Fortnite players worldwide are currently unable to access the popular battle royale game as Epic Games conducts scheduled maintenance to roll out version 40.00, marking the transition to Chapter 7 Season 2. The downtime, which began at 6:00 UTC on March 19, 2026, has rendered matchmaking and core game services unavailable, with Epic confirming the outage will last until approximately 11:00 UTC.

The Epic Games Public Status page lists Fortnite under maintenance, with game services, parties, friends, and messaging features marked as impacted. Matchmaking was disabled about 30 minutes before the scheduled start to prepare for the update rollout. As of mid-morning UTC—aligning with early afternoon in Seoul and other Asian time zones—maintenance remains in progress, and Epic has promised updates as necessary without specifying an exact resolution time beyond the planned five-hour window.

This extended downtime differs from typical patch maintenances, which often last 90 minutes to two hours. The longer period reflects the scale of the v40.00 update, which introduces a new season following the extension of Chapter 7 Season 1: Pacific Break. Originally set to conclude earlier in March, the season was prolonged by two weeks to March 19, allowing Epic additional time to finalize content for the sequel season. Leakers and community trackers had anticipated the change, with data mines showing preparations for fresh maps, weapons, and crossover events.

Downdetector and independent outage trackers show mixed user reports. While some platforms indicate elevated complaints related to game launch and server connections in the past 24 hours, many align with the known scheduled maintenance rather than an unexpected outage. No widespread unplanned disruptions have been reported beyond the planned window, contrasting with earlier issues in March, such as the March 5 login problems tied to the v39.51 patch that affected thousands and prompted Epic to issue statements on X.

Fortnite’s server architecture relies on a global network of data centers, primarily through Amazon Web Services, to handle millions of concurrent players. Maintenance periods like this one allow developers to deploy new assets, balance changes, bug fixes, and security updates while minimizing risks to live gameplay. The v40.00 patch is expected to bring significant additions, including refreshed Battle Pass rewards, new POIs (points of interest), weapon vaults, and potential collaborations—details Epic typically reveals shortly after servers return.

Players attempting to log in during the window encounter standard error messages indicating servers are offline or under maintenance. Companion apps, the Fortnite Item Shop, and creator tools may remain partially accessible, but core multiplayer modes—including Battle Royale, Zero Build, Reload, and Lego Fortnite—are inaccessible. Epic advises checking the official status page or @FortniteStatus on X for real-time updates.

The timing coincides with a key moment in Fortnite’s lifecycle. Chapter 7 Season 1, themed around Pacific Break, featured tropical environments, vehicle combat enhancements, and events like the South Park Born in Chaos pass and Winterfest holiday celebrations. Its extension provided breathing room amid development delays for Season 2, rumored to emphasize futuristic or high-tech themes with new mobility options and map alterations. Community speculation points to a major visual overhaul and competitive mode tweaks to refresh the meta ahead of major esports tournaments later in 2026.

Epic has faced criticism in the past for communication during outages, but recent seasons show improved transparency via proactive announcements. The March 19 window was flagged in advance on the status page, giving players notice to complete matches or challenges before shutdown. For regions like Asia-Pacific, the 06:00 UTC start translated to afternoon or evening hours, potentially disrupting peak playtimes.

Beyond technical aspects, the update underscores Fortnite’s evolution from a battle royale phenomenon to a metaverse-like platform. With over 500 million registered accounts and integrations across consoles, PC, mobile, and cloud services, even brief downtimes affect a massive global audience. Revenue from V-Bucks purchases, battle passes, and creator economy continues to fuel Epic’s operations, making reliable uptime critical.

Historical context shows Fortnite maintenances are routine but occasionally extend due to unforeseen issues. The March 5 v39.51 downtime lasted roughly 90 minutes, introducing OG classics and minor balance changes. Earlier in the year, isolated login outages tied to broader Epic services impacted multiple titles, including Rocket League and Fall Guys. No such cascade effects appear tied to the current v40.00 rollout.

As servers remain down, players are turning to alternative activities within the Fortnite ecosystem, such as browsing the locker in offline mode where possible or engaging in community discussions on Reddit, Discord, and X. Content creators are streaming patch breakdowns or reaction videos, building hype for the new season’s reveal.

