owners

Head coach Eddie Howe says the desire of Newcastle United‘s owners to get to the top remains “unchanged” after meeting with them this week.

Chairman Yasir Al-Rumayyan, the governor of Saudi Arabia’s Public Investment Fund (PIF), and minority owner Jamie Reuben are among those who have flown in for a two-day annual summit at Matfen Hall in Northumberland.

Although the PIF is to withdraw its multi-billion dollar backing of LIV Golf at the end of the season, senior figures at Newcastle were informed a couple of weeks ago that the pullout would not affect the club.

Newcastle are 14th place in the Premier League, but Howe stressed the “determination to succeed” came through from those above him in the meetings he attended on Thursday.

“The desire is unchanged,” he said. “It’s to try and get to the top of the Premier League, to try and consistently win as many trophies as possible.

“I don’t think that will change while the PIF are our owners, part owners or majority owners. They are very ambitious for the football club.”

Newcastle’s hierarchy have talked of achieving such goals by 2030, but Howe recognised that the infrastructure needed to elevate the club to such a position will take time.

Following a major capital investment, an announcement is expected regarding plans for a new state-of-the-art training ground to underline the owners’ commitment.

There have also been discussions this week regarding the future of St James’ Park as Newcastle weigh up whether to expand the stadium or build a new ground in a bid to turbocharge income streams in the long run and bridge a huge revenue gap on the league’s highest-earning clubs.

“They clearly care so much about the football club [given] the long-term planning that’s going on, on a number of levels,” Howe said of the PIF, who bought an initial 80% stake in 2021 before going on to increase their share.

“[There are] very exciting times ahead for the club, regardless of what happens short-term. The long-term vision is clearly there.”

This gathering of executives, which had been in the diary for several months, was viewed as an opportunity to discuss such infrastructure projects, recruitment plans, the team’s slide down the table and how the club go about addressing it.

Howe was among those to give a presentation on Thursday, as was always planned.

Rather than reacting emotionally, the view internally remains that Newcastle need to respond rationally with the help of cold, thorough analysis.

Howe had “challenging conversations” with those at the top, but the head coach sounded upbeat at his news conference on Friday before the visit of Brighton.

“I was pleased by the level of support given to me, but of course still understanding how football works and knowing we need to get results,” he said. “That will never change.”

Rosenior’s dismissal may solve one problem, but those in Chelsea‘s boardroom must take the major share of the blame for a club that looks increasingly out of control.

Chelsea‘s recent losses eclipsed Manchester City‘s £197.5m deficit in 2011, despite bringing in £490.9m in revenue, which the club says is the second highest total in its history.

Since the current ownership took control in 2022, Chelsea have spent around £1.5bn on players, focusing on securing a raft of younger players on long-term contracts.

In this time, they have sacked Champions League winner Tuchel at the end of their first 100 days at the helm, then his successor Graham Potter seven months later.

Frank Lampard had a short second spell in charge as interim boss before former Tottenham Hotspur manager Mauricio Pochettino took charge, leaving by mutual consent after one season.

Enzo Maresca took over, but was sacked in January, less than six months after winning the Club World Cup to add to the Uefa Conference League.

If the final straw for Rosenior was criticism of his players, Maresca’s departure came amid friction with Chelsea‘s hierarchy, stunning key figures at the club after a 2-0 win against Everton in December by stating “many people” had made it his “worst 48 hours” since joining the club.

Cryptic, perhaps, but the beginning of the end for the Italian, as those in charge at Chelsea took a dim view of his public expression of discontent.

Those with knowledge of Maresca’s views, though, said he had grown unhappy at a multitude of factors, including encouragement over which players should start and which substitutions should be made during matches.

It led to the Rosenior experiment, which backfired on BlueCo, who may reflect on the number of managers hired and fired during their tenure and finally think: “It’s not them. It’s us.”

Former Chelsea winger Pat Nevin told BBC Radio 5 Live: “You would have to be a bit simple to be surprised at the situation with all the evidence in front of you.

“This is four seasons the new ownership has been in. This is manager number six. When you change it that amount of times, you have to ask the question – is the problem really the manager?”

