IF you’re a big fan of Sunday roasts, a new study has ranked the best in the UK – with the winning place going to a pub in Birmingham.

The study factored in everything from cost to tastiness, and it covers everywhere from London to Swansea.

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Rail operator London Northwestern Railway has pulled together a Roast Dinner Index, naming the UK’s best.

The research analysed factors such as price, value, popularity, and proximity to train stations to rank the top 10 Sunday roasts in the country.

Sara Paoloni, who is a travel expert at London Northwestern Railway, commented: “At London Northwestern Railway, we understand that enjoying a traditional roast dinner is a cherished part of British culture, especially during the festive season.

“Our Roast Dinner Index not only highlights the best places to indulge without straining your wallet but also emphasises the convenience of accessing these fantastic dining options easily.

“We hope this research inspires people to explore new culinary experiences while enjoying the comfort and value that these top-rated pubs offer.”

The Old Crown, Birmingham

Located in Digbeth, the Brummie boozer has the best Sunday roast in the country, according to the research.

Roasties in the pub start from £15.95, with the most expensive costing punters £18.95 for a mix of crispy pork and sirloin beef.

Each roast is served with roasted potatoes, maple glazed carrots, braised red cabbage & seasonal greens, a homemade Yorkie and slow-cooked gravy.

As a proud Brummie, I’ve been to the boozer and love its old-school charm with stained-glass windows and rustic desks.

Just be sure to bag a table early if you plan to spend your Saturday evening knocking back a pint because it can get very busy.

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The Duck and Waffle, London

Located on the 40th floor of a skyscraper in central London, the Duck and Waffle runs a three-course Sunday roast for £55 per head.

Each roast dinner is served with spiced carrot purée, maple mustard glazed parsnips, Yorkshire pudding, roast potatoes and gravy.

There are a choice of starters too, including corn ribs, a lobster roll and a beef tartare.

For pudding, guests can order a Biscoff Cheesecake or a Sticky Toffee Waffle.

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The Culpeper, London

Located on Commercial Street near Aldgate East Tube Station in Central London, the London boozer has the third-best roast dinner in the country.

Spread across four floors, the London building features a pub, a restaurant, a private dining venue and overnight accommodation for guests.

The ground-floor pub serves a range of roast dinner options, with mains from £22.

Diners can choose from chicken, beef, pork chops and butternut squash, with each roast accompanied by roast potatoes, red cabbage, carrots, gravy and a yorkshire pudding.

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The Camberwell Arms, London

The third London boozer on the list is the Camberwell Arms, which was also named as having one of the best Sunday Lunches by the Guardian back in 2017.

Here, roast dinners start from £18.80 per person, while share plates for two start from £50.

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The Welsh House, Swansea

Swansea’s Welsh House was the only restaurant in Wales to feature on the rail operator’s Roast Dinner Index.

Located on the Waterfront, the Welsh restaurant and bar serves roast dinners from as little as £15.05

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Cultra Inn, Holywood

The Cultra Inn is set inside the landscaped grounds of the Culloden Estate and Spa.

Here, Sunday lunch is served from 12pm until 2.30pm every Sunday, with two-courses starting from £32.

Guests can order turkey, pork chop, Irish beef, salmon and butternut squash ravioli for their main dish.

Starters range from soup of the day, while desserts include cheesecake and brownie.

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The Harwood Arms, London

The last London pub on the list is the Harwood Arms.

It’s the only Michelin-starred pub in London, with the Fulham pub already winning awards for its grub.

On a Sunday, the London boozer serves pork belly, a deer shoulder and skate wings.

Two-courses start from £64 per person.

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The Pack Horse, Derbyshire

Named as one of the best 50 gastropubs in the UK earlier this year, the Pack Horse has also been praised for its Sunday Lunch.

The veggie main starts from £20, with the venison loin, the highest-price main, costing £30.

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The Hand and Flowers, Marlow

Located in Buckinghamshire, the rustic pub serves one of the best roast dinners in the country.

Roast dinners come in at £175 per person, so it’s certainly a treat.

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The Owl & Otter, Newcastle

The family-run Owl & Otter is a gastropub in Burnopfield, County Durham.

Its Sunday mains start from £15.95, including the nut roast and the roast chicken.

Other mains include beef and pork belly.

Meanwhile, these are the most beautiful Wetherspoons in the UK.

And this is one of the country’s best hotels.

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Artificial intelligence may represent the biggest opportunity in tech since the arrival of the internet, but it also poses fundamental questions over how some of the industry’s most powerful companies make money.

