Tag: Business

Mohali,(Punjab) [India], May 8: Active Clothing Co limited, (BSE – 541144), India’s one of the leading ‘design-to-shelf’ platform, specializing in flat-knitted sweaters, jackets, and circular-knitted apparel for global fashion brands, announced that it has been honoured with multiple accolades at the “Denim Warriors” Awards Ceremony hostedby Levi Strauss India on May 6, 2026, in Gurgaon. The recognition highlights the company’s strong retail performance, operational excellence, and consistent execution across key markets in North India.

Key Awards & Recognitions:

• Best Cluster Manager – Awarded to Vikram
• Highest Bottom Share Award – Kapsons Bathinda, Yougal Sons Jammu, S S Nath Chandigarh
• Like-to-Like Highest Store Growth Award – Charms Patiala
• Target vs Achievement (Gold Category) Award – Charms Patiala

These recognitions reflect Active Clothing Co. Limited’s ability to drive store-level growth, optimize product mix, and deliver strong sales performance across its partner network. The awards also underscore the company’s focused approach towards strengthening retail productivity and maintaining high operational standards.

Active Clothing Co. Limited is the largest Levi’s marketing partner across Chandigarh, Punjab, Jammu & Kashmir, and Himachal Pradesh, supported by deep market expertise and a well-established distribution network. The company has been associated with Levi’s for over 22 years, building a long-standing partnership rooted in consistency, trust, and aligned growth objectives.

Over the years, Active has evolved beyond being a manufacturing partner to become an integrated apparel player. The company operates as a creative and execution-driven platform with capabilities spanning trend forecasting, design conceptualization, and a fully compliant, state-of-the-art production division. This integrated model enables Active to effectively respond to evolving consumer preferences while ensuring quality and scalability.

Commenting on the Recognition Mr. Rajesh Mehra Managing Director, of Active Clothing Co Limited said, “We are truly honoured to receive this recognition at the ‘Denim Warriors’ Awards by Levi Strauss India. These awards reflect the consistent efforts of our teams on the ground and the strength of our retail partnerships across key markets. We extend our sincere gratitude to the Levi’s team for their continued trust and support. Our association with Levi’s spans over 22 years, and this long-standing relationship has been built on shared values, collaboration, and a common vision for growth. This recognition further motivates us to elevate our performance and strengthen our capabilities across the value chain. We remain committed to deepening this partnership and taking it to the next level by driving innovation, enhancing retail excellence, and delivering sustained value across all our operations.”

About Active Clothing Co Limited

Active Clothing Co. Limited is a premier apparel manufacturer based in Mohali, Punjab, specializing in flat-knitted sweaters, jackets, and circular-knitted t-shirts and sweatshirts. As India’s one of the leading fully integrated “design-to-shelf” solution provider, the company offers comprehensive services encompassing design, manufacturing, and retail. Active Clothing has built a strong reputation as a trusted partner for leading global fashion brands, including Levi’s, George, Pepe Jeans, ONLY, Jack & Jones, Vero Moda, Next, Skechers, Guess, Puma, Ted Baker London, T.K. Maxx, United Colors of Benetton, and Adidas. With its end-to-end capabilities, the company is a preferred choice for high-fashion streetwear worldwide.

With a state-of-the-art facility, Active Clothing ensures that all processes from concept development to final production—are conducted under one roof. This integrated model allows for strict quality control, faster turnaround times, and efficient order management, making it a reliable partner for some of the world’s most recognized fashion brands. The company’s core product line includes flat-knit sweaters, fly-knit shoe uppers, circular knits, outerwear jackets, and wovens. Expanding beyond its traditional offerings, Active has also introduced new categories such as knitted beanies and gloves, soft-knitted toys, and athleisure products, further strengthening its market presence.

A key differentiator for Active Clothing is its tech-enabled design and manufacturing platform, which enhances efficiency and sustainability in product development. Through virtual knitting and digital sampling, the company helps brands reduce waste, save time, and optimize costs while maintaining high design precision. This innovative approach aligns with the evolving needs of the fashion industry, where speed, sustainability, and digital integration are increasingly essential.

As the only company in India to offer a true design-to-retail model, Active Clothing is strategically positioned for growth. With increasing demand from both domestic and international fashion brands, the company continues to expand its reach, particularly in the high-fashion winter wear segment. Its strong technological foundation, strong manufacturing capabilities, and commitment to quality and sustainability make it a trusted name in the global apparel industry.

Active Clothing remains focused on scaling its operations, enhancing its product portfolio, and building long-term partnerships with premium global brands. The company’s ability to seamlessly blend creativity, technology, and manufacturing expertise ensures that it stays ahead in an evolving and competitive market.

The company got listed on the BSE on March 26, 2018 with an IPO of ₹ 26.56 Cr.

