Taylormade Renewables Ltd — Important, 05-06-2026: Company Update

CIN: L36000GJ2010PLC061759

1201 to 1215, 12th Floor, Solitaire Connect, Nr. BMW Showroom, S.G. Highway, Makarba, Ahmedabad-

380051, Gujarat, India.

Tel.+ 91 79 40040888, 40035875 Email: cs@tss-india.com, info@trlindia.com

June 05, 2026

To,

Listing Department

BSE Limited

PJ Tower, Dalal Street,

Mumbai-400001

Scrip Code: 541228

Dear Sir/Madam,

Sub: Newspaper Publication Extracts of Audited Financial Results of the Company for the

quarter and year ended on March 31, 2026

Pursuant to Regulation 30 and 47(3) of SEBI (Listing Obligations and Disclosure Requirements)

Regulations, 2015, please find enclosed newspaper publications of the extract of the Standalone

and Consolidated Audited Financial Results of the Company for the quarter and year ended on

March 31, 2026, published in Free Press (English Newspaper) and Lok Mitra (Gujarati Newspaper).

You are requested to take note of the above.

Thanking You,

Yours faithfully,

For Taylormade Renewables Limited

Dharmendra Sharad Gor

Chairman & Managing Director

DIN- 00466349

Encl: as above

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04-06-2026 Thursday

2

Ai+ Smartphone Crosses 3 Lakh Units

Ahmedabad, Ai+

Smartphone today announced amajor growth milestone,surpassing 3 Lakh unitssmartphone sales andgenerating over ?350 crore in

revenue in the month of May2026 alone. It reflects thegrowing momentum behindAi+'s vision of building a newage technology brand fromIndia, one that combinesinnovation, accessibility andconsumer first thinking toreimagine the smartphoneexperience for a newgeneration of users. Less thana year since entering the Indiansmartphone market, Ai+

Smartphone has emerged asone of the fastest-growingsmartphone brands in thecountry, driven by a simple yet

powerful belief: technologyshould not be a privilegereserved for a few, it should beaccessible to everyone. Themilestone follows thesuccessful launch of the Ai+Smartphone Nova2, Nova2 Ultra

& NovaFlip in april 2026 whichhas quickly emerged as a keydriver of the brand's growth andreinforced the growing appetiteamong Indian consumers fortechnology experiences thatcombine innovation, design andvalue. (20-4)

India’s technical rise must be

built on frugal innovation

Abrupt layoffs and the

erosion of dignity at work

There is a particularly

unsettling reality embedded inthe process of the modernmass layoff, especially in large

technology firms. A developerin Bengaluru, midway througha morning code deployment,encounters a “serverauthentication failed” error. A

marketing director in London,with a toddler on her knee,opens a short, automatedemail that ends her job andshuts her out of the systemsshe helped build. Badgedeactivated. Slack accessterminated. Inbox locked.Instantly. In three sentences,

years of work collapse into apermissions change. This isno longer an exception. It is atemplate. The list ofcompanies reinforces thepattern. Oracle, SAP, Amazon,

Microsoft, Tata Consultancy

Services, Block. Differentgeographies, same executionlogic. Since 2024, hundreds ofthousands of technologyworkers have been displacedglobally, with a growing share

tied directly to automation andAI-led restructuring (AIwashing is only partly true).The scale matters, but themethod matters more. Whatis being refined is not just costcontrol, but the process ofremoval. The justificationfollows a script. Severancepackages, extendedhealthcare, transition support.The transaction is presentedas closure. It is not.Severance settles a contract.It does not address themanner in which a personexits a system to which theycontributed wholeheartedly.

Treating the two as

interchangeable reveals theunderlying assumption:employment is purelyeconomic. Once thatassumption holds, the personbecomes a variable data point.Impersonal. The exit becomesan optimisation problem.

