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Working remotely full-time can negatively impact mental health, research finds

New research suggests that working remotely full-time can negatively affect people's mental health, despite polls that show people are willing to get paid less for that flexibility. CBS News MoneyWatch reporter Megan Cerullo has more.

20 ways to build a workday at home that doesn't fall apart by noon

Working from home gives you flexibility and removes the structure that made flexibility possible — these 20 approaches help you rebuild it on your own terms

The Times of India

Penguins Surface in Trade Buzz Around Red Wings' $8.7M Forward

New NHL trade speculation links the Pittsburgh Penguins to Detroit Red Wings captain Dylan Larkin. There’s no reported deal, but analysts think Pittsburgh has the assets and salary cap flexibility to explore a move. The speculation comes as the Penguins seek offensive reinforcements and the Red Wings have questions about their long-term direction.

RTHK News (Hong Kong)

'New appraisal system makes reward, punishment clear'

An enhanced appraisal system for civil servants will motivate them to perform better, according to the chief executive. Starting October 1, about five to 10 percent of those deemed underperformers will not get a salary increment. At a weekly press briefing on Tuesday, John Lee said the new system is very sensible and practical, which creates a fair reward and punishment mechanism. “[The] appraisal system is part and parcel of this reward and punishment system. So for those who perform well, they should be credited. For those who are not up to the standard, then they should be told that they need to pull their socks up and work harder. And also, where they do not merit a pay adjustment, then they will not be given a pay adjustment,” he said. “So this point system is one that will be granted only if the merits deserve it.” As for those who work hard and are passionate about their jobs, the move will motivate them, Lee added. He said the Civil Service Bureau had introduced flexibility for the arrangement so that department heads "can within a reasonable room of manoeuvring, inform and report to the bureau" on how the new arrangements can be applied to their teams. The CE noted that government workers would take time to adjust to the new system, adding the bureau would carry out more explanation exercises. Meanwhile, Lee said the bureau had been meeting civil service representatives to exchange views on their pay adjustments. He said the Executive Council would consider the Hong Kong's economy, the changes in the cost of living, the government's fiscal position, the indicators from the pay trend survey, staff pay claims as well as the morale of the civil service before making a final pay decision for the more than 170,000 civil servants in the city. Edited by Tony Sabine

CBS News

진보 성향

Working remotely can hurt people's mental health, research finds

Although working remotely offers flexibility, it also takes a toll on people's mental health, experts said.

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OPEC+ increases production quotas for July

Vienna, OPEC+ ministers decided Sunday to increase oil quotas by a total 188,000 barrels per day for July, in a move analysts said would be unlikely to have an impact on prices sent higher by the Mideast war.Jorge Leon, analyst at Rystad Energy, said ahead of the expected increase that it "means very little while the Strait of Hormuz remains closed".He added: "The market is not short of quota announcements; it is short of physical barrels that can actually move. In that sense, the 188,000 barrels per day increase would be more of a policy signal than a real supply boost."The hiked production output was agreed Sunday in a video meeting of oil ministers from key OPEC+ countries Saudi Arabia, Russia, Iraq, Kuwait, Kazakhstan, Algeria and Oman, a statement from the organisation said.The increase was similar to ones decided in previous months.The OPEC+ statement said the latest agreed hike was "to support oil market stability" but that the seven countries also saw an opportunity "to accelerate their compensation" in a time of historically high oil prices.It added that the ministers "reaffirmed the importance of adopting a cautious approach and retaining full flexibility to increase, pause or reverse the phase out of the voluntary production adjustments, including reversing the previously implemented voluntary adjustments announced in November 2023".Leon, at Rystad Energy, said that OPEC+ was wary in case the Mideast war changes, and Iran's stranglehold on the Strait of Hormuz eases."When the Strait of Hormuz reopens, the market could move very quickly from fear of shortage to fear of surplus," he said."Returning OPEC+ supply, a stronger US shale response and weaker demand after a period of very high prices could leave the market with a very large oversupply problem," he said.

산업/기업

긍정적

Room for less: Next big thing in hospitality?

