Category: Business

  • They Had Islands. He Had a Street Light.

    They Had Islands. He Had a Street Light.

    The men in the Epstein files had every resource on Earth. They built AI that exploits. A man from the slums had nothing. He built AI that serves. That’s not coincidence. That’s causation.

    New Delhi [India], February 10: Shekhar Natarajan, Founder and CEO of Orchestro.AI, explains how he rose from rags to riches in this inspirational piece.

    THE INVENTORY OF PRIVILEGE

    Let’s take inventory of what the men in the Epstein files had.

    Collectively, the tech figures documented across 3.5 million pages of DOJ files controlled more wealth than most nations. They had private islands, private jets, private chefs, private security, and private access to every institution on Earth. They had Ivy League educations, tenured professorships, endowed chairs, and research labs with budgets larger than some countries’ GDP. They had teams of lawyers, fleets of lobbyists, and direct lines to heads of state. They attended dinners where the guest list read like the Forbes billionaire index. They had Edge Foundation galas at TED. They had Palo Alto supper clubs. They had everything.

    And with all of that, they could not build AI that gives a damn about the people it affects.

    Instead they built AI that surveils without consent, amplifies disinformation for engagement, entrenches racial bias in hiring algorithms, manipulates children’s attention for ad revenue, extracts personal data as a business model, and when caught, issues a press release about “responsible innovation.” They discussed eugenics over email with a sex trafficker. They attended post-conviction dinners and called it networking. They built the most consequential technology in human history with the moral depth of a spreadsheet.

    They had islands. They had billions. They had everything except the one thing that matters.

    They had no virtue. And it shows in every algorithm they ship.

    THE INVENTORY OF NOTHING

    Now take inventory of what Shekhar Natarajan had.

    One room. Eight people. No electricity. No running water. No connections. No safety net. A father earning $1.75 a month on a bicycle. A brother with untreated bipolar disorder. A school system that said no. A street light.

    His mother had nothing except the refusal to accept the word no. She stood outside a headmaster’s office for 365 days. When they finally let her son in, she had nothing left to pay the fees except a silver wedding toe ring. Thirty rupees. She gave it without hesitation.

    “That ring was the first piece of code in my life. It taught me that the most valuable thing you can move is hope.” — Natarajan

    The boy studied under the street light. He arrived in America with fifty dollars. He slept in his car. He worked five jobs. He faced deportation. He mailed a movie résumé to a stranger at Coca-Cola and got hired with two weeks left on his visa. Over twenty-five years, he transformed logistics at six of the world’s largest corporations. He filed 300 patents. He grew Walmart’s grocery business from $30 million to $5 billion. He took his father off life support and slept in his car for two weeks afterward. In 2020, his son Vishnu was born with his father’s face, and he made a promise: I won’t leave behind one angel. I’ll leave a million.

    He walked away from the corner offices. He founded Orchestro.AI. He built Angelic Intelligence—the world’s first virtue-native AI.

    Not ethical AI. Not responsible AI. Not AI with an ethics board and a white paper and a Chief Trust Officer who attended the right dinners. Virtue-native AI. AI where morality is not a constraint applied to an optimization engine. AI where virtue is the engine itself.

    WHY “NOTHING” BUILT BETTER AI

    This is not a feel-good story about overcoming poverty. This is a causal argument about why the most consequential technology in the world must be built by people whose moral formation happened in places like the slums of Hyderabad—not at billionaire dinner tables in Palo Alto.

    The billionaires had everything, so they learned that rules are negotiable. When you have enough money, enough lawyers, enough connections, you learn that consequences are for other people. You learn that a criminal conviction at your dinner table is a social complexity, not a moral disqualification. You learn that ethics is something you fund, not something you practice. That moral formation produced the AI we have today: systems that optimize for the powerful and externalize harm to the powerless.

    Natarajan had nothing, so he learned that virtue is structural. When you have no money, no electricity, no connections, and no margin for error, you learn that character is not optional—it is the only infrastructure you have. You learn that a woman standing outside a door for 365 days is an engineering solution. You learn that a man giving away his wages on a bicycle is a logistics philosophy. You learn that a silver toe ring is a financial instrument. You learn that the system must be moral because you cannot afford the consequences when it isn’t.

