Biodiversity loss demands urgent global action, says UN chief

In a message marking Thursday’s International Day for Biological Diversity, the UN chief raised alarm over the “lightning pace” of degradation of the natural world.

Biodiversity is the bedrock of life and a cornerstone of sustainable development,” Mr. Guterres said.

Yet humanity is destroying biodiversity at lightening pace, the result of pollution, climate crisis, ecosystem destruction and – ultimately – short-term interests fuelling the unsustainable use of our natural world.”

He stressed that no country, “however rich or powerful,” can address the crisis in isolation, nor thrive without the ecological richness that defines life on Earth.

Alarm bells ringing

The International Day comes amid stark concern for the future: one million species are at risk of extinction, 75 per cent of land ecosystems and two-thirds of marine environments have been significantly altered by human activity.

Furthermore, if current trends continue, progress towards eight of the 17 Sustainable Development Goals (SDGs) could be jeopardized.

Mr. Guterres called for urgent implementation of the Kunming-Montreal Global Biodiversity Framework, the landmark agreement adopted to halt and reverse nature loss by 2030.

This includes delivering on national biodiversity action plans, scaling finance for conservation, shifting harmful subsidies, and supporting local communities, Indigenous Peoples, women and youth.

Live in harmony with nature

Biological diversity underpins food security, livelihoods, health and climate resilience.

Roughly three billion people eat fish for 20 a per cent of their animal protein intake, and 80 per cent of rural populations in developing countries rely on plant-based medicine.

Yet the destruction of natural habitats is also increasing the risk of zoonotic disease transmission, making biodiversity preservation a key factor in global health.

Living in harmony with nature and sustainable development is humanity’s path to a better world for all,” Mr. Guterres said, echoing this year’s theme.

“Together, let us take it.”

The International Day

The UN officially designated 22 May as the International Day for Biological Diversity in 2000 to increase understanding and awareness of biodiversity issues.

The date marks the adoption of the Convention on Biological Diversity in 1992.

BharatPe Group Reports Rs 209 Crore EBITDA Loss in FY24, Marks Key Turnaround

Fintech firm BharatPe Group announced its financial results for FY 2023-24 on Wednesday, revealing a consolidated EBITDA loss (before share-based payment expense) of Rs 209 crore for the fiscal year. While still in the red, the company has significantly narrowed its losses compared to the Rs 826 crore EBITDA loss it posted in FY 2022-23, signaling a positive shift in its financial performance.

According to BharatPe, its revenue from operations saw a robust 39% year-on-year (YoY) growth, rising from Rs 1,029 crore in FY23 to Rs 1,426 crore in FY24. Additionally, the company managed to halve its consolidated loss before tax, which dropped from Rs 941 crore in FY23 to Rs 474 crore in FY24.

BharatPe’s growth was particularly notable in its merchant lending business. The company’s average merchant lending portfolio, fueled by loans originating through its platform, grew by 40% compared to the previous year. This growth underscores BharatPe’s expanding role in providing credit access to small and medium-sized businesses, a key driver of its business strategy.

The company also highlighted strong demand for its soundbox devices, a key product in BharatPe’s offerings that has gained significant traction in the market during FY24.

Reduced Cash Burn and Turn to Profitability

BharatPe reported a sharp reduction in its cash burn, cutting it by 85% on a YoY basis. This improved cash management, along with other operational efficiencies, played a crucial role in moving the company closer to profitability.

In a major milestone, BharatPe turned EBITDA positive in October 2024, marking a significant achievement for the fintech firm. Commenting on the financial performance, BharatPe CEO Nalin Negi said, “FY24 was a milestone year for us as BharatPe turned EBITDA positive. We also considerably reduced our cash burn, positioning ourselves to build a sustainable and profitable business.”

Negi attributed the company’s progress to strategic partnerships with financial institutions, which have expanded BharatPe’s lending capabilities. “We have been able to partner with renowned financial institutions to extend credit access to merchants, validating our business model,” Negi added.

New Focus Areas and Future Outlook

BharatPe continues to diversify its product offerings and strengthen its position in the competitive fintech landscape. Negi outlined the company’s future plans, which include expanding its lending vertical, launching new products across POS (point-of-sale) solutions, and scaling its soundbox devices. BharatPe is also ramping up efforts in its consumer payments vertical, further diversifying its revenue streams.

In line with this strategy, BharatPe rebranded its PostPe app, transitioning it into the broader BharatPe ecosystem, signaling its entry into the consumer payments space. This move represents the company’s intent to build a more integrated and user-centric financial platform.

