The target implies an upside of about 28% from the brokerage’s reference price of Rs 301. JM Financial valued the stock at two times its estimated FY28 book value, against 1.6 times at the reference price.

Following the coverage, OnEMI Technology shares rose as much as 3.8% to an intraday high of Rs 316.90 on the National Stock Exchange (NSE).

Over the past month, OnEMI Technology shares gained 1.41%, underperforming the benchmark’s 5.34% rise. The stock recorded a traded value of Rs 10.96 crore, while its free-float market capitalisation stood at Rs 1,627.82 crore. OnEMI is a digital-first non-banking financial company catering primarily to mass-market borrowers. It offers personal loans and loans against property through the Kissht mobile application.

JM Financial expects the company’s AUM to grow at a compound annual rate of 44% between FY26 and FY28, increasing from around Rs 7,100 crore to Rs 14,700 crore. Profit after tax is projected to grow at a CAGR of 49% over the same period, rising from Rs 281.5 crore in FY26 to Rs 445.8 crore in FY27 and Rs 629.1 crore in FY28.

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The brokerage expects average return on assets and return on equity to remain at around 5.1% and 21.8%, respectively, during FY27 and FY28, even as the company lowers lending rates to attract better-quality borrowers.
JM Financial said this repricing would be offset by operating leverage, lower borrowing costs and an improvement in credit costs. Operating expenses as a percentage of average AUM are estimated to decline to 15.2% by FY28 from around 19.6% in FY26, while credit cost is projected to fall to 6.2% from 8.2%.The company’s AUM stood at Rs 8,000 crore at the end of the first quarter of FY27, representing growth of 61% year-on-year and 13% sequentially. This was ahead of management’s guidance for AUM growth of more than 40% in FY27.

The brokerage also highlighted an improvement in the quality of new borrowers. About 95.5% of borrowers added during FY26 had credit scores above 700, while the fixed-obligation-to-income ratio for new customers declined to 30.2% from 34.4% in FY25.

On the funding side, OnEMI’s average cost of borrowings declined to 14.45% in the first quarter of FY27 from 15.68% a year earlier. JM Financial expects the borrowing cost to decline further to 12.8% by FY28.

LAP assets rose nearly fivefold year-on-year to Rs 617 crore in the June quarter, increasing their share of total AUM to 7.7% from 2.5%. More than 40% of LAP customers come from the existing personal-loan customer base, reducing acquisition costs.

The secured-lending business operates through 101 branches and is expected to break even around the third quarter of FY27. JM Financial expects its share of AUM to increase to 11% by FY28, helping reduce the portfolio’s credit risk and improve capital efficiency.

The brokerage expects gross non-performing assets to moderate from 2.12% in FY26 to 2.02% in FY28. OnEMI’s strong post-IPO capital position, with a capital adequacy ratio above 40% in the June quarter, also provides headroom for further loan-book expansion.

Disclosure: This article has been written by [Somanjali Das], who is not a SEBI-registered Research Analyst or an investment advisor. [Somanjali Das] does not hold any financial interest in [OnEMI Technology] as of the date of publication. The views/recommendations mentioned in this article, wherever applicable, are those of the respective SEBI-registered Research Analyst/brokerage and have been reproduced/reported with due attribution. They should not be construed as the views or recommendations of the EconomicTimes Digital or the journalist. Readers are advised to consider the original research report and make their investment decisions based on their own assessment.

The Research Analyst is [Shubham Karvande]. The RA is registered with SEBI under registration number [INH000000610]. The RA does not hold any financial interest in the [OnEMI Technology Solutions Ltd (Kissht)].

Extended Deployment Comes to an End

The USS Abraham Lincoln aircraft carrier has docked in Thailand after an extended 286-day deployment, marking a significant milestone for the vessel and its crew. The carrier strike group, which spent months in the Middle East region, finally arrived in Pattaya, Thailand’s famous resort town, providing approximately 5,000 sailors and marines with their first substantial shore leave in nearly nine months at sea. This port call represents the first full port stop since November 2025 and comes as a welcome relief for service members who have endured an arduous and demanding deployment marked by supply shortages and challenging living conditions aboard the troubled vessel.

Long and Grueling Deployment

The USS Abraham Lincoln’s deployment was notably extended and demanding, with the carrier experiencing various operational challenges and maintenance concerns throughout its time at sea. Reports indicate that the vessel showed visible signs of wear after the extended assignment, with observers noting significant rust and deterioration on the hull. The crew has faced difficulties related to supply chain issues and suboptimal conditions during the lengthy mission, which underscores the importance of this port call for rest and recuperation. The extended timeframe at sea without a major port stop has made this Thailand visit particularly anticipated by the approximately 5,000 personnel aboard the strike group.

Pattaya’s Reputation and Local Preparations

Pattaya has long been known as Thailand’s “Sin City,” a resort destination famous for its beaches, nightlife, and entertainment venues. The city has braced for the arrival of thousands of American sailors, with local authorities and business owners preparing for the influx of service members seeking recreation and leisure activities. The mayor of Pattaya welcomed the sailors, recognizing both the economic opportunity and the potential challenges associated with such a large number of visiting military personnel. Local establishments, including bars and shopping venues, have readied themselves to accommodate the surge in visitors.

Shore Leave Activities and Recreation

Upon arrival, American sailors have engaged in typical shore leave activities, including shopping, bar-hopping, and exploring local attractions. Many service members have expressed enthusiasm about finally having the opportunity to spend time off the vessel after months of confinement. The crew has dispersed throughout Pattaya to experience Thai culture, cuisine, and entertainment. These recreational opportunities provide crucial mental and physical relief for personnel who have endured an extended period at sea under challenging conditions. The ability to engage in normal leisure activities contributes significantly to crew morale and well-being.

