Category: Business

GOPIO – The Global Organization of People of Indian Origin announced today that they will be embarking on a series of virtual events starting July 2025 to inform, equip and energize the largest diaspora spread around the world. This series of events will address a wide variety of topics that are relevant and pressing to the larger Indian community that is living around the world. These events are fixed for Second Saturday each month in the USA and are expected to draw hundreds of Indians living across different geographies and time zones.

 These webinars are scheduled to starting July 12^th the 2^nd Saturday at 9 am ET /6 am PT, 2pm UK, 3-5 pm across Europe, Africa & Middle East, 6:30 pm in India and 11 pm in Australia and Sunday July 13^th 1 am in New Zealand. Subsequently every Second Saturday of each Month, the community is expected to rally around for deliberating and learning on a specific theme relevant to a sub-section of the members of the GOPIO family. A case in point being the World Yoga Day celebration during June drew hundreds of attendees across multiple cities from around the world.
Here’s a bird’s eye view of the events for the rest of the year:
On July 12^th, 2025, several prominent voices from multi-national legal firms will shine the light on “Immigration Issues: Migration Issues Worldwide with Focus on North America and Europe” – a thorny and complex topic that has suddenly become relevant against a complex geopolitical backdrop. Chief guest for this webinar will be Lord Bhikhu Parekh, a member of the House of Lords who was former professor at University of Hull and University of Westminster.

 In the webinar scheduled for August 9^th, 2025, some of the most reputed tech gurus and futurists will be coming together to demystify and explain AI to a broader audience on the topic “What can AI do for me (Smart Living: Everyday Uses of AI made simple)?”

 The next month’s webinar on September 13^th, 2025, will delve on the theme “What can Ancient Wisdom do to help me: Diabetes, Heart Disease and Today’s Health Issues?” 

In the 4^th quarter this year, the following three events are scheduled:

October 11^th, 2025 – Involvement in India’s growth story – Role of diaspora 

November 8^th, 2025 – Diaspora’s Role in the Technology of the Future.

December 13^th, 2025 – Coping with Technological Challenges and Changes.

Articulating the rationale for these events, Mr. Thomas Abraham, Founder President and Chairman of GOPIO said “Since the Indian diaspora is so widely scattered to the ends of the earth, we needed a platform to connect and communicate with our community and this idea of a monthly webinar series emerged. These events will certainly energize and harness the power of the Indians who have now become powerhouses of influence everywhere”

 Mr. Prakash Shah – Current President and a seasoned GOPIO leader explained the pressing priorities of unifying the Indian that has now become a ubiquitous force for impact and change on a large scale. “We believe now that the age of robotics will usher in cataclysmic changes that need to be addressed in an unprecedented manner. With the technology mastery and leadership, Indians are better poised to offer compelling solutions to the issues that are unfolding around the world. With rapid adoption of technology, solving problems at scale in collaboration with our homeland communities is only possible when we unleash the cumulative intellectual capital that the Non-Resident Indians possess.”

 These events are expected to be attended on a massive scale and are moderated by the different committees that are powering the GOPIO’s vision of becoming the leader and preferred diaspora partner of engagement to governments and different stakeholders around the world.

About GOPIO

Founded in 1989, GOPIO is a non-partisan, not-for-profit, secular organization with Individual Life Members and chapter delegates from over 100 chapters in 36 countries. GOPIO’s volunteers are committed to enhancing cooperation and communication between NRIs/PIOs and the local communities, building networks, bonds, friendships, alliances, and the camaraderie of citizens and colleagues alike. GOPIO volunteers believe that when they help network the global Indian community, they facilitate making tomorrow a better world for the Indian Diaspora, the countries they live in and India.

 GOPIO logo is a trademark registered under the US Patent and Trademark Office.

For more info on GOPIO International Monthly Programs, contact Sunil Vuppula +1 (732) 331-3084, e-mail: sunil.robert@gmail.com or Rohit Vyas GOPIO Global Media Chair at 732-319-0972

A photo of U.S. Vice President JD Vance with Indian-American venture capitalist Asha Jadeja Motwani has triggered a heated debate online, with critics questioning the timing of the meeting amid growing tensions over the H-1B visa program. The image, shared on social media by Motwani, was taken during what she described as a family gathering. However, it has since ignited questions from social media users about the purpose of the visit, especially as Make America Great Again (MAGA) supporters and American tech workers voice strong opposition to the current H-1B visa quotas.

Asha Jadeja Motwani, a prominent venture capitalist based in Silicon Valley, has invested in over 100 technology startups. She posted the photo of herself with JD Vance and explained that they met over a family dinner. In her post, Motwani noted that she took the opportunity to bring up immigration concerns during the meeting.

JD Vance was accompanied by his wife, Usha Vance, at the gathering. Motwani offered praise for both of them, saying they were “humble to a fault.” Describing the interaction, she said, “JD took endless questions from about a dozen of us around the dining table and answered them patiently. I had concerns about immigration policies, and wanted to be reassured that America will not lose highly gifted and talented immigrants from foreign countries — top brains of the world. He gets an A+.”

Motwani further elaborated on the political tone of the discussion. According to her, many of those present, including herself, had been longtime Democrats. However, they had started to shift toward the center-right in recent years, a transition that Vance also made. “Many of us on the table had been Democrats, just like him, for over 30 years. Our departure from the Democratic Party to the center right had many resonances,” she said.

In a symbolic gesture, Motwani presented JD and Usha Vance with a two-inch statue of Lord Ganesha, a Hindu deity revered as the remover of obstacles. The gift was seen as a token of goodwill and respect for cultural values, but critics online viewed the gesture differently in the context of the ongoing H-1B visa controversy.

The timing of the meeting became a focal point as it occurred shortly after the United States Citizenship and Immigration Services (USCIS) announced that over 120,000 H-1B visas had been approved for the fiscal year 2026. This sparked fresh outrage among American tech workers, many of whom have expressed frustration over job losses and low wage practices attributed to the H-1B program.

In parallel, Walmart added fuel to the fire by announcing it would be eliminating 1,500 tech jobs. The news intensified criticism of visa policies that, according to detractors, allow companies to replace domestic workers with lower-paid foreign labor. These developments have placed significant pressure on political figures to address growing concerns about employment and immigration.

