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Tesco, the UK's largest supermarket chain, has issued a warning that its profits could decline in the upcoming year due to increased uncertainty caused by the conflict in the Middle East. This announcement comes on the heels of the company achieving its highest market share in a decade.In the year ending February 28, Tesco reported a profit increase of 8.5% to £2.4bn, with sales rising by 4.3% to £66.6bn, driven largely by strong growth in the UK. The retailer attributed its success to increased investments in keeping prices low and improving quality and service.Despite these positive results, Tesco has widened its profit guidance for the year ahead to £3bn to £3.3bn, citing the potential implications of the Middle East conflict on UK households and the broader economy. Ken Murphy, Tesco's chief executive, emphasized the company's commitment to keeping prices low and helping consumers navigate cost pressures.In a move to further enhance its pricing strategy, Tesco aims to make £500m in new savings in the year ahead, leveraging artificial intelligence (AI) to optimize price markdowns and finance tools.

The report delves into Iran's concerted effort to reshape global perceptions by leveraging a blend of state‑run outlets, social‑media networks, and allied voices to contest the United States' long‑standing narrative advantage. It highlights Tehran's use of targeted messaging, strategic timing, and multilingual content to reach diverse audiences, aiming to undermine U.S. credibility while bolstering its own diplomatic posture. By examining recent campaigns and their reception, the piece underscores a growing propaganda rivalry that reflects broader geopolitical tensions between the two nations.

Gray whales have historically been a rare sight in the San Francisco Bay. They migrate over 10,000 miles from Mexico's Baja California to the Arctic region, seldom stopping in the busy shipping corridor for prolonged periods. However, in recent years, this has changed in a dire way.A new study published in the journal Frontiers in Marine Science has found that gray whales in the bay have been dying at alarming rates, largely due to collisions with vessels. Eastern North Pacific (ENP) gray whales began to appear more frequently in the well-trafficked maritime corridor around 2018.According to researchers, at least 18% of gray whales that entered the bay from 2018 to 2025 have died. They determined that for more than 40% of the whale carcasses, the cause of death was blunt force trauma consistent with vessel strikes, prompting calls for renewed efforts to help avoid more fatal collisions.“It was historically very unusual for them to enter the bay, especially for longer amounts of time or consistently year after year,” said Josie Slaathaug, lead author of the study. There are whale subgroups known to hunt for food south of the Arctic, but a majority of the recently spotted whales feeding in the bay were not a part of these foraging clusters.A wave of new whale presence had not been observed in the waters since the late 1990s. Researchers have theorized that Arctic warming is disrupting food availability for the whales, driving them to hunt in new places such as the bay, although it remains unclear what exactly they may be eating there.Their potential new feeding corner, though, is a major shipping route. The true mortality rate for whales in the bay may be higher, hovering somewhere from 40% to 50%, Slaathaug said.In recent years, there have been several reports of dead whales that wash up on Bay Area beaches. The ENP gray whale population has been in decline due to malnutrition and starvation from climate-driven prey shifts in the Arctic. The Southwest Fisheries Science Center estimated a population total of about 13,000 whales, its lowest count since 1970.“It’s not unique to their migratory corridor that a lot of whales are dying,” Slaathaug said. “What is unique about San Francisco Bay and this study was that there was such a clear emerging cause of death.”Some local efforts are under way to reduce vessel collisions. The Marine Mammal Center has developed a program called Whale Smart, to educate vessel operators in the San Francisco Bay on how to interpret whale behavior to avoid close encounters.In Alaska, where vessels also pose a threat to the whale population, one fleet company partnered with WhaleSpotter, a company that uses AI and thermal imaging to detect the presence of whales, so they can change course well in advance.Last year, the Center for Biological Diversity, a conservation group, sued the US Coast Guard, which regulates vessel traffic off the California coast, for failing to analyze how vessel routes may harm whales and sea turtles.“This most recent study about the gray whales reaffirms that we have way underestimated the problem and we are not managing human activities well enough to avoid the whales,” said Catherine Kilduff, senior attorney at the center.Federal action is needed to reduce the fatal collisions, Kilduff said. According to the Endangered Species Act, the coast guard should be consulting with the National Marine Fisheries Service when setting shipping lanes to assess impact to marine wildlife.Kilduff also suggested mandatory speed limits for vessels. “There are voluntary speed reductions on the west coast, but there is evidence that those aren’t effective. The compliance rate isn’t high enough,” she said.A 2022 study co-authored by the National Oceanic and Atmospheric Administration found that the average speeds of large vessels had decreased from 2010 to 2019 in voluntary speed reduction zones. But, researchers determined that the cooperation rate of roughly 50% was lower than the amount needed to reduce vessel strike-related mortality to a level that maintains a sustainable whale population.“These whales are using the oceans in such a sophisticated way. We can learn so much from them, and if we can figure out ways to avoid killing them, I know that they’ll come back to healthy population levels,” Kilduff said.

