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Sunday, 22 March 2026

25 multinationals named to Fortune World’s Best Workplaces list


Great Place To Work, the global authority on workplace culture, and Fortune Media announced the 25 winners of this year’s Fortune World’s Best Workplace list.

Organisations on this list are remarkable for delivering an exceptional employee experience despite the challenges of global scale and complexity. To be eligible for the list, organisations must have 5,000 or more global employees.

This year, organisations earned a higher rank for their ability to outperform their peers both in their local markets and globally on measures of employee trust, pride, and camaraderie. Rankings were based on over 9 million employee surveys conducted in 2024 and 2025, representing the experiences of more than 25 million employees worldwide.

The list of 25 Best Workplaces in the World was topped by Hilton in first place. DHL Express ranked second, Marriott International fifth and Allianz seventeenth on the list. .

These 4 organisations had representation from Sri Lanka that contributed to their parent MNCs global achievement of being recognised on this prestigious list.

“The powerful impact of these great organisations on our planet is a sacred trust,” says Great Place To Work CEO Michael C. Bush. “Of the more than 9 million employees surveyed, more workers at these remarkable organisations say their workplace trusts them and wants them to grow as people and professionals. These economic powerhouses also strengthen the communities where they operate, and are leaving behind a better world than the one they inherited.”

“The World’s Best Workplaces list casts an important spotlight on what employees believe are today’s exceptional workplaces, organisations where they feel trusted, empowered, and energised to do their best work,” says Fortune editor-in-chief Alyson Shontell.

Great Place To Work in Sri Lanka Director/ CEO Kshanika Ratnayake stated, “We are proud of Hilton, DHL Express, Marriott International and Allianz in Sri Lanka who are selected to this exclusive list. Their dedication to creating great workplace experiences truly exemplifies their commitment to their people, not just locally but around the globe. We are delighted to shine a spotlight on these leaders and to continue supporting organisations that invest in cultures that uplift business and performance” 25 multinationals named to Fortune World’s Best Workplaces list | Daily FT

Sunday, 1 March 2026

Emirates Flight Catering opens world’s largest vertical farm in Dubai

Bustanica exterior
Greens on multi-tier growing racks
  • Agronomy experts at BustanicaBustanica has unveiled its 330,000 sq. ft. environmentally controlled farm facility, with an investment of $ 40 m
  • Bustanica will annually save in excess of 250 million litres of water and produce over 1 million kg of produce that are free of pesticides, herbicides and chemicals
Bustanica has opened the doors to the world’s largest hydroponic farm, backed by an investment of $ 40 million. The facility is the first vertical farm for Emirates Crop One, the joint venture between Emirates Flight Catering (EKFC), one of the world’s largest catering operations serving more than 100 airlines, and Crop One, an industry leader in technology-driven indoor vertical farming.

Located near Al Maktoum International Airport at Dubai World Central, the 330,000 sq. ft. facility is geared to produce more than 1,000,000 kilograms of high-quality leafy greens annually, while requiring 95% less water than conventional agriculture. At any point in time, the facility grows in excess of 1m cultivars (plants), which will provide an output of 3,000 kg per day.

Bustanica is driven by powerful technology – machine learning, artificial intelligence and advanced methods – and a highly specialised in-house team that includes agronomy experts, engineers, horticulturists and plant scientists. A continuous production cycle ensures the produce is super fresh and clean, and grown without pesticides, herbicides, or chemicals.

Passengers on Emirates and other airlines can look forward to forking these delicious leafy greens, including lettuces, arugula, mixed salad greens, and spinach, onboard their flights from July. Bustanica is not just revolutionising salads in the sky – UAE consumers will soon be able to add these greens to their shopping carts at the nearest supermarkets. Bustanica also plans to expand into the production and sale of fruits and vegetables.

Emirates Airline and Group Chairman and Chief Executive Sheikh Ahmed bin Saeed Al Maktoum said: “Long-term food security and self-sufficiency are vital to the economic growth of any country, and the UAE is no exception. We’ve specific challenges in our region, given the limitations around arable land and climate. Bustanica ushers in a new era of innovation and investments, which are important steps for sustainable growth and align with our country’s well-defined food and water security strategies.

“Emirates Flight Catering constantly invests in the latest technologies to delight customers, optimise operations, and minimise our environmental footprint. Bustanica helps secure our supply chain, and ensures our customers can enjoy locally sourced, nutritious produce. By bringing production closer to consumption, we’re reducing the food journey from farm to fork. Congratulations to the Bustanica team for their remarkable achievements so far and for setting global standards and benchmarks in agronomy.”

Crop One Chief Executive Officer Craig Ratajczyk said: “After significant planning and construction, and navigating the unforeseen challenges of the pandemic, we’re thrilled to celebrate this tremendous milestone alongside our joint venture partner, Emirates Flight Catering. It’s our mission to cultivate a sustainable future to meet global demand for fresh, local food, and this first large format farm is the manifestation of that commitment. This new facility serves as a model for what’s possible around the globe.”

The farm’s closed-loop system is designed to circulate water through the plants to maximise water usage and efficiency. When the water vaporises, it is recovered and recycled into the system, saving 250 m litres of water every year compared to traditional outdoor farming for the same output.

Bustanica will have zero impact on the world’s threatened soil resources, an incredibly reduced reliance on water and year-round harvests unhampered by weather conditions and pests. Consumers buying Bustanica’s greens from supermarkets can eat it straight from the bag – even washing can damage the leaves and introduce contaminants. Emirates Flight Catering opens world’s largest vertical farm in Dubai | Daily FT

Thursday, 26 February 2026

Growing importance of team work

IANS (Photo: AI)

New Delhi, (IANS): In the business world, there is a paradigm shift in the idea of the individual being the centre of output to a more contemporary concept that the team is pivotal to all productivity. This has happened because of the demands of the Age of Knowledge, changing interpretation of ‘work force’ and the evolution of management.

Knowledge-based decision making is the new norm at all levels, substituting for notions of blind compliance by those below. At the same time there is a new realisation that a gap between ‘decision’ and ‘action’ might fail a project because ‘time ‘has become a new resource in today’s highly competitive environment.

Also, plans are subject to mid-course correction in the fast-changing business climate, and teams provided better feedback for that compared to what the earlier ‘assembly line worker’ could do. As regards the changing concept of workforce, it is accepted that workers carry tacit knowledge that could be better garnered in a team.

The importance of leveraging individual strengths when constituting a team was always acknowledged. A team surely offers a more equitable framework of credit sharing within the organisation. Finally, ‘participative’ management is acquiring a newfound importance as organisations were becoming flatter and hierarchies are becoming less cumbersome. An easier vertical interaction is a means of creating a grid for maximising production. Importance of communications is highlighted in the process- there is greater awareness of the fact that a flawed communication could cause serious failures.

Today a delivering organisation is essentially an aggregation of teams and its chief executive officer has the primary responsibility of assembling the right teams to pitch at the desired level of productivity. No two persons are equal in every respect, the skill of the leadership is in leveraging individual strengths for the benefit of the team as already mentioned and it is said that a multi-cultural team could prove to be ‘a powerhouse of creativity’ and not a troubled play ground of conflicts.