Epic typically posts a “back online” update once services stabilize, often accompanied by patch notes detailing new features, bug fixes, and known issues. Players should expect a client update prompt upon relaunch to download the new version.

The current maintenance highlights the logistical challenges of managing a live-service game at Fortnite’s scale. With millions dropping into matches daily, coordinated global updates require precise timing to avoid peak-hour disruptions in major regions. The five-hour estimate provides buffer for testing and rollback contingencies if needed.

For now, Fortnite enthusiasts in Seoul and beyond face a temporary hiatus. The downtime serves as the gateway to Chapter 7 Season 2, promising renewed excitement after a prolonged first season. Once resolved, players can expect a refreshed island, new strategies, and the continued cultural dominance of Epic’s flagship title.

Check status.epicgames.com or follow @FortniteStatus for the latest. As maintenance concludes, the battle bus will once again be ready for boarding.

This article was written by

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Minister want at least half of all steel produced in the UK to be made in this country

The Government has announced measures to protect the UK steel industry that follows its moves to take control of production facilities in Scunthorpe and Rotherham.

Under its long-awaited steel strategy, Ministers have announced an ambition for up to 50% of steel used in the UK to be made in this country. The move, which increases the current target of 30%, will be coupled with reductions in steel import quotas as part of new trade measures to preserve steel production for critical national infrastructure and defence.

Ministers said this would ensure the UK steel sector’s future in the face of global overcapacity. The National Wealth Fund will be the main mechanism for providing up to £2.5bn of financing for investment in the steel sector this Parliament.

The Government last year took control of the British Steel plant at Scunthorpe and the Liberty facility in Rotherham as global challenges pushed both plants close to closure. A National Audit Office report earlier this week praised the speed of Government action in Scunthorpe but warned that there was a potential £1.5bn cost to the rescue.

Announcing the new strategy, Business and Trade Secretary Peter Kyle said: “Making steel in the UK is vital for national security, critical infrastructure and the wider economy. Steel-making is a cornerstone of our modern industrial policy that deliberately focuses support for key industries, technologies, and strategically important sectors.

“With this strategy we are closing the decades-long chapter of destructive de-industrialisation and committing instead to strengthening and sustaining Britain as a steel-making nation.”

The strategy confirms electric arc furnaces (EAF) as the future of British steelmaking, continuing the shift from blast furnaces to cleaner, EAF-based production using recycled scrap to support net zero. The shift has led to job losses in steel plants including Port Talbot.

The steel strategy has been welcomed by Community union general secretary Roy Rickhuss and Gareth Stace, director general of UK Steel. GMB national secretary Charlotte Brumpton-Childs also welcomed the plan but said “the devil will be in the detail and key questions around ownership of Scunthorpe and the future technology mix will be key to our members and their livelihoods.”

Rotherham MP Sarah Champion said: “The Labour Government has done more for steel in just two years than has been achieved in decades. Their commitment to our steel industry, including stepping in to protect steel assets facing closure in Rotherham, has come as a breath of fresh air.

“Our domestic steel industry is not a relic. It is world leading. It has been held back not by the quality of its products, but by a lack of vision in previous governments and a failure to provide the level playing field it needs in order to thrive. By taking long overdue trade measures to protect against cheap, subsidised foreign steel, I hope that much needed parity will finally become a reality.”

Welsh Secretary Jo Stevens said: “The UK Government is standing up for Welsh steelmaking and showing that we will do whatever it takes to boost domestic steel production and protect the thousands of steelmaking jobs in our communities. “Welsh steel is expected to account for half of future UK steelmaking. It is not only a vital part of the South Wales economy, but also a crucial part of the UK’s industrial strategy, infrastructure capabilities and national security.

“We said we would back our steelworkers and steel communities and we are delivering on that promise – Welsh steelmaking now has a secure and bright future.”

The strategy will be outlined on Parliament this afternoon.

Nearly 90,000 bottles of children’s ibuprofen have been recalled over the potential presence of a foreign substance, according to the Food and Drug Administration.

Strides Pharma, Inc., headquartered in India, recalled about 89,592 bottles of its 100-milligram Children’s Ibuprofen Oral Suspension, the FDA said. 

The affected product was manufactured for Taro Pharmaceuticals USA and distributed across the U.S.

