Blogs, insights, guides and videos on India's unlisted market — all in one place.
<p>Sterlite Electric Ltd, previously known as Sterlite Power Transmission Limited, has concluded FY'25 on a high note by securing orders worth ₹2,400 crore in the fourth quarter alone — the highest for any quarter during the fiscal year. This milestone brings the company’s total order book for FY'25 to a robust ₹7,500 crore, underscoring its growing dominance in the transmission infrastructure segment, both within India and in international markets.</p> <p><strong>1. Diverse Portfolio Fuels Growth</strong></p> <p>The company’s latest wins span across high-performance conductors, power cables, Optical Ground Wire (OPGW), and cutting-edge EPC services. Sterlite Electric has placed strong emphasis on projects that support India’s push toward green energy transmission, while also making strategic gains in global markets such as the Americas, European Union, Africa, and the Middle East.</p> <p><strong>2. CEO Highlights Global Demand Surge</strong></p> <p>Reshu Madan, CEO of Sterlite Electric Ltd, expressed pride in the Q4 performance, calling it a reflection of the rising global demand for sustainable transmission infrastructure. “Sterlite Electric remains at the forefront of enabling renewable energy integration into power grids. Our presence is expanding globally, reinforcing our role as a reliable partner for energy players worldwide,” he stated.</p> <p><strong>3. High-Performance Conductors & OPGW: Strong Traction</strong></p> <p>In its High-Performance Conductors and OPGW verticals, Sterlite Electric landed key orders for TBCB projects and EPC conductor supply linked to renewable energy evacuation. There has also been sustained demand for 96F and 144F OPGW cables from PGCIL and various state utilities. On the international front, the OPGW segment has gained significant ground in Europe and the Middle East.</p> <p><strong>4. Power Cable Business Grows Across Categories</strong></p> <p>The Power Cables division continued its momentum with contracts in MV, HV, and EHV segments from metro projects, Discoms, state-run utilities, and power producers. The company also made inroads in Southeast Asia with a 132 kV smart cable project, while expanding its base in Africa and Asia with repeat orders — including a landmark 220 kV smart cable order from India’s top private power distributor.</p> <p><strong>5. Advanced EPC Services Fuel Innovation</strong></p> <p>Sterlite Electric’s Specialized EPC Services division bagged contracts from top state utilities to upgrade and reconductor transmission lines using advanced ACCC technology. These projects not only enhance capacity but also support India’s broader push toward a low-carbon power sector, reflecting Sterlite’s commitment to innovation-driven energy transition.</p> <p><strong>6. Global Vision, Local Impact</strong></p> <p>The company’s sustained performance and strategic order wins underline its commitment to providing integrated, technologically advanced solutions for a decarbonizing world. Sterlite Electric's ability to scale sustainable power infrastructure positions it as a pivotal player in India's clean energy ambitions and the global transmission landscape.</p>
<p>SEBI Chairman Tuhin Kanta Pandey has indicated that the long-pending initial public offering (IPO) of the National Stock Exchange (NSE) is finally on a path toward resolution. Speaking at the ASSOCHAM 16th Capital Market Conference on May 22, Pandey stated that the outstanding concerns are being actively addressed and a formal nod is likely soon. “We will go ahead with it shortly,” he affirmed, underlining the regulator’s confidence in a positive outcome.</p> <p><strong>1. NSE-SEBI Engagement Gathers Momentum</strong><br />When probed about the IPO timeline, Pandey noted that both SEBI and NSE are in advanced stages of discussions, resolving key concerns collaboratively. “They are working through the issues. I am hopeful this will be resolved soon so we can move forward,” he said, reinforcing hopes of a long-awaited breakthrough in the IPO journey of one of India’s most prominent financial institutions.</p> <p><strong>2. Multiple Hurdles Addressed Over the Years</strong><br />This is not the first time NSE has sought clearance from SEBI for its public listing. The exchange submitted its IPO prospectus back in December 2016. Since then, NSE has repeatedly reached out to the regulator seeking a No Objection Certificate (NOC), with earlier requests made in November 2019, twice during 2020, and again in August 2024. Each of these attempts faced regulatory hurdles, delaying the process.