Warnings to Sailors Regarding Local Laws and Conduct

Thai authorities and U.S. military officials have issued important warnings to sailors regarding local laws and conduct expectations during their stay in Thailand. Specifically, warnings have been issued about prostitution and other potentially illegal activities that could result in serious legal consequences. Thai law enforcement conducted raids on sex workers in Pattaya coinciding with the carrier’s arrival, emphasizing local authorities’ commitment to maintaining order during this period. Military leadership has stressed the importance of responsible behavior and compliance with Thai laws to ensure positive relations between American servicemembers and the local community.

Economic Impact on Thailand

The arrival of approximately 5,000 American sailors is expected to provide a significant economic boost to Pattaya and the surrounding region. Local businesses, including hotels, restaurants, bars, and shops, anticipate increased revenue from American military personnel spending during their port call. The infusion of consumer spending can support local employment and economic activity, though the concentrated nature of the visit may create temporary strains on local services and infrastructure. Economic analysts have noted that such port calls contribute meaningfully to the local economy when managed appropriately.

Strategic Military Positioning

The USS Abraham Lincoln’s arrival in Thailand follows its deployment in the Middle East, where it participated in operations amid regional tensions and security concerns. The carrier’s presence in Southeast Asia reflects broader U.S. military strategy in the Indo-Pacific region, emphasizing America’s commitment to maintaining naval presence and partnerships in strategically important areas. Thailand serves as an important ally in the region, and port calls such as this strengthen military relationships and demonstrate ongoing commitment to regional security partnerships.

Vessel Condition and Maintenance Concerns

Observers have noted that the USS Abraham Lincoln shows visible signs of wear after its 286-day deployment, including rust and surface deterioration on the hull. These conditions highlight the demanding nature of extended deployments and underscore the importance of regular maintenance and port visits. The vessel’s condition may necessitate substantial repair and maintenance work during or after this port call to ensure continued operational readiness and structural integrity.

Crew Morale and Well-Being

The shore leave opportunity represents a critical morale boost for service members who have faced supply shortages and challenging conditions during their extended deployment. Access to recreational facilities, comfortable accommodations, and time away from the vessel significantly impacts crew mental health and overall well-being. Military leadership recognizes the importance of these rest periods in maintaining force effectiveness and personnel retention. The ability to decompress and experience normal leisure activities helps personnel recharge for the remainder of their deployment and future assignments.

Source : Google News – Search

Most HR teams spend months finding the right candidate and then hand them a laptop and a pile of paperwork on day one. It’s a missed opportunity.

The first few days of a new job are when impressions are formed, loyalties are built and decisions about whether to stay are quietly made. Welcome packs are one of the simplest ways to get that critical window right, and one of the most consistently underused tools in the HR toolkit.

What is a welcome pack and why does it matter?

A welcome pack, sometimes called a welcome box or employee kit, is a curated collection of items given to a new employee on their first day. The idea is simple enough: make someone feel appreciated and part of the team from the moment they sit at their desk.

But a welcome pack is about more than the contents. It’s a statement of intent. It shows a new employee that the company thought about them before they walked through the door. This kind of early investment in the relationship sets a tone that’s difficult to undo once it’s been established.

For HR teams, it’s also one of the few tools that works equally well, no matter the company size. Whether you’re onboarding one person at a time or fifty, a thoughtful welcome pack sends the same message which is “we’re glad you’re here, and we want you to feel that from day one.”

Why welcome packs work

While making a first impression is an important part of a welcome kit, it is not the only use-case. Research consistently shows that the onboarding experience has a direct impact on how long an employee stays, how quickly they become productive and how they talk about the company to others.

When a new starter receives a thoughtful welcome pack, it does something that a contract and a meeting schedule simply cannot. This simple yet powerful gift creates an emotional connection. It signals that the company sees them as a person, not just a new hire filling a headcount gap. That feeling of being genuinely welcomed is one of the strongest predictors of early engagement and long-term loyalty.

For HR teams under pressure to reduce turnover and improve retention, that matters enormously. The cost of losing an employee is significant and welcome packs are a relatively small investment that can have a meaningful impact on the numbers that matter most.

What to include in an employee welcome pack

There’s no single formula for the perfect welcome pack, it will vary depending on your company culture, budget and team size. The most effective ones tend to strike a balance between the practical and the personal.

Trial and error is a great way to see what makes sense in a welcome kit. HR professionals can also consider adding in a few seasonal items to keep the boxes fresh and fun all year round.

Practical essentials

Every welcome pack should give a new starter what they need to hit the ground running. This means the basics, a company handbook, an IT setup guide, an overview of key tools and processes and any information they’ll need for their first week. Getting these things right reduces anxiety and helps new starters feel prepared rather than overwhelmed.

Branded items and corporate gifts for employees

This is where a welcome pack goes from functional to memorable. Branded items that a new starter can actually use, whether that’s a quality notebook, a reusable water bottle, a tote bag or branded umbrellas help them feel part of the team from day one. These items travel with employees into their everyday lives, keeping the company’s culture visible in a way that an email or a Slack message simply cannot.

More ideas for memorable corporate merch include:

• Laptop bags or backpacks
• Company apparel – jumpers, socks, hats, sunglasses
• Stationery – pens, notebooks, sticky notes

A personalised touch goes a long way too, a handwritten note from a manager, a small treat or something tailored to their interests shows the company pays attention.

Combine all these elements together in a fun and interesting package and the welcome kit is done.

How to hand out welcome packs effectively

A welcome pack is only as good as the moment it’s delivered. Timing and presentation matter more than most HR teams realise. A box that arrives a week after someone starts has already missed the point.

