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The Reserve Bank of India’s June package centres on Foreign Currency Non-Resident Bank deposits, or FCNR deposits, a long-used channel through which overseas citizens place foreign-currency funds with banks. The decisive shift lies in the way the central bank has structured the swap window and permitted banks to use incentives, including leverage, to make the deposits more attractive to wealthy overseas savers.

Under the scheme, banks can mobilise fresh three- to five-year FCNR deposits between 8 June and 30 September 2026 and swap the dollars with the RBI. The facility effectively removes the usual hedging burden that makes such deposits expensive for banks, as the central bank absorbs the foreign-exchange cost. The operational window will remain available until mid-October for eligible deposits raised during the mobilisation period.

The change has revived memories of 2013, when a similar facility helped banks raise about $34 billion during a period of sharp rupee weakness. This time, estimates from market participants range from about $20 billion to nearly $50 billion, depending on deposit pricing, rupee expectations, global interest rates and the ability of banks to market the product aggressively in the Gulf, North America, Britain and other diaspora-heavy markets.

Punjab National Bank chief executive Ashok Chandra has said banks could collectively raise $35 billion to $40 billion, with his own institution aiming for about $2.5 billion to $3 billion. Other lenders, including Canara Bank, Federal Bank and Indian Bank, are expected to compete for deposits by offering returns that can compare favourably with low-risk dollar assets, particularly once the swap benefit is factored into their pricing.

The subtle but consequential part of the circular is the permission for banks to offer leverage to depositors. That means eligible clients may be able to borrow abroad and place the proceeds into FCNR deposits, amplifying inflows beyond what would have arrived through ordinary savings alone. Market analysts see this as the feature that could lift the scheme from a modest stabilisation tool into a sizeable capital-flow channel.

The RBI has paired the deposit push with broader measures designed to deepen debt-market participation and ease pressure on the currency. These include expanding access to government securities, relaxing certain concentration limits, and improving the investment framework for foreign portfolio investors. The package comes after the rupee touched record lows, weighed down by elevated crude prices, portfolio outflows and a stronger dollar environment.

The immediate market reaction has been visible in government bonds. Short-end yields have fallen as banks and overseas investors reassessed the likely liquidity impact of dollar inflows converted into rupees. The two- to five-year segment has drawn stronger demand, while the curve has steepened as longer tenors remain more exposed to global rate movements and fiscal supply concerns.

For banks, the economics are straightforward. Without central bank support, hedging a multi-year dollar liability into rupees can wipe out much of the advantage of raising FCNR deposits. With the RBI taking that cost away, lenders can offer higher headline rates to overseas depositors while still obtaining rupee liquidity at competitive levels. The exemption from reserve requirements on eligible deposits further improves the economics by freeing banks from maintaining cash reserve ratio and statutory liquidity ratio buffers on those funds.

The policy also serves a macroeconomic purpose. Large dollar inflows can strengthen reserves, cushion the balance of payments and reduce the need for more aggressive currency-market intervention. They can also help offset pressure from oil import costs and equity-market withdrawals, both of which have weighed on external sentiment during the current financial year.

Yet the scheme carries risks. Leveraged deposits can be sensitive to interest-rate differentials and currency expectations. If global yields move sharply higher or confidence in the rupee weakens, flows may become less durable. The one-year lock-in reduces early withdrawal risk, but it does not fully eliminate rollover pressure once deposits mature. Banks also need to manage concentration risk, especially if a large share of funds comes from a narrow group of depositors or geographies.

By K Raveendran Resolution of the US-Israel war with Iran now appears further away than at any point in the conflict, with the latest American strikes pushing global markets into a more unsettled phase. The US launch of retaliatory attacks on Iranian defence and radar systems after Washington accused Tehran of responsibility for the downing […]

The article India’s Fiscal Shield Comes Into Focus As Hormuz Crisis Darkens Outlook appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

16-18 June 2026, at Sands Expo & Convention Centre, Marina Bay Sands, Singapore

TOKYO, JAPAN – Media OutReach Newswire – 10 June 2026 – Tenchijin Inc., a space-tech innovator transforming sustainable water infrastructure management, is pleased to announce its participation in Singapore International Water Week 2026 (SIWW), one of the world’s premier platforms to share and co-create innovative water, coastal, and flood solutions to meet urban water and associated climate challenges.

Organized by Singapore International Water Week Pte Ltd, a subsidiary of PUB, Singapore’s National Water Agency, SIWW is Asia’s premier global platform for co-creating innovative water solutions. Held biennially, the event is expected to gather over 2,500 global leaders, experts, and practitioners from governments, utilities, academia, and industry to share best practices, showcase the latest technologies, and harness business opportunities.

