Nvidia's latest high-end Ampere GPUs sit pretty on our best graphics card page, and the RTX 3090 specifically sits atop our GPU benchmark hierarchy, but these cards remain next to impossible to buy at or near their MSRP. One solution would of course be to wait -- both for better stock and for AMD's imminent competing Big Navi/6000-series cards. But if you need that high-end gaming experience now, buying a prebuilt system like Corsair's Vengeance i7200 might be your best bet. This Vengeance chews through AAA titles with ease and looks great doing it, thanks to its pairing of an MSI-made RTX 3090 and an Intel Core i9-010850K. You also get a pair of speedy Force MP400 SSDs (for a stunning 4TB of solid-state storage) and a generous 64GB of RGB RAM clocked at 3200MHz. The whole thing is housed in the excellent 4000D Airflow case with six quiet RGB fans and a 240mm AIO cooler. At $4,499 in this configuration (CS-9050001) though, it's also extremely pricey. Those who want most of the gaming performance while spending less can opt for a 3080-based model with less RAM and storage for a more reasonable $2,799. But as much as we like the Corsair case and components, iBuypower offers up a similarly powerful RDY IWBG207 for $2,200 -- although that system is also experiencing stock issues of its own. Design of the Corsair Vengeance i7200 Regardless of which configuration of the Corsair Vengeance i7200 you opt for, you'll get Corsair's excellent 4000D Airflow case, which we liked for its clean aesthetics and tidy interior. Personally, I also like the easy access to dust filters at the front, top and bottom. But I'd prefer more connectivity than the single USB-A and USB-C ports up top, alongside the headset jack, power and reset buttons. External expansion options are sufficient, if not exactly expansive around back on the MSI Z490-A Pro motherboard. You get five USB-A ports: two 2.0, two 3.1 Gen1 (3.0), and one USB 3.1 Gen2 (10Gbps) port. Also out back is a 10Gbps USB-C port, a PS/2 port for ancient peripherals and a six-port audio stack (no SPDIF). The board also has HDMI and DisplayPort connectors, but you'll want to instead use the trio of DisplayPort 1.4a ports or the single HDMI 2.1 port on the RTX 3090 graphics card for your display needs. With two roomy SSDs, a high-end CPU and GPU, the Vengeance i7200 should serve you well for several years. But should you want to add more storage or other devices via card expansion, both an empty x16 slot and x1 slot are accessible, and all six of the SATA ports are ready for bulk storage. The case has mounting caddies for two 3.5-inch drives (under the PSU shroud) and two 2.5-inch drives (behind the motherboard). The 2.5-inch caddies can also be mounted atop the PSU shroud should you want to show them off. And getting the side panels off is as easy is loosening four retained thumb screws. In a somewhat odd move, Corsair went with a MSI Z490-A Pro motherboard that lacks Wi-Fi and Bluetooth, instead adding it via an Asus AX3000 card that provides Wi-Fi 6 and Bluetooth 5.0. The motherboard does, though, have a 2.5Gb Ethernet port. So you can get speedy connectivity no matter how you connect to your network. As you might expect given its pairing of one of Intel's best CPUs and Nvidia's $1,500 (if you can find it) RTX 3090, gaming performance is stellar. That said, the Vengeance i7200 faces stiff competition from similarly equipped machines we've tested recently. Alienware's Aurora R11 sports a custom-designed RTX 3090 of its own and a slightly higher-end Intel Core i9-10900K. And iBuypower's Gaming RDY IWBG207 pairs a 10900KF CPU with an RTX 3080. The latter system isn't quite as powerful, but it sticks close to the Vengeance and sells for $2,200, less than half the price of our Corsair system. Again, if you care at all about value, you should skip the RTX 3090 and opt instead for a 3080 or below. But the 3090 in the Vengeance can sure kick out frames, as we're about to see. In Shadow of the Tomb Raider (highest settings), the Vengeance i7200 started off strong, surpassing the Alienware by 7 fps (frames per second) at 1080p and the 3080-powered iBuypower system by more than 10. At 4K the Corsair and Alienware systems were tied (unsurprising given their similar GPUs). The Maingear Vybe, with its previous-generation RTX 2080 Ti was significantly behind everything else here. On Far Cry New Dawn (ultra), the Corsair’s 1080p score of 125 fps was again ahead of competing machines. And even at 4K, its score of 106 fps was 7 frames ahead