Management of Fractal Analytics Limited -  Mr. Srikanth Velamakanni, Co-Founder, Group Chief Executive & Executive Vice-Chairman, Mr. Ashwath Bhat, Chief Financial Officer and Mr. Satish Raman, Chief Strategy Officer along with Mr. Jayasankar Venkataraman, Deputy Chief Executive Officer, Kotak Mahindra Capital Company Limited and Mr. Pratik Loonker, Head Of ECM & Co-Head Of FSG, Axis Capital Limited at the press conference to announce their forthcoming Initial Public Offering

• Price Band fixed at ₹ 857 per equity share of face value ₹1 each to ₹ 900 per equity share of the face value of ₹1 each (“Equity Shares”) of Fractal Analytics Limited (the “Company”)
• Anchor Investor Bidding Date – Friday, February 06, 2026
• Bid /Offer Opening Date – Monday, February 09, 2026, and Bid/ Offer Closing Date –Wednesday, February 11, 2026
• Bids can be made for a minimum of 16 Equity Shares and in multiples of 16 Equity Shares thereafter
• Red Herring Prospectus (“RHP”) link: https://fractal.ai/docs/Investor-Relations/Offer-Documents/Fractal-RHP.pdf

Fractal Analytics Limited (the “Company”) proposes to open an initial public offering (“Offer”) of its equity shares of face value of ₹1 each (“Equity Shares”) on Monday, February 09, 2026. The Anchor Investor Bidding Date is one Working Day prior to Bid/Offer Opening Date, being Friday, February 06, 2026. The Bid/ Offer Closing Date is Wednesday, February 11, 2026.

The Price Band of the Offer has been fixed from ₹ 857 per Equity Share of face value ₹ 1 each to ₹ 900 per Equity Share of face value ₹ 1 each. Bids can be made for a minimum of 16 Equity Shares of face value ₹ 1 each and multiples of 16 Equity Shares of face value ₹ 1 each thereafter.

The initial public offering by the Company comprises a fresh issue of equity shares aggregating up to INR 10,235 million (the “Fresh Issue”) and an Offer for Sale of equity shares aggregating up to INR 18,104 million (the “Offer for Sale”, and together with the Fresh Issue, the “Offer”).

The Offer for Sale is being undertaken by existing shareholders including Quinag Bidco Ltd, TPG Fett Holdings Pte. Ltd., Satya Kumari Remala and Rao Venkateswara Remala, and GLM Family Trust (collectively, the “Selling Shareholders”). The Offer comprises of an Employee Reservation Portion aggregating up to INR 600 million for subscription by eligible employees.

The Offer is being made in terms of Rule 19(2)(b) of the SCRR read with Regulation 31 of the SEBI ICDR Regulations. The Offer is being made through the Book Building Process, in compliance with Regulation 6(2) of the SEBI ICDR Regulations, where at least 75% of the Net Offer shall be available for allocation on a proportionate basis to Qualified Institutional Buyers (“QIBs”) (the “QIB Category”), provided that our Company in consultation with the BRLMs, may allocate up to 60% of the QIB Category to Anchor Investors, on a discretionary basis (the “Anchor Investor Portion”), of which 40% shall be reserved as under: (i) 33.33% for domestic Mutual Funds; and (ii) 6.67% for Life Insurance Companies and Pension Funds, subject to valid Bids being received from domestic Mutual Funds, Life Insurance Companies and Pension Funds at or above the price at which Equity Shares are allocated to Anchor Investors. Any under-subscription in the reserved category specified in clause (ii) above may be allocated to domestic Mutual Funds. In the event of under-subscription or non-allocation in the Anchor Investor Portion, the balance Equity Shares shall be added to the QIB Category (excluding the Anchor Investor Portion) ("Net QIB Category”).

Further, 5% of the Net QIB Category shall be available for allocation on a proportionate basis to Mutual Funds only and the remainder of the QIB Category shall be available for allocation on a proportionate basis to all QIBs, including Mutual Funds, subject to valid Bids being received at or above the Offer Price. However, if the aggregate demand from Mutual Funds is less than 5% of the Net QIB Category, the balance Equity Shares available for allocation in the Mutual Fund Portion will be added to the remaining Net QIB Category for proportionate allocation to QIBs. If at least 75% of the Net Offer cannot be Allotted to QIBs, then the entire application money will be refunded forthwith. Further, not more than 15% of the Net Offer shall be available for allocation to non-institutional investors (“Non-Institutional Investors” or “NIIs”) (the “Non-Institutional Category”) of which one-third of the Non-Institutional Category shall be available for allocation to Bidders with an application size of more than ₹200,000 and up to ₹1,000,000 and two-thirds of the Non-Institutional Category shall be available for allocation to Bidders with an application size of more than ₹1,000,000 provided under-subscription in either of these two sub-categories of the Non Institutional Category may be allocated to Bidders in the other sub-category of the Non-Institutional Category in accordance with the SEBI ICDR Regulations, subject to valid Bids being received at or above the Offer Price. Further, not more than 10% of the Net Offer shall be available for allocation to retail individual investors (“Retail Individual Investors” or “RIIs”) (the “Retail Category”) in accordance with the SEBI ICDR Regulations, subject to valid Bids being received at or above the Offer Price.