As a cornerstone of the event, the SIWW2026 Water Expo serves as the pre-eminent marketplace for urban water technologies, innovations, and solutions tailored for municipal and industrial water users across Southeast Asia. Organized by Messe München in cooperation with IFAT, the Expo connects the full water value chain—from advanced treatment, reuse, and desalination to digital solutions and climate-resilient coastal protection. Taking place from 16–18 June 2026 at the Sands Expo & Convention Centre, Marina Bay Sands, Singapore, the Expo is expected to welcome over 24,000 trade visits, making it Asia’s leading business platform for sustainable water management.

Tenchijin will showcase “KnoWaterleak,” our water leakage assessment and management platform, at the exhibition booth. Additionally, Yohei Nishiyama, VP of Business Development, will speak as a guest panelist in the Technology Forum, sharing insights on sustainable water management solutions driven by AI and space technology.

Event Overview
■ Organizer: SIWW: Singapore International Water Week Pte Ltd／Water Expo: Messe München
■ Date: SIWW: 15–18 June 2026 / Water Expo: 16–18 June 2026
■ Venue: Sands Expo & Convention Centre Marina Bay Sands, Singapore
■ Event URL: https://www.siww.com.sg/

Tenchijin-SIWW Water Expo
■ Date: Water Expo: 16–18 June 2026

[Exhibition Booth]
■ Booth Number: B2-N08PIC

[Panel Discussion]
■ Tenchijin’s Panelist: Yohei Nishiyama, VP of Business Development
■ Date: 16 June, 1:00pm – 2:00pm (Technology Forum)
■ Venue: Hall E, Level B2
■ Discussion Theme: “Reactive to Predictive: AI Applications in Managing Aging Water Infrastructure”

With much of the world’s water infrastructure aging rapidly, the cost of reactive management is no longer sustainable. This panel examines real-world AI applications—from predictive leak detection to asset performance modeling—that help utilities anticipate failures, prioritize investments, and transition toward proactive, data-driven operations that improve efficiency and long-term infrastructure resilience.

Moderated by: Kim Demeyer, Science & Technology Counsellor, Flanders Investment & Trade

Panelists:
・Shanmugavel Subramaniam, Water and Wastewater Segment Leader, Schneider Electric
・Yohei Nishiyama, VP of Business Development, Tenchijin Inc.

https://siww2026-app.siww.com.sg/agenda/?agid=fe6fc21d07c8452c8e29

Hashtag: #Tenchijin #SIWW #KnoWaterleak #SatelliteTechnology #WaterLeakage #Sustainability #LeakageDetection #SpaceTech #Startup

https://tenchijin.co.jp/
https://www.linkedin.com/company/tenchijin/
https://x.com/tenchijin_pr
https://www.facebook.com/tenchijin.pr

The issuer is solely responsible for the content of this announcement.

Tenchijin Inc.

About Tenchijin KnoWaterleak
KnoWaterleak is an innovative platform that harnesses satellite data and AI to predict and prevent water infrastructure risks. The system analyzes space-derived data to identify potential leaks within 100-meter square zones, providing unprecedented insights through a 5-level risk evaluation system.

Through continuous AI learning and data collection, the platform demonstrates efficiency in sustainable water management. This technology has earned recognition from Japan’s Ministry of Health, Labour and Welfare at the 7th Infrastructure Maintenance Grand Prize.

About Tenchijin Inc.
Tenchijin Inc. is a space-tech innovator leveraging satellite data and AI to detect hidden water infrastructure risks, predict potential leaks, and drive more sustainable, efficient water management through space-derived insights. Our flagship product, KnoWaterleak, combines satellite technology with advanced AI algorithms to proactively identify and prevent costly infrastructure failures, enabling organizations to manage their water systems more sustainably.

Company Overview:

• Company Name: Tenchijin Inc.
• Address: 5F, Nihonbashi 1-chome Mitsui Building, 1-4-1 Nihonbashi, Chuo-ku, Tokyo, Japan
• Representative: Yasuhito Sakuraba, CEO
• Business Content: Land evaluation consulting using satellite data
• Website: https://knowaterleak.space/

For inquiries regarding the expansion of Tenchijin COMPASS KnoWaterleak globally: Asia Business Development Representative: [email protected]

For media inquiries: Satomi, Kiki [email protected]

The competition drew over 40 global submissions to decarbonise beef and dairy supply chains, with winning solution set to scale across one of Asia’s leading retail networks

HONG KONG SAR- Media OutReach Newswire – 9 June 2026 – DFI Retail Group (DFI or the Group), a leading Asian retailer, and The Mills Fabrica, a global collaborative hub propelling sustainability-focused innovations in the techstyle and agrifood sectors, named Number 8 Bio as the winner of the DFI Sustainability Innovation Challenge 2026. This announcement follows the Final Pitching event, which was held on 5 June, World Environment Day. The Australia-based innovator was recognised for BetterFeed™, a range of proprietary feed additives that cut enteric methane from grazing cattle and sheep while improving the productivity of every animal that uses it. The team takes home a HK$120,000 grant and the opportunity to partner with DFI to scale its solution across the Group’s regional beef and dairy supply chains.