The leader had an uncanny sense of how to eliminate ‘time stealers’ in any situation of work and how to make use of ‘tacit’ knowledge that members carried with them. Being seemingly busy is not the same thing as being productive. Also, the team leader must understand that ‘brilliance’ was not a substitute of ‘hard work’.

The power of relationship works for a team-it means there was a willingness to give and seek legitimate help, amongst team members. Normally, there would be an equal sharing of credits for good performance by a team, for the success of the mission or task assigned to it.

Handling of interactions is in fact, crucial to success in any public organisation. All business is human activity- the leadership there must have a basic understanding of human nature and adequate ‘Emotional Intelligence’. A senior can ‘fault’ the performance without attacking the persona of the subordinate, and he or she should also explain the logical reason for the criticism. It is good to distinguish the failure of ‘result’ from the failure of ‘effort’.

It is the business of organisational leadership to establish the right work environment that acted as a stress buster and allowed for ‘concentration’ on the job to yield enhanced productivity. The senior should have a minimal idea of the life of the subordinate at home so that any ‘distraction’ betrayed by the latter at work place was not grossly misinterpreted. Remember, all leaders are required to manage their people but all managers are not ‘leadership material’ necessarily. Leaders today are tested for their ‘power of authenticity’, their communications ability and the trait of being ‘information savvy’. This mix is not easy to find as it defines ‘perfection’.

A leader derives his or her power of authenticity from being well-informed, being in integration with an ethical value system, being known for impartiality in giving credits, having the image of an individual who developed trustworthiness by not allowing a gap between words and deeds and who acted only on reliable information- a credulous person never looks powerful.

A leader practices ‘effectiveness of differentiation’- he or she knows the difference between ‘macro and micro’, between ‘short term and long range’ and between a ‘major’ problem and ‘minor irritants’. The leader grasped the essence of Pareto’s Law that said ‘there are a significant few amongst insignificant many’. He or she knows when the accumulated information was enough for decision-making and ensures that there was no unwarranted gap between the ‘decision’ and its ‘implementation’.

For leadership, the ability to communicate well is the key to success. A good communication has clarity, brevity and logical sequencing. Clarity means what was said cannot be misinterpreted. Brevity should not be at the cost of clarity. Logical sequencing makes the communication more impactful as it unfolds itself to define the task ahead.

Being information savvy is the new requirement today for leaders, executives and workers of the organisation. It is important to have information that makes a difference between a decision and a guess. Information-savvy people do not shun reading, tend to ‘categorise’ information as they go through it and prefer an authoritative opinion to gossip. They have an insatiable curiosity and the discipline of a logical progression of thought, going through the What? Why? and Where? of any issue.

The ever-increasing speed with which business is conducted and decisions have to be taken because globalisation set a new bar for competitiveness and the necessity of monitoring competitors and watching the competitive conditions-all demanded an ability to swiftly handle information.

The word ‘knowledge worker’ is now in vogue to describe what was earlier termed just as a ‘pair of hands’. Well-informed people are aware that knowledge comes in ‘integral packages’ and hence a certain ‘completeness’ of information became important. An employer of a large work force of men and women today had to know about the legal responsibility of providing ‘work place safety’ to women employees. A teacher of children had to have some knowledge of ‘children psychology’-beyond the curriculum.

The ‘peak performers’ are expected to have matching organisational ethics, adequacy of supply chains and efficiency of their work force. They would have comparable degree of knowledge of whatever was happening around their businesses in the present because most information was shared publicly the moment it was produced. What can give a competitive advantage to one of them over the others, however, is an early insight into what ‘lay ahead’. This reliable, relevant and futuristic information comes under the definition of ‘Business Intelligence’ and corporates were willing to significantly invest on creating a competent ‘study and analysis’ unit within to focus on producing it.

Artificial Intelligence(AI) is revolutionising corporate working by helping to generate predictive readings through Data Analytics and ‘Machine Learning’.All this translates into the need to have teams with ‘ intelligence orientation’ who realised that ‘all intelligence was information but all information was not intelligence’. The Age of Information was gradually transiting to Age of Intelligence, and smarter players in business were steadily keeping pace with this transformation. The Third Eye: Growing importance of team work | MorungExpress | morungexpress.com

Wednesday, 25 February 2026

‘Mushroom Mining’ Could Be Cheap Way to Recover Rare Earth Minerals from Industrial Waste

Brandy Vailes via Unsplash

Decades of underinvestment in mining and refining across Europe and North America has landed the manufacturing sector in a problem, which a group of scientists believe can be helped by mushrooms rather than excavators.

One must have been living under a rock not to have recently read the terms “critical minerals” or “rare earth elements.” These components—nickel, to use an example of the former, and gallium from the latter—are needed in increasing amounts to build next generation technologies of all kinds, from longer-lasting batteries in electric vehicles to AI data centers and spacecraft.

Traditionally, these materials have been recovered through mining operations, but each gram that enters the supply chain will eventually become a waste product, and it is out of that waste that scientist from Austria believe mushrooms can recover enough minerals to make a sizable impact in the world economy.

For the mercifully uninitiated, rare earth elements (or rare earths for short) are actually not that rare: they’re found practically anywhere, just at very low levels. For that reason, mining them isn’t very efficient, and they’re very often collected as a byproduct from mining other minerals.

“Mycomining,” as Alexander Bismarck and Michael Jones from the University of Vienna have called it, could take advantage of fungi’s exceptional capacity to grow in contaminated areas to recover rare earths from industrial waste like mine tailings and slime dams, or even from coal ash.

“We really could do this over large areas and quite easily collect [the mushrooms] using existing agricultural machinery,” Jones told the BBC.

Below the innocent mushroom cap we see on the forest floor is a sprawling network of filaments called mycelia that actually makes up more than 95% of the fungi’s total biomass. These mycelia worm their way into every nook and cranny and remain extremely small compared to a tree’s roots which gradually widen.

That mycelia soaks up nutrients the fungi and surrounding plants need, but that’s not all they soak up. Fungi have been studied for the mycelium’s ability to absorb nuclear radiation, toxic heavy metals like lead and mercury, and rare earth elements that go into making our smartphones and other devices.

Compared to other non-mining forms of recovering rare earths, Jones and Bismarck admit that concentrations in fungi would be low, perhaps as little as one tenth that of dissolved e-waste, for example. On the other hand, the fungi don’t need the power of a flash joule heater, which you’d use to dissolve the e-waste, nor would they be grown atop e-waste, but in contaminated areas that might even be hazardous for humans to work in.

BBC spoke with Jones and Bismarck about their project, which is also being investigated separately at the University of Arizona, where Professor Oona Snoeyenbos-West plans to launch a startup to source fungi already growing in contaminated areas for the purpose of bioremediation and bio-recovery of critical minerals, especially rare earths and copper.

Major mining already spends a lot of time and money on bioremediation. DRD Gold, a subsidiary of South African mining major Sibanye-Stillwater, produced around 160,000 ounces of gold during the last fiscal year entirely from retreating mine tailings through a simultaneous rehabilitation program to render both water and materials nontoxic, much of which is powered by solar panels.