As of today (Wednesday, 22 April), there has been a change in how pets travel abroad into the EU, and if the owner does not have the right documents, their dog could be refused entry

British pet owners have been warned about a new EU rule that impacts how they travel abroad with their dog or cat.

Under the new rules, the majority of pet passports will be invalid from today (Wednesday, 22 April), and Brits have been warned that they “should no longer use” them to travel into the UE. Instead, Brits travelling into the EU with a pet dog, including an assistance dog, cat or ferret, will need to get an animal health certificate (AHC).

In an update on the government website, it states: “If you live in England, Scotland or Wales, from 22 April you cannot use a pet passport (even if it was issued in the EU). If you use a pet passport, your pet may be refused entry into the EU.”

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The animal health certificate must be issued by a vet within 10 days of the trip, and a new one is required for every journey to the EU. However, the AHC can be used for up to 6 months for onward travel within the EU and for re-entering Britain, provided the rabies vaccination is still valid.

The government confirmed that the new rule applies to the “non-commercial movement of pet dogs, cats and ferrets entering the EU from Great Britain.” However, there are no changes to the pet travel documents for their return journey into GB, and they can still use EU pet passports.

In a further update on the government website, it stated: “EU pet passports may now only be issued to people whose main home is in the EU and should not be used by people who have holiday homes in the EU or visit seasonally. EU pet passports issued to GB residents before 22 April 2026 may no longer be valid documents for entry to the EU.

“This means GB residents – even if they already have an EU pet passport – may need a different document to take their pet to the EU. To guarantee smooth travel, owners resident in Great Britain should get an Animal Health Certificate for their dog, cat or ferret(s) if they’re travelling from Great Britain (England, Wales and Scotland) to an EU country.”

They also noted that additional documents are required if someone other than the owner is travelling with their pet. The person travelling with the animal must travel within five days of the owner and have the owner’s written permission.

The written consent should be carried with the pet’s travel document. Brits are now also only allowed to have a maximum of five pets in a private vehicle, although there are exceptions for competitions, events or training under specific conditions.

Despite the important change, it shouldn’t put any pet owner off from taking their beloved pet abroad. An APHA spokesperson said: “From 22 April, new EU rules change how GB residents travel to the EU with their pets, but holidays with your pets are still possible.

“Anyone planning to travel should check guidance on GOV.UK, and the entry rules for their destination.

“To avoid delays and ensure a smooth journey, pet owners residing in Great Britain should get an Animal Health Certificate if they’re travelling from Great Britain to an EU country.”

For more information on taking your pet abroad when travelling to an EU country, visit the government website. There’s also further information on pet passports and securing an animal health certificate.

Do you have a travel story to share? Email webtravel@reachplc.com

Amid the bustle and glitz of last week’s CinemaCon in Las Vegas, one question loomed over the annual trade convention — how will the proposed Paramount Skydance-Warner Bros. Discovery deal affect the movie theater business?

That anxiety showed up in a state of the industry speech from Cinema United trade group President Michael O’Leary, who reiterated his organization’s opposition to further industry consolidation.

It showed up in a trailer for Amazon MGM Studios’ upcoming film “Spaceballs: The New One,” when a voiceover poked fun at Hollywood studios “merging willy-nilly” as images of the Paramount sign and Warner Bros. water tower flashed across the screen.

And the subject again took center stage — literally — when Paramount Chief Executive David Ellison himself gave a speech during his studio’s presentation at Caesars Palace. He sought to reassure the assembled movie theater operators and exhibition executives that the combined company would indeed release a minimum of 30 films a year.

“I wanted to look every single one of you in the eye and give you my word,” he said during an onstage speech, in which he also committed to a 45-day theatrical window and 90-day period before films go to streaming services. “People can speculate all they want, but I am standing here today telling you personally that you can count on our complete commitment. And we’ll show you we mean it.”

It’s true that Paramount has nearly doubled its theatrical releases since Ellison took over. As he noted in his speech, the storied studio is now planning 15 films this year, up from eight in 2025.

But as I’ve written previously, theater owners and other studio executives question how releasing 30 movies a year across the combined Paramount-Warner Bros. would work — not only in terms of giving each film the proper marketing campaign to succeed in theaters but also because of the massive cost cuts that will inevitably occur once the merger is final.

Still, Ellison’s commitment to 30 films a year got a round of enthusiastic applause — and at least one high-profile boost.