Scott Price, Group Chief Executive, DFI Retail Group said: “Tackling Scope 3 emissions requires collaboration across the value chain, and we are pleased that the Challenge has created opportunities for innovators to test and scale practical solutions within real operating environments. We look forward to seeing how they support our progress towards more sustainable and resilient food systems.”

Number 8 Bio has built a feed additive that does two jobs at once. BetterFeed™, a family of proprietary organic small molecules, free of bromoform, reduces enteric methane from grazing cattle and sheep, which is responsible for both the majority of livestock emissions and a 12% loss of nutritional energy from every pasture. By stopping that methane from forming, BetterFeed™ redirects the recovered energy straight back into animal growth and production, a genuine win for farmers’ bottom lines as much as for the climate. Winning the DFI Sustainability Innovation Challenge opens a pilot pathway across DFI’s beef and dairy supply chains, including with Mengniu Dairy and Charoen Pokphand Foods Public Company Limited (CPF).

Hashtag: #DFIretailGroup #TheMillsFabrica #Sustainability

The issuer is solely responsible for the content of this announcement.

DFI Retail Group

DFI Retail Group is a leading Asian retailer driven by its purpose to “Sustainably Serve Asia for Generations with Everyday Moments”. At 31 December 2025, the Group and Maxim’s operated 7,580 outlets and employed more than 79,000 people across 12 markets. The Group is committed to delivering quality, value and service to consumers across the region through trusted brands, strong local market positions, and a broad retail ecosystem supported by extensive store networks, digital capabilities and efficient supply chains. The Group operates a portfolio of well-known brands across five key divisions: health and beauty, convenience, food, home furnishings and restaurants under Maxim’s.

By Nantoo Banerjee It is good that the government has finally decided to introduce the Producer Price Index (PPI) as a more reliable inflation tracker than the Wholesale Price Index (WPI). However, it may not be desirable to dump WPI entirely after a period of the next five years. Wholesale price levels remain highly valuable […]

The article Producer Price Index Is Welcome Though WPI Need Not Be Dumped appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

The rise marks a sharp escalation in the central bank’s effort to cushion the currency after the rupee weakened to a record low near 97 to the dollar on 20 May. The position, built through forward and offshore derivative contracts, shows how the central bank has increasingly relied on future dollar sales rather than only spot-market intervention to manage disorderly moves in the exchange rate.

The rupee traded around 95.3 to the dollar on 8 June, giving back part of the gains made after the central bank announced measures on 5 June to attract foreign-currency inflows and ease pressure on the balance of payments. The currency had closed near 94.95 on 5 June, its strongest one-day performance in about two months, after the measures were unveiled.

Forward-market intervention allows the central bank to signal dollar availability without immediately drawing down spot reserves. By selling dollars for future delivery, the RBI can influence market expectations, compress forward premiums and reduce one-way speculative pressure against the rupee. The method, however, creates future obligations and can complicate liquidity management when contracts mature.

The central bank’s net short forward book had already reached about $104 billion by the end of March, rising sharply from around $77 billion a month earlier. The move beyond $110 billion indicates that intervention continued through May and early June as global and domestic pressures intensified.

Oil prices, portfolio outflows, a firm dollar and geopolitical tensions have weighed on the rupee through much of the year. India’s large crude import bill makes the currency sensitive to oil-market swings, while higher US yields reduce the appeal of emerging-market assets. Equity outflows have added to the pressure, leaving the central bank to balance currency stability with the need to preserve reserves and domestic liquidity.

The RBI’s latest package seeks to reduce that burden by bringing in dollar flows rather than relying only on intervention. Measures include concessional foreign-exchange swaps for public-sector companies raising external commercial borrowings, support for banks mobilising foreign-currency non-resident deposits, and expanded access for overseas investors to longer-tenor government securities under the fully accessible route. Concentration limits for such investments were also relaxed.

The government’s decision to exempt overseas investors from capital gains tax on certain government bond transactions has strengthened the policy push. Market expectations now centre on whether these steps can draw $30 billion to $50 billion in medium-term inflows, with a higher figure possible if global bond investors increase allocations.

The central bank has avoided using interest-rate increases as the primary defence for the rupee, preferring targeted foreign-exchange and inflow measures. That approach reflects the RBI’s effort to separate currency management from domestic monetary policy. Keeping policy rates focused on inflation and growth gives the central bank room to support activity while using reserves, swaps and forward positions to contain currency volatility.