of the Alienware, with its custom RTX 3090. On the Grand Theft Auto V benchmark (very high settings), the 1080p trend continued, with the Vengeance i7200 again delivering a class-leading 166 fps, slightly ahead of the Alienware's 161. And once again, at 4K things were much closer. The Vybe’s 45 fps was playable, but only the 3090-based systems could top a smooth 60 fps here. Red Dead Redemption 2 (medium settings) was the one test game where the Corsair Vengeance i7200 didn't lead. Its 1080p score of 115 fps was enough to tie the Alienware, but at 4K it fell a couple frames behind that system. And considering its $2,200 price, the iBuypower Gaming RDY system held its own here, landing just 4 fps behind the much pricier Corsair at 4K and 8 fps behind at 1080p. We also subjected the Corsair Vengeance i7200 to our Metro Exodus gauntlet, in which we run the benchmark at the RTX preset 15 times to simulate roughly half an hour of gaming. On the test, the Corsair machine ran the game at an average of 74.3 fps, with very little variation. The system started out the test at 75.19 on the first run, dipped to 74.45 on the second run and never dropped lower than 74.11 fps. During the Metro Exodus runs, the CPU ran at an average clock speed of 4.8 GHz and an average temperature of 59.2 degrees Celsius (138.6 degrees Fahrenheit). The GPU’s average clock speed was 1.67 GHz, with an average temperature of 73.6 degrees Celsius (164.5 degrees Fahrenheit). The components in our configuration of the Vengeance i7200 make for a powerful productivity machine as well as gaming, though if you can make use of lots of cores you may want to opt instead for a Ryzen-based system. Ten cores is plenty for gaming, but for things like video editing and other highly threaded tasks, a machine based around a Ryzen 9 5950X with 16 cores and 32 threads will chew through your tasks much faster. On Geekbench 5, the Corsair eked out a sliver of a win against the Alienware, with its score of 11,086 compared to the Dell machine's 11,066. But both the iBuypower and Maingear systems were fairly close, with scores at or very near 10,000. In our Handbrake video transcoding test, the Corsair Vengeance i7200 took 5 minutes and 14 seconds to convert a 4K video to 1080p. That matched the Alienware, and was 16-21 seconds ahead of the other two competitors. Lastly, Corsair's own Force MP400 SSD was speedy enough to sail the Vengeance i7200 to victory in our file transfer test. The Corsair system transferred our 25GB of files at an average speed of 1,348.8 MBps. That was roughly 75MB per second faster than the Alienware, more than twice as fast as the iBuypower, and well ahead of the Maingear Vybe, which couldn't quite hit 900 MBps. Corsair Vengeance i7200 Configurations At least until you can find AMD's Ryzen 9 5900X and the as-yet-unreleased Radeon 6900XT in stock, Corsair's pairing here of an Intel Core i9-10850K and an Nvidia RX 3090 (MSI branded in our review system) are pretty much at the upper echelon when it comes to gaming performance (as we'll see later in testing). The only real downside is that, going for an RTX 3080 instead gives you 85-90% of the RTX 3090's performance (or more if you're gaming at less than 4K) while saving you about $800. That said, at $4,499, this top end of the i7200 configuration stack isn't exactly aiming at value. But it isn't skimping on other key components, either. In this config, you get 64GB of Corsair's Vengeance RGB Pro DDR4-3200 memory, not one but two 2TB Corsair Force MP400 NVMe SSDs (sans RAID, so you get 4TB of fast storage), and a 1,000-watt Corsair RM1000X power supply. Those who want to spend less can choose a $3,399 model that keeps the 3090, but opts for a single 1TB SSD and a 2TB hard drive, while cutting the RAM capacity in half to 32GB (which is still more than plenty for gaming). And a $2,799 option makes the previous component sacrifices while also dropping down to an RTX 3080 (and opting for a lesser 750W PSU). Given what we know about the 3080 delivering the vast majority of performance of the 3090 for a lot less, there's little doubt that the 3080 configuration is a much better value. But as someone who more or less gave up slow spinning hard drives years ago, I love that our test configuration ships with a roomy and speedy 4TB of solid-state storage. Software and Warranty for the Corsair Vengeance i7200 Corsair sells the Vengeance i7200 with a two-year warranty, which is better than the one year you get with Dell/Alienware, but not as good as the