In a landmark decision, a Manhattan federal jury determined that Live Nation and its Ticketmaster subsidiary wield a monopolistic grip on major concert venues across the United States. The four‑day deliberation ended Wednesday with a finding that the ticket‑selling platform had overcharged buyers by $1.72 per ticket, a figure that will now be used by a judge to calculate total damages. The case, originally spearheaded by the federal government and later joined by dozens of states, accused Live Nation of leveraging its extensive venue network to stifle competition. Plaintiffs argued that the company barred venues from using alternative ticket sellers and retaliated against those that attempted to do so. Attorney Jeffrey Kessler, representing the states, called Live Nation a “monopolistic bully” that inflates prices for concertgoers. He cited the company’s control of 86% of the concert‑ticket market and 73% of the combined concert‑and‑sports market, underscoring the breadth of its influence. Live Nation, which reported over $22 billion in annual revenue, rejected the monopoly label, insisting that pricing decisions rest with artists, sports teams, and venue owners. Company counsel argued that the firm’s size reflects “excellence and effort,” not antitrust violations. The jury’s finding arrives amid a broader regulatory push. In 2024, the Federal Trade Commission required Ticketmaster to disclose ticket fees up front, prompting the company to eliminate a post‑checkout processing charge. However, a recent Guardian investigation revealed that Ticketmaster introduced alternative fees to offset lost revenue, raising questions about compliance with FTC rules. Earlier, the Department of Justice settled with Live Nation under the Trump administration, creating a $280 million settlement fund for participating states. The agreement also imposed caps on service fees at select amphitheaters and opened the door—though not the obligation—for venues to work with Ticketmaster rivals such as SeatGeek and AXS. More than 30 states declined the settlement and pursued the trial, arguing that the federal government’s concessions were insufficient. During the proceedings, Live Nation CEO Michael Rapino testified, including about the 2022 Taylor Swift ticket fiasco, which he attributed to a cyber‑attack. Internal communications from Live Nation executive Benjamin Baker surfaced, in which he described certain pricing practices as “outrageous” and disparaged customers as “so stupid,” later apologizing for the “very immature and unacceptable” remarks. Live Nation has announced its intention to appeal the verdict, stating confidence that the ultimate outcome will align with the original DOJ settlement framework. The case continues to spotlight the tension between dominant market players and antitrust enforcement in the live‑entertainment industry.

The gaming industry has reached a new cultural milestone with the rise of 'unc games' - games predominantly played by older gamers. This shift towards intergenerational gaming is gaining momentum, with 50-60% of all gamers now over 30 years old and the average age of gamers increasing to 41.The term 'unc' is a semi-disparaging Gen Z name for anyone over 30. 'Unc games' refer to games that are popular among older gamers, such as World of Warcraft and other titles from the 1990s and 2000s. The article's author, Keza MacDonald, argues that it's time to embrace this cultural shift and recognize the value of older gamers.Circana data suggests that 97% of console purchasers in the US last year were over 25. This demographic is profitable, with older gamers buying consoles and spending money on games. Developers and publishers should consider catering to this demographic, as they have been propping up the gaming industry's traditional business model for years.The article also touches on the topic of game pricing, with rumors that Grand Theft Auto VI may be the first $100 game. While this may seem steep, it's argued that games have become more expensive to produce and that different price points will cater to various gamers.Ultimately, the gaming industry is becoming more intergenerational, with retro games and classic consoles gaining popularity. Media outlets and game developers are now supported by people's sustained interest in retro games, and new games are being developed with homage to influential older titles.