The ibuprofen was sold in 4-fluid-ounce bottles at 100 milligrams per 5 milliliters.

HERBAL SUPPLEMENT FOUND TO CONTAIN HIDDEN VIAGRA INGEDIENT, FDA URGES CONSUMERS TO STOP USE

Nearly 90,000 bottles of children’s ibuprofen have been recalled. (Getty Images / Getty Images)

The packages included the lot numbers 7261973A and 7261974A with an expiration date of Jan. 31, 2027.

The recall was first issued earlier this month after complaints of a gel-like mass and black particles in the product.

GM RECALLS 17K VEHICLES OVER REAR TOE LINK FRACTURE THAT COULD LEAD TO CRASHES

The affected product was manufactured for Taro Pharmaceuticals USA and distributed across the U.S. (iStock / iStock)

But the FDA updated the classification this week to a Class II recall, which means “use of or exposure to a violative product may cause temporary or medically reversible adverse health consequences or where the probability of serious adverse health consequences is remote.”

The Class II classification is the FDA’s second-highest urgency level.

The Class II classification is the FDA’s second-highest urgency level. (Stefani Reynolds/Bloomberg via Getty Images / Getty Images)

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Consumers who purchased the recalled ibuprofen are urged to stop using it immediately.

Parents with concerns after a child has consumed the product should consult a healthcare provider.

Neurodiverse workers could hold a distinct advantage as artificial intelligence reshapes the modern workplace, according to a UK technology entrepreneur who says businesses are overlooking a critical talent pool at a pivotal moment of change.

Josh Hough, founder of home care software firm CareLineLive, has argued that traits commonly associated with neurodiversity, including heightened focus, pattern recognition and unconventional problem-solving, are becoming increasingly valuable as organisations accelerate their adoption of AI-driven systems and workflows.

Speaking during Neurodiversity Celebration Week, Hough said many employers remain too focused on traditional hiring frameworks, despite the growing need for adaptability and innovative thinking.

“A lot of businesses still want people who tick every box,” he said. “The reality is, people who think differently often solve problems differently.

“In a world where everything is changing quickly, that’s a real advantage. You need people who don’t just follow a process, but can see a better way of doing things.”

His comments come as businesses across the UK and globally invest heavily in artificial intelligence to drive productivity, automate processes and unlock new growth opportunities. However, this shift is also redefining the types of skills and mindsets organisations require, placing a premium on cognitive diversity rather than uniformity.

Hough’s own approach to leadership and hiring has been shaped by personal experience. Born with a rare muscle-weakening condition that left him reliant on a wheelchair for much of his early life, he developed a mindset centred on adaptability and alternative problem-solving from a young age.

“When you grow up having to do things differently you don’t assume the standard way is the best way,” he said. “That carries through into business.”

Founded in 2014, CareLineLive has grown into a significant player in the digital care technology space, supporting more than 700 home care providers across multiple countries and used by over 25,000 carers. Its platform is designed to streamline operations across the care sector, from staff management and patient records to real-time communication between care providers, families and healthcare professionals.

At a time when the care sector is under sustained pressure from staffing shortages, rising demand and regulatory complexity, Hough believes technology, combined with diverse thinking, is essential to improving efficiency and outcomes.

“One of the biggest challenges in care is how information flows between people and services,” he said. “Too often, information doesn’t move between people in the way it should. That creates risk and wastes time.

“Our focus has always been on making sure the right people have the right information at the right time.”

Beyond operational efficiency, Hough’s comments highlight a broader shift in how businesses should think about talent in the AI era. As automation takes over routine and process-driven tasks, the ability to think laterally, identify patterns and approach problems from new angles is becoming more strategically important.

This has significant implications for recruitment, workplace culture and long-term competitiveness. Companies that continue to prioritise rigid skill checklists and conventional career paths risk missing out on individuals who may be better suited to navigating complexity and change.

Hough said the conversation around neurodiversity must evolve beyond compliance or risk management and instead focus on value creation.

“Not everyone is going to fit a traditional mould,” he said. “But that doesn’t mean they can’t be excellent at what they do.

“If anything, in the current environment, thinking differently is exactly what businesses need.”

As AI adoption accelerates and the nature of work continues to shift, his message is clear: the future workforce will not just be defined by technical capability, but by diversity of thought, and those who recognise this early may gain a decisive edge.