All Bidders (other than Anchor Investors) shall mandatorily participate in this Offer through the Application Supported by Block Amount (“ASBA”) process and shall provide details of their respective bank account (including UPI ID for UPI Bidders using UPI Mechanism) in which the Bid Amount will be blocked by the SCSBs or the Sponsor Banks, as the case may be. Anchor Investors are not permitted to participate in the Offer through the ASBA process.

The Equity Shares of the Company are proposed to be listed on BSE Limited (“BSE") and the National Stock Exchange of India Limited (“NSE”) (BSE and NSE together, the “Stock Exchanges”).

Kotak Mahindra Capital Company Limited, Morgan Stanley India Company Private Limited, Axis Capital Limited, and Goldman Sachs (India) Securities Private Limited are the Book Running Lead Managers (“BRLMs”) to the Offer.

All capitalised terms not defined herein would have the same meaning as attributed to them in the RHP.

Disclaimer: FRACTAL ANALYTICS LIMITED is proposing, subject to applicable statutory and regulatory requirements, receipt of requisite approvals, market conditions and other considerations, to make an initial public offering of its Equity Shares and has filed the RHP with RoC and the Stock Exchanges on February 2, 2026. The RHP shall be available on the website of Sebi at www.sebi.gov.in, and is available on the websites of the Stock Exchanges i.e. BSE and NSE at www.bseindia.com and www.nseindia.com, respectively, on the website of the Company at www.fractal.ai and the websites of the BRLMs, i.e., Kotak Mahindra Capital Company Limited, Morgan Stanley India Company Private Limited, Axis Capital Limited and Goldman Sachs (India) Securities Private Limited at https://investmentbank.kotak.com, www.morganstanley.com, www.axiscapital.co.in and www.goldmansachs.com respectively. Any potential investors should note that investment in equity shares involves a high degree of risk and for details relating to such risk, see ‘‘Risk Factors’’ beginning on page 36 of the RHP. Potential investors should not rely on the DRHP filed with SEBI and the Stock Exchanges, and should instead rely on their own examination of our Company and the Offer, including the risks involved, for making any investment decision.

The Equity Shares offered in the Offer have not been, and will not be, registered under the United States Securities Act of 1933, as amended (the “U.S. Securities Act”) or any other applicable law of the United States and, unless so registered, may not be offered or sold within the United States, except pursuant to an exemption from, or in a transaction not subject to, the registration requirements of the U.S. Securities Act and applicable U.S. state securities laws. Accordingly, the Equity Shares are being offered and sold (a) within the United States only to persons reasonably believed to be “qualified institutional buyers” (as defined in Rule 144A under the U.S. Securities Act) in transactions exempt from, or not subject to the registration requirements of the U.S. Securities Act and (b) outside the United States in offshore transactions as defined in and in compliance with Regulation S and the applicable laws of the jurisdiction where those offers and sales are made. The Equity Shares have not been and will not be registered, listed or otherwise qualified in any other jurisdiction outside India and may not be offered or sold, and Bids may not be made by persons in any such jurisdiction, except in compliance with the applicable laws of such jurisdiction.

JS Auto Cast Foundry India Private Limited (JSA), 100% wholly owned step- down subsidiary of Bharat Forge Limited and a leading supplier of critical ferrous castings for industrial and automotive applications, has successfully raised equity of Rs. 300 crores from Premji Invest (PI) by way of primary infusion into the company. PI will hold 23% stake on a fully diluted basis post the infusion.

The capital will be utilized to accelerate the growth of JSA by expanding its casting capacity, investing in medium casting capacity and consolidation of the industry via acquisitions.

Commenting on this partnership, Amit Kalyani, Vice Chairman & Joint Managing Director, Bharat Forge said, “Since 2022 when we acquired JSA, the company has delivered excellent financial performance with topline, exports and profitability growing at a CAGR of 17%, 24% and 25% respectively, while enhancing its product mix and customer base. We are delighted to partner with Premji Invest (PI), a renowned and highly respected investor, in the next phase of JSA’s growth journey”

Manoj Jaiswal, Partner, Premji Invest, who leads the firm’s Industrials and Buyout investments said, “We are excited to partner with Bharat Forge, a premier engineering and manufacturing conglomerate in the country. Collaborating with leading conglomerates on their growth and consolidation journey is one of our strategic pillars. Through our investment in JSA, we look forward to jointly building a leading ferrous casting platform in the country.”

The completion of the transaction is subject to customary satisfaction of various conditions. PWC Investment Banking acted as the sole financial advisor for Bharat Forge Limited.

• Eight visionary startups selected to advance Africa’s intra-continental trade and industrialisation goals
• Finalists are eligible subject to selection criteria to receive up to US$250,000 in equity investment, expert mentorship, and exclusive market access. 

African Export-Import Bank (Afreximbank) (www.Afreximbank.com) is excited to announce the selection of the top 8 finalists of the first cohort for its pioneering Afreximbank Accelerator Program. This dynamic three-month initiative, that kicks off in March 2026 is designed to empower Africa’s most promising startups that are driving innovation in intra-African trade.

