In a remarkable display of dedication, Farhana I M has secured second rank in M.Tech Computer Science and Engineering under Visvesvaraya Technological University (VTU).
What makes her achievement extraordinary is not just academic excellence but the journey behind it. A mother of three, she balanced family responsibilities while pursuing higher education, proving that determination breaks barriers. Her story is a testament to the boundless nature of passion for learning.
Born to Ismail Kundapur and married to Imran Kundapur, Farhana shares a close bond with her brother-in-law, Mohammed Ashif Karnire, CEO of Expertise Contracting Company in Saudi Arabia.
Reflecting on her journey, Farhana credits her love for education and the desire to set an example for her children as her driving forces. She hopes her success inspires other mothers and students to pursue their aspirations despite challenges.
Her accomplishment stands as a beacon of motivation, encouraging students and professionals alike to chase their dreams with dedication and perseverance.
source: http://www.radiancenews.com / Radiance News / Home> Focus> Markers of Excellence / by Radiance News Bureau / February 16th, 2025
In a ground-breaking medical achievement for coastal Karnataka, doctors at Indiana Hospital & Heart Institute have successfully implanted the region’s first-ever artificial intelligence (AI)-driven, leadless pacemaker in an elderly woman. This milestone marks a significant advancement in cardiology and reinforces Mangaluru’s reputation as a hub for cutting-edge healthcare services.
The patient, who had been suffering from Tachybrady syndrome, a condition where the heart alternates between dangerously fast and slow rhythms, had been hospitalized multiple times over the past year due to heart failure. After extensive evaluation, doctors recommended a radiofrequency ablation and pacemaker implantation.
However, a traditional pacemaker was not a viable option due to the patient’s pre-existing infection and high risk of recurrent sepsis. Conventional pacemakers use leads connected to the heart and positioned on the chest wall, which can pose serious infection risks for vulnerable patients.
To overcome these challenges, a team of experts, led by Dr Yusuf Kumble, chief interventional cardiologist at Indiana Hospital, along with Dr Maneesh Rai (Electrophysiologist), Dr Garry Valerian Pais (Consultant Interventional Cardiologist), Dr Sukhen Shetty (Cardiac Anaesthetist), and Dr Pradeep, opted for an innovative, leadless pacemaker solution.
Unlike traditional devices, this self-contained pacemaker is implanted directly into the heart through a minimally invasive procedure via the groin, eliminating the need for external leads or chest wall placement. This significantly reduces infection risks and complications, making it a safer, more effective option for patients prone to infections. Following the successful implantation, the team also performed radiofrequency ablation to treat the patient’s arrhythmias.
“This achievement underscores the exceptional expertise of our cardiology team and our commitment to bringing cutting-edge medical technologies to Mangaluru and beyond,” said Dr Yusuf Kumble. “By implanting the first AI-driven wireless pacemaker in coastal Karnataka, we have further established Indiana Hospital as a leader in interventional cardiology, not just in Karnataka, but across India.”
The leadless pacemaker is smaller, more efficient, and less invasive than conventional devices, providing patients with enhanced quality of life while minimizing associated risks.
With this pioneering procedure, Indiana Hospital and Heart Institute continues to set new benchmarks in advanced cardiac care, further cementing Mangaluru’s position as a center for innovative medical interventions in India.
source: http://www.daijiworld.com / Daijiworld.com / Home> Top Stories / by Media Release / February 18th, 2025
Shaik Zakeer Hussain receives the Janasadbhawana Civil Society Awards, 2018 in journalism.
Bengaluru:
The Cognate’s founder and editor, Shaik Zakeer Hussain, has been awarded the Janasadbhawana Civil Society Awards, 2018 in the category of journalism for his coverage on fraudulent ‘Halal’ investment companies in Bengaluru.
The awards have been instituted by Bengaluru-based NGO Janasadbhawana, which has been working for the reformation and rehabilitation of undertrial prisoners in the city’s Central Jail in Parappana Agrahara. The awards are designed to promote and recognise notable work in the field of journalism, social activism, and administration. The award was presented to Zakeer by Faiz Akram Pasha, the founder trustee of Janasadbhawana on December 3.
“Zakeer has been recognised for his relentless coverage of fraudulent companies in Bengaluru, who have systematically targeted and looted the Muslim community in the name of religion,” said Faiz Akram Pasha, while presenting the award.
