A few days ago on music composer AR Rahman’s birthday, the makers of the Tamil film Cobra had announced that the teaser of the film will be out on 9th January 2021. The movie stars Chiyaan Vikram in the lead role and the teaser of the film has been released.
Seven Screen Studio took to Twitter to share the teaser of the film. They tweeted, “A world of numbers & the genius #ChiyaanVikram,Loaded wit all things intriguing,presenting the #CobraTeaser dir. by @AjayGnanamuthu ,An @arrahman Musical Link:- https://youtu.be/8ScCLfGGOPY #Cobra @Lalit_SevenScr @IrfanPathan @SrinidhiShetty7 @roshanmathew22 @theedittable @dop_harish.”
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Well, the teaser is interesting and Chiyaan Vikram is damn good as usual. The movie also stars Irfan Pathan and he is good in the teaser. Srinidhi Shetty looks pretty in the teaser and Roshan Mathew leaves a mark.
The music of Cobra is composed by AR Rahman, so we can expect some really good songs in the film and we get a glimpse of it in the teaser.
Directed by R Ajay Gnanamuthu, Cobra was slated to hit the big screens on Eid last year, but it was postponed due to the pandemic. The makers have not yet announced the new release date of the film.
Fans of Chiyaan Vikram will get to watch the teaser of Cobra on the big screen as well. It will be attached with Vijay starrer Master which is slated to hit the big screens on 13th January 2021.
ASIAN billionaire Zuber Issa has made a strategic investment in Duckhams, the British oil and lubricants brand founded 126 years ago.
The investment values the Bolton-based company at around £50 million, reports said.
Duckhams employs 100 people and operates from its headquarters in Greater Manchester.
Zuber, who co-led the £6.8 billion purchase of Asda in 2021, plans to expand Duckhams across new markets and channels while investing in research and development to meet demands from modern engines and industrial machinery.
He said, “Duckhams is a brand with an extraordinary legacy and immense growth potential. I am confident the brand will resonate with customers both in the United Kingdom and globally given car manufacturers are producing more efficient vehicles that need premium grade oils and fuels.
“By investing in innovation, sustainability, and strategic market expansion, we can ensure Duckhams can establish itself to be a leader in the lubricant sector for years to come.”
Zuber sold his 22.5 per cent stake in Asda last year to focus on his petrol station business EG On The Move. He and his brother Mohsin built their forecourt empire from a single site in Bury and are estimated to be worth £6bn.
Mike Bewsey, global chief executive at Duckhams, said the latest investment showed confidence in the brand and its longterm vision.
“Zuber is a very successful entrepreneur and has a proven track record and strategic insights that will be invaluable as we scale our business both in the UK and globally,” Bewsey said. “This partnership opens exciting new possibilities for Duckhams.”
The investment comes as EG On The Move continues expanding its forecourt network. In January, the company completed the purchase of almost 100 sites from service station operator Applegreens, bringing its total to 151 petrol stations and 209 foodservice locations.
Alexander Duckham founded the oil company in 1899, and it became known for lubricant innovations including Europe’s first multigrade oil in 1951.
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SIR RICHARD KNIGHTON sits at his desk with a simple motto that has guided his remarkable career: “Work hard, do the best you can, enjoy every minute.”
It’s a philosophy that has taken him from a schoolteacher’s son in Derby with no military connections to becoming the first engineer ever to lead the Royal Air Force as Chief of the Air Staff.
In a service historically dominated by pilots, Knighton’s appointment represents more than a personal achievement – it signals a fundamental shift in how Britain’s aerial warfare branch views leadership and expertise in an era of rapid technological advancement.
“I’m certain that I won’t be the last non-pilot to lead the air force,” Knighton says confidently. “As technology changes, as the character of warfare changes, the opportunity for people from other professional backgrounds to lead the service will only grow. I’m just fortunate enough to have been the first one.”
Knighton joined the RAF in 1988 as a university cadet while studying engineering at Clare College, Cambridge. What drew him to military service was not family tradition – his father was a craft design technology teacher, and his mother worked in a nursery – but rather a blend of “duty, excitement, interest” and the responsibility of leadership.