Amy Ingham

Amy is a newly qualified journalist specialising in business journalism at Business Matters with responsibility for news content for what is now the UK’s largest print and online source of current business news.

A Malaysian e-commerce technology platform has claimed the top spot in Asia-Pacific’s most closely watched corporate growth ranking, as the region’s startup ecosystem continues to defy a challenging global economic backdrop.

Key takeaways

• Borong of Malaysia leads 500 Asia-Pacific high-growth companies with a staggering 295 per cent compound annual growth rate between 2021 and 2024.
• Singapore and India top the ranking by volume with 101 companies each, while Chinese firms make their first-ever appearance in the index.
• IT and software dominate for the fourth straight year at 21.4 per cent of the list, confirming technology as the region’s primary engine of corporate growth.

Borong, a business-to-business e-commerce platform headquartered in Kuala Lumpur, clinched first place in the Financial Times/Statista High-Growth Companies Asia-Pacific 2026 ranking, rising from second position the previous year. 

The company recorded revenues of $99.7 million, translating into a compound annual growth rate of 295 per cent over the three years to 2024, a figure that underscores the explosive appetite for digital commerce infrastructure across Southeast Asia.

The eighth edition of the annual ranking lists the 500 fastest-growing companies across the Asia-Pacific region, measured by organic revenue growth between 2021 and 2024. This year’s edition carries a notable milestone: Chinese companies appear in the ranking for the first time, expanding both the competitive field and the geographic scope of one of the region’s most prestigious business benchmarks.

South Korea Claims Two Podium Places

Borong’s ascent to the summit comes as South Korea cements its reputation as a breeding ground for high-growth technology ventures. Two Korean companies claimed the second and third positions respectively: Bznav, a tax software firm, and InPock, an e-commerce technology platform, reflecting Seoul’s growing influence in the digital services economy.

India and Singapore Dominate by Volume

When measured by the number of entrants, Singapore and India each contributed 101 companies to the ranking, more than any other market, highlighting the twin engines of the region’s innovation ecosystem. Japan followed with 82 companies, and South Korea placed fourth with 79.

The breadth of representation signals a maturing startup culture across diverse economies, from the technology hubs of Bangalore and Singapore’s financial district to the manufacturing corridors of Japan.

Technology Retains Its Iron Grip

For the fourth consecutive year, IT and software companies dominated the sectoral composition of the list, accounting for 21.4 per cent of all ranked firms. Fintech, financial services and insurance followed at 9.6 per cent, while healthcare and life sciences took 5.6 per cent, a share that reflects sustained post-pandemic investment in medical technology and digital health.

The persistence of IT and software at the top of the table points to a structural shift in how Asia-Pacific economies are generating value: less through manufacturing and commodities, and increasingly through scalable, asset-light technology platforms.

The Bar Is Rising

Entry into the ranking has become incrementally harder. The minimum compound annual growth rate required to qualify rose to 8.4 per cent this year, edging up from 8.1 per cent in the prior edition, a modest but telling signal that the pool of high-performing applicants is deepening.

The ranking is drawn from companies that voluntarily submitted and certified their revenue figures, signed off by a chief financial officer, chief executive or member of the executive committee, during an application window that ran from July to December 2025.

Methodology and Limitations

The ranking was compiled in partnership with Statista, which canvassed tens of thousands of companies across 14 Asia-Pacific territories, including Australia, China, Hong Kong, India, Indonesia, Japan, Malaysia, New Zealand, the Philippines, Singapore, South Korea, Taiwan, Thailand and Vietnam. Companies were required to have generated at least $100,000 in revenue in 2021 and at least $1 million by 2024, with growth driven primarily by organic means.

As with any voluntary ranking, the list does not claim to be exhaustive. Many of the region’s fastest-growing businesses remain privately held and decline to disclose financial data, meaning the true universe of high-growth companies is almost certainly larger than the 500 featured.

A special report accompanying the ranking is scheduled for publication on April 10, spotlighting some of the fastest-growing sectors shaping the region’s economic future.

Other People are Reading

The New York Times’ popular word-association game Connections delivered another brain-teasing challenge on Friday, March 20, 2026, with Puzzle No. 1013 featuring a mix of everyday terms, cultural references and clever misdirections that tested players’ pattern recognition and lateral thinking.

