Thursday, January 15, 2026
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Start following Kiara Advani’s simple yet powerful morning ritual for glowing skin

Have you ever stopped to marvel at Kiara Advani’s radiant and flawless skin? In the exquisite glamour that is Bollywood, Kiara Advani stands out not just for her acting genius but also for her luminous and healthy skin. Amidst the overwhelming myriad of options surfaced by the beauty industry, this simple yet transformative ritual is not only a fad, but the cornerstone of her radiance.

 

The secret might be simpler than you think. It’s not a gruelling workout or a 10-step skincare routine; it’s a simple cup of warm water, with a slice of lemon in it. Kiara’s morning habit of indulging in warm water infused with the zest of fresh lemons has become a conscious choice rooted in her approach to holistic well-being. The actress recommends this refreshing elixir not only for its skin-enhancing benefits but also for the multiple benefits it has in improving your overall health and vitality.  

 

Hansa Yogendra, Director of The Yoga Institute in one of her videos on the health benefits of lemons mentioned, “Drinking one glass of lemon water every day in the morning will benefit you for a lifetime”.  Her claim can further be supported by a research published in the Journal of Science and Technology which reveals that “It is a healthy appetiser and helps to treat diseases with digestive aids. Lemon does not disclose any adverse effects, according to literature, but it is used all over the world as a traditional medicine”. Vitamin C, which is abundantly present in lemons, fights toxins and increases collagen production in the body, both of which help in treating acne as well as tightening the skin and reducing fine lines and wrinkles. While lemons are famously known for their Vitamin C component, not many people are aware of their Potassium-rich skin, which is an important mineral for nervous stimulation as well as maintaining blood pressure. Here are a few more benefits of adding lemon water to your everyday diet:- 

  • Immediately soothes muscle cramps
  • Peptin in lemons makes us feel fuller, thereby, helping in weight loss
  • Boosts immunity by stimulating the production of White Blood Cells in the body
  • Removal of kidney stones 
  • The lemon peel when infused in water for 30 minutes, activates its bioactive compounds which boost immunity and prevent our bodies from cellular damage
  • It also helps in the release of digestive enzymes which help in better absorption of nutrients

 

This simple kitchen hack has proudly made its way into the celebrity wellness circuit. Not only Kiara Advani but also Alia Bhatt, Deepika Padukone, Kriti Sanon, and Malaika Arora have this one drink in common at the break of dawn.

Here are 3 ways, you can incorporate the lemon water glow into your morning routine:- 

  1. Warm ginger lemon tea- Boil a glass of water with crushed ginger. When its done, squeeze a lemon into your glass and have it warm. To enjoy it in place of your morning tea, you may add a teaspoon of honey to it.

2. Ginger lemon shot – Take an inch of ginger root, and one squeezed lemon. Add enough water to blend it (3-4 tablespoons) in a blender, and have it as a morning shot.

3. Lemon-infused detox water- Cut up slices of one lemon and add it to your water bottle. Have 1-2 glasses of lemon water in the morning, and keep having the rest throughout the day. 

While lemon water offers a myriad of health benefits, it’s crucial to exercise moderation. One lemon a day is a healthy limit, and people with gastroesophageal reflux disease should be cautious about excessive lemon juice intake. As with any dietary rituals, balance is key to ensuring you enjoy the advantages without overdoing it. 

RSPL’s Namaste India Charts Faster Growth Path for 2026 on Strong Dairy Demand and Wider Reach

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RSPL Group’s dairy brand Namaste India is stepping into 2026 with an aggressive expansion plan, building on steady double-digit growth and a rapidly widening footprint across northern and eastern India. Over the past two to three years, the brand has posted average annual growth of around 15 percent, supported by rising consumption of organised dairy products and stronger penetration beyond large cities into semi-urban and rural markets.

Namaste India has positioned itself as a mass premium dairy brand with a broad portfolio that spans everyday staples and value-added products. Its range includes fresh milk across multiple fat variants, curd in pouch and cup formats, chhach, flavoured and plain lassi, paneer, butter, ghee, fresh cream, milkshakes, flavoured milk, UHT milk, dairy whitener and ice cream. This depth allows the brand to cater to both daily household needs and convenience-led consumption.

Milk remains the backbone of the business. Annual sales have crossed 200 million litres, with Namaste India supplying dairy products to more than 10 lakh households every day. This scale is underpinned by a strong distribution network of over 1,000 distributors and access to nearly 1.5 lakh retail outlets, giving the brand deep reach across general trade, with growing presence in select modern trade and institutional channels.

