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A Malta‑flagged container ship named Kribi, owned by French shipping giant CMA CGM, successfully navigated the Strait of Hormuz on April 2. This marks the first time a Western‑registered vessel has traversed the strategic waterway since Iran began restricting traffic following the US‑Israeli war that started on February 28.According to vessel‑tracking data from Marine Traffic, the Kribi is the first French‑owned ship to make the passage in the current conflict. The ship, sailing south along Oman’s coast, altered its declared destination to “Owner France” in LSEG shipping data, a move interpreted as a signal to Iranian authorities about its national affiliation before entering Iran’s territorial waters.The vessel was originally bound for Pointe‑Noire, Republic of the Congo, but the change in routing facilitated the safe crossing. No immediate comment was received from CMA CGM regarding the maneuver.Since March 1, only about 150 vessels—including tankers and container ships—have transited the strait, according to Lloyd’s List Intelligence. The majority were linked to Iran and to regional partners such as China, India and Pakistan. Beijing publicly expressed gratitude after three Chinese ships, including two Cosco‑owned container vessels, passed through the waterway earlier in the week.The strait historically carries roughly one‑fifth of global oil and liquefied natural gas shipments. Its effective blockage has contributed to a sharp rise in worldwide fuel prices, intensifying the ongoing energy crisis.U.S. President Donald Trump asserted that gasoline prices would drop quickly once hostilities end, but offered no concrete plan to reopen the passage, instead urging skeptical allies to take action themselves. French President Emmanuel Macron cautioned that a military operation to force open the strait would be unrealistic, emphasizing that only diplomatic efforts could restore free navigation.Macron is coordinating with European and other partners to form a coalition that would guarantee safe passage after the conflict subsides. In a commentary for *Foreign Affairs*, former Iranian foreign minister Mohammad Javad Zarif suggested Tehran could negotiate a deal with the United States—curbing its nuclear program in exchange for sanctions relief and the reopening of the strait—thereby ending the war and preventing future confrontations.

At the Oxford Brookes Headington campus, a group of over 100 students are working tirelessly to build the fastest and best-designed race car possible for this year’s Formula Student competition.The Oxford Brookes Racing (OBR) team, the UK’s most prestigious Formula Student team, has won more design awards than any other UK university and frequently secures top spots in the international race held annually at Silverstone.Success in the competition is crucial as it gets the team noticed by the industry, where a handful of engineering jobs can have upwards of 10,000 applicants. Several OBR alumni are currently working in every Formula One team.“A lot of the coverage on TV is based around the drivers, but not really the actual engineers,” said Thomas Cawdery, a team manager and third-year motorsports technology student. “This is what you don’t see in Formula One. The engineers who make it happen.”The OBR team is entirely run by students and operates out of two buildings, where scores of people are working hard – cutting and shaping carbon fibre chassis by hand, and running simulations on computers. Students of all ages are teaching and learning from one another.While actual Formula One cars have much more power than the students are allowed for safety reasons, the complexity of the cars is very similar. “They’re the same if not more complex than Formula One cars,” Cawdery said.The OBR team surpasses industry expectations in some aspects, particularly in terms of gender balance. Unlike most Formula One teams, where only about 10% of engineers are women, OBR has a much better gender balance.Emma Deery, a first-year mechanical engineering student, finds the inclusive environment encouraging. “In the industry, a lot of women find themselves the only woman on their team. Here it’s different. We have a lot more women and a lot of women in leadership roles.”The OBR team will compete for the top spot this summer against 102 other teams from 27 countries. The competition is a useful recruitment tool for big industry names, as it showcases innovative engineering skills.Ross Brawn, the legendary former team principal, once said, “There are two really innovative forms of motorsport left. One of them is Formula One and the other one is Formula Student.”