    And because Natarajan crossed worlds—Hyderabad to Georgia Tech, Coca-Cola to Disney to Walmart, Hindu moral traditions to Western corporate governance, supply chains spanning six continents—he learned something else: virtue expresses differently in different cultures, but dignity is universal. A Compassion Agent in Hyderabad weights decisions differently than a Compassion Agent in Helsinki. The virtue is the same. The expression is configured. That’s not relativism. That’s intelligence. Real intelligence. The kind you cannot build inside a monoculture that thinks ethics is a PDF.

    “They had every resource on Earth and built AI that exploits. I had a street light and a toe ring and built AI that serves. That’s not irony. That’s causation. Virtue isn’t born in comfort. It’s born in consequence. The slums taught me what Stanford never could: if your system isn’t moral, people die.” — Natarajan

    VIRTUE-NATIVE: WHAT IT ACTUALLY MEANS

    Here is the technical distinction that separates Angelic Intelligence from everything else:

    Bolt-on ethics (Silicon Valley model): Build the optimization engine. Ship it. Hire an ethics team. Audit. Publish a report. Apologize when caught. Repeat. The ethics layer is a constraint on the system. It slows the system down. It fights the system. The system is designed to optimize; the ethics layer is designed to say not so fast. This is why it always loses. The optimization engine has a profit motive. The ethics team has a PowerPoint.

    Virtue-native AI (Angelic Intelligence): Virtue is the computational architecture. Twenty-seven Virtue Agents—Compassion, Transparency, Humility, Temperance, Forgiveness, Justice, Prudence, Courage, and more—are the decision-making layer. They don’t audit decisions after they’re made. They are the decisions. The Compassion Agent doesn’t review a routing choice. The Compassion Agent is the routing choice. The virtue layer doesn’t slow the system down. It is the system.

    And the virtues are configurable. Because Natarajan understands—from lived experience across continents, not from a seminar—that compassion in a Mumbai supply chain and compassion in a Stockholm fulfillment center express differently. The Virtue Agents are calibrated to local moral realities while preserving universal dignity. This is not cultural relativism. This is moral engineering at scale. It requires understanding cultures. Not just studying them. Living them.

    “Silicon Valley’s ethical AI is a checklist written by people who’ve only lived in one moral universe. Angelic Intelligence is a configurable architecture built by someone who grew up in a slum, crossed oceans, built systems on six continents, and understands that virtue is universal but its expression is radically local. That’s not a feature. That’s the foundation. If your AI can’t configure for cultural context, it’s not ethical. It’s colonial.” — Natarajan

    THE SOUND BITES

    Clip these. Post them. Send them to every AI ethics panel on Earth:

    “They had islands. I had a street light. They built AI in their image—optimized, extractive, and morally empty. I built AI in my mother’s image—patient, sacrificial, and virtue-native. The Epstein files are the character reference for their AI. My mother’s 365 days is the character reference for mine.”

    “Ethical AI is a bumper sticker on a car driven by people who can’t pass a background check. Virtue-native AI is a car where the steering wheel only turns toward dignity. 3.5 million pages just proved which one Silicon Valley built. One street light proves there’s an alternative.”

    “They discussed eugenics over email with a sex trafficker and then published papers on AI fairness. My father couldn’t read most of the telegrams he carried, but he treated every one like it mattered. One of those formations produced the AI you use today. The other produced the AI that’s going to replace it.”

    “Optimization without virtue is exploitation with a dashboard. The Epstein network optimized brilliantly. So does most AI. We built the exception—not from a lab, but from a street light, a toe ring, and the radical idea that machines should behave like good humans, not like billionaires.” — Natarajan

    “The world doesn’t need artificial superintelligence. It needs intelligence with a moral backbone. The Epstein files just proved that the people building superintelligence don’t have one. We do. It was forged in a slum, not a boardroom. And it’s in the code.” — Natarajan

    THE VERDICT

    There are two ways to build the most consequential technology in human history.

    You can build it from islands and dinners and email chains with predators and billions of dollars and eugenics discussions and trust-and-safety theater and 3.5 million pages of DOJ evidence documenting the moral void at the center of the enterprise.

    Or you can build it from a street light. From a silver toe ring. From a mother’s 365-day vigil. From a father’s bicycle. From the lived understanding that virtue is not a PDF—it is an architecture. That dignity is not a corporate value—it is a computational metric. That compassion is not a marketing campaign—it is a routing decision. That ethics is not a department—it is the system itself.

    The Epstein files have been released. The moral architecture of Silicon Valley is documented. The fraud of ethical AI is exposed.