Can the search for a hotel room lead to a business idea? It did, for Alok Mishra.In 2014, during a trip with his wife, Mishra needed a hotel room for six hours as he did not want to drive late at night. But he was asked to pay for a full day and subjected to a series of intrusive questions despite being married—and was finally refused a room. “That got me thinking that there might be travellers like me who need rooms only for a few hours but have to pay for an entire day. Later, while working in the US, I came across pay-for-use concepts and felt that India needed a more flexible, customer-friendly model,” he says.That experience led to the launch of Bag2Bag in 2019, an online platform for booking hotels, service apartments, homestays and other accommodations, with a focus on hourly stays.The business started gaining momentum around 2021. Bag2Bag’s hourly-stay revenue has risen from roughly Rs 50 lakh in 2021 to Rs 5-6 crore today. The company has served more than 1 lakh customers, lists over 10,000 properties across India and offers hourly stays at 6,000-7,000 of them. The service is available in more than 50 cities, though Bengaluru and Mumbai remain its strongest markets.Also read | The safe keepers: Inside India's booming locker economy“People now understand that this is a practical solution rather than a niche service. One of our biggest achievements has been to help normalise the category. Earlier, hourly stays were often associated with couples seeking privacy,” he says. “We deliberately broadened the use case by allowing family bookings, including travellers with children. We wanted people to see hourly stays for what they really are— a convenient accommodation option.”HOUR OF NEED That convenience is growing as online hotel booking platforms that allow short stays are on the rise. Alongside Bag2Bag, there is Noida-based Brevistay, Bengaluruheadquartered MiStay, Mumbai’s Hourly Rooms and Qwiksta, all specialising in micro stays. Larger travel platforms like MakeMyTrip, Agoda and Goibibo have also introduced hourly booking options.Like Bag2Bag, Brevistay was born out of a travel inconvenience. In 2016, cofounders Prateek Singh, Aditya Naithani, Shubham Agarwal, Avnish Kumar and Nikhil Pathak arrived in Manali at 5 am only to find that hotels would not allow early check-ins without charging for an extra night. The friends went on to cofound the travel tech startup Brevistay, which raised Rs 3 crore in 2023 and today reports revenue of about Rs 18 crore. It has 15 lakh registered users, 4 lakh monthly active users and around 11,000 listed hotels, including brands such as Ginger, Ramada and Blue Motel.LONG JOURNEY Getting there, however, was not easy.Pathak, cofounder and chief technology officer of Brevistay, says, “The challenge in this segment is not customers but hotels. In 2016, many hoteliers would simply bang the phone on us. Some agreed in principle but didn’t want their properties listed publicly and preferred bookings to come through offline calls. It took us nearly two years before we started seeing meaningful traction and recurring bookings,” says Pathak.The same resistance greeted MiStay when it launched in 2016. Starting with a pilot in Delhi, MiStay has since expanded to more than 100 cities. Shwetha Sameernath, general manager, business and growth, MiStay, says, “When we launched, scepticism was high. Most hotels were uncomfortable with the model, concerned about guest quality and operational challenges. Over time, that changed as hotels began seeing it as a revenue opportunity.”MiStay tackled resistance through education and curation. The company worked to show hoteliers that short stays served a broad and legitimate market of business travellers, transit passengers and day-use guests. It also selectively onboarded premium hotel brands, helping build credibility for the category. “When hotels see actual customer segments across varied, legitimate use cases, it builds their confidence that the model won’t compromise their brand,” says Sameernath, adding that the concept is now largely normalised.Also read | Major change in buyer behaviour as e-scooters race deeper into BharatPathak says the customer has evolved as well. Brevistay continues to market actively to couples, but he argues that the category should no longer be viewed through that lens. “There’s nothing illegal happening. In fact, there’s no law that prevents consenting adults from booking a hotel room. The issue was perception, not legality. What eventually changed minds was revenue,” he says. “Once hotels realised they could sell the same room multiple times in a day and generate seven or eight bookings instead of one, the business case became impossible to ignore.”The use cases have expanded too. Back in 2017, couples accounted for nearly 90% of Brevistay’s bookings. Today, that figure is down to 50-60%. Business travellers, transit passengers, tourists looking to freshen up between journeys, students travelling for exams and people attending interviews or meetings have all emerged as important customer segments.Hotels, meanwhile, have had to adapt operationally. Mishra says the biggest challenge is that traditional hotel system was never designed for flexible check-ins and check-outs. Bag2Bag addressed this by developing its own software platform for partner hotels. “Once they realised they could monetise idle inventory and generate additional revenue from rooms that would otherwise remain empty, adoption became much easier,” he says.REVENUE CHECKS IN For Sameernath, the turning point was the entry of premium hotel brands. “Today, acceptance has grown across the ecosystem. Channel managers and property management systems are evolving to support slot-based bookings, and customers increasingly treat hourly booking as the natural way to reserve a room for less than a day,” she says.Also read | Indian tourists go viral for all wrong reasons. Here's how not to become the next horror storyMishra has observed another interesting shift. Reliability and brand trust are becoming increasingly important. “Whether it’s a three-star or a five-star property, even if a branded hotel costs 20-25% more, customers prefer it because they know what they’re getting,” he says. The economics are compelling for hotels too. Sameernath points out that average hotel occupancy in India is under 65%, while daytime occupancy can fall to as low as 30% as guests check out in the morning and new arrivals come in much later. Platforms like MiStay help hotels monetise those idle hours by attracting guests who would never have booked a full-day room. “For hotels near airports or railway stations, the upside is even greater. A room priced at Rs 8,000 for a full night could earn Rs 3,500-4,000 for a daytime slot and another Rs 6,000 for the night—generating `10,000-plus from the same room in a single day,” she says.CHANGING PERCEPTION MiStay today works with brands like IHG, Pride, Ramada, The Park, Radisson and Novotel IHG, while Brevistay is in discussions with Hyatt. Sameernath says that on the demand side, once customers experience flexible booking, they don’t go back. Their repeat rate reflects this, as 48% of MiStay’s monthly business comes from repeat guests “The pay-per-use model in hospitality is the same transformation that happened in transport. You no longer book a cab for a full day; you pay for the distance. Hotels are heading the same way,” she says.Pathak believes the next wave of growth will be driven by younger travellers. “They’re vocal about spending time with their partners and don’t carry the hesitation earlier generations did. In metros, the industry has largely moved beyond the old perceptions, and hourly stays are increasingly viewed as a convenience product rather than something unusual.”The customer, it seems, has reached the destination. The hospitality industry needs to arrive.ChallengesPersistent social stigmaTrust and safety concernsBranded hotels worried about perceptionComplexities in managing multiple check-ins and check-outsLack of awareness among travellersOpportunitiesRise in domestic travel and frequent short tripsGrowth of bleisure (business + leisure) travelYounger consumers demanding flexibilityTech platforms making discovery and booking seamlessHotels looking to monetise vacant rooms

