Europe
BBC Business

Streeting denies 'kicking can down the road' in defence spending row

Defence Secretary Wes Streeting has denied "kicking the can down the road" over how much the UK spends on defence. The government has faced criticism for not setting out a pathway at Wednesday's Budget to hit its target of spending 3% of GDP on defence by 2030. It comes as Chancellor John Healey and Streeting announce that foreign firms which are awarded defence contracts of more than £50m will need to invest an equal value back into the UK. Under the new investment rules, described as an "offset strategy", these companies will need to spend an equivalent amount on British factories, jobs and training. The Ministry of Defence will apply the rules on a "case-by-case" basis from April 2027, the government said. Healey and Streeting will unveil the policy on a visit to UK defence contractor BAE's shipbuilding site in Glasgow later. Countries including Poland, Norway and the Netherlands have mandated similar rules to "boost the economic benefit from defence procurement", the government said. While ministers hope the rules increase investment in Britain's defence industry, they appear designed to do so in a politically palatable way rather than committing to spending cuts. Tan Dhesi, Labour chair of the cross-party Commons defence committee, said on Wednesday that decisions had been "kicked into the long grass" to next year's government spending review, rather than announced in the Budget. He warned that without building capabilities now, "we risk leaving ourselves seriously vulnerable in the event of a major conflict". "We had hoped to see that the chancellor would set out a precise pathway to spend 3% of GDP on defence by 2030," Dhesi told BBC Radio 4's Today programme. "But instead some of those key decisions on defence have lamentably been delayed until next year's spending review." He praised the government for plugging a £4.7bn hole in the Defence Investment Plan in the Budget, through asking government departments to cut their capital budgets by 1%.

Streeting denies 'kicking can down the road' in defence spending row
Europe
The Guardian

Government corruption a top issue for US midterm voters, exclusive poll finds

A polling station in Atlanta, where early voting has been taking place. In the poll, corruption was the next top issue for voters after the cost of living. Photograph: Cristóbal Herrera/EPAView image in fullscreenA polling station in Atlanta, where early voting has been taking place. In the poll, corruption was the next top issue for voters after the cost of living. Photograph: Cristóbal Herrera/EPAUS midterm elections 2026Government corruption a top issue for US midterm voters, exclusive poll findsHarris poll for Guardian finds 76% believe officials care more about self-enrichment than helping everyday Americans Government corruption has emerged as a top issue in the upcoming US midterm elections, with an overwhelming majority of Americans saying US government officials use their public office for personal financial gain, according to an exclusive Harris poll for the Guardian. Nearly nine out of 10 Americans said that government corruption, as defined as elected officials putting their own or their donors’ financial interests ahead of the public’s, is a problem, according to the survey. Three-quarters (76%) of voters said that elected officials care more about enriching themselves than improving the economy for ordinary people. Voters were more likely to say that government corruption (65%) is more concerning than corporate power (29%). Just under 10% said that neither concerns them. The rising cost of living is still expected to drive the election, with 36% of voters saying it is the single most important issue to how they plan to vote in the midterms. But in a slate of other issues including immigration, housing costs, abortion, crime and safety and AI, corruption was the next top issue. The results come after nearly two years of Donald Trump’s second term, where the president has both figuratively and literally reshaped Washington. The president demolished the historic East Wing of the White House to make way for a $400m ballroom – $335m of which he said is coming from private donors, including companies such as Apple and Nvidia. The federal government is down more than 420,000 workers after Elon Musk was given the power to introduce huge jobs cuts after donating nearly $300m to Trump’s 2024 presidential campaign. Meanwhile, Trump’s sons are running the family’s lucrative cryptocurrency business that has made Trump $1bn since returning to the White House. And Trump himself accepted a $400m private jet as a gift from the Qatari royal family. These actions have not gone unnoticed. Voters in the Harris poll were twice as likely to say that Republicans have a bigger corruption problem than Democrats. Forty per cent of voters, including 29% of Republicans, said the GOP has a bigger corruption problem. A third (32%) of voters said that both parties have the problem equally, while 21% said that Democrats have the bigger problem. Independents, whose votes will be key in swing races across the country, were much more likely to say that Republicans have more of a corruption problem, with 34% saying that Republicans have the bigger issue and 13% pointing to Democrats. Most Independents (42%) said that both parties share the problem equally. The economy as experienced by everyday Americans has been vastly different from the portrait painted by Wall Street. The stock market has been soaring on the back of never-ending AI spending. In early October, both the S&P 500 and tech-heavy Nasdaq stock indices hit record highs. The gains have been a boon for a relatively small group of Americans. Americans in the top 1% of wealth own half of the stock market while the bottom 50% own just over 1% of the market. Armed with more funds than ever, America’s wealthiest people have been driving even more donations into elections. After the supreme court’s 2010 Citizens United case removed limits on campaign contributions, each election year has brought in new records of cash. The midterms have already cost $11.2bn in ads, according to NBC News, the most ever for a midterm cycle.