Geographically, Namaste India has built a solid base across Uttar Pradesh, Delhi NCR, Haryana, Punjab, Rajasthan, Madhya Pradesh, Bihar, West Bengal, Jharkhand, Jammu and Kashmir and Assam. Cities such as Lucknow, Kanpur, Varanasi, Prayagraj, Delhi, Noida and Ghaziabad form key urban anchors, while rural distribution continues to be a major growth driver. Bihar and neighbouring markets have emerged as high-momentum regions, prompting the company to prioritise further expansion there in 2026.

As part of its next phase, the brand plans to invest in strengthening supply chains, upgrading quality and cold-chain infrastructure, and introducing more value-added and convenience-focused dairy products tailored to regional tastes. RSPL Group also plans to expand the Namaste India workforce by about 20 percent over the coming years, alongside new distribution partnerships and brand-led initiatives scheduled for early 2026. The strategy reflects a clear focus on scaling responsibly while reinforcing trust, affordability and consistent quality in everyday dairy consumption.

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Kwality Expands Breakfast Portfolio with India’s First Cranberry and Jaggery Muesli Launch

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Pagariya Food Products Pvt. Ltd. has expanded its breakfast cereal portfolio with the launch of two new muesli variants under its Kwality brand, introducing what it claims are category-first products in the Indian market. The company has rolled out Kwality Cranberry Muesli and Kwality Jaggery Muesli, aimed at consumers seeking functional nutrition with clean-label ingredients.

The launch comes as Indian households show growing interest in healthier breakfast options that balance taste, convenience and ingredient transparency. According to industry estimates, the health-focused breakfast cereal segment has been expanding steadily, driven by urban consumers and rising awareness around sugar reduction and whole grains.

Kwality Cranberry Muesli marks the brand’s entry into superfruit-led cereals. The product combines cranberries with a mix of fruits, nuts and seeds, supported by a base of millets, brown rice and oats. To strengthen its positioning, Pagariya Food Products has entered into a collaboration with the US Cranberry Association to promote awareness around cranberry-based nutrition in India. Cranberries are widely associated with antioxidant properties and are increasingly finding acceptance in global health food formulations.

The second launch, Kwality Jaggery Muesli, is targeted at consumers looking to cut down on refined sugar. Instead of added sugar, the product is naturally sweetened with jaggery and blended with multigrains, seeds and fruits. Jaggery continues to see renewed interest as a traditional sweetener linked to digestion and immunity, especially among health-conscious buyers.

Company leadership said the new products reflect a broader shift in consumer preferences. Dheeraj Jain, Director at Pagariya Food Products, noted that shoppers are increasingly seeking ingredients with clear functional benefits and traceable sourcing, pushing brands to innovate beyond conventional cereal formats.

The new muesli variants will be distributed across modern trade stores, quick commerce platforms and major e-commerce marketplaces across India. Pagariya Food Products currently has a presence in more than 25 Indian states and exports to over 42 international markets, including the US, Middle East and Southeast Asia.

With these additions, Kwality is strengthening its position in the wellness breakfast segment, blending global ingredients with familiar Indian elements to cater to evolving dietary habits.

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Reliance Industries Allocates RCPL Stake to Global Investors, Signals Strategic Play for Consumer Goods Arm

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Reliance Industries has completed the first major equity allocation in its newly carved out fast moving consumer goods business, Reliance Consumer Products Ltd, marking a decisive step in separating its consumer brands from the retail engine.

According to regulatory filings with the Registrar of Companies, Reliance has allotted equity in RCPL to 13 entities backed by global financial investors, including TPG, Qatar Investment Authority, KKR, Silver Lake, GIC and Mubadala. Together, these investors now hold 16.45 percent in RCPL, while Reliance Industries retains the remaining 83.55 percent stake.

The share allotment was executed on December 2, a day after RCPL was formally demerged from Reliance Retail Ventures and became a direct subsidiary of Reliance Industries. Shares were issued at a face value of Rs 10 with a premium of Rs 0.88 per share. Following the transaction, RCPL’s paid up share capital rose sharply from Rs 6 lakh to Rs 3,505.62 crore.

To support the equity issuance and future capital needs, RCPL has also increased its authorised share capital to Rs 10,000 crore. The ownership structure mirrors that of Reliance Retail Ventures, where the same set of institutional investors already hold minority stakes.

Market observers view the move as more than a routine internal restructuring. Analysts point out that carving out a clean, investor backed FMCG entity could position RCPL for strategic partnerships or even a separate public listing in the future. The filings note that consumer goods require a different operating focus, capital profile and investor base compared to large scale retail.

