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2025-01-08
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TikToker teaching science hopes short-form video will become part of curriculumIs there a single TV show that, for the entirety of its run, managed to keep its story going without any retcons? For one reason or another, it is common to see a popular series amend or completely disregard a pre-established story or character detail, often leading fans to wonder if they are losing their minds. Don't worry: you're not crazy but merely a victim of some confusing or even just annoying TV retcons like the following. Cory And Topanga's Origins (Boy Meets World) The romance between Cory Matthews (Ben Savage) and Topanga Lawrence (Danielle Fishel) could have been the perfect sitcom love story if the classic TGIF comedy could keep the details of their relationship straight. When Fishel first joined the Boy Meets World cast , she was initially introduced as the weird student in Cory's elementary school class but, when she is later reinvented as his love interest, the show tries to play them off as sweethearts since childhood. Dan Is Alive (Roseanne) Not only is Season 9 of Roseanne , in which the Conners ' lives change when they win the lottery, revealed to be a fantasy in the series finale but we also learn that Dan ( John Goodman ) was dead the entire time, having suffered a heart attack. This controversial plot twist was ignored in 2018 when the sitcom was revived for a tenth season before it was rebranded as The Conners . The Fate Of Frasier's Father (Cheers/Frasier) On one episode of Cheers , Frasier Crane ( Kelsey Grammer ) tells his friends at the bar that his late father was a research scientist. However, in Frasier's self-titled and equally beloved TV show spin-off , we see Martin Crane (John Mahoney) is alive and well and a retired cop. In an episode where Ted Danson appears as Sam Malone, the show tries to explain that Frasier's dad was "dead to him" at the time after a bitter argument. Sara Was Not Dead After All (Prison Break) In the third season of Prison Break , Michael (Wentworth Miller) learns that Sara (Sarah Wayne Callies) was kidnapped and beheaded, only to see her come back in Season 4, which reveals it was never actually her head. In reality, the reason for the character's demise was due to a dispute involving Callies' contract but, when she was able to work out a deal to return to the series, her earlier death was rewritten as a head fake. Jimmy Olsen Was Not Who We Thought He Was (Smallville) In its sixth season, the acclaimed DC TV show Smallville introduced the iconic character of photographer Jimmy Olsen (Aaron Ashmore), only to kill him off three years later. It is at his funeral that we learn that his real name is Henry James Olsen and that the real Jimmy Olsen was his never-before-seen little brother the whole time. Kramer Was Originally Named Kessler (Seinfeld) In the pilot episode of Seinfeld , Jerry ( Jerry Seinfeld ) calls his next-door neighbor by the name Kessler but, from the next episode on, Michael Richards' character is referred to as Kramer, after Larry David 's real-life friend on whom the role is based. The series tries to explain this in Season 9's "The Betrayal" with a flashback to the characters' first meeting when Kramer tells Jerry that the name on his buzzer is incorrect. CINEMABLEND NEWSLETTER Your Daily Blend of Entertainment News Bobby's Death Was All A Dream (Dallas) When Patrick Duffy decided to quit the CBS primetime soap opera, Dallas , his character, Bobby Ewing, was written off the show in Season 8 when he was run over by his sister-in-law, Katherine Wentworth (Morgan Brittany), and was buried after succumbing to his injuries in the Season 9 premiere. However, after the writers urged the actor to come back to the cast, the Season 10 opener revealed everything that happened in the previous season was imagined by his wife, Pamela Barnes Ewing (Victoria Principal), in her sleep. Gossip Girl's True Identity Does Not Make Sense (Gossip Girl) As revealed in the series finale of Gossip Girl , Dan Humphrey ( Penn Badgley ) was the mysterious blogger the entire time but, if that's true, why does he act surprised by several posts about him, his friends, and his relatives in earlier episodes? Furthermore, Gossip Girl publicizes the fact that Dan and his girlfriend, Serena van der Woodsen ( Blake Lively ), share a half-sibling, which he adamantly wants kept secret. So, why on Earth would he make that public, even anonymously? What Ever Happened To Judy Winslow (Family Matters) YouTuber Vee Infuso debunked an urban legend believing that the youngest Winslow child, Judy, once walked up the stairs in a Season 4 episode never to be seen again. While Jaimee Foxworth's actual final appearance in the Family Matter cast came later that season in "Mama's Wedding," her subsequent absence (due to the writers having nothing interesting to come up with for her ) was never explained nor acknowledged for the remainder of the series. The First Time Chandler Said "I Love You" To Monica (Friends) In one of the most ridiculous Friends episodes , "The One Where Everyone Finds Out," Chandler (Matthew Perry) is coerced by Phoebe's (Lisa Kudrow) feigned seduction into admitting that he is in love with Monica ( Courteney Cox ) to everyone's surprise, including her own. However, the otherwise touching moment seems to forget about an earlier Friends Thanksgiving episode , "The One With All The Thanksgivings," in which Chandler lets his feelings for Monica slip when she surprises him with a turkey on her head. A Time Lord's Maximum Number Of Regenerations Changes (Doctor Who) Early on in the long-running, classic sci-fi TV show 's history, it is established that the title character of Doctor Who , like all Time Lords, can only regenerate a total of 13 times. However, that rule has since been negated as the 13th Doctor actor, Jodie Whitaker, was later replaced by Ncuti Gatwa. The History Of Superheroes Dates Back Longer Than We Thought (Arrowverse) After adopting his vigilante alter ego at the beginning of the hit series, Arrow , Oliver Queen (Stephen Amell) is said to have become the first superhero. Yet, later down the road as the Arrowverse franchise would continue to evolve with its multiple spin-offs, it was discovered that superhero teams have existed as early as World War II. Kimmy Gibbler's Sibling Count (Full House/Fuller House) When Kimmy Gibbler is first mentioned in the 1987 pilot for Full House , D.J. Tanner (Candace Cameron Bure) says she has three sisters but the character (played by Andrea Barber) says in Season 3 that her parents stopped having kids after her. This could imply she is merely the youngest in her family but she was also known to mention having an unseen older brother named Garth. Furthermore, in Netflix's revival, Fuller House , we are introduced to her younger brother, Jimmy (Adam Hagenbuch). Dean Loses His Urban Philosophy (Gilmore Girls) When Jared Padalecki first joined the Gilmore Girls cast as Dean, the character was introduced as a Chicago native who had moved to Stars Hollow fairly recently and loves obscure books and movies. However, when New York transplant and obscure book and movie lover Jess (Milo Ventimiglia) is brought into the mix, Dean is suddenly reinvented as a more rural individual who has lost his cultural interests and thinks of Stars Hollow as his true home after living "most of his life" there. The Disappearance Of Donna's Sister (That '70s Show) We are willing to bet that, even if you considered yourself a huge That '70s Show fan, you had absolutely no recollection that Donna (Laura Prepon) had a sister. Tina Pinciotti (Amanda Fuller) makes one appearance in Season 1 and is subsequently mentioned only once more in a throwaway joke from Season 2's "Vanstock" but, from that point on, Donna is referred to as an only child. Daenerys Goes Bad (Game Of Thrones) Here