three years that comes with the iBuypower RDY system we reviewed recently. As for software, Corsair keeps things pleasingly minimal. You get Corsair Diagnostics for system checkup and maintenance and iCue for monitoring temperatures and controlling the RGB lighting for the six fans (and whatever other compatible devices you plug into your Vengeance). Even the usual Windows bloat is minimal; I saw no sign of Candy Crush or other games, just a shortcut to buy Office. Much as we said when looking at the iBuypower RDY system recently, given the ongoing scarcity of RTX 3090s and the exorbitant prices people are selling them for on eBay and elsewhere, it’s tough to put a concrete value on the parts that make up the Corsair Vengeance i7200. Most on sites like eBay seem to be selling 3090s for $2,100 and up. But let's say you pretend you could find MSI's RTX 3090 Ventus 3X for, say, $1,600. Add $450 for the 10850K, about $510 for the two MP400 SSDS, $225 for the power supply, $290 for the 64GB of RAM, $80 for the case, $160 for the motherboard and about $300 for the 240mm cooler and six RGB Elite fans. Toss in $100 or so for a Windows licence and you're still just getting close to $4,000. Corsair may be charging a higher markup on the Vengeance i7200 than iBuypower does with the RDY we tested (especially given Corsair makes most of these parts). But you also get a more cohesive, slick ecosystem of Corsair parts that can be monitored and controlled from within the iCue software with the Vengeance i7200. And if you care about RGB customizability, it's hard to argue against the library of iCue profiles available directly from Corsair, and elsewhere. If the $4,500 price tag scares you off or you just want a better value, consider the $2,799 model with a 3080 and half the RAM and storage. With a similar configuration to that version, the $2,200 iBuypower RDY is arguably an even better value. But its lights aren't as easy to control and coordinate and, more importantly, it hasn't been consistently in stock since we reviewed it. At least as of this writing, Corsair's Vengeance i7200 is one Ampere-based gaming beast that you actually can buy now.

As organizations around the world turned to video conferencing software to stay in touch while working from home during the pandemic, so too did IBM with Cisco Webex being its primary tool for holding remote meetings. IBM Research and IBM's Office of the CISO then took a deeper look at the collaboration tools being used for day-to-day work to better understand how they could impact sensitive meetings now being held virtually. During its investigation, the company's security researchers discovered three vulnerabilities in Webex. If exploited, these flaws could allow a malicious actor to become a 'ghost' and join a meeting without being detected. They would be unable to be seen on the participant list while still have full access to video, audio, chat and screen-sharing capabilities. We've put together a list of the best collaboration software around These are the best business webcams for working from home Also check out our roundup of the best endpoint protection To make matters worse, a ghost could remain in a Webex meeting even after being expelled from it while still maintaining an audio connection that would allow them to listen in on sensitive company business. Additionally, a ghost could gain access to information on meeting attendees including their full names, email address and IP addresses from the meeting room lobby even without being admitted to the call. Webex vulnerabilities The IBM Research team discovered three vulnerabilities in Cisco Webex, tracked as CVE-2020-3441, CVE-2020-3471 and CVE-2020-3419, while examining the platform for security and privacy implications for businesses. These flaws affect both scheduled meetings with unique meeting URLs and even Webex Personal Rooms. However, Personal Rooms may be easier to exploit because they are often based on a predictable combination of the room owner's name and the organization name. Upon its discovery, IBM reported the vulnerabilities to Cisco and they have all now been patched. However, both companies have agreed to limited information dissemination regarding the flaws until all patches have been made available to reduce the risk to the industry as a whole. To avoid falling victim to any potential attacks while video conferencing, IBM recommends that organizations test new collaboration tools for security, evaluate confident ail call policies, use unique meeting Ids, implement meeting passwords or PINs, start meetings with a roll call, turn on notifications, immediately end suspicious calls, lock meetings and restart meetings when holding back-to-back calls. We've also highlighted the best video conferencing software

