The NFL’s Rooney Rule, a longstanding policy designed to promote diversity in coaching and front-office hiring, faces renewed scrutiny in 2026 following a disappointing head coaching cycle that produced only one minority hire and zero Black head coaches among 10 openings.

Named after the late Pittsburgh Steelers owner Dan Rooney, the rule requires NFL teams to interview at least two minority candidates — a definition that now includes women — for vacant head coach, general manager and coordinator positions. Teams must also interview at least one minority candidate for the quarterbacks coach role.

Commissioner Roger Goodell acknowledged the need to reevaluate the league’s diversity efforts after the latest hiring cycle, stating the NFL would review the Rooney Rule and related programs to address ongoing challenges. “We still have more work to do,” Goodell said during Super Bowl week.

Origins and Evolution of the Rooney Rule

The policy originated in 2002-2003 after a season in which prominent Black coaches Tony Dungy and Dennis Green were fired despite solid records, leaving the league with just one minority head coach. The NFL’s Workplace Diversity Committee, chaired by Rooney, recommended requiring teams to interview at least one minority candidate for head coaching vacancies.

The league adopted the rule in December 2002. Early enforcement included a $200,000 fine against the Detroit Lions in 2003 for failing to interview a minority candidate. Over the years, the NFL strengthened the policy. In 2021, teams were required to interview at least two external minority candidates in person for head coach and GM openings. The 2022 updates expanded the definition of “minority” to include women and added requirements for coordinator and quarterbacks coach positions.

Additional measures include the NFL’s Accelerator Program, compensatory draft picks for teams that develop minority coaches who become head coaches or GMs elsewhere, and a requirement that every team employ a female or minority offensive assistant coach.

Current Requirements in 2026

Under the existing framework:

– Head coach, GM and coordinator openings require interviews with at least two minority candidates.
– Quarterbacks coach openings require at least one minority candidate interview.
– Interviews for head coach and GM positions must include external candidates and be conducted in person where possible.
– Compliance is mandatory before a hire can be finalized, with potential penalties for violations at the commissioner’s discretion.

The rule aims to combat unconscious bias by ensuring decision-makers meet qualified diverse candidates who might otherwise be overlooked in traditional “old boys’ network” hiring practices. Many successful head coaches begin their ascent in the quarterbacks room, making the QB coach provision particularly strategic for long-term pipeline development.

Mixed Results and Recent Criticism

The Rooney Rule produced early gains. The number of Black head coaches rose from two in 2002 to a peak of seven or more in some seasons. However, progress has stalled or reversed at times. Entering the 2026 season, the NFL has five minority head coaches by the league’s definition: Todd Bowles (Buccaneers), Aaron Glenn (Jets), DeMeco Ryans (Texans), Dave Canales (Panthers, Hispanic) and Robert Saleh (Titans, Lebanese-American Muslim). Only three are Black.

The 2026 offseason hiring cycle drew sharp criticism after 10 head coaching vacancies resulted in just one minority hire (Robert Saleh) and no Black coaches. It marked the fifth time since 2003 that no Black coaches were hired in a cycle. Goodell noted that teams complied with or exceeded interview requirements, yet outcomes remained disappointing.

Critics argue the rule can lead to “sham interviews” where candidates are brought in solely to satisfy requirements without genuine consideration. Others point to pipeline issues, particularly the underrepresentation of minorities in offensive coordinator roles, which often serve as the primary stepping stone to head coaching jobs.

Legal and Political Challenges

In a significant development this week, Florida Attorney General James Uthmeier warned NFL Commissioner Roger Goodell that the Rooney Rule violates Florida law and constitutes illegal affirmative action. The letter demands the league confirm by May 1, 2026, that it will no longer enforce the rule or related policies in Florida, or face civil rights enforcement actions.

Uthmeier cited expansions that include women as minorities, compensatory draft picks and mandatory hiring of minority or female offensive assistants as problematic. The warning reflects broader post-Supreme Court scrutiny of race-conscious policies following the 2023 Students for Fair Admissions decision.

The NFL has not yet publicly responded in detail, but the league maintains that its diversity initiatives are about expanding opportunity rather than quotas. Supporters, including original architects of the rule, argue it remains a net positive despite imperfections and urge continued refinement rather than abandonment.

Broader Impact and League Programs

Beyond the interview mandate, the NFL operates multiple complementary initiatives. The league tracks diversity in coaching, scouting and front offices through annual reports. Fellowship programs and coaching summits aim to build the talent pipeline at earlier career stages.