Ideally, a welcome pack should be ready on or before day one. For office-based employees, having it waiting on their desk when they arrive creates an immediate, memorable moment. For remote starters, sending it directly to their home address ahead of their start date achieves the same effect. For remote employees working from home, it can make a significant difference to how connected they feel from the very beginning.

A few things worth keeping in mind when it comes to delivery

• Timing is everything: aim to have the pack arrive before or on the first day, never after
• Presentation counts: a well-packaged box feels intentional and considered; a loose collection of items in a plastic bag does not
• Personalise where possible: including the employee’s name on the welcome note or on a branded item instantly makes the pack feel less generic
• Don’t forget remote employees: out of sight should never mean out of mind; remote starters deserve the same level of thought and care as those coming into the office

Corporate gifts for employees beyond onboarding

Welcome packs are a powerful starting point but the most engaged workplaces don’t stop there. Corporate gifts and merchandise for employees have a role to play throughout the entire employee lifecycle, not just on day one.

Recognising milestones like a work anniversary or a personal achievement with a thoughtful gift sends the same message as a welcome pack. That kind of consistent recognition builds a culture where employees feel genuinely valued, which in turn drives the loyalty and retention that every HR team is working towards.

Company gifts for employees also work well at team events, away days and seasonal moments like Christmas or end of year celebrations. These touchpoints don’t need to be expensive to be effective, a well-chosen branded item or a small personalised gesture can have an outsized impact on how an employee feels about the company they work for.

For HR teams looking to build a broader strategy around employee recognition and in-business culture, gifting is one of the most tangible and immediate levers available, one that doesn’t require a lengthy approval process or a significant budget to get right.

The simplest investment in your people

Welcome kits and packs won’t transform your company culture overnight but they’re one of the clearest signals an employer can send that people matter here. In a job market where candidates have choices and retention is a genuine challenge for businesses of every size, that signal carries real weight.

The best welcome packs aren’t the most expensive ones. They’re the ones that feel considered like someone actually thought about the person receiving them, not just the process of onboarding them. And that’s something any HR team, regardless of budget or headcount, can get right.

If your onboarding process currently starts and ends with a laptop and a list of logins, a welcome pack is the simplest and most immediate way to change that.

Global technology layoffs have surpassed 30,000 just weeks into 2026, according to industry tracking data, with a small handful of countries absorbing the overwhelming majority of the losses as companies restructure their workforces around artificial intelligence.

The figures come from a report by financial research platform RationalFX, which compiled data from sources including TrueUp, TechCrunch, WARN Act filings and other industry trackers. According to the analysis, more than 30,700 layoffs were recorded globally in just over a month at the start of the year, a pace that, if sustained, would push global technology job losses past last year’s total.

Here are the five countries that have absorbed the largest share of those job losses so far.

1. United States. The U.S. accounts for the overwhelming majority of global tech layoffs recorded this year, with approximately 24,600 job cuts, representing just over four-fifths of the worldwide total. Amazon has served as the single largest contributor to the U.S. total, having announced plans in January to eliminate approximately 16,000 corporate positions, one of the largest workforce reductions in the company’s history. That cut followed a separate round of 14,000 job losses the company announced in October 2025. Amazon management has framed the reductions as an effort to streamline decision-making, reduce organizational layers and redirect resources toward artificial intelligence investment, even as the company reported $716.9 billion in revenue last year and is preparing capital expenditures that could approach $200 billion this year, much of it directed toward cloud computing and AI infrastructure. Seattle, home to Amazon’s headquarters, leads all cities worldwide in total layoffs, with more than 16,500 workers affected, while San Francisco and Menlo Park, California, follow as the next most heavily affected tech hubs.
2. Sweden. Sweden ranks second globally with roughly 1,900 recorded job cuts, driven primarily by layoffs at telecommunications equipment manufacturer Ericsson. The company has been reducing staff as part of an effort to strengthen its competitive position amid a slower global market for 5G network equipment, according to the report.
3. Netherlands. The Netherlands follows closely with about 1,700 layoffs, reflecting job cuts at semiconductor equipment maker ASML. Notably, ASML’s restructuring of management and technical roles has come even as the company continues reporting strong demand and record sales, illustrating a broader pattern in which companies are cutting positions not necessarily because of weak financial performance, but as part of a deliberate shift toward leaner organizational structures built around automation and AI-driven productivity gains.
4. India. India has recorded approximately 920 layoffs so far this year, leading the broader Asian region in recorded technology job losses, according to the report.
5. Israel. Israel rounds out the top five with roughly 774 recorded layoffs. Additional, smaller reductions have also been reported in the Czech Republic, Germany, Argentina, France and the British Virgin Islands, indicating that workforce contraction tied to the current wave of restructuring is affecting both major global economies and smaller financial or technology hubs alike.

Beyond the country-level breakdown, the report noted that several major technology markets, including Japan, Indonesia and China, have not reported confirmed layoffs so far this year, though the report cautioned that disclosure standards vary significantly by country and could affect how completely the true scale of job losses in those markets is being captured.

Analysts tracking the layoffs said the speed and geographic distribution of the cuts point to a structural shift in how technology companies operate, rather than a temporary slowdown tied to broader economic cycles. Nearly 1 million technology jobs have been eliminated globally since 2021, following the industry’s post-pandemic correction, when many companies that had expanded aggressively during the pandemic began reassessing costs, staffing levels and organizational structures.

The report also found that this year’s layoffs have not been confined to entry-level or support positions. Recent job reductions have increasingly included senior roles and specialized technical positions, suggesting that restructuring tied to automation and AI adoption is reaching deeper into corporate hierarchies than in previous rounds of tech-sector layoffs. Employers are increasingly prioritizing candidates with AI-specific expertise while reducing roles tied to routine, repeatable corporate processes, according to the analysis.

