Page 167 – ScoopEarth Magazine – AI Insights, Startup Buzz, Business Trends & Technology Updates

Adani Ports Handles 41.9 MMT Cargo in December, Led by Strong Container Growth

Adani Ports and Special Economic Zone Ltd (APSEZ) showcased impressive operational results in December 2025, managing a total cargo volume of 41.9 million metric tonnes (MMT). This achievement reflects a 9 per cent increase compared to the same month last year, largely driven by a significant uptick in container traffic.

Container Cargo Fuels Monthly Growth

The surge in container volumes, which rose by 18 per cent year-on-year, emerged as the key contributor to the port operator’s growth during the month. This robust performance further solidifies APSEZ’s standing as India’s leading integrated port and logistics entity.

In a regulatory update, the company reported that its total cargo handling for the year to-date (YTD) period ending December 2025 reached 367.3 MMT, marking an 11 per cent year-on-year increase. Containers continued to play a pivotal role in enhancing overall cargo volumes during this timeframe.

Logistics Rail and GPWIS Volumes Show Mixed Results

In December 2025, logistics rail volumes stood at 59,037 twenty-foot equivalent units (TEUs), remaining stable compared to the same month last year. However, cargo handled under the General Purpose Wagon Investment Scheme (GPWIS) fell to 1.8 MMT, reflecting a 7 per cent year-on-year decline.

For the YTD period ending December 2025, logistics rail volumes increased to 528,872 TEUs, indicating an 11 per cent annual growth. GPWIS cargo volumes during this period

were recorded at 16.1 MMT, demonstrating steady demand despite some monthly fluctuations.

Sanctions on Vessels Remain Enforced

The Adani Group has reaffirmed its policy from the previous year, which prohibits the entry of vessels sanctioned by Western nations at all its ports. This decision may affect the transportation of Russian crude oil shipments into India.

HPCL-Mittal Energy Limited, which operates the Bathinda refinery in Punjab with a capacity of 226,000 barrels per day, primarily receives its crude oil through Adani’s Mundra Port in Gujarat. Similarly, Indian Oil Corporation (IOC), the largest oil refiner in the country, also imports Russian crude via Mundra and other ports.

Commitment to Legal and Commercial Compliance

According to internal directives, sanctioned vessels are barred from entering, berthing, or utilizing port services and facilities at Adani-operated ports. Shipping agents must provide written assurances that vessels are free from international sanctions.

The company has emphasized that this approach is designed to protect the legal and commercial interests of its port operations.

Positive Outlook Ahead

Despite facing regulatory and geopolitical challenges, Adani Ports continues to experience steady growth across its port and logistics sectors. The strong container traffic and consistent year-to-date performance underscore the company’s diverse cargo portfolio and integrated logistics strategy, positioning it well for sustained growth in the upcoming quarters.

Adani Ports Handles 41.9 MMT Cargo in December

India’s Rising AI Stars: 5 Startups to Track in 2026

As the wave of artificial intelligence sweeps across India, a fresh wave of AI-driven startups is emerging from the country’s dynamic tech landscape. These startups are tackling real-world challenges, ranging from language solutions to enterprise automation, and they are catching the eye of investors. Here are five promising AI startups in India to keep an eye on in 2026, each set to make a significant impact in their respective fields and beyond.

Sarvam AI – Indian Language Large Language Models

Sarvam AI has quickly gained recognition as one of India’s leading AI startups by developing large language models specifically designed for Indian languages and cultural contexts. Founded by Vivek Raghavan and Pratyush Kumar, who is also a co founder of AI4Bharat, Sarvam’s foundational models are trained on extensive regional datasets, allowing them to navigate the intricacies of languages such as Hindi, Tamil, Telugu, and Kannada.

Unlike generic global models, Sarvam’s approach prioritises vernacular fluency and contextual accuracy, making it an excellent choice for businesses aiming to connect with a diverse Indian audience. With $41 million secured in Series A funding, the startup is enhancing its model capabilities and developer tools for voice assistants, chatbots, and enterprise integrations.

Neysa – Cloud and AI Infrastructure Services

Neysa is establishing itself in the AI infrastructure domain by providing enterprises with a managed cloud platform that features GPU computing and MLOps support. Founded in 2023 by Sharad Sanghi and Anindya Das, the startup merges high-performance GPU

services with AI workflow automation, simplifying the deployment and scaling of generative AI applications.

Having raised $50 million in funding through seed and venture rounds, Neysa aids companies in developing generative models, AI pipelines, and secure enterprise workloads, effectively reducing the complexity and costs tied to AI infrastructure.

NeuralGarage – Generative AI for Media and Content

Founded in 2021, NeuralGarage excels in AI-powered audiovisual solutions, with its flagship product, VisualDub, a neural network system that synchronises dubbed audio with lip and facial movements.

This innovation addresses a significant challenge in content localisation, particularly for global platforms and multilingual media. The company has garnered early interest from studios and digital platforms eager to adopt AI-driven production workflows, thanks to its advancements in synchronisation and content quality enhancement.

Promilo – AI-Driven Career and Education Platform

Promilo stands out as a unique entity focusing on AI-enhanced education and professional networking. The platform integrates college discovery, job and internship listings, mentorship services, and interview preparation tools, all powered by intelligent career matching algorithms.

Tailored for Indian students and early professionals navigating their educational and employment paths, Promilo uses AI to personalise recommendations and engagement. Although it is still in the process of scaling its revenues, its comprehensive approach provides a competitive advantage in the AI-powered edtech and career landscape.

