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Budget airline easyJet has issued a profit warning, citing the impact of the Iran conflict on fuel prices and bookings. The airline has seen fuel costs rise by £25m in the last month alone, driven by the escalating tensions in the Middle East.EasyJet expects to report an increased pre-tax loss of £540-£560m for the six months to March, up from £394m in the first half of 2024-25. The carrier typically generates most of its revenue in the second half of the year, which includes the peak summer period.The airline has hedged 70% of its fuel needs for the rest of the financial year to September, but each $100 movement in the spot price of jet fuel per metric tonne adds £40m in costs for its unhedged supply. Currently, the price is about $800 higher than before the conflict started.Chief executive Kenton Jarvis said demand remained strong in the short term, but customers were leaving it later to book due to economic uncertainty. However, he assured that fuel supplies remained normal and that any talk of having to cancel flights was pure speculation.Jarvis added that there was continued positive demand, but easyJet's financial performance had worsened year on year, impacted by the conflict in the Middle East and the competitive environment in some markets. Shares fell 3% in early trading.

The frozen assets of Iran, estimated to be over $100bn, have emerged as a significant obstacle in the ongoing talks between the United States and Iran. These assets, which include revenues from oil sales frozen in foreign banks, are a vital component of Iran's economy, which has been severely impacted by sanctions imposed by the US and other nations.The sanctions, in place since 1979, have restricted Tehran's ability to access its own assets, exacerbating the country's economic woes. Mohammad Bagher Ghalibaf, the speaker of Iran's parliament, has emphasized that the release of these frozen assets is a prerequisite for any negotiations.The exact amount of frozen assets is unclear, but experts estimate it to be around $100bn, a sum that is approximately four times what Iran earns annually from hydrocarbon sales. Frederic Schneider, a nonresident senior fellow at the Middle East Council on Global Affairs, noted that this is a substantial amount, especially for a country that has been suffering under decades of US-led sanctions.The frozen assets are held in multiple countries, including Japan, Iraq, China, India, Luxembourg, and Qatar. Iran's economy is in crisis, with decades of sanctions limiting its oil exports and stalling its ability to attract investments and modernize its industry and technology. The release of these assets could provide a significant boost to Iran's economy, allowing it to address its infrastructure needs and stabilize its currency.Roxane Farmanfarmaian, academic director and lecturer in international politics at the University of Cambridge, emphasized that unfreezing Iran's assets would be significant, enabling the country to repatriate its funds earned in hard currency from oil sales and gain control over its currency fluctuations.

The prospect of a renewed U.S. oil blockade has sparked concerns across Havana’s tobacco fields, where the cigar industry remains a cultural and economic cornerstone. Analysts warn that restricting oil supplies could disrupt the energy‑intensive processes essential for curing, rolling, and transporting premium cigars, potentially undermining production volumes and export revenues. Cuba’s cigar sector accounts for a significant share of the island’s foreign‑exchange earnings, with premium brands commanding premium prices in markets worldwide. A sustained energy shortage would not only raise operational costs but could also force producers to scale back output or seek alternative, less efficient energy sources, eroding the competitive edge that Cuban cigars have long enjoyed. Beyond the immediate economic impact, the blockade could deepen existing tensions in U.S.-Cuba relations. The move may be interpreted as a strategic lever to pressure the Cuban government, yet it also risks alienating stakeholders in the global tobacco trade and could invite retaliatory measures. While the full extent of the blockade’s effect remains uncertain, experts stress that any disruption to the cigar supply chain would reverberate through related sectors—tourism, agriculture, and logistics—exacerbating the island’s broader fiscal challenges. Policymakers on both sides are therefore urged to weigh the economic costs against geopolitical objectives before implementing such a measure.