Beyond Amazon, several other major companies have contributed to this year’s layoff totals. Meta Platforms has cut more than 1,000 roles from its Reality Labs division, the unit focused on virtual and augmented reality technologies, as the company redirects resources toward artificial intelligence and its core platform products. Payments company Block has announced plans to eliminate roughly 1,100 positions as part of a broader restructuring effort aimed at streamlining operations and integrating services. Software companies Autodesk and Salesforce have each disclosed layoffs of approximately 1,000 employees as they reorganize their respective teams around cloud computing and enterprise platform priorities.

Looking ahead, RationalFX’s analysis projects that if layoffs continue at the current pace observed early in the year, global technology job losses could reach approximately 273,000 by the end of 2026, surpassing the roughly 245,000 job losses recorded across the technology sector the previous year. Researchers involved in the analysis attributed the trend to a longer-term shift toward leaner corporate structures, tighter cost controls, and technology-driven productivity improvements rather than a short-term response to broader economic weakness.

Industry experts cited in the report expect hiring demand to remain highly uneven across different types of roles going forward. Positions requiring advanced technical skills, data expertise and direct experience working with artificial intelligence systems are expected to continue expanding, even as administrative and operational roles face sustained pressure from continued automation. Whether job creation in emerging technology fields, including AI development itself, can meaningfully offset the ongoing wave of workforce reductions elsewhere in the industry remains an open question that analysts say will likely become clearer over the coming months as more companies finalize their restructuring plans for the remainder of 2026.

Team USA opens its pursuit of a fifth consecutive FIBA Women’s World Cup gold medal Friday, facing China in the tournament’s opening group-stage matchup, with tipoff scheduled for 8:15 a.m. ET at Max-Schmeling-Halle in Berlin, Germany.

The 2026 FIBA Women’s Basketball World Cup runs Sept. 4-13, marking the tournament’s return after a four-year gap since the last edition was held in Australia in 2022. Because this year’s tournament is being played in Germany, which is six hours ahead of Eastern time, American fans hoping to watch Team USA’s opener will need to tune in early, with the game tipping off at 8:15 a.m. ET, or 5:15 a.m. Pacific time.

For viewers in the United States, Friday’s USA-China matchup will be broadcast live on TNT, with the game also airing on truTV. TNT holds exclusive U.S. English-language broadcast rights to the tournament. Every U.S. national team game throughout the tournament, along with all knockout-round matchups from the qualifying rounds through the championship game, will air on TNT and truTV.

For fans without access to traditional cable or satellite television, multiple streaming options are available. All 36 games of the tournament, including every Team USA matchup, will stream live on HBO Max. Cord-cutters can also access the TNT and truTV broadcasts through live TV streaming platforms including YouTube TV and DirecTV. Additionally, every game of the tournament will be available in the U.S. through Courtside 1891, FIBA’s dedicated streaming platform, which can be accessed through a subscription to DAZN.

Team USA enters this year’s tournament as the sport’s most dominant national program, having won nine of the last 12 FIBA Women’s World Cups, including four consecutive titles. The Americans have not lost at the tournament since the semifinal round in 2006, a streak of sustained international dominance that has made them the heavy favorite once again heading into this year’s competition.

This year’s U.S. roster, coached by Kara Lawson, features a mix of established WNBA stars and rising talents, including Napheesa Collier, Breanna Stewart, Caitlin Clark, Paige Bueckers, Chelsea Gray, Kelsey Plum, Aliyah Boston and Angel Reese. Despite that considerable depth, Team USA will be without four-time WNBA MVP A’ja Wilson, who was also named MVP of the 2022 World Cup, as she will not play in Germany due to health reasons. Kelsey Plum was also listed among players who will not be available for the tournament for health-related reasons.

China, meanwhile, will be missing a key piece of its own roster ahead of Friday’s opener. Two-time Olympian and Dallas Wings center Li Yueru will not suit up for the Chinese national team after her passport was lost in the mail, preventing her from traveling to Germany in time for the tournament. Despite that setback, China’s roster still features significant size, including Liberty center Han Xu, who stands 6-foot-8, giving the Chinese team a notable height advantage that could pose challenges for Team USA on both ends of the floor, even against a heavily favored American squad.

Friday’s USA-China game kicks off Group D play, which also includes Italy and Czechia. Team USA’s full group-stage schedule includes Friday’s opener against China at 8:15 a.m. ET, followed by a matchup against Italy on Sunday, Sept. 6, at 2:45 p.m. ET, and a game against Czechia on Monday, Sept. 7, at 2:45 p.m. ET. Should the Americans advance out of group play as expected, they would move on to the quarterfinals on Sept. 10, followed by the semifinals on Sept. 12 and the championship game on Sept. 13, which will also mark the conclusion of the overall tournament.

Friday’s opening day of the tournament features a full slate of games beyond the marquee USA-China matchup. Earlier games Friday include Japan versus Mali and Australia versus Puerto Rico, both at 5:30 a.m. ET, followed by Korea versus Nigeria at 8:30 a.m. ET. Later in the day, additional first-round matchups include Belgium versus Turkiye at 11:30 a.m. ET, Spain versus Germany at 11:45 a.m. ET, Czechia versus Italy at 2:15 p.m. ET, and Hungary versus France at 3 p.m. ET. All of those games will be available to stream via Courtside 1891 and HBO Max, though only select matchups, primarily those involving Team USA and later knockout-round games, will also air on TNT or truTV.

Ahead of the tournament, WNBA standout and Team USA guard Caitlin Clark has continued training with the national team as she prepares for her role in the U.S. lineup, adding another significant storyline to an American roster already stacked with recognizable names from across the WNBA.