Mine tailings refers to the gravel-like material left behind after ore has been stripped of the majority of gold, silver, copper or other metals through the milling, flotation and/or leaching process.

Tailings storage facilities are expensive to build on-site, as they must contain the polluted material from contaminating the nearby environment. Companies can bring their tailings straight from the mill to DRD Gold’s locations for reclamation, saving money and ensuring they are treated soundly. DRD is just one company engaged in this practice, which is becoming more common as operators target big tailings mounds both as an environmental hazard to remove and a bounty of leftover gold, silver, and other metals from eras when metallurgical technologies were less efficient.

The future can only be positive for these strategies of mineral recovery. All the gold in the world both above and blow ground would only form a cube small than the Great Pyramid of Kufu, and eventually there will be more circulating in waste streams than is left below the Earth.

A similar destiny may be in store for rare earths, one in which the preponderance of e-waste—predicted only to grow larger and larger over the next 25 years—becomes so unignorable that the materials already mined and used simply outnumber the quantity recoverable through traditional mining.Will mushrooms be present in that future? No one can say for certain, but it seems likely that few if any methods will be as cheap. ‘Mushroom Mining’ Could Be Cheap Way to Recover Rare Earth Minerals from Industrial Waste

Tuesday, 10 February 2026

Amentum to be delivery partner for Rolls-Royce SMR

How a Rolls-Royce SMR might look (Image: Rolls-Royce SMR)

Amentum has been appointed as programme delivery partner for Rolls-Royce SMR small modular reactor projects, beginning with those in the UK and the Czech Republic.

The companies said Amentum, which is US-headquartered but with more than 6,000 employees in the UK, "will enable programme delivery, provide integration, oversight and governance, and deliver the construction management programme for the deployment of Europe's first SMRs".

Rolls-Royce SMR has been selected as the preferred bidder by Great British Energy - Nuclear to build three units in the UK, and by Czech Republic nuclear operator ÄŒEZ to build up to 3 GW of new capacity.

Amentum said the UK Rolls-Royce SMR project would create "more than 8,000 quality long-term British jobs".

Chris Cholerton, Rolls-Royce SMR CEO, said the combination of the businesses would "enable successful delivery on our order commitments in multiple markets", adding: "This partnership plays directly to our strengths - ours in advanced manufacturing and engineering, and theirs in programme and construction excellence."

John Heller, Amentum CEO, said: "The Amentum Rolls-Royce SMR collaboration advances the deployment of this transformational technology, a critical enabler in strengthening energy security in the UK and continental Europe."

Loren Jones, Senior Vice President and head of Amentum Energy and Environment-International business, said: "Amentum's deep nuclear expertise and robust supplier network are ideal to support the growing energy requirements and drive long-term industrial growth."

Ruth Todd, Rolls-Royce SMR's Operations and Supply Chain Director, said: "This partnership supplements our existing capabilities with specialist expertise, geographical reach and provides access to the breadth of Amentum's wider supply chain. It ensures we are equipped to deliver our programmes in the UK and Czech Republic with confidence, scale and robust delivery assurance."

Amentum has been part of a consortium of supply chain companies that began working with Rolls-Royce in 2016 on the SMR development.

The Rolls-Royce SMR is a 470 MWe design based on a small pressurised water reactor. It will provide consistent baseload generation for at least 60 years. Ninety percent of the SMR - measuring about 16 metres by 4 metres - will be built in factory conditions, limiting activity on-site primarily to assembly of pre-fabricated, pre-tested, modules which significantly reduces project risk and has the potential to drastically shorten build schedules.

In June 2025 Rolls-Royce SMR was selected as the UK government's preferred technology for the country's first SMR project. A final investment decision is expected to be taken in 2029. In November the UK government announced that Wylfa on the island of Anglesey, North Wales, would be the site to host the three Rolls-Royce SMR units. It said the site - where a Magnox plant is being decommissioned - could potentially host up to eight SMRs.In October 2024, Rolls-Royce SMR was selected by CEZ to deploy up to 3 GW of electricity in the Czech Republic, and CEZ took at 20% stake in Rolls-Royce SMR. Amentum to be delivery partner for Rolls-Royce SMR

Saturday, 17 January 2026

Meet five women who became entrepreneurs by choice, not by chance

IANS Photo

SAHANA SITARAMAN: In the last 15 years, Romita Ghosh, a scientist by training and an entrepreneur by passion, has co-founded and successfully sustained four companies. She built them from scratch, developing ideas into products and services that touch peoples lives daily. Sadly, she is an exception in the world of business.

According to the Economic Survey, 2019-2020, India ranks third on the global entrepreneurial scale. However, when you tease apart this growth, you notice that women are only contributing a minute percentage towards this ranking. They make up only about 13% of entrepreneurs, of which those with a STEM (science, technology, engineering and maths) focus are even less. This is obviously not because of a lack of aptitude or interest. The problem lies with systemically strengthened stereotypes enmeshed within the fabric of society.

Experiments conducted by researchers at the University of Illinois have showed that six-year-old girls start avoiding games for 'really, really smart' children and exhibit gendered beliefs about intelligence, which tend to have a cascading effect on other choices, such as study of subjects like science and maths that are for 'smart people'.

That is exactly the kind of stereotype that BioPrime AgriSolutions founder Dr Renuka Karandikar tries to avoid while bringing up her child.

"I want people to make gender neutral choices very early on in their child's life. Please give your girls mechanical toys and dinosaurs to play with. Do not give them glitters, clips, dolls and kitchen sets. And if you do, then make sure you give it to your boys as well," says

Of all the scientists, engineers and technologists employed in research institutions in the country, women make up only 14%. With such a low representation, it is no wonder that young girls (or even adults) find themselves dissociated from the sciences. Even those who push past these hurdles to enter the field do not get a welcoming embrace. Despite similar or even better credentials, women are constantly paid lower salaries, given smaller lab spaces, awarded fewer grants and cited fewer times than their male counterparts. Their voices are muted and their contributions ignored. And this is not limited to academia.

Entrepreneurial circles cater to the needs and lifestyles of men as they dominate that space. Women mostly have responsibilities of family and childcare and hence are excluded from these spaces. The system does not make it easy for them to juggle home and work. Dr Srishti Batra (founder, QZense Labs), Dr Aridni Shah (founder, ImmunitoAI) and Dr Shambhavi Naik (founder, CloudKrate Solutions) stress the importance of family support that enabled them to balance work and home life.

Srishti became a mother this year and resumed work 10 days after her delivery. This would not have been possible without the support of her husband, parents and in-laws, each of whom pitched in to take care of the newest member of the family. She believes "the biggest barrier for a woman entering the entrepreneurial field is lack of family support."

Shambhavi has also been extremely lucky in this department. Holding her six-month-old baby in her lap during the interview, Shambhavi told me the story of how a stern, but encouraging talking-to from her dad about being financially independent, even when her husband was earning well, was the "swift kick in the butt she needed to get her company off the ground".

Aridni recounts how encouragement from her husband was key to her starting a business.

"To be very honest, I would have probably not taken that risk if it was just me. His continuous support and encouragement made me fearless. It made me think 'yes, I can try this, there's no harm in trying'," she says with pride.

