Gayathri Kallukaran is a Junior Journalist with Eastern Eye. She has a Master’s degree in Journalism and Mass Communication from St. Paul’s College, Bengaluru, and brings over five years of experience in content creation, including two years in digital journalism. She covers stories across culture, lifestyle, travel, health, and technology, with a creative yet fact-driven approach to reporting. Known for her sensitivity towards human interest narratives, Gayathri’s storytelling often aims to inform, inspire, and empower. Her journey began as a layout designer and reporter for her college’s daily newsletter, where she also contributed short films and editorial features. Since then, she has worked with platforms like FWD Media, Pepper Content, and Petrons.com, where several of her interviews and features have gained spotlight recognition. Fluent in English, Malayalam, Tamil, and Hindi, she writes in English and Malayalam, continuing to explore inclusive, people-focused storytelling in the digital space.
FTC secures largest-ever settlement with Amazon over Prime subscription practices
Around 35 million customers could be eligible for refunds
Automatic repayments capped at £41 per person, with claims process to follow
Why Amazon is paying out
Amazon will refund millions of Prime members following a £2 billion settlement with the US Federal Trade Commission (FTC). The regulator accused the company of using “subscription traps” to push customers into signing up for Prime and then making it difficult for them to cancel.
The case concluded a two-year investigation and represents the FTC’s largest settlement on record. It is also the second-highest refund award in US history.
Who qualifies for a refund
The FTC said that anyone in the United States who signed up for Prime, or tried unsuccessfully to cancel, between 23 June 2019 and 23 June 2025 may be eligible. Around 35 million people are thought to have been affected.
How much customers will get back
Refunds will be limited to the total Prime membership fees paid, capped at £41.
Customers who enrolled through Amazon’s “challenged” sign-up flows, such as the Universal Prime page, the shipping option page, Prime Video or single-page checkout, will receive automatic refunds if they used no more than three Prime benefits in their first year.
Further claims can be made by those who enrolled unintentionally or struggled to cancel. These payments will also be capped at £41.
If there is not enough money left in the settlement to cover all claims, refunds will be issued on a pro rata basis. This means many customers will receive less than the maximum refund.
How to claim a refund
Amazon will begin issuing automatic refunds within 90 days of the FTC order. A separate claims website will then be launched, with links available on Amazon.com and within the Prime section of its app.
Eligible customers will be notified by email and post once automatic payments are completed. They will then have 180 days to submit a claim online, by email or by prepaid post.
Amazon’s response
Amazon has rejected the regulator’s findings, saying it has always complied with the law.
In a statement, the company said: “We work incredibly hard to make it clear and simple for customers to both sign up or cancel their Prime membership, and to offer substantial value for our many millions of loyal Prime members around the world.”
THE punitive 50 per cent tariffs plus annual $100,000 (£74,100) H-1B visa charges for IT workers from India imposed by US president Donald Trump offer an opportunity for the country to find new markets, an influential minister from India said at a business summit in London last week.
Nara Lokesh is minister for information technology in Andhra Pradesh and the son of the south Indian state’s chief minister, Nara Chandrababu Naidu, whose Telugu Desam Party helped give Narendra Modi’s Bharatiya Janata Party (BJP) a governing majority in the Indian parliament.
Lokesh conceded the tariffs imposed by Trump had confronted India with a “crisis” and added, “I believe the crisis is an opportunity”.
Trump last week ordered a new annual $100,000 fee for H-1B skilled worker visas, widely sought after by Indian professionals in the US tech industry.
The US awards 85,000 H-1B visas per year on a lottery system, with India accounting for around three-quarters of the recipients.
Lokesh, 42, who pursued higher education in the US, said: “It’s an opportunity for India to shine beyond a singular market. That’s been our approach as far as the Free Trade Agreement (with the UK) and the tariff landscape are concerned. We can do better. In the long term, we have to diversify. New markets are opening up.” It is predicted that 2047, a century after India became independent, the per capita income in Andhra (with a population of 53 million) will shoot up to $42,000 (£31,109).