The tournament’s overall broadcast structure reflects a broader shift in how major international women’s basketball events are being distributed to U.S. audiences, with the combination of traditional cable broadcasts on TNT and truTV alongside expansive streaming access through HBO Max and the dedicated Courtside 1891 platform offering fans a wide range of ways to follow the tournament regardless of their specific cable or streaming subscriptions.

With Team USA opening tournament play against a Chinese squad that, despite missing a key contributor in Li Yueru, still brings considerable size to the matchup through players like Han Xu, Friday’s early-morning tipoff marks the beginning of what the Americans hope will be another dominant run toward a fifth consecutive world championship, continuing a streak of success that has defined the program for nearly two decades. Fans looking to follow the action live have a wide array of viewing options available across both traditional broadcast and streaming platforms to catch every moment of Team USA’s title defense as it begins in Berlin.

A boost in hospitality and education employment drove the US economy to create tens of thousands more jobs than expected last month, latest figures suggest.

The number of roles added to the world’s biggest economy increased by 162,000 in August, almost triple the 56,000 forecast by analysts.

An increase in employment during the final month of the summer in restaurants and bars, as well as in local government education ahead of the new school year, was behind the rise.

The stronger jobs figures are likely to add to growing expectations that the Federal Reserve will increase interest rates later this month.

Weaker job figures released earlier in the summer were also revised up, revealing a stronger labour market than previously thought.

This story about the August 2026 jobs report will be updated with further details.

The U.S. economy rebounded in August, adding jobs at a solid pace after a surprise decline in July amid economic uncertainty.

What are the key findings of the August 2026 jobs report?

The Bureau of Labor Statistics on Friday reported that employers added 162,000 jobs in August. That figure was well above the estimate of 56,000 made by economists polled by LSEG.

The unemployment rate held steady at 4.1% in August, which was also in line with the expectations of economists polled by LSEG.

What sectors added or lost the most jobs in August 2026?

What does the August 2026 jobs report mean for the workforce?

What experts are saying about the August 2026 jobs report

What does it mean for interest rates?

What did the August 2026 jobs report mean for the market?

TOKYO — Japan’s benchmark Nikkei 225 index climbed 806.46 points, or 1.26%, to close at 65,020.94 Friday, as gains across real estate, banking and textile stocks lifted the broader market, while SoftBank Group led individual movers with an 11.78% surge amid continued global enthusiasm around artificial intelligence investments.

The Nikkei’s advance capped a session in which rising stocks significantly outnumbered decliners on the Tokyo Stock Exchange, with 1,989 gainers against 1,446 decliners and 296 issues finishing unchanged. The Nikkei Volatility Index, which measures the implied volatility of Nikkei 225 options, climbed 10.84% to 28.32, reflecting elevated uncertainty even amid the broader market’s upward move.

SoftBank Group Corp. was the standout performer of the session, rising 589 yen to close at 5,590 yen, extending a pattern of sharp swings that has characterized the technology investment giant’s stock throughout much of 2026. The Tokyo-based conglomerate, which holds significant stakes in chip designer Arm Holdings and has invested more than $30 billion in ChatGPT maker OpenAI, has repeatedly seen its share price swing in tandem with broader sentiment around artificial intelligence infrastructure spending and the performance of its underlying technology holdings.

Friday’s rally in SoftBank shares came a day after Nvidia confirmed a roughly $12.93 billion acquisition of AI platform Hugging Face, a deal that helped fuel a broader rally in AI-linked technology stocks on Wall Street overnight and appeared to carry through into Friday’s session in Tokyo. Other notable gainers on the Nikkei included Taiyo Yuden, which rose 6.42% to 9,426 yen, and Furukawa Electric, which climbed 6.39% to 3,844 yen.

Not all sectors participated in Friday’s advance. Sumitomo Chemical fell 5.11% to 594.70 yen, while trading house Mitsui & Co. declined 4.45% to 5,019 yen and Nissui Corp. dropped 4.24% to 1,229.50 yen, illustrating a mixed picture beneath the index’s overall gain.

Friday’s session followed a choppier trading pattern earlier in the week. On Thursday, the Nikkei fell 0.17% to close at 64,214, with Japanese shares lacking clear direction as the yen strengthened sharply amid market speculation that Japanese authorities had conducted an informal rate check, a move sometimes taken as a precursor to potential currency intervention. A stronger yen typically weighs on the earnings outlook for Japan’s export-heavy industries, given that it makes goods produced in Japan more expensive for foreign buyers and reduces the yen-converted value of overseas revenue for major exporters.

Despite Thursday’s softer session, Japanese equities found some support from a pullback in oil prices after President Donald Trump indicated that the latest U.S. military strikes on Iran would not be prolonged. That comment helped ease some of the inflation-related anxiety that had been weighing on both Japanese and global markets amid the ongoing conflict between the United States and Iran. Global government bond yields also retreated somewhat from recent highs during the same period, as investors continued weighing the outlook for interest rates in major economies including the United States and Japan.

Among individual movers earlier in the week, technology-linked names including Advantest, Fujikura and Ibiden Co. posted notable losses, while financial stocks including Mitsubishi UFJ, Sumitomo Mitsui and Mizuho Financial Group recorded gains, reflecting a rotation in investor positioning ahead of Friday’s broader market advance.

The Nikkei’s performance in 2026 has been marked by significant volatility even as the index has posted substantial gains for the year overall. The benchmark has traded within a 52-week range spanning roughly 41,835 to 72,831, with the upper end of that range representing a record high touched earlier this year. Japanese equities have been supported for much of the year by a combination of factors, including continued global enthusiasm for artificial intelligence-related investment, corporate governance reforms encouraging Japanese companies to improve capital efficiency, and periods of relative currency weakness that have benefited the country’s export-oriented industrial base.

