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After a decade of becoming a staple of Augusta National’s gift shops, the beloved 14‑inch ceramic Masters gnome may be facing retirement at the 2026 tournament. While the club has declined to comment, collectors are already scrambling to purchase the final batches before the item potentially disappears from the merchandise lineup.First introduced in 2016 as a hospitality giveaway, the gnome was opened to the public in 2018 and quickly turned into a hot‑ticket collectible. The 2020 “Santa” edition, released during the pandemic‑shifted November Masters, has become especially prized, with complete sets now fetching upwards of $20,000 (£15,000) on the secondary market.According to sporting‑auctions specialist Ryan Carey, a 2016‑era gnome could command around $10,000 at auction, despite its original retail price of just $49.50. Resale platforms routinely list the figures at several multiples of cost, prompting owners to guard their gnomes as if they were cash.The demand is so intense that estimates suggest roughly 1,000 gnomes are stocked each day, yet they sell out within an hour. Fans line up for hours before the gates open, eager to secure the item that can dramatically boost their pension pots. Because attendees may re‑enter the course, many purchase the gnome, park it in their vehicle, and return later, turning the shop into a high‑stakes arena each Masters week.While the gnome trade thrives in a quasi‑black‑market environment, Augusta officials appear unconcerned about the financial implications. The tournament generates an estimated $70 million in annual merchandising revenue, and the removal of the gnome would likely elevate its underground value even further.For 2026, the gnome arrives with a functional umbrella—a whimsical nod to the fair weather forecast—but critics argue that the relentless “gnome‑hunting” may be eroding the overall patron experience. Limits on the number of gnomes an individual can purchase have done little to curb the frenzy.If Augusta decides to discontinue the gnome, its brief but spectacular lifespan will have left an indelible mark on golf culture, turning a simple ceramic figurine into one of the sport’s most coveted memorabilia.

Warschau's neon signs, once symbols of hope and creativity during the communist era, have experienced a remarkable revival. The Neon Museum in Warsaw, founded in 2012 by Ilona Karwińska and David Hill, has been at the forefront of this movement, attracting over 100,000 visitors annually.During the cold war, neon signs were used as a form of Soviet propaganda, but they eventually became a creative outlet for Polish designers. After communism ended, many signs were discarded or destroyed. However, the Neon Museum has helped to revive interest in these iconic signs, with many historic signs being restored and new ones being created.The museum's founders, Karwińska and Hill, began their interest in neon signs in 2006, and their efforts have led to the preservation of many historic signs. The museum features neon signs from the former eastern bloc, and the founders plan to open a second museum in Budapest.The revival of neon signs has also inspired a new generation of architects and designers to work with neon. One notable example is the 4-meter-tall red cockerel sign, which was restored and returned to its original site. The neon signs have become beautiful symbols of Warsaw's history and culture, with many people from older generations remembering them fondly.

Two weeks after the United States and Israel entered a direct conflict with Iran, the White House faced mounting criticism that the war would drive up fuel costs and anger voters. Former President Donald Trump attempted to calm concerns on Truth Social, noting that the United States is the world’s largest oil producer and that higher prices translate into higher revenues for American companies. Now, five weeks into the hostilities, the reality is becoming clear: defense contractors and oil companies are the primary beneficiaries of the escalating energy market. The Department of Defense announced that Boeing will partner with Lockheed Martin to triple U.S. production of missile seekers, a move that sent Lockheed Martin’s stock up 25% since the start of the year. The announcement also lifted Boeing’s share price, underscoring how wartime procurement is boosting aerospace valuations. At the same time, Iran’s continued blockade of the Strait of Hormuz—through which roughly one‑fifth of global oil and gas flows—has pushed U.S. crude from $65 to over $110 per barrel in just a month. Pump prices have mirrored this surge, breaking the $4‑a‑gallon barrier for the first time since 2022. Oil majors have responded with sharp stock gains; ExxonMobil, Shell and Chevron have each risen more than 20% year‑to‑date. According to market‑research firm Rystad Energy, U.S. oil producers stand to earn an additional $63 billion as barrels trade above $100. “Oil prices in March have been materially higher than anyone expected, delivering a windfall for the vast majority of U.S. energy companies,” said Leo Mariani, senior analyst at Roth Capital Partners. The last comparable price shock occurred in 2022 after Russia’s invasion of Ukraine, when U.S. gasoline peaked at $5 per gallon and inflation surged to 9%. That episode generated $916 billion in global oil‑and‑gas profits, with U.S. firms accounting for $281 billion. Chevron’s subsequent $75 billion stock‑buyback program—seven times its prior year’s amount—illustrates how quickly companies can translate price spikes into shareholder returns. Research by economists Gregor Semieniuk and Isabella Weber revealed that in 2022, 50% of oil‑company profits went to the top 1% of Americans, while the bottom half of the wealth distribution captured just 1% of those gains. Analysts warn that the current conflict could generate even larger windfalls because it has damaged actual production capacity in the Middle East, not merely reshuffled supply. “You’re benefiting a lot more from higher prices than you are from lost production,” Mariani noted, emphasizing the outsized profit potential. Even if hostilities cease, restoring pre‑conflict output in the region may take months, prolonging the supply crunch. As senior fellow Clay Seagle of the Center for Strategic and International Studies explains, the current situation differs from 2022: “Now we’re dealing with a much more severe supply event because the oil has been actually removed from the market.” Prolonged high prices could eventually curb demand, as consumers and businesses seek alternatives—a shift seen after the 1970s oil shocks when the U.S. moved away from oil‑generated electricity. Nonetheless, many sectors remain vulnerable: diesel, a key fuel for trucks and aircraft, has risen 40%, and airline stocks such as United and American have fallen more than 15% since the year began. Moreover, disruptions to liquefied natural gas (LNG) production threaten fertilizer supplies essential for agriculture. Semieniuk cautions that “we’re approaching the kinds of disruption levels we saw in 2022, and with that, the kinds of profits that we saw there. If this takes longer, it’s going to surpass that.”

