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Arundhati Bhattacharya, President and CEO of Salesforce South Asia, has been awarded the prestigious Padma Shri, one of India’s highest civilian honours. She received the award from the Honourable President of India, Droupadi Murmu, in a ceremony held at the Rashtrapati Bhavan on Sunday.

Bhattacharya, a leader in India’s banking and technology sectors, described the moment as both humbling and unforgettable. Expressing her gratitude, she emphasized the added significance of receiving the honour from a pioneering woman leader like President Murmu.

“To be recognised with one of the nation's highest civilian honours is a privilege in itself; to receive it from a trailblazing woman leader makes it even more special and inspiring,” Bhattacharya wrote on LinkedIn.

Reflecting on her journey, she credited her achievements to the unwavering support of her family, colleagues, mentors and friends. “Every step of this journey has been possible only because of the encouragement, partnership and belief of so many around me,” she noted.

As the former Chairperson of the State Bank of India (SBI) and the first woman to hold that position in the bank’s history, Bhattacharya has been widely acknowledged for transforming legacy institutions and driving digital innovation. Since joining Salesforce in 2020, she has been instrumental in expanding the company’s presence in South Asia and advocating for technology-driven growth and inclusivity.

Bhattacharya said the honour has only deepened her resolve to continue contributing meaningfully to the industry, to technology, and to the wider community. “This honour is as much yours as it is mine,” she said, addressing all those who have supported her throughout her career.

Arundhati Bhattacharya awarded Padma Shri for contributions to banking and technology

In 2025, US President Donald Trump implemented a series of sweeping global trade tariffs, which he described using various terms and phrases to emphasize their significance and intended impact. Here's a list of how he characterized these tariffs in Trump-fashion: 

"Liberation Day" and "Declaration of Economic Independence": On April 2, 2025, Trump proclaimed this date as "Liberation Day", marking it as "one of the most important days in American history." He used this term to signify a pivotal shift in US trade policy. ​

"Declaration of Economic Independence": During the same announcement, Trump referred to the new tariff policy as the United States' "declaration of economic independence," indicating a move towards self-reliance and protection of domestic industries. ​

"Reciprocal Tariffs" and "Beautiful, Simple System": Trump described the tariffs as "reciprocal," aiming to match or counteract the trade barriers imposed by other countries on US goods. ​He pledged to implement a "beautiful, simple system" of import duties. 

"Strategic Uncertainty": The Trump administration, through Treasury Secretary Scott Bessent, defended the unpredictable nature of the tariffs as "strategic uncertainty." This approach was intended to pressure trade partners into negotiations and encourage domestic investment. ​

"National Emergency": Trump declared a national emergency to address what he termed a "large and persistent US trade deficit," using this as a basis to implement the tariffs. ​

"We're going to start being smart, and we're going to start being very wealthy again": He expressed optimism that the tariffs would lead to increased domestic production and economic prosperity. ​Trump claimed that the revenue generated from the tariffs would significantly benefit the US economy. ​

‘Liberation Day’ to ‘Strategic Uncertainty’: All the ways Donald Trump branded his 2025 trade tariffs

Coffee chain Starbucks reported weaker-than-expected quarterly earnings and a continued decline in same-store sales, highlighting the challenges facing the company as it seeks to reinvigorate its core business.

The Seattle-based company posted second-quarter net income of $384.2 million, down sharply from $772.4 million, a year earlier. Operating margins also declined significantly, dropping to 6.9 percent from 12.8 percent, a slide executives attributed to rising labor costs and a shift away from automation.

Despite the disappointing results, Chief Executive Brian Niccol insisted that early signs of progress are emerging from the company’s “Back to Starbucks” turnaround plan. “Our financial results don’t yet reflect our progress, but we have real momentum,” Niccol said in a video posted on Starbucks’ website. “We’re testing and learning at speed and we’re seeing changes in our coffeehouses.”

Under Niccol, who assumed the CEO role last September, Starbucks has sought to sharpen its focus on coffee and the customer experience, pulling back from automation initiatives that had, in some cases, led to slower service and customer dissatisfaction.