Lokesh, who comes across as a man in a hurry, invited investors from the UK, especially from the diaspora: “We are a start-up state. We are hungry, we have the passion. We are not in the business of signing MOUs. We deliver on speed of doing business.” In 15 months since the current state government had taken office, he said, “we landed close to $120 billion (£88.8bn) investment”.
The 42-year-old got his bachelor’s degree from the Carnegie Mellon University in Pittsburgh, Pennsylvania, his MBA from Stanford and worked for the World Bank for two years.
He made the comments at an investor road show jointly organised by the Confederation of Indian Industry (CII) and the Indian High Commission in London last Tuesday (16).
Shehla Hasan, the CII’s chief representative in the UK, told the gathering at the Institute of Directors, “Nara Lokesh has been instrumental in driving technology initiatives that foster inclusive growth, boost digital infrastructure and position Andhra Pradesh as a hub for cutting edge technological development.”
Lokesh – he was in conversation with Harshul Asnani, president, Europe, of Tech Mahindra – said: “I’ll give you a few examples – one is how we got ArcelorMittal (jointly with Nippon Steel) to build one of India’s largest steel plants in the south of Visakhapatnam.
John Renard, president EMEA, Cyient; Sujit Ghosh; Nara Lokesh; Harshul Asnani; Nidhi Mani Tripathi, minister (economic), High Commission of India to the UK; and Shehla Hasan at the London event
“It all started with one zoom call with Aditya Mittal (Lakshmi Mittal’s son and CEO of ArcelorMittal). He said he had three specific asks from the state, and all I said was, ‘Give me 12 hours, I need to confirm it with my chief minister.’ We got it confirmed. This conversation started in June last year. We are going to break ground in November for the steel plant. We got it done.”
What Lokesh says is important because Andhra is recognised as being one of India’s most progressive states and his father has a reputation for getting things done.
As chief minister, previously, of undivided Andhra Pradesh, Naidu was recognised for transforming the state’s infrastructure and attracting global IT firms to open offices in Hyderabad – putting it in direct competition with Bengaluru, regarded as the Silicon Valley of India.
Under Lokesh – who also holds the portfolio for electronics and communications, real time governance and human resources development – Andhra is taking its road show to other investment centres such as Singapore and Dubai.
Andhra Pradesh was formed in 1953 (by separating the Telugu speaking areas from the old Madras presidency), and in 2014, 10 districts of Andhra Pradesh were combined to establish the new state of Telangana.
If more Indian states follow the example of Andhra and diversify investment away from the US, Trump’s tariffs may quickly prove to be an act of great self-harm.
India and the US will most probably repair their relationship, but young Indian politicians such as Lokesh show how there is now a greater determination not to become over-dependent on America.
Hasan invited potential investors to attend the CII’s partnership summit with the Andhra government on November 14-15 in Vishakhapatnam.
She also released a CII report, Indian Roots British Soil: Charting Indian Industry’s Footprint in the United Kingdom.
India’s outgoing deputy high commissioner, Sujit Ghosh, made it clear that what was good for Andhra was also good for India and for Britain: “India, one of the world’s top producers of science, tech, engineering and mathematics talent, generates approximately 2.5 million graduates annually, far ahead of most developing countries and, of course, almost all developed countries. AI skill penetration is among the highest in India and second only to United States.
“In India’s journey, a very important part has been played and will continue to be played by Andhra Pradesh, one of the major centres of economic growth and innovation in India. Andhra was one of the first states to opt for large scale economic reforms and digital growth.”
Abhishikth Kishore
The Andhra government, led by Chandra Babu Naidu, “has set for itself an ambitious target to achieve 15 per cent growth rate, up from the present 10.50 per cent by 2047. “This is a state which clearly means business. Andhra Pradesh has registered a strong economic growth in the first quarter of 2025-26, surpassing the national average and reinforcing its position as one of India’s fastest growing states. Major areas of interest for Andhra Pradesh are advanced manufacturing, financial services, including FinTech, education, pharma, healthcare and tech – and data centres and clean energy.”
Lokesh left it to one of his senior civil servants, Abhishikth Kishore, a member of the Indian Administrative Service, to provide a more detailed picture of Andhra Pradesh’s ambitious investment plans.
