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Paradox Interactive once encapsulated the best parts of PC gaming. As a publisher, it celebrated niches like grand strategy and had a huge hand in expanding their po[CENSORED]rity into full-blown genres. It took risks on new developers and gave modders the chance to create full-fledged games. There were missteps and mistakes, but from both the publishing and development side the Swedes kept knocking out bangers. Penumbra, Mount & Blade, Crusader Kings, Stellaris, Cities: Skylines, Surviving Mars, Magicka, Age of Wonders, BattleTech—its library of games includes an impressive number of all-time greats. The Paradox of 2024, though, seems to be in free fall. Originally slated for 2020, Vampire: The Masquerade – Bloodlines 2 has seen constant delays and a developer switcheroo. It now won't be out until 2025. Cities: Skylines 2's first DLC was so poorly received and timed that everyone was refunded and it was added to the base game. Millennia landed with a thud, following a similar response to Star Trek: Infinite and Lamplighters League. Life By You, the much-touted Sims competitor from Rod Humble and Paradox Tectonic, was delayed and then cancelled right before its early access launch. Prison Architect 2 was delayed indefinitely, soon after its original developer was replaced. Paradox announced a 90% dip in operating profit in its second quarter of 2024. While Paradox Development Studio's efforts, including Victoria 3, Crusader Kings 3 and Stellaris, appear to be going strong, when it comes to the publishing side of things it's been a rough year. A rough few years, really. But this is not the first time the company has found itself trying to weather the storm. When I started covering games some 14 years ago, I found myself writing about Paradox's games because I was one of the few grognardy strategy nerds at my outlet. Paradox was an interesting publisher to cover not just because it created and funded my kind of games, but because it was fairly transparent. The studio heads and CEO Fredrik Wester would openly acknowledge their mistakes and difficulties. And there were a fair few of them. Buggy releases were not uncommon. But at the time, this was a small publisher working with small developers, like Mount & Blade creator TaleWorlds Entertainment, a five-person Turkish team founded by a husband and wife. I recall Wester sharing an anecdote about him personally putting manuals in boxes ahead of a game's release—back when PC games still came in boxes. Even as it grew, though, Paradox never quite managed to shake its reputation for wonky launches. Even as it grew, though, Paradox never quite managed to shake its reputation for wonky launches. 2011's Magicka, the first game from Helldivers 2 developer Arrowhead, was a big win for Paradox, but launched in a pretty poor state, with broken multiplayer and bugs abound. We gave it 69 in our Magicka review, but its irrepressible charm and creativity turned it into a success—one that I spent plenty of hours with. A year later the beloved Crusader Kings 2 arrived, and it too needed a lot of post-release polish. Crucially, both games were fun and weird and had little in the way of competition, typifying the adage that a flawed but interesting game is better than a boring but polished one. Their commercial success allowed Paradox to put together an internal QA team, as well as giving it the freedom to take the financial hit of a cancellation. In 2012, it cancelled four games and promised "no more unplayable releases", largely in response to the absolutely dire state that RTS Gettysburg: Armoured Warfare had launched in that spring. Half-baked, incomplete and buggy—it shouldn't have been allowed out the door. Wester's comments at the time mirror what Paradox has been saying more recently about announcing and releasing games too early. A year later we got Europa Universalis 4, the latest in its flagship series. While Crusader Kings has become Paradox's favourite child, EU4 was still a corker, and tided Paradox over while it had a few misfires. The next couple of years saw the release of Impire, Leviathan: Warships, The Showdown Effect, War of the Vikings, and Cities in Motion 2, and while some garnered fans—I was very fond of War of the Vikings and CiM2, and had some fleeting fun with Leviathan—none of these games really took off. This probably sounds familiar to anyone following Paradox today. Bolstered by successes like Magicka, CK2 and EU4, it started throwing money at all sorts of projects, but few of them paid off. Something special, however, was on the horizon. Cities: Skylines arrived in 2015. Paradox had worked with Colossal Order before on Cities in Motion, but Skylines was no mere sequel to the Finnish studio's transport sim. It was a full-fledged city builder in the vein of SimCity, which only a few years before had died an embarrassing death. A dearth of urban city builders and disappointment over EA's earlier offering allowed Paradox to swoop in and save the day. It was a massive coup for both publisher and developer. Paradox now had some real momentum, and the following years saw it hit the ground running, releasing hit after hit. Hearts of Iron 4, Magicka 2, Pillars of Eternity, Steel Division, BattleTech, Surviving Mars, Age of Wonders: Planetfall, Crusader Kings 3. It was a phenomenal five years. Possibly one of the best runs in PC gaming history. This was also when Paradox went public on Nasdaq First North (a European stock exchange for smaller companies), beginning the IPO process in March of 2016. With its coffers full, Paradox was able to splash out on more acquisitions, like BattleTech developer Harebrained Schemes and Age of Wonders developer Triumph Studios. It also purchased Introversion's Prison Architect, though this acquisition was just for the game rights, not the studio. During this time, Paradox was really revelling in its success. In 2017, it hosted its first ever public PDXCon. This long-running convention had previously been a media-only affair, but now the paying public could come and meet the teams who created their favourite games. There were talks and panels and tournaments. It felt like Paradox had become an extremely big deal. Fans swarmed developers, treating them like rock stars. After following some of these teams for years, it was a strange thing to witness. It wasn't all plain sailing, though. Following Pillars of Eternity, Paradox also published Obsidian's Tyranny in 2016, and it didn't quite stick the landing. Tyranny's approach to RPG morality systems and giving players agency was novel and interesting, but its story ended abruptly, it sold poorly, and after some half-arsed DLC Paradox and Obsidian parted ways, relegating the series to the abyss. Following the break-up, Shams Jorjani, Paradox's VP of business development and now CEO of Arrowhead, told PCGN that it would "love to work with Obsidian" again, but admitted the pair had butted heads a lot during development. In 2018, Wester stepped down as CEO (he remained on the board of directors), and was replaced by Ebba Ljungerud. After serving on the board for four years, Ljungerud was no stranger to Paradox, but she also came from a very different type of gaming industry: specifically, the gambling industry, where she was COO of online gambling operator Kindred Group. "It's kind of a gaming industry, but it's a different business model. It's a different proposition," Ljungerud told me when I interviewed her in 2018 for VentureBeat. "I think there are things the industries can learn from each other, but they're still quite different. That’s the whole point of being on a board—you come in with something else, another perspective." Amid this change in leadership another surprise was brewing. Vampire: The Masquerade – Bloodlines 2 was in development. Paradox had acquired White Wolf in 2015, and Hardsuit Labs had pitched Bloodlines 2 shortly after. It wouldn't be until 2019, however, that we'd start to hear about it. Over the years, the original Bloodlines had developed an almost mythical quality. Despite being a catastrophic mess full of bugs, cut features and atrocious combat, it was uniquely fascinating and captured the thrill of being embedded in White Wolf's World of Darkness. Bloodlines launched in 2004, and developer Troika went under the next year, but fans continued to hope for a sequel. This was a significant detour for Paradox. It had published RPGs before, but Bloodlines 2 was an altogether more ambitious project "featuring reactive storytelling, fast-paced melee combat, and intriguing characters with their own hidden motives", to quote the original press release. Too ambitious, it turned out. The original 2020 release date was pushed back again and again, until it ended up in 2021. And then Hardsuit Labs was given the boot. I assumed that was it done. In 2018, Ljungerud had told me that one of the things she wanted to change about Paradox was deciding when it should cut its losses on a game. The same thing Wester had said all the way back in 2013. Certainly, what had been shown publicly did not inspire confidence. I recall, during PDXCon 2019, press were shown 'new' footage of the game, which ended up effectively being a redo of the original