale enterprises.

The updated website serves as a foundation for WeblineGlobal’s primary objective: helping global organizations establish long-term engineering units. Rather than traditional project-based work, the company now emphasizes a model where remote developers operate as an integrated extension of the client’s own internal team.

“In the current era, the requirements for software delivery have evolved,” stated Mr. Vipul Mehta, CTO of WeblineGlobal. “We observe that modern companies are moving away from simple transactional outsourcing. They now demand partners who possess a deep understanding of their product goals and can scale alongside their technical roadmaps. Our new digital presence is designed to showcase how we fulfill these specific needs.”

Addressing Global Talent and Scaling Challenges

Due to the persistent shortage of skilled personnel, the increasing costs of local recruitment, and the swift integration of AI technologies, many enterprises are currently evaluating new methods to expand their engineering capacity. The dedicated resource model offered by WeblineGlobal allows organizations to achieve the following:

• Acquire Pre-vetted Specialists: Access developers who are already verified for proficiency in modern technology stacks.
• Ensure Operational Flexibility: Adjust the size of the technical team upward or downward based on current business requirements.
• Retain Total Intellectual Property: Maintain complete ownership of all code and full control over internal operational processes.
• Optimize Expenditure: Decrease overall development costs while maintaining a high standard of output quality.

WeblineGlobal integrates local US client management with high-quality offshore delivery to establish itself as a stable partner. The company focuses on fostering long-term engineering collaborations instead of merely performing short-term project tasks.

AI-Native Approach to Dedicated Hiring

The new website also emphasizes WeblineGlobal’s AI-first engineering mindset, showcasing how AI tools and automation are embedded into onboarding, development workflows, and quality assurance. This approach helps clients hire dedicated developers for customized business solutions with faster ramp-up times, improved productivity, and predictable delivery outcomes.

“Dedicated hiring is no longer just about people—it’s about systems, governance, and AI-powered efficiency,” added Mr. Atul Mehta, CEO at WeblineGlobal. “Our teams are built to deliver value from day one.”

Designed for Transparency and Trust

The newly redesigned website provides comprehensive information regarding our engagement models, governance standards, and recruitment procedures. Visitors possess the ability to examine various dedicated developer roles—specializing in web, mobile, cloud, and Artificial Intelligence technologies—while also reviewing detailed descriptions of our pricing models and collaboration systems.

This commitment to transparency serves to strengthen the vision of WeblineGlobal. Our objective is to transition from the role of a conventional service provider to that of a strategic partner in engineering.

About WeblineGlobal

WeblineGlobal is a US-based software development company specializing in dedicated resource hiring, staff augmentation, and AI-driven product development. With delivery teams in India and client engagement across the U.S. and other global markets, WeblineGlobal helps organizations build scalable, high-performing engineering teams that accelerate innovation and growth.

For more information, visit www.weblineglobal.com

Media Contact

Name: Vikrant Bhalodia

Email: info@weblineglobal.com
Phone: +1 (949) 783-9901

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The company’s IPO will open on December 22 and close on December 24, 2025

New Delhi [India], December 23: Multispecialty hospital chain, Gujarat Kidney and Super Speciality has raised Rs. 100.01 crore from 10 anchor investors on December 19. Company’s IPO will open for subscription on Dec 22. The comapny has finalised allocation of 87.73 lakh equity shares to anchor investors at upper price band. 

The Gujarat-based hospital chain is set to launch its IPO for the public on December 22, targetting to raise Rs 250.8 crore via initial share sale of 2.2 crore equity shares at the upper price band of Rs 108-114 per share. The offer consists of entirely fresh issue.

Craft Emerging Market Fund through its two sub funds – Citadel Capital Fund and Elite Capital Fund – is the largest investor in the company’s anchor book, acquiring 39.47 lakh shares for Rs 45 crore. This follows Khandelwal Finance and Venus Investments which picked up 13.16 lakh shares for Rs 15 crore, and 8.77 lakh shares for Rs 10 crore, respectively.