Funding and Investor Backing

BharatPe has successfully raised over $583 million in equity to date, with backing from several prominent global investors. These include Peak XV Partners (formerly Sequoia Capital India), Ribbit Capital, Insight Partners, Amplo, Beenext, Coatue Management, Dragoneer Investment Group, Steadfast Capital, Steadview Capital, and Tiger Global.

The company’s robust funding and investor support reflect confidence in BharatPe’s business model and growth potential. With a focus on sustainable growth, the fintech firm aims to consolidate its position in the fast-growing Indian digital payments and lending market.

As BharatPe continues to drive innovation and expand its offerings, the company is on track to further strengthen its financial performance, setting the stage for sustained growth and profitability in the coming years.

US Dockworker Strike Paralyzes 36 Ports; Impact and Possible Future Scenarios

The United States is currently in the throes of the largest dockworker strike in nearly half a century. The International Longshoremen’s Association (ILA), representing 45,000 port workers from Maine to Texas, has initiated a significant stoppage. The first of its magnitude since 1977, the strike has resulted in long lines of container ships queuing up outside major U.S. ports, threatening shortages of everything from bananas to auto parts.

The strike was triggered by a breakdown in negotiations for a new six-year contract between the ILA and the United States Maritime Alliance (USMX), the employer group representing the port owners and shipping companies. The ILA is seeking a significant pay raise and commitments to halt port automation projects, which the union believes will lead to job losses. The USMX had offered a 50% pay increase, but the ILA considers this insufficient.

As the strike entered its third day, at least 45 container vessels that had been unable to unload had anchored up outside the strike-stricken East Coast and Gulf Coast ports. This was a significant increase from just three before the strike began. Many vessels seem to have decided to wait it out, possibly hoping for a prompt resolution to the strike action.

The International Longshoremen’s Association (ILA) has halted the U.S. supply chain with the largest dockworker strike in nearly half a century. As port workers from Maine to Texas walk off the job, the reverberations are already being felt, and the stakes are growing.

Immediate Impact: A Deepening Logjam

In just three days, the number of container ships anchored outside East Coast and Gulf Coast ports has skyrocketed, with 45 vessels now stranded, a sharp rise from the pre-strike three. This figure is expected to double before the week’s end, creating a cascading backlog that could take months to untangle.

Goods ranging from fresh produce to essential auto parts are stalled, with no immediate resolution in sight. While West Coast ports remain an option, rerouting through the Panama Canal is costly and time-consuming, further exacerbating global shipping delays.

Retailers have been bracing for impact. The U.S. economy could see a chilling effect as the $5 billion daily cost of the strike piles up. Although economists suggest companies front-loaded key imports in anticipation of labor unrest, a prolonged disruption would ignite supply shortages, especially for food and perishable goods.

The National Retail Federation, already warning of “devastating consequences,” is pushing for immediate federal intervention.

Political Calculations: Biden Walks a Tightrope

With the strike happening under the watch of a pro-labor president, the Biden administration finds itself in a precarious spot. While the president has aligned with the union, urging employers to sweeten their offer, political ramifications loom large.

The administration’s reluctance to use federal authority to break the strike, citing long-term economic recovery goals and labor support, could alienate business leaders and voters grappling with inflation.

Yet, invoking the Taft-Hartley Act, which would force workers back to the docks, carries risks. Such a move, particularly ahead of the November election, could harm Democratic support among labor groups. The balance between addressing immediate economic concerns and long-term political calculations remains razor-thin.

The Ripple Effect: Supply Chain and Consumer Prices

If the strike drags on, the economy could face another inflationary wave, particularly in food prices. While some sectors remain insulated by preemptive shipping, others will not be so fortunate. A prolonged stoppage would hike shipping costs, which could be passed down to consumers already weary of high living expenses.

Economists are cautious about drawing parallels to previous disruptions, as the strike now hits during a period of heightened inflationary pressures. Consumer sentiment, already fragile, could suffer if essentials become more scarce and expensive, setting the stage for a political and economic standoff.

What’s Next: Automation or Appeassement?

The strike raises key questions about the future of labor relations in the U.S. economy. Automation has emerged as a flashpoint in negotiations, and with the ILA calling for a halt to port automation projects, the outcome could define the scope of labor’s influence on technological advancements.

For now, the supply chain stands at a crossroads. If no deal is reached, the possibility of intervention, economic fallout, and a lasting labor standoff could leave scars that extend well beyond the ports.