Social media erupted with backlash following Motwani’s post. One user wrote, “Let me get this straight, JD Vance just wined and dined with a BJP RSS agent of India to facilitate India’s national interests, we can kiss our economy goodbye.” This comment suggested skepticism toward Indian influence in American policy and implied that Vance’s engagement with Motwani was a conflict of national interest.

Others echoed similar sentiments. “Nice! But we should scrap H-1Bs and help our young, enterprising youth first,” one person commented on Motwani’s photo. Another critic posted, “O gross we will not accept the endless stream of H1bs to continue. Why support layoffs for Americans?” These remarks reflect a broader discontent among segments of the American population who view the H-1B program as a threat to job security and fair wages.

The controversy surrounding the H-1B program is not new. It has been a recurring issue in U.S. politics, particularly in the tech sector where foreign workers on H-1B visas are often hired for specialized roles. While some argue that these workers bring essential skills and innovation to the industry, others believe that the program is being exploited to reduce labor costs at the expense of American workers.

JD Vance’s involvement in this discussion has now become a flashpoint. Critics see his engagement with Motwani as a misstep, accusing him of aligning with foreign interests at a time when the national conversation is focused on protecting American jobs. The fact that this meeting took place during a wave of tech layoffs has only heightened scrutiny of his actions.

For her part, Asha Jadeja Motwani intended the meeting to be a constructive dialogue. Her comments suggest she was genuinely concerned about the future of immigration and America’s ability to attract top global talent. By her account, the conversation was open and respectful, and Vance was receptive to the concerns raised. However, the optics of the meeting and the political undertones have drawn widespread criticism.

The broader issue remains whether the United States can strike a balance between attracting high-skilled immigrants and protecting domestic labor interests. The H-1B visa program was designed to fill critical gaps in the workforce, especially in areas requiring technical expertise. But ongoing layoffs, wage suppression claims, and the perception of foreign competition have created a toxic environment around the subject.

JD Vance now finds himself at the center of this debate, not just for his stance on immigration but for his choice of company during a highly sensitive time. With the H-1B program under renewed scrutiny, any public interaction with individuals perceived to support the system is likely to draw attention, warranted or not.

As the conversation around immigration, job security, and national interest continues to evolve, meetings like the one between JD Vance and Asha Jadeja Motwani are bound to be dissected, questioned, and politicized. Whether the vice president’s intentions were diplomatic, personal, or policy-driven, the reaction to this photo makes one thing clear: immigration remains one of the most contentious and emotionally charged topics in American politics today.

In 2019, Iceland attracted worldwide attention by becoming one of the first nations to embrace the four-day workweek, not through a sweeping legislative change, but via negotiated agreements that allowed employees to reduce their hours without a cut in pay. Now, five years later, the results are clear and overwhelmingly positive.

The initiative actually began in 2015 with a pilot program that included approximately 2,500 workers, just over 1% of the country’s workforce. The pilot was met with overwhelming approval, as 86% of the participants expressed strong support for the shortened workweek. This success laid the foundation for a broader rollout in 2019. As a result, today nearly 90% of Icelandic workers enjoy a reduced 36-hour workweek, down from the traditional 40 hours, all without any reduction in their salaries.

Initially, the idea of a four-day workweek sparked considerable skepticism, both within Iceland and internationally. Critics worried that trimming the workweek would lead to decreased productivity, increased costs for employers, and difficulty maintaining consistent service levels. But these concerns have largely proven unfounded thanks to Iceland’s experience.

According to official reports, productivity in Iceland has either remained steady or improved in certain sectors. One of the most significant contributors to this positive outcome has been the improved mental health of employees. The mental well-being of workers, especially highlighted by Generation Z, has become a key factor in evaluating the impact of this policy. A noticeable reduction in stress and a more balanced work-life dynamic have contributed to better overall health and job satisfaction among employees.

One particularly striking outcome of Iceland’s move has been a boost in gender equality. The shorter workweek has allowed men to become more engaged in domestic life, leading to a more equitable distribution of parenting and household responsibilities. Unlike in countries such as Belgium, where reduced workweeks are offset by longer working days, Iceland has opted to keep both pay and working conditions the same, even with fewer hours worked. This decision has played a pivotal role in the country’s success.

This smooth transition has also been facilitated by a significant push toward digitalization. The Icelandic government has invested heavily in building digital infrastructure, resulting in some of the world’s best internet connectivity—even in remote regions. This has enabled remote work to flourish and allowed productivity to remain high, despite the reduced number of hours spent in physical workplaces. A report from el diaro emphasized that this infrastructure has supported telecommuting, ensuring that reduced office time does not compromise efficiency.

Generation Z, having grown up in a tech-savvy environment, has adapted easily to this new model of working. Their natural familiarity with digital tools and platforms has helped ease the transition to the four-day week, allowing both businesses and public services to function effectively with fewer in-person hours.

But the benefits of Iceland’s four-day workweek extend beyond the workplace. Citizens report notable improvements in overall quality of life. With more free time, people are spending more moments with family, enjoying leisure activities, and nurturing personal relationships. The stress tied to time pressure has significantly diminished, and general happiness levels have risen.

María Hjálmtýsdóttir, a teacher and activist, spoke about how this shift has transformed her personal life. “The shorter working week has been a great success in Iceland and has changed my family’s life. For 90% of Icelanders, the 36-hour week means less stress, more job satisfaction and more time to enjoy life,” she shared.

This Icelandic approach has started to inspire similar experiments across Europe. Countries like Germany, Portugal, Spain, and the UK are currently conducting pilot projects to test the four-day model. Meanwhile, Belgium has passed legislation supporting the concept, though its version compensates for fewer days with extended daily hours—an approach that has slowed its widespread adoption.

Despite these advancements in working conditions, Iceland remains divided on the matter of joining the European Union. This topic is expected to be a major talking point in the upcoming early parliamentary elections scheduled for Saturday. The Social Democratic and liberal Reform parties are the only groups clearly in favor of EU membership. In contrast, the current ruling coalition—comprising ecologists, conservatives, and liberals—remains opposed.