is an example of something that is not so much a retcon but a deeply confusing and quite maddening TV character evolution that suddenly comes out of nowhere. One of the most heavily criticized aspects of the eighth and final season of Game of Thrones sees the normally level-headed and fair Daenerys (Emilia Clarke) become a coldhearted tyrant who commits unimaginably brutal crimes without a second's hesitation. Are Jason And Cheryl Really Twins? (Riverdale) There are a number of notable inconsistencies regarding the characters in the Riverdale cast , but one of the more glaring involves Cheryl Blossom (Madelaine Petsch) and her brother, Jason (Trevor Stines). While initially established as fraternal twins, later episodes of the Archie Comics-inspired dramedy imply that they are in two different grade levels at school. Who Made Spike A Vampire? (Buffy The Vampire Slayer) A lot of Buffy the Vampire Slayer fans like to count the sudden appearance of Buffy's never-before-seen younger sister Dawn (Michelle Trachtenberg) as a retcon. However, the sentient form of power's inclusion is explained by fake memories implanted into the characters' minds after she is sent to Buffy (Sarah Michelle Gellar) to protect, so we are not counting that. Instead, we will mention how Spike (James Marsters) refers to Angel (David Boreanaz) as the vampire who turned him until it is later revealed that Drusilla is his true sire. Why Sheldon Knocks Multiple Times (The Big Bang Theory) One of the most iconic running gags on The Big Bang Theory is Sheldon Cooper's (Jim Parsons) compulsion to knock on people's doors three times, which was only first introduced in Season 2. However, in Season 10, he explains that he formed the habit after accidentally walking in on his father having an affair and wants to give people enough time to "get their pants on" with his courteous and incessant signal. When Claire Gets Her Powers (Heroes) In the first season of Heroes , it is established that Claire Bennet (Hayden Panettiere) developed her rapid healing ability later in life when she hit puberty. However, in a later episode when she meets her birth mother, it is revealed that she was indestructible even when she was an infant. The Rules Of Being A Vessel Are Inconsistent (Supernatural) At one point in the 15-season run of Supernatural , it is established that being a vessel for a spiritual entity will result in the host's death once the entity no longer requires their physical form. However, Sam (Jared Padalecki), Dean (Jensen Ackles), and even the Lucifer-possessed President Jefferson Rooney (David Chisum) end up just fine after their time as a vessel ends. Tina Admits She Was Faking Her Stutter (Glee) When Tina (Jenna Ushkowitz) is first introduced in the first season of Glee , she speaks with a stutter that suddenly disappears after she joins the glee club. She eventually reveals she faked it hoping that it would make Artie Abrams (Kevin McHale) like her more. Randy Suddenly Gains An Uncle (Monk) Even a detective show as clever as Monk has been known to make a few logical errors from time to time. For instance, Lt. Randy Disher (Jason Gray-Stanford) says at one point that he has two aunts but no uncles but, in the Season 5 episode "Mr. Monk Visits a Farm," he inherits land from a recently deceased family member... his uncle, Harvey (Jack Kehler). President Barlett's Death Tax Repeal Veto Is A Surprise (The West Wing) In Season 2 of creator Aaron Sorkin's The West Wing , it is mentioned by political commentator Mark Gottfried (Ted McGinley) that President Josiah Bartlett (Martin Sheen) vetoed a Republican-backed education package. However, in the following season when he vetoes a repeal of the "death tax," it causes an uproar as people claim he had never used the veto before. Barney Suddenly Knows How To Drive (How I Met Your Mother) In Season 2 of How I Met Your Mother , we discover that Barney Stinson (Neil Patrick Harris) not only does not know how to drive a car but is absolutely terrified to get behind the wheel. Yet, two seasons later, in one of the best HIMYM episodes , "As Fast as She Can," he makes multiple attempts to get a speeding ticket to prove he can talk his way out of one and is also seen driving plenty of times afterward. Perhaps he could have worked up the courage to finally learn how to drive by then but there is absolutely no mention of it, making his sudden acquirement of this skill a bit sudden. Fans Still Missed Moriarty (Sherlock) At the end of Sherlock 's third season, a message from the detective's archnemesis, Moriarty (Andrew Scott) suggested the criminal mastermind would play a pivotal role in the following season. Unfortunately, fans would discover that he had no involvement in Season 4, which is less of a retcon and more of an infuriating cop-out. Walker Blood Is Not A Source Of Infection (The Walking Dead) Early seasons of The Walking Dead established that getting blood from one of the undead in your eyes or mouth or in a wound would prove fatal, yet later seasons ignore this rule almost completely. This retcon goes further than just the TV series as it is an acknowledged and important detail in the Robert Kirkman-penned comic book series that inspired the AMC hit. Al Dreamt Peg's Pregnancy (Married.... With Children) By the end of Married... with Children 's first season, half of which saw Peg (Katey Sagal) pregnant, it is revealed to have been all Al's (Ed O'Neill) dream but there is actually a dark truth to this retcon. As the actor explains in her memoir, Grace Notes , Sagal's real-life pregnancy at this time was written into the show but when she suffered a miscarriage, it was decided that the show would not bring another child into the cast. SpongeBob Knew Sandy As A Child (SpongeBob SquarePants/Kamp Koral: SpongeBob's Under Years) In the second-ever episode of SpongeBob Squarepants , "Tea at the Treedome," we see the title character (voiced by Tom Kenny) meet Sandy Cheeks (Carolyn Lawrence) for the very first time. However, the prequel spin-off, Kamp Koral: SpongeBob's Under Years , suggests that the sea sponge and the squirrel knew each other when they stayed at the eponymous camp as children. Peggy's Mom Keeps Changing (King Of The Hill) The first time King of the Hill introduces Peggy's mother, she is depicted as a suburban homemaker but is later reinvented almost completely as the wife of a bitter old rancher. That is not even counting the fact that, in an episode when Bobby's secret admirer turns out to be his grandmother playing a trick, the elderly woman in question is neither Hank's nor Peggy's mother. Andy's Father's Name Changes (The Office) In NBC's The Office , after proposing to Angela (Angela Kinsey), Andy (Ed Helms) refers to his mother and father as Andrew and Ellen Bernard, implying that he is Andy Bernard Jr. However, when we meet his parents in "The Garden Party," the father is identified as Walter Bernard Sr. (Stephen Collins) and Andy explains that he used to be named Walter Jr. before his younger brother (played by Josh Groban) was deemed more worthy of the moniker. The Rules For Transferring Powers (Mighty Morphin Power Rangers) In Season 2 of Mighty Morphin Power Rangers , when Jason (Austin St. John), Trini (Thuy Trang), and Zack (Walter Emanuel Jones) are forced to leave, the team needs to acquire a special sword to transfer their powers to Rocky (Steve Cardenas), Aisha (Karan Ashley), and Adam (Johnny Yong Bosch). However, in the following season, when Kimberly (Amy Jo Johnson) needed to give her powers to Kat (Catherine Sutherland), she just handed over her power coin.China’s richest are selling their trophy homes at bargain prices
