Category: Business

  • Captain Polyplast Secures Empanelment for 1000 Solar Pumps Worth INR 27.69 Cr from MSEDCL

    Captain Polyplast Secures Empanelment for 1000 Solar Pumps Worth INR 27.69 Cr from MSEDCL

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

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

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

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  • Rohit Verma Reopens Juhu Store With Renewed Creative Fire

    Rohit Verma Reopens Juhu Store With Renewed Creative Fire

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

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

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

    A Store That Reflects Evolution, Not Nostalgia

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

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

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

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

    Reinvention as a Design Ethos

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

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

    Idol x Rohit Verma PNN

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

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

    Why Juhu Still Matters

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

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

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

    Celebrity, Yes. But Craft Comes First

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

    That’s the quiet flex.

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

    For Indian couture, that balance is gold.

    Idol x Rohit Verma and the Sensory Extension

    Rohit Verma Reopens His Signature Store - PNN

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

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

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

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

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

  • The Evolution of HR Roles in India’s Global Capability Centers (GCCs)

    The Evolution of HR Roles in India’s Global Capability Centers (GCCs)

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

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

    From Administrative Support to Strategic Business Partner

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

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

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

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

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

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

    Key Trends Shaping HR in GCCs (2024-2025)

    Recent reports highlight several transformative trends:

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

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

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

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

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

    Challenges and the Path Forward

    Despite the opportunities, HR leaders face hurdles:

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

    • High competition leading to attrition.

    • Balancing global standards with India-specific workforce dynamics.

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

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

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

    How Zyoin Empowers GCC HR Transformation

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

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

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

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

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

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

    Ready to Transform Your GCC’s Talent Strategy?

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

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  • BNI Greater Surat brings sports and social cause together in Surat

    BNI Greater Surat brings sports and social cause together in Surat

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

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

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

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

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

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

  • When Silent Losses Turn Into a Mission – The Story Behind OiGenie

    When Silent Losses Turn Into a Mission – The Story Behind OiGenie

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

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

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

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

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

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

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

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

    About OiGenie

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

    Connect at: https://oigenie.com/

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

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

  • Hire Software Engineers with Ease – WeblineGlobal Revamps its Global Website

    Hire Software Engineers with Ease – WeblineGlobal Revamps its Global Website

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

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

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

    Addressing Global Talent and Scaling Challenges

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

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

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

    AI-Native Approach to Dedicated Hiring

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

    WeblineGlobal PNN

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

    Designed for Transparency and Trust

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

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

    About WeblineGlobal

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

    For more information, visit www.weblineglobal.com

    Media Contact

    Name: Vikrant Bhalodia

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

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  • Gujarat Kidney and Super Speciality raises over Rs 100 crore from 10 anchor investors ahead of IPO

    Gujarat Kidney and Super Speciality raises over Rs 100 crore from 10 anchor investors ahead of IPO

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

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

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

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

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

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

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

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

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

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

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