BRUSSELS , Dec. 24, 2024 /PRNewswire/ -- In an upcoming EU Reporter interview , M. Shigeo Katsu , Founding President of Nazarbayev University (NU) and a key architect of Kazakhstan's education reforms, will address the escalating scandal surrounding financial mismanagement at the country's flagship higher education institution. The crisis gained public attention following the announcement of the state audit results of Nazarbayev University. The revelations have sparked widespread concerns about transparency and oversight at one of Central Asia's most prestigious universities. Adding to the controversy are allegations of financial mismanagement involving the New Generation Foundation, the Jusan Group — entities originally established to ensure the long-term financial sustainability of NU and Nazarbayev Intellectual Schools (NIS). Questions have also been raised about the state of affairs at NU's Social Development Fund. Reports suggest that funds may have been misappropriated, triggering outrage from students, educators, and civil society. In response, a student initiative group from Nazarbayev University issued an open letter demanding the release of both the state audit and NU's internal audit of the Social Development Fund. The letter also calls for greater accountability, enhanced transparency, and the protection of students' rights. This appeal reflects mounting frustration with the university's leadership and a growing demand for immediate corrective action. Shigeo Katsu's interview will shed light on these unfolding developments. As a former leader of NU, Katsu is uniquely positioned to analyze the root causes of the crisis, critique the university's response, and discuss the broader implications for Kazakhstan's education sector. The full interview can be found here: https://www.eureporter.co/kazakhstan-2/2024/12/23/the-battle-for-nazarbayev-universitys-future-shigeo-katsu-on-financial-mismanagement-and-accountability/ The Battle for Nazarbayev University's Future: Shigeo Katsu on Financial Mismanagement and Accountability In light of recent controversies surrounding the financial governance of Nazarbayev University (NU) and Nazarbayev Intellectual Schools (NIS), an open letter from concerned students has surfaced, addressing the troubling mismanagement of funds and alleged conflicts of interest. The letter highlights a series of financial decisions that led to the unraveling of key institutions meant to ensure the long-term stability of NU and NIS. The students are particularly concerned about the fate of the Jusan Group and the Nazarbayev Fund (NGF), which were once positioned to secure the financial future of these two leading educational institutions. Instead, they allege that significant funds were misappropriated and whole organizations lost, leading to the collapse of what was once a promising financial structure. In response, Shigeo Katsu , the Founding President of Nazarbayev University, has also written an open letter , received by EU Reporter, addressing the ongoing crisis and providing his perspective on the unfolding situation. In his letter, Katsu outlines the rationale of engagement in the financial sector and the erosion of the initial vision for NU, highlighting the role of key financial institutions like Jusan Bank and the NGF in securing a stable future for the university and NIS. He draws attention to the series of decisions that led to the loss of the former and calls for urgent remedial actions to prevent further damage to the institutions' credibility and financial stability . In this exclusive interview with EU Reporter , Shigeo Katsu , the Founding President of Nazarbayev University, sheds light on these pressing issues. He discusses the audit findings, the role of Jusan Bank , and what must be done to restore trust and secure the future of NU and NIS. Bio: Mr. Shigeo Katsu is the Founding President of Nazarbayev University. He held the position of President from December 2010 until June 2023 . He was Chair of the Board of Trustees of an affiliated secondary school system, the Nazarbayev Intellectual Schools, and of the University's hospital system. Prior to the assignments in Kazakhstan , over the course of a 30-year career at the World Bank, Mr. Shigeo Katsu held various positions including leading financial sector reform support for China , Director for Cote d'Ivoire , and Vice President for Europe and Central Asia . After his retirement from the World Bank, he served for a few years on the US board of a youth-oriented international development NGO. Between 2011 and 2015 he was an Advisory Panel member of the ASEAN+3 Macroeconomic Research Office (AMRO). Questions: - We have exclusively published your open letter and anticipate that it will generate a significant response. What drove you to write it, particularly in light of the misuse of funds intended to ensure the long-term financial stability of Nazarbayev University (NU) and Nazarbayev Intellectual Schools (NIS)? The decision to write the open letter was not made lightly. It was driven by a profound sense of responsibility to the students, faculty, and broader community of Nazarbayev University (NU) and Nazarbayev Intellectual Schools (NIS). These institutions were established with a vision to create world-class educational hubs in Kazakhstan and establish a center of excellence for academic research. Ensuring their financial independence and long-term stability is a core requirement to achieve the two institutions' mission. However, recent developments revealed through state and internal audits have exposed serious breaches of trust. The misuse of funds from entities like the University's Social Development Fund, New Generation Foundation, and Jusan Group directly threatens the sustainability of NU and NIS. These funds were meant to build up and guarantee the financial security of the institutions. Instead, we now see signs of embezzlement, mismanagement, and a concerning lack of accountability. The role played by key figures like the directors and executives of NGF, of Aslan Sarinzhipov (Executive Vice President of NU, a former Minister of Education) and Kadisha Dairova (Vice President for Student Affairs and International Cooperation, Nazarbayev University) only adds to the gravity of the situation. By writing the letter, my goal was to bring transparency to the issue and to mobilize public attention and international scrutiny. NU and NIS were founded on principles of meritocracy, transparency, and academic freedom. If we allow these values to be compromised, we risk undoing more than a decade of progress. The letter serves as a call for accountability, reform, and most importantly, protection of the future of Kazakhstan's youth. - Many students and alumni of NU have expressed their concern over the lowering of admission standards and the shift away from international standards. How do you assess these changes, and do you see them as diverging from the original vision for NU? NU was conceived as a model of excellence , designed to meet international standards in research, teaching, and governance. One of its founding principles was merit-based admission , which ensured that students were selected solely based on their ability and potential. This meritocratic foundation was not only an academic principle but a reflection of NU's mission to transform Kazakhstan's education system. Students, alumni, faculty and staff have worked hard to build NU's name. Now students, alumni and parents are rightly concerned that the lowering of admission standards undermines this mission and risks eroding the university's reputation both domestically and internationally. Such changes create the perception that NU is moving away from its original vision of being a world-class institution. To restore confidence, NU must reaffirm its commitment to international standards, transparency, and academic rigor. Reverting to merit-based admissions and prioritizing excellence will send a clear message that the institution remains steadfast in its mission. In the Open Letter, I stated that in theory, a policy of opening the entry door wider, but then be resolutely strict in terms of progression and graduation based on academic integrity and merit could work. There are some cases globally. However, it can only work if there is a full commitment to integrity and merit, openness and transparency, and NU's original values are upheld. But unfortunately, what I have observed and