A day earlier, AMC Entertainment Holdings Inc. Chief Executive Adam Aron told me in an interview that he backed Ellison’s takeover of Warner, saying he and AMC believed in the tech scion’s talent as a filmmaker and a movie executive, as well as his pledge to release those 30 films a year.

“We’re enthusiastic that David will fulfill his promises,” Aron said. “And that in the end, this will prove to be a good thing for our company and our industry.”

Not everyone shares that enthusiasm.

More than 4,000 people have now signed an open letter opposing the Paramount-Warner deal, arguing that consolidating two studios will lessen consumer choice and job opportunities for creatives, particularly at a time when Hollywood is already struggling. (Notable signatories include “Dune” director Denis Villeneuve, actors Glenn Close and Emma Thompson, as well as director and producer JJ Abrams.)

O’Leary of Cinema United similarly wasn’t convinced.

“While recent pledges attempt to address the threats of consolidation to our industry, they are not yet sufficient in addressing our concerns,” he said in a statement released hours after Ellison’s speech. “We remain open to tangible commitments that will ensure a vibrant global theatrical exhibition industry for years to come.”

Elsewhere at CinemaCon, the mood was upbeat.

Warner Bros. film chiefs Mike De Luca and Pam Abdy struck a triumphant tone after an award-winning year for the studio, capped off by the best picture win for “One Battle After Another.”

They unveiled footage from new films like the upcoming “Digger” from director Alejandro G. Iñárritu and brought out lead actor Tom Cruise to a sustained standing ovation from the audience. And both De Luca and Abdy espoused optimism for the future of the theatrical business. The studio plans to release 14 films this year and as many as 18 for 2027.

“The film business has always required smart betting, and we have 4 billion reasons from last year to think we’re holding the right cards,” De Luca said during the presentation, referring to the studio’s worldwide box office revenue last year.

“We all know they’re not all going to work. That comes with taking swings,” Abdy said of the studios’ films. “There’s no version of this business that’s risk-free. But our job is to step up, make our bets and own it when it doesn’t work.”

But the end of the presentation felt more somber, with the executives asking the heads of Warner Bros.’ labels to come to the stage and be recognized. Shortly after, they asked Warner Bros. employees in the audience to stand for applause. It was hard to escape the feeling that this may be the end of an era.

Stuff We Wrote

Film shoots

Number of the week

1,000

Last week, Walt Disney Co. began a sweeping round of layoffs that’s expected to cull 1,000 jobs across multiple divisions.

As my colleague Meg James reported, the cuts hit Disney’s television and movie studios, sports giant ESPN, its product and technology unit, corporate functions and marketing. Even Marvel Studios’ visual development team was affected.

The layoffs are one of the first major moves under new Disney Chief Executive Josh D’Amaro, who took the reins of the company last month. In a message to employees, he said the company needed to “constantly assess how to foster a more agile and technologically-enabled workforce to meet tomorrow’s needs.”

What I’m watching

Some friends and I watched “Fukushima: A Nuclear Nightmare” this past weekend, a truly eye-opening documentary that explains what happened during the March 11, 2011, nuclear accident and whether the world has learned anything from it.

“I’m repeating myself a lot, but I feel a lot of support. Not only from the owners but from Richard [Hughes] and Michael [Edwards]. A lot of support from them but as weird as it might sound, I also feel the support from the fans,” said Slot.

“In Paris when the players went out for the warm-up and after the 4-0 loss [against Manchester City] the fans immediately started singing ‘we love Liverpool‘.

“I think it’s fair to say we were outplayed for 90 minutes and they were still singing and clapping for us.

“I’ve said it many times, the club knows the period of time we’re in and in the meantime, I feel complete support.”

He added that Wednesday’s defeat to PSG would serve as motivation during this “defining” period of the season, which starts with Fulham‘s visit to Anfield on Saturday.

“We faced the champions of Europe and we experienced that we were not on the level we should have been.

“The good thing is we have four or five days to show we can be much more competitive. It also tells us we want to keep improving and playing at that level next season.

“I think if you experience that two days ago, you want to be involved next season to show we can do even better. Therefore, we have to perform in the league as well.”

