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The stock fell to Rs 39.92 apiece on the NSE, its lowest level since early April. It is now nearing its 52-week low of Rs 38.19, which it touched in March this year.

Suzlon Energy shares have lost nearly half their value since hitting a 52-week high of Rs 61.50 in November last year. The company currently has a market capitalisation of around Rs 54,968 crore.

The decline came amid a sharp rise in trading volumes. The broader stock market also remained under pressure on Monday, weighed down by surging oil prices, rising bond yields and broader geopolitical concerns.

Also read | Why is the market falling today? Sensex tumbles over 900 points, Nifty below 22,900. 6 key factors behind Rs 6 lakh crore rout

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Suzlon Energy Q1 results

Suzlon Energy shares saw a sharp downturn in July this year after the company reported a 6% year-on-year (YoY) drop in net profit to Rs 305 crore in Q1 FY27 from Rs 324 crore a year ago. The renewable energy player’s EBITDA fell to Rs 595 crore in Q1 FY27, from Rs 599 crore in the same period last year, while EBITDA margin declined to 15.6% from 19.2%. While net profit, EBITDA and margins declined, its revenue from operations rose 22.5% YoY to Rs 3,819 crore in Q1 FY27 from Rs 3,117 crore in the year-ago period.
EBITDA and PAT margins fell amid ongoing developments, given the temporary logistics disruptions arising from the geopolitical situation, certain strategic investments, and a change in scope and segment mix, said Suzlon Group’s CFO Rahul Jain.

Suzlon Energy optimistic on wind energy opportunities

India’s wind energy industry has visibility of around 85 GW capacity that could be commissioned before 2030, putting the sector broadly on track to achieve the government’s 100 GW wind power target, Suzlon Energy co-founder Girish Tanti told The Economic Times.

“If you add up the bids which have been announced, the projects under development and the projects under construction, already today as an industry, we have visibility about 85 GW before 2030 to be commissioned,” Tanti said, adding that with another five years remaining until 2030 and additional bids expected, the industry is largely on track to meet the 100 GW target.

The executive said the next phase of India’s renewables planning should target 400 GW of wind capacity by 2047. “As an industry we are ready,” Tanti said, adding that the wind target could increase further as confidence in the technology grows.

Also read | Suzlon’s Girish Tanti says wind energy sector can meet 100 GW target by 2030

Disclaimer: This article has been written by Debaroti Adhikary, who is not a SEBI-registered Research Analyst or an Investment Adviser. Debaroti Adhikary and her ‘relative(s)’ (as defined under Section 2(77) of the Companies Act, 2013) do not hold any financial interest in the companies mentioned in this article as of the date of publication. 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.

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TAT promoted Thailand’s film production strengths and tourism appeal at TIFF 2026 with panels, interviews, networking, and curated filming routes, enhancing its film tourism strategy and international allure.

Thailand’s Cinematic Allure at TIFF 2026

At TIFF 2026, Thailand’s Tourism Authority (TAT) showcased the nation’s cinematic and tourism strengths through the initiative “Amazing Location Thailand: From Scene to Scenic.” This initiative focused on exhibiting Thailand’s potential as a vibrant backdrop for film productions. The event included insightful industry panels and media interviews that underlined Thailand’s impressive production capabilities and diverse locations. By participating in these activities, TAT emphasized how the country’s unique blend of natural beauty and modern infrastructure creates an ideal environment for international filmmaking.

Connecting Filmmakers with Local Opportunities

During the event, TAT curated 10 distinctive filming routes designed to highlight the country’s rich cultural heritage and scenic vistas. These routes provided international filmmakers with firsthand experiences of Thailand’s stunning locations and its well-equipped production facilities. The curated tours aimed to bridge connections between filmmakers and local communities, illustrating how local culture and community involvement enrich the filmmaking experience. This initiative is a strategic part of Thailand’s broader effort to boost its appeal as a destination for film tourism.

Reinforcing Thailand’s Global Appeal

Through networking events and engaging presentations, TAT aimed to strengthen Thailand’s position as a sought-after location for international film projects. The successful promotion at TIFF 2026 not only enhanced Thailand’s reputation in the film industry but also highlighted its charm as a travel destination. By showcasing Thailand’s dual appeal in tourism and film production, TAT hopes to attract filmmakers from around the globe, further supporting the growth of film tourism and fostering international collaborations.