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BHOPAL: Nearly five months after National Tiger Conservation Authority (NTCA) granted approval for the translocation of 15 tigers from Madhya Pradesh to Rajasthan, Chhattisgarh and Odisha, the decks are finally cleared for wheels to roll. It would be the biggest relocation of big cats from any one state, though no timeline is fixed yet. Twelve of the animals will be tigresses. MP CM Mohan Yadav on Thursday issued directives for the transfer to enhance tiger conservation efforts across the country. The tigers will be relocated from Bandhavgarh, Pench and Kanha Tiger Reserves. Four tigresses will be sent to Rajasthan, two tigers and six tigresses to Chhattisgarh, and a male tiger and two tigresses will be sent to Odisha. The states that receive tigers will bear the expenses of translocation. Stay updated with the latest news on Times of India . Don't miss daily games like Crossword , Sudoku , Location Guesser and Mini Crossword .King and PM honour former US president Jimmy Carter after his death aged 100
Pedro escaped punishment after swinging an arm at Bees substitute substitute Yehor Yarmoliuk without making contact. VAR reviewed the second-half incident but deemed there was no violent conduct. Frank and Brighton head coach Fabian Hurzeler disagreed about the decision. “As I understand the rules, you can’t swing your arm to try to hit someone,” said Frank. “If you hit them or not, it’s a red, that’s the way I understand the rules.” Frank spoke to the match officials, including referee Andy Madley, about the flashpoint at full-time. “They haven’t seen the situation yet, not on TV afterwards,” said Frank. “To be fair to him, I think the angle can be tricky so that’s why you’ve got VAR.” Asked about Frank’s assessment, Hurzeler replied: “Interesting opinion. I see it completely different. “For me, it’s not a red card. He tried to get free from a person.” Brighton were booed off after their winless run was stretched to six top-flight games. Albion dominated for large periods and hit the woodwork inside four minutes through Julio Enciso. Bees goalkeeper Mark Flekken made some important saves before being forced off injured in the 36th minute, albeit his replacement Hakon Valdimarsson was rarely tested on his Premier League debut. The Seagulls remain 10th ahead of Monday’s trip to Aston Villa, with Brentford a position and two points below moving towards their New Year’s Day showdown with Arsenal. Hurzeler thought the jeers at full-time were unfair. “The team doesn’t deserve that because in all the games we had in the last weeks they were all good, they were all intense, they were all where we thought we deserved more” said the German, whose team have lost to Fulham and Crystal Palace and drawn with Southampton, Leicester and West Ham in recent matches. “We try to work hard to satisfy our supporters, we try to give them what they deserve, we try to make them proud. “But the Premier League is tough. We know there will be (tough) periods we have to go through, especially with this young squad. “We try to stick together, find the positive and keep on going.” Brentford, who remain without a top-flight away win this term, had an early Yoane Wissa finish ruled out for offside following VAR intervention but barely threatened, despite an improved second-half showing. Frank, who is awaiting news on Flekken and defender Ben Mee, who also left the field injured, said: “I thought it was a fair point. “Brighton were better in the first half, no big, clearcut chances, and I thought we were better second half. “Overall, I’m happy with the performance, especially the way we defended. “We haven’t had too many clean sheets this season, so in that context I thought it was very impressive against a good Brighton team. “We know we have a lot of players out – we get two more injuries during the game. “The way the players showed their mentality and character and dug in was hugely impressive.”Hundreds of files are being opened for public viewing under the 30/20 year rule at the Public Record Office in Belfast. Consideration was given to recruiting women into Northern Ireland’s new police force on a 50:50 basis with men to address their “severe under-representation”, declassified files have revealed. However, legal advice was that a policy that half of new recruits to the Police Service of Northern Ireland (PSNI) should be women was “not viable”, a memo from 2002 said. Stormont officials did seek legal advice that year on whether the new force’s policy of recruiting 50% of all officers from the Catholic community could be challenged as discriminatory towards ethnic minorities. Details are contained in documents held at the Public Record Office in Belfast. Hundreds of the files are being opened for public viewing under the 30/20 year rule. The majority of the files deal with events in 2003, although some are from earlier years. The PSNI replaced the RUC in 2001 following a number of reforms proposed by Lord Patten. Catholics had been under-represented in the RUC, so a 50:50 recruitment policy ran for the first decade, meaning one Catholic recruit for every one person from a Protestant or other background. A file shows an exchange of emails between civil servants in the Office of the First Minister/Deputy First Minister (OFMDFM) following a PSNI human rights conference hosted in October 2002. One of the emails was seeking further information on comments at the conference about recruiting people from ethnic minorities to the force. A responding email said: “It’s all about the Patten formula of 50/50 recruitment: 50% Roman Catholic and 50% Protestant and Others. Minority Ethnics fall into the Others. “The issue, at present, is that most applicants still fall into the latter category (around 65% from memory) so this increases the competition within this grouping and makes the candidate less likely to be successful – this could therefore disadvantage Minority Ethnics. “Joe (Stewart) suggested that options could be to move Minority Ethnics to the Roman Catholic Category or alternatively create a 3rd category, say of 2%. “The issue needs further consideration including how any requirement for change could be progressed.” Another email adds: “When the Race Directive was being negotiated, we drew NIO’s (Northern Ireland Office) attention to the 50/50 recruitment policy and suggested they might want to take this up as we thought it could potentially be discriminatory on the grounds of race (likely to be proportionally more non-RC ethnic minorities than RC). “NIO did not not pursue.” Within the file there are clippings from media reports at the time where concern is being raised about the impact of 50:50 recruitment on police numbers after then PSNI chief constable Hugh Orde announced he was axing the force’s band due to resource pressures. Another internal email was then sent on December 12 under the title “50/50 Recruitment and Race”. It says: “Consideration was also given to including women on a 50-50 basis but legal advice at the time was that this was not viable despite their severe under-representation in the police force.” It says the “50:50 split Catholic/non-Catholic has recently survived a legal challenge”. The email continues: “There may still be a point (although unpopular to argue) that the percentage ethnic minority is too small to claim disadvantage/indirect discrimination – ironically the higher the percentage population of ethnic minorities, the stronger would be the claim for advantage/indirect discrimination because the lower the chance of recruitment to the PSNI (ie because the larger the share of the non-Catholic pool). “Interestingly, a stronger challenge could be brought by a young person for age discrimination whom statistics consistently show is more likely to be not religious and so in the ‘non Catholic’ pool. “Politically, there could be difficulties because there is a high profile agenda in GB at present to recruit ethnic minorities into the police service post-Macpherson/Lawrence.” There is also a draft note seeking legal advice on the issue which states that the 50:50 recruitment policy “would seem to be incompatible with the implementation of the (Race) Directive”.