In FY25 the company reported Total Income of ₹ 297.12 Cr, EBITDA of ₹ 28.49 Cr, and PAT of ₹ 8.45 Cr

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New Delhi [India], May 8: Steris Healthcare Pvt Ltd is bolstering its digital marketing and online sales capabilities through innovative strategies and hands-on talent development programs.

In a recent milestone, BBA student Divya Sharma successfully completed her internship with the company. She played a key role in driving digital sales, managing customer interactions, and optimizing lead generation via platforms like Google Ads, IndiaMART, and WhatsApp. Acting in a Sales Head Intern capacity, Divya expertly handled enquiry management, seamless customer communications, and efficient order conversions.

With an annual turnover of approximately ₹150 crore, Steris Healthcare Pvt Ltd partners with top pharmaceutical manufacturers, including AKUMS Pharmaceuticals, Bioltus, Apcom, Biodeal, and Hetero. The company offers an extensive portfolio of over 1,850 healthcare products, prioritizing quality and reliability.

Company leadership appreciated Divya’s dedication and impactful contributions, underscoring Steris Healthcare’s commitment to nurturing young talent and fostering innovation. “We’re thrilled with Divya’s proactive approach and the real results she delivered—it’s a testament to our investment in emerging professionals,” said *Jeevan Kasara, Chairman, Steris Healthcare*.

Steris Healthcare Pvt Ltd remains dedicated to growth through quality, innovation, and unwavering customer trust in the pharmaceutical sector.

About Steris Healthcare Pvt Ltd

Steris Healthcare Pvt Ltd is a leading distributor of healthcare products, committed to bridging manufacturers and customers with efficient digital solutions and a customer-centric approach.

Bringing together the wisdom of Shata Dhauta Ghrita and  cosmetic science to redefine clean, high-performance skincare for every skin type

Pune (Maharashtra) [India], May 8:  Bridging India’s rich ingredient heritage with contemporary formulation science, Meeta Ghuwalewala, Director, Strategic Growth and Development at Vistta Cosmetics, has launched TVAH – a skincare brand that reimagines time-tested Ancient ingredients for modern skin needs through a research-led approach.

TVAH is born from Twacha, meaning “skin” in Sanskrit, combined with Aha –  that moment of delight when something truly nourishing touches your skin. It embodies the experience of skincare that genuinely works. Drawing inspiration from the Charak Samhita, the brand addresses a wide spectrum of everyday skin concerns,  including pigmentation, breakouts, dehydration, dark spots, uneven texture, dullness, scarring, and early signs of ageing, among others, through formulations designed to work in harmony with the skin’s natural biology.

“Think about how modern skincare has evolved – new ingredients, new actives, new everything. But where do all these ingredients ultimately come from? If you trace any of them back far enough, they lead somewhere in nature. That has always been the source. Long before structured skincare routines existed, we were already using these ingredients in our daily lives. In many ways, what we are doing today is returning to those roots, but with a deeper understanding of how to refine and use them effectively,” said Meeta Ghuwalewala, Founder, TVAH 

At the heart of its formulations lies Shata Dhauta Ghrita, a 100-times-washed A2 ghee known for its soothing, reparative, and conditioning properties. Naturally rich in vitamins A, D, E, and K, this ingredient forms a lightweight yet nourishing base suitable for all skin types, including sensitive skin. The traditional process of repeatedly washing the ghee transforms it into a soft, cream-like texture that feels weightless on the skin while enhancing its bioavailability. This process is also understood to amplify its cooling and anti-inflammatory properties, helping calm irritation, reduce redness, and support the skin’s natural repair process. Some products in the range are powered by Shata Dhauta Ghrita for its restorative benefits, while others are enriched with pure A2 ghee to deliver lasting nourishment in fast-absorbing formulations.

A Brand Born from Experience

Meeta’s path to founding TVAH was shaped by two parallel journeys – professional and personal. Beginning her career at Vistta Cosmetics, she immersed herself in formulation science from the ground up, working closely with her research and development team to create products that are both market-relevant and clinically sound. This experience sparked a growing curiosity to explore how India’s rich botanical heritage could be translated into skincare that feels relevant, effective, and accessible today.

Her own experience with sensitive skin made this exploration more personal, leading her to look closely at ingredients rooted in India’s traditions and their everyday skin benefits. It brought her back to the idea of using time-tested ingredients in a way that works for modern skin. TVAH is the result of that thinking, a brand built on getting back to roots, supported by strong formulation expertise, and created to meet real, everyday skincare needs. By reworking traditional practices through modern formulation techniques, the brand offers a thoughtful alternative in today’s evolving beauty landscape. 

As consumers increasingly seek transparency, efficacy, and ingredient integrity, TVAH enters the market with a clear point of view that high-performance skincare does not need to be complex to be effective. By combining time-tested ingredients with rigorous formulation practices, the brand aims to shape a more conscious and rooted approach to everyday skincare, while continuing to expand its product portfolio in the months ahead.