Women's professional growth is usually affected by lack of childcare facilities, exclusion from networking events outside of working hours, gender bias and workplace harassment and a general dismissive attitude towards them. The victims might be only women, but the repercussions of their exclusion are felt by everyone.

Responses to the ovid-19 pandemic by heads of different countries showed that women-led countries had significantly better outcomes and half as many deaths on average, as compared to those led by men. This was attributed to the fact that women leaders showed more willingness to listen to diverse voices and incorporated suggestions from experts when formulating their strategies. With a gender balanced staff and a majority of women led departments, qZense sets a great example for a diverse and inclusive enterprise. These ratios happened organically, clearly demonstrating that hiring and promoting women is not something to be mandated but celebrated.

A great example is the invention of sanitary belt by Mary Beatrice Davidson Kenner in 1957, long before disposable pads entered the scene. The belt was used to keep the cloth pad in place and prevented blood from leaking and staining garments. I cannot think of a man coming up with such a product, simply because they don't have the need for it.

Despite the wealth of benefits that come with female leadership, somehow, their presence is still not accepted in the business world. An experiment done by researchers at Harvard University and the Massachusetts Institute of Technology showed that most investors preferred to invest in a pitch presented by a male voice. Carol A Nacy, founder of Sequella, Inc., a pharmaceutical company, recounts in this Atlantic article, how on many occasions, ideas explained by her have not inspired confidence in male venture capitalists, but the same words repeated by her male colleague resulted in happy and satisfied faces.

Renuka speaks from experience when she says that "if it takes X effort for a man to earn trust, a woman might have to do 1.5 times of that."

Romita, who founded iHeal HealthTech Pvt Ltd, faced hurdles at multiple stages, including from her parents who were 'ashamed of her leaving a job to start a business', to seeing biased behaviour from investors. In an email interaction, she said, "I have seen investors question women entrepreneurs about the future of their businesses if they decide to marry or become a mother."

She has also seen employees questioning her abilities but has managed to turn them around through her work. Shambhavi says "she never experienced blatant gender bias. But there are benefits to having a male co-founder to deal with situations populated by men."

About her experience of getting funding, Srishti says, "I think acquiring funding, in general, is very hard. But it is difficult to find out if gender bias played any role. More often than not, an investor is just looking for a good business."

Srishti believes that women-led companies could benefit from more female venture capitalists, so that they have someone who understands their point of view.

"Every time I am talking to investors, it is mostly men. There are certain challenges that only women will understand," she sighs.

One of the strategies that has worked for Renuka in convincing VCs to invest is to include them in the scientific process from the first day, even before she actually needed the funds, instead of bombarding them with dense technical data all at once.

A common thread among these trailblazing entrepreneurs is the initial support they received from different sources, giving them room to make mistakes and learn from them. Srishti and Aridni met their respective co-founders at Entrepreneur First, which not only facilitated their collaboration, but also provided them with a starter fund. Shambhavi was selected for the first ever iteration of the IIMB-Goldman Sach's Woman Start up Programme at NSRCEL, which provided her with a stipend and valuable mentorship that helped launch her company.

These women are only five out of the small but growing pool of brilliant women entrepreneurs in the country. Surely, the world needs to know about them. "We need to highlight more women entrepreneurs running small businesses. I do not know if I want a Rs 100-crore company. But I want to make CloudKrate sustainable, help the community and take care of my child. I want to run my business on a small scale and be happy. That is something the business community needs to celebrate," says Shambhavi.To those women who aspire to be an entrepreneur, but are held back by barriers, Srishti says, "Whenever in doubt, just take that first step. And once you do, you will find an ocean of opportunities before you." Meet five women who became entrepreneurs by choice, not by chance | MorungExpress | morungexpress.com

Wednesday, 14 January 2026

63 pc of Indian enterprises believe Gen AI is important for sustainability efforts: Study

IANS Photo

Bengaluru, (IANS) About 63 per cent of Indian enterprises believe that generative AI will be important for their efforts towards sustainability, according to a new study on Tuesday.

The global study conducted by the IBM Institute for Business Value (IBV) is based on a survey of 5,000 C-suite executives across 22 industries and 22 countries.

It stresses the need for companies to embed sustainability into all facets of business operations, instead of just “treating it as an optional addition.”

The study revealed that 63 per cent of Indian business leaders agreed that generative AI is necessary to strive for sustainability, while 76 per cent said they plan to increase investment in generative AI for sustainability.

“In today's business world, sustainability has evolved from being optional to indispensable. With AI reshaping industries, integrating sustainability into core business practices add to the long-term value creation,” said Sandip Patel, Managing Director, IBM India, in a statement.

“The commitment of businesses to invest in Gen AI for sustainability signals a promising move towards a greener, more prosperous future,” he added.

Further, 78 per cent of Indian executives found that sustainability can help get better business, and 68 per cent agree that sustainability is key to their business strategy.

However, funding, skilling and operations were found as a challenge. While high-quality data and transparency (86 per cent) were touted as necessary to achieve sustainability outcomes, the lack of requisite skills was identified as the major hindrance to sustainability progress (44 per cent).“This study not only underscores the environmental responsibility of enterprises but also highlights their readiness to leverage cutting-edge technology for lasting impact and competitiveness,” Patel said. 63 pc of Indian enterprises believe Gen AI is important for sustainability efforts: Study | MorungExpress | morungexpress.com

Tuesday, 6 January 2026

Hyundai Motor chief vows AI-driven growth, faster decision-making

IANS Photo

Seoul, (IANS): Hyundai Motor Group Executive Chair Euisun Chung said on Monday the artificial intelligence (AI)-driven industrial transition will create greater growth opportunities for the group, while calling for faster decision-making supported by clear and timely communication.

In a pre-recorded New Year's roundtable with senior executives, Chung said the group's extensive data on "moving physical assets" such as vehicles and robots, along with its manufacturing process data, constitutes a strong competitive edge in the AI era, reports Yonhap news agency.

"This is a powerful advantage that big tech companies cannot easily replicate," Chung said. "For Hyundai Motor Group, which possesses data, capital and manufacturing capabilities, AI is a game in which we have a strong chance of success."

He added that the group must broaden its business ecosystem through collaboration with a wide range of partners in the AI sector amid growing global uncertainties.

The South Korean automaker expects heightened uncertainty in the global business environment this year, driven by the restructuring of global supply chains, slowing economic growth and increasing geopolitical fragmentation.

Commenting on the year ahead, Chung said risks long anticipated by the group are likely to materialise.

To address these challenges, the chairman called for clearer situational awareness and more agile decision-making based on fast and transparent communication.

"Reports should include the reporting employee's own analysis and conclusions and be shared quickly with the right people at the right time," he said.

Chung also underscored the importance of organisational transformation rooted in deep reflection, as competition in the global automotive industry continues to intensify.

As for the group's future direction, Chung said significant growth opportunities lie ahead amid major shifts in artificial intelligence, software-defined vehicles (SDVs) and future mobility.

