New Delhi, 25 May 2026

The United Kingdom has made a quiet but decisive shift in how it views crypto. What was once treated as a risky, fringe activity is now being brought firmly within the boundaries of mainstream financial regulation. This is not a rhetorical change but it is structural. The UK is building a full regulatory regime where crypto firms will be authorised, supervised, and held to standards similar to traditional financial institutions. The Financial Conduct Authority (FCA) has already laid out timelines, with firms expected to begin applying for authorisation from September 2026, ahead of a broader regime coming into force in 2027.

What is striking about the UK approach is that it is anti-disorder. Regulators are simultaneously encouraging innovation and tightening enforcement. Stablecoins, for instance, are being actively explored as part of the payments ecosystem, with regulatory sandboxes allowing experimentation under supervision. At the same time, authorities have shown they are willing to act against non-compliant activity, including recent crackdowns on illegal crypto trading networks.

 India, in contrast, has taken a far more cautious and fragmented path. Instead of building a regulatory framework, it has focused on taxation as the primary tool of policy. Crypto gains are taxed at a flat 30%, accompanied by a 1% tax deducted at source on transactions. This makes India one of the most heavily taxed crypto markets in the world. Yet, despite this clarity on taxation, there is still no comprehensive regulatory structure governing exchanges, custody, or investor protection.

This creates a peculiar imbalance. Crypto is recognised as a taxable asset, but not as a regulated financial product. The state participates in the upside through taxes without fully defining the rules of the market itself. At the same time, institutional caution remains high. The Reserve Bank of India has repeatedly flagged concerns around financial stability and has instead pushed for a central bank digital currency as a safer alternative to private crypto assets.
The divergence between the UK and India reflects two very different policy instincts. The UK is choosing integration: bringing crypto into the system, regulating it, and shaping its evolution from within. India is choosing containment: discouraging excessive participation while waiting for global standards to settle. Both approaches are defensible, but they lead to very different outcomes in practice.

The UK’s model creates clarity. Firms know the rules, investors understand the risks, and innovation happens within defined boundaries. India’s approach, however, risks creating prolonged uncertainty. High taxes combined with regulatory ambiguity risk pushing activity offshore, even as domestic demand continues to exist. Industry voices in India have increasingly called for clearer rules and rationalisation of the tax regime, arguing that certainty not just caution  is essential for growth.

What is becoming evident is that crypto policy is no longer just about risk management it is about economic positioning. The UK is attempting to position itself as a global hub where crypto can operate within a trusted regulatory environment. India, by contrast, is still calibrating its stance, balancing concerns around stability with the need to not fall behind in financial innovation.

In the end, the question for India is not whether to follow the UK model, but whether its current middle path is sustainable. Markets tend to gravitate toward jurisdictions that offer clarity, even if the rules are strict. A system that taxes without regulating may not hold for long. Because in finance, as in policy, choosing to wait is not a neutral act. It is a decision in itself and one that shapes who leads and who follows in the next phase of global financial evolution.

Ghaziabad 25 May 2026:

VI-JOHN strengthens its grooming portfolio with a comfortable, value-driven shaving solution for the mass market. Reinforcing its commitment to making quality grooming accessible to a wider base of consumers, VI-JOHN has announced the launch of the VI-JOHN Shave Pro Twin Blade Razor, an affordable shaving solution designed to deliver a smooth, comfortable, and reliable shaving experience for the mass Indian market. Priced at just ₹20, the razor aims to bridge the gap between low-cost disposable razors and premium multi-blade systems by offering improved shaving performance at an accessible price point.

The launch marks VI-JOHN’s strategic entry into the affordable razor category as the brand continues to strengthen its presence across the broader men’s grooming ecosystem. Building on its strong legacy in shaving preparations and grooming products, the company aims to make upgraded shaving experiences accessible to consumers across urban, semi-urban, and rural India.

Speaking on the launch, Ashutosh Chaudharie, GM Marketing, VI-JOHN Group, said, “At VI-JOHN, we have always believed that quality grooming should be accessible to every consumer. Shaving is an everyday ritual for millions of Indian men, and we saw an opportunity to introduce a product that delivers both comfort and value. With the launch of the VI-JOHN Shave Pro Twin Blade Razor, we aim to offer consumers a reliable grooming solution that combines quality, performance, and affordability. This launch also reflects our larger vision of democratising quality grooming and expanding VI-JOHN’s presence across the shaving ecosystem.”

