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

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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.

Why Faith at Work Still Matters | MorungExpress | morungexpress.com

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'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'

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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

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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

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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

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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

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

James Greenslade-Yeats, Auckland University of Technology

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.

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

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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.

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After a century of Monday to Friday, could the 4-day week finally be coming to Australia?

John L. Hopkins, Swinburne University of Technology

The reality of shorter working hours could be one step closer for many Australians, pending the outcome of the federal election.

The Greens, who could control crucial cross bench votes in a hung parliament, have announced plans for a four-day working week, with no loss of pay. They say the policy would alleviate stress and burn out, and increase women’s participation in the workforce.

Earning the same money for fewer hours would appeal to most workers. But is it too good to be true? Could it really be rolled out cost free to all workplaces, especially to “client facing” companies and service providers?

Or does research suggest the Greens could be onto something?

The Greens’ plan

The Greens’ policy would involve a new National Institute for the Four Day Work Week and a test case through the Fair Work Commission.

A series of national trials would be set up in a number of different industries, whereby workers would work 80% of their normal hours, while maintaining 100% of their pay.

According to Greens Senator Barbara Pocock, it’s a win-win for everyone:

It can increase productivity, reduce absenteeism, improve recruitment and retention and give employees more time to manage their home life. This change will allow workers to create a working week that works for them.

The 100:80:100 model

The four-day work week being proposed in this instance is commonly regarded as the 100:80:100 model.

It delivers 100% of the pay, for 80% of the hours, in return for maintaining 100% of productivity.

This is unlike other forms of shorter working weeks, which compress five days’ worth of work into four longer days. This obviously disadvantages some employees.

Recent research conducted by Swinburne University of Technology involved interviews with ten Australian firms that have already adopted the 100:80:100 model.

They were a mixture of small and medium sized private sector businesses, including management consulting firms, a shipping and logistics company, and recruitment and marketing agencies.

The research underlined the potential for a range of positive outcomes for both employers and employees.

Workers reported having better work-life balance, more time to complete “life administration” tasks, and more time to invest in hobbies, exercise, wellness and self-care. Bosses cited productivity gains, reduced sick days, and significant improvements in recruitment and retention rates.

However, the 100:80:100 model is viewed with scepticism in some quarters. There is still doubt that productivity and output would be maintained, or in some cases improved, when workers are working one day fewer per week.

Also, there could be costs associated with the implementation of this work model for front-line roles, such as retail, schools, hospitals and nursing homes. Additional workers may need to be hired, at extra expense, to cover the hours dropped by the existing workforce.

100 years of working 5 days a week

The year 2026 will mark the 100th anniversary of the five-day work week.

It was car maker Henry Ford who reduced the working week in the United States from six days to five. Other sectors and countries followed suit. This was at a time when the average life expectancy of Australian workers was just 55 and households typically only had one bread-winner.

Despite the time saved by the many technological breakthroughs in the past 100 years – from the photocopier, desktop computer and fax machine, to the internet, mobile phones and AI – the average Australian is now working longer hours in paid and unpaid labour than ever before.

The Greens point out Australian society is changing. More women and carers are either in the workforce or would be encouraged into the workforce by more flexible arrangements:

yet we are constrained by archaic labour laws that see the fruits of our efforts swallowed up in profits for bosses and shareholders.

The role of generative AI technologies in the workplace may also deliver benefits to workers. Separate Swinburne research has revealed an increasing expectation among workers that they will receive a share in the time saved by future technologies in the form of improved work-life balance and wellbeing gains.

Time to enter the 21st century

Earlier this year, 200 UK companies signed up to the 100:80:100 model, as part of a campaign to “reinvent Britain’s working week”. Large scale trials are also underway in Canada and several European countries.

The global interest in a shorter working week is not surprising, and has likely been fuelled by the COVID pandemic, which has caused workers and employers to re-imagine their working lives.

