Fortnite-maker Epic Games is suing tech giants Google and Samsung, it announced Monday, accusing them of illegally colluding to block competition on Samsung devices.
CEO Tim Sweeney said his company would file a claim in a US federal court in California, the same jurisdiction where the company won a years-long legal battle with Google in 2023.
He said he would take the fight to authorities in Europe and Asia if necessary, amid his long-running battle to force Apple and Google to open up their smartphone to other app stores.
“This is a major global fight, which is ultimately for the right of consumers to get all the benefits of competition and choose freely who they want to do business with,” Sweeney told reporters.
The latest lawsuit focuses on Samsung’s Auto Blocker feature.
Epic claims that feature was implemented in coordination with Google to undermine a recent US court decision against Google’s app store practices.
Following that decision, Epic in August launched its own app store, which allows users to bypass the Google-run store and offer content directly to smartphone users.
Epic alleges that Auto Blocker surreptitiously blocks the new app store and others like it by obstructing the ability to install apps from sources other than the Google Play Store and Samsung Galaxy Store.
Epic said that in July 2024, Samsung changed Auto Blocker from an “opt-in” feature to the default setting, forcing users to navigate a cumbersome 21-step process to download apps from third-party stores or the web.
Epic argues that this move cements Google Play Store’s monopoly and violates the jury verdict in Epic’s court victory against Google.
In that case, a jury found Google’s app-store practices, including agreements with phone manufacturers, to be illegal.
“Allowing this coordinated illegal anti-competitive dealing to proceed hurts developers and consumers and undermines both the jury’s verdict and regulatory and legislative progress around the world,” Epic stated in its announcement.
Epic, maker of the hugely popular Fortnite video game, is asking the court to prohibit what it calls anti-competitive conduct and mandate that Samsung remove Auto Blocker as the default setting on its devices.
As part of Epic’s ongoing battles with major tech companies over app store policies and fees, the company previously sued Apple, in a case it mostly lost, and Google, arguing that its app store practices are monopolistic and harm developers and consumers.
The new lawsuit comes at a time of increasing scrutiny of big tech companies’ market power by regulators and lawmakers worldwide, with new laws passed in Europe, Japan and South Korea limiting the way the giants can do business.
Google and Samsung have not yet publicly responded to the lawsuit.
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Epic Games sues Google and Samsung over app store (2024, September 30)
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Young people in Britain could be forgiven for despairing at the financial pressures they face—and feeling that previous generations enjoyed a much fairer economic environment. Then just to add to their worries about home ownership and a precarious jobs market, along comes the gloomy announcement that the UK’s public debt is now 100% of GDP.
That debt burden will have to be carried by tax-payers for decades to come. Paying the interest—just the interest—of the country’s debt currently accounts for around 7.3% of public spending. That’s more than what is spent on defense (4.8%) or transport (3.8%).
And while some of what’s left will go to towards essential future public services, it will also go towards fixing problems caused by a historic lack of public investment (less money being spent by previous generations) in water, railways and other crucial infrastructure.
In fact, in the 1980s much of that infrastructure was used by the UK government to help finance itself, with assets including British Gas sold off at a bargain price. Those baby boomers and older generations who could afford to buy shares often made a decent profit.
There are other kinds of costs that today’s younger generations have had to bear too. During COVID lockdowns, universities and schools were closed as the young were forced to stay at home, predominantly to protect the elderly. They have lost the freedom to live and work in the EU after 60% of retired people voted for Brexit, while most young people voted against. Leaving Europe has also made the UK less well-off.
But not everyone is poorer. In the last 20 years, the average income of pensioners has increased on average by more than 50%, while that of working-age adults has risen by less than 10%. The median income of pensioner households is now higher after housing costs than that of households with children.
Most of the country’s wealth is now in the hands of older people. In 2018, one in four people aged over 65 was living in a household with a total wealth of over a £1 million pounds. Poverty rates of pensioners are now lower than for the rest of the population.
Yet pensioners receive all sorts of unconditional discounts and benefits, such as free or discounted public transport. Their income is exempt from national insurance contributions, and there is a triple-lock on state pensions, which is guaranteed to grow faster than work income.
Until recently, the winter fuel allowance meant that anyone born in 1944 or before received £300 (reduced to £200 for younger pensioners).
One reason for this reluctance to prise money from older people may be that while most pensioners are doing better (compared to the working population) this is not true of the poorest ones. Also, some pensioners do not claim the benefits they are entitled to, and the last thing a civilized society wants is to let its older people freeze.
But the apparent economic divide raises a broader question about inter-generational justice. What does one generation owe the generations that follow?
And it’s not just about money. Global warming is another thing older people have not spent most of their lives having to pay for, with the burden for repairing environmental damage again falling mostly on the young.
