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The <keyword id="20070916" type="General" weightage="20" keywordseo="GMR-Group" source="keywords" meta.keywordsubtype="org" meta.entityname="GMR Group" meta.hostid="261" meta.entityid="GMR Group">GMR Group</keyword>, co-owners of <keyword id="20150498" type="General" weightage="20" keywordseo="IPL-franchise" source="keywords">IPL franchise</keyword> <keyword id="19907060" type="General" weightage="20" keywordseo="Delhi-Capitals" source="keywords" meta.keywordsubtype="org" meta.entityname="Delhi Capitals" meta.hostid="261" meta.entityid="Delhi Capitals">Delhi Capitals</keyword>, has agreed to a deal with <keyword id="22638160" type="General" weightage="20" keywordseo="English-county-team" source="keywords">English county team</keyword> <keyword id="22436824" type="General" weightage="20" keywordseo="Hampshire" source="keywords" meta.keywordsubtype="org" meta.entityname="Hampshire" meta.hostid="261" meta.entityid="Hampshire">Hampshire</keyword> to buy its major shares worth 120 million pounds (approximately Rs 1278 crore). Hence, Hampshire will become the first county side to be owned by an overseas entity, as the GMR Group will now have control over 51 per cent of the team's shares. "The Delhi part-owners are understood to have beaten a second bid from rival Indian Premier League franchise Lucknow Super Giants with an offer which values Hampshire at £120 million, although that price includes the club's debts of around £60 million," the Telegraph reported. Additionally, the GMR Group will also take control of the Utilita Bowl (cricket stadium at Hampshire), the Hilton hotel and a golf course at the same venue. Apart from being the co-owners of the Capitals, the GMR Group also has equal stakes in Dubai Capitals, the ILT20 side in the UAE, and Seattle Orcas, the Major League Cricket outfit in the USA. The England and Wales Cricket Board (ECB), the Hampshire club officials and the new owners are expected to make an official announcement soon about the deal. Besides the significant investment, the take over could also open up the possibility of Hampshire gaining access to some of Delhi Capitals' young players for domestic tournaments such as the Hundred. However, at present, the Board of Control for Cricket in India (BCCI) does not permit active Indian cricketers to play in overseas tournaments. In another significant development, Yorkshire, another English county side, has reopened their talks with Rajasthan Royals for a possible takeover of the Headingley based club. However, this would require a consent from 6000 Yorkshire members through a ballot. SEE ALSO:<a href="https://www.businessinsider.in/stock-market/webstories/ola-electric-ipo-price-band-to-risk-factors-all-you-need-to-know/slidelist/112185870.cms" target="_blank"></a> <a href="https://www.businessinsider.in/stock-market/webstories/ola-electric-ipo-price-band-to-risk-factors-all-you-need-to-know/slidelist/112185870.cms" target="_blank">Ola Electric IPO – Price band to risk factors, all you need to know</a><a href="https://www.businessinsider.in/tech/mobile/news/nothing-phone-2a-plus-with-dimensity-7350-pro-chipset-launched-in-india-starting-at-29999/articleshow/112164963.cms" target="_blank"></a> <a href="https://www.businessinsider.in/tech/mobile/news/nothing-phone-2a-plus-with-dimensity-7350-pro-chipset-launched-in-india-starting-at-29999/articleshow/112164963.cms" target="_blank">Nothing Phone (2a) Plus with Dimensity 7350 Pro chipset launched in India starting at ₹29,999</a><a href="https://www.businessinsider.in/tech/mobile/news/indian-smartphone-shipments-decline-by-2-in-q2-2024-xiaomi-retakes-the-throne/articleshow/112162312.cms" target="_blank"></a> <a href="https://www.businessinsider.in/tech/mobile/news/indian-smartphone-shipments-decline-by-2-in-q2-2024-xiaomi-retakes-the-throne/articleshow/112162312.cms" target="_blank">Indian smartphone shipments decline by 2% in Q2 2024, Xiaomi retakes the throne</a>

