Razorpay allows Indian merchants to use Apple Pay, which means that they can transfer money abroad in a quicker way, get more conversions, and enjoy a smooth global shopping experience.

The Indian fintech ecosystem is changing at a fast pace, and cross-border payment solutions have become a real priority for merchants who want to expand their business beyond the national boundaries. Razorpay, a payment solutions provider based in Bengaluru, has made a move that makes her the leader in the field by implementing Apple Pay for the Indian merchants thus enabling them to have international transactions with no hassle. This association assures the faster completions of the purchases, higher conversions, and simplified payment steps for the global customers.

Razorpay says it is the first online payment aggregator in India to provide Apple Pay for cross-border transactions. What this means is that businesses can now snatch new revenue streams like MOKOBARA, Akasa Air, Pernia’s Pop Up Shop, Sabyasachi, Nish Hair, and the House of Masaba, as they get to tap into the international customer base with no hassle. The global reach of Apple Pay, i.e. over 500 million users, is what makes Apple Pay a crucial weapon for Indian-based merchants who target markets overseas.

How Apple Pay for Indian merchants works is by allowing the customers to finish buying via biometrics with a single click, either Face ID or Touch ID. No OTPs, CVV numbers, or manual card entries are needed. As a result, quick checkout times, user-friendliness, and increased chances of customers coming back for more are all achieved. According to reports, early pilot programs on this integration have demonstrated outstanding performance: 58% upturn in conversion rates, 45% of the checkout process sped up, along with 12% of the average order value growth for Apple Pay users.

Also Read: What Sparked the European Union’s Massive Fines for Apple and Meta?

Cross-Border Payments: India’s New Growth Frontier

The more that Indian businesses set their sights on the global market, the more crucial cross-border payments become in the matter of global competition. Besides that, many merchants also encounter obstacles including currency conversion, complying with local laws, and slow checkout procedures that may result in lower international sales. Razorpay’s incorporation of Apple Pay tackles these obstacles by offering a frictionless experience while adhering to India’s cross-border payment rules.

The decision is being made in line with these and other related phenomena taking place within the fintech ecosystem. The rival PayU, Paytm, and Stripe India have financially helped Indian merchants to easily make international transactions, however, Razorpay stands out by the integration of Apple Pay that brings the global payment norms together with the fast and convenient customer experience. By enabling biometric payments and eliminating all the tedious authentication steps, Razorpay is at the forefront of cross-border payment innovation in India creating a new standard.

Trends Driving Global Payment Adoption

The rise of Indian cross-border e-commerce has been fueled by mobile wallets, app-based payments, and internet penetration that has continued to grow. It is therefore natural that consumers would want various payment methods that would be fast, safe, and seamless while shopping at their favorite foreign stores. Apple Pay from Indian merchants is indeed in concert with those trends, giving an option that is quite familiar to users of worldwide globally recognized payment methods.

On top of everything else, with Apple Pay merchants get not only access to the foreign clientele but also trust and credibility. Global consumers who are familiar with Apple Pay are more likely to finish their purchases if a familiar payment interface awaits them. This is particularly true for the likes of Sabyasachi and the House of Masaba, who are niche luxury brands, and where customer trust and ease of payment are directly correlated with sales.

Also Read: iPhone 17 Price in India and What Buyers Should Know

Razorpay’s International Expansion Strategy

Part of the huge international strategy that Razorpay has is the Apple Pay integration of the company. Fortunately for Singaporean businesses, the third month of the previous year marked Razorpay’s entrance into the Lion City, thus, its second overseas market after Malaysia. Singapore businesses can now utilize Razorpay’s payment gateway, cross-border transaction solutions, and financial analytics tools.

The move is really indicative of the company’s concentration on the Southeast Asian market, which is going through rapid digital payments adoption. In February 2022, Razorpay had made the decision to buy a majority stake in the Malaysia-based fintech, Curlec, and, consequently, the Indian giant had launched its first international payment gateway in July the same year. The Apple Pay integration in India is in line with this international expansion and gives merchants an easy way to bring in global customers without having to deal with complicated payment processes.

Why Apple Pay is a Big Deal for Indian Merchants

There are several reasons why the use of Apple Pay by Indian merchants is a very big deal:

1. Faster Checkout: Biometric authentication cuts down the number of steps, hence, reducing cart abandonment.

2. Higher Conversions: POC (pilot open control program) shows that the number of completed transactions can go up to 58%.

3. Increased Order Value: Smooth payments make customers happy to buy more with one session.

4. Global Reach: Stores may benefit from Apple Pay’s 500+ million users all over the globe.

5. Trust & Security: Customers feel safe using a secure and known payment platform.

What it implies for the Fintech Ecosystem in India

The decision made by Razorpay is a signal of the growing maturity of India’s fintech sector. The nation has turned into a global center for digital payments, and lately, the focus of the solutions has been on the simplification of cross-border transactions. By deciding to implement Apple Pay, Razorpay is giving a signal to the Indian fintech community that there is a window of opportunity for them to establish themselves as leaders in this area.

The experts in fintech are of the opinion that with the increase in the numbers of mobile wallet and digital payment usage, the international payment solutions like Apple Pay will play a crucial role in Muslim Business Ecosystem of India. The merchants who step ahead and adopt these means of payments early not only improvise customer service but also increase their revenue.

Razorpay brought you the info that this announcement was a gradual technological improvement as it represents a commercial move of Indian businesses aspiring to grow abroad. It is this very integration that propels the business from being a local player to becoming global with benefits such as faster checkouts, more conversions, and tapping into a worldwide customer base. Through such moves, further growth in the Southeast Asian market and a focus on cross-border payments is present, showcasing India’s fintech potential and setting a new bar for international trade Firstminister Ultimately, Indian merchants that use the Apple Pay option are not mere payment facilitators but the ones that come up with the smooth, secure, and rewarding experience enjoyed by global customers.