OneOrg.ai – Enterprise Knowledge and LLM Solutions

OneOrg.ai is making strides with its LLM-driven enterprise knowledge management solutions. The startup develops large language models fine-tuned to internal organisational data, enabling teams to extract insights and intelligence across departments without the need for manual analysis.

With models customised for sectors like pharma, FMCG, and engineering, OneOrg.ai assists companies in transforming unstructured data into actionable narratives and forecasts, a crucial benefit in data-intensive industries. Its sector-specific AI focus positions it as a standout choice for enterprises looking to deepen AI integration in their operations.

Looking Ahead: India’s AI Startup Momentum

The AI startup ecosystem in India is evolving at a remarkable pace. Driven by the need for local language solutions, enterprise automation, and robust infrastructure services, these startups are pushing the envelope in generative AI, MLOps, and industrial applications. With growing investor interest and supportive tech policies, 2026 could be

the year when Indian AI startups transition from local promise to global significance, paving the way for innovative products, services, and economic growth.

Whether you’re a founder, investor, or simply an AI enthusiast, these five startups are definitely worth watching as India’s AI landscape continues to transform.

India’s rising AI startups to track in 2026

GOAT Life secured ₹1.6 crore in a pre-seed funding round, with its monthly revenue hitting ₹65 lakh

GOAT Life secured ₹1.6 crore in pre-seed funding

GOAT Life raised ₹1.6 crore in a pre-seed round. This influx of capital will ensure the company’s mission of transforming the way Indian households go about their first meal of the day. With its emphasis on clean-label and nutrition-dense products, the startup is shaping up to be a huge competitor in a market that is gradually abandoning sugary and processed cereals in favor of healthier ones.

Funding round and the core of GOAT

The round of funding was initiated by a group of high-profile angel investors who see the growth potential of the healthy breakfast market in India. The main motivator for this investment is the performance of GOAT Life, which has been within a rather short timeframe. The brand has already achieved superior levels of scalability and market fit within a span of only eighteen months of its beginnings.

The company began with zero but has been able to scale and reach a milestone of ₹65 lakh in monthly revenue. Such a fast financial expansion is a credit to the high demand for the products of the brand and the effectiveness of its business model in accessing the modern, health-sensitive consumer.

The foundation of the success of GOAT Life is its product portfolio, which is specialized and includes millet-based muesli in the leading positions. The brand has recognized a large market void in terms of convenient and healthier breakfast choices in the market. GOAT life focuses on a no-compromise attitude to health, as opposed to many other traditional breakfast cereals, which have frequently been criticized because of the high sugar content and the presence of additives. Their products are thoroughly designed to be completely devoid of preservatives to suit an even larger group of consumers who are fastidious in reading ingredient lists and shunning artificial chemicals.

GOAT Life offers these variants of muesli made of millet that are prepared with high-protein, high-fiber content, yet without the need to devote much time to cooking the meal, which is why the solution is offered to busy people. This emphasis on practical nutrition has enabled the brand to develop a strong customer base among fitness enthusiasts and families.

Investment and market expansion

The 1.6 crore capital raised during the pre-seed round is projected to be used in some areas of business development that are crucial. Much of the revenue will be channeled into diversification of the company’s product line so that GOAT Life can present new flavors and nutritional content to its clients. In addition to innovation in products, the startup will spend a lot of money on marketing strategies to improve brand awareness and cover a larger population in India. A well-defined brand position is a critical success factor in a competitive D2C environment to sustain growth and customer base.

The investment will be used to enhance the supply chain of the company and the production capacity. The backend operations are essential to optimize as the demand is expected to keep growing, and the quality of the provided products should stay the same to satisfy the needs of an increasing number of customers. Increasing its manufacturing capacities, GOAT Life will be able to simplify its distribution and achieve better functional efficiency. Such a comprehensive scaling philosophy guarantees that the company will be able to sustain its aggressive revenue goals and retain the integrity of its promises to be preservative-free.

GOAT Life has experienced a steadily rising trend throughout the last one and a half years of its journey. The brand has already provided more than 100,000 customers, which is also a testament to its widespread reach and the success of the digital-first approach. The wide access to customers has earned the company the much-needed information and feedback, which has enabled the company to tailor its offerings towards meeting the needs of the Indian palate. The shift to a new player in the brand that brings ₹65 lakh revenue per month suggests that its market entry strategy was implemented successfully.

GOAT Life leadership has ambitious goals in the near future. The company hopes that by the end of the given fiscal year, it can attain a monthly revenue of ₹2 crore with the new capital and the firm’s operational basis. The forecast is made using the existing growth trend and the projected effects of the proposed marketing and production expansions. The startup is also determined to achieve its vision of healthy eating being accessible and fun, refuting the fact that healthy food has to be boring and hard to fit into a hectic lifestyle.

Conclusion

The successful funding of GOAT Life and its fast development of revenues are positive signs for the brand in the changing Indian breakfast market. Through the nutritional value of the millets and its rigid adherence to non-preservation of ingredients, the company has managed to win the preference of more than a lakh health-conscious people.

The ₹1.6 crore investment offers the needed fuel to increase its product penetration and streamline its operations, which preconditions even higher achievements. With the brand in the direction of achieving its goal of ₹2 crores Indian rupees in monthly sales, it is still at the forefront of changing the Indian breakfast culture into a healthier and more protein-infused one.

GOAT Life secured ₹1.6 crore in pre-seed funding

Humble Flavours: Turning Family Laddus into a Pan-India Success

Richa, a devoted mother from Mumbai, has turned her family’s cherished recipes into a flourishing laddu brand, successfully fulfilling over 15,000 orders nationwide. Her story is one of passion, determination, and the subtle strength of women who transform everyday moments into remarkable opportunities.

