The standalone health insurer had posted a net profit of Rs 438 crore during the corresponding quarter of the previous financial year.

During the quarter, total income increased to Rs 4,471 crore from Rs 3,990 crore in the same period a year ago, Star Health and Allied Insurance Company said in a regulatory filing.

The private health insurance firm’s gross written premium during the quarter rose 19 per cent to Rs 4,287 crore from Rs 3,605 crore in the year-ago period.

The insurer’s underwriting profit surged to Rs 111 crore from Rs 16 crore in the corresponding quarter last year.

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However, the company’s solvency ratio declined to 209 per cent from 222 per cent in the same quarter a year ago.
“Our performance in the first quarter reflects the strength of our fundamentals and the consistency of our execution,” Star Health Insurance Managing Director and CEO Anand Roy said.Sustainable growth, improvement in core underwriting profitability and operating discipline helped the company deliver a strong start to the year, he added.

The insurer settled 9.6 lakh claims during the quarter, while its retail claims settlement ratio improved to 91 per cent.

New accounts for the family-run business show large strides in its performance

Sales at internet homeware retailer Online Home Shop have topped £100m, with profits also surging.

The Trafford Park-based seller of bedding, furniture and clothes, among other products, has filed accounts showing a turnover rose from £59.6m to £100.2m in the year to the end of January, 2026. Operating profit tripled from £4.9m to £15.3m across the year as bosses hailed a second consecutive record breaking year.

Online Home Shop said the growth was down to an increasing the customer base, repeat purchases, and expanding into new product categories, particularly in garden, furniture and clothing. Gross Profit for the year was 30.4%, up 5.6% on the prior year thanks to increased profitability across all product categories, incremental performance of new product categories and improved efficiencies.

The 200-strong business recently announced the opening of a new 327,000 sqft fulfilment centre in Trafford Park. That move is intended to help stock management and improve distribution efficiency as the firm responds to growing demand.

Headcount is expected to double to more than 400 in the current financial year. During the first half, sales are said to be up 50% year-on-year with further growth expected across the rest of the year.

Moshe Cohen, CEO of Online Home Shop, said: “We are delighted to announce another strong set of results, reflecting the exceptional talent, commitment and hard work of everyone across OHS. Our continued investment in our people and infrastructure has strengthened the business and positioned us for sustainable long-term growth.

“By attracting and developing the very best people, we continue to deliver high-quality, trend-led homeware products at unbeatable prices, while providing an outstanding shopping experience for our customers. As we look ahead, we remain focused on building on this momentum and delivering the next phase of our growth.”

Online Home Shop Ltd was launched in 2014 and is controlled and run by the Cohen family. It has stated an ambition to become one of the UK’s largest online retailers.

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The fall in net profit was despite a Rs 56 crore gain due to change in accounting policy effective April 1, according to the bank’s regulatory filing to stock exchanges.

The net interest margin for the quarter compressed to 3.28%. Net interest Income rose 2% at Rs 1497 crore.

The share price nosedived 12.8% to Rs 154.6 on BSE, reacting to the pressure on profitability.

The pre-provision operating profit for the quarter stood 4.5% higher at Rs 703 crore against Rs 673 crore earlier. The bank made a higher provision of Rs 84 crore against Rs 15 crore.

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Its asset quality meanwhile improved with gross non-performing assets ratio falling to 2.4% at the end of June from 3.5% a year prior. Net non-performing asset ratio was at 0.60%.
Managing director Amitava Chatterjee said that the bank chose to support business momentum with selective corporate lending at lower yields in a changing operating environment which saw a rise in bond yields shifting corporates’ focus to bank borrowing.”This is partly on account of a tactical response to the prevailing market opportunities and economic conditions, wherein we exhibited a conscious preference for selective lending to well-rated corporates with sound fundamentals. That said, the strategic positioning of the bank as a retail-focused bank remains unchanged,” Chatterjee said in a post-earnings analyst call.