THE PHILIPPINES’ net external liability po si tion widened as of end-September, data from the Bangko Sentral ng Pilipinas (BSP) showed. The country’s international investment position (IIP) stood at a net external liability of $74.2 billion at the end of September, 33.3% bigger than the $55.7-billion net liability at the end of June. Year on year, the net external liability position was also 60.1% wider than $46.4 billion in the same period a year ago. The IIP is an indicator of the value and composition of a country’s financial assets and liabilities. It gauges an economy’s external exposure. “This development was driven by the 10.1% expansion in the country’s external financial liabilities, which outpaced the 4.8% growth in external financial assets,” the BSP said in a statement. Total outstanding external financial assets rose by 4.8% to $254.7 billion at the end of the third quarter from $243.1 billion in the previous quarter. Year on year, it jumped by 9.5%. “The country’s total stock of external financial assets expanded mainly on account of the country’s accumulation of reserve assets, which reached $112.7 billion as of end-September 2024 (or an increase of 7.1% from $105.2 billion),” the BSP said. The expansion in external financial assets was also driven by the growth in the residents’ net portfolio investments in foreign debt securities, which grew by 7.2% quarter on quarter to $33.7 billion from $31.4 billion. It also cited growth in net direct investments in debt instruments (3.3%) and equity capital of their foreign af f iliates (1.7%). Almost half or 46.2% of the external financial assets are reserve assets held by the BSP, equivalent to $117.8 billion. Other sectors accounted for 39.7% of the total or $101.1 billion during the same period while banks kept $35.8 billion (14.1%). Meanwhile, total external financial liabilities likewise climbed by 10.1% to $328.9 billion at end-September from $298.8 billion at end-June. It also jumped by 17.9% year on year. “The country’s total stock of external financial liabilities as of end-September 2024 rose, as most components registered an increase, led by foreign portfolio investment.” Net foreign portfolio investments grew by 18.7% to $104.4 billion during the period. The BSP said this was driven by the “notable increase in nonresidents’ outstanding investments in debt papers, particularly government securities and equity securities of local corporations.” “The high demand for the newly issued government securities at competitive pricing reflected continued investor confidence in the country’s economic resilience, despite global challenges.” “Meanwhile, nonresidents’ outstanding investments in equity securities rose due to upward valuation and additional inflows, mirroring the rise in the Philippine Stock Exchange index,” it added. Other sectors accounted for 58.7% or $193 billion of the country’s total external financial liabilities at the end of September. The rest were held by the National Government and banks, with financial liabilities worth $88.6 billion and $43.4 billion, respectively. The BSP held 1.2% of all external financial liabilities at $3.9 billion, which were mostly in the form of special drawing rights. — Luisa Maria Jacinta C. Jocson
Pedro escaped punishment after swinging an arm at Bees substitute substitute Yehor Yarmoliuk without making contact. VAR reviewed the second-half incident but deemed there was no violent conduct. Frank and Brighton head coach Fabian Hurzeler disagreed about the decision. “As I understand the rules, you can’t swing your arm to try to hit someone,” said Frank. “If you hit them or not, it’s a red, that’s the way I understand the rules.” Frank spoke to the match officials, including referee Andy Madley, about the flashpoint at full-time. “They haven’t seen the situation yet, not on TV afterwards,” said Frank. “To be fair to him, I think the angle can be tricky so that’s why you’ve got VAR.” Asked about Frank’s assessment, Hurzeler replied: “Interesting opinion. I see it completely different. “For me, it’s not a red card. He tried to get free from a person.” Brighton were booed off after their winless run was stretched to six top-flight games. Albion dominated for large periods and hit the woodwork inside four minutes through Julio Enciso. Bees goalkeeper Mark Flekken made some important saves before being forced off injured in the 36th minute, albeit his replacement Hakon Valdimarsson was rarely tested on his Premier League debut. The Seagulls remain 10th ahead of Monday’s trip to Aston Villa, with Brentford a position and two points below moving towards their New Year’s Day showdown with Arsenal. Hurzeler thought the jeers at full-time were unfair. “The team doesn’t deserve that because in all the games we had in the last weeks they were all good, they were all intense, they were all where we thought we deserved more” said the German, whose team have lost to Fulham and Crystal Palace and drawn with Southampton, Leicester and West Ham in recent matches. “We try to work hard to satisfy our supporters, we try to give them what they deserve, we try to make them proud. “But the Premier League is tough. We know there will be (tough) periods we have to go through, especially with this young squad. “We try to stick together, find the positive and keep on going.” Brentford, who remain without a top-flight away win this term, had an early Yoane Wissa finish ruled out for offside following VAR intervention but barely threatened, despite an improved second-half showing. Frank, who is awaiting news on Flekken and defender Ben Mee, who also left the field injured, said: “I thought it was a fair point. “Brighton were better in the first half, no big, clearcut chances, and I thought we were better second half. “Overall, I’m happy with the performance, especially the way we defended. “We haven’t had too many clean sheets this season, so in that context I thought it was very impressive against a good Brighton team. “We know we have a lot of players out – we get two more injuries during the game. “The way the players showed their mentality and character and dug in was hugely impressive.”Government plans to introduce ceremonies for people wanting to become UK citizens had the potential to “damage community and race relations in Northern Ireland”, a Stormont official warned in 2003. The official said the proposal to have “low-key” citizenship ceremonies at Hillsborough, Co Down, was a “tacit admission” of this and instead suggested allowing a “block exemption” from compulsory attendance in the region. Tony Blair’s Labour government introduced the ceremonies for those seeking UK citizenship, with the first ceremonies taking place in 2004, involving participants singing the national anthem and swearing allegiance to Queen Elizabeth II. Tony Blair’s Labour government introduced the citizenship ceremonies (Liam McBurney/PA) Devolved power sharing institutions in Northern Ireland were suspended at the time. Newly declassified files show Ken Fraser, a civil servant at the Office of the First Minister and Deputy First Minister (OFMDFM), sent an internal email to official Linda Devlin setting out his “worries” about the plan. In the email, he said the exclusion of Irish from a list of languages that applicants would be required to have some knowledge of was “puzzling” and seemed “difficult to justify”. “It seems unlikely, however, that the same could be said of Northern Ireland. “UK national symbols and national anthem – which are proposed as an integral part of the ceremony – are associated primarily, if not exclusively with the Unionist community, as is much of the language proposed for the ceremony. “The proposed use of the Union flag and national anthem would appear to be at odds with the sustained attempt – by Government and others – to remove emblems from the political arena within NI.” Mr Fraser said the proposed ceremonies were a “new, and public, institution”. He added: “It is difficult to see how the ceremony itself (which is intended to be compulsory) and the use of symbols and emblems as proposed in the consultation document will promote mutual respect. “I understand, however....that the Northern Ireland Office (NIO) has agreed that such ceremonies will only occur in Hillsborough and have agreed that Registrars from England will perform the task. “This de facto acknowledgement that circumstances are different in Northern Ireland – and not just in respect of local government structures – is to be welcomed. “NIO’s wish to keep citizenship ceremonies in NI low-key is understandable, given the segregated nature of NI society, but the arrangements that they propose for NI seem to be entirely at odds with the proposals which are explicitly aimed at making the citizenship ceremony a ‘community occasion’.” Mr Fraser said a proposed pledge in the ceremony to give loyalty to the UK “would not be acceptable to a significant proportion of the current ‘citizens’ of Northern Ireland”. “The proposals in the consultation document have the potential to damage community and race relations in NI. “It is difficult to see the NIO’s/Home Office’s agreement that ceremonies will only occur in Hillsborough and that Registrars from England will perform the task as amounting to anything other than a tacit acknowledgement of this.” Mr Fraser said the consultation indicated people could be exempt from the ceremony in “exceptional circumstances”. He added: “It might be better all round if there was acknowledgement that exceptional circumstances prevail in Northern Ireland and to allow a block exemption from compulsory attendance.” In response, Ms Devlin said the main thrust of the consultation document was to encourage ideas and suggestions how the ceremonies could be tailored to suit local circumstances and said she would pass on his remarks to the NIO and Home Office.