Just a decade ago, cord‑cutters imagined a utopia where any game could be streamed on any device for a single, affordable price. Today, that vision has morphed into a bewildering web of platforms, blackouts and fees that strain even the most devoted fans. Major League Baseball illustrates the chaos. The Yankees’ local market now requires fans to juggle seven different providers, from traditional broadcasters to Apple TV and niche apps. A season‑long Gotham Sports App pass costs $119.99, while Amazon’s Prime Video charges $14.99 per month (or $139 annually) for exclusive rights to 21 Wednesday games. Netflix, at $19.99 per month, aired the opening‑night matchup between the Yankees and Giants. Adding these together, a die‑hard fan could face a bill of roughly $800 to watch every Yankees game this year, according to a calculation by The Athletic. Even Apple’s own streaming chief, Eddy Cue, admitted the market has regressed: “You used to buy one subscription, your cable subscription, and you got pretty much everything they had. Now, there’s so many different subscriptions, so I think that needs to be fixed.” MLB commissioner Rob Manfred proposes centralising local rights by 2028, hoping to curb the splintered landscape. Yet legacy broadcasters and tech giants continue to chase lucrative deals. The NBA’s recent 11‑year, $76 billion media contract with Disney/ESPN, Amazon and NBC underscores how high the stakes have become. Rights fees are increasingly volatile. ESPN reportedly paid $550 million annually for Sunday Night Baseball, only to see MLB strike a $10 million per‑year deal with Roku for the same slot. Netflix is said to spend $50 million per season for three years to air marquee events such as Opening Night and the Home Run Derby. The NFL, the most valuable league, embraces fragmentation as a revenue strategy, distributing games across CBS, Fox, NBC, ESPN/ABC, Prime Video, the NFL Network, YouTube and Netflix. By packaging boutique game bundles for streamers, the league extracts “significantly more money” beyond its core media rights. Beyond cost, the viewer experience is eroding. In‑game advertising now blankets pitches and ice rinks, while “hydration breaks” at the World Cup will feature mandatory ad slots. Streamers counter with ad‑free premium tiers, but those come at a premium comparable to airline baggage fees. Financial pressures are evident. Peacock added 44 million paying subscribers in Q4 2025, yet reported a staggering $552 million loss, largely due to expensive NBA and NFL rights. Dazn, another global sports streamer, has accumulated billions in operating losses since launch. Industry analysts warn that over‑commercialisation could alienate casual viewers, especially younger audiences with shrinking attention spans who prefer short‑form clips on platforms like TikTok. As Anthony Palomba of the University of Virginia notes, “The prospect of watching a three‑hour game versus getting bite‑sized highlights on TikTok is difficult.” Data‑driven, AI‑powered programmatic ads promise higher monetisation, turning moments—like Steph Curry’s game‑winning three‑pointer—into instant shopping opportunities. Amazon, for example, leverages its ecosystem to track the full consumer journey from view to purchase. One potential remedy is a consolidated “one‑stop‑shop” that bundles multiple sports feeds, aiming to reverse the so‑called “enshittification” of streaming services—a term coined by Cory Doctorow to describe platforms that sacrifice quality for profit. While nostalgia for the era of a single cable package persists, experts caution against romanticising the past. As former NBA commentator Jon Lewis observes, “The old days were complicated in their own ways; today’s challenge is to balance revenue with a sustainable, fan‑friendly experience.”

