IT advisory IDC estimates that domestic IT spending will decline 4.5% to $55.5 billion this fiscal

As Indian firms realign their focus on revenue growth, they need to leverage customer and market behaviour to place their bets on long-term, sustainable growth, a new report said.

The data centre market, currently pegged at around $4 billion, is likely to grow to $7 billion by 2020 or 2022, say industry players.

Adani expects to invest Rs 700 billion to build data parks in India over the next two decades.

Two documentaries revisit the 2004 disaster and explore how science has advanced since then.

Jadav Payeng single-handedly turned a barren sandbar in northern India into a lush new forest ecosystem.

Imagine a smartphone for the visually impaired that has the tools most sighted smartphone users have come to take for granted

Vijay Brihmadesam, one of the minds behind Tava Indian Kitchen, has mastered the tasty and convenient fast-food market.

The city fleet will have 425 Leafs, Volts and Energis on the road by early next year.

The Indian Ocean is the world's biggest plastic dumping ground, but some of it is leaking elsewhere.

Indiana elementary school teams with 'food rescue' group to turn unwanted food into weekend meals.

To navigate the next normal, Indian insurers must consider the potential recovery scenarios and act quickly and decisively.

Fair Oaks Farms now powers 42 tractor-trailers with compressed natural gas from methane, the largest project of its kind to date.

The Aldabra banded snail was believed to have been driven to extinction by climate change, but researchers have found a few stragglers.

When you think of beach, Indiana may not spring to mind, but this area boasts plenty of uncrowded waterfront — and even views of the Chicago skyline.

Situated within Indiana Dunes National Park, the futuristic '30s-era dwelling requires a $2.5 million restoration to be paid for by a qualified leasee.

Northwest Indiana Triathlete (NWI TRI) Club kicked off their 7th season at Woodland Park in Portage.

Donation supports efforts to provide critical services to a wide range of people living with behavioral and developmental disabilities

In the next few weeks Congressman Rob Bishop will attempt to push through the U.S. House of Representatives the first Indian land grab in over 100 years.

The sound of 'Indian Trap' is a blend of cultural roots of Punjabi, Bhangra and Bollywood music, infused with Hip-Hop and Trap elements.

B+E, the first brokerage and technology platform for net lease real estate, announced the listing of a fully-leased, approximately 258,375 SF Medical Manufacturing & Research Facility in the Bloomington, Indiana MSA for $64,625,000

There is a solution to the current and future skills gap. Jobs are available right here in Indiana; they are waiting for people with the right skills. The future skilled workforce of Indiana will be on display at the SkillsUSA Indiana Championship.

Facility increases square footage 190% and adds a new demo room

The nationwide tally of confirmed COVID-19 cases reached 59,662 on Saturday and the death toll rose to 1,981 with the country registering an increase of 95 deaths and 3,320 cases in 24 hours till Saturday morning, the Union Health Ministry said

The post India’s COVID-19 tally reaches 59,662, deaths near 2,000; fresh cases among repatriated Indians, paramilitary forces emerges as a major concern appeared first on Firstpost.

In today’s reality, what used to be safe bet has become, in an increasingly social world with fewer controls and more pressures to voice opinions, a ticking bomb.

Ad and bot fraud: Indian marketers beware

Indian market situation is reflection of global factors: K V Subramanian, CEA

The price of imported ventilators starts from Rs 8 lakh and goes up to as high as Rs 25 lakh a unit.

Raja Jon Vurputoor Chari, an Indian-American US Air Force colonel, is among 11 new NASA graduates who have successfully completed their over two years' of basic astronaut training . Astronaut candidate training included practice, and testing in spacewalking, robotics, International Space Station systems, T-38 jet proficiency, and Russian language.

According to a recent survey, more than half of doctors working in high-risk environments said there were either shortages or no supply at all of adequate face masks, while 65 per cent said they did not have access to eye protection. Furthermore, 55 per cent said they felt "pressurised" to work in a high-risk area despite not having adequate PPE.

"Indian men are 150 per cent more likely to work in health or social care roles than their white British counterparts," according to the report.

The Indian embassy in Abu Dhabi and the Indian Consulate in Dubai started e-registrations on Wednesday night to form a database of those wanting to return to India. Over 50% of the applicants are from Kerala. Malayalees comprise more than 1 million of the 3.4 million Indians in the UAE.

25% of the international realty market in London also belongs to Indians with investments around GBP 1 bn while they also invested more than $2 bn in the Dubai real estate mkt in the first half of 2015.

Liberty House had last year stepped in to acquire units of Caparo Group, Lord Swraj Paul's steel company that went into administration.

Most fund houses in India don’t allow NRIs from US and Canada because of the cumbersome compliance requirements under FATCA.