RCPL now owns the entire FMCG portfolio previously housed within the retail business. This includes Campa Cola, currently the company’s highest selling brand, along with staples label Independence and legacy names such as Velvette and Ravalgaon, which are being reintroduced in updated formats.

With the consumer products arm now ring fenced, Reliance appears to be laying the groundwork for sharper execution and independent growth in one of India’s most competitive FMCG markets.

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Uday Kotak’s Family Office USK Capital Makes First Overseas Bet with Go Raw Acquisition

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USK Capital, the family office of banker and investor Uday Kotak, has made its first overseas acquisition with the purchase of a controlling stake in US-based healthy snacking company Go Raw, marking a notable step in its global investment strategy.

The transaction was executed through one of USK Capital’s operating entities under the overseas direct investment route. While the firm did not disclose the financial terms, the deal involved the acquisition of a majority interest in Freeland Foods LLC, the parent company of the Go Raw brand. Existing shareholders, including middle-market private equity firm Juggernaut Capital Partners and other early-stage investors, exited their holdings as part of the transaction.

Founded in the United States, Go Raw has built a strong presence in the natural and health-focused food segment, with products centred on sprouted and minimally processed ingredients. The brand has steadily expanded its retail footprint across major grocery and specialty food chains, benefiting from rising consumer demand for clean-label and plant-based snacks.

USK Capital said the investment aligns with broader global shifts toward healthier eating habits, particularly in mature markets such as the US where wellness-led food categories continue to outpace conventional packaged foods. According to industry data, the US health snacks market has been growing at a high single-digit rate, driven by changing dietary preferences, increased awareness around nutrition, and greater shelf space for better-for-you brands.

Commenting on the acquisition, Venkat Subramanian, Chief Investment Officer at USK Capital, said the family office sees long-term potential in brands that combine strong consumer trust with scalable distribution. He noted that Go Raw’s consistent growth trajectory and expanding retail reach made it an attractive entry point into the global food and wellness space.

The acquisition signals a shift for USK Capital, which has largely focused on domestic investments until now. By stepping into the US consumer market, the family office joins a growing number of Indian investors looking beyond home markets to tap into established global consumption trends.

Going forward, USK Capital is expected to work closely with Go Raw’s management to support the brand’s next phase of growth, including product innovation, supply chain strengthening, and deeper market penetration in North America.

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SLMG Beverages Crosses Rs 8,000 Cr Revenue in 2025, Targets Rs 10,000 Cr Milestone in 2026

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SLMG Beverages has closed calendar year 2025 with revenues crossing Rs 8,000 crore, reinforcing its position as one of India’s fastest-growing packaged beverage bottlers. The Lucknow-headquartered company is now setting its sights on the Rs 10,000 crore revenue mark in 2026, backed by steady demand, expanding capacity, and a tightly run distribution network.

The growth did not come from a single spike but from consistent performance across categories and regions through the year. SLMG’s management attributes this momentum to phased investments in manufacturing and logistics that have allowed the company to scale volumes without disrupting efficiency, especially during peak summer demand when beverage consumption surges.

To prepare for its next phase of growth, SLMG is evaluating further capital expenditure, including plans for a large integrated manufacturing facility spanning nearly 70 acres. The project, currently at the planning stage, is intended to support long-term requirements rather than plug immediate capacity gaps. A formal announcement on the expansion is expected in February.

At present, SLMG operates multiple highly automated plants running several product lines, a setup that helps manage seasonal fluctuations while maintaining quality and output consistency. The company has eight manufacturing units across Uttar Pradesh and Bihar, producing fruit-based drinks, carbonated beverages, energy drinks, and packaged drinking water.

Joint Managing Director Paritosh Ladhani described crossing Rs 8,000 crore as a defining milestone, noting that the focus now is on strengthening systems, processes, and teams to handle higher volumes sustainably over the coming years.

SLMG Beverages is the flagship beverage arm of the Ladhani Group, which has over three decades of experience working with The Coca-Cola Company. Its distribution backbone includes more than 3,000 distributors, 30 warehouses, and a logistics network that reaches over 1.5 million retail outlets nationwide.

With rising beverage consumption across urban and semi-urban India, SLMG expects 2026 to be a year of calibrated expansion, driven by operational discipline, technology-led visibility, and long-term capacity planning rather than aggressive short-term growth.

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Blinkit Drops Its 10 Minute Delivery Claim After Labour Ministry Pushback as Gig Worker Safety Takes Centre Stage

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Blinkit has quietly dropped its much talked about 10 minute delivery promise, marking a significant moment for India’s fast growing quick commerce industry. The change follows intervention by the Union Ministry of Labour and comes in the aftermath of a nationwide gig worker strike on New Year’s Eve 2025 that brought rider safety, health and income concerns into sharp focus.