</p> <p><strong>3. Fresh Response to SEBI Observations</strong><br />In March this year, NSE submitted another formal request for an NOC, addressing previous concerns raised by SEBI in February. These included matters related to technology systems, governance structures, the role and remuneration of key management personnel (KMP), the ownership and operations of the clearing corporation, and unresolved legal issues, particularly the infamous co-location case.</p> <p><strong>4. Co-location Case No Longer a Major Obstacle</strong><br />One of the most significant challenges in NSE’s IPO journey has been the co-location controversy, which raised serious questions about the exchange's governance practices. However, SEBI has recently closed proceedings against former NSE officials involved in the matter. This regulatory development has significantly eased the path for NSE’s listing efforts.</p> <p><strong>5. Investor Base Hits Landmark Milestone</strong><br />The NSE recently surpassed a major milestone, with its shareholder count crossing the one lakh mark. This makes it one of the largest unlisted companies in India in terms of investor participation. Interestingly, this figure outpaces the investor base of many already-listed companies, further highlighting the market's growing interest in NSE's eventual public debut.</p> <p><strong>6. IPO Prospects and Market Impact</strong><br />NSE’s initial IPO plan, filed with SEBI in 2016, targeted a fundraise of approximately ₹10,000 crore. The stock exchange remains highly sought after in the unlisted market, with its shares actively traded in the grey market. Once listed, NSE will follow in the footsteps of its main rival, BSE (Bombay Stock Exchange), which went public in 2017 and became India’s first listed stock exchange.</p> <p><strong>Final Word: IPO Roadmap Close to Clarity</strong><br />According to Pandey, SEBI and NSE are on track to finalize a roadmap that resolves lingering concerns. Discussions around technology, governance, ownership patterns, and litigation appear to be progressing positively. With momentum picking up and confidence building among stakeholders, the long-delayed NSE IPO seems finally poised to become a reality in the near future.</p>
<p data-pm-slice="1 1 []">Care Health Insurance, one of India’s fast-growing standalone health insurers, reported a significant jump in its Gross Written Premium (GWP) for FY25, rising from ₹6,864 Cr in FY24 to ₹8,318 Cr in FY25 — a healthy 21% year-on-year growth. However, despite the impressive growth in topline, the company saw a sharp decline in its profitability. Net profit (PAT) dropped by 49% and EPS halved. This raises a critical question: Why did profitability suffer when premium income surged?</p> <p><strong>1. Claims Incurred Outpaced Premium Growth</strong> One of the clearest reasons for declining profitability is the steep rise in claims incurred. Care Health reported claims of ₹4,096 Cr in FY25, up from ₹3,074 Cr in FY24 — a 33% increase. This is higher than the growth rate in Premium Earned, which stood at just 19% (from ₹5,329 Cr to ₹6,347 Cr).</p> <p>This indicates that for every rupee of premium collected, more was paid out as claims in FY25 compared to the previous year. This could be due to:</p> <ul data-spread="false"> <li> <p>Increased hospitalization costs</p> </li> <li> <p>A higher share of high-claim policies in the portfolio</p> </li> <li> <p>Pricing pressure and competitive undercutting</p> </li> </ul> <p><strong>2. Commission Expenses Rose Sharply</strong> Commission costs rose from ₹1,070 Cr to ₹1,357 Cr, growing 27% YoY. This suggests increased dependence on agents and distribution networks to acquire customers, possibly due to aggressive growth strategies. While this may have supported top-line growth, it has evidently eaten into the operating margin.</p> <p><strong>3. Operating Profit Nearly Wiped Out</strong> Operating profit dropped significantly from ₹356 Cr in FY24 to just ₹49 Cr in FY25. This 86% decline in operating profit underscores that core business operations became far less efficient. Even though NEP grew from ₹6,047 Cr to ₹6,733 Cr, the benefits of this growth were offset by higher claims and commissions.</p> <p><strong>4. Decline in Other Revenue Streams</strong> "Other Revenue" plummeted from ₹81 Cr in FY24 to just ₹9 Cr in FY25. While this component is small compared to core premiums, the reduction indicates fewer auxiliary income opportunities or one-time gains.</p> <p><strong>5. PAT and EPS Slashed by Half</strong> The final impact of all these pressures is seen in bottom-line metrics. PAT dropped from ₹305 Cr to ₹155 Cr and EPS fell from 3.14 to 1.59. Even a rise in income from investments (₹143 Cr to ₹173 Cr) couldn't arrest the fall in net profits.