gameplay reveal, and frankly it looked dire. I didn't think it was long for this world. But now in 2024, it has a new developer in The Chinese Room, a brilliant studio with no RPG experience. If it hadn't been for The Chinese Room's pitch, Bloodlines 2 would probably have been done for. "If we hadn't found The Chinese Room," deputy CEO Mattias Lilja told me in a recent interview, "and seen what they'd done with the early work, [cancellation] would have been the next logical step, because we could not continue as we did."Still, the developer was an unusual choice. Lilja said it was seeing work The Chinese Room hadn't shown off publicly, as well as the project it was working on at the time, which would become Still Wakes the Deep, that convinced Paradox it was right for the job. "They have a capacity for this type of more constrained but narrative-driven games that we liked," Lilja said. "We gave them the work that Hardsuit Labs had done, and we said, this is the vision, and this is the work done so far. You need to own it. What do you want to do with it? And we're actually quite impressed by what they came back with." Along with a new developer we got a new 2024 release window. It didn't last for long, though. In August it was pushed back to the first half of 2025 "to add more endings to the game", along with some extra polish. It's clear that Paradox isn't a confident RPG publisher. It's not a genre it's used to, even though it had success with Pillars of Eternity. It's no surprise, then, that it's largely done with big RPGs. "It is not in our strategic direction to make this kind of game," Lilja said. "So if Bloodlines 2, God willing, is successful, Bloodlines 3 [will be] done by someone else, on the licence from us. I would say it's the sort of strategic way this would work. So it's still an outlier from what we're supposed to do, we don't know that stuff, so we should probably let other people do it." During Paradox's wonky handling of Bloodlines 2, its core still seemed stalwart. 2019's Imperator: Rome, despite taking a bit of a bashing on Steam, reviewed well and surpassed the publisher's expectations in regards to sales. In 2020, we finally got Crusader Kings 3, arguably the greatest game released by Paradox Development Studio. "It's an irrepressible story engine that spits out a constant stream of compelling alt-histories, delightfully infuriating characters and social puzzles that I've become obsessed with unravelling," I said four years ago, and I still adore it. Its latest expansion, Roads to Power, exemplifies what makes the series so special—that strange but brilliant meshing of strategy and roleplaying, where you can command armies and conquer nations, or simply wander the world getting into hijinks and punching nobles. After Paradox's previous big success story, Cities: Skylines, we got a flurry of cracking games. A new era for Paradox, where it was growing into one of PC gaming's most influential companies. Following CK3, though, things have been significantly rockier. Romero Games' Empire of Sin had all the ingredients of a great Mafia sim, but it was fundamentally broken. I was amazed that even Paradox, which frequently pushes out games that need more time in QA, released it in the state it was in. Surviving the Aftermath was a middling follow-up to Surviving Mars from a different studio. Star Trek: Infinite was like a Stellaris-lite with a Star Trek coating, and half a year after launch Paradox announced that it would receive no more updates, with no further explanations. Millennia was a rough Civ-like with some interesting ideas that did little to tackle Civ's flaws. The Lamplighters League received lacklustre reviews, sold poorly and resulted in layoffs at Harebrained Schemes, which ultimately culminated in a breakup. It would be wrong to characterise this period as one exclusively of failures, though. The long-awaited Victoria 3 took a bit of a kicking on Steam, initially, but sold extremely well and got strong reviews. Age of Wonders 4, meanwhile, proved to be a high point for the series and let me create an empire full of tyrannical frogs and undead cannibal rats. Both continue to be supported by Paradox. But this small number of well-received releases were not enough to shield Paradox from the disaster that was Cities: Skylines 2. We still managed to find a lot to like about Colossal Order's sequel when it arrived, but this was in spite of a bevy of issues. The lack of modding tools at launch, the huge performance issues, the fact that Colossal Order inexplicably targeted 30 fps on PC, the weird terrain quirks, the broken economy—it was rough. Colossal Order churned out plenty of patches, but then managed to infuriate players all over again when, this year, it launched the game's first DLC: a beach-themed asset pack with no new features and, crucially, no actual beaches. It was so poorly received that Colossal Order and Paradox had to issue an apology, dish out refunds and make the DLC free. "I think the lesson learned is that we should probably not launch that early," Lilja told me when I asked him how Paradox would approach things differently, given the chance. "There were parts of the Cities 2 launch that I am not proud of. I am happy with how we responded to the feedback from the fans, just like we did with Victoria 3. We didn't exactly hit what we wanted, but we're working with the fans to remedy that over time." We still had Life By You, at least. Just like Cities: Skylines usurping SimCity's throne, maybe Life By You could do the same with The Sims. EA had been without any real competition for decades—now it was time to shake things up. And with former CEO of Second Life developer Linden Lab and head of EA's The Sims label running the show, no less. After multiple delays, Life By You was heading to early access on June 4. Then, a mere two weeks before it was due, Paradox delayed it again. This time indefinitely. Ronnie arranges flowers in Life By You. (Image credit: Paradox) A few weeks later, Life By You was cancelled, and Paradox Tectonic, its 24-person studio, was closed down. In a statement, Lilja explained that the publisher had lost confidence in the project. "Though a time extension was an option, once we took that pause to get a wider view of the game, it became clear to us that the road leading to a release that we felt confident about was far too long and uncertain." While Paradox's leadership had expressed a desire to get better at cancelling projects that weren't working over the years, this pivot felt extreme. Life By You was on the cusp of launching in early access. It had gone through several delays already. A former member of the team described it as having "the rug pulled" from under them. We spent a month trying to [figure out] how do we do this? What are the options? Mattias Lilja, deputy CEO Designer Willem Delventhal painted the game's final days as ones where the team was outperforming the "internal metric", and where the game was doing "extremely well". And then, "two weeks before launch, we were told we wouldn't be launching". He also alleges that the team only found out about the cancellation via the public announcement. Lilja, however, believed that Paradox had run out of options. "We looked at all the options," He told me. "That's why we took a pause first, and then, I think, a month and a bit later, we cancelled it. We spent a month trying to [figure out] how do we do this? What are the options? And we didn't really see any, so that's why we ended up there. It doesn't mean that we'll never get back to it or do something similar, but we don't have options that allow us to do that now." Life By You - a two story suburban home being built in a building tool (Image credit: Paradox Interactive) The main problem was that it was trying to compete with The Sims, but simply couldn't. "We saw a lot of issues with this feature, the graphics, that this thing is glitchy, that doesn't quite work," chief creative officer Henrik Fåhraeus told me. "Eventually we just saw that this is not in any way… no single thing here is actually better." Henrik Fåhraeus Chief creative officer Henrik Fåhraeus (Image credit: Paradox Interactive) Given this, it's understandable that fans of Prison Architect might be worried about the fate of its sequel. Following a delay that saw it pushed back to early September, Paradox has now delayed it again, this time indefinitely, echoing the situation with Life By You. "Over the next few months, we will focus on improving the game and building a more robust release timeline," the blog post read. "This also means we will be limiting our communication with you all until we have a timeline we feel comfortable with." Paradox contends, however, that unlike Life By You, Prison Architect 2 is still completely salvageable. "It's a fun game," said Fåhraeus, "and it's been fun for quite a while, but it's rough. It has a rough UI. It's a little unclear why things are happening. It crashes. So it needs that love." Prison Architect 2's rocky road to release also included a developer switch, which only happened back in May. Double Eleven, which had been working on the series even before Paradox purchased it in 2019, left the sequel mid-development because "we could not find a commercial