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Prime Minister Narendra <keyword id="19899684" type="General" weightage="20" keywordseo="Modi" source="keywords">Modi</keyword> on Friday said the government is making necessary <keyword id="20861068" type="General" weightage="20" keywordseo="policy-changes" source="keywords">policy changes</keyword>, like removal of <keyword id="20279287" type="General" weightage="20" keywordseo="Angel-Tax" source="keywords">Angel Tax</keyword>, to promote the <keyword id="19945816" type="General" weightage="100" keywordseo="fintech" source="keywords">fintech</keyword> sector, even as he asked the <keyword id="19962476" type="General" weightage="20" keywordseo="regulators" source="keywords">regulators</keyword> to take additional measures to check cyber frauds which can have a crippling impact on startups. Lauding the fintechs for democratising <keyword id="19976433" type="General" weightage="20" keywordseo="financial-services" source="keywords">financial services</keyword>, Modi said the sector, which has attracted USD 31-billion investment in the last 10 years, has played a key role in denting the parallel economy. The Prime Minister was addressing the Global Fintech Fest (GFF) 2024, jointly organised by the Payments Council of India, the National Payments Corporation of India and the Fintech Convergence Council. He said the domestic economy and the capital market are in a celebratory mood at a time when the nation is also going through a festive period. Modi underlined that the government is making all necessary changes on the policy level to assist the fintech sector and gave examples of doing away with Angel Tax, allocating Rs 1 lakh crore to encourage research and innovation in the country and implementing the Digital Personal Data Protection Act. Broadly, fintech refers to entities utilising technologies for providing financial services. Expressing the need to put an end to <keyword id="19901142" type="General" weightage="20" keywordseo="cyber-fraud" source="keywords">cyber fraud</keyword>, he urged the regulators to take major initiatives to boost digital literacy. It is equally important to ensure cyber fraud does not come in the way of the growth of fintech and startups in the country, Modi said. In his speech, the Prime Minister also cautioned about the dangers of a parallel economy for the world. Fintech, he said, has played an impactful role in denting such a system and credited the emergence of transparency. He said that digital technology has introduced transparency in India and gave the example of the implementation of Direct Benefit Transfer used in hundreds of government schemes that has prevented leakages in the system. "Today, people can see the benefits of aligning with the formal banking system," he said. Modi further said the trinity of Jan Dhan, Aadhaar and Mobile have broken down the mentality of 'Cash is King' and made way for approximately half of the <keyword id="20004116" type="General" weightage="20" keywordseo="digital-transactions" source="keywords">digital transactions</keyword> in the world taking place in India. "India's <keyword id="19900911" type="General" weightage="20" keywordseo="upi" source="keywords">UPI</keyword> has become a major example of fintech in the world," he said, adding that it has enabled 24X7 banking services in every village and city in all weather conditions. Underlining the role of fintech in democratising financial services, the Prime Minister gave examples of readily available loans, credit cards, investments and insurance. He said that fintech has made access to credit easy and inclusive, and gave the example of PM SVANidhi scheme that has enabled street vendors to avail collateral-free loans and further expand their business with the help of digital transactions. "Sustainable <keyword id="19900794" type="General" weightage="20" keywordseo="economic-growth" source="keywords">economic growth</keyword> is India's priority today," he said and emphasised that the government is creating robust, transparent and efficient systems to strengthen financial markets with advanced technologies and regulatory frameworks. About 800 speakers, including policymakers, regulators, senior bankers, industry captains, and academicians, from India and other countries are participating in the fest.

Removed Angel Tax, taking policy measures to promote fintech sector: PM Modi

New Delhi: India has proven the 'fallacy' of incompatibility of rapid <keyword id="19900794" type="General" weightage="20" keywordseo="economic-growth" source="keywords">economic growth</keyword> and a democratic political system, and the continuity of government and policies give industry the confidence of <keyword id="22932843" type="General" weightage="20" keywordseo="sustained-high-growth" source="keywords">sustained high growth</keyword>, <keyword id="19909974" type="General" weightage="100" keywordseo="Maruti-Suzuki" source="keywords" meta.keywordsubtype="org" meta.entityname="Maruti Suzuki" meta.hostid="261" meta.entityid="Maruti Suzuki">Maruti Suzuki</keyword> India Chairman R C Bhargava said on Tuesday. In his address to shareholders in the company's Annual General Meeting held virtually, he asserted that India's <keyword id="20442128" type="General" weightage="20" keywordseo="democratic-processes" source="keywords">democratic processes</keyword> will lead it to a sustained and more equitable society. Bhargava also said the industry and the government can work with trust and confidence with each other to achieve the goal of India becoming a developed country by 2047. "Over the years, I've heard people arguing that rapid economic development and a democratic political system are not really compatible. Our country has proved the fallacy of this line of thinking," he said. Asserting his point, Bhargava said, "We are now the fastest growing economy in the world, and our prime minister is one of the most respected global leaders." Periodically, he said, "the world has seen how deeply committed we are to the democratic processes." Referring to the recent general elections, he said it has "once again shown that hundreds of millions of people can vote in a peaceful manner and accept the results of that process." Bhargava, however, admitted that "the policies and strategies for equitable and rapid economic growth and development did take some time in being established". ".. But we did find the right path through peaceful democratic processes. This is in sharp contrast to what we have seen around us in many parts of the world and in our neighborhood," he said, without naming Bangladesh which is currently in turmoil following student-led violent protests that led to a regime change. "The continuity of the government and its policies to bring in faster economic growth with greater inclusivity and equity gives industry confidence of sustained high growth," Bhargava said. He further said industry and government can work with trust and confidence with each other to achieve the goal of India becoming a developed country by 2047. "It is the democratic processes which will lead us to a sustained and more equitable society," he said.

Continuity of government, policies give industry confidence of sustained high growth: Maruti Suzuki Chief