Delhi Capitals owners agree to buy major share in Hampshire takeover

New Delhi, One of India's most creative chefs who put nawabi <keyword id="19945772" type="General" weightage="20" keywordseo="lucknow" source="keywords">Lucknow</keyword>'s <keyword id="20612438" type="General" weightage="20" keywordseo="dum-pukht" source="keywords">Dum Pukht</keyword> cuisine on the world map, and also became the first practising member of his fraternity to ever get a Padma Shri in 2016, Imtiaz <keyword id="19974186" type="General" weightage="20" keywordseo="qureshi" source="keywords">Qureshi</keyword>, passed away on Friday at the age of 93. An unlettered cook who started working from the age of nine, Qureshi, who was known for his trademark handlebar moustache, Santa Claus-like personality and the chaste Urdu in which he would narrate his stories from the kitchen, was famous for inventing dishes whose ideas he would pick up from conversations with his patrons and fellow professionals. His influences and inspirations extended from the empress of ghazals, Begum Akhtar, for whom he invented a dessert named Lab-e-Mahshoukh, or pista kulfi drizzled with a sour cherry sauce, to <keyword id="20612440" type="General" weightage="20" keywordseo="roger-moncourt" source="keywords">Roger Moncourt</keyword>, the French chef who ruled the Continental kitchens of Delhi, from whom he picked up the secrets of the sauces that give French cuisine its distinctive personality. Qureshi started out training to be a pehelwan but ended up as an apprentice to his ustads, Haji Ishtiyaq and Ghulam Rasool, and started working with a Lucknow-based catering company that was serving the Indian Army during the Chinese War in 1962. It was then that Qureshi got to serve Pandit Jawaharlal Nehru, who was being hosted by the Uttar Pradesh chief minister, C.B. Gupta. To make the occasion special, and out of respect for Gupta's vegetarian sensibilities, Qureshi, who's best known for mutton and fish dishes, invented the Turush-e-Paneer, escalopes of cottage cheese stuffed with dried plum and oranges, quilted in a tomato plum sauce. As the fame of his culinary prowess spread, he moved up the professional totem pole, being hired by Lucknow's then go-to hotel, Clarks Avadh, and then being head-hunted by Ajit Haksar, the founder of ITC Hotels, for the group's new address in New Delhi -- Maurya Sheraton. And from there, he travelled the world, winning accolades wherever he went. At the Maurya, Qureshi became instantly famous. Diwan Gautam Anand, who was banquet manager when the chef was in his element, remembers how the nation's high and mighty would shower gifts on Qureshi in recognition of his food, which was then a novelty in the Butter Chicken-soaked national capital. According to Anand, Qureshi was indeed a self-taught powerhouse of culinary talent, but what made him stand apart was his 'milansar' personality, which enabled him to soak in whatever knowledge anyone had to offer. Anand remembers how Qureshi once came back excited from a dinner he had curated for the Afghan ambassador because he had discovered the brinjal dish known as 'badin jaan'. Overnight, he recreated it for Dum Pukht, the restaurant at the Maurya Sheraton, that became synonymous with the master chef and a standard-bearer for Indian fine dining. Dum Pukht's Badin Jaan consists of wheels of smoked brinjal with a spiced tomato topping and a smooth, creamy spiced yoghurt sauce. It was at Dum Pukht that the jugalbandi of the doyen of food writers, the late Jiggs Kalra, and Qureshi created sensations such as the Kakori Kabab (the melt-in-the-mouth version of the chunky mutton seekh kabab), with Kalra inventing the story of the toothless nawab in its honour, the signature Dum Biryani, and umami-packed gravy dishes such as the Koh-i-Awadh, the 'paya' reinvented with lamb shanks, and Mahi Dum Pukht, red snapper fillet cooked in an almond and brown onion sauce. He had created this dish first for the wedding of a Mumbai socialite's daughter in 1972 and he gave it a Bengali twist a couple of decades later with his Mahi Qaliya, where rohu fish cooked in mustard oil is the base ingredient, for a Kolkata-based news baron. With the passing of Imtiaz Qureshi, India has lost a chef who not only gave Indian fine dining a new lease of life and a personality of its own, but also, despite being unlettered, became its finest and most colourful spokespersons around the world.

Imtiaz Qureshi , the chef who put nawabi Lucknow's Dum Pukht on the map, passes away

New Delhi [India], January 5 (ANI): A recent case study conducted by the Indian Institute of Management (IIM) Lucknow, commissioned by the Department for Promotion of Industry and Internal Trade (DPIIT), unveils a success story for the Indian <keyword id="138116" type="General" weightage="20" keywordseo="toy-industry" source="Orion">toy industry</keyword> in the fiscal year 2022-23. The study indicates a notable decline of 52 per cent in toy imports and an impressive surge of 239 per cent in toy exports compared to the fiscal year 2014-15. The report credits the government's dedicated efforts in the past six years for creating a more favourable manufacturing ecosystem for the Indian toy industry. During this period, the number of manufacturing units doubled, reducing dependence on imported inputs from 33 per cent to 12 per cent. Furthermore, gross sales value witnessed a Compound Annual Growth Rate (CAGR) of 10 per cent, accompanied by an overall increase in labour productivity. The findings highlight India's emergence as a prominent player in the global toy value chain, evident in the country's integration into the global toy value chain and zero-duty market access for domestically manufactured <keyword id="25284" type="General" weightage="20" keywordseo="toys" source="Orion">toys</keyword> in nations like the UAE and Australia. The report positions India as a viable alternative to established toy hubs like China and Vietnam. To solidify its position in the global market, the report emphasizes the need for consistent collaborative efforts between the toy industry and the government. Key areas identified include technological advancements, e-commerce integration, partnerships and exports, brand-building investments, engagement with educators and parents for effective communication with children, valuing cultural diversity, and collaboration with regional artisans. The Indian government has implemented various interventions and initiatives to foster growth in the toy industry. These include the formulation of a comprehensive National Action Plan for Toys (NAPT) with 21 specific action points, increases in Basic Customs Duty (BCD) on toys, sample testing of each import consignment by the <keyword id="19992660" type="General" weightage="20" keywordseo="directorate-general-of-foreign-trade" source="keywords">Directorate General of Foreign Trade</keyword> (DGFT) to curb sub-standard imports, issuance of a Quality Control Order (QCO) for toys in 2020, and support through cluster-based approaches. The report indicates significant interest from global retail giant Walmart to import toys from India and sell them worldwide. Walmart has set a target of USD 10 billion for overall imports from India, including Indian toys. With the concerted efforts of the government and domestic manufacturers, the Indian toy industry is projected to witness substantial growth in the next five years. DPIIT Secretary mentions that the global toys industry stands at around USD 300 billion, whereas India holds around USD 1.5 billion. He envisions a doubling of the Indian toy industry in the next five years. <keyword id="20072072" type="General" weightage="20" keywordseo="sanjeev-singh" source="keywords">Sanjeev Singh</keyword>, Joint Secretary at DPIIT, reveals Walmart's interest in Indian toys, with a target of USD 10 billion in overall imports from India. Professor Sanjay Kumar Singh of IIM Lucknow notes a substantial reduction in India's dependency on Chinese imports, from 94 per cent to 62 per cent. Over 1,200 safety licenses issued by the <keyword id="20050220" type="General" weightage="20" keywordseo="bureau-of-indian-standards" source="keywords">Bureau of Indian Standards</keyword> (BIS) to domestic toy manufacturers further emphasize the safety and quality standards upheld by the industry. The successful trajectory of the Indian toy industry, reflected in declining imports, soaring exports, and quality improvement, showcases the positive impact of collaborative efforts and strategic government interventions. As the industry sets its sights on global markets, the case study underscores the importance of continued collaboration for sustained growth and innovation in the Indian toy sector. (ANI)

