New Delhi: UN climate boss Simon Stiell, in his first major public address since COP30 in Brazil, reminded that climate action and cooperation on climate remain “not-so-secret weapon we need to deliver security and prosperity” and the way to “deliver stability” in an unstable world”.

In his address to the media, at the end of two days of meetings in Istanbul, Stiell said that COP31 will take “place in extraordinary times” when “we find ourselves in a new world disorder… a period of instability and insecurity. Of strong arms and trade wars. The very concept of international cooperation is under attack.”

The UN climate boss made it clear that the challenges are real and serious. Calling on countries to “drive forward a new era of international climate cooperation“, Stiell reminded that in 2025, despite the economic uncertainty and “gale-force political headwinds” investments in clean energy grew at a pace double that that of fossil fuels, with renewables overtaking coal as the world’s top source of electricity and for the first time there is a drop in global emissions.
Stiell acknowledged that though the global transition is now irreversible “it’s clearly still not fast or fair enough” however “it’s hard to think of a decade when international climate cooperation has delivered more real-world progress.” Without a direct mention to the US, Stiell referred to the “unprecedented threat” to the real-world progress from “those determined to use their power to defy economic and scientific logic, and increase dependence on polluting coal, oil and gas – even though that means worsening climate disasters and spiralling costs for households and businesses.”

Activist investor Elliott Investment Management has taken a stake in the London Stock Exchange LSEG 0.87%increase; green up pointing triangle Group, according to people familiar with the matter, and is likely to push for increased stock buybacks and action to lift profit margins.

The hedge-fund firm is making a somewhat contrarian bet. LSEG stock is down 35% over the past year, amid mounting investor concerns that new artificial-intelligence tools will reduce the need for financial data and analytics that the company and others offer.

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New Delhi: India is witnessing a rare phenomenon of elevated growth and low inflation, finance minister Nirmala Sitharaman said on Thursday, adding that it is no “fluke or coincidence” but the result of sustained efforts, detailed planning, and timely interventions and reforms by the government.

Replying to a general discussion on the budget for 2026-27 in the Rajya Sabha, Sitharaman said the high personal income tax mop-up does not mean the middle class is being crushed in any manner, as is being alleged by the opposition.

If anything, she added, the middle class is expanding, as reflected in the growing income tax payer base despite last year’s tax slab revision that made incomes up to ₹12 lakh per year tax free.

Sitharaman said a high-level committee on the services sector, proposed in the budget, will suggest steps to expand artificial intelligence (AI), cloud-based services and other new-age technologies and boost such exports.

The panel will focus on segments such as fintech, logistics, healthcare, tourism and creative services on top of doubling down on the traditional Indian edge in software and IT services, she suggested.
India is estimated to grow 7.4% in the current fiscal, against 6.5% a year before, and is projected to remain the world’s fastest-growing major economy at least over the next two years. Retail inflation has eased to 1.7% this fiscal. On a 10-year horizon, retail inflation has remained at its lowest point ever, the minister said, highlighting India’s macroeconomic stability.The budget, she stressed, isn’t just an annual accounting statement of the government; it provides a clear pathway for India to realise its target of emerging as a developed nation by 2047 while addressing both short and medium-term challenges and goals.

No middle-class suppression
Sitharaman refuted the opposition’s charges that the middle class is being suppressed and sandwiched between the rich and the poor because personal income tax collections have exceeded the corporate tax mop-up.

“Actually, there is enough evidence of a historic middle-class expansion, and formalisation driven by the economic reforms that have been undertaken in the last ten years,” she said. “So, the economy is no longer narrow, and it’s not just confined to the elite.”

Between 2013-14 and 2024-25, the number of taxpayers – people filing returns or whose tax is deducted at sources – more than doubled to 121.3 million from 52.6 million.

The taxpayer base is expanding despite the I-T relief announced last year. On top of that, GST cuts, announced in September 2025, have lowered household expenses, she said. “So, somewhere the notion of the suppression of the middle class cannot coexist with real incomes rising and with record low inflation.”

No slashing of funds
Sitharaman rejected charges that the government has achieved fiscal consolidation by compressing expenditure in many social and rural sector schemes.

The government’s revised estimates of spending in 14 such schemes are barely 1% lower than the cumulative budget estimates over the past decade, way below the 6.4% gap during the UPA period, she said.