The other recipients of the Janasadbhawana Civil Society Awards, 2018 in the field of journalism were, Vikhar Ahmed Sayeed of the Frontline Magazine, Muneer Ahmed Jami of The Siasat Daily, Shahid Qazi of Zee Salaam, Mohammed Asharaf Ali Rashadi of the Daily Salar, Neyamathulla Hameedi of Rashtriya Sahara, and Ansar Azeez Nadwi of Seedhi Baat.
source: http://www.thecognate.com / The Cognate / Home> News / by The Cognate News Desk / December 03rd, 2018
The ‘Beary Mela-2025’ was inaugurated in a grand ceremony at the Etisalat Academy Ground on Sunday.
Organised under the aegis of the UAE Bearys Chamber of Commerce & Industry (BCCI), the event was inaugurated by S.M. Rasheed Haji, President of the Mangaluru Bearys Chamber of Commerce & Industry (BCCI), who extended his best wishes.
Speaking as the chief guest, Zakariya Jokatte, CEO of Al Muzain in Saudi Arabia, stated that the Beary community is known for its peaceful and harmonious nature. He emphasised the importance of preserving the community’s culture and continuing initiatives that benefit the community.
During the event, he announced that the next Beary Mela would be organised in Saudi Arabia after the Eid celebrations in 2026.
Hidayath Addoor, President of the UAE chapter of BCCI, delivered the presidential address.
Other dignitaries present included Umar U.H., President of Beary Sahitya Academy, Golthmajalu Razak Haji, Badruddin, Imtiyaz, and Ronald Martis.
source: http://www.english.varthabharati.in / Vartha Bharati / Home> Gulf / by Vartha Bharati / February 09th, 2025
The Indian Nawayath Forum (INF) has appointed its new office bearers for the term 2025-2028, with Aftab Kola assuming the role of President. Hashim Mohtesham (Barni) and Fayyaz Mohtesham have been named as the first and second Vice Presidents, respectively.
Adil Nagarmat has been entrusted with the responsibilities of General Secretary, while Gufran Lanka will serve as Secretary. The forum’s financial management will be overseen by Treasurer Ummer Khalifa, and Faizan Lanka has been designated as the Internal Auditor.
The Indian Nawayath Forum, a prominent organization working for the upliftment and welfare of the society, plays a crucial role in social, educational, and cultural initiatives. With a strong commitment to community development, the newly appointed team aims to carry forward the organization’s objectives and address various issues concerning the Nawayath people.
source: http://www.english.varthabharati.in / Vartha Bharati / Home> Karavali / by Vartha Bharati / February 10th, 2025
He can afford to hand out fistfuls of Liv.52 to anyone feeling liverish, although he would prefer to sell the pill. As Meraj Manal says, one Liv.52 is bought every second somewhere in the world. The only ayurveda pill among the 12 bestselling medications in India, Liv.52 has powered its manufacturer The Himalaya Drug Co into the ranks of Big Pharma in India.
But ask Manal to sell a slice of his privately-held company and you are shown the door. Many consumer care companies have tried to acquire a stake in Bangalore-based Himalaya. Dealmakers know it is not up for sale, but they do not give up hope or stop making bids.
Why should they? Himalaya, started by Manal’s father, the late M. Manal, in 1930 to make herbal tablets in the Himalayan town of Dehradun, is today an established brand in over 70 countries with about 160 products – 66 in pharma, 63 in personal care, nine in baby care and 22 in animal care.
After India, its three top markets are West Asia, Russia and the CIS, and South East Asia. In 1999, Himalaya took its personal care range into global markets, piggybacking the equity of its pharma products.
Figures are not available, but Manal says turnover has crossed Rs 1,000 crore on the back of Liv.52, some similar pills and the personal care products. “Liv.52 is one of the biggest successes of my father,” says Manal, Chairman of Himalaya Global Holdings, which owns the nine operating subsidiaries in different regions.
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I get 3 or 4 offers a year: Meraj Manal
Meraj Manal, 62, has always let his business heads to do the talking. In a rare interview with BT’s K.R. Balasubramanyam, he explains why he does not want outside investments, and why values count more than profits. Edited excerpts
How did your father get into the herbal medicine business? My father spent his lifetime gathering knowledge about traditional household remedies, standardising them, testing them for safety and efficacy and demonstrating them to doctors. He was the first who thought of producing herbal medicines in tablet form so doctors can prescribe them… Whenever he heard about a remedy, he would jot it down on a plain card to work on them later. We have tens of thousands of such cards stored in boxes. Our toothpaste is a product from one such card scribbled 40 years ago.