The finalists were carefully selected from a highly competitive pool of over 1,600 applications, showcasing the continent’s most promising entrepreneurial talent. The rigorous process included detailed business assessments, interviews, and pitch sessions, overseen by a panel of Afreximbank trade specialists alongside leading external experts from the venture capital and innovation ecosystem.

The selected finalists embody Afreximbank’s mission to drive measurable progress in intra-African and global African trade. Representing innovations in sectors such as agriculture, e-commerce, market access, financial technology solutions, supply chain enhancement and manufacturing, these startups are poised to address critical trade challenges affecting both continental and diaspora markets, while also advancing intra-African trade and industrialisation.

The geographic diversity of applications, from across Africa, the diaspora, and CARICOM demonstrates the programme’s broad reach and stands as a testament to Afreximbank’s commitment to integration under the African Continental Free Trade Area (AfCFTA). By prioritising solutions from Seed to Series A - maturity and applying a robust three-stage evaluation that combines expert insight, practical business assessment, and strategic innovation criteria, the programme aims not only to accelerate start-ups growth but also to foster a sustainable ecosystem for trade-led development across Africa.

Afreximbank Accelerator Program will provide finalists with a comprehensive package of support including:

• Equity Investment: Equity financing- subject to selection criteria-of up to $250,000 through Afreximbank’s impact equity investment arm, Fund for Export Development in Africa (FEDA), enabling rapid scale-up and operational growth.
• Mentorship: Access to seasoned experts, as well as industry leaders to refine business strategies and accelerate market entry. These include leading investors, trade specialists, and industry thought leaders committed to fostering Africa’s economic integration under the African Continental Free Trade Area (AfCFTA).
• Market Access: Connection to Afreximbank’s pan-African trade ecosystem, including trade facilitation programmes, regulatory pathways as well as exclusive opportunities to leverage Afreximbank’s extensive network of government stakeholders, private sector players, and multilateral partners to secure partnerships and funding.

Over the course of the program, finalists will engage in virtual learning modules, hands-on workshops, and in-person sessions hosted across regional hubs such as Abuja, Nairobi and Afreximbank’s headquarters in Cairo. This immersive experience will culminate in a high-profile ‘Demo Day’, where startups will showcase their innovative solutions to an influential audience of global investors, policymakers, and industry champions.

Mr. Haytham Elmaayergi, Executive Vice President, Global Trade Bank at Afreximbank commented:

India has officially launched the Semiconductor Mission 2.0 as part of the Union Budget 2026, with a ₹1,000 crore allocation for FY27. The new phase focuses on building domestic capacity in semiconductor equipment, materials, and full-stack Indian intellectual property (IP), while strengthening supply chains and expanding industry-led research and training centres.

Key Highlights of India Semiconductor Mission (ISM) 2.0

• Launch Date: Announced on February 1, 2026 during the Union Budget speech by Finance Minister Nirmala Sitharaman.
• Budget Allocation: ₹1,000 crore for FY27 to support the initiative.
• Focus Areas:
  • Domestic production of semiconductor equipment and materials.
  • Development of full-stack Indian IP for chip design.
  • Strengthening supply chains to reduce import dependency.
  • Establishing industry-led research and training centres to build a skilled workforce.

Comparison: ISM 1.0 vs ISM 2.0

Feature	ISM 1.0 (2021–2025)	ISM 2.0 (2026 onwards)
Primary Goal	Attract global fabs, expand sector capabilities	Build domestic ecosystem for equipment, materials, and IP
Funding Focus	Incentives for fab units, packaging, design startups	₹1,000 crore for R&D, training, supply chain resilience
Workforce Development	Initial skilling programs	Expanded industry-led training centres
Strategic Emphasis	Infrastructure creation	Self-reliance in semiconductor value chain

Strategic Importance

• Global Positioning: India aims to become a semiconductor powerhouse, reducing reliance on imports from Taiwan, South Korea, and China.
• Economic Impact: Strengthening supply chains will support electronics, automotive, telecom, and defense industries.
• Talent Development: Training centres will help create a skilled workforce, crucial for sustaining long-term growth.
• Innovation Push: By focusing on Indian IP creation, ISM 2.0 seeks to establish India as not just a manufacturing hub but also a technology innovator.

Risks & Challenges

• Capital Intensity: Semiconductor manufacturing requires billions in investment; ₹1,000 crore is a start but may need scaling.
• Global Competition: India must compete with established hubs like Taiwan and South Korea.
• Supply Chain Vulnerabilities: Raw material and rare earth dependencies could pose risks.
• Execution: Success depends on effective collaboration between government, academia, and industry.

In short, ISM 2.0 marks India’s pivot from attracting fabs to building a self-reliant semiconductor ecosystem, with emphasis on equipment, IP, and workforce development.

The Union Budget 2026-27 has allocated a record ₹7.85 lakh crore (≈ $85.6 billion) to the Ministry of Defence, making it the single largest component of government spending and accounting for 14.68% of the total budget. This marks a sharp increase from last year’s ₹6.81 lakh crore, underscoring India’s focus on military preparedness, modernization, and national security.