The <keyword id="19895345" type="General" weightage="20" keywordseo="Supreme-Court" source="keywords">Supreme Court</keyword> on Thursday opined on the need for identifying creamy layers in <keyword id="20490946" type="General" weightage="100" keywordseo="SC/STs" source="keywords">SC/STs</keyword>, as four out of seven judges of the Constitution Bench on Thursday suggested excluding these people from the benefit of affirmative <keyword id="19914887" type="General" weightage="20" keywordseo="reservation" source="keywords">reservation</keyword>. Justice BR Gavai expressed his view that the state must evolve a <keyword id="19958928" type="General" weightage="20" keywordseo="policy" source="keywords">policy</keyword> for identifying the <keyword id="22418374" type="General" weightage="20" keywordseo="creamy-layer" source="keywords">creamy layer</keyword> for the <keyword id="19936432" type="General" weightage="20" keywordseo="Scheduled-Castes" source="keywords">Scheduled Castes</keyword> and <keyword id="19957637" type="General" weightage="20" keywordseo="Scheduled-Tribes" source="keywords">Scheduled Tribes</keyword> (SCs and STs). The suggestion of identifying creamy layers in scheduled castes and scheduled tribes was part of the judgment delivered on Thursday by the seven-judge bench, whereby a majority judgment of 6:1 held that <keyword id="20495193" type="General" weightage="20" keywordseo="sub-classification" source="keywords">sub-classification</keyword> within the SC/STs is permissible. The judgment was delivered by the seven-judge bench led by Chief Justice of India DY Chandrachud, which overruled an earlier judgment in the EV Chinnaiah matter, which held that sub-classification was not permissible because SCs and STs form homogenous classes. Besides CJI Chandrachud, other judges on the bench were Justices BR Gavai, Vikram Nath, Bela M Trivedi, Pankaj Mithal, Manoj Misra, and Satish Chandra Sharma. Justice Bela M Trivedi, in a dissenting opinion, said that she disagreed with the majority judgment that sub-classification within the scheduled caste and scheduled tribes is permissible. Justice BR Gavai suggested that the state evolve a policy for identifying the creamy layer, even from the Scheduled Castes and Scheduled Tribes to exclude them from the benefit of <keyword id="20572974" type="General" weightage="20" keywordseo="affirmative-action" source="keywords">affirmative action</keyword>. "I am therefore of the view that the State must evolve a policy for identifying the creamy layer even from the Scheduled Castes and Scheduled Tribes so as exclude them from the benefit of affirmative action. In my view, only this and this alone can achieve the real equality as enshrined under the Constitution," Justice BR Gavai said. Justice Gavai further added that the criteria for exclusion of the creamy layer from the Scheduled Castes and Scheduled Tribes for the purpose of affirmative action could be different from the criteria as applicable to the Other Backward Classes. Expressing similar opinions to Justice Gavai, Justice Vikram Nath, Justice Pankaj Mithal, and Justice Satish Chandra Sharma, they said that they agreed with his brother's judge for the exclusion of the creamy layer for affirmative action. In the order copy, Justice Vikram Nath said, "I am also in agreement with the opinion of Brother Justice Gavai that the 'creamy layer' principle is also applicable to Scheduled Castes and Scheduled Tribes and that the criteria for exclusion of creamy layer for affirmative action could be different from the criteria as applicable to the other backward classes." An identical view was also given by Justice Pankaj Mithal, who said, "It is reiterated that periodical exercise has to be undertaken to exclude the class of person who after taking advantage of reservation has come to march, shoulder to shoulder with the general category." Relatable suggestions came from Justice Satish Chandra Sharma, who remarked that the identification of the 'creamy layer' of Scheduled Castes and Scheduled Tribes ought to become a constitutional imperative for the state. "However, on the question of the applicability of the 'creamy layer principle' to Scheduled Castes and Scheduled Tribes, I find myself in agreement with the view expressed by Justice Gavai, i.e., for the full realization of substantive equality between the Scheduled Castes and Scheduled Tribes, the identification of the 'creamy layer' qua Scheduled Castes and Scheduled Tribes ought to become a constitutional imperative for the State," Justice SC Sharma said in the order copy. Justice Gavai, in his order copy, also highlighted disparities and social discrimination that are highly prevalent in rural areas. "I have no hesitation in holding that putting a child studying at St Paul's High School and St. Stephen's College and a child studying in a small village in a backward and remote area of the country in the same bracket would obliviate the equality principle enshrined in the Constitution," Justice Gavai said. Justice Gavai noted that some of the officers from the Scheduled Castes and Scheduled Tribes categories, who, after receiving the benefit of reservation under the Constitution, have reached high positions, are doing their bit to pay back to society. "They are providing coaching and other facilities to the less advantaged so that they can compete and come up in their life. However, putting the children of the parents from the Scheduled Castes and Scheduled Tribes who on account of the benefit of the reservation have reached a high position and ceased to be social, economically and educationally backward and the children of parents doing manual work in the villages in the same category would defeat the constitutional mandate," Justice Gavai said. "However, I may observe that, taking into consideration that the Constitution itself recognises the Scheduled Castes and Scheduled Tribes to be the most backward section of society, the parameters for exclusion from affirmative action of the person belonging to this category may not be the same that applies to the other classes. If a person from such a category, by bagging the benefit of reservation, achieved a position of a peon or maybe a sweeper, he would continue to belong to the socially, economically, and educationally backward class," Justice Gavai said. "At the same time, the people from this category, who, after having availed of the benefits of reservation, have reached the high echelons in life cannot be considered to be socially, economically, and educationally backward to continue availing of the benefit of affirmative action. They have already reached a stage where, on their own accord, they should walk out of the special provisions and give way to the deserving and needy," Justice Gavai said. Justice Gavai quoted the observations of Dr BR Ambedkar, which are as follows: "History shows that where ethics and economics come into conflict, victory is always with economics. Vested interests have never been known to have willingly divested themselves unless there was sufficient force to compel them." The Supreme Court on Thursday ruled by a majority judgment of 6:1 that sub-classification within the scheduled caste and scheduled tribes (SC/STs) reservation is permissible. The top court was dealing with the issue of whether subclassification of the Scheduled Castes for reservation is constitutionally permissible. The apex court was dealing with the constitutional validity of Section 4(5) of the Punjab Act, which depends upon whether any such classification can be made within the class of Scheduled Castes or Scheduled Tribes or whether they are to be treated as a homogenous class. The Punjab Government had stipulated that fifty percent of the vacancies of the quota reserved for Scheduled Castes in direct recruitment shall be offered to Balmikis and Mazhabi Sikhs, subject to their availability, by providing first preference from amongst the Scheduled Caste candidates. On March 29, 2010, the Punjab and Haryana High Court struck down the provisions, relying on the decision in EV Chinnaiah. The appeal was filed in the top court against the High Court judgment. In August 2020, the top five-judge benches referred the matter to a larger bench.

Creamy layer of SC/STs must be identified and excluded from affirmative reservation: SC Justice Gavai

<ul><li>The policy offers 26 weeks of paid leave to birth parents - irrespective of their gender or marital status. </li><li>It also gives 12 weeks of paid leave to commissioning parents, 16 weeks of paid leave for surrogate parents and 4 weeks of paid leave for foster parents, the policy has also factored in incidents that may potentially throw life out of gear.</li></ul>Three agencies, part of one collective group, have rolled out an updated parental policy for their teams. These agencies include <keyword id="2261785" type="General" weightage="20" keywordseo="never-grow-up" source="Orion">Never Grow Up</keyword>, a Work Culture Consultancy, <keyword id="6547610" type="General" weightage="20" keywordseo="yellow-seed" source="Orion">Yellow Seed</keyword>, a Content Strategy and Development Agency &amp; <keyword id="5914230" type="General" weightage="20" keywordseo="sprd" source="Orion">SPRD</keyword> | Stories.PR.Digital, a digital-first Public Relations think tank. Building on the normative changes we have witnessed in the 21st century, and those accelerated by the pandemic, the policy aims to solve employee issues concerning childbearing and rearing. It offers a better work-life blend in respect to household responsibilities for people of all genders and orientations and factors in multiple aspects of parenting. The policy applies to any team member who has worked with the company for 90 days (probation period included) and aspires to become a parent through birth, legal adoption, commissioning through surrogacy, fostering, or choosing to become a surrogate carrier. While the policy offers 26 weeks of paid leave to birth parents - irrespective of their gender or marital status, 12 weeks of paid leave to commissioning parents, 16 weeks of paid leave for surrogate parents and 4 weeks of paid leave for foster parents, the policy has also factored in incidents that may potentially throw life out of gear. For example, irrespective of your gender, in the event of a miscarriage, or the child/children being stillborn or in a situation of a declared medical termination of pregnancy, team members would be eligible for a total of up to 06 calendar weeks of paid leave immediately following the unfortunate circumstance &amp; this is applicable to any number of incidents. Asif Upadhye and <keyword id="13119655" type="General" weightage="20" keywordseo="aashutosh-katre" source="Orion">Aashutosh Katre</keyword> who are part of the management team, said, “This is not a policy to us. It is the way we think things should be. We want to emphasize the inherent value of a person and their life choices as opposed to ascribed identity tags and titles. Becoming a parent should not impact employee well-being negatively and the onus of ensuring this lies squarely with the employer. This is our way of leading the way for real empathy especially when corporate culture is known to work the other way round. The aim is to offer comprehensive leave to team member/s irrespective of their life choices to effectively manage emotional, biological, and psychological changes that come with being a parent &amp; provide them paid - time off to take care of their health and well-being and bond with their child before returning to work.” In addition to this, the all-inclusive gender, identity, and orientation neutral parental policy also factors in the pre and postpartum well-being of team members. It includes ergonomic seating, work from home, on-call counselor and creche reimbursements besides ensuring that appraisals are not impacted upon the return of a candidate. <a href="https://www.legalserviceindia.com/legal/article-2836-paternity-benefit-laws-in-india-a-necessity.html">Studies </a>show that companies that offer paid parental leave value employees and their families. This policy goes a step further by allowing the scope of customizing one’s parental leaves as per life circumstances. Additionally, in the Indian legal landscape with just 8.2 percent of paternity leaves - with number of days differing from company to company - in comparison to maternity leave, the inclusion of emotional and psychological wellbeing of employees through actual tangible benefits is a progressive move - one that has the potential of normalizing the future of parenting. It is well known that all 193 member countries of the UN offer <a href="http://blog.kbibenefits.com/benefits-of-paid-parental-leave">paid parental leaves</a> to their citizens with the exception of the USA. With many countries like Sweden and Norway leaps and bounds ahead and more companies incorporating parental benefits as a talent attraction and retention strategy, there remain gaps in including benefits not based on one’s marital status, one’s orientation or the process of bearing an offspring. Bereavement leaves and childcare management facilities are taking context in Indian society but are still not well-established. This policy is definitely a step forward.