Russia showed flexibility in Anchorage without abandoning its positions — top senator

This could serve as a basis for negotiations on settling the Ukrainian conflict, Russian Federation Council Speaker Valentina Matviyenko said

Democrats seek Senate Republican support to limit Trump’s war powers

WASHINGTON: Three senior Democratic leaders urged their colleagues in the US Senate on Thursday to support the move to prevent President Donald Trump from continuing the war against Iran without congressional approval. Democratic Whip Katherine Clark, Minority Leader Hakeem Jeffries, and Caucus Chair Pete Aguilar said in a joint statement that the House of Representatives on Wednesday “successfully passed a War Powers Resolution” and that it is “now time for Senate Republicans to do the right thing.” They reminded Republican lawmakers that the Iran war has now lasted more than 90 days. The 90-day period is significant because a US law designed to limit a president’s ability to wage war requires the “president to seek authorisation from Congress if military operations continue beyond that timeframe”. The statement comes as the legislation moves into the Senate, where lawmakers are expected to decide whether to take up and pass a companion measure or adopt the House-passed version directly. The resolution is part of a broader congressional effort under the War Powers Resolution framework, which allows Congress to challenge or limit sustained military operations initiated without explicit authorisation. What happens next in the Senate The immediate next step is a Senate floor process. The chamber will likely debate and vote on a version of the resolution, following earlier procedural votes that allowed similar measures to advance. Several senators from both parties have previously supported moving the legislation forward, increasing the likelihood of formal consideration. However, significant uncertainty remains over final passage. Republican leadership has generally opposed restricting the president’s wartime authority, arguing that such measures could interfere with ongoing military and diplomatic operations. At the same time, Democrats are unified in pushing for congressional oversight of any continued military engagement with Iran. Expected outcome after Congress Even if the Senate approves the resolution, it is expected to face a presidential veto from President Donald Trump. The administration has argued that congressional restrictions would undermine national security decision-making and limit executive flexibility during an active conflict. Overriding a veto would require a two-thirds majority in both the House and Senate, a threshold that current political alignments make highly unlikely. Although the measure faces steep procedural and political hurdles, its advancement reflects renewed tensions between Congress and the White House over war-making authority. Regardless of its final fate, the debate underscores ongoing disputes about the limits of presidential power in authorising and sustaining military operations abroad.

