Innovative Tapeless Zipper Saves Tons of Fabric While Creating a Better Fit on Your Clothes

The AiryString Zipper – credit, YKK, provided to Wired

For a company that makes half the world’s zippers, new ideas have big impacts.

At Japan’s YKK, they’ve debuted a zipper sans fabric tape—the typically black-colored strip of material that separates the back of the zipper teeth from the garment.

Descente Japan was among the first to prototype AiryString® in 2022. The North Face has selected the system for use in its new Summit Series Advanced Mountain Kit, and the reception is positive—with users testifying to flexibility, lighter weight, a more unifying design, and a better, more natural fit. The secret behind is that zipper teeth are actually more bendy and twisty than the fabric tape they attach to, and that if you attach them directly to the garment, these properties are conferred to it.

But how can a zipper attach directly to fabric?

Don’t worry, all your questions can be answered in the pair of videos below. But for now, have a read about the impressive potential this upgraded zipper can bring the world.

The beforementioned YKK has an unusual level of market dominance. It owns not only patents and/or trademarks on its finished products in 180 countries, but also on a suite of sewing machines that the company manufactures itself. In addition to this, it designs and makes its own molds for zippers, and even spins its own thread.

With so much supply chain security, YKK can afford to innovate in a way that others can’t. In fact, one could be applauded for pointing out that YKK is as much if not more of a monopoly than Standard Oil ever was.

Since the modern zipper’s debut in 1910, there’s been little need for innovation. Textile and garment fabrication, however, rarely rests, and today brands wield “smart fabrics” featherweight nylon blends, and other extremely innovative fabrics that have left the zipper, in the words of Wired Magazine writer Amy Francombe, “out of sync with what surrounds it.”

It’s ironic to think of a zipper being out of sync, but indeed the stiff stitching along the tape-teeth seam makes for a less-flexible bind than do the newly redesigned teeth on the AiryString.

Without that tape though, YKK had to redesign everything. New machinery had to be developed to sew and close the garment. The resulting tapeless zipper seems impossible, but it’s anything but.

The sewing room floor has benefited by the change, as has the planet. Thousands of yards of fabric tape scraps are generated during zipper production, as well as gallons of water used with dye to color the tape—all of which have been removed. Add in shorter labor hours, and the result is a more efficient, eco-friendly product.

It’s attached to the garment via a sewing machine that feeds each half of the zipper along two gears made of the same zipper teeth as the AiryString.

YKK representatives told Francombe that adoption will take time, as the machines are not readily available, even if the zipper can fit into regular workflows. This has limited it to high-end brands, but if it proves popular, there’s virtually no limit to its future.

Personally, GNN would like to hear from users about whether the new teeth are easier to unjam in situations where the garment’s fabric gets stuck between them.WATCH how it works below… Innovative Tapeless Zipper Saves Tons of Fabric While Creating a Better Fit on Your Clothes

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Global life expectancy rises sharply since 1960, with Armenia outpacing regional trends

Global life expectancy has climbed from about 51 years in 1960 to 73.3 years in 2023, driven by advances in health care, sanitation and living standards, according to new study by the YSMU Heratsi National Research Center. Despite a brief setback during the COVID-19 pandemic, worldwide longevity has returned to its long-term upward path.

Japan remains a global leader, rising from roughly 68 years in 1960 to 84 years in 2023. Hong Kong and Monaco are the only places reporting higher figures. Italy, at 83.7 years, continues to benefit from strong health systems and diet-related habits common across much of Europe.

The United States increased from about 70 years in 1960 to 78.4 years in 2023, but its progress has been slower than that of other high-income nations due to issues including opioid misuse, obesity and health inequities. China, meanwhile, recorded one of the world’s most dramatic gains, jumping from about 33 years in 1960 to 78 years in 2023, supported by economic growth and improved medical access.

Armenia’s life expectancy reached 78.6 years in 2024, its highest in more than two decades. As in many countries, women live longer than men: women reached 81.7 years and men 75.1 years, up from 75.8 and 70.1 years respectively in 2000.

Regional differences remain stark. Africa’s average life expectancy stood at 63.8 years in 2023, ranging from 76.5 in Tunisia to 54.8 in Nigeria. Asia averaged 74.6 years, led by Hong Kong at 85.5 and Japan at 84.7, while Afghanistan recorded the lowest at 66. Europe averaged 79.1 years, with Monaco topping the list at 86.4 and Moldova lowest at 71.2. In South America, Chile led at 81.2 years, while Bolivia posted 68.6. Australia reported 83.9 years.Life expectancy is a key measure of society's well-being, reflecting the health, economic and social conditions, which is essential for shaping effective public policy. Source: https://www.panorama.am/

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IndiGo cancels all domestic flights departing from Delhi Airport till midnight today amid disruptions

New Delhi, (IANS) Delhi Airport on Friday issued a fresh passenger advisory, announcing that all IndiGo domestic flights departing from the airport are cancelled until midnight.

Delhi Airport took to social media 'X' and said, "IndiGo domestic flights departing from Delhi Airport on 5th December 2025 are cancelled till midnight today (till 23:59 hours). Operations for all other carriers remain as scheduled."

It further added, "Our dedicated on-ground teams are working diligently with all partners to mitigate the disruption and ensure a comfortable passenger experience. For the latest flight status, please check our official website www.newdelhiairport.in."

Earlier in the day, Delhi Airport issued a passenger advisory urging travellers to verify their flight status with airlines before heading to the airport. The announcement comes as IndiGo faces one of its most severe operational disruptions in recent years, resulting in widespread cancellations and delays.

This comes as more than 500 flights were cancelled on Thursday, with several others delayed. In November alone, IndiGo recorded 1,232 cancellations across its network.

An earlier advisory shared on the social media platform X said, "Please be advised that operational challenges affecting certain domestic services are resulting in flight delays and cancellations."

"We strongly recommend passengers verify their flight status directly with their airline prior to departure for the airport. Our dedicated on-ground teams are working diligently with all partners to mitigate the disruption and ensure an comfortable passenger experience. We appreciate your patience and cooperation," Delhi Airport said.

Meanwhile, Civil Aviation Minister Kinjarapu Rammohan Naidu and senior officials from the Ministry of Civil Aviation (MoCA) held an emergency review meeting with IndiGo’s top management to assess the ongoing situation. The Ministry said it is closely monitoring disruptions and has activated heightened oversight. The Minister also instructed the Airports Authority of India (AAI) to direct airport directors to provide full support to affected travellers. Additionally, the Directorate General of Civil Aviation (DGCA) has been asked to monitor airfares amid growing concerns of fare hikes due to reduced capacity.

The DGCA on Thursday also held a detailed meeting with IndiGo’s leadership seeking clarification on the sharp spike in cancellations. IndiGo attributed the situation to operational challenges linked to the implementation of Phase II of the revised Flight Duty Time Limitations (FDTL) norms, crew scheduling hurdles and seasonal winter conditions.

The revised FDTL Civil Aviation Requirements (CAR), enforced on July 1 and November 1 following court directives, aim to enhance safety and reduce pilot fatigue. During the meeting, IndiGo acknowledged underestimating crew requirements under the new system, resulting in planning gaps and staff shortages.