Once an MBA graduate navigating the corporate finance world, Richa decided to pause her career when she embraced motherhood. What initially appeared to be a diversion blossomed into something truly special. Amid sleepless nights and family duties, she rediscovered the laddus and home-cooked meals that had shaped her childhood— recipes lovingly handed down by her mother.

“It all began in my kitchen,” Richa reflects. “Humble Flavours embodies the warmth and comfort of home-cooked meals, with flavours deeply rooted in tradition.”

Lessons From a Childhood Kitchen

Growing up in Ajmer, Rajasthan, Richa was inspired by her mother, Anita Sharma, who cooked with unwavering patience and love. From mastering tadka techniques to balancing spices, each lesson left a lasting impression. These formative experiences cultivated her curiosity and confidence in the kitchen, empowering her to experiment and innovate as she matured.

Anita, a former teacher, instilled values of discipline, patience, and curiosity in their home. Richa fondly remembers how this nurturing environment prepared her not just for cooking but also for facing life’s challenges with resilience.

Discovering a Passion Amidst Parenthood

Following her MBA, Richa held various corporate positions across India before transitioning into teaching. However, when motherhood arrived in 2013, she chose to focus on her children. Cooking became her refuge, and soon she began sharing her homemade meals with friends and family. Weekend culinary experiments led to delightful creations like dhoklas, wholesome laddus, and traditional Rajasthani and Marwari dishes.

Her first official order came in April 2019, marking the start of her journey to refine her recipes, ensuring they were consistent, nutritious, and delicious. Even during the COVID-19 lockdown, she seized the opportunity to serve families by delivering thoughtfully curated meal boxes.

Building Humble Flavours

Richa meticulously documented her mother’s recipes, innovating while preserving their authenticity. Today, Humble Flavours boasts a variety of laddu options, from millet based and protein-rich to indulgent chocolate treats. Custom packs are available in sizes ranging from 250 grams to 500 grams, catering to a wide array of tastes.

The brand’s success is also a narrative of empowerment. Richa employs women like Swati, her former household helper, providing them with financial independence and opportunities for professional growth. “I take pride in making laddus that reach homes all over India,” Swati shares.

Where Tradition Meets Innovation

Humble Flavours beautifully blends heritage with modernity. Richa continues to prepare traditional meals alongside her innovative laddus, ensuring they are nutritious, soft, and bursting with flavour. Varieties such as sesame-jaggery, hazelnut, coffee, and orange laddus have captured the hearts of many, especially children.

Sweet Success, Sweeter Aspirations

Richa’s unwavering dedication has earned her the 2023 Inspiring Indian Women – Home Business Award. More than just a business, Humble Flavours is a tribute to family, culture, and the resilience of women. “I strive to remain true to my craft,” she expresses. “Machines can never replicate the love found in a mother’s kitchen.”

From a humble kitchen in Mumbai to countless homes across India, Richa’s journey is a testament to how passion, patience, and love can create something extraordinary. With every laddu she crafts, Humble Flavours continues to inspire, nourish, and bring joy.

Humble Flavours success story

Even Healthcare secured $20 million in a new funding round

Even Healthcare raised $20 million in a fresh funding round. This capital injection was led by current investors Lachy Groom and Alpha Wave, with the new entrant Sharrp Ventures becoming the newest backer. This investment is a milestone for the business, and the total amount of investments has reached $70 million. The firm stated that this particular round had increased its valuation over a year and a half more than twice, which highlights the amount of investor trust in its distinct business concept and recent business achievements.

Growth strategy

One of the key aspects of the growth strategy of Even Healthcare is to expand its physical infrastructure to accommodate its increased number of members. Bengaluru is one of the markets that the company has defined where it would like to expand its footprint in the immediate future. This growth is not only focused on the issue of adding more beds but rather is about building a unified network that combines different levels of care.

Through its potential enhancement of the hospital chain, Even Healthcare will create a continuum of care in which patients will experience a flawless shift between outpatient care, diagnostic tests, and inpatient care. Such corporeal growth is necessary to scale the outcomes-based care model of the company, which is founded on the direct management of the clinical setting to access quality.

The move to concentrate on the expansion of the hospital followed the successful opening of the first hospital of the company in May 2025. The success of this first location has been used as a pilot project of the startup’s vertically integrated strategy. By possessing and managing the clinical environments in which care is provided, Even Healthcare will be able to apply its protocols better than being integrated with a third-party affiliation. Its new investment of the $20 million will make it possible to develop more facilities that replicate this winning formula to enable the organization to cover a bigger share of the population without sacrificing the quality of its managed-care philosophy.

Vertically integrated care model and operational data

Among the most remarkable disclosures that come along with the news of the funding is the speed of success of the initial hospital of Even Healthcare. In a business in which hospitals generally require two to three years to break even in business, the first facility of Even Healthcare broke even in operations within less than six months.

The company has a vertically-integrated care model, whereby clinics, hospitals, teleconsultations, and at-home recovery services are merged into one ecosystem. This kind of integration helps care teams to be accountable for the whole patient experience. The model will help to prevent complications before they can cause costly readmissions by taking the patient through the first phase of diagnosis to the hospital and even to the post-discharge care procedures. This level of end-to-end accountability also means that the startup can achieve efficiency and financial discipline without negatively affecting the quality of the medical services offered to its members.

