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Starbucks's UK retail arm secured a significant £13.7m corporation tax credit last year, even as it reported a 6% increase in sales to £556.3m and added over 90 new stores, bringing its total to 1,304. The tax credit, which can be used to offset future tax bills, follows losses widening to £41.3m in the 12 months to September.The company's financial performance was impacted by £40m in royalty and licence fees paid to its parent company, Starbucks Emea. These fees, which are paid to a UK-based entity that collects similar fees from across Europe, the Middle East, and Africa, significantly contributed to the losses.Despite the losses, Starbucks UK's sales growth was driven by price increases, new loyalty schemes, and the introduction of “freshly baked in-store food”. The company also shifted its workforce towards full-time staff, reducing overall staff numbers by 244 to 5,352.Critics, such as the Fair Tax Foundation, argue that this situation highlights a recurring issue where large corporations like Starbucks use complex financial structures to minimize their tax liabilities. “This all feels so very Groundhog Day,” said Paul Monaghan, chief executive of the Fair Tax Foundation. “As per a decade ago, Starbucks UK reports annual growth in income and store numbers, whilst at the same time declaring a loss due to the payment of hefty royalty fees to other Starbucks subsidiaries. The end result, no corporation tax is paid.”In response, a Starbucks spokesperson emphasized the company's commitment to paying all taxes due, stating that it “manages its global tax responsibilities in keeping with its mission and values.”The company's financial challenges are expected to continue, with Starbucks UK citing a “challenging consumer environment” characterized by inflationary pressures, reduced discretionary spending, and increased competition. The company has received financial support from its parent group, including £30m in cash to keep the business afloat and a further £60m in February.

The US inflation rate experienced a significant surge in March, rising to 3.3% over the year, with prices increasing by 0.9% compared to the previous month. This spike is largely attributed to the escalating conflict with Iran, which has resulted in a substantial increase in energy prices.The Consumer Price Index (CPI) for energy rose by 10.9% in March, primarily driven by a 21.2% increase in gasoline prices. This increase accounted for nearly three-quarters of the monthly all-items increase. Airfares also saw a notable rise, increasing by 2.7% in March and 14.9% higher than a year earlier.Core inflation, which excludes volatile food and energy prices, rose at a more modest 0.2% over the month and was 2.6% higher over the year. The annualized inflation rate has not exceeded 3% since summer 2024.The conflict with Iran has driven the American economy into deeper uncertainty, adding to the precariousness that began with Donald Trump's tariffs last year. The war has also led to a rise in oil prices, with US crude oil priced 10% higher than before the conflict and nearly 30% higher since the start of the year.Recent data shows that prices are affecting producers, with the gross domestic product (GDP) for the last quarter of 2025 revised down from an initial 1.4% to 0.5%. The prices index in the Institute for Supply Management's survey of managers saw its largest one-month increase in 13 years, rising from 63 in February to 70.7 in March.Consumer confidence is also falling, with the University of Michigan's closely-watched consumer confidence survey recording a 10.7% drop to its lowest level on record. Survey director Joanne Hsu noted that many consumers blame the Iran conflict for unfavorable changes to the economy.Despite the challenges, the labor market appears resilient, with employers adding 178,000 jobs in March and the unemployment rate falling to 4.3%. However, the Federal Reserve faces a tricky situation in adjusting interest rates amid the conflict, as raising rates could help curb inflation but risk destabilizing the labor market and increasing unemployment.

The world economy is facing a potential threat of stagflation, a scenario where economic growth stagnates while inflation remains high. This situation can have far-reaching consequences, including reduced purchasing power, increased unemployment, and decreased investor confidence.Stagflation is a challenging economic phenomenon to address, as traditional monetary policy tools may not be effective in combating both stagnant growth and high inflation simultaneously. Economic experts are closely monitoring the situation, and policymakers are likely to face significant challenges in navigating this complex economic landscape.The possibility of stagflation has significant implications for businesses, investors, and individuals, as it can impact everything from consumer spending and investment decisions to the overall stability of financial markets. As the situation continues to unfold, it is essential to stay informed and adapt to the changing economic environment.