The airline stated that disruptions are likely to continue for the next two to three days as stabilisation efforts continue. From December 8, IndiGo will temporarily reduce flight frequency to minimise inconvenience. The carrier has also requested temporary relaxation of certain FDTL regulations for A320 aircraft until February 10, 2026, and assured DGCA that normal operations will be fully restored by then. IndiGo cancels all domestic flights departing from Delhi Airport till midnight today amid disruptions | MorungExpress | morungexpress.com

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Would Your Helmet Actually Protect You? VA Tech’s ‘Helmet Lab’ Is Testing Every Sport

VA Tech Helmet Lab staff testing a hockey helmet – credit, VA Tech Helmet Lab

In 2011, Steve Rowson and his fellow engineering students at Virginia Tech were asked by the Hokies equipment manager if they could test commercially-available football helmets to see which was the safest.

Obliging the man, they ran a series of impact assessments, and found a broad spectrum of differences between them.

At that moment, the institute’s “Helmet Lab” was born, and Rowson would go on to become its director. Now, he’s training the next generation of students producing the VA Tech Helmet Rating with the aim of providing consumers the unbiased information needed to make informed decisions when purchasing helmets.

Now they test all kinds of helmets: cycling helmets, football helmets, snowsport helmets, construction site hard hats, baseball helmets, hockey helmets, and equestrian helmets.

“If you think about what we first started doing, it wasn’t an original thought. You can look back to the 1970s and see the suggestion of someone saying, ‘well, we should stick sensors inside football players’ helmets so we can study head impacts,'” Rowson told CNN’s Tech for Good series, interviewing him on the Helmet Lab’s origin story.

The project became popular with just about everybody. Manufacturers were keen to get the (could one say coveted?) 5-star Helmet Lab safety rating to increase sales, parents and athletes were keen to get the most protection for their dollar, and students had the opportunity to work and study a variety of scientific disciplines in a field with extremely practical implications: the reduction in brain trauma in sports and society at large.

It’s not as obvious as throwing a crash test dummy against a wall. The Helmet Lab pays close attention to the circumstances particular to each sport. In some cases, that means the head smacking into something, while in other cases it’s something smacking into the head.

A child riding a bike will on average hit the ground at different points on the helmet compared to an adult cyclist, in an example of this difference.

Surfaces and material matter too. A football player will need protection from helmet-to-helmet hits, while a hockey player needs both protection from hitting the ice and getting whacked with a wooden stick. Ice has a different impact potential than blacktop, which will be different to snow in the case of skiing helmets, which will be different to sand in the case of horse riding.

All of this is taken into account when creating generating an official Helmet Lab rating.

The various testing machines measure linear and rotational force transmitted by the impact through the helmet and into the head. Lower levels of force detected by sensors mean less of the effects of the impact are making it through the helmet’s protective features, and result in a higher star rating.

People care when you’re buying a helmet, how much protection it offers,” Rowson said. “So, when we started publicizing that information, it was like a light bulb to manufacturers: ‘safety sells’ … and we’ve seen that across just about every single area we’ve evaluated helmets in.” Would Your Helmet Actually Protect You? VA Tech’s ‘Helmet Lab’ Is Testing Every Sport

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Giant 7’9” Canadian is Tallest Player in College Basketball History, Dunking Without Jumping (WATCH)

He was the same height as his kindergarten teacher and had eclipsed seven-feet-tall by the time he entered seventh grade.

And now—standing at 7’9”—Olivier Rioux from Quebec has ascended into sports history by becoming the tallest person to ever play in a college basketball game.

As the minutes ticked away in the second half of the University of Florida’s trouncing of North Florida on November 6th, the audience began chanting for Olivier.

Moments later, Florida coach Todd Golden turned toward the Canadian and granted the crowd’s wish.

More cheers rang out. And soon, history was made. (See the moment below…)

Olivier only played for two minutes late in the game for the team, which has an already stacked roster. He scored no points or rebounds, but was happy to be on the court—hearing the fans cheer for him.

“It felt great. The support from everybody was amazing,” Rioux told USA Today after the game. “Even on the bench and even with the fans. Everybody supported me. I’m very grateful.”

Prior to this month, Manute Bol had been the tallest college player—yet he measured a full two inches shorter than Olivier.

The young man’s journey into basketball accelerated rapidly after he played in an international tournament in Spain at the age of 12, and videos from his game went viral, reaching more than a million people.

In 2021, the youth with a size 20 shoe began attending IMG Academy in Florida, one of the country’s preeminent prep schools for standout athletes, and has been working to refine his talents ever since.

“He’s put in a lot of great work and to his credit, he’s kept a great attitude without getting a lot of reward in terms of playing time and opportunity,” Golden told USA Today.

“I thought (the North Florida game) would be a good opportunity to get him out there and get his first college experience, and I think he was pretty excited. It was pretty neat for him to finally see the floor.”

But will his 8-foot wingspan be enough to turn him into an NBA player?

Other incredibly tall players such as Bol, Yao Ming (7’6”), and current superstar Victor Wembanyama (7’4”) have proven that there is plenty of room in the NBA for big men.“The sky is the limit for him,”Rioux’s coach at IMG, Jeremy Schiller told Canada’s W5. “We haven’t even scratched the surface of what he can be.” Giant 7’9” Canadian is Tallest Player in College Basketball History, Dunking Without Jumping (WATCH)

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US leaders view China as a ‘pacing threat’ − has Washington enough stamina to last the race?

Andrew Latham, Macalester College: When Donald Trump meets with Xi Jinping on Oct. 30, 2025, he won’t just be chatting with any run-of-the-mill leader of a rival nation. Rather, he will be sitting down the with the chief representative of the United States’ “pacing threat.”

In the Pentagon’s lexicon, China has increasingly been presented as a “pacing challenge” or “pacing threat” − that is, a great-power rival against which a nation measures its strength, shapes its strategy and directs its resources across every domain of national power.

The phrase and concept has risen in military and academic circles since the turn of the 21st century. Its use in Washington to describe China dates to at least 2020, when Trump’s then–Secretary of Defense Mark Esper used it in a speech in Honolulu.

But what does it mean? For a country to be seen as a pacing threat, it must be a rising yet already near-peer whose capabilities and ambitions directly challenge the dominant country’s global position. A pacing threat doesn’t merely aspire to catch up; it sets the tempo of competition.

Esper’s successor in the Biden administration, Lloyd J. Austin III, continued to call China a “pacing threat,” explaining: “It means that China is the only country that can pose a systemic challenge to the United States in the sense of challenging us economically, technologically, politically and militarily.”

Use of “pacing threat/challenge” has grown since 2009 (Ngram)

The significance goes beyond rhetoric. By defining China in these terms, Washington reorients its entire defense establishment around a new strategic benchmark. The U.S.’s defense planning, industrial policy and global posture now revolve around a single question − how to keep up with and, if necessary, outpace Beijing.

When the United States government signals to its military leaders and industrial partners that a specific country is a “pacing threat,” it is giving them a yardstick by which to judge every dollar spent, every sailor or pilot assigned and every hour of training and preparation.

Pacing threats, increasing risks

The risk of focusing so intently on one foe is, of course, that there is more than one potential adversary out there. And the concept of a pacing challenge shouldn’t imply that China is Washington’s only competitor or potential enemy.