Zara Larsson, the 28-year-old Swedish pop sensation, is taking the music world by storm with her album 'Midnight Sun'. With three songs in the US Hot 100 and fourth biggest female artist on global Spotify, Larsson's career is moving at lightning speed. Larsson's journey to stardom began at 16 with her debut single 'Uncover'. However, it was her zeitgeist-hijacking album 'Midnight Sun' that reinvented her as a rave nymph, blending brash electro-pop and drum’n’bass. The album's success can be attributed to its genuine youthfulness, ultra-fun, and uber-femme vibe, which has resonated with fans worldwide. Larsson's lyrics have the immediacy of a voice note sent to a crush, and she is startlingly frank about her insecurities. Her music is a reflection of her unapologetic camp and accessible twist, making her a standout in the industry. Larsson has always been vocal about sex positivity, women's rights, and her support of Palestine. She declined to perform at Eurovision's halftime show in protest at Israel's inclusion and lost a $3m brand deal after joking about abortion on social media. Despite the challenges of fame, Larsson thrives on attention and sees her current hot streak as an opportunity to build and create. With her deluxe edition of 'Midnight Sun' coming soon, Larsson is set to take the music world by storm.

Harry Kane, England's star striker, is having a moment of peak success. With his impressive goal-scoring record and consistent performances, he is now considered a top contender for the Ballon d'Or award. Kane's ability to improve and maximize his talent has made him a standout player in the football world.Kane's journey to success has not been without challenges. He has faced criticism for his performances in big games and has struggled with injuries. However, his determination and work ethic have allowed him to overcome these obstacles and become one of the most likable and authentic role models in modern-day English football.The article highlights Kane's impressive statistics, including his record-breaking goal tally for England and his impressive form for Bayern Munich. His ability to make other players better and his partnership-building skills have made him a valuable asset to his team.Despite some critics labeling him as a 'goalhanger' and 'bottle job,' Kane has proven himself to be a gifted player who can play in various positions. His intelligence on the field and his ability to adapt to different situations have made him a standout player.As Kane approaches the peak of his career, he has become a hopeful figure in a world where things often don't work out. His success story serves as an inspiration to many, and his legacy is expected to leave a lasting impact on English football.

Les Kiss is set to take over the Wallabies in July, inheriting a side desperate to climb back to the top of world rugby. He faces a tight schedule – 14 months and 19 Tests – before the 2027 Rugby World Cup that Australia will host. Describing his mandate, Kiss stresses that he is not aiming for a radical overhaul. "It's not a revolution, it's evolution," he told the Guardian. "Core values like discipline, accountability and strategic planning stay firmly in place." What makes Kiss an outlier is his background: a former rugby league international who never played union at senior level. He says this forced him to "earn his stripes" in the union code, learning that culture and standards in the locker room drive performance on the field. His personal story is rooted in a family that escaped the Hungarian Revolution and settled in Bundaberg, and a playing career that saw him sprint down the wing before a knee injury sidelined him for four years. Those experiences, he believes, forged the resilience he now brings to coaching. After a stint in marketing and junior coaching, Kiss transitioned to union coaching, first as a defence coach for the Springboks (2001‑02), then as an assistant with Ireland (2009‑15), director of Ulster Rugby, and finally a three‑year spell with London Irish in the Premiership. Returning to Australia in 2024 to lead the Queensland Reds, he guided the franchise to its most prolific try‑scoring season in three decades, back‑to‑back quarter‑final appearances and record crowd numbers. The Reds sit 4‑2 in the 2026 Super Rugby Pacific season and are eyeing a top‑four finish. Kiss’s coaching philosophy centres on connection. "Coaching is about rapport and building something strong together," he says, adding that he is fully invested and treats every team like family. His transition to the Wallabies will be smoothed by a close partnership with current head coach Joe Schmidt. The two have shared roughly 40 Tests, developing a strong rapport that Kiss believes will help him "understand the breakdown" and set the right structures for success. The emerging "Kiss army" already includes former All Blacks staffer Scott McLeod as defence coach, analyst Eoin Toolan, set‑piece specialist Tom Donnelly, scrum guru Mike Cron, and consultant Laurie Fisher. Skills coach Mick Byrne and U20s boss Chris Whitaker also remain on board. While his new responsibilities grow, Kiss assures fans he remains 100% committed to the Reds, vowing not to let the franchise down despite his expanding duties. On the player front, Kiss highlights a blend of seasoned talent and fresh faces that could power Australia’s World Cup campaign. The likes of Mark Nawaqanitawase, Max Jorgensen, former winger Dylan Pietsch, and NRL convert Zac Lomax are poised to add dynamism, while 18‑year‑old prodigy Treyvan Pritachard offers a glimpse of the future. Ultimately, Kiss believes the Wallabies embody a uniquely Australian style – inventive, physical, and expressive – forged in backyard games and a culture of resilience. "The Australian way isn’t formulaic; it’s about solving problems on the field in our own special way," he concludes.

