As AI rapidly reshapes productivity, service delivery and business models, the conclave will examine emerging risks around concentration of capital, compute infrastructure and intellectual property, and their potential to deepen structural inequalities. Deliberations will explore policy and market interventions required to ensure equitable access to AI through infrastructure development, responsible data governance and inclusive skilling frameworks.

Key agenda areas include AI inequality in global development, governance frameworks for responsible AI deployment, formalisation pathways for MSMEs and informal workers, and the role of digital public infrastructure in expanding access to AI systems. Special emphasis will be placed on enabling participation of Scheduled Castes, Scheduled Tribes, women entrepreneurs, gig workers, sanitation workers, artisans and first-generation business owners in emerging AI value chains.

A key outcome of the conclave will be the Delhi Declaration on Inclusive AI and the Future of Work, which is expected to outline national principles for equity-by-design, worker transition frameworks, portable social protection mechanisms, multilingual AI skilling pathways, inclusive data governance standards and strengthened Centre–State coordination. The Declaration will inform deliberations at the India AI Impact Summit 2026.

Padma Shri awardee Mr. Ravi Kumar Narra, National President, DICCI, added, “Economic empowerment delivers impact when policy intent is matched with institutional execution. AI must be deployed with similar discipline to enhance productivity in the informal economy, expand market access for small enterprises and enable credible worker transition pathways. Inclusion must be measurable, not aspirational.”

Through this conclave, DICCI aims to institutionalise inclusion as a foundational principle within India’s evolving AI policy ecosystem, advancing structured dialogue and actionable commitments that align artificial intelligence with equity, employment and national development priorities.

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New Delhi [India], February 13: At a time when India’s legal discourse is often reactive, Poulomi Pavini Shukla represents a quieter but more consequential shift, one that treats the Constitution not as a symbolic document, but as a working tool for social correction.

An award-winning lawyer, TEDx speaker and author, Poulomi has emerged as one of the country’s most credible young voices in constitutional law, women’s rights, orphan welfare and animal protection. Recognised early for the depth and seriousness of her work, she has been named to Forbes 30 Under 30, and honoured with the Young Achiever Award, Femina Fab 40, and Cosmopolitan Disruptor of the Year.

Poulomi is the founder of Nyaya Naari, India’s first all-women law firm and legal reform platform. The initiative was created to reposition women not merely as beneficiaries of legal protection, but as active shapers of jurisprudence and policy. Through Nyaya Naari, she combines precedent-setting litigation with institutional accountability and structured mentorship, foregrounding women lawyers in leadership roles within the legal profession.

She is nationally known for her decade-long work on orphan welfare in India. Her book, The Weakest on Earth – Orphans of India, published by Bloomsbury, brought national attention to the legal invisibility of orphaned children. The work has contributed to tangible policy outcomes, including reforms across 11 states, a doubling of Union budgetary allocations, extension of Right to Education coverage to orphaned children, and a landmark intervention ensuring that orphans are formally enumerated in the national census.

“In a country as data-driven as ours, not being counted often means not being cared for,” Poulomi said. “My work with orphans has always been about one simple idea—until the law sees you, policy will not serve you.”

In the area of women’s rights, Poulomi is currently leading constitutional litigation challenging discriminatory inheritance regimes that deny married daughters equal rights in agricultural and ancestral property. Her work has already prompted the Uttar Pradesh government to constitute a committee to re-examine such laws, an issue affecting millions of women despite clear constitutional guarantees under Articles 14 and 15.

“Equality cannot stop at the doorstep of marriage,” she said. “If constitutional rights disappear the moment a woman marries, then the problem is not culture—it is the law’s failure to keep its promise.”

Poulomi has also become a prominent legal voice in the national conversation on stray and community dogs, an issue often marked by polarisation and misinformation. Her interventions have focused on lawful, humane and evidence-based approaches, resisting illegal relocation and violence, while reframing animal welfare as a question of constitutional morality, public health and social responsibility. Her arguments have gained wide traction online and within legal circles, particularly among younger lawyers and policy audiences.

A widely read public intellectual, Poulomi has written for The Times of India, The New Indian Express, The Economic Times and Femina, and is a frequent speaker at universities, legal forums and policy platforms across the country. Known for substance over spectacle, she combines rigorous legal reasoning with moral clarity, making complex constitutional questions accessible without diluting their seriousness.

As a speaker and advocate, Poulomi’s work consistently asks a larger question—how law distributes power, how it withholds compassion, and how it can be reoriented to serve those it has historically overlooked.