heard about recent developments at NU does not make me optimistic. While administration is supposedly in a belt-tightening mode, new senior positions were created and filled with scant regard for a proper hiring process and qualification. Conflict of interest and restrictions on hiring family members have been discarded. These are just a few of the institutional changes that will inevitably bleed over into the academic fabric as well. Is this the example that senior management wants to present to our students? - Do you believe the current situation, where the financial foundations like the Social Development Fund and New Generation Foundation were mismanaged, reflects a broader crisis within Kazakhstan's governance and democracy? Absolutely, but to be fair, this corporate governance crisis is not just limited to Kazakhstan . The findings of the internal audit conducted by NU on the Social Development Fund (SDF) reveal a systemic absence of check and balances and accountability that extends beyond these institutions. Mismanagement and theft, such as those involving Aslan Sarinzhipov , have not only undermined NU and NIS but also shaken public trust in Kazakhstan's leadership. The financial institutions linked to NU and NIS—Nazarbayev Fund, New Generation Foundation, and Jusan Group — were designed to guarantee long-term financial stability for education in Kazakhstan , securing the futures of NU and NIS for decades. However, NGF and Jusan Group's systematic depletion and dismantling highlight the country's struggle with accountability and the need for deep structural reform. This mismanagement reflects broader governance failings—particularly a lack of oversight, transparency, and mechanisms to prevent conflicts of interest. I cannot pronounce myself on the current status of the NF, but I would not be surprised if one discovers similar shortcomings there as well. I had called for an audit for some time until my departure but was not successful. The impact extends beyond education, affecting the economic and social fabric of Kazakhstan . Addressing these issues requires not just reforms within these organizations but also a renewed commitment to governance, accountability, and emphasis on establishing the rule of law. - With the financial stability once promised by entities like the NGF now in jeopardy, how do you envision NU's future without those foundational guarantees? The original intent of the Nazarbayev Fund, New Generation Foundation, and Jusan Group was to provide NU and NIS with long-term financial stability. These entities were carefully designed to ensure that Kazakhstan's leading educational institutions could eventually operate in a manner less affected by state budget fluctuations. However, as the audits reveal, these institutions have been systematically mismanaged and looted, jeopardizing the financial future of NU and NIS. NU's survival and success now depend on a bold and transparent strategy. The first step is to rebuild trust with the public, students, and alumni by publishing the findings of both the state audit of NU and the internal audit of SDF. Then, those responsible are held accountable. Financially, NU must re-establish a diversified funding model. This includes rebuilding its endowments and enhancing additional revenue streams, such as a logical and sound tuition policy, executive education and collaboration with industry and business in the form of contract research. Transparency and governance reform will be key to attract donors and investors who believe in NU's mission and potential. - The Supreme Audit Chamber of Kazakhstan , in its state audit, reported the mismanagement of 73.5 billion tenge at Nazarbayev University , as well as allegations of half a billion tenge being used illegally. What is your opinion on this, and how should the university address governance and corruption issues? I have not had the opportunity to access the state audit report, thus it is difficult to comment. If the cited amount in mismanagement of 73.5 billion tenge over six years is true, it is scandalous. However, we do not know what the auditors' definition and criteria of mismanagement is. So, let's first find out what the report actually says. What is clear, however, is the outcome of a 2023 internal audit of NU's Social Development Fund (SDF) , and it is sobering. This SDF audit reveals a blatant disregard of corporate governance principles, where individuals entrusted with university resources prioritized personal gain over the mission of NU. The audit revealed that SDF management led by current NU Executive Vice President Aslan Sarinzhipov constructed an intricate web of subsidiary entities, including abroad, to systematically evade the oversight and control of the University. Funds ( over 14 billion tenge ) meant to assist students and faculty were used for personal gains of Aslan Sarinzhipov and questionable deals. Unfortunately, NU senior officials such as Vice President Kadisha Dairova participated in such schemes. When I voiced my concern earlier over the developments at NU, it is largely because of the track record of senior officials there. For NU to move forward, it must adopt zero-tolerance policies for corruption, demand accountability from those responsible, and reform its governance structures to ensure transparency. - Why do some claim there is a lack of funds for NU and NIS, despite the promises of financial stability from their endowment funds? The claim of a lack of funds is a direct consequence of the systematic looting of resources from the New Generation Foundation and Jusan Group. These entities were explicitly designed to contribute to NU and NIS' long-term financial sustainability against the backdrop of reduced state funding. However, as I described in my Open Letter, these innovative financial structures have been undermined by mismanagement, and outright theft. For instance: Rebuilding financial stability will require recovering stolen assets, reforming governance structures, and restoring public trust through full transparency and accountability. - Given the scale of financial mismanagement, what steps are necessary to ensure accountability for those involved, including senior officials? Accountability must begin with transparency. First, all findings from the audits should be made public, and independent investigations should be conducted to identify those responsible. No individual, regardless of rank or influence, should be above scrutiny. Second, legal consequences must follow where wrongdoing is found. Kazakhstan's legal system must demonstrate its independence and commitment to justice by prosecuting those who exploited these funds. Finally, governance reforms are essential. NU and its associated entities must implement stricter checks and balances, including external audits, whistleblower protections, and oversight committees with independent members. These steps are not just about rectifying past mistakes—they're about ensuring a future where such mismanagement cannot happen again. - The audit findings were just the beginning of uncovering deeper issues. Is there more information you can share about how these financial foundations were exploited and what this means for the future of NU and NIS? The patterns that have emerged—opaque transactions, conflicts of interest, and questionable settlements—are deeply troubling. For instance, the transfer of assets to private hands under unclear terms raises red flags about the intentions behind such decisions. This exploitation puts the futures of NU and NIS at risk. These institutions were designed to be financially independent, insulated from political and economic volatility. The weakening of their financial foundations erodes their ability to deliver on their missions and betrays the trust of the Kazakhstani people, who have invested in these institutions through their taxes. The way forward requires not just recovering lost assets but rebuilding the governance systems that allowed this exploitation to occur. - Nazarbayev University was founded with a mission to serve as a model for higher education in Kazakhstan , supported by funds like those from the Nazarbayev Fund and New Generation Foundation. What was your original vision for the university, and how did these funds play a critical role in realizing that vision? The vision for NU was bold: to create an institution that could compete with the best universities in the world while serving as