agreement that worked for both parties moving forward and mutually agreed to part ways". The current developer, Kokku, had previously worked on 3D artwork for Horizon Forbidden West's weapons and robots as well as porting Golf Club Wasteland. Environmental hazards Robots standing in a factory (Image credit: Paradox) This tumultuous era also coincided with revelations about the environment in which these games are made. In September 2021, Ljungerud resigned as CEO citing "differing views on the company's strategy going forward". She was replaced by her predecessor, Wester. Less than two weeks later, Wester apologised for an incident in 2018 where he was responsible for "inappropriate behaviour" with an employee. "Beginning of 2018, we held a company-wide conference, and during this gathering, a Paradox employee was subject to inappropriate behavior from me personally," Wester tweeted. "This was something I immediately and sincerely apologized for in person the following Monday in a process reviewed by HR." This admission came in the wake of a leaked internal survey where the majority of women working at Paradox Interactive (at least among those who participated in the survey) reported mistreatment. "Offensive treatment is a systematic and far too common problem at Paradox," read the conclusion of the report, adding "There is a perception that perpetrators at managerial level are protected by the company." Ljungerud, who was still CEO at the time of the survey, resigned only a few hours after its findings were presented to the rest of the company. Paradox denied there was any connection, despite the proximity of events. Similarly, it denied that Wester's resignation in 2018 was connected to his conduct. In the wake of the recently leaked survey to the press, there have been rumors and discussions about my role in this environment, citing a specific incident in 2018. In the name of transparency and clarity, I would like to shed light on this. Accountability starts from the top.September 13, 2021 See more The previous year, Rock Paper Shotgun published a report about Paradox's QA staff, with allegations of "poor treatment, low pay and mismanaged layoffs". Paradox's publishing QA department was closed down in 2019, and the former and (then) current employees RPS spoke with described a lack of transparency, poor communication, and being offered "worse jobs as a replacement for their lost positions within QA". Paradox employees eventually signed a collective agreement with unions, and Paradox also brought in an "external, neutral company to conduct a thorough review of our processes". That company was Gender Balance, and its findings were published in February 2022. The report found that cases of severe or overt harassment or sexual harassment were fewer than expected for a company of Paradox's size, but it still uncovered notable issues. The report found that cases of severe or overt harassment or sexual harassment were fewer than expected for a company of Paradox's size, but it still uncovered notable issues. "Cases of grey zone abusive behavior," it read, "which may defy clear legal definitions but nevertheless impacts the victim, is significantly more common. Women are significantly more likely to be targeted than men, but men also experience it." Several women reported having to advertise the fact that they were in a relationship or put up "a harsh facade" to avoid unwanted advances from male colleagues, and the 16 cases handled by Paradox's HR department between 2016 and 2021 suggested an environment where employees didn't feel comfortable making complaints. Paradox called the report "a first step for us to really address these issues and bridge the trust gap that exists". Paradox Interactive HQ (Image credit: Paradox Interactive (via Facebook)) In April 2024, Paradox published the findings of a new survey, following up on the report from Gender Balance, though it had a lower response rate than previous surveys. It found that "among the seven protected grounds of discrimination, sex remained the most reported and has slightly increased in rate and absolute numbers compared to the previous years". 14% of women and 1% of men reported experiencing sex-based misconduct. Bullying and victimisation rates increased, but scenarios where a manager was the perpetrator, as reported by women, were down from 11% to 3%. While there have been some improvements, the survey found that there was "persistent gender disparities in workplace misconduct, with both improvements and areas requiring further attention in the coming year". Anonymous reviews on Glassdoor (where employees can review their employer) currently give Paradox a 53% approval rating, while Wester as CEO has a 67% approval rating. The bulk of criticisms are around senior management and salary. "Now we have mandatory training for everybody," Lilja told me, "so that everybody can understand what these things are, see what they consist of, how to detect them, and what to do if they detect them, and then we train the managers more because we want the managers to handle the situation. This has had an effect. We can see that people feel more safe, and of course, this is not something that's gonna maybe ever go away fully, but the gap has shrunk between men and women, and both have higher confidence that Paradox is handling these kinds of things well. But we know it's not a one-off thing. So the training is mandatory, and training is what Gender Balance also recommended as the main effort." The future of Paradox Stellaris Overlord DLC (Image credit: Paradox) One trend with Paradox is that it often struggles with growth. Its core games, from Paradox Development Studio, typically perform well, but when it takes risks on new studios and experiments with genres outside of its comfort zone it frequently misses the mark. There have been multiple times during the publisher's long history where it expressed a desire to focus on that core, usually following issues when it deviated from it. When Wester returned as CEO he said the same thing. We're yet to really see that pay off, however, and probably won't until the arrival of Europa Universalis 5, which hasn't officially been announced but we know is absolutely coming. "We have had pretty bad discipline when it comes to investments, in the sense that we take on quite a lot of risk in areas, maybe where we're not so strong," said Lilja. "Which is sort of the definition of a bad idea. So we're not going to do that [any more]." "We have solved this problem before, and then we sort of forgot. Mattias Lilja, deputy CEO Lilja acknowledged that this is history repeating itself. "We have solved this problem before, and then we sort of forgot. But I think essentially the solution is what we did back then. We refocused on the core. We stopped talking about stuff before it was ready to be talked about." One difference, though, and perhaps this is what will allow Paradox to stick with the strategy, is the existence of Paradox Arc, which serves as a smaller, experimental publishing label. It's already produced a bunch of interesting games, like Stardeus. "[Paradox Arc] takes on some of those riskier, cooler things that we want to do," said Lilja, "but in a small sense, and also branded differently. PDS and Paradox Interactive come with expectations, and Arc helps us say, 'this is experimental territory'. We often do early access there as well, just to even push harder, like, you know what you're getting into." Units surrounding a city (Image credit: Paradox) Even so, investing in the core and producing small experiments hasn't always panned out. Millennia, Star Trek: Infinite, Empire of Sin, Cities: Skylines 2—each of them are games in genres Paradox knows. That it released Empire and Cities 2 in their states is particularly damning, given that even a cursory glance would have revealed how far from ready they were. Paradox could have afforded to take the hit and delay them. Should its earlier successes not have afforded it more flexibility? They certainly should have spent more time in the QA process—while it was scrapped in 2019, a new QA department took its place, working with third-party QA teams and in-house QA teams for Paradox's first-party games. The problem is that Paradox has a specific way of doing things, and that's fixing stuff after the game goes live. Take Cities 2, for instance. Paradox and Colossal Order were aware of the issues, but "we were actually in agreement that iterating this live was probably the right way to go," said Lilja. And that often works out. But this time it didn't, because players already had a game that was overflowing with features and mods, and had a lot more polish. So they just went back to Cities 1. There is at least some acknowledgement that it can't keep doing this, and that Paradox learned the wrong lessons from some of its rough but successful games. "I actually think the success of Magicka might have confused us a little bit," said Fåhraeus. An in-development image of the Holy Roman Empire from project caesar, the in-development unannounced Europa Universalis 5. (Image credit: Paradox Interactive) "Yeah," added Lilja, "Magicka taught us the wrong things. It was that technical stability doesn't matter. Yeah, it was