Turkish Airlines Celebrates aANew Era In European Aviation

 

* Triple Independent Runway Operations Begin at iGA Istanbul Airport

Turkish Airlines proudly marks a historic milestone in Türkiye’s aviation journey as iGA Istanbul Airport becomes the first in Europe to implement Triple Independent Runway Operations, effective as of April 17. This remarkable advancement reinforces the airport’s role as our global hub and solidifies Türkiye’s strategic position at the heart of international air travel.

Initiated by Türkiye’s Minister of Transport and Infrastructure, Abdulkadir Uraloglu with the attendance of, General Directorate of State Airports Authority (DHMI) Chairman of the Board and General Director Enes Çakmak,? Turkish Airlines Chairman of the Board and the Executive Committee Prof. Ahmet Bolat, iGA Istanbul Airport Board Member Mehmet Kalyoncu and other notables, launch of this pioneering system saw three Turkish Airlines aircraft take off simultaneously under live operations, highlighting not only the capabilities of iGA Istanbul Airport but also the strength and sophistication of Türkiye’s aviation ecosystem.

Emphasizing that the Triple Independent Runway Operations mark a first for Türkiye and European aviation and a historic step for global aviation, Türkiye’s Minister of Transport and Infrastructure, Abdulkadir Uraloglu stated the following during the inauguration: “We are proud as Türkiye is the only country to implement this system in Europe. Now, Istanbul Airport has risen to the top tier of global aviation—not only with its traffic volume but also in terms of operational capacity and technical capability. With this system, air traffic flow will accelerate, the dynamic capacity of our airport will significantly increase, and we will offer our passengers faster and safer service. When Istanbul’s strategic location which bridges continents, is combined with this new capability, our airport will take on an even more critical role in global aviation logistics.”

On playing a key part of this significant moment for Turkish aviation, Turkish Airlines Chairman of the Board and the Executive Committee Prof. Ahmet Bolat stated: “As Turkish Airlines, we are proud to be part of yet another historic moment for Turkish aviation. With the simultaneous take-off of three of our aircraft, our main hub iGA Istanbul Airport has achieved a first in Europe. This operational capacity will enhance the efficiency of our flights and serve as a significant milestone on our path toward continued growth.”

Commenting on the new capabilities, iGA Istanbul Airport Board Member Mehmet Kalyoncu said: “It is with great pleasure that I announce that as of April 17, 2025, we are officially commencing Triple Independent Runway Operations at iGA Istanbul Airport—marking a first in Europe and further strengthening Türkiye’s contribution to the international travel and aviation industry. This is not merely a technical achievement for us, but also a strategic milestone. The Triple Independent Runway Operation we are launching today stands as one of the most critical cornerstones of this ecosystem.

With this system, we are increasing our hourly air traffic capacity from 120 to 148 aircraft movements. This development enhances not only the efficiency of Istanbul’s airspace but also that of Europe’s. Istanbul is no longer just a destination—it is now a global aviation hub.”

With the integration of Triple Independent Runway Operations, iGA Istanbul Airport has increased its hourly aircraft movement capacity, significantly boosting operational efficiency. For Turkish Airlines, this means shorter taxi times, fewer delays, and enhanced punctuality, thus delivering a smoother, faster, and more sustainable experience for flag carrier’s guests. The system also contributes to reducing carbon emissions, aligning with global airline’s long-term environmental commitments.

As iGA Istanbul Airport continues its path toward becoming a global transfer hub with a vision to serve 200 million passengers, this new operational capability supports Turkish Airlines’ goals of seamless connectivity, superior service, and forward-looking infrastructure. On-time departures and arrivals are one of the core objectives of our strategy and a critical factor in enhancing financial efficiency. With this new operational capability, punctual performance across our fleet, which sees over 1000 daily flights, will enjoy benefits in both guest satisfaction and cost optimization.

As the flag carrier of the country, Turkish Airlines, celebrates this achievement as a testament to Türkiye’s aviation leadership and iGA Istanbul Airport’s capacity to set new benchmarks on a global scale. We remain committed to elevating the travel experience while strengthening Türkiye’s role in connecting the world.

About Turkish Airlines:

Established in 1933 with a fleet of five aircraft, Star Alliance member Turkish Airlines has a fleet of 478 (passenger and cargo) aircraft flying to 352 worldwide destinations as 299 international and 53 domestics in 131 countries. More information about Turkish Airlines can be found on its official website www.turkishairlines.com or its social media accounts on Facebook, X, YouTube, LinkedIn and Instagram.