If the Greens are in a position to leverage any balance of power after the coming election, it could be Australia’s turn to recognise the conventional five-day working week is no longer fit for purpose.

John L. Hopkins, Associate Professor of Management, Swinburne University of Technology

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

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Leema clinches South Asian Business Excellence Award

Leema Creations Ltd. has won the South Asian Business Excellence Award for brand excellence in interior architecture for the 8th consecutive year. The presentation of the award took place recently at a glittering ceremony held in Pride Plaza Aero City, New Delhi, India in the presence of Business leaders and distinguished invitees.

Leema Creations Founder Chairman Channa Wijesekara and Managing Director ShamikaWijesekara received the award on behalf of Leema Creations.

South Asian Business Excellence award is a prestigious and celebrated award which was established to acknowledge and reward the exceptional work and its results by the industry leaders of the corporate domain in the countries of the South Asian region.

Excellence is not an easy attainment to come by. Perseverance, dedication and driving towards brilliance are unmistakable requirements in order to gain excellence ultimately. All this can be condensed in a single word, “Obsession”. When obsessed with excellence your dream to the best of the best becomes a reality.

The management of Leema clearly understood this concept and worked towards this goal through direct access to a professional team of in-house interior designers and expert technical team from the inception of a project resulting in Leema been the leading brand to provide the clients with beauty, innovation and cutting edge precision interior solutions.

Leema is one of the recipients of ISO 9001-2015 in the interior industry in Sri Lanka which ensures that its products and services are up to the required standards.

Further the existing manufacturing plant covering 80000 sq.ft. is one of the most advanced in Sri Lanka with a combination of state of the art modern computerised equipment and fine craftsmanship which ensures exact execution of any project undertaken. Leema clinches South Asian Business Excellence Award | Daily FT

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WEF 2025: Infosys to expand Hyderabad campus, create 17,000 jobs

Hyderabad, (IANS): IT major Infosys Limited will expand its presence in Hyderabad to create 17,000 jobs.

The announcement was made at the World Economic Forum (WEF) in Davos following the meeting of Infosys CFO Jayesh Sanghrajka with the Telangana IT and Industries Minister D. Sridhar Babu on Thursday.

The state government and Infosys agreed to further strengthen their strategic partnership with the expansion of Infosys' IT campus at Pocharam.

The expansion plans will create an additional 17,000 jobs in the Pocharam Campus where Infosys already employs over 35000 jobs making it one of their largest in the country, the Chief Minister's Office (CMO) said.

Construction of new IT buildings in phase 1 with an investment of Rs 750 crores will be completed in the next 2-3 years that will accommodate 10,000 people.

These new centres will contribute significantly to the state's thriving IT ecosystem and further enhance Telangana's status as a leading IT destination in the country, the CMO said.

"Our partnership with the Government of Telangana reflects our shared vision of driving innovation, empowering communities, and strengthening the IT landscape," said Jayesh Sanghrajka.

The IT minister said the state government remained dedicated to nurturing talent, creating opportunities, and fostering strategic alliances to propel the state's economy forward.

Earlier, Wipro also decided to expand its campus at Gopanapalli in the Financial District with a new IT centre to create 5,000 new jobs. The announcement was made after Chief Minister A. Revanth Reddy and IT Minister Babu met Wipro Executive Chairman Rishad Premji in Davos.

According to the CMO, the new IT centre will be completed in 2-3 years. This expansion is likely to further strengthen the IT ecosystem in Hyderabad.

Welcoming Wipro's decision to expand, the Chief Minister assured it of full support from the government.

Sridhar Babu posted on social media platform 'X' that he and Rishad Premji discussed plans to establish innovation centres that will drive cutting-edge advancements in AI, IoT, and cybersecurity in line with the state government’s vision of building a brighter tech-driven future. “Wipro’s commitment to empowering youth through skill development aligns perfectly with Telangana’s vision to nurture global talent. Together, we’re ensuring Telangana remains a beacon for innovation, sustainability, and growth," the minister said.--IANS WEF 2025: Infosys to expand Hyderabad campus, create 17,000 jobs | MorungExpress | morungexpress.com

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Is linking time in the office to career success the best way to get us back to work?