a model for higher education reform in Kazakhstan . From day one, we envisioned NU as a hub for innovation, research, and leadership development—a place where the brightest minds could come together to solve the challenges of tomorrow. However, one should not forget that universities, in particular research universities, are a long-term endeavor. They are meant to educate and develop generations upon generations of leaders and professionals in a broad range of sectors, and thus contribute to the scientific, economic, and societal wealth of countries. Building a strong institution that can meet the test of time requires long-term and unwavering commitments to foundational values such as integrity, meritocracy, excellence, openness and transparency. But of course, strong financial support from government and other stakeholders is needed, especially in the first decades. Thus, it was understood that NU would be dependent on state funding (through education grants and capital investments) for the initial decades of its existence, while in the meantime it would develop other sources of financing such as through endowment funds, tuition, and contract research. The Nazarbayev Fund, NGF and the Jusan Group were integral parts of this vision. This overall construct allowed us to recruit world-class faculty, develop state-of-the-art facilities, and provide scholarships to talented students, many from underprivileged backgrounds. These resources weren't just financial—they were a vote of confidence in NU's mission and a recognition of the transformative power of education. The loss of these resources is a significant setback, but I do hope that NU can recover. The university must focus on rebuilding trust with its stakeholders—students, faculty, alumni, and the public. This starts with transparency in financial management and governance. Diversifying funding sources will be crucial. This includes rebuilding its endowments, engaging with the philanthropic community, and developing innovative revenue streams. But most importantly, NU must stay true to its mission and values. Financial stability is important, but it must never come at the cost of compromising the university's integrity or academic excellence. Restoring NU's credibility begins with transparency. For instance, the university must share the audit report with stakeholders, and openly address any major shortcomings highlighted in the audit, including financial mismanagement and governance failures. An independent investigation, followed by public disclosure of findings, will demonstrate a commitment to accountability. Next, an affirmation of NU's commitment to its foundational values and principles is needed. Next, institutional reforms are essential. This includes introducing stronger oversight mechanisms for financial and administrative processes, ensuring that governance boards are staffed with individuals of the highest integrity and independence, and that management, faculty and staff are recruited on the basis of transparency and merit. Fourth, NU must recommit itself to its founding mission of academic excellence. This means maintaining rigorous admission standards, prioritizing high-quality faculty recruitment, and fostering research that addresses national and global challenges. And finally, engaging the NU community—students, faculty, alumni, and parents—in shaping the university's path forward is critical. A transparent, inclusive process will rebuild trust and reaffirm NU's position as a leader in higher education. Educational reform is not just critical—it is foundational to Kazakhstan's economic recovery and long-term stability. The pandemic exposed vulnerabilities in education systems worldwide, but it also underscored the importance of adaptability, innovation, and resilience. For Kazakhstan , investing in education means investing in the future. A well-educated population is essential for diversifying the economy, attracting foreign investment, and fostering innovation. Institutions like NU and NIS must lead the way by setting benchmarks for quality and demonstrating the value of education in driving economic progress. Moreover, reform must focus on equity. Expanding access to high-quality education for students from socially vulnerable backgrounds will ensure that economic recovery benefits all segments of society, not just the privileged few. - How do you see the role of institutions like NU and NIS in not only providing quality education but also contributing to economic growth in Kazakhstan , especially when financial stability is threatened? NU and NIS are more than educational institutions—they are catalysts for economic growth and social development. By equipping students with critical thinking skills, technical expertise, and a global perspective, they prepare the workforce needed to diversify Kazakhstan's economy. Their impact extends beyond classrooms. NU's research contributes to solving national challenges in areas like energy, healthcare, and technology. Meanwhile, NIS fosters innovation and leadership at the secondary education level, creating a pipeline of talent that benefits universities and industries alike. To sustain this role, NU and NIS must secure their financial stability. This includes strengthening governance, diversifying funding sources, and forging partnerships with the private sector and international organizations. These institutions are vital to Kazakhstan's future, and their success is intertwined with the country's broader economic ambitions. - Could the model used by NU and supported by the Nazarbayev Fund be applied in other countries, or does it require a uniquely Kazakh approach to work effectively? The NU model is innovative, but its core principles—integrity, meritocracy, autonomy, and a focus on global best practices—are universally applicable. Many countries could benefit from establishing institutions that prioritize excellence and align with international standards. That said, successful implementation depends on adapting the model to local contexts. Kazakhstan's approach benefited from strong initial financial and political backing, and a vision that emphasized independence from political and state bureaucratic interference. Replicating this requires careful consideration of governance structures, funding mechanisms, autonomy and other values, and cultural factors. In countries where philanthropic traditions or financial resources are limited, the model may need to rely more on public-private partnerships or international collaborations. Ultimately, the NU experience demonstrates that ambitious goals in education are achievable with the right vision, leadership, and long-term commitment support. - What lessons do you hope others will learn from the experience of the NGF, Jusan Bank , and the financial turmoil at NU? The story of NU and its financial affiliates offers a critical lesson: no institution, no matter how noble its mission, is immune to mismanagement and corruption without strong governance. NU and NIS' financial pillars, namely the Nazarbayev Fund, NGF, Jusan Group, but also the SDF and NIS' Corporate Development Fund were designed to guarantee long-term financial sustainability, yet their exploitation demonstrates how quickly trust can be eroded when transparency and accountability are neglected. For any endowment fund or financial institution, the following lessons are clear: NU's experience is a cautionary tale but also an opportunity. By addressing these failures head-on, NU can emerge as a model for how institutions can learn from adversity and rebuild stronger than before. View original content to download multimedia: https://www.prnewswire.com/news-releases/nazarbayev-university-crisis-shigeo-katsu-demands-audit-transparency-302338886.html SOURCE EU Reportercasino jackpot slots real money 。

