MAM
Uber appoints Satinder Bindra as first director of comm for India, SA
MUMBAI: Uber India has appointed Satinder Bindra as its first director of communications for India and South Asia.
As a key member of Uber’s regional leadership team, Bindra will be responsible for driving Uber’s reputation forward and delivering against the mission of providing reliable transportation everywhere, for everyone; encompassing internal and external communications, stakeholder relations and community outreach efforts.
Announcing his appointment, Uber SVP for policy and communications Jill Hazelbaker said, “I am thrilled for Sat to join Uber and lead our communications efforts across India and South Asia. Sat brings a truly exceptional collection of experiences encompassing more than two decades and spanning over 70 countries. He is a thought leader, a respected development advocate, humanitarian and campaigner; he is also an author, an award winning journalist, documentarian, and a talented brand ambassador. His appointment reinforces our commitment and continued investment to India, as an absolutely critical global market for Uber.”
Bindra joins from Seabed 2030 where, as its founding project director, he led a first-of-its-kind global movement in collaboration with Japan’s Nippon Foundation, international sea floor mapping experts, governments and the maritime community to map the entire ocean floor in support of the UN’s Sustainable Development Goal #14
Previously, Bindra was the principal director of external relations at the Manila-based Asian Development Bank, the communications director for the United Nation’s Development Program in New York City and the United Nations Environment Programme in Nairobi, Kenya. In addition, he has worked in a variety of senior on air and editorial roles for some of the world’s leading news organisations such as CBS, CNN, CTV, the Canadian Broadcasting Corporation (CBC) and The Canadian Press.
Commenting on his appointment, Bindra said, “I’m honoured to work for Uber, a company that is reshaping technology, changing consumer behaviour and promoting sustainability at an unprecedented scale. In India and South Asia, Uber has a formidable track record of creating economic opportunities, improving social mobility, reducing traffic congestion and improving air quality. I look forward to sharing its exciting story with 1.9 billion South Asians.”
Brands
Nestlé India posts Rs 45,641 crore profit before tax in FY26
Strong cash flow of Rs 50,475 crore offsets higher costs, payouts.
MUMBAI: If there’s one thing brewing stronger than coffee this year, it’s Nestlé India’s balance sheet. The FMCG major closed FY26 with a solid financial performance, serving up steady growth even as costs and cash outflows kept the pressure simmering. For the year ended March 31, 2026, the company reported a profit before tax of Rs 45,641 crore, up from Rs 43,161 crore in the previous year. The numbers reflect resilience in core operations, supported by a strong consumption backbone across domestic and export markets.
Cash, meanwhile, was anything but idle. Nestlé India generated Rs 50,475 crore in net cash from operating activities, a sharp jump from Rs 29,345 crore last year highlighting robust underlying demand and improved working capital efficiency. Inventory reductions alone contributed Rs 2,809 crore, while trade payables rose by Rs 5,878 crore, adding further liquidity support.
But it wasn’t all smooth sailing. On the investing side, the company deployed Rs 8,297 crore towards property, plant and equipment, even as overall investing cash outflow stood at Rs 6,236 crore. Financing activities saw a significant drain, with Rs 31,794 crore flowing out driven largely by dividend payouts of Rs 23,139 crore and repayment of short-term borrowings.
The balance sheet tells a story of expansion with caution. Total assets rose to Rs 1,31,824 crore from Rs 1,21,933 crore, while equity climbed to Rs 51,569 crore, reflecting improved reserves and retained earnings. Cash and cash equivalents surged to Rs 13,205 crore, a sharp rise from Rs 761 crore a year ago, underscoring stronger liquidity despite heavy outflows.
Operationally, depreciation and amortisation expenses increased to Rs 6,992 crore, while finance costs and provisions continued to shape the cost structure. At the same time, working capital movements especially in inventories and receivables played a key role in boosting cash generation.
The broader takeaway? Nestlé India’s FY26 performance is less about headline growth and more about financial muscle. With strong cash flows cushioning rising investments and payouts, the company appears to be balancing expansion with discipline keeping its books as carefully measured as its recipes.
