Hyderabad, 3  May 2026: Mining powerhouse, NMDC produced 46.4 lakh tonnes and sold 36.8 lakh tonnes of iron ore in April 2026.

The largest iron ore miner in the country has recorded a 16% growth in production in the first month of FY27 over the corresponding period last year. Riding on its best-ever mining performance at the Bailadila iron ore projects, production in April 2026 is the highest ever achieved by NMDC in April on the company’s timeline.

Tracking iron ore production over the recent four-year period reveals a steady CAGR of 3.9% for India. Within this backdrop, NMDC delivered a stronger 6.8% CAGR, outperforming industry growth and thereby increasing its share of incremental output.

 “The expansion of capacities and capabilities of NMDC is in full swing. We have laid the necessary groundwork across logistics, infrastructure, technology, and supply chain integration to enable our strategic leap forward. Starting at 4.6 million tonnes in April, NMDC has its heart set on 60+ million tonnes for this financial year. The team is ready, aligned, and confident to rise to the next level of growth!” said Shri Amitava Mukherjee, CMD, NMDC.

53+ million tonnes in FY26 and a positive early cycle update from NMDC boost optimism in India’s iron and steel sector.

Mumbai,  3 May 2026: Defending T20 Mumbai League champions Mumbai South Central Maratha Royals marked a decisive day at the auction, adding 10 new players to their squad as they continue building a team designed not just to compete, but to dominate. The franchise’s most significant acquisition came in the form of Chinmay Sutar, secured at ₹9.5 Lakhs, highlighting their intent to strengthen key areas with impact-driven talent.

Having lifted the title last season, the Royals have taken the first steps towards defending it, retaining a strong core that formed the backbone of their championship-winning campaign. Siddhesh Lad, Tushar Deshpande, and Rohan Raje headline the retained group, bringing leadership, consistency, and all-round balance.

 
Siddhesh Lad returns as captain, providing stability in the middle order and proven composure under pressure. Tushar Deshpande, retained as the Icon Player, continues to lead the pace attack with his wicket-taking ability and control in high-pressure death overs. Rohan Raje adds valuable all-round depth, contributing across both departments.
The auction strategy focused on clarity of roles and squad balance. The addition of Chinmay Sutar and Ayaz Khan strengthens the batting unit, offering reliability at the top and explosive finishing options in the middle and lower order. On the bowling front, Irfan Umair adds further depth and variation, complementing an attack led by Deshpande and supported by Raje.

The squad also reflects a deliberate blend of emerging talent and experienced performers, with young players such as Arjun Dani, Maxwell Swaminathan, Sahil Jadhav, and others providing energy and future potential. This mix reinforces the franchise’s commitment to nurturing Mumbai’s cricketing ecosystem while maintaining a strong competitive edge.

Mentor Abhishek Nayar continues to guide the team’s strategic direction, shaping a high-performance culture alongside Head Coach Amit Dani and the support staff.
Speaking on the auction approach, Head Coach Amit Dani said, “The focus at the auction was to build depth around combinations that worked well last season. We’ve added players who give us flexibility across batting and bowling roles, which is crucial in T20 cricket.”

Franchise owner Kapil Baheti added, “Our approach is to build consistency over seasons. Retaining the core and strengthening key areas was central to our strategy.”
Co-owner Alisha Baheti highlighted the franchise’s developmental vision, stating, “We are committed to supporting emerging players from Mumbai while building a squad that remains competitive every season.”

Mumbai South Central Maratha Royals Players List
Players Retained:Siddhesh Lad, Tushar Deshpande, Rohan Raje
Players Bought at Auction:Chinmay Sutar (9.5L), Irfan Umair (9L), Maxwell Swaminathan (6L), Ayaz Khan (4.5L), Sahil Jadhav (4.25L), Atharva Bhosale (3L), Arjun Dani (3L), Sachin Yadav (2L), Pratik Shukla (3.25L), Shreyanssh Rai (2L), Swaraj Parulkar (2L), Aditya Dhumal (6L), Om Bangar (2L), Aryan Patni (3.25L), Yash Gadia (2L), Shreyas Gurav (2L), Jitendra Paliwal (2L)
Full Squad: Siddhesh Lad, Chinmay Sutar, Rohan Raje, Tushar Deshpande, Maxwell Swaminathan, Arjun Dani, Ayaz Khan, Sahil Jadhav, Sachin Yadav, Pratik Shukla, Shreyanssh Rai, Swaraj Parulkar, Om Bangar, Irfan Umair, Atharva Bhosale, Aryan Patni, Yash Gadia, Shreyas Gurav, Jitendra Paliwal, Aditya Dhumal.