Indian toy industry witnesses 239% increase in exports: IIM Lucknow report

India’s <keyword id="20312255" type="General" weightage="20" keywordseo="Business-Process-Management" source="keywords">Business Process Management</keyword> (<keyword id="700088" type="General" weightage="20" keywordseo="bpm" source="Orion">BPM</keyword>) industry is defying predictions that generative artificial intelligence (Gen-<keyword id="6355999" type="General" weightage="20" keywordseo="ai" source="Orion">AI</keyword>) could pose challenges for them. Instead, the sector is making a bold bet on AI and skilled talent to fuel its resurgence. With significant investments underway, industry leaders are confident that these efforts will show results within the next 3-5 years. “All of us are investing. And, the ROI will start coming in the next 3-5 years,” Harita Gupta, Head of Global Experience, SVP Global Business Operations Solutions and Support at Sutherland and the chairperson of <keyword id="19955786" type="General" weightage="20" keywordseo="Nasscom" source="keywords" meta.keywordsubtype="org" meta.entityname="Nasscom" meta.hostid="261" meta.entityid="Nasscom">Nasscom</keyword> BPM Council. She shared these insights during a panel discussion on “Data, Technology, Skill and Customers – The New Value Levers for BPM in India,” hosted by Business Insider India. Leaders in the <keyword id="21482461" type="General" weightage="20" keywordseo="BPM-industry" source="keywords">BPM industry</keyword> are confident about <keyword id="19985355" type="General" weightage="20" keywordseo="Gen-AI" source="keywords">Gen-AI</keyword>’s potential to create markets that have never existed before, help them do what they have already been doing for a decade more efficiently, and transform their companies into AI-driven enterprises. The Indian BPM industry generated $48.9 billion revenue as of FY24. <div type="Youtube" id="utbJS9i9RgA" title="Unlocking New Value Levers For BPM In India: The Role Of Data, Tech, Skill And Customers" thumbUrl="https://i.ytimg.com/vi/utbJS9i9RgA/mqdefault.jpg"><url><![CDATA[https://www.youtube.com/watch?v=utbJS9i9RgA]]></url></div> <h2>Tapping into emerging <keyword id="21859797" type="General" weightage="20" keywordseo="talent-hubs" source="keywords">talent hubs</keyword></h2> Traditionally, it is present in India’s metro cities, like Delhi, Bombay, Bombay and Pune. In its second innings, the BPM industry has shifted its focus to Tier-II and Tier-III cities, which offer a wealth of talent, lower operational costs and more accommodative regulations. “The industry has started to take jobs to where the talent is rather than the other way around,” remarked Sapna Bhambani, the Senior VP of Operations and Geo Leader at TaskUs. She highlighted that over half of TaskUs’ business is now based out of Tier-II cities with Indore and Mohali leading the way. “The states where the government is extending a helping hand are the most successful emerging hubs,” Bhambani added. Nasscom too is keen on Tier-II and Tier-III cities for the expansion of the BPM industry, identifying Lucknow, Kanpur, Coimbatore, Trichy, Indore, Bhopal, Vizag and Vijayawada as notable emerging hubs. Gupta emphasised that the industry body will be working hand-in-hand with the universities and institutions in the area to build talent pipelines and garner support. And hiring from Tier-II cities is not just about tapping into new talent pools; it’s also improving employee retention, which has been a pain point for the industry in recent years. Tech Mahindra has tried to counter this by hiring for non-frontline roles from within the company, rather than hiring new talent. However, as Venkatesh Korla, the CEO of Americas at Hinduja Global Solutions (HGS) pointed out, a cultural shift is still needed to rebrand BPM jobs. “It’s changing. It’s not 100 percent there yet… They’ve realised there’s a lot more stickiness and a lot more opportunity in the BPM space, and we see talent also want to take on these jobs,” Korla explained. <h2>Creating new markets</h2>Most AI processes are trained using large language models (LLMs). Many, GPT-Neo and BERT, are open-source, which means they’re free for anyone to use. However, enterprises are looking to build their own LLMs in-house to train their AI products primarily to maintain control over proprietary data – a move that opens up new opportunities for BPM firms. “Large SAS companies want to integrate their own LLM in their products and they require the same BPM services to actually train their models. That’s a huge opportunity,” Birendra Sen, the President of Business Process Services at Tech Mahindra, told Business Insider. <h2>The need for experimentation</h2>While the use of Gen-AI in the BPM industry is widespread, many initiatives are still in the Proof of Concept (POC) stage. This implies that while there is investment, both in terms of money and manpower, directed at creating more Gen-AI led solutions, they may not necessarily succeed. “If something fails, we just fail fast and move,” Gupta told Business Insider. Moreover, leaders like Venkatesh Korla view AI as a transformative tool that complements human expertise rather than replacing it. “AI is going to help in coaching, compliance, and in quality control. I call this the Iron Man's suit or the J.A.R.V.I.S. for Iron Man because it never replaces the human inside the suit. So, that's really how we need to look at it,” Korla remarked. India’s BPM sector has demonstrated resilience and adaptability in the face of previous challenges, such as the rise of automation and the shift towards digital services. It is now poised to reinvent itself, this time by integrating AI with human expertise and expanding into new talent hubs. With a strong focus on innovation and upskilling, industry leaders are optimistic about the future, anticipating that these strategic moves will secure India’s position as a global leader in the BPM landscape over the next few years. This article is part of a four-part webinar series in partnership with Nasscom. These monthly webinars aim to delve deep and offer insights into the evolving BPM landscape. You can watch the full video of the first session <a href="https://www.youtube.com/watch?v=utbJS9i9RgA">here</a>. Disclaimer: This article is generated and published by the Insider Studios team. You can get in touch with them on insiderstudios@businessinsider.in

