India’s HALE UAV Program Strengthened by Bharat Forge–Pratt & Whitney Canada Engine Collaboration

Both companies will evaluate engine integration on India’s next-generation high-altitude, long-endurance unmanned aircraft. 

Bharat Forge Ltd. and Pratt & Whitney Canada today announced that they will work together to evaluate the integration of advanced turboprop engines into a high-altitude, long-endurance (HALE) unmanned aerial vehicle (UAV) program designed and developed by India’s Defence Research and Development Organisation (DRDO). Pratt & Whitney is an RTX business.

The collaboration supports India’s indigenous unmanned aerial systems efforts under the government’s Aatmanirbhar Bharat initiative. Pratt & Whitney Canada will evaluate engine compatibility, performance and installation requirements. Bharat Forge will lead engine-airframe integration, including installation design and systems interfaces, drawing on its advanced engineering, manufacturing and aerospace systems capabilities.

"BHarāt Forge Aerospace business is proud to collaborate with Pratt & Whitney Canada to advance India’s indigenous aerospace and defense manufacturing capabilities,” said Amit Kalyani, Vice Chairman and Joint Managing Director, Bharat Forge Ltd. “By combining Pratt & Whitney’s globally proven propulsion technologies with Bharat Forge’s engineering and systems integration expertise, we aim to support development of a world-class HALE platform that strengthens India’s strategic self-reliance and defense preparedness.”

“This collaboration with Bharat Forge reflects our continued commitment to supporting India’s aerospace and defense ambitions,” said Ashish Saraf, Vice President and Country Head, Pratt & Whitney. “Pratt & Whitney Canada’s turboprop engines have a proven legacy of reliability in demanding operational environments, which is exactly what’s needed for India’s HALE program.”

HALE UAVs provide long-endurance surveillance, intelligence and reconnaissance across land and maritime domains.

FAQs On NPCI's Introduction of Nominal MDR on High‑Value UPI Transactions, Safeguarding Small Merchants

FREQUENTLY ASKED QUESTIONS (FAQs)

Section 1: Policy Objectives

Q1. Why is this Merchant Discount Rate (MDR) being introduced now?

Answer: UPI processes billions of transactions every month. The MDR is distributed only amongst the UPI ecosystem, to further invest into infrastructure resiliency, innovation, cybersecurity and customer service. Charges are applicable only for transactions above ₹2,000.

Q2. Will small-value UPI transactions be impacted?

Answer: No impact on transactions up to ₹2,000, which comprise more than 95% of UPI (P2M) volume.

Q3. What MDR is being introduced for merchants on UPI transactions?

Answer: MDR of 0.4% on P2M transactions above ₹2,000. For transactions of ₹75,000 and above, capped at ₹300.

Q4. How does UPI MDR compare to traditional Debit and Credit Card MDRs?

Answer: UPI MDR is lower. Credit card MDRs: 1.5%–2.5%. Debit card MDRs: up to 0.90%. UPI MDR baseline: 0.4%, capped at ₹300.

Q5. When do the updated MDR provisions take effect?

Answer: Effective from 15th October 2026.

Q6. How does this compare with international payment systems?

Answer: Global systems support infrastructure and innovation. India prioritises accessibility, scale, inclusion.

Q7. Who decides the ultimate implementation and enforcement of MDR caps?

Answer: NPCI’s UPI and Services Steering Committee.

Q8. What is the dedicated fund for small merchant that is being proposed out of MDR?

Answer: Fund for Tier 3–6 centres, NE states, J&K, Ladakh, and notified schemes like PM SVANidhi.

Q9. How does the proposed dedicated fund help small merchants?

Answer: Supports expansion of UPI acceptance, incentives for rural and small merchants.

Q10. Why is reliance on government subsidies alone no longer sufficient for UPI?

Answer: Annual cost ~₹20,000 crore. Subsidies create uncertainty. Threshold-based model ensures sustainability.

Q11. How will this move drive market competition among payment app operators?

Answer: Sustainable framework encourages startups, levels playing field, improves services.

Q12. How does this policy ensure cybersecurity resilience against emerging threats?