At a time when most established brands are struggling with their supply chain, the young blood has stepped up its game to make its presence felt and let the world know that it care and can deliver. Brand Equity decodes what’s working for younger, smaller brands and what the post-lockdown world may have in store.

In trying to answer this question, the first thing that needs to be done is to define what the BCCI does. What are its primary tasks and objectives?

There will be up to 70% on from small businesses that includes up to 50% off artisan handloom and handicrafts. Up to 75% on 'interesting finds' from startups, 40% off on women-made products, up to 80% off on fashion, accessories and home products.

When the Covid-19 pandemic caused a sudden shortage of hand sanitisers, alcoholic beverage major Pernod Ricard was among the companies in the US that stepped up to ensure there was no dearth of the product in the market. Leading the initiative was Ann Mukherjee, who took over as chairman & CEO of Pernod Ricard North America in December 2019. Mukherjee has spent almost 30 years in sales, marketing and brands, including with Frito-Lay North America and SC Johnson. The Kolkata-born Mukherjee was last month chosen by US President Donald Trump to be part of a high-profile group to advise the American government on how to kick-start US manufacturing in the post-pandemic era. Trump has formed several such groups to focus on various sectors of the economy. In an interview with Ishani Duttagupta, Mukherjee says that re-entering life and enabling safe travel will be the biggest challenges that all nations face in a post-lockdown world. Edited excerpts...You took over the reins at Pernod Ricard North America only last December; how are you dealing with the crisis caused by the pandemic?My first priority was the health and safety of our employees. That meant creating an infrastructure and agile ways of working to enable working from home through confinement. It also meant creating and maintaining safety protocols for our essential frontline workers, especially our teams in production facilities and distilleries. Second, we focused on our ability to give back to the communities we serve and partner with. Given our entrepreneurial culture, many teams went into action creating opportunities with speed. Working closely with the White House COVID taskforce, we were able to get clearance to produce and supply hand sanitiser for the US government. We provided this free of cost to help first responders across the country. Our Jameson team --- realizing that many bartenders that partner to make the brand great would be out of work – donated $600,000, and generated another $700,000 in matching funds, to the US Bartenders Guild charity fund. Also, our on-premise team worked with multiple charities to provide free meals for hospitality workers affected by the crisis.Finally, we dealt with the crisis by closely collaborating with our distributor partners to keep our business open in the short term, while working together to create a roadmap for recovery. We leveraged our resilience and our culture of conviviality to keep spirits high -- and work with optimism -- during difficult times.As the head of the American operations of an European giant, what are the challenges? Are there any cultural issues?Honestly, cultural issues never even enter the conversation. The culture is centred around conviviality…..bringing people together. That is true for what we sell and how we interact together as business units. Our CEO Alex Ricard sets the tone and walks the walk. He is a very expansive thinker and an inclusive leader who unites us and our different experiences to make for a more powerful whole. Take me for example. He hired an Indian American with very strong roots in India, with North American commercial experience and global marketing experience. He looks for people with broad perspectives and experiences. 75649631Is the American market for scotch whisky growing?Scotch is the best-selling imported whiskey in the US by revenue. Blended scotch has been somewhat flat, with some growth during the crisis, and we see that with our iconic Chivas brand. Single malt is where we see the growth; sales increased almost 10% last year. Our Glenlivet brand has been a huge driver of that growth, bringing new drinkers into both the brand and the category. The brand is positioned to challenge the more traditional conventions of scotch drinkers and celebrates the young unconventional drinker, especially appealing to women who are now open to enjoying single malt as their drink of choice.You are part of the team of top CEOs advising President Trump on reviving the US economy. What are some of the key issues that you think the US government needs to address at this point? It’s an honour to serve the country in this capacity. Our number 1 objective is to help the administration bring back and rebuild confidence. It is a very difficult balance between managing public health and insuring a sustainable economy. We must protect the population from this virus but we need to ensure there is an economy to come back to post the recovery. If we open too quickly, we might be back in confinement; if we don’t re-open with smart speed, we might create a bigger crisis. So we need to ensure that there are the right protocols in place for recovery, ensure there is adequate supply and access to protective accessories needed, and the right partnerships in place with private enterprise, local government and federal oversight. What should the Indian government do?As the world’s largest democracy, India has a very strong state-driven government system with strong central government oversight, not unlike the US. It is critical to get that balance right and work together to strengthen and unite the mosaic that is India. India defines entrepreneurship. It is vital to tap into that cultural advantage and unite business leaders, scholars and government to create out of the box solutions. Private enterprise will need to understand that we as CEOs have not only a fiscal responsibility to our companies, but also a societal responsibility. One feeds the other; without a vibrant market, our businesses cannot thrive, so working together as a collective across business and government is