About Star Alliance:

Established in 1997 as the first truly global airline alliance, the Star Alliance network was founded on a customer value proposition of global reach, worldwide recognition, and seamless service. Since its inception, it has offered the largest and most comprehensive airline network, with a strong emphasis on enhancing the customer experience throughout the entire Alliance journey.

The member airlines are: Aegean Airlines, Air Canada, Air China, Air India, Air New Zealand, ANA, Asiana Airlines, Austrian, Avianca, Brussels Airlines, Copa Airlines, Croatia Airlines, EGYPTAIR, Ethiopian Airlines, EVA Air, LOT Polish Airlines, Lufthansa, Shenzhen Airlines, Singapore Airlines, South African Airways, SWISS, TAP Air Portugal, THAI, Turkish Airlines, and United.

Overall, the Star Alliance network currently offers 17,500 daily flights to over 1,150 airports in 189 countries. Further connecting flights are offered by Star Alliance Connecting Partner Juneyao Airlines.

embedUR Systems And Infineon Collaborate To Showcase Advancements In Voice, Object And Facial Recognition Using Edge AI

* Demonstrated real-time Edge AI capabilities powered by Infineon’s PSOC™ Edge platform at Embedded World 2025

* Highlighted intelligent automation for smart home and industrial use cases

At Embedded World 2025, embedUR systems, a leader in embedded systems and Edge AI solutions, partnered with Infineon Technologies to unveil two innovative Edge AI demonstrations powered entirely by the PSOC™ Edge platform. These live showcases drew significant attention for their real-time responsiveness, ultra-low power operation, and practical use cases across consumer and industrial applications.

Voice-Activated Object Recognition + Recipe Generation

The first demo featured wake word detection and real-time object identification. Attendees activated the Edge AI system with a voice command, then presented an image featuring various ingredients. The AI identified the objects in real time and generated a relevant recipe suggestion—all processed locally on the PSOC™ Edge platform without cloud dependency. This demo illustrated the potential for intuitive, AI-powered user experiences in smart home devices.

Facial Recognition with Mobile-Based Registration

The second demo introduced a facial recognition use case with mobile onboarding. embedUR developed a companion mobile app allowing users to upload and register their facial profiles. Once registered, the PSOC™ Edge platform could detect and recognize these users in real time, running all AI inference locally on the board. This fully edge-based authentication solution demonstrated secure, low-latency identity recognition for consumer and industrial systems.

"Our collaboration with embedUR systems showcases the power of PSOC™ Edge in enabling real-time, power-efficient Edge AI applications," said Omar Cruz, Senior Manager at Infineon Technologies. "These demos highlight how our platform accelerates intelligent automation for smart home, consumer, and industrial use cases."

“At embedUR, we’re focused on making Edge AI real—delivering practical, production-ready solutions that run on today’s silicon,” said John Marconi, VP of Technology at embedUR systems. “The work we’ve done on Infineon platforms demonstrates how edge intelligence can be deployed quickly and securely, whether it’s voice-activated control or face-based access—all without relying on the cloud.”

Edge AI Innovation Powered by PSOC™ Edge

Infineon’s PSOC™ Edge family enables intelligent, always-on AI applications with hardware-accelerated neural network processing, a Cortex®-M55 core with Helium DSP support, and robust security features. Designed for consumer and industrial applications, the platform provides a seamless AI development experience, empowering developers to build fast, secure, and power-efficient solutions at the edge.

embedUR systems: Engineering the Edge AI Experience

embedUR systems designed, optimized, and deployed both showcased demos, integrating real-time voice and vision AI inference entirely on the PSOC™ Edge platform. With deep expertise in embedded software, AI model development and quantization, and real-time systems, embedUR enables companies to bring high-performance, AI-powered products to market faster—without requiring extensive in-house AI engineering. For Infineon customers, embedUR offers full-stack engineering support from mobile app integration and AI model tuning to deployment and system-level optimization.

More AI at the Edge: embedUR’s Broader Demo Showcase

In addition to the joint demos with Infineon, embedUR showcased a wide range of Edge AI applications at their own exhibit, running on various industry-leading AI silicon platforms such as the PSOC™ Edge from Infineon. These demonstrations reinforced embedUR’s ability to deliver efficient, high-performance AI on memory-constrained, low-power devices.