That logic does not remain

contained within theorganisation. It shapes howthe organisation is perceivedand how it is trusted.Companies spend heavily onhiring narratives, culturemessaging, and claims ofpsychological safety. Those

claims are stress-tested at thepoint of exit. A single morningof impersonal notifications canundo years of positioning.Employees who remain takenote. So do those consideringjoining. Within hours, theexperience of being laid off ispublic, documented in detailacross platforms where thecompany has no control overthe narrative. This is wherethe argument shifts fromethics to design. Compassion

is not a sentiment layered ontop of operations. It is a choicewithin operations. Manager-led conversations beforeaccess is cut. Time to handover work. Space to saygoodbye. Communicationwritten for a person, notgenerated for a group. Noneof this requires newtechnology. It requires a

decision to treat exit as partof the employment lifecyclerather than an event to beexecuted quickly and quietly.

Organisations that make thatdecision retain trust even incontraction. Those that do notpay for it later, through hiring

friction and internaldisengagement. The patternbecomes more serious whenplaced against the conditionsthe current workforce hasalready navigated, especiallyyounger cohorts. Job stabilityhas weakened over time.Housing in major cities hasmoved out of reach for many.

Contract and gig work havenormalised uncertainty. Add to

this a financial crisis, apandemic, and now AI-drivenrestructuring, and the signalis consistent. Institutionsoptimise first. Protection isconditional. The responsefrom workers reflects thatlearning. Reduceddiscretionary effort, openconversations about pay, and

coordination across bordersare not signs of apathy. They

are adjustments to a systemthat has made its terms clear.

When exits are handledthrough automated systemswith no human interface, themessage is reinforced. Thebreach is not merely personal.It accumulates across a cohortthat shares information in realtime.At that point, the role ofthe state becomesunavoidable. Leaving dignity tocorporate discretion is notneutrality. It is a policy choice.

The structure of work haschanged, but in many placesthe rules governing it have notkept pace. That gap appearsmost clearly during layoffs.

Closing it does not require

abstract debate. It requiresspecific constraints.Companies can be required toengage employees beforetermination decisions arefinalised. They can berequired to disclose howdecisions were made,especially where algorithmicsystems are involved.Minimum standards forseverance and transitionsupport can be defined in away that prevents firms fromexploiting weakerjurisdictions. These areenforceable measures, nottheoretical ones.

As the global commentary

poured in following the IndiaAI Impact Summit in February2026, a familiar anxietyresurfaced: scholars andpractitioners argued thatmiddle powers such as Indialack the capital investmentbandwidth and institutionalinfrastructure to build theirown indigenous AI full stacks,and implied that they shouldinstead focus on buildingunique use-cases at scale atopAI architectures builtelsewhere. This argument,while not without merit,mistakes a constraint for aceiling. India hasdemonstrated inconsequential domains thatresource scarcity does notpreclude technologicalambition; rather, it sharpens

it. The imperative now is toinstitutionalise this instinct.

The key question being

posed before India is this:How does a capital-constrained civilisationcompete in a century definedby compute, chips, and AIinfrastructure? The definingtechnological challenge forIndia is not whether it canoutspend the United States oroutscale China. It is whethera civilisation with limitedresources can pioneer adifferent model oftechnological advancementaltogether. India’s AI story

cannot be a mimicry ofcapital-heavy innovationmodels built in Silicon Valley

or Shenzhen; rather, it should

focus on building a sovereign,scalable, and frugaltechnological civilisation. Atthe core of India’s uniquetrajectory in scientificadvancement lie itscapabilities in frugalinnovation.

Frugal Innovation as

India’s Superpower Amillennium of colonisation hadleft India without economicresources and bereft of ascientific establishment. It isto the credit of earlyinstitution-builders such as CVRaman, Vikram Sarabhai,Meghnad Saha and PCMahalanobis that India wasable to create a scientificculture and innovate acrossdomains against all odds.India’s institution-builders inscience and technology werenot merely administrators orengineers. They werecivilisational architects whobuilt enduring capability underconditions of extreme scarcity.

