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'Life is a gift': Sight of a fallen tree makes Rs 50,000 crore man remind followers to be more thankful

'Life is a gift': Sight of a fallen tree makes Rs 50,000 crore man remind followers to be more thankful

Time of India5 hours ago

— svembu (@svembu)
Billionaire Sridhar Vembu recently reflected on the inherent fragility of life . On Monday, the Zoho founder shared a picture of a fallen palm tree on X and observed how a palm tree, which was resilient enough to withstand powerful cyclones, succumbed to monsoon winds.Vembu further explained that palm trees are so robust that they are traditionally used as structural beams in rural architecture. Their capacity to resist cyclones made their sudden fall in relatively milder weather conditions all the more symbolic. Upon inspecting the fallen tree, it appeared that the foundation had been compromised—a reminder that often, what seems strong externally may be deteriorating from within.The sight of the now vanquished, once majestic tree, lying helplessly on the ground made the business tycoon feel contemplative on the transience of life.Taking to X, he wrote, 'Today the monsoon winds are so strong in our village, a palm tree fell. These are very strong trees, so strong they are used in traditional homes as crossbeams. They even withstand cyclones. This one appears to have a weakened base when we examined it…'He ended his post with a solemn reminder to followers to count their blessings and practice gratitude. 'All life is a gift. Good day to be thankful.'Many users on X resonated deeply with Vembu's message. One commenter expressed shock and relief that no one had been harmed and emphasized how such incidents offer powerful reminders of life's fleeting nature. Others reflected on the sheer force of nature and how it humbles even the mightiest among us. Some drew parallels with past global events, such as the COVID-19 pandemic, which similarly forced people worldwide to confront life's unpredictability and reinforced the importance of gratitude.Sridhar Vembu, the mind behind Zoho Corporation , is widely recognized as one of India's most respected and forward-thinking technology leaders. Hailing from the Thanjavur district of Tamil Nadu, he was born in 1968 and showed early promise in academics. He pursued engineering at the prestigious IIT Madras, laying the foundation for a remarkable journey. After his graduation, he moved to the United States to gain further education and professional experience in the technology sector.However, Vembu eventually returned to India with a transformative vision—to develop high-quality, globally competitive software from rural parts of the country. This bold ambition was not just a statement of intent but a revolutionary move that defied the conventional norms of the tech industry, which typically clusters around urban hubs. He chose to build and expand Zoho from a quiet village in Tenkasi, Tamil Nadu, demonstrating his firm belief that groundbreaking innovation can emerge even from the most modest settings.Under his guidance, Zoho evolved into a major international software company, offering a wide range of products used by millions of customers across the globe. Remarkably, Vembu achieved this without seeking external funding—Zoho has remained a fully bootstrapped venture, a rarity in the startup ecosystem. This independence allowed the company to grow organically, stay profitable, and maintain its unique culture and values.His extraordinary accomplishments earned him national recognition. In 2021, the Government of India awarded him the Padma Shri, the country's fourth-highest civilian honour, in acknowledgment of his contributions to technology and entrepreneurship. Beyond his success in business, Vembu is often praised for his unconventional methods and deep-rooted principles. Instead of aligning with typical Silicon Valley models, he emphasized self-reliance, local empowerment, and decentralization.As of 2024, Forbes listed Sridhar Vembu as the 39th wealthiest individual in India, estimating his net worth at around ₹50,000 crore. Yet, despite this staggering success, he remains grounded in simplicity and continues to advocate for rural development and education. He actively promotes the idea that world-class talent can be nurtured outside major cities if given the right tools and opportunities.

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Want To File For Divorce In China? You Might Need A Booking Agent
Want To File For Divorce In China? You Might Need A Booking Agent