Why are you still not a public company? I don’t want a rupee from anyone other than the bank, because it is difficult to explain what we do to a shareholder. Can I accept outside investments and allow these cards (pointing to the stacks of his father’s cards) to disappear? Our whole philosophy, our value system is so different, how do I explain this to investors? All my children – four daughters and three sons – think so.
Do you get offers? I receive three or four offers a year. Multinationals have spoken to me and one of them even said we are the nugget of the herbal industry. If I accept these offers and put that money in a bank, I would no doubt get millions every month… What will I do with that money? I don’t want the liability of someone else’s money with me, big or small. Once you accept outside investment, they will start advising us on things like cutting the number of curries in the lunch at our canteen… or the staff transport. They will ask us why you are doing this and that. There is no “why” here. This is how it is. Since we are closely held, I have the luxury to say profits are not everything.
How much of your revenues goes into R&D? In this company, there is no limit on expenses on R&D. That is the only division without a budget. These (pointing to the cards) have to be converted into products.
How are you professionalising the company? As you grow, you need people who know more than you do. You cannot reach the next step unless you professionalise…. We will reserve the holding company for family members and the subsidiaries will have only professionals. We have separated ownership from management. Family members will be responsible for nurturing our value system. I don’t want family members on the business side. If they have energy, they are free to go out and pursue their interests.
So a family member becomes part of the holding company by default? Admission is not by default. They must have something to contribute….My son heads the US business, and not because he is my son, but because he is a professional who knows the US market the best. He is doing remarkably well.
What about this Deputy Chairman’s post? I created the post two years ago and appointed Ravi Prasad for a very special reason. To send a strong message that the operational head does not have to be a Manal. People were astonished and are happy about the decision. Like any CEO of any other region, my son too reports to Ravi. (Ravi Prasad was elevated as Executive Chairman in October. He leads the global management team.)
Are you satisfied with your growth? The growth we have had is more than satisfactory. If I want more than that, then we are greedy. We crossed Rs 1,000 crore in revenues last year. I don’t know much about finances. Professionals handle that. I just sign on the papers. …When I joined the business in 1965, the revenues were Rs 40 lakh…. The way we are growing in North and South America tells me that 20 years from now, they could possibly be our largest markets by volume.
Where is Himalaya headed? We will never move from our core competence. I am not for diversifying. I am not a person who can do other things. Opportunities for growth are unlimited and there is no real need to diversify. Our global operations have taught us many things. The country does not matter. As long as there are homes with people, we will go there.
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Research backbone Although Himalaya’s reliance on Liv.52 has come down after both its new as well as old pharma products picked up steam in the market, and it launched personal care products, it all began with this blockbuster, whose recipe was among the many jotted down by Manal’s father on a card.
(Himalaya’s future lies in thousands of similar cards with notes that are stacked in boxes in Manal’s room.) The 52nd formula was a hit. Manal senior’s aim had been to make herbal remedies available in tablet form, scientifically tested for efficacy, identified by name and prescribed by doctors. The passion for research continues.
Ravi Prasad
Himalaya has raised its research, development and manufacturing standards so that its products clear regulatory hurdles abroad. “Apart from ayurvedic institutions, we also do clinical trials in leading allopathic institutions both in India and abroad,” says Ravi Prasad, Executive Chairman of Himalaya Drug Company, who leads the team of professionals worldwide.
“The regulatory picture is not clear in many countries and in some countries our standards have been recognised as the benchmark,” he says. Himalaya’s R&D facility, he says, is one of the biggest for an ayurveda manufacturer, with about 120 multidisciplinary scientists. As Manal proudly declares, R&D is the “backbone” of the company.