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Although the ITR filing deadline in India is still September 15, the annual last-minute rush has, once again, revealed the heavy load that the tax portal is not able to manage efficiently. Indications of downtime, misinformation, and growing pressure were some of the signs reflecting the breach existing between the extent of compliance and digital capacity.

ITR Filing Portal Faces Stress

In India every year in the month of September the topic of ITR filing is discussed at great length. As the deadline of September 15 is getting closer, crores of taxpayers start a race with time to wrap up their returns which are a major cause of the Indian digital tax infrastructure getting overwhelmed. Portal slowness, bogus messages of deadline extension, and rising panic were some of the symptoms that were noticed this year too when technology and taxpayer behavior clashed at the last moment of compliance.

The Weekend of Complaints

Users across India on the days just before the cutoff were facing a lot of trouble in accessing the Income Tax Departments e-filing portal. Errors varied from not being able to log in to sluggish processing. Many were expressing their irritation on social media. There were even a few who asked for the deadline to be shifted from the 15th of September to a later date.

On WhatsApp, a supposed Central Board of Direct Taxes (CBDT), A circular was circulated that the filing date for ITR was extended to September 30. The Income Tax Department hastened to brand it counterfeit, and by using X confirmed that “the due date for filing ITRs remains 15.09.2025.”

Though the explanation took some suspicion out of circulation, it still presented the same problem to taxpayers, a clogged digital system at the time of peak demand. 

Why ITR Filing Creates Tech Stress

The tension is not a new thing. Every time ITR filing deadlines come near, there are multiple instances when the digital traffic in India surges significantly. A revamped portal and better back-end support notwithstanding, the last-minute rush combined with millions of simultaneous filings often bring the system to its brink.

By Saturday evening, more than six crore returns had been filed, showcasing both the magnitude of compliance and the technical stress on the system. Work done by the departments 24×7 helpdesk, live chat, and WebEx support sessions kept the wheels turning but the user frustration was a strong indication that while digital adoption is on the rise, technical readiness still has a long way to go.

Deadline Discipline vs. Digital Pressure

The decision to not extend the ITR filing deadline this time was not only procedural but also strategic. The filing date was first extended from July 31 to September 15, however, officials are now showing that they want the timelines to be strictly followed.

In the context of finance, this keeps the government cash inflows coming in smoothly and at the same time, lets the authorities keep an eye on the taxpayers, not allowing them to get too comfortable. Holding the line from the perspective of digital governance, on the contrary, it highlights the shortcomings of the existing set-up in instances when millions of users decide to log in simultaneously.

Every year, the stress that taxpayers go through is a result of this interplay or rather balance between fiscal discipline and technological preparedness.

Taxpayer Behavior and the Last-Minute Rush

A large part of India’s ITR filing stress is behavioral. Both individuals and businesses delay the filing of their returns up to the last week as a rule. Chartered accountants report that the peak of the filing is the last five days, thus not only professionals but also the digital system are overburdened by such a heavy workload.

One more factor that leads to such a contraction is misinformation, for example, the fake CBDT order. Filers, who are supported by rumors and perceive that there is an extension, keep disobediently in compliance until the end of the period and find themselves in a digital traffic jam when the truth is revealed.

Also Read: India’s Union Budget 2025-26: Income Tax Relief for Middle Class

Technology and the Future of Filing

The recurring stress raises a fundamental question: is India’s tax portal fully prepared for the scale of digital adoption? Progress is there though—the movement to online filing has opened up compliance and transparency. However, we still face technical bottlenecks.

We can learn from global best practices. Such as the countries of Singapore and the UK, who run staggered filing windows, use predictive load balancing and cloud-scaling systems to escape last-minute crashes. India may have to take on similar steps, merging advanced AI monitoring with public advisories to distribute the filing load.

This would be a fabulous move not just to alleviate the burden during the busy season but also to build up the confidence in the system, which is key for a country that wishes to widen its tax base further.

A Shift in Compliance Culture

Still, the greater aspect is, however, not confined within the software. India sticking to the 15th of September deadline demonstrates the change in the culture of compliance from softer to firmer. The government seems to be in favor of discontinuing the practice of giving extensions and letting taxpayers take up the responsibility.

Those who get used to the strict regime may not see it as pleasant at the beginning, but eventually, it will turn out to be beneficial to them. The figure more than six crore returns filed before the deadline is proof that the system works even when it is under heavy pressure.

Conclusion: Deadlines, Discipline, and Digital Stress

The 2025 ITR filing season in India will probably be remembered more by the tech stress of the last few days than by the extensions that were rumored but never existed. The portal was reflecting the congestion between the demand for compliance and the limited infrastructure at that time when millions logged in simultaneously.

The difficulties are now such that it becomes necessary to coordinate the changes in the conduct of taxpayers with the evolution of government technology. Until that moment, the last-minute ITR filing in India in September will still be both a challenge for the patience and the bandwidth.

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L.T.Elevator Limited started its journey in 2008 and is scheduled to collect up to Rs. 39.37 crores via its SME IPO on the BSE SME platform. The fund offer, made purely of 50.48 lakh equity shares of the company, will be available for subscription from September 12, 2025 to September 16, 2025, and it is expected that the listing will take place on September 19, 2025. The IPO has been priced in the range of ₹76–₹78 per share, and the lot size is 1,600 shares. Thus, the minimum investment for a retail investor will be ₹2.49 lakh, and HNIs must at least apply for three lots, worth ₹3.74 lakh. Mainly, the issue proceeds will be used to meet working capital requirements, for investment in the subsidiary, and for general corporate purposes.

L.T. Elevator IPO Overview

L.T. Elevator Limited has been a manufacturer of elevators for more than 15 years. Alongside its product range, it has also been providing the installation, commissioning, and maintenance services. The company has been concentrating on engineering, service quality, and customer support 24/7, as its core value is “Customer First”.

The factory in Chakchata, West Bengal, is equipped to produce 800 elevators a year. The company has got a same-day testing lab that comes to high-quality standards.

