Kalyan Jewellers reported an estimated 38% year-on-year growth in consolidated revenue for the first quarter of FY27, driven by strong demand in the domestic market and robust same-store sales despite the entire 28-day Adhik Maas period falling within the quarter.

The India business grew by more than 38%, while same-store sales rose around 28%, underscoring resilient consumer demand even during a period that traditionally sees a slowdown in wedding-related jewellery purchases in several parts of the country.

The company’s international business also delivered a strong performance, with revenue increasing about 35% year-on-year. The Middle East operations recorded around 30% growth despite geopolitical tensions affecting customer footfall during April. International markets contributed nearly 14% to consolidated revenue while digital-first jewellery platform Candere more than doubled its revenue, registering approximately 112% growth during the quarter.

A key highlight of the quarter was the sharp rise in the use of recycled gold. The company’s “Shine with India” gold recirculation campaign, launched in the second half of May, helped increase recycled gold’s share of revenue to more than 46% during the June quarter. In June alone, recycled gold accounted for over 55% of revenue, reflecting strong consumer participation in exchanging old jewellery.

The campaign comes at a time when India’s jewellery industry is increasingly looking to reduce dependence on imported bullion. With gold prices remaining elevated, consumers are increasingly opting to exchange idle jewellery for new purchases, boosting the availability of recycled gold. Industry executives say higher recycling not only reduces import dependence but also improves inventory management and working capital efficiency for organised jewellers.

During the quarter, Kalyan Jewellers opened 12 showrooms across India, while Candere added five new outlets. As of June 30, 2026, the group operated 524 stores globally, including 354 Kalyan showrooms in India, 38 in the Middle East, two in the US, one in the UK and 129 Candere outlets.
The company said the current quarter has begun on a positive note as it prepares for the festive and wedding season with new collections and further showroom expansion.

The modern daily commute is facing a critical inflection point. For decades, the image of a successful professional was tied to a solitary drive in a personal vehicle—a symbol of independence and status.

Today, that same image represents an operational bottleneck, an environmental liability, and a primary source of workplace stress. As urban centers become increasingly congested and commercial real estate costs for corporate parking spaces skyrocket, organizations can no longer treat employee transportation as a secondary concern. The infrastructure of yesterday is simply incapable of supporting the workforce of tomorrow.

To bridge the gap between sustainability mandates and operational reality, forward-thinking enterprises are shifting away from passive transportation policies and turning toward Corporate Carpooling as a core mobility strategy. Scope 3 emissions—which encompass indirect emissions throughout a company’s value chain, including employee commuting—frequently represent a significant portion of a business’s total carbon footprint. By converting a disjointed grid of single-occupancy vehicles into a synchronized, efficient network, organizations can actively optimize the daily journey to the office, simultaneously delivering on ambitious Environmental, Social, and Governance (ESG) targets while reducing overhead costs.

1. The multi-layered benefits of shared mobility solutions

When looking closely at the mathematics of the daily commute, the inefficiencies are staggering. Millions of vehicles hit the asphalt every morning carrying only a single passenger: the driver. This systemic underutilization of assets accelerates the wear and tear on urban infrastructure, severely degrades local air quality, and forces companies to dedicate vast swathes of expensive real estate to multi-story concrete parking structures. By introducing shared mobility frameworks, businesses can immediately tap into a wealth of hidden operational advantages that directly impact the bottom line.

From a purely financial perspective, the traditional model of individual commuting creates immense hidden overhead. Companies operating in metropolitan areas face premium lease rates for parking blocks, money that could otherwise be allocated to core research and development or workspace innovation. When employees embrace a culture of shared transportation, the demand for physical parking bays drops dramatically. This spatial reclamation allows corporate facilities managers to downsize their real estate footprint or repurpose concrete parking zones into green communal spaces, collaborative outdoor lounges, or additional office infrastructure.

Beyond the physical asset optimization, the human element of shared mobility is equally compelling. The psychological toll of navigating gridlock traffic alone is well-documented, often leading to elevated cortisol levels and cognitive fatigue before an employee even clocks in. By distributing the driving responsibility among colleagues, professionals can transform dead travel time into an opportunity for relaxation, casual reading, or low-stakes collaboration. Furthermore, shared commutes naturally break down corporate silos, allowing team members from entirely different departments to converse, network, and build interpersonal trust outside the structured pressures of meeting rooms and digital dashboards.

2. Driving change: The Hybo Corporate Carpooling service

To bridge the gap between corporate intent and seamless execution, Hybo has integrated a sophisticated, automated carpooling engine directly into its comprehensive workspace management ecosystem. Organizing a successful, sustained carpooling network across a large enterprise requires aligning an immense number of fluid variables, including varying shift schedules, disparate residential neighborhoods, personal comfort preferences, and sudden changes in daily itineraries. Hybo eliminates the administrative friction that has traditionally plagued shared transit programs by embedding route optimization directly into the daily workflow.

