Chicago Public Schools Chief Education Officer Bogdana Chkoumbova claimed school staff had “kept ICE agents outside of the school” and affirmed that “we will not coordinate with Immigration and Customs Enforcement agents.”
Illinois Gov. J.B. Pritzker piled on, blustering, “After a week of Republicans sowing fear and chaos, the first reports of raids in Chicago are at an elementary school.”
One problem: There were no ICE agents at the school. They were Secret Service agents, looking into a threat against a government official.
Turns out it was Pritzker and his Democratic cohorts “sowing fear and chaos.”
That’s nothing new: For years, the left, helped along by the hysterical media, have consistently twisted the truth to paint Democrats as do-gooders and anyone who disagrees with them as cartoonish villains.
Yet they keep getting caught.
To cast Trump supporters as racist, New York Magazine ran a story last week smearing a Trump inauguration celebration organized by GOP Youth Advisory Council co-chair C.J. Pearson, a black man, as “almost” entirely white — and was promptly called out for cropping several non-white attendees out of the cover photo.
Talk about erasing minorities’ lived experiences.
When the media isn’t editing out inconvenient truths, its outright lying: Back in September, The New York Times dismissed video evidence and eyewitness reports that Venezuelan Tren de Aragua gangbangers had set up base at multiple apartment buildings in Aurora, Colo., and were terrorizing residents. Its headline: “How the False Story of a Gang ‘Takeover’ in Colorado Reached Trump.”
You’d think after being unmasked as untrustworthy partisans in such a humiliating fashion again and again, Democrats and their left-leaning media sock puppets might ease up on the spinning.
But they’re proud of their disinfo.
Just look at hack Jim Acosta, who’s being sent to pasture by CNN as the network discovers feverish anti-Trumpism no longer sells.
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On his way out the door, he told viewers: “Don’t give in to the lies. Don’t give in to the fear. Hold on to the truth.”
The Rolls-Royce (LSE: RR) share price has been on an extraordinary run, doubling in the last 12 months and soaring 475% over two years. Investors who bought at the lows have seen staggering returns, but it can’t maintain this breakneck pace forever.
Rolls-Royce shares look expensive with a trailing price-to-earnings (P/E) ratio of 44 times. That’s well above the FTSE 100 average of 15 times. The danger is that stellar past performance blinds investors to future risks.
Can this FTSE 100 flyer keep going?
Analysts expect strong earnings growth to bring the P/E down to 28.6 times in full-year 2025, based on a consensus earnings per share (EPS) forecast of 21p. By 2027, EPS are forecast to hit 29.3p. That would reduce the forward P/E to around 20 times. So while the stock is pricey today, it could grow into its valuation if the company continues executing well.
But if it falls short? That will hurt. Transformative CEO Tufan Erginbilgiç has navigated the “burning platform” phase successfully, but must now ensure the company runs at full speed to keep investors happy.
Financial performance has been impressive. Half-year results for 2024 showed revenue rising from £7bn to £8.2bn. Underlying operating profit leapt from £670m to £1.15bn. Margins expanded from 9.7% to 14%.
Where will the stock go next?
Debt, once a major issue, is no longer a pressing concern. At the end of 2022, net debt stood at £3.3bn. At last count, it was down to just £820m. Free cash flow is expected to range from £2.1bn to £2.2bn for the full year, strengthening the company’s financial position. Dividends are back, though with a modest forecast yield of 1.1%.
The 15 analysts covering Rolls-Royce have a median 12-month price target of 640p. That’s a 9% increase from today’s 592p. Nobody is going to double their money this year, I’m afraid.
Predictions vary widely though. The highest estimate is 850p, a potential 44% gain. The lowest is 540p, implying a near 9% drop. As with any stock, it could go anywhere in the short run.
Analyst sentiment remains strong. Of 17 analysts, nine rate it as a Strong Buy, two as a Buy, four as a Hold, and only one recommends selling.
Rolls-Royce got another boost on 24 January, announcing the eight year £9bn Unity contract with the Ministry of Defence, designing and supporting nuclear reactors for the Royal Navy’s submarine fleet.
What could hold it back?
Despite these positives, risks remain. Any earnings disappointment could hit the share price hard. External threats, such as a global aerospace slowdown, technical issues with aircraft engines, or a return to inflation could squeeze performance. Geopolitical tensions, including a potential trade war under Donald Trump, add further uncertainty.
The company’s improving profitability, strong cash flows, and major defence wins suggest a bright future. Investors will get a clearer picture when Rolls-Royce publishes full-year results on 27 February.