Market attention in Japan has also remained focused on the Bank of Japan’s monetary policy path in recent weeks, with speculation building around the possibility of an interest rate increase as soon as this month. Any move by the central bank to raise rates would mark a continuation of Japan’s gradual exit from its long-standing ultra-loose monetary policy stance, a shift that has already contributed to notable currency volatility and periodic swings in Japanese equity markets throughout the year.

Friday’s advance in Tokyo came alongside a broadly positive session across global equity markets, with major U.S. indexes having posted gains overnight amid easing Treasury yields and continued optimism tied to artificial intelligence-related corporate developments, including Nvidia’s Hugging Face acquisition and a strong earnings report from cloud data company Snowflake that further buoyed sentiment toward AI-linked technology stocks worldwide.

With the Nikkei continuing to track closely alongside global risk sentiment and developments in the artificial intelligence sector, investors are likely to remain focused in the coming sessions on further signals from the Bank of Japan regarding its interest rate path, along with ongoing developments in the Middle East conflict and their implications for oil prices and broader inflation expectations. SoftBank’s outsized gain Friday, in particular, is likely to keep the conglomerate’s stock under close watch given its status as one of the most actively traded proxies for global AI investment sentiment among Japanese equities.

For UK SME owners considering a Dubai yacht charter for client hospitality or team use, the sustainability question is real and answerable.

A mid-size yacht burns 60 to 150 litres of diesel per hour depending on cruising speed and load; per-guest-per-hour emissions drop sharply as the guest count rises. Operators using HVO fuel, hybrid propulsion, or offering right-sized smaller vessels reduce the footprint meaningfully. Ask specific questions before booking rather than accepting generic sustainability claims.

Key Points

• A typical 55 to 65 foot Dubai yacht burns 60 to 150 litres of diesel per hour at cruising speed; the resulting CO2 output is a function of hours on the water, cruising speed, and guest count.
• Per-guest-per-hour emissions drop sharply as the boat fills; a 12-guest charter has roughly half the per-guest footprint of a 6-guest charter on the same vessel and route.
• Operator sustainability practices that make a measurable difference: HVO (Hydrotreated Vegetable Oil) drop-in fuel, hybrid diesel-electric propulsion, right-sized boat matching to group, and reduced-speed cruising for photographic runs.
• The offset question is genuine but often oversold; a well-priced carbon-offset add-on covers the marginal emissions of a single charter for a small per-head fee, but only offsets accredited by recognised standards (Gold Standard, Verra) carry real ESG weight.
• Smaller and self-drive charters have materially lower emissions per guest hour than large superyacht charters; UK business buyers weighing sustainability should consider whether the smaller format meets the hospitality need.
• The specific operator questions that separate ESG-serious operators from marketing-only claims: written fuel type, engine make and year, disclosed emissions estimate, third-party sustainability audit, and offset provider.

For UK SME owners weighing a Dubai yacht charter as client hospitality, a team-retreat venue, or a personal reward for a recent business milestone, the sustainability question has moved from a footnote to a genuine decision input. Boardrooms that would previously have signed off a yacht day without ESG discussion now ask whether the emissions profile is defensible if a client, an employee, or an investor asks about it later. The Dubai charter market has responded to this, but unevenly; some operators genuinely lead on sustainability practices, others use it as marketing language. Published rate cards from Dubai operators including dubaiyachtbooking.com and the wider market make the base costs easy to compare, but the sustainability layer requires specific questions that most first-time UK buyers do not think to ask. This framework covers what those questions are and what good answers look like.

Why Sustainability Now Comes Up When UK Businesses Book Dubai Yacht Charters

Three specific shifts in UK business practice have moved the sustainability question from optional to standard.

Board-level ESG oversight has reached SMEs. What used to be a listed-company concern has moved down-market. UK SMEs with over 50 employees, and even smaller businesses in regulated sectors, now report on sustainability in some form. A discretionary hospitality spend that shows up as a large single-day fuel invoice attracts questions it did not a few years ago.

Investor and client scrutiny has intensified. UK SMEs that raise from institutional investors or serve enterprise clients face standard ESG questionnaires that ask about hospitality practices. A yacht day is not disqualifying, but an unstructured yacht day with no sustainability due diligence increasingly reads as poor governance.

The team itself asks. UK SME employees, particularly under 35, notice when a company retreat is chartered without a sustainability question having been asked. The reputational cost inside the company is real, even when nothing shows up externally.

None of these shifts eliminates the yacht-charter option for UK businesses. They just move it into the category of decisions that need a defensible framework rather than an ad-hoc booking. This is broadly consistent with how companies focus on commercial sustainability more broadly, where discretionary spend increasingly needs a defensible rationale.

The Emissions Math: Fuel, Hours, Guests

The unavoidable starting point is diesel fuel consumption. A typical 55 to 65 foot Dubai charter yacht burns 60 to 150 litres of diesel per hour, depending on cruising speed and load. Larger yachts (75 to 100 feet) burn 200 to 400 litres per hour. Standard diesel produces roughly 2.68 kg of CO2 per litre, which puts a 4-hour mid-size charter at somewhere between 640 kg and 1,600 kg of CO2 for the vessel itself.

The per-guest-per-hour figure is where the analysis gets interesting for a business buyer:

• 6 guests on a 60-foot boat, 4 hours: roughly 25 to 55 kg CO2 per guest for the outing
• 12 guests on the same boat, same route: roughly 12 to 28 kg CO2 per guest
• 20 guests on a 75-foot boat, same route: roughly 12 to 22 kg CO2 per guest

The number that matters for the ESG case is per-guest-per-hour, not total. A half-full boat is worse than a full boat on this metric. For a UK business buyer, this argues for right-sizing the boat to the group rather than defaulting to a larger vessel “for comfort”.