The Accelerator Program provides intensive development for promising minority coaches. Some teams have embraced the spirit of the rule by conducting more extensive searches and prioritizing diverse slates organically.

Research on the rule’s effectiveness has been mixed. Some studies show modest increases in minority representation in certain roles, while others highlight persistent gaps in promotion rates from assistant to coordinator positions. Critics note that while player demographics are roughly 70% Black, leadership positions lag significantly.

Future Outlook

As the NFL prepares for its 2026 annual meeting and beyond, diversity hiring will likely remain a prominent topic. Goodell has signaled openness to further adjustments, emphasizing the need to address today’s challenges rather than relying solely on policies designed for yesterday’s landscape.

Teams continue to face pressure from fans, advocacy groups and internal stakeholders. Some owners have expressed frustration with the slow pace of change, while others defend the rule as a necessary tool to counteract bias in a highly networked industry.

The Rooney Rule has influenced hiring practices far beyond football. Corporations, universities and other sports leagues have adopted similar interview requirements. Its evolution reflects ongoing national debates about merit, opportunity and the best methods to achieve workplace diversity.

For the NFL, the policy’s future may hinge on balancing legal risks, stakeholder expectations and measurable progress in hiring outcomes. Whether through refinements to interview requirements, stronger pipeline development or new incentives, the league faces the challenge of turning compliance into genuine opportunity.

Ultimately, the Rooney Rule was never intended as a complete solution but as a mechanism to open doors. Its longevity — now more than two decades — demonstrates both the persistence of the underlying issue and the difficulty of achieving lasting structural change in one of America’s most visible industries.

Co-op Group has confirmed that chief executive Shirine Khoury-Haq will step down, following mounting pressure over workplace culture concerns and a difficult year marked by losses and a damaging cyberattack.

Khoury-Haq, who has led the organisation since 2022 and spent seven years with the business, will be replaced on an interim basis by Kate Allum while the board begins the search for a permanent successor.

Her departure comes after reports of a “toxic culture” within senior leadership, alongside claims of falling morale, high-profile departures and operational challenges across the group.

The Co-op revealed that it swung to an underlying pre-tax loss of £126 million in its latest financial year, compared with a £45 million profit the previous year. Revenues also declined by 2.3 per cent to £11 billion, reflecting disruption to trading and changing consumer behaviour.

The group said the results were heavily shaped by its response to a major cyberattack, which forced it to restrict systems in an effort to contain the threat. While necessary, the measures had a significant commercial impact.

The company estimates the attack reduced revenues by £285 million and cut profitability by £107 million, including £86 million in lost margin and £21 million in additional costs.

The food division, the largest part of the business, was particularly affected, with sales falling 2 per cent to £7.25 billion. The disruption led to empty shelves in stores and altered shopping patterns, which continued to weigh on performance even after systems were restored.

Market share also slipped, falling to 5 per cent over a 12-week period, down from 5.3 per cent a year earlier, as the group lost ground to discounters and larger supermarket rivals.

Alongside the financial pressures, the organisation has faced scrutiny over its internal culture. A letter sent to board members, reportedly from senior staff, described an environment of “fear and alienation”, raising questions about leadership and decision-making at the top of the business.

The Co-op said it did not recognise those criticisms as representative of the wider organisation, emphasising its co-operative structure and commitment to inclusive decision-making. However, the reports have added to the challenges facing the group during a period of significant change.

Khoury-Haq said the timing of her departure reflects the next phase of the company’s transformation strategy.

“It has been an honour to lead our Co-op,” she said, adding that the business is now positioned to move forward with a programme of stabilisation and long-term reform that will extend beyond her planned tenure.

Her strategy had focused on rebuilding the group’s financial position, reducing debt and modernising its IT systems — issues that have been central to the Co-op’s operational challenges in recent years.

The company said she had overseen a significant turnaround between 2022 and 2024, including a 95 per cent reduction in debt and a 30 per cent increase in profits over that period, before the latest setbacks.

The Co-op, which employs around 54,000 people and operates more than 2,300 food stores and 800 funeral homes, continues to face intense competition across its core markets.

Discounters such as Aldi and Lidl have expanded aggressively, while established rivals including Tesco and Sainsbury’s have strengthened their positions, leaving the Co-op under pressure to differentiate its offering.

At the same time, the wider economic environment remains challenging, with inflation, shifting consumer behaviour and geopolitical uncertainty affecting demand.

Khoury-Haq acknowledged these headwinds, warning that “trading conditions remain difficult” and that external pressures are likely to persist.