Other rivals remain in the mix, including Russia, Iran, North Korea and a range of smaller militant groups, that could cause major problems for Washington with or without China’s involvement.

The danger for the U.S. is that in designating China its only pacing threat, it could leave blind spots elsewhere. And the objective for a U.S. leader is not simply to be ready for a potential war with China but to be ready for the next crisis wherever it may emerge.

This goal is complicated by a second risk: the urge to plan for the future at the expense of the present. It is one thing for the U.S. Navy to build a fleet and the Air Force to design a missile for 2035 to ensure that it “outpaces” Chinese innovation. But it is another to have the capability to deter or address, if necessary, a crisis or conflict in 2025.

Developing a long-term force to match or surpass China is an important objective to U.S. political and military leaders, but not at the expense of current capabilities.

If the United States is intent on remaining the world’s predominant economic, diplomatic and military force, then it must focus on both – but that is easier said than done.

Is China already ahead?

There are some who believe that America’s pacing threat has already outpaced its rival.

The United States already lags behind China in the scale and output of its defense-industrial base – particularly in the quantity of ships, missiles and other military hardware it can produce and field at speed.

China is building warships at a rate unseen in the U.S. for decades. And it has an industrial ecosystem that can deliver on new programs and scale up in a crisis.

By contrast, American factories face labor shortages, a lack of modern shipyards and glacial acquisition timelines.

If the U.S. is intent on fielding better military assets in the future, it needs them to upscale at a speed that can deter China. In other words, America’s deterrence to any pacing threat needs to start at the factory gate.

A contest of speed, not size

Facing China as a pacing threat will start with an honest U.S. accounting of the type of competition in which it is engaged. This is not merely a rivalry of fleets or firepower but a contest of tempo − who can innovate faster, build smarter and field more flexibly to shape a world in motion.

If the U.S. is to outpace China, it will likely need to reconnect its economic and industrial base to its defense posture and regenerate the productive capacity that made America the world’s arsenal.

But that task is far harder for democracies, where political cycles, fiscal constraints and public skepticism about militarization often slow the mobilization of national power.

Complicating the matter is the fact that the next great arsenal will be defined not just in steel but in data, design and decision. Here, too, China at present appears to be gaining an upper hand. A September report by the Washington-based Information Technology and Innovation Foundation assessed that China was now “dramatically outperforming the United States in the vast majority of critical technological fields.”

The U.S. will not stay ahead of its pacing threat by meeting China ship for ship or system for system. The real edge is in responsiveness − the ability to outthink, outproduce and outmaneuver its competitor.

This article is part of a series explaining foreign policy terms commonly used but rarely explained.

Andrew Latham, Professor of Political Science, Macalester College

This article is republished from The Conversation under a Creative Commons license. Read the original article.

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Dharmendra discharged from hospital, ambulance departs from actor’s home

(Photo : IANS/apnadharmendra/insta)

Mumbai, (IANS) Veteran actor Dharmendra, who was on ventilator support at Breach Candy Hospital in Mumbai, has been discharged from the hospital.

According to hospital sources, the veteran actor was discharged earlier today. An ambulance was seen leaving Dharmendra’s residence. His family, however, remained tight-lipped about his current health condition. As per the latest reports, the ‘Sholay’ actor has been shifted home for further treatment.

On Wednesday, Bobby Deol was spotted leaving Breach Candy Hospital around 7 a.m., following a speeding ambulance. He was seen arriving at home along with the vehicle. It is being reported that the Juhu area near Dharmendra’s residence is now under heavy police surveillance.

The 89-year-old actor was admitted for medical observation and moved to the ICU on November 10. His wife, Hema Malini, and daughter, Esha Deol, shared that he was stable and on the road to recovery. Esha’s statement read, “My father is stable & recovering. We request everyone to give our family privacy. Thank you for the prayers for papas speedy recovery. (sic).”

Meanwhile, Hema Malini took to social media to denounce the false reports of Dharmendra’s death, describing them as “unforgivable” and “highly irresponsible.” She wrote, “What is happening is unforgivable! How can responsible channels spread false news about a person who is responding to treatment and is recovering? This is being extremely disrespectful and irresponsible. Please give due respect to the family and its need for privacy.”On November 11, Sunny Deol’s team provided an update on the actor’s health, stating that he is recovering well and responding positively to treatment. They urged everyone to keep him in their prayers for continued health and a long life. “Sir is recovering and responding to treatment. Let’s all pray for his good health and long life.” Dharmendra discharged from hospital, ambulance departs from actor’s home | MorungExpress | morungexpress.com

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India clinch maiden Women’s World Cup; BCCI announces Rs 51 cr reward for team, support staff

Navi Mumbai: India’s players celebrate with the trophy during the presentation ceremony after winning the ICC Women’s World Cup 2025 at DY Patil Stadium in Navi Mumbai on Monday, November 3, 2025. (Photo: IANS)

New Delhi, (IANS) In a watershed moment for Indian cricket, the national women’s team etched their name in history by winning their first-ever ICC Women’s World Cup title, defeating South Africa by 52 runs in a pulsating final at the DY Patil Stadium on Sunday night.

Celebrations erupted across the country as BCCI Secretary Devajit Saikia reportedly announced a ₹51 crore reward for the players and support staff, hailing the victory as a “monumental achievement that will take Indian women’s cricket to a new level.”

Meanwhile, IPL chairman Arun Dhumal lauded the team’s historic feat, drawing parallels with India’s iconic 1983 men’s World Cup triumph.

“It’s a red-letter day for Indian women’s cricket. What the men’s team achieved in 1983, the Indian women have recreated today in Mumbai. This historic triumph will give a tremendous boost to women’s cricket in the country, and I’m confident our game will now reach new heights,” Dhumal told IANS.

Earlier, batting first, India posted a commanding 298/7, powered by Shafali Verma’s fluent 87, Deepti Sharma’s composed 58, and valuable contributions from Smriti Mandhana (45) and Richa Ghosh (34). A solid 100-run opening stand between Mandhana and Verma set the platform for a big total before South Africa clawed back late to keep India just under the 300-mark.

Chasing 299, South Africa began confidently as Tazmin Brits and Laura Wolvaardt put together a brisk fifty-run opening partnership. But a sharp direct hit from Amanjot Kaur ended Brits’ stay, and from there, India seized control of the contest.

Young pacer Sree Charani struck in her first over, trapping Anneke Bosch LBW, before Shafali Verma — shining with the ball as well — produced a game-turning spell, removing Sune Luus and Marizanne Kapp in quick succession.

Deepti Sharma then delivered a dream performance, claiming 5 for 39 to crush South Africa’s middle order. Despite Wolvaardt’s fighting 101, the Proteas fell short, bundled out for 246 in 45.3 overs, as India sealed a famous 52-run victory amid roaring home support.

As the tricolour soared high and the players embraced in tears of joy, the moment marked not just a World Cup triumph — but the dawn of a new era for Indian women’s cricket.