I’d still buy Rolls-Royce, but only with a minimum five-year view, as things may get bumpier from here. Since I already own the stock, I’m holding.
It’s a tiny corner bar in a gritty South Philadelphia neighborhood, a hangout no bigger than the row houses that surround it. A group of maybe 30 locals, some friends for 50 years, gather at Big Charlie’s Saloon every fall Sunday, filling the place to the brim.
Sometimes you wanna go
Where everybody loves your team
Imagine, a Kansas City Chiefs bar in the City of Brotherly Love, where authorities have to grease the light poles to keep jubilant Eagles fans from climbing them — and even that doesn’t work. Yet, even with Philadelphia squaring off against Kansas City in Super Bowl LIX in New Orleans, the patrons of Big Charlie’s still belly up to the bar in the belly of the beast.
“This is our neighborhood, and it works because we’re neighborhood guys,” said Paul Staico, who owns the establishment five blocks from Lincoln Financial Field. “So you have Eagles fans, Chiefs fans mingling every single day. It does happen.”
It won’t be happening Sunday, though — at least not on a grand scale. As he did two years ago when the Eagles and Chiefs first met in the Super Bowl, Staico closed the bar to the public and invited only a small group of friends and family. He didn’t always like the way the bar was portrayed by local media.
“Last time around, a couple of different TV stations kind of made us look like the bad guy,” he said. “I felt like we’ve been here so long they shouldn’t have put a spin like that on it.”
For that game, which the Chiefs won, Staico originally had planned a Super Bowl party and sold tickets. When the first 150 sold out in two hours, however, he realized the event was getting too big too quickly. He feared the intersection would be clogged with ride shares, and he didn’t want strangers meandering the unfamiliar streets in Chiefs jerseys.
“If you were wandering anywhere outside of this neighborhood you’d have trouble,” he said. “I don’t want to have that on my hands.”
Staico is a Philly guy through and through. He loves the 76ers, Flyers and Phillies and celebrates them at his bar. He pours gallons of Budweiser and Coors, but lots of Yuengling and Rolling Rock too. There are six TVs at Big Charlie’s, and at any given time there’s one of five movies playing: “The Godfather,” “Goodfellas,” “A Bronx Tale,” “Jaws” and — naturally — “Rocky.”
In fact, there’s a scene in “Rocky” that was shot nearby.
Big Charlie’s Saloon owner Paul Staico, center with finger up, gathers with patrons at his South Philadelphia bar.
(Courtesy of Paul Staico)
“Sylvester Stallone walks through a convent that’s near a church that’s two blocks away,” Staico said. “It’s my parish.”
So why, in the name of Sly, does Staico root for the Chiefs?
It seems his late father, for whom Big Charlie’s is named, was a gambler who bet on Kansas City to beat Minnesota in Super Bowl IV (which, coincidentally, was played in New Orleans). It was 1970, and young Paul hadn’t started grade school.
“I remember him telling me we need the red team to win,” Staico said. “They won, and the next day I got a bike. I was loyal after that.”
A few years later, Charlie bought the bar. Paul stayed loyal to the Chiefs, even though they weren’t on TV in Philadelphia more than maybe a game per season. Years later, his family got a satellite dish and his fandom grew.
Charlie died in 1983, and eventually Paul and his buddies began watching games at the bar. The group grew and began to accumulate Chiefs memorabilia — jerseys, helmets, posters, cups — and decorate their hangout.
When NFL Films showcased Big Charlie’s in 2003, then surprised everyone in 2023 by bringing former Chiefs (and Eagles) coach Dick Vermeil by for a visit, the place became more than a neighborhood curiosity.
“That really put us on the map,” Staico said.
Michael Puggi, who grew up around the corner from Big Charlie’s Saloon, holds a replica of the Lombardi Trophy that was gifted to the bar.
(Jessica Griffin / The Philadelphia Inquirer)
One day, the wife of Kansas City defensive coordinator Steve Spagnuolo stopped by and brought her father. They loved the vibe of the place. Soon enough, Spagnuolo dropped in with a gift: a replica Lombardi Trophy from the Super Bowl win over the Eagles.
“After we got the one,” Staico said, “I said I gotta get the one from 1970 too. Then over the years we won a couple more, and now I’ve got four trophies in the back of the bar.”
A constant flow of Chiefs fans take selfies with those shiny silver keepsakes.
But not this Super Bowl Sunday.
“We’re gonna take a knee,” said Staico, South Philly’s answer to Sam Malone.
