H.G. Infra Engineering wins 300 MW battery storage project from Gujarat Urja Vikas Nigam
This contract award highlights HGINFRA's growing presence and expertise in renewable energy and energy storage solutions. The project, which is entirely domestic in nature, aims to strengthen Gujarat's power grid by integrating sustainable energy storage solutions that will support better energy management and grid stability.
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Under the terms of the agreement, the execution timeline for the 300 MW/600 MWh battery storage system is set at 24 months. This development marks a step forward in India's efforts to enhance energy storage capacity, with GUVNL leading the way in facilitating large-scale storage solutions within the domestic market.
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Yahoo
a day ago
- Yahoo
Bioethanol plant deems lack of Government support an ‘act of economic self-harm'
The UK's largest bioethanol plant has described a Government decision not to offer direct funding to the industry as 'a flagrant act of economic self-harm' which will force it to close. Vivergo Fuels, near Hull, warned earlier this year that it was in imminent danger of closure as crisis talks continued with the Government. This followed the end of the 19% tariff on American bioethanol imports as part of the recent UK-US trade deal. On Friday, the Government said: 'This Government will always take decisions in the national interest. 'That's why we negotiated a landmark deal with the US which protected hundreds of thousands of jobs in sectors like auto and aerospace. 'We have worked closely with the companies since June to understand the financial challenges they have faced over the past decade, and have taken the difficult decision not to offer direct funding as it would not provide value for the taxpayer or solve the long-term problems the industry faces. 'We recognise this is a difficult time for the workers and their families and we will work with trade unions, local partners and the companies to support them through this process. 'We also continue to work up proposals that ensure the resilience of our CO2 supply in the long-term in consultation with the sector.' Ben Hackett, managing director of Vivergo Fuels, said: 'The Government's failure to back Vivergo has forced us to cease operations and move to closure immediately. 'This is a flagrant act of economic self-harm that will have far-reaching consequences. 'This is a massive blow to Hull and the Humber. 'We have fought from day one to support our workers and we are truly sorry that this is not the outcome any of us wanted. 'This decision by ministers will have a huge impact on our region and the thousands of livelihoods in the supply chain that rely on Vivergo, from farmers to hauliers and engineers.' Mr Hackett said the industry has faced 'unfair regulations' for years that favoured overseas producers, and the recent US-UK trade deal pushed the sector 'to the point of collapse'. He said: 'We did everything we possibly could to avoid closure, but in the end it was the Government that decided the British bioethanol sector was something that could be traded away with little regard for the impact it would have on ordinary hard-working people. 'We did not go down without a fight and I hope that the noise we generated over the past three months will make the Government think twice before it decides to sign away whole industries as part of future trade negotiations.' A spokesman for Associated British Foods, which owns Vivergo, said: 'It is deeply regrettable that the Government has chosen not to support a key national asset. 'We have been left with no choice but to announce the closure of Vivergo and we have informed our people. 'We have been fighting for months to keep this plant open. 'We initiated and led talks with Government in good faith. We presented a clear plan to restore Vivergo to profitability within two years under policy levers already aligned with the Government's own green industrial strategy.' The spokesman said the Government had 'thrown away billions in potential growth in the Humber and a sovereign capability in clean fuels that had the chance to lead the world'. The bioethanol industry, which also includes the Ensus plant on Teesside, has argued the trade deal, coupled with regulatory constraints, has made it impossible to compete with heavily subsidised American products. Vivergo said the Hull plant, which employs about 160 people, can produce up to 420 million litres of bioethanol from wheat sourced from thousands of UK farms. It has described bioethanol production as 'a key national strategic asset' which helps reduce emissions from petrol and is expected to be a key component in sustainable aircraft fuel in the future. The firm recently signed a £1.25 billion memorandum of understanding with Meld Energy to anchor a 'world-class' sustainable aviation fuel facility at the site. But Meld Energy said earlier this month uncertainly over the bioethanol industry was putting this plan in jeopardy. The Vivergo plant is also the UK's largest single production site for animal feed, and the company says it indirectly supports about 4,000 jobs in the Humber and Lincolnshire region. Vivergo has said it buys more than a million tonnes of British wheat each year from more than 4,000 farms, and has purchased from 12,000 individual farms over the past decade. But it took its last wheat shipment earlier this month. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Fast Company
a day ago
- Fast Company
How winners emerge in times of uncertainty
Between oscillating tariff talks, AI 's potential for massive disruption across industries, and emerging cross-border data regulations, markets are in commotion. The lack of clarity makes it hard for many business leaders to make confident decisions, but it's especially challenging for big organizations. Because of their size and structure, these larger companies are cautious by design. But being careful will only get you so far. It's these moments of uncertainty when winners are decided. Winners use uncertain times to take chances, run experiments, and, in short, act as opposed to sitting on their hands and waiting to see what's going to happen next. You win in business by being contrarian and by being right, and 'going with the flow' is a fast track to failure. The accounting industry is one example of an environment in which many players, including the big ones, are in 'wait and see' mode. But that's a mistake. Because so much of accounting is rules-based, data-driven work, it is a perfect use case for emerging AI technologies. This is especially true because there just aren't enough people graduating from college to enter this field to keep up with demand. AI can help bridge the gaps left by this talent shortage. However, indecision and uncertainty are plaguing some organizations that have yet to make a move on AI. Many firms want to capitalize on AI, but are stuck in discussion loops about how and when they can implement these tools. Planning sometimes extends over months without any meaningful progress. Amid the uncertainty , many accounting firms have thrown their lot in with private equity firms, selling shares to investors as a way to bring in new cash and help to prepare for whatever might come next. Private equity looks for returns