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Earthquake Of Magnitude 5 Hits Himachal Pradesh
People in Dharamsala and nearby areas ran out of their houses in panic
🇮🇳 인도 · "PANIC" · 총 30건
필터 보기현재 지수
50.0
0 = 부정 우세
50 = 중립
100 = 긍정 우세
최근 7일 기준 6,086건을 분석한 결과, 뉴스 심리지수는 50.0(균형)입니다. 긍정 0건(0.0%)·중립 6,086건(100.0%)·부정 0건(0.0%)이며, 중립 비중이 뚜렷하게 높습니다. 성향 지수는 종합 0.0(중도 균형)입니다.
People in Dharamsala and nearby areas ran out of their houses in panic
More than 15,000 Indian tech professionals returned home from the US in 2025, and 7,300 have already returned this year, driven by layoffs, visa denials, and a job market that's fast becoming a nightmare.
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Claiming that the Modi government is facing an ‘institutional revolt’, the Congress leader says an unprecedented ‘economic tsunami’ is set to hit India as the BJP government had removed protections against international shocks, and its control over institutions has collapsed
A recent USCIS announcement sparked panic by suggesting temporary US residents must return home for Green Card applications, except in extraordinary cases. While the administration later clarified it was a reminder of existing discretion, the episode has created significant uncertainty around the Adjustment of Status process, impacting many immigrants and businesses.
Hyderabad: The blaze began around 1 pm, sending thick plumes of smoke into the sky and triggering panic among local shop owners and commuters.
Accusing Rahul Gandhi of “fear mongering”, Amit Malviya listed several indicators which he said prove that “India is not defenceless”
The BJP has strongly refuted Rahul Gandhi's "economic tsunami" warning, calling it fear-mongering. Party leader Amit Malviya highlighted India's economic resilience with strong indicators like rising E-way bills and FDI, asserting the government has implemented measures to protect citizens and businesses from global shocks, contrasting it with the UPA era's economic vulnerabilities.
Congress leader Jairam Ramesh claimed the "real problem" is that private corporate investment is very tepid within India
The Indian rupee is trading around Rs. 95-96 to the dollar in late May 2026, setting fresh record lows. Markets are openly discussing the Rs. 100 threshold. The rupee has weakened in almost every year since 2014 and has lost approximately half its value against the dollar over that period. The end of this currency depreciation is not in sight. The factors that would stop it are not yet visible.The government is acting. State run oil companies have implemented four fuel price hikes in ten days as of May 25, taking petrol in Delhi past Rs. 102 per litre. This is the right and necessary response to the energy cost reality created by the Iran war. Crucially, the Modi government has also done its part on the macroeconomic front, consistently and aggressively reducing the fiscal deficit as a percentage of GDP to maintain structural stability.Yet, the currency pressure persists. The energy price impact has not yet fully reached Indian consumers and supply chains. It is coming.Uday Kotak said it plainly at the CII Annual Business Summit on May 12: "Be ready for tough times rather than waiting for the shock to hit us." He was right.Also read | Manufactured monopoly: How industrial policy is structuring monopolies in IndiaThis is not a time to panic. But it is a time to act. The leaders who move now will have options. Those who wait will not.The Overriding Factor: The Psychology of the PlayersWhy is the currency declining despite strong domestic fiscal discipline? Because exchange rates are not driven by mathematical models alone. The currency decline is highly affected—and accelerated—by the psychology of all players engaged in this endeavor.Currency movements are deeply behavioral. When a currency visualizes a downward trend, psychology shifts from calculation to self-protection and speculation. Every player in the ecosystem operates under this psychological weight:Corporate CFOs and Treasurers: Instead of hedging normally, they rush to cover future dollar liabilities early, hoarding hard currency and inadvertently worsening the scarcity.Foreign Investors: They begin to judge their returns not by the quality of Indian business operations, but by the eroding value of the conversion rate.Importers and Exporters: Importers advance their payments to avoid paying more tomorrow; exporters delay converting their dollar earnings back into rupees, waiting for a "better" rate. This collective psychology creates a self-fulfilling prophecy.Investors, CFOs, and FDI decision makers extrapolate what is happening now into the future. When they see a currency that has lost approximately half its value since 2014 with no clear floor in sight, their psychological pivot alters market realities.Also read | India tightens checks on overseas flows as currency pressure mounts, sources sayThe cascading timeline of Foreign Portfolio Investor (FPI) equity behavior perfectly mirrors this psychological shift from rational evaluation to systemic risk aversion:2024 (The Calculation Phase): Rupee averages Rs. 83-84. FPI flows remain positive (+$12 billion) as investors trade on strong domestic corporate earnings.2025 (The Self-Protection Phase): Rupee slides past Rs. 89. Collective psychology shifts to risk mitigation. FPIs withdraw a record $18.4 billion from Indian equities—the largest annual equity outflow on record.Early 2026 (The Capitulation Phase): Rupee breaks past Rs. 95. Sentiment turns into an outright exit strategy. In the first four months of 2026 alone, outflows have already reached $19.1 billion, completely bypassing the entire previous year's record loss in a fraction of the time.FDI agreements are being signed, but capital is delayed because players are psychologically hesitant to deploy funds into a depreciating asset.The Trap of Hard Currency Debt: A Broken Business Model There is a highly significant and dangerous phenomenon unfolding in India today that requires immediate exposure. For years, a specific class of Indian corporates adopted a regular strategy of borrowing heavily in hard currency (External Commercial Borrowings, or ECBs). Lured by low nominal global interest rates, several of these companies over borrowed, treating cheap dollar debt as a permanent structural advantage.Today, that strategy has become a trap. The compounding effect of a depreciating rupee, skyrocketing hedging costs, and brutal refinancing realities is fundamentally breaking their business models.Consider the mechanics of this crisis:The Hedging Penalty: Leaving dollar debt unhedged is now corporate roulette. However, buying hedges at current rupee levels has become structurally prohibitive. The cost of protection completely wipes out any interest rate advantage.The Refinancing Wall: Billions in foreign debt are coming due. These over-borrowed companies must now refinance their liabilities at a time when the rupee value has materially deteriorated. They are effectively forced to borrow far more rupees just to pay back the same amount of original dollars.The Crushing Cost of Rupee Capital: As these companies try to pivot back to domestic lenders, they face a severe escalation in their rupee cost of capital.The Growth Verdict: When your cost of capital spikes and your cash flows are consumed by servicing legacy dollar debt, future growth stops. Capital expenditure (CapEx) plans are being frozen. These companies can no longer invest in innovation, capacity, or market expansion. Their business model shifts overnight from aggressive value creation to basic survival. Boards must realize that this is not a temporary treasury headache; it is a structural threat to the company’s future viability.India's forex reserves stand at approximately 10 to 11 months of import cover. Substantial, but being actively deployed to defend the currency. Some imports are non-negotiable: oil, critical inputs, components. These will now cost more. That cost passes through every supply chain.Six Actions for Business Leaders1. Protect your cash and liquidity first. This is the most immediate priority. Map your cash position today. Identify every source of liquidity across the next twelve months. Stress-test it at Rs. 100 and beyond. Which receivables are at risk? Which credit lines are rupee-denominated and which are not? Companies that run into a cash crisis during a currency depreciation cycle lose their options entirely. The CFO must own this analysis and present it to the board within days, not weeks.2. Act now on your foreign currency borrowings, hedging, and refinancing. Do not assume the rupee will recover to Rs. 80. Analyse your full foreign currency exposure across the next three years: every loan, every refinancing date, every hedging contract, every procurement price denominated in foreign currency. Hard currency loans now face refinancing at rupee values that have materially deteriorated. Model every scenario at Rs. 100 and beyond. Your CFO, treasury, and procurement team must be aligned on one instruction: do not run into a liquidity crisis. This analysis must happen now, not at the next quarterly review.3. Build a war room. Most companies have begun thinking about war rooms for supply chain disruptions. Expand the mandate. Currency exposure belongs in the same room. Which of your costs are dollar or euro denominated? Which of your revenues are rupee denominated? Where is the mismatch? What is your break-even exchange rate? If you do not have clear answers today, you are exposed. The war room is not a committee. It is a real-time decision environment with live data, a clear owner, and the authority to act.4. Use the currency depreciation advantage: double your export salesforce. A weaker rupee makes Indian exports more competitive. This window will not stay open indefinitely. Double the salesforce in your export markets now. Use this period to upgrade quality, improve service delivery, and build customer relationships that will last beyond the currency advantage. Indian exporters who invest in capability during this period will emerge stronger regardless of what the rupee does next. Those who simply ride the price advantage without building the underlying business will lose when conditions change.5. Watch your stock and your sector. Banks and financial institutions should already be on high alert. Companies with large foreign currency exposure will see pressure on their financials. Some stock prices are already reflecting this. Go through your sector company by company. Identify who is most exposed. If you are an investor or a lender, this analysis is not optional. The combination of currency depreciation, rising oil prices, and FPI outflows creates a compounding pressure that will surface in earnings before it surfaces in headlines.6. Cut costs aggressively. AI will help. There has never been more urgency to reduce costs than now. And there has never been a better tool to do it. AI can cut most operational costs by as much as 30% across functions: procurement, finance, customer service, logistics, and compliance. McKinsey data confirms companies adopting AI and automation reduce operational costs by 20 to 30 percent. This is not a future opportunity. It