For every minute of his NBA career, teams have always put James at the forefront of their plans, the Lakers included. The expectation ahead of the trade deadline was that the Lakers were going to need to make an honest evaluation about whether or not to arm James with enough to give him a real shot at a final NBA title.
Instead, the Lakers made another decision — that they were going to start looking beyond LeBron.
By dealing for Doncic, the Lakers underwent an unofficial transition, no longer putting James’ needs first and focusing them on their new 25-year-old star.
So as rival executives and even some Lakers personnel wondered whether James or the Lakers would seek another deal before the deadline, the Lakers’ 40-year-old star had to, at least in part, think about what he’s getting from the Lakers.
According to people familiar with the Lakers’ thinking not authorized to speak publicly, the team has little to no fear that James will want to leave via a trade this season. He can opt out of his contract that’s set to pay him more than $52 million next summer and become an unrestricted free agent, but that’s not an immediate concern for the Lakers.
The Lakers are hopeful that James can not only pair with Doncic in the short term, but can also provide an example to the young star when it comes to the type of physical commitment it takes to sustain availability and greatness.
James has another big reason to stay in Los Angeles, the place where he’s said he hopes to finish his career. Lakers’ wins over the Wizards and Knicks offered a glimpse into how much his priorities have shifted.
Against Washington on Thursday, the Lakers’ bench erupted in glee as his son, Bronny James, scored a tough bucket while getting fouled. After the play, LeBron James smiled before Rui Hachimura wrapped him in a celebratory headlock. On Saturday, as the Lakers dominated the Knicks, James heard the crowd inside his favorite arena chant, “We want Bronny,” only for him to play and, for the second straight game, score.
“It’s probably the greatest thing I’ve ever been a part of,” LeBron James said.
Bronny James, left, and his father, LeBron James, warm up before a game against the Atlanta Hawks at Crypto.com Arena on Jan. 3.
(Wally Skalij / Los Angeles Times)
Somehow, Saturday was the first time Bronny James saw his father play a basketball game at Madison Square Garden, the allure of the iconic arena not fully settling in until pregame warmups when crowds poured into the seats behind the basket to devour every warmup shot.
“In the Garden, I mean getting a bucket here, it felt like the entire Garden was cheering for you,” Bronny James said. “It’s insane.”
Also crazy? Watching LeBron James play at such a high level this deep into a career.
“It’s insane, man. It’s insane for anyone to watch it,” he said. “A 40-year-old man to come out and play… but to produce and to play with as much energy as he does, it’s insane to see.”
Forty-seven games into the Lakers’ season, for everything that’s been insane about this season, Bronny James’ inclusion has been without drama and distraction, at least compared to how awkward it could’ve been.
It could’ve been a disaster and it hasn’t been close to one.
He’s well-liked in the locker room, and the team has supported LeBron James and his desires to be with his son. It was on full display in Bronny James’ last two games and the bench’s reactions.
“That’s who we’re trying to be — is a very connected group that roots for each other’s success,” Lakers coach JJ Redick said after the Lakers beat the Wizards on Thursday.
James didn’t know that the Lakers’ future was about to be upended when he held court postgame in New York. But he did know he was doing something as a father and as a pro that’s given him tremendous joy.
“I missed a lot of Bronny’s points because of my career over the course of his childhood, and AAU games and high school,” he said. “And for me to see all the buckets he’s had as an NBA player with us, to be here with him is super special.”
NEW ORLEANS — As New Orleans church leaders braced for the fallout from publishing a list of predatory Catholic priests, they turned to an unlikely ally: the front office of the city’s NFL franchise.
What followed was a months-long, crisis-communications blitz orchestrated by the New Orleans Saints’ president and other top team officials, according to hundreds of internal emails obtained by the Associated Press.
The records, which the Saints and church had long sought to keep out of public view, reveal team executives played a more extensive role than previously known in a public relations campaign to mitigate fallout from the clergy sexual abuse crisis. The emails shed new light on the Saints’ foray into a fraught topic far from the gridiron, a behind-the-scenes effort driven by the team’s devoutly Catholic owner who has long enjoyed a close relationship with the city’s embattled archbishop.
Saints owner Gayle Benson during last season. Matthew Hinton-Imagn Images
They also showed how various New Orleans institutions — from a sitting federal judge to the local media — rallied around church leaders at a critical moment.
Among the key moments, as revealed in the Saints’ own emails:
— Saints executives were so involved in the church’s damage control that a team spokesman briefed his boss on a 2018 call with the city’s top prosecutor hours before the church released a list of clergymen accused of abuse. The call, the spokesman said, “allowed us to take certain people off” the list.