The numbers, however, suggest the turnaround has yet to gain traction with consumers. Global same-store sales declined 1 percent in the quarter, marking the fifth consecutive period of negative growth. Transactions slipped 2 percent. In the United States, which remains Starbucks’ largest market, transaction volume fell 4 percent, leading to a 2 percent drop in same-store sales. In China, the company’s second-largest market, sales were flat, as an increase in foot traffic was offset by lower average spending.

Speaking on the company’s earnings call, Niccol acknowledged the missteps of previous strategies. “At this stage in our turnaround, (earnings per share) shouldn’t be used as a measure of our success,” he said, emphasizing recent staffing increases and operational shifts intended to improve service.

Among the changes, Starbucks has paused the rollout of several pieces of automated equipment, including its Cold Pressed Cold Brew system and new heating devices for food items, redirecting investment toward in-store labor. “We believe this evolved, labor-focused approach has more potential to improve throughput and connection while minimizing future capital expenditures on equipment,” Niccol said.

To counter flagging traffic, the company has ramped up promotional efforts and begun restructuring parts of its corporate operations. In February, Starbucks said it would cut approximately 1,100 corporate positions in an effort to streamline decision-making and reduce costs.

External factors have added further complexity. The company cited trade tensions and tariff policies, as risks to its cost structure. Roughly 10 to 15 percent of Starbucks’ product and distribution costs are tied to green coffee, said Cathy Smith, the company’s chief financial officer. “We expect that the balance of this fiscal year will bring some challenges as we navigate a dynamic macroeconomic environment, including tariffs and volatile coffee prices,” the company noted in a regulatory filing.

Still, Niccol expressed confidence in the direction of the turnaround. He pointed to improved service speeds and positive responses to recent marketing campaigns. Starbucks is also investing in store enhancements, including upgraded seating and more premium finishes, to encourage customers to linger.


<a href="https://www.storyboard18.com/brand-makers/tata-consumer-products-on-track-to-open-1000-starbucks-stores-in-india-by-fy28-63169.htm">Read more: Tata Consumer Products on track to open 1,000 Starbucks stores in India by FY28</a>

Starbucks leans on stores, customer experiences and marketing in bid to revive sales amid ongoing slump

Bajaj Finserv has announced a series of key leadership changes approved by the Board of Directors, based on the recommendation of the Nomination and Remuneration Committee. As per the exchange filings, Manish Jain, Sidhant Dadwal and Harjeet Toor have been elevated to the role of Deputy Chief Executive Officer, effective May 1, 2025. 

Currently, they serve as Presidents within the organization and will take on expanded responsibilities, including oversight of additional lines of business. They will continue to report to Anup Saha, Managing Director, and will play a crucial role in achieving the company’s business objectives.

Manish Jain brings with him close to 27 years of industry experience, including 11 years at Bajaj Finserv, during which he has led diverse portfolios such as Marketing, Consumer Finance and Fixed Deposits. 

Sidhant Dadwal has more than 22 years of experience, with 17 of those years spent at Bajaj Finserv. He has successfully led key business verticals such as Business Loans, Professional Loans, New and Used Car financing, and Industrial and Medical Equipment Finance. 

Harjeet Toor, who joined the company three years ago, has a career spanning over 31 years. He has held leadership roles across Consumer Finance, Cards, Wealth Management, and the Retail-SME & Commercial segments. 

In addition to these appointments, the company also announced that Vivek Likhite, President – Corporate Audit Services, will cease to be part of the senior management upon reaching the age of superannuation. Furthermore, Kurush Irani, President – Corporate Social Responsibility, who currently oversees the CSR function, has been de-classified as senior management personnel.

Leadership reshuffle at Bajaj Finserv; Manish Jain, Sidhant Dadwal, Harjeet to take Deputy CEO roles

President of India, Droupadi Murmu conferred the Padma Vibhushan on Osamu Suzuki, former chairman, Suzuki Motor Corporation and former director and honorary chairman, Maruti Suzuki India Limited, posthumously. The formal conferment ceremony took place at the Rashtrapati Bhawan in New Delhi on 28th April 2025.


This was in recognition of his contribution in the field of trade and industry. Toshihiro Suzuki, representative director and president, Suzuki Motor Corporation, accepted the award on behalf of his father.

