the week in five charts Air India crash report, Shubhanshu Shukla, rains in Himachal
Since the onset of the monsoon on June 20, 72 people have died and 34 have gone missing in rain-related incidents across Himachal Pradesh.
Of the 471 affected roads, the maximum (310) were in disaster-hit Mandi district, while 1,199 power distribution transformers and 676 water supply schemes have also been affected, according to the State Emergency Operation Centre (SEOC).
A 'red' alert for very heavy to extremely heavy rainfall has been issued for Monday, July 21, for five of the 12 districts of the state, including Shimla, Kangra, Chamba, Sirmaur and Mandi.
Since June 1, the State has received just 5% more rainfall than normal, but the situation remains exacerbated in certain districts, especially Mandi as of July 20. Since July 1, the district of Mandi has received 88% more rainfall than normal.
Union Home Minister Amit Shah has directed the formation of a multi-sectoral central team in view of the rising frequency and intensity of natural disasters in Himachal Pradesh, an official statement said on Sunday (July 20, 2025).
The team will include experts from the National Disaster Management Authority, Central Building Research Institute Roorkee, Indian Institute of Tropical Meteorology Pune, Indian Institute of Technology Indore, and geologists, the statement said.
(2) Shubhanshu Shukla returns to Earth
Indian astronaut Shubhanshu Shukla and his fellow crew members on the Axiom Mission 4 (Ax-4) returned to Earth on Tuesday afternoon (July 15, 2025), as their SpaceX Dragon splashed down at 3:02 p.m. IST.
They returned from an 18-day sojourn on the International Space Station that was a first step for India's own ambitions for indigenous human spaceflight, with Mr. Shukla - a Group Captain in the Indian Air Force - selected as one of the Indian astronauts on the Gaganyaan Mission.
The four astronauts flew to the space station on the Dragon after it was launched by the Falcon 9 from the Kennedy Space Center in Florida on June 25. During the 20-day mission, the crew completed 320 orbits around the Earth, covering 8.4 million miles of spaceflight, Axiom Space said. They also completed over 60 research activities and 23 outreach events. The Ax-4 crew members departed from the orbiting laboratory on July 14.
(3) Air India AI-171 crash: Report flags fuel cutoff error
A preliminary report on the tragic crash of Air India flight AI-171, which went down shortly after taking off from Ahmedabad en route to London on June 12, 2025, was released by the Aircraft Accident Investigation Bureau (AAIB).
The report highlighted confusion in the cockpit moments before the crash and raised fresh concerns over the positioning of the aircraft's critical engine fuel cutoff switches.
On July 17, 2025, The Wall Street Journal, citing sources familiar with U.S. officials' early assessment of the evidence, reported that the captain may have cut off fuel supply to the engines. According to the report, the First Officer, who was piloting the Boeing 787 Dreamliner, questioned the captain moments after takeoff about his decision to move the fuel switches to the 'cutoff' position.
With no fuel flowing to the engines, the aircraft began losing thrust. The report said the fuel switches were then returned to the 'run' position, prompting the aircraft to automatically attempt an engine restart.
The pilots involved in the crash were Captain Sumeet Sabharwal and First Officer Clive Kunder, with total flying experience of 15,638 hours and 3,403 hours, respectively.
AAIB, the Directorate General of Civil Aviation, the Ministry of Civil Aviation, and Air India did not immediately respond to Reuters' requests for comment on the Wall Street Journal report. Boeing also declined to comment.
The Air Line Pilots Association (ALPA)-India said on Thursday (July 17, 2025) that the crew of AI-171 did everything they could to protect passengers and should be treated with respect rather than subjected to speculative criticism. The Indian Commercial Pilots' Association (ICPA), which represents narrow-body fleet pilots at Tata Group-owned Air India, had earlier stated on Sunday (July 13) that the crew acted in accordance with their training and responsibilities under difficult conditions, and should not be vilified based on conjecture.
Meanwhile, U.S. National Transportation Safety Board (NTSB) Chair Jennifer Homendy said on Friday (July 18, 2025) that media reports about the AI-171 crash were 'premature and speculative.'
(4) U.S. Supreme Court allows Trump to lay off nearly 1,400 Education Department employees
The U.S. Supreme Court on Monday (July 14, 2025) cleared the way for President Donald Trump's administration to resume dismantling the Department of Education, part of his bid to shrink the federal government's role in education in favour of more control by the states.
