Digital push: BSNL, NRL sign pact; will launch India's first 5G CNPN in refinery sector
Bharat Sanchar Nigam Limited (
BSNL
) and Numaligarh Refinery Limited (NRL) have signed a landmark Memorandum of Understanding (MoU) to deploy India's first 5G Captive Non-Public Network (CNPN) in the refinery sector, marking a major step towards industrial digital transformation.
The MoU was inked during the 'Industry 4.0 Workshop for CPSEs' held under the aegis of the ministry of finance in Guwahati. As per news agency ANI, the event saw participation from key officials, including the secretary of the Department of Public Enterprises (DPE), CMD of NRL, director (Enterprise Business) of BSNL, MD of AMTRON, and senior officials from various Central Public Sector Enterprises (CPSEs).
Under the agreement, BSNL and NRL will collaborate on implementing a secure, ultra-reliable, and real-time 5G CNPN using indigenous infrastructure to support mission-critical operations.
The move is expected to enhance operational efficiency and drive innovation through the adoption of cutting-edge Industry 4.0 technologies like IoT, Digital Twins, AI-based 3D printing, AR/VR/MR, and Big Data Analytics.
CMD of NRL said the 5G CNPN deployment would be a 'game-changing moment' for India's refinery sector, enabling advanced tools such as real-time IoT, AR/VR-based training, and virtual formulation, as per ANI.
by Taboola
by Taboola
Sponsored Links
Sponsored Links
Promoted Links
Promoted Links
You May Like
This new air conditioner cools down a room in just seconds
News of the Discovery
Undo
BSNL CMD A Robert J Ravi described the partnership as a technological leap forward. 'This collaboration exemplifies BSNL's commitment to empowering India's strategic sectors with next-generation digital infrastructure,' he said. 'The dedicated 5G CNPN deployment at NRL will redefine core industry operations and support a self-reliant, digitally intelligent Bharat.'
Papa Sudhakara Rao, BSNL director (Enterprise Business), said the collaboration marks a 'historic milestone' in accelerating 5G and Industry 4.0 adoption across the industrial ecosystem, as per news agency PTI.
BSNL, which has begun rolling out 4G, possesses spectrum that can be used for 5G and aims to leverage it for the CNPN initiative.
The secretary of the Department of Public Enterprises praised the project as an embodiment of the government's 'Whole of Government' (WoG) approach. He emphasised that such partnerships can promote skill development, create jobs, and foster industrial modernisation — particularly in the North East.
The BSNL-NRL initiative is expected to serve as a replicable model for other industrial sectors, aligning with the government's vision of a digitally empowered and self-reliant India.
Stay informed with the latest
business
news, updates on
bank holidays
and
public holidays
.
Discover stories of India's leading eco-innovators at Ecopreneur Honours 2025
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Time of India
19 minutes ago
- Time of India
India left with ‘no friends': Farooq Abdullah on Trump's 25% tariff; says US now closer to Pakistan
NEW DELHI: Former Jammu and Kashmir CM Farooq Abdullah has raised concerns over India's dwindling diplomatic ties, following US President Donald Trump's announcement of a 25% tariff on Indian goods. The National Conference (NC) president said that India is left with 'no friends' on the global stage and is becoming isolated. He further claimed that Trump's administration is warming up to Pakistan at India's expense. Abdullah criticised India's approach towards its neighbours, warning that the country's posture of dominance may be doing more harm than good. "We have no friends left, even our neighbours are not our friends. What we have tried to do is to show that we are stronger than they are, rather than thinking that all of us have to be together. That's why Indira Gandhi created SAARC, which aimed to bring all nations closer to us. It was meant to think about the economic issues and how to sort them out," Abdullah told ANI. He further alleged that the US had turned overtly friendly towards Pakistan, offering it economic benefits while pressuring India. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Learn More - How Donating Sperm May Boost Your Income SpellRock Undo "Suddenly, Trump has become much more friendly with Pakistan. They want us not to take Russian oil. Yet they have promised Pakistan they will send crude (oil) to them and refine it, leading to their prices of petrol and diesel to come down. Already, China is behind them," he further added. Abdullah attributed the economic tussle, including the depreciation of the rupee, to what he called a problem between the two leaders, Donald Trump and PM Narendra Modi. "It is a problem between the two leaders - Trump and Modi. They are both strong leaders, and that is why they don't want to bow down to each other. The nation suffers in that. We have a 25 per cent tariff on our goods going to America, plus an additional penalty. In the process, the rupee is falling and the dollar is rising. This is affecting everyone," Abdullah argued. Trump, meanwhile, signalled that the US is still open to dialogue on the issue of tariffs. Responding to a query by ANI, the US President said, "We're talking to them now. We'll see what happens. Again, India was the highest or just about the highest tariff nation in the world, one of the highest, 100 points, 150 points or percentages. So India was one of the highest in the world. They had 175 per cent and higher than that." The statement came during a press conference at the White House, where Trump signed a Congressional bill into law. He also reiterated that India's high tariffs had long been a point of contention for the US. Following the announcement of the new tariffs and penalties for India's purchase of Russian oil, Trump also took to his social media platform Truth Social, "I don't care what India does with Russia. They can take their dead economies down together, for all I care.' 'We have done very little business with India; their tariffs are too high, among the highest in the world," he further added.
