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Glen Unveils ‘Apnapan’ Campaign To Deepen Brand Connect
Four-film series marks kitchen appliance maker’s first major storytelling push rooted in Indian family ethos
Glen Appliances has launched its first major brand campaign, titled “Apnapan. Made Better in Glen.”, signalling a strategic shift towards emotionally driven storytelling as it looks to strengthen its connection with Indian households.
The campaign, unveiled on 15 May 2026, introduces a long-term brand platform centred on the idea of “apnapan” — a deeply rooted cultural concept reflecting warmth, instinctive understanding and belonging within Indian families.
Positioning its products as an extension of everyday Indian life rather than mere appliances, Glen aims to highlight how its offerings are designed around real consumer behaviour and kitchen practices.
“Glen has always understood the Indian kitchen not as a category, but as a way of life,” said Amarpreet Singh Modi, Chief Marketing Officer at Glen Appliances. “That instinct, that warmth — that’s Apnapan. And that’s what Glen has always been. We just never said it out loud. Until now.”
The campaign rollout includes a series of four films, each capturing intimate, relatable moments within Indian homes. Rather than focusing on product features, the films integrate Glen appliances seamlessly into everyday narratives, reinforcing familiarity and emotional resonance.
The first film showcases a husband preparing his wife’s favourite meal without being asked, while another depicts a husband anticipating his pregnant wife’s cravings using an air fryer. A third film highlights a sibling quietly supporting her brother, and a fourth—yet to be released—explores the dynamic of a newly married couple discovering shared familiarity with the brand.
According to Rintu Dasgupta, Chief Operating Officer, the campaign represents a shift in how Glen communicates its long-standing commitment to quality. “We have always stood for uncompromising product quality. What this campaign does is give that foundation a voice,” he said.
Industry experts note that the move aligns with a broader trend among consumer brands to invest in emotional storytelling to build deeper brand affinity in a highly competitive appliances market.
With an extensive dealer and franchise network across India, Glen has built its reputation on delivering premium-quality kitchen appliances backed by continuous research and development. The new campaign is expected to further strengthen its positioning among aspirational urban consumers seeking both functionality and emotional resonance in home products. -
Gig Workers’ Union Demand Higher Pay After Fuel Price Hike
Union says rising petrol and diesel prices could trigger distress among delivery workers and drivers dependent on app-based platforms
The Gig & Platform Service Workers Union (GIPSWU) on Friday demanded that the government and app-based companies raise per-kilometre service rates for gig workers following the latest increase in petrol and diesel prices, warning that higher fuel costs could force many workers to leave the sector.
The union said the increase in fuel prices announced on 15 May would directly affect nearly 1.2 crore gig and platform workers engaged in food delivery, ride-hailing, logistics and digital services across India.
According to publicly available fuel price revisions cited by the union, oil marketing companies increased petrol and diesel prices by around Rs. 3 per litre, marking one of the first major nationwide retail fuel price hikes in nearly four years. Petrol prices in Delhi rose to about Rs. 97.77 per litre, while diesel prices increased to nearly Rs. 90.67 per litre.
GIPSWU linked the increase to rising international crude oil prices and instability in global energy markets amid continuing tensions in West Asia, including developments involving Iran and the Strait of Hormuz.
“Rise in petrol and diesel prices will become a cause of concern and migration among gig workers,” the union said in a statement.
Union President Seema Singh said the increase in fuel prices had intensified financial pressure on delivery workers already dealing with rising living costs and extreme heatwave conditions.
She said workers associated with platforms such as Swiggy, Zomato and Blinkit were struggling to absorb rising fuel costs while working long hours outdoors.
“The movement demanding increase in per-kilometre payment rates for workers will now gain further momentum,” Singh said, adding that the government and digital platforms should implement a minimum service rate of Rs. 20 per kilometre.
National Coordinator Nirmal Gorana said gig workers were among the worst affected sections within India’s unorganised workforce because many depend entirely on motorcycles and scooters for their livelihoods.
“Every increase in petrol and diesel prices directly affects the daily earnings of delivery workers and drivers because expenditure on fuel, vehicle maintenance and servicing immediately increases while companies do not proportionately revise payment structures,” he said.
The union cited estimates from Niti Aayog showing India had around 7.7 million gig workers in 2020-21, a number projected to rise to nearly 23.5 million by 2029-30.