More information is available at www.weakestonearth.in

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Ahmedabad (Gujarat) [India], February 13: Archoo, a women’s nightwear and comfort wear brand, recently hosted a special dealer meet in Rajasthan, bringing together its partners for an exclusive preview of its latest collections.

The trip was planned as a relaxed yet focused product showcase, where dealers could experience Archoo’s new range up close. The display included a variety of women’s nightwear, comfortable T-shirts, and trendy co-ord sets, thoughtfully designed to suit everyday wear and changing consumer preferences.

The response from dealers was far better than expected. The new collections received strong appreciation for their comfort, fit, and fresh designs, resulting in bookings that went well beyond initial expectations. Many dealers showed immediate interest in placing orders, reflecting growing demand for easy-to-wear and stylish nightwear across markets.

Sharing their thoughts, the Archoo team said the Rajasthan meet was not just about showcasing products, but about spending quality time with their partners and understanding market needs better. According to the owner Murli Manohar Darji, “Seeing such positive energy and higher-than-expected bookings gives us confidence that we’re moving in the right direction”.

The successful Rajasthan showcase marks another positive step in Archoo’s journey, strengthening dealer relationships and reinforcing the brand’s commitment to delivering comfortable, well-designed products that truly connect with customers.

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Silicon Valley’s “responsible AI” industry is a billion-dollar con. The Epstein files just ripped away the curtain. Here’s what should replace it.

New Delhi [India], February 13: Shekhar Natarajan, the Founder and CEO of Orchestro.AI explains why we need a virtue-native AI instead of ethical AI.

THE CON
There is a multi-billion-dollar industry called “AI Ethics.” It employs thousands of people. It publishes hundreds of papers a year. It convenes panels at every major technology conference on Earth. It has its own conferences, its own journals, its own job titles, its own vocabulary: alignment, fairness, transparency, responsible scaling, human-centered design.

It is a lie.
Not because the researchers are insincere. Many are brilliant and well-intentioned. But because the entire apparatus exists to do one thing: allow morally and financially compromised people to keep building the most consequential technology in human history while appearing to give a damn.

The Epstein files make this undeniable. The same networks that funded AI labs funded dinners with a convicted child sex offender. The same intellectual circles that shaped AI alignment theory exchanged emails about eugenics and fascism with a predator. The same billionaires who endow AI ethics chairs at Stanford and MIT maintained documented, post-conviction relationships with Jeffrey Epstein.

The ethics industry is not a check on power. It is a product of power. It exists to absorb criticism the way a car’s crumple zone absorbs impact—so the people in the driver’s seat walk away unharmed.

“Ethical AI is a bumper sticker on a car driven by people who can’t pass a background check. The Epstein files are the background check. 3.5 million pages. Read them. Then tell me the ethics industry is working.” — Natarajan

WHY IT FAILS: THE BOLT-ON PROBLEM
Here is the structural reason Silicon Valley’s ethical AI will always fail, even when the practitioners are sincere:

You cannot bolt morality onto a system designed without it.
Every major AI system in production today was designed with a single objective function: optimize. Optimize engagement. Optimize conversion. Optimize revenue. Optimize growth. The system is built, shipped, and scaled. Then the ethics team is brought in to sand down the edges. To write the guidelines. To flag the bias. To publish the transparency report. To tell the press that the company takes these issues very seriously.

This is like building a skyscraper on a swamp and then hiring a foundation consultant after the building starts sinking. The consultant can write excellent reports. The consultant can identify every crack. The consultant cannot fix the fact that the foundation was never poured.

The Epstein network operated identically. The relationships were built. The value was extracted. The risk was managed. When exposure came, the response was formulaic: express regret, reframe as a mistake, commit to learning, change nothing structural. The AI ethics industry follows the same playbook. The only difference is the vocabulary.

VIRTUE-NATIVE: A DIFFERENT ARCHITECTURE ENTIRELY
Now imagine something the current system cannot produce. Imagine AI where ethics is not a department, not a report, not a panel, not a constraint applied after deployment—but the computational architecture itself.

This is what Shekhar Natarajan means by virtue-native AI.

The distinction is not semantic. It is structural. In Silicon Valley’s model, the AI optimizes and the ethics team audits. In Natarajan’s model, there is no separation. Twenty-seven Virtue Agents—Compassion, Transparency, Humility, Temperance, Forgiveness, Justice, Prudence, and twenty more—operate inside every decision the system makes. They are not reviewers. They are not guardrails. They are the decision-making architecture. The Compassion Agent does not review a routing decision after it’s made. It is the routing decision.