Even Healthcare has also published the preliminary clinical and operations data, which has confirmed the efficiency of its managed-care strategy. The company also reported no unplanned 30-day readmission of patients in a tracked patient cohort of its network in over 350 surgeries. No postoperative infections were recorded in this group, and the mean duration of hospital stay was reduced at least by 40% compared to similar traditional care environments. These indicators are proof of the fact that the company was able to control the process of patient recovery more effectively with the help of strictly tracked pathways and at-home recovery services that allowed preventing more than 200 unnecessary hospitalizations.

These clinical outcomes are successful and have resulted in high employee confidence and retention. The company has a high online revenue retention rate of 92%, as of September 2025, making it one of the highest retention rates in the healthcare industry. This retention rate is high and indicates that the members appreciate the results-based system and the openness of the managed-care system.

Investor Lachy Groom emphasized that the model is effective as long as incentives are aligned correctly with the recovery of the patient. Once the provider is in charge of the long-term health of the member, it is natural to concentrate on value-based care instead of volume-based care, which results in improved clinical outcomes and a more sustainable financial performance.

Conclusion

The $20 million capital raise is not only a capital injection, but it is also a confirmation of the vision of Even Healthcare of an efficient and more responsible healthcare system in Indian. The company is effectively disrupting the healthcare norm by incorporating clinics, hospitals, and digital services into one, patient-centered network.

Even Healthcare is establishing a new benchmark as to how managed care can be delivered at scale, ensuring that the goal of patient recovery and the long-term well-being is kept in mind, as its first hospital is already profitable, with clinical data showing it achieves better patient outcomes than its competitors.

Even Healthcare secured $20 million

IIT Kanpur’s Entrepreneurship Cell to host annual flagship event E-Summit 2025 on January 23-25, registrations open

IIT Kanpur Entrepreneurship Cell E-Summit 2025

Kanpur, January 5, 2026: The Entrepreneurship Cell, IIT Kanpur, announced the opening of registrations for its annual flagship event, E-Summit’25, to be organized at the IIT Kanpur campus between January 23rd-25th, 2026. The event will bring together the academic community, venture capitalists, new-age entrepreneurs, industry leaders and other prominent individuals to showcase entrepreneurial spirit and provide a platform for networking, workshops, competitions, hackathons, fireside chats, and a grand startup expo. Registrations to attend the E-Summit 2025 are open and can be completed from the IIT Kanpur E-Cell website, (https://www.ecelliitk.org/esummit/), or here.

The E-Summit will showcase numerous innovative startups at its Startup Expo, while also organizing Youth Entrepreneurship Challenge (YEC) finale, giving school students the opportunity to pitch their business ideas, along with the finale of UpStart 2025, its flagship business model pitching competition, where winners from Delhi, Hyderabad, Bengaluru, Mumbai, and Seoul (South Korea) edition will participate to showcase their innovation and originality. Furthermore, the Startup Expo will also see participation from prominent investors, academia, industrialists, government officials, and students from across India.

The Entrepreneurship Cell, IIT Kanpur team emphasized the importance of the E-Summit’25, saying, “The E-Summit 2025 presents a unique opportunity to delve deep into the Indian startup ecosystem and first-hand witness the innovation and originality Indian entrepreneurs are bringing on the table. As organizers, our goal is to create a vibrant ecosystem where entrepreneurs across the country are not only able to coordinate with each other, but also create a direct communication funnel with important stakeholders like investors, government officials, the academia and others. The E-Summit also emphasizes on attracting and educating India’s talented youths, and showcasing innovative ways for them to become contributors to the nation building process.”

The E-Summit will have multiple competitions and hackathons for the participants, namely BizEntangle, Be Angel, $tock the Stock, Model United Corporation, SellYourSole, and Decrypt. It will also host several workshops, featuring partnerships with leading companies like Meta, Google & Microsoft. These sessions guide participants in mastering visionary thinking, enhancing problem-solving skills through Design Thinking, building powerful brands with strategic engagement, and exploring the entrepreneurial potential of Generative AI.

Additionally, the E-Summit will also feature fireside chats and panel discussions led by prominent industry experts, covering essential topics that inspire and empower entrepreneurs to thrive. In the previous years, industry experts such as Aman Gupta (BoAt), Kunal Shah (Cred), Nikhil Kamath (Zerodha), Ashneer Grover (BharatPe), Amit Agarwal (NoBroker), Mukesh Bansal (Myntra), DS Mishra (Chief Secretary, Govt. of UP) and many others have left their marks on the attendees, an aspect that will continue in the 2025 edition as well.

About IIT Kanpur’s Entrepreneurship Cell

Entrepreneurship Cell, IIT Kanpur, is a student-driven body committed to fostering innovation and entrepreneurial thinking among youth. By bridging the gap between student innovators, industry experts, investors, and incubators, E-Cell helps ideas transform into impactful startups. Its mission is to create a generation that is innovative, risk-taking, socially responsible, and driven to turn bright ideas into successful ventures.

For more information, visit: https://www.ecelliitk.org/

IIT Kanpur Entrepreneurship Cell E-Summit 2025

Govt may withdraw X’s safe harbour tag over Grok AI obscene content lapses

The Indian government has strongly warned social media site X (previously Twitter) about the spread of pornographic content created by artificial intelligence on its platform. The Center has warned that X may lose its “safe harbor” protection under Indian law if it disregards removal orders pertaining to such content, according to a story by The Economic Times.

The warning is significant since X has already had its legal immunity revoked for failing to comply with India’s information technology standards. The present issue is the purported abuse of Grok, X’s AI chatbot, for creating and sharing offensive pictures and videos, especially ones that include women.