The strength of Hybo’s service lies in its algorithmic simplicity for the end-user. Rather than requiring employees to navigate a secondary, disconnected transportation app, Hybo synchronizes transit coordination with desk and space bookings. When an employee schedules a day to work from the physical headquarters, the platform cross-references their residential zone and shift hours with data from nearby colleagues. The system then automatically proposes optimized pairings, mapping out the most efficient routes to ensure minimal detours and maximum punctuality.

To actively incentivize adoption, Hybo connects carpooling directly to parking asset allocation. Shared vehicles can be automatically granted priority access to prime, front-row corporate parking bays, complete with automated license plate recognition and integrated EV charging scheduling. Simultaneously, the platform acts as a critical telemetry tool for executive leadership. Every shared trip is tracked and converted into verifiable environmental data, calculating the exact metrics of carbon reduction and fuel saved[cite: 3]. These insights are automatically aggregated into visual compliance dashboards, providing corporate sustainability officers with audit-ready, empirical proof of Scope 3 emission reductions to substantiate their annual ESG disclosures.

3. The ecological and cultural return on investment

Implementing a smart, software-driven carpooling architecture yields dividends that ripple far beyond basic fuel savings. On a macro environmental scale, the collective reduction of hundreds of individual vehicles commuting to a single corporate hub creates a measurable decrease in local gridlock and urban greenhouse gas concentration. When an enterprise scales this behavior across thousands of employees globally, the environmental impact transitions from a symbolic gesture to a powerful, systemic force for ecological preservation, aligning perfectly with international net-zero benchmarks.

The Structural Impact: True sustainability is achieved when green practices are woven directly into the operational software of a business. By automating the shared commute, enterprises transform eco-friendly choices from an individual chore into the default, friction-free corporate standard.

Culturally, the shared journey acts as an organic catalyst for employee engagement and well-being. The modern workplace can occasionally feel fragmented, particularly within hybrid frameworks where teams rarely interact face-to-face across different organizational layers. The shared space of a carpool creates a unique social environment where horizontal communication happens naturally. Junior associates gain invaluable mentorship insights from senior managers, cross-departmental alignment improves organically, and the sense of isolation often exacerbated by remote work models is replaced by a tangible, supportive corporate community.

Despite speculation from many commentators about the looming crisis of AI-induced job losses, some evidence has suggested that these fears are partly unfounded.

Last week, Business Insider reported that job openings at tech companies in the United States have climbed nearly 14% so far this year, according to data provided by TrueUp.

In a recent interview with AI Expert and Tech entrepreneur Rotem Farkash, we got a better sense of the effect of AI on the jobs market and the wider economy. Farkash’s expertise stretches across the tech sector from cybersecurity to applied machine learning. Having previously founded two tech startups he is perfectly-placed to dissect the interplay of business and technology with the wider economy.

AI is the New Steam Engine

Farkash explained that the overall net long-term effect on the economy will be positive for both jobs and output, comparing the AI revolution with previous technological paradigm shifts.

‘In some ways AI is like every other vanguard industrial technology throughout history. We are living through another heightened era of what the Austrian economist Joseph Schumpeter called ‘creative destruction’. New sectors and jobs are being created and other sectors and jobs are experiencing a decline.’

‘In this sense, AI is like the steam engine or the railway or the computer’, Farkash continued. ‘It shrinks the demand for some sectors, but it also creates huge new ones while raising productivity in many kinds of tasks’.

AI will lead to genuine productivity gains

Some professionals have questioned whether AI would actually deliver meaningful improvements in productivity. When pressed on this, Farkash, who himself is an AI startup founder, was unequivocal.

‘AI will fundamentally transform human productivity,’ said Farkash, explaining that the technology’s ability to conduct data analysis, and execute coding, writing and visualisation tasks, are already quite impressive.

Take for example, the impact it could have on our health and sciences sector. Scientific researchers can now process data and source information that may have taken them weeks. A recent trial study for the British National Health Service found that an AI-powered administrative support could save an average of 43 minutes per staff member per day. This AI can speed up administrative tasks such as rota building, equipment and bed management and patient discharge processes. The result of this is lower waiting times and more focus by clinicians on patient care rather than bureaucracy.

Human skills are still unique

Farkash was at pains to explain that human ingenuity would always be valued in the jobs market. ‘There are obvious advantages that human intelligence maintains over AI. AI is not wholly reliable and can fail to contextualise information. As many others have pointed out, it also currently only operates on the existing archive of human intelligence. It is a high-speed imitator. Real lateral thinking is still a human asset. This applies just as much to scientists as it does for jobs that involve understanding cultural contexts like law, diplomacy or journalism’.