About TVAH

TVAH is a ghee-based skincare brand rooted in ancient wisdom and backed by modern formulation science. Designed to be effective yet gentle, the brand focuses on creating high-performance formulations that support overall skin health while addressing everyday concerns.

Launch Date: 8th May 2026
Website: www.tvah.in

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Pune (Maharashtra) [India], May 8: Apex Ecotech Limited, a company specializing in advanced water and wastewater treatment solutions, today announced its audited financial results for the half-year and financial year ended March 31, 2026.

The Company delivered a landmark performance in FY26, driven by strong execution across large-scale industrial projects, increasing demand for sustainable water solutions, and continued momentum in Zero Liquid Discharge (ZLD), water treatment, and wastewater recycling systems.

Backed by robust project execution capabilities and improved operational scale, Apex Ecotech recorded its highest-ever annual revenue and profitability since inception, further strengthening its position as a fast-growing player in India’s water and wastewater treatment industry.

Financial Performance Highlights

H2 FY26 Performance

Particulars (₹ Lakhs)	H2 FY26	H2 FY25	YoY Change
Revenue from Operations	11,608.09	4,925.44	135.68%
EBITDA	1,876.26	897.77	108.99%
PAT	1,444.55	700.82	106.12%
EPS (₹)	10.96	6.31	73.69%

FY26 Performance

Particulars (₹ Lakhs)	FY26	FY25	YoY Change
Revenue from Operations	14,865.07	7,095.53	109.50%
EBITDA	2,176.19	1,105.67	96.82%
PAT	1,702.30	856.08	98.85%
EPS (₹)	12.91	7.91	63.21%

Strong Order Wins Reinforce Growth Visibility

During FY26, Apex Ecotech secured several strategic projects across industries, including FMCG, Beverage, Automotive, and Technology sectors, significantly strengthening its execution pipeline and long-term growth visibility.

• Reliance Consumer Products Limited: Advanced Water Treatment Projects worth ₹100–125 Crore
• Larsen & Toubro Limited (L&T Construction): WTP, ETP & ZLD solutions project worth ₹45–55 Crore for automobile facility in Tamil Nadu
• CRD Consumer Products Limited: ETP project worth ₹18–22 Crore 
• Bharatiyam Beverages Private Limited: ETP expansion project worth ₹10–15 Crore
• Pragati Power Corporation Limited: MBR installation project worth ₹3–5 Crore 

Management Commentary

“FY26 has been a landmark and transformational year for Apex Ecotech Limited, as the Company delivered its highest-ever financial performance since inception. The year was characterized by strong execution momentum, strategic project acquisitions, and sustained demand for advanced water and wastewater treatment solutions across industrial sectors.

For FY26, Revenue from Operations stood at ₹148.65 Crore, representing a robust year-on-year growth of 109.50%. EBITDA increased to ₹21.76 Crore, registering a growth of 96.82% YoY, while Profit After Tax (PAT) rose to ₹17.02 Crore, reflecting a significant increase of 98.85% YoY.

The Company also delivered a particularly strong performance during H2 FY26. Revenue from Operations for the period stood at ₹116.08 Crore, growing by 135.68% YoY. EBITDA for H2 FY26 increased to ₹18.76 Crore, up 108.99% YoY, while PAT grew by 106.12% YoY to ₹14.45 Crore.

The strong operational and financial performance achieved during the year reflects the Company’s engineering excellence, efficient project execution capabilities, and enduring customer relationships. The Company is also pleased to state that the IPO proceeds have been fully deployed towards the stated objectives, supporting capacity enhancement, operational expansion, and long-term growth initiatives.

As of March 31, 2026, the order book stood at over ₹125 Crore, providing strong revenue visibility for the upcoming financial periods. With increasing emphasis on sustainability, Zero Liquid Discharge (ZLD), water conservation, wastewater recycling, and environmental compliance, Apex Ecotech Limited remains well-positioned to capitalize on the long-term opportunities within the water and wastewater treatment industry. Going forward, the Company remains focused on strengthening its technological capabilities, enhancing execution efficiencies, and delivering sustainable solutions that contribute towards a more water-secure future.”                                             

– Anuj Dosajh, Chairman & Managing Director

About Apex Ecotech Limited

Apex Ecotech Limited is an ISO 9001:2015 certified, engineering-driven company led by a team of experienced professionals specializing in turnkey solutions for Water and Wastewater Treatment, Membrane Recycling, Evaporators, and Zero Liquid Discharge Systems.

The Company’s integrated approach enables industries to effectively recycle and reuse water across a wide range of process applications. Focused on sustainability, Apex Ecotech delivers energy-efficient and environmentally responsible treatment solutions that address the growing challenges of global water scarcity.

Through innovative technologies and customized engineering solutions, the Company promotes water recycling, reuse, and conservation, while supporting industries in achieving Zero Liquid Discharge, enhanced environmental compliance, and sustainable water management practices. Apex Ecotech remains committed to creating long-term environmental and social value through responsible water stewardship.