Key Highlights of Defence Allocation

• Total Allocation: ₹7.85 lakh crore (FY 2026-27)
• Share of Union Budget: 14.68%
• Increase from Previous Year: Up from ₹6.81 lakh crore in FY 2025-26
• Capital Outlay (Modernisation): ₹2.19 lakh crore earmarked for new equipment, fighter jets, and infrastructure upgrades
• Revenue Expenditure: ₹5.53 lakh crore for salaries, allowances, maintenance, and operational preparedness
• Defence Pensions: Continued support for retired personnel
• Civil Establishments: Administrative and institutional spending under MoD

Breakdown of Spending

Category	Allocation (₹ lakh crore)	Purpose
Capital Outlay	2.19	Modernisation, fighter jets, infrastructure
Revenue Expenditure	5.53	Salaries, allowances, maintenance, operations
Defence Pensions	~0.9 (approx.)	Retired personnel support
Civil Establishments	Included in total	Administrative costs

Implications

• Military Readiness: Enhanced funding for modernisation ensures India’s armed forces remain equipped to handle future challenges.
• Innovation & Technology: Investment in defence R&D and procurement of advanced systems strengthens indigenous capabilities.
• Personnel Welfare: Sustained focus on salaries, pensions, and allowances reflects commitment to the welfare of serving and retired personnel.
• National Security: Reinforces India’s strategic posture amid regional tensions and global security challenges.

In summary: The ₹7.85 lakh crore allocation to defence in Union Budget 2026-27 is not just the largest share of government spending but also a clear signal of India’s intent to modernize its military, safeguard sovereignty, and invest in long-term national security.

Air India, India’s leading global airline, today announced the conversion of 15 of its current orders for Airbus A321neo aircraft to the advanced Airbus A321XLR (Extra Long Range) variant. The conversion of the orders was announced today on the sidelines of Wings India 2026, a one of Asia’s premier civil aviation events, in Hyderabad.

The conversion is part of Air India’s landmark orders placed with Airbus in 2023 with an addition in 2024, comprising a total of 50 twin-aisle A350 and 300 single-aisle A320 Family aircraft. Of the 300 single-aisle aircraft, this conversion to A321XLR applies to 15 of 210 A321neo aircraft ordered, while the remainder 90 A320neo remain as originally structured. The deliveries of the 15 A321XLR are expected between 2029 and 2030.

State Bank of India (SBI), the nation’s largest public sector bank, announced the launch of ‘CHAKRA’ – Centre of Excellence (CoE) for financing sunrise sectors that are critical to India’s economic transformation. Reinforcing the bank’s strategic commitment to Viksit Bharat 2047, the centre will serve as a knowledge-led platform to enable financing for next-generation, technology-driven and sustainability-focused sunrise sectors.

SBI’s focus lies in enabling these capital-intensive sectors by directing capital flows responsibly, strengthening risk assessment capabilities and developing innovative financing structures aligned with evolving business models and policy priorities.

The Centre was inaugurated by Shri M. Nagaraju, Secretary, Department of Financial Services, in the presence of SBI Chairman, Shri Challa Sreenivasulu Setty. The Bank’s Managing Directors, and representatives from other Public Sector Banks and global banks, leading conglomerates, financial institutions, industry bodies and other key ecosystem participants were also present at the launch event.

On the launch, Shri M Nagaraju, Secretary, Department of Financial Services, Govt. of India said —

Luminous Power Technologies, India’s leading consumer energy fulfillment company, has inaugurated its first lithium-ion battery assembly line at Baddi, Himachal Pradesh. This new assembly line marks an important milestone in Luminous’ long-term journey of strengthening advanced energy storage capabilities and reinforces the organisation’s commitment to adopting the latest next-generation energy solutions.

The newly inaugurated Lithium-ion assembly line has a production capacity of 500 MWh and integrates advanced robotic automation with precision-led manufacturing processes to ensure high standards of quality, safety, and performance across lithium-ion battery packs.

Inauguration of LiB Assembly Line

Luminous LiB Assembly Line at Baddi Himachal Pradesh

Delhi has launched a new collateral-free loan scheme for small entrepreneurs, offering up to ₹10 crore in credit through a government-backed guarantee program. The initiative, announced on January 28, 2026, aims to boost startups, traders, and micro-enterprises by removing barriers to financing.

The Credit Guarantee Fund Trust for Micro and Small Enterprises (CGTMSE) plays a crucial role in enabling collateral-free loans for India’s MSMEs by providing credit guarantees to banks and financial institutions. This reduces the risk for lenders and makes it easier for small businesses and startups to access formal credit.

In the Delhi Government’s collateral-free loan scheme for small entrepreneurs, the Credit Guarantee Fund Trust for Micro and Small Enterprises (CGTMSE) plays the central role of providing the primary credit guarantee.

CGTMSE covers 75–90% of the loan amount extended by banks/NBFCs to small entrepreneurs under this scheme. By absorbing most of the risk, CGTMSE makes lenders more confident in disbursing loans without collateral.  

Starting February 1, 2026, banks in India will close three categories of long-unused accounts under new RBI rules. These include dormant zero-balance accounts, inactive Jan Dhan accounts, and unclaimed deposit accounts, all aimed at reducing fraud risks and streamlining the banking system.