Comprehending safe harbor protection

Section 79 of the Information Technology Act of 2000 provides safe harbor protection. As long as they scrupulously follow government regulations and respond quickly to legitimate removal demands, this clause protects internet intermediaries from legal accountability for user-generated content housed on their platforms.

X has more stringent compliance requirements since it is a Significant Social Media Intermediary (SSMI). These include prompt removal of illegal content, strong grievance redressal procedures, and clear accountability for managing infractions. The platform may be subject to legal action and lose its statutory protection if these obligations are neglected.

Why did the government issue the notice?

The Ministry of Electronics and Information Technology (MeitY) formally notified X on January 2 in response to allegations that their AI chatbot Grok was being used to produce and distribute explicit and pornographic content. Concerns over the misuse of generative AI technologies and the platform’s obligation to stop the spread of such content were expressly brought up in the warning.

The government ordered X to present a thorough action-taken and compliance report, delete the detected problematic information within 72 hours, and take action against accounts that created or shared it. MeitY emphasized that safe harbor status might be revoked if auditable compliance is not established.

The government’s increasing emphasis on controlling AI-driven material and making sure tech companies are held responsible for any abuse that takes place within their ecosystems is reflected in this action.

X’s prior difficulties with compliance in India

In India, X has previously been under regulatory investigation. The platform’s safe harbor status was temporarily revoked in 2021 due to noncompliance with the Information Technology (Intermediary Guidelines and Digital Media Ethics Code) Rules, 2021.

The Delhi High Court noted at the time that the Center had every authority to prosecute the platform for non-compliance. X’s legal immunity was terminated for over three months, highlighting the severity of regulatory enforcement, even though it eventually appointed important compliance officers in India as required by the regulations.

More extensive effects on digital platforms

The Indian government’s intention to take a more stringent approach to AI-generated content, especially when it includes obscenity, user safety, and ethical transgressions, is shown by the most recent warning to X. It also reaffirms the idea that technology progress must adhere to current legal and social standards.

Intermediaries are anticipated to put in place more robust security measures to stop abuse when AI capabilities are incorporated into social media platforms. Continued non-compliance might affect X’s operating status in one of its major international markets in addition to having legal repercussions.

Government action on X platform India

Waaree Energy Storage secured ₹1,003 crore in funding

Waaree Energy Storage Solutions Pvt Ltd (WESSPL) has been able to raise around ₹1,003 crore in terms of funds. The proceeds will be used to invest in a large industry project design that will manufacture a 20 GWh lithium-ion cell and battery packs plant. The company is of the view that the funds will be instrumental in making sure that this intended manufacturing unit is commissioned within a limited time.

Raised capital and Aim

The project forms a key part of the overall strategic roadmap of the Waaree Group, which is a colossal envisaged investment of approximately ₹10,000 crore in capital. This first tranche of funding of ₹1,003 crore has been a real move by the company to achieve its vision to create a large-scale, self-reliant manufacturing ecosystem of modern energy storage technologies in the country.

The 20 GWh plant will be set up in response to the growing energy storage requirements in the different industries in India. The necessity of stable and domestically produced lithium-ion cells has taken the number-one position as the country turns into a greener economy.

Other than the physical infrastructure, part of the capital will also be channelled into the development of domestic supply chains of energy storage components. This attention to supply chain is aimed at minimising the dependence on imported materials and generating a more sustainable industrial base of the energy sector.

Although the company has not yet announced the actual valuation of this financing round, at which the company has finalised the funding round or the timeframes within which commercial production will take place, the magnitude of the investment indicates that the firm is committed to the market in the long term. The plant is projected to manufacture cells and battery packs that can serve a large spectrum of applications, so that the technology can be implemented where it is required the most. This also covers utility-scale energy storage systems, essential in stabilising the power grid as additional intermittent renewable energy sources such as solar and wind power are incorporated into the system.

Expansion and strategic importance

The manufacturing plant suggested is supposed to be an all-purpose plant that will cater to several high-growth sectors at the same time. The electric vehicle (EV) segment is one of the main target markets, and demand for quality and efficient battery packs is growing. The facility will manufacture solutions to distributed energy systems, which are already applied in residential and commercial environments to operate power management and offer emergency energy. Waaree Energy storage is becoming a one-stop solution provider of storage solutions by catering to the energy storage requirements of utility-scale, automotive, and distributed energy.

This growth into battery cell production is not a one-off activity but a directional fit with the current operations of the Waaree Group. The group already has an excellent presence in the renewable energy supply chain, with solar module manufacturing and other related equipment manufacturing.

These solar operations would be complemented by the use of energy storage facilities, which will offer a comprehensive solution to renewable energy. This synergy will enable the company to deliver integrated solutions in which solar power generation will be accompanied by advanced storage, which will further increase the effectiveness and dependability of green energy systems.

Ankit Doshi, the Director of Waaree Energy storage solutions, emphasised the strategic value of this fundraising. He highlighted that the capital would be essential in driving the manufacturing plant to completion and be able to create a local ecosystem of battery elements. This vision complies with the larger national goal of increasing domestic production capacity to aid the increased need to incorporate renewable energy and electric mobility. The top management believes that energy storage is the next step towards the company not only to be a manufacturer of solar products but also to be a pioneer in the broader clean energy sector.

The expansion of the storage subsidiary is alongside the international expansion of the parent company. Waaree Energies has been intensifying its presence in international markets, especially in the United States, where it is increasing its production capacity to offset import tariffs and fulfil the international demand. This international outlook, coupled with local concentration of the new 20 GWh unit, demonstrates a two-fold approach of controlling both the production and storage components of the energy market.