 
The razor features two super sharp Japanese blades designed to provide a closer and more precise shave with minimal effort. It also includes an Aloe Vera lubrication strip that helps soothe the skin, improve glide, and reduce irritation during shaving. Additionally, the razor’s longer ergonomic handle offers better grip and control, improving stability and helping minimise the risk of nicks and cuts during everyday use.
 
The product has been developed keeping Indian grooming habits and consumer preferences in mind, where affordability, convenience, and reliable performance remain key purchase drivers. With a large proportion of consumers still relying on basic shaving solutions, VI-JOHN identified a strong opportunity to introduce a better-quality razor that balances comfort, performance, and value.
 
India’s grooming market continues to see growing demand for affordable yet effective grooming products, particularly across Tier 2, Tier 3, and rural markets where grooming awareness and aspirations are steadily rising. With nearly 65% of India’s population residing in semi-urban and rural areas.
With the launch of Shave Pro, VI-JOHN continues to strengthen its commitment to delivering affordable, reliable, and accessible grooming solutions for Indian consumers.

Audited standalone & consolidated financial results for the quarter and year ended March 31, 2026

L to R -Mr. M. Ramaswamy, Chief Financial Officer, Mr. Rajiv C. Lochan, Managing Director, and Mr. A. N. Raju, Joint Managing Director of Sundaram Finance Limited addressing the media 

May 25: The Board of Directors of Sundaram Finance Ltd. (SFL) approved the audited standalone and consolidated financial results for the quarter and year ended March 31, 2026, at its meeting held on May 25, 2026, in Chennai.

“Q4FY26 witnessed continued improvement in the economic environment following the GST 2.0 reforms effected in September 2025. While H1FY26 witnessed trade tariff related complications resulting in somewhat muted demand and macroeconomic activity, H2FY26 gathered steam spurred by the transmission of monetary policy and stimulus provided by fiscal policy measures.Under these circumstances, Team Sundaram has delivered 16.4% growth in AUM to Rs. 59,908 crores, asset quality with net stage 3 assets at 0.69% vs 0.75% last year and profits after tax growth of 19% year-on-year. Our Group companies in asset management, general insurance and home finance have continued to record strong results. We continue to rely on our time-tested approach of steady and sustainable growth with best-in-class asset quality and consistent profitability,” said Harsha Viji, Executive Vice Chairman.

AUM for FY26 grew 16% to Rs. 59,908 crores. Disbursements for FY26 recorded a growth of 14% over FY25 and for Q4FY26, disbursements have grown 17% Y-o-Y. Gross stage 3 assets as on March 31, 2026, stood at 1.44% with provision cover of 53% as against 1.44% as on March 31, 2025, with provision cover of 49%. Profits from operations performed strongly, growing by 18% in FY26 and 14% in Q4FY26. Profit after tax registered a 19% rise in FY26, with net profit at Rs. 1,834 crores.

During the year, the Company has considered Rs. 75 crores under “Exceptional Items” for the incremental impact of the new Labour Codes. Consequently, for Q4, the net profit grew by 11% to Rs. 608 crores. Return on assets closed at 3.03% in FY26 as against 2.85% for FY25 and capital adequacy at 19.1% remained quite comfortable.

Rajiv Lochan, Managing Director, stated, “Our overall performance for the year has been well balanced across growth, asset quality and profitability. Our profitability and profit growth has been strong, asset quality has improved substantially in Q4FY26 to close the year well and growth in disbursements and assets under management has been reasonable. Looking ahead, we remain optimistic that India’s macroeconomic fundamentals remain strong supported by resilient domestic consumption, sustained public capital expenditure and a gradual revival in private investment. While uncertainties due to geopolitical challenges are a key monitorable, we remain confident of our plan to gain market share, maintain best in class asset quality and operating expenses and deliver sustainable profit growth.”

STANDALONE PERFORMANCE HIGHLIGHTS FOR FY26

·Disbursements for FY26 grew by 14% to Rs. 32,321 crores as compared to Rs. 28,405 crores registered in FY25. Disbursements for Q4FY26 grew by 17% to Rs. 8,051 crores as compared to Rs. 6,873 crores registered in Q4FY25.

·The assets under management grew by 16% to Rs. 59,908 crores as on 31stMarch 2026 as against Rs. 51,476 crores as on 31stMarch 2025.

·Net interest income (NII) grew by 21% to Rs. 3,376 crores in FY26 from Rs. 2,793 crores in FY25. Q4FY26 growth in NII was 20% to Rs. 901 crores.