“Right now, my systems are choosing whether someone’s grandmother gets her heart medicine or a billionaire gets luxury skincare. The difference is—my algorithms remember why humans matter. That’s not an ethics policy. That’s the architecture.” — Natarajan

WHY A BOY FROM HYDERABAD UNDERSTOOD THIS AND STANFORD DIDN’T
Silicon Valley builds AI from a single cultural assumption: that ethics can be universalized into a checklist. Fairness. Transparency. Accountability. Non-discrimination. Write it down. Audit against it. Ship the report.

This is the thinking of people who have only ever lived in one moral universe.
Natarajan grew up in the slums of Hyderabad—a world where virtue was not academic. It was survival. His mother’s 365-day vigil outside a headmaster’s office was not a lesson in “persistence” from a self-help book. It was an act of moral engineering: she identified a system failure, she deployed the only resource she had—her physical presence—and she ran the process until the system yielded. His father’s bicycle route was not “generosity” as a corporate value. It was a man earning $1.75 a month who calculated, every single day, that other people’s suffering was more urgent than his own—and acted accordingly.

Then Natarajan moved across worlds. South India to Georgia. Georgia to Atlanta’s corporate corridors. Coca-Cola to PepsiCo to Disney to Walmart to American Eagle. Six continents of operational experience. Hindu moral frameworks. Christian institutional ethics. Secular corporate governance. Islamic principles of commerce he encountered building supply chains across the Middle East. Confucian hierarchical values shaping operations in East Asia.

He learned what no one in Silicon Valley’s monoculture has learned: virtue is real, it is universal in aspiration, and it is radically local in expression.
That is why Angelic Intelligence is configurable. The Compassion Agent in a supply chain serving rural India does not apply the same decision weights as a Compassion Agent routing medical supplies in Lagos or distributing humanitarian aid in Kyiv. The virtue is the same. The configuration reflects the local moral reality. A system designed by someone who has only ever lived in Palo Alto cannot conceive of this. A system designed by someone who studied under a street light in Hyderabad, shipped goods across six continents, and holds degrees from Georgia Tech, MIT, Harvard, and IESE can.

“Silicon Valley thinks ethics is a checklist. I know it’s an architecture. They think morality is one-size-fits-all because they’ve only ever worn one size. I grew up in a room with eight people, crossed oceans, built systems across six continents. Virtue is universal. The expression of virtue is local. If your AI can’t configure for that, it’s not ethical. It’s colonial.” — Natarajan

THE PROOF IS OPERATIONAL
This is not theory. In January 2026, at Davos, Natarajan launched Angelic Intelligence Matching with The Supply Chain Project—a system that diverts $890 billion in annual retail returns from landfills to families in need. Compassion Agents evaluate the human value of each item. Diapers go to families with infants. Medicine goes to the elderly. Food goes to hunger relief. The virtue layer is not a filter applied after optimization. It is the optimization.

The system tracks dignity preserved per decision and hope transported per mile. It runs Karma Credit—pro-social behavior by drivers, warehouse workers, and partners unlocks better pay, better financing, better opportunities. It puts market value on goodness. Not as a PR campaign. As a computational metric.

Meanwhile, the people in the Epstein files are still publishing ethics reports.

“Compassion doesn’t kill profit. It multiplies it. Every ethical decision my system makes creates trust. Trust creates loyalty. Loyalty creates sustainability. That’s not idealism. That’s math. And unlike ethical AI theater, it actually works.” — Natarajan

The ethical AI industry has had a decade and billions of dollars. It has produced reports. Natarajan had a street light and a silver toe ring. He produced a working moral operating system for machines. Draw your own conclusions.

Shekhar Natarajan is the Founder and CEO of Orchestro.AI, creator of Angelic Intelligence. Davos 2026 opening keynote. Tomorrow, Today podcast (#4 Spotify). Signature Awards Global Impact laureate. 300+ patents. Georgia Tech, MIT, Harvard Business School, IESE. Grew up in a one-room house in the slums of Hyderabad. No electricity. Father earned $1.75/month on a bicycle. Mother stood outside a headmaster’s office for 365 days. One son, Vishnu. Paints every morning at 4 AM. Does not appear in the Epstein files.

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Ahmedabad (Gujarat) [India], February 13: Praveg Limited(BSE – 531637), India’s leading eco-responsible luxury resorts company, reported its Unaudited Financial Results for the Q3 FY26 & 9 Months FY26.

Key Financial Highlights

Q3 FY26 Consolidated

• Total Income of ₹ 90.71 Cr against ₹ 54.88 Cr in Q3 FY25, up 65.29%.
• EBITDA of ₹ 26.51 Cr against ₹ 22.07 Cr in Q3 FY25, up 20.10%.
• Net Profit of ₹ 9.93 Cr against Net Profit of ₹ 10.45 Cr in Q3 FY25.
• EPS of 3.80 against 4.08 in Q3 FY25.