The International Monetary Fund has cautioned that the US‑Israel war on Iran could ignite a new wave of global inflation, jeopardising the outlook for world growth even if the current cease‑fire endures. IMF Managing Director Kristalina Georgieva announced on Thursday that the Fund will lower its growth projection for the global economy at next week’s IMF‑World Bank Spring Meetings, stating that the conflict has turned a potential upgrade into a growth downgrade. Earlier this year the IMF had lifted its forecast to 3.3 % growth for the 191‑member economies. That optimism evaporated after the war erupted on 28 February, driving up oil and natural‑gas prices, damaging energy infrastructure such as refineries and tanker terminals, and disrupting fertilizer shipments essential for global agriculture. Georgieva warned that the conflict is eroding business and consumer confidence and urged member nations to “get your house in order” as heightened defence spending adds further strain to the world economy. She also expressed confidence that the IMF will secure U.S. congressional approval this year for a 50 % increase in quota‑based lending resources, unlocking more of its roughly $1 trillion lending capacity. The United States, the Fund’s largest shareholder, would thereby provide crucial financial reassurance amid uncertain future developments. In a newly released report, the IMF estimated that countries directly involved in armed conflict typically see output fall by about 3 % at the outset, accumulating to roughly 7 % losses over five years. However, the study noted that economies like the United States may avoid severe economic damage because the fighting does not physically affect their own territory. Central banks are also on alert. Georgieva emphasized that “the central bank cannot afford to let inflation spiral out of control,” a statement that precedes the U.S. Federal Reserve’s two‑day policy meeting scheduled for 28–29 April, where interest‑rate decisions will be made amid political pressure from President Trump to lower rates. Other monetary authorities, including the Bank of Mexico, warned that the Middle‑East turmoil could push inflation higher in Latin America’s second‑largest economy, underscoring the broader spill‑over risks of the conflict.

The escalating tensions in Iran have significant implications for global supply chains, which are still reeling from the impact of the conflict. The country's strategic location and critical infrastructure make it a crucial hub for international trade. As the situation continues to unfold, experts are closely monitoring the potential disruptions to global supply chains. Any prolonged conflict could lead to increased costs, delays, and uncertainty for businesses and consumers alike. The impact on global trade is a pressing concern, with Iran playing a vital role in the global economy. The country's significant oil reserves and key transportation routes make it an essential player in the international trade landscape. As the international community watches with bated breath, one thing is clear: the resilience of global supply chains will be put to the test. The ability of these chains to recover and adapt to the challenges posed by the conflict will be crucial in determining the future of international trade.

What would Henrik Ibsen’s iconic heroine Nora look like in today’s Britain? In this bold re‑imagining, playwright Anya Reiss transports the 19th‑century drama into a world of high‑salary banking, social‑media façades and post‑pandemic consumer excess. Set against a sleek, white‑goods‑strewn stage designed by Hyemi Shin, the story follows Nora (played by Romola Garai) as the wife of a lucrative London banker, Torvald (Tom Mothersdale), who is also battling drug addiction. Though presented as a “trophy wife”, Nora is far sharper than her husband realises – she has secretly rescued the family from financial collapse and funded Torvald’s recovery, all while maintaining a veneer of festive, pre‑Christmas splurging. The familiar Ibsen plot points survive the update: a blackmail threat from Torvald’s colleague Nils Krogstad (James Corrigan) and a visit from the destitute, marriage‑for‑money‑failed friend Kristine (Thalissa Teixeira). Their interactions expose the tension between outward affluence and hidden desperation. Reiss’s version is unmistakably contemporary, peppering dialogue with references to Instagram, a stock market rattled by conflict in the Middle East, and the relentless pursuit of material status. This backdrop reframes the marital power struggle as a clash of class and modern capitalism, asking whether love can ever be insulated from market forces. Despite the heavy thematic load, the cast delivers a series of compelling performances. Garai’s Nora oscillates between calculated seduction – even donning a provocative nurse’s outfit for a flirtatious dance – and a keen intellect that refuses to be reduced to a mere commodity. Her portrayal suggests that, for Nora, the body has become a form of currency, yet she remains acutely aware of the performative nature of both marriage and motherhood. Notably, the children appear only through baby‑monitor audio, a deliberate choice that underscores the couple’s emotional distance and mirrors the original’s focus on Nora’s internal emancipation. The climax arrives in a charged confrontation where Nora questions, “Is love meant to be subject to the market?” The line encapsulates Reiss’s preoccupation with the commodification of intimacy, even as it feels like a summarising refrain rather than a fresh revelation. Ultimately, the production offers a nuanced, if occasionally over‑engineered, vision of Ibsen’s feminist aspirations. It hints at a future where Nora and Torvald might seek couples therapy to untangle their financial and emotional entanglements – a decidedly modern resolution. A Doll’s House runs at the Almeida Theatre, London, until 23 May.