Released at midnight Eastern time as part of the daily rotation on nytimes.com and the NYT Games app, today’s puzzle drew praise and frustration in equal measure from the online community for its balanced difficulty and thematic variety. Solvers had to group 16 seemingly unrelated words into four themed categories of four words each, with yellow as the easiest and purple as the trickiest.

The 16 words in today’s grid were: ALARM, CONCERN, RATTLE, SHAKE, BOARDWALK, CHANCE, LUXURY, PARKING, FATE, FURY, MUSE, SIREN, CARTON, NOODLE, ROLL, TIMER.

As with every Connections puzzle, the goal is to identify the common threads without using more than four mistakes. Players receive color-coded feedback: yellow for the simplest category, green next, then blue, and purple for the most obscure.

### Hints for Today’s Puzzle

Before diving into the full answers — which contain spoilers — here are progressive hints to guide solvers who want to crack it on their own:

– **Yellow (easiest):** These words all relate to causing unease or disturbance, often in a physical or emotional sense.
– **Green:** Think classic board game real estate and random events — items you’d find listed on a familiar property-trading board.
– **Blue:** These evoke figures from ancient Greek stories, often tied to destiny, emotion, inspiration or allure.
– **Purple (hardest):** These complete the phrase “egg _____” — a common compound word or expression involving the word “egg.”

Many players reported starting with the yellow group, as words like “shake” and “rattle” immediately suggested agitation or fear. The purple category proved elusive for some, relying on idiomatic English phrases rather than literal meanings.

### Full Answers and Category Breakdown

Here are the complete groupings for Connections #1013 on March 20, 2026:

**Yellow: Disturb**
ALARM, CONCERN, RATTLE, SHAKE

This category captured synonyms for causing worry, fear or physical vibration. “Shake” and “rattle” evoke both literal trembling and figurative unease, while “alarm” and “concern” lean emotional. Solvers noted this as the most straightforward, often solved first.

**Green: Words on a Monopoly Board**
BOARDWALK, CHANCE, LUXURY, PARKING

A nod to the iconic Parker Brothers (now Hasbro) game, these are direct spaces or cards: Boardwalk (the priciest property), Chance (the card deck), Luxury Tax (a space), and Parking (Free Parking, the beloved rest spot). The category rewarded pop-culture knowledge of the classic American board game, with many players calling it a satisfying “aha” moment.

**Blue: Figure in Greek Myth**
FATE, FURY, MUSE, SIREN

Drawing from classical mythology, these represent archetypal beings: the Fates (who spin destiny), a Fury (vengeful deity), a Muse (inspirational goddess), and a Siren (seductive sea creature). The category highlighted how Connections often weaves in literary or historical references, challenging players beyond everyday vocabulary.

**Purple: Egg _____**
CARTON, NOODLE, ROLL, TIMER

The trickiest group completed familiar phrases: egg carton (packaging), egg noodle (pasta type), egg roll (appetizer), and egg timer (kitchen tool). This required thinking in compound words or set expressions, a hallmark of purple categories that often stump even seasoned players.

### Player Reactions and Difficulty Assessment

On forums like Reddit’s r/NYTConnections, users shared mixed experiences. Many achieved perfect solves in under a minute once yellow and green clicked, while others lost attempts to misfires like grouping “shake” with “roll” or “siren” with “alarm.”

“This one felt fair but sneaky — the Monopoly group was a giveaway, but egg phrases took forever,” one commenter wrote. Another praised the Greek myth tie-in: “Loved the blue category; reminded me of high school classics.”

Data from community trackers suggests average solve times hovered around 4-6 minutes, with a moderate mistake rate. The puzzle earned a difficulty rating of about 3.2 out of 5 from aggregate player votes, placing it in the middle range for recent entries.

### How Connections Works and Tips for Success

Created by the New York Times Games team and launched in 2023, Connections has grown into one of the most popular daily brain games alongside Wordle and the Mini Crossword. Players see a 4×4 grid of words and must submit groups of four that share a hidden connection. Correct groups vanish in their assigned color; four mistakes end the game.