Key Details of RBI’s Revised Directions

• Effective Date: February 1, 2026
• Scope: Applies to all banks across India
• Accounts Affected:
  • Zero-balance accounts with no activity for years
  • Inactive Jan Dhan accounts opened under financial inclusion schemes but unused
  • Unclaimed deposit accounts with balances untouched for 10+ years (funds transferred to RBI’s Depositor Education and Awareness Fund)

Why RBI Is Closing These Accounts

• Fraud Prevention: Dormant accounts are often exploited for money laundering or scams.
• System Efficiency: Clearing unused accounts reduces administrative burden and improves digital banking infrastructure.
• Customer Protection: Ensures unclaimed deposits are safeguarded under RBI’s DEA Fund.

What Account Holders Should Do

• Check Your Accounts: Log in to net banking or visit your branch to confirm activity.
• Reactivate Dormant Accounts: A simple transaction (deposit/withdrawal) can prevent closure.
• Update KYC: Ensure your account details are current to avoid being flagged as inactive.
• Claim Old Deposits: Approach your bank before funds are transferred to RBI’s DEA Fund.

Risks if You Ignore This

• Permanent Closure: Once closed, reopening may require a fresh application.
• Loss of Access: You may lose linked services (debit cards, auto-pay mandates, etc.).
• Funds Transfer: Unclaimed balances will move to RBI’s DEA Fund, requiring a formal claim process later.

Quick Comparison of Account Categories

Account Type	Criteria for Closure	Action Needed by Customer
Zero-balance accounts	No activity for years	Make a small deposit/transaction
Jan Dhan accounts	Unused since opening	Use account actively or close voluntarily
Unclaimed deposits	No operation for 10+ yrs	Claim funds before transfer to DEA Fund

Action Plan

• Step 1: Review all your accounts, especially older savings or Jan Dhan accounts.
• Step 2: Make at least one transaction before January 31, 2026 to keep them active.
• Step 3: If you suspect unclaimed deposits, contact your bank immediately to initiate the claim process.

ONGC and Reliance Industries Limited (Reliance) signed a path-breaking agreement on 27 January 2026 to enable resource sharing for deepwater offshore E&P operations on India’s East Coast, particularly across the Krishna Godavari (KG) basin and Andaman offshore, marking a major step towards cost optimization, faster execution, and improved asset utilization in complex deepwater projects.
This agreement is aligned with a forward-looking initiative facilitated by the Oilfields (Regulation and Development) Amendment Act, 2025 (ORDA Act 2025), introduced by the Ministry of Petroleum and Natural Gas (MoPNG), which creates a clear enabling framework for E&P operators to share infrastructure and facilities, both onland and offshore, for more efficient development of oilfields and production of hydrocarbons.

The Uttar Pradesh government announced that it signed 31 MoUs worth over ₹2.92 lakh crore at the 56th Annual World Economic Forum in Davos (Jan 19–23, 2026), securing major investments in AI, renewable energy, manufacturing, and data centers. This positions UP as a rising hub for global capital and jobs.

Key Highlights from Davos 2026

• Total Investment Secured: Over ₹2.92 lakh crore (~USD 31. 9 billion).
• Number of MoUs: 31 agreements signed.
• Participating Companies: More than 55 global firms engaged with UP’s delegation.
• Delegation Leader: Finance Minister Suresh Kumar Khanna led the UP team.

Sectors Attracting Investment

• Artificial Intelligence (AI): Focus on innovation hubs and applied AI solutions.
• Renewable Energy: Large-scale solar and wind projects to support India’s green transition.
• Data Centers: Infrastructure to support digital economy and cloud services.
• Manufacturing: Expansion in electronics, automotive, and industrial goods.

Implementation Strategy

• Single Window Team: UP will establish a dedicated facilitation unit to ensure smooth execution of MoUs.
• Job Creation: The agreements are expected to generate thousands of new jobs across sectors.
• Trillion-Dollar Economy Goal: These investments align with UP’s ambition to become a trillion-dollar economy in the coming years.

Comparative Context

State/Region	Recent Global Investment Highlights	Scale
Uttar Pradesh (2026)	31 MoUs, ₹2.92 lakh crore at WEF Davos	Very High
Maharashtra (2025)	MoUs worth ₹1.5 lakh crore at domestic investor summit	High
Tamil Nadu (2025)	₹1.2 lakh crore commitments in renewable energy	Moderate

Risks & Challenges

• Execution Gap: Not all MoUs translate into actual projects; monitoring is crucial.
• Infrastructure Readiness: Power, logistics, and land acquisition need rapid upgrades.
• Global Market Volatility: Currency fluctuations and geopolitical risks could affect inflows.
• Policy Continuity: Sustained investor confidence depends on consistent governance and regulatory clarity.

Actionable Takeaway

• Uttar Pradesh is positioning itself as a major investment destination in India, especially in AI, renewable energy, and digital infrastructure.
• The government’s single-window system could reduce bureaucratic hurdles, but stakeholders should track implementation progress closely to assess real opportunities.

