Europe
BBC Business

New era for Gibraltar with removal of 118-year-old border controls with Spain

Every weekday morning, Shilpi Chotrani rides her bicycle from her home in the Spanish town of La Línea de la Concepción to Gibraltar. It's a short journey but it means crossing an international border. A British Overseas Territory of around 40,000 inhabitants, Gibraltar has a border control for those entering and leaving. That means that during the morning and afternoon rush hours, when around 15,000 Spaniards who work in the territory cross the frontier, there can be long, time-consuming queues. "The fact that there is a border between us is ridiculous," says Chotrani, who has a job in human resources in a Gibraltarian shipping and tourism company. "I don't think a fence should separate people from one place and another." Behind her, the 1,400-foot-tall Rock of Gibraltar is shrouded in early-morning cloud. Perched at the southern tip of mainland western Europe, it is just nine miles from Morocco, at a point where the Atlantic Ocean and the Mediterranean Sea meet. It is a place that has witnessed military battles, sovereignty disputes and a 13-year blockade imposed by Spain. But from 15 July it is scheduled to see a new development - the removal of the border, allowing freedom of movement between Spain and Gibraltar. This is part of a carefully negotiated agreement between the European Union and the UK following the latter's exit from the bloc. Sharing a land border with the EU meant that Gibraltar posed a unique challenge in the post-Brexit era. "This is going to be a great step forward, both for the Spanish side and the British side," says Chotrani. "All of those of us who live [in La Línea de la Concepción] think this is a great idea. This should have been done a long time ago." Gibraltar has one of the highest per capita incomes in the world. But La Línea de la Concepción and the nearby area is one of the most deprived parts of Spain. Unemployment, which is high across the southern Andalusia region, is close to 30% here. The removal of the border is therefore expected to have major economic benefits, facilitating the flow of people back and forth, and possibly going some way to redress the imbalance between the two territories. "This is something historic, we've had a border fence since 1908," says Juan Franco, the mayor of La Línea de la Concepción, who is keen to underline the local economic dependence on the British territory.

New era for Gibraltar with removal of 118-year-old border controls with Spain
Europe
BBC Business

10 years of Pokémon Go and the millions still trying to catch 'em all

Image source, AP Images for Scopely ExploreByLaura CressTechnology reporterPublished3 hours agoPokémon fans have spent the past three decades trying to catch 'em all - and since the beginning this hunt has often taken place outside the home. The popular series started out on Nintendo's portable Game Boy console in 1996, and has found modern success on people's phones. The mobile app Pokémon Go, which is now celebrating its 10th anniversary, uses GPS and augmented reality to let players find and catch virtual monsters in real-world locations. It has been downloaded more than a billion times across iOS and Android devices, with millions still logging on each day. And Michael Steranka, vice president of product at the game's publisher Scopely, says the Pokémon Go experience has always been about bringing people together. "Pokémon Go will always start with community - we think we're only scratching the surface here," he said. "We often receive wedding invites from players who met through Pokémon Go... because it's been such an integral part of their relationship." But Pokémon Go's connection with its players appears to have prevailed, as hundreds of gamers gathered in New York's Times Square on Thursday to battle a giant Mewtwo - a reference to the game's original trailer published over a decade ago, external. When it was released in 2016, Pokémon Go quickly became one of the biggest mobile game launches in history. The technology overlays digital creatures onto a live view of the real world through a smartphone's camera, making it appear as though they're standing in front of the player. It sparked a craze where people flocked to places like parks, waterfronts and shopping malls in the hope of catching Pokémon. "By allowing you to take your mobile phone out into the world to discover virtual creatures, Pokémon Go helped realise the millennial dream of becoming a Pokémon Trainer," said Matthew Reynolds, editor of Pokémon news website One More Catch, external.