The statistics ministry on Thursday unveiled a new Consumer Price Index (CPI) series, updating the base year to 2024 from 2012. The revision resets the benchmark for measuring prices to better assess inflation. The CPI is the Reserve Bank of India‘s primary inflation gauge and plays a central role in monetary policy and interest rate decisions. Anoushka Sawhney explains:

What is CPI and why is the base year revised?
The CPI measures changes in prices of goods and services consumed by households, serving as a key indicator of cost-of-living inflation. The base year is the reference point against which price changes are measured, with its index fixed at 100.

As household consumption patterns evolve, the base year is periodically updated to ensure the index remains representative. The new series adopts 2024 as the base year, drawing item weights from the Household Consumption Expenditure Survey (HCES) 2023-24.

The revised weights reflect changing consumption patterns. The share of food and beverages has declined to 36.75% from 45.86% earlier, while weights of transport and communication, housing and utilities, and personal care have increased.

What has changed?
The CPI basket has been expanded to 358 items (308 goods and 50 services), up from 299 earlier. These are organised across 12 divisions, 43 groups and 92 classes. Price collection has also widened, now covering 1,465 rural markets (up from 1,181) and 1,395 urban markets (up from 1,114). Newly added items include AirPods, hand sanitisers, OTT subscriptions, air purifiers, ecommerce purchases, and international airfares. Outdated items such as library charges, radio and horse-cart fares have been removed. Despite the overhaul, about 98% of the basket remains comparable with the previous series.

The government has also released more granular data, including state-wise and sector-wise indices across all classification levels.
What is new in the latest series?
For the first time, prices from 12 online markets in cities with populations above 2.5 million have been included to better capture ecommerce trends. Items supplied free under government schemes – such as foodgrains distributed through the Public Distribution System – have been excluded, as the CPI measures household expenditure rather than consumption per se.Several service prices will now be sourced directly from official or digital platforms: airfares (from airline websites), OTT subscription rates (provider platforms), telecom tariffs (operators), postal charges (India Post), and fuel prices (ministry database).

What next?
Going forward, the base year will be revised every five years to keep pace with economic shifts, while the Household Consumption Expenditure Survey will be conducted every three years.

A new study finds that the median American worker has just $955 saved for retirement through a defined contribution plan like a 401(k) account, with most falling well short of recommended retirement savings targets for their ages.

The study by the National Institute on Retirement Security (NIRS) found that among all workers between the ages of 21 and 64, including those who haven’t saved anything for retirement, the median amount saved in a defined contribution plan was just $955 as of 2023.

By contrast, among those who have positive retirement plan wealth — or at least $1 saved in a defined contribution (DC) plan — the median savings were much higher at $40,000.

The report found that the average account balance among workers aged 21 to 64, including those with no savings, was $93,229. However, among those who have saved at least $1 in a DC plan, the average savings was $179,082.

AMERICANS SURGE TOWARD FINANCIAL RESOLUTIONS FOR 2026 AMID HOUSEHOLD BUDGET CONCERNS

NIRS’ study also compared Americans’ retirement savings balances against the targets used by Fidelity, which developed guidelines based on age and income levels. 

Fidelity recommends Americans save their annual income in retirement by age 30, have three-times their income saved by age 40, six-times their income by age 50, eight-times their income at age 60 and 10-times their income when they reach the normal retirement age of 67.

NIRS found that for all the median respondents analyzed in the study across age, race, education and gender groups – none have retirement savings or net worth that’s at or above their age-based savings target.

IRS REVEALS UPDATED CONTRIBUTION LIMITS FOR 2026

Across all respondents, the median amount of DC retirement savings as a percentage of their savings targets is 4%. When using net worth instead of DC retirement savings, the median percentage of all respondents hitting their savings target is 41%.

Among those who have positive DC retirement balances, the median percentage of all respondents who hit the savings target was 18%.

HERE’S HOW MUCH TRUMP ACCOUNT BALANCES COULD GROW OVER TIME

The median amount of DC retirement savings as a share of the savings target was 19% for men and 17% for women, while among racial groups, Asian (23%) and White (20%) workers saved more than Black and Hispanic workers (11% each).

The amount saved rises with higher levels of education from 10% for workers whose highest education was high school or less, to 15% for those holding associates degrees, 21% with bachelor’s degrees and 26% for those with master’s, doctorate or professional degrees.

Across age groups, the most successful savers were the youngest cohort of workers between 21 and 34, with 21% saved as a share of the target, followed by 19% of workers between the ages of 55 and 64.

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“As expected, those with some amount of savings is closer to their savings target than those with no savings. But even for those with savings, these amounts are quite low if the expectation is that retirement savings in a DC plan will constitute an important source of retirement income,” NIRS said.