Still, Iceland’s success with the four-day workweek underscores a powerful lesson: reducing work hours without sacrificing pay or productivity is not only feasible, but beneficial on multiple fronts. By prioritizing worker well-being, the country has moved toward a more humane and balanced model of labor. The benefits ripple beyond individuals to families and communities, showing that rethinking our relationship with work can yield meaningful improvements in quality of life.

Generation Z has played a crucial role in championing this shift. By advocating for work models that better align with mental health and personal well-being, this generation has helped set the stage for broader changes in how society views employment. Iceland’s achievements suggest that their vision for the future was anything but unrealistic. As the rest of the world watches, Iceland offers a blueprint for a sustainable and people-centered approach to work—one where the job adapts to human needs, rather than demanding that people bend themselves to fit outdated expectations.

In a world increasingly focused on finding a healthier work-life balance, Iceland stands as a shining example of what is possible when forward-thinking policy meets practical execution. As more nations explore this model, the conversation around how we work—and how much—is bound to evolve.

In a poignant expression of respect and gratitude, Apple CEO Tim Cook on Sunday offered a moving tribute to Warren Buffett, recognizing the global business icon’s extraordinary legacy. Cook described knowing the legendary investor personally as “one of the great privileges” of his life, underscoring Buffett’s powerful influence not only on the corporate world but also on individual lives.

Sharing his reflections on the social media platform X, Cook lauded Buffett’s unmatched impact and timeless insights. He noted how Buffett’s wisdom has touched the lives of many, including his own. “There’s never been someone like Warren, and countless people, myself included, have been inspired by his wisdom,” Cook wrote. “It’s been one of the great privileges of my life to know him. And there’s no question that Warren is leaving Berkshire in great hands with Greg.”

Cook’s heartfelt message came in the wake of a major development that sent ripples through the business world. During the annual shareholder meeting of Berkshire Hathaway held in Omaha, Nebraska, Warren Buffett, now 94, made a surprising announcement. After leading the conglomerate for over 60 years, Buffett revealed he would be stepping down from his executive role at the end of the year.

While many had long speculated about who would eventually succeed Buffett, the timing and manner of the announcement took several people by surprise, including his chosen successor. Greg Abel, who currently serves as Vice Chairman overseeing the company’s non-insurance operations, will be taking the reins of the $1.16 trillion corporation. Though Abel had been widely regarded as the likely heir for some time, the official declaration still came as an unexpected moment.

“That’s the news hook for the day. Thanks for coming,” Buffett remarked casually as he concluded the shareholder meeting, a moment that stunned board members and attendees, many of whom were hearing the news for the first time.

Buffett’s departure marks the end of a remarkable chapter in corporate history. His leadership has been instrumental in reshaping Berkshire Hathaway from a struggling textile company into one of the world’s most revered and successful conglomerates. Together with his late business partner Charlie Munger, who passed away in 2023, Buffett built a diversified empire that now spans insurance, energy, railroads, consumer goods, and many other sectors.

Known globally as the “Oracle of Omaha,” Buffett earned his reputation through a steadfast commitment to long-term investing, principled leadership, and unwavering confidence in the strength of the American economy. His annual letters to shareholders became a source of wisdom and guidance for investors everywhere, often blending humor, humility, and razor-sharp insight.

In one such letter from 2015, Buffett wrote, “The world is Berkshire’s oyster—a world offering us a range of opportunities far beyond those realistically open to most companies.” These words encapsulate his expansive vision for Berkshire and his belief in taking thoughtful risks grounded in deep analysis.

Buffett’s philosophy of investing with patience, integrity, and clarity helped Berkshire Hathaway become a model for sustainable business success. Beyond financial performance, Buffett emphasized values and long-term relationships, creating a culture that prized trust, discipline, and responsibility.

As the transition begins, Cook’s tribute is just one among many from business leaders who have been shaped or inspired by Buffett’s example. Cook’s remarks reflect both a professional admiration for Buffett’s business strategy and a personal appreciation for the kind of man he has been throughout his long and influential career.

Buffett’s decision to hand over leadership to Greg Abel signifies a continuation rather than a break in the company’s trajectory. Abel has worked closely with Buffett for years and is widely seen as someone who shares his strategic mindset and ethical grounding. By entrusting the future of Berkshire Hathaway to Abel, Buffett ensures that the company remains aligned with the core principles that have underpinned its growth.

While the moment represents the end of an era, it also signals a new chapter for Berkshire Hathaway. Buffett’s departure does not erase his towering influence. On the contrary, the foundation he has laid will likely continue to guide the company for years to come.

Industry analysts and longtime shareholders have expressed confidence that Abel’s stewardship will maintain Berkshire’s stability and success. Many have pointed out that Buffett’s greatest legacy may be not only the empire he built but also the culture of excellence and responsibility he cultivated—one that future leaders are expected to uphold.

Buffett’s relationship with Tim Cook and Apple has also been emblematic of his evolving investment philosophy. Once skeptical of technology stocks, Buffett eventually recognized Apple’s unique value proposition, leading Berkshire Hathaway to become one of Apple’s largest shareholders. The mutual respect between Cook and Buffett reflects their shared commitment to innovation, discipline, and long-term value creation.

As tributes continue to pour in from around the globe, Buffett’s retirement announcement is being seen not just as a corporate change but as a moment of reflection for the entire business community. His principles—especially those of patience, humility, and ethical decision-making—are more relevant than ever in an era of rapid change and increasing pressure on corporate leaders.

Cook’s acknowledgment of Buffett’s enduring influence captures the deep personal and professional admiration many feel. It also highlights the wide reach of Buffett’s legacy, extending far beyond boardrooms and stock tickers. His leadership style, marked by quiet strength and intellectual honesty, has inspired generations of investors, executives, and entrepreneurs to think differently about business and life.

“There’s never been someone like Warren,” Cook reiterated in his message, a sentiment that resonates with millions who have followed Buffett’s journey. As he prepares to step away from day-to-day leadership, the business world pauses to honor a figure whose vision and values have left an indelible mark.

Though Buffett may no longer be at the helm, the spirit with which he guided Berkshire Hathaway continues to thrive. His belief in American ingenuity, his commitment to fairness, and his relentless pursuit of knowledge remain the bedrock of the company he helped build.

