
$15 billion to be invested on transformative infrastructure in Telangana, says Minister for IT
Listing AI City, Sports City, Young India Skills University, EV mobility initiatives and Regional Ring Road, which will connect Tier-2 and Tier-3 hubs, among the proposed transformative infrastructure, he said the government's vision is to build a globally competitive and sustainable urban economy. In doing so, the focus will not just be on scale, but on balanced growth too, one ensuring development beyond Hyderabad, in Tier-2 and Tier-3 cities, through strategic investments in infrastructure, talent and connectivity.
Mr. Sridhar Babu, who was inaugurating sports streaming platform DAZN's global capability centre in Hyderabad, called upon GCCs to integrate ESG in their strategy. Together, 'we can build a resilient, future-focused GCC ecosystem that inspires the world,' the Minister's office said on Friday in a release.
DAZN's decision to set up the sport-tech GCC is a testament to Hyderabad's growing reputation as a global hub for innovation-led operations. Telangana is one of the fastest-growing destinations for GCCs, with Hyderabad witnessing addition of nearly one new GCC every week.
DAZN to invest ₹500 crore
DAZN has chosen Hyderabad as a strategic base for its global sports-tech operations. Its Hyderabad GCC is set to become the company's largest global operations hub, employing approximately 3,000 professionals by 2026.
With a ₹500 crore investment over next three years, the company's new centre marks a significant strategic expansion of DAZN's footprint in India and Telangana. It will drive development of next-generation sports technology by scaling engineering and product innovation, building advanced AI and real-time analytics platforms, Mr. Sridhar Babu's office said.
The company has been expanding footprint in India since setting up a CoE in Hyderabad in 2023. In just two years, DAZN has scaled to over 1,500 employees, including highly skilled engineers, data scientists and developers and firmly established Hyderabad as one of its key global technology and operations hubs.
Chief Technology Officer Sandeep Tiku said: 'Hyderabad has been a perfect destination for DAZN to grow its technology and product operations, thanks to the State government's progressive policies, world-class infrastructure and highly skilled talent pool.'

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Hindustan Times
17 hours ago
- Hindustan Times
Future of work for women in GCCs
Global Capability Centres (GCCs) in India have seen considerable evolution in recent years. What started as support for core business functions has now evolved - many teams are taking the lead in driving technology, data, and innovation across global organisations. Among the biggest shifts underway is how flexible work policies are beginning to redefine the career trajectories of women, especially in mid- to senior-level roles. A skills-first approach to organising work is enabling a transformation that goes far beyond the rhetoric of work-life balance. It's reshaping organisational hierarchies, altering the dynamics of visibility and influence, and challenging decades of traditional career archetypes. Economic independence is the cornerstone of women's empowerment For decades, women in the Indian workforce - especially in sectors like tech, consulting, and global operations - have faced what can only be described as a narrowing path. Entry-level hiring was never the issue. The real cliff emerged at mid-career levels, often coinciding with life stages that demanded care responsibilities, relocation decisions, or cultural compromises. GCCs, with their layered reporting structures and alignment to global business units, often unintentionally reinforced this drop-off by equating visibility with physical presence, leadership with linear continuity, and performance with time spent rather than outcomes delivered. But over the past few years, there has been a quiet reordering of these norms with skills becoming the ultimate currency. Catalysed by the pandemic and sustained by growing acceptance to implement alternate ways of managing work and careers, many leading GCCs are rearchitecting what flexibility actually means. No longer confined to remote work alone, flexible policies today include return-to-work upskilling programmes, on-demand expertise through project-based gig talent, asynchronous collaboration frameworks, skills- and outcome-focused performance reviews, and - crucially - leadership paths that prioritise deep expertise over age, tenure, or location. This evolution has been particularly significant for women. In interviews and field research across leading centres in Bengaluru, Hyderabad, and Pune, senior women leaders consistently highlighted that innovative work models allowed them to reclaim agency over their careers. By shifting the focus to skills rather than