The Zomato owned platform has removed the claim from its app, website and marketing communication. While Blinkit has not announced any change in its actual delivery operations, the symbolic shift away from a hard time bound promise reflects growing regulatory and social pressure on quick commerce companies to rethink how speed is sold to consumers.

The 10 minute delivery pitch was central to Blinkit’s brand positioning over the last few years and helped fuel intense competition with rivals like Zepto and Swiggy Instamart. However, critics have long argued that such promises indirectly encourage risky riding behaviour and unrealistic performance expectations for delivery partners, especially during peak hours and adverse weather.

According to people familiar with the matter, government officials raised concerns that aggressive delivery timelines could compromise worker safety and well being. The recent strike further amplified these issues, with gig workers demanding better pay structures, insurance coverage and more humane delivery targets.

Industry watchers believe other quick commerce players may soon follow Blinkit’s lead. Swiggy and Zepto are reportedly reviewing their own messaging to ensure compliance with evolving labour norms and to avoid regulatory scrutiny. The focus, many say, could shift from extreme speed to reliability, assortment size and service quality.

For consumers, the move may have little visible impact on actual delivery times, which are still expected to remain fast in dense urban clusters. For the industry, however, it signals a possible reset in how growth, marketing and worker welfare are balanced in India’s high pressure convenience economy.

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Urban Harvest in Advanced Talks to Acquire Namdhari’s Hyderabad Operations in Fresh Produce Consolidation Push

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Urban Harvest, the Bengaluru based B2B fresh produce and food supply startup, is in discussions to acquire the Hyderabad operations of Namdhari’s, according to multiple industry sources. While neither company has officially confirmed the development, chatter within the retail and agri supply ecosystem suggests the transition may already be underway at an operational level.

Urban Harvest operates under Organicut Fresh and supplies fruits and vegetables to restaurants, retailers and institutional buyers across major cities. The company has been steadily expanding its footprint as demand for organised sourcing and consistent quality rises among food service players. Acquiring Namdhari’s Hyderabad unit could give Urban Harvest faster scale in a key southern market without the long gestation that comes with building a supply chain from scratch.

Namdhari’s, which runs both retail stores and backend sourcing operations, has a strong presence in Hyderabad with established farmer linkages, cold storage and distribution infrastructure. Industry executives estimate that the Hyderabad operations handle several tonnes of fresh produce daily, servicing both modern trade and traditional retail formats. Folding this into Urban Harvest’s network could significantly boost volumes and improve unit economics.

People familiar with the matter say talks are focused on assets and operations rather than the broader Namdhari’s brand. This points to a targeted acquisition strategy aimed at strengthening logistics, sourcing reach and local market penetration. Organicut Fresh has not responded to queries, and Namdhari’s Hyderabad team has also remained silent, adding to speculation around the status of the discussions.

If the deal goes through, it would underline a broader trend of consolidation in India’s fresh produce and food supply sector. As margins remain tight and competition intensifies, scale and efficiency are becoming critical. For Urban Harvest, this potential acquisition could mark a meaningful step in its ambition to become a dominant B2B player across India’s major consumption hubs.

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Neeman’s Raises $4 Mn in Series B2 Round Led by SNAM Group to Fuel Omnichannel Expansion

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Indian footwear brand Neeman’s has secured $4 million, or roughly Rs 35.5 crore, in a Series B2 funding round as it sharpens its focus on scale, store expansion, and profitability in a fast-growing market.

The round was led by SNAM Group of Companies through its investment arm SNAM Solutions. Existing backers Anicut Capital, Enam Investments, and Sharrp Ventures, the family office of Marico founder Harsh Mariwala, also participated, the company said in a statement.

Founded in 2017 by Taranjeet Singh Chhabra and Amar Preet Singh, Neeman’s has built its brand around sustainable materials and everyday footwear positioned at the affordable premium end of the market. The fresh capital will be deployed to widen the company’s physical retail footprint, strengthen its digital channels, and invest further in supply chain and backend capabilities.

Neeman’s is currently scaling its omnichannel model, combining direct-to-consumer online sales with a growing network of offline stores. The company said its expansion strategy is centred on disciplined growth, with a clear emphasis on unit economics and operational efficiency rather than rapid, cash-intensive scale.

On the financial front, Neeman’s is targeting revenue of around Rs 180 crore in FY26. Over the next two years, it aims to grow its topline to nearly Rs 500 crore, driven by new store additions, deeper penetration across key urban markets, and expansion of its product portfolio.

