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Time of India
an hour ago
- Time of India
Hydrogen for long haul, EVs for short: CJ Darcl on India's logistics fuel future
India's logistics sector is going through a major transformation, with alternative fuels and digitisation at the forefront. In an interaction with ET Digital, Nikhil Agarwal, President of CJ Darcl Logistics , discusses the promise and limitations of liquefied natural gas ( LNG ), electric vehicles (EVs), and hydrogen in logistics. He also elaborates on how the company is supporting small fleet operators and reveals the intended deployment of its newly infused $30 million investments. Edited excerpts: The Economic Times (ET): What's your current view on alternative fuels in logistics, particularly LNG, EVs, and CNG? Where does CJ Darcl stand in terms of adoption? Nikhil Agarwal (NA): Honestly, we are still in the exploration phase. These technologies are emerging, and a lot of pilots are happening across the sector. If we break the logistics industry into two: local/intracity and long-haul freight; LNG is better suited for long-haul while EVs are more promising for short-haul, intracity use. Original equipment manufacturers (OEMs) have just started launching 55-tonne LNG trucks. Some are still testing. Also, LNG fuel infrastructure, like pump networks, is just now being rolled out across the country. Over the last three to four months, we've been talking extensively with fuel suppliers and OEMs. So, the space is exciting, but everyone is still figuring it out. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Villas For Sale in Dubai Might Surprise You Villas in Dubai | Search Ads Get Info Undo ET: What kind of timeline do you see for mainstream deployment of these alternative fuel vehicles? NA: For LNG, I think we'll start seeing meaningful numbers within six months to a year. If the ecosystem comes together—fuel, infrastructure, OEM readiness—it can scale over the next 5-6 years. EVs, on the other hand, will likely remain limited to short-haul applications, unless the battery prices drop significantly. Right now, LNG vehicles cost nearly twice as much as diesel ones, and EVs can cost up to four times more. That pricing mismatch makes long-haul EV deployment tough. Heavy EVs today have a range of just 150-200 km, which isn't practical for large-scale freight. Live Events ET: And hydrogen? Which segments do you think will adopt it first? NA: Hydrogen will make more sense in long-haul heavy applications; port-based or short-distance movement can be handled well by EVs. Hydrogen doesn't make sense there, both economically and operationally. As for the transport of hydrogen itself—yes, it's flammable and expensive to move. But we believe that comes much later in the journey. First, the product and fuel ecosystem need to mature. Once there's traction, we'll step in as operators to move the fuel safely. ET: Are carbon emissions being actively tracked in the logistics sector? How does CJ Darcl approach this? NA: Honestly, it's still a very niche area. But we've been tracking carbon emissions via our TMS (Transport Management System) for over two years because if we don't measure, we can't reduce. We saw this coming… Clients will increasingly ask for data on emissions. So, we integrated it early on, and now we have a system in place that's both functional and forward-looking. ET: These emerging fuels are capital-intensive. Are you doing anything to help downstream partners or smaller vendors adopt them? NA: Yes, and this is important. Most of our vendor partners, especially small fleet owners, don't have the resources to risk investment in unproven technology. Whenever a new technology enters the space, we take on the role of the flagbearer. We invest, we test, we run the product with OEMs, and we identify the problem areas—whether it's fuelling delays or route suitability. ET: Given India's highly fragmented logistics sector, how are you working with small fleet owners (SFOs) to modernise and integrate them? NA: Almost 85-90% of our business is powered by SFOs. For years, we've helped them with fair freights, timely loads, and fast payments. Now, we're working on a platform to bring them better access to finance, insurance, tires, lubricants, and more. It's still in the works, but the idea is to create a digital stack that supports lakhs of vendor partners in our network. ET: What are your thoughts on India's multimodal infrastructure? Are you investing in coastal or rail freight as part of your expansion? NA: India's long-haul movement is still dominated by roads, then rail, and then coastal. Despite our vast coastline, coastal freight hasn't scaled the way it should have. But infrastructure is gradually catching up. We started rail operations around 2006-07, and today about 15% of our revenue comes from it. In 2016-17, we launched a coastal leg from Haldia to Bangladesh to tackle road bottlenecks. We are also exploring South-to-East coastal movements and assessing fitment and competitiveness. Wherever we find viable use cases, we'll expand. ET: How do you view government initiatives like Sagarmala or inland waterways? Are they on the right track? NA: I think the government has done a great job laying out the policy framework and guidelines. It's now up to operators and departments to adapt and implement. Some projects take off faster due to existing investment and aligned departments. Others take longer. Eventually, all of it will fall into place; it's a matter of pace and prioritisation. ET: Any global best practices you would like to see India adopt in logistics policy or execution? NA: One is trailer interoperability. Globally, trailers can easily switch carriers or modes, which adds massive efficiency. Second is battery swapping, especially in EV logistics. We are already in talks around some pilot projects that could bring such systems here, but it's early days. ET: CJ Darcl recently received $30 million in funding. How do you plan to deploy it? NA: The funds will go into four core areas: first, investment in alternative fuel vehicles and pilots; second, strengthening our multimodal mix—rail and coastal; third, expanding our warehousing and distribution network; and finally, enhancing our tech capabilities. These pillars are central to building a more resilient, tech-led, and sustainable logistics company.