From 6 weeks leave in case of miscarriage to 16 weeks off for surrogate parents, this group of agencies has introduced parental policies that we need today

Imagine a bustling jewellery market teeming with diamonds and gold. Amidst this glittering chaos, a small stall is trying to sell handcrafted gemstones. Even as newer and shinier outlets keep cropping up, all vying for attention, this gemstone store offers some of the oldest yet valuable jewels at a discount. Though they lack immediate sparkle, these rare gems reveal their value to the discerning buyer. This is how South Korea appears for many experts in global capital markets: a trove of undervalued gems, overshadowed by brighter, more aggressively marketed investment options. This undervaluation, known as the "<keyword id="24399183" type="General" weightage="20" keywordseo="korean-discount" source="keywords">Korean Discount</keyword>," reflects how South Korean companies are priced much lower than their global peers despite robust fundamentals — strong financial performance and consistent profitability. Contributing factors are many, ranging from opaque governance structures to geopolitical risks. But the fact stays, if you are a seasoned conglomerate listed in South Korea, you are likely undervalued. <keyword id="19906087" type="General" weightage="20" keywordseo="hyundai" source="keywords">Hyundai</keyword> Motor India Ltd. (HMIL), a subsidiary of the Korean giant Hyundai Motor Company (HMC), recently sought to escape this valuation trap by listing in India, a market where investor optimism commands premium pricing. But its valuation raised many eyebrows! Now that a month and a half has gone by since its listing, time is apt to examine if this gamble paid off. Will <keyword id="93460" type="General" weightage="100" keywordseo="hyundai-india" source="Orion">Hyundai India</keyword> justify its high valuation? Or does the listing highlight broader questions about the overheated valuation dynamics of Indian markets? A record-breaking <keyword id="19898327" type="General" weightage="20" keywordseo="ipo" source="keywords">IPO</keyword> but questions remain Hyundai Motor India’s mega Initial Public Offering (IPO), launched in October 2024, broke records by raising ₹27,870 crore, making it India’s largest-ever IPO. The offer was oversubscribed by 2.37 times, highlighting robust demand. But many investors remained sceptical: was this IPO an honest attempt to expand Hyundai’s footprint in India or was it trying to offer a way to cashout for existing investors and promoters? Or perhaps, is it an attempt by the Korean chaebol — a large family-owned business conglomerate — to break free from the aforementioned “Korean Discount”? When shares listed on October 22, these concerns seemingly weighed on the minds of most investors and the stock promptly dipped 5% below the issue price on the day. A tepid grey market performance had already foreshadowed this muted debut in the Indian markets. Now, after almost 35 trading sessions on Indian market, the stock remains almost exactly at price it listed on October 22 at Rs 1820—no gain, no loss. <h3>The gamble of hyper-valuation</h3>Much of this hesitation stemmed from Hyundai’s valuation. On listing, Hyundai was valued at $18 billion, positioning it as one of India’s most valuable automotive companies. However, such high valuations often temper investor enthusiasm, resulting in more cautious short-term outcomes. For most investors, the Price-to-Earnings (P/E) ratio is the most preferred parameter to gauge if a company is overvalued or undervalued. With a P/E ratio of 26.3, HMIL was priced significantly above the Indian automotive industry average of 24.4. Globally, automotive companies operate with much lower P/E ratios, reflecting mature market conditions and slower growth trajectories. HMIL’s South Korean parent Hyundai Motor Company (HMC) trades at a meagre 3.07, believe it or not! For Indian investors, the high premium hinted at overvaluation despite Hyundai’s strong domestic position. Such stark difference in valuation obviously sparked debates — is the Indian market assigning a premium to Hyundai Motor India’s growth potential, or is it simply reflecting the general exuberance around the prospects of the Indian economy? Another concern is the allocation of IPO proceeds. Hyundai’s IPO was structured as an offer for sale (OFS), meaning all funds raised would flow to the parent company rather than Hyundai India’s operations. Although Hyundai has committed to investing in R&amp;D for EVs and hybrids, critics argue that the lack of immediate reinvestment in India’s operations reflects a missed opportunity for domestic growth. Despite the early disappointment, Hyundai was confident that the valuation was fair. It did have some factors going for it, in addition to the fact that other auto giants like Mahindra &amp; Mahindra and <keyword id="19909974" type="General" weightage="20" keywordseo="maruti-suzuki" source="keywords">Maruti Suzuki</keyword> command even higher P/E ratios. And looking at the company fundamentals, it does seem like Hyundai is playing a long-term game. <h3>Hyundai in India: A proven track record</h3>Despite the initial stumble, Hyundai India’s long-term story is compelling. Since entering the Indian market in 1996, the automaker has sold over 8 million vehicles and firmly occupies the second spot in the domestic passenger vehicle market, trailing only Maruti Suzuki. Hyundai’s blockbuster SUV offerings, like the Creta and Venue, have been critical in building this dominance. Despite some challenge from Maruti Suzuki Brezza and Tata Punch, Creta has retained the tag of ‘most-selling SUV in India’ successfully so far this year. <div type="image" title="Hyundai" agency="Business Insider India" msid="116156234" hostid="261" caption="&amp;lt;p&amp;gt;Selling over 17,000 units per month on average this year, Creta has edged past major competitors to be the most-selling SUV in India in 2024. As Indian consumers preference continues to shift gradually towards premium products over budget segments, Hyundai stands to benefit (Wikimedia Commons / Canva)&amp;lt;/p&amp;gt;"></div> Selling over 17,000 units per month on average, Creta has edged past major competitors to be the most-selling SUV in India in 2024. As Indian consumers preference continues to shift gradually towards premium products over budget segments, Hyundai stands to benefit (Wikimedia Commons / Canva) Hyundai India’s market share of 14% in October 2024 underscores its clout. The company’s ability to tap into India’s premiumisation trend, where consumers increasingly prefer high-end vehicles, positions it well for growth. With plans to expand in electric vehicles (EVs) and hybrid technology, Hyundai is poised to capitalise on both domestic demand and export opportunities. The company’s ability to capitalize on its strong brand, extensive dealer network, and leadership in segments like SUVs and exports will determine its future performance. Hyundai’s strategic focus on expanding electric vehicle production also aligns with global trends towards sustainability, potentially positioning it as a leader in the segment. By listing in India, Hyundai aims not only to expand its operations but also to make India a global manufacturing and export hub for its products, especially SUVs and EVs. Therefore, despite early setbacks, Hyundai’s gamble seems to have paid off. The stock has rebounded, gaining 5% in the past month. More good news came in this week, as positive projections from Morgan Stanley and JPMorgan forecast an impressive 17-28% upside for the stock over the next year, reflecting growing investor optimism. <h3>A strategic pivot from the Korean Discount?</h3>The Korean Discount has long plagued South Korea’s chaebols, including Hyundai. Experts attribute this to several factors: <ul> <li>Chaebol Governance: South Korea’s conglomerates, known as chaebols, are often criticised for opaque governance structures and excessive family control.</li> <li>Geopolitical Risks: Tensions with North Korea contribute to investor caution, adding a layer of perceived risk.</li> <li>Limited Domestic Liquidity: South Korea’s relatively small investor base can constrain market activity and valuation potential.</li> </ul> By listing in India, Hyundai sought to unlock better valuations for its subsidiary, leveraging the optimism of Indian markets. India’s stock market has a trailing P/E ratio of 24.4, far above South Korea’s Kospi average of 16-17. The Indian market’s appetite for high-growth stories provides a fertile ground for companies like Hyundai to escape the valuation constraints of their home market. A successful IPO could encourage other such conglomerates to follow suit, setting a precedent. While Hyundai India has a robust track record, its future success hinges on navigating key challenges: <ul> <li>Supply Chain Vulnerabilities: Hyundai relies heavily on its Chennai plant, making it vulnerable to disruptions.</li> <li>Intensifying Competition: Domestic rivals like <keyword id="19906967" type="General" weightage="20" keywordseo="tata-motors" source="keywords">Tata Motors</keyword> and MG Motors are making aggressive inroads into the EV market.</li> <li>Policy Risks: The automotive sector’s reliance on government incentives for EVs and hybrids adds a layer of unpredictability.</li> </ul> High valuations come with risks. Hyundai will need to prove that it can sustain its growth trajectory in India, fend off competition from established players like Maruti Suzuki and Tata Motors, and navigate challenges such as supply chain disruptions and regulatory hurdles. If Hyundai successfully capitalises on its strong brand and market leadership, it could not only redefine its value but also serve as a case study for other Korean companies seeking better recognition and valuations in global markets. <h3>Is Hyundai saga a reflection of overheated Indian markets?</h3>The bigger question here is, does Hyundai’s IPO highlights a broader narrative about Indian markets’ premium valuations? With a trailing P/E ratio of 24.4, Nifty 50 index is among the highest in emerging markets. India’s stock markets consistently command a premium due to robust retail participation, strong economic growth prospects, and a burgeoning middle class. While this premium reflects optimism about India’s long-term growth story, it also signals potential risks of overvaluation, particularly in sectors like technology, automotive, and consumer goods. With a record ₹94,017 crore outflow by Foreign Portfolio Investors (FPIs) in October 2024, concerns about overheated valuations are mounting. Sustaining such unprecedented valuations required companies to consistently perform above global averages, and retaining robust earnings growth quarter after quarter remains a challenge in today’s uncertain world. For Hyundai, the high valuation is both an opportunity and a risk. While it underscores investor confidence, it narrows the margin of safety, making the stock vulnerable to corrections during economic downturns. Take for example, the high-profile IPO of Life Insurance Corporation of India (LIC) that raised over ₹21,000 crore. Its listing was met with disappointment as the stock began trading at a 9% discount to its issue price, and subsequent performance has remained subdued. LIC’s post-IPO journey also highlights how inflated valuations can lead to long-term underperformance, as the stock gave only 12% return over the past 30 months when even the Nifty 50 index went up by over 44%. This happens when when the company's growth narrative fails to align with its pricing. Despite being a household name with a dominant market share, LIC's stock has struggled to meet expectations, partly due to concerns about its operating efficiency and the limited use of IPO proceeds for growth initiatives. Make no mistake, Hyundai Motor India’s IPO is a landmark event! It showcases the potential for Korean companies to leverage emerging markets like India for better valuations. It also shows that strong fundamentals can help justify a company such premium valuations even amidst bearish economic prospects. However, it also serves as a cautionary tale about the risks of overvaluation. For Hyundai, the next steps involve proving its long-term growth story, navigating competitive challenges, and maintaining investor confidence. For Indian markets, Hyundai’s IPO underscores the need to balance optimism with realistic expectations as they continue to evolve as global investment hotspots. To sustain the country’s economic narrative as a land of unmatched opportunities, corporate India must work on improving long-term fundamentals and mitigating long-term risks. As global investors watch closely, Hyundai India’s success or failure could shape how international companies view India as a listing destination in the years to come.

