India to continue US trade talks despite tariff hike to 50 per cent: Report
“Our relations with the US are multi-dimensional, and should not be seen only through the prism of trade,” one lawmaker said, quoting the foreign secretary’s briefing to the panel.
Donald Trump and Narendra Modi shake hands as they attend a joint press conference at the White House on February 13, 2025. (Photo: Reuters)
Vivek Mishra works as an Assistant Editor with Eastern Eye and has over 13 years of experience in journalism. His areas of interest include politics, international affairs, current events, and sports. With a background in newsroom operations and editorial planning, he has reported and edited stories on major national and global developments.
INDIA expects trade discussions with the United States to continue despite Washington raising tariffs on its exports to 50 per cent over New Delhi’s purchase of sanctioned Russian oil, two lawmakers said on Monday, citing a briefing to a parliamentary panel on foreign affairs.
Last week, US president Donald Trump imposed an additional 25 per cent tariff on Indian goods because of India’s continued purchase of Russian oil. This brought the total duty on Indian exports to 50 per cent, among the highest for any American trading partner.
“Our relations with the US are multi-dimensional, and should not be seen only through the prism of trade,” one lawmaker said, quoting the foreign secretary’s briefing to the panel.
Panel chair Shashi Tharoor, an opposition Congress party leader, said trade talks would proceed as planned.
“As of now, there is no change in the existing plans for the sixth round,” Tharoor said, referring to a scheduled visit of a US trade delegation to New Delhi from August 25.
Earlier, junior finance minister Pankaj Chaudhary told lawmakers that about 55 per cent of India’s merchandise exports to the United States would be covered by the new tariff. His estimate included the initial 25 per cent levy, he said in a written reply to a lawmaker.
“The Department of Commerce is engaged with all stakeholders” for their assessment of the situation, Chaudhary said.
Goods trade between the United States and India was worth about $87 billion in the last fiscal year, according to Indian government estimates.
The panel also discussed reported remarks by Pakistani army chief Field Marshal Asim Munir on nuclear threats in South Asia during a visit to the United States.
“Nuclear blackmail will not work with India, and no party, or representative disagrees with this view,” Tharoor said, adding that the external affairs ministry had condemned the comments.
Today, the digitalisation wave has already reached all spheres of human activity and even its encouragement. Businesses started to develop virtual incentives that resonate with their audience. The instant dopamine that people get from rewards motivates them to continue using services. Dozens of airlines, bank institutions, educational centres and other industries are actively using this trick. Probably the iGaming niche is where digital rewards, shaped as free spins no deposit bonuses, have the largest use now. But how exactly do e-benefits work? Let’s figure it out in this article.
What are Digital Rewards?
In a nutshell, digital rewards are virtual bonuses and incentives delivered to the user online. It is mostly handled via SMS, email or on-site notifications. For what reason? For performing certain actions or meeting certain conditions. The purpose of e-rewards is to give the human brain enough dopamine to form a cause-and-effect relationship. The higher the level of dopamine triggered by virtual incentives, the faster this connection is formed. And the higher the chances that a person will become a frequent client.
Free Spins and Other Types of Digital Rewards
All sorts of electronic benefits and bonuses have one goal – to attract people and turn them into regular customers. However, each type works in its own way and addresses different pain points of potential audiences. Among the most common types of digital rewards are:
Gift e-certificates. Analogous to casual physical certificates, which have widespread use. From beauty salons and clothing stores to supermarkets and online courses. Many businesses now use them in an e-format for their practicality. They are that much harder to lose.
Promo codes. Serve to give users more opportunities for discounts without any mandatory conditions. In the iGaming sector, promotional codes often give access to free spins on registration with no deposit.
Virtual points and currencies. Awarded for purchases or other requirements. Positive reinforcement is behind them as a motivational tool, as points can be exchanged for additional perks. Thus, people will likely repeat the purchase or take similar action.