He said that in 2047, when India “is looking at a $32 trillion (£23tr) economy, our state wants to be a $2.4tr (£1.4tr) economy, and the per capita income we are targeting is $42,000 (£31000)”.
Kishore is the state’s commissioner of industries and also managing director of the Andhra Pradesh Industrial Infrastructure Corporation.
He described how the state attracts investors by getting rid of red tape.
“We started talking to LG Electronics in June last year,” he said. “This year we have done the groundbreaking. It is not easy to deal with South Koreans. Even my wife doesn’t call me as often as their site manager. This is an ultra-mega investment upwards of $600m (£444m). Andhra Pradesh already produces 50 per cent of air conditioners for the entire country. Once this plant is operational, Andhra Pradesh will be producing 70 per cent of all air conditioners, both industrial and home appliances.”
The state had three industrial corridors – Chennai- Visakhapatnam, ChennaiBengaluru and Bengaluru-Hyderabad – plus three economic corridors centred on Visakhapatnam, Tirupati and Amaravati (where a greenfield capital was under construction). There would be a green hydrogen hub.
It will also establish the world’s first quantum valley, where quantum computers would be able to perform complex calculations far beyond the capabilities of even the most powerful traditional supercomputers.
The state, with the third largest coastline in India, had six operating ports and four greenfield ports under construction. It was setting up a 300-acre drone city in Kurnool, only three hours from Hyderabad. There would be 175 Micro, Small & Medium Enterprises (MSME) parks – one for every assembly constituency.
“The icing on the cake is all our 700 government services are on WhatsApp, be it a land application or a fire clearance for a factory,” said Kishore.
Lokesh makes sure things get done by keeping tabs on projects.
The minister concurred: “As Abhishikth has just shared, I think I am on close to 12-13 WhatsApp groups.”
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Satya Nadella put empathy at the core of Microsoft’s revival, transforming the company into one of the world’s most admired corporations
PSYCHOLOGICAL safety is a term that may ring a bell for most people and even if it did, few understand what it means – yet embracing the concept in workplaces brings benefits and leads to improved outcomes.
A week-long initiative by Pearn Kandola – which works with organisations on diversity, equity and inclusion – aims to raise awareness and bust misconceptions about the concept.
Binna Kandola OBE, co-founder of Pearn Kandola, said there is an opportunity to not just introduce the idea, “but to make us look afresh at diversity and inclusion, as identity, background and inclusion are central to psychological safety”.
In an interview with Eastern Eye ahead of the five online webinars (22-26), Kandola explained how one of the biggest misunderstandings links psychological safety to comfort.
“People think, ‘if I don’t feel comfortable in the workplace or if I’m being challenged, then it must be unsafe’.”
Dismissing the idea of conforming, keeping one’s head down, or not speaking up, he said, “Actually, psychological safety is neither of those things. We need to be respectful and we need to show people we value them.
“There are constraints around this, but within that, there’s no reason why you and I shouldn’t disagree on something, and there isn’t any reason why we shouldn’t disagree quite passionately about something, as long as it doesn’t get personal.”
He added, “If you look at the examples of psychological safety in organisations, you find that people do raise concerns. They can talk about mistakes, about errors and as long as it doesn’t overstep the mark and become personal, it is a good thing to be doing.”
Some of the themes being addressed during Psychological Safety Week are why adopting it matters, how companies bring about innovation and change and why empowering workers to challenge, question and disagree can lead to higher levels of trust and stronger teams.
Kandola is writing a book (due in November) and has cited case studies of organisations which didn’t provide psychological safety and therefore suffered (negative) consequences.
However, he said there are others “who were in a bad position, who adopted a more open, transparent way of working, and it led to greater success.
“Of the latter kind, look at the chief executive of Microsoft – Satya Nadella.
“He wasn’t expected to get the role. Bill Gates saw him, and thought, ‘I like what he’s doing, the way he thinks and recommended him. “Nadella went through the selection process and he got the job. “But when he took over, Microsoft was actually on a downward trend. Nadella cowrote a book called Hit Refresh (The quest to rediscover Microsoft’s soul and imagine a better future for everyone) where he explained how he had to get senior leaders to understand who they were.