This historical backdrop iscentral to today’s discussionsrevolving around R&D andtechnological innovation.India’s tradition of doing morewith fewer resources is notmere improvisation; it is adistinct innovationmethodology with aphilosophical lineage thatdeserves serious intellectualtreatment alongside SiliconValley’s “move fast and break

things”, or China’s state-

directed scale plays. Frugalinnovation as a distinctphilosophy must not beconflated with the art ofbuilding cheap substitutes. Itshould be understood as thediscipline of maximisingsocietal impact per unit ofcapital, infrastructure, andenergy. The concept of

jugaad, loosely translated asworkaround, but culturallyunderstood as constraint-driven ingenuity, is an

anecdotal invocationemphasising Indians’entrepreneurial, solution-oriented approach. India’sjugaad democracy has

systematically producedworld-class outcomes inscientific domains. Indianinnovation culture hashistorically evolved aroundconstraint-driven systemsthinking, proving its ability toengineer scalable solutions forthe Indian population despitesevere limitations of income,infrastructure, and institutionalaccess. To cite an instance,

ISRO’s Mangalyaan Marsmission cost less than theproduction budget of theHollywood film Gravity. The

Jaipur Foot, a cost-effectiveprosthetic limb developed foramputees as far back as 1969,was another instance of frugalinnovation directed atempowering the populace ofdeveloping countries withlimited access to costlymedical infrastructure. Forthat matter, the Unified

Payments Interface (UPI), builton open-source digitalarchitecture, has turned intoa medium for transactionvolumes rivalling globalpayment giants.

Indian history of science

and technology in the 20thcentury has witnessedmultiple case studies of frugalinnovation. However, a sharp

line of distinction must bedrawn between frugal

innovation and underfundedinnovation. Celebration offrugality cannot be anapologia for the underfundingof scientific institutions, norshould frugal innovationbecome an ideologicaljustification for chronicunderinvestment in scienceand research. Just as adequatefunding does not translate intoan open call for the splurgingof resources, similarly frugalitydoes not automatically createleeway for innovators to betrapped in a scarcity mindset.Rather, frugality in innovation

demands a design orientationthat asks, from the outset,how to engineer for theconstrained majority ratherthan the affluent minority. It

is this genius of scientificminds to build core andfrontier technologiesunconventionally that needs tobe retained as the mark ofIndia’s competitive identity.

India’s challenge is not toglorify scarcity, but to combine

capital efficiency with scientificexcellence. The 21st CenturyOpportunity and the ChinaChallenge - KishoreMahbubani, the founding deanof the Lee Kuan Yew School

of Public Policy, in his seminal

work The Asian 21st Century,

has argued that the 21stcentury is witnessing thereturn of Asian economies tothe world stage, and that theemergence of China as ahegemonic force is pivotal tothe shift in the balance ofpower towards Asia. Despite

varying projections on thefuture of the AI race, Chinahas certainly established itselfas a frontier-setter. The

DeepSeek moment in early2025 was a timely reminderof China’s capabilities inbuilding frontier technology ata fraction of the compute costof its American peers. Chinahas built a formidableinnovation ecosystem wheretechnological ambition istreated as a matter ofcivilisational pride, and thestate firmly prioritisestechnological sovereignty.

The Chinese state

apparatus has given a culturallogic to this prioritisation: itsees scientific laggardness asthe cause of the “century ofhumiliation”, and absolute

technological domination asthe pathway to catapult Chinaback to the centre of theworld. Tanner Greer, a China

hawk, documents thecountry’s excellence across all

fronts — whether academia,technological innovation, orraw research. A recent reporthighlights the influx of ChineseAI engineers into SiliconValley, being poached en

masse by American Big Tech

giants, and implies the remotepossibility of Silicon Valley

being dominated by Chinesetechnological hegemons in thefuture — a Shenzhen withinSilicon Valley, dictating its

direction. The Indian Century:A Narrow Window - Indiamight not have the institutionalarchitecture to match China,but it does possess certainstructural advantages — ademocratic political systemthat makes its technologyexports trustworthy, an

English-language talent basethat integrates easily intoglobal collaborative networks,and a growing diaspora wellplaced in leadership positionsacross several consequentialtechnology institutions.