is a present imperative. Every rupee of cost removed through AI is a rupee that does not need to be recovered through revenue in a deteriorating currency environment. Start now with your highest-cost functions.The CFO as CaptainCurrency risk is a cash flow risk. Every function that touches foreign currency—procurement, treasury, sales, capex planning— must now report into a single coordinating authority. That authority is the CFO. This is not about hierarchy. It is about clarity. In a currency crisis, fragmented decision-making is as dangerous as wrong decision making. One captain. One consolidated view. Weekly reviews minimum.The Bigger PictureThis currency depreciation is a structural signal, not a cyclical one. India's economy must move from a cheap labour advantage to genuine global value creation.The companies that will survive and thrive are those building products and services that command premium prices in global markets. The rupee's weakness is a reminder that competing on cost alone has limits.The recently concluded trade agreements are a genuine opportunity. Execute them with full force. Build the export pipelines. Add the sales capacity.The businesses that move now, with discipline and clarity, will manage market psychology, navigate the debt trap, and define the next chapter of Indian industry.The shock is coming. Prepare before it arrives.Ram Charan is the author of China’s 90% model. It is restricting India’s industrial progress. Former Director of Hindalco and Muyuan (China).
The state government is also operating 100 'Pink buses' for women passengers in six major cities. These are equipped with CCTV cameras, GPS and panic buttons.
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CBSE had earlier postponed the launch of post-result services from May 29 to June 1 to strengthen infrastructure and ensure a smooth application process.
For Gujarat Titans, this was supposed to be Ahmedabad's night.Instead, it became an Ahmeda-bad evening for Shubman Gill's men.Also Read: RCB win IPL for 2 straight years, but this player has created a hat-trick of winsOn a stage draped in blue, in front of a crowd willing the home side towards a second IPL crown, Royal Challengers Bengaluru once again arrived like champions who no longer carry the burden of history. They carried certainty. They carried belief. And, as they have so often over the last two seasons, they carried Virat Kohli.Chasing a modest but tricky 156, RCB were never reckless. They were relentless. Kohli, the grandmaster of the chase and the heartbeat of this franchise, produced yet another knockout innings, crafting a half-century that sucked the anxiety out of the contest and the hope out of Gujarat's defence. It was not his most explosive knock. It did not need to be. It was a classic Kohli pursuit — measured, intelligent and utterly inevitable.The numbers will show another fifty. The final will remember much more than that.For a franchise that spent nearly two decades being cricket's great unfinished story, this felt like the final confirmation that last year's title was not an emotional one-off. This is now a team that understands how to win the biggest games. Two titles in two years is not a breakthrough. It is the beginning of a legacy.Yet Gujarat refused to make it easy.After being restricted to 155, a total that always felt 20 runs short on a placid Ahmedabad surface, the Titans fought with the stubbornness that has defined much of their short IPL history. Rashid Khan, magnificent as ever, dragged the contest deeper than it deserved to go. His spell was a reminder that class survives even when the scoreboard does not cooperate. Every wicket he took briefly reignited belief. Every dot ball lifted the noise levels.Also Read: Rohit, Dhoni, Hardik: When IPL's biggest names couldn't deliver this seasonAnd then there was Rajat Patidar — the quiet captain who has turned Royal Challengers Bengaluru from cricket’s great underachievers into a title machine.A year after leading RCB to their long-awaited maiden IPL crown, Patidar is set to script history again, becoming only the third captain after MS Dhoni and Rohit Sharma to guide a franchise to back-to-back IPL titles. If last season was about breaking an 18-year curse, this one has been about building a champion's mentality.Patidar’s numbers do not scream for attention, but his captaincy has. RCB topped the league stage, steamrolled Gujarat Titans in Qualifier 1, and entered the final carrying the assurance of a side that no longer panics under pressure. The 31-year-old has fostered a dressing-room culture built on clarity and calm, repeatedly insisting throughout the season that every game was “just another match” despite the mounting expectations around a title defence.His fingerprints were all over the campaign. Whether it was trusting Josh Hazlewood in crunch overs, backing Krunal Pandya's experience on spin-friendly surfaces, or ensuring Virat Kohli could play the anchor's role without the burden of forcing the pace, Patidar's tactical calls consistently landed. Most importantly, Patidar has managed something few RCB leaders before him could: he has made the franchise feel bigger than its baggage. For years, RCB were defined by near-misses, heartbreaks and dependence on individual brillianceBut Gujarat's bowlers were left carrying a burden that should never have been theirs alone.The real disappointment lay with the batting.Too many starts disappeared. Too many big names drifted through the final without leaving a mark. At no point did the innings gather the momentum expected from a side stacked with stroke-makers and match-winners. The scoreboard moved, but never surged. The pressure remained, and RCB's attack, led by the discipline of Josh Hazlewood and the control of Krunal Pandya, squeezed relentlessly.By the halfway mark, the script already felt familiar.RCB had been the better side for most of the season. They entered the final as favourites. They played like favourites. And when the moment arrived to finish the job, they handed the chase to the one man who has spent nearly two decades making impossible pursuits look routine.Kohli has worn many labels across his career — superstar, run machine, icon, leader.On nights like these, one title fits best- King Kohli.And with another IPL trophy glistening under the Ahmedabad lights, his kingdom just got bigger