Government corruption a top issue for US midterm voters, exclusive poll finds
North America
Fortune

Microsoft offers buyouts to nearly 30% of workforce in ongoing AI shift

Microsoft is offering buyouts to roughly 60,000 employees, or about 27% of its workforce, as the software giant continues to spend heavily on artificial intelligence. In a note to employees on Monday, chief people officer Amy Coleman introduced the new program, noting that eligible employees include senior leaders, up to vice presidents. “This offer gives eligible employees who may be considering a future outside the company a new choice to make that transition now with support,” Coleman wrote to employees in a memo that Microsoft published on its blog. Microsoft employed about 223,000 people at the end of June, down 5,000 workers from the same period in 2025. Microsoft has been cutting headcount to trim costs while investing billions to build out AI data centers. In April, the company offered a similar voluntary buyout program to long-tenured employees, its first time making such an arrangement. At the time, Coleman noted that Microsoft was aiming to move faster and simplify its operations. Employees who take the latest buyout will get severance payments based on tenure at the company. The specific terms will vary according to labor laws in different countries but will be consistent with standard separation packages, a Microsoft spokesperson told Fortune. In the U.S. that means a minimum of eight weeks’ pay, with continued stock vesting, health care, and career services. To be eligible, employees in the U.S., the U.K., Canada, and India must accept by the first week of December, with those participating leaving on Dec. 31. Chief executive Satya Nadella has made several leadership changes amid a wave of executive departures. As Nadella seeks to win the enterprise and cloud AI markets, Microsoft’s workplace culture and leadership structure have shifted. Ryan Roslansky, an executive vice president who also served as LinkedIn CEO, recently announced his departure, as did chief communications officer Frank X. Shaw. Earlier this year, other longtime executives, including gaming chief Phil Spencer and Rajesh Jha, executive vice president of experiences and devices, retired. Other tech giants have also trimmed their workforces in response to rising expenses. In June, Google offered buyouts to select employees. Amazon has also cut jobs in divisions such as its Stores unit after laying off about 30,000 workers between late 2025 and early this year. When asked how many employees Microsoft expects to accept buyouts, the spokesperson pointed to other major tech companies that have had similar programs and saw a 3% to 5% uptake. Microsoft remains among the tech industry’s top spenders on data centers. In its most recent quarterly report, the company noted $41 billion in capital expenditures for the quarter ending in June, while projecting $145.3 billion in total spending for its 2026 fiscal year. In July, Microsoft cut about 4,800 jobs, following more than 15,000 layoffs in 2025. Most of the recent cuts have been centered in its struggling Xbox unit, which has dragged on overall financial performance. Microsoft is scheduled to report its first-quarter earnings on Wednesday. Its shares are up about 25% over the past six months.