Nexus Global Opportunities Fund, Arnesta Global Opportunities Fund, Zeta Global Funds, Religo Commodities Ventures Trust, Sunrise Investment Trust, and Innovative Vision Fund were other investors in the anchor book, each buying 4.38 lakh shares for Rs 5 crore in Gujarat Kidney. Vadodara-based Gujarat Kidney and Super Speciality Limited is a multispecialist company providing healthcare services at several locations in Gujarat. The company is bringing an IPO on the NSE and BSE mainboard to meet its desired capital requirements for the proposed acquisition of Parekhs Hospital in Ahmedabad, partial payment of the purchase consideration for the already acquired “Ashwini Medical Center”, financing the company’s capital expenditure requirements for setting up a new hospital in Vadodara, purchase of robotics equipment for the Vadodara-based Gujarat Kidney and Super Speciality Hospital, full or partial repayment and/or prepayment of certain outstanding secured loans taken by the company, financing inorganic growth through unidentified acquisitions and general corporate purposes, and acquisition of additional shareholding in the Bharuch-based subsidiary “Harmony Medicare Private Limited”. The Business Remedies team has obtained information regarding the company’s business activities from the company’s prospectus.

Established in 2019, Gujarat Kidney and Super Speciality Limited (GKSL) specializes in providing multispeciality healthcare services at multiple locations in the state of Gujarat, India.

The company operates seven multispeciality hospitals and four pharmacies, with a total bed capacity of 490, an approved capacity of 455 beds, and an operational capacity of 340 beds.

The company’s hospitals include Gujarat Kidney and Super Speciality Hospital (Vadodara), Gujarat Multispeciality Hospital (Godhra), Raj Pamland Hospital Private Limited (Bharuch), Surya Hospital and ICU (Borsad), Gujarat Surgical Hospital (Vadodara), and Ashwini Medical Center (Anand). The company also operates Ashwini Medical Store (Anand).

Gujarat Super Speciality Hospital provides medical care in areas such as internal medicine, general surgery, minimally invasive procedures, orthopaedics and trauma care, joint replacement surgery, obstetrics and gynaecology, respiratory failure, non-interventional cardiology, diabetology, and anaesthesiology. As of June 30, 2025, the company employed 89 doctors, 332 nurses, and 338 other staff members.

Financial performance: In the financial year 2024, the company earned total revenue of Rs 5.48 crore and a profit after tax of Rs 1.71 crore, and in the financial year 2025, the company earned total revenue of Rs 40.40 crore and a profit after tax of Rs 9.50 crore. In the period ended June 30, 2025 of the financial year 2026, the company earned total revenue of Rs 15.27 crore and a profit after tax of Rs 5.40 crore. The financial results clearly indicate that the company’s revenue and profit are increasing year on year. In the period ended June 30, 2025 of the financial year 2026, the company achieved a profit after tax margin of 35.41 percent.

Information regarding the IPO: The IPO of Gujarat Kidney and Super Speciality Limited will open on December 22, 2025 and close on December 24, 2025, on the BSE and NSE mainboard. The company is issuing upto 2,20,00,000 shares of face value Rs 2 each. The IPO is being managed by the Book Running lead manager(BRLM) Nirbhay Capital Services Private Limited.

New Delhi [India], December 23: Across the globe, digestive disorders are rising, and nowhere is this more evident than in regions with high rates of Helicobacter pylori infection — a bacterium carried by nearly half the world’s population. In India and other Asian countries, H. pylori prevalence is especially high, raising the risk of chronic acidity, ulcers, and even stomach cancer. For decades, treatment has relied almost entirely on antibiotics, yet the need for gentler, complementary strategies has never been more urgent.

Cranberries, with their unique profile of polyphenols and proanthocyanidins (PACs), are emerging as a compelling ally in digestive health. A landmark double-blind, randomised, placebo-controlled trial involving 522 adults found that drinking cranberry juice containing 44 mg PACs twice a day for eight weeks resulted in a 20 percent reduction in H. pylori infection rates. What makes this meaningful is that cranberries don’t kill the bacteria; instead, they prevent H. pylori from attaching to the stomach lining. By interrupting this anchoring process, cranberries reduce the chance of inflammation and infection taking hold.

This anti-adhesion mechanism has broader implications. Because cranberries do not act like antibiotics, they pose no risk of contributing to antibiotic resistance — a critical advantage in India, where repeated antibiotic cycles are common. Cranberries offer a natural, well-tolerated complement to conventional therapy, and the study reported a compliance rate of 94 percent with no adverse effects.

Beyond the stomach, cranberries are also proving valuable for the gut microbiome. Their fibre and polyphenols act as prebiotics, supporting beneficial bacteria such as Bacteroidetes while reducing harmful strains linked to poor metabolic outcomes. Studies included in the Cranberry Institute guidebook note improvements in short-chain fatty acid production, gut barrier integrity, and overall microbial diversity — factors linked to reduced inflammation and improved immunity.