— Team officials were among the first people outside the church to view that list, a carefully curated, yet undercounted roster of suspected pedophiles. The disclosure of those names invited civil claims against the church and drew attention from federal and state law enforcement.
— The team’s president, Dennis Lauscha, drafted more than a dozen questions that Archbishop Gregory Aymond should be prepared to answer as he faced reporters.
— The Saints’ senior vice president of communications, Greg Bensel, provided fly-on-the-wall updates to Lauscha about local media interviews, suggesting church and team leaders were all on the same team. “He is doing well,” Bensel wrote as the archbishop told reporters the church was committed to addressing the crisis. “That is our message,” Bensel added, “that we will not stop here today.”
The emails obtained by AP sharply undercut assurances the Saints gave fans about the public relations guidance five years ago when they asserted they had provided only “minimal” assistance to the church. The team went to court to keep its internal emails secret.
Gayle Benson at Tom Benson’s funeral in 2018 Archbishop Gregory Aymond. AP
“This is disgusting,” said state Rep. Mandie Landry, D-New Orleans. “As a New Orleans resident, taxpayer and Catholic, it doesn’t make any sense to me why the Saints would go to these lengths to protect grown men who raped children. All of them should have been just as horrified at the allegations.”
The Saints told AP last week that the partnership is a thing of the past. The emails cover a yearlong period ending in July 2019, when they were subpoenaed by attorneys for victims of a priest later charged with raping an 8-year-old boy.
In a lengthy statement, the team criticized the media for using “leaked emails for the purpose of misconstruing a well-intended effort.”
“No member of the Saints organization condones or wants to cover up the abuse that occurred in the Archdiocese of New Orleans,” the team said. “That abuse occurred is a terrible fact.”
The team’s response did little to quell the anger of survivors of clergy sexual abuse.
“We felt betrayed by the organization,” said Kevin Bourgeois, a former Saints season-ticket holder who was abused by a priest in the 1980s. “It forces me to question what other secrets are being withheld. I’m angry, hurt and re-traumatized again.”
Emails reveal extent of help
After the AP first reported on the alliance in early 2020, Saints owner Gayle Benson denied that anyone “associated with our organizations made recommendations or had input” on the list of pedophile priests.
The Saints reiterated that denial in its statement Saturday, saying no Saints employees “had any responsibility for adding or removing any names from that list.” The team said that no employees offered “any input, suggestions or opinions as to who should be included or omitted from” the list.
Tom Benson and wife Gayle in 2006. REUTERS
Leon Cannizzaro, the district attorney at the time, last week denied any role in shaping the credibly accused clergy list, echoing statements he made in 2020. He told AP he “absolutely had no involvement in removing any names from any list.” Cannizzaro said he did not know why the Saints’ spokesman would have reported he had been on a call related to the list.
The emails, sent from Saints accounts, don’t specify which clergymen were removed from the list or why. They raise fresh questions, however, about the Saints’ role in a scandal that has taken on much larger legal and financial stakes since the team waded into it, potentially in violation of the NFL’s policy against conduct “detrimental to the league.”
A coalescing of New Orleans institutions
The outsized role of Saints executives could draw new attention from NFL Commissioner Roger Goodell, who is scheduled to address reporters Monday as New Orleans prepares to host its 11th Super Bowl. Messages requesting comment were sent to the NFL.
Taken together, the emails portray a coalescing of several New Orleans institutions. U.S. District Court Judge Jay Zainey, who was copied by the Saints on the public relations efforts, cheered Bensel on from his personal email account, thanking the team’s spokesman “for the wonderful advice.” A newspaper editor similarly thanked Bensel for getting involved.
“You have hit all the points,” Zainey, a fellow Catholic, wrote in another email to Bensel, praising a lengthy note the Saints spokesman sent to local newspaper editors. “By his example and leadership, Archbishop Aymond, our shepherd, will continue to lead our Church in the right direction — helping us to learn and to rebuild from the mistakes of the past.”
Zainey later struck down a Louisiana law, vigorously opposed by the church, that would have allowed victims to bring civil claims irrespective of how long ago the alleged sex abuse took place. He declined to comment.
A watershed moment for the Catholic Church
New Orleans Saints owner Gayle Benson (top middle) talks with Louisiana Gov. Jeff Landry (top left) next to Saints and Pelicans president Dennis Lauscha (top right) Nov. 3, 2024. AP
The list marked a watershed in heavily Catholic New Orleans — a long-awaited mea culpa to parishioners intended to usher in healing and local accountability. It came at a time when church leaders were seeking to retain public trust — and financial support — as they reckoned with generations of abuse and mounting litigation that eventually drove the Archdiocese of New Orleans into bankruptcy.