Brief Scores:India 298/7 in 50 overs (Shafali Verma 87, Deepti Sharma 58, Richa Ghosh 34; Ayabonga Khaka 3-58) beat South Africa 246 all out in 45.3 overs (Laura Wolvaardt 101, Annerie Dercksen 35; Deepti Sharma 5-39, Shafali Verma 2-36) by 52 runs. India clinch maiden Women’s World Cup; BCCI announces Rs 51 cr reward for team, support staff | MorungExpress | morungexpress.com

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HSBC launches Innovation Banking in India, allocates $1 billion to support startups

IANS Photo

New Delhi, (IANS): HSBC India on Thursday announced the launch of its 'Innovation Banking' in India, which offers banking and financing solutions to support entrepreneurial businesses throughout their lifecycle, from seed to IPO, as well as their investors.

The bank plans to allocate $1 billion in non-dilutive debt capital to support Indian startups. The funding targets growth companies in early- to late-stage growth companies to scale their operations without diluting equity, helping founders and investors to retain greater control over their businesses, a release from the bank said.

HSBC India said that it already has a substantial balance sheet allocation for fund financing across venture capital and domestic private equity funds. With the launch of Innovation Banking, the bank aims to expand this offering, encompassing a broader range of funds and propositions, the release said.

The bank announced that its launch in India expands its global Innovation Banking platform, providing tailored financing and connectivity through over 900 experts worldwide.

David Sabow, Global Head of HSBC Innovation Banking, said that the $1 billion allocation signals a long-term commitment to India's innovation economy, job creation, and skills development.

“With the launch of HSBC Innovation Banking in India, we are deepening our support for the vibrant startup ecosystem, where we have a proven track record of partnering with clients on their growth journeys,” said Ajay Sharma, Head of Banking, HSBC India.

Through the combined strength of our global connectivity and significant venture network, HSBC Innovation Banking is well placed to support Indian startups to scale internationally and access new markets, he added.As India is the fastest-growing major economy and a tech and talent hub, Indian start-ups are expected to contribute $1 trillion to the domestic economy and generate 50 million new jobs by 2030, HSBC India said. HSBC launches Innovation Banking in India, allocates $1 billion to support startups | MorungExpress | morungexpress.com

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Rohit, Kohli will be big assets for India in 2027 WC: MSK Prasad

Sydney: India’s Virat Kohli and Rohit Sharma celebrate their team’s win after the third ODI against Australia at the Sydney Cricket Ground, in Sydney, on Saturday, October 25, 2025. (Photo: IANS)

New Delhi, October 26 (IANS) Former Indian chief selector MSK Prasad has expressed confidence in Virat Kohli and Rohit Sharma's continued value to the Indian team, saying the veteran duo will be huge assets for the Men in Blue in the 2027 ODI World Cup.

The two batting stalwarts were at their free-flowing best, delivering a formidable display to help guide India to a nine-wicket win in the third ODI against Australia to avoid a series whitewash.

Rohit (121 not out) picked up from his impressive outing in Adelaide and played an even chanceless knock, notching his 33rd ODI hundred. The former India skipper is third in the tally for most hundreds in the format behind Kohli (51) and Sachin Tendulkar (49).

Meanwhile, Kohli, who had been dismissed for successive ducks in the first two ODIs, got back among the runs with a valuable unbeaten 74. Kohli’s unbeaten knock of 74 saw him leap past Kumar Sangakkara to become the second-highest run-getter in Men’s ODIs history. Currently boasting 14255 runs from 305 matches, Kohli is only behind Sachin Tendulkar in the all-time tally.

"I am extremely happy —I was really looking forward to their performances in the last two matches. Unfortunately, that did not happen, but I am thrilled that it finally happened, and it is very important. As you head towards the World Cup, you need their services. People like Virat and Rohit Sharma will be big assets for the side," Prasad told IANS.

"I don't really see people looking at them based on their current form. What they have done in the past, Rohit has become fit, and Virat is fit as always. So testing those people is, like, hah, very difficult to answer! They have got 83 or 84 hundreds between them, and if you want to test them, it is something surprising to me," he said.

Rohit and Kohli, who have retired from Test cricket earlier this year, had announced their retirements from the T20Is following India Men's T20 World Cup winning campaign, with star allrounder Ravindra Jadeja also hanging his boots from the shorter format.

Prasad further praised the trio for gracefully passing the baton to the next generation at the right time. "Rohit, Virat, and Jadeja: one good thing they've done is hand the baton to the next generation once they won the T20 World Cup. That's a wonderful thing that has happened, and eventually these kids started flourishing and establishing themselves. We have a very good side," he said.

Prasad also highlighted India’s depth in the shortest format, noting that even players like Shreyas Iyer have struggled to find a place in the squad, underscoring the strength of the current talent pool."In fact we have so many players waiting in the wing. Shreyas has not found a place in the T20 squad, which speaks volumes about the talent pool we have. It is definitely debatable whether he is there or not, but I think he should be there. That's the secondary thing. We have enough firepower in our T20 side and have a solid team," the former chief selector said.Rohit, Kohli will be big assets for India in 2027 WC: MSK Prasad | MorungExpress | morungexpress.com

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From Classroom to Commerce: Growing My Father’s Business with University Insights

Image source - AI generated

Manshika Jain

The first time I saw a customer leave my father’s store empty-handed, it hit me hard. Even though I was just a kid back then, I was mature enough to understand that it wasn’t just a lost sale; it was the feeling that we weren’t doing enough, that we were somehow falling short despite our best efforts.

Our garment showroom in Rupnagar, a town in Punjab, is nestled in a busy market, surrounded by competition and an ever-evolving customer base. There were days when the sales felt like a rollercoaster—some good, some not so much—and I couldn’t help but wonder: what made people leave without buying anything?

Growing up watching my father struggle with the ups and downs of the business, I always saw him as a hard-working man, deeply committed to keeping the family business afloat. But I never truly understood the complexities of it until I started my journey at university. Here, I began connecting the dots and realised that there wasn’t just one factor influencing a business’s success. It wasn’t as simple as the price of the product or the quality alone.

The challenges we faced at my father’s showroom were far more complex than I had initially thought. Suppose you walk into a store and see a beautiful dress you love, but realise it’s priced just a little beyond what you’re willing—or able—to spend. It’s not that you didn’t like the dress; it’s just that, in that moment, it didn’t feel justifiable.

Maybe the same thing was happening in our showroom too. Maybe our prices were fair, but the customer’s income, their current priorities, or even their mood made the purchase feel out of reach. Or perhaps it wasn’t about the product or pricing at all—it could have been the attitude of our employees. If they weren’t fully committed, it would show, and stock isn’t going to sell itself right.

And even if we managed to address all these factors, there was still the looming challenge of online shopping. The ease and convenience of shopping online had started taking customers away from our store. We were caught in a whirlwind of issues, and at the time, I didn’t know how to tackle them all. But what I realised through my studies was that no single factor existed in isolation. The challenges we faced were interconnected, and to solve them, we needed to address each one thoughtfully and systematically.

The knowledge I gained at university set me on a transformative journey in how I viewed the challenges at the showroom. I didn’t just look at problems as roadblocks anymore; I began to see them as opportunities—opportunities to rethink strategies, to innovate, and most importantly, to act.

What earlier felt like an endless maze of problems now seemed surprisingly solvable once I started applying the insights I had picked up at university.

For instance, the drop in sales during seasonal dips used to feel inevitable, something we just had to accept. But after learning about Ryanair’s pricing model, I realised we didn’t have to sit back—we could attract more customers by offering bigger discounts on certain products while maintaining margins on others.