10 years of Pokémon Go and the millions still trying to catch 'em all
Asia
The Hindu BusinessLine

Honda eyes sub-4 metre SUV, EV push to drive growth

Honda Cars India is preparing to enter India’s highly competitive sub-4 metre SUV segment in 2028 as part of a broader strategy to regain market share. This reflects the structural shift in India’s passenger vehicle market, where compact SUVs have emerged as the fastest-growing category, Kunal Behl, Vice-President, Sales and Marketing, Honda Cars India Ltd, told businessline.. “The sub-4 metre space was missing from our portfolio. It is important for us to be present in both SUV segments,” he said. Hatchbacks have been shrinking at a compound annual growth rate (CAGR) of around 4 per cent over the past five years, while sub-4 metre has grown by more than 20 per cent annually, he added. The proposed compact SUV will be offered with multiple power train options, although Honda has not disclosed whether these will include petrol, hybrid or battery electric variants. Behl said Honda is also accelerating its electrification roadmap with plans for its first India-developed Battery Electric Vehicle SUV to be launched in the second half of the current financial year. Honda plans to offer petrol, hybrid and battery electric vehicles based on customer preferences while continuing to stay away from diesel, he said. On fresh manufacturing investments, Behl said the company’s Tapukara facility in Rajasthan, with an installed annual capacity of 1.8 lakh units, is currently operating at 60-70 per cent utilisation and caters to both domestic and export markets. The Japanese auto major will focus on improving utilisation through an expanded product portfolio before committing to additional capacity, he said. “As demand grows, we will evaluate expansion options, but the first objective is to utilise the existing plant better,” Behl said, adding that the company is evaluating multiple expansion options without specifying a utilisation threshold for fresh investments. Honda has lined up six launches during the current calendar year, including the new electric SUV. The broader product offensive is aimed at boosting plant utilisation and strengthening the company’s position in India’s evolving passenger vehicle market, said Behl. Tamil Nadu contributes nearly 12 per cent of the overall domestic sales for Honda. While the State ranks sixth nationally in passenger vehicle sales, it is Honda’s largest market, driven by a higher preference for petrol-powered and automatic transmission vehicles. The company has a warehouse for spare parts in the State but no immediate plans for manufacturing. Comments have to be in English, and in full sentences. They cannot be abusive or personal. Please abide by our community guidelines for posting your comments. We have migrated to a new commenting platform. If you are already a registered user of TheHindu Businessline and logged in, you may continue to engage with our articles. If you do not have an account please register and login to post comments. Users can access their older comments by logging into their accounts on Vuukle.

Honda eyes sub-4 metre SUV, EV push to drive growth
Europe
BBC Business

Why switching to save money is easier than you might think

ByKevin PeacheyCost of living correspondentPublished4 hours agoSeeking out a better deal from your broadband, pay TV and energy suppliers? While you know it could save hundreds of pounds, you might be wondering if it's worth the hassle. But often it only needs one call or a couple of clicks - and banks even pay an incentive to people who switch their main current accounts. Regulators have made the switching process easier in recent years, encouraging people to shop around when cost of living pressures have intensified. Which deals are the best for you still depends on your circumstances, but here are some of the ways that switching works. Virgin Media has just been fined £28m by regulator Ofcom for repeatedly preventing customers from cancelling contracts. The communications regulator said it uncovered tactics including agents deliberately hanging up calls, and customers being put on hold "for no reason". Millions of calls from customers were likely to have been mishandled over a three-year period which prevented or delayed them from switching to a better broadband, landline or pay-TV deal. Anyone switching now shouldn't face the same hassle. Ofcom's One Touch Switch service, launched in 2024, means you only have to contact your new provider, not negotiate with the old one. Ofcom says you should check whether you are in or out of contract, external, as you could face exit fees. Some people are motivated to switch because they are fed up with the service from their old supplier. Many do so in order to save money. So, customers may still decide to call their current provider in order to negotiate a better deal, or ask them to match the offer they could get by switching. In years gone by, most people would get a bank account early in their adult life and stick with it for decades. Competition now sees banks try to win over new customers by offering cash to switch - but only if you use their current account as your main account.