The future of BPM in India: AI, talent hubs and a new growth strategy

New Delhi, The Indian Premier League (<keyword id="6354312" type="General" weightage="20" keywordseo="ipl" source="Orion">IPL</keyword>) has become a decacorn as the overall combined brand value has crossed the 10 billion dollars mark. As of now, IPL's brand value stands at 10.7 billion dollars, as compared to 8.4 billion dollars in 2022, thus registering an increase by 28%. A report by brand valuation consultancy Brand Finance said the total brand value of the IPL has surged by 433 per cent since its launch in 2008. It added that the IPL's significant growth is attributed to factors including a media rights deal amounting to 6.2 billion dollars (INR 48,390 crore), an increase in the central pool of IPL revenues, the addition of two franchise teams, and the return to full stadium attendance in 2023 after the Covid-19 pandemic. It further said five-time champions Mumbai Indians have emerged as the most valuable IPL brand at 87 million dollars, followed by fellow five-time winners Chennai Super Kings (CSK), which is now the second most valuable brand with a value of 81 million dollars. Other franchises in the top five list include two-time winners <keyword id="262945" type="General" weightage="50" keywordseo="kolkata-knight" source="Orion">Kolkata Knight</keyword> Riders (KKR) and <keyword id="6354506" type="General" weightage="50" keywordseo="royal-challengers-bangalore" source="Orion">Royal Challengers Bangalore</keyword> (RCB) at 78.6 million dollars and 69.8 million dollars, respectively. IPL 2022 winners Gujarat Titans (GT) showed a huge increase in its brand value ranking with a 38 percent growth and securing the fifth position, which is a jump from the eighth-place last year. <keyword id="13023526" type="General" weightage="50" keywordseo="lucknow-super-giants" source="Orion">Lucknow Super Giants</keyword> (LSG) are at the eighth position with a brand value of 47 million dollars and is now the fastest-growing IPL brand, up by 48 percent. The report added that despite starting with a relatively lower base, LSG has made substantial strides in the valuation landscape. IPL franchises are also continuing to expand their global presence, as the franchise leagues ecosystem is estimated to have a brand value of 1 billion dollars, extending their visibility in the year. Teams like Mumbai, Delhi, Chennai, Lucknow, Sunrisers Hyderabad and Rajasthan Royals are into various franchise T20 leagues. "IPL 2023 is paving the way for a global T20 business ecosystem as more and more franchise owners will be taking their brand of cricket to newer potential markets in the Middle East, USA, Asia-Pacific. Franchise owners are now seeing a year-long commitment from players for various leagues played globally," said Ajimon Francis, Managing Director, Brand Finance India.

