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Nostalgic Rs 5 biscuits back? This is how FMCG firms will pass GST 2.0 benefits—It’s not cutting prices! – The Times of India

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Nostalgic Rs 5 biscuits back? This is how FMCG firms will pass GST 2.0 benefits—It’s not cutting prices! – The Times of India


Repriced and repacked! Your biscuit, shampoo and water bottles will now be bigger!Remember when a Rs 5 Parle-G pack or a Rs 20 Bisleri bottle felt like such a steal, giving you more than you expected?Those days could soon be back as FMCG companies are planning to bring back these familiar price points by mid-November, with slightly bigger packs to match the new GST rules.

New GST Rates Take Effect; Farmers, Shopkeepers, Consumers React to New Tax Structure

Bigger sizes instead of lesser prices

After the September 22 GST rate cuts, many items had shifted to awkward new prices as there was no clarification from the government about increasing weights. A Rs 5 Parle-G pack became Rs 4.45, a Rs 1 candy fell to 88 paise, and a Rs 2 shampoo sachet went down to about Rs 1.77, leaving shoppers frustrated.The government then issued clarification to some FMCG manufacturers allowing them to pass on the GST rate cut benefits by increasing the weight of the packets instead of reducing prices.Industry executives told ET that now that officials from the Central Board of Indirect Taxes and Customs gave a verbal clarification in meetings with FMCG firms, they can start fresh production by next week with new packets at the already popular prices, but with a 6% to 12% increase in quantity.“Over the next few days, companies will roll out new packs at the popular price points and increased weight,” said Mayank Shah, vice president at Parle Products. Snack production has already restarted, while other categories are modifying pack sizes. For biscuits, the weight will go up by 11–12%.Angelo George, chief executive of Bisleri International, said, “The current price points are inconvenient for consumers,” adding that the companies will soon go back to old popular prices but with higher volume.

Popular prices —Win-win for both!

After the initial GST cut, many products saw temporary price drops: Mondelez revised Bournvita from Rs 30 to Rs 26.69, Oreo from Rs 10 to Rs 8.90, and Gems and 5Star Rs 20 packs to Rs 17.8. Bisleri reduced 500 ml bottles from Rs 10 to Rs 9 and 1-litre bottles from Rs 20 to Rs 18. Retailers often rounded off prices or returned change with small confectionery packs, while digital payments allowed exact amounts.Tarun Arora, chief executive of Zydus Wellness, which makes Complan and Glucon-D, said that popular price points are a win-win for consumers and small retailers alike. Arora said that they make sense from a consumer perspective and are easier for marketing as well.“”It’s still early days, but companies might respond by launching new products at magic price points or even consider reaching out to regulators for guidance or relief,”” he explained.

Many await official clarification

Back in 2017, several FMCG firms were fined by the National Anti-Profiteering Authority for allegedly failing to pass on GST benefits to consumers. This time, however, government officials have clarified that companies will not face penalties if they reintroduce popular price points by increasing pack weight or volume.Dairy major Amul, however, is taking a cautious approach. Jayen Mehta, managing director of the Gujarat Cooperative Milk Marketing Federation, which markets Amul products, said, “The government’s intent was to lower pricing and we will follow it in letter and spirit. We do not intend to revise the prices and increase grammage because consumers will not get the intended benefit.”Prashant Peres, managing director at Kellanova India and South Asia, told ET last month that price tags in between the “magic” points had caused inconvenience for the industry. “In the short term, there will be some slashing of prices that we will do, or many others will do, because we just can’t turn around the supply chain fast enough. But in the long term, it will be grammage, and we will go to those price points,” he said.

GST 2.0 cuts and benefits

The GST Reforms 2025 mark a major overhaul of India’s indirect tax system, aiming to simplify taxation, reduce the burden on citizens, and stimulate business growth. The reform introduces a new two-slab structure of 5% and 18%, replacing the previous four-tier system. Luxury and sin goods such as tobacco, pan masala, aerated drinks, and high-end cars will now be taxed at 40%, ensuring fairness while maintaining government revenue.The reform significantly reduces GST on essential household items and services and the benefits of these reforms extend across the economy.The government has directed multiple times that the companies must pass on the benefits to the consumers. Earlier, Union finance minister Nirmala Sitharaman said that the Centre is working on a package to provide relief to exporters affected by US tariffs.In an hour-long interview, she told TOI the GST reforms, which came on PM Modi’s directions, focused on ensuring the benefits of rate reduction go to the common man, farmers and small businesses. She said ministries were already working with the industry to ensure that the gains are fully transferred to consumers and pointed to several companies, such as state-run insurers and a leading Indian auto company, announcing plans to reduce prices.While addressing a press conference on ‘GST Bachat Utsav’, Sitharaman also said in quite a few cases, a “more-than-expected” price reduction due to GST reforms has been passed on to end consumers.“We are convinced that on every such items the benefits are being fully passed on to consumers,” she added. The government has also introduced a helpline and an online portal for consumers to register a complaint, in case they are not receiving the benefits of the rate cuts.





