
2025 Yezdi Adventure launched at Rs 2.15 lakh with new features, cosmetic updates
The latest Adventure is packed with an array of tech upgrades. It now features a fully digital, adjustable instrument cluster that supports Bluetooth connectivity, turn-by-turn navigation, and USB charging. A segment-first traction control system debuts alongside the existing three-mode ABS setup – Road, Rain, and Off-road – enhancing safety across varying terrains.Powering the 2025 Yezdi Adventure is a 334cc, single-cylinder, liquid-cooled engine, now compliant with OBD2 emission norms. The motor churns out 29bhp and 29.9Nm of torque, paired with a 6-speed gearbox and equipped with an assist and slipper clutch for smoother gear transitions.advertisementSuspension duties are handled by 41mm telescopic front forks with gaiters and a monoshock with 7-step preload adjustability at the rear. Braking hardware includes a 320mm front disc and a 240mm rear disc, both with floating calipers and dual-channel ABS.Bookings and test rides are now open at all Jawa Yezdi dealerships across India.Subscribe to Auto Today Magazine
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Time of India
29 minutes ago
- Time of India
IDMIF appoints JioStar's Kevin Vaz as president
The Indian Digital Media Industry Foundation (IDMIF), a subsidiary of the Indian Broadcasting & Digital Foundation (IBDF) has announced the appointment of Kevin Vaz as its new President. The decision was taken at the IDMIF board of directors meeting held on July 30, 2025. According to the press release, Vaz brings to bear nearly three decades of experience that have shaped the industry. Currently serving as chief executive officer of the entertainment business at JioStar , he succeeds K. Madhavan , under whose leadership IDMIF has grown into a key advocate for India's digital media sector. Speaking on his appointment, Kevin Vaz said, "I am honoured to take on this responsibility and build upon the strong foundation laid by Mr. Madhavan. As we move into 2025–26, my focus will be on fostering fair competition, innovation and sustainable growth across India's digital media landscape. Digital is a critical pillar of the media and entertainment industry and with the right policy push and collaborative efforts, we have an incredible opportunity to further innovate, empower creators and enhance audience experiences. By working closely with the government, industry stakeholders and the creative community, we can shape an inclusive, future-ready ecosystem that delivers lasting value for all.' IDMIF's Digital Media Content Regulatory Council (DMCRC), established on 31 May 2021 under the IT Rules, 2021, functions as an independent self-regulatory body for non-news content of IDMIF member Online Curated Content Providers (OCCPs). Registered with the Ministry of Information & Broadcasting (MIB), the DMCRC ensures balanced content governance, protecting consumer interests while upholding creative freedom. The DMCRC is chaired by Justice Mukul Mudgal (Retd.) and comprises eminent industry experts, including, Ashwiny Iyer Tiwari (Writer & Filmmaker), Nikkhil Advani (Producer & Director), Deepak Dhar (CEO, Banijay Asia) and Tigmanshu Dhulia (Director, Actor & Screenwriter) The Council also includes representatives from leading Online Curated Content Providers (OCCPs) such as Anil Lale (JioHotstar) and Ritesh Khosla (SonyLIV). Modelled on the highly acclaimed Broadcasting Content Complaints Council (BCCC) – IBDF's self-regulatory body for non-news television channels, the DMCRC plays a vital role in addressing viewer concerns and promoting responsible content practices. Notably, Justice Mudgal also previously chaired the BCCC, which has been commended by Indian courts for its effective self-regulation framework.

The Hindu
29 minutes ago
- The Hindu
Takeaways for India from Trump moment: strategic autonomy is alive, neoliberalism is dead
Donald J. Trump can be brutally forthright and publicly so. It is partly innate and partly a strategy to throw his interlocutors off balance. In a 1989 interview on CNN's Larry King Live, Mr. Trump was asked by the host about his strategies for gaining an edge in negotiations. Mr. Trump responded not with a direct answer, but with a startling personal comment: 'Can I move my chair? Because your breath is very bad. It really is... Has this ever been told to you before?' Years later, Mr. Trump explained that it was a demonstration of his negotiation tactics. Mr. Trump's outspokenness can be unsettling, but it can also be helpful. There are a few valuable lessons that Indian strategy could learn, thanks to the manner in which Mr. Trump conducts U.S. diplomacy. Donald Trump's worldview Key elements of his worldview have largely remained consistent for decades. Even before he made an entry into politics, Mr. Trump was anti-trade, anti-war, cognizant of the economic and social challenges within the American society, and believed that all other countries were taking advantage of the U.S. He is trying to turn all those beliefs into policies with varying levels of success. However, what is remarkable is his ongoing exposition of American policy, which is too candid to be comforting for partners abroad. For his critics at home, it is what he says rather than what he does that is infuriating. All countries are scurrying to reposition themselves. It is a moment of reckoning for India. Editorial | Soured relations: On Trump's 25% tariff, 'penalty' The idea that India's hesitation to go into a complete strategic lock-in with the U.S. and to completely open its market is hindering progress in bilateral ties is commonplace because its proponents are influential. India, whether under Jawaharlal Nehru or Narendra Modi, has been reluctant to do either of these, and strategic autonomy has held the country in good stead. For one, alliances are not insulated from shifts in U.S. priorities over time, Trump or not. To cite one example, when Joe Biden was President, Australia scrapped a $90 billion deal with France to build conventional diesel-electric submarines. Instead, it entered the AUKUS pact with the U.S. and the U.K. to acquire nuclear-powered submarines using the U.S. technology. All within the family, but hanging France out to dry. Mr. Trump, who is often portrayed as hostile to