HCLTech CEO earned Rs 95 crore: Here are India's highest-paid IT bosses
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Hans India
29 minutes ago
- Hans India
Rolls-Royce to scale-up capabilities in India including MRO partnerships and supply chain, aligned to India-UK CETA and Defence industrial roadmap
As the India-UK Comprehensive Economic and Trade Agreement (CETA) comes into effect, Rolls-Royce plans to accelerate its aerospace and defence engagement with India. Among its areas of focus is the exploration of a Maintenance, Repair and Overhaul (MRO) capability in India for the AE2100 engine, to support and sustain the fleet. Speaking about Rolls-Royce's plans alongside the recent developments, Abhishek Singh, Senior Vice President – Defence (India and South-East Asia), Rolls-Royce said, 'Rolls-Royce has a strong legacy in India, and we look forward to strengthening our in-country capabilities alongside the strong framework for bilateral collaboration set out by the CETA and the UK-India Vision 2035 roadmap. We are exploring potential opportunities to set-up an MRO for the AE2100 engine operated by the Indian Air Force, and to further scale the partnership for assembly and testing for the multi-role transport aircraft (MTA) programme.' He added that the growing bilateral dialogue between the two countries creates the right environment for Rolls-Royce to explore closer collaboration with Indian partners on defence, technology and innovation to co-develop power and propulsion technologies for India and the world. 'We see India not just as a growth market, but as a strategic partner for co-development, innovation and capability-building. This next chapter, under the defence industrial roadmap, is about creating the right frameworks to deepen a partnership built on trust, talent, and technology.' The new momentum comes at a time when Rolls-Royce recently announced its intent to double its sourcing from India over the next five years. The company is exploring expansion of its supply chain base in India across its verticals including for complex aero engine parts, in line with India's strategic focus on greater participation in global supply chains. Through its collaborative partnerships in India, Rolls-Royce aims to bring more of its global technical expertise closer to the point of need, while also engaging and nurturing the local talent and supplier ecosystems. Speaking about the provisions of the India-UK CETA in relation to the Aerospace sector, Abhishek said, 'We welcome the provisions in the India-UK CETA that align aerospace trade with international standards set forth by the World Trade Organisation. We see this as a launchpad for future growth with our Indian partners across both defence and civil aerospace.'
Hans India
29 minutes ago
- Hans India
CXOs need to do more to build customer trust in their AI deployments: EY India
EY India 'Responsible AI Pulse Survey' reveals a gap between how Indian consumers and C-suite executives perceive AI risk. While consumers express risk over job displacement, misinformation and loss of control, 27% of CXOs share these concerns underscoring an urgent need for stronger governance and a deeper engagement with public sentiment. The survey highlights that 37% of CXOs struggle to develop AI governance frameworks that keep pace with today's technologies, and 30% believe their current approach to technology risk is inadequate for the next wave of AI. By contrast, consumer respondents are far more uneasy: 68% worry about AI-generated false information being taken seriously, 56% fear significant job losses, and 61% are concerned that AI could spiral beyond human control. Yet 73% of organizations report having AI embedded in key initiatives, suggesting many leaders may be underestimating the social and reputational risks. 'Our survey reveals a widening confidence gap: consumers are deeply uneasy about misinformation, job displacement and unchecked AI, yet a smaller portion of CXOs share those worries,' says Mahesh Makhija, Partner & Technology Consulting Leader, EY India. 'Closing this gap starts with embedding robust governance, clear accountability and open dialogue with your customers at every stage of the AI lifecycle.' That confidence gap extends across all pillars of Responsible AI. Despite these gaps, Indian enterprises are steadily advancing their AI maturity. 30% of CXOs report fully integrated, scaled AI solutions enterprise-wide; 43% say AI is embedded in most initiatives and is being refined to transform operations; and the remaining 27% are aligning AI integration with a strategic roadmap. Notably, none of the surveyed organizations remain at pilot or proof-of-concept stages, signalling a broad shift from experimentation to operationalization and scale.
Hans India
29 minutes ago
- Hans India
Boult Rolls Out Bold New Identity ‘GOBOULT' to fuel Premium Play, Targets 1000cr Goal this year, 10x Retail Expansion, and Global Push
The digital-first consumers of today live fast, think forward, and act without waiting for permission. They demand brands that move at their speed, and GOBOULT delivers on that momentum. The word "Go" signals a mindset shift, with speed, ambition, and transformation woven into the brand's DNA. And this transformation is extended across the entire business strategy, from product design and retail expansion to global positioning and consumer experience. The new brand logo features two symbolic elements: a screwhead and an arrow. The screw embodies inner strength, innovation, and precision, while the arrow signifies the addition of the word 'Go' in the brand, implying movement of the brand into building futuristic tech, and transformation. Together, they embody who GOBOULT is and where the brand is headed. Varun Gupta, the Co-founder of GOBOULT, shared, "Boult has always been more than a brand to me; it started as a passion project, something I built from scratch with heart, hustle, and belief and with GOBOULT, it's not just a new name; it's a personal milestone. We are changing the way we think, operate, and build. GOBOULT is a brand that aligns with and is prepared for the pace and personality of the next generation. The rebrand reflects our commitment to moving faster, thinking bigger, and taking Indian innovation global. For me, this is not just about keeping up with change but leading it. GOBOULT is a rebuild, a reboot, and a step toward creating a global Indian tech brand that's as bold as the youth we serve.' GOBOULT is advancing into the ₹2,000+ average selling price (ASP) segment, where it will provide a product portfolio that prioritises design and places a greater emphasis on wearables, fashion-aligned audio devices, and tech-driven personal gear. The brand is bolstering its premiumization strategy by prioritising product innovation, Gen Z design sensibilities, and an omnichannel presence. GOBOULT will increase its retail presence from 3,000 to over 30,000 stores in general trade, modern retail, and experience-first formats over the course of the next 18 months. It is expected that this will lead to a significant shift in the company's revenue balance, as offline sales become a critical aspect of the business The company is allocating a sum of 25 crores to R&D and design innovation, with a particular focus on the development of an AI-first company, building more intelligent hardware, the deeper integration of software, and the creation of intuitive user experiences. Furthermore, it plans to build up its engineering and design teams to facilitate this expansion. GOBOULT is presently in the process of preparing for international expansion by next year, with an initial focus on the United States, Europe, Southeast Asia, and East Asia. The new name and identity have been developed to resonate with both Indian and global audiences, positioning GOBOULT as a personal tech brand that is prepared for the future. "We are coordinating to ensure that all touchpoints of our business deliver a premium experience, including the retail floor, packaging, and product. Our expanded retail presence, robust product pipeline, and global expansion strategy position GOBOULT for its next growth chapter as we build toward our ₹2,000 crore vision by 2030," said Tarun Gupta, Co-founder of GOBOULT. Additionally, the organisation is emphasising partnerships that integrate technology and pop culture, as well as design-first collaborations, including limited-edition product releases. Its most recent Mustang collaboration was the catalyst for this trend. This transformation reflects GOBOULT's aspiration to become one of India's most prestigious personal technology brands, thereby laying the foundation for future IPO readiness and long-term global expansion.