The Stock Exchange of Thailand (SET) is to ask the Ministry of Finance to exempt the retrospective tax for merger and acquisition (M&A) deals of listed companies, as part of its moves to boost the sluggish domestic exchange. It also aims to push the Thai stock market as a listing hub for flagship businesses in sectors with the potential to grow, such as healthcare, data centres, and food and beverage. The Jump+ project will be launched next year to boost market capitalisation. SET president Asadej Kongsiri said during an interview with the Bangkok Post that listed companies are considering acquiring businesses outside the stock market, but they are concerned over potential negative consequences. "In the process of business expansion, there may be a merger along the way and sometimes the companies on the SET want to acquire non-listed peers," he said. Consequently, the SET is preparing to ask for support from the Ministry of Finance by avoiding retrospective tax collection for those businesses pursuing M&As. "That would help companies expand and grow to their goals faster without being afraid of having their accounting audited retrospectively," said Mr Asadej. These companies would grow, and that will allow the government to collect more tax revenue in the future. In turn, it would let more companies enter the official tax system, he added. JUMP+ PROJECT Mr Asadej revealed that the SET aims to increase the value of stocks and the market capitalisation of the Thai bourse through the Jump+ project, which is similar to a successful initiative by South Korea's stock exchange. Currently, there are more than 800 companies listed on the Thai bourse, with a market cap of roughly 17 trillion baht. Several companies have a large amount of assets and cash, with only a small portion of debt. Nonetheless, they do not have a plan to expand their business. "These companies are classified as having a lazy balance sheet, but they have growth potential," Mr Asadej noted. If a listed company has developed a business expansion plan and future investment, they will be able to increase their stock value, whether they grow in their current business or a new business. The Jump+ initiative is a growth acceleration platform designed to enhance the value creation journey of high-potential listed firms across the Thai capital market. Through this voluntary programme, the SET will empower listed companies by driving operational excellence, advancement in ESG (environmental, social and governance), and adoption of analytical tools and artificial intelligence (AI). Participants will gain access to advisory services and communication channels to enhance market visibility, along with benefits and incentives from the SET, government agencies and partners. The SET will also introduce a new index tracking the performance of successful Jump+ companies and provide analysis reports in partnership with the Investment Analysts Association to support their investment decisions. A group index, possibly called the SET Jump Plus Index, would be set up if a large number of companies participated in the programme, noted Mr Asadej, adding that this initiative would be implemented from the first half of 2025. LISTING HUB According to the president, the SET aims to be a listing hub for flagship Thai businesses, or industries that have strengths and high growth potential, and that are in investment trends. Target businesses include healthcare, wellness, data and cloud centres, and electronic parts. "We are preparing to meet with relevant agencies, including the Board of Investment, the Finance Ministry, and foreign embassies to help attract companies from all over the world to invest in Thailand," Mr Asadej said. "This is a long-term plan that may not be completed in my term. But it must be started to put the Thai stock market in the spotlight and increase the bourse's potential in the long term." Additionally, information spreads through social media and various other channels very quickly nowadays. They contain both the truth and untruths. Therefore, proper and effective communication and warnings provided to investors must be carried out more quickly. He added that the SET is considering the use of AI to help analyse small stocks to provide investors with better information for their investment decisions. One of the pain points nowadays is that investors can only see analysis of large stocks. It is not worth it for brokers to analyse smaller stocks that investors do not trade often. "Now there is technology that can do it. It is a basic analysis that can be translated into many languages for investors to choose from. It helps them access investment information more comprehensively," Mr Asadej said. RISK FACTORS Mr Asadej said that US-China trade is an external factor that could have implications for the Thai stock market in terms of both opportunities and risks. During the first Donald Trump administration from 2017 to 2021, there were US$130 trillion worth of manufacturing relocations from China to the rest of Asia, of which only 10% was captured by Thailand. Vietnam attracted a significant portion due to various factors such as its natural resources and a young workforce whose skill sets were better than that of the Thai population. When Trump returns to the White House next month, Thailand should adjust itself to be capable of seizing the opportunities, including manufacturing relations that are better than during the first Trump administration, said Mr Asadej. Another risk factor is that Trump will increase import taxes on countries that have a trade surplus with the US. Among the members of Asean, Thailand ranks second in terms of its trade surplus with the US and 12th within Asia. "We must closely monitor the US tax policies under the Trump government on countries where China has production bases, including Thailand," Mr Asadej said. As for domestic factors, Mr Asadej believes the political situation is more stable now and the economy is bouncing back thanks to the recovery in tourism to pre-pandemic levels and the government's faster budget disbursement. However, the energy and petrochemical groups, which are heavyweight stocks on the SET, are being pressured by the global economic slowdown while the high level of supply in the market has affected the profits of many companies. Those factors have resulted in a decrease in the total profits of listed firms on the SET overall. In future, it will be necessary to increase contributions from other industries on the SET to balance that of the energy sector, Mr Asadej added.Shaq Barrett retired in July after signing with Dolphins in March. Now, he wants to play again.

The Game Awards is simultaneously an awards show and a trailer extravaganza in which game studios and publishers show off their upcoming slates. Some of these trailers are for games that have already been announced; others are what TGA host Geoff Keighley calls “world premieres.” We already know from official announcements about what’s confirmed to show up, but we also have some informed guesses as to what titles and franchises could get trailers, release date reveals, or other updates — plus some far-flung wishes about what should appear. What we know: Mecha Break will get “ a special announcement. ” Bandai Namco will reveal a new fighter for Tekken 8 . Borderlands 4 will get its first actual trailer , along with Mafia: The Old Country . Plus, there’s some sort of update coming on Warframe: 1999 . Now,it’s time for some educated guesses and some slightly less likely hopes and dreams. Share your own predictions in the comments. Hideo Kojima will appear with stuff to actually show We knew Kojima would show up even before The Game Awards confirmation last week. Kojima will always show up. The only remaining question is which of Kojima’s three projects seem most likely to get a big splashy showcase this year. There are Death Stranding 2: On the Beach and OD , but there’s also Physint , described as a spiritual successor to Metal Gear. I’m guessing that Death Stranding 2 will be the main event here, since it needs an actual release date besides just “2025.” Why not reveal that date at TGAs? — Maddy Myers Upcoming 2025 games They won’t be “world premieres,” but it’s likely we’ll see upcoming 2025 games at the show — especially the February 2025 lineup, which includes Kingdom Come: Deliverance 2 , Civilization 7 , Assassin’s Creed Shadows , Avowed , Like a Dragon: Pirate Yakuza in Hawaii , and Monster Hunter Wilds . With all of those release dates fast approaching, these games will probably get some final trailers so people remember to play them in two months. — MM Max Payne 1 and 2 remakes Remedy Entertainment has had a solid year, all in all. In 2024, Alan Wake 2 became the fastest-selling game in the company’s history; the physical Deluxe Edition of the game launched in October alongside the game’s second and final expansion; and in between all of that excitement, Remedy announced FBC: Firebreak , the company’s first multiplayer game set in the universe of Control . But there’s still one