Economic Times
37 minutes ago
- Economic Times
ITC's eco push: Sustainable plastic alternatives soar 2.4 times in 3 years
B Sumant, Executive Director of ITC Ltd Diversified conglomerate ITC Ltd is making significant strides in its sustainable materials and packaging capabilities, underscoring its focus on organic growth and long-term innovation, according to B. Sumant, Executive Director of ITC Ltd. In an interaction with ET Digital, Sumant talks about the company's expansion plans, supply chain resilience, investments in advanced R&D and digital technologies, and more. Edited excerpts: The Economic Times (ET): How does ITC's paperboards and packaging business stand in terms of overall industry positioning? B Sumant (BS): ITC's paperboards and specialty paper division (PSPD) is a market leader in the value-added paperboard segment. It has sustained its leadership position over the years through focused innovations, the development of customised solutions for end-user industries, and capacity augmentation. It has leveraged its integrated business model and pioneering work in adopting Industry 4.0 ITC's packaging & printing business is one of the largest value-added converters of paperboard packaging in South Asia. It converts over 100,000 tonnes of paper, paperboard, and laminates per annum into a variety of value-added packaging solutions for the food and beverage, personal & home care products, quick service restaurants, and consumer goods industries. As part of the ITC Next Strategy, new vectors of growth are being nurtured at the convergence of mega trends in digital and sustainability, harnessing ITC's enterprise strengths. This includes developing alternative solutions to single-use plastic and addressing the growing demand for eco-friendly packaging. Between FY22 and FY25, ITC's sustainable products portfolio for plastic substitution grew 2.4 times, underscoring a decisive market shift toward responsible consumption. ET: ITC's paperboards and specialty papers division has been in the eco-friendly packaging space for some time now. What are the recent innovations driving sustainable transformation across industries? BS: ITC's paperboards and packaging businesses are at the forefront of sustainable plastic substitution innovation, offering a robust portfolio of solutions that are replacing single-use plastics at scale. Among ITC's flagship offerings is the Filo Series—a versatile range of recyclable, industrially compostable, soil biodegradable, barrier-coated paperboards including FiloPack, FiloServe, FiloTub, FiloBev, and FiloBowl—designed for food service, delivery, and on-the-go consumption applications. The Filo Series products are also PFAS-free (forever chemicals).The company's innovation pipeline also encompasses FiloBev Mini—designed for on-the-go quick consumption of hot beverages; WrapWell—a recyclable food-grade paper replacing aluminium foil; BioSeal—a compostable, oil- and grease-resistant coating to replace plastics; and 'Germ-free coating'—a solution for microbial-free packaging surfaces addressing the consumer consciousness towards hygiene and safety. Similarly, there are many other innovative Different supply chains, like e-commerce, demand different packaging needs. How does ITC approach this diversity in design and delivery? BS: ITC adopts a differentiated, insight-led approach to sustainable packaging, grounded in design thinking, scientific rigour, and deep supply chain understanding. Recognising that each distribution channel, whether e-commerce, quick-commerce, or modern trade, demands distinct packaging attributes, ITC develops bespoke solutions that balance performance, aesthetics, and environmental with QSRs and DTH providers have resulted in the introduction of compostable solutions and recycled fibre moulds that replace disposable plastic. This tailored, channel-specific strategy enables ITC to deliver packaging that meets diverse operational and consumer needs while advancing the broader sustainability agenda. ET: What are the biggest challenges in scaling sustainable packaging across the FMCG industry, and how is the company overcoming them? BS: ITC's integrated strategy focuses on large-scale and impactful community-based waste management programmes as well as investments in cutting-edge sustainable innovations, anchored on a robust three-pronged framework of 'No plastic, Better Plastic and Less Plastic.' This innovative approach not only encourages ITC to continuously improve recyclability and optimise packaging across its own world-class FMCG brands but also enables it to offer a bouquet of sustainable packaging solutions for a range of consumer industries, replacing plastic with biodegradable materials designed for recycling. 