Q3 FY26 Standalone

• Total Income of ₹ 73.68 Cr against ₹ 43.48 Cr in Q3 FY25, up 69.46%.
• EBITDA of ₹ 19.44 Cr against ₹ 17.52 Cr in Q3 FY25, up 10.96%.
• Net Profit of ₹ 8.50 Cr against Net Profit of ₹ 7.64 Cr in Q3 FY25.
• EPS of 3.25 against 2.96 in Q3 FY25.
• Total Impact of applicability of IND AS 116 “ROU on Lease Asset” is ₹ 3.01 Cr comprise of Depreciation on ROU Asset amounting ₹ 1.56 Cr and Interest on Lease Liability amounting ₹ 1.45 Cr, whereas the actual Lease rent paid in the Quarter Amounts ₹ 2.19 Cr, which impact the PBT by ₹ 0.82 Cr.
• Total Depreciation provided on Assets of 17 Resorts and Hotel during the Q3 2026 amounts ₹ 8.14 Cr.

9 Months FY26 Consolidated

• Total Income of ₹ 168.42 Cr against ₹ 115.14 Cr in 9 Months FY25, up 46.27%.
• EBITDA of ₹ 36.68 Cr against ₹ 40.28 Cr in 9 Months FY25, down 8.93%.
• Net Loss of ₹ 5.04 Cr against Net Profit of ₹ 12.71 Cr in 9 Months FY25.
• EPS of (1.96) against 4.92 in 9 Months FY25.

9 Months FY26 Standalone

• Total Income of ₹ 130.23 Cr against ₹ 95.98 Cr in 9 Months FY25, up 35.69%.
• EBITDA of ₹ 23.16 Cr against ₹ 33.80 Cr in 9 Months FY25, down 31.49%.
• Net Loss of ₹ 8.20 Cr against Net Profit of ₹ 9.84 Cr in 9 Months FY25.
• EPS of (3.14) against 3.81 in 9 Months FY25.
• Total Impact of applicability of IND AS 116 “ROU on Lease Asset” is ₹ 9.09 Cr comprise of Depreciation on ROU Asset amounting ₹ 4.70 Cr and Interest on Lease Liability amounting ₹ 4.40 Cr, whereas the actual Lease rent paid in the 9 Months Amounts ₹ 6.56 Cr. Total additional impact on PBT is ₹ 2.53 Cr.
• Total Depreciation provided on Assets of 17 Resorts and Hotel during the 9 Months 2026 amounts ₹ 24.12 Cr.

Key Operation Highlights:

Key Highlights for Q3 FY26

· Hospitality and Event segment’s Revenue contributed ₹ 74.06 Cr.

· Advertisement Segment Contributed ₹ 16.39 Cr.

· The company is having total 825+ Rooms across 17 operational resorts and one hotel.

· Letter of Award (LoA) received from Tourism Corporation of Gujarat Limited for Augmentation of infrastructure facilities in existing shops at SoU for 31 days, development of studio kitchen at helipad ground and development of theme pavilion at maze garden at SoU as per the requirements for 15 days for Rashtriya Ekta Diwas 2025 at SOU, Kevadia, Gujarat.

Letter of Award (LoA) received from the Tourism Corporation of Gujarat Limited for the development of a resort at Dhordo, Kutch, Gujarat. The project involves the development of 46 rooms/keys (luxury tents) and 42 dormitories (total capacity of 252 beds), equivalent to 126 standard rooms, thereby further expanding and strengthening the Company’s hospitality presence at Dhordo. This award is in addition to the existing 30 Bhungas currently being operated by Praveg Limited at the location under a 5-year agreement. The project has been awarded with a concession period of 35 (thirty-five) years
· Letter of Award (LoA) received from the Sports, Youth Service and Cultural Activities Department, Government of Gujarat, Gandhinagar, Gujarat, for the execution of the Sardar Patel @ 150th Unity March – Pad Yatra, a nationally significant event scheduled from November 25, 2025 to December 6, 2025. The march commenced from Karamsad and concluded at the Statue of Unity, Kevadia.

Commenting on the results, Mr. Vishnu Patel, Chairman, Praveg Limited said: “Q3 FY26 reflects strong top-line momentum, with standalone total income growing by 69.46% to ₹73.68 crore, driven by our expanding hospitality footprint and continued traction in events and advertisement segments. EBITDA margins have improved compared to the previous year, supported by higher occupancy across all resorts and successful execution of high-value government and corporate events during the quarter.

