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The Impact of US Sanctions on Iran's Economy Iran's national currency has plunged to new lows as authorities mobilise to dampen the impact of the naval blockade enforced by the United States. The Iranian rial shot above 1.81 million to the US dollar on the open market by early afternoon on Wednesday before partially recovering. The Freefall of the Rial The embattled currency changed hands for about 1.54 million earlier this week, and its rate was about 811,000 per US dollar a year ago. The rial had remained relatively stable over the past two months after experiencing an earlier drop as US forces amassed in the lead-up to the US-Israeli war on Iran, which began at the end of February. Economic Consequences of the Blockade The latest freefall follows on from unchecked inflation, which has been increasingly plaguing the Iranian economy as a result of mismanagement and sanctions, and continues to ravage households. Washington now has three aircraft carriers in the region and is bringing in more troops and equipment as Israel expresses readiness to restart fighting, three weeks after a ceasefire began. Non-Oil Trade Takes a Hit According to customs data released by state media, Iran's non-oil trade has been negatively affected after commercial ties were disrupted or cut off as a result of the war, and critical infrastructure was bombed. Iran's customs authority put the total value of non-oil trade in the Iranian calendar year that ended on March 20 at close to $110bn, with $58bn going to imports. Oil Exports in the Crosshairs The US is using its military capabilities and economic chokeholds to drive down Iran's oil exports, a goal that it has also pursued over recent years through sanctions. Since mid-April, the US military has been deploying its soldiers to take over or inspect ships transiting through waterways near Iran, in addition to targeting what is known as a shadow fleet of tankers used by Iran to circumvent sanctions and ship its oil.

The Rise in Financial Distress The number of UK businesses in 'critical financial distress' has risen by more than a third over the past year, according to insolvency practitioners, as companies contend with a 'slew of increased taxes' and the impact of the Middle East conflict. Impact on Hospitality and Leisure Firms Hospitality and leisure firms have been faring particularly badly because of shaky consumer confidence, and rising taxes and staff costs, according to research by the restructuring company Begbies Traynor. The Data Analysis It said the number of firms in financial distress had risen by 36.9% in the first three months of this year, compared with the same period in 2025. Its research showed 62,193 companies were affected, up from 45,416 the previous year. Number of firms in financial distress: 62,193 (up 36.9% from 45,416 in 2025) Sectors with the highest level of distress: Hotel and accommodation firms: 69.3% rise Leisure and culture firms: 65.9% rise Sports and health club businesses: 51% increase The Impact Analysis Ric Traynor, the company's executive chair, said these tax rises, combined with increasing energy costs as a result of the Iran war, meant many UK firms were now in a precarious position. The Prediction Julie Palmer, the managing partner at Begbies Traynor, said this situation was only likely to grow worse as companies and consumers faced rising inflation after the outbreak of war in the Middle East and the effective closure of the strait of Hormuz. Palmer said Begbies Traynor expected an increasing number of 'zombie' businesses to fail this year. A 'zombie' business is one that just about manages to pay the interest on its debts but cannot afford the resources to invest in growth or bring down its debt.

The Wedding Plans Andrea, a Londoner, and her partner Josh planned their dream wedding in Barbados for early May. The couple, with Nigerian and Bajan heritage, booked a stunning venue with tropical gardens and spectacular views. They invited 170 guests from the UK, Nigeria, and Barbados. The Visa Nightmare Andrea invited her close friend Femi, a Nigerian hairdresser, to be her bridesmaid. However, Femi needed a Direct Airside Transit Visa to travel through Heathrow Airport. Andrea, as Femi's sponsor, had to provide extensive evidence, including passport details, proof of booked travel tickets, and bank account statements. The Financial Burden Andrea made four visa applications over three months, costing £41.50 each, plus £74 for premium biometrics appointments. All four applications were rejected, resulting in a total loss of over £1,500. The Impact Analysis The Home Office's strict visa rules have been criticized for being overly burdensome and discriminatory. The requirement for a Direct Airside Transit Visa disproportionately affects people of color, including travelers from about 30 African countries. In 2025, 20,108 of these visas were approved, while 4,744 were refused. The Prediction The Home Office's visa rules are likely to continue causing problems for travelers, particularly those from countries with stricter visa requirements. The couple's experience highlights the need for a more streamlined and less discriminatory visa process.