Answer: MDR revenue funds cybersecurity, AI fraud detection, encryption upgrades.

Q13. How far has UPI expanded internationally as of 2026?

Answer: Live in 11 foreign countries.

Q14. What is the current UPI's transaction volume and value scale?

Answer: August 2026: 2,451 crore transactions worth ₹29.9 lakh crore.

Section 2: General Consumer

Q15. Will ordinary consumers be charged?

Answer: No, UPI remains free for consumers.

Q16. Is there any charge for P2P transactions?

Answer: No, P2P transactions remain free.

Q17. Will UPI Apps start charging platform fee?

Answer: No, platform fees prohibited.

Q18. Will consumer prices rise?

Answer: No, merchants absorb nominal costs.

Q19. Will I need to pay a fee when scanning QR codes?

Answer: No, QR payments remain free.

Q20. Are there monthly caps on free UPI transactions?

Answer: No, unlimited free transactions.

Q21. Where can users verify official updates?

Answer: Ministry of Finance, RBI, NPCI official releases.

Q22. Does MDR affect auto-debit recurring payments?

Answer: No, AutoPay mandates exempt.

Section 3: Micro Merchants (P2PM)

Q23. Will small local vendors be charged MDR?

Answer: No, P2PM merchants enjoy zero MDR.

Q24. What is the P2PM framework?

Answer: Specialized account category, zero MDR up to ₹1 lakh/month.

Q25. Do small merchants need to upgrade QR codes?

 Answer: No, existing QR codes continue.

Q26. What if a small merchant receives payment above ₹2,000?

Answer: MDR depends on account category. P2PM exempt.

Q27. When will dedicated fund framework be finalized?

Answer: Within three months, with RBI consultation.

Q28. Is GST registration required?

Answer: No, eligibility based on thresholds.

Q29. How will banks identify small merchants?

Answer: Transaction velocity checks, transition after 3 months above ₹1 lakh.

Q30. Does zero MDR apply in rural areas?

Answer: Yes, rural QR payments exempt.

Section 4: Large Merchants & E-Commerce

Q31. What MDR is applicable?

Answer: 0.4% above ₹2,000, capped at ₹300.

Q32. Is there a maximum fee cap?

Answer: Yes, ₹300 cap for ≥₹75,000.

Q33. Which categories qualify for flat MDR?

Answer: Railways, telecom, insurance, fuel: flat ₹5 above ₹2,000.

Q34. Can merchants pass MDR to buyers?

Answer: No, prohibited.

Q35. How is MDR calculated?

Answer: Example: ₹3,000 → ₹12; ₹50,000 → ₹200; ₹1,00,000 → capped ₹300.

Amount paid	Applicable MDR	MDR paid
₹2,000	-	₹0
₹3,000	0.40%	₹12
₹50,000	0.40%	₹200
₹75,000+	Fixed ₹300	₹300

Q36. Does MDR apply to Credit Cards linked on UPI?

Answer: No, separate credit product rules.

Section 5: Capital Market Transactions

Q37. What MDR applies?

Answer: 0.02% capped at ₹300.

Q38. Which entities covered?

Answer: AMCs, SEBI brokers, securities dealers, investment platforms.

Section 6: Specialized Sectors

Q39. Insurance premium payments?

Answer: Flat ₹5 above ₹2,000.

Q40. Fuel purchases?

Answer: Flat ₹5 above ₹2,000. Below ₹2,000 free.

Q41. Government utility bills?

Answer: Flat ₹5 above ₹2,000. Below

Vikram Solar Seals 1 GW Pact with Avaada Electro to Bolster India’s DCR Supply Chain

Kolkata: Vikram Solar, a pioneer in Indian solar module manufacturing, has entered into a domestic cell supply agreement with Avaada Electro, reinforcing its foothold in India’s fast-expanding Domestic Content Requirement (DCR) segment and strengthening long-term supply-chain resilience.

Under the agreement, Avaada Electro will supply 1 GW of ALMM-compliant domestically manufactured half-cut N-Type G12R TOPCon solar cells for Vikram Solar’s module manufacturing operations. Deliveries are scheduled to commence in September 2026, ensuring consistency in supply and operational continuity to meet the country's growing DCR requirements.