Microsoft offers buyouts to nearly 30% of workforce in ongoing AI shift
North America
CNBC Finance

JetBlue posts bigger loss on fuel costs, but CEO says margins improving

JetBlue Airways reported a bigger loss in the third quarter compared with last year, but the New York carrier said strong travel demand is helping to offset higher fuel prices as it seeks to calm investors after shares fell to a new low Monday. JetBlue on Monday posted a net loss of $257 million for the three months ended Sept. 30, compared with a loss of $143 million a year earlier. The carrier's fuel bill rose 61% to $868 million. "Resilient demand and strong yields drove revenue well ahead of our initial expectations, allowing us to recapture more of the increase in fuel costs than we initially expected," CEO Joanna Geraghty said in an earnings release. "That momentum has carried into the fourth quarter, and Fort Lauderdale continues to deliver exceptional results even as we significantly grow capacity." JetBlue's average fares rose more than 19% to $245.11 in the third quarter from $205.67 in the year-earlier period. JetBlue executives are set to hold an earnings call on Tuesday at 10 a.m. ET, where they will face questions from analysts about the company's long-term health amid sustained losses. A group of the airline's senior creditors is reportedly working with restructuring adviser PJT Partners, the Wall Street Journal reported Friday. The carrier said it ended the quarter with $2.2 billion in liquidity and that its unencumbered asset base is now $7 billion, including $2.8 billion in aircraft and engines. JetBlue had total debt of $8.4 billion as of Sept. 30, the carrier said in its earnings filing Monday. "Importantly, we believe we have the liquidity and financing options to create a strong bridge to at least $1 EPS and positive free cash flow in 2028," CFO Ursula Hurley said in a statement. "We remain focused on disciplined cost execution and capital management as we work toward sustained profitability and positive free cash flow." JetBlue last posted an annual profit in 2019. The airline is in the middle of a multiyear turnaround plan that includes cutting cuts and boosting revenue by investing in premium seats, like a new domestic first class section that recently went on sale. Fuel costs have eaten into airline profits across the board. JetBlue said travel demand has remained strong despite higher fares, which are up more than 20% this year. JetBlue has struggled not just with higher costs but also with competition from larger rivals. It sought to acquire now-defunct carrier Spirit Airlines, but that deal was upended by a federal judge who ruled it was anticompetitive. A judge also blocked a regional partnership between JetBlue and American Airlines, which the airlines argued would help them compete better against carriers in the congested Northeast U.S. JetBlue now has a partnership with United Airlines.

JetBlue posts bigger loss on fuel costs, but CEO says margins improving
North America
CNBC Finance

A 'canary in the coal mine': Measles resurgence exposes weaknesses in U.S. public health, experts say

For nearly two years, the U.S. has had to swallow an uncomfortable reality: A highly infectious disease it once eliminated is spreading again. More than 4,400 measles cases and at least three deaths have been reported nationwide this year, marking the country's worst outbreak in more than three decades. The spike followed nearly 2,300 cases in 2025. But many public health experts argue that the return of measles isn't the only concerning development — it's also what the resurgence signals about America that's causing alarm. Measles is often described as one of the most contagious viruses, and it is uniquely unforgiving of weaknesses in public health defenses. A safe and highly effective vaccine has existed for decades. But the virus's spread exposes declining vaccination rates, eroding trust in health institutions and growing challenges in persuading people to protect themselves, their children and their communities, experts said. Together, those vulnerabilities have made measles a revealing test of the country's public health defenses. For some experts, the resurgence of a disease the U.S. eliminated more than two decades ago is a warning sign of its ability to contain future threats, from other vaccine-preventable diseases to emerging pathogens. "Measles is the canary in the coal mine for so many different reasons," said Jennifer Nuzzo, an epidemiology professor and director of the Pandemic Center at Brown University School of Public Health. "It's the canary in the coal mine for other vaccine-preventable illnesses, where we could see a return of things that used to harm kids, but also for very acute, no-notice dangerous infectious disease emergencies." The U.S. is on track to lose its official measles elimination status during an upcoming review by the Pan American Health Organization, which will meet in Washington, D.C., in mid-November. "It says a lot about a country if it is unable to control measles," said Nuzzo, who is one of 10 experts CNBC spoke with about the ongoing outbreak and its implications. The U.S. has the tools to prevent measles from spreading. But pockets of low vaccination coverage are leaving the country vulnerable. The measles, mumps and rubella, or MMR, vaccine is about 97% effective against measles after two doses, while a single dose is 93% effective, according to the Centers for Disease Control and Prevention. Yet data aggregated by the CDC shows that vaccination coverage for that shot among U.S. kindergarteners fell to 92.4% in the 2025-2026 school year, which is below the 95% threshold public health officials generally recommend to prevent sustained transmission. That translates to 280,000 kindergarteners who did not complete their MMR vaccination series, according to the CDC. Childhood vaccination exemptions in the U.S. also reached a record high 4.2% for incoming kindergartners during the 2025-2026 school year, up from 3.6% the previous year, the agency says. "The bottom line is that not enough people are vaccinating their kids," said Brown's Nuzzo.