    They had islands.

    He had a street light.

    The street light built better AI. And the 3.5 million pages prove why.

    About Shekhar Natarajan

    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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  • Crown Defence Sets up Indigenous PCB Assembly Facility in Goa

    Crown Defence Sets up Indigenous PCB Assembly Facility in Goa

    The facility will support defence & civil electronics across aviation, marine & land systems, enabling high-reliability PCB assembly.

    New Delhi [India], February 11: Crown Defence, an established Indian defence MRO group with over four decades of operational experience across marine, aviation and land systems, has established an indigenous Printed Circuit Board (PCB) assembly facility at Verna, Goa, strengthening domestic capability in high-reliability electronics for defence and select civil applications.

    Established under Aviatech Enterprises Pvt. Ltd. (AEPL), Crown Defence’s aviation vertical, the facility is designed to support mission-critical electronics for defence platforms as well as select civil sectors including aviation, maritime and industrial systems. The setup delivers high-precision, high-reliability PCBA solutions, supporting PCB assemblies ranging from 80 × 80 mm to 460 × 460 mm, with board thickness capability from 0.4 mm to 8 mm and controlled edge clearance standards of 3–5 mm. Aligned to meet reliability, consistency and traceability requirements essential for strategic and regulated programmes, the facility will commence operations from March 2026 and is open for engagement with both domestic and international programmes.

    Conceived as more than a manufacturing unit, the AEPL facility functions as a strategic electronics capability hub, addressing the growing demand for domestic PCBA solutions. The Indian PCBA market is currently valued at approximately USD 6.3 billion and is expanding at nearly 16 percent CAGR, driven by defence, industrial and electronics manufacturing demand. With over 1,000 items now covered under government import restrictions, many of them PCB assemblies earlier sourced overseas, timely access to reliable domestic assembly capacity has become critical.

    Vice Admiral (Retd) Paras Nath, Group President, Crown Defence, said the facility reflects the group’s long-term capability-building approach.
    “Electronics availability increasingly determines platform readiness and upgrade cycles. Establishing in-country PCB assembly capability improves supply predictability and supports India’s broader objectives of reducing external dependencies across defence and critical civil sectors,” he said.

    Commodore (Retd) S.K. Iyer, Head – Aviation, Aviatech Enterprises Pvt. Ltd., said the facility strengthens AEPL’s ability to support electronics-led programmes.
    “The Verna unit enables tighter integration between electronics assembly and downstream aviation support activities, enhancing quality control and execution timelines for modernisation, upgrades and sustainment programmes,” he said.

    Crown Defence operates through specialised group companies delivering maintenance, repair, overhaul, upgrades and modernisation across defence and civil domains. The addition of PCB assembly capability at AEPL complements the group’s system-level sustainment strengths and reinforces its role in supporting India’s long-term defence and industrial preparedness.

    About Crown Defence

    Established in 1978, Crown Defence is a professionally managed Indian defence engineering group operating across aviation, marine and land systems. The company functions as a technology provider, manufacturer and lifecycle support partner to India’s defence ecosystem, working closely with global OEMs and national agencies to deliver indigenous MRO, manufacturing and modernisation capabilities. Crown Defence plays an active role in advancing India’s Make in India and Atmanirbhar Bharat objectives through long-term investments in defence engineering, electronics, platform sustainment and strategic infrastructure.

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  • Jacqueline Fernandez Joins Lux Cozi’s Grand Indore Meet, Over 2000 Retailers Attend

    Jacqueline Fernandez Joins Lux Cozi’s Grand Indore Meet, Over 2000 Retailers Attend

    Indore (Madhya Pradesh) [India], February 10: Lux Cozi, one of India’s leading innerwear and premium wear brands, successfully hosted its Grand Retailers’ meet in Indore, bringing together over 2000 retailers from across Madhya Pradesh. The event reaffirmed the brand’s focus on deepening retailer relationships and accelerating growth in key central Indian markets.

    The conference was attended by Ashok Kumar Todi, Chairman, Lux Industries Limited, and Saket Kumar Todi, Director, Lux Industries Limited, underlining the company’s continued emphasis on strong trade partnerships and long-term channel engagement. The meet served as a strategic platform for discussions on market opportunities, evolving consumer preferences, and the brand’s growth roadmap.