This agreement marks a further step in Vikram Solar's penetration of the domestic DCR market and its strategy to diversify and strengthen its cell supply chain, adding to the supply agreements the company has entered into earlier this year. It also complements Vikram Solar's backward integration strategy, anchored by its upcoming 9 GW high-efficiency solar cell manufacturing facility, scheduled to commission in Q4 FY27.

Mr. Gyanesh Chaudhary, Chairman & Managing Director, Vikram Solar, said:

"The next phase of India's solar growth will be won or lost on supply chain depth, not just manufacturing scale. This arrangement is another step in that direction- one that widens our supplier base, strengthens our hand on DCR, and gives us the confidence to commit to India's energy security with fewer variables outside our control. Atmanirbhar Bharat won't be built by any single partnership; it'll be built by companies that keep making these choices, year after year.”

About Vikram Solar Limited:

Vikram Solar Limited is one of the leading Indian solar module manufacturers, specializing in efficient photovoltaic (PV) module manufacturing, with an international presence across 39 countries. Headquartered in Kolkata, West Bengal, it is one of the largest PV module manufacturers in India. Vikram Solar is a 9th time ‘Top Performer’ in PVEL’s PV Module Reliability scorecard and has been included in the Tier 1 solar PV modules manufacturer list of Bloomberg NEF for 9 consecutive quarters. Vikram Solar Limited has established a pan-India presence through an extensive distributor network of 119 authorized distributors and more than 750+ dealers.

For further information, please contact: Srabani Sen | Vikram Solar | Mobile: +91 7349661300 | Email: press@vikramsolar.com

EBG Group Launches Adhira & Appa Toys With ₹50 Cr Investment, Championing Vocal for Local & Made‑in‑India Toy Innovation

• Building on the success of 50+ Adhira & Appa cafés, the new brand will open its first store in Hyderabad with a portfolio of 1,335 products across learning, creativity, STEM, collectibles and play. 
• With a ₹50 crore investment, the group plans to expand to over 50 stores across major Indian cities by 2027, with Game Zones, experiential play areas and learning workshops planned as part of the brand's growth roadmap.
• Union Government report states that the country emerged as a net exporter of toys in FY 2025–26, with toy imports declining by 37.5% and toy exports increasing by 89.1%

EBG Group, a fast-growing Indian business conglomerate and brand incubator, has announced the launch of Adhira & Appa Toys, a homegrown children’s toy and lifestyle brand, marking its entry into the toys, play, learning and family experience segment. The brand will begin its retail journey with its first store in Hyderabad by the end of 2026, built around a simple idea that toys should offer children more than entertainment. They should encourage curiosity, imagination, creativity and learning, while giving families opportunities to discover and enjoy products together. Backed by an investment of over ₹50 crore, the brand plans to expand to 50 stores across Indian cities by 2027.

Commenting on the announcement, Dr. Irfan Khan, Founder and Chairman, EBG Group, said, “We are not building another toy store. We are building a world where children can explore, imagine, learn and dream. For us, a good toy should create joy today, curiosity tomorrow and memories that stay with a child for years. The first portfolio features 1,335 products for children from infancy through the pre-teen years. Parents will be able to choose from:

• STEM and educational toys
• Construction and building sets
• Robotics and science kits
• Sensory-development toys
• Puzzles and board games
• Arts and crafts
• Pretend-play products
• Dolls and action figures
• Remote-control vehicles
• Ride-ons and tricycles
• Plush toys
• Outdoor play products
• Electronics and collectibles

This approach is aligned with the Government of India’s Vocal for Local and Made in India initiatives, which encourage stronger domestic manufacturing and innovation in the toy sector. Adhira & Appa Toys is working with Indian manufacturing partners to bring safe, imaginative, aspirational and globally competitive toys to Indian families. Union Government report states that the country emerged as a net exporter of toys in FY 2025–26, with toy imports declining by 37.5% and toy exports increasing by 89.1%. Indian-made toys are now being exported to markets including the United States, the United Kingdom, the Netherlands and Germany, reflecting the growing global acceptance of products manufactured in India.

