Speaking to Eastern Eye, the peer said he was willing to plough “several hundred million pounds” into a company.
“I’d like to invest in engineering firms which are profitable,” he said. “I don't want to buy a business where they can't make money.
“I would like to buy a business where there is a possibility of expansion [to make] even more money than I originally invested.”
“I most like engineering steel, metals etc., and I will look at anything which I can understand, because I like to manufacture.”
Some may be surprised that the entrepreneur wants to invest in steel after parts of Caparo Industries steel operations went into administration in 2015 during a global collapse in the market.
“[The losses] are why I want to come back, because steel, and every commodity, go up and down,” said Paul.
No slowing down
At the time there were complaints that Chinese manufacturers undercut steel prices which contributed to the market’s problems.
“China find themselves in trouble themselves after cutting down too much.
“On the other hand, they are still the cheapest. They compete with India even more, because India is able to compete with them, but they to live with that.”
The magnate will turn 91 next month, and he refuses to slow down.
“That makes me ask why not spend my life to do more good,” he explained.
“Good by my family, good to the world, good to the industry, good to the workers.
“That is what keeps me driving.
“If I don't do anything, I'll be a dead man, I'll be suffering in the house, one pain or the other and some sadness.
“If your grandchild falls ill, you are worried. If your wife gets a headache, you get complaints. You feel that you are more ready to take the aspirin than even she is.
“Those are the kind of things which drive me, and I enjoy it.”
Paul keeps busy, despite his age. He is up and working when the markets open in India, makes sure his UK concerns are operating properly, and he is still there when Wall Street closes.
For a journalist of 40-plus years standing, I found his stamina while writing this story to be indefatigable.
Taking opportunities
Over the course of three weeks, Paul phoned repeatedly wanting, to make sure that I got everything I needed, and that I understood the details necessary to compile a business story.
That eye for detail, the necessity to make sure everything is factually correct, are things the peer hopes to pass onto his grandchildren.
“My granddaughter whose birthday is tomorrow, and she'll become 16, I was telling her, you will find in life the more you work, the more you enjoy.
“Let nobody make you believe that not doing anything, or playing this or that, is better.”
The Caparo empire has businesses in India, the United Arab Emirates, the USA, and of course in Britain.
Lord Swraj's tweets on changing the names of his American companies
And their owner never misses a business opportunity.
Paul knows he is the brand, and that is why last week (21), he Tweeted that he was changing the names of his American companies.
Bull Moose Tubes, in Chesterfield Missouri, and its six plants in America, and one on Canada, will now have the tag line of “a company chaired by The Rt. Hon. Lord Swraj Paul”.
President and CEO, Tom Modrowski said, “We are proud and excited to introduce our new company brand because it specifically reflects the hallmark characteristics that Lord Paul embodies, innovation, drive, commitment, perseverance, compassion, collaboration, and an insatiable desire to succeed.
“Our historic success is based on these characteristics. Our future success is dependent on them.”
Branding
Lord Swraj's company's XL Specialised Trailers
It is also the same for XL Specialized Trailers, based in Manchester, Iowa.
The company’s website declares it is “a leading designer and manufacturer of highly engineered and customized trailers for applications in the heavy haul trucking, construction, agriculture, wind energy, and oil & gas industries.”
When you read the press release, you will be struck by the peer’s words.
“I thank my lovely daughter, Ambika, whom we lost at a very young age and whose life and passing so many years ago made all that I have done possible.
“I thank my youngest son, Hon. Angad Paul, who played a such a big role in building Caparo around the world and Bull Moose in the U.S.
At the children's zoo section in memory of his late daughter Ambika in London
“The deaths of Ambika and Angad have been formative experiences in my life.
These acknowledgements add to the Paul legacy, for it was the fight to keep his daughter, Ambika, alive that brought the entrepreneur to the UK.
He has been here ever since, even after the little girl passed away in 1968, aged four.
Speaking to the peer, you sense that he truly cares for his employees.
Asked about how the pandemic affected business, he responded in an unexpected way.
“We are surviving, and we have worker shortages, especially in India,”
“In India, the people have to go away. They come from 100 miles, 200 miles, from villages, with no place to live.
“So, they haven’t worked.
“The factories, what they could sell, they couldn’t produce, and even their customers, for example, the car manufacturers, we make the products for them.
“We can’t supply and even they can't buy because if they buy, they can’t make the cars, and if they make the cars, they don't have that many cars to sell.”
Legacy
He and his son Angad
For those who have read his memoir, Beyond Boundaries, one sentence resonates throughout the book.
“Compassion, to me,” wrote Paul, “is not simply open-ended charity, cheque-book sympathy, or bleeding-heart liberalism.
“It has a moral content, but it is also a way in which we can hold society together and improve ourselves by doing so.”
That is probably why, pandemic or not, Paul’s interests continue to flourish.