Whether the ILA and USMX find a middle ground or continue to dig in will determine the scale and scope of the economic damage. One thing is certain: the stakes are high, and the clock is ticking.

‘Worst is over’, says Byju Raveendran after FY22 results

New Delhi, Sep 16 (IANS) After six stressful and tough learning months, Byju Raveendran is back in the game, consolidating the loss-making acquisitions like WhiteHat Jr and optimising the rest, while doubling down on opening more physical tuition centres. According to him, “the worst is finally over” and there is only “growth ahead” as seen in the company’s FY22 financial results.

The edtech company with nearly $22 billion valuation went through an ordeal as it delayed the audited FY21 financial reports for nearly 18 months, inviting government scrutiny and serious questions from the public.

The FY21 report is out, with massive losses to the tune of Rs 4,500 crore, while BYJU’s needs to pay the rest of the acquisition amount (about Rs 2,000 crore) to global VC firm Blackstore in the $950 million Aakash acquisition by September 23.

Raveendran told IANS that he is not worried at all about paying the rest of the acquisition money as the core education business is doing excellent and the company has a healthy cash reserve of more than $1 billion.

“The losses that you see in FY21 is because 40 per cent of the revenue got deferred on account of two things: revenue recognition change because of streaming revenue getting recognised over the period of consumption of the product,” Raveendran explained in a free-wheeling interview.

He said that the other reason for the audit delay was that EMI or credit sales were getting recognised after the complete significant collection was done.

“There are the main reasons for audit delay, apart from the initial reasons like Covid and then the complexity of our business moving from a single product, single geography offering to multi-product, multi subsidiary offering across the world,” emphasised Raveendran, adding that while the revenue got pushed out, the cost expenses during the financial year did not.

In 2007, he founded the test preparation business Byju’s Classes, and in 2011 Raveendran founded BYJU’s with his wife, Divya Gokulnath.

Last year, he went on an acquisition spree. The edtech unicorn made at least 10 acquisitions for a cumulative transaction value of about $2.5 billion — including Delhi-based offline test preparatory services provider Aakash for $950 million.

Raveendran said that loss-making acquisitions like WhiteHat Jr, the beleaguered coding platform BYJU’s acquired for $300 million, are now being consolidated.

“WhiteHat Jr is underperforming as it has a very high marketing cost attached to it. This is one of the businesses where we are seeing Covid pull-back. We have the structural challenges as it has an inefficient cost structure,” he told IANS.

Raveendran said that they don’t have the product challenge with WhiteHat Jr as they added Maths with coding on the platform.

The edtech major clocked gross revenues of nearly Rs 10,000 crore in FY22, leaving its investors happy and Raveendran, a relieved man.

“From here on, we will double down on growth as our core business is booming. Both Aakash Institute and Great Learning are doing excellent and have doubled their revenues,” Raveendran stressed.

In June, BYJU cut at least 600 jobs — asking 300 employees at its Toppr learning platform and another 300 at coding platform WhiteHat Jr to go.

On any future job cuts, Raveendran said that apart from getting rid of few redundant roles and some functions becoming optimised, BYJU’s is actually hiring more people while absorbing the right mix of workers into other products.

“We today have 50,000-plus employees, that’s up from 20,000-plus 18 months back. The total number of employees in the ecosystem is growing. Several new functions and initiatives have been created where we are hiring a lot of teachers, because of the hybrid learning centres like Akash which are really growing well,” the BYJU’s CEO told IANS.

He said BYJU’s is hiring at least 1,000 employees on a month-to-month basis, even more.

Raveendran is confident that the remaining amount in the Aakash deal will reach Blackstone soon, as he charts a new course for BYJU’s in months to come, as the next big funding raise is in the offing.

IRCTC not issuing invoice, causing huge loss to exchequer: Tax consultant

Chandigarh, Sep 16 (IANS) The Indian Railway Catering and Tourism Corporation (IRCTC), a public sector undertaking under the Ministry of Railways, is causing loss to the exchequer by not issuing invoice to the consumers for eatables sold within trains, a tax consultant said on Friday.

In a letter to Union Finance Minister Nirmala Sitharaman, Chandigarh-based tax consultant Ajay Jagga said the Supreme Court recently issued notices to the Central government on a plea seeking to plug existing loopholes in the GST system.

The IRCTC, which is selling food in the trains, appears to be a similar entity causing huge loss to the exchequer, he said.

He said he travelled in Shatabdi Express to New Delhi from Chandigarh on Thursday. While travelling, he ordered a cup of tea and paid Rs 20 for this.