 
Suzuki said, “My sincere gratitude to the Honourable President of India and the Government of India for awarding the prestigious Padma Vibhushan to my father, Osamu Suzuki, former chairman, Suzuki Motor Corporation. I have just received this high-level award on his behalf, and I am deeply honoured. I believe he is, from heaven, looking back fondly on the 45 years he spent with India, his second home.”

 
He added, “This award goes not only to my father, but also to all the people who have worked at Suzuki, Maruti Suzuki and all our business partners, who have supported us in this journey. My father must be feeling very proud today. I am also feeling extremely proud to receive this award. All the employees at Suzuki and Maruti Suzuki and our business partners must be feeling proud of this recognition. This award also expresses thanks to the `love of Indian people towards Suzuki’. This award belongs to all of you.”

 
He further added, “We, at Team Suzuki, will carry forward the commitment of Osamu Suzuki with the same passion to bring inclusive and sustainable mobility solutions that will be loved by the people of India.”

 
Starting with 1 lakh unit annual capacity in 1983, under the leadership of Suzuki, Maruti Suzuki achieved significant milestones, including reaching a cumulative automobile production of 30 million units and an annual production of 2 million units in 2024, stated the company in a statement. Furthermore, automobile exports from India, which commenced in the 1980s, surpassed 3 million units cumulatively. Today, Maruti Suzuki contributes to around 43 percent of total passenger vehicle exports from India.


Read More: <a href="https://www.storyboard18.com/brand-makers/maruti-suzukis-standalone-profit-drops-by-4-28-to-rs-3711-crore-in-q4-fy25-63319.htm">Maruti Suzuki's Q4 profit drops 4.28% amidst rising ad and plant expenses</a>

Suzuki Motor Corporation's former chairman Osamu Suzuki conferred with Padma Vibhushan posthumously

Rajiv Bajaj, Managing Director of Bajaj Auto, revealed that he resisted family pressure to pursue an MBA from Harvard. “I am the only one in my family who hasn't gone to a business school,” he said in an interview with Moneycontrol. 

Bajaj said his goal wasn’t to make Bajaj Auto the biggest or most profitable company, but the most versatile. “As Charles Darwin said, it’s not the strongest or most intelligent species that survives, but the most adaptable,” he remarked. Under his leadership, the company has undergone what he described as two-and-a-half transitions, from scooters to motorcycles, from domestic to international markets, and now from ICE to EV technology.

Bajaj Auto has consistently kept its margins above 20%. He claimed that the company is a 21–22% EBITDA company, but 1–2% is set aside for experimentation.

He dismissed buzzwords like "premiumization", by calling it a “cliché”. Instead, Bajaj prefers to speak in terms of differentiation and brand focus. He said focus and fragmentation are two sides of the same coin. “My go-to-market strategy is go-to-brand. Brands don’t travel between segments as easily as managers would like them to.”

Known for his wordplay, he quoted Bajaj, Enfield and TVS as the “BET” group that “eats OATS”, a nod to EV startups like Ola, Ather, Tork and SmartE. Yet, his humor is not at the expense of others. He has openly admitted to past missteps, including calling the Discover 100cc launch his “biggest blunder.”

Bajaj also credited his family for shaping his leadership style. He shared how his father, Rahul Bajaj, moved the family from Mumbai to Akurdi, near Pune, to avoid absentee landlordism in running the factory. His mother ensured they attended the same school as the children of Bajaj Auto staff. “That gave us our values — meritocracy, not aristocracy,” he said.

While most CEOs quote financial metrics, Bajaj quotes Mark Twain, saying, “Don’t let your schooling interfere with your education.” 

Rajiv Bajaj: The MD who learnt business from life, not Harvard

In the era of influencer culture, content creation courses have become increasingly popular, enticing many with promise of a creative lifestyle. Storyboard18 spoke to Ankur Warikoo, author and internet personality, to discuss his online school, WebVeda, which offers courses for aspiring creators.

<a href="https://www.storyboard18.com/brand-makers/rise-of-online-courses-for-creators-and-dreams-of-digital-fame-meeting-hard-realities-63413.htm">Read more: Rise of online courses for creators and dreams of digital fame meeting hard realities</a>

What is the value proposition of online content creator courses and what skills do aspiring content creators require to succeed?