Apple, which began rolling out Apple Intelligence last month, looks as well-placed for the AI era as anyone. In this field context is all. The data that Apple has about its users puts it in a powerful position. 

But it has yet to show how adding AI to its devices can meaningfully change people’s lives — or prove that it can find new ways to make money from a technology that does not fit neatly into its old business model.

Reports this week that Apple is preparing to use AI for a new assault on the smart home is the latest sign that the technology could supercharge some existing tech markets. What isn’t so clear is whether this will also supercharge the company’s profits.

The new smart home push is likely to come in two parts. Next year, according to a report in Bloomberg, will see the launch of a six-inch, wall-mounted Apple screen that acts as a “hub” to control gadgets around the home. The following year, according to a well-regarded supply chain analyst, will bring Apple-branded home security cameras.

This would be Apple’s most important move in the smart home market since it launched HomeKit — software used to control gadgets around the home from Apple devices — a decade ago. It would also show that Apple is intent on populating your home with more of its own hardware, rather than just giving you a way to connect gadgets from other makers.

The first wave of smart home technology underwhelmed. The smart home turned out to be not very smart at all. Speakers such as Amazon’s Alexa-powered Echo and Apple’s HomePod achieved only a low level of language understanding. Customers also found it hard to set up and manage the networks of gadgets that the speakers were meant to help them control.

Like its main rivals, Apple is now betting that generative AI can breathe new life into this market. If the devices in your home could understand who is in a room or what is going on, they are more likely to be able to respond in useful ways.

Apple is well behind Amazon and Google, which already sell fleets of gadgets for the home. But it has some powerful things going for it, including a reputation for privacy and a record in seamless integration. Also, unlike Amazon’s Alexa, Apple devices are not likely to interrupt your home life with random offers of things you might want to buy.

The acid test will be whether Apple can apply AI in ways that people find truly useful. For the first incarnation of Apple Intelligence, much is riding on a feature known as App Intents. This will enable developers to “open up” their apps to Apple’s Siri assistant, essentially letting the AI automatically carry out functions inside the apps on behalf of a user.

You’re hungry but not sure what to eat? Just ask the Apple hub on the wall or the kitchen counter, and it will recommend a take away and instruct Uber Eats to place the order. As always with AI, the possibilities are easy to imagine, though reality often falls short.

Whether this can become a significant business for Apple is also unclear. Loyal Apple customers should pay some kind of premium for gadgets that fit seamlessly into their Apple-centric digital worlds. But it may be hard to achieve much differentiation with gadgets that are plugged in on the wall somewhere and seldom noticed. As the FT reported last week, Apple has just added a new warning in its official filings that its future products and services may never generate as much revenue or be as profitable as old hits such as the iPhone.

Apple also needs to show how it can use AI to supercharge its services revenue, which has become the main driver of its diminished growth. As devices around the home take over the management of more parts of peoples’ lives, it will need to persuade customers to pay up for new types of service that, for now, are hard to even imagine.

Today, there are only the first hints of what this might look like. A premium iCloud+ subscription, for instance, includes the ability to upload and manage encrypted video from HomeKit devices in Apple’s cloud.

Whether it can make features like this increasingly useful, and eventually peel them off to become standalone premium services, will be the ultimate test of Apple’s success in AI.

richard.waters@ft.com

How American Airlines’ AAdvantage Program Became a Lifeline for the Airline Industry

When American Airlines launched the AAdvantage program in 1981, it set a precedent as the world’s first frequent flyer program. Originally designed as a way to reward loyal customers, the program has transformed into a core revenue source that has played a critical role in the airline’s survival during economic downturns. Today, AAdvantage represents much more than miles and rewards—it’s a central component of American Airlines’ financial strategy, especially as the airline navigates a challenging industry landscape.

The Evolution of AAdvantage: From Loyalty Perk to Business Pillar

AAdvantage was created with a straightforward goal: reward frequent travelers with miles that could be redeemed for flights. However, the program has since evolved into a multi-faceted business model that extends far beyond rewarding flyers. Today, members earn miles not just from flights, but through a vast network of partners including hotels, rental car companies, retailers, and co-branded credit card purchases. This diversification has allowed AAdvantage to become a significant revenue stream and one of American Airlines’ most valuable assets.