For comparison, a return economy flight from London to Dubai is roughly 1,300 to 1,700 kg CO2 per passenger. The yacht charter, even at the worst end of the range, is a small fraction of the flight footprint. This does not eliminate the yacht emissions, but it does put them in perspective for a UK business buyer who has already accepted the flight.

Operator Sustainability Practices to Look For

Not all Dubai operators offer the same sustainability profile. Four specific practices make a measurable difference:

HVO (Hydrotreated Vegetable Oil) drop-in fuel. HVO is a paraffinic diesel made from waste vegetable oils and animal fats; it can be used in most modern diesel engines without modification. HVO produces up to 90 percent lower well-to-wheel CO2 emissions than standard diesel. Dubai charter operators offering HVO as a standard or optional fuel materially reduce the emissions of every charter they run.

Hybrid diesel-electric propulsion. Newer yachts use hybrid systems where the electric motor handles low-speed cruising and the diesel engine only kicks in for higher speeds. On a slow scenic route, this can reduce fuel consumption by 20 to 40 percent versus a pure diesel setup.

Right-sized boat matching. Operators who actively recommend a smaller boat when the guest count is small deliver a lower per-guest footprint than operators who up-sell to larger vessels. This is behavioural, not technological, but it is a real operator practice to check for.

Reduced-speed cruising for photographic runs. Fuel consumption rises sharply above cruising speed. Operators who plan the run at 8 to 12 knots (cruising) rather than 15 to 18 knots (fast) cut fuel use meaningfully with no impact on the guest experience.

What Genuine ESG-Friendly Booking Practices Look Like

Beyond the operator’s own practices, the booking itself can be structured to reduce impact:

• Book off-peak weekday charters (Sunday to Wednesday, 12:00 to 16:00): fewer weekend charters means less total fleet fuel burn in aggregate
• Consolidate multiple guest occasions into a single charter rather than running two separate half-day slots
• Choose closer marina destinations (Palm Jumeirah anchor stop rather than a longer run to the World Islands): shorter routes cut fuel proportionally
• Skip water-sport add-ons unless they are the point of the day (jet skis and tenders add fuel consumption)
• Ask the operator for a written emissions estimate for the specific booking: a serious operator can produce this; an operator who cannot is signalling limited sustainability literacy

The Offset Question: Does It Make Sense for a Yacht Charter?

Carbon offsets for a yacht charter are technically straightforward: multiply the estimated CO2 output by the offset price per tonne. A 1,000 kg (1 tonne) charter offset at a mid-market price is a modest per-head add-on for a group of ten.

The harder question is whether the offset is real. Offsets accredited by recognised standards (Gold Standard, Verra Verified Carbon Standard) carry genuine ESG weight because the underlying carbon-reduction projects are audited. Offsets from unverified providers may or may not deliver actual carbon reduction, and using them in a company sustainability report can create a governance problem later if the offset is challenged.

For UK SMEs, the correct answer is usually: buy accredited offsets, disclose them in the internal sustainability report, and avoid making offset-based claims in external marketing unless the offsets are audited. This is roughly the discipline covered in communicating ESG efforts through content marketing more generally.

Smaller Boats, Self-Drive, and Lower-Emissions Options

For UK business buyers where the sustainability profile is genuinely a decision constraint, the format itself can be selected for lower emissions:

• Smaller charter (40 to 50 feet, 6 to 8 guests): lower total fuel consumption, but higher per-guest-per-hour if not full
• Self-drive rental (20 to 30 feet, up to 6 guests): materially lower fuel consumption per hour; the self-drive boat rental format is the lowest-emissions option in the Dubai charter market for small groups
• Sailing catamaran with auxiliary engine: available in Dubai but limited; primary propulsion is wind, so on-the-water emissions during sailing portions are near zero
• Electric hybrid tender or day boat: available at higher price points; suitable for very short duration events

For a UK SME buyer whose sustainability threshold rules out a standard charter, the self-drive or small-boat format usually clears the bar for a small-group event, particularly if the group has a competent boat driver.

What to Ask the Operator Before Booking

Six specific questions that separate ESG-serious operators from marketing-only claims:

1. What fuel type does the specific boat run on? Standard diesel, HVO, or biodiesel blend?
2. What is the engine made and year? Newer engines (post-2020) are typically more fuel-efficient than older engines.
3. Can the operator provide a written CO2 emissions estimate for the specific booking?
4. Has the operator conducted a third-party sustainability audit? If yes, which auditor?
5. Does the operator offer carbon offsets? If yes, which offset provider and under which standard (Gold Standard, Verra, other)?
6. What speed will the boat cruise at during the charter? Slower cruising is more fuel-efficient.

An operator who can answer all six clearly is materially more ESG-serious than one who gives generic “we care about sustainability” responses.

Where the Sustainability Improvements Are Actually Coming From

The Dubai yacht market is not standing still on sustainability. Three specific improvements are visible in 2026:

• HVO fuel availability has grown across major Dubai charter operators, largely because global maritime pressure on emissions has made HVO commercially viable at Dubai scale
• New builds are increasingly hybrid: new yachts entering the Dubai fleet from 2024 onwards are more likely to have hybrid systems than pure diesel
• Guest expectations are shifting: Dubai charter operators report increased frequency of sustainability questions from UK and European guests, which is driving operator investment in disclosure

For a UK business buyer, this means the sustainability question is easier to answer well in 2026 than it was two years ago. The operators who lead on sustainability practices are also usually the operators who are more transparent on pricing, contracts, and other practices, a correlation worth noting when comparing operators.