Our strategy remains firmly focused on disciplined expansion, operational efficiency, and strengthening our eco-responsible luxury portfolio, positioning Praveg for sustainable long-term growth and value creation.”

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Kolkata (West Bengal) [India], February 13: DAR Credit & Capital Limited (NSE Symbol: DCCL) yesterday delivered a standalone financial performance for the third quarter and nine months ended December 31, 2025, marked by accelerating profitability, expanding margins, and flawless execution across its lending operations.

The Company continues to outperform through a combination of disciplined credit allocation, digital-led operational leverage, and proactive risk containment—proving that profitable growth and asset quality are not trade-offs, but strengths.

Q3 FY26 — PROFITABILITY ACCELERATES

Key Financial Highlights –

 Q3 FY26

• Total Income: ₹1,260.90 Lakhs
• Profit Before Tax (PBT): ₹335.25 Lakhs
• Net Profit (PAT): ₹252.07 Lakhs
• Earnings Per Share (EPS – Basic & Diluted): ₹1.77

PAT Margin expanded to 20.0% — highest in last five quarters.

9M FY26 — MOMENTUM BUILDS TOWARDS RECORD YEAR

9M FY26 Highlights

• Total Income: ₹3,562.17 Lakhs
• Profit Before Tax (PBT): ₹870.82 Lakhs
• Net Profit (PAT): ₹704.23 Lakhs
• Earnings Per Share (EPS – Basic & Diluted): ₹5.27

Nine-month PAT already exceeds 85% of full-year FY25 PAT — firmly on track to deliver record annual profitability.

MANAGEMENT COMMENTARY — COMMAND & CONFIDENCE

Mr. Ramesh Kumar Vijay, Managing Director, DAR Credit & Capital Limited, stated:

“Our Q3 performance is not just strong—it is decisive. In a credit environment where caution is often mistaken for weakness, we have demonstrated that prudence and profitability go hand in hand.

*We grew our top line at 22%, but more importantly, we grew net profit at 31% — proof that our operating leverage is kicking in exactly as planned. Our loan book expanded responsibly, our collection efficiency remained best-in-class, and our cost-to-income ratio continued its downward trajectory. *

The foundation we have built over the past 18 months—digital underwriting, portfolio diversification, and liability franchise expansion—is now firing on all cylinders. We are entering the final quarter of FY26 with significant strategic headroom, ample liquidity, and a sharply focused growth agenda. We will not merely meet our targets; we will surpass them.”

STRATEGIC HIGHLIGHTS — EXECUTION WITH EDGE

• Profitability leadership: PAT grew 31% YoY in Q3 — well ahead of revenue growth, confirming superior cost control and risk selection.
• Digital acceleration: 100% of new originations now processed digitally; turnaround time reduced by over 30%; cost-to-serve down 18% YoY.

OUTLOOK — OFFENSE IN Q4, DOMINANCE IN FY27

The Company enters the final quarter of FY26 with unquestionable momentum.

• Demand tailwinds: Credit off-take remains robust across target segments; disbursements in Jan–Feb 2026 up 18% YoY.
• Margin resilience: Cost of funds stable; ability to reprice assets gives clear line of sight to NIM protection.
• Growth runway: Well-capitalised with CRAR at 43.75%, providing ample firepower for 18–20% AUM growth in FY27.

DAR Credit is not just performing. It is positioning. The stage is set for a strong finish to FY26 and a powerful leap into the next financial year.

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Mumbai (Maharashtra) [India], February 13: Paradigm Realty, a forerunner in Mumbai’s ever-evolving luxury real estate sector, has asserted its reputation of continually redefining the standards of upscale living in the city with the grand unveiling of the lavish designer entrance lobby at Paradigm Anantaara. The brand’s flagship development in Borivali West, Anantaara is an ode to world-class sophistication and an opulent landmark, offering homeowners the inimitable opportunity to come home to a lifestyle destination at par with the best in the world.

• The designer entrance lobby embodies Paradigm Anantaara’s signature elegance, sophistication and opulence
• A flagship property by Paradigm Realty, Anantaara is a striking 41-storey landmark that is synonymous with aspiration, prestige and legacy
• The reveal reaffirms Paradigm Realty’s commitment to upholding world-class design and experiential benchmarks across their projects

The designer lobby has been crafted not just as a space but as an experience in indulgence, giving home-owners a glimpse of the lifestyle that awaits them within Anantaara. Beyond an entry point to the property, the grand drop-off and curated interiors exude a sense of exclusivity and curated sophistication. The impeccable design brings together palatial proportions that echo the grandeur of a bygone era, with contemporary flourishes and an alluring warmth that cocoons residents and their guests. As a ‘Signature Experience’, the lobby reinforces Anantaara’s positioning as a premium lifestyle address.