All demo models are available through ModelNova, embedUR’s AI resource hub. Developers can browse a growing library of pre-trained Edge AI models to build fast PoCs. When a model fits the target use case, embedUR offers services to help refine, optimize, and deploy it—accelerating time-to-market. Learn more at modelnova.ai.

About embedUR systems

embedUR systems is a Silicon Valley-based leader in embedded systems, AI, and Edge Computing. With over two decades of experience accelerating product development for telecom, network, and silicon vendors, embedUR delivers cutting-edge embedded solutions powering millions of devices worldwide. Its ModelNova platform offers pre-trained AI models for seamless integration into intelligent edge systems, enabling rapid PoC development—even for teams without AI modeling expertise. Learn more at www.embedur.ai.

About Infineon Technologies

Infineon Technologies AG is a global leader in semiconductor solutions that make life easier, safer, and greener. The company is at the forefront of power systems, automotive technologies, and industrial applications, driving innovations in AI, IoT, and security. Learn more at www.infineon.com.

Renault Opens New Design Centre, Marking Beginning Of “renault. rethink” Transformation Strategy In India

Highlights

Renault India announces its brand transformation strategy ‘renault. rethink’ reflecting a step towards implementation of its International Gameplan 2027 in India.

The initiative commences with the inauguration of its largest design Centre outside France and accelerating its vision to 'design in India'.

A harmonious blend of European and Indian Design – The philosophy of the design centre, defined as Tactile Confluence, merges sleek, modern European architecture with distinct Indian cultural influences, creating an inspiring and meaningful workspace.

Renault India unveils 'renault. rethink.' High-Tech Sculpture, showcasing the future design language of Renault in India.

The milestone follows the announcement concerning the project of a 100% takeover of the car manufacturing facility and the transformation of its dealership network in line with the new global brand identity.

Renault India, a fully owned subsidiary of Renault Group, unveils its new India-centric transformation strategy – renault. rethink with the inauguration of the Renault Design Centre Chennai.

The new Renault Design Centre in Chennai inaugurated here will play a significant role in enabling this transformation and accelerating Renault’s ambition to “design in India” following its strong “make in India” foundation. It is also expected to function as a hub of excellence, particularly due to its proximity to RNTBCI (Renault Nissan Technology & Business Centre India).

"India is highly unique and locally driven. Having a dedicated design studio is essential to understanding its nuances, listening to its needs, and building from its strengths. The Renault Design Centre Chennai will focus on developing models and concepts tailored to the Indian market while contributing to Renault Group’s global projects. By leveraging local talents and insights, this centre will play a key role in shaping Renault’s future mobility solutions. Its strategic location - at the heart of RNTBCI’s excellence hub - also enables closer collaboration across functions and faster integration of design into our engineering and innovation processes " stated Laurens van den Acker, Chief Design Officer, Renault Group.

The French carmaker asserts that the year 2025 marks an inflection point for Renault in India creating a springboard for the company's next leap and accomplishing its ambitions in the world’s third largest automobile market. The renault. rethink strategy represents Renault’s renewed and bold commitment to orchestrate and propel the French carmaker’s new journey in the country.

The initiative is an invitation to customers and stakeholders to rediscover the brand with fresh eyes—rooted in design innovation, technological advancement, and deep localisation.

"The launch of the 'renault. rethink' strategy heralds a new era for Renault in India. We are proud to be the most Indian of European carmakers, boasting the largest R&D centre, manufacturing unit, highly localized supply chain, and now one of the largest design centres. The opening of new design centre in Chennai will play a crucial role in the deployment of the Renault International Game Plan 2027. Our commitment is to redefine our brand, product positioning, and customer experience to meet the evolving needs of our customers in the country, hence we recently witnessed the global debut of new ‘R store’ in Chennai, India," stated Venkatram Mamillapalle, Country CEO and Managing Director, Renault India Operations.

The carmaker has emboldened its commitment to make in India with up to 90% localization and the recent announcement concerning the project of a 100% takeover of the alliance’s manufacturing plant RNAIPL.