NDTV

time19 minutes ago

  • NDTV

Want To File For Divorce In China? You Might Need A Booking Agent

Singapore: Chinese medical office worker Qin Meng has found a lucrative side-hustle: she wakes up before midnight, fills in her clients' divorce certificate applications on a government website, then hits the confirm button exactly at the top of the hour. Miss it by seconds and the daily slots are "gone in the blink of an eye," says the 30-year-old, who charges 400 yuan ($56) for her service, bringing relief to couples who have sometimes spent six months trying for a slot. Demographers say the emergence of impromptu agents like Qin, who advertise on Chinese social media, is another sign of how the slowing economy is piling financial stress on married couples and contributing to the breakdown of relationships. The 2024 divorce rate is yet to be announced by the National Bureau of Statistics, but Yi Fuxian, a Chinese demographer and senior scientist at University of Wisconsin-Madison, expects it to hit 2.6 per 1,000 people, against a low of 2.0 during the COVID-19 pandemic. This compares with the most recent rates of 1.5 in Japan and 1.8 in South Korea. "Poverty destroys marriage," said Yi, warning divorce numbers were inversely correlated with birth rates and could worsen the country's demographic crisis. "China's economic downturn in recent years and the rising youth unemployment rate have reduced the economic capacity of families, exacerbated family conflicts, and thereby increased the divorce rate." While the economy is expanding at about 5% a year, Chinese households have been saving more because of concerns about job security and the impact of a prolonged property crisis. Much of the economic growth has relied on export competitiveness, but Chinese firms, hit by U.S. tariffs, have cut jobs or lowered pay to reduce costs, while millions of fresh university graduates are struggling to find work. The rising financial pressure was thrust into the spotlight last year after a driver rammed his car into a crowd killing 35 people in what was the country's deadliest attack in recent history. The court found that at the time of his offence, the driver was angry with his divorce settlement. He was sentenced to death. Soon after, the bi-monthly Communist Party magazine Qiushi re-published a 2016 speech by President Xi Jinping that argued "harmonious families lead to a stable society." FINANCIAL STRAIN In a further sign that the rebound in divorces is driven by financial strain, demographers point at data showing lower divorce rates in affluent coastal areas and higher ones in poorer inner and northern regions. Zhou Minghui booked her divorce appointment herself on the fifth attempt, after weeks of worry that her ex-husband might change his mind about their separation. Zhou said her motivation for divorce was what she described as her ex's "reckless financial investments". He had lost nearly 4 million yuan in the stock market in the space of three years, forcing the couple to sell their home, she said. Even then they were only able to repay just over half of the debt he had taken to buy the shares. "When the economy is in a downturn, people shouldn't be so eager to invest or consume," said 38-year-old Zhou, who works in the education industry in the southern city of Shenzhen. The COVID-era drop in divorce appears increasingly like an anomaly. Demographers say it was the result not only of the shutdown of non-essential public services, but also by the 2021 introduction of a 30-day mandatory cool-off period for couples seeking amicable divorce outside the courts. Couples need to get on the Civil Affairs Department's website twice - before and after that month-long breather - to book appointments to register their divorce. But the demand now far exceeds the available daily slots. The agents, people like Qin, have figured this out and advertise their services for anything from 50 yuan to 999 yuan. Qin has earned 5,000 yuan, nearly half her monthly salary from her day job, since she started the side gig "for fun" in March. She receives multiple daily enquiries and expects to earn much more. "The economy is not great, so there's more pressure at work and more conflicts in marriage," Qin said. "Divorce rates will keep rising."

Air travel is inherently stressful, want to reduce passenger anxiety: Hoi's Dhruv Godara
Air travel is inherently stressful, want to reduce passenger anxiety: Hoi's Dhruv Godara

Time of India

timean hour ago

  • Time of India

Air travel is inherently stressful, want to reduce passenger anxiety: Hoi's Dhruv Godara