more elephant in the room. In 2022, Remedy announced it was remaking Max Payne and Max Payne 2: The Fall of Max Payne as a combined experience in partnership with Rockstar Games. We haven’t heard much about the project since, aside from a brief mention in the company’s business review earlier this year that the game was about as far along in development as Codename Condor — which turned out to be FBC: Firebreak . A Max Payne remake trailer debut at The Game Awards would be a major coup for the company and an excellent way to round an altogether successful year. It would also likely be a very emotional moment, too, as James McCaffrey , the voice of Max Payne and a longtime friend and collaborator of the studio, died in December 2023. —Toussaint Egan Dawnwalker Stealthily announced on social media in January 2024, Dawnwalker is a “AAA action-RPG set in medieval Europe” developed by Rebel Wolves , the studio co-founded in 2022 by Konrad Tomaszkiewicz, the director of The Witcher 3: Wild Hunt . In October, Bandai Namco released a statement announcing that the company had agreed to a deal with Rebel Wolves to publish the game, which is expected to be the first of a series of titles set in what is described as the “Dawnwalker Saga.” Not much else is known about the title, aside from the fact that the game is being built with Unreal Engine 5 and that the company is expected to reveal more information about the project “in the coming months.” Sounds like prime TGA announcement material to me. –TE Project 007 It’s been four years since IO Entertainment announced that it was working on a standalone 007 game in partnership with MGM. Since then, we’ve heard neither a peep nor a squeak from the developer as to the game’s progress... That is, until October, when CEO Hakan Abrak spoke briefly but enthusiastically about Project 007’s development with IGN. It’s not much to go off of, but c’mon: Developers don’t typically talk publicly about in-development projects unless they have something to say or they’re preparing to say something. The floor’s all yours, IO Interactive. –TE Everwild After it was revealed in 2019 and fully rebooted in 2021 , Rare’s Xbox exclusive Everwild was missing in action for years — until Phil Spencer visited the studio in October 2024 and confirmed in a post on Threads that the game actually exists (“Great day at Rare, hanging out with the developers at their desks and playing Everwild”). When the team said in 2021 that the game was getting a reboot, 2024 was the projected release date, but obviously, that didn’t happen. This seems like exactly the type of Game Awards surprise that could turn up, though. Seems more likely than Silksong . — MM Analysis Events Gaming The Game AwardsRuben Amorim is adamant Marcus Rashford's exile is not a distraction for his Manchester United team-mates, revealing he has not spoken to the forward about his recent comments suggesting he wishes to leave. ( More Football News) Rashford was absent from United's squad for the third matchday in a row on Sunday, as they suffered a humiliating 3-0 defeat to Bournemouth at Old Trafford. Since Rashford made his league debut, no player has scored more Premier League goals for United than the England international (87), while he has also managed 40 assists, which means he leads in terms of overall goal contributions (147). However, Rashford only has 11 goals in 48 league appearances since the start of last season, with his performances under former boss Erik ten Hag attracting fierce criticism. BY Stats Perform After being left out for United's 2-1 derby victory over Manchester City earlier this month, Rashford said he was "ready for a new challenge" in an interview with Henry Winter. Amorim has not discussed those comments with Rashford, and he remains certain that his decision to exile him is for the good of the team. "When I feel that it is the right moment, I will change something. Until then I will continue to think about what is best for the team," Amorim said about Rashford's absence. "I speak with him every day, not about the interview but about the performance. It's my decision. He wants to play. He is trying. It's my decision, only my decision. "I'm trying to do things my way. It's the only way I know... if I don't do that, I will lose myself and I will not lose myself. I know what I'm doing." Asked if the saga could prove a distraction for anyone else at Old Trafford, Amorim said: "It's not for me. "Not for the other players because everybody is there every day during training, they understand. That is the key point. For the media and for the other people I cannot control that. "But I'm really focused and they know, I'm so clear in my message, everybody in Carrington knows what I'm talking about and what I want from Marcus and everybody else. "So it's not a distraction for us, maybe it is for the media but that is not my concern." Rashford appears likely to miss out again when United visit Wolves on Boxing Day. The Red Devils have won seven of their last eight league games against Wolves, though their upcoming opponents are unbeaten in their last seven league matches played on Boxing Day (five wins, two draws).Ever since it was announced, there has been some confusion over just what actually is. The video game-themed anthology streaming on Prime Video — helmed by creator Tim Miller — is a collection of animated shorts, each based on a different gaming property. So there’s a episode that explores the character’s origin and a episode that attempts to create a metanarrative around the concept of a roguelike. It’s an interesting idea let down by a lack of interesting ideas. The 15 shorts are almost universally dull and manage to neither make their source material seem compelling nor provide new insights for existing fans. The real confusion is who this is actually for. The main problem is how homogenous is. Working directly with game publishers, the show pulls from an oddball but also impressively global list, with titles like Chinese megahit and Korean shooter . But despite featuring a large variety of video games, its episodes all feel very samey. It’s kind of the opposite of , which featured a number of different styles and tones as it explored horror and sci-fi. That’s how we got beautiful episodes like the trippy “The Very Pulse of the Machine.” , on the other hand, mostly utilizes a gritty, hyperrealistic style that makes almost all of its episodes look identical. It’s sort of like watching a nonstop barrage of cutscenes at E3 and not being able to tell the games apart. This works for some stories. The episode is appropriately grimdark. But I can’t say I really needed a hyperviolent take on Pac-Man. I’m not kidding: the Pac-Man episode is probably the goriest in the entire series, turning a classic arcade game into a brutal survivor story with copious blood and death. (The episode’s big twist is also the stupidest thing I’ve seen all year, and I sat through all of .) There are a handful of deviations that attempt to add some color and vibrancy, but they all end up looking like . The worst offender is the episode, which tries to merge a realistic style with an anime aesthetic and just comes off as an awkward, ugly mix of the two. It’s more than just how looks, though. The series is also dreadfully dull. The majority of episodes feel like the opening scene of a much bigger story, ending right when things seem to be getting interesting. Ideas repeat themselves a lot. There are no less than three episodes — based on , , and — that all try to tell a metastory about the concept of dying in a video game. And when the show does attempt some creative liberties, like with Pac-Man, it devolves into a bland attempt at edgy violence. Two of the strangest episodes are based on games you can’t actually play right now. One is set in the world of the now-infamous multiplayer shooter , which was the most disastrous launch in PlayStation history, resulting in the abrupt closure of both the game and its development studio. The other episode is based on , an upcoming roleplaying game published by company Wizards of the Coast. In another timeline, these episodes would be the ideal opportunity to show what makes these futuristic worlds unique and worth exploring further in a game. In reality, they make both and seem like the most generic science fiction stories imaginable. I’m struggling to come up with a single distinct thing to say about either. Really, is best summed up by its final episode. Called “Playtime,” it follows a bike courier in a near future world that looks like an AR-infested hellscape. Very quickly, she’s handed a mysterious package that pulls her into what can only be described as a PlayStation commercial. She’s chased by soldiers, avoids attacks from Kratos, and has a sweet moment with Sackboy. There’s no story. It’s a collection of Easter eggs tied to a brand, a chance to spot things you recognize from playing the games. Across its 15 episodes, fails to explain why any of these worlds are worth exploring, while at the same time failing to offer anything new for those already in the know. It sits in an awkward, empty middle ground. After watching all of it, I’m somehow more confused than before I started. Secret LevelFormer Israeli president celebrates country’s oldest university with colourful comments