In the latest high court win for Mr. Trump, the justices lifted a federal judge's order that had reinstated nearly 1,400 workers affected by mass layoffs at the department and blocked the administration from transferring key functions to other federal agencies. A legal challenge is continuing to play out in lower courts.
The court's action came in a brief, unsigned order. Its three liberal justices dissented. These layoffs add to a series of layoffs that have happened in the federal government ever since Mr. Trump assumed office on January 20 this year.
A group of 21 Democratic attorneys general, school districts and unions behind a pair of legal challenges had warned in court papers that Mr. Trump's shutdown efforts threatened to impair the department's ability to perform its core duties.
Created by Congress in 1979, the Department of Education's main roles include administering college loans, tracking student achievement and enforcing civil rights in schools. It also provides federal funding for needy districts and to help students with disabilities.
Federal law prohibits the department from controlling school operations including curriculum, instruction and staffing. Authority over these decisions belongs to state and local governments, which provide more than 85% of public school funding.
Mr. Trump in March directed that the department transfer its $1.6 trillion student loan portfolio to the Small Business Administration and its special education services to the Department of Health and Human Services.
Although formally eliminating the department would require an act of Congress, the downsizing announced in March by Education Secretary Linda McMahon aimed to slash the department's staff to roughly half the size it was when Mr. Trump took office in January.
(5) Last minute efforts to save Nimisha Priya
The execution of Indian nurse Nimisha Priya, who is on death row at the Central Prison in Yemen's capital, Sanaa, for the alleged murder of a Yemeni national, has been postponed. It was scheduled to be carried out on Wednesday (July 16, 2025), official sources said on Tuesday (July 15, 2025).
It is understood that negotiation is currently underway to settle the matter with the family of the victim, Talal Abdo Mahdi, though details of the negotiation is yet to be known. Nimisha Priya has been on the death row in Yemen since 2018 for a 2017 murder of her then business partner.
An intervention by All India Jamiyyathul Ulama general secretary and Sunni leader Kanthapuram A.P. Aboobacker Musliar through his close friend and respected Yemeni Sufi scholar Sheikh Habib Omar bin Hafiz had positive results, with the Yemeni authorities postponing the July 16 execution of Nimisha Priya.
Mr. Musliar said talks had been underway with Talal's family to persuade them to pardon Nimisha Priya, despite their strong desire for retribution. However, social media posts purportedly by Talal's brother Abdul Fatah Mahdi indicated the family's resolute stance on retribution as per the Islamic law rather than accepting the blood money and pardon Nimisha Priya.
As the deadlock continues, the Indian government says it is in contact with 'local authorities' in Sanaa, as well as with some 'friendly governments' in the region to push for her release.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Scroll.in
43 minutes ago
- Scroll.in
‘Nalanda': Insights into ancient Indian practices of debate and argument
India was home to one of the world's oldest 'university-like' institutions, if not a university in the modern sense. The statement, however, reflects presentism, imposing contemporary meanings in the past. Therefore, it is no exaggeration to assume that Nalanda Mahavihara was a unique ancient institution of higher education with no other contemporary institution matching its excellence. Although Takshashila was an older, renowned institution on the Indian subcontinent, the intellectual contributions of Nalanda Mahavihara have had a far greater and fundamental impact on the modern and contemporary world. The global transmigration and diffusion of ideas from Nalanda is well documented and visible in our life-world. A modern spirit The recent title Nalanda: How It Changed the World by Abhay K captures the story and impact of the Nalanda Mahavihara on the modern idea and architecture of the university, along with an advanced scientific understanding of the world we live in. The book modifies the presentist approach by putting it upside down, and explains the idea and architecture of the modern university as a product of an intellectual and architectural movement initiated by the ancient Nalanda Mahavihara. Abhay K highlights the aspects of Nalanda that identify with the modern spirit of scientific enquiry and knowledge creation. Certain systems of enquiry and knowledge systems developed at the Mahavihara are still integral to the understanding and evolution of our material and spiritual surroundings. The book takes us into the ancient origins and evolution of Nalanda, its culmination as a Mahavihara, and the sad decline and destruction of an institution that was once the fulcrum of the most advanced and revolutionary ideas known to humankind. It is not a coincidence that the emergence of Nalanda Mahavihara took place in the suburbs of the most powerful capital city in northern India, given the symbiotic relationship between knowledge and political power. The book captures that Rajagriha (Rajgir in contemporary Bihar) was already a seat of power and knowledge before the development of Nalanda as the highest seat of learning and research. The city was known for the time spent in it by the greats – Jain Mahavira, Gautam Buddha and a number of other philosophers with different worldviews, including the heterodox Ajivakas and Lokayatis. The increasing political power and imperial