Disclaimer: Certain statements in this document that are not historical facts are forward-looking statements. Such forward-looking statements are subject to certain risks and uncertainties, like government actions, local, political, or economic developments, technological risks, and many other factors that could cause actual results to differ materially from those contemplated by the relevant forward-looking statements. The Company will not be in any way responsible for any action taken based on such statements and undertakes no obligation to publicly update these forward-looking statements to reflect subsequent events or circumstances.

New Delhi [India], May 8: As India’s diagnostics sector continues to expand rapidly, the spotlight is increasingly shifting toward a lesser-discussed but critical component of healthcare delivery: pre-analytical logistics. At the center of this transformation is Credent Connect N Care Limited, which has crossed ₹200 crore in revenue in FY 2025–26, while maintaining profitability and sustaining an approximate 40% compound annual growth rate (CAGR).

The company operates in a highly specialized segment of the healthcare supply chain—ensuring the safe, timely, and temperature-controlled transportation of patient samples from collection points to diagnostic laboratories. This layer, often invisible to patients, plays a decisive role in determining the accuracy and reliability of diagnostic outcomes.

In modern healthcare, diagnostic accuracy depends not only on laboratory capabilities but also on how effectively samples are handled before they reach the lab. Delays, temperature fluctuations, or compromised handling can significantly impact test results.

Credent has built its business by addressing these challenges at scale. Its logistics network is designed to manage time-sensitive biological samples under strict protocols, ensuring consistency across geographies.

By focusing on this pre-analytical phase, the company enables diagnostic laboratories to expand operations without compromising on quality—an increasingly important factor as demand for testing grows across urban and semi-urban India.

Over the years, Credent has developed a nationwide network that reflects both reach and operational depth. The company is currently present in over 450 cities and covers more than 20,000 PIN codes, supported by a trained field force exceeding 6,500 professionals.

₹200 Cr+Revenue FY26

~40%Revenue CAGR

10L+Samples / Month

450+Cities

6,500+Field Professionals

20,000+PIN Codes

It handles over 10 lakh samples every month, providing a mix of intra-city and inter-city logistics, along with home collection and supply chain management services for healthcare providers.

This scale positions the company as a key operational partner for diagnostic labs seeking reliability in sample movement—a requirement that has grown in importance with the rise of preventive healthcare and home-based diagnostics.

India’s healthcare industry is projected to grow at a steady pace, with diagnostics emerging as one of its fastest-growing segments. However, industry experts note that laboratory expansion alone is insufficient to meet rising demand.

Credent operates at this intersection of healthcare and infrastructure, building a network-driven model that combines logistics precision with domain-specific expertise. The operational complexity involved in handling biological samples—ranging from compliance requirements to temperature sensitivity—creates a high barrier to entry, offering long-term competitive advantages to established players.

According to Tarun Sharma, Managing Director of Credent Connect N Care Limited, the company’s role goes beyond logistics. “Healthcare growth in India depends on how efficiently we can move patient samples to diagnostic services even from remote towns.

Credent is building that connectivity infrastructure—ensuring samples move faster, safer, and more reliably across the country.”

As healthcare delivery in India evolves toward preventive care, decentralized testing, and home diagnostics, the importance of pre-analytical logistics is expected to increase significantly.

Industry observers believe that companies capable of building robust, compliant, and scalable logistics networks will play a pivotal role in shaping the next phase of diagnostics growth.

With its expanding footprint, operational scale, and focus on reliability, Credent Connect N Care Limited is positioning itself as a foundational player in this ecosystem—quietly powering the systems that make timely and accurate diagnostics possible.

A new generation of Indian e-commerce brands is moving away from single-courier dependency and onto orchestration platforms that treat logistics as software. Shiprocket has emerged as the category leader,  and the operational data behind that shift is striking.

New Delhi [India], May 8: For most of the last decade, an Indian e-commerce founder making a logistics decision had two real options: sign with one of the big national couriers and accept whatever performance variance came with it, or attempt to manage three or four courier relationships in parallel and absorb the operational cost of doing so. Both paths had ceilings. The first capped delivery quality. The second capped how fast the business could grow.

What has emerged in the last few years is a third path, one that increasingly looks less like shipping and more like infrastructure. Shipping orchestration platforms, which integrate multiple couriers, warehousing, payments, returns and customer communication into a single software layer, have moved from a niche category to the default operating model for India’s direct-to-consumer economy. Shiprocket, which today has worked with over 4,00,000 sellers, including leading D2C brands such as Boat, Mamaearth, Snitch, Lotus Herbals and Levi’s, is the clearest expression of where this category is heading. The economics behind the shift are worth examining because they explain why so many Indian D2C brands have quietly migrated to this model.