I suggested we try something similar at the showroom. Although my father was a little hesitant at first—after all, I was still a student, and he had years of real-world experience—I managed to convince him after many conversations and by sharing real-world examples.

At first, he smiled politely but brushed it off. It took a lot of discussions before he finally agreed to experiment with my ideas. When we implemented these changes, there were noticeable results.

Similarly, by paying closer attention to patterns, I noticed that most of our sales happened right after salary days. It hit me that we had been missing an opportunity all along—we needed to prepare our best stock early and roll out special deals during that window, instead of letting it pass quietly. Again, small adjustments made a visible difference.

When it came to managing our sales staff, what once felt like an unfixable human problem became clearer too. Having seen during college projects how people's efforts shifted when rewards were tied to performance, I realised we could motivate our employees better.

We started experimenting with performance-linked incentives, and slowly, there was a visible boost in energy and ownership on the floor.

As for competing with online shopping, I stopped seeing it as a battle we were destined to lose. Instead, I began to see our advantage—real trust, genuine conversations, and personal connection—things no flashy online discount could replicate. Sometimes, the answer wasn’t to shout louder but to connect deeper, and that became a principle I kept close to my heart as we moved forward.

Reflecting on this journey, I realise how my education didn’t just teach me theories or frameworks—it transformed how I thought. It shifted my mindset from a place of helplessness to one of empowerment. I stopped viewing challenges as insurmountable obstacles and started seeing them as opportunities to improve and grow.

This change in perspective that led to me helping my father has been my biggest achievement. Not only did it help our business move from merely surviving to truly thriving, but it also changed me as a person. I now approach problems with a mindset of innovation and growth, knowing that every challenge can be turned into an opportunity for success.

Education gave me the tools to look at problems from different angles, to question the status quo, and to act.

And it’s not just about our family business—it’s a lesson for any small business out there, whether it’s struggling or well-established. With the right mindset, any business can thrive. The power of knowledge doesn’t just lie in understanding concepts—it lies in how you apply them, how you adapt, and how you turn every setback into a stepping stone.

With the growing use of educational tools and fresh ways of thinking, many small businesses can find new paths to grow and succeed. And it’s the young minds of today, like mine, who will shape a future where innovation, resilience, and knowledge drive not just individual success, but the success of entire communities.

Manshika Jain, a first-year student at Plaksha University from Ropar with a commerce background, is aspiring to pursue a major in Data Science, Economics, and Business (DSEB) as part of the B.Tech program at Plaksha University, Mohali. She has a passion for reasoning through real-world situations and connecting them to economics and business concepts. From Classroom to Commerce: Growing My Father’s Business with University Insights | MorungExpress | morungexpress.com

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Telco transformation and the AI efficiency imperative

We caught up with Joaquim Croca, Vice President at global engineering and technology company Cyient, to discuss the pressures facing telcos and their automation journey

For the most part, the 2020s have not been a kind to telco network operators, particularly in Europe. The start of the decade saw them racing to pour billions of euros into their new fibre and 5G networks, betting heavily on the ‘build it and they will come’ mantra made famous by the 1989 film Field of Dreams.

Unfortunately for telcos in 2025, the resulting environment has proven less a field of dreams than a quagmire.

Traditional revenues have remained relatively flat for years in both the fixed and mobile sectors, often bogged down by heavy-handed regulation and fierce competition. At the same time, new revenue streams at scale remain elusive, despite the vastly improved technical capabilities of these new networks.

Against this challenging backdrop, as Cyient’s Senior Vice President Joaquim Croca points out, operational efficiency has never been more important.

“Telco business is fighting not to get fully commoditized,” said Croca. “All of the operators are looking towards becoming more streamlined, more cost-efficient… It’s a matter of survival.”

AI: Unlocking efficiency

At the heart of this drive for efficiency is the rapid evolution of AI in recent years, enabling a level of automation previously unattainable. Today, advanced AI analytics can rapidly compile data from numerous siloes into actionable data points, pre-empting network incidents and triaging problems in real time. Meanwhile, specially designed AI agents can work alongside network engineers, responding to queries in plain language and autonomously making resolving issues.

“AI is no longer just a buzzword; it’s starting to prove its value,” said Croca. “The question of 2025 is really: how can I use AI to release human intelligence to go and do something else?”

“We have been using AI for many years, but now it’s at the forefront of conversations with our customers. They want to know how much AI we are bringing to help overcome their challenges,” he continued.

For Cyient, this concept of freeing engineers to perform more high value tasks is at the core of their VISMON™ platform, a suite of AI-driven tools that enable zero-touch, closed-loop network automation, from planning and deployment through to optimisation and operations. According to the company, this platform is already delivering reductions in network operation time and resources by up to 40% and saving engineers numerous hours every day through autonomous site management.

“Our VISMON platform has been around for 20 years, evolving alongside the industry,” said Croca. “We have a stream of AI-powered scripts that are looking at how the network is performing, what are the issues, what are the fake alerts… ensuring we only call in the network engineer when it’s absolutely necessary.”

Increasing market complexity

In addition to automating network operations directly, part of what makes AI-powered OSS so effective is the smoother integration of these networks within the wider telco operating environment.

In recent years, an increasingly popular monetisation strategy for telcos has been to spin off their infrastructure, aiming to offload some of the operational complexity and serving to attract fresh investment. This, the telcos argue, will allow them to streamline their service operations and better focus on their customers. However, as Croca highlights, this type of fragmentation is making the telco market even more complex.

“We’ve seen a major trend of operators splitting between infracos, netcos, surfcos, etc. It’s all driven by the financial incentive,” explained Croca. “But this approach also creates a more complicated ecosystem. In Europe there are dozens of operators, each of which can divide into two or three different entities, each with their own processes and relationships. It rapidly becomes a very complex world.”

Handling this complexity on an international scale requires careful data management, another area where AI can perform. In a partnership announced this summer, Vodafone is using VISMON for just this purpose, helping to harmonise its network operations across its numerous markets. The platform provides unified network visibility across Vodafone’s markets, enabling them to benchmark configurations, detect anomalies, and track deployments.

The benefits are significant. According to the partners, their collaboration is delivering a 70% reduction in time spent compiling cross-market reports and three times faster decision-making. They also expect to see a 50% decrease in errors caused by inconsistent configuration.

“VISMON provides the strategic foundation to oversee configuration data across all markets, enabling us to harmonize practices, identify best-performing setups, and optimize our networks more effectively than ever,” said Mostafa Noureldien, Manager, Network Development Digital Strategy at Vodafone in the company release.

“We are already deploying AI NOC (Network Operations Centre) agents and rollout agents across two of Vodafone’s operations,” added Croca. “These are fully autonomous and very intelligent. They bring a big gain not just in efficiency but in quality, in terms of First Time Right and First Time Resolved. We’re delivering much faster resolutions to network issues.”

The road towards fully autonomous networks

Of course, the long-term dream for telcos is full network autonomy, requiring the bare minimum of human oversight. For Croca, this goal remains firmly on the horizon due to challenges both technical and philosophical.

“We are still going through existential doubts around how much of the network and its operations can be handed over to AI. There are technical questions and regulatory questions to be addressed, so we will be handing over the reins gradually,” he explained.

