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The 30-year old founder of BlackBuck, the online logistics marketplace has achieved massive name, fame and success over the years. Rajesh Yabaji is now a renowned entrepreneur acro

CCEA approves ₹14,926 crore rail expansion adding 3rd & 4th lines on 403-km Ghaziabad–Sitapur corridor to ease congestion, boost freight and cut emissions.

By Arun Kumar Das New Delhi, Apr 18: The central government has approved two multi-tracking rail projects covering 15 districts across the states of Uttar Pradesh and Andhra Pradesh, to increase the existing network of Indian Railways by about 601 Kms. The two projects of the Ministry of Railways are estimated to cost Rs. 24,815 crore. [...] The post Cabinet approves two multitracking rail projects for Uttar Pradesh and Andhra Pradesh appeared first on Business Vibes of India (BVI) .

The Centre on Saturday increased dearness allowance (DA) and dearness relief (DR) by two per cent, over the existing rate of 58 per cent of the basic pay/pension.

The map of Indian Railways is not merely a technical layout of tracks and stations; it is also a map of administrative attention. Where a division is headquartered often determines how swiftly decisions are taken, how sensitively local needs are understood, and how effectively infrastructure is maintained. It is in this context that the present arrangement within the South Eastern Railway (SER) raises a legitimate and long-overdue question: why does Odisha , despite its substantial railway footprint and economic contribution, not host a single division under SER. The numbers themselves are revealing. Odisha accounts for roughly 900 route kilometres—about one-third of SER’s network. By comparison, Jharkhand has around 800 kilometres and West Bengal about 1,050 kilometres within the same zone. Yet both these states host two divisions each, while Odisha has none. This is not merely an anomaly of arithmetic; it reflects a deeper misalignment between railway geography and administrative presence. The implications of this imbalance are far from abstract. Railway divisions are the operational nerve centres of Indian Railways. They influence everything from track maintenance and safety oversight to freight handling and passenger services. When key stretches of track are administered from distant headquarters, a certain lag—sometimes subtle, sometimes significant—inevitably enters decision-making. In a state like Odisha, where railways carry enormous volumes of coal, iron ore, and steel, such distance can translate into inefficiency. Consider the western Odisha belt anchored around Rourkela. This region is not just another segment of the network; it is one of India’s most critical industrial corridors. The Rourkela steel complex, the surrounding mining areas, and the dense freight routes that connect them form a high-intensity operational zone. Yet, administratively, these lines are controlled from outside the state—principally through divisions headquartered in Jharkhand and Chhattisgarh. The case for establishing a Rourkela Division under SER is therefore not a matter of regional sentiment; it is grounded in operational logic. Rourkela already functions as a de facto hub, with significant railway infrastructure, crew bases, and freight activity. Consolidating the Odisha segments of existing divisions—particularly from Chakradharpur and Ranchi—into a Rourkela-based division would bring administration closer to the ground realities it is meant to manage. The argument becomes even stronger when one looks slightly beyond SER’s current boundaries. Important stations such as Jharsuguda Junction and Belpahar fall under the South East Central Railway. These stations lie firmly within Odisha’s industrial landscape and are deeply integrated with the same freight ecosystem that feeds into the Rourkela region. From a purely administrative standpoint, this fragmentation makes little sense. Bringing the Odisha-based stretches currently under Bilaspur into a unified Rourkela Division would create a more coherent and efficient operational unit. It would align administrative control with economic geography, a principle that is often acknowledged but not always implemented. Critics may argue that railway divisions cannot be redrawn merely to satisfy regional aspirations. That is a fair caution. Divisions must be viable in terms of traffic density, infrastructure, and managerial capacity. Yet, in this case, those very criteria strengthen rather than weaken the argument. The proposed Rourkela Division would oversee one of the densest freight corridors in the country, ensuring both viability and strategic importance. There is also a broader principle at stake. Regions that contribute significantly to the railway’s freight earnings—and, by extension, to the national economy—should have a commensurate administrative presence. This is not a question of parity for its own sake, but of ensuring that governance structures reflect ground realities. Odisha’s role in powering India’s industrial growth is well recognised; its absence from the administrative map of SER is therefore difficult to justify. A second division in northern Odisha—around Balasore or Baripada—may also be considered immediately particularly in the context of a slew of new lines sanctioned in Mayurbhanj and Keonjhar Districts and also with the growth of port-led development. Railway reform in India often focuses on speed, technology, and capital investment. Equally important, though less discussed, is the architecture of administration. Aligning divisions with economic and operational realities can yield gains that are both immediate and enduring. In that sense, the creation of Rourkela and Balasore/Baripada Divisions would not merely correct a regional imbalance. It would represent a thoughtful reordering of railway governance, one that brings decision-making closer to the tracks that carry the nation’s economic lifeblood.

Given that structural shifts are playing out – inflation entrenched in global economies and their bond yields much higher than in the previous decade, geopolitical situation flaring up, ongoing trade wars — investors should assess the situation before gearing up for bargain huntingPoints to note before one goes bargain hunting in stocks

Bhubaneswar : Talcher Fertilizer Plant to go for production by December 2027. The Odisha Chief Secretary Ms. Anu Garg has put the project on fast track with an aim to commission it by December 2027. Chairing a review meeting regarding the progress made in the implementation of the plant, here on Friday, the Chief Secretary [...] The post Talcher Fertilizer Plant to be ready by Dec27, put on fast track appeared first on India Whispers .

The projects include 403 km Ghaziabad-Sitapur third and fourth lines in Uttar Pradesh and the 198 km Rajahmundry-Visakhapatnam third and fourth lines in Andhra Pradesh.

The Cabinet Committee on Economic Affairs, in a meeting chaired by Prime Minister Narendra Modi, on Saturday approved two multi-tracking projects of the railways covering 15 districts across Uttar Pradesh and Andhra Pradesh, increasing the existing network of Indian Railways by about 601 kms.

New Delhi, Apr 18 (PTI) The Cabinet Committee on Economic Affairs, chaired by Prime Minister Narendra Modi, on Saturday approved two projects of the railway ministry with a total cost of Rs 24,815 crore. The projects include the 403 km Ghaziabad-Sitapur 3rd and 4th lines in Uttar Pradesh and the 198 km Rajahmundry-Visakhapatnam 3rd and [...]