The Soaring Pay of US Utility CEOs The CEOs of the US's top utilities enjoyed a 16% pay raise last year, to an average of $12.3m, even as consumers faced high bills spurred by continuing inflation, the Iran war, and datacenter growth. Executive Compensation Trends Utility bills have increased by as much as 40% in some regions since 2021, and nationwide, utilities shut off power to customers 13m times last year, federal data shows. Amid these difficulties, CEO pay increased at 38 of 51 top utilities, according to a review of industry financial documents by the Energy and Policy Institute (EPI). The Data Analysis 38 CEOs received pay raises, collectively totaling $82m. Utility CEO compensation has risen 47%, on average, since 2017, outpacing inflation and worker pay. Customers for the utilities examined in the report collectively paid more than $5bn for CEO compensation during that period. The Impact Analysis The issues "feel unjust at face value," said Jonathan Kim, a research associate with EPI, who authored the report. "It's the idea that we should be footing the bill for these people's grotesquely large salaries," Kim added. The situation is in part driven by utility structure – many are regulated monopolies, and their customers often cannot choose to buy electricity or gas from a different company. The Prediction Regulators and governments can take action to rein in utility executives. Dana Nessel, the Michigan attorney general, in 2024 successfully fought against a DTE proposal to include executives' personal private jet travel in rate increases. Maryland recently passed legislation that protects customers from paying CEOs more than 110% of what the chair of the public utility commission makes, and similar legislation was proposed last session in Minnesota, but it died.

The Simeone Legacy Continues At the beginning of the final training session before their biggest game in a decade, Atlético Madrid's players lined up by the centre circle at the Metropolitano and waited for their coach to come. Diego Simeone arrived and ran through the middle of them, from Juan Musso and Jan Oblak at one end to Antoine Griezmann and Ademola Lookman at the other. As he passed, head down, they cheered and hit him – if not quite as hard as they do when it's a player's turn. Gauntlet run, applause echoed round the empty stadium. Happy birthday, mister. Simeone turned 56 on Tuesday. He has spent almost 20 of those here: first as the captain who won the double, then the coach who lifted Atlético's next league title, 18 years on, and now leads them into his fourth and their seventh European Cup semi-final, nine years since the last. What do you get the man who has it all? "Buah! You can't imagine how good it is to be in the four best teams in Europe," he said after the quarter-final; "I have no birthday wish," he said before this semi-final, "just pure gratitude to be able to be with my three sons on my birthday, with my two daughters, my mum, my wife, my lifelong friends." From Ballboy to Professional One of the sons was hidden in the crowd somewhere, hitting him. The day that Simeone bade farewell to the Vicente Calderón as a player in December 2004, he carried his youngest son, two-year-old Giuliano, in his arms. The days before he came back to Madrid as coach in December 2011, he stopped in a cafe in Mar del Plata and, over a croissant and a glass of milk, asked Giuliano, then eight, what he thought. "You're going to coach [Radamel] Falcao?!" the kid replied, excitement giving way to reality. "But … if it goes well, you won't come back." It did and he didn't, but that was all right. Fourteen years later, Giuliano's dad is still there – no manager in Spanish history has lasted longer – and now so is he. Born in Italy in December 2002, Giuliano grew up in Argentina with his elder brothers, Giovanni and Gianluca, but they visited often and their dad visited them too. They would eat "together" via an iPad on matchday mornings. Football was their thing, of course, bound by a shared passion. Glasses would be moved round the table in formation and they would find bits of paper all over the house, Gio recalled: tactical scribblings their dad did. The Making of a Footballer During celebrations after Atlético's 2012 Europa League title, Simeone Sr was caught on camera excitedly talking on the phone: "And did you see Falcao's goal?!" On the other end was Giuliano. The night Atlético won the Copa del Rey in 2013, it was a school night, too late, but the brothers went through the usual routine at home, scarves draped around the room. When Atlético won the derby in January 2015, a tiny ballboy in a white bib and long hair came racing along the touchline – something he was going to be very good at – and leaped into the coach's arms. That was Giuliano too. As a ballboy he was invariably by the bench and, yes, there were times his dad told him to slow down a bit if they were winning. He would visit training at Cerro del Espino in Majadahonda near the family home and have a kickabout. "It was crazy seeing the players up close," he has said. "I always thought: 'Imagine being out there; that would be mad.'" After Falcao, his idol became Antoine Griezmann. Overcoming the Family Legacy Competition came closer to home. "They would kick me, throw me to the floor, and if I cried, I couldn't play with them any more; I learned to be tougher," Giuliano said of playing with his brothers. Gianluca and Gio were good, becoming professionals like their dad, and they suspected Giuliano would be good too. Just maybe not this good. He was 16 when he left River Plate's academy and crossed the Atlantic to join Atlético's youth system, living with his dad, watching him pore over formations every morning. When he turned 18, though, Simeone Sr kicked him out; it was time to be a man. Now, his dad is his manager and his hero is his teammate. Which might make it sound easy, but it hasn't been – in part precisely because it might sound easy. In a recent interview with Jorge Valdano, Giuliano admitted: "At times, it can feel strange to me, wondering what others might think." When Valdano joked that the best thing is, when your teammates speak badly of the manager, speak even worse. The reply came back rapidly: "No doubt!" Giuliano admitted that had affected him when he was younger, telling Cadena Ser: "When I was 12 people said I was playing because I was my father's son. I try to isolate myself from [that]. I know I won't be gifted anything." The Father-Son Dynamic Quite the opposite. Simeone Sr once said that there was no way he would sign his son because of the baggage it would bring: the suspicion, the pressure. "I don't want to say never, but …" he said. "It would be very difficult to have a son in the dressing room. Very difficult for him, for the relationship, for everyone." But he said that about Gio not Giuliano, and Atlético didn't sign the latter nor really plan for father and son to coincide. He was just another kid from the academy, trying to prove himself.

