
ILP in Dimapur, Chumoukedima & Niuland districts
Dimapur
: Dimapur deputy commissioner
Tinojongshi Chang
has confirmed that the
inner line permit
(ILP) will be implemented in Dimapur,
Chumoukedima
, and
Niuland
districts, reaffirming the state cabinet's May 14 decision, reports Bhadra Gogoi.
Speaking at a meeting with non-Naga communities, Chang addressed past uncertainty surrounding ILP enforcement, noting that previous notifications in 2018, 2019, and 2023 did not materialise due to Covid-related disruptions and other issues. However, he assured attendees that this time, implementation is definite.
Dimapur: Dimapur deputy commissioner Tinojongshi Chang has confirmed that the inner line permit (ILP) will be implemented in Dimapur, Chumoukedima, and Niuland districts, reaffirming the state cabinet's May 14 decision, reports Bhadra Gogoi.
Speaking at a meeting with non-Naga communities, Chang addressed past uncertainty surrounding ILP enforcement, noting that previous notifications in 2018, 2019, and 2023 did not materialise due to Covid-related disruptions and other issues. However, he assured attendees that this time, implementation is definite.

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Time of India
3 hours ago
- Time of India
Have to deliver maximum planes to IndiGo, AI: Airbus
NEW DELHI: For Airbus, IndiGo and Air India are now among the top three airline customers globally with the maximum backlog or aircraft yet to be delivered, according to the aerospace major's EVP (sales, commercial aircraft) Benoit de Saint-Exupery. It has to deliver 916 and 344 aircraft, majority of which are narrow body, to IndiGo and AI, respectively, said an official. Malaysia-based AirAsia Group, which once used to run a JV airline in India with the Tatas, is at the second spot at 393 planes. In Delhi for the IATA AGM, Benoit had some good news for airlines that are getting increasingly frustrated with delivery delays (including from Boeing too). "We are seeing the first signs of stability in supply chain. We (are) now back to the pre-Covid level of producing 60 A320 family of single aisle planes every month and hope to increase this number to 75 by 2027. We have the orders and are ramping up production and every commercial (Airbus) aircraft that's flying going forward will be made partly made in India," Benoit said. Asked if the order book for 1,750 planes from IndiGo and AI makes a case for India to get a final assembly line (FAL), Benoit said: "We will have final assembly lines on the other products (one for H125 helicopters for its civil range and other for C295 military aircraft). by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Anvisa aprova solução para ajudar a reduzir gordura visceral da barriga em 7 dias! Você Mais Saudável Hoje Saiba Mais Undo On commercial aircraft side, we are looking at expanding our footprint with industry here in India. Sourcing from India has much value than an FAL for commercial aircraft and we are constantly increasing the same from here. Airbus sourcing from India was $500 millon in 2020. We crossed the $1-billion mark in 2023 and last year we were at $1.4 billion. We will reach $ 2 billion before the end of the decade." Remi Maillard, president of Airbus India and MD of south Asia region, said: "India is not only a market for us. It has become a strategic resource and industrial base for Airbus." About delays in aircraft deliveries due to supply chain issues, Benoit said: "Now we are seeing the first signs of stability in the supply chain. But you, you never quite rest because, as we all know, the situation can change quite quickly nowadays." Stay informed with the latest business news, updates on bank holidays and public holidays . AI Masterclass for Students. Upskill Young Ones Today!– Join Now
&w=3840&q=100)

Business Standard
4 hours ago
- Business Standard
Demand for non-US assets revives flows into emerging markets: Macquarie
Investors are narrowing spreads between US and non-US assets Samie Modak New Delhi Listen to This Article Emerging markets (excluding China) saw $13 billion in foreign inflows in May — the highest since December 2023 — according to Macquarie. This surge, following months of outflows, was driven by renewed investor appetite for non-US assets. India ($2.3 billion), Taiwan ($7.6 billion), and Brazil ($2 billion) led the inflows. Macquarie strategists Viktor Shvets and Kyle Liu noted that 'American exceptionalism is eroding gradually, not collapsing,' which is fostering a slow rise in US risk premia and avoiding disorderly asset repricing. Investors are narrowing spreads between US and non-US assets, benefiting the Eurozone, Japan, and emerging markets with strong secular


The Hindu
6 hours ago
- The Hindu
Multiple colliding market trends made Infosys reexamine business fundamentals: Nandan Nilekani
Multiple trends were colliding, in the global markets, and that led Infosys to reexamine the fundamentals of its businesses, said Nandan M. Nilekani, Chairman, Infosys. 'As we contemplate the developments of the last few months, we know we are in an era of uncertainty that we have never seen before. Multiple trends are colliding and leading us to reexamine the fundamentals of our businesses,' he wrote to shareholders in the company's annual report FY'25. He said, 'As geopolitics becomes front and centre in our lives, we are having to take cognizance of the world not as one single global market but as fragmented blocs and countries. This means making strategic choices and even navigating between these blocs.' According to Mr. Nilekani, COVID brought into focus the critical and pressing need to de-risk the supply chain and build viable alternatives. 'It was no longer enough to deliver just-in-time; we had to also factor in for just-in-case,' he told shareholders. He further said, now tariffs were further driving home the point that the company has to diversify its sourcing. 'Tariffs will be differentiated across products and countries and will likely keep changing. Bilateral and regional rules of trade will dominate. Supply chains will continue to shift as tariffs become another form of arbitrage,' he pointed out. Uncertainty with AI On AI, he wrote, its advent with all its possibilities and potential created another arc of uncertainty. As enterprises looked at applying AI to every aspect of the business, some long standing challenges would become imperative and self-evident to firms. For example, the need to modernise legacy systems, and the need to create data architecture so that all the firm's data would become consumable by AI, in a holistic manner, could no longer be put off, he elaborated. 'Firms will need to have an AI foundry for rapid innovation and an AI factory to scale successful innovations across the enterprise. While embracing AI will bring a goldmine of opportunities, it will not be entirely without some foreseeable risks,' he further wrote. Mr. Nilekani also stated that regulatory variances across regions would need to be incorporated into one's strategy. 'The early learnings from enterprise AI adoption gives us a glimpse of these potential challenges that lie on the path ahead,' he said. Moving on changes in Earth's climate system, he cautioned, climatic change and the associated energy transition added to the crucible of uncertainties. So much of the future depended on innovation and the form of energy that would fuel us forward – solar, wind, batteries, pumped hydro, green hydrogen, nuclear, carbon capture and storage, etc, he added. 'Global climate deals will set the pace of change. The only thing certain is that electricity will play a much bigger role in the days ahead. And the pace of its rollout will be contingent on building new transmission lines, setting up charging stations, and acquiring more transformers.' However, he added, this transformation would naturally be constrained by regulatory cholesterol. The price of various commodities will rise, and fall based on the speed of transition. And many assets could well be stranded. There was not a sector that remained unscathed as rapid business and technological disruption forced businesses to adapt and advance, he said, adding every business vertical was facing challenges of various kinds. Car makers were dealing with the transition from ICE engines to batteries. Pharma companies were looking at accelerating the pace of drug discovery with AI. Logistics companies were dealing with the complete reordering of global supply chains. Financial service companies were considering the tokenization of their assets. Energy companies were assessing the long-term demand for their products. Utilities were facing a distributed future. Manufacturing companies are navigating the advent of robots and 3D printing. Service companies were dealing with AI agents performing their tasks, Mr. Nilekani wrote.