A 'canary in the coal mine': Measles resurgence exposes weaknesses in U.S. public health, experts say
North America
Fortune

I helped a billionaire couple tell their kids they’d already received their inheritance. They didn’t take it well

On October 20, Wells Fargo released a study of affluent families that every parent with an estate plan should read. Based on a survey of 800 Baby Boomers and 800 Gen X or Millennial children, the researchers found that 61% of adult children said inheritance had already caused problems in their families, from hurt feelings and arguments over fairness to estrangement and legal disputes. Only 29% of older parents said the same. Among the adult children, 49% believed inheritance conversations have the potential to trigger family conflict—which is one reason so many people avoid having them. My book, Unspeakable, came out the same day as the survey, and that data provided an illustration of the book’s core idea in the book: Many families are avoiding conversations because they’re afraid of discomfort, even if this avoidance can cause harm. Estate planning is just one of the topics I cover in Unspeakable, but as I’ve traveled to give talks and answer questions about the book, it’s one that’s coming up most frequently. In my work advising family businesses, I see this avoidance in various forms. In many cases, older parents hire my firm to help them inform their children about their estate plans. This is complicated work, but I find it fulfilling because I believe that in most cases, relationships become better when financial secrets are brought out into the open. To help illustrate this, let me tell you about my work with a couple I’ll call Jose and Natalia. Born and raised in Latin America, Jose was educated as an accountant and worked for investment banks before founding a wildly successful private equity firm. The couple, who now live in San Francisco and are in their eighties, have built substantial wealth. Their assets total over $1 billion. They have four children in their fifties, all well-educated and financially independent. Years ago the parents gave each child a significant gift—about $25 million each. The family had never discussed the provisions of Jose and Natalia’s will, but the children have always assumed they would inherit most of the estate when the parents die. Here’s the secret: They won’t. The children will be given lifetime use of the family’s home, which are to be placed in a trust with maintenance funds. But everything else will be used to fund a charitable foundation devoted to mental health and education programs, run by an outside adviser. Decisions will be guided by their eleven grandchildren, now in their twenties—who had no idea they’ll inherit this responsibility. Additionally, Jose has chosen his longtime executive assistant to vote his company shares going forward and has left her a substantial bequest—about $10 million at his death and $1 million a year thereafter. Although very few families have this kind of wealth, many take the same secretive approach to estate planning. Children are afraid to ask about wills because they don’t want to appear greedy. Parents are reluctant to talk about them because they’re afraid the children will be disappointed. Neither party wants to initiate a conversation that’s bound to feel morbid. Yet these conversations are becoming more urgent as older generations prepare to pass on enormous amounts of wealth. UBS’s 2025 Global Wealth Report estimates that more than $83 trillion will change hands worldwide over the next 20 to 25 years, passing between spouses and down to children. A 2025 Fidelity survey of U.S. parents age 55 and older with at least $500,000 in investable assets found that 70 percent had a will or estate plan, but 68 percent hadn’t shared inheritance details with their children. The silence risks leaving heirs unprepared for the responsibilities they’ll inherit with those assets—and the lack of transparency can also imperil relationships. Jose was torn about how open to be with his family about estate planning. “I know at least one of my children will have a real problem with [my plan], and I don’t feel like dealing with the conflict,” Jose told me. (To protect client confidentiality, in addition to using pseudonyms, I’ve changed several other identifying biographical details in describing his family.) Over many months I tried to convince them to have a more open and candid conversation with their children about their plans. Here’s a condensed version of the points I made: Even as I made these arguments, I was sympathetic to their viewpoint. In my own family, we haven’t always been direct about what we wish to happen when we die. When my grandparents died, we knew they wanted to be cremated, but we’d never discussed what they hoped we’d do with the ashes—so their remains sat in a closet in my home for seven years. (We eventually scattered their ashes in the places we thought each of them would’ve picked.) When my father died, I had no clue what was in his estate plan or where he wanted to be buried. His secrecy added stress on top of the grief I felt, and it’s part of the reason why, in both my work and my personal life, I urge people to communicate openly about their final wishes.

