The Los Angeles Dodgers have finalized their starting rotation plans for the beginning of the 2026 season, naming Yoshinobu Yamamoto as the Opening Day starter and confirming that Japanese right-hander Roki Sasaki will open the year in the rotation despite a rocky spring training.

Manager Dave Roberts revealed the group’s composition Tuesday, listing Yamamoto, Tyler Glasnow, Sasaki, Emmet Sheehan and two-way star Shohei Ohtani as the primary starters to begin the campaign. Justin Wrobleski is expected to provide piggyback relief or long outings early on as the club eases its high-upside arms back into game action following the shortened spring.

The Dodgers, fresh off a 2025 World Series title, will host the Arizona Diamondbacks in their home opener Thursday, March 26, at Dodger Stadium. Yamamoto, who earned World Series MVP honors last October, gets the ball first against Arizona ace Zac Gallen in what promises to be a marquee matchup.

Roberts indicated the initial order will likely feature Yamamoto on Opening Day, followed by Glasnow, Sasaki, Sheehan and Ohtani in some sequence across the first week. Ohtani is slated to make his first start of the season March 31 against the Cleveland Guardians. The club plans to lean on a five-man rotation initially but has the depth to shift to six once Blake Snell and others return from injuries.

Sasaki’s inclusion comes with caveats. The 24-year-old right-hander, who signed with the Dodgers before the 2025 season after dominating in Japan’s Nippon Professional Baseball, has struggled with command and mechanics this spring. He posted concerning results in Cactus League outings, including control issues that led the team to adjust his buildup with backfield “B” games and simulated innings.

Despite the uneven performances, Roberts has remained steadfast.

“He’s going to be one of our starters” to open the season, Roberts said this week, emphasizing that spring training stats alone do not define readiness. The manager pointed to Sasaki’s talent, work ethic and the organization’s belief that his performance will trend upward once the regular season begins.

Sasaki flashed elite stuff in limited 2025 action, touching triple digits with his fastball and deploying a devastating splitter. He began last year in the rotation but shifted to the bullpen late in the season, where he excelled as a high-leverage reliever and even served as a closer option during the postseason. His October contributions helped the Dodgers claim their championship.

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General Manager Brandon Gomes and President of Baseball Operations Andrew Friedman have consistently viewed Sasaki as a starter long-term, citing his two-pitch dominance in Japan and potential to develop further with better execution and health.

“He’s feeling awesome physically,” Gomes said earlier this offseason. The club has worked with Sasaki on refining his cutter and two-seam fastball to complement his heater-splitter arsenal, aiming to give him more weapons against big-league lineups the third time through the order.

Fan frustration has surfaced at times. Reports and social media clips from spring games captured moments where Sasaki heard boos from Dodger Stadium crowds after shaky outings, echoing occasional heckling he faced on the road last season. In one memorable 2025 postseason exchange against the Philadelphia Phillies, Sasaki shrugged off boos by noting through an interpreter that he doesn’t understand English well enough to be bothered — a response that quickly became a fan favorite for its unflappable cool.

Those moments highlight the high expectations placed on the young international star in a star-studded clubhouse. Sasaki himself has spoken about embracing competition during DodgerFest events, acknowledging the depth of the rotation and the need to earn his spot daily.

The broader rotation picture remains formidable even with injuries. Snell, a former Cy Young winner, is targeting a late-May return from a shoulder issue. Gavin Stone is also sidelined. That leaves Yamamoto — already compared to Sandy Koufax for his early Dodgers dominance — Glasnow, who looked sharp in his final spring start with 11 strikeouts over five innings, Ohtani, Sheehan and Sasaki to carry the load.

Ohtani’s dual role adds unique flexibility. The two-time MVP and reigning American League MVP will continue hitting every day while making starts roughly every six days, a workload the Dodgers have carefully managed.

Depth arms such as River Ryan, who is returning from surgery, and others on the 40-man roster provide insurance. Roberts noted the club could “piggyback” starters early to control innings and protect arms, a common strategy for teams with elite but sometimes fragile pitching.

Analysts project the Dodgers’ staff to rank among the majors’ best if health cooperates. Yamamoto and Glasnow form a potent 1-2 punch, while Ohtani’s starts carry historic weight. Sheehan earned his rotation spot with strong spring and minor-league track record. Sasaki represents the wildcard — immense upside tempered by the need for consistency.

Spring training statistics for Sasaki showed elevated walk rates and difficulty locating his pitches, prompting mechanical tweaks. Roberts has downplayed the results, saying the organization is “betting on the talent” and expecting improvement with regular-season adrenaline and refined routines.