GIPSWU said workers associated with app-based companies including Zepto, Dunzo, Urban Company, Ola, Uber, Rapido, Porter and Amazon Flex often travel long distances daily and work between 10 and 14 hours under difficult traffic and weather conditions.
The union alleged that despite rising operational expenses, several digital platforms had not proportionately increased delivery charges or kilometre-based compensation, further squeezing workers’ earnings.
GIPSWU said it has submitted memorandums to the Government of India and several app-based companies seeking immediate revision of payment structures and compensation linked to rising fuel expenses.
As part of its protest, the union appealed to gig and platform workers across app-based companies to observe a temporary shutdown of services from 12 p.m. to 5 p.m. on Saturday.
The proposed shutdown is aimed at highlighting the economic difficulties faced by delivery workers, drivers and app-based service providers due to increasing operational expenses and what the union described as inadequate compensation structures.
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Pearl Global Industries FY26 Profit Rises 17% Despite Tariff, Logistics Pressures
Apparel exporter Pearl Global Industries reports double-digit growth in revenue and profit for FY26, aided by strong overseas demand, record shipments and improving margins despite tariff-related disruptions and rising input costs
Pearl Global Industries posted a 17 per cent rise in consolidated profit for FY26 as strong overseas demand, higher apparel shipments and improved operating margins helped offset tariff disruptions and rising logistics costs amid geopolitical uncertainty.
The apparel exporter reported consolidated profit after tax (Pat) of Rs 270 crore for the financial year ended March 2026, compared to the previous year. Revenue rose 11.5 per cent year-on-year to Rs 5,025 crore, while adjusted earnings before interest, taxes, depreciation and amortisation (Ebitda ), excluding employee stock ownership plan (ESOP) expenses, increased around 14 per cent to Rs 468 crore. Ebitda margin improved to 9.3 per cent during the year.
Record Quarterly Show
The company also reported its highest-ever quarterly revenue in the March quarter at Rs 1,314 crore, up 6.9 per cent year-on-year. Quarterly Pat rose 24.6 per cent to Rs 81 crore, while adjusted Ebitda margin stood at 10.3 per cent, the highest quarterly margin recorded by the company.
Pearl Global said reciprocal tariffs and penal duties imposed by the US affected its India operations during the year. However, the company’s manufacturing presence across India, Bangladesh, Vietnam, Indonesia and Guatemala helped reduce the impact of global trade disruptions.
“In FY26, the group delivered another year of resilient performance against a complex geopolitical backdrop,” said Pulkit Seth.
“During FY26, the global apparel industry faced tariff-related disruptions. Our India operations were impacted by the tariff and penal duties imposed by the US. However, Pearl Global Industries leveraged its diversified, multi-country manufacturing presence to mitigate these challenges,” Seth added.
Capacity Expansion Plans
The company shipped a record 78.1 million pieces during FY26 compared to 74.3 million pieces in FY25. Installed annual manufacturing capacity crossed 100 million pieces during the year.Pearl Global said ongoing capital expenditure in Bangladesh is expected to add another six million to seven million pieces of capacity in FY27. The company plans to invest Rs 200 crore to Rs 250 crore in FY27 to strengthen manufacturing capabilities and support long-term growth.
“With favourable tariff reductions, free trade agreements and capacity readiness, we are well equipped to scale efficiently in the coming years and drive transformational growth, enhanced profitability and long-term value for stakeholders,” Seth said.
Demand Remains Resilient
Managing Director Pallab Banerjee said the company achieved its second consecutive year of double-digit growth despite a volatile global environment.“USA retail sales are showing good resilience till now and most of them continue to beat estimates. Reversal of tariff decisions is playing a positive role. We continue to see good demand trends from our customers in other markets as well,” Banerjee said.
He added that geopolitical tensions and Gulf conflicts could lead to higher energy, raw material and logistics costs in the coming quarters, though customers were factoring these pressures into pricing strategies.
Balance Sheet Strengthens
The company’s net worth rose to Rs 1,438 crore as of 31 March 2026 from Rs 1,146 crore a year earlier, while cash and bank balances increased to Rs 634 crore.Pearl Global also declared a total dividend of Rs 14.5 per equity share for FY26, representing its highest-ever dividend payout ratio at nearly 25 per cent of annual group PAT.