Conclusion

Waaree Energy Storage Solutions Pvt Ltd raised a substantial ₹1,003 crore successfully, which is a significant step in the energy storage industry in India. The company is currently in a good position to implement its bold strategy of a 20 GWh lithium-ion manufacturing plant because of the assistance of institutional investors and family offices.

At Waaree Group, this project not only facilitated its gigantic capital expenditure targets of ₹10,000 crore, but also enhanced the localisation of the technology in the so-called “Make in India initiative. As the plant advances to commissioning, it will become a pillar of the electric vehicle and renewable energy industries in the country and ensure that the shift to sustainable energy is supported by a stable, locally available supply of high-performance battery cells.

Waaree Energy Storage secured ₹1003 crore in funding

After receiving a $1.85 million export order, Mini Diamonds India surges

Mini Diamonds India $1.85 million export order

A major export order worth $1.85 million (about ₹16.65 crore) has been secured by Mini Diamonds (India) Limited (MDIL), a well-known participant in the diamond production and selling sector. MDIL has announced a favorable progress on the commercial front. The order was received from a reputable Hong Kong-based foreign client, demonstrating the company’s expanding global reach. The company’s shares saw a significant increase after the news, jumping 4.15% to ₹25.10, indicating favorable market sentiment.

The export order concentrates on the supply of lab-grown diamonds, a market area that is seeing an increase in demand worldwide because of its affordability, uniformity, and sustainability. This order is anticipated to significantly boost MDIL’s export momentum and fortify its foreign order pipeline, according to the company’s exchange filing. The company’s capacity to turn recurring inquiries into confirmed business across important export markets is demonstrated by the ongoing demand from foreign clients.

Increasing global presence

The most recent order reinforces the region’s significance as a critical international market for Mini Diamonds (India), adding to the company’s growing export traction from Hong Kong. Recurring orders from foreign clients, according to management, demonstrate the company’s increasing trust in its execution skills, delivery schedules, and product quality.

According to the firm, this constant export growth is consistent with its long-term plan to strengthen its position in key foreign markets through consistent product standards, focused execution, and long-term client relationships. MDIL is still committed to building a sustainable and scalable foreign order book, increasing turnaround efficiency, and bolstering its operational preparedness to handle recurring export orders. The business is continuously looking for further export prospects in other important international regions at the same time.

Commentary on management

The export order, according to Upendra N. Shah, Chairman and Managing Director of Mini Diamonds (India), reflects ongoing confidence from foreign clients and strengthens the

company’s capacity to develop repeat business in significant international markets, such as Hong Kong. He emphasized that in order to guarantee long-term client continuity, the business is still committed to upholding strict quality standards, consistent delivery dates, and disciplined execution.

He went on to say that in order to accommodate recurrent orders and ever greater requirements, the firm is investing in boosting operational preparedness and turnaround efficiency as it continues to expand its export footprint. Over the medium to long term, this strategy aims to create a robust and sustainable international order book.

Financial performance and business profile

Mini Diamonds (India) Limited is a diamond manufacturer and dealer with an increasing emphasis on lab-grown diamonds for both local and foreign consumers. The business’s activities are in line with the changing worldwide desires for ecologically friendly and ethically produced diamond solutions.

Financially speaking, the firm produced a standalone net profit of ₹1.82 crore in Q2 FY26, which was 1.1% less than the ₹1.84 crore reported in Q2 FY25. Revenue from operations increased 12.7% year over year to ₹100.46 crore in Q2 FY26, demonstrating consistent demand and increasing business volumes despite the little decline in profitability.

Conclusion

Mini Diamonds (India) has acquired an export order that strengthens its international business pipeline and solidifies its position in important international markets like Hong Kong. The business is well-positioned to create a sustained export-led development trajectory while successfully addressing the changing global demand for lab-grown diamonds thanks to its obvious focus on quality, execution discipline, and operational efficiency.

Mini Diamonds India $1.85 million export order

Chennai-based Mylapay secured $1 million in a fresh funding round

Mylapay, a leading and emerging leader in the specialized sector of payment infrastructure, has officially proclaimed the successful purchase of fresh funding amounting to $1 million. The company is currently in the process of raising a capital round, and this capital infusion is a strategically planned bridge before its much-anticipated Series A round of funding. The announcement is a milestone for the Chennai-based fintech startup because the company has been on a focused mission of streamlining and modernizing the intricacies involved in processing payments globally. With this investment, Mylapay will be able to achieve an additional level of disrupting the traditional financial system and increasing the efficiency of digital transactions globally.

Funding round and technical advancement

The funding round was marked by the powerful mixture of existing and new strategic sponsors. The current investors, such as CDM Capital and Credit Saison, expressed their trust in the business model and growth path of Mylapay and were involved in this bridge round.

GrowthCap Ventures, which is led by the prominent Pratekk Agarwaal, has joined them on this leg of the journey of the company. The round was also attended by a varied network of strategic angel investors whose cumulative knowledge and capital will not just be a source to fund the startup but also a source of industry knowledge and networking possibilities as they advance to their next significant milestone.

The new capital of $1 million has been particularly allocated to a sequence of vigorous expansion plans and intense technical perfection. One of the major goals of Mylapay is to strengthen the existing relations and create new ones with the large banking organizations and payment aggregators. By reinforcing these relationships, the company would like to integrate its infrastructure with the financial ecosystem.

The capital will be used to expand the existing product portfolio of the startup, such that it is able to adequately support the booming demand for modern payment solutions. In addition to product development, Mylapay is scanning a wider horizon by facilitating its infiltration into high-growth foreign markets. The Middle East and Africa (MEA) region and the United States are the areas where the company has realized that it can have a strong global presence.