Liverpool's season has reached a critical juncture, with five matches in 16 days set to determine the fate of manager Arne Slot's vision for the team. The Reds face a daunting schedule, including cup quarter-finals against Manchester City and Paris Saint-Germain, as they seek to salvage a disappointing campaign.The team's inconsistent form has raised concerns about their ability to secure Champions League qualification, a crucial aspect of the club's business model. Liverpool's recent performances have been marred by defeats to Wolves and Brighton, highlighting issues with fitness levels, efficiency in front of goal, and organisation.The return of Alexander Isak to team training could provide a much-needed boost, but the striker will have to prove himself upon his return to competitive action. Isak's partnership with Florian Wirtz has been limited due to injuries, and the duo will need to deliver to justify Liverpool's £125m investment in the striker.Liverpool's hierarchy, including owner Fenway Sports Group and sporting director Richard Hughes, are aware of the challenges faced by Slot this season, including the death of Diogo Jota and injuries that have hindered the team's performance. However, the club's supporters are growing increasingly disillusioned, with ticket price increases and a record revenue of £703m failing to translate to on-field success.A positive note was struck by Jürgen Klopp's return to Liverpool, which drew a sellout crowd of 60,482 and raised over £1m for the LFC Foundation. Nevertheless, the adoration for Klopp contrasted with the frostiness towards Slot, highlighting the challenges faced by the current manager in reviving the team's fortunes.

Chris Haskins, Lord Haskins, who has died at the age of 88, was a highly influential figure in British business and politics. He was a key supporter of Tony Blair's New Labour project and played a crucial role in advising on regulatory reform and rural affairs. Early Life and Career Born in Dublin, Ireland, Haskins studied modern history at Trinity College Dublin, where he developed a reputation as a radical. He began his career in journalism, covering the Aldermaston marches for the Irish Times, before moving into business. In 1959, he traveled to England, married Gilda Horsley, and joined his father-in-law's company, Northern Dairies, which later became Northern Foods. Business Achievements Under Haskins' leadership, Northern Foods grew into Britain's leading food manufacturer. He was instrumental in developing chilled food techniques, which enabled the mass production of ready meals and convenience foods. A significant partnership with Marks & Spencer was established, which became a cornerstone of the company's success, generating annual sales of half a billion pounds. Public Service and Politics Haskins was a vocal advocate for various public causes, including European monetary union, English regional devolution, and the reduction of subsidies to British agriculture. He served as a 'rural tsar' during the foot and mouth outbreak of 2001 and authored a rural recovery report for Defra, which proposed a shift towards environmental concerns and a long-term reduction in subsidies. Legacy Throughout his life, Haskins was known for his 'no-nonsense approach' and his commitment to telling the truth as he saw it. He was a passionate advocate for regional devolution and took an active role in various Yorkshire economic bodies. Despite facing disappointment as governments wound down bodies he chaired, Haskins remained dedicated to his causes, reflecting on his life's work: 'Most of the campaigns of my life have failed, largely, I comfort myself, because I have been ahead of my time.' He is survived by his wife, Gilda, their five children, nine grandchildren, and a great-granddaughter.