hours worked, emphasizing outcomes over physical presence, reducing the need for daily commutes, and enabling greater control over their schedules, these models have made it easier to balance care responsibilities without stepping off the career track. This flexibility, in turn, has empowered women to pursue roles aligned with their aspirations and expertise - roles they might have previously deferred or declined. Importantly, these changes aren't merely anecdotal: Internal data from several GCCs show a significant rise in the promotion rates of women since 2021, especially into leadership development cohorts. Another emerging trend is the decoupling of leadership and skill development from traditional linearity. Women who took breaks for caregiving, elder care, or relocation are now being brought into fast-track programs through returnship initiatives. Unlike earlier models that offered a second chance but often with a stigma, today's high-performing GCCs treat such returns as a strength - valuing lived experience, attracting new-age skills, learning agility, and diverse perspectives in global-facing roles. Skill-based, flexible career models - which define roles anchored to expertise rather than rigid job descriptions and hierarchies - are also creating more diverse career options for women. Whether it's fixed-term contracts or project-based assignments, these models allow talented professionals to contribute on their own terms while organisations gain access to highly specialised skills. For example, one GCC engaged two seasoned independent women consultants - one in HR strategy and one in branding & communications - on a flexible basis through IndusGuru, an on-demand talent platform that helps organisations engage with curated independent & freelance professionals. The GCC needed expertise to support its transformation agenda and establish robust people practices but also wanted a scalable, cost-effective solution. The company was introduced to a highly experienced HR consultant - with expertise spanning telecom, media, insurance, and healthcare - through this flexible talent model. Contributing three days a week, she shaped HR policies, capability frameworks, and engagement programmes, resulting in clearer metrics and processes, better talent management and leadership development, and more engaged, upskilled employees, all without the constraints of a traditional full-time role. It's also worth noting that a well-considered location strategy across GCCs is gradually transforming hiring itself. Organisations are starting to tap into Tier-2 and Tier-3 talent pools by offering remote or hybrid roles, making it easier for women with mobility or caregiving constraints to pursue high-value work without uprooting their lives. Some GCCs have even reported a rise in female applicants for roles traditionally less chosen by women - such as DevOps, product management, or infrastructure - once those positions were explicitly advertised as hybrid or remote. However, flexibility alone is not a silver bullet. It requires thoughtful, deliberate implementation. Poorly defined skills and roles, or loosely structured hybrid models, can reinforce silos, restrict access to information and resources, and exacerbate proximity bias, where visibility is mistakenly equated with performance. This is where leadership maturity and cultural recalibration become critical. Companies must train managers to lead teams which work in diverse career models, use data to track performance metrics, and ensure visibility doesn't become synonymous with availability. One of the biggest long-term benefits of flexibility is its potential to create a multi-generational female workforce in GCCs. Traditionally, many women dropped out of the workforce permanently post-childbirth or mid-career. Flexible policies, when embedded into the system and not left to manager discretion, can reverse this trend. In the next five to 10 years, India could see a substantial rise in second- and third-career women leaders within GCCs - professionals who combine deep domain expertise with sharp business acumen, something increasingly valued by global boards. The future of work for women in GCCs will not be defined solely by technology, automation, or global process ownership. It will be shaped by policies that humanise the workplace, revalue time, and trust capability over mere presence. Flexible work models are not about easing workloads - they are about removing systemic friction. They allow women to move through life's chapters without exiting the game. They open up non-linear, powerful paths to leadership. In many ways, flexibility is the new infrastructure of inclusion - and GCCs that invest in it wisely will not only unlock growth but redefine what leadership looks like in tomorrow's global enterprise. This article is authored by Srijata Sengupta, former HR head, Accenture Technology.