U.S. allies, is saying it all too loud. India's choice Amid Mr. Trump's rhetoric, India could be further incentivised to reinforce the idea of strategic autonomy, which remains the most viable framework for sustaining a robust relationship with the U.S. The Modi government has, in practice, followed the path of strategic autonomy. Both strategic autonomy and strategic subservience carry costs. India appears increasingly prepared to bear the cost of autonomy — rather than of subservience. Turning into a frontline of any U.S. strategy for containment of another country or expansion of its own interest can be fatal — ask Ukraine. Mr. Trump has done India a favour by silencing the call for abandoning strategic autonomy. If there was any doubt about strategic autonomy, the Trump moment has clarified it. Mr. Trump wants to restore manufacturing and jobs in the U.S. and has, in the process, unsettled global trade. Access to its market has been a lever of American power for long, and Mr. Trump is just blunt about it. A trade deal may resolve some immediate issues, but India cannot ignore the reality that in a world where every country has turned protectionist, export-driven growth is a narrow and difficult path. Mr. Trump has made it amply clear that he does not want China being replaced by any country in U.S. supply chains. It will be foolhardy to assume that any future U.S. President will be fine with that either. It is as if no country wants to import anything other than plastic toys and T-shirts. India could pay more attention to leveraging its domestic market to build its economy and manufacturing. Considering the rapid automation and the consequent limits of job growth in manufacturing, 'making for the world' is not sustainable for India, economist Raghuram Rajan has pointed out. Mr. Modi on Sunday exhorted Indians to augment domestic consumption. A domestic market-driven development model needs to be articulated strongly. The priority and the emphasis need to shift. Ties with the U.S. The Trump moment tells India two things — strategic autonomy is alive; and neoliberalism is dead. India has to navigate the path ahead, and the U.S. remains a key partner in that. It is reasonable to assume that the U.S. will remain the most powerful state on the planet for several decades to come. Relations with the U.S. will continue to be a major determinant of India's capacity to realise its ambitions and make progress. Getting this one relationship right will be critical for India. Neither obsequiousness nor confrontation can advance India's relations with the U.S. India should also learn that soft power is supposed to be soft, not loud and screeching. As the yoga teacher would say, pranayama practice should not make any sound.


The Hindu
29 minutes ago
- The Hindu
How Wai Wai noodles went from Nepal's kitchens to global shelves
As Wai Wai launched its new range of instant cup noodles last month, founder Binod Chaudhary took a moment to reflect on how it all began. The Nepal-based brand first hit the shelves in 1984, entering the market quietly, but it did not stay quiet for long. In no time, Wai Wai shook up the instant noodle scene. The brand made its Indian debut in the Northeast, gradually winding its way across the country. So, what prompted Binod to take that first bold leap? He recalls a moment of serendipity: 'That was 35 years ago. Travellers returning from Thailand with bags of instant noodles sparked my curiosity as a bystander,' he says. 'The businessman in me spotted a gap. Even though Maggi ruled the market, I believed Nepal deserved its own brand.' His decision was not met with universal support. 'Many advised me not to bother,' he admits. 'But facing those doubts only pushed me harder. I wanted to create something that would become a staple snack, and I'm proud we did.' Wai Wai now positions itself as the third-largest instant noodle brand in India. It reported revenues of ₹800 crore and is aiming for ₹1,200 crore by 2026. What began as a single product has grown into a portfolio of 200 to 250 SKUs, with a footprint in over 30 countries. Part of what made Wai Wai stand out from the very beginning was its packaging, and how people could eat it. Each pack came with a tastemaker, flavoured oil, and a spiced powder, offering more than just convenience. It offered choice. 'It was the versatility that set Wai Wai apart,' says Binod. 'From day one, you could eat it straight from the packet as chur-mur (a type of snack where the ingredients are crushed and peppered with potatoes and spices), boil it into a hot noodle soup, or mix it into snacks like Wai Wai bhel or alu mimi, a comforting, runny potato curry with crushed noodles that's popular in Darjeeling.' The inspiration came from Thailand, where he had observed people eating noodles in all kinds of creative ways. 'We took that idea and adapted it for Nepal. Especially the chur-mur style, in flavours like Schezwan and tomato — it really clicked with the younger crowd. Over time, it became a snack loved across generations.' Wai Wai's journey began in a modest factory in Saibu, Bhainsepati, in Nepal's Lalitpur district. By 2006, the brand had made its first international leap, setting up a factory in Rangpo, Sikkim. Today, Wai Wai has product lines like Wai Wai Xpress and Wai Wai Quick, catering to a global audience. But the idea was not just about noodles, it was about bold diversification. Binod Chaudhary, then running his family's textile business, Arun Emporium, saw an opportunity in food. 'I believed Nepalese consumers would welcome a different taste and more flexibility,' Binod says. 'We introduced flavours like spicy chicken and veg masala, now pantry staples across Nepal and India. Our initial success at home gave us the confidence to grow into India, where we tailored products for local preferences with flavours like jain masala and tomato chatpata.' To get the flavours just right, the early team travelled to Thailand, studying how noodles were made and consumed. 'We kept the name 'Wai Wai' from the Thai brand — it was catchy and worked well in our markets,' Binod adds. 'Flavours like classic masala and chicken were refined through trials and feedback. Our first taste-testers were our own families and young people in Kathmandu. That local connection mattered.'