JioStar, the newly formed media behemoth spawned by the merger of Walt Disney ’s Star and Viacom18 , has the potential to reshape India’s media and entertainment landscape, Vice Chairman Uday Shankar says. “The merger gives us a strong foundation to innovate and experiment, paving the way for transformative change,” he tells Javed Farooqui and Vinod Mahanta in an in-depth conversation that touched upon subjects as diverse as industry structure, vision for the combined entity, and execution challenges in synergy capturing. Announced last week, the merger has created a company with Rs 26,000 crore ($3.1 billion) in combined revenue for FY24, reaching 750 million viewers through 115 TV channels under the Star and Colors brands. It also includes two of India’s leading streaming platforms, JioCinema and Disney+ Hotstar. In this exclusive interaction, Shankar discusses the vision for building India’s largest media and entertainment company, the challenges of competing with global tech giants, strategies to address sports business losses, and the future for television that many believe is in an attritional decline. Edited excerpts: Will the scale of JioStar be able to create a powerful differentiating factor? This merger presents a tremendous opportunity to redefine the relationship between content and consumers, as well as with key stakeholders like advertisers and distributors. While the merger itself doesn’t directly alter the consumer’s experience, it lays the foundation for us to innovate and experiment in ways that could transform the industry. With our combined reach of 750 million people and significant presence across critical content pools, we have the scale to lead impactful change. In my experience, when the industry leader takes bold steps that resonate with consumers, others tend to follow. This is especially important in a media landscape that’s undergoing rapid transformation globally and here in India, driven by technology and evolving consumer behaviours. Television, in particular, remains a dominant force in India, and I believe reports of its decline are premature. Yes, every medium has its lifecycle, but television in this market still has a long way to go. The merger gives us the ability to explore new ideas and create offerings that strengthen the connection between content and audiences while adapting to the broader changes shaping the media and entertainment landscape. Artificial Intelligence(AI) Mastering C++ Fundamentals with Generative AI: A Hands-On By - Metla Sudha Sekhar, IT Specialist and Developer View Program Strategy Succession Planning Masterclass By - Nigel Penny, Global Strategy Advisor: NSP Strategy Facilitation Ltd. 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There’s a significant opportunity to reinvent, revitalise, and make TV stronger and healthier. On the other side, the streaming business offers immense growth potential. With 700-750 million people using mobile phones and consuming data in some form, we have a huge opportunity to connect with each one of them, given the compelling nature of our content. But achieving this isn’t just about providing content—it’s about transforming the entire consumer experience. India is evolving rapidly, and with that comes the need for innovation across the content ecosystem. From how we create and offer content to how we monetise and produce it—everything needs to adapt. This merger gives us the scale to experiment, innovate, and execute these changes on a much larger level. It’s about reimagining what the future of entertainment can be, both in traditional and digital spaces. And how do you intend to go about doing this? By fundamentally changing the way content creation works, though it’s not something that can happen overnight. We already have a lot of content that’s performing well, and we’re running a successful business. It’s essential not to disrupt that core too much or too quickly. This process has to be calibrated. We’ll start by experimenting selectively, seeing what works, and scaling up successful initiatives. As new ideas and content take shape, some of the older approaches will naturally phase out. It’s a dynamic process, and while I can’t say we have a fully defined plan at this stage, we are firmly committed to this strategic direction and evolving with the changing needs of the audience. The merged entity includes a profitable entertainment segment but also loss-making digital and sports businesses. Will these losses impact the overall financial health of the new entity? Historically, when Star made significant bets, such as investing heavily in IP, there were similar concerns. Many believed Star was taking an enormous risk, but those investments worked out brilliantly. Star built a high-quality, integrated sports franchise and monetised the IPL, which turned out to be a game-changer. On the back of the IPL, Star was able to create Hotstar, which would have been impossible otherwise. Additionally, Star leveraged its integrated sports and entertainment content to secure a disproportionately large share of distribution revenues. In our case, while some expensive rights exist, they are typically short-term—3 to 5 years at most. This has both drawbacks and advantages. The short tenure allows us to assess and recalibrate quickly. The entertainment segment is robust and financially strong. Our streaming business, while at scale, continues to operate at a loss as part of the ongoing investment phase. However, these investments are essential to building a future-proof ecosystem. With the right strategies and synergies, we’re confident in managing these dynamics to strengthen the overall financial health of the new entity. But even the streaming business is operating at a loss? Right now, yes, it’s still in the investment phase, but that’s intentional. Take sports rights, for example—JioCinema wasn’t profitable initially, but that was a conscious choice. We were building a platform that didn’t exist before, and no business starts making money from day one. First, you build the product, create the market, bring it to customers, and then you start monetising. With JioCinema, we knew that putting IPL on the platform wouldn’t make money immediately—it was about investing in growth and building the foundation. Now, the platform has matured, and we’ve established a solid customer base on both the ad and consumer sides. This allows us to start recasting our strategy and become more disciplined. For instance, with the recent Asia Cup rights, we chose not to bid because it didn’t align with our strategic priorities. While we are willing to invest heavily in assets that are strategically important, we’re disciplined about evaluating their long-term value. Back in 2017, when we invested in IPL at Star, many thought it was expensive. But without that investment, we wouldn’t have been able to build a world-class TV sports franchise and Hotstar. Looking ahead, we’ll continue to evaluate expensive rights. We’ve carried the burden for some time, and as the renewal periods approach, we’ll decide whether it makes sense to continue or to pivot. It’s all about being strategic and disciplined. When you say some of the rights are expensive, are you referring to those that came with the merger? That’s all history now. Everything is part of us, and we were fully aware of the rights we were inheriting when we made the deal. So there’s no point in revisiting that. That said, the cumulative value of the rights is significant—no question about it being onerous. However, we’re optimistic that we’ll be able to create incremental value from these assets to justify the investment. What is the board’s mandate to you in terms of profitability, users, and scale? To clarify, I’m not directly running the company. We have a team of executives, including three CEOs (Kevin Vaz, Kiran Mani, and Sanjog Gupta), who are responsible for the day-to-day operations. My role is more about shaping the strategy and guiding the leadership team. I’m part of the team that establishes the mandate, but execution lies with the operational leaders. I’ve made an investment from my fund in this business, and there are other shareholders, with Reliance being the controlling shareholder. Naturally, there’s a clear expectation that this business will deliver very attractive financial returns—that’s the foundation on which I’ve raised money from my investors. Reliance, as a highly business-focused company, has similar expectations. It’s a given that we need to generate strong returns on investment and capital. However, beyond financial returns, I have a very clear mandate from Reliance and other stakeholders: to redefine the media and entertainment ecosystem and prepare it for the future. While the media already has massive reach, I