Rabat – Morocco’s Ministry of Health recorded 5,391 new COVID-19 cases in the past 24 hours. This brings the country’s total number of confirmed infections to 306,995. Morocco also reported another 5,757 COVID-19 recoveries in the last 24 hours. The total number of recovered COVID-19 carriers in Morocco is now 253,351. The national recovery rate is 82.5%. Meanwhile, the Ministry of Health counted 81 more COVID-19-related fatalities, bringing the death toll to 5,013. The mortality rate remains 1.6%. The number of active COVID-19 cases in Morocco is 48,631 as of 6 p.m. on Wednesday, November 18. Morocco counts 1,040 patients with severe symptoms, including 170 of today’s newly-identified carriers. Approximately 90 are under intubation, while 418 are under non-invasive ventilation. According to the ministry, the occupancy rate of intensive care beds dedicated to COVID-19 patients stands at 38%. Health authorities in Morocco excluded 17,428 suspected COVID-19 cases in the last 24 hours. Approximately 3,404,049 suspected COVID-19 carriers have tested negative for the virus since the pandemic broke out in Morocco on March 2. COVID-19’s geographic distribution throughout Morocco Health authorities in the Casablanca-Settat region confirmed 1,706 new COVID-19 cases in the past 24 hours, in addition to 19 fatalities. Casablanca-Settat has recorded the highest number of COVID-19 infections and fatalities of any region in Morocco. The region of Rabat-Sale-Kenitra confirmed 948 new cases. Rabat-Sale-Kenitra also recorded 13 additional deaths. The Souss-Massa region recorded 656 new COVID-19 cases and 12 more fatalities. The region of Tangier-Tetouan-Al Hoceima followed in today’s case numbers, reporting 486 new cases and nine new deaths. The Oriental region confirmed 462 new cases and five more deaths. The region of Marrakech-Safi confirmed 356 new COVID-19 cases and eight additional fatalities. The Guelmim-Oued Noun region recorded 200 new COVID-19 cases and one new death. The Beni Mellal-Khenifra region reported 133 additional cases and five more fatalities. The Laayoune-Sakia El Hamra region recorded 131 new COVID-19 cases and one new death. The region of Fez-Meknes confirmed 129 additional COVID-19 cases and eight additional deaths. The regions of Draa-Tafilalet (155 new cases) and Dakhla-Oued Eddahab (29) did not report any additional COVID-19-related fatalities today.

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The upcoming 2021 Mercedes-Benz CLS has been spotted undergoing testing for the first time ahead of its official debut. Spy photographs taken at the Nürburgring show a disguised prototype version of the four-door coupé, confirming that the facelift will feature minimal styling changes over the outgoing model. Only the front bumper carries any major camouflage, with the rear bumper and other body panels seemingly unchanged from the third-generation CLS that was launched in 2018. Even the front and rear headlights appear unchanged from the current model. The Audi A7 rival's low-riding suspension may indicate this is a powertrain test mule, which could suggest Mercedes is working on a plug-in hybrid version for certain markets. While these images don't give a clear glimpse at the interior, the refreshed CLS is expected to feature an extensively reworked interior, in line with the E-Class saloon with which it shares a platform. New driver assistance systems, uprated MBUX infotainment technology based around two 10.25in screens, and a new steering wheel design featuring capacitive touch controls are all likely to make an appearance. When it arrives, the CLS is likely to receive an updated EQ Boost 48V mild-hybrid powertrain, which was refined for the E-Class to deliver fuel economy gains. There's also the possibility of a plug-in hybrid using the same 2.0-litre four-cylinder engine as the new E-Class, which would help Mercedes lower its fleet emissions figures. An AMG-developed CLS 53 is also expected, though with the AMG GT63 now filling the four-door coupé performance niche, a return for the CLS 63 seems unlikely. The CLS is expected to be officially revealed towards the middle of 2021. Prices are likely to see a slight increase over the current model, which starts at £66,395 in the UK.