As the transition unfolds and Greg Abel steps into the spotlight, one thing remains clear: Warren Buffett’s story is far from over. His legacy will continue to shape the future of Berkshire Hathaway and serve as a guiding light for those who seek to lead with wisdom, humility, and purpose.

A mid-level employee at Google earned a median annual compensation of $331,894 in 2024, according to a newly submitted filing by Alphabet, the parent company of Google, to the U.S. Securities and Exchange Commission. This represents a 5% rise from the previous year’s median salary of $315,531 in 2023.

This level of compensation reflects a broader trend among top technology companies, where employee pay continues to remain high. For instance, at Meta, the parent company of Facebook and Instagram, the median employee salary in 2023 reached $379,000. These figures highlight the ongoing competition in Silicon Valley to attract and retain highly skilled workers.

The filing also revealed that Alphabet and Google CEO Sundar Pichai received a total compensation package worth $10,725,043 in 2024, placing his earnings at roughly 32 times that of the median Google employee. This marks a significant jump from the $8,802,824 he earned in 2023, giving him an almost $2 million raise within a year.

While Pichai’s base salary was reported at $2,015,385, and he received $405,630 in stock awards, most of his compensation fell under the “All Other Compensation” category, which accounted for the bulk of his earnings. Specifically, this category totaled $8,304,028 in 2024, with a substantial portion of that figure attributed to Pichai’s personal security.

In 2024, Alphabet allocated $8,267,123 to cover Pichai’s security-related expenses, a notable 22% increase from the $6,775,631 spent on his protection in 2023. These security costs included various components such as residential security, consultation fees, ongoing monitoring services, use of a car and driver, as well as personal protection during all types of travel.

“Due to Sundar’s significant public profile, Alphabet provides him with security protection,” the company explained in its 2025 proxy statement. The document elaborated on the nature of his security arrangements, noting that they encompassed a comprehensive suite of services to ensure his safety. “In 2024, Sundar’s security arrangements included residential security and consultation fees, security monitoring services, car and driver services, and personal security during all travel,” the proxy statement specified.

Alphabet described these expenses as justified and beneficial for both the company and its shareholders. “Alphabet called Pichai’s personal security expenses ‘reasonable, appropriate, necessary and in the best interests of Alphabet and its stockholders,’” the filing noted.

This high level of security spending is not exclusive to Pichai or Google. Other top executives in the tech sector also receive extensive personal security benefits, often amounting to seven or even eight figures annually. Meta CEO Mark Zuckerberg, for instance, received total compensation of $27.2 million in 2024, which included a $14 million pre-tax security allowance. Likewise, Nvidia, a leading graphics and AI chipmaker, spent close to $2.5 million on CEO Jensen Huang’s security costs in the same year.

These executive protection expenditures are reflective of the risks associated with leading some of the most powerful and visible technology companies in the world. With growing public scrutiny, political pressure, and corporate competition, companies argue that such protective measures are critical to safeguarding their top leaders.

Despite Pichai’s compensation being lower than Zuckerberg’s overall earnings, the increase in his security budget highlights the growing emphasis on executive protection in the tech industry. The over $1.4 million jump in security spending on Pichai from the previous year underscores the increasing perceived need for safety precautions.

In contrast to Zuckerberg’s $14 million security allowance, which formed over half of his total compensation package, Pichai’s security expenses made up about 77% of his total compensation, indicating that his base and stock awards are relatively modest compared to other tech CEOs. Nonetheless, the increase in both his base salary and security costs points to Alphabet’s recognition of his leadership value and the risks associated with his high-profile role.

The filing sheds light on broader industry compensation norms and the balancing act companies perform between rewarding their executives and addressing shareholder concerns over corporate spending. With public companies required to disclose the pay ratio between their CEOs and median workers, such filings often become a focal point of debate over corporate responsibility and income inequality.

In the case of Google, the 32:1 pay ratio between Pichai and the median employee is significantly lower than in many other industries, especially in sectors where CEO compensation can exceed hundreds of times that of a typical worker. Nevertheless, these numbers still draw attention from shareholders, media, and the public, especially amid discussions on cost-cutting measures and layoffs that some tech companies have pursued in recent years.

Alphabet’s emphasis on security and the reasoning behind such expenditures may also be an attempt to pre-empt criticism. The proxy statement seeks to assure investors that each dollar spent on security is “necessary and in the best interests” of the company and its stakeholders. In an era where high-profile tech leaders can face threats online and offline, companies argue that ensuring their safety is essential for the business’s continuity and success.

The revelation about Pichai’s compensation and the broader trends in executive pay at tech giants also arrive at a time when questions are being raised about the sustainability of ever-increasing salaries and perks in Silicon Valley. With fluctuating markets, investor demands for profitability, and increasing scrutiny over corporate governance, executive compensation packages are likely to remain a topic of public and investor interest.

In conclusion, Google’s new SEC filing reveals not just the substantial median salary of a typical employee, which continues to grow annually, but also the high value placed on executive leadership and protection. Sundar Pichai’s compensation in 2024, totaling over $10.7 million, reflects both a financial reward for performance and a recognition of the personal risks associated with his role as the face of one of the world’s most influential tech companies. The $8.3 million spent on his security underscores how companies like Alphabet are navigating the complex responsibilities of executive safety and shareholder transparency.

A new report has revealed that American tech giant Google is pressuring certain employees to return to the office at least three days a week or risk losing their jobs. This development signals a shift in Google’s previously flexible work-from-home policy. According to CNBC, the company is using this directive as part of a broader cost-cutting initiative, though no official statement has been made by Google to confirm or elaborate on this change.

The report highlights that employees from several departments who had been working remotely—some with prior approval—have been notified that failing to adhere to the new hybrid work schedule could result in job termination. This move indicates a notable policy reversal and reflects the company’s push toward stricter in-office attendance.

These new guidelines are not being applied universally across the company. According to a Google spokesperson, “the three-day in-office requirement applies only to certain teams.” The company emphasized that this mandate reflects the belief that in-person collaboration plays an essential role in fostering innovation and productivity.

The return-to-office policy coincides with a significant shift in focus within the tech industry: a massive investment in artificial intelligence. As major tech companies pour resources into AI development, financial and human capital are being increasingly reallocated. Google’s changes to its work policy are emerging in the context of these larger strategic priorities. The emphasis on AI comes with high costs, and the company appears to be trimming down in other areas to make room for this expanding focus.

