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.
EA to be acquired by PIF, Silver Lake, and Affinity Partners
Shareholders to receive £166 per share, 25% above market value
Deal marks largest all-cash sponsor take-private investment ever
EA to remain headquartered in California under CEO Andrew Wilson
Transaction expected to close in early 2027
EA agrees to £43bn all-cash takeover
Electronic Arts (NASDAQ: EA), the studio behind blockbuster franchises such as FIFA, Battlefield, and The Sims, is set to go private after agreeing to a £43 billion acquisition by an investor consortium made up of Saudi Arabia’s Public Investment Fund (PIF), Silver Lake, and Affinity Partners.
Shareholders will receive £166 per share in cash, a 25% premium on EA’s recent market price. PIF, which already owns 9.9% of the company, will roll its stake into the deal. Once completed, EA will no longer be listed on public markets.
Largest all-cash take-private in history
The deal is the biggest all-cash sponsor-led take-private transaction ever. The consortium has said it will use its experience in gaming, technology, and sports to support EA’s growth and innovation, aiming to create new opportunities for players worldwide.
Executives react
EA chief executive Andrew Wilson said the acquisition recognises “the extraordinary work” of the company’s teams and will help the studio “unlock new opportunities globally.”
Turqi Alnowaiser of PIF highlighted the fund’s commitment to gaming and esports, while Silver Lake co-CEO Egon Durban praised EA’s strong revenue growth and cash flow. Jared Kushner, CEO of Affinity Partners, called EA “an extraordinary company with a world-class management team and bold vision for the future.”
What happens next
The deal has been approved by EA’s board and is expected to close in the first quarter of 2027, subject to regulatory approval and shareholder consent. Funding will come from a mix of consortium equity and £16 billion in debt financing. EA will remain based in Redwood City, California, with Wilson staying on as CEO.
About EA
EA is a leading developer and publisher of video games for consoles, PCs, and mobile devices. Its portfolio includes some of the industry’s most recognisable brands, such as EA SPORTS FC, Apex Legends, Need for Speed, Dragon Age, Titanfall, and Plants vs. Zombies. In fiscal 2025, the company posted £5.9 billion in revenue.
BRITISH drugmaker GSK on Monday named Luke Miels as its CEO designate. He will take over from Emma Walmsley, who steps down after nine years leading the company.
Miels will formally assume the role on January 1. He will be responsible for steering GSK towards its target of generating more than 40 billion pounds ($53.78 billion) in annual sales by 2031.
Remuneration
Miels’ annual base salary will start at 1.38 million pounds, lower than Walmsley’s 2025 salary of 1.43 million pounds, according to GSK’s annual report.
He will also receive an on-target yearly bonus of 150 per cent and a long-term incentive grant equal to 7.25 times his salary.
Who is Miels?
Miels, 50, joined GSK in 2017 as chief commercial officer. He has overseen the company’s global medicines and vaccines portfolio, which generates annual sales of over 20 billion pounds across more than 100 countries.
He is an Australian national, holding a biology degree from Flinders University and an MBA from Macquarie University. He began his career as a sales representative at AstraZeneca before moving into senior roles at Sanofi and Roche.
Career path
AstraZeneca 1995 – 2000: Sales and marketing roles
Sanofi-Aventis 2004 – 2006: Vice President, Sales Metabolism, New Jersey, USA 2004: Integration Officer, North America, Sanofi/Aventis merger 2003 – 2004: General Manager & Managing Director, Aventis Thailand 2002 – 2003: General Manager & Managing Director (Acting) 2000 – 2001: Head, Strategic Planning and Portfolio Management
Roche Pharmaceuticals 2009 – 2014: Regional Head, Asia Pacific (Shanghai, then Singapore) 2006 – 2009: VP/Head of Metabolism & Anemia Global Marketing, Switzerland
AstraZeneca May 2014 – August 2017: Executive Vice President, European business Earlier: Executive Vice President, Global Product and Portfolio Strategy, Global Medical Affairs, and Corporate Affairs
GSK September 2017 – Present: Chief Commercial Officer
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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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Dhingra was one of two members of the nine-member MPC who voted this month to cut the Bank of England’s benchmark Bank Rate by 0.25 percentage points.
BANK OF ENGLAND Monetary Policy Committee (MPC) member Swati Dhingra said Britain’s high inflation is expected to ease and the central bank should move faster in reducing borrowing costs.
“The effects of the shocks driving the UK’s current high inflation relative to Europe will fade, and thus, we should not be overly cautious about cutting interest rates,” Dhingra wrote in a column for The Times on Friday.
Dhingra was one of two members of the nine-member MPC who voted this month to cut the Bank of England’s benchmark Bank Rate by 0.25 percentage points. The other seven members opted to keep rates unchanged at 4 per cent.
“The difference in inflation between the UK and our continental neighbours can be largely explained by administered prices and global commodity shocks. These should pass,” she said.
“We can afford to cut rates further and not put additional strain on economic growth without threatening the inflation target,” she added.
Britain recorded the highest inflation rate among the Group of Seven economies at 3.8 per cent in August. The Bank of England expects inflation to peak at 4 per cent in September before returning to its 2 per cent target in spring 2027.
At the same time, there are signs of weakness in Britain’s labour market as employers slow hiring.
Dhingra has regularly supported rate cuts, in contrast with many MPC members. Fellow member Megan Greene said on Wednesday that inflation risks may prove stronger than the Bank has forecast, warranting caution on rate cuts.
Governor Andrew Bailey also said that borrowing costs are likely to fall but the timing and scale would depend on inflation.
(With inputs from Reuters)
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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.