The hidden cost of single-courier shipping

Delivery performance in India is not uniform. A courier that performs well in Delhi NCR can underperform in Tier-2 markets. Weather disruptions, regional capacity constraints and inconsistent last-mile execution affect timelines and success rates in ways that are difficult to forecast at the contract stage. For brands operating on thin margins, even a small increase in return-to-origin (RTO) orders or delayed deliveries has a disproportionate impact on profitability.

Industry estimates put RTO rates for Indian e-commerce shipments at 20-30 per cent for certain categories, particularly cash-on-delivery orders, according to Redseer. At those levels, the cost of a failed delivery isn’t just the reverse logistics charge. It includes the lost margin on the original sale, the working capital trapped in inventory cycling back through the network, the customer support overhead of handling the failure, and the opportunity cost of a customer who may not return.

Single-courier contracts, by their nature, can’t respond to this variance. Every shipment goes through the same partner, regardless of whether that partner is the right choice for that specific pin code, product category, or payment type.

Logistics as software

Aggregator-led platforms approach the problem differently. Rather than treating fulfilment as a linear movement of parcels, they operate as orchestration layers that route each shipment to the courier and pathway best suited to that specific order. The decision is made by software, using pin-code-level performance data, historical delivery success rates, average transit times, RTO trends, rather than by a procurement contract negotiated months earlier.

Shiprocket’s platform is the most widely adopted version of this model in India. It connects merchants to a network of 40+ active courier partners and extends to over 19,000 PIN codes domestically and 220+ countries internationally. According to platform data, brands using its multi-courier allocation and Non-Delivery Report management workflows have reported RTO reductions of 15–25 per cent. For a brand shipping 10,000 orders a month, even a 10 per cent reduction in RTO translates into measurable savings in reverse logistics, inventory holding costs and working capital efficiency.

The operational implication is significant. RTO stops being a fixed cost of doing business in India and becomes a variable that brands can actively manage.

There is a second-order effect that often gets overlooked. When courier selection is automated and outcome-driven, brands free up significant operational bandwidth that was previously consumed by managing carrier relationships, reconciling COD remittances, and manually triaging delivery exceptions. For founder-led D2C businesses in particular, this matters: the time and attention previously spent on logistics operations gets redirected to product, brand and growth, the activities that actually compound. The aggregator model, in this sense, isn’t just cheaper or faster. It changes what the operating team can focus on.

The inventory placement question

Beyond courier selection, the second lever unlocked by orchestration platforms is inventory placement. One of the most under-exploited levers in Indian e-commerce logistics is the location where stock is physically stored. Many brands continue to ship from a single warehouse, accepting the longer delivery timelines and higher shipping costs that follow when customers are far from that warehouse.

Distributed fulfilment changes that calculus. By analysing order density across pin-code clusters, brands can identify high-demand regions and place inventory across multiple fulfilment centres closer to consumption. The result is shorter shipping distances, lower forward shipping costs and faster delivery, with compounding effects on customer satisfaction, cancellation rates and repeat purchase behaviour.

Brands using Shiprocket’s warehousing and demand intelligence capabilities have reported reductions in average delivery timelines of nearly 20 per cent, alongside measurable shipping cost reductions for long-distance orders. Faster deliveries are not just an improvement in customer experience; they are a profitability improvement.

Why it’s important for India’s D2C decade

The pattern across the brands that have built logistics on platforms like Shiprocket is consistent. They have replaced fixed-cost thinking with outcome-based optimisation. The question they ask is no longer “which courier is cheapest?” It is “which combination of cost, speed and success rate produces the best overall business outcome?”

That is a meaningfully different operating posture, and it has consequences beyond shipping. Faster, more reliable delivery timelines surface at checkout and influence purchase decisions. Improved delivery predictability reduces customer support load. Closed-loop NDR management, where automated IVR, SMS and WhatsApp workflows engage customers when a delivery attempt fails, turns failed deliveries from sunk costs into recoverable orders. Each layer compounds with the others.

The strategic implication is that for the cohort of Indian D2C brands now scaling past their early growth phase, Shiprocket’s merchant base spans fashion, beauty, electronics, packaged food, home and a long tail of emerging categories; logistics has stopped being a back-office function. It has become a competitive moat.

India’s e-commerce market is set to keep widening geographically and deepening in category mix over the next decade. The brands that will scale through that expansion are unlikely to be the ones managing courier contracts manually. They will be the ones running on an orchestration infrastructure that can absorb the complexity for them. The quiet shift toward that model is already well underway. The question for the next wave of D2C founders is not whether to build on it, but how quickly to do so.

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Featuring brand ambassador Hrithik Roshan, CLEAR Premium Water’s latest TVC tackles India’s duplicate water market with nostalgia, humour, and a strong message on authenticity.

Surat (Gujarat) [India], May 7: India’s bottled water industry is expanding rapidly, but alongside this growth comes an increasingly concerning challenge — the rise of lookalike and duplicate water brands. Addressing this issue head-on, CLEAR Premium Water has unveiled one of its most assertive and culturally resonant campaigns to date: “Pani Ho Toh CLEAR.”