Tackling the 'Korean Discount': A deep dive into curious case of Hyundai Motor India's market listing

In 2020, <keyword id="19915884" type="General" weightage="20" keywordseo="Facebook" source="keywords" meta.keywordsubtype="org" meta.entityname="Facebook" meta.hostid="261" meta.entityid="Facebook">Facebook</keyword> parent <keyword id="19911549" type="General" weightage="100" keywordseo="Meta" source="keywords" meta.keywordsubtype="org" meta.entityname="Meta" meta.hostid="261" meta.entityid="Meta">Meta</keyword> faced heavy criticism for allowing the "Stop the Steal" movement to spread like wildfire on its platform. This far-right movement falsely claimed that electoral fraud had deprived Donald Trump of victory in the 2020 United States presidential election, leading to widespread violence in the country. Now, Meta has come under fire again for a similar role in promoting political polarisation during <keyword id="19895063" type="General" weightage="20" keywordseo="India" source="keywords">India</keyword>'s ongoing <keyword id="19895394" type="General" weightage="20" keywordseo="lok-sabha" source="keywords">Lok Sabha</keyword> <keyword id="19900767" type="General" weightage="20" keywordseo="elections" source="keywords">elections</keyword>. A recent research report by the corporate accountability group Ekō, in collaboration with India Civil Watch International, has revealed alarming shortcomings in Meta's ability to detect and block <keyword id="21749265" type="General" weightage="20" keywordseo="AI-generated-ads" source="keywords">AI-generated ads</keyword> that promote <keyword id="20028741" type="General" weightage="20" keywordseo="hate-speech" source="keywords">hate speech</keyword>, election disinformation, and incitement to violence. These findings are particularly concerning given the critical election period in India, which several experts have termed as the most important Lok Sabha elections in recent times. <cmsannotation type="cmsannotation" annotationid="Infiltrating election silence periods" comment="subhead" text="Infiltrating election silence periods">Infiltrating election silence periods</cmsannotation> The investigation, spanning the third and fourth phases of India's seven-phase election, targeted 189 contentious constituencies during the election's 48-hour "silence period." This period mandates a halt on all election-related advertising, in order to grant citizens some breathing room to make a considered voting decision. However, researchers found that Meta failed to enforce these restrictions, allowing the dissemination of harmful political advertising, mainly by the ruling Bharatiya Janata Party (<keyword id="14666" type="General" weightage="20" keywordseo="bjp" source="Orion">BJP</keyword>). <cmsannotation type="cmsannotation" annotationid="Type of ads approved by Meta" comment="subhead" text="Type of ads approved by Meta">Type of ads approved by Meta</cmsannotation> Between May 8-13, the study organisations received publishing approvals for 14 self-submitted highly inflammatory advertisements, meaning that Meta’s auto-check systems were unable to pick up on the posts’ disturbing content. These ads contained violent rhetoric anywhere from targeting Muslim minorities, spreading disinformation by exploiting communal conspiracy theories, and inciting violence through Hindu supremacist narratives. One ad even mimicked a recent AI-doctored video of Home Minister Amit Shah, which had recently gained enough notoriety to sanction arrests of some opposition party members. The approved ads were placed in English, Hindi, Bengali, Gujarati and Kannada, and mimicked or exaggerated existing Hindu-supremacist propaganda, such as: <ul><li>Ads targeting BJP opposition parties with accusations of Muslim favouritism</li><li>Dog whistles about Muslim “invaders” and calls for violence against <keyword id="20024988" type="General" weightage="20" keywordseo="Muslims" source="keywords">Muslims</keyword></li><li>Narratives claiming electronic voting machine tampering, calling for uprisings</li><li>Hindu supremacist language and calls for burning Muslims</li><li>A call for executing a lawmaker accused of Pakistani allegiance</li><li>Disinformation about affirmative action policies</li></ul>Each ad featured manipulated images created using common AI tools such as Stable Diffusion, <keyword id="20004545" type="General" weightage="20" keywordseo="midjourney" source="keywords">Midjourney</keyword>, and Dall-e, highlighting how easily AI can amplify harmful content. This news comes despite Meta’s earlier announcements to detect and label AI-generated content to protect the electoral process. Of the total 22 provocative ads that had been submitted to the platform, 14 were reportedly approved within 24 hours, despite them all breaching Meta’s own policies on hate speech, misinformation, and violence. <cmsannotation type="cmsannotation" annotationid="Exploiting Meta's weaknesses" comment="subhead" text="Exploiting Meta's weaknesses">Exploiting Meta's weaknesses</cmsannotation> The research also highlighted vulnerabilities in Meta’s automated ad review system. When faced with regional roadblocks, researchers managed to simply set up dummy Facebook accounts from outside India to circumvent Meta's security measures and post these ads — including during the silence period. Even in the rare chance that these ads were flagged by the platform, slightly adjusting the content was enough to bypass Meta’s scrutiny, the researchers found. This reveals how easily bad actors can exploit Meta’s platform to spread disinformation and incite violence. Civil society groups, both in India and internationally, have called on Meta to enforce stricter measures during elections, emphasising the need for transparency and accountability. As India continues its electoral process, the need for robust action from social media giants like Meta is more critical than ever to protect democratic integrity and public safety. A comprehensive report of the investigation can be accessed <a href="https://aks3.eko.org/pdf/Meta_AI_ads_investigation.pdf" data-type="tilCustomLink">here</a>.

Facebook parent Meta’s systems fail to block anti-Muslim propaganda advertisements amid ongoing Lok Sabha elections, claims report

New Delhi: After meeting Prime Minister <keyword id="19895781" type="General" weightage="20" keywordseo="narendra-modi" source="keywords">Narendra Modi</keyword> ahead of the <keyword id="21272963" type="General" weightage="100" keywordseo="semicon-india-2024" source="Orion">Semicon India 2024</keyword> Summit, <keyword id="20137945" type="General" weightage="20" keywordseo="sanjay-mehrotra" source="keywords">Sanjay Mehrotra</keyword>, CEO of Micron, appreciated PM Modi's vision of developing semiconductors in India and said policies set up by him to incentivise semiconductor manufacturing in India are also very exciting. "PM Modi's vision to develop semiconductors in India and make it self-reliant is very exciting. The policies set up by him to incentivise semiconductor manufacturing are equally exciting. This is the perfect time for India to develop semiconductors because opportunities will grow with AI. The best is yet to come," Mehrotra said ahead of SEMICON India 2024 Summit. PM Modi will inaugurate SEMICON India 2024 at India Expo Mart, Greater Noida, Uttar Pradesh, today. Earlier on Tuesday, PM Modi chaired Semiconductor Executives' Roundtable at his residence. During the meeting, the Prime Minister said that their ideas will not only shape their business but also India's future. Mentioning that the coming time will be technology-driven, Prime Minister said semiconductor is the basis of the Digital Age and the day is not far "when the semiconductor industry will be the bedrock for even our basic necessities". The Prime Minister emphasised that democracy and technology together can ensure the welfare of humanity and India is moving ahead on this path recognizing its global responsibility in the semiconductor sector. According to an official release, the Prime Minister talked about the pillars of development which include developing social, digital and physical infrastructure, giving boost to inclusive development, reducing compliance burden and attracting investment in manufacturing and innovations. The meeting was attended by CEOs, Heads and representatives of various organisations including SEMI, Micron, NXP, PSMC, IMEC, Renesas, TEPL, <keyword id="23116584" type="General" weightage="20" keywordseo="tokyo-electron-ltd" source="keywords">Tokyo Electron Ltd</keyword>, Tower, <keyword id="19920144" type="General" weightage="20" keywordseo="synopsys" source="keywords">Synopsys</keyword>, Cadence, Rapidus, Jacobs, JSR, Infineon, Advantest, Teradyne, Applied Materials, Lam Research, Merck, CG Power and Kaynes Technology. Also present in the meeting were Professors from Stanford University, University of California San Diego and IIT Bhubaneswar. SEMICON India 2024 is being organised from 11 to 13 September with the theme "Shaping the Semiconductor Future." The three-day conference will showcase India's semiconductor strategy and policy, which envisions making India a global hub for semiconductors. It will witness the participation of top leadership of global semiconductor giants and will bring together global leaders, companies, and experts of the semiconductor industry. The conference will witness participation of more than 250 exhibitors and 150 speakers.