Grand thief Utpal paid more than

50 crores in tax from fraud

Gandhinagar, The police

have filed a case againstUtpal Patel, the mastermindbehind the scam, and hiswife, along with sixmanagers, in connection withthe fraud of crores of rupeesby a company calledShootspace Digital PrivateLimited operating inGandhinagar's GIFT City in thename of investing in datastorage and terabyte space.

Taxes of 50 crores were

paid in fraud, the figure couldexceed 300 crores.

However, in the initial

investigation of this fraud, itwas found that Utpal Patelhad paid more than 50 croresin taxes on the investmentamount to the government asper the rules. It would not besurprising if the figure offraud reaches 300 crores, not100 crores.

The company has

embezzled investors' capitalby transferring crores ofrupees collected frominvestors by luring them withforeign trips whiletransferring the money to

other companies, to its otherbusinesses such as CloudGTechnology Limited and Harry

Hospitality and LeisureLimited.

Who is involved in the

fraud?

The accused involved in

this crime include UtpalRamabhai Patel, Founder andDirector of Shootspace DigitalPvt. Ltd., Director Arun

Rameshchandra Rai, Arun

Virchandbhai Patel, Board ofDirectors of CloudG DigitalPvt. Ltd., Sachin Amritbhai

Patel, Zonal Manager ofShootspace Digital Pvt. Ltd.,

Date: 02/06/2026Place: Visnagar

FORM NO. URC-2

Advertisement giving notice about registration under Part I of

Chapter XXI of the Act

[Pursuant to section 374(b) of the Companies Act, 2013 and rule 4(1)

of the Companies (Authorised to Register) Rules, 2014]

1.Notice is hereby given that in pursuance of sub-section (2) of section 366of the Companies Act, 2013, an application is proposed to be made afterfifteen days hereof but before the expiry of thirty days hereinafter to theRegistrar at Registrar at Central Registration Centre (CRC) Indian

Institute of Corporate Affairs (IICA), Plot No. 6, 7, 8, Sector 5,IMT Manesar, District Gurgaon (Haryana), Pin Code-122050 thatM/s Spalonpro Technologies LLP a Limited Liability Partnership may be

registered under Part I of Chapter XXI of the Companies Act 2013, as acompany limited by shares.2.The Principal objects of the company are as follows:The business of LLP shall be to carry on the business of software

development, digital marketing and providing technology-enabled services,including but not limited to developing and managing web and mobileapplications for business listings, digital visiting cards, event management,job portal and online education.3.A Copy of the draft Memorandum and articles of Association of the

Proposed Company may be inspected at the office at: - B-11,Arbudanagar Society, Dharoi Colony Road, Visnagar, DistrictMahesana, Gujarat, India - 384315.

4.Notice is hereby given that any person objecting to this application maycommunicate their objection in writing to the Registrar at Central

Registration Centre (CRC), Indian Institute of Corporate Affairs(IICA), Plot No. 6,7, 8, Sector 5, IMT Manesar, District Gurgaon(Haryana), Pin Code-122050, within twenty one (21) days from thedate of publication of this notice, with a copy to the company at itsregistered office.