Previously, Hyundai Motor Group announced plans to invest 125.2 trillion won (US$86.5 billion) over five years through 2030."The investment will not only be used to expand the group's businesses but also to pursue qualitative growth," Chung said. Hyundai Motor chief vows AI-driven growth, faster decision-making | MorungExpress | morungexpress.com

Friday, 17 October 2025

Telco transformation and the AI efficiency imperative


We caught up with Joaquim Croca, Vice President at global engineering and technology company Cyient, to discuss the pressures facing telcos and their automation journey

For the most part, the 2020s have not been a kind to telco network operators, particularly in Europe. The start of the decade saw them racing to pour billions of euros into their new fibre and 5G networks, betting heavily on the ‘build it and they will come’ mantra made famous by the 1989 film Field of Dreams.

Unfortunately for telcos in 2025, the resulting environment has proven less a field of dreams than a quagmire.

Traditional revenues have remained relatively flat for years in both the fixed and mobile sectors, often bogged down by heavy-handed regulation and fierce competition. At the same time, new revenue streams at scale remain elusive, despite the vastly improved technical capabilities of these new networks.

Against this challenging backdrop, as Cyient’s Senior Vice President Joaquim Croca points out, operational efficiency has never been more important.

“Telco business is fighting not to get fully commoditized,” said Croca. “All of the operators are looking towards becoming more streamlined, more cost-efficient… It’s a matter of survival.”

AI: Unlocking efficiency

At the heart of this drive for efficiency is the rapid evolution of AI in recent years, enabling a level of automation previously unattainable. Today, advanced AI analytics can rapidly compile data from numerous siloes into actionable data points, pre-empting network incidents and triaging problems in real time. Meanwhile, specially designed AI agents can work alongside network engineers, responding to queries in plain language and autonomously making resolving issues.

“AI is no longer just a buzzword; it’s starting to prove its value,” said Croca. “The question of 2025 is really: how can I use AI to release human intelligence to go and do something else?”

“We have been using AI for many years, but now it’s at the forefront of conversations with our customers. They want to know how much AI we are bringing to help overcome their challenges,” he continued.

For Cyient, this concept of freeing engineers to perform more high value tasks is at the core of their VISMON™ platform, a suite of AI-driven tools that enable zero-touch, closed-loop network automation, from planning and deployment through to optimisation and operations. According to the company, this platform is already delivering reductions in network operation time and resources by up to 40% and saving engineers numerous hours every day through autonomous site management.

“Our VISMON platform has been around for 20 years, evolving alongside the industry,” said Croca. “We have a stream of AI-powered scripts that are looking at how the network is performing, what are the issues, what are the fake alerts… ensuring we only call in the network engineer when it’s absolutely necessary.”

Increasing market complexity

In addition to automating network operations directly, part of what makes AI-powered OSS so effective is the smoother integration of these networks within the wider telco operating environment.

In recent years, an increasingly popular monetisation strategy for telcos has been to spin off their infrastructure, aiming to offload some of the operational complexity and serving to attract fresh investment. This, the telcos argue, will allow them to streamline their service operations and better focus on their customers. However, as Croca highlights, this type of fragmentation is making the telco market even more complex.

“We’ve seen a major trend of operators splitting between infracos, netcos, surfcos, etc. It’s all driven by the financial incentive,” explained Croca. “But this approach also creates a more complicated ecosystem. In Europe there are dozens of operators, each of which can divide into two or three different entities, each with their own processes and relationships. It rapidly becomes a very complex world.”

Handling this complexity on an international scale requires careful data management, another area where AI can perform. In a partnership announced this summer, Vodafone is using VISMON for just this purpose, helping to harmonise its network operations across its numerous markets. The platform provides unified network visibility across Vodafone’s markets, enabling them to benchmark configurations, detect anomalies, and track deployments.

The benefits are significant. According to the partners, their collaboration is delivering a 70% reduction in time spent compiling cross-market reports and three times faster decision-making. They also expect to see a 50% decrease in errors caused by inconsistent configuration.

“VISMON provides the strategic foundation to oversee configuration data across all markets, enabling us to harmonize practices, identify best-performing setups, and optimize our networks more effectively than ever,” said Mostafa Noureldien, Manager, Network Development Digital Strategy at Vodafone in the company release.

“We are already deploying AI NOC (Network Operations Centre) agents and rollout agents across two of Vodafone’s operations,” added Croca. “These are fully autonomous and very intelligent. They bring a big gain not just in efficiency but in quality, in terms of First Time Right and First Time Resolved. We’re delivering much faster resolutions to network issues.”

The road towards fully autonomous networks

Of course, the long-term dream for telcos is full network autonomy, requiring the bare minimum of human oversight. For Croca, this goal remains firmly on the horizon due to challenges both technical and philosophical.

“We are still going through existential doubts around how much of the network and its operations can be handed over to AI. There are technical questions and regulatory questions to be addressed, so we will be handing over the reins gradually,” he explained.

Nonetheless, the industry is making blistering progress, with Croca highlighting the need for effective and agile leadership in this rapidly changing landscape.

“To succeed, you need to find the CEOs and CFOs that are really driving new ways of operating, as well as finding some evangelist CTOs that are very keen to look at things in a different perspective,” said Croca. “It’s not just about technological maturity, but our own mindset towards embracing it.”Find out more about Cyient and the journey towards autonomous networks here Telco transformation and the AI efficiency imperativ

Tuesday, 14 October 2025

Why Faith at Work Still Matters


Meyu Changkiri: Recently, I had the privilege of addressing a group of young professionals from Nagaland who gathered in Shillong for a weekend retreat. They came from varied workplaces - IT companies, schools, hospitals, offices, and businesses. Among them was a magistrate known for his integrity, an entrepreneur admired for his dedication and genuine concern for his employees, and a consultant for the state government recognised for his honesty. Their stories encouraged me deeply.

In a time when our headlines are filled with reports of corruption, misgovernance, scams, and questionable appointments, these testimonies reminded me that not all is bleak. There are still men and women striving to live with integrity, even in places where compromise often seems easier or more profitable. Their lives were a powerful reminder that faith at work still matters.

The Challenge of Compromise

At the same time, I cannot ignore the disturbing examples of dishonesty I have also encountered in unexpected places. Some individuals have falsified their date of birth - even within spiritual institutions that ought to be beacons of truth. Others, in pursuit of jobs, have submitted certificates that looked convincing on paper, but upon appointment were revealed to be unskilled and incapable. Such practices corrode trust and weaken the very institutions that are meant to cultivate character and integrity.

Another reality that pains many of us is the frequent transfer of upright officers to difficult postings, often as a form of punishment for standing by fairness. When those who do their work with honesty are sidelined while manipulators advance, a dangerous message is sent to society: dishonesty pays.

Added to this is the tribal and community bias we see too often. Allegations of wrongdoing are overlooked simply because the accused belongs to one’s own village or tribe. Loyalty to community becomes more important than loyalty to truth, and integrity is sacrificed on the altar of convenience. This weakens justice and erodes the moral fabric of our society.

These discouraging realities make the testimonies of young professionals all the more striking. Their example of honesty, integrity, and perseverance shines brighter against a background of compromise. And their stories echo a question that many people silently carry into their workplaces every day: How can my faith shape the way I work?