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Volkswagen capex recalibration: Automaker pares 2030 investment to $186 bn; China, US headwinds grow – The Times of India

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Volkswagen capex recalibration: Automaker pares 2030 investment to 6 bn; China, US headwinds grow – The Times of India


Volkswagen Group plans to invest €160 billion ($186 billion) through 2030, a scaled-down outlay that reflects tightening capital allocation as Europe’s largest automaker grapples with mounting pressure in its two biggest markets — China and the United States, Reuters reported.The investment figure, announced by Volkswagen CEO Oliver Blume, is part of the company’s rolling five-year capital expenditure plan, which is updated annually. The latest commitment compares with €165 billion earmarked for 2025–2029 and €180 billion for 2024–2028, with 2024 marking the peak year for spending.Since that peak, the group — which houses brands such as Porsche and Audi — has been squeezed by higher costs and weaker margins, hit by US tariffs on imported vehicles and intensifying competition in China. The strain has been felt most acutely at Porsche, which derives nearly half of its sales from the US and China combined.Porsche recently unveiled a significant rollback of its electric vehicle strategy as profits came under pressure. Speaking to Frankfurter Allgemeine Sonntagszeitung, Blume said the focus of the latest investment plan was firmly “on Germany and Europe,” particularly in products, technology and infrastructure.Blume added that discussions on an extended savings programme at Porsche are expected to continue into 2026. He also said he does not expect Porsche to grow in China, though localising production across the wider Volkswagen group remains an option. A China-specific Porsche model could make sense at some point, he said.On Audi, Blume noted that any decision on building a manufacturing plant in the United States would depend on whether Washington offers substantial financial support.Blume, who will step down as Porsche CEO in January to concentrate fully on running Volkswagen Group, said his recent contract extension as Volkswagen chief executive until 2030 signalled continued backing from the Porsche and Piëch families as well as the German state of Lower Saxony, the company’s largest shareholders.“But it is true, of course, that shareholders have suffered losses since Porsche went public three years ago. I, too, must face up to this criticism,” he said.





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From the California gold rush to Sydney Sweeney: How denim became the most enduring garment in American fashion

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From the California gold rush to Sydney Sweeney: How denim became the most enduring garment in American fashion


Jodie Foster, Billie Perkins, and Robert De Niro perform a scene in Taxi Driver directed by Martin Scorsese in 1976 in New York, New York.

Michael Ochs Archives | Moviepix | Getty Images

In the dwindling days of the California gold rush, the wife of a local miner faced a problem. 

Her husband’s denim work pants kept ripping, so her tailor, Jacob Davis, had the idea to add copper rivets to key points of strain, like the pocket corners and the base of the button fly, to keep them from tearing. 

Davis’ “riveted pants” soon became a roaring success and, unbeknownst to him at the time, marked the official birth of the blue jean, a garment that would transform fashion and come to represent the United States around the globe. 

“It really has democratized American fashion and it also is the greatest export that we have sent to the world, because people identify jeans specifically with American Western culture,” said Shawn Grain Carter, a fashion professor at the Fashion Institute of Technology in New York. “It doesn’t matter your economic or social class. It doesn’t matter what your views are in terms of the political spectrum. Everybody wears denim.” 

Jacob Davis

Courtesy: Levi Strauss & Co.

These days, denim is a major sales driver for retailers big and small, as the global denim market reached $101 billion this year, up 28% from 2020, according to data from market research company Euromonitor International. Major apparel companies from American Eagle to Levi Strauss are in a race to corner that market, leaning on A-list celebrities like Sydney Sweeney and Beyonce to win over shoppers and drive sales in an unsteady economy.

But if it weren’t for Levi Strauss, founder of the eponymous blue jeans company, Davis’ invention may not have gone far beyond the railroad town where it was created in the early 1870s. 

How Levi’s created blue jeans

Levi Strauss

Courtesy: Levi Strauss & Co.

Strauss, an “astute” businessman, recognized the opportunity and agreed to partner with Davis, said Panek. 

“This would have been the first time that Levi was actually” manufacturing his own products, said Panek. “He was no longer just importing and selling other people’s goods. He was manufacturing himself and selling to retailers.”

On May 20, 1873, the two men secured a patent for the riveted pants and eventually opened a factory on Fremont Street, close to the modern-day Salesforce tower in San Francisco’s financial district. 

They promised to offer workers the most durable jeans on the market and soon, business was booming. 

Dude ranch duds and the American worker

Through Strauss’ connections as a wholesaler, the company’s riveted overalls soon spread across the U.S., becoming the garment of choice for working men everywhere: miners, cowboys, farmers – any role that required durable clothing. 

Jeans were exclusively reserved for work settings at the time, but as emerging denim manufacturers vied for a similar customer base, they looked to expand their assortment to drive sales. 

“Slowly and steadily into the 20th century, you start to see some of these manufacturers making variations,” said Sonya Abrego, a New York City-based fashion historian. “There was this one design called spring bottom pants that was kind of a more form fitted, a more dressed up, a slightly flared, maybe what the factory foreman would be wearing, right? As opposed to just the guy on the shop floor.”