FOR, SPALONPRO TECHNOLOGIES LLP

Sd/-

1. PANNABEN PRITESH SONI

2. PRITESHKUMAR HASMUKHLAL SONI

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04-06-2026 Thursday3

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Þkºke ‚wrðÄkyku™k rðMŒhý

ŒhV {níð...qýo ...„÷kt - W™k¤k™e

hòyku Ëhr{Þk™ {w‚kVhku™eðÄkhk™e {kt„™u ...nkut[e ð¤ðk {kxu33 rðþu»k xÙu™ Vuhkyku™wt ‚t[k÷™fhðk{kt ykÔÞwt Œu{s 43 ðÄkhk™kfku[ òuzðk{kt ykÔÞk. yk «Þk‚kuÚkeykþhu 0.55 ÷k¾ {w‚kVhku™u‚wrðÄk {¤e y™u ?6.79 fhkuz™eðÄkhk™e {w‚kVh ykðf «kó ÚkE.¼ws-rËÕne yuõ‚«u‚™ku «kht¼: 22{u 2026™k hkus {k™™eÞ hu÷{tºke ©e yÂï™e ði»ýð y™u„wshkŒ™k {k™™eÞ {wÏÞ{tºke ©e¼q...uLÿ¼kE ...xu÷u rðrzÞkufkuLVhÂL‚t„ îkhk ò÷kuh-...k÷e{khðkz {k„uo «Úk{ 𾌠‘¼ws-rËÕne yuõ‚«u‚’™u ¼wsÚke ÷e÷e ÍtzeƒŒkðe hðk™k fhe. yk ‚uðkÚkefåA y™u Ëuþ™e hksÄk™e ðå[u™e

f™uÂõxrðxe ðÄw {sƒqŒ ƒ™e Au.rxrfx [u®f„ y™u MðåAŒkyr¼Þk™: ð„h rxrfx y™uyr™Þr{Œ {w‚kVhe ...h r™Þtºký÷kððk {kxu rðrðÄ Mxuþ™ku ...h rðþu»k(Fortress) [fk‚ýe yr¼Þk™ku nkÚkÄhðk{kt ykÔÞk, su™k ...rhýk{u {u{rn™k{kt ytËksu ?3.00 fhkuz™erxrfx [u®f„ ykðf «kó Úkðk™ey...uûkk Au. W...hktŒ, Mxuþ™ku ...h „tËfeVu÷kð™kh y™u Úkqtf™khkyku ‚k{u fzffkÞoðkne fhe™u yuLxe-r÷x®h„ fu‚kunuX¤ ?1.38 ÷k¾™ku Ëtz ð‚q÷fhðk{kt ykÔÞku.

ITI fwƒuh™„h, y{ËkðkË ¾kŒu ...kuŒk™k

fkiþÕÞ rðfk‚ fkÞo¢{ þY fÞkuo

y{ËkðkË, furhÞh RÂLzÞk (Car-

rier India) îkhk RLzÂMxÙÞ÷ xÙu®™„

RÂLMxxâqx (ITI) fwƒuh™„h, y{ËkðkË

¾kŒu ÔÞð‚krÞf fkiþÕÞ rðfk‚ {kxu Œu™k™ðk '‚uLxh ykuV yuõ‚u÷L‚' (Centre

of Excellence) ™e þYykŒ fhðk™e

ònuhkŒ fhðk{kt ykðe Au. 'Þw™kRxuz ðuykuV rËÕne' (United Way of Delhi)

îkhk y{÷{kt {qfðk{kt ykðu÷e yk...nu÷, ¼khŒ™k fkÞoƒ¤™u Wãku„-‚tƒtrÄŒ fkiþÕÞkuÚke ‚ä fhðk y™uHVAC (ne®x„, ðuÂLx÷uþ™ y™u yuhfLzeþ™ª„) ûkuºku ™ðe™Œk™u yk„¤Ä...kððk {kxu™e furhÞh™e «rŒƒØŒk™uðÄw {sƒqŒ ƒ™kðu Au. furhÞh RÂLzÞkyu RLxur÷sLx õ÷kR{ux y™u yu™So‚kuÕÞwþL‚{kt ðiÂïf y„úu‚h yuðe'furhÞh ø÷kuƒ÷ fku...kuohuþ™' (NYSE:

CARR) ™ku yuf ¼k„ Au. furhÞh

RÂLzÞk™e CSR (fku...kuohux ‚kurþÞ÷

rhM...kuÂL‚rƒr÷xe) ...nu÷ ytŒ„oŒ þYfhkÞu÷k yk fkÞo¢{™e Y...hu¾k

rðãkÚkeoyku™u hur£shuþ™ y™u yuhfLzeþ™ª„ r‚MxB‚{kt «uÂõxf÷(«kÞkur„f) Œk÷e{ yk...e™u fkiþÕÞ™e¾k{eyku™u Ëqh fhðk {kxu ŒiÞkh fhðk{ktykðe Au. yk rðþu»k yÇÞk‚¢{Œf™efe fwþ¤Œk™u ÔÞkðnkrhfy™w¼ð ‚kÚku òuzu Au, su rðãkÚkeoyku™u‚ŒŒ rðf‚Œk HVAC Wãku„{kt

ðkMŒrðf fkhrfËeo ƒ™kððk {kxu ŒiÞkhfhu Au. "ITI fwƒuh™„h ¾kŒu y{khk

'‚uLx‚o ykuV yuõ‚u÷L‚' ™ku rðMŒkh fhðkuyu {kºk fkiþÕÞ yk...ðk ...qhŒwt ‚er{Œ™Úke—...htŒw Œu ykŠÚkf Œfku™k îkh ¾ku÷ðk{kxu™ku yuf {k„o Au. (19-8)

¼køÞ©e fnu Au hks{kŒk rsòW Au “ykurhrs™÷

‚w...hMxkh” ‘Œw{ nku ™k – ½h fe ‚w...hMxkh’ ...h

y{ËkðkË, ‚ku™e

yuLxhxuR™{uLx xur÷rðÍ™ ...h ‘Œw{nku ™k – ½h fe ‚w...hMxkh’™kykð™khk yur...‚kuz{kt yufþÂõŒþk¤e y™u ÓËÞM...þeo ûkýòuðk {¤þu, ßÞkt yr¼™uºke¼køÞ©e «u{Úke rsòƒkE, su™u ‚kihks{kŒk rsòW Œhefu yku¤¾u Au,Œu{™e «uhýkËkÞf ðkh‚k™e ðkŒfhþu. yur...‚kuz Ëhr{Þk™, nkuMxhkSð ¾tzu÷ðk÷ ‚kÚku™e ¼kðwfðkŒ[eŒ{kt yuf «rŒM...Äofyu ykùÞoÔÞõŒ fÞwO fu ‘{u™u ÃÞkh rfÞk’{kt‚÷{k™ ¾k™ ‚kÚku™e ‚V¤Œk ƒk˼køÞ©eyu {wÏÞ hku{uÂLxf rVÕ{kuÚkeËqh Úkðk™wt ...‚tË fÞwO. sðkƒ{kt¼køÞ©eyu ...kuŒk™e ŒksuŒh™erVÕ{ rðþu ðkŒ fhe, su Aºk...rŒrþðkS {nkhks ...h ykÄkrhŒ Au,y™u hks{kŒk rsòW™k RrŒnk‚½zðk{kt yk...u÷k y˼qŒ Þku„Ëk™™uWò„h fÞwO. Œu{ýu fÌkwt, “Œ{u {khe™ðe rVÕ{ ‘hkò rþðkS’ òuE™Úke.” ¼køÞ©eyu yk„¤ ‚{òÔÞwt