Protesters Interrupt NatWest AGM with Climate SongThe chair of NatWest was forced to defend the bank against accusations of “climate backtracking” when activists from the XR Money Rebellion sang a rendition of Frère Jacques—"No more bombs, no more oil"—during the opening speech of the annual general meeting in Edinburgh. The protest halted the proceedings for roughly thirty minutes before the meeting resumed.Protesters wore black T‑shirts reading “No more big oil” and “No bombs”.Representative Mara Lilley of the Church of England pension board announced a vote against chair Rick Haythornthwaite’s re‑election over climate concerns.The disruption coincided with heightened shareholder questioning of climate policy and staff remuneration.Financial Stakes: £19bn Transition Finance and £200bn Sustainable Lending GoalNatWest disclosed that it provided £19 bn of energy‑transition finance in the second half of 2025 and set an ambitious target of £200 bn in sustainable lending by 2030. The bank also reported that oil and gas financing now represents only 0.6% of total lending.Goal: halve climate impact versus 2019 levels (currently at 39%).Net‑zero financing target: 2050.Executive pay: CEO Paul Thwaite to receive £6.6 m in 2025‑26.Boardroom Tension: Shareholder Dissent and Policy Shift ImplicationsDespite a 92% approval for Haythornthwaite’s re‑election—the lowest among 25 resolutions—significant dissent emerged. Jeanne Martin of Share Action, representing investors with $1.4 tn assets, warned that the softened fossil‑fuel policy could amplify physical risks such as flooding and heatwaves, threatening long‑term financial stability.Share Action called the policy change a “slight shift” that risks “accelerating exposure to physical risks”.Unite union representatives highlighted rising dividends and executive pay versus staff hardship.Future Outlook: Pressure on NatWest’s Climate Commitments and Stakeholder RelationsHaythornthwaite agreed to meet with concerned investors within three months, signalling a potential recalibration of the bank’s climate roadmap. Continued activist pressure and shareholder activism suggest NatWest will need to balance its pragmatic middle‑road approach with demonstrable progress on sustainable financing to restore confidence.Potential outcomes: tighter fossil‑fuel financing restrictions, enhanced reporting on transition plans, or renewed stakeholder dialogue.Long‑term risk: erosion of investor trust could affect capital costs and market reputation.

The Stalemate Over West Ham's Stadium The head of the London Marathon has urged West Ham to show more “heart and soul” amid fears they could scupper Britain’s chances of hosting the 2029 World Athletics Championships. The Impact of West Ham's Refusal While London’s bid is seen as the favourite, it has hit a major stumbling block with West Ham refusing to give up their stadium for around two weeks in September 2029 because the football season will be under way. The Financial and Sporting Implications The situation is further complicated by West Ham facing relegation and the departure of the club’s vice chair, Karren Brady. Hugh Brasher, who is part of the London 2029 bid team, admitted that if West Ham goes down to the Championship, it would have an impact on the bid. A Call for Support “Football is an interesting, very tribal, sport,” said Brasher. “Money talks. But sometimes people look at their heart, they look at their soul, and that’s the purpose.” He then cited the words of his father, Chris Brasher, when he came up with the idea of the London Marathon in an Observer article nearly 50 years ago. The Road Ahead “My father’s final words in the article in 1979 said: ‘London had the course, but did it have the heart and the soul to welcome the world?’ I would ask West Ham, do they have the heart and the soul to open the stadium?’” Brasher said that he expected talks with West Ham to take place in June. The Competition for the Championships Rome, Munich, Nairobi, as well as an Indian city, are also in contention for the Championships. Final submissions from bidding cities are required by early August, with a decision made in September.