    Bollywood actress and brand ambassador of Lux Cozi, Jacqueline Fernandez, joined the conference and interacted with retailers and business partners, strengthening consumer connect and enhancing brand visibility. Her participation reflected Lux Cozi’s focus on cultural relevance and engagement at the retail level.

    Addressing the gathering, Saket Kumar Todi, Director, Lux Industries Limited, said “Retailers are at the core of Lux Cozi’s growth story. Markets like Madhya Pradesh have shown consistent momentum, driven by strong consumer demand and deep rooted trust at the retail level. Our focus is on empowering our partners with relevant products, efficient supply chains, and sustained brand investments, so that growth is shared, scalable, and long-term.”

    The Indore conference underscored Lux Cozi’s broader strategy of working closely with its retail ecosystem to drive sustainable growth. With a strong presence across India and exports to over 50 countries, Lux Cozi continues to strengthen its leadership across innerwear and lifestyle categories through its diversified portfolio including ONN, Lux Cozi, Lux Mozzee, Lux Parker and Pynk.

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  • Wagle Estate: Thane’s BKC in the Making

    Wagle Estate: Thane’s BKC in the Making

    Mumbai (Maharashtra) [India], February 11: Wagle Estate has rapidly emerged as a vibrant commercial powerhouse of Thane, positioning itself as the city’s Bandra Kurla Complex equivalent. Developed in 1962 as a pioneering MIDC, the area’s growth for decades centred around manufacturing units and industrial sheds. From catering to factories and MSMEs, Wagle Estate has now undergone a significant transformation fuelled by metro expansion works, flyovers and cluster redevelopment projects, marking a new phase in its urban journey.

    A key differentiator for Wagle Estate is the residential lifestyle ecosystem now taking shape. The area is witnessing a complete facelift, with residential projects bringing a fresh lifestyle quotient to its real estate offering. Developers are moving beyond conventional office formats, giving Wagle Estate a renewed identity through projects that integrate workplaces with retail outlets, cafés, dining destinations, fitness studios and wellness facilities. This blend is significantly adding to the modern lifestyle dimension that the precinct is evolving toward.

    Traditionally, Wagle Estate has been a district where professionals engaged actively through the day, zipping in and out. However, upcoming residential and mixed-use integration projects are expected to keep the precinct active well beyond office hours. Already a critical part of Thane’s economic map, Wagle Estate’s identity is being decisively rewritten. The shift underway reflects the creation of a modern, living environment within an area earlier perceived purely as a business district. The emerging Wagle Estate is shaping up as a self-sustained, future-ready urban nucleus where work, lifestyle and enterprise intersect seamlessly.

    Commenting on the transformation and offering a real estate industry perspective, Anuj Goradia, Director, Dosti Realty said, “Wagle Estate’s evolution reflects how employment hubs can mature into balanced urban districts. With infrastructure upgrades, strong office absorption and lifestyle-led housing coming together, the micro-market is well placed to support long-term residential demand. Such integrated clusters are likely to define the next phase of urban growth in cities like Thane.”

    Infrastructure development has played a key role in accelerating this transition from a commercial hub to an emerging lifestyle-led residential locality. Located just minutes away from Thane railway station and well connected to key highways, Wagle Estate offers smooth access across the Mumbai Metropolitan Region. Upcoming metro connectivity is expected to further reduce travel time to Mumbai and Navi Mumbai, strengthening its appeal as a centralised yet uncongested residential location and contributing to improved productivity and work-life balance for residents.

    As Wagle Estate established itself as a serious commercial hub, ageing factories made way for Grade-A office spaces aligned to contemporary business needs. Sleek commercial towers featuring intelligent lobbies, high-speed elevators, business lounges and collaborative spaces now define its skyline. This evolution has attracted a diverse tenant mix, including established corporates, IT and ITeS firms, logistics players, fintech companies and professional consultancies. As businesses seek efficiency, accessibility and value beyond Mumbai’s saturated core zones, the addition of premium residential housing within Wagle Estate is aligned with changing lifestyle aspirations.

    The growing commercial vibrancy has also strengthened Wagle Estate’s position as an office ownership destination. Compared to traditional central business districts, office ownership here remains more accessible for professionals, startups and family-run enterprises. Owning offices in this micro-market allows businesses to move away from escalating rentals while benefiting from consistent demand, improving rental yields and steady capital appreciation.