Featuring brand ambassador Hrithik Roshan, the campaign combines humour, nostalgia, and a sharp consumer-first message to spotlight the growing problem of imitation products in the packaged drinking water segment.

India has long been familiar with the culture of duplicates. From fashion accessories to electronics, imitation products have become commonplace across markets. However, CLEAR Premium Water believes that when it comes to drinking water, imitation moves beyond inconvenience and enters the realm of consumer safety and trust.

With India’s bottled water market valued at over USD 7 billion and continuing to grow at a strong pace, CLEAR’s latest campaign positions the brand not merely as a market participant but as a category leader advocating authenticity and quality standards.

According to the company, the creative direction behind the campaign draws a compelling parallel between Hrithik Roshan’s iconic public persona and the reality of imitation in the bottled water space. Over the past two decades, the actor’s dance moves, film characters, and style have been recreated countless times across popular culture. Yet, as the campaign subtly highlights, while imitation may replicate appearances, it rarely captures the substance behind the original.

CLEAR applies the same analogy to the packaged water market. Several brands have attempted to mirror CLEAR’s visual identity through similar packaging aesthetics, label structures, and cap designs. However, the company emphasizes that the real differentiator lies in its rigorous purification standards, fully automated manufacturing processes, and commitment to quality assurance.

Speaking about the campaign, Hrithik Roshan said:

“Over the last three years, I’ve been witness to CLEAR’s commitment to quality. I admire their authenticity and drive to deliver safe drinking water to their consumers. I’m happy to be a part of their campaign that puts customer safety at the forefront.”

The campaign also reflects a broader strategic positioning for CLEAR Premium Water. Rather than framing the narrative as a competitive market battle, the company is steering the conversation toward consumer awareness and category responsibility.

Commenting on the initiative, Nayan Shah, Founder & CEO of CLEAR Premium Water, said:

“This campaign is not about winning against competition, it’s about standing up for the consumer. In a space where imitation can blur perception, our responsibility is to restore clarity, reinforce trust, and remind people that when it comes to water, authenticity isn’t a choice, it’s a necessity.”

Anchored by the tagline “Pani Ho Toh CLEAR,” the campaign functions both as a brand promise and a consumer call-to-action, encouraging people to make informed choices in a market where visual similarities can often create confusion.

Founded in 2005 by Nayan Shah under Energy Beverages Pvt. Ltd., Ahmedabad, CLEAR Premium Water has established a strong nationwide footprint over the years. The brand currently operates through more than 45 plants, 1,100+ distributors, 1,600+ HoReCa clients, and over 1,75,000 retail outlets across India. Its distribution network spans airlines, luxury hotels, modern trade, quick commerce platforms, and general retail channels.

The campaign is currently live across digital platforms and mass media channels.

Instagram:
CLEAR Premium Water Campaign on Instagram

YouTube:
CLEAR Premium Water Campaign on YouTube

Mumbai (Maharashtra) [India], May 7: Dachepalli Publishers Limited, a growing player in the education and academic publishing segment, announced its audited financial results for Q4 & FY26.

Key Financial Highlights – Q4 FY26

Particulars	Q4 FY26	Q4 FY25	% Growth
Total Income (₹ Lakhs)	3,585.02	1,850.26	93.76%
EBITDA (₹ Lakhs)	579.40	275.27	110.48%
EBITDA Margin (%)	16.16%	14.88%	128 Bps
Net Profit (₹ Lakhs)	515.72	231.78	122.50%
Net Profit Margin (%)	14.39%	12.53%	186 Bps
EPS (₹)	3.44	2.10	63.81%

Key Financial Highlights – FY26

Particulars	FY26	FY25	% Growth
Total Income (₹ Lakhs)	9,139.02	6,425.26	42.24%
EBITDA (₹ Lakhs)	2,352.48	1,317.52	78.55%
EBITDA Margin (%)	25.74%	20.51%	524 Bps
Net Profit (₹ Lakhs)	1,520.01	836.10	81.80%
Net Profit Margin (%)	16.63%	13.01%	362 Bps
EPS (₹)	12.62	7.59	66.27%

Other Key Highlights:

• FY26 Revenue grew 42% YoY to ₹91.4 Cr while Net Profit surged 82% YoY to ₹15.2 Cr, reflecting strong operating leverage and improved profitability 
• EBITDA Margin expanded to 25.7%, driven by better operational efficiency and higher in-house production 
• Borrowings reduced during FY26, strengthening the balance sheet and improving financial flexibility 
• ROE and ROCE stood at 19.01% and 19.17%, respectively, reflecting efficient capital utilization 
• Strong execution, expanding distribution reach, and growing institutional demand continued to support scalable growth momentum

Operational Highlights – FY26

• Printing Capacity: 15 TPD
• Capacity Utilization: ~75% in FY26 (vs ~40% earlier)
• Production Mix: ~85% in-house, ~15% outsourced during peak demand
• Warehouse Footprint: ~40,000 sq. ft.
• Geographical Presence: Expanded across 13+ states
• Product Portfolio: 650+ titles across academic segments

Commenting on the performance, Mr. Vinod Kumar Dachepalli, Whole Time Director, Dachepalli Publishers Limited, stated: “Our performance in Q4 and FY26 reflects the strength of our academic publishing portfolio and our disciplined approach towards execution. Improved capacity utilization, higher in-house production, and expansion across key markets have contributed to enhanced operational efficiency and profitability.