John L. Hopkins, Swinburne University of Technology

Working from home introduced in response to the harsh pandemic lockdowns in 2020 was expected to be a short term arrangement with staff returning to the office as soon as restrictions were lifted.

Yet, almost four years later, most office workers are still following hybrid arrangements - splitting their week between home and office, with no plans to return full-time to the workplace anytime soon.

In what some employees consider an aggressive move by their bosses to get them back where they can be seen, some companies are now linking office attendance to pay, bonuses and even promotions.

It pays, for some, to return to the office

Linking office attendance with pay has taken off after Citibank workers in the UK were told last September their bonuses could be affected if they didn’t work a minimum of three days per week from the office.

In Australia Origin and Suncorp, have done the same thing, as has ANZ where staff are required to work at least half their hours – averaged over a calendar month – in the office.

If these conditions are not met, it may be taken into consideration in performance and remuneration reviews at the end of the next year.

“If you are one of our people who are yet to be spending more than half your time in the workplace, we need you to adjust your patterns unless you have a formal exception in place,” an internal email to ANZ staff said.

In the US, Amazon has told corporate employees they may miss out on promotion if they ignore the company’s return-to-office mandate, which requires employees to be in the office at least three days a week.

A post on Amazon’s internal website viewed by CNBC said:

Managers own the promotion process, which means it is their responsibility to support your growth through regular conversations and stretch assignments, and to complete all the required inputs for a promotion

If your role is expected to work from the office 3+ days a week and you are not in compliance, your manager will be made aware and VP approval will be required.

Not everyone is happy

To say the reaction to these measures has been divisive is an understatement. Up to now, some hybrid work arrangements may have been ill-defined, and employee expectations confusing.

The messaging offered here is clear, employees know what is expected of them in terms of office attendance, and the repercussions they may face if they don’t meet those expectations.

And it’s important to remember that these initiatives are only aimed at incentivising workers to attend the office for part of the week, typically 2-3 days out of 5, which still represents a significant flexibility gain compared to what these firms offered before the pandemic.

Is showing up the best measure of performance?

However, critics have raised concerns that linking attendance to pay could hurt high achievers who don’t meet their in-office quotas - will they miss out on bonuses or a promotion simply because they don’t show up to the office enough, regardless of how well they are doing their job otherwise?

Is office attendance really that important, compared to other performance and outcome metrics, and will employees feel they are being treated like school children?

There are also fears about the impact strict attendance requirements will have on diversity, with women, parents, and people with neurodiverse needs more likely to favour a higher proportion of remote working.

Additionally, monitoring and managing attendance creates additional work for managers, and could lead to regular awkward conversations about attendance expectations.

Measuring office attendance may not be as simple as it first sounds either.

If an employee is required to maintain an average of 50% office attendance and they are invited to visit a client interstate for a day, or travel overseas to present at a conference, do these count as “in office days” or “WFH” days? This needs to be established and communicated to staff in writing.

One-size doesn’t fit all

With hybrid work arrangements there is no one right or wrong strategy. Different companies will take different approaches, based on the specific needs of their particular organisation and staff, and only time will tell how successful their respective strategies prove to be.

What we can be certain of is the fact hybrid work will not be disappearing anytime soon, so the focus for 2024 needs to be how to make this arrangement as efficient as possible, rather than trying to turn the clock back to 2019.

John L. Hopkins, Associate professor, Swinburne University of Technology

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

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Inauguration of World’s Largest 2nd Gen. Ethanol Plant Will Cut Emissions by 30% with Sugar Cane

credit – Raízen, released to the press

In late May, Brazilian President Luis Ignacio da Silva visited São Paulo to inaugurate the world’s largest manufacturing plant for second-generation ethanol.