ambitions of the city engaged and patronised the finest of scholars and philosophers from around the known world. The city emerged as a seat where a victory in debate established the prowess of a scholar. With the passage of time and the increase in the scale of the city and its political engagements, the political powers in Rajagriha decided to develop the nearby Nalanda village as the seat of knowledge, intellectual power and legitimacy. The book illustrates a couple of incidents when scholars from the southern part of the Indian Subcontinent came to seek recognition and livelihood through debate and became an integral part of Nalanda. Although Nalanda, as the known Mahavihara (university), emerged in the 5th century CE during the Guptas, King Ashoka had initiated it as a centre of Buddhist excellence with the establishment of a monastery. The Buddhist outlook, however, did not mean exclusion from other philosophical discourses as they thrived in the teachings, debates and scholarship on campus in Nalanda after the 5th century CE. This seat of knowledge stimulated the intellect and kindled the imaginations of the best minds of its time till its unfortunate decline and destruction. The book traces the trajectory that marks receding patronage, increased influence of rituals and the tantric Vajrayana Buddhism rather than the initial contemplative and scientific spirit in the later life of the institution. Nalanda attracted invaders who saw and equated it as the beacon of power of the emperors-in-charge. The ultimate blow was given by Bakhtiyar Khalji after which the university never returned and went into oblivion until its rediscovery. Multidisciplinary knowledge The book has taken a different approach from that of the historians. The author's mission through this is to highlight and tell the world the story of the seminal contributions that Nalanda Mahavihara made through its network of scholars and institutions established by them. Reading the book gives an insight into the ancient Indian culture of debate and argument that respected knowledge and treated it as a product of merit, mutual interaction and a heritage of humankind. Several important lessons may also be taken on the organisation, funding and the purposes of a university, as a few illustrations in the book are to be noted. The book refers to the recursive argumentation, inter and multidisciplinarity as the popular academic approaches at the Nalanda University. The recursive method, extensively used at Nalanda, is relevant to the exercise of establishing general principles and scientific theory building and testing in our times – primarily in computer science, logic and mathematics, to list a few. Multidisciplinarity at Nalanda was so important that the prestige and status of a scholar was judged not merely by the depth of knowledge but primarily by the hold, understanding and extent of the scholar's knowledge in various and multiple disciplines. The book notes that there was no violence among the students and scholars of different debating sects and schools at the Nalanda campus. This is remarkable as this academic ideal still inspires the best of the universities in the world. The book is a revelation of the global influence of Nalanda across time. It records the scholarly luminaries at Nalanda and the contributions of India and its intellectual network that looked towards Nalanda for learning and inspiration. The contributions of ancient Nalanda in the study of architecture, medicine, logic, mathematics, ophthalmology, art, language, translation, grammar, script, religion and book-culture are incomparable. The global footprints of the idea of Nalanda and its intellectual traditions are visible in the reverence it receives through the names of the institutions like Nalanda Institute for Contemplative Science (US), Nalanda Monastery (France), Institut Tibetan Nalanda (Brussels), Nalandaram Retreat Centre (Brazil), Nalanda-Sriwijaya Centre in Singapore and many more in other parts of the world. One of the not-so-visible and taken-for-granted footprints is structurally embedded in our computing systems, algebra and calculus, which cannot exist as they are without the 'zero' invented at Nalanda. At Nalanda, along with philosophy, there were many firsts in the field of mathematics and astronomy – like attributing sunlight as the source of moonshine, the earth rotates around its axis and many applications of trigonometric functions of spherical geometry. The book illustrates that the ancient world might not have globalised in the modern meaning of the word but knowledge and ideas were already a global product, Nalanda Mahavihara being the most important centre of dissemination pertaining to its seminal and transforming conceptual breakthroughs in science and philosophy. These ideas travelled to other parts of Asia and later to the West, whose scientific knowledge is built on some of the strong and essential foundations that the ancient Nalanda Mahavihara has contributed to the global body of knowledge. Nalanda was a magnet attracting curious scholars, appreciated merit and encouraged a spirit of enquiry that made its research faculty and facilities the most advanced in the world. Nalanda transformed the world with its ideas, and the impact has become part of our modern daily lives. The trajectory of the rise and fall of the spirit of scepticism and enquiry and the state of the art research, corresponds with the rise and fall of the great Mahavihara. All universities in the world may take a lesson or two from the history, architecture and legacy of Nalanda to transform the world further for the good of humankind. Nalanda: How it Changed the World is a capsule to revive that spirit. Saurabh Mishra is a Research Fellow at the Manohar Parrikar Institute for Defence Studies and Analyses.