That litigation, filed in 2020, involves more than 600 people who say they were abused by clergy. The case has produced a trove of still-secret church records said to document years of abuse claims and a pattern of church leaders transferring clergy without reporting their crimes to law enforcement.
While it has since expanded, the list of accused priests was missing a number of clergy when it was originally released, an earlier AP investigation found.
The AP identified 20 clergymen who had been accused in lawsuits or charged by law enforcement with child sexual abuse who were inexplicably omitted from the New Orleans list — including two who were charged and convicted of crimes.
Still, the list has served as a roadmap for both the FBI and Louisiana State Police, which launched sweeping investigations into New Orleans church leaders’ shielding of predatory priests.
Last spring, state police carried out a wide-ranging search warrant at the Archdiocese of New Orleans, seizing records that include communications with the Vatican.
Since the Saints began assisting the archdiocese, at least seven current and former members of the local clergy have been charged with crimes ranging from rape to possession of child pornography.
Public relations campaign
The extent of the abuse remained largely unknown in 2018, a year the Saints won nine consecutive games on the way to an NFC Championship appearance. As the church prepped for a media onslaught, Bensel carried out an aggressive public relations campaign in which he called in favors, prepared talking points and leaned on long-time media contacts to support the church through a “soon-to-be-messy” time.
Far from freelancing, Bensel had the Saints’ backing and blessing through what he called a “Galileo moment,” suggesting Aymond would be a trailblazer in releasing a credibly accused clergy list at a critical time for the church. In emails to editorial boards, he warned against “casting a critical eye” on the archbishop “is neither beneficial nor right.”
Saints celebrate in 2017 game AP
He urged the city’s newspapers to “work with” the church, reminding them the Saints and New Orleans Pelicans — the city’s NBA team, also owned by Benson — had been successful thanks, in part, to their support.
“We did this because we had buy-in from YOU,” Bensel wrote to the editors of The Times-Picayune and New Orleans Advocate, “supporting our mission to be the best, to make New Orleans and everything within her bounds the best.”
“We are sitting on that opportunity now with the Archdiocese of New Orleans,” he added. “We need to tell the story of how this Archbishop is leading us out of this mess.”
Close relationship between Saints and the Catholic Church
Benson and Aymond, the archbishop, have been confidants for years. It was the archbishop who introduced Benson to her late husband, Tom Benson, who died in 2018, leaving his widow in control of New Orleans’ NFL and NBA franchises.
The Bensons’ foundation has given tens of millions of dollars to the archdiocese and other Catholic causes. Along the way, Aymond has flown on the owner’s private jet and become almost a part of the team, frequently celebrating pregame Masses.
When the clergy abuse allegations came to a head, Bensel, the Saints’ spokesman, worked his contacts in the local media to help shape the story. He had friendly email exchanges with a Times-Picayune columnist who praised the archbishop for releasing the clergy list. He also asked the newspaper’s leadership to keep their communications “confidential, not for publication nor to share with others.”
His emails revealed that The Advocate – after Aymond privately complained to the publisher — removed a notice from one online article that had called for clergy abuse victims to reach out.
Kevin Hall, president and publisher of Georges Media, which owns the newspaper, said the publication welcomes engagement from community leaders but that outreach “does not dilute our journalistic standards or keep us from pursuing the truth.”
“No one gets preferential treatment in our coverage of the news,” he said in a statement. “Over the past six years, we have consistently published in-depth stories highlighting the ongoing serious issues surrounding the archdiocese sex abuse crisis, as well as investigative reports on this matter by WWL-TV and by The Associated Press.”
It was The Advocate’s reporting that prompted Bensel to help the church, the emails show. He first offered to “chat crisis communications” with church leaders after the newspaper exposed a scandal involving a disgraced deacon, George Brignac, who remained a lay minister even after the archdiocese settled claims he raped an 8-year-old altar boy.
“We have been through enough at Saints to be a help or sounding board,” Bensel wrote, “but I don’t want to overstep!”
A Stocks and Shares ISA is a popular way to earn passive income in the UK. By taking advantage of the dividends paid by many British companies, investors can aim to build a second income stream. Furthermore, no tax is levied on gains from the annual £20,000 investment limit.
Please note that tax treatment depends on the individual circumstances of each client and may be subject to change in future. The content in this article is provided for information purposes only. It is not intended to be, neither does it constitute, any form of tax advice. Readers are responsible for carrying out their own due diligence and for obtaining professional advice before making any investment decisions.