The new Bonfim Bioenergy Park will produce 82 million liters of ethanol per year utilizing a new method that produces 30% fewer emissions.

Located in the Brazilian state of Guariba, the nation’s largest center for the cultivation of sugarcane, the second-generation ethanol, also known as ‘bioethanol’ is made from the waste products of sugar production, known in the industry as bagasse.

Raízen, the company behind the Bonfirm plant, says that making ethanol from this waste creates 30% fewer emissions than if previous manufacturing methods were used.

New technologies allow for the extraction of residual sucrose from these already-crushed canes. A hydrolysis process uses enzymes to separate the individual cellulose fibers so they can be fermented more easily.

Raízen has another 9 second-gen plants under construction, and the company is aiming to produce 1.6 billion liters of biofuel per year in the future.

The largest single use of ethanol is as an engine fuel and fuel additive. Brazil in particular relies heavily upon the use of ethanol as an engine fuel being the world’s leading producer of ethanol. 90% of all new gasoline-powered cars sold in Brazil can also run on hydrous ethanol.

Along with the 30% reduction in emissions from manufacturing bioethanol compared to manufacturing conventional ethanol blends, the reduction in emissions from its use as a fuel is as high as 50 and 60%, according to a study from the Argonne National Laboratory.

“I realize that our engineering, that our researchers have managed to do what no country in the world that thinks it is better than us has done: we are able to transform that bagasse into something that produces ethanol of much better quality than the normal ethanol that we produced before, which is second-generation ethanol,” said President da Silva at the inauguration. Inauguration of World’s Largest 2nd Gen. Ethanol Plant Will Cut Emissions by 30% with Sugar Cane

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Drug companies pay doctors over A$11 million a year for travel and education. Here’s which specialties received the most

Barbara Mintzes, University of Sydney and Malcolm Forbes, Deakin University

Drug companies are paying Australian doctors millions of dollars a year to fly to overseas conferences and meetings, give talks to other doctors, and to serve on advisory boards, our research shows.

Our team analysed reports from major drug companies, in the first comprehensive analysis of its kind. We found drug companies paid more than A$33 million to doctors in the three years from late 2019 to late 2022 for these consultancies and expenses.

We know this underestimates how much drug companies pay doctors as it leaves out the most common gift – food and drink – which drug companies in Australia do not declare.

Due to COVID restrictions, the timescale we looked at included periods where doctors were likely to be travelling less and attending fewer in-person medical conferences. So we suspect current levels of drug company funding to be even higher, especially for travel.

What we did and what we found

Since 2019, Medicines Australia, the trade association of the brand-name pharmaceutical industry, has published a centralised database of payments made to individual health professionals. This is the first comprehensive analysis of this database.

We downloaded the data and matched doctors’ names with listings with the Australian Health Practitioner Regulation Agency (Ahpra). We then looked at how many doctors per medical specialty received industry payments and how much companies paid to each specialty.

We found more than two-thirds of rheumatologists received industry payments. Rheumatologists often prescribe expensive new biologic drugs that suppress the immune system. These drugs are responsible for a substantial proportion of drug costs on the Pharmaceutical Benefits Scheme (PBS).

The specialists who received the most funding as a group were cancer doctors (oncology/haematology specialists). They received over $6 million in payments.

This is unsurprising given recently approved, expensive new cancer drugs. Some of these drugs are wonderful treatment advances; others offer minimal improvement in survival or quality of life.

A 2023 study found doctors receiving industry payments were more likely to prescribe cancer treatments of low clinical value.

Our analysis found some doctors with many small payments of a few hundred dollars. There were also instances of large individual payments.

Why does all this matter?

Doctors usually believe drug company promotion does not affect them. But research tells a different story. Industry payments can affect both doctors’ own prescribing decisions and those of their colleagues.

A US study of meals provided to doctors – on average costing less than US$20 – found the more meals a doctor received, the more of the promoted drug they prescribed.