Vision and unified system

The core aspect of Mylapay’s success in the recent past is its introduction of a unified acquiring platform, which has experienced a significant penetration among financial institutions. Compliance-first is the foundation on which this platform was developed, and all transactions comply with the high regulatory standards of the contemporary financial environment. This infrastructure has technical capabilities, as shown by its power to handle more than 5,000 transactions per second, which is a fast speed of processing necessary for modern banks and payment processors.

This is an integrated system that enables financial institutions to handle the entire lifecycle of both card and UPI acquiring with one streamlined connection. This encompasses important functions of switching, clearing, settlement, and sometimes the highly complicated management of chargebacks, and offers a complete solution to acquirers.

The Founder and CEO of Mylapay, Mohanraj Ravi, has expressed the required change in direction toward product-led fintech solutions. In his opinion, days of payment processing as an opaque service, as a black-box service, are in the past. Ravi states that the current development of the industry requires not only secure and high-performing solutions but also highly configurable and product-based ones.

The philosophy resulted in the establishment of what the firm terms as acquiring-in-a-box. Mylapay allows acquirers to take full control of their business without any cumbersome legacy systems and does not require the compromising of important factors such as data privacy or performance of the transaction.

The investment in Mylapay indicates a general and increasing fascination by venture capitalists in the basic plumbing of the worldwide financial system. The Founder and General Partner of GrowthCap Ventures, Pratekk Agarwaal, emphasized the strategic significance of the work of Mylapay. Although the author mentions that India has traditionally been one of the pioneers in domestic payment innovation, Agarwal asserted that the global market is presently at the stage of catching up with the developments. He has said that Mylapay is filling one of the most urgent financial infrastructure gaps by assisting banks in modernizing their acquiring stacks. It has been the emphasis on reliability and scale that would distinguish Mylapay, enabling financial institutions to move out of the archaic legacy systems into a better and more robust future by scale.

Conclusion

Mylapay has an opportunity to transform the norms of payment infrastructure with fresh capital of $1 million and the support of renowned fintech investors. The company is streamlining the complicated world of both card and UPI payments by targeting a single, fast-acquiring platform and a product-led strategy that benefits both banks and aggregators.

The Chennai-based startup will overcome the major infrastructural disconnects and be at the forefront in modernizing global financial technology as it extends its reach into the United States and the MEA region. The successful rounding of this bridge is not only the guarantee of their immediate development but also the direction to their Series A and the future of further innovations.

Mylapay secured $1 million in a fresh funding round

Government eases 3-year DSIR relaxation rule for deep-tech startups

A policy change was recently implemented by the Union Government that seeks to give a boost to the Indian deep-tech ecosystem by softening the rules of the eligibility process to be officially recognised. The government stated during the 42nd Foundation Day of the Department of Scientific and Industrial Research that the three-year existence requirement of startups was removed.

It is a major step which is also shared by Dr Jitendra Singh, the Union Minister of State for Science and Technology, and is aimed at providing deep-tech startups with recognition and institutional support much earlier in the course of their operations. Removing such a historical entry barrier, the government is hoping to give early-stage innovators the impetus they need to develop their ideas and get them market-ready without having to waste time satisfying the length of administrative lifespan criteria.

Relaxation and financial assistance

The relaxation directly affects the Industrial Research and Development Promotion Programme, which is a pillar programme of the Department of Scientific and Industrial Research. In the past, startups had to prove a record of at least three years of existence and financial viability to be allowed to receive numerous types of government support and recognition.

With the understanding that deep-tech projects are frequently characterised by years of development and huge amounts of money before they become commercially viable, the government has made the shift to a more malleable approach. This policy reform is likely one of the greatest incentives for first-time entrepreneurs and young innovators who are developing innovative technologies that need early acceptance by a respectable government agency.

Dr Jitendra Singh placed this decision in the context of the larger picture of research and development financing in India in his address. He observed that even though the massive ₹1 lakh crore Research, Development, and Innovation Fund has received a lot of attention within the country, it is mostly set in such a way that it can assist the startups that have already attained a certain level of technological preparedness.

The government keeps the pipeline of innovation busy by having several other schemes in various departments, such as the Department of Science and Technology, the Council of Scientific and Industrial Research and the Technology Development Board. The elimination of the three-year rule means that these players in their initial stages will not be left out of the loop just because they are new to the market.

These programs have long been a lifeline to research-intensive startups in terms of financial assistance. The loans offered by the Council of Scientific and Industrial Research had a limit of ₹1 crore, though they were firmly bound by the sustainability criteria of a three-year term under previous norms. Having this requirement scrapped now, deep-tech startups are able to get such financial support much quicker.

The Minister explained that this slackening is not an abacus of quality or scientific rigour. The government will change focus to evaluation criteria that are directly proportional to the technological maturity of the project, as opposed to the age of the company. This is to ensure that the state supports only high-quality and scientifically sound innovations.

The policy reform also correlates with the changing position of India in the world arena. The Minister pointed out that the nation has now gone beyond the original goals of Atmanirbhar Bharat, or self-reliant India, and has entered a new phase where other countries are becoming more reliant on the Indian technological strength.

Since the emergence of vaccines up to the creation of sophisticated medical equipment and local industrial technologies, India is shifting towards not only being the consumer of world technologies but also being a supplier. The government considers the opening up of the DSIR recognition regulation as a strategic move to sustain this leadership role by creating an environment where innovation is not hindered by red tape.