believe there’s a far greater opportunity to deliver content people love, whenever they want it, to the entire population of the country. Previously, distribution was the biggest barrier, but that challenge has largely been addressed with the proliferation of mobile and broadband, a revolution that Reliance itself has been instrumental in driving. This transformation creates an incredible opportunity to reimagine how content reaches and engages audiences at scale. I believe there’s a significant opportunity to drive deeper penetration and better consumption of content. To achieve that, we need to completely rethink how we approach content creation and delivery. This is what I referred to earlier—we must redefine many aspects of the process. One key issue is the current concentration of content production and supply, particularly Hindi-language content, which remains heavily centralised in Mumbai. This model has its limitations. Gone are the days when a single production ecosystem could cater to the entire population north of the Vindhyas. India is changing rapidly, with people’s tastes, aspirations, and expectations undergoing a dramatic transformation. To keep up with these shifts, we need to diversify and decentralise how and where content is created. That’s just one example of the kind of changes we’ll need to make to meet these evolving demands effectively. You’ve said that the obituary of television has been written prematurely. Do you believe that the TV business still has a lot of potential in India? Let me explain why I say that. In the US, television became very expensive, with consumers paying $60, $70, or even $80 as the minimum monthly cost. Streaming emerged as a cheaper and more convenient alternative—you paid $10 for a streaming service and got access to a wide library of content. While it wasn’t fresh content, it didn’t matter because most consumers hadn’t seen it yet, and they enjoyed the convenience of watching on their own schedule. Streaming addressed both affordability and convenience in that market. In India, however, the dynamics are entirely different. Television is already extremely affordable, while streaming services aren’t as inexpensive. The Western narrative that TV is dying because consumers are shifting to streaming to save money simply doesn’t apply here. In fact, the global streaming landscape is evolving too. With so many streaming services now available, consumers in markets like the U.S. are spending more collectively on subscriptions than they did on cable or TV. This just reinforces the point that television’s role, especially in India, remains strong and far from obsolete. But isn’t it the case that once people cut the cord, they’re unlikely to return to traditional TV? Once people get used to streaming, no, they’re not coming back. However, the number of streaming services in existence today is overwhelming, and many are struggling—except for one or two that are doing well. Affordability and quality of product remain a major factor. My point is that for any platform to succeed, the product must be both attractive and affordable. In India, television’s biggest strength is its affordability. It delivers content that, while it might not appeal as much to certain segments of the urban elite, connects deeply with a vast population across the country. That connection gives television enduring power, and I believe it will remain relevant if reinforced with more innovation. There’s a strong case for greater creative innovation on both sides—television and digital. Right now, both seem to be following predictable templates, and that’s where the opportunity lies: breaking out of the mould and offering something fresh and engaging. Additionally, pay TV subscriptions have seen a significant decline over the past few years. What’s your perspective on this trend? There are two or three key points here. First, the decline in pay TV numbers isn’t the full story. What really matters is the overall television universe, including free TV (DD Free Dish), and that hasn’t come down. In a value-conscious market like India, if consumers don’t see enough value in pay TV but find reasonable value in free TV, they’ll naturally migrate to free TV. What exacerbated this trend is that many pay TV providers began offering their content on free TV platforms (DD Free Dish). Once that happened, why would a consumer pay for something they could watch for free? However, live sports remains a stronghold for pay TV. It continues to perform exceptionally well because live sports are a unique draw—they’re best experienced in real time, and the TV viewing experience for live sports is unparalleled. While some mandatory sharing of live sports happens on platforms like Doordarshan, the core TV experience for live sports remains a major pull for audiences. And I believe Star Sports has set the benchmark for creating a robust ecosystem that delivers an exceptional viewing experience. People aren’t walking away from that—it’s all about maintaining a compelling value proposition. Let me give you some background to illustrate this point. Back in 2007, when I took over Star, there was a similar narrative—television was said to be in decline, people weren’t paying, ratings were dropping, and so on. Around the same time, Colors entered the market, shaking things up and sparking intense competition. The battle between Star Plus and Colors played out over several years, but it also led to a significant surge in the reach of Hindi entertainment. Suddenly, audiences were seeing fresh, engaging content, and they were excited again. Another example is when we experimented with Satyamev Jayate. It brought in entirely new audiences and reinvigorated interest. Media thrives on innovation and creative disruption. It’s not just about maintaining the status quo—it’s about constantly finding ways to excite and engage audiences with something fresh and meaningful. That’s the essence of this industry. The key difference between then and now is that, back then, we only had television screens, whereas today, the widespread adoption of smartphones has introduced multiple screens into our lives. It doesn't make any difference to me as a media company since we are providing content across screens. If your universe of monetisation expands, unit values don't matter. We have created an artificial divide between TV and digital. Viewers don't see that way. They go to the screens that are easily available to them and the experience that they want. For a laid-back, relaxed experience, they will go to broadcast TV or connected TV. They will watch it on mobile if they want to watch content on the go during the weekday. We just want to be ubiquitous on all screens and create great experiences for consumers. Many traditional media companies, including Viacom18 and Star, have been heavily investing in digital platforms, often at the expense of television. As a result, investments in TV have significantly decreased, with funds shifting towards digital. Given your optimistic outlook on television, will you be increasing your investments in this area? I can’t speak for what others are doing—those decisions are made by their leadership teams. But we’re very clear that we’re not cutting down investments in one area to favour the other. We see significant growth potential in both digital and TV. Of course, digital is growing at an incredible rate, so naturally, we’ll need to allocate more resources to fully capitalise on that massive universe, which is set to become a billion screens. However, that doesn’t mean we’ll reduce investments in TV. In fact, given the strength of the franchises and brands (Star and Colors) we have on the TV side, we intend to invest even more in television. It’s a different scenario now compared to when we were at Viacom18, which had a smaller television business. Back then, we had to prioritise, and it wasn’t feasible to grow a small TV business while simultaneously building a large digital platform. Now, with a strong presence at scale in both TV and digital, there’s no reason not to continue building on both fronts. Even today, nearly $10 billion (Rs 83,000 crore) of revenue comes from traditional TV business. Why would we step back from such a significant space? Instead, we’ll double down on investments to ensure both platforms thrive. Do you consider big tech companies to be a significant threat to traditional media companies? I wouldn’t call them a threat, but they are certainly formidable players with immense resources. They’ve built scale at a global level and have access to vast amounts of data, which gives them a significant advantage in terms of targeting. However, I don’t see them as direct competition. The market is large enough, and the growth opportunities are