The board now faces the task of appointing a new chief executive capable of navigating the next stage of the group’s recovery and transformation.

Group chair Debbie White thanked Khoury-Haq for her leadership during a turbulent period, particularly in guiding the organisation through the cyberattack and broader restructuring efforts.

For the Co-op, the leadership transition comes at a critical juncture. Restoring profitability, rebuilding trust internally and externally, and adapting to a rapidly evolving retail landscape will be central to its future.

As the organisation seeks to stabilise after a challenging year, the next phase of its strategy will be closely watched by both the market and its millions of members.

Amy Ingham

Amy is a newly qualified journalist specialising in business journalism at Business Matters with responsibility for news content for what is now the UK’s largest print and online source of current business news.

GEELONG, Australia — The Geelong Cats held off a determined Adelaide Crows side to secure an eight-point victory in a rain-affected contest at GMHBA Stadium on Thursday night, improving to a strong start in the 2026 Toyota AFL Premiership season.

Geelong finished with 9.14 (68) to Adelaide’s 9.6 (60) in Round 3, snapping a potential slide after an undermanned Crows outfit mounted a spirited comeback but fell short in the dying stages. The win keeps the Cats in the mix early in the season while dealing Adelaide a second consecutive narrow loss.

Played in wet and slippery conditions typical of autumn evenings in Geelong, the match featured physical contests, costly penalties and several standout individual performances. Geelong’s greater efficiency in front of goal and ability to win key moments in the final quarter proved decisive.

Match Summary and Quarter-by-Quarter Breakdown

Geelong started strongly in the first quarter, capitalizing on two 50-metre penalties conceded by Adelaide’s Darcy Fogarty. Unlikely goal kicker Tom Stewart converted one from long range, marking just his seventh career major and giving the Cats an early momentum boost. Geelong led 28-14 at the first change after kicking four goals to Adelaide’s two.

Adelaide fought back in the second term, outscoring Geelong and narrowing the gap through slick transition play and individual brilliance. Luke Pedlar’s contested win on the wing set up Zac Taylor for a crucial goal, while Riley Thilthorpe was active around the ground. At halftime, Geelong held a slim advantage.

The third quarter saw both sides trade goals in a tight arm-wrestle. Adelaide briefly threatened to take control, but Geelong’s midfield responded with disciplined ball movement. The Cats entered the final change with a modest lead.

In the last quarter, Geelong steadied under pressure. Oliver Dempsey delivered a clutch goal to seal the result, while Jack Martin produced a moment of magic, gathering a wet football at pace to kick a vital major after an umpiring decision went against the Crows. Adelaide pushed hard late but could not bridge the gap, finishing with fewer scoring shots despite competitive possession numbers.

Key Performances and Statistics

Geelong’s midfield and defense stood tall in the greasy conditions. Mark Blicavs battled effectively in the ruck, while Sam Mannagh earned praise for a strong first-half contribution. Tom Stewart’s early goal and defensive reliability added value, and Oliver Dempsey’s composure late proved match-winning.

For Adelaide, the Crows were without key players including Jordan Dawson, Taylor Walker and Rory Laird, forcing coach Brad Scott to blood debutant Finnbar Maley from North Melbourne. Despite the absences, Zac Taylor and Luke Pedlar provided spark, and Darcy Fogarty remained a focal point up forward despite the early penalties.

Stats reflected a hard-fought contest: Adelaide edged total disposals slightly (around 750 to Geelong’s 742), but Geelong won more clearances (69-67) and tackles. Inside-50 entries were nearly even, yet Geelong’s accuracy in the wet proved superior with 14 behinds compared to Adelaide’s six.

Umpiring came under scrutiny, with one late non-call on a last-touch situation labelled a “farce” by some observers. Adelaide coach Brad Scott expressed frustration post-match over the slow start and several key decisions, while Geelong players celebrated a gritty four-point haul on the ladder.

Context and Implications

The match highlighted Geelong’s resilience at home, where they have historically been difficult to beat. GMHBA Stadium’s conditions favored the Cats’ experienced core, who adapted better to the slippery surface and capitalized on Adelaide’s errors.

For the Crows, the loss extends early-season challenges. Missing experienced leaders hurt their structure, particularly in stoppages and defensive transitions. Scott will likely demand a sharper opening quarter in future games, as Adelaide has now dropped two close encounters.

The result adds early intrigue to the 2026 season. Geelong demonstrated they remain competitive despite roster evolution, while Adelaide showed fight but must address injury concerns and execution under pressure.