Why Faith Belongs in Workplaces

This question is not limited to a retreat in Shillong. It is one that a teacher in a village school in Mokokchung, a doctor in a Kohima hospital, an engineer in a Bengaluru IT firm, or a business owner in Guwahati quietly asks as well.

Work is demanding. It is often stressful, unpredictable, and marked by competition. Many Christians wonder whether their faith makes any practical difference in that environment. The Holy Bible makes it abundantly clear that it does. God does not divide life into “sacred” and “secular.” Our jobs are not outside His purposes. Scripture actually presents the workplace as one of the most practical spaces to live out our faith.

Through the pages of the Holy Bible, we find three profound ways to understand work in the light of God’s Word: as worship, as witness, and as service.

Work as Worship

The Apostle Paul urged the church in Colossae: “Whatever you do, work at it with all your heart, as working for the Lord, not for men” (Colossians 3:23). This truth lifts the act of working to a spiritual level. Work is not merely about a boss, an organisation, or a paycheck - it is ultimately an offering to God Himself.

This perspective reshapes how we view our responsibilities. Work that seems routine or unnoticed becomes meaningful when offered with the right heart. A teacher preparing lessons late into the night, a nurse checking on patients during weary shifts, an IT worker racing to meet deadlines, or a shopkeeper faithfully opening his small store at dawn - all can become acts of worship when carried out with the prayer, “Lord, this is for You.”

This truth is liberating. It frees us from the exhausting chase for recognition and applause. In workplaces where contributions are often overlooked, remembering that God sees our work brings comfort and strength. Filing reports, sweeping the floor, or balancing accounts are no longer “just jobs.” They are sacred offerings when dedicated to God.

When work becomes worship, the ordinary is transformed into extraordinary. Promotions and praise may or may not come, but our labour glorifies the God who gave us the ability to work in the first place.

Work as Witness

If worship changes our motivation, then witness changes how others perceive us. Jesus told His disciples: “Let your light shine before others, that they may see your good deeds and glorify your Father in heaven” (Matthew 5:16). God also assured Joshua, “Be strong and courageous. Do not be afraid; do not be discouraged, for the Lord your God will be with you wherever you go” (Joshua 1:9).

Together, these verses remind us that work is more than tasks and deadlines - it is also about testimony. Witness at work is not primarily about preaching sermons in the office. It is often revealed in how we handle stress, failure, success, or criticism.

Think of the banker pressured to manipulate figures for a client. Refusing to compromise, even at personal risk, becomes a loud witness to integrity. But witness is not only about major moral choices. It is equally seen in quieter acts: the employee who remains calm in a heated meeting, the colleague who chooses to encourage rather than complain, the manager who treats subordinates with dignity instead of arrogance.

These behaviours often speak louder than words. Many colleagues may never enter a church service, but they encounter Christians daily. For them, a believer’s patience, integrity, and kindness are the clearest picture of faith they may ever see.

I heard testimonies of how colleagues were drawn to ask about faith simply because of how Christians responded to stress or treated others kindly in difficult circumstances. Their stories were a powerful reminder that shining as a witness does not always require dramatic actions. It is often the quiet consistency of faith in everyday situations that points people toward God.

Work as Service

The third way to view work is through the lens of service. In today’s culture, success is often measured by titles, promotions, and recognition. But Jesus redefined greatness: “For even the Son of Man did not come to be served, but to serve, and to give his life as a ransom for many” (Mark 10:45).

True greatness, according to Jesus, lies in serving others. This radically changes how we approach our work. Serving at work might mean helping a colleague struggling with a deadline, mentoring a junior staff member, or encouraging a teammate who feels overlooked. Sometimes it means taking up tasks that nobody else notices but which benefit the whole team.

Such acts of service rarely make headlines. They are often invisible, but they reflect the humility of Christ, who washed His disciples’ feet. Service transforms workplace culture. It replaces competition with collaboration and self-promotion with community.

Jesus valued service over status. Greatness is not defined by position but by the willingness to serve others.

Living It Out

Of course, applying faith at work is not easy. Workplaces are filled with stress, deadlines, and politics. For some, the hardest struggle is staying honest in environments where corruption is normalised. For others, it is enduring criticism or managing office politics without bitterness. And for many, it is the battle of long hours, leaving little time for faith and family.

Yet faith equips us for these very struggles. Work as worship reminds us that God values even the smallest effort. Work as witness reassures us that integrity, calmness, and kindness can touch lives more powerfully than we realise. Work as service challenges us to rise above selfish ambition and follow Christ’s humility.

Practical steps matter. Beginning the day with the prayer, “Lord, this is for You,” gives fresh purpose. Pausing for a brief prayer in the middle of a deadline helps us stay calm while others panic. A word of encouragement to a colleague may open doors to deeper trust and friendship. These small steps bring faith into daily practice.

A Broader Relevance

Though this reflection grew out of a retreat with young professionals from Nagaland, its message extends across cultures and workplaces. The IT engineer in Bengaluru, the nurse in Dimapur, the schoolteacher in Shillong, the entrepreneur in Guwahati, and the government officer in Delhi all face the same fundamental question: How do I live out my faith in my work?

The principles of worship, witness, and service are not bound by geography or profession. They are timeless truths that can shape boardrooms, classrooms, hospitals, and markets alike.

Imagine workplaces where honesty is upheld despite temptations, schools where lessons are taught with devotion and care, hospitals where patients are treated with compassion, and businesses where fairness is valued above profit. These changes may seem ambitious, but they begin with individuals who choose to see work through the lens of faith.

Conclusion

The Shillong retreat reminded me of something vital: faith is not meant to stay locked inside church walls. It is not limited to Sunday sermons or special gatherings. Faith must walk with us into classrooms, hospitals, offices, and shops - the very places where we spend most of our waking hours.

When we approach work as worship, ordinary tasks become sacred offerings to God. When we live our work as witness, our integrity and kindness shine as light in dark places. And when we see work as service, we reflect the humility of Christ, who redefined greatness by His example of sacrifice.

Our jobs may differ, but the call is the same. Work is not just about salaries, promotions, or survival. It is about glorifying God, blessing others, and finding meaning in our daily responsibilities. Whether teaching in a rural school, coding in a software firm, treating patients in a hospital, or running a shop in the marketplace, faith has a place there.

In a world that highlights corruption, greed, and dishonesty, the testimonies of young professionals who live with faith and integrity give us hope. They remind us that a new generation is rising - one that can transform workplaces with values that honour God and uplift people.

Faith at work still matters. And it will always matter, because through it, God’s light shines into the very heart of our everyday lives.

Tuesday, 7 October 2025

'Innovation in existing plants can help meet growth targets'

L-R: Svenningsson, Martinez Sancho, Ponchon, Edwards and Singh (Image: World Nuclear Association)

Extending operating lifetimes, improving efficiency, and restarting shut-down plants - not just building new capacity - will be needed to meet that tripling target - and innovation will have a big part to play, moderator Johan Svenningsson, who is chairman and CEO of Uniper Sweden, as well as being World Nuclear Association's vice chairman, said in a panel discussion on Maximising Value from Existing Nuclear Power Plants.