Not a six, IPL hits a ten as it turns into a decacorn

<ul><li>Former PM Rajiv Gandhi said, “Do not design this office for me but design it for the Prime Minister of India.” </li><li>All working women are constantly challenged because we live parallel lives.</li></ul>I have been asked to speak about my journey as an entrepreneur and a design professional. Let me begin by saying that when I began work as an interior designer and furniture manufacturer in 1971, there were no words such as “entrepreneur” or “branding” or things like Instagram and various other forms of social media that exist today. I became a designer because of family influences and growing in a city like Lucknow which is imbued with tehzeeb and nazakat. I do not think I could have been a designer if I had had parents other than those I was blessed with. They were interested in reading and the acquisition of knowledge. My father believed that books would always remain the central element of civilisation. For us knowledge came from immersive reading, and we were voracious readers. We were always interested in places and peoples. We delighted in reading the atlas and dictionaries. In the last 50 years there have been so many places which were our dream destinations, and which one has now visited……… and many places like Machu Picchu that one has not! Perhaps it is still not too late. Because of our father’s immense love for travel and discovery we saw so much of India. The first heritage site that I ever visited was at the age of nine. That was Mahabalipuram in Tamil Nadu and the Temple of the Tooth and the Botanical Gardens in Kandy in Ceylon. All of these were early influences and have influenced my design sensibilities. I have a very contemporary mindset but one that is also deeply grounded in our own heritage. This is because one has had the good fortune of travelling through the length and breadth of India. Much as one has enjoyed the cultures of other countries, I have a deep and constant curiosity about our own country. All this informs the way I work. As far as design education is concerned, I became a designer by accident – serendipitously so! The study of literature and Hindustani classical music enriched my mindscape. I do not have formal training in design but grew up surrounded by design…….. with my father visiting many auction houses and kabadiwalas in Lucknow. It fills me with quiet pride that, as a woman without any formal training in design, I became the first designer in India, man or woman, to be conferred the <keyword id="25105" type="General" weightage="80" keywordseo="padma-shri" source="Orion">Padma Shri</keyword> in 1992. I was reasonably young to be bestowed this honour and I thought at that time that it would open the floodgates to many more interior designers. I have also had the distinction of being the first architect or designer from India to be invited to give an illustrated talk in 2003, at the National Building Museum in Washington DC. This museum is the most visited museum of architecture in the world. Its atrium is the venue of the first presidential ball after a new president has been sworn in. In 2014, I was appointed Chairperson of the Board School of Planning and Architecture in Bhopal, a National Institute of Excellence. That was also a first! But, if you ask me whether I was working towards breaking these glass ceilings, then the answer would be an emphatic no! These happened along the way, as a natural progression in a career in which one had put in much hard work. In my profession one is as good as one’s last project. That gets one more work and not because they like your face. No client is going to spend millions of dollars commissioning you to design their hotel if they do not believe in your talent and your ability to deliver. <div type="image" title="05 South Drawing Room, Rashtrapati Bhawan, New Delhi" msid="98578011" hostid="261" sizebytes="111308" caption="&amp;lt;p&amp;gt;South Drawing Room, Rashtrapati Bhawan&amp;lt;/p&amp;gt;"></div> From 1985 to 1989, I worked on the restoration and conservation of the Rashtrapati Bhavan and in 1988 to 1989 on Hyderabad House. That was the first time that HH was closed for nine months because it was not just the interior decoration that was attended to but also all the interior architecture and services like air conditioning. I designed both the decrepit courtyards in a Lutyensesque style and restored the gardens in Hyderabad House. As far as British buildings in New Delhi are concerned, I had the great privilege of working in the Prime Minister’s Office and Secretariat in South Block. And am happy to note that it has remained unchanged through the tenures of the last nine Prime Ministers. The primary reason for this was the brief from the former PM, Rajiv Gandhi…… “do not design this Office for me but design it for the Prime Minister of India”. I followed this brief and worked on the building as these I firmly believe belong to the nation. His second brief was that he wanted his executive chair to be the same height as his visitors’ chairs. These are all very telling traits of character. I also designed the official residence of the Prime Minister along with restoring the two buildings that comprise the Indira Gandhi Memorial Museum. In New Delhi one has also designed the interiors of the British Council Building and Library. In my career this has been a landmark project because this is the largest of their 80 institutes worldwide. It was inaugurated in 1992 by HRH the Prince of Wales. When we were presented to him, he had a very interesting conversation with me regarding the buildings on either side of the British Council. He certainly has a keen eye for architecture. <div type="image" title="03 National Assembly Building in Thimpu, Bhutan" msid="98578068" hostid="261" sizebytes="195996" caption="&amp;lt;p&amp;gt;National Assembly Building, Bhutan&amp;lt;/p&amp;gt;"></div> Another landmark building for me in 1989 was the <keyword id="1142396" type="General" weightage="50" keywordseo="parliament-building" source="Orion">Parliament Building</keyword> in Bhutan called the National Assembly Building. For me, this was a completely new area of research. In those days so little was known of the art and architecture of Bhutan and neither were any books available. Immersive travelling through Bhutan, to familiarise myself with its architecture and its arts and crafts became essential. His Majesty’s office appointed as my guide, Dasho Khandu who was a living encyclopaedia on Bhutanese art and architecture. These have been amazing projects of learning for me. I like to deeply research new places and new cultures. So maybe, at the end of the day, I think this profession chose me and one is fortunate as this process of working suits my mindset. In a long design career of 50 years, I had a break in 1998. I had simply fallen off a ladder in the house and had fractured two of my cerebral vertebrae. That is when I decided I would stop designing hotels which I had done for the past almost 30 years. At that point I thought I would just design residences in and around India and not travel out to Egypt, Bhutan, England, Timbuktu, etc. But life had other plans! I went on to design a large residence in Sri Lanka and was commissioned to design a boutique hotel in the old city of Lahore. Sadly, that project was eventually abandoned. When I was in Lahore for their Literary Festival at the end of February this year when I saw this building standing as is, it made me quite nostalgic. Lahore is a beautiful city and the people are very hospitable. Along this design journey many institutions have asked me to come to give illustrated lectures. For the ‘Millennium Book on Delhi’, I was one of the eight contributors who wrote an extended essay on ‘The Planning of New Delhi’. <keyword id="118548" type="General" weightage="50" keywordseo="oxford-university-press" source="Orion">Oxford University Press</keyword>, the publishers of the book have a world-wide reach. That is how the Kennedy School of Government in Harvard University heard of this unknown Indian and invited me to give an illustrated talk. Thus began a parallel career in being a speaker. Since Harvard one has given many lectures in many universities and institutions in the US, the UK and in South East Asia on design, architecture, conservation, literature, on ‘Mughal Jewellery as a Statement of Empire’, world heritage cultural sites in India and on social entrepreneurship. One has always believed that women such as oneself are privileged because we are educated. Never mind that we belong to the working classes! We must, with humility and gratitude, help those that are less fortunate. One has been deeply associated with ‘Satyagyan Foundation’ which was an affiliate of ‘World Literacy Canada’. Based in Varanasi, we have worked in about 400 slum areas and have altogether made 23,000 women literate. One has also been associated with ‘Save a Mother’ which was started by the amazing Dr Shiban Gunju. He has reduced the mortality rate of pregnant women by 93%. One was the founding member and last chairperson of ‘Umang’, an NGO that worked for the betterment of street children. These have been my interests and each has been a milestone. Another milestone was co-authoring ‘The Lucknow Cookbook’ with my mother. It is now in its tenth print run and has been declared a classic by Aleph, the publishers. More recently I produced and edited the large formatted book, ‘Kala - Essays on Contemporary Design Aesthetics’ which was launched in Dubai in 2019 by Sheikh Nahan and in October 2022. It had its first proper launches in Milan and London by Artize of the Jaquar Group. In November 2022, it was launched in New York and most recently in February 2023 at the ‘Lahore Literary Festival’. Every stage in life has its own milestones particularly if one is also a wife, a mother and a grandmother. All working women are constantly challenged because we live parallel lives. For me every project, whether large or small, has been a challenge. It has all added to my body of work and to my learning curve. I have never thought of myself as a woman doing all these things……. I think one creates one’s own benchmark and this is the way one has moved forward. I am still working and writing more books as our daughter, the award-winning architect <keyword id="8435490" type="General" weightage="50" keywordseo="kohelika-kohli" source="Orion">Kohelika Kohli</keyword>, has taken over the business of running K2India. She has just launched her new brand of furniture called KOKO by K2India. One feels justifiably proud that one must have done something right. One gave them the tools of a fine education and took them travelling to broaden their minds. And then left them to follow their own passions. (The writer is an award winning architect and an author)

A Padma Shri winning architect takes us through her journey from Lucknow to Lutyens