Himalaya knows the key to growth lies in its ability to create more patents. The US Patent and Trademark Office has granted it patents for its sunscreen, under-eye cream, laxative, sedative, immunestimulant, anti-acne range and hairloss cream, and 76 applications are pending. It has just released in the US markets a new type of tablet in which the binders are also derived from herbs. “No company has done this before, and we have filed for a process patent,” says Ravi Prasad. Until the 1990s, Himalaya’s portfolio had only pharma remedies. It entered the equally lucrative consumer care market with some 20 products under the Ayurvedic Concepts range in 2001. Two years later, it created the umbrella brand Himalaya Herbal Healthcare. It also began opening exclusive outlets: there are 130 shops in India and 25 in Singapore, Malaysia, South Africa and the Cayman Islands.
Dream run According to Ravi Prasad, Himalaya’s personal care products are growing much faster globally than pharma products, because pharma faces tough regulations in some countries. As of now, Himalaya gets 58 per cent of its revenues from pharma products, but that seems set to change. Saket Gore, Business Head of the consumer products division, says: “Today, we are the market leaders in face washes in the UAE, India and Malaysia.”
According to The Nielsen Co figures for April-June 2010, Himalaya face washes had a 17.8 per cent market share in India, less than two percentage points behind multinationals Hindustan Unilever Ltd and L’Oreal. Himalaya’s individual products also face competition from firms that are strong in one or just a few products, such as Colgate in toothpaste and Fair & Lovely in face masks. Doctors have been Himalaya’s biggest brand ambassadors in pharmaceuticals.
Philipe Haydon, President & CEO for pharmaceuticals, says Himalaya is in touch with about 3.75 lakh doctors and reaches 94 per cent of pharma retailers. “We are the modern face of ayurveda in India and our medical representatives promote products with scientific detailing,” says Haydon, who is also the CEO of the Asia Pacific region. In ayurveda retail, Himalaya competes with the likes of Dabur, Charak, and Baidyanath
Source: Indian Pharmaceutical Market rankings based on Org SSA report / Aug 2010
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Internationally, consumer care and pharma contribute equally to revenues. “In 20 years from now, North and South America could possibly be our largest markets by volume. They are very big on herbal medicine,” says Manal. These markets are headed by his son Nabeel, 36.
The Prognosis Industry observers believe that while Himalaya has built a cult in Liv.52, it needs more such blockbusters to make up for its low-key marketing and a distribution network weaker than that of rivals such as Dabur India.
“Today, the brand Himalaya is recognised and closely associated as a natural remedy, but on the personal-care front it sends out no cues to a consumer. This is important in the FMCG category where it competes with many others,” observes Kannan Sitaram, a former chief operating officer of Dabur.
Analysts say that opening shop-in-shops and branded stores is a good strategy. “But brandbuilding investments are required so that consumers will walk into a shop only for the Himalaya display. Also, being positioned as a mass brand, it needs greater presence and investment in distribution,” says Sitaram. But the company has to figure out if its returns are justified. “After all, rentals are going up,” he says.
In pharma, Himalaya is stronger. “It has very sharply- positioned products for the eyes, liver, bones and so on. It is also present in areas that are not crowded. Besides, it spends huge sums on R&D and can compete with some of the best pharma companies in India,” says R.B. Smarta, Managing Director, Interlink Marketing Consultancy.
This also gives it an edge in global markets, where the demand for natural, ayurvedic and herbal remedies is growing. “They have very precise and extensive documentation on each of their ingredients, that can withstand the rigor of clinical trials. Their patents also stand them in good stead,” says Smarta.
By buying raw materials directly from growers, collectors and nongovernmental organisations, Himalaya keeps costs under control. Recently, it signed an agreement with the Sikkim government to prepare farmers in organic farming of herbs and sustainable collection. In September, Himalaya, along with a few others, came under fire from the Centre for Science and Environment or CSE, which claimed that Himalaya’s honey contained antibiotics beyond the stipulated standards. Ravi Prasad denies the charge. “The same batch was tested at three independent laboratories and none found any trace of antibiotics.
Our technical team will soon meet the CSE with these findings and seek its comments,” he says.
No entry Manal does not run day-to-day affairs and has professionalised the company by elevating Ravi Prasad as the executive head, so that his father’s legacy grows independent of the family. “My father’s life’s mission was to help people and we will move in his footsteps,” says Manal, who follows the modest example set by his father. (In September, when Ravi Prasad called on Manal at his apartment in Dubai, the chairman travelled with him to Himalaya’s office in the Metro and then took a bus to attend another meeting.)