A healthy gut barrier is essential; when weakened, it can allow harmful molecules to pass into the bloodstream, triggering chronic inflammation that contributes to diabetes, heart disease, and autoimmune conditions. Cranberries, through their protective effects on both microbial balance and barrier function, help maintain the gut’s resilience.

Digestion, immunity, and long-term health are deeply connected, and cranberries sit at this intersection with a surprising amount of scientific backing. By integrating cranberry products into daily diets — from a morning glass of 100 percent cranberry juice to dried cranberries in meals — consumers can support their digestive systems in simple, enjoyable ways.

As more research emerges, one thing is clear. Cranberries don’t just brighten a plate; they fortify the invisible systems that keep digestion smooth, inflammation in check, and the stomach protected. In a landscape crowded with complex health challenges, they offer a small yet powerful step towards better gut health every day.

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New Delhi [India], December 23: For years, Gagan Dhawan, a first-generation entrepreneur, has followed a familiar path. He has built businesses across sectors by spotting opportunities and slowly building upon them. Yet after years of building across sectors, something began to feel incomplete.

“The businesses were working,” Dhawan reflects. “But somewhere along the way, I realised that success alone does not guarantee meaning.”

That realisation did not come from failure. It came from experience.

When success stops isn’t enough

Dhawan’s career reflects the ambition of modern Indian entrepreneurship. Over time, he built and operated multiple ventures, explored new markets and faced tough choices along the way. From the outside, he had it all, but inside, a different observation was forming.

He noticed a growing disconnect in the lives of people around him. Conversations felt focused and to the point, but rarely felt fulfilling. Despite making progress, many still felt restless or detached from a sense of grounding.

“Somewhere we started equating success with being busy,” he says. “The faster we moved, the more accomplished we felt. But work without meaning can create an imbalance.”

Rethinking what entrepreneurship is for

Dhawan began to question a belief that dominates modern business culture. That entrepreneurship exists solely to chase valuations or market domination. After all, his experiences taught him that businesses can shape behaviour, values and everyday life.

“Entrepreneurs influence culture more than they realise,” he explains. “What we build becomes part of people’s routines. It affects how they live and what they prioritise.”

That insight became the foundation of a plan. He no longer wanted to build only for market demand but to answer a need that he saw in the people around him. Not a grand strategy but a simple observation.

The gap between modern life and meaning

Looking around, he saw how modern living was steadily distancing people from practices that once created emotional balance. Rituals became rushed and faith was something that was reserved for special occasions.

“There was a time when offering a prayer or sitting with family was not a task,” he says. “It was simply part of life. Today, even peace has to be scheduled.”

He saw how people still sought meaning and attempted to look deeper. The question then was not whether faith still mattered, but whether it was accessible in modern life.

The birth of ServDharm

ServDharm emerged from this question. Rather than positioning faith as ceremonial, the brand was built to make spiritual practices accessible and dignified. From thoughtfully designed puja kits to meaningful gifting, the focus was to move away from something transactional and towards something relevant.

“ServDharm was about restoring a connection that people were quietly missing,” Dhawan says.

Unlike conventional consumer brands, the goal was not impulse buying. These were products designed to fit into real homes that went with real moments of reflection. The growth that came as a result was never the goal.

Long-term value over short-term trends

In an era where businesses chase trends for visibility, Dhawan took a different approach. He resisted aggressive expansion and instead focused on trust and cultural sensitivity.

“Faith is not a trend. It cannot be packaged aggressively,” he says. “If you approach it with a short-term mindset, people feel it immediately.”

This philosophy reflects a broader belief he has developed over the years. That long-term value is created by a unity of thought and action. The same principle that once guided his business decisions now guided his values.

Entrepreneurship shaped by lived experience

What sets Dhawan’s journey apart is not the shift itself, but the timing. ServDharm was not built at the start of his career. It came after decades of building and observation.

“Had I tried to build this earlier, it would have been conceptual,” he admits. “It needed lived experience. It needed me to understand both ambition and being grounded.”

This maturity shaped the brand’s calm, respectful tone. In many ways, ServDharm represents an evolved form of entrepreneurship. One informed by experience and understanding.

Redefining success

Today, Dhawan still believes in building strong businesses. But his definition of success has changed. It is not just about what a company achieves but also the message it carries and the impact it creates.

“If a business can make people feel fulfilled and grounded,” he says, “that impact lasts longer than any metric.”

In a business landscape dominated by speed and scale, Dhawan’s journey offers a counter-narrative. One where growth is measured not only in numbers, but in meaning. His path reflects a powerful truth. The most enduring businesses are often built when founders stop chasing success and start listening to what actually matters.

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