Mayor Claudia Kalisch, vice‑president of the German Federation of Cities and leader of the Green‑party city of Lüneburg, announced a push for a nationwide ban on night‑time use of robotic lawnmowers. The proposal aims to curb injuries and deaths among hedgehogs and other small nocturnal animals that frequent residential gardens after dark.Recent research has highlighted that the fast‑moving blades of autonomous mowers pose a hidden danger to wildlife active between dusk and dawn. Hedgehogs, which often curl into a ball when threatened, are especially difficult for mower sensors to detect.Kalisch told the Funke newspaper group that urban green spaces have become critical refuges as development and intensive agriculture shrink natural habitats. She noted that petitions urging the ban have amassed tens of thousands of signatures earlier this year, reflecting broad public concern.In addition to legislative pressure, the mayor called on manufacturers to develop hedgehog‑friendly technology. She emphasized that industry responsibility is essential for protecting biodiversity and improving city life quality.The European red‑list classifies hedgehogs as "near threatened" since 2024, after a documented 30% population decline over the past decade. Beyond mower hazards, motorised leaf blowers, vacuums, and vehicle collisions—responsible for up to one in three fatalities—exacerbate the species’ decline across Europe.Scientists at the University of Oxford, in collaboration with Danish colleagues, recently demonstrated that hedgehogs can hear high‑frequency ultrasound, opening the possibility of sonic road repellers to deter them from dangerous areas. The same team has produced 3D‑printed, crash‑test dummy hedgehogs to work with manufacturers on a future certification scheme for "hedgehog‑safe" mowers.Study co‑author Anne Berger of Germany’s Leibniz Institute for Zoo and Wildlife Research warned that injuries from robotic mowers place an "enormous burden" on animal‑care centres, with many victims discovered days or weeks after the incident, enduring prolonged suffering.German law already protects hedgehogs, imposing fines of up to €65,000 for illegal trapping, injury, or killing. Several cities—including Cologne, Leipzig and Munich—have already outlawed night‑time mower operation. However, a recent attempt by the Greens to enact a statewide ban in Bavaria was rejected.