Semicon India 2024: This is perfect time for India to develop semiconductors, says MICRON CEO Sanjay Mehrotra

<ul><li><keyword id="635172" type="General" weightage="20" keywordseo="irdai" source="Orion">IRDAI</keyword> has issued a directive to all <keyword id="114713" type="General" weightage="20" keywordseo="insurance-companies" source="Orion">insurance companies</keyword>, earlier this fiscal, instructing them to provide coverage for the expenses related to surrogacy. </li><li>The policy should cover all medical expenses related to pregnancy and delivery, as well as postpartum care for the <keyword id="23767" type="General" weightage="20" keywordseo="surrogate-mother" source="Orion">surrogate mother</keyword>. </li><li>The responsibility of acquiring this surrogacy <keyword id="35492" type="General" weightage="20" keywordseo="insurance-policy" source="Orion">insurance policy</keyword> falls upon the intending parents or individual seeking surrogacy. </li></ul>Surrogacy is a medical process in which a woman agrees to carry and deliver a baby for another couple or individual. The <keyword id="41477" type="General" weightage="20" keywordseo="surrogate" source="Orion">surrogate</keyword> mother is typically implanted with an embryo created by using the intended parents' sperm and egg. Once the baby is born, the surrogate mother's legal rights to the child are terminated, and the intended parents become the child's legal parents. <cmsannotation type="cmsannotation" annotationid="What the law says" comment="Subhead" text="What the law says">What the law says</cmsannotation> In the Surrogacy (Regulation) Rules 2022, there is a provision that highlights the necessity of mandatory insurance coverage. It specifies that the intending woman or couple must acquire a general health insurance policy in favour of the surrogate mother. This insurance policy should have a duration of 36 months and should be obtained from an insurance company or an agent recognized by Insurance Regulatory and Development Authority of India (IRDAI). The coverage amount should be substantial enough to address all expenses related to pregnancy complications, as well as postpartum delivery complications. Recently, IRDAI has issued a directive to all insurance companies, instructing them to provide coverage for the expenses related to surrogacy. “Let us say a couple is covered under a family floater policy. That couple decides to go for surrogacy as they have some medical issue and they are not able to conceive. If they decide to go for surrogacy, they should be able to buy a cover for the surrogate mother,” says Bhaskar Nerurkar, head, health administration team, Bajaj Allianz General Insurance. Hence, every health insurance company should bring in such a cover. <cmsannotation type="cmsannotation" annotationid="Coverage under the surrogacy policy" comment="Subhead" text="Coverage under the surrogacy policy">Coverage under the surrogacy policy</cmsannotation> This surrogacy policy offers a broad range of medical coverage, including antenatal care and checkups, hospitalisation and delivery charges, treatment for pregnancy complications like preeclampsia, gestational diabetes, and premature labour, postpartum care, and treatment for delivery complications, and medical conditions that may arise as a result of the surrogacy procedure. “The couple may have maternity cover under their health insurance policy. The maternity expenses are only covered for the spouse. But in this case the surrogate mother is going to get admitted. So this surrogacy cover will cover maternity expenses and any other expenses related to delivery complications,” says Nerurkar. <cmsannotation type="cmsannotation" annotationid="What to know" comment="Subhead" text="What to know">What to know</cmsannotation> The responsibility of acquiring this surrogacy insurance policy falls upon the intending parents or individual seeking surrogacy. It is crucial to purchase the policy from an insurance company registered with IRDAI and to do so before the embryo transfer procedure takes place. “If I am a surrogate mother, the expectation is that the biological parent should buy the policy for me,”says Bhabatosh Mishra, director, claims, underwriting and product, Niva Bupa, a health insurance company. As mentioned, the coverage should extend for 36 months from the date of embryo transfer and must include expenses related to pregnancy complications and post-partum delivery complications. “The policy must be purchased before the pregnancy starts. Also, since it covers maternity related complications, there is no classical waiting period of two years or so,” says Mishra. Surrogacy is a multifaceted process with both emotional and financial implications. By thoroughly examining the legal and insurance aspects, individuals and couples can navigate the surrogacy journey more effectively, ensuring the well-being of all parties involved.