Finance Minister Nirmala Sitharaman has also urged the Indian toy industry to look beyond the projected USD 5 billion Indian toy market by 2034 and aim for a larger share of the projected USD 179 billion global toy market by 2032, highlighting the sector’s long-term growth and export potential.

Hari Haran Chandrasekharan of the Adhira & Appa Toys vertical within the EBG Group ecosystem noted that sustainability is another part of the brand’s approach, beginning with domestic and regional sourcing that can help shorten supply chains and support Indian manufacturers. At the retail level, the brand plans to reduce unnecessary single-use materials, explore reusable and recyclable packaging and merchandising solutions, minimise inventory-related wastage and adopt responsible energy practices wherever feasible.

The brand is also planned to go beyond toys. The roadmap includes Adhira & Appa Game Zones, experiential play areas, learning and creative workshops, collectibles, gifting, children’s merchandise and parent-child experiences. An integrated digital and omnichannel platform is also planned, allowing the brand to connect its physical and online experiences.

The company plans to use its first store in Hyderabad to understand customer needs and establish its operating model before expanding to other markets. Over the years, Adhira & Appa aims to build a presence across major metros and high-potential Tier-1 and Tier-2 cities through a mix of flagship stores, standard stores, compact mall formats and shop-in-shop opportunities, with experiential Game Zones and learning workshops forming part of the brand’s growth roadmap. It plans to expand to 50 stores across Indian cities by 2027 with the total investment of over 50 crores.

With its combination of a broad product range, learning-focused offerings, Made-in-India manufacturing and plans for experiential formats, Adhira & Appa Toys seeks to offer parents a more engaging way to discover products for their children while creating a larger world of play and learning for young customers. As part of its focus on strengthening domestic manufacturing, Adhira & Appa Toys is working with Aditi Toys, an established Indian toy manufacturer based in Rajkot.

About EBG Group

EBG Group is a multi-sector Indian conglomerate with a diversified presence across Mobility, Health, Realty, Lifestyle, Food, Services, Technology, and Education. From sustainable electric vehicles and physiotherapy-led wellness solutions to smart housing, hospitality, and traditional food experiences, EBG builds brands that combine innovation, sustainability, and human purpose. The Group’s Powerhouse hubs align business excellence with its core vision: People • Planet • Progress.

DRDO Unveils New Push to Bring MSMEs and Start-ups Into India’s Defence Technology Ecosystem

New Delhi, September 15, 2026: India is stepping up efforts to build a more integrated and self-reliant defence manufacturing ecosystem, with the government placing MSMEs and deep-tech start-ups at the centre of the country’s next phase of defence innovation.

At the VIMARSH 2026 DRDO-Industry Synergy Meet in New Delhi, Defence Minister Rajnath Singh unveiled a series of policy initiatives aimed at reducing the technical and financial barriers faced by smaller companies seeking to enter the defence sector.

The initiatives include direct funding, incubation support, dedicated access to DRDO testing facilities and a new framework for securely sharing DRDO-developed software source codes with licensed industries. The objective is to accelerate innovation, improve technology absorption and strengthen India's domestic defence supply chain.

From technology development to an integrated defence ecosystem

The significance of VIMARSH 2026 goes beyond individual technology transfers. The government is seeking to change the way India's defence establishment and private industry work together.

Rajnath Singh said DRDO-industry collaboration should no longer be restricted to manufacturing. Instead, cooperation should extend across the entire value chain—from research and design to testing, certification and manufacturing.

The underlying model is one of complementary  capabilities: DRDO contributes scientific knowledge and defence technologies, established industry provides manufacturing scale, start-ups contribute innovation and agility, while India's young talent pool supplies the next generation of technological capabilities.

This approach could potentially make the defence industry less dependent on a small number of large manufacturers and create more opportunities for smaller technology companies to participate in complex defence programmes.

New policy support for MSMEs and deep-tech start-ups

One of the most important announcements at VIMARSH 2026 is the effort to lower the entry barriers for MSMEs and deep-tech start-ups.