The promoter trio, Arvind Gupta, Usha Gupta, and Yash Gupta, have been the main reasons behind L.T.Elevator becoming a brand with recognition and an innovative solution provider in the Indian elevator solutions market.

L.T.Elevator Business Model & Operations

L.T.Elevator is using a B2B business model, where it sells not only elevators but also related services to builders, real estate developers, and other institutional clients. The company is basically a one-stop shop for vertical transportation through:

• Design & Manufacturing: The use of hi-tech equipment and modular design guarantee the effectiveness of individualized solutions.

• Installation & Commissioning: End-to-end customer care from delivery to the stage of being in use.

• Maintenance Services: The Annual Maintenance Contracts (AMCs) that ensure the company stable income.

• EPC & O&M Solutions: Along with engineering, procurement, and construction, they offer the service of continued maintenance.

So as to change the traditional pattern of urban car parking, the company has launched a subsidiary called Park Smart Solutions Limited that has its core business as multi-level parking solutions.

Also Read: SME IPO Outlook: TechDefence Labs IPO – Cybersecurity Firm Expands with ₹38.99 Cr Fresh Issue

L.T.Elevator Financial Performance

In the past three years, L.T.Elevator has grown consistently. The turnover increased by 40% in the Financial year 25 while the Net income shot up 182% due to the combination of operational efficiency and increasing demand for the company’s tailored elevator solutions. The company’s EBITDA margin was up to 27%, which is a very positive sign of their cost control efforts.

Even though the company has expanded, the amount of borrowing is still fairly low. The debt-to-equity ratio of 0.38 tells us that the firm has a fair capital structure

L.T. Elevator SME IPO Details

Managed by Horizon Management Pvt. Ltd., the IPO is a book-building issue with a floor price of ₹76 and a cap price of ₹78 per share. Since there is no OFS component, the entire ₹39.37 crore will be available to the company.

Objectives of the Issue

L.T.Elevator has stated the following goals to be achieved by the use of IPO funds:-

• To meet the working capital requirements – ₹20 crores.

• Money will be raised through the issue to the extent of ₹8.8 crore to the wholly-owned subsidiary Park Smart Solutions Limited for the working capital.

• General corporate purposes – to be used for the future growth and business expansion besides stability purposes.

Company Strengths

• L.T.E has a well-known brand with over 15 years of experience in elevator manufacturing.

• With the modern factory in West Bengal, the company has a yearly production capacity of 800 elevators.

• The company has a wide range of products which are diversified enough to cover various customer segments.

• The company has the backing of a strong promoter and the support of a skilled labor force.

• This move will enable the company to enhance its portfolio of products and services through the smart parking solutions.

• L.T.E has been successful in this venture thanks to the company’s own research and development as well as testing facilities.

Risks & Challenges

• Overwhelming market competition from brands that are already well-established in multinational elevator companies dominate urban markets.

• The Construction and Real Estate sectors, on which the company depends, are cyclical by nature.

• The rise in the cost of raw materials may have a negative impact on the company’s margin of profits.

• The increase in production capacity necessitates the raising of a large amount of capital and at the same time the company has to continually come up with new products to attract customers.

• The subsidized minimum amount for retail investors (₹2.49 lakh), which in turn determines the maximum number of investors who can take part in this offer.

Final Words

L.T. Elevator is an excellent addition to the SME IPO market. It complements its already existing manufacturing expertise with a diverse product portfolio, and, apart from this, the company is making a venture into the allied sectors like electric vehicles and smart parking. Its financial performance for FY25 has improved, driven by demand uptick and operating leverage.

Nonetheless, investors should carefully evaluate downside risks, such as cyclical tendencies of the sector and the intensity of competition from global companies. By targeting the IPO money raised for working capital and funding of the subsidiary, the company is aiming to consolidate its position in the Indian elevator market.

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Nepal’s recent protests reveal that money, mismanaged and flaunted by elites while withheld from citizens, is at the heart of the nation’s unrest and economic collapse.

The streets of Kathmandu are restless again. From Durbar Square to Pokhara’s lakeside roads, chants and banners fill the air. For many, it may look like yet another chapter in Nepal’s long history of instability. But dig beneath the noise, and a clearer truth emerges. This uprising isn’t rooted only in politics or ideology. It is rooted in economics. It is about money — how it disappeared, how it was misused, and how it was flaunted in the faces of those who had none. In Nepal’s story of unrest, money is the common thread that explains its fall.

When the Pandemic Emptied the Nation’s Wallets

Covid-19 turned Nepal’s fragile economy into quicksand. Tourism, the country’s lifeline, collapsed overnight. Trekkers who once filled tea houses in the Himalayas vanished. Hotels, restaurants, and guides saw bookings evaporate. Taxi drivers waited hours for customers who never arrived. Entire mountain communities, which had learned to survive on seasonal tourist dollars, were left without income.

At the same time, remittances — which account for nearly a quarter of Nepal’s GDP — slowed as Nepali workers abroad faced layoffs and pay cuts. Families back home who relied on that money found themselves trapped. Essentials like rice, cooking oil, and fuel grew costlier, but wages disappeared. Money became not just scarce but impossible. For many, survival itself turned into a daily negotiation with debt.

Corruption as the New Currency of Leadership

In times of crisis, governments are expected to step up. In Nepal, the opposite happened. Aid packages, relief funds, and international loans meant to stabilize the economy rarely reached the people who needed them most. Instead, they were siphoned into the pockets of those in power. Contracts for hospitals and infrastructure were awarded to cronies, not to those most capable. Medical supplies were hoarded or resold at inflated prices.

For ordinary citizens, this was not just incompetence but betrayal. They watched leaders enrich themselves while the poor scrambled for food and oxygen cylinders. Corruption became so routine that bribery was seen as the only way to secure jobs, licenses, or government help. In Nepal, money wasn’t just a measure of wealth — it had become the only language the state understood. And for the people, that language was cruel.

A Generation Without Paychecks

Nepal’s greatest resource has always been its youth. But today, that resource feels abandoned. After the pandemic, joblessness became the norm rather than the exception. Thousands of graduates with degrees discovered that their qualifications meant little in this situation. 