The education industry underwent a massive overhaul during the Covid-19 pandemic. While students were forced to take online classes, working professionals opted for various courses, such as fitness, public speaking, investing, and trading. Platforms like Udemy, Coursera, and YouTube opened up opportunities for the enthusiastic learners and teachers alike. Many Learning Management Systems (LMSs) mushroomed, simplifying the process of creating, selling and managing online courses.

The biggest thing that happened during the pandemic was the emergence of high-quality teachers online. I have always maintained that the world has no dearth of students, but it always has a dearth of good quality teachers. Some 'solo' teachers became prominent, not necessarily content creators, but as genuine teachers who wanted to teach. A great example from the personal finance domain is CA Rachna Ranade, who leveraged her teaching expertise to create engaging content and courses. She has always been a teacher and that's what she decided to do--to teach online. The second category of people also emerged, comprising content creators who had built a certain number of followers and earned trust in specific domains such as fitness, beauty, lifestyle, or music. They curated quality content and became online teachers, generating a passive revenue stream. I think that's where we are right now, the Stage I of the educational overhaul that has been unfolding since Covid pandemic. 

There were numerous courses available to upskill, but some domain requires expertise and are mandatory, such as investing in stocks. During the pandemic, social media saw a massive surge in the short form of content following TikTok ban. The long-form of content on YouTube is also being condensed into is also bit-sized capsules. Content creators put out mini capsules of a subject that would take perhaps hours to teach. Online courses offer a pedagogy that facilitates learning and assimilation, making learners aware of their goals and aspirations. At WebVeda, our courses are not new, or nobody ever heard of, or seen it. There's no intellectual property in our courses. However, the intellectual property is the way I teach and the curate that content that I had learned through my life experiences. We are delivering such content in a concise manner.

Could you provide an overview of WebVeda Online School and its offerings?

At WebVeda, our online school offers high-quality and affordable courses to students. With over 445,000 enrollments and 6,000-8000 new students added every month, our average course price is around Rs 1,100. The objective is to provide best quality education to everyone with an internet connection and a phone. We currently offer 12 courses, including time management, money management, communication, how to start your own startup, career planning, how to become a YouTuber, how to start Instagram journey. All courses undergo a six-month upgrade cycle, with free upgrades for students. Our most popular courses are time management, followed by communication and career planning.

What is the current performance and reception of the YouTube course?

Our YouTube course has been purchased by approximately 82,000 individuals. This comprehensive 12-hour course covers everything about the platform, including starting a channel, monetizing YouTube, understanding algorithm, topic selection and creating a content engine. We also teach upload frequency, balancing long-form and short-form content, monetization options and potential earnings. Our dashboard are completely transparent, showcasing the money that we have earned from the platform, growth and journey of the channel. Being transparent helps the aspiring content creator whether to take this career option seriously or not. We provide knowledge and information that they need to succeed to become a YouTuber without being limited by lack of information. 

Could you share some data on the demographics of learners enrolled in the YouTube course?

Our demographics are as follows: Approximately 10% are below 18, 40% are between 18 and 25, 30% are between 25 and 35, and the remaining percentage comprises individuals above 35. This indicates a fairly young audience, predominantly between 18 and 30 years old. Geographically, 40% of our students hails from India's top-10 cities, including, Delhi, Hyderabad and Bengaluru, while 50% are from other parts the country, and 10% are from outside India. In terms of occupation, 20- 25% of enrollees are students, bulk of them (about 50%) are working professionals, 10 to 15% are freelancers, and the rest are currently unemployed. 

We offer a 14-day refund policy. One common reason for refunds is that our courses, such as YouTube, Instagram, LinkedIn, or content writing, require a long-term commitment, with students often expecting quick returns. I emphasize that success takes time, typically at least two years, my own journey has spanned 12 years to get what I'm today.

How do you envision the future of content creation courses evolving?