Sir Richard at the graduation parade at RAF Honington in 2022
Unlike many of his university classmates who were frantically searching for jobs during their final year, Knighton had already charted his course. “I’d already committed to join the Air Force before I went to university,” he recalls.
With an RAF Sixth Form Scholarship, followed by a university scholarship, his path was set, while others were navigating the uncertainty of “the milk round,” as he puts it.
His engineering background has shaped his leadership approach in profound ways. “As an engineer in the air force, you are never, at any point, the leading expert in a thing,” he explains. “You rely on the advice of your technicians and your experts, and then you pull together that information, and you make a decision.”
This collaborative mindset has proven invaluable as he oversees an organisation of more than 30,000 personnel. “Ever since my very first job, as a 22- to 23-year-old, I’m used to asking for advice, assimilating that, and making judgments and decisions and leading through other people.”
His early career followed a conventional path for an RAF engineer – working on frontline aircraft including Nimrods, Tornados and Harriers, with deployments to the Balkan conflicts. Though not in the cockpit during combat operations, Knighton emphasises the team nature of air power: “It is about the team that delivers the operational output. You might have the pilot in the cockpit that actually delivers the lethal force, but it’s the whole team that enables that person, that pilot, to deliver that effect.”
Since his promotion as Air Commodore in 2011, Knighton has been involved in strategic and capability planning for the RAF and Ministry of Defence. He was the Assistant Chief of Air Staff, the first nonpilot to be appointed to the role, and was responsible for the strategic coherence and coordination of the RAF and planning for the RAF’s centenary programme.
Sir Richard with ground crew of the Red Arrows at Zadar Air Base, Croatia, 2024
The most senior role he has held in the Ministry of Defence was as the Deputy Chief of Defence Staff for Military Capability. Prior to his appointment as Chief of the Air Staff, he was Deputy Commander Capability and People at Air Command, where he was responsible for the strategic planning and delivery of all aspects of RAF capability, including people, equipment, infrastructure, and training.
Asked what qualities are necessary to lead the RAF, Knighton crystallises his approach into three distinct elements: “The first thing is, you set the direction. Then you need to put the people, the right people, in the right seats. And then the third thing is, you’ve got to do everything you can to enable them to deliver that direction.” Communication features heavily in his leadership toolkit. “I’ve worked very hard on communicating to the whole organisation about why we exist, what we’re trying to do, and being honest about some of the challenges that we face.”
Sir Richard with the king, Admiral Sir Ben Key, and Captain William Blackett aboard HMS Prince of Wales
This commitment to transparency extends to his approach to diversity and inclusion – areas where the RAF has faced both scrutiny and challenges in recent years.
“Fundamentally, our job as an air force is to be ready to fly and fight,” Knighton states firmly. “All of us and all of what we do needs to be focused on that operational capability and excellence.”
It’s through this operational lens that Knighton views diversity – not as a box-ticking exercise, but as a strategic imperative. “What I want is the very best people in the air force, and to do that, we must open up our doors to the widest possible array of talented people.”
He cites evidence that “teams that are diverse bring better problem-solving abilities and generate better solutions to problems,” adding that “the value in diversity and inclusion is that you get an organisation that is better at what it does.”
There are currently around 17 per cent women and 4.5 per cent personnel from ethnic minorities in the RAF – figures Knighton acknowledges can be improved. However, he points to encouraging trends:
“Over nine per cent of the people who’ve joined in the last year came from ethnic minority communities. Over the last four or five years, there has been a 50 per cent increase in the number of people from minority ethnic communities who joined the service.”
Sir Richard Knighton with the Emir of Qatar, Sheikh Tamim bin Hamad Al-Thani, during the Qatari royal state visit to the UK
Notably, the RAF has moved away from specific percentage targets – 40 per cent women and 20 per cent ethnic minority representation by the end of the decade – that led to controversy under Knighton’s predecessor, Sir Mike Wigston.
An internal inquiry found in June 2023, soon after Knighton took charge, that the RAF took action, such as pausing job offers for white men, to prioritise women and ethnic minorities, which ultimately resulted in unlawful positive discrimination.