Perhaps a fair philosophical approach would be that it’s OK to leave certain costs to be paid in the future if the next generation can generally expect to live longer and in better health, with more consumer choice and comfort, and an improved quality of life.
In that sense, many people, however old they are, would probably sympathize with young people today. And they may even argue that it’s time for the government to focus on policies that explicitly benefit the young—like house building, different forms of taxation or subjecting pension income to national insurance.
Such changes would provide a dramatic shift towards an economic system which seeks to redistribute wealth not just among citizens—but between the generations.
Citation:
The boomer generation hit the economic jackpot. Young people will inherit their massive debts (2024, September 29)
retrieved 29 September 2024
from https://phys.org/news/2024-09-boomer-generation-economic-jackpot-young.html
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The World Health Organization (WHO) has just published alarming statistics showing that employee mental health issues result in a US$1 trillion (£747 billion) loss in productivity each year. The WHO has called on employers to take urgent action by introducing comprehensive well-being programs to tackle the escalating mental health crisis in the workplace.
But the problem is that many workplace well-being programs don’t work. A UK study which looked at 46,336 employees from 233 organizations found there was no evidence that a range of common workplace well-being initiatives—including mindfulness and stress management classes, one-to-one mental health coaching, well-being apps or volunteering work—improved employee well-being.
So despite companies investing over US$60 billion annually worldwide in well-being programs, they appear to make little impact.
There are a number of reasons why these programs don’t work—and understanding them is the only way companies will be able to make these programs effective.
Motivation
Organizations often opt for easy-to-implement initiatives, such as hosting well-being talks or offering mindfulness or yoga classes. They then complain that employees don’t attend or don’t appreciate them.
Many employees say they don’t attend these activities because they find them irrelevant, unhelpful or they don’t value them enough to attend—meaning their workplace has failed in identifying their needs.
Understanding what motivates people to participate in well-being programs is crucial in improving its effectiveness. For example, one survey found employees were more interested in learning about healthy lifestyles than having a discussion about stress management. Although not directly related to mental well-being, prioritizing these kinds of talks would have a greater effect on improving well-being in the end.
Content matters
Well-being programs tend to be more effective for people whose well-being is average or below average. So when people with high levels of well-being participate in such programs, they often see little benefit. This can make it appear the program isn’t effective—when in reality, it still is for those who need it most.
This is why it’s so important to determine what type of help employees need most when designing well-being programs.
For employees who aren’t experiencing poor mental health, a program that primarily addresses depression or anxiety may be less effective as they’re probably already practicing many of the strategies such programs would discuss. But if the well-being program goes beyond reducing symptoms and focuses on promoting flourishing, meaning and purpose in life, it could provide value to a broader audience.
This is where a program designed by an expert in positive psychology would be beneficial in workplaces. Positive psychology is the science of well-being. It focuses on building on the positive aspects of life that make life worth living—rather than solely addressing symptoms of mental ill health which only affect 10%–20% of the population.But positive psychology measures still have a positive impact on those who experience mental health issues at the same time. They include such activities as identifying and using your character strengths at work, re-thinking your past events positively, learning optimism or practicing gratitude.
The content of workplace well-being programs is crucial. Avoiding generic self-help approaches will enhance their overall impact.
Even a person’s genetics can significantly affect whether such programs have any impact. Research shows that people who have a higher genetic predisposition towards change are more likely to benefit disproportionately from these programs—and their positive effect tends to last longer.
All of these factors should be carefully considered when designing a workplace well-being program. And given how difficult this will make it to design one that’s effective, it’s important employee well-being programs are actually developed by experts in the field—not consultants who lack in-depth knowledge of psychology.
Implementation
The way a well-being program is implemented is just as important as its content—though this aspect is often overlooked by well-being consultants.
To maximize the impact a well-being program has in the workplace requires careful attention not only to the content but also how it’s implemented.
There are many nuances involved in designing a workplace well-being program. Employers must ensure the programs they offer not only promote well-being but also avoid causing unintended harm to others in the process. Consulting experts who know the nuances of psychology and of well-being programs is key, as they will ensure programs will be effective and helpful. Programs that combine positive psychology and lifestyle medicine (which focus on helping people improve their health and fitness) may be particularly beneficial in workplaces.
Citation:
Workplace well-being programs often don’t work—but here’s how to make them better (2024, September 29)
retrieved 29 September 2024
from https://phys.org/news/2024-09-workplace-dont.html
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A new study published in Nature Ecology & Evolution lifts the veil on what happens when octopuses and fish hunt together. As it turns out, this cross-species relationship is more complex than anyone expected.
Animals of the same species often cooperate—work together to reach some kind of goal. But it’s relatively rare to find cooperation between individuals from different species.
A classic example you’ll be familiar with is the close relationship between dogs and humans, whether in the context of herding sheep or hunting. In these situations, the dog and the human work together to achieve a goal.