, /PRNewswire/ -- In an upcoming , M. , Founding President of Nazarbayev University (NU) and a key architect of education reforms, will address the escalating scandal surrounding financial mismanagement at the country's flagship higher education institution. The crisis gained public attention following the announcement of the state audit results of Nazarbayev University. The revelations have sparked widespread concerns about transparency and oversight at one of most prestigious universities. Adding to the controversy are allegations of financial mismanagement involving the New Generation Foundation, the Jusan Group — entities originally established to ensure the long-term financial sustainability of NU and Nazarbayev Intellectual Schools (NIS). Questions have also been raised about the state of affairs at NU's Social Development Fund. Reports suggest that funds may have been misappropriated, triggering outrage from students, educators, and civil society. In response, a student initiative group from Nazarbayev University issued an open letter demanding the release of both the state audit and NU's internal audit of the Social Development Fund. The letter also calls for greater accountability, enhanced transparency, and the protection of students' rights. This appeal reflects mounting frustration with the university's leadership and a growing demand for immediate corrective action. interview will shed light on these unfolding developments. As a former leader of NU, Katsu is uniquely positioned to analyze the root causes of the crisis, critique the university's response, and discuss the broader implications for education sector. The full interview can be found here: In light of recent controversies surrounding the financial governance of Nazarbayev University (NU) and Nazarbayev Intellectual Schools (NIS), an open letter from concerned students has surfaced, addressing the troubling mismanagement of funds and conflicts of interest. The letter highlights a series of financial decisions that led to the unraveling of key institutions meant to ensure the long-term stability of NU and NIS. The students are particularly concerned about the fate of the Jusan Group and the Nazarbayev Fund (NGF), which were once positioned to secure the financial future of these two leading educational institutions. Instead, they that significant funds were misappropriated and whole organizations lost, leading to the collapse of what was once a promising financial structure. In response, , the Founding President of Nazarbayev University, has also written , received by EU Reporter, addressing the ongoing crisis and providing his perspective on the unfolding situation. In his letter, Katsu outlines the rationale of engagement in the financial sector and the erosion of the initial vision for NU, highlighting the role of key financial institutions like and the NGF in securing a stable future for the university and NIS. He draws attention to the series of decisions that led to the loss of the former and calls for urgent remedial actions to prevent further damage to the institutions' credibility and financial stability In this exclusive interview with , , the Founding President of Nazarbayev University, sheds light on these pressing issues. He discusses the audit findings, the role of , and what must be done to restore trust and secure the future of NU and NIS. Bio: Mr. is the Founding President of Nazarbayev University. He held the position of President from until . He was Chair of the Board of Trustees of an affiliated secondary school system, the Nazarbayev Intellectual Schools, and of the University's hospital system. Prior to the assignments in , over the course of a 30-year career at the World Bank, Mr. held various positions including leading financial sector reform support for , Director for , and Vice President for and . After his retirement from the World Bank, he served for a few years on the US board of a youth-oriented international development NGO. Between 2011 and 2015 he was an Advisory Panel member of the ASEAN+3 Macroeconomic Research Office (AMRO). Questions: - The decision to write the open letter was not made lightly. It was driven by a profound sense of responsibility to the students, faculty, and broader community of Nazarbayev University (NU) and Nazarbayev Intellectual Schools (NIS). These institutions were established with a vision to create world-class educational hubs in and establish a center of excellence for academic research. Ensuring their financial independence and long-term stability is a core requirement to achieve the two institutions' mission. However, recent developments revealed through state and internal audits have exposed serious breaches of trust. The misuse of funds from entities like the University's Social Development Fund, New Generation Foundation, and Jusan Group directly threatens the sustainability of NU and NIS. These funds were meant to build up and guarantee the financial security of the institutions. Instead, we now see signs of embezzlement, mismanagement, and a concerning lack of accountability. The role played by key figures like the directors and executives of NGF, of (Executive Vice President of NU, a former Minister of Education) and (Vice President for Student Affairs and International Cooperation, Nazarbayev University) only adds to the gravity of the situation. By writing the letter, my goal was to bring transparency to the issue and to mobilize public attention and international scrutiny. If we allow these values to be compromised, we risk undoing more than a decade of progress. The letter serves as a call for accountability, reform, and most importantly, protection of the future of youth. - , designed to meet international standards in research, teaching, and governance. One of its founding principles was , which ensured that students were selected solely based on their ability and potential. This meritocratic foundation was not only an academic principle but a reflection of NU's mission to transform education system. Students, alumni, faculty and staff have worked hard to build NU's name. Now students, that the lowering of admission standards undermines this mission and risks eroding the university's reputation both domestically and internationally. Such changes create the perception that NU is moving away from its original vision of being a world-class institution. To restore confidence, NU must reaffirm its commitment to international standards, transparency, and academic rigor. Reverting to merit-based admissions and prioritizing excellence will send a clear message that the institution remains steadfast in its mission. In the Open Letter, I stated that in theory, a policy of opening the entry door wider, but then be resolutely strict in terms of progression and graduation based on academic integrity and merit could work. There are some cases globally. However, it can only work if there is a full commitment to integrity and merit, openness and transparency, and NU's original values are upheld. But unfortunately, what I have observed and heard about recent developments at NU does not make me optimistic. While administration is supposedly in a belt-tightening mode, new senior positions were created and filled with scant regard for a proper hiring process and qualification. Conflict of interest and restrictions on hiring family members have been discarded. These are just a few of the institutional changes that will inevitably bleed over into the academic fabric as well. Is this the example that senior management wants to present to our students? - Absolutely, but