Hoi was started as a travel-tech platform to revolutionise the airport experience for modern travellers. Launched initially in 2018 as a B2B platform, it evolved into a comprehensive airport concierge and was relaunched in 2023 with enhanced features. Hoi played a pivotal role during the COVID-19 pandemic by enabling contactless airport operations through an omnichannel presence spanning mobile app, website, and airport kiosks/tablets. In a conversation with ET Digital, Dhruv Godora, Deputy CEO, Hoi says since its relaunch, the platform has offered a range of smart solutions designed to ensure seamless and stress-free journeys. Currently operational across major airports across India, including Delhi, Goa, and Hyderabad, Godora says the platform transforms traditional airport processes into efficient digital experiences. Edited excerpts. The Economic Times: What is the idea behind starting Hoi and when did it start? Dhruv Godara (DG): At Hoi, we are trying to aggregate door-to-door services for an air traveller's journey meaningfully. Starting first with digitalising services at the airport and then radially spanning on both sides of it — from planning your travels, to the subsequent booking of travel, and guiding you on how to get to the airport, getting you to the airport, and then your experience beyond. It's about enhancing the traveller's experience from their point of departure to their destination, aggregating the entire value chain and putting it onto a single platform. It essentially becomes a super app for air travellers, which is our core vision. This comes from the insight that air travel is inherently stressful. You need to arrive hours in advance, go through security checks–it's not like regular travel. We saw an opportunity in the increasing digital penetration to reduce passenger anxiety by offering them a platform that simplifies their journey. Live Events Currently operational across major airports across India, including Delhi, Goa, and Hyderabad, Godora says the platform transforms traditional airport processes into efficient digital experiences. Once passengers engage with the platform, it reduces stress, making them more open to exploring other services. For example, we can offer e-commerce features like pre-ordering items, making it more comfortable to commerce at the airport. Our approach creates value for airports, the air travel ecosystem, and passengers alike. We launched our first product in 2020, just before the COVID wave hit. That period brought an immediate need for digitised commerce at airports, and we adapted our concept accordingly. ET: What do you mean by commerce within the airport? DG: Commerce within the airport includes services like food and beverages (F&B) and booking COVID tests. These were powered by Hoi during that time. Luckily, we had already onboarded the GMR Group of airports as a client, and we offered to digitise everything for them without affecting the commerce at the airport. Passengers could order F&B on the platform and collect it from outlets without direct contact. This started generating significant volume, with about 1,500–1,600 orders per day initially. Now we handle upwards of 2,000–3,000 orders daily across categories. ET: How did the focus expand beyond the airport? DG: After digitising airport services, we realised the need to extend our services beyond the airport. To create a larger impact, we started focusing on engaging travellers before they even arrive at the airport. This includes helping users plan itineraries, then subsequently book those itineraries, track flights, and navigate to the airport. Slowly and steadily, we are aggregating services across the entire travel spectrum. For planning itineraries, we are starting with flights and gradually expanding to travel planning. For example, if someone is travelling to Dubai, we will guide them on attractions and help plan their journey. By the end of the year, we aim to introduce the first AI-powered travel agent in the industry. Users will simply share their destination, budget, and dates, and the platform will generate a customised itinerary, allowing them to pick, choose, and book everything directly. We will source supply from various providers, but the core engine and intelligence is ours. ET: So, you run on the premise that airport services are fragmented and want to consolidate all of it into an app. What other technological aspects are you working on for airports like F&B? DG: Almost everything at the airport can be digitalised. Beyond F&B and retail, we are working on features like guided navigation within the airport. For example, users can find the nearest lounge or restroom through smart maps on our platform. Additionally, we are aggregating cab services and other transport options onto the platform, which is expected to roll out in the next quarter. ET: What are the challenges in expanding to new airports and what is your relationship with the GMR Group? DG: Each airport has its own set of systems and infrastructure. Integration is a challenge as we need to work with their flight operations database, IT infrastructure, and other unique setups. For instance, GMR Group provides access to Delhi, Hyderabad, and New Goa airports, and in the future, it will be Nagpur and Visakhapatnam as well, but integrating with other airports requires significant effort to align with their infrastructure and systems. GMR Group is our client. They onboarded us in 2020 to manage their passenger experience platform, and we have been working with them since. ET: How has Hoi funded its operation and what is the tech that powers the platform? DG: We are a bootstrapped company. Our initial contract with GMR Group gave us the runway to develop and deliver our services. Hoi operates on a microservices architecture, making it modular and scalable. We launch each vertical as a microservice, allowing seamless cross-platform integration. Our platform can power kiosks, mobile apps, and third-party websites, enabling flexibility and distribution. For example, we have partnered with OTA platforms to extend our reach. ET: What are your user numbers and engagements? How has the app performed? DG: Currently, we have a user base of over 1.5 million, with 1.3 lakh app downloads. While I can't comment on transaction numbers, these figures highlight the platform's traction. You can access the services through our partners, the airport kiosk, or the airport's website, besides the app. It's all a single backend in the background. ET: How do you address the challenges of entering the aviation sector? What challenges do you face when expanding to new places like Nagpur and Visakhapatnam and what kind of information do you need from airports? DG: In the aviation industry, there are strict regulations, and acquiring airport partnerships requires engaging in formal bidding processes and conducting extensive due diligence. When it comes to expansion, it's largely about integrations. Each airport has its own systems, and we need to integrate with multiple components like their operational database to access flight schedules. We also work with the airport's IT infrastructure, which varies significantly. For example, some airports are not fully digitalised. We first need to assess their digital readiness and then integrate our platform with their systems. This process can be time-consuming, as maintaining these integrations is equally challenging. 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Beyond the travel itinerary, our future services include, flight and hotel bookings, aggregating car providers to facilitate airport transfers, enhancing services within the airport, such as lounge access, meeting resources, and enabling Wi-Fi connections through the platform and post-arrival services, like providing smart baggage trackers that allow real-time tracking of luggage. We're also working on partnerships for lost and found solutions, similar to item-tracking technologies like Apple's AirTags. ET: What are some best practices from international airports that you'd like to replicate in India? DG: Some of the best airports globally, like Singapore's Changi, are digitally advanced. They aggregate all their services in a user-friendly and discoverable way. For instance, Changi and Schiphol excel at digital aggregation, where passengers can easily find and access services. Zurich Airport also stands out in making passenger services seamlessly accessible. Our aim is to replicate this approach for Indian airports, making services digitally aggregated, easily discoverable, and eventually scaling this model internationally.