Later he asked for an invoice. On his insistence, an invoice of Satyam Caterers Private Ltd was issued.

One cup of tea sold without invoice results in a GST loss of Re 1, he said. “Imagine other items like cold drinks, chocolates and food booked within the train without issuing invoices,” Jagga, a former member of the Tax Intelligence Unit, told IANS.

Also, he said, the waiters were charging food amount in the bill but not issuing the invoice to the consumers.

“The working of IRCTC waiters and other staff is causing huge losses to the exchequers. On one hand, we are penalizing shopkeepers for not issuing bills and on the other the IRCTC is not issuing bills and the number of such transactions, pan-India, would be in lakhs everyday,” said his letter.

Earlier, in a letter to the Union Finance Minister, he had said the Centre should issue necessary advisory to all states that restaurants should stop charging unjustified extra cost, which was being imposed on consumers for items such as pastry, cake, etc.

Coca-Cola reports 33% decline in Quarterly earnings due to Coronavirus

The global beverages giant Coca-Cola on Tuesday reported second quarter 2020 results that showed 33% decline in its earnings, though the company is optimistic on strategic actions to emerge stronger from the ongoing coronavirus pandemic.

The Coca-Cola system remained agile in the second quarter, with a focus on maintaining a safe
environment for employees while also providing necessary products and services to consumers, customers and communities during this unprecedented time, said the company.

“I’m proud of the people of the Coca-Cola system as we continue to adjust and accelerate our strategies in this fastchanging landscape,” said James Quincey, chairman and CEO of the Coca-Cola Company. “We believe the second quarter will prove to be the most challenging of the year; however, we still have work to do as we drive our pursuit of ‘Beverages for Life’ and meet evolving consumer needs.”

Highlights of Quarterly Performance

Revenues: Net revenues declined 28% to $7.2 billion. Organic revenues (non-GAAP) declined 26%. Revenue performance included a 22% decline in concentrate sales and a 4% decline in price/mix. The revenue declines were primarily driven by pressure in away-from-home channels, which represent approximately half of the company’s revenues.
Margin: Operating margin, which included items impacting comparability, was 27.7% versus 29.9% in the prior year, while comparable operating margin (non-GAAP) was 30.0% versus 30.3% in the prior year. Operating margin contraction was primarily driven by top-line pressure and currency headwinds, partially offset by effective cost management.
Earnings per share: EPS declined 32% to $0.41, and comparable EPS (non-GAAP) declined 33% to $0.42.
Market share: The company lost value share in total nonalcoholic ready-to-drink (NARTD) beverages as an underlying share gain was more than offset by negative channel mix due to pressure in away-from-home channels, where the company has a strong share position.
Cash flow: Year-to-date cash from operations was $2.8 billion, down 38%. Free cash flow (non-GAAP) was $2.3 billion, down 40%.

Business Environment 

Since the company’s last earnings update in April, global unit case volume trends have improved sequentially, from a decline of approximately 25% in April to a decline of approximately 10% in June. Unit case volume for July month-to date was down mid single digits globally. Performance has been driven by improving trends in away-from-home channels, along with sustained, elevated sales in at-home channels.


While the company believes the second quarter will be the most severely impacted quarter of the year, given the ongoing uncertainty surrounding the coronavirus pandemic and levels of lockdown, the ultimate impact on full year 2020 results is unknown. The company’s balance sheet remains strong, and the company is confident in its liquidity position as it continues to navigate through the crisis.

Despite the high degree of uncertainty, the company said it is committed to emerging stronger by gaining share and consumers, maintaining strong system economics, strengthening its reputation with stakeholders and positioning the organization to win in the new reality.

CSR Activities

The Coca-Cola Foundation has partnered with the world’s largest humanitarian network,
the International Red Cross and Red Crescent Movement, and supported programs in more than 60 countries, reaching an estimated 7.5 million people impacted by the pandemic.

In the first original ad during the pandemic for brand Coca-Cola, the company offered “The Great Meal” that features 13 real households in eight countries preparing and sharing home-cooked meals over an ice-cold Coca-Cola, bringing to life the comfort and authenticity of the brand’s connection to food.

However, the company has paused social media activity for July to review policies, including its own, and to hold partners to a higher level of accountability and transparency. The company has committed to spend an incremental $500 million with Black-owned suppliers over the next five years in the United States.

In support of social justice, the Coca-Cola Foundation has contributed $4 million to several initiatives and, to date, the company has contributed an additional $1.3 million through brands Coca-Cola and Sprite.