The unveiling of the design Centre and renault. rethink strategy reflects the step towards implementation of the International Gameplan and enhanced focus on India. This pertinent step comes on the back of Renault Group's strong performance in its home country that has set the stage for this ambitious expansion. In 2024, Renault achieved the highest ever operating profit of €4.3 billion, which is 7.6% of its revenue, and saw its revenue grow to €56.2 billion, up 7.4% from the previous year.

Renault Group already has one of its largest R&D Centres globally, located in Chennai, with an employee strength of nearly 10,000 engineers. These engineers support local projects and significantly contribute to global initiatives. Renault has been sourcing made-in-India auto parts for vehicles manufactured worldwide. This robust and full-length operation showcases the company's focus on the growing India market. Renault has been present in India since 2005 with its initial operations in Mumbai.

A cutting-edge facility designed for innovation and market-specific design renault. rethink, a bold symbol of Renault’s future in India

The Renault Design Centre Chennai now extends over 1,500 m² and is equipped with the latest cutting-edge technologies, creating an ultra-modern environment tailored for innovation and creativity. The Renault Design Centre India, one of Renault’s most technologically advanced design spaces, offers:

An Immersive Exhibition Space – A high-tech environment designed for 3D model evaluation and virtual reality experiences, allowing teams to visualise and refine their concepts in real time.

A Next-Generation Visualisation Studio – Featuring advanced software and digital tools, this studio enables real-time design development and immersive, high-definition presentations.

A Creative Collaboration Zone – A dynamic, open space designed to encourage brainstorming, co-creation, and agile teamwork, fostering a fluid exchange of ideas.

High-Performance LED Wall – A massive 8.5m x 2.4m LED display (2 x 16/9 format) that delivers high-impact, crystal-clear presentations, used for both local and global projects.

Advanced Virtual Reality Integration – Three high-resolution VR setups provide hyper-realistic virtual reviews, allowing designers to interact with their creations in fully immersive environments before moving to physical prototypes.

A harmonious blend of European and Indian Design – The philosophy of the studio, defined as Tactile Confluence, merges sleek, modern European architecture with distinct Indian cultural influences, creating an inspiring and meaningful workspace.

A “people-first” design approach – The innovative layout includes WE/ME Zones, flexible areas that allow designers to step away from their desks, reset their thinking, and collaborate in a more creative, stimulating setting.

At the core of the Renault Design Centre India’s inauguration stands renault. rethink, a striking high-tech conceptual sculpture embodying Renault’s transformation and commitment to India.

“renault. rethink is more than a sculpture—it’s a bold expression of Renault’s vision for India. It symbolises our commitment to innovation and to designing cars in India, for India. This artwork captures the energy of a nation in motion, a future taking shape, and Renault’s ambition to be part of this exciting journey,” stated Laurens van den Acker, Chief Design Officer, Renault Group.

The name renault. rethink reflects both India’s automotive evolution and Renault’s role in driving this change. Designed in India by Indian designers, it blends technology and art. Its fragmented surfaces create a sense of emergence and evolution, mirroring the spirit of innovation and change.

At its core, an inner light brings the sculpture to life - a metaphor for Renault’s vision taking shape, reinforcing a clear message: Renault is loading.

Key highlights of the renault. rethink sculpture:

Symbol of Transformation and Innovation: Represents more than just art; signifies Renault's commitment to change and progress.

Representation of New Design Language: The renault. rethink sculpture gives a preview of the design language Renault will be following in India.

Evokes Emergence and Continuous Progress: Name reflects the idea of ongoing development and dynamic creation.

Inspired by Art of Process and Glitch Aesthetics: Utilizes modern visual language, capturing the essence of the digital age.

Energy of Innovation: Imperfections are seen as catalysts for transformation, not flaws.

Fragmented Surfaces: Creates the impression of something emerging, evolving, and taking shape. Reflects Renault's dynamic spirit and commitment to India.

Central Light Feature:

Light animates the sculpture, symbolizing Renault's vision taking shape.

Reinforces Renault's readiness to evolve with the Indian market and contribute to sustainable development.

Commitment to Reinvent Automotive Design:

New centre represents Renault's determination to innovate in India.

Emphasizes collaboration and leveraging local talents to meet market challenges.

Aims to establish a collaborative model benefiting everyone.

RNAIPL – Renault Nissan Automotive India Private Ltd (RNAIPL).