</p> <p><strong>Conclusion</strong> Care Health Insurance's FY25 performance highlights the importance of not just growing premium volumes, but doing so profitably. The company needs to relook at its underwriting practices, customer acquisition costs, and claims management strategies. Unless operating metrics improve, continued GWP growth will not translate into value for shareholders.</p> <p>For investors and analysts, the FY25 numbers are a cautionary tale that <strong>topline growth must be accompanied by margin discipline</strong>. As competition intensifies in India's health insurance sector, sustainable profitability will matter more than just scale.</p>
<p>Rapido quietly built a two-wheeler mobility empire while Ola and Uber were busy battling it out in the cab space. In this video, we explore how this Bengaluru-based startup redefined urban commuting with its affordable, fast, and scalable bike taxi model. From navigating regulatory hurdles to winning Tier 2 & 3 cities and forcing industry giants to respond — Rapido's journey is a masterclass in Indian innovation.</p>
<h3 data-pm-slice="1 1 []"><strong>Overview</strong></h3> <p>BlackRock, one of the world’s largest asset management firms, is reportedly in advanced talks to invest <strong>₹500 crore</strong> into the <strong>promoter group of B9 Beverages</strong>, the parent company of <strong>Bira91</strong>, via <strong>structured debt</strong>. The funding comes at a critical time when Bira91 is grappling with <strong>liquidity issues</strong>, a sharp drop in sales, and high operational losses.</p> <p>The move is structured in a way that part of the funding will go directly into <strong>B9 Beverages as primary capital</strong>, while another portion will be used by the <strong>founders to buy out early-stage investors</strong>, such as Peak XV Partners (formerly Sequoia India) and Sofina.</p> <p>Additionally, the company plans to launch a <strong>₹100 crore rights issue on May 22</strong>, expected to close by June 2025.</p> <div><hr /></div> <h3>🧾 <strong>What’s Triggering the Liquidity Crunch at Bira91?</strong></h3> <p>Despite having strong brand recall and a youthful image, <strong>Bira91 has faced severe headwinds in FY24</strong>, leading to financial stress:</p> <ol start="1" data-spread="true"> <li> <p><strong>Sharp Revenue and Volume Decline</strong></p> <ul data-spread="false"> <li> <p><strong>Revenue fell 23% YoY</strong> to ₹638 crore in FY24 (from ₹824 crore in FY23).</p> </li> <li> <p><strong>Sales volume dropped</strong> from 9 million cases to just 6–7 million.</p> </li> <li> <p>This led to a <strong>cash flow mismatch</strong> and pressure on working capital.</p> </li> </ul> </li> <li> <p><strong>High Net Losses</strong></p> <ul data-spread="false"> <li> <p>Net loss for FY24 stood at ₹748 crore — a continuation of heavy losses from the previous year (₹445 crore in FY23).</p> </li> <li> <p>The company’s cost structure remains <strong>highly inefficient</strong>, burning cash faster than it can generate revenues.</p> </li> </ul> </li> <li> <p><strong>Operational Disruptions</strong></p> <ul data-spread="false"> <li> <p>A <strong>delay in re-registering product labels</strong> due to a name change temporarily blocked product movement to market, directly affecting sales and liquidity.</p> </li> </ul> </li> <li> <p><strong>Supply Chain & Inventory Pressures</strong></p> <ul data-spread="false"> <li> <p>Like many consumer product companies, Bira has been hit by <strong>supply chain bottlenecks</strong> and the costs of holding unsold inventory.</p> </li> </ul> </li> <li> <p><strong>Investor Exit Pressure</strong></p> <ul data-spread="false"> <li> <p>The company is also attempting to <strong>facilitate exits for early-stage investors</strong>, adding to capital needs at a time when internal accruals are weak.</p> </li> </ul> </li> </ol> <div><hr /></div> <h3>💸 <strong>Deal Structure & Strategic Intent</strong></h3> <ul data-spread="false"> <li> <p><strong>Total Structured Debt</strong>: ₹500 crore from BlackRock</p> </li> <li> <p><strong>Use of Funds</strong>:</p> <ul data-spread="false"> <li> <p>Part will go into <strong>B9 Beverages as capital</strong></p> </li> <li> <p>Part will fund <strong>promoter buybacks of early-stage investors</strong></p> </li> </ul> </li> <li> <p><strong>Tranche-Based Disbursement</strong>: The funding will be split into <strong>two tranches</strong>, subject to performance and compliance metrics.