Following large-scale layoffs in early 2023, Google has since shifted to more targeted workforce reductions in specific teams. This suggests a strategic approach to workforce management that aligns closely with the company’s AI ambitions. Rather than widespread cuts, the current trend indicates that certain roles or departments are being reevaluated, especially where remote work may be seen as less compatible with team goals.

While no public announcement has yet been made, the internal communications reportedly sent to affected employees shed light on the company’s evolving stance. According to CNBC, some staff members from Google’s technology services team have received formal notices instructing them to adopt a hybrid work model. Specifically, they are required to be physically present at the office at least three days a week. For those unwilling to comply, the company is offering an alternative: a voluntary exit package.

The message shared with these employees reportedly includes an option to voluntarily leave the company, a measure likely aimed at softening the impact of this policy shift. This could allow the company to avoid forced layoffs while still achieving its cost-reduction objectives.

Additionally, the report mentioned that employees who currently live too far from the office are being given an opportunity to relocate. Those individuals are being offered a one-time financial package to help them move within 50 miles of a Google office. This incentive seems designed to encourage continued employment while ensuring that staff members are available for in-person collaboration when needed.

The transition appears to be gradual but strategic. Google is not enforcing a company-wide return-to-office mandate. Instead, it is targeting specific roles where in-office presence is considered more beneficial or necessary. The spokesperson clarified that the company still supports hybrid work, but also values physical collaboration in key operational areas. This targeted approach helps Google manage its resources more effectively while still pursuing its AI-driven goals.

For some employees, especially those who had been previously approved for remote work arrangements, the sudden reversal may come as a shock. However, the company seems to be framing the shift as a necessary step toward aligning its workforce with broader business goals. These include staying competitive in the AI arms race that currently defines much of the tech sector.

The emphasis on in-office attendance underscores the idea that face-to-face teamwork fosters creativity and speeds up problem-solving, especially in roles that involve high collaboration. Google’s leadership appears to believe that remote setups, while efficient in some scenarios, may not always support the innovation required in fields like AI development.

The decision also hints at broader industry trends. As more tech companies double down on artificial intelligence, they are reassessing their staffing needs and work arrangements. Flexible work policies that gained popularity during the pandemic may no longer align with the demands of high-stakes projects requiring real-time collaboration.

Google’s policy shift is a microcosm of the growing tension between employee preferences for remote work and employers’ desire for in-person engagement. The initial promises of permanent flexibility made during the height of the pandemic are now being reconsidered. Cost efficiency, team dynamics, and competitive pressures are all influencing this evolving equation.

Despite the backlash such policies may trigger among remote workers, companies like Google are prioritizing strategic goals. In this case, that goal is remaining a leader in artificial intelligence, a field rapidly evolving and drawing intense investment. A return to more traditional work structures may be seen as a necessary step to remain agile and innovative.

The company’s spokesperson made it clear that this policy is not meant to be punitive but is rather a decision based on operational needs. “This requirement applies only to specific teams,” the spokesperson reiterated, “and is guided by our belief in the power of in-person collaboration.”

The offer of relocation packages is a notable gesture. It suggests that Google is willing to invest in maintaining its talent pool, provided employees are willing to meet the new expectations. This approach may reduce resentment and provide employees with choices, rather than abrupt mandates.

In the broader picture, Google’s revised work policy serves as a case study in how tech companies are navigating the post-pandemic work landscape. With AI becoming a dominant force shaping future business models, flexibility is giving way to more structured systems in some cases. This marks a shift from the highly flexible arrangements that were once viewed as the future of work.

Overall, Google’s latest move reflects a balancing act: trimming costs, aligning teams with strategic goals, and maintaining innovation while also managing employee expectations. Whether this return-to-office push becomes more widespread across other tech firms remains to be seen, but it’s clear that the hybrid model is evolving—and not always in the direction many employees might prefer.

Mangoes, often called the “king of fruits,” are cherished across the world, not only for their delicious flavor but also for their significant role in international trade. Leading this massive global mango industry is an unexpected name—Mukesh Ambani. Famous for managing India’s largest corporation, Ambani also owns a sprawling mango orchard in Jamnagar, Gujarat. Spanning 600 acres, this orchard has helped Reliance Industries rise to become the world’s largest exporter of mangoes.

The beginnings of this unique venture date back to 1997. During that period, Reliance faced strict environmental regulations because of its oil refinery operations in Jamnagar. Instead of taking the traditional approach to meet compliance, the company decided on a more innovative and sustainable solution—transforming dry, barren land into a vibrant mango plantation. What originally started as an initiative to satisfy environmental requirements soon evolved into a flourishing agricultural success story.

Today, the orchard, named Dhirubhai Ambani Lakhibagh Amrai, boasts over 1.5 lakh (150,000) mango trees across its vast expanse. It cultivates more than 200 varieties of mangoes, covering both beloved Indian types and internationally popular ones. Indian favorites such as Alphonso, Kesar, and Ratna thrive alongside imported varieties like Tommy Atkins and Kent, which were introduced from Florida and Israel. This rich diversity makes the orchard not just impressive in size but also notable for its wide-ranging produce.

Beyond its sheer scale and variety, the farm is remarkable for its use of cutting-edge, eco-friendly technology. Drip irrigation, desalinated water, rainwater harvesting, and meticulously planned fertilization methods are employed throughout the orchard. These sustainable techniques enable the farm to yield close to 600 tons of mangoes every year, a substantial portion of which is exported globally. Through these efforts, Reliance has become Asia’s leading mango exporter, serving both Indian and overseas markets with its produce.

Reliance’s mango journey, however, goes far deeper than just growing and selling fruit. It plays a vital role in empowering local farmers and promoting sustainable agricultural practices. Each year, Reliance distributes nearly one lakh mango saplings to farmers living near the orchard. Along with these saplings, the company provides training in modern and efficient farming techniques. This initiative has enabled many farmers to adopt better cultivation methods, boosting their incomes and encouraging eco-friendly farming in the region.