fun. Yeah, people don't care if it's unstable. NASA has a term: they call it a 'near miss'. It's when the space shuttle that did not blow up really should have. So people learn that you don't have to be so careful." Maybe it's learned its learned the right lessons now. To not release games so early, like it did with Cities 2, or to not take huge risks on games it's never tried before, instead using Arc "to find ways of exploring without betting the farm". Lilja also wants to stop announcing games too early because "that's unnecessary." The desire to build hype is understandable, but when you look at Bloodlines 2, which started taking preorders five whole years ago, it starts to look a bit silly. One thing I can't shake, though, is how a lot of Paradox's troubles started around the same time as the IPO. I am predisposed to not trusting shareholders because their single goal is to keep making money out of their investment, and that means constant growth. It's not enough for a company to keep making good games, they need to make more of them, and then more on top of that, increasing shareholder value. Success in capitalism is all about getting bigger and bigger, but that's not necessarily an environment that produces quality games. Did the shareholders exert pressure on Paradox? Did those investments encourage Paradox to make the big swings and big mistakes it's still currently dealing with? Lilja doesn't think so. Citizens on a first date in Cities: Skylines 2 (Image credit: Colossal Order) "We were successful and got slightly more confident," he said. "I don't think it has to do with the investors, because they were the same people before and after this. The investment firm Spiltan, they were way earlier than the IPO. And Fredrik Wester is still the biggest owner, and he was that way before the IPO." We were successful and got slightly more confident. Mattias Lilja, deputy CEO Paradox's three biggest shareholders are CEO Fredrik Wester, who owns 33.36% of Paradox, Investment Aktiebolaget Spiltan, which owns 16.86%, and Tencent, with a 10.07% share. "So certain things changed with the IPO perception-wise, also internally with staff," he continued. "So there were pros and cons of that, but I think where we had challenges with discipline or were slightly overconfident, I think [that comes more from us] doing great as a business. I would say that the IPO was a result of us being successful. Before that, we grew a lot up to the point of the IPO as well. So the growth journey had been part of this all the time. The IPO happened in the middle, and they coincided. So I would challenge you on that a bit. It's not the main thing that I see. It's more that we had quite a lot of money, and we felt smart, and we wanted to do cool stuff. Success has its own challenges, and we have started to rein that in. You don't see it because game development takes a long time, of course. So some changes have already happened. Arc has been launched. We're prototyping longer. We are investing in our core." A crusading king off to do some crusading. (Image credit: Paradox Interactive) If Paradox is able to stick with its strategy to focus on the games it knows, maybe it could turn the tide. At least the transparency seems to be returning. So much of the trouble at Paradox kicked off during the height of the pandemic, which also resulted in a bit of a communication breakdown—for a while the company seemed more insular. But the candid way Lilja has been speaking about its recent difficulties is reassuring, even if it is in part to mitigate some of the bad press it's been receiving over the last year or so. What's clear is that it would be a mistake to count Paradox out. While it seems to be bouncing between cancellations and delays and rough launches like an out of control pinball, it's been here before. The stakes have never been this high, and the problems have never been this high profile, but it's got a proven track record of weathering storms. Or maybe I'm just being incredibly optimistic because I crave a supply of quality grand strategy games. https://www.pcgamer.com/games/strategy/the-dark-age-of-paradox-interactive-what-exactly-happened-to-one-of-pc-gamings-best-publishers/

Oppo Find X8 series is scheduled to make its debut in China on October 24. The purported smartphone lineup is expected to feature a dedicated capture button for the camera, enabling quick access. Ahead of its anticipated launch, a company official has highlighted the reasons behind the inclusion of this new button on the Find X8 series and why it is different from the Camera Control button found on Apple's latest iPhone 16 series. Capture Button on Oppo Find X8 Series In a post on the Chinese social media platform Weibo, Oppo Find series Product Manager Zhou Yibao detailed the addition of a dedicated capture button for the camera on the purported Find X8 series. One of the reasons behind its inclusion is due to “pain points” discovered in personal experiences. It is meant to serve as a new, snappy way to capture photos without using the handset's touchscreen. The executive also highlighted how they faced trouble when operating the camera in freezing temperatures while wearing gloves. Another instance included a rafting adventure in Guangzhou, where the constantly moving raft, coupled with water splashes, made it difficult to access the controls on the screen. Other examples include wanting to take photos of moments with children and pets or while horseriding, all of which were missed due to the inability to quickly take out the smartphone and capture photos. However, the Oppo official noted that the Find X8's capture button is different from the new Camera Control button on the iPhone 16 series. Whereas Apple's latest smartphones sport a new capacitive button that can be used to accomplish multiple tasks, including tweaking camera settings, the button on the Find X8 series is meant for only one thing — taking pictures. It was designed with keeping three principles in mind: ease of use, simplicity and appearance. The official highlighted their discussions with Oppo's research and development team and came to a conclusion that it should be easy to use regardless of the orientation, should be as "simple as a volume button", and should be in line with the overall appearance of the smartphone. Oppo Find X8 Specifications (Expected) Oppo Find X8 may be equipped with a 6.5-inch BOE display with a 1.5K resolution and thin bezels, as per previous leaks. For optics, it is speculated to feature a triple rear camera setup headlined by a 50-megapixel Sony LYT-600 sensor. The purported handset is already confirmed to be powered by MediaTek Dimensity 9400 chipset, which may be paired with up to 16GB of LPDDR5T RAM and up to 1TB of UFS 4.0 storage.Oppo Find X8 is expected to be backed by a 5,700mAh battery with support for 80W SuperVOOC charging via USB Type-C. https://gadgets360.com/mobiles/news/oppo-find-x8-series-capture-button-camera-weibo-6767332

Uber is turning to OpenAI and ChatGPT to help push the adoption of electric vehicles (EV) by its drivers. The ride-share company announced the new AI assistant at the Go Get Zero sustainability conference in London among several other green initiatives. Uber will employ OpenAI's GPT-4o model, the same one undergirding ChatGPT, to create a guide for drivers along the road toward where they are confident and comfortable behind the wheel of an EV. The idea of AI as a personal automotive concierge makes sense, considering the complexities of switching away from gas cars. That means the AI will adapt to the user, tailoring its answers around how to buy and take care of an EV to who is asking. The AI will come packed with data about purchase prices, how to charge and maintain the car, and other useful information unique to EVs. The AI will also adjust its responses to match where the driver lives. Geography matters since many states, cities, and other locales have incentive programs to entice people into switching to electric cars, but they are far from uniform. The same goes for mapping out charging stations that the drivers can rely on should their battery run low. A Californian Uber driver might regularly discuss the state rebates and tax credits they earn for getting an EV, while, at the same time, an Uber driver in New York asks the assistant about discounts at nearby charging stations. Uber AI Uber isn't going to limit the AI to talking about electric cars forever. The company said it will widen the types of questions the AI can answer and the data sources it pulls from later in 2025 in order to make the AI more flexible and useful in more circumstances. Personalizing a specialized AI assistant like this may end up seeming inspired as an approach should it pan out. Still, it's a lot less daunting to learn about EVs through a conversation with an AI than trying to plow through a lot of often complicated technical and regulatory documents. The ChatGPT-based AI companion also fits with Uber's more extensive list of new and upcoming features to encourage EV adoption like letting riders specifically request an EV and matchmaking EV Uber drivers with those considering it to answer any questions the AI couldn't. For OpenAI, it's another milestone in expanding into the automotive AI space. Voice assistants are a common feature in modern vehicles, and ChatGPT's models are powering a growing number of vehicular AI assistants. Volkswagen began embedding ChatGPT in its cars on a wide scale last month. The upgraded Ida voice assistant leverages OpenAI's model to be more conversational and handle a broader array of requests than had been previously feasible. Between VW, Uber, and experiments from Mercedes-Benz and other carmakers, OpenAI has a shot at heavily influencing how we engage with the next generation of car AI assistants. https://www.techradar.com/computing/artificial-intelligence/uber-is-plugging-chatgpt-into-evs