“At the core of his strategy was empathy, to be more empathetic towards one another, towards customers, partners.
“When the industry is competitive, to try and see things from the other person’s point of use… empathy was at the heart of his transformation. Of course, they’re now hailed as one of the greatest examples of transforming a major corporation.”
In contrast, Kandola points to US aviation major, Boeing, which went from being one of the most revered companies in the world during the 1980s, to one of the most distrusted about 40 years later.
“That’s quite something to be able to do that that quickly, and they suffered enormously,” he said.
Another example is that of health teams, Kandola said, noting that those which report the greatest number of errors also have the best patient outcomes.
“It seems like an ironic practice, but the fact of the matter is teams that report fewer incidents are having just as many incidents. They’re just not reporting them, so they don’t give themselves the opportunity to learn.
“If you have the confidence and said, ‘Look, there’s a mistake. It happened. What do we learn from that?’ Things start to improve. But if I make a mistake and I’m not telling you that, we don’t find out about it. It could get worse. You cover it up, but also you miss the opportunity to learn from it, to improve our practice.” Some of the barriers to adopting psychological safety may be hierarchy, or existing cultural norms.
Kandola said it’s a natural human reaction to “want to fit in, blend in with others”. “So if I see something going on, or there’s a course of action people are all agreeing on, and I’m thinking, I’m not sure that’s the right way to be going. That pressure to conform means I will be less likely to speak up,” he said.
However, he also pointed out that in “countries across Asia, for example, which are very respectful of leaders and because of the position they hold, there are very successful economies and very successful organisations.
So hierarchy in itself isn’t necessarily a barrier, but it can be.
“I think the approach the leader adopts is more important.”
Kandola said there’s interest in psychological safety, but the understanding isn’t there. “So I’m hoping the webinars will increase their understanding, but also offer opportunities to see how to cycle through the daily challenges, be able to start apply some of the things that we’re talking about.
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A narrow focus on gender or black–white dynamics leaves Asian professionals overlooked in workplace diversity debates
ACROSS the UK, US, and Europe, we are seeing a political and corporate pushback against diversity, equity, and inclusion (DEI) initiatives.
Critics dismiss them as “identity politics” or as costly distractions. Some of this critique has validity – too many programmes have been tokenistic, more about slogans than substance.
But here is the real danger: when organisations confuse weak DEI practice with irrelevance, they risk abandoning fairness and respect, altogether. This is not only a moral failure, it is a strategic one. Evidence shows that when inclusion is sidelined, toxic workplace cultures flourish, with minorities bearing the brunt.
When people think about toxic workplaces, their minds often go straight to structural stressors: micromanagement, unreasonable deadlines, and workloads that are simply impossible to complete in the time available. These pressures are draining, and they take a toll on wellbeing.
But our research shows that an even more powerful set of drivers lies elsewhere – in what we call the fairness factors. These include bullying, favouritism, sexist behaviour, racist behaviour, sexual harassment, nepotism, and pressure to act unethically. Respondents reported the following:
■ Bullying culture: 42.4%
■ Favouritism: 38.5%
■ Sexist behaviour: 17.5%
■ Racist behaviour: 16.7%
■ Sexual harassment: 12.8%
■ Nepotism: 12.8%
■ Pressure to act unethically: 12.0%
These are not just irritations – they corrode fairness, trust, and belonging. And while structural stressors wear people down, it is the fairness factors that cut deepest. They don’t just affect how hard the job feels, but whether people feel valued and respected at all.
Too often, organisations focus narrowly on managing workload and efficiency while overlooking fairness. Yet our evidence shows that fairness issues are just as potent, if not more so, in shaping whether a culture is safe or toxic. And here lies the inequality: while 6.5% of the general workforce told us they are currently in a toxic workplace, the figure rises to nearly 10 per cent for minorities, including Asian professionals. For them, the fairness deficit is even sharper.