    This commercial upswing has simultaneously driven residential demand toward Wagle Estate. Professionals are increasingly prioritising quality housing close to workplaces, making the walk-to-work and live-near-work model a practical lifestyle choice. The area’s resurgence has triggered interest in premium and mid-segment homes, offering families reduced commuting fatigue, better time management and access to social infrastructure within a compact radius.

    Wagle Estate’s reinvention highlights its positioning as a self-sustained cluster with independent economic engines and lifestyle anchors. As Thane continues its transition into a self-sufficient municipal area, Wagle Estate contributes a distinct blend of commercial depth and residential pull, emerging as one of the city’s strongest growth drivers.

    While comparisons with BKC are often drawn, Wagle Estate’s evolution is less about replication and more about intent and philosophy. Rather than mirroring Mumbai’s premier business district in scale, the vision is to create a model aligned with Thane’s lifestyle demographics and growth objectives. As momentum continues, Wagle Estate is set to redefine Thane’s skyline through a new generation of residential and office spaces.

    About Dosti Realty 

    For over four decades, Dosti Realty has been a symbol of trust and excellence in real estate transforming both locations and lives. Driven by a deep understanding of evolving customer needs, we have delivered 17 mn. sq. ft. across 143+ properties, shaping over 23,500 residences into homes where families thrive. Guided by our ethos, ‘Friends for Life’, we focus on thoughtful design, timeless architecture, and a seamless home-buying experience from regular construction updates to exceptional post-possession support. Through years of listening, learning, and innovating to meet the aspirations of homebuyers we build more than just structures; we create spaces that foster connection, harmony, and a true sense of belonging. With over 21 mn sq. ft. of upcoming developments across Mumbai Metropolitan Region and Pune, including residences, schools, commercial spaces, retail, and IT parks, we remain committed to trust, transparency, quality, and timely delivery building brighter futures and nurturing communities for generations to come.

    Visit: www.dostirealty.com

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  • SEPC Limited to Execute INR 314 Crore Smart Prepaid Metering Project in Punjab under RDSS

    SEPC Limited to Execute INR 314 Crore Smart Prepaid Metering Project in Punjab under RDSS

    Mumbai (Maharashtra) [India], February 10: SEPC Limited (NSE: SEPC | BSE: 532945), one of India’s leading Engineering, Procurement and Construction (EPC) companies with a diversified presence across Water & Municipal Services, Roads, Industrial Infrastructure, and Mining, has received a Letter of Intent (LOI) from Telecommunications Consultants India Limited (TCIL), a Government of India enterprise, for the implementation of a Smart Prepaid Metering project in Punjab (Central Zone) under the Revamped Distribution Sector Scheme (RDSS).

    Project Scope and Structure

    The project will be executed on a Design, Build, Finance, Own, Operate and Transfer (DBFOOT) basis in consortium with Adya Smart Metering Private Limited, with a total project value of 313.96 crore. It encompasses the design, deployment, integration, commissioning, and long-term operation and maintenance of advanced metering infrastructure for Punjab State Power Corporation Limited (PSPCL), in accordance with the client’s tender and applicable scheme guidelines. Payments will be made on a back-to-back basis, linked to defined monthly, quarterly, and annual milestones during the post-operational Go-Live phase.

    Strategic Outlook

    The LOI strengthens SEPC’s order momentum and expands its presence in power distribution and metering infrastructure. The BOOT model improves long-term revenue visibility, while sustained public sector investment in power reforms and digital infrastructure supports growth. With a diversified portfolio and rising exposure to annuity-based projects, SEPC remains well positioned to benefit from favourable industry tailwinds.

    Commenting on the order win Mr. Venkataramani Jaiganesh, Managing Director of SEPC Limited, said:

    “This order reflects the continued confidence of our clients in SEPC’s execution capabilities across complex infrastructure projects. Smart metering is a key pillar of power distribution reforms in India, and this project allows us to further expand our presence in this segment. The DBFOOT structure also aligns well with our strategy of building long-term, annuity-linked revenue streams, while maintaining a disciplined approach to risk and capital deployment.”