For many, the only way out was to leave. Recruitment agencies charged huge fees to send workers to India, Gulf countries Or East Asia, pushing families into debt just for the chance at foreign wages. Those who stayed behind felt trapped in a cycle of unemployment and underemployment. The frustration was more than economic — it was personal. A generation that should have been building Nepal’s future instead watched its dreams sold for cash. When money controls opportunity, anger is inevitable.

The Outrage of Golden Shoes and Diamond Watches

Nothing fueled resentment more than the images that spread on social media with multiple trends. Ministers’ children, shielded by privilege, flaunted designer watches, limited-edition sneakers, and luxury cars. Screenshots of Instagram posts went viral, with ordinary Nepalis calculating the cost of these items against their own monthly earnings. One viral example showed the price of a politician’s son’s shoes — more than what a rural farmer earned in an entire year.

The symbolism was sharp. These images weren’t just displays of wealth; they were public taunts. For families forced to skip meals or take on crushing loans, the spectacle of elites living like global celebrities was intolerable. Money became a weapon of humiliation. Inequality wasn’t just visible — it was flaunted. And in a country struggling to feed its own, that sight was unforgivable.

Silencing Voices, Strangling Livelihoods

The government’s decision to ban social media poured fuel on the fire. For many Nepalis, social media wasn’t just entertainment — they were business tools. Small entrepreneurs promoted handicrafts, restaurants marketed menus, trekking guides connected with tourists, and youth carved out digital livelihoods through content creation.

When those platforms were blocked, it wasn’t only dissent that was silenced. Entire businesses collapsed overnight. A trekking lodge in Pokhara that had shifted to online bookings saw reservations vanish. A young designer selling clothes via Instagram lost her only customer base. By cutting off social media, the state severed income streams for thousands. Once again, the story circled back to money: it was withheld from the people and weaponized by those in power.

Decades of Boiling Anger Spill Over

Nepal has lived through many transitions — monarchy to democracy, civil conflict to fragile peace. Each phase came with promises of renewal, yet each left behind the same frustration: money never seemed to reach where it was needed most. Roads remained broken, schools underfunded, hospitals short of medicine. Yet politicians grew wealthier, their children educated abroad, their families shielded from the struggles of ordinary people.

This imbalance brewed anger for decades. The current protests are not just spontaneous outrage; they are the boiling over of years of disappointment. The young march not simply for ideology but because they are tired of seeing money dictate who succeeds and who suffers. They rise not only against leaders but against a system where money is the only true power.

Writing on the Wall: When Money Breaks a Nation

Nepal’s fall was not the work of a single party or a single leader. It was the cumulative result of money mishandled at every level — hoarded by the elite, stolen by politicians, flaunted by their children, and denied to the millions who needed it most.

The protests filling the streets are not abstract political slogans. They are economic cries. People are demanding more than change of government; they are demanding a change in the way money works in their country. They want survival without bribes, jobs without corruption, dignity without inequality.

In the end, Nepal didn’t fall because of ideology. Nepal fell because money, in the wrong hands, became more powerful than justice, fairness, or hope. And when money breaks a nation, it is always the people who pay the price.

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The renewable energy division of Adani Green, located in India, has successfully started 87.5 MW of renewable power in Gujarat leading to the total power generating capacity of the company to go up to 16,078 MW .

Adani Green Energy Projects Operationalized in India

Adani Green Energy Limited (AGEL), a company based in India, has, through its step-down subsidiaries, officially put into operation a total of 87.5 MW renewable power projects at Khavda, Gujarat. With this initiation, the total power generation capacity of renewable energy of AGEL is now at 16,078 MW, going from strength to strength of the clean energy uptake in India.

Installed capacity of 75 MW solar power under Adani Renewable Energy Forty Five Limited and 12.5 MW solar power under Adani Renewable Energy Fifty Six Limited respectively were the projects that received clearance and went on to be operational on September 8, 2025.

Strategic Significance of Adani Green Energy Projects

AGEL is committed to expanding renewable energy capacity across India and supporting the government’s climate change targets through such projects’ commissioning. One of the major sun-bathed states of the country, Gujarat, by hosting such big solar projects, is indeed proving to be an ideal place to do so.

AGEL in doing so is not only contributing to the achievement of the clean energy goals but also enabling grid stability, regional energy security, and sustainable development while generating possible employment and local business opportunities in project areas.

Subsidiary-Level Breakdown

• Adani Renewable Energy Forty Five Limited: 75 MW solar project

• Adani Renewable Energy Fifty Six Limited: 12.5 MW solar project

• Total Capacity: 87.5 MW

Such a strategic distribution over subsidiaries allows focused project management, operational efficiency, and streamlined reporting which in turn improves governance for the company’s renewable energy portfolio.

Also Read: Adani Green Energy to Announce Q1 FY26 Financial Results on July 28,

Impact on India’s Renewable Energy Landscape

Now that Adani Green Energy Projects are up and running, the input from AGEL to the renewable energy grid of India continues to grow by leaps and bounds. The additional 87.5 MW deepens the company’s Solar L for India’s National Solar Mission 2030 target of 500 GW clean energy capacity is basically where this project is heading.

These initiatives are the first steps in a promising journey that will generate long-term stable returns complementarizing the company’s portfolio with other renewable sources such as solar and wind.

Technological and Operational Highlights

AGEL’s solar projects use technology at the forefront of solar panel efficiency, inverters, and energy storage systems that allow the generation of energy to be at a maximum and with the minimum of downtimes. The implementation process was:

• Solar PV panel and inverter installation

• Grid connection

• Function monitoring through a remote-operated system

Such progress not merely inspires AGEL dedication to innovation but also goes beyond the ‘green’ solutions and operational excellence’ promise made by the company.