Separately, the company said its Hong Kong-based subsidiary DSSP Global Limited will acquire an additional stake in PT Pinnacle Apparels, Indonesia, increasing its holding to 99.92 per cent.
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Rapido Raises USD 240 Mn In Prosus-led Funding Round
The mobility platform’s latest fundraise values the company at USD 3 billion and will support expansion across tier 2 and 3 markets, technology investments and captain network growth
Rapido has raised USD 240 million in fresh capital in a funding round led by Prosus, as the mobility platform looks to expand deeper into non-metro markets and strengthen its multi-modal transport network across India.
The round also saw participation from existing investors WestBridge Capital, Accel and others. The transaction values the company at USD 3 billion on a post-money basis.
The Bengaluru-based company said the latest investment forms part of a broader USD 730 million primary and secondary financing round.
Founded in 2015, Rapido operates in more than 400 cities and offers bike taxis, auto-rickshaws, cab services, parcel deliveries, food delivery and flight bookings through its platform.
Expansion Focus
The company said the fresh capital will be deployed towards expanding demand across existing and new markets, strengthening its captain network and investing in technology and talent.“At Rapido, we have always believed that the true measure of mobility is not only the rides completed but also livelihoods created,” said Aravind Sanka.
“This investment is about accelerating our ability to unlock both these structurally. We are going deeper into markets where demand exists, but supply remains fragmented,” Sanka added.
Rapido said demand across tier 2 and smaller cities is growing rapidly even as it continues to scale operations in larger metro markets.
Investor Confidence
Commenting on the investment, Ashutosh Sharma said mobility is emerging as a key layer within India’s digital economy. “Our investment reflects a strong conviction in Rapido’s ability to scale sustainably while addressing real, large-scale challenges around access and livelihoods,” Sharma said.Sumir Chadha said Rapido had evolved into a “category-defining platform” in urban mobility with growing consumer adoption across cities.
Abhinav Chaturvedi said the company’s technology-driven marketplace and supply network positioned it well for long-term growth.
Rapido said it will also continue focusing on women captain onboarding initiatives and improving safety and accessibility for women riders as part of its next phase of expansion.
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Devyani International Narrows Q4 Loss To Rs 9.84 Cr
Strong revenue growth and store expansion support performance, though annual losses widen
Devyani International, one of India’s largest quick service restaurant (QSR) operators, reported a narrowed net loss of Rs 9.84 crore for the fourth quarter of FY26, even as revenue growth remained robust.
The company’s total income for the March quarter rose 18.4 per cent year-on-year to Rs 1,451.01 crore, reflecting steady demand across its portfolio of global food brands.
The Q4 loss showed improvement compared to a net loss of Rs 16.76 crore in the same period last year and Rs 10.98 crore in the preceding quarter, indicating gradual operational recovery.
On a full-year basis, however, Devyani International reported a wider net loss of Rs 42.54 crore for FY26, compared to Rs 6.90 crore in the previous year, despite a 13.4 per cent rise in annual income to Rs 5,656.59 crore.
The company, which operates leading QSR chains including KFC and Pizza Hut in India and select international markets, has continued to expand its store network and invest in growth initiatives. Industry observers note that rising input costs and expansion-related expenses have weighed on profitability even as topline growth remains strong.
Analysts suggest that the narrowing quarterly loss reflects improved operating efficiencies and stabilising margins, while the broader financial performance underscores the ongoing transition phase as the company balances aggressive expansion with cost optimisation.
With over 2,000 stores across multiple geographies, Devyani International remains a key player in India’s fast-growing organised food services market, which continues to benefit from rising urban consumption and increasing demand for convenience dining. -
Amul, Mother Dairy Raise Milk Prices Across Variants From 14 May
The latest revision by India’s two largest dairy brands includes hikes of Rs 2 across Ammulmilk variants amid rising procurement and input costs
India’s leading dairy brands, Amul and Mother Dairy, have revised milk prices across multiple variants, with the new rates coming into effect from 14 May amid rising procurement and operational costs.
The latest increase, the second by both dairy majors in nearly 13 months, affects commonly consumed categories such as full cream milk, toned milk, cow milk, buffalo milk and premium variants across several markets. Industry observers expect the move to prompt similar revisions by regional dairy companies in the coming weeks.