The Hindu
18 hours ago
- The Hindu
Telangana mulls policy for GCCs to attract more firms, make process easier
A policy for global capability centres (GCCs) that will seek to consolidate on Hyderabad's emergence as a GCC hub, make the process for investors setting up such facilities easier and attract more companies is on the anvil in Telangana. 'Going forward, the Telangana government is planning to introduce a custom GCC policy,' the Chief Minister's office said, announcing that in the first six months of 2025 Hyderabad attracted as many as 27 GCCs. The city continues to attract mid-market companies as a category and US-based, European, Japanese and South Korean companies. McDonalds, Vanguard, Citizens Bank, Heineken, BarryCalebaut, DAZN and Dai-ichi are some of the firms that have established GCC this year in Hyderabad. The CMO spoke of the potential to attract more GCCs with the proposed policy while also highlighting how the State government's emphasis on the China Plus One strategy of global firms is helping attract new players across industries. The China Plus One strategy essentially pertains to a geographical diversification global firms with manufacturing operations in China have set out on and for which they are evaluating India and a few other countries in Asia to locate the new facilities. Chief Minister A. Revanth Reddy had been pointing out in his addresses at industries events on how the favourable, stable government policies, strong ecosystem and a legacy of development have contributed to Hyderabad's emergence as a preferred destination of companies. Hyderabad is not competing with other States but other countries, he had declared during the opening of new facilities of many companies in recent times. Preferred by GCCs Hyderabad has become a preferred destination for MNCs expanding their GCC operations. The city is home to more than 355 GCCs, a majority of them of US-based firms. As many as 70 new GCCs were setup in 2024 and Telangana continues to welcome more in 2025, across multiple areas, including risk management, cybersecurity, machine learning, supply chain management, cloud computing and AI/ML Research, the CMO said. Telangana has been figuring consistently among top 3 States in Ease of Doing Business rankings in India. Some of the contributing factors for Hyderabad includes its infrastructure, skilled labour, low cost of living and favourable policies that have helped attract technology, manufacturing, financial services and pharmaceutical firms. The proposed Regional Ring Road (RRR), planned to encompass the existing Outer Ring Road (ORR), is set to expand the investment horizons of Hyderabad with greater connectivity to the international airport. The CMO said during the visit of Chief Minister Revanth Reddy to the World Economic Forum (WEF) earlier this year, the Telangana delegation met with more than 40 global corporate leaders, attracting projects entailing ₹1.78 lakh crore . More sectoral policies Approvals for new industrial projects are issued through a single-window clearance system, based on self-certification, in less than 15 days. In addition to the GCC policy, the State government will soon launch sectoral policies on electric vehicles, Life Sciences, AVGC and Semiconductors, the CMO said. IT industry body Nasscom in a report last year said multiple factors are contributing to emergence of Telangana as a preferred GCC destination, including single window clearances for State registrations, licenses and approvals for new GCCs. Sustain focus In its recommendation, Nasscom said the State government should sustain infrastructure investment, focus on Deeptech and high-end skills development and target attracting more than 500 GCCs by 2030 by conducting global roadshows and project Telangana as Unicorn GCC Hub.


Time of India
a day ago
- Time of India
What do Gulf royals really own? A $450M Da Vinci, gold jets, super yachts, islands and more
A glimpse into the opulent world of Gulf royals, where gold jets and priceless art are just the beginning / Image Composite : Wikipedia TL;DR Gulf royals own record-breaking treasures like Leonardo da Vinci's Salvator Mundi and $500 million yachts. Their collections span priceless art, private islands, million-dollar falcons, and gold-plated jets. These possessions aren't just about showing off wealth, they carry deep meaning tied to status, heritage, and power. When you think about wealth in the Gulf Cooperation Council (GCC), which includes Saudi Arabia, the UAE, Qatar, Kuwait, Bahrain, and Oman, it's on a scale that's hard to imagine. The region's oil wealth laid the groundwork decades ago. But since then, royal families have grown their fortunes far beyond oil, through global investments, real estate, art, and unique collectibles. But it's not just about having expensive things. Many of these possessions symbolize something bigger, tradition, influence, pride, and power. Whether it's a half-billion-dollar painting or a private jet with gold fixtures, these items blend culture with personal luxury in ways few can match. Here's a look at some of the most impressive, surprising, and symbolic possessions owned by GCC royals. 