The new framework is designed around several forms of support:

• Direct funding for promising companies
• Incubation support to help technologies move towards maturity
• Dedicated access to DRDO testing facilities
• Greater emphasis on industry-led research and development
• Funding and mentorship for start-ups and MSMEs
• Stronger academia-industry collaboration
• Opportunities to work on emerging technologies such as artificial intelligence, quantum computing, hypersonics and directed-energy systems.

For smaller companies, access to testing and validation facilities can be particularly important. Defence technologies often need to meet demanding operational, reliability and certification requirements before they can enter service. Providing structured access to testing infrastructure could therefore help promising technologies move more efficiently from laboratory concepts towards deployable systems.

A new framework for sharing defence software source code

Another significant initiative unveiled at the event is a standardised and secure framework for sharing DRDO-developed software source codes with licensee industries.

The move is intended to support the development of software-defined defence capabilities and help address technology obsolescence.

As modern military systems increasingly depend on software, secure access to relevant source code can become important for maintaining, adapting and upgrading systems over their operational lifetimes.

The framework therefore represents an attempt to make the technology-transfer process more relevant to today's increasingly software-intensive defence environment.

Nine technology-transfer agreements handed to 13 manufacturers

The event also saw nine Licensing Agreements for Transfer of Technology (LAToTs) handed over to 13 manufacturing partners.

These agreements are intended to enable commercial production of state-of-the-art defence systems.

Technology transfer is an important component of India's defence-indigenisation strategy because it allows technologies developed through public-sector research to move into industrial production.

The government says the expansion of technology transfer has already helped establish parallel production lines for meeting the requirements of the armed forces while also benefiting MSMEs and expanding India's previously limited manufacturing base.

According to Defence Secretary and Secretary, Department of Defence R&D, Rajesh Kumar Singh, more than 2,300 technology transfers have so far been handed over to more than 1,100 industries. He also said technologies relating to approximately 50 DRDO-developed missiles have been made available to industry to encourage greater participation.

Industry outreach gets a further push

VIMARSH 2026 also sought to broaden participation beyond established defence companies.

Strategic MoUs were exchanged with the Society of Indian Defence Manufacturers (SIDM) and Laghu Udyog Bharati (LUB) to expand industry outreach and encourage grassroots participation.

DRDO also signed a contract with the Quality Council of India for System for Advance Manufacturing Assessment and Rating (SAMAR) version 2.0.

The system is intended to benchmark the manufacturing maturity of domestic defence enterprises.

Such standardisation can help provide a clearer picture of the capabilities and maturity levels of companies operating within the domestic defence manufacturing ecosystem.

India's defence transition: From importer to exporter

The policy push comes against the backdrop of India's stated ambition to transition from a defence importer to a defence exporter.

Rajnath Singh specifically highlighted areas such as drone technology, artificial intelligence and cybersecurity where MSMEs and start-ups could accelerate innovation and strengthen India's technological and strategic capabilities.

He described MSMEs as both the backbone of India's economy and a critical component of the defence ecosystem, while stressing the importance of quality, delivery, innovation, global standards and partnerships with larger companies.

The broader objective is to develop a defence industrial base capable not only of satisfying domestic requirements but also of competing in international markets.

Defence reforms creating space for private innovation

The government has pointed to a series of reforms undertaken in recent years to reduce India's dependence on defence imports.

These include:

• Positive Indigenisation Lists
• Make in India
• iDEX
• ADITI
• Allocation of 25% of the defence R&D budget to the private sector
• Grants for start-ups through the Technology Development Fund.

According to the Defence Minister, these measures have helped create a new ecosystem in which start-ups can develop solutions based on actual operational requirements.

The emphasis on operational requirements is particularly important. Rather than innovation being developed in isolation, the ecosystem is designed to connect technology developers with the needs of India's armed forces.

VIMARSH's bigger message: From buyer-seller to co-creation

The theme of VIMARSH 2026 was “Varta se Vikas”, and the event was designed to connect commercial innovation with national defence readiness.