Source : TAT showcases Thailand’s film production strengths and tourism appeal at TIFF 2026

The funding will be used for ‘development activities’ at the site between Kelly Bray and Callington

An ancient mine in Cornwall with vast deposits of critical minerals has secured a $9.25m investment from the US government. The Department of War has injected US$9.25m in the Redmoor tungsten-tin-copper-silver project, between Kelly Bray and Callington.

The mine site is operated by Strategic Mineral’s wholly owned subsidiary Cornwall Resources and is estimated to be worth more than a billion dollars.

The funding will be used to accelerate the project through all feasibility studies and a final investment decision for mining, investors were told on Monday (September 28).

The money will also support an engineering programme that includes drilling and development activities aimed at fast tracking the route to underground mining.

Charles Manners, Strategic Minerals executive chair, said: “We believe the strengths and investment case for Redmoor have been clearly demonstrated through this investment.

“The US Government has in recent weeks made significant investments to support allied, western world tungsten supply chains.

“We would like to thank the US Government for this investment, and we look forward to working with them through the Department for War as we deliver this transformation project, with the aim of accelerating the development process for a new the UK tungsten mine capable of contributing significantly to this objective.”

Over the last decade, Cornish Resources has undertaken wide-ranging mineral exploration activities around Redmoor, which is regarded as one of Europe’s highest-grade, undeveloped tungsten resources. In March, silver was also detected at the site.

Mark Burnett, Strategic Minerals executive director, said UK domestic support for Redmoor was also being investigated.

“This programme provides further additionality to the company’s plans to integrate and accelerate Redmoor through feasibility,” he said.

“The board would like to thank the CRL team for their hard work and dedication to Redmoor. Their work has positioned the project for this investment, including through an intense application and contracting process, and a recent trip to Philadelphia to discuss its project proposal in person with senior government officials.”

Dennis Rowland, managing director of Cornwall Resources, said the “transformational” funding would add “significant momentum and support” for the mine’s development.

“It helps eliminate funding uncertainty and risk between Redmoor’s feasibility development stages and positions the project for rapid development through integrated workstreams,” he added.

The prime minister’s Sunday morning BBC interview set hares running when it comes to the future of a policy once seen as politically untouchable.

The timing of the PM’s new social care plan sparked suggestions the government could be about to signal the death knell to the state pension triple lock after 16 years.

Andy Burnham said he will put forward tough decisions to fund a new national care service as part of Labour’s next general election manifesto, seeking a mandate to make the changes next Parliament.

The triple lock, which in theory expires at the end of this Parliament, means state pensions rise every April by at least 2.5%, or in line with the highest of prices or earnings.

Earlier this month, BBC News put this precise question about changing the triple lock in the next Parliament to Chancellor John Healey, who replied “the PM has said, like I have, that we must bring down welfare costs”.

It was a non-denial reflecting the fact that the PM has been besieged with advice, including from some of his favourite economists, that scrapping the triple lock, or even signalling it is a future possibility, is a golden opportunity for Britain’s economic policy at a tricky moment in the bond markets for all heavily indebted nations.

The UK specifically is seen as a place where successive governments have shirked tough long-term decisions. Could this be Burnham and Healey’s attempt to shift that perception, even in the slightly wild markets for government borrowing?

The politics are trickier. Reform’s leaders see the policy as a key potential dividing line with Labour.

Many in Westminster privately agree the Osborne-era policy is unsustainable economically, but argue it is politically impossible to unpick.

Many pensions campaigners point to the fact that even after increases, the UK’s state pension is not generous by international standards, though other countries have very different systems and rates of private provision.

Former ministers point out that the quid pro quo of redeploying the pension cash savings towards an in kind care service could shift the argument.

The lock is costing £15.5bn a year, treble original estimates of the 2030 cost, especially because of the volatility of prices and earnings.

Reverting to an earnings link could save tens of billions of pounds a year in the long run.

It is the sort of saving that could plausibly fund some form of national care service, potentially with cash left over as a buffer in a volatile world – but that depends on the ambition of the care plan, the generosity of any replacement for the triple lock, and how volatile prices are in the long term.

It had been deemed politically unthinkable, but the government now seems to be thinking about it, at least for the future.

The John Lewis Partnership is expanding its concessions into fine art and bespoke travel, adding three art galleries and 12 travel hubs to its department stores in the next stage of an £800m transformation plan.

The employee-owned retailer is also increasing its Randox Health concessions, which offer health assessments and blood tests, from three to seven, and opening six Tish Lyon studios offering piercing and jewellery welding services.

The company hopes the concessions, known as shop-in-shops, will attract more customers and keep them on the shop floor for longer.