The education sector continues to witness steady demand, particularly across Tier 2 and Tier 3 markets, supported by curriculum expansion and institutional requirements. We are also strengthening our distribution capabilities through platforms like Pelican Edu, while exploring opportunities to diversify into non-seasonal revenue streams.

With a continued focus on operational excellence, technology integration, and scalable platform-driven growth, we remain confident in sustaining our growth momentum in the coming years.”

About Dachepalli Publishers Limited

Dachepalli Publishers Limited operates in the education and publishing sector, focusing on academic textbooks and supplementary educational content. The Company serves schools and institutions through a structured distribution network and remains committed to delivering high-quality educational resources while ensuring long-term value creation.

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Rahul Kanuganti, Co-Founder and CEO of Flytta Green

Hyderabad (Telangana) [India], May 5: India’s logistics sector has traditionally been viewed through the lens of transport efficiency. The focus has been on moving goods faster, reducing turnaround times, and improving connectivity between industrial hubs. While these factors remain important, a deeper shift is beginning to take shape. Logistics is no longer just about movement. It is increasingly about how that movement is powered.

This is where energy planning enters the conversation. As freight volumes grow and industries expand, the energy required to move goods becomes a critical factor. Diesel has long been the default fuel for heavy-duty logistics, but its limitations are becoming more visible. Price volatility, import dependence, and environmental concerns are forcing a reassessment of how energy is used in transport.

Among those working at this intersection of logistics and energy is Rahul Kanuganti, who approaches freight not just as a transport problem but as an energy system that must be planned, managed, and optimised.

Looking Beyond Transport Efficiency

For decades, logistics improvements have been measured in terms of speed and cost. Faster deliveries and lower freight rates have been the primary benchmarks. However, these improvements often operate within the same underlying framework, one that depends heavily on fossil fuels.

Rahul Kanuganti’s approach shifts the focus toward long-term sustainability and resilience. Instead of asking how goods can move faster, the question becomes how they can move in a way that is less exposed to fuel volatility and better aligned with domestic energy resources. This perspective changes the role of logistics. It becomes part of a broader economic system where energy, infrastructure, and supply chains are interconnected. Decisions about fleet deployment, route design, and operational planning are no longer isolated from energy considerations.

Freight as an Energy System

Heavy-duty logistics consumes a significant amount of energy because of the scale and intensity of operations. Trucks operate long hours, carry large loads, and form the backbone of industrial supply chains. This makes freight one of the most energy-intensive parts of the economy. Viewing logistics as an energy system brings new priorities into focus. It highlights the need to manage energy consumption more efficiently, reduce dependence on imported fuels, and explore alternatives that can be integrated into existing operations.

Electric mobility plays a role in this shift, but it is not treated as a standalone solution. Instead, it becomes part of a larger framework that includes energy sourcing, charging infrastructure, and operational planning.

Integrating Energy Planning into Logistics

Energy planning in logistics involves understanding how, when, and where energy is consumed. In traditional diesel-based systems, fuel is purchased as needed, and consumption is often treated as a variable cost. Electric systems require a different approach. Charging infrastructure must be aligned with routes and schedules. Power availability must be assessed in advance. Energy consumption must be monitored and managed to ensure that vehicles operate without disruption.

This level of planning introduces greater discipline into logistics operations. It encourages operators to think in terms of predictable routes, consistent duty cycles, and structured energy usage. Over time, this approach can improve both efficiency and reliability. Rahul Kanuganti’s work reflects this shift toward planning-driven logistics. By focusing on how energy integrates with operations, the emphasis moves from reactive management to structured execution.

Connecting Energy Security to Logistics

India’s dependence on imported fuels has long been a concern at the national level. Logistics, as a major consumer of diesel, plays a direct role in this equation. Reducing fuel dependency in freight transport contributes to broader energy security goals. Electric mobility offers one pathway by shifting energy consumption from imported fuels to domestically generated electricity. As renewable energy capacity increases, this shift becomes more significant. Freight movement powered by electricity can gradually align with cleaner and more stable energy sources.

This connection between logistics and energy security is often overlooked. However, it has important implications for economic resilience. When supply chains are less exposed to global fuel price fluctuations, industries can plan more effectively and operate with greater stability.