Nvidia's Blackwell GPUs for AI and HPC faced a slight delay due to a yield-killing issue with packaging that required a redesign, but it looks like this did not impact demand for these processors. According to the company's management questioned by Morgan Stanley analysts (via Barron's), the supply of Nvidia Blackwell GPUs for the next 12 months has been sold out, which mimics a situation with Hopper GPUs supply several quarters ago. As a result, Nvidia is expected to gain market share next year (via Seeking Alpha). Morgan Stanley analysts shared insights from recent meetings with Nvidia's leadership, including CEO Jensen Huang. During these meetings, it was revealed that orders for the Blackwell GPUs are already sold out for the next 12 months. This means new customers placing orders today must wait until late next year to receive their orders. Nvidia's traditional customers (AWS, CoreWeave, Google, Meta, Microsoft, and Oracle, to name some) have bought every Blackwell GPU that Nvidia and its partner TSMC will be able to produce in the coming quarters. Such an overwhelming demand may indicate that Nvidia might gain market share next year despite intensified competition from AMD, Intel, cloud service providers (with proprietary offerings), and various smaller companies. "Our view continues to be that Nvidia is likely to actually gain share of AI processors in 2025, as the biggest users of custom silicon are seeing very steep ramps with Nvidia solutions next year," Joseph Moore, an analyst with Morgan Stanley, wrote in a note to clients. "Everything that we heard this week reinforced that." Now that packaging issues of Nvidia's B100 and B200 GPUs have been resolved, Nvidia can produce as many Blackwell GPUs as TSMC can. Both B100 and B200 use TSMC's CoWoS-L packaging, and whether the world's largest chip contract maker has enough CoWoS-L capacity remains to be seen. Also, as demand for AI GPUs is skyrocketing, it remains to be seen whether memory makers can supply enough HBM3E memory for leading-edge GPUs like Blackwell. In particular, Nvidia has yet to qualify Samsung's HBM3E memory for its Blackwell GPUs, another factor influencing supply. https://tomshardware.com/pc-components/gpus/nvidias-blackwell-gpus-are-sold-out-for-the-next-12-months-chipmaker-to-gain-market-share-in-2025

A deadly virus that affects cattle and sheep has been confirmed on two Hertfordshire farms. The positive cases of bluetongue were confirmed by Hertfordshire County Council. The Department for Environment, Food and Rural Affairs (Defra) said because three new cases had been identified along the Hertfordshire/Buckinghamshire border, its zone that restricts the moving of animals has been extended and now includes Buckinghamshire and parts of Berkshire. The virus is spread by the bites of midges that are often blown over from the continent during spells of warm weather. Morris Bright, executive member for public health and community safety, at the council, said: "While there is no risk to the public, or to food safety, these confirmed cases in Hertfordshire will be worrying for farmers. "We’re working closely with the government and local farmers to make sure the necessary control measures are in place to hopefully prevent this disease spreading to other farms." Defra said bluetongue, which can cause infertility and breathing problems in some animals but does not affect people or food safety, had been found at several premises since the latest outbreak was first detected in Suffolk on 26 August. It said the disease could prove fatal for infected animals "in the most severe cases". Symptoms vary across susceptible species but include fever, lesions, redness of the mouth, eyes, nose, reddening of the skin above the hoof, excessive salivation and nasal discharge. https://www.bbc.com/news/articles/c62gxz6yev7o

In the heart of Gujarat, under the soft glow of oil lamps, an ancient rhythm stirs. Feet tap the earth in reverent circles, hands clap in unison, and the air hums with songs passed down through generations. This is garba, a dance that has transcended time and changes like the seasons, constantly evolving yet always rooted in timeless devotion to the divine feminine. What began as a sacred dance in forgotten courtyards has now blossomed into a celebration that pulses through modern India, carrying the whispers of the past. Mythological beginnings: The influence of Mahabharata Garba’s origins can be traced back to the epic Mahabharata, according to Gujrati culture expert and author Himanshu Raval.Arjuna, during the last year of exile, disguised as Bruhannala, a eunuch, and learned women’s harem dance — hallisaka — a circular movement symbolising life, birth, and rebirth. This early dance mirrored the universe itself.The word “garba” comes from “garbha,” meaning womb — a vessel of life. At the dance’s centre, a glowing diya (lamp) in a matka (pot) symbolises creation and the boundless energy of the mother goddess. Life is celebrated, sustained, and honoured in these sacred circles. Over time, Lord Krishna po[CENSORED]rised this dance, which evolved into “rasa,” where men performed with sticks in honour of the deity. In the past 150 years, Garba, as we know it today, emerged, integrating masculine (rasa) and feminine (garba) energies. Cultural evolution: From tradition to innovation Garba is dynamic, shaped by its performers and the times. Professor Dr Parul Shah, former dean of the faculty of performing arts at The Maharaja Sayajirao University, Baroda, explained dancing in circles has been a universal human tradition since time immemorial, symbolising the cyclical nature of life. The Garba circle, with clapping hands and turning feet, mirrors the earth’s rhythms and the seasons. The diya represent Historically, women performed garba in devotion to the mother goddess, while men performed a related form called garbi. These dances, performed in town squares and sacred spaces, fostered a deep sense of community. Over time, modern choreography, lighting, and large-scale performances transformed the tradition. The advent of performing garba in “party plots” is a modern twist on this ancient practice. According to Mahendra Andani, who has run Shree Patel Ras Mandali for 43 years, garba has become more commercial over the last decade. However, he believes that this evolution is natural as long as the devotion and respect for tradition remain intact. Garba today is a mix of the old and new. Modern-day garba: Blending tradition and contemporary trends As garba evolves, it embraces modern influences without losing its traditional roots. Shreya Adeshara, fashion designer at Cotoresha, said that today’s Navratri celebrations mix Bollywood beats and innovative moves like the “zombie step” while maintaining traditional values. This evolution also extends to garba attire, she says, with modern chaniya cholis combining traditional craftsmanship with contemporary designs, often using sustainable fabrics. Ritika Solanki Makwana, a garba teacher, stressed the spiritual aspect of the dance. At her school, Navtaal Garba, they start with traditional two-taali and three-taali steps to connect with ancient roots before incorporating modern elements. “We may embrace new trends, but we never let go of the roots,” she said. Some traditions, like dancing barefoot, are still preserved, grounding dancers to the earth. The essence remains preserved At its heart, garba is a form of worship and a way for communities to come together. Elaborating on the circle in garba, Dr Shah said it represents oneness, with each dancer moving individually while being part of a larger, universal rhythm. This symbolism remains timeless, even as garba evolves. https://indianexpress.com/article/lifestyle/art-and-culture/dance-through-time-with-garba-village-squares-party-plots-navratri-evolution-history-9614037/