Time of India
2 hours ago
- Time of India
What is 'quiet cracking'? A new workplace trend that can silently affect your mental health
In today's world, where everyone is chasing deadlines, targets, and purpose, a quiet workplace crisis is slowly creeping in— something many people don't even realise they're experiencing until it is too late. It's called 'quiet cracking.' Unlike loud resignations or dramatic career exits, this builds silently, without any big signs but when it hits one day, you wake up feeling completely disconnected from your work. A recent report by VICE sheds light on this growing problem at the workplace. Quiet cracking refers to a slow, almost invisible form of burnout. It's not the sudden exhaustion we usually associate with burnout; it's more like a gradual fading of motivation, purpose, and engagement. Think of it like tiny cracks forming in a glass— at first, they seem harmless, but over time, they weaken the entire structure until it finally breaks. And sadly, it's more common than most of us realise. The cost of silent disengagement at work The Gallup State of the Global Workplace Report highlights a worrying picture. In 2024, global employee engagement dropped to just 21%. This isn't just a workplace problem— it's a personal crisis affecting millions of lives. Quiet cracking is costing people their mental health, happiness, and sense of purpose. In fact, this silent disengagement led to a staggering $438 billion in lost productivity last year alone. It's not just about profit and performance; it's about real people quietly suffering under the radar. How quiet cracking sneaks up on you Peter Duris, CEO and co-founder of Kickresume, an AI career platform, explained it best in his interview with VICE. He said, 'Quiet cracking is sneaky—it happens slowly, and by the time people realize it, they've mentally checked out from their jobs.' The main reasons for quiet cracking-- Poor or micro management, lack of growth opportunities, and feeling invisible at work. When employees don't feel valued or see a future, their energy and ambition start to fade. Simple tasks feel overwhelming, and any sense of career growth becomes hard to imagine. How to deal with quiet cracking The first step to overcoming quiet cracking is awareness. Companies must look for signs of disengagement early, but employees also need to speak up. Peter Duris, as per a report by ET, encourages employees to start conversations with managers about their feelings and ask for learning or growth opportunities. Many times, a supportive manager can reignite that lost spark and make you feel more valued and important at the workplace. 'Quiet cracking' isn't just another buzzword—it's a wake-up call. It's not about people being lazy or unmotivated. It's about workplaces forgetting the importance of human connection and support. If you feel unusually tired, uninspired, or numb about your work, don't ignore it. Recognising those first cracks may be the first step to fixing them— and finding your spark again. Married To Someone With A Mental Health Disorder? Expert Tips On How To Help Your Loved One
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Business Standard
3 hours ago
- Business Standard
TCS maintains 100% variable pay for 70% of staff in Q1 despite slowdown
Tata Consultancy Services (TCS), India's largest IT services company, has announced a 100 per cent payout of the Quarterly Variable Allowance (QVA) to over 70 per cent of its employees for the April–June quarter (Q1 FY26), according to an internal mail viewed by The Economic Times. This marks the second consecutive quarter of full QVA disbursement to the majority of its workforce, even as the industry continues to battle global macroeconomic headwinds and tight client budgets. The company stated that the payout for employees in higher grades, typically managerial and leadership roles, would remain variable and aligned with the performance of their respective business units, a policy it has followed consistently across quarters. 'We have paid out 100 per cent QVA to over 70 per cent of the company. For all other grades, the QVA depends on their unit's business performance. This is in line with our standard practice across quarters,' TCS had said in a statement issued previously in May, when it also made a full QVA payout for the January-March quarter. The company's internal grading structure begins with Y-level trainees, followed by system engineers (C1), and ascends through C2, C3, C4, C5, and executive leadership levels. Staff in the C3 and above bands generally comprise senior managers and business unit heads. Growth slows, but headcount grows Despite its commitment to employee payouts, TCS reported a mixed financial performance in Q1 FY26. Net profit rose 6 per cent year-on-year to ₹12,760 crore, up from ₹12,040 crore in the same period a year ago. However, revenue grew just 1.3 per cent year-on-year to ₹63,437 crore. In constant currency terms, revenue declined 3.1 per cent, and sequentially, revenue was down 1.6 per cent — the slowest growth since the Covid-hit Q1 FY21. The company cited global macroeconomic uncertainty, geopolitical tensions, and sluggish discretionary tech spending as ongoing drags on demand. CEO K Krithivasan noted that a recovery in discretionary investments remained elusive. 'This trend has continued and intensified to some extent in this quarter,' he said during the earnings call. Despite the subdued business environment, TCS added 5,060 employees during the April-June quarter, building on the 625 net additions made in the January-March period. The company's workforce now stands at nearly 613,000 — the highest among Indian IT firms. Attrition for the quarter stood at 13.8 per cent. No word yet on annual increments While the firm has honoured its quarterly variable pay commitment for two straight quarters, it has yet to announce annual salary hikes. Speaking after the Q1 results, Chief Financial Officer Samir Seksaria said delivering annual wage hikes remains a top priority for the company, despite the deferment. 'My priority is getting back to the wage hike,' Seksaria told PTI, though no timeline was specified. TCS typically rolls out annual increments starting in April. Seksaria noted that wage hikes, while critical, usually dent operating margins by over 150 basis points. He also pointed to a decline in utilisation levels due to upfront hiring, even as demand has remained weak. 'As demand recovers, we expect utilisation to improve. If demand recovery is prolonged, we will double down on optimisation,' he said, adding that internal efficiencies will be key to margin management going forward.