“The defence remains determined to increase representation from women and people from ethnic minorities, but it recognises that setting targets is not appropriate and can lead to inappropriate behaviour,” Knighton clarifies.
Instead, he focuses on creating an environment “where people feel valued” and building practical outreach strategies to communities traditionally underrepresented in the service.
He’s pragmatic about the goals for 2030: “We won’t achieve what those levels of ambition were set for, I can confidently say that, despite all the hard work.”
Yet, he remains committed to steady progress, focusing on cultural change rather than statistical targets. This shift represents more than semantics – it’s about building lasting change through authentic engagement rather than administrative pressure. By emphasising operational excellence as the primary motivation for diversity, Knighton has repositioned inclusion as a capability enhancer rather than a compliance requirement.
“We’ve done huge amounts of work to inform and educate broader sections of society about the air force, about what service it brings, and particularly around the kind of value it is for the country, and the sort of technological excellence , and the leadership and responsibility that comes with it,” he says, adding: “I think that may be playing a part in the numbers that I described in terms of the growth.”
Sir Richard with Air Marshal AP Singh, vice-chief of air staff
When pressed on the persistent issue of ethnic minority talent hitting a glass ceiling in the RAF – a phenomenon mirrored across many British institutions – Knighton acknowledges the challenge.
“If you look at the history of this, the senior people in the air force today... will have joined the air force in the very early 1990s, so over 30 years ago,” he explains. “The numbers game matters. It is very simply a fact that if you have fewer people at the bottom, the probability of making the top is that much smaller.”
Yet, he accepts the challenge to look deeper: “Your challenge to think harder and look harder at whether there might be systemic barriers to progression and retention – I think that’s a fair challenge,” he says, when pressed on the issue.
The opening of more senior pathways to non-aircrew personnel – a change implemented by Sir Mike – may help address this imbalance. “We’re already seeing that happen, with increasing numbers of women fulfilling our command appointments – pinnacle jobs – at wing commander and group captain. And over time, that will flow through.”
Asked if he can envision a black or Asian officer one day occupying his position, Knighton answers without hesitation: “Yes, absolutely.”
Recruitment from certain communities, particularly south Asian Britons, has been “very slow” despite decades of effort. Knighton identifies several barriers, including visibility and cultural gatekeepers.
“If the level of representation in the service is low, it’s harder for people to see themselves as part of that service,” he explains. “We can overcome that by using interviews like this, by using our advertising, using our outreach and engagement to help inform those communities, and by using those people who are in the service, who come from those communities, as role models.”
He stresses the importance of engaging not just potential recruits, but influencers within communities: “This is not just about aiming our advertising at the 16- to 25-year-olds we particularly want to target, but actually ensuring we are visible as a service to that wider community.”
Sir Richard at the Defence and Security Equipment International (DSEI) 2023 at ExCel London
These ‘gatekeepers’, as Knighton calls them – parents, teachers, community leaders and extended family members – often hold significant sway in career decisions, particularly in close-knit ethnic minority communities. Their perceptions of military service, sometimes formed decades ago or influenced by experiences from countries of heritage rather than contemporary Britain, can create invisible barriers to recruitment.
“We need to ensure the wider community recognises that this is both something important to the country, and it’s highly professional, it’s a high-status role, and we should use that to help gatekeepers encourage and recognise this as a vocation and a job that is important to the nation, and therefore something they would want their grandchildren, their children, their nephews and nieces to come in and join,” he notes.
This recognition matters deeply in communities where professional standing carries significant weight. While medicine, law, and business have traditionally been preferred career paths in many south Asian families, Knighton believes demonstrating the RAF’s technological sophistication, leadership opportunities, and service ethos can help reposition military careers as prestigious options worthy of consideration, alongside these established professions.
Asked whether the historical contributions of black and Asian soldiers in the world wars should be highlighted more to inspire contemporary recruitment, Knighton agrees: “Maybe there is some opportunity for those communities to recognise those who had gone before them, and help us to share the idea that this is a noble profession that we’re part of.”
Knighton’s days are relentlessly demanding – starting at 7:30am with his cycle commute and often ending well past 11pm, filled with high-level meetings, mentoring sessions , and formal events.