New Delhi, 2 May 2026

Crypto asset service providers (CASPs) have long served as the backbone of the virtual digital asset ecosystem. They operate as marketplaces where users buy, sell, and trade crypto assets. But a recent paper by the Bank for International Settlements (BIS) argues that the world’s largest CASPs have evolved well beyond that role. Today, the BIS finds, these platforms perform functions that closely resemble those of traditional financial intermediaries like banks and credit institutions. The BIS refers to such platforms as multifunction cryptoasset intermediaries, or MCIs. It also argues that understanding what they do, and how they do it, has direct implications for how they should be governed.
 
For  instance, most MCIs offer users access to “earn programmes”.  In earn programmes, customers deposit their idle assets with MCI’s in exchange for monetary returns. Customers transfer ownership of their crypto asset, for instance, a unit of a token, to the MCI for a set period of time. In exchange, the MCI promises to return the deposited asset with additional returns. The MCI then lends the crypto asset to borrowers, and returns a portion of the earnings they make back to the original customer. Regardless of how the MCI’s investment ultimately performs, the customer is contractually owed their unit of a token, or an equivalent amount, back.

MCIs are, in effect, doing what banks do. They are taking the customer’s funds and putting them to work. However, when banks enter and execute similar arrangements, they do so with strict rules and guidelines that ultimately protect consumers and their assets. For MCI’s however, no such guardrails are presently mandated by regulations.
 
The paper is careful not to frame MCIs as bad actors. The dynamics it describes arise from MCIs’ business model, not necessarily from intent. But it is equally clear that the regulatory architecture has not kept pace. As of 2025, only 11 of the jurisdictions surveyed by the FSB had a finalised regulatory framework addressing risks from crypto activities. Among those, only two covered MCI borrowing and lending activities.
 
If MCIs are to continue such functions, the BIS paper advocates a mix of entity-based and activity-based regulation. Entity-based regulation means that the MCI as a whole is subject to oversight, much like a bank is regulated as an institution rather than product by product. This would include requirements that are calibrated to the unique risks posed by each MCI’s business model and the broader cryptoasset market. Activity-based regulation would further impose leverage limits, customer asset safeguards and similar guardrails. Robust governance frameworks, stress testing, and consolidated supervision are equally essential.
 
As MCIs deepen their links with traditional finance through exchange-traded products, custody arrangements and institutional partnerships, disruptions at a major platform may carry growing potential for broader spillovers. The paper does not argue that MCIs should not exist, or that their role is inherently problematic. It argues, instead, that a role of this scale should not remain outside the regulatory perimeter.

Miami / Brackley / Göppingen  May 02: Ahead of the Formula 1 Miami Grand Prix, TeamViewer today announced that the Mercedes-AMG PETRONAS F1 Team has upgraded from TeamViewer Tensor to TeamViewer ONE, the company’s platform for Autonomous Endpoint Management (AEM). It gives the Team real-time visibility and control across thousands of IT/OT endpoints, from the Brackley factory to the trackside garage. TeamViewer ONE leverages AI to detect and resolve issues before they affect operations, critical in an environment where even minor IT problems can change a race outcome.

Toto Wolff, Team Principal and CEO, Mercedes-AMG PETRONAS F1 Team, said: “During a race, I rely on dozens of streams of data from telemetry to weather to radio, and the technology behind it has to work without fail. In Formula 1, every vendor has to earn their place. There are no free passes. TeamViewer delivers on the two things we never compromise on: reliability and performance. Moving to TeamViewer ONE is a deliberate step up, and a signal that our partnership is built for where this sport is heading, not just where it is today.”

“In Formula 1, every millisecond counts, and every euro under the cost cap has to earn its place,” said Michael Taylor, IT Director, Mercedes-AMG PETRONAS F1 Team. “TeamViewer has been part of our operation for years, long before our official partnership, so we already knew the technology held up under pressure. Moving from Tensor to TeamViewer ONE was the logical next step. The business case is clear: less downtime, better data, and real productivity gains across the Team.”

Oliver Steil, CEO, TeamViewer, said: “The Mercedes-AMG PETRONAS F1 Team runs one of the most demanding IT environments in sport. Thousands of critical endpoints, zero tolerance for downtime, and real-time operations that span factory, office, and trackside simultaneously. That is exactly the environment TeamViewer ONE was built for. If it holds up there, it holds up anywhere.”

Built for zero-tolerance environments

In Formula 1, the margin for IT disruption is effectively zero. A laptop that stalls in the garage or a radio feed that drops mid-stint is not a support ticket but a mission-critical problem to be fixed in real time. TeamViewer ONE makes that possible with a unique combination of endpoint management, secure remote connectivity, and Digital Employee Experience (DEX) as the operational core of TeamViewer’s AEM strategy. Because the platform runs locally on devices, trackside operations do not pause when the network does.