The orchard’s management receives personal attention from Nita Ambani, who takes a keen interest in its operations. Over the years, it has become a favorite among mango enthusiasts worldwide. Non-resident Gujaratis, in particular, eagerly anticipate the arrival of these mangoes every season. For the Ambani family, this venture carries sentimental value. Mukesh Ambani inherited a deep appreciation for mangoes from his father, Dhirubhai Ambani, who had a profound love for the fruit.

The evolution of this project, from a regulatory compliance measure to a symbol of sustainable business, reflects a powerful story.  What began as a response to environmental rules has now become a shining example of how business and sustainability can go hand in hand. Mukesh Ambani’s mango enterprise demonstrates not just profitability but a broader vision of corporate responsibility, community upliftment, and environmental stewardship.

What sets this project apart is how it embodies innovation and community engagement while delivering a world-class product. By combining agricultural tradition with advanced techniques, Reliance has shown that large companies can lead in both commercial success and social contribution. The orchard’s use of sustainable farming technologies serves as a model for eco-conscious agriculture in India and beyond.

The impact of the project is felt not only in export markets but also among the local communities surrounding the orchard. The distribution of saplings and training in better farming practices have provided new opportunities for many small farmers. These farmers have been able to improve their yields and incomes, enhancing their quality of life while contributing to environmental conservation.

Reliance’s efforts highlight how businesses can extend their influence beyond profits to foster meaningful change in society. By investing in community development, the company has built a network of empowered farmers who are both financially stronger and environmentally aware. “Reliance’s mango journey goes far beyond just growing fruit, it’s also about uplifting local farmers and building a sustainable future.”

Furthermore, the orchard’s attention to quality ensures that its mangoes are sought after in international markets. Exporting mangoes worldwide has allowed Reliance to share the rich flavors of Indian mangoes with global consumers, enhancing India’s reputation for premium agricultural products.

The involvement of the Ambani family, especially Nita Ambani’s hands-on supervision, adds a personal touch to the venture. It is not merely a corporate project; it represents a family passion turned into a global success story. This connection is evident in how the orchard has captured the hearts of people, particularly among the Gujarati diaspora, who eagerly await the mangoes each season.

The story of Dhirubhai Ambani Lakhibagh Amrai is a testament to what can be achieved when business ambition aligns with environmental and social responsibility. It shows that with vision and commitment, even a corporate response to regulations can evolve into a project that generates economic, ecological, and emotional value.

Ultimately, Mukesh Ambani’s mango enterprise stands as an inspiring example of how corporations can make a positive difference. By turning barren land into a green oasis and building a thriving global business, Reliance has set a new benchmark for corporate sustainability.  “Mukesh Ambani’s mango venture isn’t just successful—it’s setting a new standard for how large companies can create value while caring for the planet and the people.”

Through this journey, mangoes have become more than just a summer delight; they have become a symbol of innovation, community support, and responsible business practices. With every harvest, Reliance Industries continues to show that the sweetest success comes from giving back to the land and the people who make it all possible.

The event was expertly hosted by Ashfaq Sharief, who warmly welcomed attendees and shared the journey behind Kohinoor Banquets. He recounted how Abdul Aziz’s vision transformed the second floor of a former corporate office into an elegant, modern space. Shoib Aftab is a General contractor of Kohinoor Banquets. “It was a long journey,” Sharief noted, acknowledging the challenges of navigating Skokie’s regulations and the team’s dedication to creating a venue that could serve Skokie, Lincolnwood, Morton Grove, Niles, and North Chicago. He emphasized the hall’s capacity to host up to 275 guests, making it ideal for intimate weddings, birthdays, anniversaries, and graduations, all within a welcoming and sophisticated atmosphere.

Abdul Aziz, the driving force behind Kohinoor Banquets, was celebrated for his hands-on approach, meticulously overseeing every detail to ensure the venue’s excellence. Shareif praised Aziz’s commitment, stating, “He was involved in every small thing, making sure we give the best of the best, even though it’s a small place.” The audience applauded Aziz’s determination to fill a gap in the local market, where options like the aging Holiday Inn banquet hall had left room for innovation.

Among the distinguished speakers was Ann Tennes, Skokie’s newly elected mayor, who expressed her delight at the venue’s opening. “It’s such an honour to be here on the first night of this beautiful space,” Tennes said, joined by her husband, Howard. “Your hard work shows, and I’m grateful you chose Skokie and persevered to build this facility.” Her words resonated with the crowd, reinforcing the community’s pride in welcoming Kohinoor Banquets as a new landmark.

Iftekhar Shareef, the evening’s chief guest and a respected community leader, delivered a heartfelt address that highlighted the venue’s convenience and potential. “We used to drive 35 to 45 miles to book an event, but now it’s just five miles away,” Shareef remarked, noting its accessibility for nearby suburbs. He thanked outgoing Mayor George Van Dusen for his support and expressed confidence in Tennes’ leadership, humorously noting her “fast” approach, as her name suggests. Shareef also praised Aziz’s team, including his family and collaborators like general contractor Shueb Qureshi, architects, and management staff, for their tireless efforts. “This is a great achievement, a testament to family and friends’ support,” he added, already booking the hall for a June event and urging attendees to spread the word.

Qari Abdul Mannan, another prominent guest, brought a spiritual perspective, calling the opening “a blessing from Allah.” He described Kohinoor Banquets as not only beautiful but also a contributor to Skokie’s vibrancy. “This hall makes Skokie beautiful too,” Mannan said, extending a warm welcome to Mayor Tennes and pledging community support. He lauded Aziz as a “great man” and a helpful figure in society, predicting the venue’s success with divine blessings for Aziz’s family and the hall’s future.

Keerthi Kumar Ravoori introduced late in the evening, added to the event’s warmth, praising Ashfaq Sharief’s community leadership and his brother Iftekhar’s legacy of interfaith harmony. “This banquet hall is a celebration of Skokie’s vibrancy, its people of different colours, creeds, and orientations,” they said, commending Tennes’ visionary leadership and pledging support for her tenure.

The evening wasn’t just about speeches. Guests enjoyed a bouquet presentation to honour dignitaries, a group photo to capture the milestone, and lively entertainment led by Seph, ensuring the night ended on a high note. Attendees also had a chance to engage with Mayor Tennes in a brief Q&A, fostering a sense of connection between the community and its leaders.