Israeli forces fired at UNIFIL headquarters in southern Lebanon, injuring two Indonesian peacekeepers. UNIFIL – the United Nations Interim Force in Lebanon – said on Thursday that two peacekeepers were injured when an Israeli tank fired at a watchtower at the force’s headquarters in the border area town of Naqoura, causing them to fall. Any attack on peacekeepers is a “grave violation of international humanitarian law”, UNIFIL said in a statement. On Friday, Lebanon’s Ministry of Foreign Affairs said the Israeli army hit a watchtower of a Sri Lankan battalion in Naqoura, part of UNIFIL, in the second such attack in as many days. The peacekeeping organisation, which consists of about 10,000 peacekeepers from 50 countries and was established in 1978, said Israeli forces had “deliberately” fired at its positions along the border.Jean-Pierre Lacroix, the UN undersecretary general for peace operations, told the UN Security Council that the “safety and security” of UN peacekeepers in Lebanon is “increasingly in jeopardy”. He said that operational activities had virtually come to a halt since September 23, when Israel launched a wave of strikes against Hezbollah strongholds in Lebanon. “Peacekeepers have been confined to their bases with significant periods of time in shelter,” he said, adding that UNIFIL was ready to support all efforts towards a diplomatic solution. “UNIFIL is mandated to support the implementation of resolution 1701, but we must insist that it is for the parties themselves to implement the provisions of this resolution,” he told an emergency meeting of the 15-member council. UN Security Council resolution 1701 gives UNIFIL a mandate to help the Lebanese army keep its southern border area with Israel free of weapons or armed personnel other than those of the Lebanese state. UNIFIL spokesperson Andrea Tenenti told Al Jazeera that the attack was a “very serious” development. Tenenti explained that Israel had previously asked the peacekeepers to move from “certain positions” near the border, but “we decided to stay because it’s important for the UN flag to fly in [the] south of Lebanon”. “If the situation becomes impossible for the mission to operate in the south of Lebanon … it will be up to the Security Council to decide how to move forward,” he said. “At the moment, we are staying, we are trying to do whatever we can to monitor [and] to provide assistance,” Tenenti added. Indonesia Minister for Foreign Affairs Retno Marsudi confirmed on Friday that two Indonesian peacekeepers had been injured in the assault and are in hospital for further observation. “Indonesia strongly condemns the attack,” she said. “Attacking UN personnel and property is a major violation of International Humanitarian Law.” Indonesia, a staunch critic of Israel and supporter of Palestine, has about 1,232 personnel currently deployed with UNIFIL in Lebanon. Israel Israel’s military said its troops opened fire near a UNIFIL base after instructing UN forces in the area to remain in protected spaces. It said in a statement that Hezbollah fighters operate from within and near civilian areas in southern Lebanon, including areas near UNIFIL posts. The military said it “is operating in southern Lebanon and maintains routine communication with UNIFIL”. Israel’s UN ambassador, Danny Danon, said he recommended that the peacekeeping force relocate five kilometres (3.1 milies) north “while the situation along the Blue Line remains volatile as a result of Hezbollah aggression”, referring to the demarcation line between Lebanon and Israel. The White House is “deeply concerned” by reports Israel fired on UN peacekeeper headquarters in south Lebanon, a National Security Council spokesperson said. “We understand Israel is conducting targeted operations near the Blue Line to destroy Hezbollah infrastructure that could be used to threaten Israeli citizens,” the spokesperson said. “While they undertake these operations, it is critical that they not threaten UN peacekeepers’ safety and security.” Italy Minister of Defence Guido Crosetto called the attack on the UNIFIL bases “totally unacceptable”. “This was not a mistake and not an accident,” Crosetto told a news conference. “It could constitute a war crime and represented a very serious violation of international military law,” he said. https://www.aljazeera.com/news/2024/10/10/world-reacts-to-alleged-israeli-attack-on-un-peacekeepers-in-lebanon

Nvidia Chief Executive Officer Jensen Huang said that the future of Artificial Intelligence (AI) will be services that can “reason,” but such a stage requires the cost of computing to come down first. Next-generation tools will be able to respond to queries by going through hundreds or thousands of steps and reflecting on their own conclusions, he said during a podcast hosted by Arm Holdings Plc CEO Rene Haas. That will give this future software the ability to reason and set it apart from current systems such as OpenAI's ChatGPT, which Huang said he uses every day. Nvidia will set the stage for these advances by boosting its chip performance every year by two to three times, at the same level of cost and energy consumption, Huang said. This will transform the way AI systems handle inference — the ability to spot patterns and draw conclusions. “We're able to drive incredible cost reduction for intelligence,” he said. “We all realize the value of this. If we can drive down the cost tremendously, we could do things at inference time like reasoning.” The Santa Clara, California-based company has more than 90 percent of the market for so-called accelerator chips — processors that speed up AI work. It has also branched out to selling computers, software, AI models, networking and other services — part of a push to get more companies to embrace artificial intelligence. Nvidia is facing attempts to loosen its grip on the market. Data center operators such as Amazon.com Inc.'s AWS and Microsoft are developing in-house alternatives. And Advanced Micro Devices, already an Nvidia rival in gaming chips, has emerged as an AI contender. AMD plans to share the latest on its AI products at an event Thursday.' https://www.gadgets360.com/ai/news/nvidia-ceo-reasoning-ai-depend-cheaper-computing-6760659

Google's AI image generator Imagen 3 is now available to all Gemini users on mobile or desktop, for free. So, if you ask Gemini to create an image for you it will now use Imagen 3 by default, even on the free tier, but there’s one annoying limitation. Google calls Imagen 3 its highest-quality image generation model yet and claims it’s better at following your instructions and produces fewer visual artifacts than its previous models. However, there is one annoying limitation – if you want to generate images of people you need to be a Gemini Advanced customer. Gemini Advanced costs $19.99 (£18.99, AU$32.99) a month and comes as part of the Google One AI Premium Plan that includes 2TB of storage and Gemini in Google Docs. Unlike some other AI image generators, Imagen works by generating just one image from each prompt. You can refine the image by requesting changes, so it remembers what you asked for previously, but a new image is generated for every prompt you enter. If you like the preview you see you can download the image and you’ll get a 2048 x 2048 resolution JPEG. You can download as many images as you like because there’s no specific daily limit for image creation, even on the free tier. The main restriction, of course, is that you can’t create images of people. Animals however aren't a problem. Of course, once you upgrade to Gemini Advanced you can create as many images of people as you like. Imagen 3 has a range of features that are worth exploring. For example, you can ask it to create photorealistic landscapes, richly textured oil paintings, or even claymation scenes. Google is very proud of Imagen 3's great text rendering capabilities. So, if you ask it to create a comic book panel with a speech bubble coming from one of the characters, the text should be readable. However, we found that it still had some work to do in this area. For example, the prompt "create an image of a panel from a 1950s sci-fi comic where a man and woman look out at a futuristic city and a speech bubble from the man says "I never thought Mars would have such a great atmosphere", generated this unfortunate image:You can also ask it to create words made out of other shapes, or carved into buildings and it should look realistic. All these improved features mean that Imagen 3 is going to deserve a place amongst the best AI image generators. https://www.techradar.com/computing/artificial-intelligence/google-geminis-new-ai-image-generator-just-rolled-out-to-everyone-for-free-with-one-annoying-limitation

