A crisp, hot masala dosa at MTR. That's all it takes to assuage feelings of homesickness.
I began living in Malaysia more than four years ago, but there are still days when I miss home so much that there is nothing else to do but head to the Little India neighbourhood of Kuala Lumpur for a meal at Mavalli Tiffin Rooms. And I leave the restaurant each time feeling comforted.
MTR is a Bengaluru venue that marked its 100th anniversary this year. It is as popular today as it was when the Maiya brothers first opened it in 1924 as a hole-in-the-wall eatery serving up soft idlis and fragrant filter kapi (coffee) in a sleepy residential neighbourhood.
Over the years, MTR has become an obligatory pit stop for anyone visiting Bengaluru and always finds a place in lists of India’s most popular restaurants. MTR has not just survived, but thrived and expanded in its 100-year history.
From one “tiffin” (colloquial speak for snacks and small bites) restaurant in Bengaluru, to outposts across the city and around the state of Karnataka, plus in Dubai, Singapore, Kuala Lumpur, London and Seattle, it has been a long journey for MTR.
Managing partner Hemamalini Maiya says: “We just focus on our strengths – food quality and hygiene – so that we can deliver consistency. Whichever MTR they eat in, people can expect the same quality.”
For some of our old customers, going to MTR is a ritual
Hemamalini Maiya,
managing partner, MTR
Emphasising the nostalgia value of the brand, she adds: “The main restaurant at Lalbagh Road remains exactly how it was, say, 60-70 years ago. For some of our old customers, MTR is like a second home and going there for a dosa or khara bhath is a ritual.”
In a constantly changing world, this focus on consistency and quality is perhaps one of the reasons for its popularity among people living both in and out of India. Dubai resident Chaitali Patel says: “After dropping my daughter to her dance class, I would take a short walk to MTR and treat myself to a moist rava idli or just savour a cup of coffee in the familiar surroundings that feel like a home away from home.”
In the Bur Dubai branch of MTR, which opened 10 years ago, favourites such as rava idli and chandrahara (a signature sweet made of milk-sweetened fried dough and served only during the weekends) continue to stay top of the charts.
The backstories of both these dishes show how the MTR brand has constantly innovated and landed on its feet even in the toughest of times, from the Second World War to national political upheavals.
In the early 1940s, for instance, faced with a severe rice shortage after the war, MTR co-founder Yagnanarayana “Yagnappa” Maiya experimented with fine semolina in place of rice to make the restaurant’s classic steamed rava idlis. Eight decades on, it remains one of MTR’s most popular dishes across the world.
An entrepreneur from the third generation of the MTR family, Hemamalini has several interesting anecdotes about her grand uncles and her father, Harischandra Maiya, who took over from them. Talking about how Bengaluru locals still come to MTR on Sundays just for its chandrahara, she recounts that her grand uncle, who had just returned from a trip to the UK and Europe, originally called it French pastry.
The name – and the dish – simply didn’t catch on among Bengalure folk, until Yagnappa had a brainwave and named it after a blockbuster movie running at a cinema down the road.
A born entrepreneur with fire in his belly, Yagnappa’s study of restaurants in Europe enlightened him. Upon his return, he introduced new standards for hygiene and health, including the proper sterilisation of cookware and the distribution of booklets on proper eating habits. He even opened up the kitchen to the scrutiny of customers.
Hemamalini explains that quality aside, even the kinds of dishes on the menu have remained largely constant. “My father put his stamp on the brand by introducing lunch and dinner, while my generation has focused on expanding to more locations. But other than that, we have not changed anything,” she says.
Hemamalini says MTR’s signature spice mixes contribute largely to the quality of its dishes, which is why every branch in the world procures some key masalas – such as the sambhar powder and rava idli mix – from the mother ship in Bengaluru. “Otherwise consistency is a huge challenge,” she says, adding that every new branch opening takes several months of research, with the team spending a lot of time and attention in finding other key ingredients such as ghee and lentils locally.
Along the way, MTR also delved into instant foods and snacks, becoming one of the largest players in this sector, before selling that arm of the business to a Norwegian company in 2007.
Plans for the future include more locations worldwide, including in Canada and the US. The fragrance of filter kapi has, after all, lured tens of thousands of people for a hundred years and counting.
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- Flexible payment plans from developers
- Mortgages with better interest rates, faster approval times and reduced fees
- DLD registration fee can be paid through banks or credit cards at zero interest rates
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The bio
Favourite book: Peter Rabbit. I used to read it to my three children and still read it myself. If I am feeling down it brings back good memories.
Best thing about your job: Getting to help people. My mum always told me never to pass up an opportunity to do a good deed.
Best part of life in the UAE: The weather. The constant sunshine is amazing and there is always something to do, you have so many options when it comes to how to spend your day.
Favourite holiday destination: Malaysia. I went there for my honeymoon and ended up volunteering to teach local children for a few hours each day. It is such a special place and I plan to retire there one day.