</p> </li> <li> <p><strong>Coupon-Linked Structure</strong>: Expected to be back-ended with a coupon, based on revenue/EBITDA performance</p> </li> </ul> <div><hr /></div> <h3>🧠 <strong>UnlistedZone View</strong></h3> <blockquote> <p>This deal is a <strong>critical capital lifeline</strong> for Bira91 but also highlights the inherent risks in scaling a brand-driven, capital-intensive consumer business. While BlackRock’s entry gives confidence, it is important to note that the <strong>investment is structured debt</strong>, not equity — signaling the <strong>risk-reward tradeoff is skewed toward downside protection</strong> for the investor.</p> </blockquote> <p>Until Bira91 shows <strong>consistent volume recovery</strong>, <strong>margin improvement</strong>, and <strong>operational discipline</strong>, the company may remain dependent on external funding to survive and grow. For unlisted market investors, this serves as a reminder that <strong>brand strength alone is not sufficient</strong> without clear financial sustainability.</p>
<p>In a decisive verdict, the Delhi High Court has nullified the 2021 arbitration award that had upheld Zostel Hospitality's claim to a 7% equity stake in Oravel Stays Pvt. Ltd. (OYO). The Court determined that the award was legally untenable as it relied on a Term Sheet that was explicitly non-binding and hence unenforceable under Indian law.</p> <p><strong>Basis of the Dispute: A Non-Binding Term Sheet</strong><br />The origin of the dispute lies in a Term Sheet signed on November 26, 2015, involving OYO, Zostel, and certain shareholders including Tiger Global and Orios Venture Partners. The document outlined OYO’s potential acquisition of specific Zostel assets—namely its tech platform, IP, employee base, and hotel network—in return for Zostel shareholders receiving a 7% equity stake in OYO. However, the Term Sheet was marked non-binding except for a few provisions such as confidentiality and exclusivity. Importantly, it stated that the transaction would proceed only upon execution of final and definitive agreements.</p> <p><strong>Arbitration Proceedings and Award in 2021</strong><br />When the deal failed to materialize, Zostel initiated arbitration in 2018, alleging it had already transferred its key assets and fulfilled its obligations. On March 6, 2021, the arbitral tribunal sided with Zostel, holding that although the Term Sheet was labeled non-binding, the parties' conduct gave it legal enforceability. The arbitrator stopped short of ordering share allotment but held that Zostel was “entitled” to specific performance and could pursue further proceedings to secure the shares.</p> <p><strong>OYO’s Challenge and the Court’s Verdict</strong><br />OYO contested the arbitral award in the Delhi High Court under Section 34 of the Arbitration and Conciliation Act, 1996. Justice Sachin Datta, who presided over the matter, ruled in favor of OYO on May 13, 2025. The Court held that there was no concluded contract between the parties, and thus, no grounds for awarding specific performance. It noted that the tribunal's decision effectively sought to enforce an incomplete agreement, which runs contrary to established principles of contract law in India.</p> <p><strong>Failure to Establish a Binding Contract</strong><br />A significant portion of the Court’s reasoning focused on the absence of a "consensus ad idem"—a meeting of minds—on essential commercial terms such as the Shareholders’ Agreement, Share Subscription Agreement, and the Business Transfer Agreement. These elements, the Court stressed, are crucial in validating a transaction of this nature. Without mutual agreement on such material components, there can be no enforceable contract, let alone grounds for specific performance.</p> <p><strong>Court’s Disapproval of Tribunal’s Approach</strong><br />The Court also found fault with the arbitral tribunal for not addressing the core relief sought—i.e., the actual issuance of shares to Zostel. Instead, the tribunal allowed Zostel to initiate further legal steps to pursue share allotment. The Court considered this an improper and incomplete adjudication of the dispute. It emphasized that such directions could mislead parties into seeking enforcement of a non-existent agreement, thereby creating legal uncertainty.</p> <p><strong>Public Policy Consideration and Legal Incompatibility</strong><br />One of the most crucial findings was that the award clashed with the public policy of India. Under Section 34(2)(b)(ii) of the Arbitration Act, arbitral awards that conflict with Indian legal principles or public interest can be set aside. The Court concluded that enforcing a non-binding and incomplete document through arbitration was fundamentally flawed and against the public interest, making the award liable to be quashed.