Bracken McKey has spent his career turning responsibility into results. Not through bold claims or flashy moves. But through steady work, clear thinking, and ideas that could hold up under pressure.

Over more than 25 years in the legal field, McKey helped shape how serious cases were handled in Washington County. He took on leadership roles. He built systems. And he carried those lessons into private practice after retiring from public service.

“I never thought in terms of titles,” McKey says. “I thought in terms of what needed to be built and who needed to be supported.”

That mindset runs through his story.

Early Years That Shaped His Approach

McKey was raised in Pendleton, Oregon.
It is a small community with strong ties and clear expectations.

He grew up water skiing, snow skiing, and spending time with family. Those early years taught him balance and discipline.

“When you grow up in a place like Pendleton, people know you,” he says. “You learn early that your reputation matters.”

That lesson would later carry weight in his legal career.

Education and Learning to Lead Early

McKey attended college in Walla Walla, Washington.
He then attended Willamette University College of Law on an academic scholarship.

Law school was not just about grades for him. It was about structure and leadership.

During his final year, he was elected 3L class president. The role required coordination, listening, and problem-solving.

“It taught me how to lead without ego,” he says. “You don’t win arguments. You help people move forward.”

In 1998, he passed the Oregon State Bar and began his legal career.

Building a Career in the Washington County DA’s Office

McKey joined the Washington County District Attorney’s Office as a Deputy District Attorney.
The work was demanding from the start.

He handled serious cases early in his career. Over time, he developed systems for preparation and case management that helped him stay effective under pressure.

“You learn quickly that big cases are built on small details,” he says. “You can’t skip steps.”

In 2007, he was promoted to Senior Deputy District Attorney. By then, he was handling some of Oregon’s most complex and high-profile cases.

Big Ideas in Public Service

As his responsibilities grew, McKey began thinking beyond individual cases.

He focused on collaboration with other agencies and industries. That work led to measurable outcomes and national recognition.

In 2009, he received the Recording Industry Association of America Gold Record Law Enforcement Award. The honor reflected his work on intellectual property crime cases that required cross-sector coordination.

Later, in 2014, he was awarded the Oregon Construction Industry Crime Prevention Law Enforcement Partner Award.

“These cases weren’t traditional,” McKey says. “They required new ways of thinking and better partnerships.”

Those efforts showed that carefully structured ideas could improve outcomes across an industry.

Leadership as Chief Deputy District Attorney

In 2019, McKey became Chief Deputy District Attorney for Washington County.

The role shifted his focus again. Now, he was responsible for guiding teams, shaping policy, and maintaining consistency across the office.

“My job changed from solving problems myself to helping others solve them,” he says.

He emphasized clear standards, preparation, and accountability. His leadership style was practical, not performative.

McKey held the position until his retirement in 2024.

Staying Grounded Outside of Work

Despite the demands of public service, McKey remained focused on family.

He stayed involved in his sons’ baseball teams and continued to enjoy water skiing and snow skiing.

“Those moments kept me grounded,” he says. “They reminded me why the work mattered.”

That balance helped him sustain a long and demanding career.

Applying Experience at McKey Law

After retiring from the DA’s Office, Bracken McKey transitioned into private practice.
He is now the owner and attorney at McKey Law in Washington County.

The move allowed him to bring decades of experience into a new setting.

“I’ve seen how decisions play out over time,” he says. “That perspective helps clients understand the road ahead.”

His approach remains measured and informed by real-world outcomes.

A Career Defined by Execution

Bracken McKey’s career is not about a single moment.
It is about execution.

He took ideas seriously. He tested them in real cases. And he refined them through experience.

“Good ideas only matter if they work,” he says. “The law has a way of testing that.”

From Pendleton to public service to private practice, McKey’s impact has come from building systems that last.

Big ideas do not always arrive with attention or applause. Often, they are shaped quietly through experience, discipline, and persistence.

That is how Thirukumaran Sivasubramaniam approaches his career. As Co-Founder and COO of Fintex Inc. in Toronto, he is known for turning complex ideas into working systems. His leadership style is practical, steady, and grounded in lived experience. It is a style shaped long before his professional career began.

Early Life and a Defining Family Influence

Thirukumaran’s early years were marked by loss and responsibility. His father passed away when he was young, leaving his mother to raise four children on her own. The family faced significant challenges, but his mother remained focused on one priority.

“She never let us lose sight of what mattered,” he says. “Education was non-negotiable.”