The Dodgers open the season with a favorable homestand against the Diamondbacks and Guardians before heading on the road. Early off-days in the schedule allow for the piggyback approach without immediately taxing the bullpen.

Longer term, the club hopes to settle into a six-man rotation once Snell returns, giving everyone extra rest in a marathon 162-game season. That setup could maximize the rotation’s talent while minimizing injury risk for pitchers like Glasnow, who has a history of durability questions.

Sasaki’s journey from Japanese phenom to MLB starter has drawn global attention. Signed under international bonus pool rules for a relatively modest $6.5 million, he quickly became one of the most discussed young arms in baseball. His 2025 rookie season was a tale of two halves: promise as a starter followed by dominance in relief.

Now, with a full offseason of adjustments under his belt, Sasaki aims to prove he belongs at the front of a championship rotation. Teammates and coaches have praised his work ethic and positive attitude amid the scrutiny.

“He’s excited about returning to the rotation,” Sasaki said through an interpreter at fan events. “It’s the team’s decision, but I have to secure my position.”

Off the field, the Dodgers’ pitching depth has fueled ongoing debates about competitive balance in Major League Baseball. The club’s ability to attract top talent, including multiple Japanese stars in Yamamoto, Sasaki and others, has drawn both admiration and criticism from rival front offices.

For now, focus remains on execution. Roberts and his staff will monitor Sasaki closely in the first few turns through the rotation. If command issues persist, the club has options to shift him to shorter outings or the bullpen temporarily, though the stated preference is to develop him as a starter.

The 2026 Dodgers enter the season as heavy favorites in the National League West and among the top World Series contenders once again. Their rotation — anchored by proven aces and high-ceiling young arms — will be central to those aspirations.

Whether Sasaki can silence doubters and translate his raw stuff into consistent outings remains one of the most compelling storylines as the defending champions begin their title defense.

Fans at Dodger Stadium will get their first extended look Thursday when Yamamoto takes the mound, with the rest of the rotation following in quick succession. For Sasaki, the boos of spring could turn to cheers if he delivers on the promise that made him a coveted international signing.

The baseball world will be watching.

CoinDCX on Tuesday welcomed the court’s order granting bail to its co-founders. In a press statement issued today, the company claimed that the court observed no prima facie case had been made out against the co-founders.

Describing the case, CoinDCX said it involves a fraudulent website, ‘coindcx.pro,’ created by unknown actors to impersonate CoinDCX and deceive users.

“CoinDCX’s only official platform is coindcx.com. The fraudulent site has no direct or indirect connection to CoinDCX or its subsidiaries,” the press statement said.“The Court took into account key facts, including that CoinDCX Co-Founders were not present at the location of the alleged offence, the press release said. The investigation officer submitted to the court that some other person/s represented themselves as CoinDCX Co-Founders and cheated the complainant. The complainant also confirmed that the individuals involved were not Sumit Gupta or Neeraj Khandelwal but unidentified actors impersonating them. The investigating officer raised no objection to bail,” the statement said.This is consistent with CoinDCX’s position that the company and its leadership had no involvement in the incident and were themselves victims of a fraud perpetrated through impersonation.

The promoters of CoinDCX were arrested on Saturday by the Thane Police on allegations of criminal breach of trust, officials said.
The promoters of CoinDCX were arrested on Saturday by the Thane Police on allegations of criminal breach of trust, officials said.According to the police, co-founders Sumit Gupta and Neeraj Khandelwal were apprehended from Bengaluru and produced before a holiday court in Thane. The court had remanded the duo to police custody until Monday.

The Thane police registered an FIR against six individuals, including Gupta and Khandelwal, for allegedly cheating a complainant of Rs 71.6 lakh under the pretext of cryptocurrency investment and franchise opportunities linked to CoinDCX. The complainant, an insurance advisor, alleged that he was lured between August 2025 and February 2026 with promises of high returns and regulatory approvals. The accused reportedly collected funds through cash and bank transfers but failed to deliver the promised franchise or returns and later became untraceable. Police have invoked provisions of the Bharatiya Nyaya Sanhita (BNS) and initiated an investigation.

Read more: CoinDCX promoters arrested by Thane police on criminal breach of trust charges

The company has also invited industry attention on this incident, highlighting how impersonation and phishing scams are an increasing threat across digital financial platforms.

“Malicious actors are more frequently exploiting the trustworthiness of well-known brands by copying identities, platforms, and leadership figures to deceive users. CoinDCX strongly condemns such illegal activities. Responsibility lies with those who plan and carry out these scams, not with institutions whose identities are unlawfully exploited,” the statement said.

CoinDCX said the company continues to operate normally without any disruption. Trading, deposits, withdrawals, and all user services remain fully operational, the statement said.