The turning point in the program’s evolution came when American Airlines realized that AAdvantage miles could be sold to credit card companies and other partners. Banks like Citibank and Barclays, for instance, purchase AAdvantage miles in bulk to offer as rewards to their cardholders, providing the airline with steady revenue streams independent of ticket sales. This strategy has allowed American Airlines to generate income from partnerships and consumer spending outside of the airline industry, securing its financial footing even when travel demand declines.

Financial Stability Through AAdvantage

AAdvantage has proven to be a cornerstone of financial stability for American Airlines, particularly during periods of economic hardship. In the third quarter of 2024, American Airlines reported record revenues of $13.6 billion, a success largely attributed to the strength of AAdvantage. By the end of the quarter, the airline held $11.8 billion in available liquidity, a testament to the program’s crucial role in supporting the airline’s financial health. Read more in American Airlines’ quarterly report.

During the pandemic, when the airline industry faced an unprecedented crisis with plummeting passenger numbers, AAdvantage served as a financial lifeline. The airline used the loyalty program’s projected future revenue as collateral for a $10 billion loan, helping American Airlines avoid bankruptcy and remain operational. This move underscored the program’s value not only as a customer loyalty tool but as a strategic asset capable of securing American Airlines’ financial resilience.

The program’s success has had a ripple effect, making American Airlines a valuable partner for banks and credit card companies. Selling miles to these institutions has become a lucrative business model, providing consistent revenue that bolsters the airline’s finances and buffers it from economic fluctuations that impact ticket sales.

Partnerships and Customer Engagement

The AAdvantage program’s profitability is largely driven by its extensive network of partnerships, particularly with major financial institutions like Citibank and Barclays. By selling miles to these partners, American Airlines generates billions in revenue as banks offer AAdvantage miles to their customers through co-branded credit cards. These partnerships enable American Airlines to maintain steady income even during slow travel seasons, insulating it from the volatility of the airline industry.

Consumers benefit as well, with co-branded credit cards allowing them to earn AAdvantage miles on everyday purchases, such as groceries and dining. This structure creates a mutually beneficial relationship between American Airlines and its customers. For travelers, the program provides access to benefits like priority boarding, seat upgrades, and exclusive events, all of which enhance their experience and build loyalty to the airline.

AAdvantage also provides American Airlines with valuable data on customer behavior and preferences, which the airline uses to tailor promotions and improve the customer experience. By analyzing this data, American Airlines can better understand what matters most to its customers, from preferred destinations to spending patterns, and leverage this insight to maintain customer loyalty in an increasingly competitive market.

Challenges and Adaptations: The Future of AAdvantage

Despite its success, AAdvantage faces challenges in adapting to evolving market dynamics and regulatory scrutiny. As frequent flyer programs have grown into significant revenue sources for airlines, they have also drawn regulatory attention. In September 2024, the U.S. Department of Transportation launched an investigation into frequent flyer programs to ensure they are fair and transparent for consumers. This increased scrutiny could lead to policy changes that may impact the future operations of AAdvantage and other loyalty programs.

Additionally, consumer expectations around loyalty programs are shifting. While AAdvantage has traditionally rewarded travelers with flight-related perks, today’s consumers seek flexibility, transparency, and sustainable practices. Many travelers now expect more options for redeeming points, not only for flights but for hotels, dining, and even non-travel-related rewards. AAdvantage has responded by allowing members to redeem miles for various travel-related expenses and by incorporating eco-friendly initiatives, such as carbon offset options, into its rewards structure.

As loyalty becomes increasingly digital and consumers become more discerning, AAdvantage continues to innovate. American Airlines has adapted the program to allow for personalized offers and promotions that reflect individual customer preferences. By continually enhancing the program, American Airlines positions AAdvantage as more than just a frequent flyer program; it is a dynamic platform for customer engagement and long-term loyalty.

AAdvantage as a Model for Modern Loyalty Programs

American Airlines’ AAdvantage program has evolved from a simple rewards initiative into a powerful asset that supports the airline’s financial stability and competitiveness. By leveraging strategic partnerships, expanding customer engagement, and adapting to regulatory and consumer changes, AAdvantage has become integral to American Airlines’ business model. Its ability to generate revenue independently of ticket sales and adapt to changing customer preferences illustrates how loyalty programs can drive value far beyond their original purpose.

In a rapidly shifting economic landscape, AAdvantage is likely to remain a crucial component of American Airlines’ success strategy, providing a buffer against industry volatility and reinforcing the airline’s financial resilience. As other airlines seek ways to remain financially stable and competitive, the evolution of AAdvantage offers a compelling blueprint for how loyalty programs can grow beyond perks and points into critical business assets.