The bank’s advances grew by 25% year-on-year to Rs 1.31 lakh crore at the end of June while yield on advances for the quarter under review stood lower at 8.56% against 9.35% for the corresponding period last year.

Its deposits increased by 17% year-on-year to Rs 1.73 lakh crore.

Commercial aviation is running two clocks at once. On one hand, Boeing and Airbus are effectively sold out for the better part of a decade. On the other hand, airlines need to put passengers in seats this summer. The gap between the two — between the planes the world has ordered and the planes it can actually fly – has become one of the most consequential stories in the global economy. It is also the gap Demetrios Bradshaw built a company to fill.

As founder and CEO of Aeras Aviation, Bradshaw runs a global engine and aircraft asset-management firm that sources, leases, repairs and remarkets the engines and assets airlines need to keep existing fleets aloft while they wait years for new aircraft. Where the manufacturers sell the future, Aeras trades in the present — the spare engine, the serviceable used part, the “green time” left on a mid-life powerplant that lets a grounded jet fly again this quarter rather than next year.

Inside Aeras Aviation: how the company keeps global fleets flying

A backlog measured in decades

The numbers are staggering. Airbus and Boeing are sitting on a combined order backlog of roughly 15,800 aircraft — close to ten years of production at current build rates. New narrowbody delivery slots are now being quoted into the late 2030s and, for some configurations, the 2040s. An airline that orders a fresh A320neo or 737 MAX today may not take delivery until a child born this year is finishing high school.

Hundreds of jets, grounded and waiting

Even the aircraft already in service aren’t all flying. A powder-metal flaw in Pratt & Whitney’s geared turbofan engine — the powerplant on a large share of the A320neo family — has forced accelerated inspections of critical components. At its worst the issue has parked roughly 38% of the global A320neo fleet, with shop visits that once took 60 to 90 days now stretching past 300, and the maintenance queue running into 2027 and 2028.

“The most valuable asset in aviation isn’t the one on the order book — it’s the one that can fly next week,” Bradshaw says. “Our entire business is built around keeping good assets in service and getting stranded ones back in the air.”

Demetrios Bradshaw CEO of Aeras Aviation at the Dubai Air Show

The new economics of ‘green time’

For most of modern aviation history, an aircraft was a depreciating asset: fly it, age it, retire it. The current squeeze has bent that curve. Aircraft and engine values, along with lease rates, are sitting at multi-decade highs as airlines and lessors fight to keep older airframes in service years longer than planned. A serviceable engine has become a strategic instrument rather than a spare part — and the disciplined reuse of high-value assets has moved from the back office to the boardroom.

“Every conversation about fares, capacity and route cuts eventually comes back to one question,” Bradshaw notes. “Can you get the lift? If you can’t source the engine, the rest of the strategy is theoretical.”

A bet on the United States

Bradshaw is now expanding Aeras into the American market, with new logistics, storage and engine-management capacity announced earlier this year — a deployment of capital that doubles as a read on aftermarket demand. His vantage point is unusually wide: Aeras works across the Middle East, Europe, Asia and Africa, and Bradshaw sits on the board of Air Botswana, giving him a direct line into emerging-market aviation, where fleet growth and financing look very different from the picture in New York or London.

Demetrios Bradshaw CEO of Aeras Aviation

Four forces are colliding in commercial aviation in 2026: a sold-out production pipeline, a historic engine-maintenance backlog, fuel-price volatility and asset values at generational highs. Each alone would be a story; together they have rewritten the economics of flying. As the manufacturers work through a decade of orders and Pratt & Whitney works through its queue, the businesses that keep today’s fleets in the air are no longer a footnote to the industry — they are its pressure valve. Demetrios Bradshaw built one of them, and from a seat in the middle of the deals, he has a clear view of where all four clocks point next.

Demetrios Bradshaw is the founder and CEO of Aeras Aviation, a global aircraft engine and asset-management company serving airlines, lessors and OEMs across the Middle East, Europe, Asia and the United States. He serves on the board of Air Botswana and advises on aviation strategy across emerging markets.