1. The $450 Million Painting That Stays Hidden In 2017, Salvator Mundi by Leonardo da Vinci sold for $450.3 million, setting a world record for a painting. While the buyer wasn't officially confirmed, multiple sources including The New York Times and The Guardian point to Saudi Crown Prince Mohammed bin Salman (MBS). What makes this story even more fascinating? The painting hasn't been shown publicly since. It's rumored to be kept on MBS's giant superyacht Serene, somewhere out at sea. 2. The $500 Million Superyacht With a Submarine Speaking of Serene, this 439-foot yacht is more than a luxury vessel. It features two helipads (one converts into a pool), an indoor seawater swimming pool, a snow room (yes, real snow!), and even a mini-submarine. Originally built by Italy's Fincantieri and once owned by a Russian billionaire, the yacht was bought by Saudi Crown Prince Mohammed bin Salman (MBS) in 2015. It perfectly combines comfort, security, and style. 3. Private Jets Fit for a King Sheikh Mohammed bin Rashid Al Maktoum, Dubai's ruler, is well-known for his love of aviation. His private jets are legendary, fitted with gold-plated sinks, marble floors, and lounges that feel more like five-star hotel suites than aircraft. The Qatari royal family also has a dedicated fleet, Qatar Amiri Flight, with custom Boeing 747s and Airbus A340s tailored to their taste and comfort. 4. Watches Worth More Than Most Homes In 2019, a unique Patek Philippe Grandmaster Chime sold for over $31 million. While the buyer stayed anonymous, insiders say it likely belongs to a royal from Qatar or the UAE. These families also collect rare models from Audemars Piguet, Richard Mille, and custom Rolexes that most of us will never see in stores. 5. Cars Like You've Never Seen Before Sheikh Hamad bin Hamdan Al Nahyan from Abu Dhabi, nicknamed the 'Rainbow Sheikh,' owns a collection of more than 700 cars. Many are on display at his private Emirates National Auto Museum. One of his most famous vehicles is a massive, drivable Dodge Power Wagon, 64 times bigger than the original. Meanwhile, Saudi royals are known to cruise in gold-wrapped Lamborghinis, Bugattis, and Ferraris, especially during summer trips to London, Paris, and Monaco. 6. Private Islands Scattered Around the Globe Owning palaces is expected. But some GCC royals go a step further and own entire islands. Qatar's Al Thani family reportedly holds islands in the Maldives, Seychelles, and Greece, including the well-known Oxia island. Dubai's royal family has exclusive villas on Palm Jumeirah and hidden homes on the World Islands, some so secret they don't even appear on public maps. 7. Falcons That Fly First Class Falconry isn't just a sport in the Gulf, it's a powerful cultural tradition and status symbol. Falcons owned by royals can be worth over $1 million each. These birds travel with their own passports and health certificates, often flying business class. Viral photos show falcons comfortably settled on Qatar Airways or Etihad flights, treated like true VIPs. 8. Racing Stables That Compete Worldwide Dubai's Godolphin stable, owned by Sheikh Mohammed, is one of the most successful horse racing teams in the world. It boasts hundreds of thoroughbreds and competes in top international events like the Dubai World Cup and Royal Ascot. For Gulf royals, horse racing connects modern sport with centuries-old desert traditions. 9. Jewelry and Thrones Hidden From the Public Eye GCC royals are major clients of top jewelers from Paris, London, and Geneva. Many jewelry pieces are custom-made and never publicly shown. Reports mention thrones decorated with gold, ivory, and rare gems, crafted for private palace rooms. One Qatari princess is said to own a golden throne inspired by the Queen of Sheba, created by a renowned French design house. 10. Why These Possessions Matter Beyond Wealth This isn't just about showing off. These assets have deep meanings, about identity, history, and leadership. A prized falcon, a grand painting, or a private island can symbolize centuries of culture and power. Many royal families use their wealth to support museums and cultural projects like the Louvre Abu Dhabi and Qatar Museums, building a legacy that goes beyond money. FAQs 1. Who owns the world's most expensive painting, Salvator Mundi? Though the buyer hasn't been officially named, most reports link it to Saudi Crown Prince Mohammed bin Salman. It's thought to be kept on his superyacht Serene. 2. Do Gulf royals really have gold-plated private jets? Yes. UAE's Sheikh Mohammed bin Rashid Al Maktoum and Qatar's royal family have private jets featuring gold sinks, marble bathrooms, and lavish lounges. 3. Why do Gulf royals invest so much in falcons and exotic cars? Falconry and luxury cars represent heritage, prestige, and personal passion. They blend cultural tradition with status symbols.