Another study found the more meals a doctor received from manufacturers of opioids (a class of strong painkillers), the more opioids they prescribed. Overprescribing played a key role in the opioid crisis in North America.

Overall, a substantial body of research shows industry funding affects prescribing, including for drugs that are not a first choice because of poor effectiveness, safety or cost-effectiveness.

Then there are doctors who act as “key opinion leaders” for companies. These include paid consultants who give talks to other doctors. An ex-industry employee who recruited doctors for such roles said:

Key opinion leaders were salespeople for us, and we would routinely measure the return on our investment, by tracking prescriptions before and after their presentations […] If that speaker didn’t make the impact the company was looking for, then you wouldn’t invite them back.

We know about payments to US doctors

The best available evidence on the effects of pharmaceutical industry funding on prescribing comes from the US government-run program called Open Payments.

Since 2013, all drug and device companies must report all payments over US$10 in value in any single year. Payment reports are linked to the promoted products, which allows researchers to compare doctors’ payments with their prescribing patterns.

Analysis of this data, which involves hundreds of thousands of doctors, has indisputably shown promotional payments affect prescribing.

US research also shows that doctors who had studied at medical schools that banned students receiving payments and gifts from drug companies were less likely to prescribe newer and more expensive drugs with limited evidence of benefit over existing drugs.

In general, Australian medical faculties have weak or no restrictions on medical students seeing pharmaceutical sales representatives, receiving gifts, or attending industry-sponsored events during their clinical training. They also have no restrictions on academic staff holding consultancies with manufacturers whose products they feature in their teaching.

So a first step to prevent undue pharmaceutical industry influence on prescribing decisions is to shelter medical students from this influence by having stronger conflict-of-interest policies, such as those mentioned above.

A second is better guidance for individual doctors from professional organisations and regulators on the types of funding that is and is not acceptable. We believe no doctor actively involved in patient care should accept payments from a drug company for talks, international travel or consultancies.

Third, if Medicines Australia is serious about transparency, it should require companies to list all payments – including those for food and drink – and to link health professionals’ names to their Ahpra registration numbers. This is similar to the reporting standard pharmaceutical companies follow in the US and would allow a more complete and clearer picture of what’s happening in Australia.

Patients trust doctors to choose the best available treatments to meet their health needs, based on scientific evidence of safety and effectiveness. They don’t expect marketing to influence that choice.

Barbara Mintzes, Professor, School of Pharmacy and Charles Perkins Centre, University of Sydney and Malcolm Forbes, Consultant psychiatrist and PhD candidate, Deakin University

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

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Amazon invests in X-energy, unveils SMR project plans

Amazon has announced it has taken a stake in advanced nuclear reactor developer X-energy, with the goal of deploying up to 5 GW of its small modular reactors in the USA by 2039.

Online shopping and web services giant Amazon's Climate Change Pledge Fund was described as the anchor investor in a USD500 million financing round for X-energy, alongside Ken Griffin, founder and CEO of Citadel, Ares Management Corporation, private equity firm NGP and University of Michigan.

The funding is designed to pave the way to completion of the reactor design and licensing, and the first phase of its TRISO-X fuel fabrication facility at Oak Ridge, Tennessee.

The first project

The first project looks set to be in Washington State, with Amazon announcing it had signed an agreement with Energy Northwest, a consortium of state public utilities, for an initial four advanced small modular reactors (SMRs) generating about 320 MWe, with an option to treble that number to 960 MWe, which would be the amount needed to power about 770,000 homes.

Amazon will fund the initial feasibility phase for the SMR project which is planned for a site near the energy company's Columbia Generating Station nuclear energy facility in Richland. Under the agreement Amazon would have the right to purchase electricity from the first phase, while Energy Northwest will have the option to build the eight extra modules, with the additional power being available to Amazon and utilities in the area.