Toyota Kirloskar Motor Reaffirms Its Commitment To Environmental Sustainability On ‘Earth Day’

- Attributed to Mr. B. Padmanabha, Executive Vice President & Director – Manufacturing, Toyota Kirloskar Motor

This ‘Earth Day’, as the world unites under the theme ‘Our Power, Our Planet’, we are reminded that the responsibility to safeguard our environment lies with each one of us. At Toyota Kirloskar Motor (TKM), this commitment is embedded in our core values – driving us not only to innovate and introduce varied electrified vehicle technologies (xEVs*) including alternate fuel driven powertrains, through a multiple pathway approach, but also lead collective sustainable initiatives including adoption of renewable energy in pursuit of an environmentally resilient world. In alignment with the global Toyota’s Environmental Challenge 2050 (Challenge 1-6), announced in 2015, we at TKM are accelerating our transition toward carbon neutrality, by going beyond products, embedding sustainable practices in manufacturing operations and across our entire value chain.

Challenge 1- New Vehicle Zero CO2 Emissions Challenge (Green Mobility)

Challenge 2 - Lifecycle Zero CO2 Emissions Challenge (Green Supply Chain, Eco-dealership, and Green Logistics)

Challenge 3 - Plant Zero CO2 Emissions Challenge (Supply Renewable Energy, Reduced Consumption & Conversion)

Challenge 4 - Minimizing & Optimizing Water Usage (4R – Reduce, Reuse, Recycle & Recharge)

Challenge 5 - Establishing a Recycled-based Society & Systems (Resource Optimization, Waste-to-Value Management and End of Life Vehicle Management)

Challenge 6 - Establishing a Future Society in Harmony with Nature (Toyota Green Wave & Today for Tomorrow Projects – Plantation Drives, Eco-Learning Centre - ‘Ecozone’)

In the above context, Challenge 1-3 is attributed to our various clean technology-driven products and green manufacturing operations, aimed at bringing down carbon emissions to as close to zero as possible. In addition to reducing CO2 emissions in every stage of the vehicle lifecycle (production of materials/parts, vehicle assembly, logistic operations, energy consumption/conservation and adoption of renewable energy in manufacturing, etc.), we are also advancing our efforts under Challenge 4-6 which are aimed at minimizing water usage, promoting a recycling-based society, and fostering a future society in harmony with nature. Our operations today run on 100% renewable grid electricity; over 96% of our waste is recycled; and 89.3% of our water requirements for production are met through rainwater harvesting and recycled water—marking tangible steps toward becoming a Zero Carbon, Zero Liquid Discharge, and Zero Waste to Landfill company.

Under Toyota’s Green Wave Project, through Miyawaki method, we have planted over 328,000 trees, restoring ecosystems, and enriching biodiversity with over 790 native plant species and 400+ faunal species thriving within our premises.  Last year alone, more than 8,000 saplings were planted outside our premises to expand our green footprint even further. Our Ecozone, an immersive 25-acre experiential learning space, has empowered over 40,000 students and stakeholders with knowledge and inspiration, imbibing positive behavioral change to become environmental stewards.

As we move towards our ambitious goal of achieving ‘Carbon-Neutral Manufacturing Operations’ by 2035, we are continually advancing our efforts in energy efficiency, sustainable material usage, environmental compliance and the adoption of cleaner technologies – all of which contribute to reducing the environmental impact. Additionally, we continue to actively share our best eco practices with our value chain – dealers, suppliers and logistic partners, as well as community members, thereby amplifying positive environmental impact, beyond our factory premises. As India accelerates its transition towards becoming energy independent, the role of the automotive industry in enabling clean mobility solutions has never been more crucial. Looking ahead, we aim to create a ripple effect of change where every effort counts, every voice matters, and every action contributes to a cleaner, healthier planet.

*xEVs includes Strong Hybrid Electric Vehicles (SHEVs), Plug-in Hybrid Electric Vehicles (PHEVs), Battery Electric Vehicles (BEVs), Fuel-Cell Electric Vehicles (FCEVs), Electrified Flex-Fuel Vehicles (EFFV).

Phoenix Mall Of Asia Wraps Up A Flavourful Weekend With Jo Chaahe Mango Festival

* A vibrant summer celebration in association with Things to do in Bangalore

Phoenix Mall of Asia, Bengaluru’s premier destination for lifestyle and retail experience, in collaboration with Things to do in Bangalore, recently concluded the much-anticipated Jo Chaahe Mango Festival — a two-day extravaganza dedicated to the King of Fruits. Held on 19th and 20th April 2025 at the Plaza, the event brought together families, food lovers, and summer enthusiasts. It was a unique celebration centred around India’s favourite fruit — mango.