I helped a billionaire couple tell their kids they’d already received their inheritance. They didn’t take it well
North America
Fortune

Anthropic’s S-1 makes clear it’s on the hook for billions in compute. Its customers can walk at any time

Anthropic has built a fast-growing business largely by selling its AI services based on how much customers use them. And—as the company’s landmark IPO prospectus revealed Monday—customers are using a lot of Anthropic’s AI services right now. That’s the good news. The flip side is that Anthropic is highly dependent on outside partners for the computing power to run its services. As its prospectus also made clear, the disparity between the agreements through which Anthropic buys computing power, and the way it sells its AI services to customers, means it could get squeezed if business conditions change. The AI lab’s revenue is growing extraordinarily fast, with first-half revenue rising 1,300% to $16.28 billion. About $13.1 billion of that, or roughly 80%, comes from enterprise customers paying consumption-based fees rather than individual subscriptions. The revenue growth reflects the booming demand for AI services, as businesses use advanced large language models such as Anthropic’s Claude family of products to help with computer coding, accounting, and other tasks. To fulfill that demand, Anthropic has signed massive infrastructure agreements with Amazon, Microsoft, Google, and other hyperscalers. Those hyperscalers, or cloud providers, control the data centers and chips that Anthropic’s AI models run on. So far, the amount Anthropic pays these cloud providers for compute capacity has grown at a more modest clip than its exploding sales figures. The company’s cost of revenue for the tokens it serves customers was $2.4 billion in the six months ended June 2026, up 135% from the same period a year earlier. The company also spent a whopping $9.7 billion on computing and infrastructure costs for research and development of future models. Currently, the company says it makes more than two dollars in revenue for every dollar it spends on computing infrastructure. But that could change if the AI lab is forced to reduce token prices, a risk it explicitly warns about in its S-1 filing. Anthropic’s infrastructure spending is committed well ahead of expected demand. The company has committed at least $475 billion in future cloud compute purchases with its major partners, including at least $389.9 billion pledged to Amazon, Google parent Alphabet, SpaceXAI, and Microsoft alone, alongside deals with Nscale and Lambda. Much of that is owed regardless of how much usage its AI gets. When accounting for deals to lease computing chips, its total commitments soar to as much as $750 billion. The demand side of Anthropic’s business enjoys far less certainty. As the company laid out in the S-1, much of its revenue lacks long-term commitments, with contracts allowing customers to reduce usage or terminate with limited or no notice. That mismatch between how Anthropic generates revenue and its expected spending creates a pressure-filled balancing act in the years ahead. Anthropic’s growth has so far helped it keep pace with compute costs. Now the question is whether customers will keep spending at a rate that allows it to absorb these massive commitments. “We must grow our customer base and expand revenue rapidly in order to generate the cash flows necessary to satisfy these commitments,” Anthropic said in its S-1. The company also acknowledged that hitting those growth targets could be a challenge. “We expect our revenue growth rate to decline over time and to fluctuate from period to period,” the company wrote.