Ten tax points to be aware of in 2026
1. Domestic VAT refund amendments: request your refund within five years
If a business does not apply for the refund on time, they lose their credit.
2. E-invoicing in the UAE
Businesses should continue preparing for the implementation of e-invoicing in the UAE, with 2026 a preparation and transition period ahead of phased mandatory adoption.
3. More tax audits
Tax authorities are increasingly using data already available across multiple filings to identify audit risks.
4. More beneficial VAT and excise tax penalty regime
Tax disputes are expected to become more frequent and more structured, with clearer administrative objection and appeal processes. The UAE has adopted a new penalty regime for VAT and excise disputes, which now mirrors the penalty regime for corporate tax.
5. Greater emphasis on statutory audit
There is a greater need for the accuracy of financial statements. The International Financial Reporting Standards standards need to be strictly adhered to and, as a result, the quality of the audits will need to increase.
6. Further transfer pricing enforcement
Transfer pricing enforcement, which refers to the practice of establishing prices for internal transactions between related entities, is expected to broaden in scope. The UAE will shortly open the possibility to negotiate advance pricing agreements, or essentially rulings for transfer pricing purposes.
7. Limited time periods for audits
Recent amendments also introduce a default five-year limitation period for tax audits and assessments, subject to specific statutory exceptions. While the standard audit and assessment period is five years, this may be extended to up to 15 years in cases involving fraud or tax evasion.
8. Pillar 2 implementation
Many multinational groups will begin to feel the practical effect of the Domestic Minimum Top-Up Tax (DMTT), the UAE's implementation of the OECD’s global minimum tax under Pillar 2. While the rules apply for financial years starting on or after January 1, 2025, it is 2026 that marks the transition to an operational phase.
9. Reduced compliance obligations for imported goods and services
Businesses that apply the reverse-charge mechanism for VAT purposes in the UAE may benefit from reduced compliance obligations.
10. Substance and CbC reporting focus
Tax authorities are expected to continue strengthening the enforcement of economic substance and Country-by-Country (CbC) reporting frameworks. In the UAE, these regimes are increasingly being used as risk-assessment tools, providing tax authorities with a comprehensive view of multinational groups’ global footprints and enabling them to assess whether profits are aligned with real economic activity.
Contributed by Thomas Vanhee and Hend Rashwan, Aurifer
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Who's who in Yemen conflict
Houthis: Iran-backed rebels who occupy Sanaa and run unrecognised government
Yemeni government: Exiled government in Aden led by eight-member Presidential Leadership Council
Southern Transitional Council: Faction in Yemeni government that seeks autonomy for the south
Habrish 'rebels': Tribal-backed forces feuding with STC over control of oil in government territory
The specs
Engine: 2.0-litre 4cyl turbo
Power: 261hp at 5,500rpm
Torque: 405Nm at 1,750-3,500rpm
Transmission: 9-speed auto
Fuel consumption: 6.9L/100km
On sale: Now
Price: From Dh117,059
Teaching your child to save
Pre-school (three - five years)
You can’t yet talk about investing or borrowing, but introduce a “classic” money bank and start putting gifts and allowances away. When the child wants a specific toy, have them save for it and help them track their progress.
Early childhood (six - eight years)
Replace the money bank with three jars labelled ‘saving’, ‘spending’ and ‘sharing’. Have the child divide their allowance into the three jars each week and explain their choices in splitting their pocket money. A guide could be 25 per cent saving, 50 per cent spending, 25 per cent for charity and gift-giving.
Middle childhood (nine - 11 years)
Open a bank savings account and help your child establish a budget and set a savings goal. Introduce the notion of ‘paying yourself first’ by putting away savings as soon as your allowance is paid.
Young teens (12 - 14 years)
Change your child’s allowance from weekly to monthly and help them pinpoint long-range goals such as a trip, so they can start longer-term saving and find new ways to increase their saving.
Teenage (15 - 18 years)
Discuss mutual expectations about university costs and identify what they can help fund and set goals. Don’t pay for everything, so they can experience the pride of contributing.
Young adulthood (19 - 22 years)
Discuss post-graduation plans and future life goals, quantify expenses such as first apartment, work wardrobe, holidays and help them continue to save towards these goals.
* JP Morgan Private Bank
The specs
Engine: 3.5-litre twin-turbo V6
Power: 380hp at 5,800rpm
Torque: 530Nm at 1,300-4,500rpm
Transmission: Eight-speed auto
Price: From Dh299,000 ($81,415)
On sale: Now
Key facilities
- Olympic-size swimming pool with a split bulkhead for multi-use configurations, including water polo and 50m/25m training lanes
- Premier League-standard football pitch
- 400m Olympic running track
- NBA-spec basketball court with auditorium
- 600-seat auditorium
- Spaces for historical and cultural exploration
- An elevated football field that doubles as a helipad
- Specialist robotics and science laboratories
- AR and VR-enabled learning centres
- Disruption Lab and Research Centre for developing entrepreneurial skills