There’s a wealth of information online to help investors choose the ideal Stocks and Shares ISA for them. After all, there’s no point earning passive income from dividends only to lose a lot of it to account fees.
Defining goals
It’s important to set realistic targets about how much can be invested and the expected return. The return depends on the average yield the ISA can achieve from the cash invested in it.
For example, a 5% yield on £100 invested would return £5. Initially, the amount may be small but over time, the miracle of compounding returns could grow the investment exponentially. Eventually, even a small yield could return a decent amount of passive income.
Yields don’t remain fixed. They move inversely to the company share price and can change at any time. So it’s best to choose companies with a track record of reliable and stable dividend payments. This makes calculations more accurate. Still, any future projections are only rough estimates.
A share to consider
For example, British American Tobacco (LSE: BATS) currently has a 7.5% yield. It’s been paying an increasing dividend for 20 consecutive years, so its track record is good.
Tobacco stocks have lost popularity lately due to ethical concerns about smoking. Fortunately, the company aims to become predominantly smokeless within the next decade.
New legislation to limit smoking has also hurt the company’s profits and the transition to less harmful products is expensive. This is an ongoing risk the company must navigate if it hopes to remain profitable.
The share price is down 7.3% over five years but recovered 34% in the past year.
This is likely due to positive results in the first half of 2024, with revenue at £12.34bn and earnings of £4.47bn. Analysts expect earnings to grow a further 17% in the next H2 2024 results.
It’s just one of many high-yield dividend shares investors may consider on the UK stock market.
Building up an investment
A portfolio of 10 shares with stable yields between 5% and 9% could achieve an average yield of 7%. It’s also important to include the price growth as this will compound the investment further. The FTSE 100 average is around 5%.
To earn £11,880 a year in dividends (990 x 12) using the above averages, an investor would need around £738,270 invested. That’s way over the £20k annual ISA limit so it’ll need to be built up over a long period.
For example, by starting with a £20k lump sum and contributing £320 a month, the pot could grow to around £738,270 in 30 years (with dividends reinvested). Investors could also withdraw cash from the pot to increase their income. However, this would reduce the annual dividend over time.
Emily Ratajkowski poses in Kurt Geiger’s spring-summer 2025 campaign. Photo: Laura Coulson / Kurt Geiger
Emily Ratajkowski lights up Palm Springs in Kurt Geiger’s spring-summer 2025 campaign. The images blend bold colors, vintage aesthetics, and statement accessories. The campaign, titled Kurt’s Hotel, evokes a nostalgic getaway, with Emily posing poolside against a dreamy backdrop of palm trees and mid-century modern design.
Kurt Geiger Spring/Summer 2025 Campaign
Emily Ratajkowsi wears a bikini in Kurt Geiger’s spring 2025 campaign. Photo: Laura Coulson / Kurt Geiger
In one striking look, she wears a flowing, asymmetrical mini dress covered in a rainbow of swirls, accessorized with a chunky gold belt and vibrant, beaded handbags. Her footwear of choice? The Chelsea platform sandals feature colorful ankle ties.
Model Emily Ratajkowski poses in Palm Springs for Kurt Geiger’s spring 2025 ad. Photo: Laura Coulson / Kurt Geiger
For a more relaxed yet equally eye-catching outfit, the Kurt Geiger face sports a cropped white graphic tee, breezy blue shorts, and Islington runner sneakers in a bold coral hue. Oversized bags, including a woven shopper and the signature Kensington bag, complete the vacation aesthetic.
Shot by Laura Coulson, the campaign captures the essence of carefree luxury with a Californian charm.
Seven out of 10 US organizations are struggling to find skilled workers to fill roles in an ever-evolving digital transformation landscape, and generative AI (genAI) has added to that headache, according to a new ManpowerGroup survey.
The AI skills gap is driven by the rapid growth of AI technologies and the increasing demand for adoption across industries, according to Kelly Stratman, Ernst & Young’s global ecosystem relationships enablement leader.
By 2030, companies are expected to spend $42 billion a year on genAI projects such as chatbots, agents, research, writing, and summarization tools. Currently, 50% of companies with over 5,000 employees use AI, with many more planning to do so.
Meanwhile, job postings for AI skills surged 2,000% in 2024, but education and training in this area haven’t kept pace, according to Stratman.
“As formal education and training in AI skills still lag, it results in a shortage of AI talent that can effectively manage these technologies and demands,” she said. “The AI talent shortage is most prominent among highly technical roles like data scientists/analysts, machine learning engineers, and software developers.”