first through efficiency. I wouldn't bet against them and their ability to squeeze efficiency out of the accounting industry, including through use of new technology. But it's hard to imagine the future winners in the space will be the firms focused on efficiency gains. The accounting industry is ripe for disruption, and those who are willing to take a chance have a lot to gain. Because of technology-driven shifts, market share in the accounting industry will be up for grabs over the next several years, and only those new entrants and incumbents who are actually pursuing growth bets—not just efficiency plays—will be in a position to get a piece of the reconfigured pie. Will PE buyers let their accounting industry assets experiment for growth in capital inefficient ways? Time will tell. What we know is that the firms that do not take decisive action now are going to be left behind. REIMAGINING AI Most big company applications of AI technology are focused on efficiency gains, but that barely scratches the surface of what this powerful technology is capable of. There are three main ways companies can use AI: improve efficiency (reduce expenses), enhance the customer experience, and create entirely new business models. It's that last category that is the most exciting, because it's about creating the kind of new businesses enabled by AI that we couldn't have dreamed of before. The problem is that we're still in the nascent stage of AI use and it's hard to imagine entirely new business models—especially when you're working to preserve an existing, reliable business model! Think about it like this: over 100 years ago, when movies were first being made, they looked like stage plays. There was one camera. People came into the scene and acted in front of the camera as though they were in front of an audience because that is what people were used to. It took a while before mainstream moviemakers realized there were new and different ways to use the camera to tell stories. It took decades for movies to develop new technologies because so many couldn't think outside of how it had been done in the past. The same thing is happening with AI right now. People are considering how to apply AI to what has already been done, and the result is often just that you can do it a little bit cheaper or a little faster with AI. What organizations need to be doing is figuring out how to use AI to unlock whole new areas of growth, and large organizations are lagging in this effort. Plenty of new business models are being invented right now—but the work is being done by agile startups, not large corporations. We have many such startups in our portfolio. To develop new business models, large corporations need to be running far more experiments—fast, cheap, and 'weird' experiments that challenge status quo beliefs about the way things are done. Venture building is a fantastic engine for such experimentation, as long as the governance and incentives are properly designed. Waiting to see where things are going is a doomed strategy. Whether you're figuring out how to inject AI into your accounting workflows or dreaming up totally new business models, the only way to succeed is by doing. There is no data about the future. The only way to get data about the future is to create it. Action creates data.
Yahoo
2 days ago
- Yahoo
CHARLEBOIS: Why are we trading our breadbasket for a battery pack?
China's announcement this week of a 75.8% tariff on Canadian canola seed, effective Thursday, is not an isolated policy shift — it's the latest escalation in a trade conflict that Ottawa itself helped set in motion. Earlier this year, on March 20, Beijing imposed 100% tariffs on Canadian canola oil, canola meal, and peas, along with an additional 25% on lobster and pork. These measures were already weighing on our agri-food exports. The catalyst for this latest blow came in September 2024, when the federal government moved to impose 100% duties on Chinese electric vehicles (EVs), aligning itself with Washington's protectionist stance to safeguard the North American EV market. Days later, China launched an anti-dumping investigation into Canadian canola, culminating in this preliminary 75.8% duty — collected as a deposit — while a final ruling is still pending. Let's be clear: There is no dumping of Canadian canola into China. Dumping implies selling at prices below production costs or below those in the home or other export markets, typically to capture market share unfairly. Canada's canola market is highly transparent and globally competitive — these allegations are without merit. What China is doing is strategic — they know canola's economic and symbolic weight in Canada. The very name 'canola' comes from 'Canada Oil,' a 1970s innovation that transformed rapeseed into a high-value, versatile oilseed crop. It is both an economic powerhouse — worth $43 billion annually — and an emblem of Canadian agricultural ingenuity. By targeting canola, Beijing isn't just disrupting trade — it's striking at the heart of Canada's agri-food brand. The timing is no accident. With harvest just weeks away, farmers have little capacity to pivot to alternative buyers. Australia may pick up some of China's demand, but it cannot replace Canada's supply capacity. This means the immediate economic pain — falling prices, reduced revenues, and likely losses — will be felt disproportionately by Canadian farmers. What might have been a break-even year is now a probable deficit for many producers. EDITORIAL: Crushed by the two tariff tyrants GOLDSTEIN: Carney's energy minister makes business case for natural gas GUNTER: Pure folly for Liberals to try to force electric vehicles on Canadians The backdrop to all of this is Ottawa's high-stakes bet on the EV sector. Despite nearly $50 billion in combined federal and provincial investments, Canada's EV industry is faltering. Sales are dropping, mandates are clashing with market realities, and major projects are delayed or shelved. Without a significant acceleration in charging infrastructure, policy recalibration, and restored investor confidence, the sector risks collapse. The federal government's trade stance is effectively protecting a fragile EV industry at the expense of a robust and profitable canola sector. One is speculative and policy-driven, the other is market-proven and globally competitive. The policy choice here should be obvious: Canada must either adjust its EV tariff position toward China or carve out exemptions to protect agricultural exports. Beijing has made its expectations clear. This latest dispute is part of a broader pattern of trade isolation. In the past year alone, three major economies — China, India, and the United States — have imposed or escalated measures against Canada's agri-food sector. India has maintained tariffs on lentils and other pulses since mid-2024, the U.S. continues to levy higher duties on softwood lumber, steel, aluminum, and certain agricultural products, and CUSMA disputes are adding non-tariff friction. The lesson is simple: Canada is more geopolitically isolated today than at any point in recent memory. Our agri-food sector is being used as collateral in unrelated industrial policy fights. Unless the federal government recalibrates its trade strategy, Canadian farmers will keep paying the price for political decisions made far from their fields.