Negotiations between Washington and Tehran are expected to resume in Islamabad within days, placing President Donald Trump under intense pressure to deliver an Iran accord that can be credibly billed as superior to the 2015 Joint Comprehensive Plan of Action (JCPOA) brokered by former President Barack Obama. Two tests dominate the diplomatic calculus: the deal must demonstrably exceed the Obama agreement, and it must ensure that Iran derives no lasting strategic advantage, particularly over the vital Strait of Hormuz. While direct comparisons with the 159‑page JCPOA are imperfect—given the evolution of Iran’s nuclear program and the emergence of non‑nuclear concerns—the Trump team is framing its objectives around four pivotal issues. 1. Enrichment suspension: In Geneva on 26 February, the U.S. demanded a 10‑year freeze on all domestic uranium enrichment, a figure Iran’s foreign minister deemed unrealistic beyond three years. In Islamabad, the U.S. escalated the ask to a 20‑year suspension, yet Trump publicly dismissed even that, insisting on a permanent ban. The practical timeline for Iran to restart enrichment after the damage to its facilities remains uncertain. 2. Highly enriched uranium (HEU) stockpile: The original JCPOA capped uranium enrichment at 3.65% and limited the stockpile to 300 kg. Iran now holds 440.9 kg of 60%‑enriched uranium—a material that can be rapidly converted to weapons‑grade (90%)—mostly stored as UF₆ gas in scuba‑tank‑sized canisters. Tehran offered to down‑blend this stockpile to 3.67% in an irreversible process, mirroring the 2015 deal’s provisions. The U.S., however, is pressing for the entire stockpile to be removed from Iran under American supervision, a stance that raises questions about the relative merits of in‑country down‑blending versus export. 3. Sanctions relief: The JCPOA promised the release of roughly $100 billion in frozen Iranian assets and the lifting of oil trade restrictions, while retaining sanctions on terrorism, human rights, and missile proliferation. In the Geneva framework, over 80% of sanctions would be lifted, leaving only human‑rights‑related measures. Trump’s administration, wary of political backlash, seeks to attach conditions on how Iran can spend the relief, a demand Tehran rejects, insisting on a permanent, irreversible lifting of sanctions. 4. Non‑nuclear issues: Trump has repeatedly criticized the JCPOA for isolating Iran’s nuclear program from its broader regional behavior. The current negotiations must grapple with Iran’s ballistic‑missile program, support for proxy forces, and the strategic future of the Strait of Hormuz. Iranian officials are divided: one camp favors leveraging the strait for immediate revenue and national pride, while another views it as a diplomatic lever to secure a lasting ceasefire and security guarantees. The confluence of these challenges creates a “marshmallow test” for both sides—whether they can forgo short‑term temptations in favor of a durable, long‑term settlement. As the Trump presidency approaches its final year, the ability to craft a deal that convincingly outperforms the Obama era while addressing the expanded nuclear and geopolitical landscape will determine the legacy of U.S. policy on Iran and its impact on regional stability.

Brian Cox steps behind the camera for the first time with Glenrothan, a sentimental comedy‑drama that paints a broad, colour‑rich portrait of family ties in rural Scotland. The screenplay, penned by David Ashton, follows the uneasy reunion of two brothers against the backdrop of a lucrative, family‑run whisky distillery.Cox portrays Sandy, the stern yet ailing chief of the distillery, a business that anchors the local economy. His sister‑in‑law Jess, played by Shirley Henderson, runs the operation with unflinching competence. Sandy’s younger brother Donal, embodied by Alan Cumming, has been living in Chicago, managing a blues bar with his daughter Amy. When the bar falters, Donal receives a plaintive invitation to return home, prompting a journey that includes his granddaughter Sasha.The film juxtaposes the gritty world of Chicago blues with the serene, panoramic vistas of the Scottish Highlands, delivering visual moments that are both expansive and intimate. Whisky expertise becomes a narrative thread as Sandy, aware of Donal’s superior palate, grapples with the future of the family business and the inevitable question of succession.Humorous touches—such as Donal’s disastrous attempt at making porridge and his nostalgic discovery of a bedroom frozen in time with Buzzcocks posters—lend the story a comforting, almost TV‑night feel without sacrificing depth.Glenrothan opens in UK cinemas on 17 April and reaches Australian screens on 25 June, offering audiences a gentle, well‑acted exploration of brotherly bonds, legacy, and the pull of home.

Nicole Kidman has announced her latest venture: training as a death doula, a professional who provides support to individuals nearing the end of life. The Australian actress revealed this during a speech at the University of San Francisco, sharing her personal experience of losing her mother, Janelle Ann, in 2024. Kidman's decision to become a death doula was motivated by her mother's lonely and isolating experience at the end of her life. With her sister and herself managing their careers and families, Kidman expressed a desire for impartial support during this difficult time. She noted that death doulas can offer solace and care to both the dying and their families. Death doulas, also known as end-of-life doulas, have become increasingly recognized in recent years. They provide emotional, physical, and psychological support to individuals approaching death, similar to how traditional doulas assist during childbirth. This role has gained attention, with even celebrities like Oscar-winning director Chloé Zhao pursuing similar training due to her own fears about death. Kidman's journey into this field follows her recent achievements, including winning the best actress award at the Venice film festival in September 2024 for her role in Babygirl. Her personal life has also seen significant changes, having lost her father, Antony, in 2014. By training as a death doula, Kidman aims to expand her understanding of end-of-life care and provide meaningful support to those in need. This new role reflects her commitment to helping others during life's most challenging moments.