Why switching to save money is easier than you might think
Asia
The Hindu BusinessLine

CAG raps Maharashtra as ₹82.78 cr helicopter lay idle for 17 months, flags ₹2 cr avoidable cost

The Comptroller and Auditor General (CAG) has criticised the Maharashtra government for the delay in appointing a maintenance agency for a ₹82.78‑crore helicopter bought for anti‑Naxalite operations, leaving it grounded for 17 months and causing an avoidable expense of ₹2.07 crore. In its Compliance Audit Report for the year 2024, tabled in the State legislative assembly on July 10, the CAG said the Directorate of Aviation, Government of Maharashtra, took nearly 10 months to appoint a Maintenance, Repair and Overhaul (MRO) agency after the helicopter was delivered. "The delay of about ten months in finalising the MRO agency resulted in the helicopter not receiving the mandatory daily checks and engine ground runs required to maintain its airworthiness," the report said. The state government had approved the purchase of the helicopter in May 2018 to facilitate anti-Naxalite operations in Gadchiroli and neighbouring areas. The (Maharashtra government's) Directorate of Aviation bought the H-145 (VT-GOV) helicopter from M/s Airbus Helicopters, Germany, for ₹82.78 crore in July 2019. It was delivered on September 18, 2019, and underwent its acceptance test flight a week later. The audit said the helicopter could not be operated without a valid certificate of airworthiness and mandatory maintenance by a Directorate General of Civil Aviation-approved MRO agency. As no such agency had been appointed, the helicopter was placed under short-term preservation by the supplier on September 26, 2019. According to the CAG, M/s Indamer Aviation Pvt Ltd was appointed as the MRO agency only on July 13, 2020. Since the helicopter remained without mandatory maintenance, it had to undergo Return to Service (RTS) procedures before it could fly again. The state Directorate of Aviation obtained the DGCA approval in September 2020, after which the RTS work was carried out for Rs 2.07 crore. "The helicopter had to be placed under short-term preservation and subsequently undergo RTS procedures, for which an expenditure of ₹2.07 crore was incurred. The delay also rendered the helicopter unavailable for operational use for over 17 months from the date of delivery," the report said. The airworthiness certificate was issued on December 2, 2020, and the helicopter was finally pressed into service on February 19, 2021, one year and five months after it had been handed over to the state government. "The lapse indicates inadequate planning and weak contract management in the Directorate of Aviation, which led to avoidable expenditure," the CAG report said. The state Directorate of Aviation did not furnish its comments despite repeated reminders after the audit pointed out the issue in July 2024. The matter was referred to the state government in September 2025, and its reply was awaited, the report added. Comments have to be in English, and in full sentences. They cannot be abusive or personal. Please abide by our community guidelines for posting your comments. We have migrated to a new commenting platform. If you are already a registered user of TheHindu Businessline and logged in, you may continue to engage with our articles. If you do not have an account please register and login to post comments. Users can access their older comments by logging into their accounts on Vuukle.

CAG raps Maharashtra as ₹82.78 cr helicopter lay idle for 17 months, flags ₹2 cr avoidable cost
Asia
The Hindu BusinessLine

What to know about new rules and technology behind FIFA World Cup's most contentious calls

It was another game-changing moment at the World Cup that had more to do with television replays in a room far away than a moment of brilliance on the field. The sending off of Switzerland's Breel Embolo in Saturday's quarterfinal game against Argentina was the latest call that may have left fans scratching their heads, not least because of the confusing name of the newly implemented law that swung the match. It is called the "mistaken identity" rule. Yet, technically, Embolo was not shown a second yellow card — resulting in a red — for a case of mistaken identity. It was because the referee Joao Pinheiro did not see in real time that the forward had simulated a foul under a challenge from Argentina's Leandro Paredes. Paredes was initially shown a yellow card, which is a key factor. Under FIFA rules, because Paredes was shown a card, the video assistant referee (VAR) can intervene and recommend that the on-field official review the sideline monitor. After review, the referee deemed Embolo to have committed a "clear simulation" and showed him a second yellow card and sent him off. The rules state that the VAR can assist when the referee penalises the "wrong team for an offence that results in a red or yellow card being shown to the wrong player." It was a pivotal point in the match, coming five minutes after Switzerland had made it 1-1. Argentina won 3-1 after extra time. "The referee made the wrong decision," Switzerland coach Murat Yakin said. "I know they will protect their referee, but this rule destroyed our game today, and it's very painful, and to be eliminated in that way hurts a lot." It is not the first time at this World Cup that teams have hit out against new rules or technology. Newly tightened regulations contributed to Germany's shock elimination in the round of 32. Defender Jonathan Tah's potentially game-winning goal in extra time against Paraguay was ruled out after VAR review for a foul on goalkeeper Orlando Gill. Replays showed Germany's Waldemar Anton push Gill to the ground, but the minimal contact led to criticism of the decision. FIFA's referees chief Pierluigi Collina said officials had been told to punish incidents when players try to block opponents and make no attempt to play the ball, especially where goalkeepers are concerned. Germany went on to lose the game in a penalty shootout, with Tah firing a decisive spot kick over the bar. Elimination could have a seismic effect on German soccer, with coach Julian Nagelsmann resigning and Jurgen Klopp expected to take over.