Nonetheless, the industry is making blistering progress, with Croca highlighting the need for effective and agile leadership in this rapidly changing landscape.

“To succeed, you need to find the CEOs and CFOs that are really driving new ways of operating, as well as finding some evangelist CTOs that are very keen to look at things in a different perspective,” said Croca. “It’s not just about technological maturity, but our own mindset towards embracing it.”Find out more about Cyient and the journey towards autonomous networks here Telco transformation and the AI efficiency imperativ

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Kate Middleton debuts new lighter locks

The Princess of Wales has seemingly debuted a new hair colour as she was spotted with lighter locks on her way to Sunday church service in Balmoral, the Daily Mail reported.

The Prince of Wales took the wheel as he drove his family, including Princes George and Louis, as well as Princess Charlotte, to Crathie Kirk - with Catherine, 43, beaming as she sat in the passenger seat.

The princess appeared to have coloured her hair a few shades lighter as her cascading tresses looked more blonde than ever before.

Accompanying their parents, Princess Charlotte, 10, cruised in the back seat with her brothers, Prince George, 12, and Prince Louis, seven, who wore matching outfits for the occasion.

Along with the Waleses, King Charles III and Queen Camilla, as well as The Princess Royal, were also seen heading to Crathie Kirk to spend part of their Bank Holiday weekend at the church.The monarch began his annual summer holidays at Balmoral last week, where he has been joined by several other members of the Royal Family to enjoy their break. custom title

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Lack of fibre is putting the brakes on UK’s data centre expansion, says study

Posted by Harry Baldock, New research from Neos Networks suggests that 82% of data centre operators in the UK have delayed deployment due to a lack of connectivity infrastructure

Access to fibre connectivity could be a significant bottleneck for the UK’s data centre ambitions, suggests a new study commissioned by Neos Networks.

The study, conducted by Censuswide, surveyed 100 data centre decision-makers, 100 large enterprise tech/IT decision-makers, and 100 local government stakeholders, asking them about fibre availability, AI, and their data centre projects.

The results showed that the lack of fibre network availability remains a key factor in hampering data centre deployments and AI implementation. It found that 82% of the data centre representatives had had a deployment or expansion delayed due to the lack of available fibre. In addition, 89% of the local government representatives said infrastructure projects in their region had been similarly delayed by fibre gaps, with 46% saying the region’s fibre networks were not ready to support AI data centres.

Part of the issue here, as Neos Network’s CEO Lee Myall points out, is that the UK’s ‘backbone’ fibre network – the high-capacity, long-distance infrastructure that connects major cities, data centres, internet exchanges, and service providers across the country – is at risk of becoming inadequate.

This is largely an issue of geography; data centre projects are increasingly being planned for rural areas with access to affordable land, water, and power, but fibre network access at these locations is often missing.

“Over the past decade, we’ve seen a huge amount of investment in last-mile fibre builds, but core fibre networks across the country have received much less attention. Without them, workloads cannot move between data centres, data cannot be trained, and investments stall,” said Myall. “The UK has the ambition, the demand and the regional readiness to lead in AI, but if we don’t address fibre gaps, we risk losing out on one of the greatest economic opportunities of our generation.”

The good news here is that the government’s AI Growth Zone strategy, part of its AI Opportunities Action Plan, appears to be working as intended, helping lure data centre developments away from existing deployments in metro areas. These AI Growth Zones will receive significant planning and regulatory support, aimed at removing barriers to AI data centre deployments.

While 23% of data centre operators still expect new investment in Greater London, a greater share pointed to the North of England and the Midlands (39%) for new deployments. According to the report, 96% of the data centre respondents were influenced by the AI Growth Zones when considering site selection, with 44% saying they were influenced ‘strongly’.

At the start of the year, Culham, Oxfordshire, was announced as the UK’s first AI Growth Zone, largely due to the availability of land, power, and its proximity to the UK Atomic Energy Authority’s headquarters, which carries conducts complex energy research. This was followed up last month when the Northeast announced it had secured government backing to become the country’s second AI Growth Zone, expanding existing deployments at Cobalt Park Data Centres in North Tyneside and QTS Cambois Data Centre Campus in Blyth.More of these zones are expected to be developed in future, all of which will rely on the availability of high-quality backbone connectivity.Lack of fibre is putting the brakes on UK’s data centre expansion, says study | Total Telecom

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Why Faith at Work Still Matters

Meyu Changkiri: Recently, I had the privilege of addressing a group of young professionals from Nagaland who gathered in Shillong for a weekend retreat. They came from varied workplaces - IT companies, schools, hospitals, offices, and businesses. Among them was a magistrate known for his integrity, an entrepreneur admired for his dedication and genuine concern for his employees, and a consultant for the state government recognised for his honesty. Their stories encouraged me deeply.

In a time when our headlines are filled with reports of corruption, misgovernance, scams, and questionable appointments, these testimonies reminded me that not all is bleak. There are still men and women striving to live with integrity, even in places where compromise often seems easier or more profitable. Their lives were a powerful reminder that faith at work still matters.

The Challenge of Compromise

At the same time, I cannot ignore the disturbing examples of dishonesty I have also encountered in unexpected places. Some individuals have falsified their date of birth - even within spiritual institutions that ought to be beacons of truth. Others, in pursuit of jobs, have submitted certificates that looked convincing on paper, but upon appointment were revealed to be unskilled and incapable. Such practices corrode trust and weaken the very institutions that are meant to cultivate character and integrity.

Another reality that pains many of us is the frequent transfer of upright officers to difficult postings, often as a form of punishment for standing by fairness. When those who do their work with honesty are sidelined while manipulators advance, a dangerous message is sent to society: dishonesty pays.

Added to this is the tribal and community bias we see too often. Allegations of wrongdoing are overlooked simply because the accused belongs to one’s own village or tribe. Loyalty to community becomes more important than loyalty to truth, and integrity is sacrificed on the altar of convenience. This weakens justice and erodes the moral fabric of our society.

These discouraging realities make the testimonies of young professionals all the more striking. Their example of honesty, integrity, and perseverance shines brighter against a background of compromise. And their stories echo a question that many people silently carry into their workplaces every day: How can my faith shape the way I work?

Why Faith Belongs in Workplaces

This question is not limited to a retreat in Shillong. It is one that a teacher in a village school in Mokokchung, a doctor in a Kohima hospital, an engineer in a Bengaluru IT firm, or a business owner in Guwahati quietly asks as well.

Work is demanding. It is often stressful, unpredictable, and marked by competition. Many Christians wonder whether their faith makes any practical difference in that environment. The Holy Bible makes it abundantly clear that it does. God does not divide life into “sacred” and “secular.” Our jobs are not outside His purposes. Scripture actually presents the workplace as one of the most practical spaces to live out our faith.

Through the pages of the Holy Bible, we find three profound ways to understand work in the light of God’s Word: as worship, as witness, and as service.

Work as Worship

The Apostle Paul urged the church in Colossae: “Whatever you do, work at it with all your heart, as working for the Lord, not for men” (Colossians 3:23). This truth lifts the act of working to a spiritual level. Work is not merely about a boss, an organisation, or a paycheck - it is ultimately an offering to God Himself.