Rajesh Kumar Singh described the objective as moving India's defence ecosystem away from a traditional transactional buyer-seller relationship towards a collaborative, co-created technology ecosystem.

That shift could be significant for emerging defence technologies, where development cycles can be complex and close interaction between researchers, manufacturers and end users is often necessary.

Focus on faster technology absorption

The technical sessions at VIMARSH 2026 covered roadmaps across several major DRDO technological clusters, including:

• Aeronautical Systems
• Missiles
• Armaments
• Microelectronics
• Naval Systems

DRDO headquarters also introduced initiatives aimed at simplifying procedural compliance, accelerating access to facilities and reducing licensing timelines.

A high-level panel involving DRDO, the Department of Defence Production and the armed forces discussed ways to accelerate technology absorption, optimise Development-cum-Production Partner models and speed up the induction of indigenous technologies into active service.

The focus on speed is important because developing a technology is only one part of the defence innovation cycle. Its value ultimately depends on how efficiently it can be tested, certified, manufactured and inducted.

Preparing for the technologies of future warfare

A particularly forward-looking aspect of the initiative is its focus on technologies expected to shape future military capabilities.

The policy initiatives explicitly identify AI, quantum computing, hypersonics and directed energy as areas where investment and collaboration should be encouraged.

Rajnath Singh stressed that technological leadership would increasingly determine strategic advantage in future warfare, arguing that companies investing in emerging technologies today could become tomorrow's technology leaders.

For India's start-up ecosystem, this potentially opens a much wider field than conventional defence manufacturing. Companies working in artificial intelligence, advanced computing, autonomous systems, cybersecurity and other deep-tech fields could increasingly find opportunities within defence programmes.

A long-term vision for 2047

The initiatives announced at VIMARSH 2026 form part of a larger vision linked to Viksit Bharat 2047.

According to Rajnath Singh, India's goal by 2047 is to achieve self-reliance in critical technologies, substantially increase indigenous content, achieve multi-fold growth in defence exports and establish a robust presence in global supply chains.

This means the ambition extends beyond simply replacing imported defence equipment.

The larger objective is to build an ecosystem in which India can research, design, develop, manufacture and export advanced defence technologies while maintaining control over strategically important capabilities.

DRDO's growing technology-transfer footprint

The scale of technology transfer highlighted at VIMARSH provides an indication of how the ecosystem is evolving.

With more than 2,300 technology transfers involving over 1,100 industries, DRDO's research is increasingly being connected with private and industrial manufacturing capabilities.

The next challenge is to deepen this network—particularly by bringing more MSMEs and start-ups into the supply chain.

Smaller firms can play an important role in specialised components, subsystems and niche technologies. Rajnath Singh specifically highlighted their role in developing components and subsystems alongside major defence systems.

More than a defence manufacturing programme

VIMARSH 2026 ultimately reflects an attempt to build a broader national defence innovation ecosystem.

The event brought together more than 250 defence industry leaders, industry chamber representatives, senior civil and military officials and DRDO scientists, with the Secretary of the Department for Promotion of Industry and Internal Trade also participating.

The presence of such a broad group underlines the increasingly interconnected nature of India's defence technology ambitions.

The government's message is clear: building an Aatmanirbhar defence sector will require more than government laboratories and large defence manufacturers. It will require start-ups, MSMEs, academia, established companies, researchers and the armed forces to work together.

What VIMARSH 2026 could mean for India's defence industry

The immediate announcements at VIMARSH 2026 can be viewed as pieces of a larger strategy:

Lower barriers → more start-ups and MSMEs → greater innovation → faster technology transfer → stronger domestic manufacturing → higher indigenous content → greater export potential.

Whether this translates into sustained technological leadership will depend on how effectively the new frameworks are implemented and how quickly technologies can move from research and prototypes into reliable, scalable production.

But the direction is unmistakable. India is seeking to move from a defence ecosystem centred primarily on procurement towards one increasingly based on domestic innovation, collaborative development and industrial co-creation.

As India works towards its 2047 objectives, the ability to connect DRDO's technological capabilities with the speed and innovation of private industry could become one of the defining factors in building a globally competitive Indian defence-industrial base.