The design philosophy is underscored by Paradigm Realty’s nuanced understanding of quiet luxury and sophisticated grandeur. The lobby’s layout, design and décor are an intersection of contemporary indulgences and organic warmth. The visual identity is timeless and elevated, matching paces with global luxury hospitality destinations. The double height is imposing but open, the exquisite material palette encompasses natural stone, textured wall panels and refined metal accents, while the statement custom chandeliers and curated art installations lend the space a sculptural, layered aesthetic. At the same time, the lobby fosters connection, with a fluid indoor-outdoor visual link at the drop-off foyer that is integrated with invisible, high-tech security systems.

In many ways, the lobby is a preface for the story of luxury high-rise living that Paradigm Anantaara tells – an iconic 41-storey skyscraper that dominates the skyline of Shimpoli, Borivali West, the property is conceived as a sanctuary of ‘Eternal Living’. Nestled against a five-acre green reserve, the nearly 500 ft-tall tower offers breathtaking views of the Sanjay Gandhi National Park to the East and the Global Pagoda and Arabian Sea to the West. With the first habitable floor starting at 150 feet above ground, the project ensures a life of privacy, tranquillity, and elevated prestige. The signature 3, 4 & 6 BHK deck residences are carefully designed to amplify this surreal experience of rising above the city while still holding pride of place in its green heart.

The reveal of the designer lobby will double as the grand premiere of the ‘Anantaara Lifestyle’. “The lobby serves as a physical and visual anchor for Anantaara.  It moves the conversation from ‘under-construction promises’ to ‘ready-to-experience reality.’ By showcasing this level of finesse, we are offering prospective buyers a window into the quality they can expect from their future homes. If the lobby is the trailer, their residence will be the masterpiece,” says Parthh K Mehta, CMD of Paradigm Realty. To amplify the messaging, the developer is coupling the physical launch with an innovative digital outreach exercise through which investors can experience the lobby via a high-resolution 3D 360° virtual tour.

Paradigm Realty affirms that the lobby launch is the first in a series of experiential milestones. Residents and investors can soon look forward to the Podium Reveal at 135 ft, featuring landscaped fitness zones, followed by the Sky-Life Launch at 475 ft, which will reveal the Infinity Sky Pool and Rooftop Party Deck.

About Paradigm Realty:

Paradigm Realty is a prestigious real estate developer dedicated to creating avant-garde landmarks across Mumbai. With a focus on design excellence and transparency, the group has successfully delivered iconic projects that cater to the aspirations of the modern Indian family.

For more details login – https://paradigmrealty.co.in/

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Gurugram (Haryana) [India], February 12: Digiliance Solutions Pvt. Ltd., the technology-driven successor to the esteemed Spectra Solution, today announced the launch of its enhanced suite of labour law compliance software and services. This release marks a historic 20-year milestone for the firm, which has evolved from a boutique consultancy in 2006 into India’s most trusted “One-Stop Solution” for automated statutory compliance and regulatory risk management.

Two Decades of Expertise: From Spectra to Digiliance

The emergence of Digiliance is the result of a twenty-year journey that began in 2006. Founded by Yogesh Pant, the organization spent two decades at the forefront of India’s evolving labour landscape. By transitioning from the service-heavy model of Spectra Solution to the tech-integrated model of Digiliance, the company has successfully distilled twenty years of “boots-on-the-ground” experience into a high-performance digital infrastructure.

“In 2006, we managed compliance with physical registers and manual audits. Today, we manage it with real-time data and cloud-based precision,” said Yogesh Pant, CEO of Digiliance Solutions Pvt. Ltd. “Digiliance represents the bridge between that deep legal legacy and the future of digital-first governance.”

The Industry Standard: DLC and DNLC Software

At the heart of the company’s offering is the Digiliance Labour Compliance (DLC) software, a comprehensive cloud-based platform designed to monitor, manage, and mitigate risks across 36 States and Union Territories.

As India enters the era of the New Labour Code, Digiliance has introduced the specialized DNLC (Digiliance New Labour Code) software. This module is specifically engineered to handle the complexities of the four new codes – Wages, Social Security, Industrial Relations, and OSH, offering automated wage restructuring (the 50% rule) and digital register mapping to ensure businesses are transition-ready.