Technology transfer agreements and the foundation day event

The Foundation Day event was also used to launch several other critical projects and deals that further strengthen the government with regard to technology. The government also launched the PRISM Network Platform-TOCIC Innovator Pulse and the Creative India 2025 program as part of the PRISM scheme, along with the new requirements of deep-tech startup recognition.

A new DSIR Disaster Management Plan was introduced to incorporate scientific research into national safety frameworks. These efforts have the backing of top-level leadership, including DSIR Secretary Dr N. Kalaiselvi and Principal Scientific Advisor Prof. Ajay Kumar Sood, and can be seen as a multi-pronged approach to institutionalisation of research.

Outside of monetary and recognition-based rewards, the government is also prioritising inclusivity and regional development. It was during the event that agreements were made to have a Skill Satellite Centre in Dhamtari, Chhattisgarh, under the Technology Development and Utilisation Programme for Women.

To fill the gap that existed between high-end research and the practical needs of Micro, Small, and Medium Enterprises, technology transfer agreements were signed. The government has been working to ensure that the positive impacts of deep-tech innovation are felt across many fields of the economy and by a wide range of people through empowering the four pillars of science, industry, research and development, and technology transfer.

Conclusion

The news on the three-year relaxation rule is a game-changer in the way India develops its most ambitious tech inventor. The Department of Scientific and Industrial Research is eliminating one of the largest obstacles that had earlier stifled the development of young deep-tech companies by focusing on technological maturity, as opposed to years of operation.

This reformation not only has short-term financial and institutional benefits but also represents a more fundamental faith in the innovators in the country. With India aspiring to become a technology-sovereign country, these policies are vital to ensure that good ideas are implemented promptly and in a cost-effective manner so that they can elevate the country to have a future-ready and globally significant economy.

Government eases 3-year DSIR relaxation rule for deep-tech startups

This Young Founder Turned Hot Chocolate into a Purpose Driven Startup

From a Personal Craving to a Purpose-Driven Brand

At just 23 years old, Anuva Kakkar, the founder of Tiggle based in Agra, has successfully created a direct-to-consumer organic hot chocolate brand that marries exquisite taste with the empowerment of farmers. What started as her personal desire for high-quality

hot chocolate has blossomed into a thriving venture, selling over two lakh cups and supporting organic cocoa farmers in Tamil Nadu, while also providing employment opportunities for women impacted by the COVID-19 lockdown.

Growing up in Agra in an upper-middle-class family, Anuva’s father ran a small business and her mother worked as a banker. After graduating with a degree in business administration from Banasthali University in 2019, she took a job at Urban Company in Gurugram. It was during this early phase of her career that the concept of Tiggle began to take form.

As a passionate hot chocolate lover, Anuva discovered that a single cup from a café could cost nearly ₹200, making it more of an occasional treat than a daily pleasure. Her attempts to make hot chocolate at home highlighted a significant gap in the market — the lack of good-quality, affordable hot chocolate mixes in India. She also observed that retail shelves were predominantly filled with tea and coffee, with little innovation in the hot beverage sector.

Testing the Waters

Rather than seeking feedback from friends, Anuva opted to test her concept with strangers. Armed with a large jar of her homemade hot chocolate, pamphlets, and disposable cups, she set up a temporary stall outside the DLF Phase-3 metro station in Gurugram, selling cups for ₹30 each.

Despite facing initial refusals from shop owners, a local biryani vendor kindly allowed

her to sell for a short period. To her delight, she sold out all 25 cups within an hour, gathering invaluable direct feedback from customers. Motivated by this response, she continued her daily sales and soon secured a partnership with a kiosk inside the metro station. Rising early at 4–5 am, she prepared fresh hot chocolate, supplied it to various kiosks, and collected feedback and earnings each evening.

The demand quickly escalated from two litres a day to nearly 10–12 litres within a month. However, Anuva soon realised that selling prepared beverages was not a sustainable model. This led to a pivotal decision — to create a premium hot chocolate powder with clean, minimal ingredients.

Building Tiggle Amidst the Pandemic

By early 2020, Anuva began formulating her hot chocolate mix and reached out to cafés across Himachal Pradesh for trials. The onset of the pandemic temporarily stalled her plans but also provided her with the opportunity to enhance her skills in digital marketing, packaging, and online sales.

Over several months, she sampled cocoa from nearly 50 farms across India before partnering with a 40-acre family-owned certified organic cocoa farm in Pollachi, Tamil Nadu. The farm’s commitment to consistent quality, chemical-free farming, and careful fermentation and drying processes resonated with Tiggle’s mission.

Today, Tiggle offers three premium variants — Light Hot Chocolate Mix, Dark Hot Chocolate Mix, and Jaggery Hot Chocolate Mix — crafted from both natural and Dutch processed cocoa. Monthly cocoa sourcing has surged from 5–10 kg to nearly 500 kg, reflecting the growing demand.

Scaling with Purpose

Launched in January 2021, Tiggle initially concentrated on direct-to-consumer sales through its own website, bolstered by digital advertising and community engagement. The brand has since expanded its reach to marketplaces like Amazon and Flipkart.

What began as a solo venture in Anuva’s backyard, with assistance from her mother, has now evolved into a team of 12, including five women employed in the manufacturing unit who had lost their jobs during the lockdown.

Looking forward, Tiggle aims to increase its manufacturing capacity, introduce new flavours, and seek external funding. With a steadfast commitment to quality, sustainability, and affordability, Anuva’s vision is clear — to elevate hot chocolate to the everyday status enjoyed by tea and coffee in Indian households.

Startup story of a young entrepreneur