substantial enough for multiple operators to thrive and grow. Big tech will continue doing what it does, but that doesn’t mean traditional media companies can’t succeed and scale alongside them. The key lies in ensuring we build the right safeguards to protect consumer interests while leveraging our strengths to grow. While big tech excels in technology, traditional media has its own unique value propositions, and there’s plenty of room for both to coexist and flourish. Media companies don’t necessarily need to replicate the data-driven ad stack that big tech companies excel at. Trying to compete on their turf, where you’re already at a disadvantage, doesn’t make sense. In my view, media companies should focus on what they’re inherently good at—creating compelling content and building strong consumer connections. It’s about running your own race, staying confident in your strengths, and recognising that every runner has a different style. The key is to leverage what makes you unique rather than chasing a game designed for someone else’s strengths. What time frame are you considering for integrating the two organisations? There’s no fixed rule for how long integration should take, although these processes can often drag on. From the very beginning, it was clear that I didn’t want the organisation to be paralysed by volatility, uncertainty, or a lack of clarity. We announced the merger last week and have already moved quickly. In fact, one of the unique aspects of this merger is that we announced the entire senior-level leadership team on the very day of the merger. I’m fully committed to finalising all aspects of the integration in the next few weeks and then focusing on creating value in the business. Whatever it takes, we’ll make it happen. From my experience handling other mergers, I know the uncertainty these processes can create, and that uncertainty can be damaging to the organisation, especially to smaller teams. We’re determined to avoid that and move forward decisively. We have brought in EY to help with the integration. Given the potential duplication of roles, will there be layoffs during the integration process? Wherever there’s more than one person for the same role, we’ll first look to find them another meaningful position within the organization. However, in some cases, there may be redundancies. We’re committed to managing this process thoughtfully and transparently. You know both sides are very familiar with each other. It's a small ecosystem. Given the likely overlaps of channels during the integration process, how do you plan to address this issue? Yes, there may be some overlaps, but our primary focus is ensuring that corporate actions don’t disrupt the consumer experience. A viewer of Star Plus is a committed viewer of Star Plus, and the same goes for Colors. Just as we aim to minimise internal confusion, we are equally committed to avoiding any confusion for external stakeholders, whether they are advertisers, consumers, or producers. Each company has its own relationships, and we don’t want to disrupt those in the name of efficiency. The goal isn’t to force changes unless they genuinely enhance the experience or add value. Simply put, we won’t make changes just for the sake of it. For now, all these brands will continue as they are. Of course, there are certain obligations imposed on us by the Competition Commission of India that we’ll need to adhere to, but beyond that, there are no immediate plans to make significant changes. Have you decided whether to keep both streaming apps separately, or will you combine them to create a super app? That’s exactly the kind of discussion we’re having—exploring the merits of various approaches. There are strong arguments on both sides, whether to differentiate the platforms by content type or take another route. Personally, I’ve spent more time debating this specific aspect of the integration than almost any other topic. It’s a critical decision that requires careful consideration. Do you expect a shake-up in the broadcast industry due to the size and scale of JioStar? On the TV side, I don’t see much of a shake-up. Essentially, what’s happened is that four companies have consolidated into three. While there’s a change in ownership and some consolidation, it’s not the kind of shakeup it’s being portrayed as. For advertisers, consumers, and producers, the impact will likely feel minimal. What I do believe, however, is that this consolidation presents an opportunity to create incremental value. We’ll experiment, and in my experience, when the leader experiments successfully, it often sets a new norm for the market. This has the potential to benefit the entire industry. In fact, I’ve seen this happen before—moments like these often invigorate the industry, infusing it with fresh energy and creativity. I hope this merger will lead to something similar, bringing renewed momentum to the broadcast space. Considering the merger of two major players and Sony's cautious bidding approach, do you anticipate a correction in sports rights costs during the next cycle? We chose not to bid for the Asia Cup this time because the base price was set at a level we didn’t find viable. As you mentioned, we already have a substantial sports portfolio with serious financial commitments, so we decided to sit this one out. I believe the cricketing world needs to address a critical issue: the current model, where buyers rarely make money while rights holders continue to profit, is simply unsustainable. Disproportionate value in cricket comes from one market—India—and within that market, it’s heavily reliant on the media sector. For the long-term health of the ecosystem, rights owners need to consider the interests of broadcasters. If they don’t, it’s a shortsighted approach that risks undermining the very market they depend on. Sustainable partnerships are key to ensuring the growth and success of the sport and its stakeholders. Do you view losses as one of the primary challenges for JioStar over the next two to three years, particularly in relation to sports rights? This is especially relevant considering that, unlike Star, entertainment profits might not be sufficient to balance out the losses from sports. First of all, I wouldn’t say that entertainment profits are capped or unable to grow. I believe there’s still substantial headroom for growth in TV entertainment, and even more so on the digital entertainment side. In sports, I see significant opportunities for incremental value creation within the business itself. The key is to unlock that potential effectively. As for entertainment, if our content is compelling enough to consistently deliver 25–27% viewership on TV, there’s no reason it shouldn’t generate similar engagement on the digital side. The challenge is curating the digital experience better—leveraging advanced technology and deeper customer insights to enhance the way audiences interact with our content. It’s not about compensating for losses but about realising untapped value across both entertainment and sports. With the right focus and strategy, I’m confident we can achieve sustainable growth in both areas. Will JioStar go public some time in the future? That decision rests entirely with the controlling shareholder. At this point, an IPO isn’t something we’re actively considering. Our focus is on building a strong, scalable business that could support a highly successful IPO, if and when the time comes. Whether there will be an IPO, I can’t say. As for myself, I will need an exit eventually, but there are several ways to achieve that beyond just an IPO. How did the talks between Star and Viacom18 begin? The conversation started between the principal stakeholders at Reliance and the senior leadership on the Disney side. I believe there was an understanding that if the two companies came together, it would address many of the emerging challenges in the media landscape. You have to understand that, whether it’s television or digital, the biggest challenges aren’t coming from within the media industry itself—even in India. The real challenges, in terms of value and consumption, are coming from global tech media companies. There was a shared appreciation of this reality, and I think that’s what led to the belief that joining forces could help reset the landscape and create a stronger foundation for the future. That’s how the talks began. How did you find yourself at this stage after leaving Star in 2020? To be completely honest, these things don’t happen overnight—it’s a process, a series of conversations, and decisions along the way. When I was leaving Star and Disney after serving as Head of Asia Pacific for Disney, I thought my time in media was done. For someone who never set out to be a CEO, even for a day, it wasn’t