Tehran has issued an uncompromising demand for $270 billion in reparations for the devastation wrought by United States and Israeli strikes since the war began on 28 February. The figure, disclosed by government spokeswoman Fatemeh Mohajerani in an interview with Russia’s RIA Novosti, aggregates both direct and indirect losses across a wide range of sectors. Iran’s UN envoy asserted that five regional states must contribute to the compensation, alleging that their territories served as launchpads for attacks on Iranian soil. In parallel, Tehran floated a Strait of Hormuz protocol that would levy a tax on vessels transiting the strategic waterway, earmarking the proceeds for reconstruction. The war has battered Iran’s critical infrastructure: oil and gas complexes, petrochemical plants, steel and aluminium factories, as well as military installations have been repeatedly struck. Damage extends to bridges, ports, railways, universities, research centres, power stations and desalination plants, while countless hospitals, schools and civilian homes have been either damaged or razed. In the aviation sector, Maghsoud Asadi Samani, secretary of the Association of Iranian Airlines, reported that 60 civilian aircraft have been rendered inoperable, with 20 completely destroyed. Iran now operates roughly 160 passenger planes, many of which are decades old and suffer from parts shortages due to stringent US sanctions. The airline industry estimates losses exceeding 300 trillion rials (≈ $190 million) over just 40 days of conflict, compounded by the loss of anticipated revenue from the Nowruz holiday period. Despite the extensive damage, Iranian officials have signalled no willingness to make major concessions in forthcoming negotiations with Washington, including on nuclear enrichment. Hard‑line parliament spokesman Ebrahim Rezaei warned that extending the recent two‑week ceasefire would merely allow the US and Israel to replenish their arsenals, urging the United States to either recognise Iran’s rights—particularly over the Strait of Hormuz—or return to hostilities. Financially, Iran allocated close to $8 billion to its military in 2024, according to SIPRI, and has pledged to triple that budget following previous missile exchanges with Israel. Yet the economy remains strained by years of sanctions, mismanagement and corruption. Compounding the economic strain, the government‑imposed near‑total internet shutdown—affecting over 90 million users—has been estimated to cost the nation up to $80 million per day. Afshin Kolahi of the Iran Chamber of Commerce warned that the blackout equates to losing the output of four B1‑class bridges and two medium‑capacity power plants each day. While a limited “Internet Pro” service is being offered to select users, the majority of the population remains confined to a state‑controlled intranet, prompting widespread calls for internet freedom. These intertwined military, economic and digital pressures underscore the high stakes of the anticipated US‑Iran talks, with Tehran demanding acknowledgment of its losses and a pathway to rebuild a war‑torn nation.

In a landmark decision, a Manhattan federal jury determined that Live Nation and its Ticketmaster subsidiary wield a monopolistic grip on major concert venues across the United States. The four‑day deliberation ended Wednesday with a finding that the ticket‑selling platform had overcharged buyers by $1.72 per ticket, a figure that will now be used by a judge to calculate total damages. The case, originally spearheaded by the federal government and later joined by dozens of states, accused Live Nation of leveraging its extensive venue network to stifle competition. Plaintiffs argued that the company barred venues from using alternative ticket sellers and retaliated against those that attempted to do so. Attorney Jeffrey Kessler, representing the states, called Live Nation a “monopolistic bully” that inflates prices for concertgoers. He cited the company’s control of 86% of the concert‑ticket market and 73% of the combined concert‑and‑sports market, underscoring the breadth of its influence. Live Nation, which reported over $22 billion in annual revenue, rejected the monopoly label, insisting that pricing decisions rest with artists, sports teams, and venue owners. Company counsel argued that the firm’s size reflects “excellence and effort,” not antitrust violations. The jury’s finding arrives amid a broader regulatory push. In 2024, the Federal Trade Commission required Ticketmaster to disclose ticket fees up front, prompting the company to eliminate a post‑checkout processing charge. However, a recent Guardian investigation revealed that Ticketmaster introduced alternative fees to offset lost revenue, raising questions about compliance with FTC rules. Earlier, the Department of Justice settled with Live Nation under the Trump administration, creating a $280 million settlement fund for participating states. The agreement also imposed caps on service fees at select amphitheaters and opened the door—though not the obligation—for venues to work with Ticketmaster rivals such as SeatGeek and AXS. More than 30 states declined the settlement and pursued the trial, arguing that the federal government’s concessions were insufficient. During the proceedings, Live Nation CEO Michael Rapino testified, including about the 2022 Taylor Swift ticket fiasco, which he attributed to a cyber‑attack. Internal communications from Live Nation executive Benjamin Baker surfaced, in which he described certain pricing practices as “outrageous” and disparaged customers as “so stupid,” later apologizing for the “very immature and unacceptable” remarks. Live Nation has announced its intention to appeal the verdict, stating confidence that the ultimate outcome will align with the original DOJ settlement framework. The case continues to spotlight the tension between dominant market players and antitrust enforcement in the live‑entertainment industry.