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

Exceptional women from across the UK technology sector have been honoured at the annual Salesforce everywoman in Technology Awards, recognising innovation, leadership and impact at every stage of the career ladder.

Held at the Westminster Park Plaza Hotel in London, the awards mark the 16th year of the programme, which aims to spotlight female talent in a sector where representation remains a persistent challenge. Women currently account for just 24.8% of the STEM workforce, down from 29.4% in 2020, underlining the need for continued efforts to attract and retain female talent.

Organisers said this year’s winners reflect the breadth of the industry, from apprentices and early-career professionals to senior executives and entrepreneurs driving global change.

Nicole Goodwin and Sophie Catto, joint managing directors of AllBright everywoman, said the awards highlight not only individual achievement but the wider social impact of women in technology.

“Remarkable women across the technology sector are developing innovations that have the power to transform how we live and work,” they said. “By amplifying their stories, we create visible role models who can inspire the next generation to pursue careers in STEM.”

The prestigious Woman of the Year award was presented to Aji Bawo, Head of Commercial Product at Tesco. Bawo was recognised for her leadership in driving large-scale digital transformation in retail, alongside her work supporting girls’ education and empowering future female leaders globally.

Her work has focused on improving efficiency, scalability and customer experience through technology, while also championing diversity and mentoring emerging talent within and beyond her organisation.

Among the category winners, Nausheen Basha of Imperial College London took the AI Champion award for her work combining AI, simulation and engineering design to accelerate scientific discovery, including applications in renewable energy and vaccine manufacturing.

Rebecca Phelps of BAE Systems was recognised in cybersecurity for her work on secure systems and collaboration with national security bodies, while Nicola Emsley of Barclays was named CTO/CIO of the Year for her leadership in digital transformation and generative AI adoption.

In the entrepreneurship category, Fiona Roach Canning, co-founder and CEO of fintech platform Pollinate, was honoured for scaling a global business that supports banks in serving SMEs through data-driven insights.

Other winners included professionals working in digital transformation, software engineering, climate technology and education, alongside individuals recognised for their contributions to mentoring, inclusion and community engagement.

The awards also place a strong emphasis on early talent. Apprentice winner Kelly Howes was recognised for her transition into software engineering and advocacy for neurodiversity, while Nina Kumar received the One to Watch award for inspiring young women to pursue STEM subjects.

Zahra Bahrololoumi, CEO of Salesforce UK & Ireland, said the need for greater diversity in technology is becoming increasingly urgent as AI takes on a more central role in decision-making.

“As AI increasingly powers high-stakes decisions, it is essential that more women enter and advance in the technology industry to prevent perpetuating societal biases,” she said. “We cannot be what we cannot see.”

The awards come at a time when the technology sector is grappling with both rapid innovation and ongoing diversity challenges. While progress has been made in some areas, declining participation rates highlight the risk of widening gaps if action is not sustained.

By recognising role models across the industry, the Salesforce everywoman awards aim to shift perceptions, broaden access and ensure that the future of technology reflects a wider range of voices and experiences.

As the sector continues to evolve, particularly with the rise of AI, initiatives that promote inclusion and visibility are likely to play a critical role in shaping not only who works in technology, but how it is built and applied.

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Adani Green Energy witnessed a couple of block deals on Tuesday in which French multinational bank BNP Paribas was the buyer while Morgan Stanley was the seller.

BNP bought 6.9 lakh shares in the company through its affiliate BNP Paribas Financial Markets in a deal valued at Rs 56 crore. The shares were purchased at a price of Rs 808.3 apiece, a 1% discount from Monday’s closing price of Rs 816.45.

Morgan Stanley sold as many shares via its investment arm Morgan Stanley Asia (Singapore) Pte.

Adani Green Energy shares ended at Rs 839 on the NSE today, up by Rs 22.55 or 2.76%.

Adani Green Energy shares have underperformed the broader markets, declining 12% over a one-year period. In contrast Nifty and the BSE Sensex have declined by 2% and 4%, respectively.

The stock has slipped below its 50-day and 200-day simple moving averages (SMA) of Rs 908 and Rs 987, respectively, according to Trendlyne data.
Adani Green reported a net loss of Rs 41 crore in the December quarter, compared with a profit of Rs 492 crore in the year-ago period and Rs 583 crore in the September quarter. The loss/profit is attributable to the company’s shareholders. Total income during the reporting period rose 8% year-over-year (YoY) to Rs 2,837 crore.Revenue from power supply increased 21% YoY to Rs 2,420 crore in the October–December 2025 period, while EBITDA for the segment rose 23% YoY to Rs 2,269 crore.