Also Read: Unclaimed Dividends Could Slip Away—Adani’s 100-Day Warning to Investors

Future Outlook and Expansion Plans

AGEL’s intention to widely increase renewable energy operations in India is shown by the staging of these projects. Apart from solar and wind projects already in hand, the company is eager to expand its portfolio of clean energy projects, which will not only increase capacity but will contribute to the country’s transition to clean energy.

Investors and other parties interested in the matter can watch a continuous rise in generation capacity from renewable sources, along with operational efficiency and cash flow, as a result of AGEL maintaining its status as one of the top renewable energy companies in India.
For More Information, Visit BSE.

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Aditya Birla Group is making a bold ₹10,000-crore entry into India’s paint industry with Birla Opus, aiming to challenge Asian Paints’ dominance. Leveraging its chemicals business for backward integration, Birla seeks to tap into the ₹62,000+ crore market growing at 8–10% annually. While telecom woes push the group toward diversification, success in paints will hinge on distribution strength, dealer trust, and execution.

The Aditya Birla Group has always been known for bold bets—cement, metals, financial services, and even telecom. But its latest move has raised eyebrows: a massive ₹10,000-crore plunge into paints. At first, this might sound like a curious choice. After all, paints don’t carry the glamour of tech or the scale of infrastructure. Yet, when you connect the dots, the decision makes sense. Birla’s Telecom is bleeding money, commodity businesses ride unpredictable cycles, and India’s consumption story is shifting. Paints, on the other hand, promise steady margins, growing demand, and a brand-driven play that could reshape Birla’s consumer-facing portfolio.

Paint Industry Market Share

To see why this market is irresistible, you need only glance at the scoreboard. Asian Paints, the household name, controls more than half the market. For decades, it has defended this dominance with a powerful dealer network and unbeatable brand recall. Close behind are Berger Paints, Kansai Nerolac, and Akzo Nobel (Dulux), who together carve up another big slice. On the surface, it looks like a closed club. But even the strongest walls develop cracks. Asian Paints’ share has inched down from earlier peaks, and customers are becoming more adventurous with brands and finishes. Birla sees this as its opening—not to nibble at the edges, but to stake a serious claim.

Market Growth

Here’s the real kicker: this isn’t just a large market, it’s a fast-growing one. Worth more than ₹62,000 crore in 2025, India’s paints industry is expanding at 8–10% annually—well above GDP growth. The drivers are everywhere. Cities are growing taller, villages are embracing branded paints over traditional lime wash, and homeowners are spending more on premium textures and eco-friendly finishes. Every new housing project, every urban renovation, every aspirational middle-class household adds fuel to this growth. For Birla, it’s like stepping into a river that’s already in full flow—all they need to do is jump in with a strong boat.

Also Read: Paint Wars of India: How Birla’s Bold Move is Shaking Up a Decades-Old Industry

Backward Integration – Complementing Grasim’s Chemicals Business

In addition to the obvious advantages, Birla has something most new entrants lack: a built-in advantage through its chemicals empire. Grasim Industries already produces caustic soda, epoxy resins, and vinyl acetate monomer (VAM)—all key ingredients in paints. In plain terms, Birla controls the raw materials before they even reach the factory. That means cost savings, pricing power, and less vulnerability to global supply shocks. Competitors like Asian Paints spend heavily to secure these inputs, but Birla can pull them from its own backyard. It’s a classic case of backward integration turning into a competitive weapon.

Telecom Woes – The Vodafone Idea Factor

If paints are the bright new canvas, telecom is the blot on Birla’s balance sheet. Vodafone Idea, once a promising bet, has become a financial sinkhole. Debt of over ₹2 lakh crore, declining subscriber numbers, and relentless competition from Jio and Airtel have left the business gasping for survival. Despite government lifelines, the turnaround story hasn’t materialized. Investors have grown impatient. Against this backdrop, the paints foray is more than diversification—it’s reassurance. Birla is signaling that it’s not chained to a failing sector, and that it’s ready to redirect resources into businesses that actually grow and deliver profits.

Entry With Scale – ₹10,000 Crore Bet

Most companies dip a toe before diving. Birla, true to its style, has chosen to cannonball straight into the pool. With over ₹10,000 crore earmarked for plants, R&D, and distribution, this isn’t a tentative experiment. It’s a statement of intent. Large, automated plants are already on the drawing board, aimed at giving Birla the capacity to serve both metros and small towns from the outset. The sheer scale echoes Reliance’s Jio strategy in telecom—build big, build fast, and leave no doubt that you’re here to stay. For dealers and distributors, that kind of commitment is hard to ignore.

Diversification Strategy

For the group, paints aren’t just about color on walls—they’re about balance on books. The Aditya Birla portfolio is dominated by cyclical industries like cement, aluminum, and textiles. When prices crash, so do profits. Paints are different. They’re brand-led, consumer-driven, and relatively insulated from global commodity swings. Every festive season, every wedding, every house renovation pushes demand. By adding paints, Birla tilts its empire a little more toward consumer businesses, complementing its strengths in cement and chemicals. It’s a play that makes the group less vulnerable and more in sync with India’s rising consumption wave.

Also Read: A Paint Industry Revolution: Birla vs. Asian Paints Begins

Challenges Ahead

Breaking into paints isn’t as simple as splashing color on a wall. The biggest moat isn’t factories—it’s distribution. Asian Paints has spent decades cultivating dealers, ensuring every small-town shopkeeper prefers its cans over others. Loyalty runs deep in this business. For Birla to carve space, it will need to spend aggressively on dealer incentives, advertising campaigns, and customer trust. Then there’s the supply chain challenge: paints need to be available in thousands of shades, across thousands of outlets, with zero delays. Execution, not ambition, will determine if Birla becomes a genuine challenger or just another hopeful entrant.

Future Outlook

Industry watchers believe the battle will heat up in the coming decade. Asian Paints will fight hard to defend its turf, while Birla’s financial muscle and raw material advantage make it a credible contender. Over time, we could see a market that’s no longer a one-horse race. For Birla, success won’t happen overnight, but if it chips away steadily, it could emerge as a long-term rival in the way Reliance disrupted telecom or retail. Investors, meanwhile, are already taking notice—seeing paints not as a side venture, but as a future flagship.