fu Œuyku fu{ hks{kŒk rsòW™u‚k[e ‘½h fe ‚w...hMxkh’ {k™u Au.Œu{ýu Œu{™e þÂõŒ, ™uŒ]íð y™uÿrü™e «þt‚k fhŒkt fÌkwt, “ßÞkhuyk...ýu ‘½h fe ‚w...hMxkh’™e ðkŒfheyu Aeyu, Œku yu ykurhrs™÷‚w...hMxkh nŒe. fkhý fu {kºkrþðkS {nkhks™u sL{ ykÃÞkuyux÷wt s ™nª, yuf ‚khe {k ƒ™e,...htŒw hksfeÞ ...rhÂMÚkrŒ ‚t¼k¤e,s™Œk™u ‚t¼k¤e, fkuxoY{ ‚t¼kéÞku.LÞkÞ y™u Mðhks™e su ...kÞk™eþYykŒ ÚkE, yu Œu{ýu fhe. Œku‚w...hMxkh Œku yu nŒe, su™u yk...ýuƒÄk y™w‚heyu Aeyu.” –

{rn÷kyku™k {uLMx‰y÷ nuÕÚk {kxu furz÷k

Vk{koMÞwrxfÕ‚ îkhk '‚w¼ÿk ‚eh...' ÷kuL[ fhkÞwt

y{ËkðkË, ¼khŒ™e y„úýe

Vk{koMÞwrxf÷ ft...™eyku{kt™e yuf,furz÷k Vk{koMÞwrxfÕ‚™k '[uÍ„úe™'rzrðÍ™ îkhk {rn÷kyku™k {uLMx‰y÷nuÕÚk ™u ÷„Œe ‚{MÞkyku™k r™ðkhý{kxu ykÞwðuorËf y™u y‚hfkhf W...kÞ‚{k™ '‚w¼ÿk ‚eh...' ÷kuL[ fhðk™eònuhkŒ fhðk{kt ykðe Au. yk ‚eh...¾k‚ fhe™u {kr‚f [¢™u r™Þr{Œfhðk y™u †eyku{kt òuðk {¤Œe‚k{kLÞ ‚{MÞkyku suðe fuyu{u™kurhÞk, rz‚{u™kurhÞk y™u{u™kuhursÞk{kt y‚hfkhf ‚...kuxo ...qhku...kzðk {kxu ŒiÞkh fhðk{kt ykÔÞwt Au....ht...hk„Œ ykÞwðuorËf ¿kk™ y™uykÄwr™f {uLÞwVuõ[®h„ Äkuhýku™k‚{LðÞÚke ƒ™u÷wt ‚w¼ÿk ‚eh...{rn÷kyku™k {uLMx‰y÷ nuÕÚk {kxu yuffwËhŒe y™u ‚whrûkŒ rðfÕ... «Ëk™ fhuAu. yks™k ‚{Þ{kt Ëhuf ðÞ™e{rn÷kyku™k Sð™™e „wýð¥kk y™ufkÞoûk{Œk ...h {uLMx‰y÷ nuÕÚk ‚kÚkuòuzkÞu÷e ‚{MÞkyku {kuxe y‚h fhuAu, íÞkhu yk ÷kuÂL[t„ †eyku™k MðkMÚÞûkuºku yuf {níð...qýo y™u ½ýeðkh ykuAe[[koŒe sYrhÞkŒ™u ...qýo fhu Au.

‚w¼ÿk ‚eh... Œu™k ...‚tË„e™k

nƒo÷ ½xfku îkhk nku{kuo™÷ ‚tŒw÷™ò¤ððk{kt y™u „¼koþÞ™k MðkMÚÞ™u‚wÄkhðk{kt {ËË fhu Au, su Œu™u{rn÷kyku™k MðkMÚÞ «íÞu™knkur÷ÂMxf yr¼„{ ™k ¼k„Y...u