In September, Manish Arora, a fashion designer once described as the “John Galliano of India,” announced that he was creating a pop-up restaurant in Paris, his adopted hometown, for the Holi festival. An Instagram slideshow, featuring the brightly coloured maximalism that is the Indian designer’s signature, depicted Arora with assorted friends sampling traditional Indian snacks. Days later, he introduced a high-profile fashion collaboration with Amazon India, alongside three more of India’s most celebrated designers: JJ Valaya, Ashish Soni and Suneet Varma. Arora is also currently a member of the advisory council for the International Woolmark Prize, one of the most prestigious fashion awards in the world. At first blush, such ventures would seem like savvy lifestyle brand extensions for Arora, a former creative director of French fashion house Paco Rabanne and the first Indian designer to make it big in Paris. His aesthetic defined Indian-fusion style for Westerners in the late aughts, with a riotous palette and Indian craft methods like embroidery and appliqué. But Arora’s brand partnerships it turns out, seem to be more like belated attempts to save a business beset by years of chaos and financial troubles than an indication of success. And his messy downfall has also been particularly disappointing for those who had hoped he would help bring international attention to the quieter but vital layers of the Indian fashion industry — like the anonymous artisans (called karigars) who are responsible for much of the meticulous and beautiful handwork that goes into the garments. “Fifteen years ago, Manish was almost seen like a god here for being the first Indian fashion designer to break into the global luxury market,” said Sunil Sethi, president of the Fashion Design Council of India. European high fashion, after all, is famously white and set in its ways, and until recently known more for appropriating ideas from other cultures rather than embracing and celebrating ethnically diverse designers and artisans. “Big international brand names wanted to collaborate with him,” Sethi said. “We were just so proud. And as the international fashion industry looked at Indian talent in a new light, we wondered whether more Indian designers would follow in his footsteps to the catwalks of Europe.” Instead, today, Arora’s brand has been felled by business deals gone bad, unpaid wages lawsuits and vendor disputes that started at least three years ago, long before the coronavirus dealt the final blow. Earlier this year, Arora, who is in his late 40s, parted ways with his business partner of several decades, Deepak Bhagwani. Currently, the Manish Arora website is shut for maintenance. The brand’s last runway show, for spring 2020, was shown a year ago, and pieces that are available to buy are largely discounted, from past seasons and on sale via small, independent boutiques in the Middle East and Asia. The Manish Arora store in Paris has closed, and in messages seen by The New York Times, employees who asked the company about unpaid wages in October were told none would be forthcoming because the company was now in liquidation. According to Bhagwani, 43, the French holding company for Arora’s Indian subsidiary went into liquidation in July. Arora, reached by email in mid-October, declined to discuss the particulars of the situation. He said there was “acute disappointment” among all parties” and that he did not want to comment “on what went wrong given we are in liquidation and also the matter is in court.” “We expanded and hoped to reach the world with our unique sensibility and we tried. Sincerely,” Arora wrote. “Unfortunately things went wrong. The markets shrunk. Expenses mounted and we soldiered on to the best of our capabilities.” For the moment, he added, he was “reassessing the way forward.” That does not help, however, those he has left behind. The Fashion Hope of India Arora started out with big, global ambitions. But the same forces that have strangled other independent designer businesses — chronic discounting from retailers, outrageously expensive fashion shows, overproduction of items nobody wanted — also affected him. And instead of prioritizing responsibilities to longtime employees, it seemed Manish Arora management opted to chase profits and keep up appearances. Then the pandemic began to ravage India’s fashion industry. As Western retailers cancelled orders and the Indian government abruptly locked down the country March 24, Arora and his partners had started closing their