New Canvas

The Aditya Birla Group’s entry into paints is more than a ₹10,000-crore project—it’s a signal of intent. It’s about rewriting the group’s growth story, easing away from struggling telecom, and stepping confidently into a sector built on consumer aspiration. Yes, the hurdles are high. Yes, incumbents are formidable. But Birla’s mix of chemicals, capital, and courage gives it an edge worth watching. In plain words, the group isn’t just painting walls—it’s painting its future.

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India’s revamped GST structure merges all the taxes that existed prior into one single high tax of 40% on sin and luxury goods effective 22nd of September, 2025.

Sin Goods Now Taxed 40% In India

India’s revised Goods and Services Tax (GST) system sets a 40% rate on sin goods, signifying a substantial change in the country’s tax policy. This new rate, which merges the earlier 28% GST and Compensation Cess into a single charge from September 22, 2025, was unveiled at the 56th GST Council meeting held on September 3, 2025.

Sin goods are things that are usually harmful to people’s health, morality, or society and include tobacco, sugary drinks, and some luxury goods. The government by imposing the highest tax on such products is trying to both lower the use of these articles and raise money from the products that are in high demand.

Categories of Sin Goods Under 40% GST

The goods and services that have been levied with the highest GST in India are such as:

• Tobacco Products: Pan masala, gutka, chewing tobacco, cigars, cheroots, cigarettes, and substitutes.

• Beverages: Aerated drinks, carbonated fruit drinks, caffeinated beverages.

• Automobiles: Motorcycles exceeding 350 cc, petrol cars over 1,200 cc, diesel cars over 1,500 cc, SUVs, MPVs, and other luxury vehicles.

• Luxury Items: Yachts, personal aircraft, racing cars.

• Gambling & Gaming: Online gaming, lotteries, betting, casinos, and admission to certain sporting events like IPL.

Now the above changes bring about an end to previously existing multiple levies by merging them into one simplified 40 percent GST, beginning September 22. This will make company compliance much easier.

Also Read: GST Reform: India Simplifies Tax Structure to 5% and 18%

Rationale Behind High GST on Sin Goods

Sin goods are charged high taxes for a variety of reasons:

1. Public Health & Morality: Along with the harmful effects of products such as tobacco and sugar-saturated drinks on health, gambling and betting are considered socially unacceptable activities.

2. Revenue Generation: The government can rake in substantial amounts of money from the luxury and harmful commodities that are in high demand without necessarily restricting the consumption of the essential commodities.

3. Behavioral Influence: The raised tax rate is expected to lower the use of the products that are deemed harmful or non-essential.

Union Finance Minister Nirmala Sitharaman pointed out that the 40% GST will be levied only on certain sin goods and luxury items while the quotidian essentials will be charged at either 5% or 18%.

Cost Implications for Consumers

Consumers in India will witness both positive and negative sides of the new GST system:

• Increased Costs: Sin goods and luxury products will become more expensive as a result of the 40% tax. Tobacco, sugary drinks, large vehicles, and gambling services are among the things that will get costlier.

• Lower Costs on Essentials: Those products such as toothpaste, soaps, small cars, televisions, air conditioners, and insurance policies that were reclassified to 5% or 18% slabs might become cheaper at retail level.

• Zero-GST Items: Some staple food items such as UHT milk, paneer, and Indian breads are now part of the zero-GST category, thus making the cost of living more affordable.

Nevertheless, alcohol is still not included in the scope of the GST as states impose their own excise taxes, which usually account for 67–80% of the retail price of spirits.

Impact on Industry

The implementation of 40% GST on sin goods will have wide-ranging impacts on the whole sin industry in India which includes the manufacturers, retailers, and service providers as well:

• Tobacco Industry: In the case of producers, due to a decrease in consumption, sales volumes may shrink while the government would get tax revenue that is higher in value.

• Beverage Manufacturers: The price for aerated drinks and for the consumption of caffeine will be increased, this will then lead to a shift in consumer preference to those alternatives that are less taxed.

• Luxury Automobiles & Yachts: The manufacturers of luxury automobiles can flux their price strategies or use PR to keep the revenue flow intact with rising costs due to the product.

• Gaming & Casinos: Those service providers who are to be affected by higher operational costs will still have to comply with the consolidated tax framework.

Industry experts are expecting changing demand behaviors, whereby consumers will tend to buy less from sin goods that are highly taxed and more from the essentials that they can still afford.

Simplified Tax Compliance

The GST Council’s decision to merge the 28% GST (plus Cess) rate into a single 40% slab is aimed at simplifying the tax return filing process for businesses. Previously, there were multiple levies that created complexity and additional administrative burdens.

For example, cigarettes and certain motor vehicles were taxed at 28% GST plus Compensation, effectively totaling nearly 40%. The new system eliminates this duplication, streamlining tax payments and reducing accounting overhead.

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India’s GST Council has approved a comprehensive GST 2.0 reform with effect from 22 September, which will result in a reduction in the prices of food, daily necessities, fertilisers, consumer goods, and small vehicles, while coal, luxury cars, and sin products will be subject to higher taxes.

The Goods and Services Tax (GST) Council, based in New Delhi, is the apex decision-making authority of India in the field of indirect taxes. Led by the Union Finance Minister, the Council proposes tax policies, rationalises rates, and ensures the compatibility of the taxation system across the states. Since its creation in July 2017, the GST Council has been the mainstay for the implementation of radical tax reforms which have aimed to both ease up the compliance process and to add to the economic growth.

GST 2.0 Tax Changes: A Game-Changing Overhaul

The 56th GST Council meeting, which took place in New Delhi on September 3, 2025, has been the defining moment of India’s tax system. Named GST 2.0, the reform is from September 22, 2025, and it introduces the rationalisation of a wide range of taxes in diverse sectors.

This significant alteration is no different from the extent to which it influences household budgets, small businesses, or large industries, as it provides them with relief in the areas of necessities while the taxation on luxury and sin goods is getting tighter.