Police rushed to the spot and detained four tourists from Punjab, who are now being interrogated.
In an environment where global equities are swinging between optimism around AI-led growth and anxiety over persistent inflation, elevated interest rates, and geopolitical uncertainty, investors are once again being tested, not on intelligence, but on psychology.Charlie Munger’s famous list of “human misjudgment tendencies” is not just a philosophical framework. It is, in today’s market, a practical survival guide.Markets in 2026 are still being shaped by three dominant forces:(1) higher-for-longer interest rates, (2) liquidity concentration in a few mega-cap stocks, and (3) emotionally driven retail participation.Against this backdrop, Munger’s behavioral warnings feel unusually relevant.1. The real enemy is not volatility, but emotional distortionMunger repeatedly warned that investors don’t lose money because they lack information, they lose because they misprocess it.Today’s markets amplify that problem.Every CPI print, Fed commentary, or geopolitical headline triggers immediate overreaction. Investors are constantly pulled between fear of missing out (FOMO) in AI-led rallies and fear of correction during rate jitters.This is a classic combination of:Availability bias (overweighting recent news)Social proof (following crowded trades)Stress-induced reaction (panic buying or selling)In Munger’s language, this is the setup for “avoidable stupidity.”2. “Envy and FOMO” are silently driving modern portfoliosOne of Munger’s strongest warnings was about envy, not as emotion, but as a financial destroyer.In today’s market, envy doesn’t look like jealousy of a neighbour. It looks like:Chasing AI stocks after they’ve already rerated sharplyComparing portfolio performance with index benchmarks dailyAbandoning long-term positions because “others are making faster money”When liquidity is abundant in a narrow set of names, envy becomes structurally embedded in portfolio behaviour. Investors are no longer asking “Is this a good business?” but “Am I missing this move?”That shift is dangerous in a market where leadership is concentrated and reversals can be abrupt.3. The “Lollapalooza effect” is stronger than everMunger described the Lollapalooza effect as multiple biases reinforcing each other into extreme outcomes.Today’s version looks like this:Social media hype amplifies narrativesAlgorithmic flows reinforce momentumPassive inflows concentrate capital into large indicesRetail traders amplify short-term spikesThe result: prices detach from fundamentals faster, and corrections become sharper when sentiment shifts.This is why today’s rallies often feel effortless, but reversals feel violent.4. Overconfidence is rising with “easy market memories”A prolonged period of strong returns, especially in largecap tech, creates what Munger called “excessive self-regard”.Many investors now assume:“Buying dips always works”“Quality stocks never go down much”“The Fed will rescue markets eventually”But in a higher-rate regime, that assumption is no longer guaranteed. Valuation compression risk is real, and earnings must now do more of the heavy lifting.Confidence built in one regime often breaks in another.5. The biggest risk today: avoiding pain too aggressivelyOne of Munger’s less discussed but critical ideas is “pain-avoidance behavior”.In today’s context, it shows up as:Selling winners too early to “lock in gains”Avoiding fundamentally strong but volatile sectorsSitting excessively in cash due to fear of drawdownsIronically, in trying to avoid discomfort, investors often underperform the very market they are trying to survive.6. What works in today’s market: Munger-style disciplineIf we translate Munger’s philosophy into today’s environment, a few principles stand out:(1) Concentrate only when conviction is realNot based on stories, but on durable cash flows and long-term pricing power.(2) Expect volatility as a feature, not a flawEven high-quality companies will see sharp drawdowns in a rate-sensitive world.(3) Reduce decision frequencyMost mistakes come from over-trading emotional signals disguised as “information.”(4) Build a bias checklistBefore acting, ask:Am I reacting to news or value?Am I following the crowd?Would I make this decision in isolation?7. The current market lesson in one lineIf Munger were observing today’s markets, the warning would likely remain unchanged:“The biggest returns still come from avoiding obvious psychological errors, not from predicting the next move.”Bottom lineToday’s markets are not irrational, but they are emotionally amplified. Liquidity, technology, and information speed have not removed human bias; they have accelerated it.That is exactly the environment where Munger’s framework becomes most powerful. Because in the end, investing success is still less about knowing more, and more about misbehaving less.