What makes autonomous IT work at this scale is data. TeamViewer ONE runs a closed-loop learning system that detects anomalies, triggers remediation, and resolves IT issues before they become problems for the user. It draws on two proprietary data streams at scale: expert knowledge capture from remote support sessions and deep device telemetry. TeamViewer has now surpassed one million AI support sessions, with more than 300,000 added in March alone, each one sharpening the platform further. Autonomous Endpoint Management is emerging as the next major shift in IT operations, with mainstream adoption expected by 2029. TeamViewer is building the data foundation and platform to lead it.

BRECKENRIDGE, Texas:  The University of Texas MD Anderson Cancer Center’s annual West Texas fundraising tradition, Polo on the Prairie, reached a milestone Saturday, April 25, celebrating more than $1.4 million in donations this year and more than $13 million raised over its 40-year history.

This year’s event included a U.S. Polo Association-sanctioned tournament, dinner, VIP entertainment featuring country music singer-songwriter Parker McCollum, and a fireworks finale. During the evening celebration, Peter WT Pisters, M.D., president of UT MD Anderson, recognized the long-standing dedication and impact of the event founders and hosts Melinda and Henry Musselman and presented them with the Making Cancer History® Award. This special honor, established in 2007, is presented to visionary individuals uniquely dedicated in their commitment to UT MD Anderson’s mission to end cancer.

“Polo on the Prairie stands as a testament to the enduring power of community, generosity and shared purpose. We are deeply grateful to the Musselman family for their continued support of this one-of-a-kind tradition, which has enabled a variety of programs with extraordinary impact for our patients and their families,” Pisters said.

Forty years of giving back and growing

Polo on the Prairie began as an idea shared by the late Mary Anne McCloud and her son-in-law, Henry Musselman. McCloud served as a longtime member of UT MD Anderson’s Board of Visitors, as Musselman does now. Motivated by a shared desire to expand awareness of UT MD Anderson’s groundbreaking work, Musselman proposed hosting a polo tournament in West Texas and transformed an open pasture on his family’s ranch into a regulation polo field.

From $25,000 raised in its inaugural year, the event has evolved into a multigenerational tradition that raises millions. Children who once played along the sidelines now attend with families of their own, and members of the Musselman family continue to work alongside a dedicated committee of volunteers to plan and host the event.

“Reaching our 40th year is a testament to the passion and generosity of this community,” said Henry Musselman. “Polo on the Prairie has always been about more than sport or tradition — it’s about hope, partnership and making a lasting difference for cancer patients and their families. We’re grateful to everyone who’s supported us this far and look forward to the next 40 years.”

Impact beyond the playing field

Proceeds from this year’s event support UT MD Anderson’s Patient Navigation Program, which helps ease one of the most challenging aspects of a cancer diagnosis by guiding patients through care coordination. Oncology nurse navigators assist with scheduling, treatment planning and connections to supportive resources, improving patient outcomes while reducing hospital admissions and emergency care visits.

The program is a key priority of Only Possible Here, The Campaign to End Cancer, UT MD Anderson’s historic $2.5 billion comprehensive philanthropic campaign that has raised more than $2 billion to support groundbreaking innovations and transformative advancements that fuel the institution’s mission.

In the U.S., approximately 2 million osteoporosis-related fractures occur each year, with more than 400,000 requiring hospitalization—that’s more than heart attack, stroke or breast cancer. Despite this, osteoporosis remains dangerously underdiagnosed and undertreated, often dismissed as just a natural part of aging.

This May, during Osteoporosis Awareness & Prevention Month, the American Academy of Orthopaedic Surgeons (AAOS) is proud to support the Osteoporosis Action Network (OAN), compromised of medical societies, patient advocacy organizations and health system leaders, as they launch a national initiative to change this narrative. “Stand Bone Strong” is a new osteoporosis awareness identifier symbolizing a call to action to encourage early detection and elevating bone strength as a lifelong priority.

Just as the pink ribbon signifies the fight against breast cancer, Stand Bone Strong is designed to spark national conversations about diagnosis, fracture prevention, and post-fracture care. AAOS is committed to helping amplify that message.

I’d be happy to put you in touch with an AAOS orthopaedic surgeon who can speak directly to clinical urgency behind Stand Bone Strong and what it means for patients, including:

• Why osteoporosis is underdiagnosed and frequently missed
• How fractures can be the first sign of the disease
• Who is most at risk and when bone health conversations should start
• Practical steps patients can take to protect their bones and prevent injury
• What to do after a fall or fragility fracture

Additionally, patient-friendly resources on osteoporosis symptoms, prevention, diagnosis and treatment, including when to see an orthopaedic surgeon, are available on OrthoInfo.org, AAOS’ trusted patient education website.

• Retail prices of Petrol and Diesel remain unchanged for the general public, which constitutes around 90% of total consumption
• No change in domestic LPG prices for 33 crore consumers
• No change in ATF prices for domestic airlines
• No change in PDS Kerosene prices