The only major semiconductor asset in Vietnam is Intel's assembly and test facility. However, the company plans to establish itself as a major global player in the semiconductor industry by 2050. Prime Minister Pham Minh's strategy, which TrendForce reports, lays out specific goals, detailed timelines, and actionable steps to drive the sector's growth and ensure long-term sustainability. Vietnam's strategy that was adopted by PM's Decision No. 1018/QD-TTg is quite comprehensive and is built around five primary objectives: designing specialized chips, fostering growth in the electronics sector (which will use chips developed and built in Vietnam and elsewhere), creating a skilled workforce, attracting investments, and implementing other relevant initiatives to boost the industry. The general goals by 2050 include three semiconductor production facilities, 20 packaging and testing facilities, and establishing hundreds of local chip designers. Phase 1: Set the stage for future growth with one fab and 50,000 engineers During Phase 1 (2024-2030), the focus is on leveraging Vietnam's strengths to draw foreign direct investment and establish core semiconductor research, design, manufacturing, and testing competencies. By the end of this phase, the country aims to set up at least 100 design companies, one small semiconductor fab, and ten packaging and testing facilities. The company targets over $25 billion in semiconductor revenue and a workforce of more than 50,000 engineers and university graduates. Also, Vietnam expects its electronics industry to surpass $225 billion in revenue by 2030, which probably includes building additional electronics assembly facilities in addition to today's existing ones. Phase 2: Two more fabs and 100,000 engineers With 50,000 semiconductor engineers and university graduates, Vietnam's strategy for advancing its semiconductor and electronics sectors during the Phase 2 (2030 – 2040) plan involves combining self-reliance with foreign direct investment. The country aims to solidify its position as a semiconductor hub by establishing at least 200 chip design firms, building two fabs, and 15 facilities for packaging and testing. The development of human resources is a crucial element of this phase. Vietnam intends to cultivate a highly skilled semiconductor workforce, growing from 50,000 to over 100,000 qualified professionals by 2040, ensuring that talent is aligned with the sector's evolving needs. The plan projects semiconductor industry revenue to surpass $50 billion annually, with a 15-20% value-added impact. The electronics industry's yearly revenue is expected to reach over $485 billion, contributing 15-20% in added value. Phase 3: Three more fabs and 300 design firms During Phase 3 (2040 – 2050), Vietnam intends to establish at least 300 design firms, build three semiconductor manufacturing plants, and 20 packaging and testing facilities. With 600 chip design companies, Vietnam wants to become a leading semiconductor research and development country. Vietnam's revenue targets for Phase 3 are set at more than $100 billion while increasing self-sufficiency. Alongside these goals, the strategy envisions the Vietnamese electronics industry exceeding an annual revenue of $1 trillion by 2050. This phase is expected to deliver a significant value-added contribution to the country's economy, with targets ranging from 10% to 25% across different plan phases. Already developing Although Vietnam is not typically associated with chip manufacturing, Intel stands out with its significant test and assembly plant near Ho Chi Minh City, which is critical to Intel's global operations. Additionally, numerous electronics assembly companies operate in Vietnam. Companies like Samsung Electronics, Intel, ASE, Amkor, Texas Instruments, NXP, ON Semiconductor, Qualcomm, Renesas Electronics, Marvell, Infineon, and Synopsys have already made significant investments in the country, which proves their confidence in Vietnam's growing potential. Even Nvidia expressed confidence in Vietnam last year. However, several challenges, including energy supply issues, low wages, and gaps in technological infrastructure, stand in the way of Vietnam's ambitious goals. Addressing these barriers will be crucial for realizing the country's vision for the semiconductor sector. https://www.tomshardware.com/tech-industry/vietnam-to-build-six-semiconductor-fabs-country-aims-to-become-a-major-player-in-the-semiconductor-industry-by-2050

A chicken has been seen scratching around on the forecourt of a supermarket petrol station for at least a week-and-a half, causing a social media stir in a Welsh town. Regular sightings of the bird have been reported at Morrisons in Aberystwyth, Ceredigion. Ems Hanley - who does wildlife rehabilitations in the town - helped form what she is calling a chicken rescue team. "A witness said she saw a chicken jump from one of the battery lorries, so we have kind of an idea where [it] came from," she said.It is understood the chicken made a bid for freedom while the lorry she was in had stopped for fuel. "According to the manager of the petrol station she's been there coming up on three weeks now," she told the BBC Radio Wales Phone In. Ms Hanley also said it could also be more than one chicken that is being spotted. "There are supposedly three," she said of the latest theory in social media comments. "We've seen pictures that look like at least two chickens," she explained. "We've not seen pictures of a third chicken.""Unfortunately they are terrified of people," she said, adding how they seem to be a green area adjoining the forecourt carpark, hidden in what she called "thick privet hedges". Ms Hanley said her team was waiting to get technical help with a thermal scanner in the hopes of searching the thicket on Thursday night. It comes after the team set up an upturned crate, held up at one end by a stick attached to a trigger string. But the chicken, or chickens, have so far not let themselves get penned in again. "We nearly got her in and then a group of people walked past," she lamented. Another team member crawled into the hedges and has a chicken in his sights, but just out of reach, she said. "It is the quickest chicken I have seen in my life, no exaggeration." https://www.bbc.com/news/articles/cz6w77vy5eno

Batter Harry Brook said he and Joe Root "didn't know" the long-standing England partnership record they broke during an astonishing fourth day of the first Test against Pakistan. Brook, who became England's first triple centurion for 34 years, shared a partnership of 454 with Root, beating the previous best of 411 made by Colin Cowdrey and Peter May 57 years ago. It came as England posted 823-7 declared - the fourth-highest total in Test history - and then reduced Pakistan to 152-6 to close in on a remarkable victory in Multan. "We asked each other what the record was," Brook told BBC Test Match Special. "We didn't know what it was." So, what were the records? Brook's 317 was England's first score of 300 or more since Graham Gooch reached the landmark in 1990. It was also only the sixth triple hundred by an England batter. The stand with his fellow Yorkshireman Root was the highest for the fourth wicket for any team and the best in Test history by a pair playing away from home. They dominated the bowling, scoring their 454 runs in 522 balls. When May and Cowdrey put on their record stand, they were together for 1,140 deliveries. "I think we keep each other going," Root, 33, said. "We have a good laugh out there together. We have played a lot of cricket together whether it be for Yorkshire or for England. He does make you laugh, sometimes without even trying. He's fun to play with." Brook added: "We didn't talk much at all. "There was a fist pump in the middle. We were pretty tired - it was hot and tough work running between the wickets." Brook reached 300 in 310 balls, making it the second-fastest Test triple hundred behind India great Virender Sehwag's 278-ball effort. England's innings was only the third time in Test history two batters have scored 250 or more in the same innings. Just one maiden was bowled in the 150 overs. Never before had there been fewer than three in an innings of 100 overs or more. 'Like a combination of Root and Pietersen' Root's 262, also his highest Test score, was one of relentlessness and determination. He scored just 68 of his 264 runs in boundaries meaning the rest were taken by running ones, twos and threes in sweltering heat nearing 40C. That was made more impressive by the fact, until being dismissed in the 286th over of the match, he had been on the field for all but eight deliveries. In comparison, Brook crashed 29 fours and three sixes, once again showing his wide-array of attacking shots. "Harry Brook has the shots of Kevin Pietersen and the rhythm and hunger of Joe Root," former England captain Nasser Hussain said on Sky Sports. "That is a combination of two of England greatest players." Brook, 25, eased beyond his previous best Test score of 186 before attacking further late in his innings. His knock also added to his five centuries in his previous 18 Tests and took his average to 62.50 - the third-highest of any player to have played 20 or more innings. Root said: "He's got such a complete game: he can score all around the wicket. "He plays seam well, spin well and high pace well, and that's a pretty good recipe for scoring runs. "I'm not surprised at all in him going on and doing something special like that, but I don't think it'll be the last time we see him with a monster score by his name." One of the flattest pitches on record Brook and Root were helped by one of the flattest pitches on record in Multan. Although it started to show signs of deterioration late in the day as England's fresh bowlers had their turn, the amount of swing on offer (0.63 degrees) is the lowest in any Test in Pakistan since the start of 2022. The average amount of turn for the spinners (2.86 degrees) is the third-lowest in the same time period. Overall, analysts CricViz gave the pitch a difficulty rating of 2.9, which makes it the eighth-flattest pitch for the first four days of a Test since such records began in 2007. https://www.bbc.com/sport/cricket/articles/c2kd38950gxo