The festival displayed twenty varieties of mangoes and over fifty unique mango-infused dishes, served across more than twenty curated food and experience stalls. From classic favourites like mango pickles and desserts to innovative creations such as mango sushi and tropical smoothies, guests enjoyed an exciting and diverse culinary journey.

Beyond the food, Jo Chaahe Mango offered a vibrant, engaging atmosphere. The Plaza was transformed with colourful summer-themed decor, lively zones for families and children, and interactive installations that made for perfect photo opportunities. The festival also featured live music performances, mango-eating contests, and games that kept the energy high throughout the weekend.

The event welcomed guests of all ages, with families, couples, and groups of friends enjoying the festive spirit together. Whether tasting a new mango variety, participating in an activity, or dancing to the evening’s live music, attendees left with smiles and sweet memories.

About Phoenix Mall of Asia: Phoenix Mall of Asia, located in North Bengaluru, is the epitome of luxury shopping, dining, and entertainment. Renowned as India’s premier ultra-luxury retail destination, the mall offers an unparalleled experience in the city’s heart. It sets new standards in design and amenities, creating a sophisticated and immersive environment for visitors. The mall's grand entrance welcomes guests into a world of elegance and style, with popular zones like Luxe Atria and Eden, which are prime photo spots due to their stunning aesthetics. The Fanpark area is the hub of activities and events, enhancing the overall experience. Phoenix Mall of Asia boasts over 440 brands, including 150+ international luxury labels and 50+ debut brands, making it a haven for discerning shoppers. The mall also features exceptional dining destinations with renowned chefs and diverse culinary offerings. Restaurants such as Ishaara, Dobaraa, EIGHT, Andreas, and Kylin Experience cater to every palate, while the nature-themed central atrium, Oasis, is surrounded by international cafes like Starbucks, Tim Hortons, Perch, Andreas Brasserie, and Magnolia Bakery. Foodthopia, a 38,000 sq. ft area dedicated to dining, offers a cosmopolitan experience with a variety of eateries, including game day restaurants, cafes, and fine dining options. Beyond shopping and dining, the mall provides a wide range of sports, entertainment, and leisure activities for all ages. The introduction of Bengaluru’s largest cinema, the PVR INOX 14-screen multiplex, adds a unique touch to the entertainment lineup. With a state-of-the-art infrastructure spanning over 13 acres and 1.20 million square feet of retail space, Phoenix Mall of Asia seamlessly blends luxury and leisure, ensuring every visit is a memorable experience.

Zoho Schools Of Learning Celebrates Its 20th Anniversary, Announces New Campuses In Tharuvai And Kumbakonam

Zoho, the global technology company headquartered in Chennai, on the occasion of the 20th anniversary of Zoho Schools of Learning (ZSL), announced the expansion of the programme to two new locations in Tamil Nadu–Tharuvai and Kumbakonam. With this strategic expansion, the programme strengthens its efforts to bridge the skill gap by providing practical and hands-on training to young students in Tier 2 towns.

Zoho Schools of Learning started in 2005 with just six students and two teachers, as an alternative to college education. It provides a two-year training programme for high school graduates, which includes a one-year internship at Zoho. The programme does not charge a fee but instead offers a stipend to the students, enabling them to focus on their education without financial stress. Currently, the programme receives around 20,000 applications annually from around the country. To date, ZSL has produced 2000+ graduates who make up over 10% of Zoho Corporation's workforce.

"We started Zoho Schools of Learning with a belief: traditional college education was not preparing the students for the workforce. What began as a modest experiment with just a few students has now evolved into a sought-after alternative to college for students across the country. We are seeing results of this effort, as our alumni contribute meaningfully in various roles at Zoho–from taking up leadership positions to getting involved in deep-tech R&D projects and leading product development. Our commitment to valuing merit over credentials continues to prove that genuine talent flourishes when given opportunity, regardless of formal qualifications. The past 20 years have taught us valuable lessons on how we should engage with our students contextually, teaching them relevant skills in an experiential environment. At Zoho, we continue to learn with ZSL," said Rajendran Dandapani, Director of Technology at Zoho and President of Zoho Schools of Learning.