·Gross stage 3 assets as on 31stMarch 2026 stood at 1.44% with 53% provision cover as against 1.44% with provision cover of 49% as on 31stMarch 2025. Net stage 3 assets as on 31stMarch 2026 closed at 0.69% as against 0.75% as on 31stMarch 2025. During the year, the Company reviewed and refined its methodology for computing Expected Credit Loss (ECL), including the use of more recent historical data and machine learning-based model enhancements, where appropriate.

·The Gross and Net NPA, as per RBI’s asset classification norms for NBFCs, are 2.14% and 1.27% respectivelyas against 2.17% and 1.38% as of 31stMarch 2025.

·Costto income ratio improved to 28.71% in FY26 as against 30.80% in FY25.

·Profits from operations grew 18% to Rs. 2,151 crores in FY26 as against Rs. 1,825 crores in FY25. For the quarter, profits from operations grew 14% to Rs. 622 crores.

·The Company has considered Rs. 75 crores under “Exceptional Items” for the incremental impact of the new Labour Codes.

·Higher dividend income resulted in profit after tax registering 19% rise in FY26, with net profit at Rs. 1,834 crores as against Rs. 1,543 crores in FY25. For Q4FY26, PAT grew 11% Y-o-Y to Rs. 608 crores.

·Return on assets (ROA) for FY26 closed at 3.03% as against 2.85% for FY25. Return on equity (ROE) was at 17.49% for FY26 as against 16.30% for FY25. Including the impact of new Labour Codes, the ROA and ROE for FY26 were 2.94% and 17.00% respectively.

·Capital Adequacy Ratio stood at 19.1% (Tier I –17.2%) as of 31stMarch 2026 compared to 20.4% (Tier I – 17.4%) as of 31stMarch 2025.

·The Company has declared a final dividend of Rs. 24/- per share (240%).

CONSOLIDATED PERFORMANCE HIGHLIGHTS FOR FY26

The consolidated results of SFL include the results of its standalone subsidiaries Sundaram Home Finance, Sundaram Asset Management and joint venture company Royal Sundaram General Insurance.

·The assets under management (AUM) in our lending and general insurance businesses stood at Rs. 89,541 crores as on 31stMarch 2026 as against Rs. 78,145 crores as on 31stMarch 2025, a growth of 15%. The assets under management of our asset management business stood at Rs. 77,457 crores as on 31stMarch 2026 as against Rs. 71,826 crores as on 31stMarch 2025.

·Profit after tax for FY26 grew by 10% to Rs. 2,059 crores as compared to Rs. 1,879 crores in FY25, after considering Rs. 76 crores under “Exceptional Items” for the incremental impact of the new Labour Codes.

GROUP COMPANY PERFORMANCE HIGHLIGHTS

Our group companies continued to perform well.

·The asset management business closed the year ended 31stMarch 2026with assets under management of Rs. 77,457 crores (around 80% in equity) and consolidated profits from the asset management businesses were at Rs. 174 croresas against Rs. 154 crores in FY25.

·Royal Sundaram reported a Gross Written Premium (GWP) of Rs. 4,638crores as compared to Rs. 4,065 crores in the previous year, representing a growth of 14%. The company reported a profit after tax of Rs. 107 crores for FY26 as against a profit of Rs. 133 crores in FY25.

·Sundaram Home Finance disbursements grew by 4% to Rs. 6,805 crores in FY26. The profit for FY26 was Rs. 282 crores, as against Rs. 245 crores in FY25.Gross stage 3 assets as on 31stMarch 2026 stood at 1.11% as against 1.02% as on 31stMarch 2025. Net stage 3 assets as on 31stMarch 2026 closed at 0.51% as against 0.53% as on 31stMarch 2025.The Gross and Net NPA, as per RBI’s asset classification norms, are 1.21% and 0.59% respectivelyas against 1.33% and 0.77% as of 31stMarch 2025.

Mumbai, May 25: Jyoti Aeronext, a joint venture between Jyoti Global Plast and Drone IQ Aeronext LLP, is set to enter the emerging aerial media segment and introduce Aerial Out-of-Home advertising in Maharashtra through a managed Drone Advertising-as-a-Service (DAAS) model.

The venture aims to establish a new media layer within India’s evolving out-of-home (OOH) ecosystem by enabling brands to execute high-visibility, experience-led and digitally amplifiable campaigns through aerial display formats.