‘There is also the question of trust’, Farkash continued. ‘AI models are trained on certain information and behavioural programming, but this is not always transparent. Human beings are also arguably the sum of their educational influences and biases but are often more transparent. People often prefer humans because their biases are easier to understand. On some level you must have a human being to handle the client relations of any business. It is a cliché but so much of business is about relationships and AI won’t change that.’

Farkash explained that this is particularly true for white-collar service jobs such as lawyers, accountants and consultants, which have long been thought the most vulnerable to being replaced by AI.

‘Humans can be held accountable. You cannot sue or properly hold an AI model accountable. If there are issues with your accounting or legal advice, you can only sue an accountant or lawyer.’

The big picture is optimistic

In his concluding thoughts, Farkash emphasised the need for a balanced but ultimately optimistic perspective on the future for the overall economy.

‘I think AI is and will continue to lead to significant improvements in human productivity which will bring all kinds of benefits in the speed, cost and quality of goods and services.’

Regarding the jobs market, Farkash summarised: ‘It’s important to recognise that in the short and medium term, there will be disruption. Some industries will also experience a contraction and that is regrettably a side effect of technological innovation. On the macro-level however, there is a lot of reason to hope that there will be new demand for existing products and entire new sectors related to AI which will keep employment steady. I think it is important to take a balanced view of these things without losing sight of this optimism.’

Toyota is investing $3.6 billion to expand its San Antonio, Texas, assembly plant, a move expected to create about 2,000 new jobs and bring Toyota Tacoma pickup production from Mexico to the Lone Star State.

The automaker announced Monday that it will build a second vehicle assembly line at its San Antonio campus, allowing the facility to assemble the Tacoma alongside the Tundra and Sequoia. 

As part of the expansion, Tacoma production will gradually transition from Toyota’s Baja California plant in Mexico over the next four years, according to the company. Toyota will continue producing Tacoma pickups at its Guanajuato, Mexico, plant.

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The project will add about 2.5 million square feet to the manufacturing campus, effectively doubling the site’s size by 2030 and bringing Toyota’s total investment in the San Antonio operation to $8.3 billion since construction began in 2003. Toyota previously moved Tacoma production from San Antonio to its Guanajuato plant in 2020.

Toyota said the investment reflects its confidence in North America’s workforce, innovation and long-term growth potential. The expanded facility will also incorporate advanced manufacturing technologies designed to increase production flexibility.

The announcement is another major manufacturing win for Texas, which has attracted billions of dollars in industrial investment in recent years as companies cite the state’s business-friendly policies, workforce and available land. Gov. Greg Abbott said the expansion, supported by the Texas Enterprise Fund and JETI program, will qualify for a $20 million state grant and other incentives and reinforces Texas’ position as a leading destination for advanced manufacturing.

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Ticker	Security	Last	Change	Change %
TM	TOYOTA MOTOR CORP.	179.80	+5.21	+2.98%

Once completed, Toyota’s San Antonio workforce is expected to grow to approximately 6,000 employees, supported by 23 onsite suppliers. The plant produced more than 197,000 vehicles last year and remains the exclusive assembly site for the Tundra and Sequoia. Production at a new rear axle facility is also expected to begin later this year.

Toyota said it remains committed to manufacturing across the United States, Canada and Mexico while encouraging a swift resolution to issues surrounding the U.S.-Mexico-Canada Agreement to help keep North America’s auto industry globally competitive.

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The investment comes as President Donald Trump has pushed automakers to expand U.S. manufacturing while imposing tariffs on imported vehicles, auto parts, steel and aluminum as part of his broader trade agenda. 

Trump has argued the tariffs will encourage companies to shift production to the United States, while automakers have warned the levies could increase costs and disrupt North America’s integrated supply chain.

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Trump weighed in on Toyota’s announcement Tuesday in a post on Truth Social, writing: “Toyota is moving from Mexico to the United States (Texas!). A really big deal. Tariffs at work!”

SEOUL, South Korea — Samsung Electronics set a new record in global corporate history Tuesday, reporting a preliminary second-quarter operating profit of 89.4 trillion Korean won, or roughly $58 billion, a figure that surpassed the highest single-quarter profits ever posted by Nvidia and Apple, driven by an unprecedented surge in memory semiconductor prices tied to the global artificial intelligence buildout.