Air India has just inducted its first custom-built Boeing 787‑9 Dreamliner (VT‑AWA), delivered on January 11, 2026, and set to begin commercial service on the Mumbai–Frankfurt route from February 1, 2026. This marks a major milestone in the Tata Group’s fleet transformation program.

The Boeing 787‑9 Dreamliner is special because it combines advanced composite materials, cutting‑edge aerodynamics, and passenger‑focused design to deliver greater fuel efficiency, longer range, and a more comfortable flying experience than previous generation aircraft. It’s widely regarded as one of the most innovative long‑haul jets in commercial aviation.

For an instance, the aircraft has larger windows has about 30% bigger than those on similar aircraft, with electronic dimming instead of manual shades.

Moreover, the Boeing 787-9 has quieter cabin, engine nacelles and aerodynamic design reduce noise both inside and outside the aircraft.

Our bespoke Boeing 787-9 has arrived - designed by and for Air India, bringing together comfort, design, and technology to reimagine long-haul travel.

Stretch out in our Business Class suites with fully flat beds and direct aisle access, enjoy added privacy in Premium Economy… pic.twitter.com/shMWGV4cIA

— Air India (@airindia) January 27, 2026

Key Highlights of Air India’s Dreamliner

• Aircraft Model: Boeing 787‑9 Dreamliner
• Registration: VT‑AWA
• Delivery Date: January 11, 2026 (from Boeing’s Everett facility, USA)
• First Route: Mumbai–Frankfurt (starting February 1, 2026)
• Cabin Design: Custom interiors designed exclusively for Air India, featuring modern seating, advanced inflight entertainment, and premium amenities

Cabin & Passenger Experience

• Business Class: Suites with sliding privacy doors (currently locked open pending FAA approval)
• Economy Class: Redesigned seating with improved comfort and entertainment systems
• Overall Design: Tailored to Air India’s brand identity, blending Indian hospitality with modern global standards

Strategic Importance

• Fleet Transformation: First Dreamliner designed specifically for Air India post‑privatization
• Expansion Plans: CEO Campbell Wilson has hinted at ordering at least 20 more Dreamliners
• Operational Restrictions: Some seat features awaiting FAA certification

Quick Comparison: Air India’s Dreamliner vs. Older Fleet

Feature	Boeing 787‑9 Dreamliner (New)	Boeing 787‑8 (Existing)
Cabin Interiors	Custom-designed, premium	Standard, retrofitted
Business Class	Suites with privacy doors	Lie-flat seats
Economy Class	Enhanced comfort, new IFE	Older generation seating
Range	~14,140 km	~13,620 km
Fuel Efficiency	Higher	Moderate
First Route	Mumbai–Frankfurt	Multiple international

Risks & Considerations

• Regulatory Delays: FAA approval pending for certain seat features
• Fleet Integration: Transitioning interiors across fleet will take time
• Competition: Must match service quality of Emirates, Qatar Airways, etc.

Air India’s new Boeing 787‑9 Dreamliner offers a modernized product with custom interiors, but on long‑haul routes it still trails Emirates and Qatar Airways in terms of luxury, consistency, and global network depth. Emirates relies on its A380s and 777‑300ERs for ultra‑long haul, while Qatar’s 787‑9 Dreamliners feature Qsuite business class, widely regarded as one of the best in the world.

Fleet & Route Strategy

• Air India: Operates 34 Dreamliners (mix of 787‑8 and new 787‑9). Expanding with 20 more 787‑9s. Focused on Europe and North America.
• Emirates: Heavy reliance on Airbus A380 and Boeing 777‑300ER for ultra‑long haul. 787s mainly for medium‑long haul.
• Qatar Airways: Operates 787‑8 and 787‑9 Dreamliners with Qsuite business class. Strong global connectivity via Doha hub.

Cabin Experience Comparison

Competitive Positioning

• Air India Strengths: New interiors, strategic expansion, strong India–Europe/US connectivity.
• Air India Weaknesses: Business class behind Qatar’s Qsuite and Emirates’ A380 suites; service reputation lags; smaller global network.

Risks & Considerations

• Certification Delays: Business suites not yet fully approved.
• Competition: Emirates and Qatar dominate premium long‑haul travel.
• Passenger Perception: Air India must overcome legacy reputation issues.

Adani Group and Brazil’s Embraer have signed a landmark deal to establish a final assembly line for regional aircraft in India, marking Adani’s entry into aircraft manufacturing and boosting India’s ambition to become a global aviation hub. The partnership will focus on technology transfer, skill development, and strengthening connectivity to Tier 2 and Tier 3 cities.

Key Highlights of the Partnership

• Announcement Date: January 27, 2026, in New Delhi.
• Parties Involved: Adani Defence & Aerospace (part of Adani Enterprises Ltd) and Embraer SA (Brazilian aerospace major).
• Scope of Collaboration:
  • Establishment of a Final Assembly Line (FAL) for Embraer’s regional aircraft in India.
  • Focus on manufacturing, assembly, and localisation of aircraft components.
  • Development of a regional transport aircraft ecosystem in India.