Kolkata: Gold demand in India slipped about 70% since the government more than doubled import duty from earlier this month, adding to already tepid consumer sentiment amid higher fuel and food prices due to the Iran war.Demand fell to about 7.5 tonnes in the fortnight ended May 27 from around 25 tonnes a year earlier, according to industry estimates. The government increased the import duty on gold to 15% from 6% with effect from May 13."Reports trickling in from jewellers across India shows that there has been a 70% drop in demand after the import duty was hiked," said Surendra Mehta, national secretary of India Bullion & Jewellers Association (IBJA). "The unorganised trade, which comprises 65% of the gold trade, has been worst hit due to the duty hike."Also Read: India's gold import problem may already have a solution at homeJoy Alukkas, chairman of gold jewellery retail chain Joyalukkas, attributed the demand weakness to several factors. "It is not only the high import duty that has dented the demand," he said. "The Prime Minister's appeal to stay away from gold for a year has also impacted consumer sentiment in a big way. At Joyalukkas, we are seeing demand dropping by more than 35%. We are not sure whether it will slip further." 131398034Mehta at IBJA said apart from the gold import duty hike, higher petrol and diesel prices and food items are also weighing on consumer sentiment "as they are not willing to spend on gold now".The effective tax burden on gold, including goods and services tax (GST), has risen to 18.45% from 9.18% after the duty increase. The government raised duties against the backdrop of a weak rupee, elevated crude prices, and geopolitical tensions, while also tightening import rules and capping duty-free imports under the Advance Authorisation Scheme."At present, gold is not in the priority list of consumers," said Mehta. "Moreover, it is now the period of Adhik Maas, when Hindus generally avoid buying anything precious. What is more surprising is that the investment demand for gold has slowed down."Also Read: Kriti Sanon joins GIVA as investor and brand ambassadorThe slump may weigh on investment demand in the second quarter of 2026 after a strong start to the year, said jewellers.Gold Exchange Schemes Take OffIndia's bar and coin demand rose 34% from a year ago to 62.3 tonnes in the March quarter.India consumes about 800-850 tonnes of gold annually. On Friday, gold of 999 purity traded at about ₹1.57 lakh per 10 grams, excluding GST, in Mumbai's spot market.Volumes are weak in south India, traditionally one of the country's biggest gold-consuming markets. Some consumers are also shifting towards lighter and lower-carat jewellery while sales of old gold have risen sharply, according to jewellers. "Consumers are not stretching their budgets," said B Govindan, chairman of Bhima Jewellery. "They are buying whatever fits their budget and therefore choosing lightweight and lower-carat jewellery. On the contrary, there is a huge rush among consumers to sell old gold and take cash back home."Industry executives noted the varied impact of the import duty increase across segments, with many retailers indicating a pause in procurement. "Large chain stores saw a brief period of panic buying after the announcement, driven by expectations of further measures, and while they expect a slowdown in sales, they remain relatively resilient given inventory buffers and continued support from bridal demand," said Kavita Chacko, research head at the World Gold Council (WGC).Mid-sized and regional jewellers are continuing to see demand from affluent customers but are expected to rely more on gold exchange programmes and tighter inventory cycles going forward, she said. "Smaller retailers appear the most vulnerable: already stretched by persistently high prices, they now face added pressure from sales volumes and profit margins," said Chacko.
Defence Minister Rajnath Singh urged the public to avoid panic LPG, assuring them that the government is taking all necessary steps to maintain fuel supplies.
The document, circulated under title “Material for Principals”, provided prepared talking points for them, including instructions to portray board as being “highly proactive”.