Thursday’s episode of Channel 5’s The Hotel Inspector saw two friends in Bramber, East Sussex, attempt to turn their hotel and pub around

The Hotel Inspector followed best friends Jack and Danny on Thursday’s episode as they attempted to save their hotel and pub.

The two pals, who had been best friends since meeting on a ski season in 2010, had decided to go into business together, gambling everything to run the 16th-century Castle Inn, a 20-bedroom pub and restaurant in the charming village of Bramber, East Sussex.

However, after six months, the two pals were struggling as occupancy had plummeted with Jack having to dip into his wedding funds and Danny uprooting his young family from Birmingham to East Sussex to make the business venture work.

Thankfully, British hotelier, businesswoman and The Hotel Inspector host Alex Polizzi was on hand to help the duo turn things around. Alex, 54, was unimpressed with the hotel’s bare and dated decor, including fake flowers and all white decoration everywhere.

Alex even admitted she was “horrified” by the “ghastly” sitting area, saying there was no charm at all in the hotel, even likening the space to a canteen.

As part of her plan to combat some negative online reviews, Alex invited three different duos to come and stay. However, the next morning, the hotel guests didn’t hold back their words as they provided honest and brutal feedback.

One guest said of the dining space and “wedding like” white padded chairs used: “We use these [the chairs] in mental health hospitals because then people can’t throw them at you…” to which Alex pointed out: “That’s a new low!”

It was then revealed that the guests would be invited back, where they could see the changes made at the hotel and then provide a review for the hotel.

Talking about the brutal feedback, one of the owners said: “Luckily we’ve actually got each other through this because otherwise I don’t think I could have gone through that complete pounding alone.”

After gathering a £5,000 makeover budget, the team got to work modernising the dining area into a contemporary and clean space with green panelling walls, as well as stylish new furniture. The team also made some changes to the bedrooms, providing luggage racks, stylish lamps and removing unnecesary furniture.

Alex advised the duo to invite all the locals over for a ‘meet the owners’ evening, which was a roaring success and the guests who had previously stayed there loved the new features, saying they’d be happy to stay again.

At the end of the show, after Alex’s work and advice was done, the duo provided an update four weeks later. They revealed: “Hi Alex, hope you’re well…

“Just wanted to say, thank you very much for everything you and your team have done here. The locals have been raving about the changes, the food offerings, and the new decor. The vibes around the village are great!

“We’ve noticed a strong traction in repeat customers and new ones. Thank you very much for your support, hopefully see you soon!”

The Hotel Inspector continues on Thursdays at 9pm on Channel 5.

The Major League Baseball Players Assn. is arguably the strongest union in the United States whose members include some of the most conservative athletes in professional sports. The owners of Major League Baseball’s 30 teams, who made their wealth through the workings of free enterprise capitalism, want to limit what players can be paid. This apparent political and philosophical irony will most likely lead to a shutdown of baseball at the end of this season.

Wednesday is opening day for the 162-game major league season. The 2025 season ended Nov. 1 with an 11-inning Dodgers victory over the Toronto Blue Jays in what was one of the most mesmerizing World Series ever. Last season, the Dodgers attracted more than 4 million fans for the first time. The Dodgers weren’t alone. More than 71 million fans attended major league games — the third straight season of growth. Over the last decade, league revenue has increased 33%.

And yet, despite all this good news about the health of baseball’s finances, team owners have threatened to lock the players out — essentially an ownership strike — at the end of this season over terms of a new collective bargaining agreement soon to be negotiated with the players union.

Major League Baseball, unlike the NFL, the NBA and the NHL, does not have a hard salary cap that limits what teams can spend on players. This is the key issue for the 30 team owners and Commissioner Rob Manfred, who argues that the system is “broken.” Small-market teams can’t effectively compete, Manfred insists, with economic behemoths like the Dodgers and Yankees. But over the past 10 seasons, 14 teams have made it to the World Series, so the league is not dominated by only a few big spenders.

Major leaguers and fans have weathered five player strikes and four owner lockouts since 1972. The 1994-95 strike lasted 232 days, canceling more than 900 games, including the World Series. Unlike in the NFL, where top players like San Francisco 49ers quarterback Joe Montana crossed a picket line during the 1987 NFL Players Assn. strike, unionized baseball players have remained united. So far, no star players have been strikebreakers in baseball. Both Paul Skenes of the Pittsburgh Pirates and Tarik Skubal of the Detroit Tigers — the 2025 Cy Young Award winners for their respective leagues — also serve in players union leadership roles.