</p> <p><strong>Implications for Investors in OYO’s Unlisted Shares</strong><br />This verdict offers important clarity for investors keeping an eye on OYO’s unlisted shares. With the Court rejecting Zostel's claim, the risk of unexpected equity dilution is significantly reduced. This outcome could reinforce investor confidence in OYO’s ownership structure and may positively impact the valuation in the unlisted market. Legal certainty in such high-stakes matters is often a key consideration for institutional and HNI investors dealing in pre-IPO stocks.</p> <p><strong>Final Take: Legal Clarity Reasserted for Private Market Participants</strong><br />The High Court’s decision reaffirms that non-binding documents, even when partially executed in spirit, cannot form the basis of equity claims or enforceable contracts. For participants in the unlisted equity market, especially those tracking OYO’s trajectory, this ruling eliminates a major legal overhang. It signals that courts will uphold contractual discipline and will not permit enforcement of vague or tentative deals—setting a clear precedent for future corporate disputes.</p>
<p>Tata Capital has sanctioned a loan of ₹2,600 crore to GMR Nagpur International Airport Limited (GNIAL), providing critical funding support for the brownfield expansion of Dr. Babasaheb Ambedkar International Airport in Nagpur. This financing marks a significant shift in Tata Capital’s portfolio, highlighting its growing focus on infrastructure lending, especially in aviation and logistics. The move not only strengthens GMR’s position in the airport sector but also reinforces Tata Capital’s presence in long-term infrastructure finance.</p> <p><strong>Project Overview: Upgrading Nagpur’s Aviation Infrastructure</strong><br />The total cost of the airport expansion is estimated at ₹3,275 crore, out of which ₹2,600 crore will be funded through Tata Capital’s loan. The project aims to modernize and expand the airport’s capacity, positioning it as a major aviation hub in central India. The development will include a new terminal with the ability to handle 3 million passengers annually, upgraded cargo facilities with 20,000 metric tonnes of capacity, an advanced runway system, new air traffic control infrastructure, and comprehensive civil and electrical works.</p> <p><strong>GMR’s Role: A Long-Term Vision for Nagpur</strong><br />GMR Nagpur International Airport Limited, a wholly owned subsidiary of GMR Airports Limited, was created to operate and manage the Nagpur airport under a concession agreement. While the company has completed its internal preparations to take over the project, the formal transfer of land from the Airports Authority of India (AAI) is still pending final approval from the Union Cabinet. Once approved, the land currently under AAI, along with surrounding areas owned by the Maharashtra Airport Development Company (MADC), will enable GMR to initiate full-scale development.</p> <p><strong>Legal and Structural Support</strong><br />The loan arrangement has been backed by legal counsel from Cyril Amarchand Mangaldas, ensuring regulatory and compliance oversight for the transaction. This reflects the structured and professionally managed nature of the deal, reducing execution risk and offering more clarity for stakeholders involved in both GMR and Tata Capital.</p> <p><strong>Strategic Significance for Tata Capital</strong><br />This investment is a strategic demonstration of Tata Capital’s shift toward infrastructure financing, a segment with strong long-term growth potential. The company is diversifying its portfolio beyond traditional retail lending by entering capital-intensive sectors backed by long-term, cash-generating assets. The Nagpur airport loan adds to Tata Capital’s credibility as a serious player in structured lending, infrastructure development, and public-private partnership projects.</p> <p><strong>Investment Perspective: Why It Matters</strong><br />For investors, this deal offers a glimpse into the capital allocation discipline and forward-thinking approach of Tata Capital. By funding an infrastructure asset with secure long-term cash flows and strong backing from a trusted operator like GMR, Tata Capital has positioned itself for consistent yield and long-term value creation. Asset-backed lending of this nature helps mitigate risk while building exposure to India’s infrastructure-led growth.</p> <p><strong>Delays and Outlook</strong><br />Although the takeover was initially planned for early May 2025, the delay in land transfer approvals has postponed the formal commencement of GMR’s operations. Despite the temporary hold-up, the financing is in place, and the project is ready to move ahead once the regulatory green light is received. This delay presents an opportunity for investors to assess execution timelines and monitor the project's rollout closely.