business. It also came at a time when consumer attitudes toward fashion businesses that fail to pay workers are changing — and employees are increasingly willing to speak up, said Sanchita Banerjee Saxena, executive director for the Institute for South Asia Studies at the University of California at Berkeley. Historically, India’s vast network of highly skilled embroiderers and leather workers has been overlooked compared with peers in France and Italy, despite decades of European luxury brands quietly sourcing work to India. Arora’s success in the West was seen as a potential turning point for these karigars, an Urdu word that means “artisans.” “That never came to pass,” Sethi said, who added that he never thought that spotlighting Indian heritage craft was a priority for Arora. “Under all the drama of Manish, frankly, that got lost.” Also tangled up in the mismanagement at Manish Arora were middle-class professionals in office jobs. In seven interviews with The New York Times, those professionals, along with karigars and vendors, all told a nearly identical story. Arora founded his label in 2001 with his friend Bhagwani, who steered the finances. In 2005, Arora made his international debut in London. He became creative director of Paco Rabanne in 2011 and moved into a high-end apartment in Paris a year later. He produced two seasons for the brand before leaving to focus on his own label, which soon diversified into eyewear, home wear and cosmetics. Beyond his flamboyant, critically acclaimed runway shows, Arora also received growing media attention thanks to high-profile collaborations with companies like Nespresso, Swarovski, Swatch and Reebok, a first for a homegrown Indian brand. From the start, he appeared to understand that his power lay in refashioning distinctively Indian aesthetics for white audiences. “All Indian designers need to understand the fact that in order to excel in the international market, we all have to focus on the modernity of the garment and not on the Western look,” Arora told critic Suzy Menkes in 2009. “This means that we have to take Western ideas and use Indian sensibilities to make it a global product.” At its peak, Manish Arora was sold by retailers like Printemps, Yoox, Saks Fifth Avenue, Selfridges, Neiman Marcus and Galeries Lafayette. The Delhi-based production arm, incorporated as a separate company called Three Clothing Private Limited, employed 200 people. Behind the Gilded Curtain While Arora’s business appeared to flourish abroad, however, it struggled to grow at home, according to former office staff and artisans. In 2012, Indian fashion company Biba took a 51% stake in order to help Arora expand Indian by Manish Arora, which, among other lines, included a neon-colored couture bridal collection for the domestic market. But former employees, who spoke on the condition of anonymity because they feared it would make it difficult to find future jobs, said that the move toward wedding collections, with a different type of clientele and lower prices, failed to excite Arora. Biba did not respond to an email requesting comment for this article. By mid-2017, Indian by Manish Arora had shut down. According to Aftab Alam, 45, a master leather worker and former employee, and Omveer Singh, 40, who worked in accounting and marketing, it was also the year that everything started falling apart. Partnerships with important stores started to dry up. According to Alam and Singh, employees’ began to be paid late, first by a few days, then a few weeks. By the end of 2017, pay was delayed by two to three months, Alam and Singh said. Alam, who later went on to sue his employer for unpaid wages, described 18-hour days without overtime pay, adding that vendors, couriers and partners also stopped receiving timely payments. If they were paid at all. According to Alam’s suit, he “sent numerous reminders to the operational debtor and visited them personally at their office for settlement of outstanding dues.” His requests, say the lawsuit, “fell on deaf ears and nothing has been done to arrange for his legitimate dues, despite the operational debtor clearly admitting his liabilities towards outstanding dues.” In a response dated June 2019 and seen by The New York Times, the company said it didn’t have the cash to pay Alam: “We are agreed to pay March and April 2019 salary, leave encashment and also his gratuity. But due to insufficient funds, we cannot currently pay this amount. We are trying to resolve it ASAP.” Unpaid interns began doing the work formerly handled