Broader AFL talking points included the impact of wet-weather football on scoring and the growing conversation around umpiring consistency. Fans and commentators debated the balance between physicality and rule enforcement in slippery conditions.

Notable Moments from the Highlights

• Darcy Fogarty’s two first-quarter 50-metre penalties gifted Geelong easy scores and set an early tone.
• Tom Stewart’s long-range goal from the penalty provided an unlikely highlight.
• Luke Pedlar’s wing contest and Zac Taylor’s resulting goal showcased Adelaide’s counter-attacking potential.
• Jack Martin’s skillful goal in the wet after a controversial decision lifted Geelong at a critical juncture.
• Oliver Dempsey’s sealer in the final minutes triggered celebrations among the home crowd.

These moments, captured in official AFL highlights, underscored the game’s intensity and the small margins that decide modern AFL matches.

What’s Next for Both Teams

Geelong will look to build on the victory with improved percentage and consistency as the season progresses. Their home-ground advantage remains a significant asset.

Adelaide faces a tough road ahead and must find ways to integrate returning players while maintaining competitiveness. The Crows’ young talent showed promise, suggesting long-term potential if they can tighten defensive structures and improve starts.

For fans unable to attend, the full match replay and extended highlights packages are available on official AFL platforms and broadcasters.

The Cats’ narrow win keeps them in the early-season conversation, while Adelaide will regroup ahead of their next assignment. In a competition where every point counts, Geelong’s ability to grind out results in adverse conditions could prove valuable as the premiership race intensifies.

Britain is heading towards a significant shortage of mechanics trained to service electric vehicles, raising concerns that the country’s transition to cleaner transport could outpace the workforce needed to support it.

New analysis from the Institute of the Motor Industry suggests the UK could be short of 44,000 EV-qualified technicians by the time petrol and diesel car production is phased out, under current government targets.

While ministers have reaffirmed plans to ban the sale of new internal combustion engine vehicles by 2035, only around a quarter of the UK’s mechanics are currently trained to work on electric cars. The gap between policy ambition and workforce readiness is widening, particularly among smaller independent garages.

A key concern is the uneven distribution of EV expertise. A disproportionate number of qualified technicians are employed by larger national chains such as Kwik-Fit, which have the scale and resources to invest in training and benefit from servicing contracts with corporate EV fleets.

By contrast, many smaller, independent garages, which make up a large part of the UK’s automotive repair network, remain hesitant to invest in EV training. Owners cite a lack of local demand, high training costs and uncertainty over the pace of the transition.

In areas where electric vehicle adoption remains low, particularly outside major urban centres, garage operators say the business case for upskilling staff is not yet compelling.

For many workshop owners, the decision comes down to economics. Traditional repair work — such as servicing engines, clutches and fuel systems — remains a core revenue stream, yet these components are largely absent in electric vehicles.

EVs typically require less maintenance and fewer moving parts, reducing both the frequency and value of repair work. Even routine checks such as MoTs tend to involve less labour, further eroding potential income for independent garages.

This structural shift is creating uncertainty across the sector, with some operators concerned that investing in EV capability could fail to deliver sufficient returns in the short term.

The transition is also being shaped by regional disparities in EV uptake. In some parts of the UK, particularly rural areas, demand remains limited, reinforcing reluctance among smaller businesses to invest.

Consumers are already experiencing the consequences. In some cases, EV owners have been forced to travel long distances to access qualified repair services, as local garages lack the necessary expertise or equipment.

This highlights a growing disconnect between national policy and local infrastructure, both in terms of charging networks and servicing capacity.

Broader uncertainty around global EV policy is adding to the hesitation. Shifts in international markets, including changes to electric vehicle targets in the United States and Europe, have made some business owners wary of committing to long-term investment.

At the same time, the UK government has introduced measures such as expanded charging infrastructure and new road pricing proposals for EVs, but these have yet to fully translate into stronger consumer demand.

Despite these challenges, industry analysts believe the transition to electric vehicles is ultimately inevitable.

Even if policy timelines shift, manufacturers have already invested heavily in electrification, and EVs are expected to dominate new car sales within the next decade. Quentin Le Hetet of automotive analysts GiPA suggests that electric vehicles could outnumber petrol and diesel cars on UK roads by the mid-2030s.

However, the pace of that transition will depend heavily on whether supporting industries, including repair and maintenance, can keep up.

Experts warn that without targeted support, independent garages could be left behind, with larger operators and manufacturer-approved service centres capturing a growing share of the market.

