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Waaree Energies shares gained 1.71% to touch an intraday high of Rs 2,541.80 during Tuesday’s trading session after the company received an order on September 21, 2026, to supply 2 GW of solar modules to a renowned domestic customer, which is a leading solar developer.

According to the company’s exchange filing, the order is a one-time contract, with the supply of solar modules scheduled across FY27 and FY28. The company did not disclose the commercial value of the order.

The order has been awarded by a domestic entity and involves the supply of 2 GW of solar modules. Waaree Energies said that neither its promoter group nor group companies have any interest in the entity awarding the order.

The company also clarified that the order does not fall under related-party transactions.

The latest order adds to Waaree Energies’ order visibility as demand for solar modules and renewable energy infrastructure continues to grow in India.

Waaree Energies Share Price, Valuation and Technical Indicators

Share price performance: Waaree Energies shares have remained subdued in recent weeks. The stock has declined around 6% over the past month and is down nearly 26% over the last one year. The company currently has a market capitalisation of around Rs 72,747 crore, while its 52-week high stands at Rs 3,718.80.
On the valuation front, Waaree Energies has a price-to-earnings (P/E) ratio of 19.3, while its price-to-sales (P/S) ratio stands at 3.37 and price-to-book (P/B) ratio at 4.91.From a technical perspective, Waaree Energies shares are currently trading below seven out of eight Simple Moving Averages (SMAs), indicating weakness across several key moving-average levels.

In the June 2026 quarter, Foreign Institutional Investors (FIIs) increased their stake in the company from 7.06% to 8.57%, while mutual fund holdings declined marginally from 2.98% to 2.81% during the same period.

Disclaimer: The views/recommendations mentioned in this article, wherever applicable, are those of the respective SEBI-registered Research Analyst/brokerage and have been reproduced/reported with due attribution. They should not be construed as the views or recommendations of The Economic Times Digital or the journalist. Readers are advised to consider the original research report and make their investment decisions based on their own assessment. Brokerage disclaimers here

1) Value strategy

2) Menu updates

A McDonald’s in LaBelle, Florida, Feb. 7, 2026.

Bloomberg | Bloomberg | Getty Images

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3) Restaurant remodels

Roughly every decade, McDonald’s mandates that franchisees remodel their restaurants to fit new aesthetic guidelines and improve their technology and equipment.

And it looks like another round of restaurant renovations is coming as part of the growth strategy. At the convention, franchisees got the first look at the new restaurant design.

Typically, McDonald’s chips in some support for franchisees who are remodeling their restaurants. While upgraded locations usually generate higher sales, operators have to fund the remodels at a time when borrowing costs are elevated. And thanks to tariffs and high energy prices, construction costs are increasing, too.

As a result of the remodel program, McDonald’s capital expenditures could increase by $600 million to $900 million in 2027 and 2028 from its projected spending in 2026, according to a research note from BMO Capital Markets analyst Andrew Strelzik. But executives are expected to share the company’s own projected costs for the remodel program at investor day.

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4) Cost cuts

While McDonald’s will likely spend more on capital expenditures over the next two years, the company will likely try to cut costs elsewhere.

McDonald’s will share its outlook for general and administrative spending during investor day, Borden said in August.

McDonald’s could target G&A spending to be less than 2% of its systemwide sales, down from its current goal of 2.2%, Bernstein analyst Danilo Gargiulo wrote in a note to clients. In recent years, the company’s workforce has shrunk as part of a reorganization effort.

Indirectly, McDonald’s will also cut costs by refranchising some of its company-owned restaurants.

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Selling locations to franchisees means that McDonald’s will not be responsible for the operational costs or capital expenditures required to run a restaurant successfully. The company will also share more details about those plans at the investor day, according to Borden.

A man went viral on social media after filming himself picking up a DoorDash order at the scene of a crash involving his delivery driver.

Glenn Ndibnu began recording as he arrived at the wreck on Church Road in Bowie, Maryland, where multiple ambulances were present.

“I DoorDashed some food, and my DoorDasher told me he got in a car accident, and he was like, ‘I can come meet him and get the food from him,’” he explained in the video.

CALIFORNIA WOMAN CHASED, FATALLY SHOT BY ILLEGAL IMMIGRANT DOORDASH DRIVER WHO STALKED HER FOR MONTHS: DHS

He then expressed guilt over crossing the road to go pick up his food after what happened to his driver.

“I think that’s my food right there. Is it f—ed up for me to walk across and pick it up?” Ndibnu said. “I look so f—ed up right now about to go get this food.”

Ndibnu ultimately got his food and apologized to the driver, William Koroma, who later launched a GoFundMe campaign to help replace the car that was totaled in the crash.