As AI adoption spreads across industries, the skills gap is growing to include IT, cybersecurity, automation, and more, Stratman pointed out. To address the shortage, organizations must partner with AI leaders to access talent, training, resources, and technology solutions.
ManpowerGroup
A new survey by training platform Revature showed that 77% of US organizations have been negatively impacted by the IT skills gap, and 56% are choosing upskilling or reskilling as their biggest priority for closing that divide. More than eight in 10 decision makers (84%) are concerned about finding tech talent in 2025, and 57% of respondents said IT staffing companies can’t deliver talent quickly enough.
In Revature’s survey, 29% of respondents ranked AI, genAI, and machine learning as the most important hard skill out of seven capabilities. Data and analytics and cloud computing and infrastructure ranked second and third.
“While the majority of companies have been affected by the IT skills gap, it’s clear that IT and HR respondents have clear goals and priorities as we head into 2025 — but may not have the tools or the knowledge to execute them effectively,” said Revature COO Tan Moorthy.
Accenture reports that by 2027, 61% of workers globally will need retraining. While 94% are willing to learn new skills, only 5% of organizations are actively reskilling at scale. The demand for skills like AI, machine learning, and cloud computing is growing even faster.
A new report from Forrester Research indicated that in the age of AI, CIOs have to invest in three roles to stay competitive: AI developers and engineers, cloud-related roles, and data-specific roles such as data management and data engineers. The stakes are high. Forrester’s report states that 75% of firms building AI agentic systems in-house will fail, and 25% of AI projects will be stalled by implementation challenges.
Pluralsight
A new study from freelance employment firm Upwork shows that 80% of executives prioritize skills over degrees when hiring, with half planning to boost freelance hiring this year to address gaps in AI and other skills. However, the skills needed, particularly for AI, are constantly evolving.
“The deepening threat landscape and rapidly evolving high-momentum technologies like AI are forcing organizations to move with lightning speed to fill specific gaps in their job architectures, and too often they are stumbling,” said David Foote, chief analyst at consultancy Foote Partners.
To keep up with the rapidly changing landscape, Gartner suggests that organizations invest in agile learning for tech teams. “In the context of today’s AI-fueled accelerated disruption, many business leaders feel learning is too slow to respond to the volume, variety and velocity of skills needs,” said Chantal Steen, a senior director in Gartner’s HR practice. “Learning and development must become more agile to respond to changes faster and deliver learning more rapidly and more cost effectively.”
Studies from staffing firm ManpowerGroup, hiring platform Indeed, and Deloitte consulting show that tech hiring will focus on candidates with flexible skills to meet evolving demands. “Employers know a skilled and adaptable workforce is key to navigating transformation, and many are prioritizing hiring and retaining people with in-demand flexible skills that can flex to where demand sits,” said Jonas Prising, ManpowerGroup chair and CEO.
Another wrinkle? Many organizations don’t have a clear idea of what skills their employees have.
Online learning platform Pluralsight recently surveyed 1,200 executives and IT professionals to explore AI’s impact and how organizations can prepare. The study showed that while AI adoption is speeding up, most organizations don’t know what AI skills their employees have or have a plan to upskill them. And with 81% of IT professionals stating they can leverage AI in their roles but only 12% reporting significant experience working with AI, it’s evident there’s a disconnect.
Last year, Accenture launched LearnVantage, a platform that enables organizations to discover what tech gaps they have and where to find online learning platforms to upskill employees. A recent partnership with startup Workera has provided Accenture with a worker skills evaluation platform that can be used by both employers and employees to measure their current skills status.
Kishore Durg, global lead of Accenture LearnVantage, said clients are worried about how technology will disrupt their workforce and are asking: How many people will be impacted, and where should they focus their learning to stay relevant?
“They’re all very focused on certifications. They want their people to be credentialed when they’re doing something. They’re all getting very, very picky,” he said. “And our clients are expecting employees to refresh their skills every three to six months.”
Organizations’ top priorities in reskilling or upskilling involve AI, cloud data, security, and full stack engineering, according to Durg. For AI, there are multiple skill domains that include regulation, security/privacy, optimization, initialization, tuning, and loss function. Within those domains are additional subcategories, such as AI model simulation.
The point? As more AI models are brought to market and others continue to evolve, the skills needed to develop and deploy AI are continually changing.
When discovered, however, the ROI can be significant. What may have taken four people to develop a marketing campaign can now be created with two or even one person using AI, Durg said. “We are seeing 40% to 50% increase in productivity within that field through the use of AI,” he said.
And workers who get certified in needed hard skills can earn an average of $10,000 more a year, according to online learning platform JobSkills.