What to know about new rules and technology behind FIFA World Cup's most contentious calls
Asia
The Hindu BusinessLine

Microsoft CEO Satya Nadella warns of 'Reverse Information Paradox' facing businesses in AI Age

Microsoft Chairman and CEO Satya Nadella explained that enterprises need a real trust boundary for their human capital and token capital to compound, as a company should be able to use a model without giving up the knowledge that makes it unique. This "reverse information paradox" is the central challenge that businesses need to confront in the age of intelligence. Nadella, on X, stated that while Nobel Prize-winning economist Kenneth Arrow described a paradox where a seller risks giving away knowledge to sell it, artificial intelligence creates the opposite problem. "In the AI age, the buyer risks giving away knowledge, just in order to use what they bought," Nadella said. "You essentially pay for intelligence twice, once with money, and again with something even more valuable: the proprietary knowledge you must reveal to make that intelligence useful. The better you want the model to perform, the more of that knowledge you have to feed it!.....That is what I think of as the Reverse Information Paradox." He noted that over time, the information asymmetry becomes increasingly skewed because the seller learns more about the buyer, while the buyer learns very little about what the seller learns in return. According to Nadella, resolving this issue requires more than standard data protection. Models learn continuously from "exhaust," which includes user prompts, agent tools, and corrections made when a model is wrong. "Every correction is distilled into institutional know-how," Nadella stated. "It's the kind of knowledge a competitor could never buy, and the kind that leaks almost imperceptibly: trace by trace, correction by correction, eval by eval. In consuming intelligence, you are creating intelligence. And what you create should belong to you." He pointed out the irony in the current status quo, where model providers utilize fair use rights to train on public data but then impose restrictive terms on distillation and reserve the right to learn from customer usage. Nadella stated that if learning flows in only one direction, economic value converges toward the infrastructure owners rather than the knowledge creators. Consequently, distributing learning infrastructure to every firm is imperative so they can control their own learning loop.To secure this boundary, Nadella outlined that enterprises must focus on control, capability, choice, cost, and compounding. This involves creating private evaluations, retaining ownership of organizational memory, building proprietary learning environments within a tenant boundary, and decoupling the orchestration layer from any single model to ensure long-term cost efficiency and value compounding. Quoting Palantir CEO Alex Karp, Nadella highlighted the growing demand among technical customers for absolute autonomy over their proprietary systems. "What the technical customers want is control over their compute, their models, their data stack, and their alpha," Nadella quoted Karp. "They want to know they own the means of production, and it's not being transferred to someone else." Comments have to be in English, and in full sentences. They cannot be abusive or personal. Please abide by our community guidelines for posting your comments. We have migrated to a new commenting platform. If you are already a registered user of TheHindu Businessline and logged in, you may continue to engage with our articles. If you do not have an account please register and login to post comments. Users can access their older comments by logging into their accounts on Vuukle.

Microsoft CEO Satya Nadella warns of 'Reverse Information Paradox' facing businesses in AI Age
Asia
The Hindu BusinessLine