The fundraise comes amid sustained momentum in India’s footwear sector, which continues to post double-digit growth on the back of rising discretionary spending, wider brand adoption beyond metros, and increasing demand for value-driven premium products across both online and offline channels.

Investors said Neeman’s has shown the ability to build a differentiated brand while keeping a close watch on costs, a combination that is becoming increasingly important in India’s consumer startup ecosystem.

With fresh capital in hand, Neeman’s is now looking to consolidate its position as it competes with both legacy footwear players and new-age digital-first brands in an increasingly crowded market.

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Nandu’s Foods Turns EBITDA Positive as Revenue Rises to Rs 143 Cr, Ramps Up Fresh Meat and RTE Growth

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Nandu’s Foods has crossed a critical milestone in India’s notoriously difficult fresh food retail space by turning EBITDA positive while continuing to scale its operations. The Bengaluru-headquartered farm to fork meat and food company is emerging as one of the fastest growing organised players in the segment, backed by strong unit economics and tight operational control.

The company has built a monthly revenue run rate of over Rs 15 crore within a few years of launching its hyper local omnichannel model. Nandu’s reported revenue of Rs 121 crore in FY24, which grew to Rs 143 crore in FY25, and is tracking towards a run rate of nearly Rs 165 crore in FY26. Unlike many perishable goods businesses that struggle to balance growth and profitability, Nandu’s has achieved this while continuing to invest in new stores.

At the store level, mature outlets deliver EBITDA margins in the high teens to around 20 percent, allowing the company to remain profitable at a consolidated level even as it expands. Founder and CEO Narendra Pasuparthy attributes this performance to tight control over sourcing, processing and retail, which has helped reduce wastage, improve inventory turns and ensure consistent quality.

Today, Nandu’s operates more than 50 company owned stores and holds a strong leadership position in Karnataka. It also reaches consumers in over 35 cities through partnerships with quick commerce platforms. Customer loyalty has played a major role in sustaining margins, with repeat buyers accounting for 78 percent of total revenue in FY25.

While fresh meat remains the core of the business, consumer demand is increasingly shifting towards convenience. Ready to Cook and Ready to Eat products grew 20 percent year on year and now contribute close to 19 percent of overall revenue. High velocity items from the Heat and Eat range have gained traction across weekdays, weekends and festive occasions, supported by a clean label promise with no artificial colours or taste enhancers.

All products are developed in house and manufactured at the company’s 30,000 square foot FSSAI and FSSC certified facility, ensuring full traceability. With plans to scale to over 300 touchpoints in the next few years, Nandu’s is betting on disciplined expansion, regionalised products and sustainable operations to drive long term, profitable growth.

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Raghav Chadha’s Blinkit Rider Act Sparks Fresh Debate on Gig Workers’ Rights in India

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A video featuring Aam Aadmi Party MP Raghav Chadha dressed as a Blinkit delivery partner and completing grocery drop-offs has quickly spread across social media, triggering a wider discussion on the working conditions of India’s gig economy workforce. The visuals show Chadha riding a scooter in a delivery-style uniform, navigating city roads while handing over orders, an uncommon sight for a sitting parliamentarian.

According to people familiar with the initiative, the exercise was intended to draw attention to the realities faced by delivery partners who power India’s fast-growing quick commerce sector. Platforms promising ultra-fast deliveries have expanded rapidly across metros, employing lakhs of riders who operate under strict timelines, incentive-linked payouts, and algorithm-driven performance tracking.

Chadha used the moment to highlight issues that delivery workers routinely raise, including income volatility, long working hours, exposure to traffic and weather risks, and limited access to benefits such as health insurance, accident cover, and social security. While the gig model offers flexibility and entry-level earning opportunities, labour experts note that it also shifts risk from companies to workers.

The move has generated mixed reactions. Supporters argue that the gesture helped humanise a workforce often viewed only through app interfaces and delivery times. They say public representatives experiencing such roles firsthand can better advocate for labour protections. Critics, however, questioned whether symbolic participation leads to policy reform, pointing out that regulatory clarity around gig work remains unresolved despite years of debate.

India’s gig economy is estimated to employ millions across food delivery, quick commerce, ride-hailing, and logistics. As competition intensifies and delivery promises become shorter, concerns around rider safety, fair compensation, and legal recognition are increasingly central to discussions on the sector’s long-term viability.

While opinions differ on the effectiveness of Chadha’s approach, the episode has succeeded in pushing gig worker welfare back into public focus. Whether this renewed attention translates into legislative action or platform-level changes will be closely watched by workers, companies, and policymakers alike.

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