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Chancellor Rachel Reeves will tell City of London regulators to dial up the risk in the UK financial services sector, claiming that rules drawn up after the 2008 financial crash have “gone too far” and are stifling growth.

At the annual Mansion House dinner, Reeves will say she wants financial services to drive growth and will send a clear message to City watchdogs: “The UK has been regulating for risk, but not regulating for growth.”

After facing fierce criticism from UK business in the wake of her £40bn tax-raising Budget, the chancellor will seek to reassure City grandees that she has a growth strategy. Her speech will include a series of financial services reforms, notably in the pensions sector.

In the wake of Donald Trump’s US presidential election victory with a promise to raise tariffs, both Reeves and Bank of England governor Andrew Bailey will speak out strongly in defence of free trade. “Please let’s remember the importance of openness,” Bailey will say.

The chancellor told the Financial Times on Wednesday that talk of the risk of a trade war was “a bit over the top” but added: “We believe in free and open trade. We will continue to make those representations.”

Reeves on Thursday sent “remit” letters to City regulators telling them to focus on growth. She argues that while the UK will continue to uphold high standards, the regulatory system’s efforts to eliminate risk are holding back the economy.

“That has gone too far and, in places, has had unintended consequences which we must now address,” she will say. Trump’s successful election pitch also included a promise of deregulation in the US.

Reeves’ allies insisted UK financial services were in a much stronger position than before the 2008 crash and that the chancellor was “up for more risk taking”.

Reeves has specific concerns about the burdens imposed by the regulatory certification regime for bank staff below senior management level.

Under the regime, banks are required to carry out checks on large numbers of staff in risk-taking positions to ensure they are suitable for their roles and record them in a public register.

The chancellor will say the government will consult on a new system with “a more proportionate approach that reduces costs so that businesses are freed up to focus on growth”.

Lawyers expect the regime to be narrowed to include fewer people with lighter reporting requirements.

Regulators at the Financial Conduct Authority and the BoE’s Prudential Regulation Authority have already responded to political calls to support growth by scaling back several post-2008 rules, scrapping the cap on bankers’ bonuses and watering down the Basel capital requirement rules for the sector.

The FCA on Wednesday announced it would “fundamentally reshape” its plan to “name and shame” more of the companies it investigates after the proposals provoked a big backlash in the City.

Some regulatory experts argue that political pressure on watchdogs to promote growth risks clashing with their primary objective to preserve a safe and stable financial system.

Romin Dabir, a financial regulation partner at law firm Reed Smith, said watchdogs risked being “stuck between a rock and a hard place”. 

Dabir added there was a risk that when the next financial scandal hit, politicians would criticise regulators “for being asleep at the wheel”.

Other reforms Reeves will announce in her Mansion House speech, as well as the pension overhaul, include the creation of digital gilts, a modernisation of consumer redress in the financial services sector, and a consultation on a new framework for captive insurance companies, entities created by businesses to underwrite their own risks. 

The chancellor will also promise a “financial services growth and competitiveness strategy” next year focused on five key areas: fintech, sustainable finance, asset management and wholesale services, insurance and reinsurance, and capital markets.

Speaking at the same Mansion House dinner, Bailey will call for the UK to resist the tide of protectionism as he underscores the need to raise the country’s economic potential.

“The picture is now clouded by the impact of geopolitical shocks and the broader fragmentation of the world economy,” he will say.

Without directly mentioning Trump, Bailey will emphasise the drag on the UK’s potential growth from the trade barriers with the EU created by Brexit. 

“The impact on trade seems to be more in goods than services,” he will say. “But it underlines why we must be alert to and welcome opportunities to rebuild relations while respecting the decision of the British people.”

Additional reporting by Ian Smith in London

ALDI shoppers are rushing to bag one of the retailer’s most popular festive items that have been brought back this year.

The discount retailer’s Christmas mascot Kevin the Carrot is back on screens and in stores after his television debut in 2016.

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The animated vegetable has taken on several missions since his arrival, making Brits fall in love with the character.

As well as reviving him this year, Aldi has also brought back the Kevin the Carrot advent calendar described as a “seasonal sellout.”

“Countdown to Christmas with Kevin,” Aldi tells fans.

Behind each door, customers will find a chocolate member of Kevin’s extensive vegetable family.

Aldi calls it “the perfect morning ritual for kids and grown-ups alike throughout December.”

But, shoppers will have to be quick because “once they’re gone, they’re gone.”