Indian filter coffee, with its rich aroma and bold flavour, has earned international recognition, ranking second on TasteAtlas’s list of the best-rated coffee drinks in the world released this week. “These are the best-rated coffee drinks in the world!” the caption mentions. Among the top three were Espresso Freddo from Greece on the third spot, while Cafe Cubano from Cuba grabbed the top spot. Known for its unique brewing method, this beloved beverage has been a staple in many South Indian households for generations. While its global po[CENSORED]rity grows, so does the curiosity around how many cups can be safely consumed in a day without compromising health. To better understand how much filter coffee is safe for regular consumption, we turned to clinical dietician and diabetes educator Kanikka Malhotra for insights into balancing the enjoyment of this cultural favourite with health considerations. The unique brewing method Malhotra explains, “Indian filter coffee, renowned for its bold flavour and frothy texture, is distinct from other brewing methods due to its decoction process and churning with milk. This preparation results in a strong, concentrated brew with a rich, earthy taste.”While it’s a beloved beverage, excessive consumption can lead to health issues due to its high caffeine content and the addition of milk and sugar. “To enjoy Indian filter coffee responsibly, it’s advisable to consume it in moderation, dilute it with milk or water, and opt for low-fat or skim milk. By following these guidelines, you can savour this unique brew while maintaining a healthy lifestyle,” states Malhotra. How much Indian filter coffee can one safely drink in a day? The recommended daily intake of Indian filter coffee varies based on individual factors. “While it’s generally advisable to limit caffeine intake to 400 milligrams per day, this can vary depending on personal circumstances,” informs Malhotra. To estimate your safe consumption, she says to consider the caffeine content and serving size of your preferred coffee. Exceeding the recommended limit may lead to health issues like anxiety, insomnia, and digestive problems. Specific factors that influence the amount of filter coffee an individual should consume Yes, several factors can influence how much filter coffee an individual should consume. According to Malhotra these are as follows: -As people age, their sensitivity to caffeine may increase. Older adults may need to limit their caffeine intake to avoid side effects like insomnia and anxiety. -Heavier individuals may metabolise caffeine more quickly, allowing them to tolerate higher amounts. However, it’s still important to consider overall health and individual sensitivity. -Certain medical conditions, such as high blood pressure, heart disease, anxiety disorders, and acid reflux, can be exacerbated by excessive caffeine consumption. Individuals with these conditions should consult their healthcare provider to determine a safe intake level. -Some medications may interact with caffeine, affecting its absorption or metabolism. It’s essential to check with a healthcare professional or pharmacist to determine if there are any potential interactions. People vary in their sensitivity to caffeine. Even at low doses, some individuals may experience side effects like jitteriness, headaches, or stomach upset. https://indianexpress.com/article/lifestyle/food-wine/indian-filter-coffee-taste-atlas-second-best-rated-drink-world-9613397/

Ratan Tata, who has died aged 86, was one of India's most internationally recognised business leaders. The tycoon led the Tata Group - known as a "salt-to-software" conglomerate of more than 100 companies, employing some 660,000 people - for more than two decades. Its annual revenues are in excess of $100bn (£76.5bn). Founded by Jamsetji Tata, a pioneer of Indian business, the 155-year-old Tata Group straddles a business empire ranging from Jaguar Land Rover and Tata Steel to aviation and salt pans. The ethos of the company "yokes capitalism to philanthropy, by doing business in ways that make the lives of others better", according to Peter Casey, author of The Story of Tata, an authorised book on the group.Tata Sons, the holding company of the group, has a "number of companies that includes privately held and publicly traded companies, yet they are in essence all owned by a philanthropic trust", he explains. Ratan Tata was born in 1937 in a traditional family of Parsis - a highly educated and prosperous community that traces its ancestry to Zoroastrian refugees in India. His parents separated in the 1940s.Tata went to college in the US, where he got a degree in architecture at Cornell University. During his seven-year-long stay, he learned to drive cars and fly. He had some harrowing experiences: he once lost an engine while flying a helicopter in college and twice lost the single engine in his plane. "So I had to glide in," he told an interviewer. Later, he would often fly his company's business jet. He returned to India in 1962 when his grandmother Lady Navajbai fell ill and called for him. It was then that JRD Tata - a relative from a different branch of the family - asked him to join the Tata Group. "He [JRD Tata] was my greatest mentor... he was like a father and a brother to me - and not enough has been said about that," Tata told an interviewer.Ratan Tata was sent to a company steel plant in Jamshedpur in eastern India where he spent a couple of years on the factory floor before becoming the technical assistant to the manager. In the early 70s, he took over two ailing group firms, one making radios and TVs and the other textiles. He managed to turn around the first, and had mixed results with the textile company. In 1991, JRD Tata, who had led the group for over half a century, appointed Ratan Tata as his successor over senior company aspirants for that position. "If you were to find the publications of that time, the criticism was personal - JRD got clubbed with nepotism and I was branded as the wrong choice," Ratan Tata later said. Peter Casey writes that under Ratan Tata's leadership, a "great but rather stodgy Indian manufacturer began emerging as a global brand with great emphasis on consumer goods".During his tenure the group made many bold acquisitions, among them the takeover of Anglo-Dutch steelmaker Corus and UK-based car brands Jaguar and Land Rover. Some of those decisions paid off, while others - including a failed telecom venture - have cost the company a lot of money. A high point came in 2000, when Tata bought Tetley and became the world's second-largest tea company. The deal was the largest takeover of an international brand by an Indian company. A few years later, a visiting journalist from a UK-based newspaper asked Tata whether he liked the irony of an Indian company buying a leading British brand. "Tata is too shrewd and too shy to be caught gloating about his successes like some territory-grabbing East India Company nabob," the journalist later wrote. Tata's foray into building a safe, affordable car turned out to be a disappointment. It was launched amid great fanfare in 2009 as a compact with the base model costing just 100,000 rupees ($1,222; £982). But after the initial success and euphoria, the brand began to lose out to other manufacturers due to issues with production and marketing. Tata later said it was a "huge mistake to brand Nano as the world's cheapest car. People don't want to be seen driving the world's cheapest car!" His resilience was also tested during the Mumbai terror attacks of 26 November, 2008. Tata's marquee Taj Mahal Palace was one of the two luxury hotels that was attacked, along with a train station, a hospital, a Jewish cultural centre, and some other targets in Mumbai. Thirty-three of the 166 people who died in the 60-hour siege were at the Taj. This included 11 hotel employees, a third of the hotel's total casualties. Tata pledged to look after the families of employees who were killed or injured, and paid the relatives of those killed the salaries they would have earned for the rest of their lives. He also spent more than $1bn to restore the damaged hotel within 21 months. Towards the end of his career, Tata found himself embroiled in an unsavoury controversy. In October 2016 he returned to Tata Sons as interim chairman for a few months after the previous incumbent, Cyrus Mistry, was ousted, sparking a bitter management feud (Mistry died in a car crash in September 2022). The role was eventually given to Natarajan Chandrasekaran, who was formerly the chief executive of Tata Consultancy Services, India's most valuable company with a market capitalisation of $67bn. Peter Casey described Tata as a "modest, reserved and even shy man". He found a "stately calm" about him and a "fierce discipline", which included preparing a handwritten to-do list every day. He also described himself as a "bit of an optimist". Tata was also a modest and reflective businessman. After the police were called in to end a strike that crippled operations at one of his firm's factories in Pune in 1989, Tata told journalists: "Perhaps we took our workers for granted. We assumed that we were doing all that we could do for them, when probably we were not." In 2009, Tata spoke at a school alumni function about his dream for his country, "where every Indian has an equal opportunity to shine on merit". "In a country like ours," he said, "you have to try and lead by example, not flaunt your wealth and prominence." https://www.bbc.com/news/articles/cd11lz4vpr7o