</p> <p><strong>Conclusion: A Long-Term Bet on India’s Aviation Future</strong><br />Tata Capital’s ₹2,600 crore loan to GMR is a strategic signal of its confidence in India’s infrastructure future, particularly in the aviation sector. With rising demand in Tier-2 cities like Nagpur and a strong private partner in GMR, this move underscores Tata Capital’s ability to identify and back high-impact projects. For investors, this development strengthens Tata Capital’s profile as a stable, growth-oriented lender committed to responsible financing and long-term value creation.</p>
<p>HDB Financial Services, a wholly owned subsidiary of HDFC Bank, is staring at a rapidly approaching deadline to list on the stock exchanges. Under the Reserve Bank of India’s (RBI) scale-based regulatory framework, non-banking financial companies (NBFCs) are categorized into different layers based on their size, systemic importance, and risk profile. Among these, entities designated as “upper-layer” are considered to pose relatively higher systemic risks due to their larger balance sheets, significant public interface, and complex operations. To ensure greater transparency, accountability, and regulatory oversight, the RBI mandates that all NBFCs in this upper-layer category must transition to a publicly listed status within a stipulated time frame. The deadline set for this mandatory listing is September 2025. Failure to comply within this timeline could attract regulatory scrutiny or consequences, making it imperative for HDB Financial to complete its IPO process within the prescribed period.</p> <p><br /><strong>IPO Filing and Structure</strong><br />The proposed initial public offering comprises two components — a ₹10,000 crore offer for sale (OFS) by HDFC Bank and a ₹2,500 crore fresh issue aimed at bolstering Tier-I capital and funding future loan growth. If executed as planned, this would be the largest NBFC IPO in India and among the top five public offerings across sectors.</p> <p><strong>SEBI Review Facing Roadblocks</strong><br />Despite its high profile, the IPO has hit a snag. According to media reports, the Securities and Exchange Board of India (SEBI) has yet to provide final observations due to compliance concerns. These include potential violations related to share issuance by unlisted companies, irregularities in employee stock option plans (ESOPs), and a shareholder count that may not meet regulatory requirements.</p> <p>The last known communication between SEBI and the company's merchant bankers occurred in March 2025, suggesting the approval process has stagnated.</p> <p><strong>RBI Extension Likely on the Horizon</strong><br />With the IPO timeline tightening and SEBI approval still pending, industry sources indicate that HDB Financial may formally request the RBI for an extension. While no official confirmation has been made, such a move is seen as a strategic necessity to comply with RBI’s listing mandate and avoid penalties or forced action.</p> <p>An HDFC Bank spokesperson acknowledged the delay in SEBI observations but refrained from commenting on any extension plans, stating: “Our subsidiary, HDB Financial Services, has filed its DRHP with SEBI and awaits final observations.”</p> <p><strong>Operational Timeline and Market Readiness</strong><br />Generally, after regulatory nods, companies take three to four weeks to complete pre-listing activities such as marketing, pricing, and roadshows. With just months left and SEBI’s review ongoing, there’s widespread doubt that HDB can meet its September deadline without formal regulatory leniency.</p> <p><strong>Legal Matters in the Background</strong><br />Adding to the complexity, HDB Financial is also involved in an unrelated legal appeal before the Securities Appellate Tribunal (SAT). Although experts suggest this does not directly affect the IPO, it contributes to the broader compliance environment the company must navigate.</p> <p><strong>Conclusion</strong><br />As things stand, all eyes are on SEBI and RBI. Whether HDB Financial can meet the current deadline or requires regulatory relief could significantly influence not only the company’s future but also HDFC Bank’s strategic capital deployment. With the IPO path temporarily obstructed, a formal extension from the RBI appears increasingly probable — and may be the only way to stay compliant with the NBFC upper-layer mandate.</p>