 Kohinoor Banquets stands out for its innovative design, blending elegance with functionality. The venue’s strategic location and versatile space address a long-standing need in the area, where modern, mid-sized event spaces are scarce. Its opening signals a shift, offering a fresh alternative to outdated facilities and distant venues, with a focus on personalized service and community engagement. Aziz’s micromanagement, as Shareef described, ensured every detail from sound systems to decor—meets high standards, positioning Kohinoor as a go-to destination for celebrations.

 The event also highlighted Skokie’s evolving demographic, with speakers noting the growing presence of diverse communities, including Muslims, Hindus, Sikhs, and others. Mannan’s mention of his Sufa Masjid and school underscored the area’s cultural momentum, while Shareef’s call for minority representation in local governance struck a chord, reflecting Kohinoor’s role as a unifying space.

 “Kohinoor Banquets is not just a venue; it’s a sparkling pearl in Skokie’s crown, crafted with passion and purpose. Abdul Aziz has woven a tapestry of dreams into reality, creating a space where memories will be etched for generations. This grand opening wasn’t merely an event it was a symphony of community spirit, harmonizing diverse voices under one roof. From the elegance of the hall to the warmth of the speeches, Kohinoor radiates promise, inviting all to celebrate life’s moments in style. Asian Media USA is proud to spotlight this milestone, and I’m confident Kohinoor will shine as a beacon of unity and joy, drawing crowds not just from Skokie but far beyond.” Suresh Bodiwala, Chairman and Founder of Asian Media USA

 Kohinoor Banquets is now open for bookings, ready to host events with its 275-guest capacity and tailored amenities. For inquiries, contact the management team at 4400 Oakton Street, Skokie, IL 60076.

Several of Macy’s most well-known stores, including Broadway Plaza in Los Angeles, are among those set to close. According to UnionRayo, Macy’s decline can be attributed to several factors, one of the most significant being the impact of COVID-19, which pushed many shoppers toward e-commerce rather than visiting physical retail stores.

The report highlights that in 2023, Macy’s experienced a 5.5% drop in net sales, totaling $21.3 billion, which significantly affected the company’s financial stability.

Additionally, Macy’s struggles mirror those of many other department stores and retailers that have suffered in the wake of the pandemic. As consumer habits have shifted, an increasing number of shoppers now prefer to make purchases online and have products delivered to their homes rather than shopping in-store.

To manage the transition, the chain has initiated clearance sales at some of the locations set to close, offering discounts of up to 70% on select products.

Despite these challenges, Macy’s has made it clear that this is not the end of the brand. The future of the department store largely hinges on how well it can adapt to online retail in the aftermath of the closures.

“Closing any store is never easy, but as part of our Bold New Chapter strategy, we are closing underproductive Macy’s stores to allow us to focus our resources and prioritize investments in our go–forward stores, where customers are already responding positively to better product offerings and elevated service,” said Tony Spring, chairman and chief executive officer of Macy’s, Inc.

On Reddit, users reacted to the news of Macy’s decision to shut down 150 locations, including some in New York.

“Macy was a giant in the shopping space, if Macy is going down it isn’t looking good for the rest of the clothing stores and this is NYC,” commented user Otherwise-Sun2486.

“Yeah ‘WAS’ is the operative word here. Before the advent of the internet. 40 years ago. They didn’t keep up with changing trends, tastes, and technology. Does anyone here even realize MALLS are not a thing anymore and they’ve been closing across the nation for the past 10+ years?” another user replied.

“Macy’s is so behind that even the computers that they use to train new employees barely work 90% of the time lmao,” another commenter added.

“Wouldn’t be surprised if eventually the 34th Street Herald Square location remains the only physical store for the entire company,” wrote another user.

The number of H-1B visa applications from Hyderabad has witnessed a steep decline this year, according to local agents and consultancies. The decrease in interest is attributed to increased application fees and stricter filing regulations imposed by the U.S. government. Hyderabad, a key center for global technology firms, is home to several multinational companies such as Microsoft, Google, Amazon, Facebook, and Oracle. The city has played a crucial role in India’s IT exports and has historically been a major source of professionals applying for U.S. work visas, particularly the H-1B. However, this year, local consultancies have observed a sharp drop in applications, reflecting mounting concerns among professionals.

Arun Teja Bukkaparapu, who runs a consultancy in Hyderabad, shared his experience with TOI’s Nirupa Vatyam, stating, “I have not even received a single call about H-1B filing until now.” He explained that growing uncertainty regarding job prospects in the U.S., coupled with a significant fee hike from USD 10 to USD 215, has deterred many potential applicants. Additionally, he pointed out that new rules preventing multiple applications under different employers have further reduced interest. “The fact that the new rule prevents people from filing multiple applications and mandates only one application against one passport has also led to less demand,” he noted. Previously, individuals could submit multiple applications through various employers, thereby increasing their chances of selection.

Some IT professionals have expressed that the rising costs are another significant concern. K Sai, an IT professional with around ten years of experience, explained, “Last year, I spent over 5 lakh on the entire application process, but my visa was rejected in the end. This year too, I wanted to apply, but now I am worried about the enhanced fee. Further, consultancies also hiked their fee by about 50%.”

The H-1B visa program has an annual cap of 65,000 visas, with an additional 20,000 reserved for individuals holding a U.S. master’s degree or higher. While Indian nationals represent a large proportion of H-1B visa holders, there is no specific quota allocated for India. According to agents, around 1.5 million applications were submitted last year, of which 600,000 to 700,000 were unique filings, while the remaining were from individuals submitting multiple applications.

Mahesh Babu Boyela, who operates companies in Texas, Florida, and Arizona, highlighted that even U.S.-based companies are reluctant to file H-1B applications this year. “Earlier, they used to file applications even for people with two to three years of experience. Now, not many are coming forward. Last year, people got H-1B even for six months,” he said. Boyela also pointed out, “This has become an issue as companies have to immediately start a new application soon after an H-1B was sanctioned, as the process of getting an extension takes about four to six months.”

Consultancies have noted that while the overall number of applications has declined, some candidates are still applying—particularly those who have a client willing to provide the necessary documentation. These applicants often search for job opportunities once they arrive in the U.S.