What Gets Cheaper Under GST 2.0 Tax Changes

1. Food & Daily Essentials

• One of the most significant features of GST 2.0 tax changes is that the tax on daily consumables has been reduced drastically:

• Milk Products: UHT milk is totally free of tax. Condensed milk, butter, ghee, paneer and cheese have come down from 12% to either 5% or zero.

• Staples & Packaged Foods: Corn starch, malt, pasta, biscuits, cornflakes, chocolates, and cocoa products have been lowered from the range of 12–18% to 5%.

• Dry Fruits & Nuts: Almonds, cashews, pistachios, hazelnuts, and dates have been reduced to 5% from 12%.

• Sugar & Confectionery: The transition of refined sugar, syrups, toffees, and candies to 5% has been made.

• Namkeens & Savouries: The rate has been brought down from 18% to 5% for packaged snacks like bhujia, mixtures, and namkeen.

• Water: Mineral and aerated waters that do not contain sugar or flavour have been reduced from 18% to 5%.

Also Read: GST Council Meeting: Big Tax Reshuffle, EVs & Festive Push

2. Agriculture & Fertilisers

• Fertilisers have been decreased to 5% (from 12–18%).

• Crop inputs and seeds have been rationalised to 5%.

• 3. Healthcare & Education

• Life-saving drugs and medical devices: Went to 5% or zero.

• Books & Educational materials: Either completely tax-free or limited to 5% of the tax.

4. Consumer Goods & Lifestyle Products

• Electronics: The entry-level appliances that have been lowered from 28% to 18%.

• Textiles & Footwear: The reduction is from 12% to 5%.

• Personal Care: The rate of hair oil, shampoo, toothpaste, and dental floss has come down from 18% to 5%.

• Paper products: Certain grades of paper products are now tax-free.

5. Auto & Mobility

• Small cars and motorcycles (≤350cc): The rate was lowered from 28% to 18%.

• EVs: A rate of 5% remains unchanged.

• Car parts: The rate was standardised at 18%.

6. Other Sectors

• Renewable energy devices: The rate was brought down to 5%.

• Construction inputs: The rate went down from 12% to 5%.

• Sports goods, toys, handicrafts, leather, and woodwork: These products had been untaxed, but now they have been grouped under 5%.

What Gets Costlier Under GST 2.0 Tax Changes

1. Sin & Luxury Goods

• The GST Council has continued the imposition of elevated taxes on sin products.

• Alongside an additive cess, tobacco products, pan masala, gutkha, bidi, and zarda will stay at high tax slabs.

• All sugar-based aerated waters and sweetened beverages will move from 28% to 40%.

• Luxury cars and premium liquors will continue to be under the new 40% slab.

Also Read: GST Reforms in India Under Review

2. Energy & Fuels

• Coal: The coal rate was increased drastically from 5% to 18%, which is going to have a domino effect on power producers, and the steel industries will also be affected.

3. Services & Restaurants

• Restaurants in premium premises that are allowed 18% with input tax credit will lose eligibility; thereby, tax compliance will become stricter.

• Lotteries and intermediaries will be put under tighter valuation norms.

Impact of GST 2.0 Tax Changes on Households and Businesses

The rollout of GST 2.0 tax changes is an immediate win for householders, farmers, students, and small-scale businesses as it cuts the prices of essential goods and services. Families are going to have cheaper monthly grocery bills, students will be able to study for less, and farmers will get relief on fertilisers and seeds.

On the other hand, industries such as renewable energy, construction, textiles, and auto are going to get a competitive boost due to the fall in the input costs. Whereas coal-based sectors, buyers of luxury automobiles, and tobacco-related businesses will be the ones to suffer under the weight of these changes.

On September 22, the enactment of GST 2.0 tax changes is a major reform in the Indian tax system. The reform, with its extensive cuts across essential categories, not only decreases the burden on households but also releases the manufacturing and agriculture sectors. Nonetheless, the more stringent policy on sin goods, coal, and luxury items acts as a counterweight to the government’s fiscal requirements and economic welfare.

For citizens and businesses, this reform signals a more rational, broad-based, and future-ready tax regime in India.

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Reliance Industries is implementing a solar project covering 550,000 acres in Kutch, India, that is three times the size of Singapore. The purpose of the project is to provide 10% of India’s electricity requirements in the next ten years while facilitating the generation of green hydrogen and clean energy at a large scale.

Reliance Solar Project India 2025

One of the world’s largest single-site solar projects has been announced by Reliance Industries Limited (RIL), India. It was a statement made by the chairman, Mukesh Ambani. This will be a solar power unit in Kutch, Gujarat, covering 5,50,000 acres, or almost three times the size of Singapore. The project aims to meet about 10% of India’s power requirements in the following ten years. It is a quantum jump in India’s clean energy aspirations, reflecting the overall clean energy trend across the globe.

A Bold Step for India’s Energy Future

Mukesh Ambani, in his address at RIL’s Annual General Meeting, stated that this solar project only demonstrates the grandeur of the scale but also openness when it comes to the company’s other works at Jamnagar and Kandla. The aim of easy hybridisation of solar and hydrogen at such vast scales is to use the green ammonia, green methanol, and sustainable aviation fuel industries as the mechanism for energizing the clean energy transition.

Cogeneration with renewables is indeed a clean and green way to combine energy sources. The goal of accomplishing green hydrogen consumable capacity (GHCC) of 3 million tones per annum (MTPA) by 2032 is a pioneering move that sets the future course of the most extensive clean energy plan in India and in the world.

Also Read: Fraud Allegations Slam Reliance Stocks Into Lower Circuit

Technology and Scale Advantages

The total installation of the Reliance solar project at the peak will be 55 MW of solar modules and 150 MWh of battery containers per day. This will be one of the fastest deployments globally. Such size and speed are not expected only to change the renewable portfolio of Reliance but also the whole country’s capability of meeting its clean energy targets before time.