Matt Garman, CEO of Amazon Web Services, said: "One of the fastest ways to address climate change is by transitioning our society to carbon-free energy sources, and nuclear energy is both carbon-free and able to scale - which is why it’s an important area of investment for Amazon. Our agreements will encourage the construction of new nuclear technologies that will generate energy for decades to come."

Greg Cullen, Vice President for Energy Services & Development at Energy Northwest, said: "We've been working for years to develop this project at the urging of our members, and have found that taking this first, bold step is difficult for utilities, especially those that provide electricity to ratepayers at the cost of production. We applaud Amazon for being willing to use their financial strength, need for power and know-how to lead the way to a reliable, carbon-free power future for the region."

The advanced reactors

The Xe-100 is a Generation IV advanced reactor design which X-energy says is based on decades of high temperature gas-cooled reactor operation, research, and development. Designed to operate as a standard 320 MWe four-pack power plant or scaled in units of 80 MWe. At 200 MWt of 565°C steam, the Xe-100 is also suitable for other power applications including mining and heavy industry. The Xe-100 uses tri-structural isotropic (TRISO) particle fuel, which has additional safety benefits because it can withstand very high temperatures without melting,

X-energy says its design makes it road-shippable with accelerated construction timelines and more predictable and manageable construction costs, and is well suited to meet the requirements of energy-intensive data centres.

Clay Sell, X-energy CEO, said: "Amazon and X-energy are poised to define the future of advanced nuclear energy in the commercial marketplace. To fully realise the opportunities available through artificial intelligence, we must bring clean, safe, and reliable electrons onto the grid with proven technologies that can scale and grow with demand. We deeply appreciate our earliest funders and collaborators, notably the US Department of Energy and Dow Inc. With Amazon, Ken Griffin, and our other strategic investors, we are now uniquely suited to deliver on this transformative vision for the future of energy and tech."

The initial Xe-100 plant is being developed at Dow Inc's UCC Seadrift Operations site on the Texas Gulf Coast, which would be the first nuclear reactor deployed to serve an industrial site in the USA.

What else has been announced?

A memorandum of understanding has also been signed with utility company Dominion Energy to look into the development of an SMR project near the company's existing North Anna nuclear power station. It is not the first move into nuclear energy from Amazon, which is co-locating a data centre facility next to Talen Energy's nuclear power plant in Pennsylvania.

Robert Blue, Chairman and CEO of Dominion Energy, said: "This agreement builds on our longstanding partnership with Amazon and other leading tech companies to accelerate the development of carbon-free power generation in Virginia. It's an important step forward in serving our customers' growing needs with reliable, affordable and increasingly clean energy. This collaboration gives us a potential path to advance SMRs with minimal rate impacts for our residential customers and substantially reduced development risk."

In July, Dominion Energy announced a Request for Proposals from leading SMR nuclear technology companies to evaluate the feasibility of developing an SMR at the company's North Anna plant - while it is not a commitment to build an SMR, it is an important first step in evaluating the technology and the feasibility of developing it at North Anna the company says.

Data centres and nuclear

Amazon's series of announcements confirms a recent trend of data centre operators looking at nuclear energy as a way to get reliable energy that is carbon free. Amazon noted that it is not just their data centres and web services which are going to see increasing electricity demand, but also wider developments such as electrifying its vehicle fleet.

On Tuesday, a fellow online giant, Google, signed a Master Plant Development Agreement with Kairos Power for the development and construction of a series of advanced reactor plants.And last month Microsoft announced it had signed a 20-year power purchase agreement with Constellation which would see Three Mile Island unit 1 restarted, five years after it was shut down. Amazon invests in X-energy, unveils SMR project plans

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Doyen of India Inc, Tata Group's Ratan Tata passes away

Mumbai, October 10 (IANS) Ratan Naval Tata, the Chairman Emeritus of Tata Sons, passed away at the Breach Candy Hospital following age-related health conditions. He was 86.