Tata Motors launches new Ultra Prime and Starbus Prime Range

Tata Motors showcases next-generation passenger mobility solutions at Prawaas 5.0, launches new Ultra Prime and Starbus Prime Range. Tata Motors, a leading commercial vehicle manufacturer, has launched an all-new Tata Ultra Prime and Tata Starbus Prime range of buses. Designed to deliver superior comfort, enhanced safety and higher operational efficiency, the new-generation buses underscore the company’s commitment to shaping the future of passenger transportation across India. The company also presented a comprehensive range of mobility solutions spanning multiple applications and powertrains, including the LPO 1620 CNG, Ultra Prime LPO 412, Ultra Skool 9/9 EV, Magic EV, Winger Plus and Ultra Prime RE Concept. Together, the portfolio reflects Tata Motors’ focus on delivering safe, sustainable and customer-centric mobility solutions for urban, intercity and institutional transport. Anand S, Vice President and Business Head – Commercial Passenger Vehicles, Tata Motors, said the company’s vehicle showcase this year reflects the company’s deep understanding of customer needs across applications, be it employee transport, leisure travel, school transport or last-mile connectivity. With lower operating costs of the LPO 1620 CNG, enhanced safety and comfort of the new Ultra Prime range, and the expansion of electric mobility through the Ultra Skool 9/9 EV and Magic EV, each solution has been engineered to address a specific customer requirement, he added. Backed by the company’s extensive service network and support ecosystem, these offerings will help customers maximise uptime, improve operating economics and deliver a superior travel experience, enabling them to grow their businesses profitably, he added. At Prawaas 5.0, Tata Motors presented one of the industry’s most comprehensive passenger mobility portfolios, spanning conventional and electric powertrains across school, staff, tourism, intercity, intracity and last-mile transportation applications. Tata Motors’ passenger mobility solutions are supported by an extensive nationwide network of over 4,600 sales and service touchpoints. Customers benefit from Sampoorna Seva 2.0, the company’s integrated service ecosystem offering 24x7 assistance, annual maintenance solutions and assured parts availability. Complementing this is the Tata Motors Fleet Management Solution, enabling enhanced fleet visibility, higher uptime and improved operating efficiency. Comments have to be in English, and in full sentences. They cannot be abusive or personal. Please abide by our community guidelines for posting your comments.

Tata Motors launches new Ultra Prime and Starbus Prime Range
Europe
The Guardian

Trump’s consumer protection head has earned grudging respect – but does he have the authority to do his job?

Chris Mufarrige said doubters should look at his agency’s record and expect more tough consumer-friendly moves this summer. Composite: The Guardian/FTCView image in fullscreenChris Mufarrige said doubters should look at his agency’s record and expect more tough consumer-friendly moves this summer. Composite: The Guardian/FTCConsumedConsumer rightsInterviewTrump’s consumer protection head has earned grudging respect – but does he have the authority to do his job?Heather TimmonsChris Mufarrige has taken aim at Facebook scams and junk fees, but consumer advocates say he has an uphill climb As the director of the Federal Trade Commission’s consumer protection bureau, Chris Mufarrige is the top enforcer protecting Americans against predatory companies. The Trump administration’s push to defund and dismantle the Consumer Finance Protection Bureau, carve-outs for Trump-friendly companies, pardons of white-collar criminals and the firing of FTC commissioners raise doubts about how effective his agency can be. And recent data about Donald Trump’s stock trading and crypto windfalls undermine the anti-corruption push. Mufarrige told the Guardian that doubters should look at his agency’s record, and expect more tough consumer-friendly moves this summer. Since taking the job in early 2025, he has pledged to expand oversight of finance companies and settled with Amazon, StubHub, Instacart, Shutterstock and others on deceptive subscriptions and pricing. An April FTC report spotlights the role Meta’s Facebook, WhatsApp and Instagram play in scams that cost consumers $2.5bn in 2025. This week, the FTC joined five states to force Deere & Co to allow farmers to repair tractors and other equipment, a push started by the Biden administration. “The Facebooks of the world, they have a responsibility here to deal with … clearcut fraud on their platforms,” he said. Woodrow Wilson signed the Federal Trade Commission Act into law in 1914, creating an agency with dual anti-trust and consumer-protection mandates to tackle “unfair methods of competition in or affecting commerce and unfair or deceptive acts or practices in or affecting commerce”. The FTC’s five-member commission is down to just two Republican members, after Trump fired two Democrats in 2025, a move the supreme court backed. The agency has cut 287 employees overall since the end of 2024, according to government data. The following transcript has been edited for clarity and brevity, from interviews conducted before Trump’s latest financial disclosures. This administration has been criticized for siding with business over consumers, and the president and his family for business deals that benefit from his position. Does that impact how effective you can be at your job? It has not impacted my job one bit. I would put our last 15 to 16 months, our record, up against anybody’s. We’ve been extremely active with cases against LA Fitness, Live Nation, Ticketmaster, Uber, Amazon. How does your approach contrast with your predecessors in the Biden administration?

Trump’s consumer protection head has earned grudging respect – but does he have the authority to do his job?