The company’s shares plunged to Rs 1,418 apiece on NSE in the afternoon trading hours of Monday as buzz around stake sale by the company’s largest promoter may have dampened investor sentiment.

The government is likely to launch the OFS soon as part of its move to mop up resources through such offers in PSU companies, CNBC-TV18 reported citing people familiar with the matter. The report added that the government has so far raised more than Rs 16,000 crore via OFS in PSU companies this year.

The Economic Times could not independently verify the report.

This comes as the government recently ramped up its disinvestment efforts. Recently, the government offloaded some of its stake in Coal India, NHPC, NLC India, General Insurance Corporation of India (GIC) and other PSU companies.

The central government owned nearly 68% stake in Cochin Shipyard as on March 31, 2026, according to data on NSE on the company’s shareholding pattern. Around 24 mutual funds owned a little over 2% stake, while Life Insurance Corporation of India (LIC) held over 3% stake.

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Nearly 9.62 lakh shareholders meanwhile collectively held around 20% stake in Cochin Shipyard, data showed.

Cochin Shipyard shares have gained nearly 2% in one week, but fell over 6% in one month and 12% in 2026 so far. The stock has tumbled 34% in one year.
In the longer term, the shares of the company have delivered 391% returns over three years and 601% over five years. The company has a market capitalisation of Rs 37,699 crore.Also Read | NHPC OFS fully subscribed; govt garners about ₹4,300 crore

Cochin Shipyard in May reported a net profit of Rs 276.50 crore for Q4 FY26, marking 3.7% decline from Rs 287 crore reported in the same quarter last year. Revenue from operations fell 15.6% year-on-year to Rs 1,484.3 crore from Rs 1,757.7 crore in the corresponding period a year ago.

Despite weaker revenue, the company delivered a strong operating performance during the quarter. EBITDA rose 16.5% to Rs 310 crore from Rs 266 crore in Q4FY25, while EBITDA margin expanded significantly to 20.9% from 15.1% a year earlier. The improvement in margins reflected tighter cost controls and improved operational efficiency, which helped support overall profitability despite the decline in topline growth.

Also Read | Cochin Shipyard Q4 net profit, revenue decline YoY

(Disclaimer: Recommendations, suggestions, views and opinions given by the experts are their own. These do not represent the views of The Economic Times)

Hidden grocery items packaged and ready for discovery are popping up through Aldi’s online platform this week, as the discount grocer brings the viral “blind box” trend to its digital shopping experience — offering customers a chance to claim a mystery box of products for free, for a limited time only.

A New Twist on a Viral Trend

The blind box trend has officially made its way to Aldi shoppers digitally, offering shoppers a chance to claim one of the mystery items for free — but only for a limited time. Aldi has unveiled blind box grocery bundles that customers can claim for free online, tapping into a broader cultural moment built around the appeal of surprise unboxing.

Bridget Kozlowski, director of communications for Aldi, explained the thinking behind the promotion in a news release. “The ALDI Blind Box taps into the excitement our fans already feel walking our aisles,” Kozlowski said. “Our shoppers come to ALDI for value, but they also come for discovery. From viral ALDI Finds to tried-and-true products shoppers love to tell their friends about, people love the thrill of discovering something new here.”

When the Boxes Become Available

A new Aldi Blind Box will be released every day from June 22 to 25. At 11 a.m. local time each day, customers can visit AldiBlindBox.com to claim that day’s free themed box while supplies last.

The giveaway is structured to reward those who act quickly once each day’s box becomes available. The boxes will be given away on a first-come, first-served basis, the company said in a news release, adding that more than 100 boxes will be given away per drop.

No In-Store Pickup Option

For customers hoping to simply walk into a local Aldi location to claim a box in person, the promotion does not currently extend to physical stores. Store managers contacted at two Aldi locations said they hadn’t been notified of any in-store participation for the blind boxes, indicating the giveaway is being run exclusively through Aldi’s online platform rather than at brick-and-mortar locations.