DOORDASH GETS FAA APPROVAL FOR ITS OWN DELIVERY DRONES

In subsequent posts on Instagram, Ndibnu linked to the online fundraiser.

“My vehicle experienced brake failure, and I was involved in a major accident,” Koroma wrote on the GoFundMe page. “My car was totaled, and I am deeply grateful that I survived and that no one else was seriously injured.”

He added: “Since the accident, I have been facing several challenges at once. Losing my vehicle has left me without reliable transportation, and I have also lost my job.”

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Koroma did not elaborate on his injuries, but said he has also been hit with medical bills.

The GoFundMe has raised nearly $14,000 as of Tuesday morning.

Wonderful AI, a Dutch-Israeli start-up that helps companies adopt artificial intelligence, has opened an office in London and plans to recruit “hundreds” of people, as it targets businesses that have yet to show measurable returns from the technology.

The company’s new site is on St Martin’s Lane in Covent Garden. Wonderful did not set a timeline for the recruitment.

The 18-month-old business was valued at $5bn after raising $550m in a funding round announced on 2 September, backed by investors including Salesforce, Index Ventures and Insight Partners. It now employs more than 700 people across 35 countries.

Jason du Preez, Wonderful’s UK chief operating officer, said the funding gave the company the “muscle to invest materially in this market … we see a huge market opportunity in the UK”.

Targeting the gap on returns

Du Preez said many UK companies had moved quickly on AI but had yet to demonstrate what it had delivered.

“Many companies here in the UK actually have very active AI agendas and were very early to adopt some of the tools but are yet to show tangible, coherent stories on ROI [return on investment],” he said.

Research published by Accenture in April found that only one in ten UK organisations had successfully scaled AI or embedded it into core operations. Matt Prebble, chief executive of Accenture UK and Ireland, has since said that nine in ten companies are still waiting for AI to pay off.

Adoption itself has risen. According to the Office for National Statistics, the proportion of UK businesses with 10 or more employees using at least one AI technology rose from around 12 per cent to around 35 per cent between late 2023 and 2026. A separate PwC study found that UK businesses were falling behind on AI investment and returns compared with global leaders.

How the model works

Wonderful places its engineers directly inside client businesses, where they help design custom AI software on top of the company’s own platform. That platform sits between businesses and the underlying AI models.

The platform is model agnostic, meaning it can route queries to a range of different AI models. “We work with all the frontier companies and we enable our customers to choose which models are used for specific purposes,” du Preez said.

Wonderful’s router decides which model is best suited to a given task, taking into account factors such as data sensitivity and cost.

The company also trains clients to build and expand their technology systems independently, and allows all customers to export any intellectual property built on the platform, which it says protects against vendor lock-in.

“We’re not trying to create some sort of long-term dependency on Wonderful,” du Preez said. “I think that provides strong support for the sovereignty story, in that we’re giving customers choice and no lock-ins.”

Regulated sectors in focus

Du Preez said Wonderful was “agnostic to sector”, but added that he was “very excited about the regulated industries”, including insurance, banking and telecoms, as well as life sciences and healthcare.

The opening adds to a run of AI companies expanding in the capital. OpenAI earlier this year leased its first permanent London office in King’s Cross, with capacity for 544 staff.

Jordan Richards joined Google as an apprentice at 18 and became a design lead before founding &above, a London AI product design and build studio whose clients include Google, Tesco and Revolut. The studio says the Gemini Sales Sidekick agent it built for Google Cloud has 5,000 monthly active users and saves sellers 64 per cent of the time the work took manually. Based in Borough, &above says it is a certified Anthropic and Google Cloud partner. He tells Business Matters why having AI is only the starting point and why there are no failures, only learnings.

What do you currently do at &above?

I am the founder and CEO of &above, an AI product design and build studio.

We help businesses take AI from experimentation into something that actually works in the real world. That might mean designing and building an AI workflow, developing an AI-powered product, or helping a business work out where AI can genuinely create value.

My role is a combination of building the business, working with clients and helping shape what we build. I am very close to the creative and product side of the work.

I started my career at Google as an apprentice at 18 and went on to become a design lead. That experience had a huge influence on how I think about technology. Working with a company operating at that scale taught me a lot about craft, systems and the importance of solving the right problem.

Today, I am interested in applying those lessons to a very different technology moment. AI has created an enormous amount of opportunity, but also an enormous amount of experimentation. Businesses have access to incredibly powerful models, but having the technology is only the starting point. The interesting question is what you build around it and how it changes the way a business actually operates.

That is where I think &above has a role to play.

What was the inspiration behind your business?

I have always been a builder, and creativity and entrepreneurship have always been intertwined for me. My time at Google showed me what was possible when technology, creativity and really talented people come together. But it also made me realise that there was an opportunity to work differently.