For example, he has invested millions of dollars in the redevelopment of a 14-acre former foundry site in St Louis, Missouri, into retail stores, offices and a food hall.
The site is now called City Foundry STL.
According to an end of year update last month, the developer, New + Found, appears to have resolved challenges caused by Covid.
It expects to begin the second phase of the US$340 million project this month.
In an email seen by Eastern Eye, the CEO of the project, Steve Lawrence wrote, “It has been such a pleasure to work with everyone on the Caparo team.”
Further, this paper has learnt that the City Foundry STL development will also include a theatre, which will be named after the baron.
For someone who starts the second year of his 10th decade, legacy is important.
JAGUAR LAND ROVER (JLR) said on Friday it is working "at pace" to resolve a cyber incident that has severely affected its retail and production activities. Factory staff have been told to stay at home until at least early next week.
The company disclosed the breach on Tuesday, the latest in a series of cyber and ransomware attacks against businesses globally. Companies such as Marks & Spencer and Co-op have also been hit by breaches in recent years.
JLR, owned by Tata Motors, said it acted immediately by shutting down its systems to limit the impact. In an emailed statement on Friday, it said there was no evidence at this stage that customer data had been taken.
"We are now working at pace to restart our global applications in a controlled manner," JLR said. "Our retail and production activities have been severely disrupted."
The company, Britain’s largest automotive employer with about 33,000 staff, said factory workers will remain at home until at least Tuesday.
Marks & Spencer, which suffered a major hack earlier this year, said the disruption over several months cost it around 300 million pounds in lost operating profit.
JLR has already faced difficulties this year. In July, it reported a near 11 per cent quarterly sales fall, partly due to a temporary halt in US shipments after the administration of Donald Trump imposed tariffs on all car imports.
Although exports to the US resumed in May, JLR cut its main profit margin target for fiscal 2026 to 5 per cent-7 per cent, down from 10 per cent, citing uncertainty over US tariff policy. The company has also been facing weaker demand in China and slower sales in Europe.
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Dawood Pervez (L), managing director at Bestway Wholesale and Katie Secretan, managing director of Co-op Wholesale
A NEW partnership has been formed between Co-op Wholesale and Costcutter Supermarkets Group (CSG) to support independent retailers across the UK.
Goes beyond the standard supply deal, it aims to bring the combined expertise and resources of both businesses together, helping local retailers compete in an increasingly tough convenience market, a statement said on Thursday (4).
Katie Secretan, managing director of Co-op Wholesale, welcomed the move. She said: “I am delighted to announce this new agreement which goes further than just a supply deal; we are jointly focused on true partnership as the key ingredient for mutual success, as we collectively support independent retailers to grow through our market leading propositions.”
The deal ensures that Costcutter stores will continue to benefit from Co-op Wholesale’s full-service convenience model, including access to Co-op’s well-known own-brand products.
Dawood Pervez, managing director of Bestway Wholesale, which owns Costcutter, said the agreement builds on a strong existing relationship. “The continuation of our collaboration will see Costcutter stores continue to benefit from the market-leading full-service convenience model from Co-op Wholesale, including access to the iconic and best in class Co-op own brand products. Both businesses are committed to working together to continuously improve the offer, supporting retailer growth in an evolving market,” he said.
Bestway Wholesale, part of the Bestway Group, is one of the UK’s largest independent food and drink wholesalers. Founded in 1976, the company has grown to operate 62 depots across the country and generates a turnover of around £3 billion. It supplies more than 100,000 retailers and 7,000 symbol and franchise operators, as well as running over 200 of its own company-owned stores.
The group also manages brands including Costcutter, best-one and Bargain Booze, and services a wide range of businesses in retail, catering, foodservice and specialist pet supplies.
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India's finance minister Nirmala Sitharaman said the Goods and Services Tax (GST) structure would be simplified from four slabs to two, with reductions across several sectors. (Photo: Getty Images)
INDIA announced a major cut in consumption taxes on Wednesday, days after the United States imposed steep tariffs on Indian goods.
India's finance minister Nirmala Sitharaman said the Goods and Services Tax (GST) structure would be simplified from four slabs to two, with reductions across several sectors. In some cases, levies have been reduced by more than half.
The tax changes will make a range of consumer goods, including soap bars and motorbikes, cheaper. However, the move could add pressure on government finances.
The announcement comes after US president Donald Trump imposed tariffs of up to 50 per cent on imports from India, raising concerns of a slowdown.
Sitharaman said the GST cuts were not linked to the tariff issue. "These reforms have been planned for a long time," she said.
India's prime minister Narendra Modi welcomed the measures. "The wide ranging reforms will improve lives of our citizens and ensure ease of doing business for all, especially small traders and businesses," his office said in a social media statement.
The revised system removes tax on insurance premiums, including life and health coverage. Levies on motorbikes and small cars have been reduced from 28 per cent to 18 per cent.