Ali al‑Zaidi, a multimillionaire entrepreneur, was announced on Monday as Iraq’s prime minister‑designate, a compromise that resolves a protracted political stalemate within the Shia‑led Coordination Framework. Shia Bloc’s 25‑Minute Deal Elevates Businessman Ali al‑Zaidi The Coordination Framework, Iraq’s largest parliamentary bloc, convened a decisive meeting after missing the constitutional deadline of 26 April. Within 25 minutes members unanimously approved al‑Zaidi, a candidate with no prior governmental experience, to head the next government. Age: 40 years Key roles: Chairman of National Holding Company, board chair of Shaab University and Ishtar Medical Institute Education: Bachelors in law and finance; Master’s in banking and finance; member of the Iraqi Bar Association Parliamentary Numbers and Timeline of the Selection The new prime minister‑designate has 30 days to present a cabinet and secure a confidence vote from at least 167 lawmakers. The Shia bloc controls 185 of the 329 seats in the Council of Representatives, giving al‑Zaidi a solid parliamentary base if he can maintain internal cohesion. 26 April – Constitutional deadline missed 27 April – Final Coordination Framework meeting; al‑Zaidi selected 28 April – President Nizar Amedi appoints al‑Zaidi as prime minister‑designate By early June – Cabinet must be submitted for parliamentary approval Geopolitical Stakes: US, Iran and Iraq’s Economic Reform Al‑Zaidi’s “blank‑slate” profile is viewed as an asset by both Washington and Tehran. The United States, after President Donald Trump vetoed former rival Nouri al‑Maliki, seeks a leader who can curb the influence of Iran‑linked militias within the Popular Mobilisation Forces (PMF). Conversely, Iran favours a government that does not alienate its regional partners. Economically, al‑Zaidi promises to shift Iraq from a centrally planned model toward a market‑oriented system, leveraging his experience in agriculture, real estate, banking, logistics and renewable energy. What Lies Ahead for al‑Zaidi’s Premiership If al‑Zaidi secures parliamentary confidence, he will inherit a nation navigating several crises: Potential economic fallout from disruptions in the Strait of Hormuz Deep‑rooted corruption and the need for institutional reform Balancing US pressure to limit PMF influence with Iran’s regional interests Managing youth unemployment and expanding renewable‑energy projects Analysts predict that al‑Zaidi’s business‑first approach could attract foreign investment, but his success will hinge on maintaining a delicate diplomatic equilibrium between competing great‑power interests.

The Concept of a Salon Exhibition The gallery appears to have been set for a party. Mismatched chairs are scattered through the space – ornate gothic throne, wing-backed recliner, stackable school chair. Each points towards a white window painted on to the wall, into which one of 43 equally miscellaneous paintings has been inserted. These paintings are the other party guests, and you must decide who to sit with. Engaging with the Artworks It is a ragtag bunch, and so I decide to start with the people I recognise. But on my way to meet a portrait by Denzil Forrester of the young Haile Selassie, its surface resembling scuffed and polished stone, I am distracted by the glitter of light from a small work by Andrew Cranston. It comes from a young woman who seems to have been transplanted from Dumbarton into a glamorous late Vuillard, her coat shimmering like the scales of a fish caught by late summer sun. The Curator's Vision The host of this “salon”, and the person whose sensibility knits it together, is Matthew Higgs, director of New York’s White Columns gallery and magpie impresario. Some of these artists he has worked with for years, while others, such as Adam Keay, who contributes an oddly compelling beach scene, were invited on the strength of a chance encounter. The Experience of Discovery If you can stick it out to the 40-minute point at which things get really psychedelic, you will discover that you have attracted the attention of security guards. This is because exhibitions are not, for the most part, designed to encourage you to spend a long time in front of art works so much as move you through to the gift shop. But Higgs understands that to have a meaningful experience with a painting requires no technical expertise but only time, an open mind and, ideally, a chair.