This perspective reshapes how we view our responsibilities. Work that seems routine or unnoticed becomes meaningful when offered with the right heart. A teacher preparing lessons late into the night, a nurse checking on patients during weary shifts, an IT worker racing to meet deadlines, or a shopkeeper faithfully opening his small store at dawn - all can become acts of worship when carried out with the prayer, “Lord, this is for You.”

This truth is liberating. It frees us from the exhausting chase for recognition and applause. In workplaces where contributions are often overlooked, remembering that God sees our work brings comfort and strength. Filing reports, sweeping the floor, or balancing accounts are no longer “just jobs.” They are sacred offerings when dedicated to God.

When work becomes worship, the ordinary is transformed into extraordinary. Promotions and praise may or may not come, but our labour glorifies the God who gave us the ability to work in the first place.

Work as Witness

If worship changes our motivation, then witness changes how others perceive us. Jesus told His disciples: “Let your light shine before others, that they may see your good deeds and glorify your Father in heaven” (Matthew 5:16). God also assured Joshua, “Be strong and courageous. Do not be afraid; do not be discouraged, for the Lord your God will be with you wherever you go” (Joshua 1:9).

Together, these verses remind us that work is more than tasks and deadlines - it is also about testimony. Witness at work is not primarily about preaching sermons in the office. It is often revealed in how we handle stress, failure, success, or criticism.

Think of the banker pressured to manipulate figures for a client. Refusing to compromise, even at personal risk, becomes a loud witness to integrity. But witness is not only about major moral choices. It is equally seen in quieter acts: the employee who remains calm in a heated meeting, the colleague who chooses to encourage rather than complain, the manager who treats subordinates with dignity instead of arrogance.

These behaviours often speak louder than words. Many colleagues may never enter a church service, but they encounter Christians daily. For them, a believer’s patience, integrity, and kindness are the clearest picture of faith they may ever see.

I heard testimonies of how colleagues were drawn to ask about faith simply because of how Christians responded to stress or treated others kindly in difficult circumstances. Their stories were a powerful reminder that shining as a witness does not always require dramatic actions. It is often the quiet consistency of faith in everyday situations that points people toward God.

Work as Service

The third way to view work is through the lens of service. In today’s culture, success is often measured by titles, promotions, and recognition. But Jesus redefined greatness: “For even the Son of Man did not come to be served, but to serve, and to give his life as a ransom for many” (Mark 10:45).

True greatness, according to Jesus, lies in serving others. This radically changes how we approach our work. Serving at work might mean helping a colleague struggling with a deadline, mentoring a junior staff member, or encouraging a teammate who feels overlooked. Sometimes it means taking up tasks that nobody else notices but which benefit the whole team.

Such acts of service rarely make headlines. They are often invisible, but they reflect the humility of Christ, who washed His disciples’ feet. Service transforms workplace culture. It replaces competition with collaboration and self-promotion with community.

Jesus valued service over status. Greatness is not defined by position but by the willingness to serve others.

Living It Out

Of course, applying faith at work is not easy. Workplaces are filled with stress, deadlines, and politics. For some, the hardest struggle is staying honest in environments where corruption is normalised. For others, it is enduring criticism or managing office politics without bitterness. And for many, it is the battle of long hours, leaving little time for faith and family.

Yet faith equips us for these very struggles. Work as worship reminds us that God values even the smallest effort. Work as witness reassures us that integrity, calmness, and kindness can touch lives more powerfully than we realise. Work as service challenges us to rise above selfish ambition and follow Christ’s humility.

Practical steps matter. Beginning the day with the prayer, “Lord, this is for You,” gives fresh purpose. Pausing for a brief prayer in the middle of a deadline helps us stay calm while others panic. A word of encouragement to a colleague may open doors to deeper trust and friendship. These small steps bring faith into daily practice.

A Broader Relevance

Though this reflection grew out of a retreat with young professionals from Nagaland, its message extends across cultures and workplaces. The IT engineer in Bengaluru, the nurse in Dimapur, the schoolteacher in Shillong, the entrepreneur in Guwahati, and the government officer in Delhi all face the same fundamental question: How do I live out my faith in my work?

The principles of worship, witness, and service are not bound by geography or profession. They are timeless truths that can shape boardrooms, classrooms, hospitals, and markets alike.

Imagine workplaces where honesty is upheld despite temptations, schools where lessons are taught with devotion and care, hospitals where patients are treated with compassion, and businesses where fairness is valued above profit. These changes may seem ambitious, but they begin with individuals who choose to see work through the lens of faith.

Conclusion

The Shillong retreat reminded me of something vital: faith is not meant to stay locked inside church walls. It is not limited to Sunday sermons or special gatherings. Faith must walk with us into classrooms, hospitals, offices, and shops - the very places where we spend most of our waking hours.

When we approach work as worship, ordinary tasks become sacred offerings to God. When we live our work as witness, our integrity and kindness shine as light in dark places. And when we see work as service, we reflect the humility of Christ, who redefined greatness by His example of sacrifice.

Our jobs may differ, but the call is the same. Work is not just about salaries, promotions, or survival. It is about glorifying God, blessing others, and finding meaning in our daily responsibilities. Whether teaching in a rural school, coding in a software firm, treating patients in a hospital, or running a shop in the marketplace, faith has a place there.

In a world that highlights corruption, greed, and dishonesty, the testimonies of young professionals who live with faith and integrity give us hope. They remind us that a new generation is rising - one that can transform workplaces with values that honour God and uplift people.

Faith at work still matters. And it will always matter, because through it, God’s light shines into the very heart of our everyday lives.

Why Faith at Work Still Matters | MorungExpress | morungexpress.com

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Leonardo DiCaprio shares fond memories of working with Diane Keaton

Los Angeles, (IANS): The Oscar-winning actor Leonardo DiCaprio is recollecting his fond memories of working with the late actress Diane Keaton.

The 50-year-old actor, who starred in 1996's ‘Marvin's Room’ with the actress, paid tribute to the late Academy Award winner following the news of her death on Saturday, reports ‘People’ magazine.

Sharing a photo of himself and Keaton seemingly taken around the time of filming some three decades ago, Leonardo DiCaprio wrote on his Instagram Stories, "Diane Keaton was one of a kind. Brilliant, funny, and unapologetically herself. A legend, and icon, and a truly kind human being. I had the honor of working with her at 18. She will be deeply missed”.

As per ‘People’, Keaton played Bessie, the aunt of DiCaprio's troubled teen character, Hank, in the Jerry Zaks-directed drama, whose star-studded cast also boasted Meryl Streep and Robert De Niro.

And Leo certainly stood out to Keaton even decades later, as she complimented his "beauty" on Instagram back in November 2021, though it involved a hilarious (yet flattering) mix-up. It all began when she posted a slideshow video of famous celebrity men with the caption, "Male beauty”. In a voiceover, Keaton provided commentary for each image, kicking off her collection with a picture of whom she thought was Leo.