Road to expansion clear, but 3rd-gen IITs are caught in loop of low enrolment & falling placements
Road to expansion clear, but 3rd-gen IITs are caught in loop of low enrolment & falling placements

The Print

timean hour ago

  • The Print

Road to expansion clear, but 3rd-gen IITs are caught in loop of low enrolment & falling placements

It was in 2015 that the government announced the establishment of six new IITs, in Palakkad, Bhilai, Jammu, Dharwad, Tirupati and Goa—with a plan for each to start with an 'initial intake of 180 students in the first year from temporary campuses, increasing to 450 in the second year and to 928 (including 840 undergraduates) in the third year'. New Delhi: Five third-generation Indian Institutes of Technology (IITs) established between 2015 and 2016 are falling short of their intake targets, recording fewer enrolments than available seats in masters and PhD programmes as well as declining placements, while some are also facing faculty vacancies, data reviewed by ThePrint shows. According to the 2017 Cabinet-approved figures, shared by IIT Tirupati, by 2023–24, the total student strength at IIT Tirupati and IIT Palakkad was to be 2,550 (including 900 undergraduate students), while for the remaining IITs, it was to be 2,540 (including 1,170 undergraduate students) across all courses. Data obtained by ThePrint under the Right to Information (RTI) Act and review of open source data, however, shows that many of these institutes are still falling short of meeting the projected figure. For instance, the current student strength of IIT Tirupati is about 1,700, which was projected to be achieved by the 2021-22 academic year. Responding to ThePrint, K.N. Satyanarayana, director, IIT Tirupati, said, 'The Cabinet approval for construction of a permanent campus for 1,200 students was given only in November 2017 as part of Phase A. Due to the impact of the COVID years, there has been some delay in reaching the targets. The Cabinet has just approved the Phase B construction to be completed by 2029, to further accommodate 1,300 students (total of 2500). All the IITs will be able to meet this revised target.' In case of IIT Dharwad, the projected strength for undergraduate students in 2023-24 was 1,170. However, it presently hosts 980 undergraduate students at its campus. 'The annual intake increase is based on various parameters, including the infrastructure. The institute is currently hosting over 980 undergraduate students on campus. We plan to expand further under Phase 1B of our construction project. Hence, progress of the institute is steady,' the institute said in a statement to ThePrint. Similarly, at IIT Bhilai, the projected strength of undergraduate students for 2023–24 was 1,170. However, only 756 undergraduate students were enrolled with it in 2023-24, falling short of the 2017 projection, the data shows. IIT Bhilai did not respond to queries by ThePrint, while IIT Palakkad refused to comment. This report will be updated if and when a response is received. In its response, IIT Jammu said the intake has been aligned with projections in the detailed project report. 'The institute has been scaling its intake progressively, in accordance with the approved plan, while taking into consideration the availability of infrastructure, faculty and other essential resources,' it said in a statement, even as it did not share its current strength of students. Even as the five IITs are yet to meet their targets, the Union Cabinet chaired by Prime Minister Narendra Modi on 7 May approved the expansion of their academic and infrastructure capacity. The initiative aims to enhance student intake by over 6,500 across undergraduate, postgraduate and PhD programmes over the next four years. Among the six new IITs, the government has not considered IIT Goa for expansion because it is yet to get a permanent campus. According to the initial plan, all six IITs were expected to start operating from a permanent campus in the fourth year of establishment itself. But data obtained shows that third-generation IITs have faced several challenges over the years, including vacant seats in postgraduate and PhD programmes, consistent faculty vacancies, gap between number of patents filed and granted at some institutes, and falling placements. Also Read: Eight '2nd gen' IITs set up in 2008-09 struggle for students, admissions 33% of target: CAG Postgraduate, PhD seats go vacant Data accessed by ThePrint shows that almost all of these institutes had vacant seats in postgraduate and PhD courses every year. But undergraduate courses did not see large scale vacancies. In the case of IIT Bhilai, of the 500 postgraduate seats available between 2017-18 and 2024-25, just 274 or 54.8 percent were filled. Similarly, only 315 of 510 PhD seats were filled at the institute between 2018-19 and 2024-25, leaving 38 percent seats vacant. At IIT Palakkad, of 452 postgraduate