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Trai’ng hard but falling way too short
Some like it; some don’t. But there’s no denying that the Telecom Regulatory Authority of India (Trai)-mandated pay channel prices in CAS areas (Rs 5 for all pay channels) is going to stir up much more than just a storm in the proverbial cup.
It’s like those weekly village markets that are quite popular in India where the refrain is har maal paanch rupaiya mein (every product priced uniformly at Rs 5). The actual price may differ a bit, but the concept adopted by Trai is the same. Reason: low and uniform prices attract buyers.
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Faster the adoption of a technology like CAS, sooner more transparency will come into the Indian broadcast and cable industry, which has been plagued by massive under-declaration by cable ops |
A low price entry point for a new technology — about which myths abound still for the general public — is certainly a good way of incentivising its quick adoption. And, faster the adoption of a technology like CAS, sooner more transparency will come into the Indian broadcast and cable industry, which has been plagued by massive under-declaration by cable operations and other such ills in the absence of any regulation.
But in attempting to keep cable TV as a mass service —- which it is, anyway — and having the prices of all pay channels uniform, Trai has forgotten one important aspect of regulatory process: the cost factor while deciding tariff for a service.
The real boom in the Indian cellular phone market came when players clipped price lines and made the whole process of acquiring a mobile phone connection so cheap and attractive that even a domestic hand found it hard to resist. Who can forget a certain Indian telecom player’s offer of a mobile phone connection with unlimited talk time for a certain period of time and the handset thrown in for Rs 500 under the Monsoon Hungama or monsoon bonanza scheme some time ago?
Trai, which also oversees the telecom sector, may actually take pride in claiming that it facilitated massive growth in cellular phones in the country. The numbers say it all. There are more cellular phone connections in the country compared to fixed line connections. But broadcast industry cannot crow like its telecom counterpart.
Though cable TV service, unlike some others like transport (especially capital intensive railway transport), cannot be categorized as a natural monopoly, the cost of putting together that service cannot be overlooked.
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In forcing an entertainment broadcaster to sell its product at a ridiculously low cost, Trai is trying to say Indian consumers don’t appreciate high quality production values. |
Not as capital intensive as power or transport sectors, cable TV nevertheless does need investments to be made by all stakeholders of the value chain. By presuming that all types of content can be acquired comparatively cheap and revenue generated through volume sales (after all, India now boasts of 68 million C&S homes with all TV homes standing at 110 million), the regulator has highlighted its partial ignorance of how the broadcast business is conducted.
Imagine the plight of Nimbus, for example, which has bought Indian cricket rights for over $ 600 million hoping that the content would help it to price its proposed channel at a premium. But now it would have no option but to price a pay channel at Rs 5 and look at rejigging the whole business model.
There is no denying that the programming costs in the sports, movies and entertainment segments are higher than news or infotainment channels segment. In forcing an entertainment broadcaster to sell its product at a ridiculously low cost — when compared to the input costs of aggregating content — Trai, probably, is trying to say that Indian consumers don’t appreciate high quality production values and can be served shoddy work. Class comes with a price tag and the price decided by the regulator is unlikely to encourage quality.
Could Trai have gone in for differential pricing for some genres of channels? Yes, of course it could have, and displayed a visionary flair in the process.
But as long as regulators like Trai remain hostage to a government’s whims and fancies, it would always open itself to the criticism of pandering to politicians’ wishes, which are mostly based on populism.
Still, there is no gainsaying that the last word on this tale is a long way away from being written. And, if the way the currents are flowing are anything to go by, it could well be on this critical point that Trai’s efforts to usher in the CAS era could fall flat!
Jobs
Is 2026 shaping up to be another year of mass layoffs?
Nearly 160,000 jobs have already been cut across 145 companies in the first nine weeks of 2026 as AI adoption, corporate consolidation and organisational “flattening” reshape the global workforce.
MUMBAI: If 2025 was widely labelled the “year of the efficiency drive”, 2026 is beginning to look like something even more consequential. Companies across industries are no longer just trimming costs; they are fundamentally redesigning how organisations operate.
In the first 60 days of 2026, more than 145 global corporations have announced layoffs affecting nearly 160,000 employees. The pace and breadth of these cuts suggest the workforce reset that began in 2025 has not slowed. Instead, it is evolving into a structural shift in the global labour market.
Corporate leaders are also becoming more direct about the reasons behind these moves. While macroeconomic uncertainty once dominated earnings calls, executives are now openly citing AI-led automation, organisational flattening and industry consolidation as the forces driving job reductions.
Unlike the layoffs of 2025, which were largely reactive, the cuts in 2026 appear far more calculated. Businesses are eliminating roles to redirect capital towards artificial intelligence infrastructure, automation technologies and leaner organisational structures.