That’s mammals. But underwater species also sometimes cooperate. A nice example is the joint hunting behavior of moray eels and grouper. The grouper approaches the moray and signals that it wishes to hunt. The eel responds in kind, and off they go.
During these hunting forays, the grouper uses signals to indicate where prey may be hidden in the coral matrix. It’s a synergy made in heaven: the eel can scare the prey fish from hiding places among the coral, while the grouper patrols over the top. There is literally no place for prey to hide.
For the eels and grouper, the chances of catching their dinner are greatly improved when hunting together compared to hunting on their own.
Who’s in charge here?
While researchers have described these behaviors before, one question remains unanswered. Who, exactly, is in charge of these cross-species interactions?
Who decides what they are going to do, where and when? Are the different players “democratic,” in that they come to some form of compromise, or does one species take the lead and the other simply follows (that is, they are “despotic”)?
In an international collaboration, biologist Eduardo Sampaio and colleagues have investigated cross-species interactions between the usually solitary day octopus (Octopus cyanea) and several fish species, such as goatfish and groupers.
The fish and the octopus share a common goal—to increase their hunting efficiency. The traditional view of octopus-fish hunting groups assumed that the octopus is the producer, and the fish simply follow along and opportunistically pick up the scraps.
With its long, flexible arms, the octopus explores all the nooks and crannies of the hunting ground, flushing out prey the fish can then take advantage of. In this scenario, the octopus would be solely in charge of decisions and the fish just follow (that is, it’s an exploitative, despotic relationship).
However, when researchers took a closer look, it appeared perhaps this relationship is not as simplistic as previously believed. But without fine-scale analysis providing hard evidence, it is difficult to work out the precise details of how this cooperation works.
What did the new study find?
Using sophisticated behavioral analyses of 3D videos captured from 120 hours of diving, Sampaio and team found that each partner in the interaction plays a specific role. There was, in fact, no true leader—they are democratic.
The fish were responsible for exploring the environment and deciding where to move, while the octopus would decide if and when to move. Interestingly, controlled experiments showed the octopuses were guided by social information provided by the fishes.
When partnered with blue goatfish, the octopus foraging tactics where more focused and efficient. When partnered with blacktip groupers, they were less so. So, the nature of the hunting relationship varied depending on who’s involved.
The researchers concluded that, overall, success rates for capturing prey were higher for the octopus when foraging with fishy partners.
The details revealed by this study suggest this relationship is far more sophisticated than other cross-species hunting associations examined to date.
Despite the huge evolutionary gap between these animals (the equivalent of about 550 million years), both fish and octopus show clear signs of social competence and advanced cognition.
More information:
Eduardo Sampaio et al, Multidimensional social influence drives leadership and composition-dependent success in octopus–fish hunting groups, Nature Ecology & Evolution (2024). DOI: 10.1038/s41559-024-02525-2
Citation:
Octopuses work together with fish to hunt—and the way they share decisions is surprisingly complex (2024, September 29)
retrieved 29 September 2024
from https://phys.org/news/2024-09-octopuses-fish-decisions-complex.html
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This photo provided by The Peregrine Fund and the Bureau of Land Management shows California condors inside a pen before being released on Saturday, Sept. 28, 2024 from Vermillion Cliffs National Monument in Arizona, about 50 miles (80 kilometers) from the Grand Canyon’s North Rim. Credit: The Peregrine Fund and the Bureau of Land Management via AP
By all accounts, Milagra the “miracle” California condor shouldn’t be alive today.
But now at nearly 17 months old, she is one of three of the giant endangered birds who got to stretch their wings in the wild as part of a release this weekend near the Grand Canyon.
Even after the door was opened Saturday, the birds didn’t immediately leave their pen. After 20 minutes, one condor left the pen, followed 20 minutes later by another condor.
Then, after sitting in the pen for an hour and 20 minutes, Milagra exited the enclosure and took flight. When a livestream of the wildlife release ended, a fourth condor remained in the pen, not ready to leave. For Milagra, there is no more appropriate name for a young bird that has managed to survive against all odds. Her mother died from the worst outbreak of avian flu in U.S. history soon after she laid her egg, and her father nearly succumbed to the same fate while struggling to incubate the egg alone.
Milagra, which means miracle in Spanish, was rescued from her nest and hatched in captivity thanks to the care of her foster condor parents.
The emergency operation was part of a program established about 40 years ago to help bring the birds back from the brink of extinction when their numbers had plummeted to fewer than two dozen.
The Peregrine Fund and the Bureau of Land Management streamed the release of Milagra and the others online Saturday from Vermilion Cliffs National Monument, about 50 miles (80 kilometers) from the Grand Canyon’s North Rim.