How to Claim a Box

In the news release, Aldi outlined the specific steps customers need to follow in order to receive a blind box: follow @aldiusa on Instagram for daily reveals of each box theme, visit AldiBlindBox.com beginning at noon on June 22 through June 25 daily, select that day’s Aldi Blind Box, enter shipping information, and receive a free Aldi Blind Box delivered directly to the customer’s door.

The Four Box Themes

The boxes are filled with fan-favorite products and “fresh picks from across every aisle,” the grocer said in a news release. Aldi has organized the four-day promotion around a distinct theme for each box: a Snack Blind Box featuring premium cheeses, dips, crunchy bites, and sweets; a Fiber Blind Box featuring produce favorites and better-for-you picks; a Protein Blind Box featuring satisfying staples and surprising finds; and a Mystery Blind Box featuring a surprise assortment of Aldi fan favorites and staples.

Social media users can visit Aldi’s Instagram page to see which theme drops next, giving customers advance notice of each day’s specific box category before it becomes available for claim.

Kozlowski tied the promotion directly to the broader popularity of unboxing content across social media platforms. “With surprise unboxings more popular than ever, this is our way of helping customers discover even more favorites,” she added.

A Broader Strategic Shift for Aldi

The blind box promotion arrives alongside a separate, more structural change underway at the company, as Aldi works to modernize the physical look and feel of its stores across the United States. Shoppers at some Aldi stores may start noticing changes, from new signage and pricing language to updated visuals, as the German discount grocery chain tests a redesigned store format in the United States.

The updates are part of a broader effort by Aldi South to give its stores a more consistent look worldwide. The company is working with Australian design and brand consultant agency Landini Associates on a new format that can be adapted for different countries, including the United States.

Aldi’s Existing Store Philosophy

On its website, Aldi describes its current stores as offering everyday essentials in “smaller, more sustainable spaces,” with product packaging designed to double as displays — a strategy intended to save time, labor, and costs. That approach has long been central to the company’s value proposition, allowing it to keep prices low relative to traditional full-service grocery chains.

A More Flexible Format Ahead

The redesign effort suggests Aldi is looking to build greater adaptability into its physical store footprint moving forward, potentially opening the door to new types of locations beyond its traditional suburban format. According to Forbes, the new store model is designed to be more flexible, allowing Aldi to test different layouts and formats. That could include smaller, corner-store-style locations, which may help the company enter tighter urban areas or smaller markets.

With the blind box promotion running daily through June 25 and a new themed box becoming available online each morning at 11 a.m. local time, customers interested in claiming a free box should plan to act quickly once each day’s drop goes live, given the first-come, first-served structure and the more than 100-box limit per release. Separately, as Aldi continues testing its redesigned store format in select U.S. locations, shoppers in various markets may begin noticing updated signage, pricing language, and visual branding in the months ahead, as the company works toward a more globally consistent store experience while exploring potential expansion into smaller, more urban-friendly formats.

Disney and Pixar have a genuine hit on their hands. Toy Story 5 has taken more than $312m (£236m) at the global box office in its first three days, the strongest opening weekend in the history of the animated franchise and a much-needed shot in the arm for a studio that has endured a bumpy few years.

Released on 19 June, the fifth chapter in the Toy Story saga reunites Woody, Jessie and Buzz Lightyear, only this time their fiercest rival is not a rival toy but a tablet computer. The premise has clearly landed with families: audiences handed the film a coveted “A” CinemaScore, and the numbers followed.

The opening split roughly $160m in North America and around $152m across international markets, according to figures reported by Variety. That makes it the second-biggest global launch of the year so far, behind only The Super Mario Galaxy Movie, which remains 2026’s highest-grossing release with takings north of $1bn.

For the business behind the toys, the result carries real weight. With a production budget estimated at $250m, Toy Story 5 needs to earn at least double that figure to cover marketing and distribution costs before it moves into profit. On the evidence of the opening weekend, that looks comfortably achievable.