"Talk about beauty, Leonardo DiCaprio", Keaton narrated over a black-and-white image of a young man staring at the camera. "Give me a break. I knew him when he was a kid”.But Reese Witherspoon chimed in to good-naturedly correct Keaton, writing in the comment section of her post, "Diane, the first one is my son”. While Keaton thought she was posting an image of a young Leo, the ‘Annie Hall’ actress was apparently really showing her followers a picture of Deacon Phillippe, Witherspoon's then-18-year-old son with ex-husband Ryan Phillippe. Keaton replied to the ‘Morning Show’ star with a surprised emoji while Witherspoon, now 49, simply wrote back a laughing emoji. Leonardo DiCaprio shares fond memories of working with Diane Keaton | MorungExpress | morungexpress.com

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Britain’s Oldest Working Brick Windmill Still Spinning After 250 Years–Grinding Grain Into Flour

Holgate Windmill, the only remaining working 5-sailed, double-shuttered windmill in England – SWNS

Britain’s oldest brick tower windmill which sits in the middle of a housing development is still operating, more than 250 years after it was first built.

Located in Holgate, a suburb of York, the walled city in northeast England, the Holgate Windmill has been working since 1770 after being built by George Waud, from Selby, after he bought the land in North Yorkshire two years earlier.

The mill, which grinds corn into flour, was built in the open countryside—one of many mills in the Yorkshire region—and overlooked the hamlet of Holgate.

The 90-foot-tall mill now sits on a roundabout in the middle of a housing development built in the 1940s and 50s after World War II.

It went unused for 90 years until 2001 when a preservation society was formed and successfully restored the mill to its former glory 13 years ago.

Steve Potts, a trustee of the group and its head miller, called it an important building.

“Of all of the hundreds of windmills which which were once found around Yorkshire, this is the only working one left.

Holgate Windmill circa 1930s – SWNS

“We are a group of 35 volunteers and we think it is important to keep the industry of milling going. “It is a dying art in many ways and if we weren’t doing it, in a couple of years there may be no one left who knows how to,” the 69-year-old told SWNS news agency.

Steve Potts, the head miller at the Holgate Windmill – SWNS

“Our plan is to keep it’s legacy going forever.”

The volunteers at the windmill have been doing a great job of that these days, as locals can buy wholemeal flour produced at the mill in a number of shops in York.

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A quarter-millennium of history

After the mill was erected in 1770, three generations of the Waud family ran it until it was sold in 1851 to John Musham, a local gentleman who hired a tenant miller John Thackwray to take over.

Mr. Musham then sold the mill in 1855 to Joseph Peart who installed a steam engine which worked the milling gear and employed William Bean Horseman and later Joseph Chapman as millers.

After Peart’s death in 1864 it’s unknown who owned the mill, but in 1877 Eliza Gutch, from the Gutch family, took it over—but Chapman continued operating it until he retired.

The milling duties were then taken over by his son Charles but only until 1901, but he died young after breathing in hazardous flour dust.Holgate Windmill circa 1900 – SWNS

Herbert Warters ran the mill from 1901 to 1922 and was followed by Thomas Mollett. Grain was ground into flour here until the 1930’s using wind power, but it ended in 1933 when the Gutch family sold the building to the York City Council after Eliza died. A housing neighborhood soon grew up surrounding the mill after WWII.

Holgate Windmill is the only remaining working 5-sailed, double-shuttered windmill in England – SWNSBut now, for over a decade, it’s been fulfilling that wholesome, age-old mission of sustainable, wind-powered food production in the only working 5-sailed, fully double-shuttered windmill in England. Britain’s Oldest Working Brick Windmill Still Spinning After 250 Years–Grinding Grain Into Flour

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'Innovation in existing plants can help meet growth targets'

L-R: Svenningsson, Martinez Sancho, Ponchon, Edwards and Singh (Image: World Nuclear Association)

Extending operating lifetimes, improving efficiency, and restarting shut-down plants - not just building new capacity - will be needed to meet that tripling target - and innovation will have a big part to play, moderator Johan Svenningsson, who is chairman and CEO of Uniper Sweden, as well as being World Nuclear Association's vice chairman, said in a panel discussion on Maximising Value from Existing Nuclear Power Plants.

France's Grand Carénage investment programme to extend the operating lifetimes of its reactors has involved many activities, including the replacement of critical components and the renewal of instrumentation and control systems. Framatome CEO Gregoire Ponchon said close collaboration with French reactor operator EDF, and a focus on mitigating problems, had allowed the time taken for major activities such as the replacement of steam generators to be shortened. Using artificial intelligence (AI) tools to help with time management will also mean such tasks can be completed in a shorter time.

Lou Martinez Sancho is Chief Technology Officer at Westinghouse and acting president of the company's eVinci microreactor. As well as investing in maintaining the generating fleet, she said, continued investment and innovation in the entire fuel cycle will also be critical to achieve continued operation.

A major disruptor in the nuclear materials sector is the availability of new materials and techniques that could in future become widely used in nuclear fuel production, Martinez Sancho said, noting that Westinghouse began producing fuel containing some 3D printed components as long ago as 2020. And AI is also likely to play a key role in nuclear fuel innovation too, helping to shorten development timescales.

The timescales involved in fuel innovations have in the past been long - often longer than the time taken to design a reactor, she said: "But what we are seeing is that [in] nuclear, we have over 75 years of operations, of data - and data is what makes your AI actually develop … and allows you to understand better how closely those developments are going to happen."

Westinghouse's nuclear-specific generative AI system is called Hive. It was launched at the 2024 Symposium - and it "allows us to move that much faster", she said. As well as supporting design innovation, AI is also able to leverage that data to help improve efficiency, both in operations and in products like configuration management systems, optimising processes and supporting power uprates.

Asked if AI was just a "buzzword", Martinez Sancho was emphatic that it is not: Westinghouse is already using both "traditional" AI tools such as machine learning, and more modern tools such as generative AI, daily. But managing AI to unlock its true value is more complex than many realise, she added, needing a secure infrastructure - and full traceability of data is paramount. It needs engineers, data scientists, mathematicians, legal teams and regulators to work closely together. Access to the wealth of data from an AI, coupled with engineering knowledge, can be used to improve and speed up some process - including licensing - but "the final responsibility is always that of the engineer, not the AI", she said.

AI is also useful for knowledge management, to capture the experience of employees of many years and transfer it across generations, she said. "They need to have access to that information much faster," she said.

Never-ending story

AtkinsRéalis CEO Ian Edwards, emphasised the benefits from digitalisation in the execution of work on existing nuclear assets, allowing tasks including maintenance, life extension and even decommissioning to be performed more efficiently.

"We can digitally plan an activity in a nuclear zone to the nth degree virtually, and train our people virtually, so that the actual exposed time and the actual time, from an efficiency perspective, is reduced really consistently. And we are doing this on existing assets all the time and using technology to improve."

Maximising the use of existing nuclear assets is not just about preserving megawatts on the grid: it is also important as a foundation for future developments, Ponchon said, and nuclear companies have benefitted from the experiences of their predecessors. "Innovation is a never ending story," he added.

Operating life extensions and capacity uprates of existing nuclear plants are without doubt critically important for the industry going forward, said Kris Singh, President and CEO of Holtec International, but the challenge is how to make them affordable and also how to design plants and carry out the work in such a way as to ensure they continue to perform well and even to improve: for example, introducing features to make plants more easily inspectable.

"The owner user community and the designers, developers, consultants, they need to get together on this," he said. "There's an opportunity to make every plant last longer, be more resilient, be more reliable, be more maintainable while you are doing the life extension, while you are doing power upgrade."World Nuclear Symposium took place in London from 3-5 September. 'Innovation in existing plants can help meet growth targets'

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