Operational Realities and Industrial Use Cases

While the idea of integrating energy planning into logistics is compelling, its success depends on practical implementation. Industrial environments provide a useful starting point because of their structured nature. Routes in these settings are often predictable. Vehicles move between fixed points such as factories, warehouses, and ports. This predictability allows for better planning of energy usage and charging schedules.

Heavy-duty electric vehicles can be deployed in such environments without disrupting operations, provided that infrastructure and planning are aligned. This approach avoids the challenges of trying to apply the same model across highly variable or unstructured routes. Rahul Kanuganti, Founder and CEO of Flytta, has worked on applying these principles within industrial logistics, focusing on integrating electric heavy-duty vehicles into controlled operating environments where reliability and planning are critical.

Technology as an Enabler

Modern logistics increasingly relies on data and digital tools. Telematics systems, sensors, and performance monitoring platforms provide real-time insights into vehicle behaviour, energy consumption, and route efficiency. These tools are particularly important in energy-driven logistics systems. They allow operators to track how energy is used, identify inefficiencies, and make adjustments to improve performance.

Technology also supports predictive maintenance and fleet optimisation. By analysing data, operators can anticipate issues before they affect operations and ensure that vehicles remain in service. This integration of technology and energy planning creates a more responsive and efficient logistics system, where decisions are based on measurable data rather than assumptions.

A Shift Toward Long-Term Resilience

The transition from diesel-based logistics to energy-planned systems will not happen overnight. It requires investment, infrastructure development, and changes in operational mindset. However, the long-term benefits are becoming increasingly clear. Reduced exposure to fuel price volatility, improved environmental performance, and better alignment with national energy goals all contribute to a more resilient logistics system. For industries that depend on reliable freight movement, these factors are critical.

Rahul Kanuganti’s approach reflects a broader trend within the sector. Logistics is being redefined not just as a function of movement, but as a system that connects energy, infrastructure, and industrial growth.

Rethinking the Future of Logistics

As India continues to expand its industrial base, the demand for efficient and reliable logistics will only increase. Meeting this demand requires more than incremental improvements. It requires a shift in how logistics is understood and managed. Energy planning offers a framework for this shift. By integrating energy considerations into logistics operations, it is possible to build systems that are both efficient and sustainable.

The future of logistics in India will depend on how effectively this integration is achieved. Those who recognise the link between energy and movement will be better positioned to navigate the challenges ahead. In this evolving landscape, redefining logistics through energy planning is not just an innovative idea. It is a practical response to the changing needs of industry and the broader economy.

Flagship networking event to be held on May 8–9 at GMDC Convention Centre

Ahmedabad (Gujarat) [India], May 7: BNI Ahmedabad has announced the upcoming edition of its flagship annual event, the BNI Ahmedabad Symposium 2026, scheduled to take place on May 8 and 9 at the GMDC Convention Centre in Ahmedabad.

Centred around the theme ‘Upward, Forward and Beyond’, the two-day symposium is expected to bring together over 10,000 business leaders and entrepreneurs from more than 50 industries, making it one of the largest business networking platforms in the region.

Designed to promote meaningful connections and tangible business outcomes, the symposium will offer structured networking formats such as Industry Power Dates and pre-scheduled one-to-one meetings, enabling participants to engage in focused, high-value conversations. The event will feature the world’s first AI-powered networking by using AI to do one thing that it can never replace, which is building relationships.

The event will also include a high-impact mix of curated networking opportunities, expert-led speaker sessions and a large-scale business exhibition, including over 150 stalls under the Sicilian Expo.

Yash Vasant, Chairman and Executive Director of BNI Ahmedabad, said, “Symposium 2026 is where ambition meets opportunity at scale. Imagine 10,000+ business leaders in one room, not just exchanging cards but building real relationships that drive growth. This year, we are taking networking beyond numbers to create an ecosystem where the right conversations happen faster and collaborations take shape instantly. We are truly going upward, forward and beyond.”

The symposium will also host a series of speaker sessions and masterclasses by industry experts. The keynote address will be delivered by investment banker, business educator and bestselling author CA Sarthak Ahuja, with a special talk on ‘Modern Management Lessons from the Bhagavad Gita’ by former IPS officer Ajay Tomar. Ahmedabad Municipal Commissioner Banchha Nidhi Pani will also be present on the occasion.

A panel discussion featuring Sharvil Shridhar of A. Shridhar Group and Hiren Patel of PSP Projects, to be moderated by senior editor Ajay Umat, is another highlight of the symposium.

Moreover, the expo will remain open for all on May 9, giving people of Ahmedabad an opportunity to experience the expo and see what BNI is about.

With a thriving network of over 4,000 members, BNI Ahmedabad continues to play a significant role in facilitating business growth through structured referrals and relationship-driven networking. The symposium further reinforces its commitment to creating a powerful platform for collaboration, learning and growth.

BNI Ahmedabad Symposium 2026 is presented by A. Shridhar and powered by Shyam Group.

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