Indian Express
2 hours ago
- Indian Express
We fund academic centres at IIT, and work long-term for creating impact: Rahul Mehta, founder, Mehta Family Foundation
Rahul Mehta is the founder of the Mehta Family Foundation (MFF), which partners with IITs to establish new academic centres offering bachelor's, master's, and doctoral degree programmes, along with support for research. Established in 1996 and headquartered in Texas, USA, the Bhupat and Jyoti Mehta Family Foundation was established by Rahul and his siblings in memory of their parents. The foundation has set up centres or schools at various IITs. Among them are the School of Biosciences at IIT Madras, Centre for Engineering in Medicine at IIT Kanpur, the School of Data Science and Artificial Intelligence at IIT Guwahati, the School of Health Sciences and Technology at IIT Guwahati, the School of Data Science & Artificial Intelligence at IIT Palakkad and IIT Roorkee. They have also recently launched the School of Sustainability and the School of Biosciences and Biomedical Engineering at IIT Indore. MFF works with IITs in the areas of infrastructure, curriculum, professorships, conferences, joint research projects, faculty visits, and scholarship programmes. They also work on building collaboration between their schools at IIT and international universities. Rahul spoke to on MFF's journey, the opportunities for growth of IITs, his experiences working with them, and the way forward for Indian research and innovation. Edited excerpts: Venkatesh Kannaiah: Could you tell us about yourself and the foundation? Rahul Mehta: I was born in Bombay and moved to the United States at a very young age. I was the first in our family to pursue higher education overseas in the US, and the experience was transformative. Over the years, I founded and built four software startups. These ventures gave me not only financial independence but also a sense of responsibility to give back to society. I established the foundation to honour my parents, and it is a family endeavour; my brothers and sisters are deeply involved, and we operate from Houston, Texas. Our mission is to create opportunities through education and innovation, particularly in areas that can drive long-term societal impact. Venkatesh Kannaiah: Tell us about your work with IITs in India, and what is different about your collaboration with them? Rahul Mehta: Our engagement with IITs began with a vision to address gaps in India's higher education, and our first initiative was funding a project at IIT Madras. At the time, India was already a powerhouse in computer science, producing global giants like Infosys and TCS. However, I saw a significant disparity when comparing Indian academia to its American counterparts. In the US, particularly in the early 2000s, about 50 per cent of academic research was focused on biological sciences; fields like biotechnology, bioinformatics, and bioengineering. In contrast, most IITs were heavily skewed toward computer science and traditional engineering disciplines, with little emphasis on biology-related programmes. This led to the creation of the School of Bioscience and Bioengineering at IIT Madras in February 2006. Our goal was to introduce a curriculum that exposed Indian students to the engineering aspects of biology. It was a pioneering effort — the first programme of its kind at an IIT. What makes our approach unique is our focus on impact over mere financial contribution. To achieve our goals, we don't just fund projects; we actively shape them. We work closely with IITs to design curricula, bring in global expertise, and foster collaborations that elevate the quality of education and research. That is the core of our model — active engagement to maximise impact. Venkatesh Kannaiah: How is your approach different from a typical philanthropy model? Rahul Mehta: Our approach is not the 'write a cheque and walk away' model. It is about getting deeply involved in the process. When we fund a programme, it's not a one-off transaction; it is a commitment to ensure that the centre is impactful. To build a world-class academic centre, you need more than just funding. You need a curriculum that reflects global standards, good faculty, and opportunities for students to engage with cutting-edge research. We facilitate all of this. For instance, we have a team of advisors/experts from institutions like Purdue and UC San Diego, who help design curricula. We also organise conferences and workshops, bringing together Indian and international academics to share knowledge and spark innovation. We funded the School of Bioscience and Bioengineering at IIT Madras in 2006, and even after more than 20 years, our relationship remains strong. They regularly consult us, invite us to participate in their planning, and involve us in their initiatives. Venkatesh Kannaiah: Why IITs and why these themes? Rahul Mehta: The decision to focus on IITs stemmed from personal familiarity and their reputation. My