Of Manal’s seven children, only Nabeel works for the company. Two daughters are married and homemakers, and the other two daughters and a son are still studying. One son works in the financial sector in the US. Manal is content with bank funding, and proud of his 40-yearold relationship with Union Bank of India. In turn, M.V. Nair, the bank’s Chairman and Managing Director, says its long relationship with Himalaya is a wonderful example of a banker- entrepreneur growth story.
Himayala’s requirement of funds depends on projects. It borrowed Rs 100 crore two years ago from the bank to make its manufacturing unit in Bangalore compliant with European and American standards.
Dealmakers and investment bankers are not put off by Manal’s “No Entry” board. Recently a personal-care multinational contacted Bangalore’s Viedea Capital Advisors, looking for a sizeable stake in Himalaya. Deepak Srinath, cofounder of Viedea, says: “The management did not entertain any conversation on the subject.”
Himalaya, Srinath says, is a dream mandate for any investment banker because it has all the ingredients that a PE or strategic investor looks for – a highly credible brand name, an impressive product portfolio, a professional management and profitability.
“Also, the promoters have a reputation for being ethical,” says Srinath. According to the India head of an American PE firm, Himalaya is an ideal target since its capex needs are not large and can be met by internal accruals and bank funding. Such companies usually give robust returns.
But Manal is focused on different things: “The scope for growth is unlimited. As long as there are homes with people, that family is our customer. We don’t recognise borders.”
With inputs by Shamni Pande
source: http://www.businesstoday.in / Business Today.in / Home> News> BT Magazine> Features / by K R Balasubramanyam / Print edition / November 28th, 2010
Students of Bearys Institute of Technology (BIT) have made the institution proud with their achievements at the 24th Visvesvaraya Technological University (VTU) Annual Convocation held today.
Thasnim Khalid, an M.Tech CSE graduate, secured the 8th rank with a CGPA of 9.43 and received her award during the ceremony.
Ayshuthul Sajeena, another M.Tech CSE graduate, achieved the 5th rank with a CGPA of 9.53. However, she could not attend the event due to the recent passing of her father.
The BIT management, faculty, and staff have congratulated both students on their accomplishments, appreciating their hard work and dedication.
source: http://www.english.varthabharati.in / Vartha Bharati / Home> Karavali / by Vartha Bharati / February 08th, 2025
Anjum Tabassum, Tahsildar of Humnabad in Bidar district of Karnataka was presented with an award for her excellent performance as Assistant Electoral Registration Officer during Parliamentary elections 2024.
State governor Thawarchand Gehlot gave away the award to her on National Voters’ Day in Bengaluru on January 25.
This prestigious recognition is a testament to her outstanding efforts and dedication during the Lok Sabha Elections 2024. Her hard work has paid off, and this award is a well-deserved acknowledgment of her commitment to ensuring free and fair election.
Anjum Tabassum Lashkari from Gulbarga cracked the Karnataka Administrative Services (KAS) in 2014. She did her masters from Gulbarga University and had schooling earlier in Shahbad town.
source: http://www.radiancenews.com / Radiance News / Home> Pride of the Nation> Awards> Latest News / by Mohammed Atherulla Shariff / January 27th, 2025
In a significant achievement, Abdul Gaffar, a resident of Berikey House, Nekkilady, Uppinangady, has successfully transported 100 stingless bee colonies along with bees to Gujarat. The transportation was carried out via train from Mangaluru to Gujarat, passing through Bengaluru.
A Gulf returnee, Gaffar initially took up beekeeping as a hobby during the COVID-19 pandemic. However, his passion soon turned into a full-time profession. He attributes his success to the guidance of Manmohan Arambya, who directed him to RUDSETI Ujire for scientific training in beekeeping.
Today, Gaffar manages an extensive collection of bee colonies, including 2,000 stingless bee colonies, 500 cerana bee colonies, and 10 white stingless bee colonies, known as Lisotrigona.
Notably, he is the only beekeeper in Karnataka to own Lisotrigona colonies. As part of his contribution to research, he has also donated one Lisotrigona colony to the University of Agricultural Sciences, Bengaluru.
Gaffar has expanded his work beyond beekeeping. He now deals in high-quality honey, bee pollen, beeswax, bee comb, and bee propolis. Additionally, he has designed innovative beehives tailored for stingless bees, making beekeeping more accessible and efficient. With the increasing demand for stingless bee colonies due to their medicinal benefits, his work has gained widespread recognition.