Explained: What a surrogate mother in India should know about insurance policy

<ul class="summary-list"><li>Some expat Indians are moving back home to launch companies of their own.</li><li>India's booming market size, internet growth, and post-pandemic spending is driving their decision.</li></ul>Nithin Hassan, 41, has always been fascinated with building something of his own.As a child in India, he would get in trouble for dismantling electronics around the house just so he could peek inside.In college, in true <a target="_blank" class="" href="https://www.businessinsider.com/startups-to-bet-your-career-on-in-2024-2024-2">startup</a> fashion, he started working on a small business out of his parent's garage in Bengaluru, assembling computers for friends and family.It was the early 2000s and the internet was not the trove of knowledge it is today — Hassan was relying on books to learn. Finding mentorship and the right guidance was a challenge, too.Everyone around Hassan told him that going to the <a target="_blank" class="" href="https://www.businessinsider.com/resume-tips-google-software-engineer-skills-experience-careers-software-tech-2024-3">US for a master's degree</a> was the next big opportunity. So he did.Over the next 16 years, he put his startup plans on hold and worked at some of the world's biggest companies, including Amazon, Microsoft, and Meta.<div type="image" title="Nithin Hassan" height="2450" width="3266" msid="113831978" hostid="261" sizebytes="215682"></div>But the pandemic felt like a turning point. And its aftermath made India look like a lab-designed business environment: It had just become the world's most populous country, the pandemic had created <a target="_blank" class="" href="https://economictimes.indiatimes.com/news/economy/indicators/private-consumption-continues-to-be-supported-by-pent-up-demand-finance-ministry/articleshow/99069973.cms?from=mdr">pent-up demand</a> for consumer products, and growing internet adoption made commerce more scalable, he said.So Hassan left behind about $500,000 in annual pay at Meta to move back to Bengaluru in December 2023 with his wife and two children. He has since launched two startups.Hassan is part of a group of <a target="_blank" class="" href="https://www.businessinsider.com/i-moved-back-to-india-after-living-abroad-for-decade-2024-9">expat Indians moving back</a> home to venture out on their own. As such, he's also part of a decades-long trend of reverse migration back to India.The trend began in the 1990s and picked up at the turn of the century, driven by the economic collapse in 2008, said Binod Khadria, the president of Global Research Forum on Diaspora and Transnationalism. Many of those who returned to India for work were largely working for multinational companies.Today, the impetus for the move often looks a bit different: It's driven by factors like unstable visa policies and economic recessions, which lead to uncertainty when it comes to jobs and duration of stay in these destinations.Many returnees find work in tech, but the finance, retail, and climate sectors also absorb a large number of expat Indians, Khadia said. And some of the returnees are heading back to India to start companies of their own.India is undergoing a startup explosion. The country reported over<a target="_blank" href="https://pib.gov.in/PressReleaseIframePage.aspx?PRID=2043805"> 140,800 recognized startups</a> at the end of June — nearly 50,000 more than last year — and credited them with creating 1.6 million direct jobs.To be sure, not all of these companies will make it big — and some do still stumble, like <a target="_blank" class="" href="https://inc42.com/features/what-are-the-current-problems-being-faced-by-oyo/">Oyo </a>and <a target="_blank" class="" href="https://www.businessinsider.com/blackrock-hsbc-funds-byjus-startup-valuation-zero-edtech-india-raveendran-2024-6">Byju's</a>. But the chaos, where even established startups are trying and failing, makes India a fair playing field for new entrants, Hassan said.Business Insider spoke to six <a target="_blank" class="" href="https://www.businessinsider.com/india-vc-wants-see-5-traits-new-founders-fundraising-antler-2024-8">first-time founders </a>about why they have recently returned to India after spending several years, or even an adult life, abroad.<h2 id="0e4a3c47-ba19-4690-8b52-c6bfece1c81d">Fastest-growing economy</h2>The health of the economy and interest from investors are fueling the entrepreneurship boom.<a target="_blank" class="" href="https://www.businessinsider.com/india-billionaire-karan-adani-plans-challenge-china-dominance-seaports-2024-8">India's economic growth</a> in 2023 — 8.2% — was the fastest of all large economies worldwide. That's led to greater purchasing power, which lets companies, including startups, sell more.India's inflation rate of about 3.5% is well below its annual wage growth of 9.6%. This makes inflation less of a challenge than it is for slower-growing peers, where consumer-focused businesses have been <a target="_blank" class="" href="https://www.businessinsider.com/economy-jobs-report-sentiment-consumers-elections-recession-inflation-mortgage-rates-2024-9">hurt by high prices</a>.Investors are getting in on the action.From 2015 to 2021, the number of <a target="_blank" class="" href="https://www.businessinsider.com/sequoia-capital-vc-firm-split-china-india-2023-6">unique investors in India</a> nearly quadrupled, though the number is tracking much lower this year, per PitchBook."Other than a slight downturn in 2022 and 2023 due to global macroeconomic factors, VC funding has been consistently growing in India," said Ben Mathias, a managing partner at Vertex Ventures Southeast Asia &amp; India.Besides funding, domestic developments have encouraged founders and VCs too, Mathias said.The Indian government's Universal Payment Interface system has spurred consumers and businesses to pay online, and <a target="_blank" class="" href="https://www.bcg.com/press/2june2022-digital-payments-in-india-projected-to-reach-10-trillion-by-2026">40% of all digital payments</a> globally happen in India today, the partner said.Programs like Startup India, which provides founders benefits like tax exemption, easier compliance, and funding support, have made creating a company smoother.Devyani Parameshwar worked in the microfinance and fintech space in India in the 2010s before heading to the UK and Africa. She returned to India in 2022 to launch a financial management venture."It's changed dramatically. I remember standing in line at various ministries in Delhi trying to get meetings and then trying to get answers and it wasn't easy in the past," she said of her memories of India.Now, she can use an online platform to ask the country's central bank and banking regulator questions.It's easier than ever for foreign companies to invest in India, which means startups have a clearer exit path through acquisition — something VCs think hard about before entering new markets or writing checks.<h2 id="e5dd7b6f-a09f-4ff2-84c1-5907de96dc5e">Market ripe for the taking</h2>For Rohan Bhide, who spent most of his college and professional life <a target="_blank" class="" href="https://www.businessinsider.com/worked-in-big-tech-before-launching-my-own-startup-engineer-2024-9">preparing to launch something of his own</a>, a trip home in 2017 while he was studying in the US was a turning point.Indian telecom giant Reliance had recently launched a cheap unlimited data plan, which spiked Indian internet adoption. India was charting among the countries with the highest online transactions."That really, really drew my attention," said Bhide, who worked at Meta after graduation. "It was my dream come true — a huge market, a huge user base, and at the same time, the ability to adopt technology was incredible."Bhide returned to India in January, leaving behind about $580,000 in total compensation at ticketing platform StubHub. He and a cofounder are working on launching a consumer tech product later this year.<div type="image" title="Rohan Bhide" height="2304" width="3072" msid="113831979" hostid="261" sizebytes="218468"></div>Most Indians grew up wanting to work at a multinational company — but that's changing, Bhide said.Freelancing, running your own business, or working for a startup is much more socially acceptable now, because people see the success of other Indian startups. The country has the third-largest number of "unicorns" — companies worth $1 billion or more — with 64, per PitchBook.<h2 id="7f423804-745b-4e04-a250-839e01663f09">Boom in entrepreneurship culture</h2>A lot has changed since Hassan first wanted to launch his hardware startup in the early 2000s.Tech hot spots like Bengaluru and Gurugram have seen a boom in entrepreneurship culture in the last few years, with meet-ups, networking mixers, and even morning walks with like-minded builders.<div type="image" title="man standing in front of mountains in USA" height="2268" width="3024" msid="113831980" hostid="261" sizebytes="141132"></div>Dhruv Anand, who left Google in the US to move back to India in 2021 to launch an <a target="_blank" class="" href="https://www.businessinsider.com/ai-startups-most-promising-2024-9">AI startup</a>, said that there were lots of other founders and mentors to help guide him."If you want to figure out who's the right chartered accountant to talk to, who's the right lawyer to help you draft agreements, all of that stuff is very easy," Anand said."It's been a really, really supportive community," Bhide said. There are people "telling you about their entire lives just because they want to help you and they're hoping that you pass the favor onto the next person who moves to India and wants to start their own company."<h2 id="3c8bff36-e855-4530-9b44-bcc7f36b0825">Not everything is perfect</h2>Although these founders made the decision to return to India, that doesn't mean they no longer see the benefits of operating in the US.Ruchit Garg founded an agriculture startup in Silicon Valley in 2016, with a focus on supporting farmers around the globe. In 2019, he returned to India, where his late grandfather worked as a farmer.Garg has been building in India ever since, but he says its startup ecosystem cannot yet compete with the Valley's decades of experience."The overall ecosystem was more mature back in Silicon Valley. It's still one of the best places for entrepreneurs. India isn't there yet, although it's growing pretty drastically," he said.Despite efforts to digitalize key processes, many bureaucratic challenges persist.For most founders, after living in US cities where populations are a fraction of those in Mumbai and Bangalore, congested roads and poorer air quality are also everyday annoyances.But India provides some big perks, including affordable domestic help and the appeal of building solutions for problems they witness firsthand."It's a different joy to be able to build for problems that you feel for very personally," Parameshwar, the fintech founder, said. When she worked in Africa, she needed translators. Now, she can speak with her users herself.Bhide said the general sentiment among local founders is shifting from "Build from India" to "Build for India."For some founders, being surrounded by family and the culture they grew up in was another selling point.Niranjan Vemulkar moved back to India in 2015 and later founded a digital legacy planning platform.He said that he never fully felt at home in the US, where he lived for over a decade."For us, it was the fact that we wanted to raise a family in an environment where the children would have access to the grandparents and Indian culture," Vemulkar said. "The fact that you could come back to India, start something of your own and figure things out in an ecosystem which was potentially booming for startups, was just a cherry on the cake."Are you in India and have a story to share about the tech and entrepreneurship landscape? Please reach out at shubhangigoel@insider.com

Some techies are leaving cushy Silicon Valley jobs to launch startups at home in India

<ul class="summary-list"><li>I've stayed at <a target="_blank" href="https://www.businessinsider.com/all-inclusive-resort-best-and-worst-parts-with-kid-mexico-2024-1">all-inclusive resorts</a> around the world and seen first-timers make the same mistakes. </li><li>Don't go overboard on the frozen drinks and never fill your plate during the first pass at a buffet.</li></ul><a target="_blank" href="https://www.businessinsider.com/all-inclusive-resort-why-worth-it-mexico-hotel-xcaret-arte">Vacationing at an all-inclusive resort</a> is very appealing for many travelers — and with good reason.Being able to budget before you arrive and not having to worry about toting around cash or credit cards, can alleviate a lot of travel headaches.As a travel writer, I've been to dozens of all-inclusive resorts in the Caribbean, Mexico, the Maldives, and more. During my stays, I see guests overlook a lot of details that could make their sojourns much more enjoyable. Whether you're planning your <a target="_blank" href="https://www.businessinsider.com/all-inclusive-resort-never-leaving-property-why-worth-it-jamaica-jewel-grande">first trip to an all-inclusive resort</a> or this is already your preferred style of vacation, here are 10 mistakes to avoid:<h2>Not researching before booking</h2><div type="image" title="Swim up bar at Hotel Xcaret in Riviera Maya Mexico" height="3024" width="4032" msid="108799901" hostid="261" sizebytes="1265552"></div>Not every all-inclusive resort is designed equally. Some have gorgeous poolscapes and underwhelming beaches, or vice-versa.Some cater to families, with dedicated kids' and teens' clubs and activities, but others prohibit guests under 18. I've stayed at resorts that run the gamut.The point is that having everything included in and of itself isn't necessarily enough of an appeal. Think about what you're looking for in a vacation, do your research, and look beyond the slick marketing and touched-up, wide-angle pics on the resort's website.<h2>Overlooking VIP and concierge-level room options</h2>The term "all-inclusive" doesn't mean what it used to. These days, some resorts offer <a target="_blank" href="https://www.businessinsider.com/british-airways-first-class-suite-review-photos-2023-7">upgraded rooms and suites</a> in certain areas of the property, with perks that might include butler service and dedicated lounges, restaurants, pools, or beach areas for these VIP guests.Although spending more for these amenities isn't for everyone, they can bring a sense of luxury and civility to your vacation, especially if you're staying at a crowded resort where guests are forced to set out towels before breakfast to claim lounge chairs.<h2>Not making dinner reservations when you check in</h2><div type="image" title="Buffet restaurant at Hotel Xcaret Arte Mexico" height="810" width="1080" msid="108799902" hostid="261" sizebytes="192042"></div>You might have access to a slew of restaurants at your resort, but that doesn't mean you can roll up to the host stand and automatically get a table, especially at peak dinner times (remember, everyone wants 7:30 p.m.).To avoid disappointment, book tables for the popular spots right after you check in or before you arrive, if that's an option.Keep in mind that depending on how many nights you're staying, you may only be entitled to a limited number of reservations for the à la carte concepts, so choose wisely.My advice is to prioritize places that serve local cuisine. After all, you can get steak or pasta just about anywhere.<h2>Filling your plate at the buffet before checking out all the options</h2><div type="image" title="Buffet at Hotel Xcaret in Riviera Maya Mexico" height="2268" width="3024" msid="108799904" hostid="261" sizebytes="442464"></div>All-inclusive resorts are often known for <a target="_blank" href="https://www.businessinsider.com/largest-buffet-las-vegas-bacchanal-buffet-review-2023-12">over-the-top buffets</a> any time of day, with omelet and freshly-pressed juice stations at breakfast and salad bars, local specialties, carving stations, and all the desserts at lunch and dinner.Grabbing a plate and reaching for the serving spoons before giving the area a look-see is a rookie move, and can also lead to overeating and wasting food.Each time before tackling a buffet, talk a walk around, as options can change not only from meal to meal but daily as well. And make it a point to take a spoonful of something you've never tried.<h2>Forgetting to bring an insulated travel mug</h2>I used to roll my eyes at resort guests who'd tote their travel mugs up to the bar to be filled with their beverage of choice. I thought they were being overly indulgent and exploiting the concept of "all-inclusive." But now I think they're on to something.For one thing, insulated tumblers keep drinks colder for much longer, and reduce the number of trips to the bar.Beyond that, they're more environmentally friendly than all those single-use plastic cups. If you're bringing your Stanley and asking the bartender to fill it, though, tip them for going above and beyond.<h2>Not tipping</h2>Speaking of tipping, I'm well aware that some all-inclusive resorts invite guests to "leave their wallets at home."But unless the property where you're staying has a strict policy against it, small tips can go a long way. Tipping the bartender at a crowded swim-up or lobby bar when you first order, for example, can result in quicker service for your second and third rounds.If you have a fabulous server at dinner, leaving them some cash on the table is a nice gesture. And don't forget about the housekeeping staff, who keep your room free of sand and endlessly replenish your towels.<h2>Ordering drinks wrong</h2><div type="image" title="Reusable plastic cups at Hotel Xcaret Arte Mexico" height="810" width="1080" msid="108799906" hostid="261" sizebytes="48734"></div>Not all drinks at all-inclusive resorts are created equally. Belly up to the lobby bar, which tends to stock top-shelf liqueur. <a target="_blank" href="https://www.businessinsider.com/best-pina-colada-2015-7">Upgrade your piña colada</a> by requesting it with dark or aged rum instead of white, which gives it much more flavor.If you see Aperol or Campari on the back bar, you can be sure to get a decent Spritz. Craft your own low-ABV libation by asking for sauvignon blanc or rosé mixed with club soda and a dash of simple syrup, garnished with a lemon wedge.And try the local beer or wine, if it's available.<h2>… and going all in on fruity, frozen drinks</h2>A piña colada is decidedly delicious — I like to have one mid-morning, which I half-jokingly refer to as a "breakfast smoothie."But if you keep hitting the swim-up bar to order blended concoctions, you're going to end up drinking a zillion calories, and probably getting a stomachache or killer hangover to boot.If you're on a quest to keep the buzz going, maybe mix things up a bit with a spirit mixed with soda water, or a wine spritzer. And don't forget to hydrate with actual water to counter the effects of all that heat and sunshine.<h2>Not taking advantage of the amenities at sister properties</h2><div type="image" title="Restaurant at Hotel Xcaret Arte Mexico" height="810" width="1080" msid="108799907" hostid="261" sizebytes="224142"></div>Some resorts are part of sprawling complexes with several adjacent properties owned and operated by the same parent company.If your stay includes reciprocity (i.e. like a "stay at one, play at three" policy), you'll have access to other facilities like additional pools, fitness centers, beach areas, and restaurants.Making use of them is a great way to avoid boredom and make it seem like your vacation includes stays at multiple hotels.<h2>Not using the non-motorized water sports</h2>Although Jet Ski, hoverboard, and parasailing rentals can be pricey, use of simpler things like stand-up paddleboards, kayaks, floats, and even Hobie-Cats are often included in the price of an all-inclusive stay. Yet I often see them lined up on the beach all day, barely being used.Sign the waiver, don a life jacket, and give them a try. And if you happen to be staying at a place where these watersports are popular, add your name to the waiting list first thing in the morning.