The galleries will be run by Clarendon Fine Art, Britain’s largest art gallery group, and feature works by artists including Picasso, LS Lowry and Keith Haring. More modern pieces from the French street artist Thierry Guetta, known as Mr Brainwash, will also be available across a range of price points.

Two of the galleries are already open, at John Lewis’s Oxford Street and Southampton stores, and a third is set to launch in Cheadle, Greater Manchester. The galleries offer personalised art consultancy services.

The travel hubs will be operated by Audley Travel, an Oxfordshire-based tourism and advisory company whose trips range from private safaris to beach stays and river cruises.

John Lewis said demand for its advisory services, which include home design and personal styling, had risen by more than 5 per cent over the first half of the year.

Katie Papakonstantinou, director of services and hospitality at John Lewis, said: “Today’s shoppers want far more than products on shelves, they want inspiration, helpful expertise, and extraordinary experiences.”

She added that the expansion aimed to transform its stores into “dynamic destinations that drive footfall and build customer loyalty”.

Papakonstantinou has previously linked in-store experiences to customer loyalty, when the retailer announced plans for more cafés and restaurants in its stores last year.

The expansion forms part of a turnaround led by Jason Tarry, the chairman, who is seeking to revive sales after a period of rising costs and pressure on consumer spending.

The partnership’s interim results, published on 10 September, showed pre-tax losses widening to £124m in the 26 weeks to 1 August, from £88m a year earlier. Tarry has said he is “confident” that the company will turn an annual profit.

In the same statement, the partnership said it remained cautious about the second half and that its full-year outcome would be determined by peak trading.

The £800m investment programme has already brought Topshop back to 32 John Lewis stores, alongside refurbishments of key branches including the Oxford Street flagship.

Earlier this year the retailer set out plans to grow its share of the beauty market with its first Korean beauty concessions, seeking to tap into consumer interest in cosmetics and skincare from South Korea.

That included launching 20 Korean skin and haircare brands online and opening Skin Cupid concessions in its Cambridge, Kingston and Leeds stores over the summer.

John Lewis has also set a target of generating more than £100m in extra profits through more “joined-up” loyalty programmes, and a further £180m from its retail media business, which includes promotional partnerships with brands.

The retailer has separately been investing in video content to improve its visibility in AI search, launching a YouTube chatshow ahead of Christmas.

About the author

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Amy Ingham

Amy Ingham is a reporter at Business Matters, covering UK business news with a focus on breaking news, business policy, late payments and insolvency. She joined the magazine in 2026 after completing the NCTJ Diploma in Journalism at Harlow College’s journalism school. Her recent reporting includes British Steel’s nationalisation and its impact on SME suppliers, the decline in late payments by large firms, and Insolvency Service director disqualifications. Reach her at aingham@cbmeg.co.uk.

This note analyzes how climate transition pathways impact firm-level credit risk in ASEAN+3 economies, comparing default probabilities under NDC and NZE scenarios, highlighting scenario-based risk variability.

Analyzing Climate Transition Pathways

This analytical note delves into the impacts of various climate transition pathways on firm-level credit risk in ASEAN+3 economies. The study specifically focuses on assessing the 12-month firm-level probabilities of default (PDs) as a measure of credit risk. By examining the scenarios set by Nationally Determined Contributions (NDC) and net-zero 2050 (NZE) in comparison to current policies, the study highlights how sector-specific and country-specific dynamics influence credit risk. The findings underscore the complexity and variability of transition risk across different scenarios.

Probabilities of Default Under Different Scenarios

The research compares firm-level probabilities of default under two significant climate pathways: the NDC and NZE 2050 scenarios. These scenarios provide insights into how firms might be affected by transition policies aimed at reducing carbon emissions. By using PDs as a proxy for credit risk, the study provides a clearer picture of potential financial strain and the varying degree of risk that firms may encounter. The comparative analysis across sectors and countries reveals significant differences, emphasizing the need for tailored approaches to address these unique challenges.

Insights on Transition Risk

Transition risk presents a highly heterogeneous landscape, driven by variations in policy adoption and implementation across the ASEAN+3 region. The study’s results indicate that while some sectors or countries might face heightened credit risks under transition scenarios, others might experience less impact. This variability calls for a nuanced understanding of how climate policies and transitional measures affect financial stability at the firm level. By highlighting the diverse nature of transition risk, the analysis prompts policymakers and businesses to consider strategic actions that mitigate such risks while embracing sustainable pathways.

Source: Climate Transition Pathways and Firm-Level Credit Risks in ASEAN+3 – ASEAN+3 Macroeconomic Research Office