A recent report analyzing major league ballplayers’ political affiliation found that among those who live in states that allow public access to voter registration records, nearly 54% of the players were Republicans compared with 8% Democrats. Why does a rightward-leaning membership retain such strong union loyalties?

For Miami Marlins pitcher Pete Fairbanks, who is also a member of the players union leadership, it comes down to recognizing that they stand on the shoulders of players who challenged the baseball establishment.

“If you look at the history of the union, we’ve had a foundation set for us,” Fairbanks said. “They fought for players’ rights and for the general betterment of the whole and it’s the job of the veteran players to pass that history on to the younger players.”

Marvin Miller, a former Steelworkers Union leader, revolutionized the players’ union and baseball when he led the association from 1966 to 1982. He told the New York Times in 1999 that he was “irked” that many players did not know that it was the union that made their enormous salaries and benefits, arbitration and free agency possible. “When you don’t know your history, you tend to relive it,” Miller said.

Miller, who died in 2012, was a labor history buff who realized that highly skilled workers often developed elaborate ethical codes that promoted solidarity with other employees.

Bruce Meyer, the current executive director of the players association, puts the union’s fractious history with the owners at the center of his communications with players. He spent weeks talking with union members during spring training in Florida and Arizona, emphasizing the importance of unity in the ranks. “The bottom line is that our players have always been of the view that they are fighting not just for themselves but for their teammates and for the players that come after them,” Meyer said.

Manfred’s strategy as commissioner of Major League Baseball has been to talk directly with the players himself, especially the lower-earning younger players who he claims are being shortchanged. He argues that “10% of our players make 72% of the money,” numbers that Meyer disputes.

The commissioner is essentially telling players that their union has engaged in malpractice, losing touch with its own members while the economics of baseball changed around them. Meyer regards Manfred’s attempt to divide players as “standard management-labor tactics.”

Top agent Scott Boras said that, unlike in the NFL, baseball’s open salary system works for players because “your talent allows you to earn what you can earn without taking money from anybody else’s pocket.”

Paradoxically, the union has embraced the principles of Adam Smith: Let the free market work. No one forced the Dodgers to pay Shohei Ohtani $700 million. Good for Ohtani, great for Dodger fans. And this year, the Japanese clothing retailer Uniqlo will be a field sponsor at Dodger Stadium. The owners, who embrace team revenue sharing and luxury taxes and demand restrictions on salary competition, sound like socialists.

When labor-management disputes interrupt baseball, many fans undoubtedly feel like they are victims of a squabble between “millionaires and billionaires.” Ryan Long, a 26-year-old minor league pitcher in the Baltimore Orioles system and a union leader, thinks the players association should try to understand how regular working people feel about a potential lockout. “Whether it’s people selling hot dogs at stadiums or cleaning rooms at local hotels, the union should help in whatever way it can for other workers who may be hurt if baseball shuts down,” he said.

In late February at the Yankees spring training field in Tampa, I spoke with season ticket holder Richard Barnitt, who wore a shirt designed like a baseball, looking like he could be scuffed up and pitched. “There has to be some kind of cap because the Dodgers and the New York Mets had unlimited money,” he said. Another fan, Carlos Rodriquez, an airplane mechanic living in Tampa, disagreed. “I don’t think a salary cap would be fair to the players,” he said. “The players association does magical work for those guys.”

If locked out, the players are going to want support from fans, to whom a salary cap might sound reasonable. Owners will do what owners do: maximize profits and franchise values. The players union should find ways to show the fans they are not forgotten.

During a previous owners lockout, the association created a million-dollar fund to help pay the bills of stadium concession workers who were thrown out of work. They can do the same again, letting fans know that they understand that most Americans struggle paycheck to paycheck. And maybe Ohtani can chip in a couple hundred bucks — like former Dodger Mike Piazza did decades ago — for each home run.

Kelly Candaele produced the documentary “A League of Their Own,” about his mother’s years playing in the All-American Girls Professional Baseball League.