Key Product Highlights:

• Automated Register Generator: A flagship module that allows HR teams to auto-generate state-specific statutory registers via simple Excel uploads.
• Real-Time Compliance Dashboard: Provides a “Compliance Score” and bird’s-eye view of establishments, sites, and contractors.
• License & Notice Management: A specialized tracker for the entire lifecycle of licenses and a coming-soon module for managing government notices and hearings.
• Free Digital Library: Access to over 8,000 compliances, 400+ rules, and a vast archive of state-wise statutory forms and acts.
• Automate Digital Registers: Replace traditional ledgers with cloud-based, auto-generated muster rolls and wage registers.

Solving the Crisis of Contractor/Vendor Compliance

One of the most significant risks for modern enterprises is the non-compliance of third-party vendors. Digiliance’s contractor/vendor compliance service provides principal employers with a dedicated portal where contractors can submit statutory documents (PF/ESI challans, returns, and registers) for real-time verification. This protects the principal employer from vicarious liability and ensures every worker in the supply chain is covered under the law.

A Hybrid Model of Services

Digiliance continues to provide a “Human-in-the-Loop” service model, ensuring that technology is backed by veteran legal expertise:

• Establishment & Factory Compliance: Full-spectrum management of Factories Act and Shops & Establishment Act requirements.
• PAN-India Registration & Licensing: Streamlined procurement and renewal of Trade Licenses, CLRA registrations, and more.
• Audits & Consulting: Expert-led “Checks” to prepare organizations for government inspections and identify hidden liabilities.
• Restructure Payroll: Seamlessly align salary components with the mandatory 50% “Wages” rule.

About Digiliance Solutions Pvt. Ltd.

Digiliance Solutions Pvt. Ltd. is India’s leading provider of labour law compliance software and services. Leveraging a legacy dating back to 2006, the company serves 50+ multinational clients across 8+ industry verticals. Through its proprietary DLC and DNLC platforms, Digiliance provides a unified ecosystem for statutory compliance, contractor/vendor compliance, and comprehensive HR regulatory management.

Media Contact: The Corporate Communications Team Digiliance Solutions Pvt. Ltd. Email:

sales@digiliance.in Website: https://digiliance.in

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Raipur (Chhattisgarh) [India], February 12: The Board of Directors of Jinkushal Industries Limited (“Jinkushal” or “the Company”), at its meeting held today, has approved the unaudited standalone and consolidated financial results for the quarter and nine months ended December 31, 2025, prepared in accordance with the applicable provisions of the Companies Act, 2013, SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015, and Indian Accounting Standards (Ind AS).

During the period under review, the Company delivered strong standalone operating performance, supported by sustained export momentum and disciplined execution. The consolidated results reflect the Group’s operating cycle, overseas inventory positioning, logistics timelines, and standard consolidation accounting treatment.

Key Highlights 

• Standalone turnover increased by approximately 27% year-on-year, driven by export-led growth. • Strategic inventory positioning undertaken at overseas subsidiary to strengthen market access. • Continued focus on higher-margin refurbished and value-added equipment. • Balanced geographic execution across multiple international markets. • Disciplined deployment of IPO proceeds aligned with long-term growth objectives.

Standalone Performance and Export Momentum 

On a standalone basis, the Company has delivered strong operating performance during the period, led by robust export activity. Standalone turnover increased from ₹141.48 crore to ₹180.32 crore, reflecting year-on-year growth of 27%. This growth reflects sustained demand across key international markets, efficient execution and the continued scaling of the Company’s core export operations.

Strategic Inventory Build-Up as a Growth Enabler 

During the period, the Group has built a historically high level of inventory at its overseas subsidiary, with inventory increasing from historical levels of approximately ₹10 to ₹15 crore to around ₹70 crore. This represents the highest inventory level in the Company’s history and is a conscious and strategic decision enabled by improved liquidity following the IPO.

The inventory build-up has been undertaken to position stock closer to end customers, support faster delivery timelines, increase the share of higher-margin used and refurbished machines, and strengthen the Group’s ability to execute retail and direct end-user sales. While this approach involves a longer working capital and sales cycle compared to a pure wholesale model, it is expected to result in stronger revenue realisation, higher margin quality, and improved customer conversion over subsequent periods.

Mexico Market Developments and Inventory Timing 

Mexico has historically been one of the Company’s most significant export markets. In early December 2025, certain changes and clarifications relating to import tariffs on products originating from India and China were announced. While applicability to construction and mining equipment was not explicitly clarified at the time, some importers and wholesale buyers temporarily deferred purchase decisions pending clarity. As a result, a portion of export-ready inventory remained unsold at the Group level as of the reporting cut-off date. This inventory is expected to translate into revenue and profit realisation upon conversion in subsequent periods, in line with normal business cycles.