Schools of Learning

Two decades ago, ZSL launched with just one specialisation—School of Technology—to train for software engineering. The programme has expanded over the years to include a School of Design, School of Business, School of Graduate Studies, and School for Advanced Study. Currently, ZSL has two campuses: the Chennai campus trains around 200 students and has all the schools, while the Tenkasi campus, which trains 80 students, has the Schools of Technology and Business. The Tharuvai campus will host the Technology and Business Schools and the Kumbakonam campus will start with the School of Technology. The new campuses will start with a batch of 15-20 students each.

ZSL also runs the Marupadi programme to train women who have had to leave work for a variety of reasons and now want to rejoin the workforce. Marupadi currently offers three courses: software development, software testing, and technical writing. Since its launch in 2022 , a total of 60 women have completed training through this programme, of which 50 have found placements within Zoho.

Each school is designed to equip students with the practical skills required in today’s job market, including keeping pace with the latest industry trends. The programme continuously updates its curriculum to ensure alignment with industry needs. For example, initially, theoretical foundations and traditional programming for standalone applications and basic web development were the focus. However, as engineers now need multi-disciplinary skills that bridge hardware, software, and data-driven problem-solving, Zoho School of Technology has modernised its approach by embracing contemporary programming languages such as Go, Swift and Kotlin. It has also incorporated open-source tools, and aims at fostering interdisciplinary learning, focussing on design thinking and user experience. This comprehensive strategy aims to nurture graduates to not only be technically proficient but also adapt to the evolving technological landscape, ensuring they are truly industry-ready.

"As AI is reshaping the way we work, we are once again adapting ourselves," said Rajendran Dandapani. "AI technology is advancing at such a fast pace that we can neither be proactive nor reactive. Instead, we are focussing on developing critical skills such as learning to ask the right questions and assessing the quality and validity of the answers AI generates. These skills will be needed regardless of the direction in which AI evolves.”

Fostering a culture of self-learning

ZSL follows a hybrid teaching approach. While lectures with faculty remain a core element, the programme also incorporates group discussions and a flipped classroom environment, wherein students are encouraged to self-learn or learn with help from peers while being guided by teaching assistants. Students can choose an exam-free evaluation category, if they prefer. In recent years, alumni have started offering personalised, one-on-one mentorship to graduates.

With its unique blend of practical experience, skill-based learning, and a focus on industry relevance, Zoho Schools of Learning remains committed to shaping the next generation of professionals ready to thrive in today’s ever-evolving workplace.

Student Quotes

"I grew up in a small town. As the son of a daily wage worker, supporting our family of three—my father, sister, and myself—was our primary concern. After graduating from the Government Higher Secondary School in Pullukattuvalasai, I enrolled in Zoho Schools in 2015, and that became a turning point for me. During the training, I not only learned programming and logical thinking but also realised the immense possibilities that existed for me. What might have been a future in local jobs transformed into a career at Zoho Desk that has sustained me since 2016. Through the mentorship of teachers, managers, and colleagues, I have gained not just technical skills but also the confidence to reimagine my life. Today, I own a home, support my family financially, and fund my sister's education. Zoho Schools didn't just change my career trajectory; it gave me financial stability, a capacity for self-learning, and a belief that I could accomplish anything," said Kumaresan M., Member Technical Staff, Zoho Desk (ZSL Batch: 2015-2017)

"Being a weaver's daughter, pursuing higher education seemed financially out of reach for our family. I hesitated given that it would have added another burden on my parents' shoulders. Zoho Schools opened an unexpected door for me. Beyond the financial support, which was certainly meaningful, the programme gave me space to develop both technical skills and personal confidence. During training, I gradually overcame my shyness and discovered abilities I had not recognised in myself. Without this opportunity, I would have likely taken a conventional undergraduate path and accepted whatever employment came my way to help support my family. Most probably would have chosen something non-technical. Instead, Zoho Schools provided an alternative that allowed me to build specialised skills while still fulfilling my family responsibilities. The professional growth and learning opportunities I have experienced since joining have helped me develop a career I would not have imagined possible. This journey has shown me that with the right support and education, even someone from modest beginnings can find their way into the technology field," said Nivetha Ganeshan, Member Technical Staff, Zoho Desk (ZSL Batch: 2016 - 2018)

"The path that led me to becoming a Visual Designer at Zoho was nothing short of ordinary. I hail from a village near Madurai, Kulamangalam. After completing 12th standard, I found myself at a crossroads. Due to financial constraints, pursuing a college education was simply not an option. Like many others in my situation, I was preparing to take up painting work on construction sites just to make ends meet. At 19, I took a chance and applied for Zoho School of Design, driven by my passion for drawing and some basic design skills. It was not just about gaining skills; it was about transforming my mindset, lifestyle, and future. Today, I look back with immense gratitude. What started as a small opportunity turned into a stepping stone toward a career I love," said Yogeshwara Pandian, Visual Designer, Zoho Payments (ZSL Batch: 2022-2024).