In a statement, the Gujarat Cooperative Milk Marketing Federation (GCMMF), which markets products under the Amul brand, said it has “increased the prices of fresh pouch milk by Rs 2 per litre in major milk-selling variants/packs across India effective from 14 May”.
Separately, Mother Dairy announced a Rs 2 per litre increase across its liquid milk portfolio, with revised prices applicable from Thursday. According to a company circular issued to distributors and transport partners on 13 May, the updated prices will apply to supplies dispatched from the night of 13 May and reflect in retail markets from the morning of May 14.
The latest revision comes after Amul last raised prices on 1 May 2025, while Mother Dairy had implemented a hike in April 2025.
Inflation Pressure
The increase by the country’s two largest organised milk retailers is expected to add pressure on food inflation, which has already been inching higher in recent weeks due to geopolitical tensions in West Asia. Food inflation crossed the 4 per cent mark in April, and the latest revision is likely to further strain household budgets.GCMMF said the increase translates to nearly 2.5-3.5 per cent per litre, which it said remains below average food inflation levels.
“The price hike is being done due to an increase in the overall cost of operation and production of milk. There is a substantial increase in the cost of cattle feed, milk packaging film and fuel during the year,” GCMMF said.
The cooperative added that its member unions had also increased farmers’ procurement prices by Rs 30 per kg of fat, reflecting a 3.7 per cent increase over May 2025.
Explaining the revision, Mother Dairy said, “The revision has been necessitated in view of the sustained increase in farmer procurement prices, of around 6 per cent over the past one year, despite continued efforts to limit the impact on consumers”.
It further stated that the latest increase represents only a partial pass-through of higher costs and aims at “maintaining a fair balance between farmer welfare and consumer interests”.
Both Amul and Mother Dairy said they pass on nearly 75-80 per cent of their sales realisation directly to milk producers.
Revised Prices
Under Amul’s revised pricing structure, the 1-litre pack of Amul Gold will now retail at Rs 70, up from Rs 68 earlier, while the 1-litre Amul Taaza pack has been increased to Rs 57 from Rs 55.The dairy cooperative has also revised rates for Buffalo Milk, Cow Milk, Slim and Trim and Tea Special variants. The 500 ml pack of Amul Buffalo Milk will now cost Rs 39 compared with Rs 38 earlier, while the 500 ml Cow Milk pack has been raised to Rs 30 from Rs 29.
In Delhi-NCR and Uttar Pradesh, the 500 ml pack of Slim N Trim milk will now cost Rs 27, Taaza Rs 30, Cow Milk Rs 31 and Gold Rs 36. Buffalo milk prices have seen a sharper increase of Rs 4 per litre, taking the rate to Rs 80 per litre.
Mother Dairy has similarly revised prices across several stock-keeping units (SKUs). As per the updated structure, the 1-litre Buffalo Milk pack has been increased to Rs 80 from Rs 75. The 500 ml Buffalo Milk pack has also been revised upward, according to the company circular.
The company has also increased prices of its Full Cream Milk (FCM) range. The 1-litre pack will now cost Rs 72 against the earlier Rs 69, while the 500 ml pack has been increased from Rs 70.
Mother Dairy’s toned milk sold through bulk vending machines will now cost Rs 58 per litre, up from Rs 56. Pouch toned milk prices have been raised to Rs 60 per litre from Rs 58, while double-toned milk will retail at Rs 54 per litre. Cow milk prices have also been increased to Rs 62 per litre from Rs 60.
Rising Input Costs
Organised dairy companies have repeatedly attributed milk price hikes to higher cattle feed costs, transportation expenses, packaging material prices and increased procurement rates paid to farmers.India’s dairy sector has witnessed multiple rounds of milk price revisions since 2022, with both cooperative and private players implementing phased increases across states depending on procurement conditions and input costs. Companies such as Nandini have also revised prices at different intervals across regions.
India remains the world’s largest milk producer, with packaged milk accounting for a significant share of urban household consumption. Retail milk prices are typically influenced by procurement rates, seasonal supply trends and distribution-related costs.
GCMMF, regarded as the world’s largest farmer-owned dairy cooperative, works with around 3.6 million farmers and collects more than 30 million litres of milk daily. The federation markets Amul products across more than 50 countries.