Watching his mother hold the family together left a lasting impression. It shaped how he thinks about leadership today. Responsibility meant showing up every day, even when conditions were not ideal.

“She didn’t wait for things to get easier,” he says. “She worked with what she had.”

Immigration, Adaptation, and the Value of Education

At the age of nine, Thirukumaran immigrated to Canada with his family. The transition was difficult. They moved frequently and relied on social assistance as they rebuilt their lives. Stability came slowly.

“We were starting from scratch,” he says. “Everything felt temporary for a while.”

He attended several schools across Toronto, including Milliken Mills Junior School, John Buchan Middle School, Don Valley Middle School, Georges Vanier Secondary School, and Woburn Collegiate Institute. Each move required adjustment.

“You learn fast how to read a room,” he says. “You learn how to adapt without complaining.”

Education remained the constant. His mother’s belief in learning as a pathway forward became his own. That mindset stayed with him as he entered adulthood.

Early Career Lessons: Ideas Need Follow-Through

As Thirukumaran entered the workforce, he became interested in how ideas become outcomes. He noticed that many plans failed not because they were bad, but because execution was unclear.

“Good ideas don’t survive without structure,” he says. “Someone has to make them real.”

He gravitated toward roles that required organization, accountability, and problem-solving. Over time, he developed a reputation for being dependable and detail-oriented. He learned how systems either support people or slow them down.

That thinking laid the groundwork for what came next.

Building Fintex Inc. From the Ground Up

Today, Thirukumaran serves as Co-Founder and Chief Operating Officer of Fintex Inc. His role focuses on operations and execution. He works to ensure that ideas are supported by clear processes and realistic timelines.

“My focus is simple,” he explains. “Remove friction so teams can do their work.”

Rather than chasing visibility, he concentrates on building reliable systems. That includes defining roles, improving workflows, and aligning teams around shared goals.

“When operations work, people don’t notice,” he says. “They just see progress.”

This approach has helped Fintex grow in a controlled and sustainable way, turning concepts into repeatable outcomes.

A Leadership Style Built on Consistency

Thirukumaran describes leadership as a long-term commitment. He believes people perform best when expectations are clear and leaders are predictable.

“Consistency builds trust,” he says. “Not intensity.”

His leadership style reflects what he learned early in life. Calm decision-making. Shared responsibility. A focus on what can be controlled.

“Panic doesn’t fix problems,” he says. “Planning does.”

He applies this mindset when evaluating new ideas. Innovation matters, but only when it can be supported by strong execution.

Mentorship, Giving Back, and Practical Impact

Mentorship plays a central role in Thirukumaran’s life. He has helped many newcomers to Canada secure their first jobs, guiding them through resumes, interviews, and early career decisions.

“That first job changes how you see yourself,” he says. “It opens doors.”

He also organizes annual fundraising efforts with family and friends, raising close to $5,000 each year to support individuals and families facing hardship. For over a decade, he has helped collect and ship clothing to communities lacking basic necessities. In addition, he volunteers as a judge for Youth Leadership Programs in technology-focused categories.

“Giving back keeps things in perspective,” he says.

Discipline Beyond the Office

Outside of work, Thirukumaran stays active through sports such as basketball, volleyball, tennis, badminton, and baseball. He enjoys watching games and supporting his children at their sports events. Each morning starts with a walk, regardless of the weather.

“It clears my head,” he says. “It’s how I reset.”

Turning Ideas Into a Career

Thirukumaran Sivasubramaniam’s career reflects a simple truth. Big ideas only matter when they are carried through. From early adversity to operational leadership, his path shows how discipline, consistency, and structure can turn vision into lasting results.

“Nothing happens overnight,” he says. “You build it step by step.”

That philosophy continues to guide his work today.

Plans for landmark waterfront venue include ‘super suite’

A new “super suite” is being created at Liverpool’s arena and convention centre on the waterfront. More than 300 new seats could be added to the existing bowl at ACC Liverpool as part of an application to upgrade the venue.

Coinciding with the 2008 European Capital of Culture, the arena and convention centre opened its doors 18 years ago and has gone on to host major events in the last two decades. Since 2022 and including this year, it has been home to the Labour Party conference.

Now, changes could be made to increase the capacity inside the bowl within the M&S Bank Arena and provide new VIP hospitality. A premises licence application has been lodged with Liverpool Council for changes to the existing terms.

The arena has an 11,000 capacity and was chosen to host the Eurovision Song Contest in 2023 on behalf of Ukraine when the UK stepped into support. The convention centre holds around 1,300 people in the main hall, which has staged the main speeches when Labour has gathered its delegates in the city.