seats available between 2019-20 and 2024-25, only 384 were filled, leaving 15 percent seats vacant. Additionally, of the 802 PhD seats offered between 2017-18 and 2024-25, only 579 were filled, resulting in 28 percent of seats remaining vacant. In the case of IIT Tirupati, of 713 postgraduate seats available between 2018-19 and 2024-25, only 534 were filled, leaving 25 percent vacant. For PhD programmes, 413 of 542 seats offered between 2017-18 and 2024-25 were filled, with 24 percent remaining vacant. Responding to these vacancies, the IIT Tirupati director said, 'There has been a drop in applicants for the MTech and PhD programmes in all the institutions across the country. This has impacted the selection of quality candidates for these programmes.' The data further shows that IIT Dharwad started its postgraduate programme six years after becoming functional, in 2022, and between 2022-23 and 2024-25, only 102 of 152 seats were filled, leaving 33 percent vacant. In its response to ThePrint, IIT Dharwad said the institute started the MTech programme from academic year 2022-23 because of various factors like availability of new faculty members and demand for the course among the student community. 'The reason for vacant seats at Master's level is common among all IITs (i.e. 1st Generation, 2nd Generation, 3rd Generation) and it is because of non-availability of deserving students in the reserved category. Many of the students leave their Master's degree course on getting a job on the basis of their UG degree certificates and/or GATE (Graduate Aptitude Test in Engineering) score,' the institute said. In the case of IIT Jammu, vacancies persisted in undergraduate courses as well, with 13.6 percent of BTech seats remaining unfilled between 2016-17 and 2023-24. IIT Jammu told ThePrint in its statement that no specific reason can be attributed for the vacant seats. 'The percentage of vacant seats varies from year to year; however, admissions are conducted through the Joint Seat Allocation Authority based on merit lists published for various categories. As far as IIT Jammu is concerned, the institute is well-equipped with all necessary infrastructure and advanced research laboratories featuring modern equipment,' it stated. Faculty vacancies, patents At some of the newer institutes, teaching vacancies persist—for instance, IIT Tirupati had 14.3 percent of faculty positions vacant in 2024-25, 10.8 percent in 2023-24, 17.5 percent in 2022-23, and 21.6 percent in 2021-22, data accessed by ThePrint shows. IIT Tirupati director Satyanarayana said, 'Faculty recruitment is a continuous process. It is proposed to recruit another 25 faculty members in the current academic year, which will fill these vacant positions.' Similarly, at IIT Jammu, 35 percent of teaching and non-teaching posts were vacant in 2020-21, 34.6 percent in 2021-22, 23.8 percent in 2022-23, and 30 percent in 2023–24. The data also highlights a notable gap between the number of patents filed and those granted at several of these institutes. For example, between 2021-22 and 2024-25, IIT Jammu filed 38 patents, but none have been granted so far. Similarly, at IIT Palakkad, 55 patents were filed between 2019-20 and 2024-25, of which only 12 were granted. At IIT Dharwad, just 9 patents have been filed to date, with only 2 granted, RTI data shows. Falling placements Data shows a noticeable decline in placements over the years at the new IITs. At IIT Palakkad, the placement rate dropped drastically in 2024-25 at 68.83 percent, compared to 74.15 percent in 2023-24 and 90.05 percent in 2022-23. However, the institute stated in its RTI response that placement process for the year 2024-25 is still on and data had been provided till 28 April, 2025. In the case of IIT Tirupati, the BTech placement percentage was 63.47 percent in 2022–23, improved to 85 percent in 2023-24, but fell to 71.86 percent in 2024-25. A parliamentary panel report in March also flagged an 'unusual decline' in placements across IITs, including these five institutes, between the academic years 2021-22 and 2023-24. The panel's report showed that at IIT Jammu, placements declined from 92.08 percent in 2021-22 to 89.93 percent in 2022-23 and further to 70.25 percent in 2023-24. At IIT Dharwad, placements declined from 90.20 percent in 2021-22 to 65.83 percent in 2022-24 and 65.56 percent in 2023-24. At Bhilai, the placements dropped from 89.92 percent in 2021-22 to 85.84 percent in 2022-23 and then to 72.22 percent in 2023-24. In some cases, the average salary offered to students also declined. For instance, at IIT Bhilai, the average salary was Rs 14.12 lakh per annum in 2021-22, which declined to Rs 12.51 lakh per annum in 2023-24, the RTI data shows. (Edited by Nida Fatima Siddiqui) Also Read: IITs have been wooing foreign students hard for 5 yrs. They haven't cracked the code yet

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