France's Grand Carénage investment programme to extend the operating lifetimes of its reactors has involved many activities, including the replacement of critical components and the renewal of instrumentation and control systems. Framatome CEO Gregoire Ponchon said close collaboration with French reactor operator EDF, and a focus on mitigating problems, had allowed the time taken for major activities such as the replacement of steam generators to be shortened. Using artificial intelligence (AI) tools to help with time management will also mean such tasks can be completed in a shorter time.

Lou Martinez Sancho is Chief Technology Officer at Westinghouse and acting president of the company's eVinci microreactor. As well as investing in maintaining the generating fleet, she said, continued investment and innovation in the entire fuel cycle will also be critical to achieve continued operation.

A major disruptor in the nuclear materials sector is the availability of new materials and techniques that could in future become widely used in nuclear fuel production, Martinez Sancho said, noting that Westinghouse began producing fuel containing some 3D printed components as long ago as 2020. And AI is also likely to play a key role in nuclear fuel innovation too, helping to shorten development timescales.

The timescales involved in fuel innovations have in the past been long - often longer than the time taken to design a reactor, she said: "But what we are seeing is that [in] nuclear, we have over 75 years of operations, of data - and data is what makes your AI actually develop … and allows you to understand better how closely those developments are going to happen."

Westinghouse's nuclear-specific generative AI system is called Hive. It was launched at the 2024 Symposium - and it "allows us to move that much faster", she said. As well as supporting design innovation, AI is also able to leverage that data to help improve efficiency, both in operations and in products like configuration management systems, optimising processes and supporting power uprates.

Asked if AI was just a "buzzword", Martinez Sancho was emphatic that it is not: Westinghouse is already using both "traditional" AI tools such as machine learning, and more modern tools such as generative AI, daily. But managing AI to unlock its true value is more complex than many realise, she added, needing a secure infrastructure - and full traceability of data is paramount. It needs engineers, data scientists, mathematicians, legal teams and regulators to work closely together. Access to the wealth of data from an AI, coupled with engineering knowledge, can be used to improve and speed up some process - including licensing - but "the final responsibility is always that of the engineer, not the AI", she said.

AI is also useful for knowledge management, to capture the experience of employees of many years and transfer it across generations, she said. "They need to have access to that information much faster," she said.

Never-ending story

AtkinsRéalis CEO Ian Edwards, emphasised the benefits from digitalisation in the execution of work on existing nuclear assets, allowing tasks including maintenance, life extension and even decommissioning to be performed more efficiently.

"We can digitally plan an activity in a nuclear zone to the nth degree virtually, and train our people virtually, so that the actual exposed time and the actual time, from an efficiency perspective, is reduced really consistently. And we are doing this on existing assets all the time and using technology to improve."

Maximising the use of existing nuclear assets is not just about preserving megawatts on the grid: it is also important as a foundation for future developments, Ponchon said, and nuclear companies have benefitted from the experiences of their predecessors. "Innovation is a never ending story," he added.

Operating life extensions and capacity uprates of existing nuclear plants are without doubt critically important for the industry going forward, said Kris Singh, President and CEO of Holtec International, but the challenge is how to make them affordable and also how to design plants and carry out the work in such a way as to ensure they continue to perform well and even to improve: for example, introducing features to make plants more easily inspectable.

"The owner user community and the designers, developers, consultants, they need to get together on this," he said. "There's an opportunity to make every plant last longer, be more resilient, be more reliable, be more maintainable while you are doing the life extension, while you are doing power upgrade."World Nuclear Symposium took place in London from 3-5 September. 'Innovation in existing plants can help meet growth targets'

Tuesday, 9 September 2025

E.l.f. Beauty Secures Rhode Brand in Historic $1B Acquisition


By Aamna Aamna, E.l.f. Beauty made headlines on Wednesday with news of its $1 billion deal for Rhode, a new purchase and the biggest in their company’s history. The new deal adds one of Gen Z’s most beloved beauty brands to the budget-focused cosmetics company. Rhode has quickly become a preferred brand for young people mostly because of Bieber’s influence and how the company promotes itself. Oakland-based e.l.f. is strengthening its premium line with the acquisition and reaching a loyal group of Rhode’s customers.

Bieber will hold both the posts of Chief Creative Officer and Head of Innovation with the new structure, so the brand will not change its essence. The model and entrepreneur will supervise making the products, setting their style and creating marketing plans for e.l.f., in addition to giving advice about the company’s broader strategies. The deal is higher than e.l.f.’s last important purchase of Naturium which was for $355 million, proving the company’s determined effort to expand. As a result of the deal, e.l.f. can profit from the rising popularity of celebrity cosmetics among these age groups.These experts feel that the deal allows e.l.f. to sell Rhode’s products while benefiting from Rhode’s famous name and big social media following. E.l.f. Beauty Secures Rhode Brand in Historic $1B Acquisition

Friday, 11 July 2025

Over 60 pc Indian firms launching skilling programmes to shape future workforce: Report

New Delhi, (IANS): More than 60 per cent of organisations in India are implementing skilling programmes to shape the future workforce of the country, according to a report on Wednesday.

The report by Aon, a global professional services firm, examined how organisations are incorporating skills into their decision-making processes.

It showed that talent attraction and retention, a strong bench of leaders, and workforce agility and resilience are the top talent priorities for Indian organisations for the next two-three years.

To achieve this, “61 per cent of Indian companies have implemented skills-based initiatives”, the report said.

The findings reflect growing pressure on Indian firms to remain competitive amid rapid change, talent churn, and evolving skill needs.

Preparing for GenAI disruption and sustaining employee wellbeing were ranked lower, suggesting relatively less current prioritisation but growing future importance.

The report, based on input from over 135 organisations across APAC, including from India, showed that 57 per cent of Indian respondents consider skills “critical” for business success -- among the highest in APAC.

“As businesses face an increasingly dynamic environment, there is a strong need for relevant future-ready skills over traditional work experience to build a resilient and agile workforce,” said Puneet Swani, head of Talent Solutions for APAC at Aon.

“Organisations must prioritise skills development and leverage people analytics to improve HR and business outcomes. By doing so, they can foster a resilient and adaptable workforce ready to meet future challenges,” Swani added.

The report also listed the top challenges such as identifying relevant skills, limited budgets, measuring programme effectiveness, and employee engagement and training time constraints.

Notably, lack of leadership support was not cited as a major barrier in India, suggesting a strong top-down commitment to skills development.

Further, despite India's large talent pool and technological capabilities, India was found to lag in the skills maturity journey when compared to Australia and Malaysia.“This may be due to a lower perceived urgency stemming from abundant workforce availability,” the report said. Over 60 pc Indian firms launching skilling programmes to shape future workforce: Report | MorungExpress | morungexpress.com

Monday, 7 April 2025

Ofcom wants UK to be ‘first in Europe’ to use direct-to-device satellite services

The regulator is proposing that direct-to-device (D2D) satellite services make use of spectrum already licenced by mobile operators for 4G and 5G

This week, UK telecoms regulator Ofcom has proposed new rules that would allow D2D satellite services to be provided using the same spectrum and terrestrial mobile networks.

The regulator says the rules would make the UK the ‘first country in Europe’ to adopt such an approach, giving the nation a lead in this emerging technology.