I've been to 35 all-inclusive resorts. Here are 10 mistakes I always see first-timers make.  

<ul class="summary-list"><li> Natalia Rogaczewska took over nine months of parental leave at full pay for each of her two children.</li><li>The Danish mother said her company offered her a year of parental leave with full pay. </li></ul>When Natalia Rogaczewska first started working for a political organization in Denmark, she didn't even think about checking its <a target="_blank" class="" href="https://www.businessinsider.com/workers-dont-take-all-parental-leave-because-of-corporate-bias-2022-12">parental leave policy</a>.But when she was pregnant with her first child in 2014, her employer offered her one year <a target="_blank" class="" href="https://www.businessinsider.com/maternity-leave-around-the-world-2018-5">maternity leave with full pay</a>. "My parental leave package was very good. I had a full-year salary," she said. "It was a no-brainer for me to do that."Rogaczewska, who grew up in <a target="_blank" class="" href="https://www.businessinsider.com/i-moved-to-denmark-better-child-care-love-it-2023-12">Denmark,</a> had her first child in May 2015. She ended up taking nine and a half months of maternity leave at full pay.Her partner, who is almost a decade younger than Rogaczewska, was still a university student. The birth of their daughter coincided with his study leave and exams.Rogaczewska told Business Insider they could share childcare in the first three months while her husband was doing his exams and after he finished them, which helped her get some rest when she needed it."Not being alone with everything from the very start was very important for me," she said.<h2 id="a5cea1ff-9c85-4091-b5fb-b2ef536e7971">Denmark has progressive parental leave laws</h2>As <a target="_blank" class="" href="https://www.businessinsider.com/denmark-parent-benefits-american-free-childcare-maternity-leave-postpartum-care-2023-10#:~:text=In%20Denmark%2C%20new%20parents%20get,weeks%2C%20while%20he%20took%20two.">standard in Denmark</a>, working parents are entitled to up to 46 weeks of parental leave. According to the <a target="_blank" class="" href="https://businessindenmark.virk.dk/guidance/maternity_and_parental_leave/rights-to-maternity-and-parental-leave/">Ministry of Employment in Denmark website</a>, pregnant women are entitled to 4 weeks of leave prior to the birth of their child and 14 weeks of leave after the child is born. Fathers or co-mothers are entitled to 2 weeks of paternity leave within the first 14 weeks of the child's birth. After the first 14 weeks, both parents are entitled to 32 weeks of parental leave, which can be extended up to 46 weeks for working parents. Adoptive parents are also eligible, per the <a target="_blank" class="" href="https://www.retsinformation.dk/eli/lta/2020/106">Danish Maternity Leave and Benefit Act</a>. As of August 2022, each parent is entitled to a <a target="_blank" class="" href="https://lifeindenmark.borger.dk/working/work-rights/leave-of-absence/maternity-and-parental-leave">government allowance</a> for 24 weeks. Of these, 11 are non-transferable if the parent is a worker and must be taken by the parent in the year after the child's birth. Parental leave pay from employers varies.<h2 id="e422ce74-07bf-40b9-af4e-ed46fce5b13b">Flexibility to return to work early</h2>Rogaczewska told BI her company's maternity leave package was 12 months of full-time pay.After seven months of parental leave, Rogaczewska said she felt an itch to return to the office. "I was missing work," she said. She thought she'd enjoy parental leave more than she did and was glad to have the option to shorten it.When <a target="_blank" class="" href="https://www.businessinsider.com/going-back-to-work-after-baby-maternity-leave-judgment-2024-6">she returned to the workplace</a> after nine and a half months of leave, she used the remainder of her 12-month entitlement to work four days a week for around a year.Rogaczewska found returning to work "smooth and easy" because both she and her partner, who was still studying, had flexible schedules. In the morning, she took her daughter to day care, and her partner picked her up.<h2 id="243a2709-c145-4d30-97c0-7d3561aa2cc0">They took 3 months of leave together for their second child</h2>When the couple had their second child in July 2018, Rogaczewska's partner was completing his master's and working part-time so could manage childcare around his flexible schedule.Rogaczewska, still at the same company as when she had her first child, took another nine and a half months of parental leave at full pay, overlapping the first three months with her husband.She told BI having three months of <a target="_blank" class="" href="https://www.businessinsider.com/sweden-shared-parental-leave-no-stigma-work-life-balance-2024-6">leave together at the start</a> helped the couple manage two kids. "We had our first kid already. For her to become a big sister is a huge change in her life," she said. Being able to prioritize their first child and their newborn son helped ease the family's transition.She found returning to work harder than the first time because she had two kids and told BI she felt her workplace planned her return better the first time.When she returned to work, she said she put pressure on herself to show she was still "valuable.""I started going deeper and I realized, wait a minute, I didn't become worse. I'm actually better. I have different perspectives. I've developed more," she said.She said employers need to reframe parental leave as a positive influence in the workplace.<h2 id="23cf4028-d9d2-4f13-af3b-e46f4d1c544e">She said the issue is when parents return to work</h2>Rogaczewska has since left that job and started a company to help employees and employers manage the <a target="_blank" class="" href="https://www.businessinsider.com/return-to-office-mandates-remote-work-stock-returns-productivity-2024-1">transition back to the workplace</a>. She told BI she felt lucky to have had the parental leave time she had."In Denmark we have a lot of rights, and the level of social security is high," she said."That is also reflected legally in the rights that you have in connection with parental leave."She said, however, that Denmark still needs to make progress in improving parents' experiences in the workplace.Rogaczewska told BI parental leave and how it is distributed isn't the problem. "It's more what happens when you come back and how that is managed in a relationship between the employee and the employer," she said, adding that workplaces should make the transition easier by promoting inclusion and empathy for new parents.