The transition from live piano accompaniment in silent cinemas to recorded soundtracks marked a turning point for movie‑goers; the Vitaphone disc system of 1926 and the optical Movietone process that followed gave films a reliable, repeatable musical identity.Sunrise: A Song of Two Humans (1927) was the first feature to have its music and sound effects printed directly onto the film strip, allowing audiences to hear orchestrated pieces by Chopin and Gounod in perfect sync with the picture.King Kong (1933) showcased Max Steiner’s pioneering use of the orchestra to drive narrative, mood and scene transitions, laying the groundwork for the symphonic Hollywood score that dominated the mid‑20th century.Citizen Kane (1941) gave Bernard Herrmann a platform to break from the lush, “Hollywood” sound, delivering a stark, atmospheric score that emphasized psychological tension and set a new standard for dramatic underscoring.Blackboard Jungle (1955) introduced Bill Haley’s Rock Around the Clock as the film’s musical spine, proving that popular rock could boost a movie’s commercial appeal and ushering in the era of song‑driven soundtracks.Forbidden Planet (1956) featured the first entirely electronic score, created by Louis and Bebe Barron using magnetic‑tape techniques; the pioneering use of the theremin and other electronic textures opened a fresh sonic frontier for sci‑fi cinema.Breakfast at Tiffany’s (1961) highlighted Henry Mancini’s “symphonic pop” style, marrying a timeless hit – Moon River – with a jazzy, contemporary score that demonstrated how pop sensibilities could coexist with traditional orchestration.2001: A Space Odyssey (1968) is remembered more for its curated classical pieces than Alex North’s original score, yet the film’s bold juxtaposition of Ligeti, Strauss and Khachaturian proved that pre‑existing music could become an integral narrative force.American Graffiti (1973) assembled over 40 period songs, weaving them into the story’s fabric and proving that a soundtrack could function as a cultural time‑capsule, influencing countless later productions.Star Wars: A New Hope (1977) revived the full‑orchestra tradition when John Williams delivered a heroic, leitmotif‑rich score that re‑ignited audience love for symphonic film music and set a template for blockbuster scoring.Crimson Tide (1995) marked Hans Zimmer’s breakthrough, blending aggressive electronic pulses with a powerful orchestral choir to create the modern, hybrid sound that now defines many high‑budget action films.These ten milestones illustrate how film music has continually evolved— from live accompaniment to electronic experimentation—while retaining a core purpose: to deepen storytelling and shape audience emotion. The legacy of these scores is celebrated each April at the London Soundtrack Festival, underscoring their lasting influence on both cinema and popular culture.

Guy Singh-Watson, founder of organic veg box company Riverford, has expressed deep regret for the decades he spent confined by traditional masculinity. On International Women's Day, he found himself in a crowd of mostly women, listening to his wife discuss her experiences. This encounter made him realize that many issues discussed on IWD relate to male behavior, and men should be paying attention. Challenging Traditional Masculinity: Singh-Watson notes that success in farming and most businesses depends on building and maintaining relationships. He recalls that when Riverford first measured its gender pay gap in 2017, women earned an average of 91p an hour compared to their male colleagues' £1. Despite efforts to address the issue, progress was slow until a new, younger female farm manager, Maddie, took charge and transformed the workplace culture. Under Maddie's leadership, Riverford became one of the few veg farms with a waiting list for pickers. The company achieved this by creating a fun, emotionally safe, and fulfilling work environment. Singh-Watson acknowledges that he and other men in leadership roles often struggle with sensitive issues and tend to turn to women for resolution. A Shift Towards Inclusivity: The cultural shift at Riverford began with its transition to employee ownership in 2018. This process required introspection and evaluation of decision-making processes. With the help of a business change coach and the company's head of HR, a genuinely inclusive culture was built. As a result, Riverford now has a negative gender pay gap, with women earning 1.56% more per hour than men. Singh-Watson emphasizes that men can change and that embracing emotional literacy – kindness, openness, empathy, and compassion – makes them stronger. He encourages men to cast off limiting beliefs around what it means to be a man and to support each other and the women in their lives. Ultimately, inclusivity benefits everyone, and men must take responsibility for creating a more equitable and compassionate work environment.

Martin Ho arrived at Tottenham in July, inheriting a side that had slumped to 11th place the previous season. Within months the club has risen to fifth in the Women's Super League, just three points shy of matching their record 32‑point tally from 2021‑22. With three league games remaining, Spurs are set to face Chelsea in an FA Cup quarter‑final, while a recent League Cup exit saw them lose 2‑1 to Manchester United. Ho, who began coaching at 17 after an unfulfilled stint at Everton’s academy, describes the campaign as a success so far, noting the progress from a “rudderless” squad to a more cohesive unit. He acknowledges the boldness of such a claim before the season ends, especially after consecutive 5‑2 defeats to Manchester City and Arsenal, but stresses that the club’s trajectory is positive. Only two new signings – Norway forward Cathinka Tandberg and Japan defender Toko Koga – joined the roster in the summer, a deliberate move by Ho to assess the existing squad first. "I needed to see the players with my own eyes and apply my coaching methodology," he explained. Ho’s approach draws on his experience as an assistant at Manchester United under Casey Stoney and Marc Skinner, and his earlier head‑coach role at Norwegian side SK Brann. He spent time learning the club’s culture, fanbase and values before implementing changes. Key to the transformation was a psychological reset. Ho told his players that the team must look forward and abandon the disappointment of the previous season. "We asked them to play bravely, press higher and accept that mistakes are part of growth," he said. The 5‑1 loss to Manchester City early in the season became a catalyst. Ho observed that the squad’s response demonstrated a shift in mentality, prompting him to reinforce belief and challenge the players to improve. Consistency has been elusive – three wins from eight league matches – but the side has shown signs of potential, and January brought additional reinforcements. Looking ahead, Ho warns against over‑inflated expectations. "If we promise Champions League football now and fail, it harms everyone," he cautioned, noting that European competition would be premature for a club still building its foundation. He emphasizes the need for steady, sustainable progress rather than a flash‑in‑the‑pan surge. "We must evolve the squad, staff, processes and investment together," Ho said. With a limited pool of elite talent, attracting and retaining players remains a challenge. Ho stresses creating an authentic environment that offers clear development pathways, saying, "When players see their value and a clear route forward, they stay and improve." Born in Liverpool to a Chinese father and English mother, Ho credits his upbringing for his holistic coaching philosophy. He often remarks that coaches are like thieves, constantly borrowing ideas from one another, and strives to adapt those influences into a style that reflects his own vision for Tottenham Women.