Acknowledging his journey, Gaffar expressed gratitude to his mentor Manmohan Arambya, RUDSETI Ujire, and senior researchers from the University of Agricultural Sciences, Bengaluru—Dr Shashidhar and Dr K T Vijayakumar—for their unwavering support and guidance.
His remarkable success stands as an inspiration, highlighting the potential of beekeeping as a promising profession and contributing to the preservation of these essential pollinators.
source: http://www.daijiworld.com / Daijiworld.com / Home> Karnataka / by Media Release / January 29th, 2025
In the aftermath of the Kargil War, Muzzamil Hussain’s family unearthed a treasure of Silk Road artefacts in their ancestral property near Kargil’s bazaar.
At the request of Hussain’s ailing grandfather, the family inspected an old property near Kargil’s bazaar.(Pixabay)
In 1999, during the violent onset of the Kargil War, Muzzamil Hussain and his family fled their hometown in Ladakh and sought refuge in the remote Suru Valley. The conflict, which left a lasting imprint on the region, marked a turning point in Hussain’s life. Upon returning to Kargil after India claimed victory, a significant discovery awaited the family, changing their lives forever.
At the request of Hussain’s ailing grandfather, the family inspected an old property near Kargil’s bazaar, originally built by his great-grandfather, Munshi Aziz Bhat. Behind hand-carved wooden doors sealed with a rusty latch, they discovered a trove of artefacts, including silks from China, Persian rugs, silver cookware from Afghanistan, Tibetan turquoise, and luxury items from London and New York. The collection would later be recognised as one of India’s finest private Silk Road relics.
Preserving the past
Initially unsure how to handle the artefacts, the family received guidance from anthropologists Dr. Jacqueline Fewkes and Nasir Khan from Florida Atlantic University in 2002. Recognising the collection’s historical significance, they encouraged its preservation, according to the BBC.
This advice led to the establishment of the Munshi Aziz Bhat Museum in central Kargil, overseen by Hussain’s uncles. The museum showcases hundreds of Silk Road artefacts, such as 18th-century Ladakhi sheep-horn bows and 19th-century Chinese copper pipes.
“The Munshi Aziz Bhat [museum] doesn’t have to, and should not, be the British Museum or the Smithsonian because it offers its own perspective that is invaluable to both local and global audiences,” Dr. Fewkes stated. “The stories are focused on identities that are significant to the descendants … family and local histories provide an alternative understanding about the past.”
Carrying forward a legacy
While his uncles manage the museum’s daily operations, Hussain dedicates his efforts to researching and tracing his family’s Silk Road heritage. He believes these initiatives help reconnect the local community with its roots.
“In places impacted by war, like Kargil, there is often an identity crisis and lack of pride,” Hussain remarked. “Tourism can be a powerful tool for healing. When visitors appreciate your history and heritage, it fosters a sense of pride.”
Born in Leh in 1866, Munshi Aziz Bhat—Hussain’s great-grandfather—studied in Skardu, now in Pakistan. He later established a thriving trade hub in Kargil, featuring shops, an inn, and stables for long-distance traders arriving from places such as Lhasa and Yarkand.
At its peak, this hub connected Central Asia, mainland India, China, Europe, and the Americas. However, the 1948 partition between India and Pakistan shut down trade routes, effectively ending Bhat’s prosperous business. The property remained locked for nearly half a century.
In 2013, Hussain and his brother Tafazzul launched Roots Ladakh, a travel company promoting the region’s cultural and natural heritage. While most tourists visit Leh, Hussain aims to highlight Kargil’s historical significance.
“Our vision is to change the preconceived notion of Kargil as a warzone through the lens of heritage,” Hussain explained.
Hussain frequently travels along the perilous Zoji La pass, connecting Kashmir to Ladakh—a route still considered one of the world’s most dangerous.
A new chapter for Kargil
The family’s efforts continue to reshape Kargil’s image. Hussain’s engagement with visitors mirrors the legacy of his ancestors, who once hosted traders from across the globe.
“I reminisce a lot about my ancestors and the interesting people they must have met. Kargil today is still a transit location, just like in the past, and I feel like I am continuing that legacy by hosting travelers and guests,” Hussain shared.
source: http://www.hindustantimes.com / Hindustan Times / Home / by Simran Singh / January 30th, 2025