Sir Richard with prime minister Sir Keir Starmer
How does he maintain energy for such a gruelling schedule? “I enjoy it. I’m very much a glass-half-full kind of character. I get a great deal of energy from working with other people,” he explains. “I’ve learned in my career that optimism and energy are infectious.”
This philosophy extends to his leadership approach, shaped by advice from a former superior: “Nobody wants to work for a miserable b*****d.”
His guiding principle throughout his career has been one he shares with Maya Angelou: “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.”
When he eventually steps down, Knighton will look back “with great pride” on his service.
“The RAF has given me all my education. It’s given me opportunity, and skills. It’s taught me a great deal about how to live and how to lead.” His voice carries unmistakable emotion when adding: “I’m enormously proud to have been part of it, and unspeakably proud of being able to lead my service. It’s just phenomenal.”
And his guilty secret for unwinding after those long days? “Friday evening, nine o’clock Gogglebox – that is fantastic escapism and the perfect way to relax.
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The controversy centres on the city’s reported defence level of 99.9783%
Helldivers 2 has experienced a dramatic surge in negative Steam reviews, with over 2,600 posted on 29 May alone, representing a 40-fold increase compared to just two days earlier. The sharp rise in complaints comes amid accusations from players, particularly in China, that the game developer Arrowhead Game Studios is manipulating the in-game Galactic War narrative and misleading players through mistranslation in the Chinese version of the game.
Prior to the review spike, Helldivers 2 had maintained relatively stable feedback, with just 62 negative reviews logged on 27 May. However, tensions escalated as players began to question the integrity of the ongoing in-game conflict, specifically the defence of a strategic city called Equality-On-Sea. This city has been dubbed "Super China" by the community due to its resemblance to Shanghai (which translates as "upon the sea").
The controversy centres on the city’s reported defence level of 99.9783%, a figure which has since become a rallying cry among frustrated players. Despite near-total success in defending the location, the game did not register it as fully liberated, leading many to accuse Arrowhead of scripting the outcomes to push the Galactic War storyline in a pre-determined direction.
Further fuelling the discontent is a widely reported mistranslation in the Chinese version of the game. According to multiple sources, including a detailed post from a level 150 Chinese player known as Valkyri_Yukikaze, the Chinese localisation mistakenly suggested that the city could be completely reclaimed through player effort. In reality, game mechanics require the city to remain contested as part of the larger Illuminate invasion narrative. The confusion has led to feelings of betrayal among some Chinese players who believed they had been misled.
Arrowhead has introduced a dynamic war system in Helldivers 2, with player actions supposedly shaping the direction of the game’s storyline. However, some community members are now questioning whether outcomes are genuinely influenced by collective performance, or if major narrative beats are being enforced regardless of player actions. One theory posits that the game was always designed to culminate in a climactic battle for Prosperity City, regardless of earlier mission outcomes.
The controversy also sheds light on the broader challenge of managing a global gaming audienceArrowhead Game Studios
This theory is supported by patterns observed in the game’s progression, where despite significant player contributions, key objectives appear to remain just out of reach. While many players understand that a game master (GM) figure may guide the story to maintain pacing and drama, the suggestion that developer interference is overriding actual player results has caused backlash, particularly when it appears to conflict with transparent game design.
The 99.9783% figure has become symbolic of this debate. Although the number initially represented the defence progress of Equality-On-Sea, it has since been used in numerous reviews and forum discussions as evidence that the game is not accurately reflecting player effort. In Chinese gaming forums and across Reddit, players have accused Arrowhead of "cooking the numbers" to fabricate tension.
Some commentators, however, have pushed back against the criticism, suggesting that the misunderstandings stem from a lack of familiarity with how war mechanics function within the game. They argue that Helldivers 2, like many live-service titles, incorporates elements of persistent conflict, where cities can remain under threat despite overwhelming success, in order to preserve gameplay longevity and narrative tension.
As of now, Arrowhead Game Studios has not issued a formal response to the review spike or the allegations of misleading translations. The lack of communication has left portions of the player base feeling ignored, while others await clarification. Meanwhile, the Steam reviews continue to pour in, many of them referencing the contested nature of Equality-On-Sea and the perceived manipulation of the war effort.