Variety

문화/연예

Can ‘Skyscraper Live’ Bring Some Variety to the Emmy Variety Categories?

You can’t help smiling — with a slightly arched brow — at the streamers’ recent obsession with live events. Television started out as a live medium, after all — virtually all programs were live in the early, golden age of the small screen before the use of film, and then videotape, allowed for more flexibility. […]

CityNews Toronto

스포츠

Ontario civil servants to see ‘flexibility’ on work options during World Cup: government

Ontario’s incoming interim Treasury Board president says there will be “flexibility” in work arrangements for public service employees during the upcoming FIFA World Cup. Finance Minister Peter Bethlenfalvy, who is taking on the Treasury Board role Friday, gave no details on what that flexibility would entail, however, and defended the province’s return-to-office mandate, which has […]

ANSA (English)

Mail & Guardian (South Africa)

Meloni hails EU flexibility for energy decision

Many thought goal impossible, achieved with patience and determination

긍정적

Allowing liquidation of Tongaat Hulett will roll back the gains of the Sugar Value Chain Master Plan

Flexibility in the sugar value chain is essential to ensure its long-term sustainability

ANSA (English)

Italy satisfied that EU agreed to energy-flexibility proposal - Giorgetti

Ministry will make proposals when conditions are specified says minister

EC will grant Pact flexibility for energy investments says Dombrovskis

But it won't be possible to apply safeguard clause to cut fuel duties he says

What It Takes for Future-Ready Power Distribution

This sponsored article is brought to you by Black & Veatch. The biggest challenge facing utilities today isn’t what it seems. It’s not demand, even as load growth accelerates. It’s not extreme weather, even as “major events” become routine. It’s not cybersecurity, even as connections expand across the grid. The real challenge is this: Distribution systems were designed for a different reality. Long gone are the days of predictable demand, one-way power flow and isolated disruptions. At Black & Veatch, we see that leading utilities are no longer debating whether to modernize. They’re deciding how quickly they can do it, and how to do it at scale. Across grid modernization programs globally, three truths consistently emerge. They define what it takes to prepare the distribution system for what’s next: 1. Outage response is not a resilience strategy Resilience is being redefined in real time. A strategy centered on mobilizing crews and restoring service as quickly as possible is reactive, and increasingly insufficient. Resilience has to shift upstream into integrated system design. That starts with hardening. Stronger poles, undergrounding and structural upgrades all have a role, particularly in high-risk corridors. We’re also seeing meaningful gains from how the network is configured and how quickly it can respond without waiting on manual intervention. This is where distribution automation programs can change outcomes. Strategically placed reclosers, automated switches and fault indicators help contain disruptions before they spread. When combined with feeder reconfiguration and updated protection strategies, distribution automation investments allow utilities to set more aggressive recovery targets and achieve measurable reductions in outage duration and customer impact. 2. Future-readiness depends on DERs at scale Forecasting is less and less reliable. Only 19 percent of utilities report strong confidence in their ability to predict future load growth, according to the Black & Veatch 2025 Electric Report. Distributed Energy Resources (DERs) like solar, storage, EVs and behind-the-meter generation are exciting solutions; but they fundamentally change how the system operates. Power is no longer just delivered. It’s injected, stored and redirected in ways the system was never designed to manage. At scale, these challenges show up quickly — particularly on feeders where distributed generation is approaching or exceeding hosting capacity. Protection coordination becomes more difficult when fault current comes from multiple directions. Voltage becomes less predictable as generation fluctuates throughout the day. And planning models must now account for highly variable, location-specific behavior. Distribution modernization is fundamentally changing how the system is designed and operated so it can absorb disruption, manage bi-directional flows and respond in real time. Adapting to bi-directional power flow requires more than incremental updates. Leading utilities are responding by building flexibility into the system, moving beyond static assumptions toward dynamic hosting capacity and interconnection studies, planning that incorporates DER, EV adoption and localized load growth, and infrastructure aligned with the communications and control needed to manage it. 3. The edge must be intelligent, visible and secure As system stress and complexity increase, utilities need far greater visibility and control over the network. Historically, utilities relied on customer calls, Supervisory Control and Data Acquisition (SCADA) at the substation level and field crews to understand what was happening on the system. That model doesn’t hold up. You can’t effectively manage a system you can’t see. Plus, the most critical events are increasingly happening beyond the substation — on feeders, laterals, and at the edge where DER and customer behavior are interacting with the grid. Grid-edge technologies have become essential. Sensors, Advanced Metering Infrastructure (AMI) and automated switching provide the raw data and control needed to move from reactive to proactive operations. In more advanced deployments, utilities are creating centralized control environments that allow operators to see and manage the distribution system in near real time. That capability is enabled by: Advanced communications networks to form the backbone of real-time grid visibility Distribution Management System (DMS) and Outage Management System (OMS) to enable faster, more coordinated system response Analytics, AI and machine learning to improve situational awareness, anticipate system conditions, and support operational decision-making The same connectivity enabling this real-time visibility and control also introduces new vulnerabilities, blurring the line between physical and cyber risk, yet many utilities manage them separately. Only 22 percent have unified teams in place, even as threats continue to rise, including a 50 percent increase in substation attacks and growing exposure to malware and ransomware, according to the Black & Veatch 2025 Electric Report. Cybersecurity and resilient network design must be embedded into the architecture from the outset—not layered on after the fact. See what bolder vision looks like Distribution modernization is fundamentally changing how the system is designed and operated so it can absorb disruption, manage bi-directional flows and respond in real time. To learn about a successful program, check out Georgia Power’s recent grid modernization program. Black & Veatch partnered with the utility on large-scale infrastructure upgrades. The results? Outages are down 76 percent, restoration times have improved by more than 80 percent and communities across Georgia are powered by a grid built to meet the future head-on. When the state faced the most destructive storm in the company’s history, Hurricane Helene, Georgia Power deployed a rapid response team that utilized its “smart grid” and restored power to more than 1 million customers within days. A grid built to meet the future head-on—that’s the result of bolder vision.