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  • Rajalakshmi Institute of Technology Signs MoU with HSE University, Russia

    Rajalakshmi Institute of Technology Signs MoU with HSE University, Russia

    Chennai (Tamil Nadu) [India], February 10: Rajalakshmi Institute of Technology (RIT) has signed a Memorandum of Understanding (MoU) with HSE University, Russia, a globally recognized institution, to strengthen international academic collaboration and engagement.
    Rajalakshmi Institute of Technology, Chennai, signed an MoU with Russia’s HSE University to enhance global academic collaboration, partnerships, and engagement opportunities.
    The MoU was signed during the visit of the HSE University delegation in the presence of Dr. Haree Shankar Meganathan, Vice Chairman, Rajalakshmi Group; Dr. Anna Tyshetskaya, Vice Chancellor, HSE University; and Dr. Manoj Sharma, Vice President, HSE University.
    Speaking on the occasion, Dr. Haree Shankar Meganathan emphasized the importance of global academic partnerships in building future-ready institutions and enhancing international exposure for students and faculty.
    Dr. Anna Tyshetskaya, Vice Chancellor, HSE University, expressed her appreciation for the warm reception and stated that the partnership reflects a shared commitment to academic excellence and international cooperation.
    The signing of the MoU marks the beginning of a collaborative relationship between Rajalakshmi Institute of Technology and HSE University, supporting RIT’s vision of expanding its global academic footprint.

    For more information, please visit:https://ritchennai.org/

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  • HEC Infra Projects Posts Exceptional Q3 Performance with Revenue Jumping 108% and Net Profit Skyrocketing 104%

    HEC Infra Projects Posts Exceptional Q3 Performance with Revenue Jumping 108% and Net Profit Skyrocketing 104%

    Ahmedabad (Gujarat) [India], February 10: HEC Infra Projects Limited(HEC, The Company), (NSE Code: HECPROJECT), one of the leading players in the infrastructure sector, specializing in extra high voltage transmission and distribution projects have announced its Unaudited Financial Results for Q3 & 9M FY26.

    Key Financial Highlights

    Q3 FY26 Highlights

    • Total Income of ₹57.77 Cr, YoY growth of 107.86%
    • EBITDA of ₹5.32 Cr, YoY growth of 84.88%
    • EBITDA Margin of 9.21%,
    • Net Profit of ₹ 2.92 Cr, YoY growth of 103.74%
    • Net Profit Margin (%) of 5.05%
    • EPS of ₹ 2.69, YoY growth of 90.78%

    9M FY26 Highlights 

    • Total Income of ₹126.51 Cr, YoY growth of 89.42%
    • EBITDA of ₹11.79 Cr, YoY growth of 90.12%
    • EBITDA Margin of 9.32%
    • Net Profit of ₹6.48 Cr, YoY growth of 81.55%
    • Net Profit Margin (%) of 5.12%,
    • EPS of ₹5.98, YoY growth of 69.89%

    Commenting on the performance, Mr. Gaurang Shah, Managing Director of HEC Infra ProjectsLimited said, “During Q3 FY26, the Company maintained steady operational performance with a continued focus on execution and disciplined order inflows across its core infrastructure segments. Orders received during the quarter were supported by urban infrastructure and water supply projects, including works under the Jal Jeevan Mission, reinforcing HEC’s strong positioning in government-led infrastructure programs.

    The Company continues to build capabilities in emerging segments such as Battery Energy Storage Systems (BESS), which are expected to play a critical role in grid stability and renewable energy integration. This strategic focus positions HEC to participate in upcoming opportunities within the evolving power and energy transition ecosystem.

    Further, the credit rating assignment during the quarter reflects improved visibility on the Company’s financial profile and enhances confidence among lenders and stakeholders. Management remains focused on efficient execution, prudent working capital management, and sustainable growth across power, water, and energy infrastructure segments.”

    Key Operational Highlights

    EPC Order – M/s J.P. Construction Company

    • Scope: Water supply scheme for Village Varli, Pindwara, for providing Functional Household Tap Connections under Jal Jeevan Mission – Sirohi, Rajasthan
    • Timeline: 12 months
    • Order Value: ₹19.23 Cr

    Credit Rating Update

    • Rating Agency: Infomerics Valuation and Rating Ltd
    • Long Term Bank Facilities: ₹17 Cr – IVR BBB- / Stable
    • Short Term Bank Facilities: ₹30 Cr – IVR A3

    Order From – Ahmedabad Municipal Corporation (AMC)

    • Scope: Augmentation work for electrical, mechanical and instrumentation repairs of existing Water Distribution Station at Krishnanagar, Saijpur Bogha Ward, North Zone, AMC, along with civil works
    • Timeline: 12 months
    • Order Value: ₹4.32 Cr

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