I am not much convinced about the long-term viability of content creation courses because the AI is going to disrupt the landscape in the next five years. Social media is going to evolve, so the relevancy of current teachings will diminish rapidly, rendering many courses obsolete by next year. So I don't think any of the courses that are being created by creators for content creation are going to have a long shelf life. Logically, high-quality courses should have enduring value, but the rapid transformation driven by AI may outstrip our ability to adapt. I have observed this shift daily in my work, and it's concerning that some content creators may not be prepared for the impact of AI on their field. 

To what extent do you leverage artificial intelligence in your content creation process?

We leverage AI extensively, both in front-end and back-end application, to enhance our content. AI tools assist with editing, subtitling, language translation, scripting, video creation, and more. AI is assisting content creators in producing high-quality content at an unprecedented pace. Tasks that previously required extensive time for scripting, shooting, editing, post-production, and launching can now be completed significantly faster--often X by three hours, X by 5 hours or X by 10 hours. With this, creator are able to produce content on multiple topics and manage multiple channels simultaneously.

AI will disrupt content creation in 5 years: Ankur Warikoo

PVR INOX Ltd is betting big on the evolving cinema experience. From luxury recliners and gourmet menus to regional blockbusters and Gen Z-focused marketing, the multiplex giant is reinventing itself for the future. In a conversation with Storyboard18, Gautam Dutta, CEO of PVR INOX Ltd, discusses the shifts in audience behavior, the impact of the PVR-INOX merger, and why he believes the golden era of moviegoing is just getting started.

In the post-pandemic world, cinema has gone through a major transformation, with shifts in audience preferences and footfalls, observed Gautam Dutta, Chief Executive Officer at PVR INOX Ltd. “Post pandemic, we started off slow, and people needed to be reminded of coming back to the cinemas," he said, reflecting on how the initial phases unfolded. "We were lucky to have some big films releasing — Singham came in and a few others — and people started returning. 2023 and 2024 turned out to be fantastic years." With blockbusters like Interstellar, Mission Impossible, and Pushpa drawing massive crowds, the big films got even bigger, breaking Rs 500 crore benchmarks that were previously unheard of. "The event film went on to do big business," Dutta noted, adding that South Indian cinema also carved its niche post-pandemic, even as Bollywood initially struggled before finding its rhythm.

Speaking about audience behavior, Dutta confirmed that footfalls have evolved post-pandemic. "Of course, we started slow," he said. "But 2023-24 was a fantastic period where we got 70 million people coming in. Last year was a bit slower, but 2025-26 is poised to be one of the biggest years ever for cinema," he added, pointing to a strong content pipeline across Bollywood, Hollywood, and regional films.

On the PVR-INOX merger, Dutta explained it was a strategic move to unify strengths. "We were the number one player, INOX was number two. We admired a lot about each other," he said. "Coming together meant consistency in product, pricing, and promotions across both brands. Now, instead of competing, we’re working together to reach new markets where neither of us were present before.” He emphasized that the merger ultimately benefits the consumer, offering uniform experiences in terms of food and beverage, ticket pricing, and the overall cinema offering.

Experiential movie-going has been a growing focus at PVR INOX, with a sharp tilt towards premium formats. “If I’m going out for a movie experience, I might as well have the best — that’s what consumers are saying now,” Dutta explained. About 20-21% of their screens now qualify as premium, driving higher average ticket prices and stronger food sales. Interestingly, the preference for luxury experiences isn’t just a metro phenomenon anymore; it’s rising sharply in tier two and three cities too.

Technology continues to play a massive role in elevating in-theatre experiences. “Innovation is happening everywhere — projection, sound, seating, lounges, food,” Dutta shared. From better motorized recliners to advanced Dolby Atmos sound and top-end laser projections like IMAX, the cinema chain is focusing on every detail — right down to carpet cushioning and bag holders. "It's not just one thing. It's the subtotal of many moving parts — seating, design, projection, food — constantly moving to create a better experience today and an even better one tomorrow," he said.

With Gen Z emerging as a vital audience, PVR INOX has adapted its marketing strategies accordingly. "There are three parts to marketing — what to say, how to say, and where to say," Dutta said. While platforms like Instagram and digital ads now dominate, the core message remains consistent: the cinema experience is irreplaceable. Campaigns featuring figures like Orry and Pankaj Tripathi have helped PVR INOX reach different demographics, driving home the idea of "fresh" theatrical experiences versus "stale" OTT releases.