sister graduated from an IIT, which gave me early exposure to them. IITs attract India's brightest students and some of the best undergraduate talent in the world. Our initial focus was on biosciences and bioengineering, later followed by a Center for Engineering in Medicine at IIT Kanpur and the School of Health Science and Technology at IIT Guwahati. In 2017, we recognised artificial intelligence (AI) as the next frontier. I wrote a paper urging IITs to prioritise AI, as it was becoming a transformative force globally. At the time, AI was not as mainstream as it is now. ChatGPT's release in 2022 brought it into the spotlight, but we saw its potential early. We funded AI schools at IIT Guwahati, Roorkee, and Palakkad, focusing on domain-specific applications like AI in healthcare, material science, and chemical engineering. The third pillar of our strategy is sustainability. India faces significant environmental challenges, such as maintaining food security in the face of climate change. Biosciences, AI, and sustainability are interconnected fields that, when combined, can produce groundbreaking innovations. Venkatesh Kannaiah: What have been your learnings from your collaboration with the IITs? Rahul Mehta: While the quality of IIT undergraduates is good, the challenge is to expose them to cutting-edge technologies and global perspectives. Second, we have learned that Indian research needs to evolve. While India produces many PhDs, the focus should shift toward interdisciplinary, globally collaborative research that drives innovation. We have a team of advisors through our MFF CARE Initiative — Collaborative for Academic Research and Excellence, where we tap into a network of thousands of Indian-origin professors in the US who are eager to contribute to India. Our foundation facilitates these collaborations, connecting Indian academics with global experts. Venkatesh Kannaiah: Can you give us some idea of the number of students who have graduated from your centres? Rahul Mehta: Across all our programmes, we have created capacity for 3,000 students, including 1,500 BTech and 1,500 Master's and PhD students. This is significant, as our efforts have added more capacity than some newer IITs, like Palakkad or Tirupati, which have around 1,800 students. Over the past five years, approximately 10,000 students have graduated, with 2,500 BTechs and over 3,000 currently enrolled. That's the kind of scale we are talking about. Money is just one input. The time, energy, and expertise we invest in curriculum design, faculty support, and global collaborations are critical. Venkatesh Kannaiah: Tell us about what needs to change in the IITs. Rahul Mehta: IITs are doing a lot of things right; they attract good talent and produce graduates who excel globally. But to compete on the world stage, India needs to scale up. First, they need to increase capacity at each location from 2,000 students to 10,000 or more. Second, they need better leadership training and succession planning for directors, deans, and faculty. Some faculty should have the option to pursue administrative careers, as is the case in Western universities. Third, the research ecosystem needs to be more multidisciplinary and collaborative. Currently, Indian faculty often find it easier to collaborate internationally than within India. We need to foster a culture of teamwork across disciplines and institutions. Venkatesh Kannaiah: Can you tell us about any interesting tech innovations or interventions that have come out of your collaboration with IITs? Rahul Mehta: One standout example is the cancer biobank at IIT Madras, one of India's first. It collects tissue samples from local hospitals to study differences between Indian and Western cancers, addressing the unique Indian genome. This is critical because most drugs are tested on Western populations, and we need to understand how they work for Indians. At IIT Madras, researchers have created models to help doctors figure out how old a baby is inside the womb during pregnancy. This is helpful as about half of pregnant women in India miss their first checkup. These models are designed specifically for an Indian context and are now being used in hospitals in Tamil Nadu and at army hospitals. At IIT Madras, researchers have created a special reference genome, like a genetic map, using DNA from 10,000 healthy people across 83 different groups in India. They used this to build a genomegraph, which helps make custom genetic maps for different Indian communities. This project is a digital public good, and it is freely available to help doctors and researchers find India-specific disease patterns. We are also working on a Bharat Cancer Genome Atlas, and we plan to host India-specific cancer genomic data for various cancers prevalent in India. At IIT Kanpur, our Centre is making progress in prostate cancer research, with results that could lead to new treatments. We have developed patented solutions for cancers, blood