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Context is everything.
Detailed stories on technology startups, business and economic current affairs.
Detailed stories on technology startups, business and economic current affairs.
Also, India’s infrastructural growth cannot and should not rely so much on one company and its political goodwill.
Editor's note: In the 1990s, India was beginning to open up to the rest of the world and integrate with international financial markets. Foreign investors were warming up to the India growth story and were looking for opportunities. India desperately needed more electricity to drive its industry and broader economic growth. Both the central and state governments were willing to offer generous terms to independent power producers to set up new fast-track power plants. One marquee project that was supposed to send a strong signal and open the floodgates to foreign investment in India was the Enron-led gas power generation project in Dabhol, Maharashtra, which originated from a pitch made by the company to India’s power secretary in May 1992. By far India’s biggest power project (>2 GW plant) at the time, it was a joint venture led by a consortium of American corporate heavyweights: Enron with a 65% stake, and Bechtel and General Electric with 10% each, while the Maharashtra State Electricity Board held the balance 15%. There were various problems with the project, the primary one being the high cost …
The Adani group plans to spend Rs 1 lakh crore over the next five years to develop its airport business. While everything—including the funding—is sorted, a prolonged war could disturb the math.
In one of its worst years yet, India’s largest winemaker is facing headwinds on all fronts and has little by way of a plan.
When India’s solar capital says coal no longer adds up, it’s a market signal investors shouldn’t ignore. Separately, Deutsche Bank sets a €900 billion sustainable finance target by 2030 and COP30 falls short of expectations.