Condors have been released there since 1996. But the annual practice was put on hold last year due to what is known as the “bird flu.” Highly Pathogenic Avian Influenza killed 21 condors in the Utah-Arizona flock.
“This year’s condor release will be especially impactful given the losses we experienced in 2023 from HPAI and lead poisoning,” said Tim Hauck, The Peregrine Fund’s California Condor program director.
Today, as many as 360 of the birds are estimated to be living in the wild, with some in the Baja of Mexico and most in California, where similar releases continue. More than 200 others live in captivity.
This Dec. 23, 2023 image provided by The Peregrine Fund shows a young condor named Milagra while at the World Center for Birds of Prey in Boise, Idaho. Credit: Kelsey Tatton/The Peregrine Fund via AP
The largest land bird in North America with a wing-span of 9.5 feet (2.9 meters), condors have been protected in the U.S. as an endangered species since 1967. Many conservationists consider it a miracle any still exist at all.
Robert Bate, manager of the Vermilion Cliffs monument, said the release was being shared online in real time “so that the scope and reach of this incredible and successful collaborative recovery effort can continue to inspire people worldwide.”
California condors mate for life with a lifespan up to 60 years and can travel up to 200 miles (322 kilometers) a day, which they have been known to do as they move back and forth between the Grand Canyon and Zion national parks.
The Peregrine Fund started breeding condors in cooperation with federal wildlife managers in 1993. The first was released into the wild in 1995, and it would be another eight years before the first chick was hatched out of captivity.
The fund’s biologists typically don’t name the birds they help raise in captivity, identifying them instead with numbers to avoid giving them human characteristics out of respect for the species.
They made an exception in the case of #1221, aka Milagra. They saw her journey as emblematic of the captive breeding program coming full circle.
Milagra’s foster father, #27, was hatched in the wild in California in 1983. He was one of the first brought into the program as a nestling when fewer than two dozen were known to still exist worldwide.
Convinced it was the species’ only hope for survival, the U.S. Fish and Wildlife Service made an unprecedented, risky decision back then to capture the remaining 22 known to exist to launch the breeding program. Over time, it has grown with assistance from the Oregon Zoo, Los Angeles Zoo and San Diego Zoo Safari Park.
“Once they realized California condors were great parents in captivity, they started allowing them to raise their own species,” said Leah Esquivel, propagation manager at the fund’s World Center for Birds of Prey in Boise, Idaho.
Like all California condors in the wild today, Milagra’s biological parents were products of the program.
This photo provided by The Peregrine Fund and the Bureau of Land Management shows a California condor is released from a pen on Saturday, Sept. 28, 2024 from Vermillion Cliffs National Monument in Arizona, about 50 miles (80 kilometers) from the Grand Canyon’s North Rim. Credit: The Peregrine Fund and the Bureau of Land Management via AP
Milagra’s mother, #316, laid her softball-sized egg in a cave on the edge of an Arizona cliff in April 2023—one of her last acts before she succumbed to avian flu. Sick himself, her biological father, #680, did his best to tend to the egg, but prospects for survival dwindled. So, when he made a rare departure from the nest, biologists who had been monitoring sick condors swooped in and snatched the lone egg.
“(He) was so focused on incubating the egg that he was not leaving to find food and water for himself, risking his own life,” Peregrine Fund spokesperson Jessica Schlarbaum said.
They stashed the fragile egg in a field incubator and raced 300 miles (480 kilometers) back to Phoenix, not unlike a human transplant team carrying a heart in an ice chest.
To the amazement of all, the egg hatched.
Milagra tested negative for the avian flu and spent about a week at the Liberty Wildlife Rehabilitation Center in Mesa, Arizona, before she was taken to fund’s breeding facility in Idaho, where the foster parents took her under their wings.
Esquivel, the propagation manager, said Milagra’s foster mother, #59, has raised eight nestlings in her lifetime.
Esquivel described #59 as unique. While the bird never mates, she goes through all the other breeding motions each year and lays an egg.
“Her eggs are obviously infertile, but since she is a great mother, we use her and her mate to raise young,” Esquivel said. “We just swap the infertile egg out with a dummy egg, then place a hatching egg in the nest when we have one available for her.”
Milagra’s foster dad has sired about 30 young and helped raise nestlings in captivity for years.
After spending about seven months with foster parents, the youngsters head off to “condor school” in California to learn the basics: eating communally, strengthening muscles for flight and learning to get along with fellow condors.
For the biologists, recovery partners, volunteers and others who have persevered over the last year, Hauck summed up Saturday’s release of the birds from this year’s graduating class as “a moment of triumph.”
Citation:
A rare condor hatched and raised by foster parents in captivity now gets to live wild (2024, September 29)
retrieved 29 September 2024
from https://phys.org/news/2024-09-rare-condor-hatched-foster-parents-1.html
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