“For years, we’ve seen satellite calls in disaster movies on special handsets. We’re now on the cusp of people being able to make them on their everyday smartphones,” said Ofcom’s Spectrum Group Director David Willis. “Ofcom always strives to be at the forefront of technological change, and we’re the first country in Europe to press ahead with the next frontier in mobile connectivity. This would unlock investment, open doors to innovation and growth, and bring much-needed mobile coverage to rural areas.”

D2D satellite communication has been a growing topic of interest for a number of years now, with the technology potentially allowing mobile operators to ensure their customers remain connected wherever they go.

Currently, satellite communications typically require a satellite to connect to a terminal deployed by the end user, which then relays the signal to the end user’s device, or to a specialised satellite phone. D2D services do away with this middleman, allowing customers to connect directly to the satellite itself using an unmodified smartphone.

Elon Musk’s satellite behemoth Starlink is currently testing its D2D capabilities with T-Mobile in the USA, while other players like AST SpaceMobile are also advancing their capabilities. Just last week AST sought permission to launch the latest model of its BlueBird satellite, with the aim of launching commercial D2D services in 2026.

From a regulatory standpoint, however, these emergent services raise a question over spectrum usage. Current mobile spectrum licences for 4G and 5G do not provision for connection to satellites (at least in the UK) and doing so poses the risk of interference of existing mobile services.

Despite these technical challenges, allowing operators to make use of their existing spectrum licences is very attractive, potentially allowing them to roll out D2D services more quickly and efficiently. It could also potentially help them to reach their rural coverage obligations, in some instances.

Ofcom is suggesting three possible approaches to D2D satellite services: (i) a licence exemption; (ii) a variation to the MNO’s existing base station licence accompanied by a licence exemption; or (iii) a new licensing regime. The regulator says its preference is for option (ii) but is seeking comment from the wider industry.The consultation will continue until 20th May 2025, with commercial D2D services potentially becoming available later this year if the proposals are approved. Ofcom wants UK to be ‘first in Europe’ to use direct-to-device satellite services | Total Telecom

Saturday, 5 April 2025

Sky announces 2,000 job cuts


Sky has announced 2,000 job cuts across its customer services sector, the Financial Times has reported

The personnel cuts equate to around 7% of the workforce, and would see the closure of three of its ten call centres, Leeds, Sheffield and Stockport call centres, as well as affected operations at its Dunfermline and Newcastle sites.

The company receives around 25 million customer calls from across Europe each year, which it expects to decrease by a third over the next few years, as customers apparently shift towards AI chatbots and emails.

A company spokesperson told the FT that its site in Livingston, Scotland will instead receive a multi-million pound investment that will “deliver quicker, simpler and more digital customer service”.

The company is seeking to replace “labour intensive “roles with more digital and AI-enabled services, the report read. Source: https://totaltele.com/sky-announces-2000-job-cuts/

“This is about building a future-ready Sky that continues to put our customers and their needs first,” said a Sky spokesperson.

“Our customers increasingly want choice, to speak to us on the phone when they need us most and the ease of managing everyday tasks digitally. We’re investing in a new centre of excellence for customer service, alongside cutting-edge digital technology to make our service seamless, reliable, and available 24/7,” they continued.

Sky says that the implemented changes will “create a faster, smarter and more responsive experience” for customers, Sky announces 2,000 job cuts

Friday, 21 March 2025

When is workplace chat ‘just gossip’ and when is it ‘sharing information’? It depends who’s doing it

When two junior employees bump into each other in the corridor and start chatting about their manager’s overbearing manner, it’s typically considered gossip. But what about when two managers have an off-record catch-up to discuss an under-performing employee?

Both scenarios meet traditional definitions of gossip – the information being shared is about other people, the people it’s about are absent, the information is shared in a way that casts judgement on those people, and it’s informal. Yet the two situations are viewed very differently.

What counts as gossip is much more slippery than we might think. I reviewed 184 academic articles to understand what really constitutes workplace gossip.

The key, I found, is not any set of objective criteria, but rather people’s shared agreement that a situation counts as gossip.

This understanding of gossip helps us make sense of the “workplace gossip paradox” – the idea that gossip can be considered both a reliable source of social information (“the inside word”) and an unreliable information source (“just gossip”).

My work also provides insights into how businesses can manage gossip before it becomes a scandal.

Knowledge is power – but power controls knowledge

How does recognising the slipperiness of gossip help us understand the workplace gossip paradox? The answer has to do with the role of power in legitimising information.

Leaders and managers need information to justify action. If a manager is going to investigate a sexual harassment claim, they can’t do so based solely on a hunch. They need to hear about it from someone.

If the victim of sexual harassment complains directly to their manager, an investigation is automatically justified. But what if the manager hears about harassment indirectly and unofficially (for example, through “gossip”), with the added complication that the alleged perpetrator is another manager?

If the manager does something about what they’ve heard and the source turns out to be unreliable, they could face negative consequences for acting on what was essentially “just gossip.” But if they don’t act, and the information turns out to be credible, they could face repercussions for ignoring the “inside word.”

There is evidence that such paradoxical situations play out quite frequently in real-world workplaces. For example, inside information about negligence towards patient safety in healthcare settings has, in the past, been dismissed as “just gossip” until it provoked a public scandal.

The same thing happened in a university where gossip shared through a “whisper network” was eventually corroborated by an independent inquiry. In this case, the inquiry also found official complaints had been ignored.

One case study from the United States found managers tended to keep an ear out for information passing through the grapevine and selectively use it to further their own interests.

If gossip threatened their power, they repressed it as “just gossip”. But if gossip provided “useful” information – ammunition against a subversive employee, for example – management legitimised gossip as “official information”.

How to manage the workplace gossip paradox

To avoid scandals stemming from when gossip is ignored, managers might consider “co-opting” gossip, bringing it into official communication channels.

But there’s a problem with this approach. Gossip gains its credibility as the inside word because it takes place outside official communication channels. Therefore, if managers try to co-opt gossip into formal management processes, it’s likely to have the unintended consequence of discrediting the shared information.

Instead, “managing gossip” requires a better understanding of its functions and motivations.

One function is to reduce uncertainty. Research suggests gossip often arises to fill information gaps. For example, people might speculate about a manager’s salary by gossiping about their expensive car or holiday.

Such gossip is likely to be exaggerated and counterproductive. However, it could be managed simply by being transparent about staff salaries, filling the information gap before gossip does.

Another key function of gossip is to warn against antisocial behaviours like bullying. But if employees feel comfortable speaking up about such behaviour — even when it’s perpetrated by those with official power – managers will not face the dilemma of whether to act on information that could turn out to be “just gossip.”

Gossip is a slippery and paradoxical form of communication. Some would say it’s unmanageable. But what can be managed are the workplace behaviours and hierarchical relationships that gossip loves to sink its teeth into.


The author would like to acknowledge Trish Corner, Helena Cooper-Thomas and Rachel Morrison for their contributions to developing this research.The Conversation


James Greenslade-Yeats, Research Fellow in Management, Auckland University of Technology

This article is republished from The Conversation under a Creative Commons license. Read the original article.