A finance ministry note also said dozens of life-saving drugs will now be tax exempt.
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Jio Platforms includes India’s largest telecom operator, Reliance Jio Infocomm, with more than 500 million users. (Photo: Reuters)
RELIANCE Industries plans to take its telecom and digital arm, Jio Platforms, public by mid-2026, chairman Mukesh Ambani said on Friday. The announcement sets a new timeline for the long-awaited IPO of a business analysts value at over $100 billion.
At its annual general meeting (AGM), Reliance also announced the launch of an artificial intelligence unit in partnership with Google and Meta.
Ambani had first indicated plans in 2019 to list Jio within five years. On Friday, he told shareholders the company is preparing to file for an IPO next year.
Reuters reported in July that Jio decided against launching an IPO in 2025. Analysts at the time valued the company at over $100 billion.
Jio Platforms includes India’s largest telecom operator, Reliance Jio Infocomm, with more than 500 million users. Backed by investors such as Meta, Google and KKR, the business is central to Ambani’s move to diversify Reliance beyond oil and chemicals into retail, consumer and technology. AI and international expansion are now key areas of growth.
Reliance is also investing $8.8 billion in its chemicals business. It expects retail to grow sales by nearly 10 per cent a year on a like-for-like basis and plans to add 2,000–3,000 new stores annually.
“Jio is not being fully valued within Reliance's broader petrochemicals and retail portfolio, and a separate listing would help unlock higher value for the telecom and digital unit,” said Saurabh Parikh, senior analyst at ICRA Ltd.
AI Unit with Meta and Google
Reliance and Meta announced a new AI joint venture with an initial investment of around $100 million. Meta CEO Mark Zuckerberg told the AGM the venture will provide Meta’s open-source AI models to Indian businesses.
Google will partner with Reliance to deploy AI across energy, retail, telecom and financial services. It will also set up a Jamnagar Cloud region dedicated to Reliance, Google CEO Sundar Pichai said at the meeting.
The partnerships come as India-US relations face tensions following US President Donald Trump’s decision to impose 50 per cent tariffs on Indian exports in response to India’s purchase of Russian oil.
Reliance runs the world’s largest refining complex in Gujarat and is India’s biggest buyer of Russian oil.
(With inputs from agencies)
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Asda sales fell 0.2 per cent in the three months to June 30, 2025 (AFP via Getty Images)
THE chairman of Asda has admitted the supermarket chain still faces challenges after sales slipped again over the summer, but said the completion of a major IT overhaul was crucial for its recovery.
Allan Leighton told the Times that the long-delayed technology project, called Project Future, had finally been finished after years of setbacks and costs exceeding £1 billion. The work involved separating more than 2,500 systems inherited from former owner Walmart, following Asda’s 2021 takeover by TDR Capital.
Describing the programme, he said it might be “the biggest IT systems change, certainly in Europe, maybe ever”. He added: “The cost is material, but largely that is now behind us.”
The supermarket acknowledged that the switchover had caused “temporary disruption with product availability” both online and in stores, which would weigh on sales through to September.
Leighton explained: “We’ve been doing 50 stores a week, every week, for 10 weeks. The collective scale of that does cause some friction… so that’s where the impact has been.”
Leighton, who rejoined Asda last November after previously leading the business in the 1990s, has focused on price cuts and improving stock levels. He said he did not expect “any miracles” but stressed that completing the IT work and reducing distractions was “very critical” for the turnaround.
Asda has been pouring money into a Rollbackprogramme of price reductions to compete with Tesco, Sainsbury’s and the fast-growing discount chains Aldi and Lidl. The grocer said its average reduction under the scheme was about 22 per cent.
He also voiced concern about government policy, warning that chancellor Rachel Reeves’s approach could push up prices. “There’s no doubt all of this is hitting the pocket of the consumer. And when that happens, that’s not particularly good for anybody. I think there’s more gloom than we’ve seen for a long time,” he was quoted as saying. He added that Reeves risked driving up food bills by “taxing everything in some way shape or form.”
Sales at Asda fell 0.2 per cent in the three months to June 30, excluding fuel, while turnover edged down to £5.3bn. Earlier in the year, sales had fallen nearly 6 per cent.
Data from research firm Kantar showed the supermarket’s market share dropped further over the summer, with sales down 2.6 per cent. Aldi is now close to overtaking Asda as the UK’s third-largest grocer.
Leighton pointed to other parts of the business as bright spots. George, Asda’s clothing and homeware arm, posted 2.5 per cent like-for-like growth, while its convenience format Asda Express rose 8.6 per cent, outpacing the wider market. “We’re more than just a supermarket,” he said, highlighting its clothing stores, cafés and opticians.
Retail analyst Clive Black of Shore Capital said, “Asda’s Q2 performance is not yet at a stage of putting up the bunting, but we are pleased to see for all those in Leeds the signs of improvement, which we anticipate will now follow through into forthcoming quarters.”