The Tesla Model Y has managed to edge out the Toyota Corolla as the best-selling vehicle worldwide in 2024. This marks a significant milestone for Tesla, as the electric vehicle (EV) manufacturer continues to compete with traditional automakers. However, as 2025 begins, Tesla is facing challenges that could see it slip in the rankings.

Toyota maintained its dominance as the best-selling automaker, with three of its models making it into the top 10 best-selling cars of the year. The company’s Corolla, which was just behind the Model Y in sales, has long been a favorite in markets worldwide. Additionally, Toyota’s RAV4 and Camry also secured positions among the most popular models.

Meanwhile, Tesla has revealed a refreshed version of the Model Y, internally codenamed ‘Juniper.’ This updated version features a redesigned exterior along with a revamped interior. Tesla hopes that the Juniper refresh will not only maintain the Model Y’s position at the top but also help the brand regain its global EV sales lead from China’s BYD.

As the new year begins, Tesla has encountered a slowdown in sales, leading some to speculate whether the company can maintain its dominance. The launch of the Juniper version of the Model Y could play a crucial role in determining whether Tesla remains the top-selling EV maker or if it will lose ground to competitors.

Global Best-Selling Cars in 2024

The following table highlights the top 10 best-selling cars in 2024, showcasing the brands, countries of origin, and total sales figures:

As Tesla navigates the evolving automotive landscape, it remains to be seen whether the Model Y can retain its title in 2025. With increasing competition and shifting market dynamics, the coming year could bring significant changes to the rankings.

Singapore’s largest bank, DBS, anticipates eliminating approximately 4,000 roles within the next three years due to artificial intelligence (AI) increasingly handling tasks currently performed by humans, according to a report by the BBC.

A spokesperson for the bank clarified that the job reductions would primarily affect temporary and contract workers, with the decrease in workforce occurring through “natural attrition” as specific projects reach completion.

The layoffs will not impact permanent employees. Piyush Gupta, the outgoing chief executive of DBS, also stated that the bank plans to generate around 1,000 new jobs related to AI.

With this announcement, DBS becomes one of the first major financial institutions to provide concrete details on how AI implementation will reshape its workforce.

The bank has not specified the number of jobs that will be lost in Singapore.

“Over the next three years, we envisage that AI could reduce the need to renew about 4,000 temporary/contract staff across our 19 markets working on specific projects,” the spokesperson said.

“As such, we expect the reduction in workforce will come from natural attrition as these temporary and contract roles are completed over the next few years.”

Currently, DBS employs between 8,000 and 9,000 temporary and contract workers, while its total workforce stands at approximately 41,000 employees.

Last year, Gupta highlighted that DBS had been engaged in AI development for over ten years.

“We today deploy over 800 AI models across 350 use cases, and expect the measured economic impact of these to exceed S$1bn ($745m; £592m) in 2025,” he stated.

Gupta is scheduled to leave his position at the end of March, with current deputy chief executive Tan Su Shan set to succeed him.

The rapid advancement of AI technology has sparked debates regarding its advantages and potential drawbacks. In 2024, the International Monetary Fund (IMF) reported that AI is expected to impact nearly 40% of jobs worldwide.

Kristalina Georgieva, the IMF’s managing director, remarked that “in most scenarios, AI will likely worsen overall inequality.”

Meanwhile, Bank of England Governor Andrew Bailey told the BBC last year that AI would not be a “mass destroyer of jobs” and that human workers would adapt to new technological changes.

Bailey acknowledged the risks associated with AI but also emphasized its “great potential.”

Microsoft CEO Satya Nadella recently shared insights on past technological shifts, the rapid rise of artificial intelligence, and how businesses must evolve to remain competitive. In a candid admission, he acknowledged that Microsoft failed to capitalize on one of the most significant business opportunities on the internet—search engines.

During an interview with Indian-origin podcaster Dwarkesh Patel, Nadella reflected on the early days of the internet when many believed it would remain decentralized. However, Google recognized that search was the key to organizing the web and built a business model around it.

“…we missed what turned out to be the biggest business model on the web, because we all assumed the web is all about being distributed, who would have thought that search would be the biggest winner in organizing the web? And so that’s where we obviously didn’t see it, and Google saw it and executed super well,” Nadella remarked in the podcast interview.

He emphasized that simply identifying a technological trend is not enough; businesses must also recognize where the value will be generated. He pointed out that changes in business models are often more challenging to predict and adapt to than shifts in technology itself.

“So that’s one lesson learned for me: you have to not only get the tech trend right, you also have to get where the value is going to be created with that trend. These business model shifts are probably tougher than even the tech trend changes,” he stated.

Nadella also addressed a common belief that industries such as artificial intelligence and cloud computing operate on a winner-takes-all basis. Drawing from Microsoft Azure’s competition with Amazon Web Services (AWS), he recalled how investors once questioned Microsoft’s ability to challenge AWS’s dominance.

“Having competed against Oracle and IBM in client-server, I knew that the buyers will not tolerate winner-take-all. Structurally, hyperscale will never be a winner-take-all because buyers are smart,” he explained. Nadella highlighted that enterprise customers actively seek competitive markets, ensuring that no single company can completely monopolize cloud computing or AI.

Unlike consumer markets, where dominant players can emerge, businesses and IT departments prefer multiple suppliers to maintain flexibility and competition. “Consumer markets sometimes can be winner-take-all, but anything where the buyer is a corporation, an enterprise, an IT department, they will want multiple suppliers. And so you got to be one of the multiple suppliers,” Nadella added.

Regarding the future of AI, Nadella predicted that artificial intelligence models would not be controlled by just a few companies. He drew a comparison to the competition Windows faced from open-source operating systems, suggesting that AI will have similar open alternatives to prevent monopolization and drive innovation.

“I think in models there is one dimension of, maybe there will be a few closed source, but there will definitely be an open-source alternative, and the open-source alternative will actually make sure that the closed-source, winner-take-all is mitigated,” he said.

Nadella’s insights highlight Microsoft’s evolving approach to technology and business strategy. His reflections on past missteps and current market dynamics suggest that Microsoft is keen on ensuring a more competitive and diversified future, particularly in AI and cloud computing.