Badges in the loyalty system. Serve two purposes. On the one hand, they motivate users by providing them with the opportunity to stand out from the crowd. And on the other hand, they encourage them to visit the store or platform more often to take advantage of special benefits. Virtual casinos, for example, hand out badges to mark VIP levels. In many cases, a free spins no deposit bonus is credited for reaching a new milestone.
Each type of digital reward has its own tools for motivating users. The basis of this encouragement is psychology and the peculiarities of the human brain. People always return to places where they feel satisfaction, so that is the main goal for any business.
How Digital Rewards are Used in Different Business Areas
The variety of e-rewards allows businesses to choose the most effective solutions based on the specifics of their field of operation. Badges or casino free spins are unlikely to bring any profit to a store, while bonus miles or e-certificates will not work in a remote casino. The key issue in virtual incentives, of course, remains their effectiveness for a certain business. Let’s see how electronic rewards are embraced in different industries.
Airlines and Travel Companies
Points and miles have become the most effective digital bonuses for companies in this endeavour. Airlines and travel organisations collaborate with banks, retail chains, and movie theatres. Customers earn miles for flights, which can then be redeemed for discounts and seat upgrades. Besides purchasing tickets, points can be also accumulating for buying goods from loyal networks.
Free Spins Bonus in Casino Entertainment
Digital rewards are most effective in the gambling industry. Online casinos use most kinds of e-incentives: promo codes, loyalty points, virtual currencies, and badges. The peculiarity of the iGaming sector is that users expect the least amount of requirements for incentives. At the same time, the benefits they offer are significantly higher and often interrelated. For instance, with a certain level of VIP program, players receive not only a badge. They also often get showered with free spins as a casino gift or passes to private tournaments.
Banking Institutions and Financial Companies
Banks use many tools to compete with each other, but cashback remains the main digital reward for customers. Cashback is accrued for all purchases made by the cardholder of a particular bank. This allows participants in the promotion to get a certain amount of money back for the products and items they have purchased. The size of the cashback has become the starting point for competition between companies, because the higher the %, the better the customer loyalty and the more of them are there over time.
Cashback is also used in other industries. Casino operators offer cashback for the same reason – to boost the loyalty of regular players. It is mainly a cash reward, but free spins no deposit at UK gambling sites have been noticed as a cashback bonus too.
Final Thoughts on the Use of Digital Rewards
Virtual incentives are one of the main competitive tools in business today. Their main advantage is that they benefit both companies and customers. The vast majority of industries are now striving to integrate these rewards as effectively as possible, but their cogency is significantly lower than no deposit free spins in UK and global casinos.
The secret of gambling platforms is simple: instead of integrating individual promotional offers and rewards, they create an interconnected system out of them. Thus, activity on the casino website leads to participation in the loyalty program. And from there, to receiving a badge and bonus spins as a token of gratitude from the casino.
In addition, casino platforms make their virtual incentives universal. Everyone can get bonuses. Absolute beginners who accidentally found the site on the Internet and joined may grab free spins on sign up. While loyal players are encouraged for their activity, which shows that the operator values them.
The article was written with informational support from the Cardmates CEO and iGaming expert, Maksym Baksheiev.
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AMSA said India, Brazil, the USA, the EU, the UK, China, Malaysia, Mexico, Canada and Australia had taken strong protection measures for their steel industries. (Photo: Getty Image)
ArcelorMittal South Africa (AMSA), part of Lakshmi Mittal’s steel group, said it is still considering closing its long steel production business as it waits for the South African government to implement a rescue plan for the domestic industry.
In January, AMSA announced plans to stop operations at its long steel manufacturing plants, affecting over 3,500 jobs. The Industrial Development Corporation later stepped in with some measures.
Despite this, AMSA reported a R500 million loss for the six months ended June 2025, according to its consolidated financial statements released this week.
“ArcelorMittal South Africa continues to face significant challenges with no improvement in market conditions over the previous period. The prolonged negative international steel cycle remains, ensuring that global and domestic steel markets remained under pressure in spite of some price improvement, notably in China during July,” the company said.