When I started my own businesses, I wanted to create environments where people could move quickly, experiment and build things without having to navigate huge amounts of bureaucracy. That thinking eventually led to &above.

The arrival of AI made the opportunity even more interesting. We suddenly had technology that could fundamentally change how products and businesses are built, but there was a big gap between having access to an AI model and actually putting it to work. I did not want to build another business that simply talked about AI; I wanted us to be the people who actually build with it.

For me that is still the exciting part: taking something that feels quite abstract and turning it into something useful.

Who do you admire?

Someone I admire a lot is Toto Wolff, partly because of my passion for motorsport but mostly because of what he has built at Mercedes. What interests me is not just winning; it is the ability to build a high-performing team and create an environment where people continually push themselves to improve. I admire that relentless pursuit of excellence. Even when you are not leading, you do not stop pushing. You look at what is not working, learn from it and keep moving forward.

There are a lot of parallels between elite sport and entrepreneurship. At the highest level, performance is not just about talent or working harder. It is about building the right team, being disciplined, looking after your mind and body, recovering properly and being able to perform consistently over a long period of time.

Entrepreneurship can be relentless, and you cannot expect yourself or your team to perform at your best indefinitely without investing in the people behind the performance.

For me, high performance is not about constantly being at 100 per cent. It is about creating the conditions that allow you to reach 100 per cent when it matters, and having the resilience to keep going when things do not go your way.

Looking back, is there anything you would have done differently?

There are obviously things I would change, but I try not to think about them as failures. One of the phrases I have always lived by is: “There are no failures, only learnings.” The hardest periods have often taught me the most. What has changed as we have grown is how deliberately we capture those learnings.

We now run what we call “washups” when something has not gone as well as we wanted it to. We take the time to understand what happened, where we could have turned it around, what we missed and what we can do differently next time.

That is much more useful than looking at an outcome and simply saying it did not work.

If anything, I would have developed that mindset earlier: being less concerned about getting everything right first time and more focused on creating a culture where we can identify what is not working, learn quickly and improve.

I have also learned that building a business is a long game. In technology especially, it is tempting to put speed above everything else. Speed matters, but quality matters too. A decision that saves you a week today but creates a problem for the business two years from now is not necessarily a fast decision. It is just a decision that moved the problem somewhere else. I have become much more interested in building things that can last and scale, and a team that gets better every time we do something.

What defines your way of doing business?

Curiosity, creativity and a willingness to get stuck in.

A big part of my apprenticeship at Google was learning on the job. I had to get involved, ask questions, make mistakes, learn quickly and figure things out as I went.

Some of the best learning happens when you get stuck in and work things out in practice. That does not mean rushing. One of the things I have learned is that moving quickly and thinking carefully are not opposites.

I like getting close to a problem, understanding it properly, making something, putting it in front of people and learning from what happens. That mindset is particularly important in AI because the technology is changing so quickly. You cannot build a five-year plan around assumptions that might be obsolete in six months.

I also care a lot about the people I work with. The best businesses I have been involved in have been built by people with different skills and perspectives working together. Design, technology, strategy and commercial thinking should not exist in separate silos.

And I believe strongly in ownership. If we build something for a client, I want it to become a useful part of their business. A successful project is not just something that looks good in a presentation. It is something that people actually use and that creates a meaningful outcome.

What advice would you give to someone starting out?

Start building. You do not need to have everything figured out before you begin; in fact, you probably never will. When I look back to being 13 and selling phone case designs, I had no business plan and knew nothing about entrepreneurship. I just saw something I could create and wondered if someone would pay for it. That instinct is still useful. Find something you care about, find a real problem and start experimenting.

Learn how things work rather than depending on other people to make everything for you. You do not have to become an expert in every discipline, but understanding how technology, design, marketing and business fit together gives you a huge advantage.

Look after yourself, too. Entrepreneurship can easily become all-consuming. I have learned to think about myself like an athlete: you need periods of intense performance, but you also need training, recovery and time away from the game. You do not need to be working every hour to be ambitious.

Finally, stay curious. The people who will create the most interesting businesses in the age of AI will not necessarily be the ones who know everything today. They will be the ones who are willing to keep learning, keep experimenting and keep building. That is certainly the approach I am trying to take with &above.

The UK has 200,000 fewer manufacturing jobs than in 2010, a fall of 7 per cent, according to an analysis of OECD figures by the Trades Union Congress, which has called on Andy Burnham to restrict foreign goods to encourage the production and use of British-made products.

The TUC said that had the UK kept pace with the EU average, it would have created an extra 276,000 manufacturing jobs over the same period. Several of the Continent’s largest economies have relied on manufacturing to generate growth and jobs.