Strategic Importance

• Boost to Indigenous Manufacturing: Aligns with India’s “Make in India” initiative and strengthens the country’s aerospace sector.
• Technology Transfer & Skill Development: Embraer will share advanced aerospace technologies, fostering local expertise.
• Supply Chain Creation: The partnership aims to build a robust domestic supply chain for aircraft parts and systems.
• Connectivity Expansion: Designed to improve air connectivity for Tier 2 and Tier 3 cities, supporting regional economic growth.

Broader Impact

• India’s Aviation Market: India is one of the fastest-growing civil aviation markets globally, making this partnership timely and strategic.
• Adani’s Entry into Aerospace Manufacturing: This marks Adani Group’s first major venture into aircraft production, diversifying its portfolio beyond infrastructure and defence.
• Government Support: The deal was formalised in the presence of senior officials from the Civil Aviation Ministry, underscoring strong policy backing.

Comparison: Benefits for Stakeholders

Stakeholder	Benefits
Adani Group	Entry into aerospace manufacturing, diversification, global positioning.
Embraer	Access to India’s fast-growing aviation market, localisation advantage.
India (Govt.)	Strengthened “Make in India” initiative, job creation, tech transfer.
Passengers	Improved connectivity to smaller cities, more regional flight options.

Challenges & Considerations

• Execution Risks: Setting up a new assembly line requires significant investment, regulatory approvals, and skilled workforce training.
• Global Competition: India will need to compete with established aerospace hubs like the US, Europe, and China.
• Supply Chain Reliability: Building a robust domestic supply chain will be critical to success.

When you are single in your 20s or 30s, health insurance can feel unnecessary. You have no dependents, few liabilities, and you may be healthy. Still, a sudden illness, injury, or planned surgery can lead to hospitalisation costs that strain savings.

A simple health insurance or mediclaim policy helps manage these expenses. This guide explains how to choose the best health insurance for a single adult in India.

Why Single Adults Should Choose an Individual Policy

When you live on your own, you handle expenses alone. A short hospital stay may affect rent, EMIs, or savings. Employer cover can be helpful, but it can change when you switch jobs. Many people keep their employer cover and add individual health insurance, depending on budget, so they have a steadier layer of protection.

What to Compare Before Choosing

For a single buyer, the best health insurance in India is usually the one that matches your city, your budget, and your comfort with the policy rules. Premium is essential, but the fine print can decide how much you pay from your pocket later.

Quick comparison of key features

Feature	What it means	Why it matters
Sum insured	Maximum cover in a policy year, as per terms	Helps manage larger hospital bills
Network hospitals	Places where cashless may be available	Can reduce the need for a full upfront payment
Room rent rules	Limits on room category or charges	May impact the final payable amount
Waiting periods	Time before some conditions are covered	Important even for young buyers
Co-payment or sub-limits (if any)	Your share or caps on treatments	Affects out-of-pocket spending

If two options look similar, the best health insurance is often the one with more precise wording and fewer restrictive limits that can surprise you.

Sum Insured and Deductibles: Keep it Balanced

Choosing the sum insured is not only about picking the highest number. A very low sum insured may feel affordable, but it may not feel adequate if hospital costs in your city are high. A very high sum insured may not fit a starter budget.

A simple approach is to look at typical private hospital costs where you live, your emergency savings, and any employer cover you already have. If you already have a base plan through work, the best health insurance for you may be a top-up or super top-up, but only after you understand the deductible and when the additional cover starts.

Add-ons: Pay Only for What You Understand

Add-ons can increase the premium, so treat them as optional tools, not defaults. Depending on the product, you may see options like consumables cover, higher room eligibility, or a daily cash benefit. For many single buyers, a simple base plan with only the add-ons that match their lifestyle and budget can feel easier to manage.

Terms worth reading before you buy

• Pre-existing disease definition and related waiting period
• Room rent conditions and how they influence billing
• Sub-limits, if any, for specific procedures or treatments
• Exclusions such as non-medical items and personal comfort expenses
• Claim steps for cashless and reimbursement, including required documents
• Renewal rules and how premiums may change with age or product changes

Spending a little time here can make your plan more straightforward to use later.

Bottom line

For single individuals in their 20s and 30s, health insurance can act as a financial buffer while careers and lifestyles evolve. Compare benefits calmly, read the essential terms, and choose a cover you can renew comfortably. With this approach, the best health insurance becomes a simple, informed choice rather than a rushed purchase.

Infosys has officially expanded its European presence by opening a new office in Zurich, Switzerland, aimed at accelerating enterprise adoption of AI and digital transformation solutions. This move strengthens Infosys’ footprint in the region and supports Swiss businesses in their AI-driven growth journeys.

Key Highlights of Infosys’ Zurich Expansion

• New Zurich Office: Positioned to serve as a hub for enterprise AI journeys and digital innovation.
• Strategic Goal: Accelerate adoption of Infosys Topaz, the company’s AI-first suite leveraging generative AI technologies.
• Local Impact: Supports Swiss enterprises in sectors like banking, telecom, and manufacturing.
• European Growth: Part of Infosys’ broader strategy to deepen its presence across Europe.

Why Zurich?