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Vodafone Idea shares rally 7% to fresh 52-week high despite market crash. What's behind the surge?

The shares of Vodafone Idea sharply surged nearly 7% to a new 52-week high of Rs 15.09 apiece on the NSE on Wednesday, even as the Sensex and Nifty crashed, as multiple tailwinds boosted investor sentiment for the telecom major.The stock has rallied 46% in one month and a whopping 121% in one year. The company currently has a market capitalisation of more than Rs 1.62 lakh crore.ICRA upgrades Vodafone Idea’s rating, revises outlookRatings agency ICRA upgraded Vodafone Idea’s rating to A- from its earlier BBB rating and revised its outlook on the company’s long-term fund-based loans worth Rs 727 crore to ‘Stable’ from ‘Positive’. ICRA said that the rating upgrade was driven by a change in rating approach for Vodafone Idea to factor in support from promoter Aditya Birla Group, which was further strengthened with the re‑appointment of Kumar Mangalam Birla as the Chairman of the board and with the proposed equity infusion of approximately Rs 4,730 crore through a preferential allotment of warrants to a promoter group entity in May 2026. “These developments reflect strong confidence in Vi’s potential and long-term growth trajectory. The Aditya Birla Group has expressed its continued support to Vodafone Idea to ensure timely debt servicing and to ensure continuity of operations and improvement in its market position. The Aditya Birla Group has been consistent in providing operational and financial support to Vi and will continue to do so going forward. Further, the Group’s brand equity and market position provided Vi with assistance in Government engagement and higher financial flexibility,” it added.ICRA also highlighted the revision of Vodafone Idea’s adjusted gross revenue (AGR) dues. In May, the Department of Telecommunications (DoT) cut Vodafone Idea's AGR dues by 27% to Rs 64,046 crore as of December 31. This revision significantly alleviates the company’s liability burden and enhances cash flow visibility, the ratings agency said, adding that these will provide a push to the telco’s capex plans.Citi removes ‘High Risk’ rating on Vodafone Idea sharesCiti removed its 'High Risk' rating on the stock and raised its target price to Rs 17, implying an upside potential of more than 20% from the previous closing price. In its latest note, Citi Research changed its rating on Vodafone Idea shares to ‘Buy’ from ‘Buy-High Risk’, citing several tailwinds, including the government’s recent reassessment of AGR dues, rating upgrades, equity infusion by the Aditya Birla Group, and other factors into consideration.The brokerage, however, flagged key risks to its bullish view, including delays in bank funding, intensifying competition that could limit future tariff hikes, continued subscriber churn, and slower-than-expected growth in 4G and 5G users.(Disclaimer: Recommendations, suggestions, views and opinions given by the experts are their own. These do not represent the views of The Economic Times)