Strategies include:
– Scan for obvious synonyms or themes first (yellow often falls quickly).
– Look for proper nouns, brands or cultural references.
– Consider multiple meanings — words can fit literal, slang or idiomatic senses.
– Avoid forcing groups; sometimes stepping away reveals connections.

Today’s puzzle exemplified the game’s appeal: accessible yet layered, rewarding both quick pattern spotting and deeper cultural knowledge.

For those who missed it or want to compare, the official archive on nytimes.com allows replaying past puzzles (subscription required for full access). The next Connections drops at midnight ET on March 21.

As the game approaches its third anniversary, its daily ritual continues to unite word lovers worldwide in a shared moment of mental gymnastics.

HSBC is weighing up plans to cut as many as 20,000 jobs globally over the next three to five years as it accelerates the use of artificial intelligence to streamline operations, in what could become one of the most significant workforce reductions in modern banking.

According to reports, the lender is exploring how AI can reduce reliance on back- and middle-office roles, with up to 10 per cent of its 210,000-strong global workforce potentially affected. While the bank declined to comment, the proposals align with a broader strategic push under chief executive Georges Elhedery to simplify processes and reduce operational complexity.

In the UK, where HSBC employs around 34,700 people, a proportional reduction could see approximately 3,500 roles impacted. The bank’s domestic footprint spans retail banking, corporate operations and asset management, alongside its London headquarters.

The potential cuts form part of a wider transformation agenda as HSBC seeks to embed generative AI across the organisation. Speaking earlier this year, Elhedery said the bank was rolling out AI tools to all employees, aiming to both improve productivity and enhance customer-facing services through more personalised interactions.

“We want to simplify processes, procedures and policies and reduce complexity,” he said at the time, while also highlighting the role of AI in equipping frontline staff.

The review of headcount began before the recent escalation in the Middle East, underscoring that the move is driven by long-term structural change rather than short-term economic shocks. Since taking over in 2024, Elhedery has already reduced staffing through divestments and a sharper focus on HSBC’s core markets, particularly in Greater China.

A reduction on this scale would place HSBC at the forefront of an emerging trend across global finance, where automation is increasingly targeting traditional white-collar roles. Industry estimates suggest banks could eliminate up to 200,000 positions worldwide in the coming years as AI systems take over tasks such as compliance checks, document processing and client onboarding.

Recent announcements from other sectors reinforce the direction of travel. Amazon has outlined plans to cut 16,000 roles, while Hewlett-Packard expects to shed up to 6,000 jobs over three years, both citing efficiency gains from AI. In the UK, Close Brothers this week confirmed 600 job cuts as it deploys AI “at pace” to reduce costs.

For HSBC, the financial incentives are significant. The bank reported a wage bill of $19.6 billion last year, up 6 per cent, and is targeting $1.5 billion in annualised cost savings ahead of schedule. AI-driven efficiencies are expected to play a central role in achieving those targets.

Pam Kaur, HSBC’s chief financial officer, recently emphasised the dual benefit of AI adoption, highlighting both revenue opportunities and cost reductions. “We are focused on the benefits we can get through AI, whether it’s on better productivity around the revenue line or just the cost benefit,” she said.

The shift also reflects a broader evolution in workforce strategy, with HSBC increasingly adopting a performance-led model in which top performers receive a larger share of bonuses, while underperformers are encouraged to exit.

However, the scale of potential job losses raises questions about the pace at which AI can deliver tangible financial returns. A widely cited study last year found that the vast majority of corporate AI initiatives had yet to materially improve profitability, suggesting that expectations may still be running ahead of reality.

Even so, sentiment among large corporates appears to have shifted. Businesses are now more willing to act on anticipated gains from automation, betting that AI can meaningfully reshape cost structures without undermining service quality.

For HSBC, the outcome of its deliberations will be closely watched across the financial sector. If implemented, the cuts would not only mark a major restructuring for one of the world’s largest banks, but also signal a tipping point in how AI is transforming employment across global finance.

Jamie Young

Jamie is Senior Reporter at Business Matters, bringing over a decade of experience in UK SME business reporting.
Jamie holds a degree in Business Administration and regularly participates in industry conferences and workshops.

When not reporting on the latest business developments, Jamie is passionate about mentoring up-and-coming journalists and entrepreneurs to inspire the next generation of business leaders.