r™Þr{Œ W...Þku„ {kxu ÞkuøÞ ƒ™kðuAu. yk ÷kuÂL[t„ «‚t„u furz÷kVk{koMÞwrxfÕ‚ r÷r{xuz™k [uh{u™ y™u{u™u®s„ rzhuõxh zku. hkSð ykE.{kuËeyu sýkÔÞwt nŒwt fu, "{rn÷kyku™kMðkMÚÞ, ¾k‚ fhe™u {uLMx‰y÷ nuÕÚk...h rðþu»k æÞk™ y™u ‚tðuË™þe÷Wfu÷ku™e sYh Au. ‚w¼ÿk ‚eh... îkhky{u ‚{Þ™e f‚kuxe ...h ¾hk WŒhu÷kykÞwðuorËf ¿kk™™u furz÷k™e „wýð¥kky™u ði¿kkr™f [kuf‚kE ‚kÚku ‚ktféÞwtAu. yk ÷kuÂL[t„ ‚whrûkŒ, fwËhŒe y™uy‚hfkhf nuÕÚkfuh ‚kuÕÞwþL‚ «Ëk™fhðk™k y{khk ‚ŒŒ «Þk‚ku™u«rŒ®ƒrƒŒ fhu Au, su {rn÷kyku™u ðÄwMðMÚk y™u ykí{rðïk‚...qýo Sð™Sððk{kt {ËËY... Úkþu." (19-1)

nkRfkuxuo ...qðo ss r„heƒk÷k

®‚n™k yk„kuŒhk ò{e™ hË fÞko

yr¼™uºke y™u {kuzu÷ ÂxTðþk þ{ko™ku {kuŒLkku {k{÷ku

¼kuÃkk÷, {æÞ «Ëuþ™k

nkRfkuxo{kt yr¼™uºke y™u {kuzu÷ÂxTðþk þ{ko™k hnMÞ{Þ {kuŒ{k{÷u yuf {kuxku ð¤ktf ykÔÞku Au.yk fu‚™e Œ...k‚ fhe hnu÷e ‚uLxÙ÷çÞwhku ykuV RLðuÂMx„uþ™ (CBI)yu

nkRfkuxo{kt ...qðo ss r„heƒk÷k®‚n™e yk„kuŒhk ò{e™ yhS™ku‚¾Œ rðhkuÄ fÞkuo nŒku. CBIyu ykûku...fÞkuo Au fu ...qðo ssu 33 ð»ko™eÂxTðþk™e Aƒe ¾hzkððk {kxu fkuEf‚h ƒkfe hk¾e ™ nŒe, ŒuÚke ‚íÞƒnkh ÷kððk {kxu Œu{™e fMxze{kt...qA...hA fhðe ¾qƒ s sYhe Au. CBI

y™u ÂxTðþk™k ...rhðkh™e Ë÷e÷ku‚kt¼éÞk ƒkË {æÞ «Ëuþ nkRfkuxo™kðufuþ™ ss Ëuð™hkÞý r{©kyu yuf{kuxku [wfkËku ykÃÞku Au. fkuxuo ¼ku...k÷™e‚uþL‚ fkuxo îkhk „Œ 15 {u™k hkus...qðo ss r„heƒk÷k ®‚n™u y...kÞu÷kyk„kuŒhk ò{e™ ‚ËtŒh hË fhe ËeÄkAu. nkRfkuxo™k yk r™ýoÞ™u ykðfkhŒkÂxTðþk™k ...rhðkh™k r‚r™Þhyuzðkufux y™whk„ ©eðkMŒðu sýkÔÞwtfu, Auðxu ÂxTðþk™u LÞkÞ {éÞku Au.r„heƒk÷k ®‚nu LÞkÞŒtºk{kt 36 ð»ko‚wÄe ‚uðk yk...e Au, ŒuÚke Œu{ýu nðu„rh{k...qðof CBI ‚{ûk ykí{‚{...oý

fhe Ëuðwt òuEyu y™u Œ...k‚{kt ...qhku

‚nfkh yk...ðku òuEyu. CBIyu nkRfkuxo‚{ûk ...kuMx{kuxo{ rh...kuxo hsq fhŒk

sýkÔÞwt fu, ÂxTðþk™k fktzk y™u fkuýe...h Eò™k „t¼eh r™þk™ku nŒk.

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