<keyword id="6358777" type="LOCATION" weightage="20" keywordseo="New-Delhi">New Delhi</keyword>, <keyword id="55910" type="ORGANIZATION" weightage="20" keywordseo="Air-Pollution">Air pollution</keyword> caused by hazardous PM2.5 fine particulate matter led to the <keyword id="6355784" type="UNKNOWN" weightage="20" keywordseo="death">death</keyword> of 54,000 people in <keyword id="66" type="LOCATION" weightage="20" keywordseo="Delhi">Delhi</keyword> last year where pollution levels remained almost six times above the prescribed WHO limits, according to a new study. According to a <keyword id="69355" type="COMPANY" weightage="20" keywordseo="Greenpeace">Greenpeace</keyword> Southeast Asia analysis of IQAir data, 1800 deaths per million were estimated due to PM2.5 air pollution in Delhi. "The PM2.5 air pollution claimed approximately 54,000 lives in India's national capital in 2020," the study said. PM2.5 refers to fine particulate matter smaller than 2.5 micrometers in diameter. Exposure to PM2.5 is considered the most important environmental risk factor for deaths globally, and was attributed to 4.2 million premature deaths in 2015, the study said. The study noted that the damage is equally worrying in other Indian cities. "An estimated 25,000 avoidable deaths in Mumbai in 2020 have been attributed to air pollution. Bengaluru, Chennai, Hyderabad and Lucknow estimated an approximate 12000, 11000, 11000, and 6700 avoidable deaths respectively due to polluted air," it said Noting that the air pollutant levels in Delhi remained almost six times above the prescribed WHO limits of 10 μg/m3 annual mean, the study said the estimated air pollution-related economic losses were USD 8.1 billion (Rs 58,895 crore), which amounts to 13 per cent of Delhi's annual GDP. "Despite a temporary reprieve in <keyword id="53848" type="ORGANIZATION" weightage="20" keywordseo="air-quality">air quality</keyword> owing to the lockdown, the latest figures from the report underscore the need to act immediately. The need of the hour is to rapidly scale up renewable energy, bring an end to fossil fuel emissions and boost sustainable and accessible transport systems," the study said. Globally, approximate 160,000 deaths have been attributed to PM2.5 air pollution in the five most populous cities of Delhi (30 million), Mexico City (22 million), Sao Paulo (22 million), Shanghai (26 million) and Tokyo (37 million), it said. "Despite recording relatively better air quality this year due to strict lockdown, air pollution continues to be a serious public health issue which also drastically impacts our economy. For the governments of the day, it is crucial that investments are made towards green and sustainable solutions. When we choose fossil fuel over <keyword id="154273" type="ORGANIZATION" weightage="20" keywordseo="clean-energy">clean energy</keyword>, our health is put at stake. Polluted air increases the likelihood of deaths due to cancer &amp; stroke, spike in asthma attacks and worsens severity of COVID-19 symptoms," said Avinash Chanchal, Climate Campaigner, <keyword id="6356502" type="COMPANY" weightage="20" keywordseo="greenpeace-india">Greenpeace India</keyword>. "We need to ensure our growth demand is fuelled by sustainable and cleaner sources of energy and cities should promote low cost , active and carbon-neutral transport options that prioritises walking, cycling, and public transport, the increased use of clean energy and clean transport will not only improve the public health but it will also strengthen the economy and public money" added Chanchal. Commenting on the revelations made by cost estimator CEO of IQAir, Frank Hammes says, "Breathing should not be deadly. The fact that poor air quality claimed an estimated 160,000 lives in the five largest cities alone should give us pause, especially in a year when many cities were seeing lower air pollution levels due to less economic activity. Governments, corporations and individuals must do more to eliminate the sources of air pollution and make our cities better places to live." To show the impact of air pollution related deaths on the economy, Greenpeace said it used the approach called "willingness-to-pay" which means a lost life year or a year lived with disability is converted to money by the amount that people are willing to pay in order to avoid this negative outcome. SEE ALSO: <a href="https://www.businessinsider.in/india/news/india-issues-new-guidelines-for-passengers-arriving-from-the-uk-brazil-europe-and-middle-east-countries/articleshow/81083248.cms">India issues new guidelines for passengers arriving from the UK, Brazil, Europe and Middle-East countries</a> <a href="https://www.businessinsider.in/business/startups/news/not-just-a-tiktok-clone-says-chingari-app-founder-with-their-latest-shop-within-videos-feature-which-he-claims-is-the-next-big-thing-in-social-commerce/articleshow/81084432.cms">‘Not just a TikTok clone,’ says Chingari founder with their latest shop within videos feature which he claims is the next big thing in social commerce</a> <a href="https://www.businessinsider.in/tech/mobile/news/samsung-galaxy-f62-review-the-new-mid-range-killer/articleshow/81084382.cms">Samsung Galaxy F62 review – the new mid-range killer</a>

PM2.5 air pollution claimed 54,000 lives in Delhi last year, says study

New Delhi, India all-rounder <keyword id="6354903" type="General" weightage="20" keywordseo="Hardik-Pandya" source="Orion">Hardik Pandya</keyword> was on Friday ruled out of the ICC Cricket World Cup clash against New Zealand due to an <keyword id="35627" type="General" weightage="20" keywordseo="ankle-Injury" source="Orion">ankle injury</keyword> he suffered while bowling against Bangladesh. Hardik underwent scans following the injury in Pune on Thursday and is heading to the National Cricket Academy in Bengaluru for his recovery. India will play New Zealand in Dharamsala on October 22. "Team India vice-captain Hardik Pandya sustained an injury to his left ankle while fielding on his own bowling during India's match against Bangladesh at the Maharashtra Cricket Association Stadium, Pune," said the <keyword id="6354756" type="General" weightage="20" keywordseo="BCCI" source="Orion">BCCI</keyword> in a statement. "The all-rounder was taken for scans and is advised rest. He will be under the constant supervision of the BCCI Medical Team. He will not be taking the flight to Dharamsala with the team on 20th October and will now join the team directly in Lucknow where India play England," the board added. India has a long gap between the Dharamsala and Lucknow game, which is scheduled for October 29.