by seasoned employees, like managing important photo shoots and production orders, as management struggled to balance the books and repay debts, according to a former intern, who declined to go on the record because they work in the Indian fashion industry. “They owe a lot of money to us,” said Jaf Jafri, owner of Brave Models, an Indian modelling agency that worked with Manish Arora for almost six years and took over the production of photo shoots after the brand closed its own studio. “I wrote to them almost a hundred emails. No replies.” Former employees in India were told Oct. 10 that the company was in liquidation. In an email, Bhagwani said he knew that there were vendors who were still owed money. Empty Promises Artisans and production workers unionized in 2016. But before office staff had been paid, former employees said, Arora would ask for money transfers to his personal account to pay for his vacations on top of his salary and the cost of his apartment and living expenses. According to Alam, Arora also had the artisans make up to a dozen elaborate Burning Man outfits for him, a task Alam said took three artisans up to 20 days, at a time when they were still owed considerable sums for regular work and knew that the business was in trouble. In late 2017, Arora and Bhagwani left to go on their annual New Year’s jaunt to Goa, a beachside party destination on the west coast of India, posting their exploits on their Instagram stories, which were watched by their employees. Salaries were several months late. Arora denied that he asked for money transfers to his personal account to pay for vacations and living expenses, writing in an email: “For my part, I have never misused my position in the organization or wasted funds on personal expenses.” In another email, Bhagwani said that employees were always paid, and the problems in 2016 and 2017 “might have been a small cash flow issue” related to the financial output required for runway shows. In early 2018, the company stopped paying into the Provident Fund accounts, a compulsory retirement savings plan similar to Social Security, of at least a dozen employees. By the time, Intrend, a Chinese fashion holding company, and Gulshan Jhurani, an accountant whose bio on his website says he has experience in turning around troubled companies, had taken stakes in the Manish Arora business. Intrend and Jhurani did not respond to emails requesting comment for this article. In a video filmed and sent to The New York Times in August, 10 recently laid-off production workers said they were owed several months’ wages, and have not had funds deposited in their Provident Accounts for two years, despite sending a signed notice to the Indian government asking for an investigation, also viewed by The Times. All salary questions started being referred to Jhurani. “If you called Deepak, he would say to talk to Shivam in accounts,” Alam told The Times. “Shivam would then say Gulshan will help. I would then again talk to Deepak and say that they are not doing anything. Then he will say talk to them again. I said, ‘If you will do this, how will my wife and children survive?’” The company’s headquarters used to be in the industrial neighborhood of Noida, outside of Delhi, before it moved its offices and sampling studio to Dhan Mill, the poshest part of Delhi. In February 2018 the company hosted a lavish opening party. Just days later, 15 employees including Alam stated their intention to quit unless they received what they were owed. When Alam left, in April 2019, he wasn’t paid his back wages until December, after serving Manish Arora and Bhagwani with a lawsuit. Alam estimated he is still owed 263,000 rupees ($3,570) for his legally required reward for long service and vacation days not taken, and that up to 20 former workers were also owed wages. “I was the creative head and there were business heads who managed the rest, including money and administration,” Arora wrote in the email he sent to The Times about Alam’s situation and other claims by former employees. Arora declined to address specific issues but said he was “happy” to discuss “matters which I am aware of as a creative director.” He did not respond to follow-up attempts to contact him. Bhagwani said that the company had outsourced production in 2018 after receiving new investment and paid off almost 200 workers’ wages including Provident fund payments. Although he is no longer with the company, he confirmed there are workers who stayed after the consolidation with outstanding payments. In