Subtle costs: stereotyping and silence
Toxicity is not only about overt racism or harassment; it is also about the subtle ways stereotypes constrain people. I recently spoke with an Asian manager who worried about coming across as “too assertive.” He was concerned colleagues might see him as brash or self-promoting if he spoke up forcefully. What struck me was that this individual could never be described as a bully or even over-assertive. Yet the fear of stereotyping meant he held back, potentially preventing him from showing the very leadership qualities that organisations claim they want to see.
This is the hidden cost of toxic cultures: they force people to mute themselves rather than bring their best to the table. Over time, that erodes both confidence and career progression. For many Asian professionals, silence becomes a survival strategy – but at the expense of visibility and leadership opportunity.
Why this matters for Asian professionals
Psychological safety – the ability to speak up without fear of punishment or humiliation – is vital to thriving at work. Our survey revealed that psychological safety is consistently lower for Asian employees compared to other groups.
Other evidence echoes this. Our research in 2018 and 2022 showed that a majority of Asian people had experienced racism in the workplace. And legal cases, such as Mrs B Parmar’s recent victory against Leicester City Council for race discrimination, show how hard Asian professionals often have to fight for fairness.
These examples underline what many already know: speaking up can come at real personal risk.
Strategic risks of ignoring DEI
Rolling back DEI is not a neutral act. It actively increases the risks of toxicity, with consequences for individuals and organisations alike:
■ Reputational risk: Toxic cultures rarely stay hidden. From tribunals to media exposés, scandals linked to bullying, harassment, and discrimination dominate headlines and damage brands for years.
■ Legal risk: Discrimination and harassment are not “bad culture” – they are breaches of law. Weak DEI frameworks expose employers to lawsuits and regulatory sanctions.
■ Talent risk: Younger generations expect fairness. Millennial and Gen Z employees, many of them Asian professionals, are quick to leave workplaces where exclusion is tolerated.
■ Cultural risk: Without inclusion, cliques form and favouritism thrives. Asian professionals, along with other minority groups, are often those left out of networks of power.
The answer is not to cling to outdated DEI checklists, but neither is it to walk away from fairness. Organisations need to reframe their approach:
■ Reframe DEI as fairness: Transparent promotions, anti-bullying frameworks, and fair workloads matter to everyone. But they are especially critical for minorities who are disproportionately excluded.
■ Use psychological safety as a unifying frame: By focusing on safety, organisations move beyond “identity politics” toward performance and innovation. When people feel safe to contribute, creativity and collaboration flourish.
■ Tackle bullying and favouritism headon: These were the top toxic behaviours in our survey. They are not personality quirks. They are structural problems.
■ Recognise the full spectrum of diversity: Asian professionals often get overlooked in conversations that focus narrowly on gender or black/white racial dynamics. True inclusion must acknowledge the full range of identities, including ethnicity, age, class, disability, and faith.
■ Hold leaders accountable: Micromanagement and tolerance of toxic “star performers” are leadership failures. Leaders must be trained, measured, and rewarded for inclusive behaviour. Looking ahead
The DEI backlash may dominate political headlines, but it will not last. Fairness, inclusion, and psychological safety are not political luxuries – they are strategic imperatives. For minority professionals, including Asians, whose voices are too often excluded, the stakes are high. Organisations that succeed will be those that ensure every employee, regardless of ethnicity, background, or identity, feels safe, respected, and able to thrive.
The real cost of ignoring DEI is not in budgets or press releases. It is measured in the lawsuits fought, the talent lost, and the corrosive effects of toxicity that spread when fairness is abandoned. Employees of colour know this reality too well. The challenge – and opportunity – is to build cultures where they, and everyone else, can speak up, contribute fully, and belong.
Professor Binna Kandola OBE is a Business Psychologist, Senior Partner and co-founder of Pearn Kandola. Over the past 35 years, he has worked on a wide variety of projects for public and private sector clients both in the UK and overseas.