<p>From three to four months earlier, the share transfer process has been slashed to just one day, driving the shareholder count, explained <strong>Umesh Paliwal, of UnlistedZone</strong>, who deals in unlisted shares. He added that while demand for NSE shares was always present, the waiting period acted as a deterrent for some investors. <br /><br /><a href="From%20three%20to%20four%20months%20earlier,%20the%20share%20transfer%20process%20has%20been%20slashed%20to%20just%20one%20day,%20driving%20the%20shareholder%20count,%20explained%20Umesh%20Paliwal,%20of%20Unlisted%20Zone,%20who%20deals%20in%20unlisted%20shares.%20He%20added%20that%20while%20demand%20for%20NSE%20shares%20was%20always%20present,%20the%20waiting%20period%20acted%20as%20a%20deterrent%20for%20some%20investors.">Read the Full Article</a></p>
<p>In a significant leap for Indian quick commerce, BigBasket has introduced drone-based deliveries at an apartment complex in Bengaluru, marking a new chapter in last-mile logistics. This initiative, currently exclusive to the Prestige Falcon City on Kanakapura Road, demonstrates a forward-thinking approach to urban delivery, blending technology and convenience in a real-world setting.</p> <p><strong>1. Inside the Pilot Program</strong><br />Although the drone delivery trial began in March, the project was formally launched only last week, according to BigBasket staff. Under this system, drones transport groceries, medicines, and daily-use items from a nearby dark store to the apartment premises. From there, a dedicated BigBasket delivery executive ensures items are delivered directly to individual flats, minimizing delays and human contact.</p> <p><strong>2. A Unique Collaboration with Residents</strong><br />This initiative represents the first collaboration between a quick commerce player and a residential complex in India. Avinash HV, president of the Bengaluru Apartment Federation (South) and a member of the Prestige Falcon City RWA, explained that the partnership aims to reduce traffic congestion, improve delivery speed, and limit unnecessary foot traffic into the complex. Each drone delivery can handle a payload of up to seven kilograms, and if an order exceeds this, two drones are dispatched to complete the delivery efficiently.</p> <p><strong>3. Faster Than Traditional Methods</strong><br />Despite the six-kilometer distance from BigBasket’s dark store, the drones complete the trip to Prestige Falcon City in just 4 to 5 minutes. This rapid turnaround stands in sharp contrast to traditional two-wheeler deliveries, often delayed by Bengaluru’s infamous traffic. Currently, two drones are in operation to serve the needs of the 2,500-flat complex.</p> <p><strong>4. Powered by Homegrown Drone Tech</strong><br />The drones powering this innovative delivery system are developed by Skye Air Mobility, a startup headquartered in Gurugram. Specializing in aerial logistics, Skye Air has equipped BigBasket with the tools to make drone delivery in densely populated residential areas a reality.</p> <p><strong>5. India’s First Live Drone Delivery in E-Commerce</strong><br />While India has previously witnessed experimental drone deliveries — including blood samples and vaccines — this marks the first live and consistent use of drones for consumer e-commerce deliveries. Attempts by companies like Dunzo and Swiggy had shown promise but did not scale up. Zomato had even acquired a drone firm in 2018, only to exit the venture two years later.</p> <p><strong>6. A Glimpse at the Global Drone Delivery Scene</strong><br />Globally, drone logistics is already in motion. In China, companies like Meituan and Antwork are running commercial drone routes in cities like Shenzhen and Beijing, using specially designed kiosks as drop-off points. These systems handle urban complexity while offering high efficiency, especially for medical deliveries and hard-to-reach places like sections of the Great Wall.</p> <p>In the United States, Amazon has tested drones in remote regions, but has yet to scale the model nationwide. However, India's unique urban challenges — particularly traffic bottlenecks — make it a strong candidate for drone delivery to become mainstream, especially for large housing societies.</p> <p><strong>7. Looking Ahead: The Future of Drone Deliveries</strong><br />Although expansion to other areas in Bengaluru may take time, this pilot could become a blueprint for drone-based logistics in Indian cities. If scaled thoughtfully, drone deliveries could not only speed up e-commerce fulfillment but also optimize urban mobility, reduce carbon emissions, and reshape how India thinks about everyday essentials.</p> <p>BigBasket’s bold move might just signal the beginning of India’s aerial commerce revolution.</p>
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