Anthropic’s S-1 makes clear it’s on the hook for billions in compute. Its customers can walk at any time
Europe
BBC Business

How Poundland grew from a market stall to a high street giant

"When I told people what I wanted to do, open shops on the high street selling things for one pound, they said, 'how will you find products to sell for a pound, what about inflation, it will never work.'" That is how Steve Smith, the founder of Poundland, describes the genesis of the budget giant - which went on to employ thousands of people and see over a million customers a week - on his own website, external. But now the West Midlands-based retailer is teetering on the edge, after its US-based owners Gordon Brothers cut off a vital funding supply and rejected a takeover offer from Irish firm Martin Property Group. Having spent time on his parents stall since the age of two Wolverhampton-born businessman Smith started out in the very same place - selling items for £1 from his own stall. After a £50,000 loan from his parents he opened the first Poundland shop, in The Octagon Shopping Centre in Burton-upon-Trent, Staffordshire, on 13 December 1990. That first day, with a range of 624 products, the store took more than £13,000 - "and Poundland was born," Smith said. Smith and his wife, Tracy, now based in Shropshire, owned the company for 16 years. In 2006, he decided the time had come and he sold his final shares in the business for £250m, but later said the sale felt it was "as though somebody had died". Its owner, Polish firm Pepco, confirmed it had sold the brand for a "nominal" sum to US investment firm Gordon Brothers. At the time Poundland had more than 800 stores across the UK and Ireland and employed around 16,000 staff. "I did pick up the phone when I heard it was for sale but I was a bit too late," Smith said after the sale. Now, the retailer's bosses have filed a notice of intention to appoint administrators, which will give the business 10 days to find a rescue deal.

How Poundland grew from a market stall to a high street giant
Europe
BBC Business

City of London chief tops UK Black Powerlist

Image source, Powerlist 2027ByAnthea LeeSenior producer, BBC NewsPublished30 October 2026Ian Thomas, chief executive of the City of London Corporation, has been named the UK's most influential Black Briton in this year's Black Powerlist awards. The 57-year old is the first Black person to oversee the Square Mile's governing body in its more than 900-year history. The City of London Corporation is an administrative body with responsibility for London's central financial district, headed by its own Lord Mayor. Thomas tops the 2027 Black Powerlist, which recognises the most powerful people of African and Caribbean heritage in the UK. The award body said he was "a respected public-service leader with over 30 years' experience in local government". Other influential names in this year's top ten include entrepreneurs Emma Grede and Steven Bartlett, as well as actor and filmmaker Sir Idris Elba. Comedian Sir Lenny Henry has also been recognised, with a Lifetime Achievement award, for co-founding Comic Relief, which has raised over £1.6bn since 1985. Now in its 21st year, the Black Powerlist celebrates people who have broken through barriers to reach leadership roles, thereby inspiring future generations. "It exists to show young people of African and Caribbean heritage what is possible, in fields they might never have considered," said Michael Eboda, the list's publisher. Thomas said he secured the role at the head of the City of London Corporation in 2022 only following seven interviews and an election. 'When I started my journey in public service, I never, ever thought, [not] in a million years, that I'd be recognised in this way," he told the BBC. As chief executive, he oversees around 5,000 staff with responsibilities including the City of London Police, 11,000 acres of open spaces such as Epping Forest and Hampstead Heath, and advocacy for the UK's financial and professional services sector.

City of London chief tops UK Black Powerlist