Strong revenue and EBITDA growth in the power supply business was driven by greenfield capacity addition of 5.6 GW, deployment of advanced renewable energy technologies, strong plant performance and the commissioning of new capacities at resource-rich sites in Khavda, Gujarat, and Rajasthan.

“In 2026, Adani Green has continued its growth trajectory, adding 5.6 GW of renewable energy capacity, representing nearly 14% of all new solar and wind capacity installed across India,” said Ashish Khanna, CEO of Adani Green.

The company’s operational capacity reached 17.2 GW, keeping it on track to achieve its 50 GW target. The Khavda project, which is the world’s largest renewable energy installation, is progressing at an accelerated pace, the company said.

Also read: Brand Concepts bulk deal: Ashish Kacholia exits microcap as stock price erodes 36% in a year

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

In a recent Acas survey, employers and employees were asked which three changes in the Employment Rights Act 2025 would have the biggest impact in their workplace.

Surprisingly, the new rights on Statutory Sick Pay (SSP) topped the list for both groups, named by 43% of employers and 36% of employees. The reduction in the unfair dismissal qualifying period from two years to six months was the second most significant change (31% of employers and 30% of employees). Employers ranked the new paternity leave day-one rights as the third-largest reform, whereas employees said it was easier access to flexible working arrangements.

The SSP reforms take effect from 6 April 2026, aiming to improve financial security, particularly for part-time employees and those in low-paid jobs. While more employees will qualify for SSP, employers will face increased costs and compliance requirements, particularly for small and medium-sized enterprises.

Before looking at the reforms and what employers can do to prepare for them, let’s consider the current arrangements.

What is the current SSP framework?

An employee must be an “eligible employee” and earn at least the Lower Earnings Limit (LEL), which is currently £125 per week. Even if employees are eligible, SSP is payable only from the fourth consecutive day of sickness, as the first three days are unpaid waiting days.

It is estimated that around 1.3 million employees receive no SSP at all, and many lose pay for only short periods when unwell. Some face the choice of working while ill or losing income. This can spread illness in the workplace and reduce productivity.

What is changing from 6 April 2026?

Approximately 25% of employees only receive SSP (rather than contractual sick pay), and the SSP changes below will have a significant impact.

• Removal of the Lower Earnings Limit, and employees will no longer need to meet the LEL to qualify for SSP.
• A new earnings‑linked calculation and SSP will be paid at 80% of normal weekly earnings (NWE) unless the SSP flat rate is lower.
• SSP will be payable from day one of sickness absence, as the Employment Rights Act 2025 abolishes the three unpaid waiting days.
• SSP will increase from £118.75 to £123.25 a week on 6 April 2026.

It is important to mention atypical workers, such as zero-hours and agency workers, as well as seasonal and irregular-hours staff. Establishing NWE is not always straightforward because of their fluctuating pay and variable working patterns. Employers can determine NWE, for example, by averaging pay over the previous 8-12 weeks or by following the relevant contractual arrangements to ensure SSP reflects actual earning patterns.

What do the SSP changes mean for employers?

The scope of SSP entitlements is significantly widened. As well as administrative adjustments to update policies and payroll processes, the reforms carry a cost implication for organisations of all sizes.

The Government estimates that removing waiting days and abolishing the LEL, combined with introducing the 80% earnings‑linked calculation, will increase employer SSP costs by around £450 million a year. Although a significant sum, it equates to roughly £15 more per employee according to the Government’s impact assessment. Crucially, earlier access to SSP may boost productivity by allowing employees to stay home when unwell without feeling compelled to attend work.

Employer concerns about increased sickness absence could be mitigated through strengthened sickness management. This includes conducting return‑to‑work interviews promptly, even after short periods of illness, which can help to identify underlying issues early and reduce avoidable absences. It can also include structured return-to-work planning, phased returns, and temporary adjustments.

How can employers prepare for the changes?

• Update payroll systems for earnings‑linked SSP and day‑one entitlement.
• Review and update sickness absence policies, contracts and employee handbooks and communicate these changes to employees.

• Budget for increased SSP.
• Identify roles or departments most affected by the wider eligibility rules.

• Train managers and HR on the new regime.
• Strengthen sickness absence management processes.
• Establish the number of atypical workers and how their normal weekly earnings are calculated.

Conclusion

The April 2026 SSP reforms represent a major shift in the UK’s approach to sick pay, expanding access and enhancing financial protection for employees. While these changes introduce additional costs and compliance requirements for employers, early preparation will support a compliant and well‑managed transition.

By reviewing systems and policies now, organisations can ensure they are ready for the new SSP regime and are equipped to support staff and manage sickness absence effectively.

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