The federation reported an 11 per cent rise in turnover to Rs 73,450 crore in the previous financial year from Rs 65,911 crore a year earlier. The overall turnover of the Amul brand also crossed the Rs 1 lakh crore milestone in FY26 on the back of strong demand for dairy products.
Mother Dairy, a wholly-owned subsidiary of the National Dairy Development Board, recorded a 17 per cent growth in turnover to Rs 20,300 crore in the last fiscal year, supported by higher demand for milk products and edible oils.
Apart from dairy products sold under the Mother Dairy brand, the company markets edible oils under the Dhara label and fruits, vegetables and processed food products under the Safal brand.
(With inputs from agency)
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Crompton Greaves Reports Q4 Loss Of Rs 534 Cr After Butterfly Impairment Hit
Consumer electricals maker posts double-digit revenue growth in FY26 fourth quarter, while margins narrow amid higher commodity costs and exceptional charge linked to Butterfly Gandhimathi business
Crompton Greaves Consumer Electricals reported a net loss of Rs 533.9 crore in the fourth quarter of FY26, reversing from a net profit of Rs 169.5 crore recorded in the corresponding period last year, after accounting for a Rs 716 crore impairment charge linked to its Butterfly Gandhimathi business.
Excluding exceptional items, the company said its adjusted profit after tax remained steady at Rs 172 crore during the quarter.
The company’s consolidated revenue rose 10.8 per cent year-on-year to Rs 2,283.3 crore in the January–March quarter, compared with Rs 2,060.8 crore a year earlier. Ebitda increased marginally by 1.2 per cent to Rs 270.7 crore.
However, Ebitda margin contracted to 11.9 per cent from 13 per cent in the year-ago quarter, primarily due to elevated commodity prices and higher operating expenses, although some of the pressure was mitigated through cost optimisation measures.
The board of directors has recommended a dividend of Rs 3 per equity share for FY26, subject to approval by shareholders at the company’s annual general meeting scheduled for 7 August 2026. The record date to determine shareholders eligible for the dividend has been set as 24 July 2026.
In a separate update, the company said it had fully redeemed its listed secured non-convertible debentures worth Rs 300 crore during FY26. Following the repayment, the charge created over the “Crompton” and “Crompton Greaves” trademarks has been released.
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Restaurants Push Local Sourcing Amid Supply Chain Risks: NRAI
Industry body urges restaurants to cut dependence on imports, improve energy efficiency and optimise logistics amid rising input cost pressures
India’s restaurant industry is moving towards greater local sourcing and tighter cost controls as global supply-chain disruptions and rising input costs pressure operating margins, according to the National Restaurant Association of India (NRAI).
In an advisory issued to restaurants and food service operators, NRAI urged businesses to reduce dependence on imported ingredients wherever suitable domestic alternatives are available and adopt measures aimed at improving operational efficiency and conserving resources.
The recommendations come as restaurants face elevated fuel and logistics costs, volatility in edible oil prices, higher electricity expenses and uncertainty around imported food supplies.
NRAI advised restaurants to prioritise procurement of locally produced vegetables, grains, dairy products, meat, seafood, spices and beverages while promoting “Made in India” food products and regional cuisines.
The association also recommended optimising delivery routes, shifting part of intra-city logistics towards EV-based fleets, reducing non-essential generator usage and improving kitchen energy efficiency to manage operating expenses.
“At a time of global economic uncertainty and supply chain volatility, coordinated voluntary action by the food services industry can contribute towards conserving resources, supporting local sourcing, and strengthening operational stability,” said Sagar Daryani.
Restaurants have additionally been encouraged to strengthen domestic supplier networks, source more from sustainable farming groups and Farmer Producers Organisations (FPOs), and review dependence on imported products.
The advisory also called for measures to reduce food wastage through portion optimisation and responsible consumption initiatives. NRAI further recommended wider adoption of LED lighting, smart refrigeration systems, energy-efficient kitchen equipment, rooftop solar installations and stronger digital ordering infrastructure.
Industry observers said organised restaurant chains are increasingly focusing on sourcing efficiencies and operational savings as competitive pricing and uneven discretionary spending limit their ability to fully pass on rising costs to consumers.