The former boss of the Co-op collected almost £2m before her sudden departure last month despite a difficult year when the retailer was pushed into the red by a damaging cyber hack.Shirine Khoury-Haq’s total annual pay package amounted to £1.9m in 2025, including a £165,000 “rewarding growth” bonus that was approved by the mutual’s board despite falling sales and the slide to an underlying loss of £125m.Khoury-Haq and other executives did not receive their regular annual bonus as the board said the company had not met an “affordability underpin” to make the payout. However, Khoury-Haq’s total pay did include a long-term performance bonus linked to earlier years.In the Co-op Group’s annual report, the remuneration committee said it had decided to pay out 10% of the three-year potential total for the new “rewarding growth” incentive plan, which goes to all staff. Full-time, frontline workers, such as shop floor staff, who were employed for all of 2025 received £100 each under the scheme.The report did not say if Khoury-Haq would receive any compensation for loss of office on her departure but did make clear she would not receive any more from the “rewarding growth” scheme. Kate Allum, a board member and former boss of the dairy group First Milk, will step in as the interim chief executive while a permanent replacement is sought.Khoury-Haq’s departure after four years heading the company, and almost seven at the business, came a month after reports of concerns about the culture at the top of the group. Last week, Khoury-Haq denied that her resignation was linked to the allegations of a toxic culture. “My decision to leave was very much a personal decision,” she said. “The reason is I want to go and do something else.”

Mexico’s art world is in uproar after an agreement with Banco Santander to export a landmark segment of the Gelman collection to Spain. The collection, hailed as one of the most significant assemblages of 20th‑century Mexican art, features masterpieces by Frida Kahlo, Diego Rivera, Rufino Tamayo, José Clemente Orozco, María Izquierdo and David Alfaro Siqueiros. Approximately 400 cultural professionals have signed an open letter demanding clarity from the Mexican government about the fate of the works, especially those by Kahlo that the state has designated as an "artistic monument". Historian Francisco Berzunza warned that Kahlo is "the most important artist in the history of our country" and that her works should remain accessible in Mexico. The disputed batch comprises 160 paintings, sketches and photographs originally owned by collectors Jacques and Natasha Gelman and purchased by the Zambrano family in 2023. Under the Santander deal, the pieces—currently on public display in Mexico for the first time in two decades—are slated to travel to Spain this summer to become a centerpiece of the new Faro Santander cultural centre. Santander’s announcement promised to handle "conservation, research and exhibition" of the collection, yet it omitted the duration of the Spanish stay. The bank’s director, Daniel Vega Pérez de Arlucea, later told El País that the legislation governing the works is "flexible" and that the collection would enjoy a "permanent presence" at the centre, intensifying concerns. Mexican officials have attempted to reassure the public. President Claudia Sheinbaum stated, "Our desire is for the collection to remain in Mexico," while Culture Minister Claudia Curiel de Icaza emphasized that the export is only temporary and that the artworks are expected to return by 2028. Santander also issued a statement insisting the deal does not constitute a sale or permanent removal. Nevertheless, critics argue the contract is ambiguous. The agreement, viewed by the Guardian, allows Faro Santander to retain control of the collection at any point between June 2026 and 30 September 2030, with the possibility of extensions by mutual consent. Such language fuels fears that the pieces could become effectively permanent fixtures abroad. Legal experts note that Mexican law protects works declared national artistic monuments, mandating that they may leave the country only temporarily and that the National Institute of Fine Arts and Literature (Inbal) is responsible for their repatriation. With Inbal owning just four of Kahlo’s roughly 150 pieces, many fear the deal undermines the protective framework. Berzunza summed up the stakes: "If the works were not to return, a fundamental part of this artist’s body of work – and her history – would be lost. These pieces are essential to telling her story and to understanding our identity as Mexicans."