On a cobbled lane in Belfast’s Cathedral Quarter, the Kindred of Ireland boutique draws shoppers with oversized butter‑yellow linen blouses and Donegal mulberry tweed jackets accented by rose‑pink linen bows, signalling a fresh commercial pulse for a fabric that once defined the city.Linen earned Belfast the nickname “Linenopolis” when, at its height, the industry employed about 40% of Northern Ireland’s workforce. After a post‑war collapse, the trade faded, but today it is re‑emerging as a marker of local identity and sustainable fashion.Designer Amy Anderson, whose grandmother worked as a mill‑hand in Moygashel, says the fibre remains deeply personal for many families. Her modern, Japanese‑inspired silhouettes rely on linen’s natural structure to balance avant‑garde volume with comfort.Reviving a near‑extinct industry is daunting, yet Belfast’s history of turning adversity into opportunity—exemplified by the Titanic Quarter’s tourism boom—has attracted an eclectic coalition of supporters. Among them are former blacksmith Charlie Mallon, who has converted his 150‑year‑old Magherafelt farm into a regenerative flax operation, and fashion heavyweight Sarah Burton, former creative director of Alexander McQueen.Mallon’s restoration of heritage machinery aims to keep flax “field‑to‑fibre” in Ireland, preserving the long fibre length that makes linen less prone to creasing. He contrasts this with most modern linen, which is “cottonised” in China, shortening fibres and increasing wrinkles.Burton’s two‑day field trip to Northern Ireland inspired the spring 2020 Alexander McQueen collection, featuring a beetled linen gown with a pearl‑like sheen that debuted on the Paris runway.In autumn, the Prince and Princess of Wales visited Mallon Farm, expressing a rare interest in sustainable fashion and regenerative agriculture. The Princess, who usually avoids media focus on her wardrobe, asked detailed questions about the Andersons’ brand, underscoring the royal endorsement of Belfast’s textile renaissance.The city’s fashion resurgence is also celebrated at the Ulster Museum’s “Ashes to Fashion” exhibition, which juxtaposes historic silk ballgowns with contemporary pieces by Irish designers, including Kindred of Ireland.Looking ahead, Kindred of Ireland plans a temporary boutique in central London, building on a successful six‑week Mayfair pop‑up that the brand describes as “commercial rocket fuel.” The Andersons note that Northern Irish firms benefit from full access to the UK market while still aligning with certain EU single‑market rules under the Windsor framework, offering a strategic advantage for product‑focused businesses.

When a loved one passes away while a care home still holds prepaid weeks, many families are told that the provider’s "policy" does not allow refunds. In one recent case, a family challenged this stance, discovered that the contract actually obligated the home to return the unused fees, and successfully secured a refund. The experience underscores a wider issue: care‑home operators often withhold money from bereaved families, banking on their grief and lack of legal knowledge. The author, forewarned by similar reports, enlisted a family lawyer who identified the contractual breach and drafted a decisive email that compelled the provider to comply. Importantly, the complaint was not about the quality of care. The writer notes a clear separation between the compassionate on‑site staff and the profit‑focused head office, suggesting that the latter may deliberately adopt a “no‑refund” stance as a revenue‑preserving tactic. Historically, the practice traces back to the privatisation of care homes under Margaret Thatcher. The original promise was that market competition would increase choice for residents while lowering public spending. In reality, the economics of private care demand near‑full occupancy to stay profitable, forcing operators to raise prices when referrals dip. This creates a paradox: the need for vacant beds to offer choice clashes with the profit motive to maximise occupancy, ultimately undermining the policy’s goals. For families navigating this landscape, the lesson is clear: scrutinise contracts and seek legal advice before accepting a provider’s blanket “no‑refund” policy. A vigilant approach can turn a potentially lost sum into a reclaimed right, and may pressure care‑home chains to rethink opaque refund practices.