Samsung’s preliminary results, announced Tuesday, exceeded Nvidia’s previous record of $53.5 billion, or approximately 81.9 trillion won, recorded from February through April of this year. The figure also surpassed Apple’s own all-time high of $50.85 billion, or roughly 77.8 trillion won, posted during the October-to-December quarter of last year. The only company in recent history to have posted a larger single-quarter operating profit than Samsung’s latest results is Saudi Arabia’s state oil giant Aramco, which recorded $86.5 billion in operating profit during the second quarter of 2022.

The scale of Samsung’s profitability improvement was equally striking. The company’s operating profit margin, the ratio of operating profit to total revenue, reached 52 percent during the quarter, meaning roughly 520 won of profit was generated for every 1,000 won of products sold. That figure represents nearly four times Samsung’s overall operating profit margin of 13.1 percent for all of last year. Samsung’s second-quarter profit alone was more than double the company’s entire operating profit for all of 2025, which totaled 43 trillion won.

The results were driven almost entirely by Samsung’s Device Solutions division, which produces memory semiconductors. While the company’s preliminary announcement did not break down results by individual business division, securities industry sources estimate the memory division alone generated operating profit in the range of 90 trillion won, with an operating margin of approximately 80 percent.

The surge stems from a rapid escalation in memory chip prices over the past two quarters. According to figures cited in Samsung’s announcement, prices for DRAM and other memory products jumped more than 80 percent in the first quarter of 2026 compared with the previous quarter, and rose a further 50 percent in the second quarter compared with the first, continuing a steep upward trajectory. The price surge has been driven by soaring global demand for high-value memory products, including server DRAM and high-bandwidth memory, as companies worldwide continue expanding investment in artificial intelligence data center infrastructure.

Industry analysts anticipate that DRAM prices will continue climbing through the second half of 2026, with some forecasts suggesting the memory sector has entered a long-term boom period often referred to within the industry as a “super cycle.” Samsung is positioned to benefit disproportionately from that trend given its scale within the industry. The company’s DRAM production capacity stands at between 650,000 and 700,000 wafers per month, more than double that of Micron Technology, the third-largest producer at roughly 300,000 wafers per month, and roughly 20 percent higher than second-place SK Hynix, which produces approximately 550,000 wafers per month.

Securities industry projections cited in Samsung’s announcement suggest the company’s full-year operating profit for 2026 could surge 790 percent compared with the previous year, reaching approximately 380 trillion won, with further growth to roughly 570 trillion won projected for 2027. Combined, those projections would put Samsung’s cumulative operating profit over the next two years at close to 1,000 trillion won.

Despite the historic results, some analysts have raised concerns about the sustainability of the current memory boom. Potential risks cited include the possibility that the AI-driven super cycle could reach its peak sooner than currently anticipated, along with broader concerns about oversupply eventually emerging across the memory semiconductor market as manufacturers expand capacity to meet current demand. Additional questions have been raised about whether directing a significant share of current profits toward employee performance bonuses could constrain Samsung’s future research and development and equipment investment capabilities.

Samsung’s performance outside its memory business painted a considerably more mixed picture. The company’s System LSI and foundry divisions, which handle contract semiconductor manufacturing, are estimated to have posted a combined operating loss of approximately 2 trillion won during the quarter, with analysts continuing to point to low utilization rates and a competitiveness gap in advanced manufacturing processes relative to Taiwan’s TSMC as ongoing challenges for that side of the business.

Samsung’s Device Experience division, which includes its smartphone and home appliance businesses, also showed significant weakness. The smartphone division is expected to post its first-ever quarterly operating loss, estimated at approximately 1 trillion won, a result attributed to the sharp rise in memory chip prices, a key input cost for smartphone production. The home appliance and television division is similarly estimated to have returned to an operating loss of around 200 billion won after only a single profitable quarter, a downturn analysts attributed to weak global demand and rising raw material costs linked to the ongoing conflict in the Middle East.

The stark divergence between Samsung’s booming memory business and its struggling smartphone and consumer electronics divisions has fueled internal labor tension over how the company distributes its performance bonuses. Under the terms of the company’s first-half Target Achievement Incentive payments, scheduled for distribution Tuesday, employees in the memory division are set to receive 100 percent of their monthly base salary as a bonus, while workers in the smartphone, television and home appliance divisions will receive only 50 percent. The disparity has generated visible frustration among employees. On Tuesday, an image depicting a funeral wreath with a black ribbon, accompanied by a post titled “Rest in peace, Samsung Electronics DX Division,” was uploaded to the company’s internal online community in protest of the differential bonus structure.

Samsung’s full, detailed second-quarter results, including division-specific breakdowns, are expected to be released later this month, which analysts say will provide further clarity on the precise scale of the memory division’s profitability relative to the company’s other struggling business units, as well as additional insight into how sustainable the current historic run of profitability is likely to be as the broader memory semiconductor super cycle continues to unfold through the remainder of 2026.