As brands increasingly compete for consumer attention in cluttered urban environments, media investments are shifting towards immersive formats that combine visibility, engagement and shareability. AOOH seeks to respond to this shift by introducing an event-led and location-responsive advertising format that extends beyond conventional static outdoor inventory.

Structured as a managed services platform rather than a standalone drone deployment offering, the business will offer end-to-end campaign execution spanning design, aerial display operations, content management, flight planning, permissions support, event execution and campaign reporting.

The platform is expected to support automotive launches, premium real estate showcases, retail activations, public events, entertainment experiences and large-format brand campaigns. The concept material outlines an aerial LED display format designed for event-led activations and end-to-end managed execution.

Unlike conventional outdoor formats, AOOH enables temporary, location-responsive and experience-led campaign execution  offering brands an additional layer of engagement for premium activations and high-attention environments.

Karan Shah, Chief Financial Officer, Jyoti Global Plast, said

 “Outdoor advertising is undergoing a visible shift towards more immersive and outcome-oriented formats. Through this venture, we aim to introduce aerial media as a structured and accessible category for brands while combining technology, managed execution and experiential engagement. We believe AOOH can complement India’s evolving media mix.”

The venture will initially focus on Maharashtra with deployments targeted across premium event environments and high-impact commercial use cases.

India’s advertising ecosystem continues to evolve towards immersive and experience-led formats as brands seek differentiated audience engagement beyond traditional channels. The market opportunity for the venture sits at the intersection of advertising, outdoor media and emerging experiential formats.

India’s advertising market is projected to reach approximately INR 2.02 lakh crore in 2026, reflecting continued investment into new engagement formats and premium media channels. Within this, outdoor and location-based media continue to present opportunities for differentiated visibility, while India’s INR 13,000 crore live events market is increasingly emerging as a high-intent environment for immersive and activation-led brand engagement. The venture’s initial focus sectors represent high-visibility and activation-led categories where premium outdoor engagement formats continue to gain traction.

The operating model has been designed around campaign-specific approvals, deployment protocols and safety-led execution standards and will operate subject to applicable permissions and location-specific requirements.

The venture will initially be launched in Maharashtra. Operating through a managed Drone Advertising-as-a-Service (DAAS) model, the business is expected to deliver end-to-end campaign execution while enabling brands to access aerial media without asset ownership or operational complexity.

Today’s homes demand more from cleaning solutions than ever before. From everyday dust and pet hair to accidental spills and hard-to-reach corners, modern households require appliances that can adapt to multiple cleaning needs quickly and efficiently. As lifestyles become busier and living spaces more dynamic, consumers are increasingly looking for solutions that simplify cleaning without compromising on hygiene or convenience.

This shift has led to the growing popularity of multi-functional vacuum cleaners that combine powerful suction, blower functionality, and even wet-and-dry cleaning capabilities in a single appliance. According to insights shared by Eureka Forbes, 2-in-1 and 3-in-1 vacuum cleaners are designed to make everyday cleaning smarter, faster, and more versatile for Indian homes.

Whether it is cleaning sofa corners, removing dust from curtains, tackling kitchen spills, or maintaining car interiors, multi-purpose cleaning appliances are increasingly becoming a practical necessity. Their ability to switch seamlessly between different cleaning modes helps reduce the need for multiple appliances while also saving storage space and time.

Commenting on evolving consumer cleaning habits, Dr Anil Kumar, Scientist at Eureka Forbes said,

“Consumers today are looking for cleaning solutions that are efficient, versatile, and easy to use in everyday life. Multi-functional vacuum cleaners help simplify cleaning routines by addressing different cleaning needs through one smart appliance, making homes cleaner and maintenance more convenient.”

Experts also note that modern cleaning appliances are no longer viewed as occasional-use products but as essential household companions that support healthier and more hygienic living environments. Features such as wet-and-dry cleaning, advanced filtration systems, blower functions, and handheld convertibility are helping consumers achieve deeper cleaning with greater ease.

For instance, solutions like the Forbes Wet & Dry Ultimo are designed to manage both dry dust and wet spills, while compact options such as the Forbes 2-in-1 NXT Vacuum Cleaner cater to quick everyday cleaning needs across homes and cars.

As consumers continue prioritising hygiene, convenience, and efficiency, smart cleaning solutions from brands like Eureka Forbes are steadily redefining what everyday cleaning looks like – transforming it from a tedious task into a more seamless and “chakachak” experience.