• Financial & Tech Hub: Zurich is Switzerland’s largest financial center and a growing technology hub.
• Talent Pool: Access to highly skilled professionals in AI, data science, and enterprise IT.
• Client Proximity: Close to major Swiss corporations, including banks, insurers, and telecom providers.

Partnerships & Collaborations

• Infosys has expanded collaboration with Sunrise, Switzerland’s second-largest telecom operator, to integrate AI and analytics solutions.
• The Zurich office will likely serve as a base for such partnerships, enabling co-innovation with Swiss enterprises.

Strategic Importance

Factor	Impact
AI Adoption	Helps Swiss companies accelerate digital transformation with Infosys Topaz.
European Expansion	Strengthens Infosys’ footprint in continental Europe.
Client Engagement	Provides closer proximity to Swiss and EU clients.
Innovation Hub	Supports co-creation of AI-driven solutions with local partners.

Risks & Considerations

• Competition: Zurich hosts many global IT consultancies, so Infosys must differentiate with AI-first offerings.
• Regulatory Landscape: Switzerland’s strict data privacy and compliance standards require Infosys to adapt its AI solutions carefully.
• Talent Retention: High demand for AI talent in Zurich may pose recruitment challenges.

Bottom Line: Infosys’ new Zurich office is a strategic move to cement its role as a leader in AI-driven enterprise transformation in Europe. It positions Infosys to compete strongly in Switzerland’s digital economy while expanding its global innovation network.

Novopor Advanced Science Private Limited, a Bain Capital portfolio company and global performance chemicals and material science CDMO, today announced its acquisition of FAR Chemical, a US-based leader in custom and complex specialty chemical manufacturing focused on Electronics, Aerospace & Defense, Coatings & Adhesives and other Specialty Chemicals, from its US parent CPS Performance Materials Group.

The acquisition of FAR Chemical is a key milestone in Novopor’s strategy to build an integrated specialty chemical platform that delivers end-to-end solutions to customers ranging from early-stage process development to commercial scale manufacturing. Integrating FAR Chemical’s deep expertise in complex chemistries and attractive end markets complements Novopor’s existing capabilities and expands its US presence.

“FAR Chemical’s deep expertise in differentiated, complex chemistries and long track record of working with global performance chemical and material science companies make it a strategic fit with Novopor’s mission to drive innovation and deliver custom solutions. This acquisition enhances our ability to support a broader range of chemistries, accelerate time-to-market for new products, and strengthen our presence in key high-growth markets,” said Radhesh Welling, MD of Novopor Advanced Science Private Limited.

“FAR Chemical is a respected operator with a proven track record in complex specialty chemical manufacturing. The combination of FAR Chemical with Novopor strengthens the platform’s technical depth, geographic reach, and ability to support customers across the full product lifecycle. This investment underlines our continued commitment to building market-leading businesses through strategic acquisitions and operational excellence,” said Saahil Bhatia, Partner of Bain Capital.

“FAR Chemical and CPS Performance Materials have established a differentiated platform grounded in deep technical expertise, an uncompromising commitment to safety, and a strong track record of delivering innovative solutions for customers with unique and challenging development needs,” said Justin O’Connor, President of FAR Chemical. “This partnership strengthens our ability to invest in advanced capabilities while maintaining the highest standards of safety and operational discipline and enhances our ability to support customers seamlessly from development through commercial-scale manufacturing. We are proud to join Novopor in building a platform defined by technical excellence, a safety-first culture, and an unwavering commitment to our customers.”

Novopor Advanced Science, backed by Bain Capital, has been executing a strategy of targeted investments and acquisitions to expand its global footprint and technical portfolio. In 2025, Novopor acquired Pressure Chemical Company, a Pittsburgh-based specialty chemical and high-pressure chemistry expert, broadening its development-to-manufacturing capabilities and reinforcing its presence in the US market. Additionally, Novopor inaugurated a state-of-the-art Pilot Plant Facility in Visakhapatnam, designed to bridge early-stage R&D with commercial-scale production and accelerate innovation across agrochemicals, performance materials, and specialty chemicals.

KPMG served as financial advisors, Alvarez & Marsal served as technical advisors, and Honigman LLP, Khaitan & Co and Clifford Chance LLP served as legal advisors to Novopor. Raymond James, Forvis Mazars and Thompson Hine LLP served as advisors to FAR Chemical.

About Novopor Advanced Science Private Limited

Novopor, a Bain Capital portfolio company, is a performance chemicals and material science leader focused on enabling sustainable innovation through strategic partnerships. The company collaborates with leading global customers across agrochemicals, performance chemicals, and material science, providing solutions from development through commercial manufacturing. Novopor operates state-of-the-art R&D and innovation centers in Hyderabad and manufacturing sites in Andhra Pradesh and Gujarat, India.

About FAR Chemical

Founded in 1982 and headquartered in Palm Bay, Florida, FAR Chemical has a distinguished history of operating for over 40 years in delivering high-quality specialty and fine chemical products and services to customers across multiple industries, including pharmaceuticals, advanced materials, coatings and adhesives, electronics, and industrial specialties. The company is recognized for its expertise in complex and hazardous chemistry, custom and toll manufacturing, chemical development, repackaging, and analytical support.