Hardik Pandya ruled out of World Cup fixture against New Zealand with ankle injury

<keyword id="6358777" type="LOCATION" weightage="20" keywordseo="New-Delhi">New Delhi</keyword>, The Centre's new directive for industrial units in Delhi to switch over to PNG (piped natural gas) owing to the high levels of pollution is a positive development for <keyword id="747943" type="ORGANIZATION" weightage="20" keywordseo="city-gas-distribution">city gas distribution</keyword> (CGD) companies, ICRA said in a note. Accordingly, the Ministry of Environment, Forests and Climate Change on December 22, identified about 1,644 industrial units spread across 50 industrial areas in Delhi to switch over to PNG owing to the high levels of pollution. In addition, <keyword id="111875" type="COMPANY" weightage="20" keywordseo="Delhi-Pollution-Control-Committee">Delhi Pollution Control Committee</keyword> (DPCC) was also directed to inspect and identify the industries using unapproved fuels and to take stringent penal action in case of non-compliance. Besides DPCC, <keyword id="98830" type="DOMAIN" weightage="20" keywordseo="Indraprastha-Gas">Indraprastha Gas</keyword> and Delhi government were also asked to work in close coordination with the industrial units so as to target the completion of infrastructure work and switch over to PNG by January 31, 2021. As per the ICRA note, this directive to compulsorily switch to PNG in the NCR region is a positive development for CGD companies, both from an immediate as well long-term perspective. "The directive by the ministry would provide a boost to the industrial volumes of incumbent IGL," said Prashant Vasisht, Vice-President and Co-Head, Corporate Ratings, ICRA. "This would also necessitate an accelerated expansion of network in the industrial clusters. Additionally, with several cities in northern India featuring among the top 20 most polluted cities globally, such as Jodhpur, Jind, Gurugram, Agra, Ghaziabad, Lucknow and Varanasi, other state pollution control boards may follow suit which would benefit the incumbent CGD entities in these cities." "Accordingly the move by the ministry accelerates the trend of switch to cleaner industrial fuels which began with the ban on use of pet-coke and furnace oil in October 2017 and is only expected to gather pace going forward considering the persistent high levels of pollution across northern India." However, the <keyword id="10498751" type="UNKNOWN" weightage="20" keywordseo="current-high-spot-gas-prices">current high spot gas prices</keyword> may lead to some resistance from the industrial consumers relying on cheaper alternate fuels, the note said. The Asian spot prices of LNG had declined below $2 per mmbtu in May 2020, owing to demand destruction due to outbreak of coronavirus amid increasing global supplies. In recent weeks, spot LNG prices have increased to nearly $10-11 per mmbtu due to increase in oil prices, supply issues in Australia and Malaysia, a colder than expected winter and delays in the Panama Canal. Nevertheless, ICRA expected the supply overhang amid demand inflicted by Covid-19 to keep prices muted over the longer term. SEE ALSO: <a href="https://www.businessinsider.in/stock-market/news/top-stocks-to-watch-mrs-bectors-ril-bharti-airtel-vodafone-idea-ilfs-interglobe-aviation-future-group-deepak-nitrite-jubilant-foodworks-and-others/articleshow/79933826.cms">Top stocks to watch – Mrs Bectors, RIL, Bharti Airtel, Vodafone Idea, IL&amp;FS, InterGlobe Aviation, Future Group, Deepak Nitrite, Jubilant FoodWorks, and others</a> <a href="https://www.businessinsider.in/stock-market/news/there-are-one-of-only-17-indian-companies-out-of-500-that-aced-the-du-pont-test/articleshow/79911627.cms">There are one of only 17 Indian companies out of 500 that aced the Du Pont test</a> <a href="https://www.businessinsider.in/business/corporates/news/wipro-buyback-offer-details-and-700-million-metro-ag-deal-drives-share-price/articleshow/79911875.cms">Wipro offers 10% more to buy back shares and signs a $700 million deal with Metro AG – everything that’s driving the IT services stock higher today</a>

Mandatory switch to Pipe Natural Gas for Delhi industries credit positive for city gas distribution companies, says ICRA

<keyword id="48503" type="General" weightage="100" keywordseo="alstom" source="Orion">Alstom</keyword>, a global leader in smart and sustainable mobility, has been awarded the contract to design, manufacture, supply, test, and commission 312 standard gauge metro cars for <keyword id="6366797" type="General" weightage="80" keywordseo="delhi-metro" source="Orion">Delhi Metro</keyword> Phase IV expansion by the <keyword id="66" type="General" weightage="80" keywordseo="delhi" source="Orion">Delhi</keyword> Metro Rail Corporation (DMRC). The order worth EUR312 million (Rs 2,643 crore approx.) includes the design and manufacturing of 234 standard gauge metro cars for Line 7 extension, which is 12.558 km of Pink line on the Mukundpur- Maujpur corridor and, the Line 8 extension, which is 28.92 km of Magenta line for the Janakpuri West - RK Ashram corridor, according to a statement from Alstom. Alstom will also design and manufacture of 78 standard gauge metro cars for the 23.622 km Silver line between Aerocity and Tughlakabad, including 15-year maintenance of these 78 cars. The statement said that Alstom would supply its Metropolis trainsets for this order. Metropolis trains offer a unique design, a wide range of configurations and ensure the highest performance due to the perfect combination of proven and reliable components and innovations, the company said. With its extensive track record, low lifecycle costs, and keen focus on passenger experience, Alstom said its Metropolis metros set the standard around the world. Talking about the new contract, Olivier Loison, Managing Director, Alstom India Cluster, said that "Delhi-National Capital Region (NCR) is amongst the largest urban clusters in the world. Faced with the realities of climate change, such megacities need reliable and sustainable public transport solutions. Alstom is pleased to continue the partnership with Delhi Metro, one of Asia's largest rapid transit systems. Our trains have a high recyclability of all materials and low-weight design to reduce energy consumption that will greatly contribute to minimising environmental impact in the region." Alstom said it had delivered more than 800 metro cars that are in service for the Delhi Metro network. The new trains will be built at Alstom's largest urban rolling stock manufacturing site in Sricity (<keyword id="37102" type="General" weightage="50" keywordseo="andhra-pradesh" source="Orion">Andhra Pradesh</keyword>), which has a strong portfolio of delivering for major domestic and international projects, according to the company. Currently, the Delhi Metro network consists of about 391 km with 286 stations. The network has now crossed the boundaries of Delhi to reach Noida, Greater Noida and Ghaziabad in <keyword id="6357713" type="General" weightage="50" keywordseo="uttar-pradesh" source="Orion">Uttar Pradesh</keyword>, Gurugram, Faridabad, Bahadurgarh and Ballabhgarh in Haryana. In addition to providing rolling stock, Alstom said it had in the past partnered with DMRC for several other projects, including the successful implementation of supply and commissioning of train control and signalling system for DMRC's Red line (L1), Yellow line (L2), Green line (L5), Violet line (L6), Pink line (L7) during Phase I, II and III. Alstom said it has also delivered metro trains for the cities of Delhi, Chennai, Lucknow, Kochi and is currently delivering trains and signalling for Bhopal-Indore Metro project, Kanpur-Agra Metro project, Mumbai Metro Line 3 and for India's first semi-high-speed rail network -- NCRTC-RRTS -- that connects Delhi, Ghaziabad and Meerut. SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/business/news/indians-want-faster-yet-sustainable-delivery-of-their-goods-fedex-report/articleshow/95581055.cms">Indians want faster yet sustainable delivery of their goods: FedEx report</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/business/news/cityfurnish-raises-usd-2-5-million-in-debt-funding-round/articleshow/95582533.cms">Cityfurnish Raises USD 2.5 Million in Debt Funding Round</a>