Regional cinema has dramatically changed India's content landscape, and PVR INOX has embraced this shift enthusiastically. "Post-COVID, we saw huge traction for films like Pushpa and Kantara," Dutta pointed out. "South Indian stars have now become household names across North and Central India." PVR’s programming strategy remains simple: measure demand and supply. If audiences want more regional content, the screens follow. Punjabi cinema, too, has widened its footprint nationally, and Dutta sees this multilingual expansion as one of India’s biggest strengths globally.

Looking ahead, Dutta is optimistic about the future of multiplexes. “We are an entertainment-starved country. We love cricket and we love movies,” he said. Multiplexes are diversifying their offerings beyond films — live screenings of IPL, Formula 1 races, stand-up comedy shows — to maximize their prime locations and infrastructure.

On the evolving influence of social media, Dutta acknowledged its importance but also the growing savviness of audiences. "There's a lot of chatter online, but stars and strong stories still have the power to pull audiences irrespective of digital noise," he said. Highlighting India's low ticket pricing compared to the world, Dutta believes the unbeatable combination of affordability and world-class experience will keep cinema-going deeply rooted in Indian culture.

<a href="https://www.storyboard18.com/brand-makers/rise-of-online-courses-for-creators-and-dreams-of-digital-fame-meeting-hard-realities-63413.htm">Read more: Rise of online courses for creators and dreams of digital fame meeting hard realities</a>

PVR INOX CEO Gautam Dutta on the next big leap for multiplexes in India

As India's media and entertainment sector hurtles toward a digital-first future, the conversation around accessibility is no longer confined to policy circles, it is becoming a cultural imperative. On May 2, WAVES 2025 - the World Audio Visual & Entertainment Summit will spotlight this urgent transformation through a landmark panel on accessibility standards in media and entertainment, organised by Network18 Group. 

The session, divided into two parts, will explore both technological innovation and the socio-political forces reshaping how millions of Indians access content.

The Ministry of Information & Broadcasting (MIB) has laid clear guidelines for accessibility across broadcast and cinema, and is currently working on similar standards for digital media, inspired by the Web Content Accessibility Guidelines (WCAG). Officials emphasize that the nation's approach is not simply about compliance, but about creating a truly inclusive digital ecosystem, one where every story can be heard, seen, and felt by all.

“Having an impairment shouldn't mean being disabled by inaccessible media and entertainment,” said Christopher Patnoe, Google's Head of Accessibility and Disability Inclusion for EMEA, who will join the panel. “An impairment isn't necessarily disabling until you encounter a video without captions when you're deaf, or a website without alternative text when you're blind.”

At the heart of this transformation is technology. Adaptive tools, AI-powered captioning, screen reader compatibility, and voice-guided navigation are now integral to how content is created and consumed. Yet, as panelist Rachel Lowenstein, co-founder and chief creative officer of The Neu Project, notes, accessibility must be seen not as charity, but as strategy.

“Disabled people creatively solve problems in a world not designed for us every day. That’s the kind of innovative thinking media and tech should be building around, for the good of their businesses and for the good of society.”

The panel will not only showcase technological strides but also dig deeper into the cultural and societal underpinnings of accessibility. Speakers will address how inclusive media policies can serve as catalysts for democratic participation, social cohesion, and a vibrant creative economy.

“Stories shape our culture, fuel empathy, and connect us across differences," said Dipti Prasad, founder of XL Cinema and Nobaflix, the world’s first OTT platform for people with disabilities. "By bringing accessibility, through audio description, captions, and sign language, to every screen, we enrich the creative ecosystem itself.”

India’s ambitious push for media accessibility reflects a broader global trend, but with uniquely local stakes. Over a billion Indians consume an average of three hours of media daily, according to Prof. Brij Kothari, social entrepreneur and academic at IIT-Delhi.
“The most stunning aspect is that the tools that create universal access also have the proven power to scale improved reading literacy and language ability for all 1.4 billion Indians,” Kothari said.