to be fair, this corporate governance crisis is not just limited to . The findings of reveal a systemic absence of check and balances and accountability that extends beyond these institutions. Mismanagement and theft, such as those involving , have not only undermined NU and NIS but also shaken public trust in leadership. The financial institutions linked to NU and NIS—Nazarbayev Fund, New Generation Foundation, and Jusan Group were designed to guarantee long-term financial stability for education in , securing the futures of NU and NIS for decades. However, NGF and Jusan Group's systematic depletion and dismantling highlight the country's struggle with accountability and the need for deep structural reform. This mismanagement reflects broader governance failings—particularly a lack of oversight, transparency, and mechanisms to prevent conflicts of interest. I cannot pronounce myself on the current status of the NF, but I would not be surprised if one discovers similar shortcomings there as well. I had called for an audit for some time until my departure but was not successful. The impact extends beyond education, affecting the economic and social fabric of . Addressing these issues requires not just reforms within these organizations but also a renewed commitment to governance, accountability, and emphasis on establishing the rule of law. - The original intent of the Nazarbayev Fund, New Generation Foundation, and Jusan Group was to provide NU and NIS with long-term financial stability. These entities were carefully designed to ensure that leading educational institutions could eventually operate in a manner less affected by state budget fluctuations. However, as the audits reveal, these institutions have been systematically mismanaged and looted, jeopardizing the financial future of NU and NIS. NU's survival and success now depend on a bold and transparent strategy. The first step is to rebuild trust with the public, students, and alumni by publishing the findings of both the state audit of NU and the internal audit of SDF. Then, those responsible are held accountable. Financially, NU must re-establish a diversified funding model. This includes rebuilding its endowments and enhancing additional revenue streams, such as a logical and sound tuition policy, executive education and collaboration with industry and business in the form of contract research. Transparency and governance reform will be key to attract donors and investors who believe in NU's mission and potential. - I have not had the opportunity to access the state audit report, thus it is difficult to comment. If the cited amount in mismanagement of over six years is true, it is scandalous. However, we do not know what the auditors' definition and criteria of mismanagement is. So, let's first find out what the report actually says. What is clear, however, is the and it is sobering. This SDF audit reveals a blatant disregard of corporate governance principles, where individuals entrusted with university resources prioritized personal gain over the mission of NU. The audit revealed that SDF management led by current constructed an intricate web of subsidiary entities, including abroad, to systematically evade the oversight and control of the University. Funds ( ) meant to assist students and faculty were used for personal gains of and questionable deals. Unfortunately, NU senior officials such as participated in such schemes. When I voiced my concern earlier over the developments at NU, it is largely because of the track record of senior officials there. For NU to move forward, it must adopt zero-tolerance policies for corruption, demand accountability from those responsible, and reform its governance structures to ensure transparency. - The claim of a lack of funds is a direct consequence of the systematic looting of resources from the New Generation Foundation and Jusan Group. These entities were explicitly designed to contribute to NU and NIS' long-term financial sustainability against the backdrop of reduced state funding. However, as I described in my Open Letter, these innovative financial structures have been undermined by mismanagement, and outright theft. For instance: Rebuilding financial stability will require recovering stolen assets, reforming governance structures, and restoring public trust through full transparency and accountability. - Accountability must begin with transparency. First, all findings from the audits should be made public, and independent investigations should be conducted to identify those responsible. No individual, regardless of rank or influence, should be above scrutiny. Second, legal consequences must follow where wrongdoing is found. legal system must demonstrate its independence and commitment to justice by prosecuting those who exploited these funds. Finally, governance reforms are essential. NU and its associated entities must implement stricter checks and balances, including external audits, whistleblower protections, and oversight committees with independent members. These steps are not just about rectifying past mistakes—they're about ensuring a future where such mismanagement cannot happen again. - The patterns that have emerged—opaque transactions, conflicts of interest, and questionable settlements—are deeply troubling. For instance, the transfer of assets to private hands under unclear terms raises red flags about the intentions behind such decisions. This exploitation puts the futures of NU and NIS at risk. These institutions were designed to be financially independent, insulated from political and economic volatility. The weakening of their financial foundations erodes their ability to deliver on their missions and betrays the trust of the Kazakhstani people, who have invested in these institutions through their taxes. The way forward requires not just recovering lost assets but rebuilding the governance systems that allowed this exploitation to occur. - The vision for NU was bold: to create an institution that could compete with the best universities in the world while serving as a model for higher education reform in . From day one, we envisioned NU as a hub for innovation, research, and leadership development—a place where the brightest minds could come together to solve the challenges of tomorrow. However, one should not forget that universities, in particular research universities, are a long-term endeavor. They are meant to educate and develop generations upon generations of leaders and professionals in a broad range of sectors, and thus contribute to the scientific, economic, and societal wealth of countries. Building a strong institution that can meet the test of time requires long-term and unwavering commitments to foundational values such as integrity, meritocracy, excellence, openness and transparency. But of course, strong financial support from government and other stakeholders is needed, especially in the first decades. Thus, it was understood that NU would be dependent on state funding (through education grants and capital investments) for the initial decades of its existence, while in the meantime it would develop other sources of financing such as through endowment funds, tuition, and contract research. The Nazarbayev Fund, NGF and the Jusan Group were integral parts of this vision. This overall construct allowed us to recruit world-class faculty, develop state-of-the-art facilities, and provide scholarships to talented students, many from underprivileged backgrounds. These resources weren't just financial—they were a vote of confidence in NU's mission and a recognition of the transformative power of education. The loss of these resources is a significant setback, but I do hope that NU can recover. The university must focus on rebuilding trust with its stakeholders—students, faculty, alumni, and the public. This starts with transparency in financial management and governance. Diversifying funding sources will be crucial. This includes rebuilding its endowments, engaging with the philanthropic community, and developing innovative revenue streams. But most importantly, NU must stay true to its mission and values. Financial stability is important, but it must never come at the cost of compromising the university's integrity or academic excellence. Restoring NU's credibility begins with transparency. For instance, the university must share the audit report with stakeholders, and openly address any major