Market Diversification and Geographic Balancing 

In response to temporary demand deferrals in Mexico, the Company proactively balanced sales momentum by increasing focus on other international markets, including South Africa and the UAE. This geographic diversification ensured continuity of business activity while maintaining readiness to serve the Mexico market as conditions normalise.

Consolidated Performance and Accounting Perspective 

At the consolidated level, turnover and Profit After Tax reflect the application of standard consolidation principles. Inter-company sales and inter-group profits are eliminated in accordance with accounting standards. Where inventory is held within the Group at the reporting date, profits attributable to such inventory remain embedded within stock and are recognised upon onward sale to external customers. Operating expenses such as refurbishment, logistics, freight, warehousing, and overheads continue to be recorded as incurred, resulting in a natural timing difference between expense recognition and profit recognition.

Expected Progression as Inventory Is Monetised 

As historically high inventory levels are monetised through sales in the normal course of business, consolidated revenue and profitability are expected to progressively reflect this conversion. Order pipelines, customer engagement, and execution timelines remain active, providing visibility on future realisation.

Deployment of General Corporate Purpose Funds 

Funds raised under the General Corporate Purpose are being deployed in line with the stated objects of the offer. The Company has accelerated investments in brand building, international marketing, participation in global exhibitions, and expansion of the HexL brand into new geographies. These initiatives are opportunity-driven and intended to strengthen market presence, enhance brand visibility, and support long-term revenue and margin expansion.

Corporate Governance and Long-Term Value Creation 

The Company continues to pursue growth through structured capital allocation and disciplined execution. Investment decisions are guided by long-term value creation, operational scalability, and strengthening of market presence across geographies. Management remains focused on building a resilient, scalable, and globally competitive organisation with transparent reporting and a clear emphasis on sustainable long-term growth.

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New Delhi [India], February 12: The Union Budget 2025–26 presents a broad-based growth roadmap aimed at strengthening India’s manufacturing ecosystem, empowering MSMEs, accelerating rural development, and easing the tax burden on citizens. With a clear focus on productivity, innovation, and financial inclusion, the budget outlines reforms designed to support India’s journey towards becoming a self-reliant and globally competitive economy.

A major thrust has been placed on agriculture and rural development, with initiatives to improve crop resilience, enhance productivity, and boost farmers’ access to institutional credit. Measures such as the National Mission on High Yielding Seeds, targeted programmes for cotton and pulses, and expanded Kisan Credit Card limits are expected to strengthen farm incomes and support allied industries linked to rural consumption.

The MSME sector emerges as a key beneficiary, with revised classification norms, improved access to credit through customised financial products, and a dedicated scheme to support first-time entrepreneurs, including women and individuals from marginalised communities. Special attention to labour-intensive sectors such as footwear, leather, and toys is expected to generate employment and strengthen domestic manufacturing.

Investments in human capital also feature prominently. The budget proposes large-scale expansion of Atal Tinkering Labs in government schools, a significant increase in medical education seats, strengthened urban health infrastructure through district-level cancer care centres, and enhanced support for street vendors through a revamped PM SVANidhi scheme.

Urban infrastructure and connectivity have received renewed momentum through initiatives such as the Urban Challenge Fund, extension of the Jal Jeevan Mission, expansion of the UDAN regional aviation scheme, and the creation of a Maritime Development Fund to support long-term financing in the sector.

Research, innovation, and digital transformation form another cornerstone of the budget, with a ₹20,000 crore push for private sector-led R&D, the launch of a National Geospatial Mission, and focused investments in artificial intelligence education and advanced research fellowships.

Significant reforms have also been announced in personal income tax and financial services. Enhanced deductions for senior citizens, higher thresholds for TDS on rent, and proposals under the upcoming Income Tax Bill aim to simplify compliance and provide greater certainty to taxpayers. In the financial sector, increased FDI limits in insurance, a revamped Central KYC Registry, and a new Grameen Credit Score framework are expected to deepen financial inclusion.

Export growth has been addressed through initiatives such as BharatTradeNet, improved access to export credit, and upgraded air cargo infrastructure to support high-value and perishable exports.

On the fiscal front, the government has reiterated its commitment to discipline, targeting a fiscal deficit of 4.4 per cent of GDP while continuing to support states through interest-free loans for infrastructure development and rationalising customs duties to improve ease of doing business.

Overall, Budget 2025–26 sets out a balanced and forward-looking agenda that aligns fiscal prudence with growth imperatives. By combining structural reforms with targeted investments, the budget seeks to strengthen India’s economic foundations while creating opportunities for businesses, entrepreneurs, and citizens alike.

For more information, visit: https://www.aimoindia.com/

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