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Officials are concerned that unsuspecting parents could buy unsafe counterfeits as gifts
Counterfeit Labubu dolls account for most seized fake toys worth £3.5m
Three-quarters failed safety tests, including toxic chemicals and choking hazards
Authorities warn parents ahead of Christmas shopping rush
Counterfeit crisis at UK border
Authorities have revealed that fake Labubu dolls make up 90% of the £3.5 million worth of counterfeit toys intercepted at the UK border this year. Out of 259,000 counterfeit items seized, around 236,000 were fake versions of the popular monster character created by Hong Kong-born artist Kasing Lung.
The Intellectual Property Office (IPO) warned that three-quarters of the seized toys failed critical safety tests, with some containing banned chemicals linked to cancer and others posing choking risks.
The rise of fake Labubus
Labubu, originally marketed as an adult collectable through a collaboration with Pop Mart, has become hugely popular with children, increasing demand ahead of the festive season. Criminal networks have taken advantage of this demand, flooding the UK market with unsafe counterfeits often sold at cheaper prices online.
Helen Barnham, the IPO’s deputy director of enforcement, said: “With counterfeit toys, what you see is rarely what you get. Behind the packaging can be hidden choking hazards, toxic chemicals and faulty parts that put children in real danger. These products have bypassed every safety check the law requires.”
Parents urged to prioritise safety over price
A poll commissioned by the IPO showed that while 92% of UK toy buyers know counterfeit products are on sale, most still prioritise cost. Seven in ten shoppers said price was the main factor in their purchase decisions, while only 27% considered safety.
The IPO has launched its Fake Toys, Real Harms campaign, working with toy retailers, local authorities and social media influencers to raise awareness ahead of Christmas.
How to spot a fake Labubu
Consumers are being urged to check toys carefully before buying:
Genuine Labubu dolls always have nine pointy teeth – anything different indicates a fake
Watch for spelling mistakes on labels or packaging
Check toys carry a UKCA or CE safety mark and a UK or EU contact address
Be cautious with third-party sellers on online marketplaces and read reviews closely
Authorities also advise returning counterfeit toys immediately, leaving reviews to warn others, and reporting cases to Trading Standards.
Warning ahead of festive shopping season
With Christmas approaching, officials are concerned that unsuspecting parents could buy unsafe counterfeits as gifts. Barnham added: “Our campaign aims to raise awareness of the hidden harms associated with counterfeits. Child safety must come first, so we are urging parents – please don’t let your child be the tester.”
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Award winners at the Migrant Leaders gala dinner in London
BUSINESS leaders and mentors attended the first gala dinner of Migrant Leaders, a UK-based migrant charity, earlier this month.
Founded in 2017, it provides free mentoring, work experience, skills workshops and networking opportunities for young people from disadvantaged and diverse backgrounds.
Anglo American, BP, Salesforce, KPMG, Clifford Chance and Amazon are among leading companies supporting the programme. Awards were presented to participants and mentors who showed commitment and made an impact at the event at Landmark Hotel in London on September 12.
Winners included participants Machi, Israel and Fiza, and mentors Fabiola, Belen, Nitin and Allan, a statement said.
Elham Fardad, who founded and leads Migrant Leaders, said the gala was special because it celebrated the achievements of 4,000 participants.
The programme began in summer 2018, when she interviewed 100 young people to join.
“I still live and work every day from the impetus of the stories those young people – and ever since – have shared with me,” Fardad said.
The event highlighted the charity’s plans to grow the initiative as it aims to reach 10,000 young people by 2027.
Speakers included Dr Yvonne Thompson CBE DL, a business leader and diversity advocate; Isha Johansen, former president of the Sierra Leone Football Association; and Saeed Atcha MBE DL, chief executive of Youth Leads UK and deputy lieutenant of Greater Manchester. The charity supports more than 4,000 young people by connecting them with 2,000 senior mentors from Britain’s 95 FTSE 100 companies and other leading firms.
Participants receive coaching, work experience and connections to achieve their goals, a statement said. The event was supported by Salesforce, Infineum, Smith & Nephew, Ciena, Verian Group, BP, Genpact, Swan Partners, NWD Wealth, The Bicester Collection, House of Emirates and the Asian Media Group, which publishes Eastern Eye and Garavi Gujarat.