“I think this process is very iterative. It has to continue to happen,” Durg said. “Assessments need to happen every year, because as technologies change, you have to keep refreshing yourself. The mindset needs to be one where you’re always open to learning new things.”
Samsung’s executive chairman Jay Y. Lee has been cleared of criminal charges by South Korea’s second-highest court, Bloomberg reported. Earlier on Monday, the Seoul High Court upheld an earlier decision acquitting Lee of stock manipulation and accounting fraud charges over a 2015 merger. The ruling will allow Lee to focus on Samsung’s mobile and chip businesses, which have seen declining profits over the past couple of years. Yee has consistently denied committing any crimes.
The prosecution can still appeal to the Korea’s Supreme Court, but that would be unlikely to succeed since no new arguments could be presented, experts say. “It has been a very long time in the investigation and trial of this case,” said Samsung lawyer Kim You Jin in a statement. “We hope that with this verdict, the defendants can now focus on their work.”
Back in 2017, prosecutors accused Lee of manipulating the share price of two Samsung subsidiaries to smooth the way for a merger that allowed him to consolidate his power. In early 2024, however, the court ruled that the prosecutors failed to prove that. “It is hard to say that Lee Jae-yong [aka Jay Y. Lee]… spearheaded the merger, and that the merger was done just for the sake of Lee’s succession,” a judge stated in the ruling.
At the time, the decision was hailed by business groups, but not everyone in the country agreed. “The ruling will free Lee of legal risks, but I am at a loss for words in terms of the country’s economic justice,” Park Ju-geun, head of corporate thinktank Leaders Index, told The Financial Timesin February 2024. “This goes totally against all previous court rulings on the merger.”
Lee was originally sentenced to five years in prison in 2017 after being found guilty of bribing public officials over the same merger, but the Supreme Court overturned that decision and ordered the case to be retried. In that retrial, Lee was sentenced to two-and-a-half years of prison time in early 2021, then paroled half a year later (Korea’s former president Park Geun-hye also went to jail for her role in the same affair.) In 2022, Lee was pardoned by South Korean President Yoon Suk Yeol, who was himself recently impeached and charged with insurrection over a martial law attempt.
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Donald Trump blamed DEI for the midair collision that killed all aboard a military helicopter and a passenger jet in Washington, DC. CNN’s Jake Tapper asked Trump Transportation Secretary Sean Duffy for evidence to support Trump’s claim.
Tapper asked, “ Is there any specific evidence that backs up Donald Trump’s claims, President Trump’s claims, that DEI or FAA hiring practices Are responsible in any way for this tragedy at Reagan National?”
Duffy answered:
Jake, I think the better question is, Am I going to guarantee the American people That only the best and the brightest serve in this incredibly important body of the Department of Transportation That they’re driven by safety and DEI doesn’t matter So I do know that in the last administration, They were focused on not safety But they were focused on changing the name from cockpit to flight deck or notice to airmen.
They want to change it to notice to air mission. They focused on EVs and sustainability and racist roads. Things that don’t matter in regard to safety. Our mission since the start has been safety. And they’ve lost that mission. And we see when you don’t focus on safety and you focus on social justice or the environment, bad things happen.
And I have, listen, it’s been busy. We’re going to have a fuller assessment of what happens in regard to DEI in in FAA and DOT. And we’ll report that out. But I will tell you this, DOT is a big department. The only DEI office that exists in the whole department was at the FAA now that existed up to a week ago. That’s now gone.
Tapper followed up, “So I, it sounds like you’re saying that there isn’t any evidence right now that this affected the accident because it’s so early. You’ll let us know if there is any but I don’t, I just don’t know of any evidence. And if there is some, please tell us that DEI had anything to do with the tragedy itself.”
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Duffy’s answer was to blame Obama, blame Biden, blame DEI, but offer no evidence to support the Trump administration’s claims.
Sean Duffy’s response was racist and sexist. There is an assumption that candidates for positions who are women or minorities are not as skilled as white men and, therefore, inferior people who don’t belong in training programs.
DEI policies don’t get anyone hired. The policies only provide an equal opportunity to be trained and potentially hired.
The point of the racism and sexism behind the DEI slur is what is being missed by the corporate media, or maybe a white man like Jake Tapper doesn’t see it.
DEI didn’t cause the fatal collision. Most likely, understaffing at the airport played a role, but at a time when Trump is trying to gut the federal workforce, the administration definitely doesn’t want to talk about that.
Instead, they will blame DEI and hope that nobody bothers to look at their policies.
What do you think about Duffy’s lack of proof for blaming DEI? Share your thoughts in the comments below.