Pixar has form here. The studio’s films have historically recouped their budgets, often several times over, with a number of titles taking three times what they cost to make and promote. Sequels in particular have been reliable earners: The Incredibles 2 and Inside Out 2 both sailed past the $1bn mark, as did the third and fourth Toy Story instalments.

The win is all the more important given the run that preceded it. Recent Pixar and Disney releases such as the alien adventure Elio and the Toy Story spin-off Lightyear underperformed sharply, while The Mandalorian and Grogu, the studio’s latest big-budget Star Wars outing, has yet to double its $165m cost. A franchise-best opening helps steady the ship, and it follows a wider recovery for Disney’s UK business as its theatrical and streaming arms have found firmer footing.

The result lands against a challenging industry picture. Overall box office revenues have fallen since the Covid-19 pandemic, as studios have struggled to coax audiences back into cinemas and viewing habits have shifted towards streaming platforms. The pressure has been felt most acutely by big-budget blockbusters, many of which have stumbled despite heavy marketing spend, and the squeeze on household budgets has prompted some viewers to trim their streaming subscriptions altogether.

Against that backdrop, a tentpole release that overperforms is exactly the kind of result distributors and exhibitors have been waiting for, much as the trade is hoping a strong summer slate, including Apple’s heavily promoted F1 motor-racing feature, can keep momentum going.

Toy Story remains one of Pixar’s most lucrative properties, having generated more than $3bn at the global box office since Woody and Buzz first arrived on screen in 1995. The original film, set in a world where toys spring to life when no one is watching, transformed the use of computer-generated imagery and propelled Pixar into the front rank of animation studios.

This latest opening, which Deadline had flagged as a likely franchise and year-to-date record before release, suggests the appetite for the series has not dimmed. After a difficult stretch, Disney and Pixar will hope it marks the moment the magic came back.

Jamie Young

Jamie is Senior Reporter at Business Matters, bringing over a decade of experience in UK SME business reporting.
Jamie holds a degree in Business Administration and regularly participates in industry conferences and workshops.

When not reporting on the latest business developments, Jamie is passionate about mentoring up-and-coming journalists and entrepreneurs to inspire the next generation of business leaders.

The ink is barely dry on Andy Burnham’s by-election victory and Britain’s small business community is already braced for what comes next.

Exclusive research shared with Business Matters reveals that the overwhelming majority of the country’s small and medium-sized enterprise owners are fearful about what the Greater Manchester mayor’s arrival in Westminster, and his widely tipped run at Number 10, could mean for their firms.

The study, conducted by Trends Research, surveyed 2,000 SME owners in the days since Burnham swept to victory at Makerfield last Thursday. More than 80% told researchers they were fearful about the implications for their business, a striking figure in a sector that accounts for more than 5.5 million firms and over 99% of the UK business population.

Burnham took the seat with almost 55% of the vote, seeing off Reform UK and handing himself the Commons platform that, under Labour rules, allows him to mount a leadership challenge against Sir Keir Starmer. The mechanics of how a sitting metro mayor can also serve as an MP have been picked over in detail by the House of Commons Library, but for many business owners the constitutional fine print matters less than the policy direction it signals.

That anxiety has roots. Burnham has built his pitch on an interventionist, redistributive platform, and his name has been attached to proposals ranging from a land value tax to expanded local levies such as a tourist charge on overnight stays. For owner-managers already wrestling with higher employment costs, the prospect of a more activist Treasury is unsettling. Business confidence has been fragile for some time, as our reporting on how Labour’s tax decisions have dampened consumer and business sentiment has charted over recent months.

The fear is not abstract. It lands on people who are already stretched. Separate research has pointed to soaring stress levels among the UK’s smallest firms, and the Trends Research findings suggest a fresh layer of political uncertainty is now compounding that pressure. When eight in ten owners express unease about a single individual’s potential premiership, it speaks to how exposed the sector feels to decisions taken well above its pay grade.