On the other hand, Reliance has made its solar PV manufacturing platform functional, and they are already their first 200 MW of heterojunction technology (HJT) modules production. These high-tech modules promise:

• 10% more energy generation

• 20% more efficiency at high temperatures

• 25% less degradation rates

If the company goes according to its plan, it will be the largest and the most integrated solar manufacturing facility in the world with a capacity of 20 GWp of integrated solar PV.

Building a Green Energy Ecosystem

Besides solar energy development, Reliance is planning to establish a battery giga factory along with an electrolyser giga factory to support its solar activities. The first phase of the battery giga factory, which will be 40 GWh expandable up to 100 GWh, is scheduled to start its operations in the year 2026 and the annual capacity of the electrolyser factory will be 3 GW by the end of 2026 and it will be the first to start working.

With these their full ecosystem—solar, storage, and hydrogen—are completed. They do not need to use different suppliers or factories, which provides them with the advantages in terms of costs, scales, and supply chain resilience, thus allowing them a long-term competitive position in the global energy markets.

Financial and Strategic Insights

In terms of finance, the project represents a transformation of Reliance from traditional petroleum-based business to renewable energy, highlighting a safe growth model for the future. The solar project and the integrated green energy ecosystem could be the factors that set Reliance apart from its competitors in the energy transition sphere and make it similar to the petrochemicals and telecom sectors, where it is a leader.

Such a clean energy move, combined with the energy targets of India nation and the firm’s dominance as a result of economies of scale, will allow Reliance to bring down significantly the production cost of green hydrogen. This development will not only make India a leader in the global clean energy market but will also position it as a key exporter of renewable fuels, especially when the demand for clean energy will be rising worldwide.

Industry-Wide Implications for India

The solar project of this magnitude catapults India to a leader-ship position in the race for clean energy. This will unlock the flow of investments into areas such as infrastructure, storage, and renewable manufacturing. As a result, the country will not only generate more jobs but will also be able to attract more global partners and at the same time, stay true to its sustainability commitments.

Since governments all around the world are increasingly setting more ambitious decarbonization goals, Reliance’s project should not only be seen as a tactical bet, but also a key player in a green future; but rather, as a strategic move which is able to maintain the company’s competitiveness in a scenario where green hydrogen and renewable derivatives are crucial for trade and energy security.

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Mukesh Ambani, chairman of Reliance Industries, declared that Reliance Jio will file its IPO in the first half of 2026, analysts anticipate a share sale of around 10% as Jio’s valuation falls between USD 136-154 billion.

India’s Telecom Giant Prepares for Landmark IPO

A surprising statement from India might have been the last one to the time when billionaire Mukesh Ambani, Chairman of Reliance Industries Ltd, declared that Reliance Jio is heading for a public offering in the first half of 2026. In his speech to the company’s Annual General Meeting, Ambani signaled Jio’s evolution to a deep tech stronghold, among other things, stating that the IPO will be the means to unlock substantial shareholder value.

To highlight the magnitude of this turning point in not only India’s financial markets but also the global telecom field, the main focus keyword — Jio IPO 2026 — has been introduced.

Jio IPO 2026: Expected Share Sale

It is said that he did not mention which part of the stock will be listed; however, the analysts who were trying to guess the percentage of the shares suggested a 10% stock sale. The stock exchange may reach Jio among six biggest telecom companies in the world with the market value like T-Mobile US, China Mobile, and AT&T if this stock issue is made.

Experts suggest that Jio’s valuation will be somewhere between USD 136–154 billion. This is supported by the company’s positive financial metrics and also by several strategic tech sector moves made by India.

Strong Investor Backing and Global Partnerships

Jio Platforms, the platform in charge of Jio, has major high-profile investors like Meta (previously Facebook) with 10%, and Google with 7.7% amongst other stakeholders. Also, big global private equity firms, for example, Silver Lake, KKR and, and some sovereign wealth funds like ADIA and PIF hold significant shares in the Jio Platforms.

To the tune of over ₹1.52 lakh crore, Jio had raised money from 13 investors for a 32.9% stake in the company. This was the biggest investment in the digital sector across the globe in 2020.

Also Read: Jio Payments Bank Savings Pro – New Digital Banking Offering

Financial Performance Strengthens IPO Pitch

For example, in the quarter ending June 2024, Jio Platforms Ltd (JPL) had the following impressive financial metrics:

• Net profit: ₹7,110 crore (up 25% YoY)

• Revenue: ₹41,054 crore (up 19% YoY)

• EBITDA: ₹18,135 crore (up 23.9% YoY)

In FY25, Jio had a total revenue of ₹1,28,218 crore ($15 billion) and an EBITDA of ₹64,170 crore ($7.5 billion). These results are a testimony of Jio’s success in the area of telecom and digital services. Also, the appetite for data usage in India is showing a positive trend.

Jio’s Transformation: From Telecom to Deep-Tech

Mukesh Ambani highlighted that Jio’s path has been all about upheaval and invention. The telco with whom you could only call free but this was not enough; then Jio has gone far beyond by introducing the fastest 5G network in India which makes it a real innovation leader in India.

“AI everywhere for everyone is our slogan,” Ambani proclaimed, specifying that Jio is very much committed to artificial intelligence, enterprise digitization, and smart home ecosystems. The company is moving into the market of the Jio Smart Home, JioTV+, and JioTV OS services and is looking to take on the world with its tech stack made in India.

Market Implications of Jio IPO 2026

Most industry insiders predict the Jio IPO 2026 as the landmark equity issue in the history of the Indian stock market. The expected outcomes are:

• Increasing India’s status as a major player in the global capital markets.

• Opening a door of opportunity for retail and institutional investors to deploy capital in this rapidly evolving digital ecosystem.

• Comparing Reliance Jio to the world's largest telecom group is now made possible by the benchmark.

On the condition that the Jio valuations hit the uppermost of the spectrum according to the forecasters, this IPO will bring Jio to the sixth-largest telecom company in the world as measured by enterprise value.

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