The media industry offers one of the clearest examples of this transformation. The newsroom at The Washington Postunderwent a dramatic restructuring in February 2026, eliminating more than 300 journalists, roughly one-third of its newsroom. The move included shutting down bureaus in the Middle East, India and Australia while discontinuing dedicated sports coverage. Former editors described the cuts as one of the most difficult moments in the publication’s recent history.
In India, Sony Pictures Networks India also announced layoffs affecting about 10 per cent of its workforce, largely targeting senior roles in distribution and channel marketing. The move reflected a subdued advertising market as well as the company’s shift towards a more integrated digital-first business model.
Industry consolidation is also fuelling job anxiety. The proposed $111 billion merger between Paramount Global and Warner Bros. Discovery is expected to trigger thousands of redundancies as overlapping streaming platforms, marketing teams and newsroom operations are consolidated. Analysts believe departments associated with CNN and CBS Newscould face restructuring once integration begins.
The technology sector remains the epicentre of the restructuring wave. At Block Inc., co-founded by Jack Dorsey, the company announced plans to eliminate 4,000 jobs — nearly 40 per cent of its workforce. Dorsey stated that new AI-powered “intelligence tools” allow smaller teams to accomplish work that previously required far larger organisations.
Meanwhile, Amazon has continued its multi-year efficiency drive. The company recently cut over 100 white-collar roles from its robotics division, affecting teams responsible for building warehouse robots and automation systems used across its fulfilment centres. The teams develop robotic arms and conveyor technologies designed to improve efficiency inside warehouses.
The layoffs were first reported by Business Insider and later confirmed by Reuters. Amazon said it routinely reviews its organisational structure to ensure teams remain aligned with innovation and customer delivery goals. The company did not disclose the exact number of roles affected.
The robotics cuts are part of a broader restructuring that has been underway for months. Since October, when Amazon initiated layoffs affecting roughly 14,000 corporate employees, the company has eliminated nearly 30,000 white-collar roles. These reductions are linked to efficiency gains driven by artificial intelligence as well as efforts to streamline internal processes.
The restructuring has also coincided with strategic shifts in Amazon’s robotics development. Earlier this year, the company paused work on “Blue Jay,” a robotic arm system unveiled at a previous technology event. The multi-arm robot was designed to pick multiple items simultaneously in tight warehouse environments but development of the project was halted in January.
Beyond robotics, Amazon has also trimmed smaller numbers of roles across its devices and services, books, podcasts and public relations teams, reflecting a broader effort to recalibrate spending priorities. Even with these cuts, corporate layoffs represent a small share of Amazon’s global workforce, which stands at around 1.5 million employees, the majority of whom work in fulfilment centres and other hourly roles.
Other technology companies are following similar paths. Meta Platforms has reduced roughly 10 per cent of its Reality Labs workforce even as it commits $40 billion towards expanding AI infrastructure. Platforms such as Pinterest and eBay have also cut hundreds of roles while redirecting investment into artificial intelligence development.
Automation is simultaneously transforming sectors outside technology. Logistics giant United Parcel Service has announced plans to eliminate up to 30,000 jobs in 2026 as it expands automated sorting facilities and deploys new delivery technologies. The shift is expected to generate about $2 billion in annual savings.
The financial sector is undergoing similar adjustments. Morgan Stanley has cut about 2,500 jobs across investment banking and wealth management, even as the firm reported strong revenues.
Three structural forces are driving the current wave of layoffs. The first is the rapid shift from AI experimentation to AI deployment at scale, where automation is replacing routine analytical, administrative and coding tasks.
The second is organisational flattening. Companies such as ASML and Citigroup are removing layers of middle management to create leaner corporate structures. Analysts estimate that director and senior manager roles account for nearly 45 per cent of corporate layoffs this year, highlighting the dismantling of the traditional middle-management layer.
The third trend is what economists describe as “invisible unemployment.” While layoffs dominate headlines, hiring freezes are quietly tightening the job market. Surveys indicate that around 66 per cent of CEOs do not plan to increase headcount in 2026, leaving displaced workers and new graduates facing fewer opportunities.
The ripple effects are already being felt in the broader economy. In India, investors are reassessing the outlook for technology-driven cities such as Bengaluru and Hyderabad, where real estate stocks tied to the tech sector have reportedly fallen by as much as 20 per cent amid concerns that slower hiring could weaken demand for premium housing and office space.
In the United States, the unemployment rate remains around 4.3 per cent, but economists caution that the full impact of layoffs may not yet be visible because severance packages keep employees on payroll for months after job cuts are announced.
Taken together, these developments suggest that the wave of layoffs seen over the past two years may not be a temporary correction but part of a deeper transformation in the global workforce. As corporations prioritise AI investment, operational efficiency and leaner organisational structures, the question facing employees and policymakers alike is becoming increasingly urgent: is 2026 truly shaping up to be another year defined by layoffs?