It would be wrong, though, to read the numbers as a settled verdict. Burnham has not yet formally challenged Sir Keir, who has insisted he will not step aside, and the mayor has at points positioned himself as a champion of regional growth and a backer of hospitality through a lower VAT rate. The concern voiced by those 2,000 owners is rooted in uncertainty as much as opposition, and uncertainty can cut both ways.

What the research makes plain is that the small business community is watching Westminster closely and nervously. With capital allowances, employment rules and the tax burden all sensitive to a change at the top, owners have learned to take political turbulence seriously. As one survey after another has shown, including our own coverage of why business leaders fear that higher capital gains tax would stifle investment, confidence is hard won and quickly lost.

For now, the message from the shop floor and the spare-room office alike is one of caution. Britain’s job creators are not waiting to be reassured, they are bracing for impact.

Paul Jones

Harvard alumni and former New York Times journalist. Editor of Business Matters for over 15 years, the UKs largest business magazine. I am also head of Capital Business Media’s automotive division working for clients such as Red Bull Racing, Honda, Aston Martin and Infiniti.

The defence giant has hailed its full-year performance as its current CEO prepares to retire

Defence giant Babcock has posted a rise in revenues for the full year and announced another £200m share buyback scheme. The business hailed its performance for the period ending March 31, 2026, amid an “increasingly uncertain geopolitical backdrop”.

The group, which operates Devonport Dockyard in Plymouth and sites across Scotland including Fastlane, reported revenues of £5.1bn – up eight per cent on a year earlier – driven by its nuclear and aviation divisions.

Underlying operating profit stood at £293m – down from £362.9m a year earlier – after being hit by a £140m charge on a Type 31 contract.

Outgoing chief executive David Lockwood, who is retiring at the end of the year, said: “Against an increasingly uncertain geopolitical backdrop, Babcock has delivered continued strategic and operational progress.

“We achieved strong underlying growth, improved margins and robust cash generation, while securing important contract wins that further strengthen our position in defence and nuclear markets, where long-term demand is increasingly structural.”

During the period, Babcock “ramped up” its £1bn DSG British Army vehicle support contract and increased its activity at Hinkley Point C nuclear plant in Bridgwater, Somerset, under the MEH alliance. It also reopened Devonport’s 15 Dock facility, increasing submarine maintenance capability.

The company increased its full-year dividend by 15 per cent and launched a further £200m share buyback, following successful completion of the previous programme in April.

“With our core capabilities aligned to our customers’ evolving priorities, we are building a high-quality pipeline of long-term growth opportunities,” Mr Lockwood added.

“Babcock is a more resilient business today, with clear momentum and strong visibility. Our people remain our most important asset, and we continue to build a talent-led culture with the right skills, capability and leadership. I leave with confidence that the group is well positioned for its next phase of delivery, growth and value creation.”

For FY27, Babcock expects “another year of good progress”, it said, with around 70 per cent revenue under contract in April – a similar percentage to the previous year.

It also reaffirmed its medium-term guidance of average mid-single digit organic revenue growth, underlying operating margin of at least nine per cent and average underlying operating cash conversion of at least 80 per cent.

Mr Lockwood announced in January that he would be departing the business after overseeing a sixfold rise in the company’s share price throughout his five-year leadership.

He will be succeeded by former Army officer Harry Holt, the current chief executive of Babcock’s nuclear arm. Mr Holt was appointed deputy chief executive in April and will take up the top job at Babcock on August 1.

“Babcock’s full-year results contained few surprises as it delivered double-digit underlying revenue and profit growth,” said Aarin Chiekrie, equity analyst at Hargreaves Lansdown.

“The balance sheet remains in great shape, with its small net debt pile trending lower. Alongside healthy free cash flows and a strong demand outlook, that’s given Babcock the confidence to raise its full-year dividend.”