Foreign-exchange reserves remain sizeable, though they have fallen from their February peak as the central bank intervened to smooth the rupee’s decline. The reserves provide an important buffer, but the growing forward position shows that the defence is no longer confined to visible reserve movements. Market participants are watching both the headline reserves number and the maturity profile of the forward book for signs of future stress.

A large net short dollar position is not unusual during periods of currency strain, but the scale now matters. When contracts mature, the central bank must either deliver dollars, roll positions forward, or offset the impact through liquidity operations. Each option carries trade-offs for money-market rates, banking-system liquidity and the credibility of currency management.

For importers, the intervention has helped reduce the risk of abrupt rupee depreciation, though hedging costs and uncertainty remain elevated. Exporters face a more complex picture, as a weaker rupee supports earnings in local-currency terms but volatility makes pricing and cash-flow planning harder. Banks, meanwhile, are adjusting positions as forward premiums move in response to central bank activity.

The Bengaluru-headquartered company’s plan marks an attempt to nearly double a pipeline that has stood at about ₹16,600 crore, with management betting that public transport expansion and defence procurement will support multi-year growth. Rail and metro projects are expected to account for the largest share of the order flow, while defence and aerospace are being positioned as higher-value engines for future revenue.

The target comes as BEML’s three core businesses — rail and metro, defence and aerospace, and mining and construction — are being reshaped by government capital spending, local manufacturing mandates and the need to expand urban transport networks. The company, a Schedule A enterprise under the Ministry of Defence, has supplied metro coaches, passenger railway coaches, high-mobility vehicles, trailers, military wagons and mining equipment across its operating history.

Urban rail is the clearest growth driver. BEML has supplied more than 1,650 metro cars and is among the key domestic rolling-stock makers for metro corporations. Bengaluru Metro has emerged as a major customer, with BEML delivering the first driverless-ready train set for the Blue Line in June and continuing deliveries for the Pink Line. The Blue Line, linking Central Silk Board and KR Pura along the Outer Ring Road, is intended to serve one of Bengaluru’s busiest technology and business corridors once commercial operations begin after testing.

The company also holds a top-up order worth ₹414 crore from Bangalore Metro Rail Corporation for six additional driverless metro trainsets, raising the project scope to 66 trainsets comprising 396 cars. The order is tied to Phase 2 of the city’s metro expansion and strengthens BEML’s position in communications-based train control rolling stock, where metro operators are gradually moving towards higher levels of automation.

High-speed and semi-high-speed rail have added another layer to the company’s growth story. BEML has secured work linked to Vande Bharat sleeper trainsets and an Integral Coach Factory contract worth about ₹866 crore for high-speed trainsets. These projects are strategically important because they move BEML into technologically demanding segments where design, testing, safety certification and execution discipline will matter as much as manufacturing scale.

Defence orders are also providing support. The company secured a ₹590 crore contract for trawl assemblies from the Ministry of Defence in April, adding to a portfolio that includes ground-support vehicles, high-mobility vehicles, trailers, pontoon bridge systems and armoured recovery vehicles. BEML says it has supplied more than 8,500 high-mobility vehicles, over 3,200 trailers and military wagons, and more than 330 pontoon bridge systems to defence services.

Management is seeking to convert that installed base into repeat orders while moving into more sophisticated defence and marine systems. Partnerships with Bharat Forge, Data Patterns, STX Engine and Dragflow point to a strategy of widening technology access in areas such as advanced defence systems, marine engines and dredging solutions. The challenge will be to translate memoranda and strategic tie-ups into executable contracts with predictable margins.

BEML’s ambitions are being helped by a policy environment that favours domestic procurement, import substitution and local value addition. Its own disclosures highlight high levels of indigenisation in several product lines, including defence products, high-mobility vehicles and railway products. Metro cars remain a more demanding segment, where local content is rising but complex components and systems integration continue to require careful supply-chain management.

Execution remains the central risk. A larger order book does not automatically translate into stronger earnings if deliveries are delayed, input costs rise or contract terms compress margins. Rolling-stock projects can involve long testing cycles, penalty clauses and dependence on civil works progress by metro operators. Defence contracts also involve strict acceptance protocols and staggered delivery schedules, making cash-flow management critical.

Competition is another factor. BEML faces domestic and global rivals across rail and defence manufacturing, including companies with deeper private-sector execution flexibility or established international technology partners. Metro corporations and rail agencies have become more demanding on cost, localisation, energy efficiency and delivery timelines, forcing suppliers to invest steadily in design, tooling and quality systems.

Financially, the company is entering the expansion phase with investor interest tied closely to order visibility. BEML shares have benefited from defence and rail announcements, though valuation expectations remain sensitive to quarterly execution and margin delivery. The December quarter showed revenue growth, but the larger test will be whether the expanding pipeline can be converted into sustained earnings rather than headline order wins.