part of my ambition. I started as a journalist, and my only goal was to become a good editor, which I achieved. I was fortunate enough to create brands I was proud of and found fulfilment in that phase of my career. What happened next was almost serendipitous. One thing led to another, and I was brought into Star, where I spent close to 15 years. It was an incredible journey, but when the time came, I had to ask myself: Do I continue doing this for a few more years, or do I take a leap and try something new? It was clear that this wasn’t going to be the final chapter for me. It wasn’t an easy decision, but I felt ready to move on and explore what else was out there. And here I am, in a role and space I never could have fully envisioned back then. And then there were areas of personal interest that I felt strongly about, given my background and experiences. I’ve always had a point of view on social issues, and earlier in my career, news was one way for me to engage with those. I also deeply believe in the power of media, both entertainment and news, as a socially transformative tool. However, having already explored those avenues, I began to think about what else could make a meaningful impact. One area that always excited me was the power of technology to solve big social and consumer problems in India—especially in sectors where access and affordability have been longstanding challenges. Two areas stood out in particular: education and healthcare. These are deeply personal to me because I’ve seen parts of India where access to both is severely limited and the impact that lack of access has on people’s lives. At the same time, I’ve witnessed the incredible transformative power of ensuring availability and affordability in these critical areas. That realisation has fuelled my interest in exploring how technology can be leveraged to bridge these gaps and create lasting change. We are all fortunate to be sitting around this table because we had access to good education. That realisation led me to consider two possible paths to make a difference—one through a not-for-profit model and the other through a corporate structure. Early in my career, I spent several years in the not-for-profit sector, so I’ve seen that world up close. I worked with organisations like Anand and was closely associated with the Centre for Science and Environment (CSE), where I served as Associate Director for many years. Those experiences shaped my understanding of how impactful not-for-profits can be, but they also highlighted the challenges of scaling their efforts. That’s what made me curious about exploring a corporate approach to tackling some of these pressing issues, combining purpose with scale and sustainability. I realised that while the intent behind not-for-profit work is always admirable, its impact is often constrained by scale. You’re limited by the resources you can secure and constantly dependent on external funding. For me, the challenge was how to tackle social issues in a way that allowed for meaningful, scalable impact. That’s when I decided to pursue these ambitions within a corporate structure—a social business model that could combine purpose with scale and sustainability. Around that time, I connected with James Murdoch, and one thing led to another. He’s always been very passionate about India, deeply connected to the country, and excited about its potential. Although he had already set up his own family office, we decided we could do something meaningful together. We identified sectors we both felt strongly about and agreed to move forward. That’s how Bodhi Tree Systems was born. Together, we raised funds and established a structure to drive impactful initiatives while operating on a corporate framework. It was a way to align our shared vision for transformative change with the ability to execute at scale. That’s when Reliance reached out to us. They knew about our background in media and said, “You’re media guys, and we have a media business with exciting plans—why don’t we collaborate to shape something together?” And that’s how this partnership came to be. Nominations for ET MSME Awards are now open. The last day to apply is November 30, 2024. Click here to submit your entry for any one or more of the 22 categories and stand a chance to win a prestigious award. (You can now subscribe to our Economic Times WhatsApp channel )HUNTSVILLE, Texas (AP) — Jonah Pierce had 20 points in Presbyterian's 67-42 win against Youngstown State on Friday night. Pierce added nine rebounds for the Blue Hose (4-3). Kory Mincy scored 12 points, shooting 5 for 11, including 2 for 5 from beyond the arc. Kobe Stewart had 11 points and finished 4 of 9 from the field. Javascript is required for you to be able to read premium content. Please enable it in your browser settings.
Skiing is one of the best ways to enjoy nature in the winter and is one of the few activities that’s as fun to do alone as it is with others. However, whether you’re an advanced skier who likes to keep the good snow to themselves or prefer skiing with a posse of friends, protecting your head is an essential part of a good day on the slopes. With so many options on the market, finding the best ski helmet can be a challenge. If you’re interested in a simple solution that you can count on to protect you at all times, regardless of the conditions, check out the Sweet Protection Grimnir 2vi MIPS Helmet . If your ski helmet is too large or too small, it won’t perform correctly and may not provide any protection at all. To find the right size, measure the crown of your head and cross reference with the helmet’s size chart. Moreover, the helmet should be about an inch above your eyebrows. Make sure to consider your helmet’s adjustability before purchasing. 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Sweet Protection Grimnir 2vi MIPS Helmet What you need to know: The Grimnir 2vi helmet from Sweet Protection is made from the finest materials on the market and includes all of the latest safety and convenience technology. What you’ll love: If you like to tackle challenging terrain and push the boundaries of your skills, look no further than the Grimnir to provide the utmost protection. Constructed out of lightweight and highly impact-resistant carbon fiber and reinforced with the latest MIPS technology, you can count on this helmet to keep you safe. Plus, it’s also quite comfortable to wear thanks to its numerous vents, Occigrip dial adjustment system and audio compatibility. What you should consider: State-of-the-art technology makes this one of the more expensive offerings. OutdoorMaster Kelvin Helmet What you need to know: If you’re on a budget, or don’t push the limits while skiing, the Kelvin helmet from OutdoorMaster is perfect for you. What you’ll love: Don’t let the price tag fool you — this helmet offers far more than the bare minimum in terms of features and technology. Constructed from a reinforced ABS shell and a super-absorbent EPS core, you can count on this helmet to project your most valuable asset. Plus, the Kelvin also offers lots of adjustability and unmatched ventilation for the price. What you should consider: While this helmet offers ample protection for the ordinary skier, if you’re a hard charger and prefer off-piste shredding, this helmet likely won’t be enough. POC Meninx RS MIPS Helmet What you need to know: Featuring a sleek design, durable construction and an abundance of serious safety features, the Meninx RS MIPS helmet from POC is high performance and reliable. What you’ll love: Designed from the ground up with safety and convenience in mind, this helmet is ideal for anyone who regularly hits the slopes and will appreciate the thought given to small details. For example, the strap buckle on the back that holds your goggles securely in place is magnetic, which makes it easy to use while wearing gloves or mittens. Furthermore, in addition to the dual-layer ABS shell and MIPS protection system, the Meninx RS comes with an integrated Recco reflector, which is an essential component of safe backcountry skiing. To top it all off, the helmet has an easy-to-use adjustment dial and plenty of ventilation. What you should consider: POC helmets don’t come in individual sizing, and are only available in grouped sizes such as medium/large, which can make finding the perfect fit harder. Prices listed reflect time and date of publication and are subject to change. Check out our Daily Deals for the best products at the best prices and sign up here to receive the BestReviews weekly newsletter full of shopping inspo and sales. BestReviews spends thousands of hours researching, analyzing and testing products to recommend the best picks for most consumers. 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