The panel will also grapple with the tension between viewing accessibility as a moral obligation versus a business opportunity. Ashay Sahasrabuddhe, founder of Kintel, framed it this way: "With OTTs, accessibility of content is almost achieved. As entertainment becomes more experiential, we must work towards bringing that experience to persons with disabilities. A cohesive and holistic approach may solve the conundrum of whether accessibility is a right or a business."

For disability rights advocate, Rhodes scholar and co-founder of Mission Accessibility, Rahul Bajaj, the answer is clear. "Media accessibility ensures that people with visual and hearing disabilities are also able to watch electronic media on an equal footing with their non-disabled counterparts. It is a right which every stakeholder must do their bit to help make real."

Indeed, many panelists argue that accessibility is as much about dignity and belonging as it is about compliance or profit.
“Accessibility in the media shouldn’t be seen as a technical fix; it’s a creative opportunity to tell fuller, richer stories,” said Priti Salian, journalist and disability inclusion advocate. “When we build access in, we also build trust and belonging.”

Danish Mahajan, founder of Radio Udaan, India's first internet radio station run by persons with visual disabilities, puts it even more simply: “Accessibility isn’t just about inclusion, it’s about representation, empathy, and the right to experience stories that reflect the full spectrum of humanity." He added, "conversations around accessibility open doors, shift perspectives, and create a world where no voice is left unheard.”

At WAVES 2025, this diverse and accomplished panel chaired by Storyboard18's editor Delshad Irani, will send a powerful message: the future of media and entertainment must be one where no voice is left unheard, and every story finds its audience.

Landmark sessions at WAVES 2025: A call for universal access to media and entertainment

As the business of the electric ride-hailing startup BluSmart hit the brakes, reports have emerged that climate-focused investment platform Eversource Capital is planning to acquire the beleaguered firm, and the company may resume services in May 2025. Notably, there are few other well-known investors have also shown interest in acquiring a stake in the ride-hailing app. 

According to a report by the Business Standard, Eversource has offered to buy BluSmart for Rs 800-Rs 1,000 crore, which would reduce the valuation of the company by at least 60% from its last known valuation of $300 million.

Eversource may reportedly merge its Lithium Urban Technologies with BluSmart and inject about $100 million into the combined entity after the merger.

Eversource Capital is a 50-50 joint venture between Everstone Capital, a private equity firm with a presence in India and Southeast Asia, and UK-based Lightsource BP, a global solar energy developer.

<a href="https://www.storyboard18.com/brand-marketing/blusmart-hits-the-brakes-ev-cab-startup-suspends-services-amid-sebi-probe-62479.htm">BluSmart hits the brakes! EV cab startup suspends services amid SEBI probe</a>

Notably, Eversource has asked BluSmart's co-founders Anmol Singh Jaggi and Puneet Singh Jaggi to step down from the board. BluSmart was co-founded by Gensol Engineering promoters Anmol and Puneet in 2019. Anmol holds a 24% stake in the EV ride-hailing company. The Jaggi brothers were also promoter directors of Gensol Engineering.

The ride-hailing app is at the centre of controversy after the Securities and Exchange Board of India (Sebi) alleged that the Jaggi brothers misused funds meant for electric vehicle procurement for personal expenses.

<a href="https://www.storyboard18.com/brand-makers/blusmart-faces-executive-turmoil-asset-sales-amid-uber-acquisition-speculation-60065.htm">BluSmart faces executive turmoil, asset sales amid Uber acquisition speculation</a>

The company defaulted on non-convertible debentures worth Rs 30 crore. 

Gensol took a term loan worth Rs 978 crore from IREDA and PFC between 2021 and 2024, with Rs 664 crore taken for purchasing 6,400 EVs to be leased to BluSmart. Sebi accused the Jaggi brothers of treating Gensol's finances as a "piggy bank" for personal expenses.

Media reports indicated that the brothers diverted over Rs 260 crore for personal luxury purchases, including high-end apartments in DLF Camellias, expensive golf equipment, travel expenses, etc.

Following the regulatory action, BluSmart halted operations, leaving thousands of drivers in a crisis and raising concerns among customers over refunds for unused ride credits.


The ride-hailing firm has not paid salaries to its 500-plus workforce for more than 45-60 days, a CNBC TV-18 news report said. Before the operations were halted, the drivers were paid on a weekly basis.

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