Lidl announced a major expansion in the United Kingdom, pledging to open 50 new stores over the next twelve months. The rollout is part of a broader strategy to become the country’s fifth‑largest supermarket, challenging Morrisons for that slot. In a unique move, the German‑owned retailer is also constructing its first pub in east Belfast. Local licensing rules require supermarkets to acquire a licence surrendered by an existing premises, and Lidl failed the standard off‑licence test but succeeded for a pub after two nearby bars closed. The venue, set to seat about 60 patrons, will open this summer and will feature a curated selection of Lidl‑branded beers, wines, spirits and other drinks, with a focus on supporting local suppliers. Lidl GB, which already operates more than 1,000 stores across Britain, said it will invest **over £600 million** in the UK expansion. The capital injection is expected to generate **almost 2,000 jobs** as the company enlarges its warehouse and logistics network to service the new outlets. Among the first locations slated for summer openings are Abbots Langley (near Watford), Warrington in Cheshire, and Thornbury in Gloucestershire. The company reported 50 store openings planned for the coming year, up from 40 in the previous twelve‑month period, and expects **no closures** during this time. Market data shows Lidl now matches Morrisons with an **8.3% share** of the UK grocery market, achieving the fastest growth among physical grocers. In the three months to 22 March, Lidl’s sales rose **9.6%**, outpacing Morrisons’ modest **2.3%** increase, which lagged behind inflation. Over the year to February 2025, Lidl’s UK sales climbed **8.3% to £11.7 billion**, while profits more than doubled to **£156.8 million** and employee numbers rose to **11,422**. Chief Executive Ryan McDonnell emphasized the broader impact, stating, “Our expansion translates directly into high‑quality jobs and gives British suppliers the certainty they need to invest in the future.” The move has also drawn praise from Kate Dearden, the minister for employment rights and consumer protection, who highlighted the importance of such investment for community standards and fair wages. While Lidl and rival Aldi have surged ahead by offering low‑price alternatives amid a cost‑of‑living crunch, traditional giants Tesco and Sainsbury’s are responding with enhanced loyalty programmes and price‑competitive ranges to retain market share.

The UK government has pledged £380 million to accelerate the build‑out of a new battery factory in Somerset that will supply Jaguar Land Rover (JLR) with cells for its forthcoming electric Range Rover and Jaguar models. The plant, operated by Tata’s battery subsidiary Agratas, was highlighted during a site visit by Business Secretary Peter Kyle, who emphasized the grant’s role in safeguarding jobs and driving economic growth. When fully operational, the gigafactory is projected to employ 4,200 workers and deliver up to 40 GWh of battery capacity annually—enough for hundreds of thousands of electric vehicles. It will become the UK’s second high‑volume battery facility after the Chinese‑owned AESC plant in Sunderland. Construction remains in its early stages, with only a steel frame erected so far. Although the original timetable targeted production start‑up in 2026, delays have pushed the expected commencement to the end of 2027. Agratas has reduced the footprint of the first building but claims the change reflects more efficient process design rather than a cut‑back in output. JLR, the nation’s largest automotive employer, had planned to launch its electric Range Rover in 2025, but the debut has slipped to 2026 and the vehicle is still not on sale. The postponement follows a broader trend of EV manufacturers worldwide scaling back or postponing battery projects after over‑optimistic forecasts of rapid consumer migration from petrol. Recent spikes in petrol prices—spurred by geopolitical tensions linked to Donald Trump’s war in Iran—could make electric cars more appealing, potentially justifying the sizeable capital commitments required for a transition to EV production. Until the Somerset facility becomes operational, JLR will continue to source batteries from AESC. That arrangement was confirmed last year by investment bank Société Générale, though references to JLR have since been removed from public statements. In addition to the battery grant, Tata previously secured a £500 million pledge to modernise its Welsh steelworks with electric arc furnaces, underscoring the government’s broader push for greener industrial capacity. Peter Kyle said the investment, alongside other automotive research initiatives announced on the same day, would “boost economic growth, secure jobs and put more money in people’s pockets.” He added that the UK’s “modern industrial strategy” provides the stability needed for long‑term planning. Earl Wiggins, Agratas’s vice‑president for UK manufacturing, welcomed the funding, noting it will enable the company to “deliver net‑zero goals and strengthen the UK’s position as a global leader in battery manufacturing.” He projected that over 2,200 staff would be on‑site within the next year, with further growth thereafter.

Korean fried chicken, also known as yangnyeom chicken, has become a global phenomenon, with a presence in over 60 countries and more than 1,800 stores worldwide.The dish, which originated in South Korea, was introduced by American soldiers after the Korean War. However, it wasn't until the 1980s that a Korean chicken shop owner, Yoon Jong-gye, developed a sweet and spicy recipe that made it distinctly Korean.The cultural breakthrough for Korean fried chicken came in 2014 with the Korean drama My Love from the Star, which became a sensation in China and triggered a surge in popularity for Korean chicken restaurants.Today, Korean fried chicken is the most popular Korean food among international consumers, according to a South Korean government survey. The dish has become a staple in many countries, with chimaek, the portmanteau meaning 'fried chicken and beer,' entering the Oxford English Dictionary.The success of Korean fried chicken can be attributed to its simplicity, technique, and adaptability. Korean chicken brands have expanded internationally, with many offering a range of recipes tailored to local tastes.At the heart of Korean fried chicken's success is its unique cooking technique, which involves double-frying the chicken to achieve extra crispiness. The batter, typically made with potato or corn starch, holds up well under the sauce, allowing it to stay crisp even after being boxed up for delivery.Prof Joo Young-ha, a cultural anthropologist, argues that Korean chicken's global success stems from its simplicity and universal appeal. 'Unlike pork, chicken crosses religious prohibition boundaries,' he says. 'And unlike kimchi, which is treated like a side dish, or bibimbap, which isn't immediately obvious as a dish, fried chicken is immediately recognizable as a meal.'