Despite the controversy, Helldivers 2 continues to maintain a substantial player base, and many users remain engaged with the game’s cooperative missions and evolving warfront. Still, the incident highlights the fragility of player trust in live-service games, particularly when localisation errors and perceived narrative interference converge.
The controversy also sheds light on the broader challenge of managing a global gaming audience. Miscommunications arising from localisation mistakes can escalate quickly in tightly-knit gaming communities, especially when combined with high emotional investment and competitive in-game stakes.
The developer's next steps could prove crucial. Whether through improved communication, transparency about narrative direction, or localisation updates, Arrowhead’s response will likely shape the future relationship with its player base. Until then, the 99.9783% saga continues to be a point of contention, emblematic of broader concerns about authenticity and fairness in player-driven storytelling.
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The 238-run margin was England's second-largest win, in terms of runs, in all ODI cricket. (Photo: Getty Images)
ENGLAND defeated the West Indies by 238 runs in the first one-day international at Edgbaston on Thursday.
This victory, achieved under Harry Brook’s first match as permanent white-ball captain, saw England post a total of 400-8 before bowling out the West Indies for 162. It ended a seven-match losing streak in ODI cricket and put England 1-0 ahead in the three-match series.
The 238-run margin was England's second-largest win, in terms of runs, in all ODI cricket.
Jacob Bethell, playing on his Warwickshire home ground and recently back from the Indian Premier League, was England’s top scorer with 82. Ben Duckett (60), Brook (58), and Joe Root (57) also made fifties in a strong batting performance.
The West Indies bowlers had a tough outing, with paceman Jayden Seales taking four wickets but conceding 84 runs in nine overs.
Chasing 401, the West Indies innings ended with more than 23 overs left. Seales' unbeaten 29 was the top score, one of just three contributions over 20 in the innings.
Jamie Overton (3-22) and Saqib Mahmood (3-32) led the England bowling attack, taking six wickets between them.
The series continues in Cardiff on Sunday and concludes at the Oval on Tuesday.
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The JLR sales network is currently spread across 21 cities in India, through 25 authorised outlets
JAGUAR LAND ROVER aims to double its business in India over the next three or four years amid plans to bolster its product portfolio and sales network, atop company executive said.
With the Indian luxury car market expected to grow at a steady pace over the next few years, Jaguar Land Rover (JLR) India is bullish on growth prospects in that market.
JLR India managing director Rajan Amba said demand and appreciation for bespoke or differentiated car models remain high in India.
“Clearly, there’s a vacuum or a demand that we are kind of meeting and fulfilling and we have not even hit our peak running speed,” Amba said in Gaydon, Warwickshire.
The automaker, owned by India’s Tata Motors, has a natural demand potential for excess of 8,000 units per year having already crossed the 6,000 annual sales mark in FY25, he said.
“And therefore, we expect that in the next 3-4 years, we should be able to double our business in the country both in terms of volumes and revenue,” Amba added.
Jaguar Land Rover India reported its best-ever performance in a fiscal with retail sales of 6,183 units in FY25, a growth of 40 per cent over FY24. Similarly, dispatches to dealers rose 39 per cent year-on-year to 6,266 units last fiscal.
Amba said the company would expand its product range as well as sales network to grow its business in the country.
“We plan to double our sales network to around 50 outlets by 2030,” he said. New dealerships are planned for Rajkot, Goa and Nagpur in western India.
The JLR sales network is currently spread across 21 cities in India, through 25 authorised outlets. JLR India currently sells Range Rover, Range Rover Sport, Range Rover Velar, Range Rover Evoque, Defender, Discovery and Discovery Sport in the country.
Earlier this year, Range Rover announced manufacture in India of the Range Rover and Range Rover Sport models.
JLR’s FY25 revenue remained flat at £29 billion. Its fourthquarter revenue stood at £7.7bn, a dip of 1.7 per cent year on year.
The company said in April 2025, it implemented a series of short-term actions to address the immediate impact of trade tariffs introduced by the US administration on the global automotive sector. JLR has lined up an investment spend of £18bn over a five-year period and the automaker aims to develop growth strategies for its four brands: Jaguar, Range Rover, Discovery, and Defender.
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