Peter Wells, of the Centre for Automotive Industry Research, said the shift could fundamentally reshape the sector, with manufacturers increasingly controlling access to repair data and systems.

This trend raises concerns about competition, pricing and the long-term viability of smaller businesses that have traditionally formed the backbone of the UK’s automotive repair industry.

The Institute of the Motor Industry has called for increased funding to support training and workforce development, warning that without intervention, the skills gap could become a major bottleneck in the UK’s net zero ambitions.

For policymakers, the challenge is clear: ensuring that the transition to electric vehicles is not only technologically feasible, but also economically and operationally sustainable.

For the thousands of garages across the country, the message is equally stark; adapt to the electric future or risk being left behind as the automotive industry undergoes its most profound transformation in decades.

Amy Ingham

Amy is a newly qualified journalist specialising in business journalism at Business Matters with responsibility for news content for what is now the UK’s largest print and online source of current business news.

As the market for GLP-1 weight-loss drugs explodes toward a projected $150 billion, NFL legend Tom Brady is stepping into the arena — not to promote a magic pill, but to infuse the clinical surge with his trademark “TB12” discipline.

“Making a difference in other people’s lives, trying to share some of the things that have been in my mind that I’ve learned from incredible mentors, understanding and trying to inspire through the different people that have come into my life to communicate the messages that I’ve been able to get, that have helped me kind of live my dream, and I want to do that for others,” Brady said in an exclusive “Mornings with Maria” interview that aired Thursday.

The seven-time Super Bowl champion and eMed CEO Linda Yaccarino joined forces to announce a massive $200 million funding round, valuing the digital health company at more than $2 billion. The duo is aiming to revolutionize “population health” by using AI and clinical oversight to provide employers with a sustainable way to offer GLP-1 weight-loss medications like Ozempic and Mounjaro, while slashing corporate insurance claims.

“The raise confirms immense momentum and establishes us as the definitive company for population health and helping employers break the runaway health care costs and break their cost curve,” Yaccarino told Bartiromo.

TOM BRADY SAYS POST-N.F.L. LIFE IS ABOUT ‘BUILDING TRUST’ AS HE MAKES BUSINESS PLAY WITH HERTZ

“When you have overweight or obese people, their health care costs are two times the average employee who’s not obese,” she continued. “So that is the question that hasn’t been answered yet, that finally, eMed steps in, is able to deliver those solutions to employers all over the country.”

Tom Brady at the Fanatics Flag Football Classic Press Conference & Practice held at BMO Stadium on March 20, 2026, in Los Angeles, California. (Getty Images)

While many Americans use GLP-1s as an easy weight-loss solution, Brady views the eMed platform as a kickstart for those who lack the biological advantage of natural high-willpower. He insists that medication must be based on a foundation of clinical support and personal accountability.

“This isn’t about shortcuts for anybody. This is about a well-delivered program for people to kick-start their health journey in certain ways,” Brady clarified. “I’ve been so fortunate to be around the best professionals, the best doctors, the best trainers, the best nutritionists. And I realized how fortunate I was at having that guidance.”

“I really want to kind of break the stigma around the fact that, you know, discipline and hard work and willpower are something that… we’re born with. I was born with that, and I have the ability to do that. I think there’s a lot of other people that that is something that is more of a struggle,” he added. “But we need to be able to provide support for those people as well.”

Brady further detailed how his most valuable asset required a level of maintenance that is only now becoming mainstream.

“I realized because I was an athlete, my body was my asset,” the former quarterback said. “If I loved playing football and I love being on the field, then I love performing my very best. I had to treat my body, you know, a very certain way. I tried to get a lot of muscle work to repair injured tissue. I hydrated all the time. I tried to eat a low inflammatory diet. I tried to get the proper rest.”

“How can I ever stop? This is my life, I tell you, I’ve been so obsessed with training. I would feel horrible and worse if I didn’t move all the time. I feel like I have a lot of energy… I want to stay active. I have three children. I want to go out there and play basketball and swim and hit the golf ball, and play volleyball with my daughter in the backyard,” Brady said.

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Yaccarino — the former CEO of X Corp who declined to comment on Wednesday’s social media verdict — explained that the goal of eMed is to take Brady’s “rigor” and apply it to the American workforce and minimize chronic diseases.

“Ninety-percent of people stay on our program. They do two things: First, and most important, what Tom was referencing, they get healthier,” she said. “And when you get people on the program, when you deliver those health outcomes, that’s the secret sauce for employers, for CEOs, CFOs — who you have on your show all the time — because they get their return on their investment.”

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