The advent calendar which hit shelves on November 7 has already been scooped up by hundreds of shoppers, some of whom have been spotted online trying to re-sell the item for a profit.

A Facebook page dedicated to bargains urged followers to “Pick up this Kevin The Carrot Advent Calendar for £1.49 at Aldi.”

“Omg!!! Didn’t know these existed!” one excited shopper commented under another post.

“Diane you’d better make that 15 advent Calendars.”

“I’ve got a Kevin the Carrot advent calendar. I got mine the other day. I’m a big fan of Kevin the carrot,” another added.

“If you don’t get me one of these I’ll be fuming,” a third said, tagging a member of their family.

One fan just simply wrote: “Want one.”

OTHER FESTIVE TREATS

And it’s not just people who can enjoy counting down to Christmas with a daily treat supplied by Aldi.

Beloved pets can get in on the fun too with Langham’s Meaty Dog Biscuit Advent Calendar which hit Aldi’s shelves on October 27.

The £3.99 advent calendar contains 24 treats with four different flavours – Chicken, Lamb, Duck, and Beef.

And for those who still just can’t get enough of Kevin, there are other festive offerings from the much-loved vegetable mascot.

There is a new collection of Kevin the Carrot plush toys featuring a moustachioed Kevin and his partner Katie who has lipstick and a bow.

They are £3.99 with their outfits reflecting their disguises from this year’s Aldi advert as they try to save Christmas from Dr Humbug who also has a plushy toy in the middle aisle.

There are also Kevin and Katie tree decorations, pyjamas, and a children’s book.

Jemma Townsend, Marketing Director at Aldi UK, said: “Would it even be Christmas without Kevin the Carrot on our screens?

“We’re delighted to bring back everyone’s favourite carrot for a ninth year to help the nation get into the Christmas spirit.”

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Ben & Jerry’s has claimed Unilever threatened to dismantle its independent board and “silenced” the brand over its support for Palestinian refugees, in the latest legal flare-up between the ice cream brand and its parent company. 

In a legal complaint filed in the US district court for the southern district of New York on Wednesday, Ben & Jerry’s alleged that Unilever had breached its agreement to allow the brand to pursue its own “social mission” by preventing it from calling for a ceasefire in Gaza or voicing support for refugees.

Anuradha Mittal, chair of Ben & Jerry’s independent board, said: “For four decades, Ben & Jerry’s has remained steadfast in our commitment to social justice. Unilever’s intimidation will not waiver the company’s commitment.”

The allegations in the New York lawsuit mark the latest step in a long-running disagreement between the London-listed consumer goods group and its ice cream brand over Israel and Palestine.

In 2022, Ben & Jerry’s sued Unilever after the company blocked its attempts to stop selling ice cream in the occupied territories by disposing of the Israeli arm of the brand to a local licensee. In December that year, Unilever said the dispute had been resolved.

Speaking to the Financial Times in January, Mittal called for a permanent ceasefire in Gaza. Ben & Jerry’s the brand remained silent on the issue.

Ben & Jerry’s has now claimed that Unilever threatened to dismantle the independent board and sue individual members if the brand issued a ceasefire statement alongside the panel.

According to the Wednesday filing, in December 2023 Ben & Jerry’s management and the board informed Unilever of their plans to issue a statement.

The filing then claims that Unilever responded with the threats, as well as personal calls from the president of Unilever’s ice cream division, Peter ter Kulve, and head of litigation, Jeff Eglash, “who attempted to intimidate Ben & Jerry’s personnel with professional reprisals if the company issued a ceasefire statement”.

Ben & Jerry’s also alleged that its parent company breached the terms of the settlement in the previous lawsuit over the occupied territories.

As part of the settlement, Unilever promised to make $5mn in payments for Ben & Jerry’s to human rights organisations of its choosing.

In Wednesday’s filing, Ben & Jerry’s claimed that Unilever blocked it from donating to non-governmental organisation Jewish Voice for Peace on the basis that it was too critical of the Israeli administration.

It added: “Despite its contractual commitment to “[r]espect and acknowledge” the independent board’s primary responsibility over Ben & Jerry’s social mission and essential brand integrity, Unilever has silenced each of these efforts.”

Unilever said: “Our heart goes out to all victims of the tragic events in the Middle East. We reject the claims made by B & J’s social mission board, and we will defend our case very strongly. We would not comment further on this legal matter.”

In March this year, Unilever announced it was splitting off its ice cream business, which includes Ben & Jerry’s, as well as brands such as Magnum and Wall’s.