"The failure is big," Liverpool midfielder Ryan Gravenberch declared after the Champions League loss to Paris Saint-Germain. The defeat not only eliminates Liverpool from Europe but also seals a season that will finish trophyless. Manager Arne Slot has repeatedly insisted that the future looks very bright for Anfield, yet the club’s reality is starkly different. A business model built on lucrative broadcasting and commercial revenues now faces a potential top‑five miss, a scenario that would be financially and reputationally humiliating for a side that spent nearly £450 million on its squad last summer. Slot’s request for three seasons to steer Liverpool’s transition is under intense scrutiny. In the past 16 days Liverpool have played five matches: three defeats, two aggregate exits totalling 8‑0, and a solitary league win sparked by 17‑year‑old Rio Ngumoha. The pattern underscores a season riddled with setbacks. Sporting director Richard Hughes observed that despite a respectable xG of 1.94 against PSG, Liverpool’s performance fell short, a symptom of deeper issues. The situation worsened when forward Hugo Ekitiké collapsed with a suspected Achilles injury in the 27th minute, likely ruling him out for the remainder of the campaign. His absence further hampers the newly assembled £320 million front line of Alexander Isak, Hugo Ekitiké and Florian Wirtz, who have barely featured together. Slot’s tactical gamble of starting Isak after a four‑month hiatus and deploying a back five at the Parc des Princes backfired. Isak managed only five touches before being substituted at halftime, illustrating that a Champions League quarter‑final is not the venue for experimentation. After the second leg, Slot attempted to inject optimism, stating, "The good thing is Alex is back" and reiterating that the club can compete with Europe’s champions on home soil. Critics argue this positivity is misplaced, especially as Liverpool scrambles through the run‑in with key players missing. With six league games remaining, a fit Isak could be the difference between securing Champions League qualification and enduring further humiliation. Both Isak and Wirtz must begin to justify their hefty transfer fees, despite recent injury concerns and underwhelming output. In a candid interview with Ziggo Sport, Gravenberch summed up the mood: "No, actually not. It’s disappointing. We have to pick ourselves up as Sunday is waiting. We still have six matches in the league and we just want to play in the Champions League next year as well." He added that the season feels plagued by setbacks—late goals conceded and missed chances—making this a tough, failure‑laden campaign from which the squad must learn.