With key Members Exiting; Is WHO Losing Relevance? Will India Reconsider Its Position?

*  A turning point for reclaiming the right to health sovereignty in the Global South: In the new world order, countries choose progressive affiliations underscoring people centric regulations

Across the world, trust in the World Health Organization (WHO) is being re-evaluated. The United States’ decision to walk away from the institution marked a turning point, prompting countries like Argentina, Hungary, and Russia to reconsider their ties. Critics argue that WHO is no longer functioning as a neutral health body, but one increasingly shaped by a few powerful donors and external interests.

This points to a broader problem: a global health system that often sidelines national realities, resists adaptive policymaking, and places ideology over practical outcomes. For a country like India—home to 1.4 billion people with diverse health challenges—that rigidity is a serious constraint. India has a track record of charting its own course. During the HIV/AIDS crisis, it stood firm against multinational pressure to provide affordable generics—redefining global access. India’s polio campaign succeeded through local innovation and community-led outreach, not imported frameworks. And during the COVID-19 pandemic, India not only developed its own digital vaccination platform (CoWIN) but also led the global call for a TRIPS waiver to ensure vaccine equity. These aren’t just health success stories—they are blueprints for health sovereignty.

Nowhere is this more evident than in tobacco control, where global policy has become heavily donor driven. Post the U.S. withdrawal, the Bill & Melinda Gates Foundation and Bloomberg Philanthropies have emerged as the largest funders of global tobacco control—surpassing even major state contributors like China—with the Gates Foundation providing $616 million and Bloomberg Philanthropies contributing $1.58 billion since 2005. India’s tobacco policy landscape reflects how these global imbalances are playing out in real time. With over 267 million users—many of whom rely on smokeless or informal products—India has one of the world’s largest and most diverse tobacco-using populations. Yet despite this complexity, over the past decade, the country has adopted multiple policies under the WHO’s Framework Convention on Tobacco Control (FCTC)—often shaped by external influence rather than local evidence. The outcomes remain underwhelming. While India generates over Rs 76,000 crore annually in tobacco taxes, only ?5 crore was allocated to cessation in 2024–25—revealing a major disconnect between the scale of the issue and the response. Enforcement is inconsistent, support systems are underdeveloped, and lower-risk alternatives remain banned—even as scientific evidence grows in their favor. This disjunction between policy and outcomes raises an important question: are global tobacco control frameworks adequately serving India’s public health goals—or merely reinforcing a standard that benefits a few while ignoring on-ground realities?

Prof Dr Konstantinos Farsalinos, Cardiologist and most-cited harm reduction researcher in Greece stated, “Today we still have 1.2 billion smokers in the world and that big countries like India and Brazil are deprived of the opportunity to engage in a risk reduction strategy and deprive smokers of their right to less harmful alternatives is a serious issue. It has nothing to do with science, because science is quite clear. And that raises a lot of ethical questions about why smokers are not given what they need and what they deserve.”

As India envisions an Atmanirbhar Bharat, this self-reliance must extend to public health policymaking. That includes advocating for a greater voice representing Global South in setting international health priorities, encouraging more flexible, context-sensitive implementation agendas. India should demand that global funding mechanisms complement, rather than override, national expertise and evidence. Furthermore, investing meaningfully in domestic public health infrastructure, particularly tobacco cessation, harm reduction and fostering structured public-private participation—encompassing voices from Indian industry, research institutions, civil society, and state health systems; to create context-aware, sustainable solutions rooted in India’s realities.

The world is at a crossroads—and so is India. This is not about walking away from multilateralism, but about stepping into a leadership role that better reflects who we are and what we need. If global frameworks are to truly serve the Global South, they must be shaped by those who live and lead in it. And there is no better moment—or country—than now, and India, to begin that shift.