Whether a Dubai yacht charter passes a specific UK SME’s internal ESG bar is a company-specific decision. But the framework above lets that decision be made deliberately rather than defensively, which is usually the piece that matters for a board or client conversation afterwards. It also aligns with the wider business-travel bleisure trend where discretionary hospitality spend is increasingly examined through a sustainability lens rather than a pure cost lens.

CAMDEN, NJ. — A challenging year culminating in a difficult fourth quarter that included a 12% decline in sales in the company’s Snacks unit has executives at The Campbell’s Co. searching for answers heading into 2027.

Net income in the fiscal year ended Aug. 2 totaled $403 million, equal to $1.34 per share on the common stock, which was down 33% from $602 million, or $2.02 per share, in the 2025 fiscal year. Net sales declined 5% to $9.74 billion from $10.25 billion. An additional week in the 2025 fiscal year impacted net sales by an estimated 2 percentage points. Organic sales were down 2%, primarily due to unfavorable volume/mix.

Mick Beekhuizen, president and chief executive officer of Camden-based Campbell’s Co., acknowledged the company’s performance “is not where it needs to be,” adding “we are taking decisive actions to improve it.”

Among those actions are a reset of the quarterly dividend. The company’s board of directors on Sept. 3 approved a quarterly dividend payment of 25¢ per share, or $1 on an annualized basis, a reduction of 36% from the prior quarterly dividend payment of 39¢ per share, or $1.56 on an annualized basis.

The company also is planning a $500 million cost-savings initiative and changing its marketing spend in fiscal-year 2027.

Campbell’s stock price on Sept. 3, the day fiscal-year results were presented, traded as low as $21.15 on the Nasdaq early in the afternoon, which was down 11% from a close of $23.78 on Sept. 2.

Highlighting Campell’s troubles were a fourth quarter loss of $69 million, which compared with net income of $145 million, or 49¢ per share, in the same period a year ago. Fourth-quarter net sales declined 8% to $2.14 billion from $2.32 billion in the same time of the previous year. An impact of 7 percentage points came from an extra week in the 2025 fourth quarter. Organic sales were down 1%.

Looking ahead to fiscal 2027, Campbell’s expects to face more challenges. The company said it expects net sales to be down 4% to 2% in fiscal 2027 and adjusted EPS to be down 24% to 17% when compared with fiscal 2026. Combined raw material and packaging inflation is expected to be 5% to 6%.

“Our fiscal 2027 outlook reflects an external environment that we expect will remain volatile, as well as another year of elevated inflation that will continue to pressure margins, particularly in the first half,” Beekhuizen said in pre-recorded remarks on Sept. 3. “However, our outlook also reflects the benefits of productivity, cost-savings initiatives and pricing that we expect to build throughout the year and increasingly support margin recovery.

“Make no mistake. Our results remain unacceptable, but instead of waiting for the environment to

improve around us, we are addressing reality head-on. The initiatives we are laying out today are designed to improve performance and put us on a path back to a sustainable long-term value-creation mode.”

$500 million in cost savings

Beginning in the 2027 fiscal year, Campbell’s is launching a program targeting $500 million in cost savings by fiscal 2030. The program will include initiatives remaining under a prior program, an overhead savings initiative announced in the third quarter of fiscal 2026 and an enterprise spend optimization that will change how Campbell’s manages and deploys its direct and indirect spending. Actions already underway are plant closures in Hyannis, Mass., and Jeffersonville, Ind., and approximately a 13% reduction in the workforce through a voluntary early-retirement program and involuntary reductions, said Todd Cunfer, chief financial officer.

Beekhuizen added that the company also is changing its approach to marketing support.

“Specifically, we will direct a majority of this year’s marketing budget toward our best opportunities, moving away from what has historically been a balanced approach across our portfolio,” he said. “Let me be clear: We are not walking away from any business or brand. However, our marketing investments must work harder for us.”

Campbell’s in fiscal 2027 has national advertising campaigns planned for Rao’s, Goldfish and Pepperidge Farm, he said. The use of social media, influencer and e-commerce channels will expand as well as platforms enabled by artificial intelligence (AI), he said.

Refocusing Goldfish

In Campbell’s Snacks business, fiscal 2026 operating earnings plunged 28% to $386 million from $538 million. Net sales fell 6% to $3.82 billion from $4.07 billion in the previous fiscal year.

Particularly troublesome for the Snacks business was a 12% decline in sales during the fourth quarter, including a 6% drop in organic net sales. Segment operating earnings, at $101 million, were down 34% from the previous year’s fourth quarter.

Campbell’s in fiscal 2026 refocused the Goldfish brand as a leader in snacking for families and children, but more work remains to be done, Beekhuizen said.

“Core consumption returned to growth, supported by double-digit e-commerce growth and our collaboration with Pokémon, reinforcing our confidence in the strategy,” he said.

In Meals & Beverage, fiscal 2027 earnings fell 14% to $943 million from $1.1 billion. Sales of $5.93 billion were down 4% from $6.18 billion in the previous year.

Semi-scratch cooking consumption increased by 5% in the fourth quarter, led by Swanson, Pacific and Rao’s, Beekhuizen said. Rao’s sauce consumption increased by 9.4% in the year and 8.9% in the fourth quarter, largely driven by sustained distribution and velocity growth, he said.

“Within eating soups, declines eased relative to Q3 for Chunky and Campbell’s red and white condensed,” Beekhuizen said. “At the same time, premium brands Pacific and Rao’s sustained strong double-digit growth, up 14% and 25.3%, respectively.”