Alstom bags Rs 2,643 crore order to design, manufacture 312 metro cars for Delhi Metro Phase IV

<keyword id="6358777" type="LOCATION" weightage="20" keywordseo="New-Delhi">New Delhi</keyword>, As India's <keyword id="390059" type="PERSON" weightage="20" keywordseo="smartphone-market">smartphone market</keyword> registered a massive year-over-year (YoY) growth of 42% in October shipping 21 million units, 25% of the market sat in top tier cities -- New Delhi, <keyword id="6358070" type="LOCATION" weightage="20" keywordseo="mumbai">Mumbai</keyword>, Bengaluru, <keyword id="12864" type="LOCATION" weightage="20" keywordseo="Chennai">Chennai</keyword>, and <keyword id="6354925" type="PERSON" weightage="20" keywordseo="kolkata">Kolkata</keyword> -- registering more than 50% YoY growth in October. According to the IDC, the next set of emerging markets, namely Jaipur, <keyword id="6361586" type="PERSON" weightage="20" keywordseo="Gurgaon">Gurgaon</keyword>, Chandigarh, Lucknow, Bhopal and Coimbatore, also grew by nearly 50% YoY. However, the rest of the states (up-country markets) registered slower growth (average 25%), primarily owing to looming economic concerns and consumer spending narrowing to essentials only, according to <keyword id="9841807" type="COMPANY" weightage="20" keywordseo="the-international-data-corporation">the International Data Corporation</keyword> (IDC) India Monthly Smartphone Tracker. The leading 50 cities accounted for 55% demand nationally. "Despite delayed deliveries due to restrictions in several zones, consumers went for online purchases, especially on third party e-Tailer platforms, registering 23% YoY growth with 50% share," the report showed. Bigger cities leaned heavily towards online channels, with 57% online share in the top 5 metros. "But supply constraints remained, impacting offline channel sales as a result of fewer retail walk-ins". While Xiaomi led in 34 of the major 50 cities within the online channel, Vivo led in 44 of the major 50 cities within the offline channel. Half a million 5G devices were sold, with almost 80% from the top 10 cities of India. "Though 5G is a driver from a technological advancement standpoint, uncertainties on spectrum availability, clear use cases and high prices might restrict its uptake to few bigger cities initially," said Sachin Mehta, Market Analyst, Client Devices, IDC India. SEE ALSO: <a href="https://www.businessinsider.in/tech/enterprise/news/wistron-apple-iphone-manufacturer-could-face-these-penalties-if-found-guilty/articleshow/79790319.cms">If investigators find Wistron management guilty, here's what is at stake for the company</a> <a href="https://www.businessinsider.in/stock-market/news/heres-what-analysts-say-if-you-should-subscribe-or-not-to-the-300-crore-ipo-of-antony-waste-handling-cell/articleshow/79790998.cms">Antony Waste Handling Cell ₹300-crore IPO will open on Monday— these are the risks and opportunities</a> <a href="https://www.businessinsider.in/business/news/ikea-india-cfo-says-she-still-has-3500-crore-to-be-spent-in-india-the-pandemic-has-changed-targets-but-not-the-investment-plan/articleshow/79790938.cms">INTERVIEW: Ikea CFO says she still has ₹3,500 crore to be spent in India⁠— the pandemic has changed targets but not the investment plan</a>

You Searched For "new delhi lucknow" and got 11 results

Delhi Capitals owners agree to buy major share in Hampshire takeover

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Imtiaz Qureshi , the chef who put nawabi Lucknow's Dum Pukht on the map, passes away

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Not a six, IPL hits a ten as it turns into a decacorn

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A Padma Shri winning architect takes us through her journey from Lucknow to Lutyens

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PM2.5 air pollution claimed 54,000 lives in Delhi last year, says study

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Hardik Pandya ruled out of World Cup fixture against New Zealand with ankle injury

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Mandatory switch to Pipe Natural Gas for Delhi industries credit positive for city gas distribution companies, says ICRA

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Alstom bags Rs 2,643 crore order to design, manufacture 312 metro cars for Delhi Metro Phase IV

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Delhi, Mumbai, Bengaluru, Chennai and Kolkata to capture 25% of smartphone market in October

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