Just a decade ago, cord‑cutters imagined a utopia where any game could be streamed on any device for a single, affordable price. Today, that vision has morphed into a bewildering web of platforms, blackouts and fees that strain even the most devoted fans. Major League Baseball illustrates the chaos. The Yankees’ local market now requires fans to juggle seven different providers, from traditional broadcasters to Apple TV and niche apps. A season‑long Gotham Sports App pass costs $119.99, while Amazon’s Prime Video charges $14.99 per month (or $139 annually) for exclusive rights to 21 Wednesday games. Netflix, at $19.99 per month, aired the opening‑night matchup between the Yankees and Giants. Adding these together, a die‑hard fan could face a bill of roughly $800 to watch every Yankees game this year, according to a calculation by The Athletic. Even Apple’s own streaming chief, Eddy Cue, admitted the market has regressed: “You used to buy one subscription, your cable subscription, and you got pretty much everything they had. Now, there’s so many different subscriptions, so I think that needs to be fixed.” MLB commissioner Rob Manfred proposes centralising local rights by 2028, hoping to curb the splintered landscape. Yet legacy broadcasters and tech giants continue to chase lucrative deals. The NBA’s recent 11‑year, $76 billion media contract with Disney/ESPN, Amazon and NBC underscores how high the stakes have become. Rights fees are increasingly volatile. ESPN reportedly paid $550 million annually for Sunday Night Baseball, only to see MLB strike a $10 million per‑year deal with Roku for the same slot. Netflix is said to spend $50 million per season for three years to air marquee events such as Opening Night and the Home Run Derby. The NFL, the most valuable league, embraces fragmentation as a revenue strategy, distributing games across CBS, Fox, NBC, ESPN/ABC, Prime Video, the NFL Network, YouTube and Netflix. By packaging boutique game bundles for streamers, the league extracts “significantly more money” beyond its core media rights. Beyond cost, the viewer experience is eroding. In‑game advertising now blankets pitches and ice rinks, while “hydration breaks” at the World Cup will feature mandatory ad slots. Streamers counter with ad‑free premium tiers, but those come at a premium comparable to airline baggage fees. Financial pressures are evident. Peacock added 44 million paying subscribers in Q4 2025, yet reported a staggering $552 million loss, largely due to expensive NBA and NFL rights. Dazn, another global sports streamer, has accumulated billions in operating losses since launch. Industry analysts warn that over‑commercialisation could alienate casual viewers, especially younger audiences with shrinking attention spans who prefer short‑form clips on platforms like TikTok. As Anthony Palomba of the University of Virginia notes, “The prospect of watching a three‑hour game versus getting bite‑sized highlights on TikTok is difficult.” Data‑driven, AI‑powered programmatic ads promise higher monetisation, turning moments—like Steph Curry’s game‑winning three‑pointer—into instant shopping opportunities. Amazon, for example, leverages its ecosystem to track the full consumer journey from view to purchase. One potential remedy is a consolidated “one‑stop‑shop” that bundles multiple sports feeds, aiming to reverse the so‑called “enshittification” of streaming services—a term coined by Cory Doctorow to describe platforms that sacrifice quality for profit. While nostalgia for the era of a single cable package persists, experts caution against romanticising the past. As former NBA commentator Jon Lewis observes, “The old days were complicated in their own ways; today’s challenge is to balance revenue with a sustainable, fan‑friendly experience.”

Negotiations between Washington and Tehran are expected to resume in Islamabad within days, placing President Donald Trump under intense pressure to deliver an Iran accord that can be credibly billed as superior to the 2015 Joint Comprehensive Plan of Action (JCPOA) brokered by former President Barack Obama. Two tests dominate the diplomatic calculus: the deal must demonstrably exceed the Obama agreement, and it must ensure that Iran derives no lasting strategic advantage, particularly over the vital Strait of Hormuz. While direct comparisons with the 159‑page JCPOA are imperfect—given the evolution of Iran’s nuclear program and the emergence of non‑nuclear concerns—the Trump team is framing its objectives around four pivotal issues. 