disorders, and neurodegenerative disorders and are partnering with companies to bring these innovations to the market. Researchers have invented a special kind of insulin that stays stable even at high temperatures. This discovery of thermostable insulin has led to several research papers and patents. We have also developed a Brain-Machine Interface for restoring hand movements in patients paralysed by stroke, in collaboration with NIMHANS Bengaluru. At IIT Roorkee, we have been focusing on innovative, AI-driven, urban mobility transportation solutions and have successfully launched a few products. Researchers at the centre have also developed a new method called Zero-Shot Knowledge Distillation (ZSKD), which is an easier way to make smaller, faster machine learning models without needing the original training data, which is often kept private or secret for safety or business reasons. This groundbreaking method has found a mention in over 300 research papers. Venkatesh Kannaiah: What are your thoughts on the university-research-innovation ecosystem in India? Rahul Mehta: The ecosystem has potential but needs improvement. India funds a large number of PhDs, which is a strength, but the focus needs to be on impactful research. Indian faculty also need to collaborate more within the country, not just internationally. It is about translating research into economic and social benefits. Venkatesh Kannaiah: Where is the Mehta Family Foundation headed 10 years from now? Rahul Mehta: I hope to expand our reach to support 10,000 students, up from 3,000 today, in cutting-edge fields like AI, robotics, global health, and sustainability. Venkatesh Kannaiah: What are your three asks from the government? Rahul Mehta: First, dramatically increase educational capacity to provide opportunities for more students. Second, promote research collaboration, both within India and globally, to drive innovation. Third, focus on translating research into economic prosperity and social impact by creating jobs.
Hindustan Times
2 hours ago
- Hindustan Times
Four IIT-Kanpur profs to impart AI training to Uttar Pradesh MLAs, schedule worked out
Professors from the Indian Institute of Technology-Kanpur (IIT-K) will conduct classes over two days for members of the Uttar Pradesh legislative assembly in order to introduce them to the fundamentals of artificial intelligence (AI) and its potential use in governance. The workshop will feature hands-on demonstrations, as well as examples of software solutions developed at IIT-Kanpur, to showcase indigenous efforts in AI. (PICTURE FOR REPRESENTATION) In its July 17 edition, HT was the first to report ('AI to help UP MLAs with digitisation of files, reports') that the upcoming monsoon session of the UP assembly will see a special IIT-Kanpur designed class on artificial intelligence for legislators, aimed at motivating them to use technology for various legislative works. Now, the details of the training schedule have emerged. The sessions will be held on the assembly premises and they will involve four faculty members from IIT-K's department of computer science and engineering. The programme aims to familiarise legislators with AI tools, their practical applications, and the ethical and technical nuances involved in their use. Prof Nitin Saxena, who is leading the initiative, said the workshop will cover a range of tools, including ChatGPT, and show how public representatives can deploy them in their day-to-day responsibilities such as drafting official notes, organising surveys, conducting constituency research and enhancing public communication. 'One of the key aspects of the training is to inform legislators that not everything generated by AI tools is accurate,' Prof Saxena said. 'Equally important is knowing how to spot such errors and exercise human judgment when using platforms like ChatGPT.' Through Saxena and his team, legislators will also be introduced to a curated list of AI tools that can support governance, improve transparency, and make decision-making more data-driven — a skill set increasingly relevant in public administration. The workshop will feature hands-on demonstrations, as well as examples of software solutions developed at IIT-Kanpur, to showcase indigenous efforts in AI. Following the initial session, MLAs interested in delving deeper into the subject will be invited to the institute for further training. Prof Saxena added that the material being shared is already available in the public domain. 'The idea is to make this knowledge accessible and actionable in legislative contexts. We will also touch upon the economics of AI and its emerging role across governance.' The state government's initiative has drawn appreciation for attempting to bridge the technological literacy gap in politics at a time when AI is reshaping policy-making across the world. The schedule for the sessions has already been finalised, with professors set to begin instruction in the coming weeks.