It said the possibility of closing the long steel plants, announced in November last year, still existed to ensure viability. “Enhancing the balance sheet will depend on the outcome of the ongoing IDC transaction. Should a sustainable solution not be reached, the company will proceed with the planned permanent wind-down of the longs business.
“In that event, ArcelorMittal South Africa will promptly initiate monetisation of assets, including Saldanha Steel, the Tubular Mill, the Vereeniging Bar Mill, ArcelorMittal Rail and Structures, and other non-core properties. Proceeds will be applied to strengthen the balance sheet, to reduce debt, and will be reinvested into the flats business to support improvements in earnings and cash flow in order to preserve core business continuity,” it added.
AMSA said India, Brazil, the USA, the EU, the UK, China, Malaysia, Mexico, Canada and Australia had taken strong protection measures for their steel industries.
It said the South African government had introduced initiatives but there had been limited progress in implementing measures that addressed constraints.
The company cited major rail service interruptions caused by cable theft, leading to locomotive failures. It said it had offered to help with security on key rail routes and taken other cost and mitigation steps.
“On two occasions during the past six months, the risk of uncontrolled blast furnace stops arose due to major rail service interruptions. Additional unplanned road transport had to be deployed, resulting in higher direct, operational, and handling costs of some R317 million, more than double that of R127 million in 2024,” AMSA said.
With regular power cuts from state-owned Eskom, losses during the period rose to R41 million from R25 million a year earlier.
AMSA said South Africa could maintain and grow a viable steel industry if government commitments were turned into real and immediate action. “The top two priorities currently are to ensure that there is a vibrant level of steel demand accessible to South African steel producers; and second, that the high levels of imports are dramatically reduced,” it said.
It added that about 68 per cent, or 5,18,000 tonnes, of current steel imports could be produced locally. “Once these priorities are addressed, the industry will be in a much stronger position to progress with investment to improve localisation levels with the aim of completely replacing imports, while turning attention to the issue of decarbonisation,” it said.
The company also said action against illicit trade and corrupt and collusive dealings was not being addressed.
AMSA was formed from the former state-owned steelmaker Iscor, which Mittal turned around before acquiring.
(With inputs from agencies)
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Balaji has been Group chief financial officer of Tata Motors since November 2017 and a non-executive director on JLR’s board since December 2017.
JAGUAR LAND ROVER (JLR) has appointed PB Balaji as chief executive officer (CEO), effective November 2025. He will succeed Adrian Mardell, who is retiring after three years as CEO and 35 years with the company.
N Chandrasekaran, chairman of Jaguar Land Rover PLC, Tata Motors and Tata Sons, said: “I would like to thank Adrian for the stellar turnaround of JLR and for delivering record results. I am delighted to appoint Balaji as the incoming CEO of the company. The search for a suitable candidate to lead JLR has been undertaken by the Board for the past few months and after careful consideration it was decided to appoint Balaji. He has been associated with the Company for the past many years and is familiar with the Company, its strategy and has been working with the JLR leadership team. This move will ensure that we continue to accelerate our journey to Reimagine JLR.”
Mardell said: “These three years have been a great privilege. Together with the incredible JLR workforce, we have cemented JLR’s position in the automotive industry during a time of incredible change. I would like to thank everyone in JLR and the extended Tata Group, and wish Balaji every success in his new role.”
Balaji said: “It is my privilege to lead this incredible company. Over the past 8 years I have grown to know and love this company and its redoubtable global brands. I look forward to working with the team to take it to even greater heights. I thank Adrian for his immense contributions and wish him well for his next innings.”
Balaji has been Group chief financial officer of Tata Motors since November 2017 and a non-executive director on JLR’s board since December 2017. He has 32 years of experience in automotive and consumer goods industries and has worked in Mumbai, London, Singapore and Switzerland.
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