In 1934, Levi created the first ever line of jeans for women. Around that time, denim started to become more popular in settings outside of work, primarily for activities like dude ranch vacations, camping and horseback riding. 

“So they were kind of taking on a cowboy’s garment or a worker’s garment but wearing it in a … resort setting,” said Abrego. 

Courtesy: Levi Strauss & Co.

Dude ranch vacations had become popular because there were finally highways connecting different parts of the country, and few were willing to venture to Europe during a war. Companies like Levi began releasing advertisements highlighting their denim as “dude ranch duds” and “authentic western riding wear” to capture shoppers looking for jeans to bring with them on vacation, according to archival advertisements from the time. 

These cultural moments helped to expand denim beyond workers, but jeans didn’t become widespread casual attire until after World War II, when American fashion overall started to shift. 

The rise of the backyard BBQ 

By the time World War II ended, the mighty American consumer was beginning to emerge. For years, Americans had been forced to ration common goods like rubber, sugar and meat while simultaneously being encouraged to save their money by buying war bonds and socking away spare cash.

When the country shifted from wartime to peacetime, Americans were ready to splurge and soon began spending big on new cars, appliances and clothes. 

“With a little bit more money to spend, you start seeing a bigger push for leisure clothes and fun clothes and play clothes, clothes to wear to backyard barbecues,” said Abrego. “Clothes that we would consider today as just like casual style.” 

Courtesy: Levi Strauss & Co.

Slowly and surely, it became more and more acceptable for both men and women to wear jeans outside of work settings. Then, denim manufacturers made a push to allow jeans in schools. 

“They wanted to sell to as many people as they possibly could,” said Abrego. “The idea that jeans are good for school means that they’re good for every day.”

By the time the 1960s hit, denim manufacturers had expanded their products and were selling a wide variety of colors, fits and styles. It became a symbol of the hippie movement and a mainstay on Hollywood sets.

Soon, denim was everywhere, and the 1970s brought the iconic bell bottom pants and the first iteration of the “designer jean” — denim pants being produced by labels and brands whose designs had nothing to do with work wear or western wear, like Calvin Klein and Gloria Vanderbilt.

Since then, denim has remained a constant in global fashion. While silhouettes, washes and fits have changed over time, jeans never really go out of style, which is what makes them so enduring, said Abrego. 

“This is a design from 1873 … do we see anything else from 1873 on the street? It’s kind of wild if you think about it that way,” said Abrego. “We can talk about all the details, all the changes in manufacturing and all the different fits and finishes but it’s a recognizable thing, it’s still a pair of jeans. For me as a historian, that continuity is so compelling because I can’t really name anything else that has stayed the same to this degree.” 



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Power as ‘currency’: Experts say data centre growth lifts demand; India poised for global leadership – The Times of India

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Power as ‘currency’: Experts say data centre growth lifts demand; India poised for global leadership – The Times of India


India’s expanding data centre and artificial intelligence ecosystem could position the country as a global leader in power trade, with experts pointing to surplus electricity capacity and rapid reforms in the power distribution sector, according to speakers at a national conference on energy and technology.Speaking at the National Conference on AI and Machine Learning based solutions in the power sector, Jitendra Srivastava, chairman and managing director of REC Limited, said the rapid rise of AI and data centres is creating a new era where electricity itself becomes a strategic asset, according to ANI.“With the exploding growth of artificial intelligence, with the exploding growth of data centres, with the sheer amount of power required to function these places…We are going to see an era when power will be the currency and we are uniquely placed with its huge potential with its already surplus status. We are poised to become world leaders. We are in a position where we can show the world that power is a tradable commodity and we can be global leaders in this,” Srivastava said.The conference brought together solution providers and power distribution companies with the aim of enabling collaboration and innovation. Shashank Mishra, Joint Secretary in the Ministry of Power, said the initiative was designed to create a common platform for developing new solutions.“Today we are bringing together solution providers and distribution companies on a single platform where they can interact and develop new solutions and ideas. We are also presenting several innovative concepts in the form of solutions, and the best among them will be awarded by the Minister of Power,” Mishra told ANI.He added that the government expects the initiative to be “a transformative” step for the sector.Highlighting ongoing reforms, Srivastava said the Ministry of Power has been driving changes under the Revamped Distribution Sector Scheme (RDSS), with smart metering forming a core pillar of the programme. He stressed that the benefits of smart meters can be fully realised only with the use of advanced analytics.“To understand the advantages of smart metering, it is essential to leverage the power of artificial intelligence and machine learning,” he said, adding that such tools can aid anti-theft measures, load forecasting and system rationalisation.According to Srivastava, the conference seeks to demonstrate how AI- and machine learning-based tools can improve consumer services, assist electricity regulators and help discoms function more efficiently.India’s energy sector has strengthened significantly in recent years, balancing rising demand with sustainability goals. Citing International Energy Agency projections, speakers noted that emerging and developing economies will account for about 85 per cent of the growth in global electricity demand over the next three years, with India playing a central role.As of June 2025, India’s total installed power capacity stood at 476 GW, while power shortages have declined sharply from 4.2 per cent in 2013-14 to 0.1 per cent in 2024-25, according to official data.





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