The association noted that the food services sector remains a significant consumer of fuel, electricity, logistics services, edible oils, imported ingredients and packaging materials, making resource conservation and supply-chain localisation critical for operational stability.
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Bajaj Electricals Swings To Rs 67.5 Cr Q4 Loss
Revenue slips 2.1 per cent year-on-year, while Ebitda margin contracts to 6.1 per cent; board retains final dividend at Rs 3 per share and approves proposal to raise up to Rs 500 crore
Bajaj Electricals on Friday reported a consolidated net loss of Rs 67.5 crore for the fourth quarter of FY26, compared with a net profit of Rs 59.1 crore in the year-ago period, as weaker operating performance and exceptional losses weighed on earnings.
Revenue from operations declined 2.1 per cent year-on-year to Rs 1,239.5 crore during the January-March quarter, from Rs 1,265.5 crore a year earlier. Earnings before interest, tax, depreciation and amortisation (Ebitda) fell 28.9 per cent to Rs 75.2 crore from Rs 105.8 crore in the corresponding quarter last year.
The company’s Ebitda margin narrowed to 6.1 per cent in Q4FY26 from 8.4 per cent in Q4FY25.
Bajaj Electricals posted an exceptional loss of Rs 55.58 crore in the quarter under review, against an exceptional gain of Rs 21.37 crore in the same quarter last year, impacting the bottom line.
Dividend Maintained
The board recommended a final dividend of Rs 3 per equity share with a face value of Rs 2 each for FY26, keeping the payout ratio unchanged at 150 per cent from the previous financial year. The dividend, subject to shareholders’ approval at the company’s 87th annual general meeting, will be paid on or after 6 August 2026.Separately, the board approved a proposal to seek shareholders’ enabling approval to raise up to Rs 500 crore through the issuance of securities, including unsecured non-convertible debentures and commercial papers, in one or more tranches depending on market conditions.
The company also appointed Ashween Anand as chief financial officer with effect from 16 May 2026.
Ahead of the earnings announcement, shares of Bajaj Electricals settled 0.42 per cent higher at Rs 391.30 on the National Stock Exchange (NSE) on Friday.
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Insight Cosmetics Debuts First Kiosk In Thane, Marks Offline Expansion Push
Homegrown beauty brand brings interactive retail experience to Lake Shore Mall as it accelerates omnichannel growth strategy
Insight Cosmetics has launched its first-ever retail kiosk in Thane at Lake Shore Mall, marking a significant milestone in the brand’s offline expansion journey.
The move signals a strategic shift towards strengthening its omnichannel presence, as the digital-first beauty brand looks to offer consumers a more immersive, in-person shopping experience.
Designed as an interactive retail format, the kiosk allows customers to explore, swatch and test products across categories, ranging from everyday essentials to trending beauty favourites. The format aims to bridge the gap between online discovery and physical retail engagement.
Located within one of Thane’s key shopping destinations, the kiosk provides consumers with a hands-on experience—enabling them to find suitable shades, test formulations and explore skincare offerings in a personalised environment.
Founded in 2012, Insight Cosmetics has grown into a prominent homegrown beauty player, with a portfolio of over 1,000 SKUs and distribution across more than 35,000 retail outlets, alongside a strong presence on leading e-commerce platforms.
The brand has built its positioning around affordability and accessibility, offering vegan, cruelty-free and dermatologically tested products tailored to diverse Indian skin tones. It also markets itself as a Made-in-India and toxic-free beauty brand.
Commenting on the launch, Mihir Jain, Director at Insight Cosmetics, described the kiosk as a step towards deeper consumer engagement.
“Launching our first kiosk is a proud milestone. We wanted to create a space where customers can truly experience the brand—not just shop products, but interact with them. Lake Shore Mall offers the ideal platform to connect with consumers in a more meaningful way,” he said.
The kiosk rollout forms part of the company’s broader plan to expand its physical footprint across India, with a focus on creating discovery-led retail formats that combine convenience with personalisation.
Industry experts note that such kiosk-led strategies are gaining traction in the beauty sector, particularly among digital-native brands seeking to enhance customer experience and build stronger brand recall through physical touchpoints.
As consumer preferences evolve, Insight Cosmetics’ entry into offline experiential retail reflects a wider industry trend towards blending digital convenience with tactile, in-store engagement.