According to the analysis, investment in manufacturing as a share of GDP in the UK stands at 1 per cent, compared with 3.5 per cent in the European Union. Manufacturing generates about 10 per cent of total UK GDP.

The figures underline the scale of the challenge facing the prime minister’s drive to reindustrialise the economy.

Paul Nowak, general secretary of the TUC, said: “Manufacturing communities powered the UK economy for generations … now we’re at the bottom of the league table compared to our European peers.”

Nowak called on the prime minister and John Healey, the chancellor, to introduce restrictions on foreign goods to stimulate manufacturing job creation, replicating the Made in Europe scheme under consideration in Brussels.

The EU package is officially called the Industrial Accelerator Act, which the European Commission says is designed to increase demand for low-carbon, European-made technologies and products. It has been introduced at least in part to protect the Continent’s manufacturing industry from overseas competition, especially from China.

“The prime minister has said the right things about reindustrialising Britain so far,” Nowak said, adding that “he needs to make reindustrialisation a national mission and match our EU partners by introducing a UK Industrial Accelerator Act”.

The recommendation follows Healey’s call to European finance ministers last week to let the UK join the Made in Europe scheme.

Manufacturing trade bodies have urged the chancellor to set out the detail of the prime minister’s reindustrialisation plans at the budget on 28 October.

Economists generally believe that restrictions on trade harm industries over the long term, although tariffs and other protective measures can help smaller industries survive the early stages of development.

Verity Davidge, director of policy and public affairs at Make UK, said: “Manufacturing represents around 10 per cent of the economy, supports 2.6 million jobs and accounts for 42 per cent of UK exports … there cannot be an economic revival in this country without it.”

Make UK has previously warned that energy prices are pushing production offshore, with a survey earlier this year finding that one in four UK manufacturers had moved or were considering moving production abroad.

Separately, economists at the Institute of Economic Development have written to Burnham and Healey urging them to define their mission to deliver good “growth in every postcode” with identifiable economic metrics, so that the government can be held to account.

The letter said ministers must “establish a definition of “good growth” that goes beyond GDP and jobs, to consider equality of opportunity, quality of employment, environmental outcomes and the distribution of benefit within places, including who gains and where”.

A government spokesman said: “Our manufacturing industries are vital to the UK’s success and economic growth and our industrial strategy places them at its very heart.

“That is why we have announced significant support for key sectors including chemicals and ceramics, while backing steel and automotive manufacturing.

“The UK also continues to attract major private investment, with companies such as Nissan and McLaren announcing hundreds of millions of pounds of investment over the past week alone.”

McLaren Automotive last week set out a £500m programme to expand its UK operations, which it said would create at least 1,000 direct and indirect jobs by 2032.

Kali Metals has signed a binding memorandum of understanding (MoU) with Japan’s JX Advanced Metals concerning the Southern Lachlan Project, which spans Victoria and New South Wales, Australia.

Under the agreement, JX Advanced Metals will fund up to $498,746 (A$700,000) of exploration activities at the project during an initial phase ending 31 March 2027.

The project covers approximately 1,413km² east of Albury-Wodonga and includes Palaeozoic granitoid and sedimentary units within the Southern Lachlan Fold Belt.

The site is considered to have potential for lithium-caesium-tantalum pegmatites, as well as tin and tungsten mineralisation.

During the initial exploration and due diligence period, Kali Metals will remain the operator and manage the exploration programme.

A joint Exploration Committee will be formed to oversee the progress of these activities.

Kali Metals is entitled to charge a management fee for its role in running the exploration works.

At the conclusion of the exploration phase, JX Advanced Metals will have an option to negotiate terms for either a farm-in or joint venture agreement, with a negotiation deadline set for 30 June 2027.

The current arrangement enables JX Advanced Metals to conduct due diligence and assess the project’s prospects before deciding on a long-term collaborative structure.

The MoU outlines a phased approach for the companies to work together at the Southern Lachlan Project, with future steps contingent on the results of the initial exploration period and further negotiation between the parties.

Kali Metals managing director Paul Adams said: “We are very pleased to have executed this binding MoU with JX Advanced Metals over our Southern Lachlan Fold Belt tenements.

“The JX Advanced Metals’ funding will allow Kali to advance exploration across our large and prospective project area, which hosts numerous opportunities for the discovery of non-ferrous metals used in high technology industries.

“The support from JX Advanced Metals as a potential long-term partner is an exciting opportunity for Kali and its shareholders.”

In February 2026, Kali Metals signed a binding agreement to acquire a 30% stake in both the DOM’s Hill and Pear Creek Projects in Western Australia’s Pilbara region from SQM Australia.

“Kali Metals, JX Advanced Metals sign MoU for Southern Lachlan” was originally created and published by Mining Technology, a GlobalData owned brand.