Tata was admitted to the hospital on Monday, sparking intense speculation on his health status in corporate, political and common circles.

Later, he had issued a statement that he was undergoing certain routine medical examinations for age-related health concerns.

Subsequently, he was reportedly put on life-support systems, though the Tata Group officials did not confirm or deny anything.

Chairman, Tata Sons, N Chandrasekaran said that it is with a profound sense of loss that we bid farewell to Mr. Ratan Naval Tata, a truly uncommon leader whose immeasurable contributions have shaped not only the Tata Group but also the very fabric of our nation.

“For the Tata Group, Mr. Tata was more than a chairperson. To me, he was a mentor, guide and friend. He inspired by example. With an unwavering commitment to excellence, integrity, and innovation, the Tata Group under his stewardship expanded its global footprint while always remaining true to its moral compass.

“Mr. Tata’s dedication to philanthropy and the development of society has touched the lives of millions. From education to healthcare, his initiatives have left a deep-rooted mark that will benefit generations to come. Reinforcing all of this work was Tata’s genuine humility in every individual interaction.

“On behalf of the entire Tata family, I extend our deepest condolences to his loved ones. His legacy will continue to inspire us as we strive to uphold the principles he so passionately championed.”

Known for his genteel demeanour masking a tough and sharp business acumen, Tata served as the all-powerful Chairman of Tata Sons, the holding company of the Tata Group, from 1991 till his retirement on December 28, 2012.

It was during his stewardship that the group’s revenues grew manifold, totalling over $100 billion (in 2011-12).

On various occasions, Tata had served as the Chairman of major Tata companies, including Tata Motors, Tata Steel, Tata Consultancy Services, Tata Power, Tata Global Beverages, Tata Chemicals, Indian Hotels, and Tata Teleservices.

He was also associated with various organisations in India and abroad, and functioned on the international advisory boards of Mitsubishi Corporation and JP Morgan Chase.

Tata was also the Chairman of the Council of Management of the Tata Institute of Fundamental Research and on the Board of Trustees of Cornell University and the University of Southern California.

The Mumbai-born and educated Tata, who was born on December 28, 1937, had joined the Tata group as a young executive in 1962, after acquiring his Bachelor of Architecture degree from Cornell University that year.

He worked briefly with Jones and Emmons in Los Angeles before coming to India in end-1962, and then working on the shop floor of Tata Steel.

After serving in various companies, he was appointed Director-in-Charge of the National Radio and Electronics Company in 1971, and later completed an Advanced Management Programme at the Harvard Business School in 1975.

In 1981, he was named Chairman of Tata Industries, the group’s other holding company, where he was responsible for transforming it into a group strategy think tank and a promoter of new ventures in high-technology businesses.

Post-retirement, Tata was conferred the honorary title of Chairman Emeritus of Tata Sons, Tata Industries, Tata Motors, Tata Steel, and Tata Chemicals.

Tata was currently the Chairman of the Tata Trusts, comprising the Sir Ratan Tata Trust and Allied Trusts, plus the Sir Dorabji Tata Trust and Allied Trusts.

Under his guidance and leadership, these Trusts metamorphosed from being reactive charities to India’s premier philanthropic foundations, striving to transform the lives of millions of individuals, through meaningful partnerships with like-minded non-profit organisations, communities, governments (state and central), corporates and foreign funding organisations.

The Indian government honoured Tata with its second-highest civilian award, the Padma Vibhushan, in 2008. He has also received many other awards, honours, honorary doctorates from several Indian and global universities and other accolades.

He is survived by his family members comprising brothers sisters, including Simone Tata, Jimmy Tata, Noel Tata, Aloo Tata, Shireen Jejeebhoy, Deanne Jejeebhoy, Leah Tata, Maya Tata, Neville Tata, Manasi Tata, Jamset Tata, Tiana Tata and others, said a family statement. Source: https://www.morungexpress.com/doyen-of-india-inc-tata-groups-ratan-tata-passes-away

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