According to the documents made public by the local authority, hospitality areas are to be expanded to both sides of the arena, including the creation of a new “super suite.” This will involve the conversion of an existing bar into a premium VIP hospitality box, the renovation of a previously unused void space into a back of house bar and cloakroom and remodelling of washroom areas on both sides to increase the number of toilet cubicles available.

Within the arena bowl, proposed alterations include the installation of 372 additional spectator seats through the reconfiguration of existing internal walkways, reconfiguration of Accessible Viewing Bays, including additional new bays added to the D End of the arena. Existing storage rooms are proposed to be converted and upgraded into multi use spaces capable of flexing between storage use and operational bar areas for events.

In October last year, two further premium suites were installed at the venue as part of a fit out to provide accomodation for 12 guests. There are no changes proposed to licensable activity or sale of alcohol.

An updated licence was issued to ACC Liverpool allowing performances up to 11.59pm daily.

This also includes the sale of alcohol during the same period. Representations can be made on the plans for the arena up until March 6 via the Liverpool Council website.

Latino Wall Street is the life mission of Gabriela Berrospi, who founded the financial literacy organization with the goal of eradicating poverty and boosting generational wealth in the Latino community.

She and the organization are on a meteoric rise – Berrospi is an in-demand commentator on financial matters in the Latino community, a member of the Forbes Finance Council and has graced multiple magazine covers recently. With a television show on the New York Stock Exchange in partnership with FinTech TV, Berrospi is emerging as a powerful economic voice in the Latino community.

Berrospi and her husband and business partner Tony Delgado hosted the inaugural Hispanic Prosperity Gala at Mar-a-Lago on Feb. 10, that featured a star-studded lineup of political and business leaders, musical entertainment and a speech by Argentine President Javier Milei, who received the Economic Freedom Award while praising the MAGA movement and exulting in the recently signed U.S.-Argentine trade deal.

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The Hispanic Prosperity Gala displayed the undeniable power of Latinos in the Trump administration and a growing transnational effort to unite right-wing movements across the Americas. 

Berrospi said her dream was to always host an event or gala to showcase success stories from different industries in the Latino community, including athletes, Latin Grammy Award-winning musicians, and business and finance icons.

“I always wanted to show the world who we really are, what we’re capable of,” she said. “A lot of the media coverage about Latinos, it’s like, ‘Oh, they are undocumented, oh they don’t have money, oh poor thing, oh this or that,’ and it’s not very empowering. My movement, Latino Wall Street, is all about empowering and elevating Latinos.”

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Berrospi cites Berkshire Hathaway’s Warren Buffett and Bridgewater Associates’ Ray Dalio as the main influences on her investing philosophy.

“To eradicate poverty, we basically follow the most conservative way of investing,” she said. “The way I’ve invested my money, I’ve learned that it’s not about getting rich quick, it’s about having patience, it’s all about investing in the main indexes that are proven to work no matter what happens, what pandemic, what world war, what terrorist attack. So there’s proven strategies, right? The Warren Buffett blueprint that, no matter what happens, if you stick to it, you know it’ll be fine. 

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“And in fact, when something bad happens, it’s only an opportunity to add to your positions. So that same exact knowledge he gave me in his Omaha conferences that I’ve had the privilege to attend and learn from him in person, that’s exactly the blueprint we follow. We invest in commodities, S&P 500, extremely conservative strategies that are proven to work.”

Berrospi faults the culture of conspicuous consumption for making it difficult to educate Americans about financial literacy, prosperity and sound investments, a trend that has only escalated with the potential for social media to pitch get-rich-quick investment schemes.

“I think we live in a culture that’s all about spending money. It’s all about showing off. I mean, and I say this confidently because I come from a different culture, right. In Peru, we don’t have that type of culture: let’s spend money, let’s show off. It’s very different. It’s more family oriented, more conservative.”

She also emphasizes that the American economic dream, while real and attainable, comes with great peril in conjunction with ignoring financial literacy.

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“America is the wealthiest, but at the same time, it’s also the most in debt,” Berrospi said. “And, I think there’s something there to address and that’s being responsible. And always making sure that a part of your income is going towards your future, toward your retirement, toward your account for your kid. That is so important and so basic, and you can make that on autopilot. Then, once I learned that from the top mentors in the world, such as Warren Buffett… it’s actually pretty simple. You just have to actually do it, automate it. And that’s it. And it works. It works because we’re not doing random stuff. We’re doing what’s proven to work for over 100 years.”