1. Enrichment suspension: In Geneva on 26 February, the U.S. demanded a 10‑year freeze on all domestic uranium enrichment, a figure Iran’s foreign minister deemed unrealistic beyond three years. In Islamabad, the U.S. escalated the ask to a 20‑year suspension, yet Trump publicly dismissed even that, insisting on a permanent ban. The practical timeline for Iran to restart enrichment after the damage to its facilities remains uncertain. 2. Highly enriched uranium (HEU) stockpile: The original JCPOA capped uranium enrichment at 3.65% and limited the stockpile to 300 kg. Iran now holds 440.9 kg of 60%‑enriched uranium—a material that can be rapidly converted to weapons‑grade (90%)—mostly stored as UF₆ gas in scuba‑tank‑sized canisters. Tehran offered to down‑blend this stockpile to 3.67% in an irreversible process, mirroring the 2015 deal’s provisions. The U.S., however, is pressing for the entire stockpile to be removed from Iran under American supervision, a stance that raises questions about the relative merits of in‑country down‑blending versus export. 3. Sanctions relief: The JCPOA promised the release of roughly $100 billion in frozen Iranian assets and the lifting of oil trade restrictions, while retaining sanctions on terrorism, human rights, and missile proliferation. In the Geneva framework, over 80% of sanctions would be lifted, leaving only human‑rights‑related measures. Trump’s administration, wary of political backlash, seeks to attach conditions on how Iran can spend the relief, a demand Tehran rejects, insisting on a permanent, irreversible lifting of sanctions. 4. Non‑nuclear issues: Trump has repeatedly criticized the JCPOA for isolating Iran’s nuclear program from its broader regional behavior. The current negotiations must grapple with Iran’s ballistic‑missile program, support for proxy forces, and the strategic future of the Strait of Hormuz. Iranian officials are divided: one camp favors leveraging the strait for immediate revenue and national pride, while another views it as a diplomatic lever to secure a lasting ceasefire and security guarantees. The confluence of these challenges creates a “marshmallow test” for both sides—whether they can forgo short‑term temptations in favor of a durable, long‑term settlement. As the Trump presidency approaches its final year, the ability to craft a deal that convincingly outperforms the Obama era while addressing the expanded nuclear and geopolitical landscape will determine the legacy of U.S. policy on Iran and its impact on regional stability.

In the first three months of 2026, the United States’ six biggest banks collectively generated $47.4 bn in net profit, edging close to the $50 bn mark. The earnings surge reflects a sharp rise in trading activity as market participants scrambled for safety after the US‑Israeli offensive against Iran sparked a wave of volatility. Bank of America and Morgan Stanley led the pack with profit jumps of 17% and 30% respectively, while Goldman Sachs posted a 19% increase. JPMorgan Chase reported a 13% rise to $16.5 bn, Citi posted a striking 42% jump to $5.8 bn, and Wells Fargo added a modest 7% gain to reach $5.3 bn. Chief Executive David Solomon of Goldman Sachs described the results as a “very strong performance … even as market conditions became more volatile,” noting that the shift in client behavior toward cash‑preserving strategies boosted fee‑based trading revenue. Meanwhile, Bank of America’s CEO Brian Moynihan cautioned that the board remains “watchful of evolving risks,” acknowledging the broader uncertainty surrounding the Middle‑East conflict. The conflict has disrupted tanker traffic through the Strait of Hormuz, pushing energy prices higher and feeding inflationary pressures. The International Monetary Fund responded by trimming its 2026 US growth forecast by 0.1 percentage points to 2.3%, warning that a deeper escalation could trigger a global recession, especially for net energy importers and developing economies. Higher borrowing costs and inflation expectations have dampened demand for loans and mortgages, potentially curbing future investment‑banking fees tied to mergers and acquisitions. Yet, the immediate impact on trading desks has been lucrative, prompting banks to return cash to shareholders. JPMorgan set a quarterly record with a $8.3 bn share‑buyback, Bank of America followed with $7.2 bn, Citi spent $6.3 bn—its biggest buyback in two decades—while Goldman, Wells Fargo and Morgan Stanley allocated $5 bn, $4 bn and $1.8 bn respectively. Analysts view the earnings surge as a short‑term windfall that may not be sustainable if the geopolitical tension persists. Prolonged conflict could suppress corporate earnings, reduce merger activity, and ultimately erode the trading‑driven profit model that has underpinned this quarter’s success.