January 2020, four months after the last Manish Arora show was hosted in Paris — a celebration of LGBTQAI rights and “dreamers that defy dogma and definition,” according to the show notes — a lawyer for Jafri of Brave Models tried to serve a legal notice to partners. There was no one at the office or their homes to receive it, he said. “Our lawyers said it would be a waste of money to continue,” Jafri said, adding that he would have to spend more than half of the half a million rupees he was owed. “The lawyers told us they don’t have assets, nothing.” ‘What Happened … We Do Not Know’ In his email to The Times, Arora said he was “taking time off to examine what I now want out of life and a career.” The next generation of Indian designers are producing wares that bear few of the hallmarks of Arora, with his neon hearts and sparkling stars. Some, like Rahul Mishra, have made the leap to Paris, and Ruchika Sachdeva of Bodice won the International Woolmark Prize in 2018. But according to Supriya Dravid, an author and former editor-in-chief of Elle India, the designers behind Bodice — and newer labels like Yavi, Two Point Two and Lovebirds — are “creative pragmatists,” with efforts directed toward slowly and steadily building the foundations of a global brand, and not necessarily a distinctively Indian one. “Their goals are more about engaging with a newer, diverse community of global aesthetes,” Dravid said. “It’s about the power of the right kind of influence and how that might translate into commercial success.” Arora has defended the creative vision on which he made his name. “People often call my work kitschy, which it isn’t,” Arora told Grazia India in July. “Kitsch refers to design in poor taste, often from another time, thereby questioning its relevance.” To his former employees, Arora became a dreamer who appeared to exist in a world as fantastical as the vividly dreams he put on the runway. “When I was working with them all — and with Manish — he was a big international name,” former employee Singh said. “Now what happened, what they did, we do not know.”

Rabat – Morocco’s Ministry of Health recorded 5,415 new COVID-19 cases in the past 24 hours. This brings the country’s total number of confirmed infections to 301,604. Morocco also reported another 4,235 COVID-19 recoveries in the last 24 hours. The total number of recovered COVID-19 carriers in Morocco is now 247,594. The national recovery rate is 82.1%. Meanwhile, the Ministry of Health counted 82 more COVID-19-related fatalities, bringing the death toll to 4,932. The mortality rate remains 1.6%. The number of active COVID-19 cases in Morocco is 49,078 as of 6 p.m. on Tuesday, November 17. Morocco counts 1,048 patients with severe symptoms, including 91 of today’s newly-identified carriers. Approximately 95 are under intubation, while 447 are under non-invasive ventilation. According to the ministry, the occupancy rate of intensive care beds dedicated to COVID-19 patients stands at 38%. Health authorities in Morocco excluded 18,148 suspected COVID-19 cases in the last 24 hours. Approximately 3,386,621 suspected COVID-19 carriers have tested negative for the virus since the pandemic broke out in Morocco on March 2. COVID-19’s geographic distribution throughout Morocco Health authorities in the Casablanca-Settat region confirmed 2,328 new COVID-19 cases in the past 24 hours, in addition to 18 fatalities. Casablanca-Settat has recorded the highest number of COVID-19 infections and fatalities of any region in Morocco. The region of Rabat-Sale-Kenitra confirmed 945 new cases. Rabat-Sale-Kenitra also recorded 16 additional deaths. The region of Tangier-Tetouan-Al Hoceima followed in today’s case numbers, reporting 541 new cases and 10 new deaths. The Oriental region confirmed 511 new cases and 13 more deaths. The Souss-Massa region recorded 373 new COVID-19 cases and three more fatalities. The region of Marrakech-Safi confirmed 179 new COVID-19 cases and seven additional fatalities. The region of Fez-Meknes confirmed 126 additional COVID-19 cases and five more deaths. The only Moroccan region to report zero new deaths today, Laayoune-Sakia El Hamra confirmed 119 new COVID-19 cases. The Draa-Tafilalet region reported 109 additional cases and three more fatalities. The Guelmim-Oued Noun region recorded 83 new COVID-19 cases and two new deaths. The Beni Mellal-Khenifra region reported 77 additional cases and four more fatalities. The region of Dakhla-Oued Eddahab confirmed 24 additional COVID-19 cases and one additional death.