'No Plastic' packaging innovations in ITC's own FMCG business include the Aashirvaad Khapli Atta pack, which features an eco-friendly dual-layer 'bag in bag' design. In another example, the Sunfeast Farmlite Core Digestive large pack was launched in a 100% paper outer some of the recent 'Less Plastic' initiatives among ITC FMCG brands include design optimisation undertaken for the packaging of Engage deodorant spray cans, which resulted in a reduction of 31% in packaging weight. ET: What is the total capacity of ITC's value-added paperboards portfolio? BS: The total capacity of ITC's Paperboards & Specialty Paper Business is over 9.8 lakh MT/year at present, of which, the capacity of its value-added paperboard portfolio is 6.6 lakh MT/year. ET: How does ITC ensure cost-effectiveness in sustainable packaging? BS: ITC ensures cost-effectiveness in sustainable packaging through a holistic, integrated value chain approach that spans innovation, manufacturing efficiency, and value chain security. The company follows design-to-cost principles to develop scalable, high-performing solutions that are both sustainable and affordable. Operational efficiencies are achieved with Industry 4.0 technologies, automation, and data-driven manufacturing processes, supported by lean manufacturing and TPM methodologies. At the supply end, ITC is strengthening domestic fibre value chains by expanding plantations and fibre catchments to secure competitive raw material sourcing. ET: How is ITC leveraging innovation and R&D to develop next-generation packaging solutions? BS: Innovation is central to ITC's sustainable solutions strategy. ITC provides a diverse range of sustainable packaging solutions and environmentally friendly alternatives to single-use plastics for a range of industries by leveraging the synergies between its Paperboards & packaging businesses and the research expertise in material sciences at ITC Life Sciences and Technology Centre. These collaborative efforts ensure that each solution delivers both sustainability and high performance, enabling ITC to stay ahead of the evolving market. ET: What are ITC's future investments and expansion plans? BS: ITC is actively scaling up its capabilities in sustainable materials and packaging, driven by a strong commitment to organic growth and long-term innovation. The company is expanding its manufacturing footprint, strengthening supply chain resilience, and investing heavily in advanced R&D and Digitech to meet rising demand for environmentally friendly solutions.
Economic Times
an hour ago
- Economic Times
Around 60% of India's uber-rich's wealth parked in Real Estate and Gold: Bernstein Report
ANI Around 60% of India's uber-rich's wealth parked in Real Estate and Gold: Bernstein Report Around 60 per cent of India's Uber rich wealth is still parked in real estate and gold, according to a report by Bernstein. Uber rich individuals includes Ultra High Net Worth Individuals (UHNI), High Net Worth Individuals (HNI), and the Affluent report stated "Uber Rich own approx. USD 2.7 Tn in serviceable assets, approx. 60 per cent wealth still parked in real-estate & gold". As per the report, India's total household assets are valued at USD 19.6 of this, USD 11.6 trillion, which is 59 per cent, is held by the top wealth bracket referred to as the "Uber Rich".This group includes the Ultra High Net Worth Individuals (UHNI), High Net Worth Individuals (HNI), and the Affluent class. Together, they account for just about 1 per cent of Indian households but hold 60 per cent of the total assets and 70 per cent of the financial assets in the the USD 11.6 trillion held by the Uber Rich, only USD 2.7 trillion is considered to be in serviceable financial assets like direct equity, mutual funds, insurance, and bank or government USD 2.7 trillion is defined as the "Serviceable Addressable Market (SAM)" for wealth managers, suggesting that this segment of financial assets can be actively managed, advised on, or per report, the remaining USD 8.9 trillion is parked in non-serviceable assets such as physical real estate, gold, promoter equity, and currency assets, areas that are traditionally not managed by wealth managers or are harder to reallocate down the Uber Rich group further, the report showed that there are around 35,000 UHNI households with a net worth of over USD 12 households have an average income of USD 4.8 million and average assets of USD 54 million, out of which USD 24 million are financial the Uber Rich control USD 4.5 trillion in financial assets, nearly 70 per cent of the country's total financial assets. The report also highlighted that there is a significant opportunity for Indian wealth managers, especially in servicing the country's ultra-wealthy households. It pointed out that income disparity in India is significant, but wealth disparity is even more top 1 per cent earns 40 per cent of all income, while the bottom majority, or the "Rest of India," holds a very small portion of both income and assets.