shortcomings highlighted in the audit, including financial mismanagement and governance failures. An independent investigation, followed by public disclosure of findings, will demonstrate a commitment to accountability. Next, an affirmation of NU's commitment to its foundational values and principles is needed. Next, institutional reforms are essential. This includes introducing stronger oversight mechanisms for financial and administrative processes, ensuring that governance boards are staffed with individuals of the highest integrity and independence, and that management, faculty and staff are recruited on the basis of transparency and merit. Fourth, NU must recommit itself to its founding mission of academic excellence. This means maintaining rigorous admission standards, prioritizing high-quality faculty recruitment, and fostering research that addresses national and global challenges. And finally, engaging the NU community—students, faculty, alumni, and parents—in shaping the university's path forward is critical. A transparent, inclusive process will rebuild trust and reaffirm NU's position as a leader in higher education. Educational reform is not just critical—it is foundational to economic recovery and long-term stability. The pandemic exposed vulnerabilities in education systems worldwide, but it also underscored the importance of adaptability, innovation, and resilience. For , investing in education means investing in the future. A well-educated population is essential for diversifying the economy, attracting foreign investment, and fostering innovation. Institutions like NU and NIS must lead the way by setting benchmarks for quality and demonstrating the value of education in driving economic progress. Moreover, reform must focus on equity. Expanding access to high-quality education for students from socially vulnerable backgrounds will ensure that economic recovery benefits all segments of society, not just the privileged few. - NU and NIS are more than educational institutions—they are catalysts for economic growth and social development. By equipping students with critical thinking skills, technical expertise, and a global perspective, they prepare the workforce needed to diversify economy. Their impact extends beyond classrooms. NU's research contributes to solving national challenges in areas like energy, healthcare, and technology. Meanwhile, NIS fosters innovation and leadership at the secondary education level, creating a pipeline of talent that benefits universities and industries alike. To sustain this role, NU and NIS must secure their financial stability. This includes strengthening governance, diversifying funding sources, and forging partnerships with the private sector and international organizations. These institutions are vital to future, and their success is intertwined with the country's broader economic ambitions. - The NU model is innovative, but its core principles—integrity, meritocracy, autonomy, and a focus on global best practices—are universally applicable. Many countries could benefit from establishing institutions that prioritize excellence and align with international standards. That said, successful implementation depends on adapting the model to local contexts. approach benefited from strong initial financial and political backing, and a vision that emphasized independence from political and state bureaucratic interference. Replicating this requires careful consideration of governance structures, funding mechanisms, autonomy and other values, and cultural factors. In countries where philanthropic traditions or financial resources are limited, the model may need to rely more on public-private partnerships or international collaborations. Ultimately, the NU experience demonstrates that ambitious goals in education are achievable with the right vision, leadership, and long-term commitment support. - The story of NU and its financial affiliates offers a critical lesson: no institution, no matter how noble its mission, is immune to mismanagement and corruption without strong governance. NU and NIS' financial pillars, namely the Nazarbayev Fund, NGF, Jusan Group, but also the SDF and NIS' Corporate Development Fund were designed to guarantee long-term financial sustainability, yet their exploitation demonstrates how quickly trust can be eroded when transparency and accountability are neglected. For any endowment fund or financial institution, the following lessons are clear: NU's experience is a cautionary tale but also an opportunity. By addressing these failures head-on, NU can emerge as a model for how institutions can learn from adversity and rebuild stronger than before. View original content to download multimedia: SOURCE EU ReporterAmerican Airlines ground stop has ripple effect at Boston's Logan Airport on Christmas Eve

NoneWhat is the best mattress for cold sleepers?NEW YORK (AP) — U.S. stock indexes drifted lower Tuesday in the runup to the highlight of the week for the market, the latest update on inflation that’s coming on Wednesday. The S&P 500 dipped 0.3%, a day after pulling back from its latest all-time high . They’re the first back-to-back losses for the index in nearly a month, as momentum slows following a big rally that has it on track for one of its best years of the millennium .

Hindu temple and cultural centre gets new facade, expands centre

A sensor has been developed to monitor fluctuating proteins within the body in real time. This is in the form of a new implantable medical device that functions ‘like a tree branch’ to grab proteins. The device comprises strands of DNA that stick to proteins, shake them off and then grab more proteins. To present the benefits of the device, the Northwestern University researchers used an animal study to deploy the device to accurately track biomarkers of inflammation (assessing protein biomarkers of inflammation in diabetic rats). Going forwards, the device could additionally track protein markers for other illnesses, including heart failure. According to lead researcher Shana O. Kelley , interviewed by Lab Manager : “The device’s design is analogous to a continuous glucose monitor that sits on your arm and measures levels right beneath your skin. You can see that your glucose levels are increasing in real-time. But then maybe you take your insulin, and your glucose goes back down.” Kelley adds: “You need to be able to measure trends in the wrong direction and trends in the right direction. It’s the same with proteins in inflammation. We need to track fluctuations in order to get a full picture of what’s happening in the body. This is a completely new capability — to be able to watch inflammation in real time. There are a huge number of applications that we are now beginning to explore.” The nanoscale sensors are described by the researchers are resembling ‘rows of bulbous pendulums’, each comprising a double-stranded cord of DNA. One end of the DNA strand is attached to an electrode, and the other end is attached to another bit of DNA that binds to a desired protein. When the researchers apply an alternating electric field, the pendulum-like sensors swing back and forth — flinging off proteins within a mere minute and catching others. The DNA sensors can ‘release’ their proteins after each measurement cycle, enabling continuous, real-time monitoring inside the body. For the animal study, the researchers designed sensors to bind to two protein cytokines, which are key markers of inflammation. Then they attached the device into the skin of rats with diabetes. Because diabetes and inflammation are tightly linked, many complications associated with diabetes are caused by inflammation. The sensors successfully measured concentration changes of both proteins within fluid. When the rats fasted or received insulin, the sensors tracked cytokine levels as they drifted down. Conversely, when researchers injected the rats with a substance that agitates the immune system, the inflammatory cytokine levels rapidly shot up. The research has been published in the journal Science , titled “Active-reset protein sensors enable continuous in vivo monitoring of inflammation.” Dr. Tim Sandle is Digital Journal's Editor-at-Large for science news.Tim specializes in science, technology, environmental, business, and health journalism. He is additionally a practising microbiologist; and an author. He is also interested in history, politics and current affairs.