key.The alcobeverages sector traditionally didn’t have women in top roles. Do you see that changing? What are the challenges?I absolutely see it changing, though I wish progress was faster. Companies need to reflect their consumer base, and a majority of everyday purchase decisions globally are made by women. That fact is only accelerating as women become more educated, empowered as single parents or heads of households across many countries. In beverage alcohol in the US, a majority of decisions are actually made by women. The challenge is that we need corporate boards and top management teams to get more rigorous about achieving this objective. Companies must put shorter term and longer term 5-10 year succession plans in place to achieve ambitious targets for women in top management roles; they need to be identified early, developed, and given aggressive career plans to groom them for these positions. This is a passion point for Pernod Ricard driven by our Chairman, Alex Ricard. It’s about achieving better balance…and I personally like this approach. It isn’t about favouring one gender over the other, it’s about getting the right balance reflective of the marketplace and in creating tomorrow’s workforce now. Going forward, what do you think are the biggest challenges that your company and sector will have to grapple with as lockdown gradually lifts across the US and the world?Re-entering life safely is the biggest challenge the world faces. Whether it’s re-entering your neighbourhood, your town, travelling within your own country, or beginning to travel the world again. It also will be parents letting go of their children after they kept them from harm in confinement, and trusting school systems to keep them safe. And family members trusting each other to maintain safety protocols as they come back home from work. We all will lose control when we come out of confinement. In our industry, our biggest challenge will be restaurants, hotels, bars and pubs. How can you enjoy and connect, but safely from a distance? Can smaller establishments have viable businesses when there need to be fewer patrons? It will be a new normal, and we need to work together to make it viable and enjoyable.What do you think are the major differences between the liquor market in the US and Europe?I believe the liquor market is very similar in the two continents. During this crisis, we have seen the market stay strong through in-home consumption, with some of the bar and restaurant consumption shifting to home consumption. People are drinking brands they know and trust. They are also looking for premium experiences to help overcome the difficulty of confinement. For us at Pernod Ricard, we have the world’s largest premium portfolio with a large stable of familiar and trusted brands. So we have seen positive performance from our portfolio in both continents. What has your experience been as a woman in a typically male-dominated industry?Joining Pernod Ricard was a great fit for me. My husband and I love entertaining, bringing friends and family together because we believe creating special moments together makes life worth living. That is exactly the spirit and culture of conviviality. So when I joined the company, I invited my leadership team to my home for a night to meet the Mukherjees as part of a bigger leadership summit. My husband, who is very proud of his bar, rebuilt all the shelves so he could light up and showcase all of the incredible Pernod Ricard brands. I show my compassion through food. So I made samosas, mutton biriyani, raita, chicken cutlet and chapali kababs, and for my vegetarian team members, I made dal makhani, matter paneer, aloo dum. As a parting gift I gave everyone a small Ganesh so our paths moving forward would have no obstacles. I believe that if you are to be a meaningful leader, you must bring your whole and authentic self to work. As a woman, I don’t shy away from sharing my personal stories as a wife, mother and daughter, or from sharing my vulnerabilities as a woman leader in how I manage, try to instil trust and inspire others. After all, we are in the human being business. Do you see a timeline for recovery of firms such as yours in the wake of the COVID-19 crisis?The only thing that is certain about this crisis is that it is uncertain. Until we have viable testing and treatment and eventually vaccines, we cannot fully recover. So the key right now is to be agile. Adjust as the marketplace adjusts. That means new ways of working, helping your workforce to be in a mode of agile planning and execution. We can help people through the stops and starts this will cause by helping them see the bigger long-term goal of recovery and viability.Do you have any connections with India?I have very strong connections with India. 98% of my family is still in India, in my native hometown of Kolkata, New Delhi where I went to high school, as well as Mumbai and Bengaluru. We talk to them daily/weekly to keep in touch and stay connected through this crisis. We speak Bengali at home as a family. I am very proud of my sari collection and dress Indian any chance I get. We have a very strong Indian community here. I am as Indian as I am American and am a better person for it. I hope and pray that everyone stays safe and recovers with prosperity.

Back home, the workers are looking to start afresh. Their best bet seems to be rehabilitation packages.

Asked whether Indians are being targeted abroad, Overseas Indian Affairs Minister Vayalar Ravi said, "One cannot make such a general statement."

The number of Indians who left during the grace period till October-end is 1,34,281, the Indian Embassy here said in a statement.

High costs, poor job prospects and wrangles over work permits are persuading a host of Indian students with foreign degrees to return home.

There were about 10,000 Indians before the start of the serious strife between government troops and Sunni militants backed by al Qaeda in Iraq.

The minister said the government has already set up an Indian Workers Resource Centre in Dubai and will set up two more in Saudi Arabia and Malaysia.

V K Singh said presently, a section of Indian workers facing difficulties in two major Saudi companies -- Saudi Oger and the Saad Group -- are being brought back to India.