A mom in Denmark was offered 1 year of paid parental leave but chose to come back to work early. She felt she had to show she was still valuable.

<ul><li>There’s no doubt that in 2022 and beyond, companies and advertising agencies will dedicate more attention and resources to improving <keyword id="61889" type="General" weightage="20" keywordseo="diversity" source="Orion">Diversity</keyword>, <keyword id="12546708" type="General" weightage="20" keywordseo="equity-and-inclusion" source="Orion">Equity and Inclusion</keyword> (DEI).</li><li>While the ad industry has a lot of women today, many drop out by the time they reach mid-management levels, primarily due to the lack of flexible hours, or the flexibility to work from home.</li><li>Advertising agencies, therefore, have been working towards training more women, to prepare them for leadership roles. They are also launching special programs to encourage queer people to join advertising agencies.</li><li>We speak to a few Creative Agencies that appear to be making strides in improving DEI to find out what’s their current <keyword id="1014511" type="General" weightage="20" keywordseo="gender-ratio" source="Orion">gender ratio</keyword> and got them to share a few ways in which they think the industry can evolve to become more inclusive.</li></ul>The advertising industry is known to lead to change and advertising agencies have the power to shape how people see themselves through their creative campaigns. They have the power to make a positive impact on society. The industry can use its influential power in mending belief systems and nudging people to question their regressive thoughts. From challenging stereotypes to pushing people to embrace the entire gender spectrum, advertising campaigns can work wonders in bringing about acceptance. Apart from using their advertising and marketing tools tactfully, ad agencies can work towards improving gender representation inside their organisations at a structural level. However, at the creative stage, too many perspectives have been excluded over the years. Many organisations hire one queer person and make them the face of diversity. Last year, <a href="https://www.businessinsider.in/advertising/ad-agencies/article/cannes-lions-to-onboard-diversity-equity-and-inclusion-specialist-consultancy-after-former-dean-abraham-abbi-asefaw-called-out-the-organisation-for-lack-of-representation/articleshow/83030888.cms">Cannes Lions was </a>called out for hiring one person of colour at Roger Hatchuel Academy and making them the face of diversity. After drawing flak, the academy and Cannes Lions onboarded a specialised Diversity, Inclusivity and Equity agency to correct its course. In the last few years, advertising agencies in India have taken baby steps towards improving Diversity, Inclusivity and Equity inside their organisations as well. They are trying to build an inclusive culture that transcends barriers, biases and bureaucracy, and makes employees truly feel like they belong. With equal representation of different voices on the inside, historically underrepresented demographic groups are authentically and positively represented in the campaigns too. This leads to robust dialogue, richer decisions, it helps build empathy within the organization to design good, and human-centered solutions. Advertising and Media Insider gathered insights from industry leaders and agencies who appear to be making strides towards DEI about how employers can boost diversity and inclusion in their organisations. A look at the current gender ratio MullenLowe Lintas Group’s gender ratio stands at 35% and the agency network has a similar ratio even at the leadership level. Garima Pant, Group HR Director, MullenLowe Lintas Group told us about their hiring process. She said, “For us, DEI goes beyond Gender. This year with our Apex Council, we plan to steer initiatives and changes aimed towards shaping and embedding DEI in the DNA of the organization. Our commitment to hire more diverse voices has already been put in action; we are signatories on the UN Women Empowerment Principles, we introduced our Referral program with 2X referral bonus aimed at hiring women, PWD’s and LGBTQ+ team members and are also systemically looking at embedding DEI in our processes to ensure accountability while we lead with intent. For advertising, more than most other industries, DEI is not just a humanistic issue, it is a business case. At the heart of diversity and inclusion is getting diverse thinking, diverse perspectives, thereby inspiring imagination and impacting societal change.” DDB Mudra Group, which was one of the first agencies in India to update its insurance policy to include same-sex couples and live-in partners, ended 2021 with a gender ratio of women-to-men at 40:60. Rita Verma, EVP &amp; Head - HR, DDB Mudra Group told us all about the agency’s roadmap for 2022. She said, “DEI has been a key priority for us in the last few years, and our plans for the coming year are built off the work that we have done in the last three years. The Phyllis Project is a DDB global initiative that kicked off in 2018 to help women leaders stay the course and rise more effortlessly through the ranks. In 2020, in the middle of the challenges of the pandemic, we managed to launch the India leg of the program, which is a more intense, consistent and personalised program for our top 25 women talent. We will proudly be graduating the first batch of the Phyllis India project in March of this year, and kick-starting a 2022 batch. Through the last two years, with a mix of mentoring engagements with the best in the business within and outside DDB, training and skill-building interventions and exposure to some of the most inspiring women leaders, we’ve built a set of powerful women leaders. We are proud of the ones who have stayed with us and grown their influence within DDB in India, like Mehak Jaini who heads strategy for us at 22feet Tribal Worldwide, and also the incredible women talent who have gone on to take on bigger challenges in the industry such as Sonal Jhuj at Lego and Shagun Seda at Netflix. Our Open Pride program has seen us consistently engage in conversations with our employees to increase awareness and sensitize them towards the LGBTQIA+ community. We have made a conscious effort to improve our policies, whether it is in the context of insurance for same sex partners, or increased paternity leave, or wellness leaves. This is a result of six monthly reviews to see how we can be more inclusive and sensitive to all employees. We want to lead the thinking in contemporary employee policies and not follow the market, and are constantly seeking inputs from our people to get better at this. Another initiative that we are truly excited about this year, is a series of our Equal Parenting workshops to help our employees become the kind of parents and professionals they want to be and normalise the essential conversation around balancing parenthood and professional success.” At TBWA, 35-40% of their employees are women across client servicing, creative and planning functions. To encourage young women and employees of all genders to speak up their minds, the agency network has been working towards making leaders on the top more accessible to new employees. Namrata Nandan, Executive Director – West, South &amp; New Initiatives, TBWA said, “We have provided a platform to our young promising stars to establish a direct connect with the CEO and present their thoughts on matters pertaining to strategy, operations, organization culture, etc and play a part in the decision-making process. Young millennials and Gen Z are vocal &amp; creative, coupled with a strong need to belong and to be heard. This forum provides a great opportunity for the organization to leverage their creative/out-of-box thinking and at the same time gives them the opportunity to express themselves and participate in decision making.” Ways in which the advertising ecosystem can improve DEI It is important to build a work environment where all employees feel seen, accepted and valued. Rohit Suri, Chief HR Officer, dentsu South Asia said that agencies should ‘foster an Inclusive Culture by cultivating a supportive, welcoming and inclusive workplace where everyone can contribute to their full potential.’ Sharing how the entire advertising ecosystem can elevate DEI across the board, he said, “The advertising industry has a huge responsibility to uphold DEI and ensure stereotypes are removed, create products and service offerings that mitigate bias and it is important for the industry to understand that DEI is all about adapting human behavior, something that requires continuous enhancement of inclusion capabilities and ongoing practice every day. Secondly, along with behaviors organizations must have robust feedback mechanisms and listening systems that reinforce the culture of inclusion and belonging. Third, organisations must invest in training programs and initiatives that invite diverse talent from underrepresented groups to join them to ensure the ideas that come from these diverse teams are better and the clients are better served. Fourth, when DEI is treated as a business imperative it moves beyond the responsibility of one team or a group of people it becomes the responsibility of everyone in the organisation.” Pant broke down her advice into three parts and advised agencies to follow M.A.P. “Measure - What gets measured gets done: The Org Business and Talent dashboard needs to have a diversity and inclusion lens across the employee lifecycle. Awareness - Moving beyond the metrics. Awareness is the greatest agent for change. Policies: Put a stake in the ground. Policies ensure that organizations embrace talent practices that systemically drive Inclusion,” explained Pant. Verma pointed out that ‘with the queer community, the task is slightly different because one does not identify candidates at the outset by their sexual identity.’ What DDB Mudra Group is trying to build is an environment that makes everyone feel safe, nurtured and be given equal opportunity. This happens through consistent awareness building, education, and sensitization workshops and interactions. To bridge this gap, the agency has organised various masterclass sessions for its employees. Adding how the HR industry needs a refreshed approach after the pandemic, she said, “The advertising industry in India is experiencing a lot of change. And it is a great time to re-evaluate the principles on which we want to build our agencies going forward, and therefore the overall ecosystem. Especially in the last couple of years, we have seen unforeseen levels of attrition and burnout owing to the pandemic. What it has taught us is the fact that we need to do better by our people as an industry. Whether it is in terms of providing better work-life balance, supporting and propagating equal parenting, consciously seeking women talent in leadership, rewarding leaders for their role in creating and nurturing diverse and inclusive teams, or partnering clients to better represent women and other faultily represented communities in our work – there is so much we must do as an industry. We believe that product and creativity will be exceptional as an outcome of all these efforts as well. It is an exciting time, and we hope to walk tall in the advertising fraternity by leading from the front on all these issues.”

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