Europe
The Guardian

Oil price hits lowest since early March despite doubts over how quickly strait of Hormuz will reopen – business live

The oil price has dropped to its lowest level in almost 15 weeks, despite uncertainty over how quickly the strait of Hormuz will reopen. Brent crude has fallen by almost 2.5% today to just over $81 a barrel, adding to Monday’s 4.75% drop. That’s its lowest level since 4 March, the first week of the Iran war. Oil traders are calculating that the reopening of the strait of Hormuz will lead to a rise in oil supplies from the Middle East, after Donald Trump said the vital waterway will reopen once the US and Iran have signed an initial memorandum of understanding. Economists are warning, though, that it will take time for traffic through the strait to return to normal, as some production facilities need to be reopened, or repaired, and some oil and gas tankers are in the wrong places. The head of the world’s biggest tanker operator, Mitsui OSK Lines, has told the Financial Times that ahipowners will not resume transit through the Strait of Hormuz for weeks until they are confident that the US-Iran deal is “material”. Bosses of the world’s biggest shipping companies want to see more than just an agreement in place, mines need to be swept, and all hostilities must end, before tankers with hundreds of millions of dollars’ worth of cargo will be able to traverse the Strait without fear of a flare up in tensions that could close the Strait mid-voyage. Thus, even if a deal is signed to end the US/Iran war, the situation is not without its challenges. Brent crude remains above $80 per barrel, and it is unlikely to fall below this level until we start to see cargo ships successfully get through the Strait.

Oil price hits lowest since early March despite doubts over how quickly strait of Hormuz will reopen – business live
Europe
The Guardian

Bank of Japan raises interest rates to 31-year high … of 1%

The Bank of Japan raised its short-term policy rate by a quarter of one percentage point, to 1% from 0.75%. Photograph: Franck Robichon/EPAView image in fullscreenThe Bank of Japan raised its short-term policy rate by a quarter of one percentage point, to 1% from 0.75%. Photograph: Franck Robichon/EPAInterest ratesBank of Japan raises interest rates to 31-year high … of 1%Country acts amid Iran war inflation pressures, but US Fed and Bank of England expected to hold rates The Bank of Japan (BoJ) has raised interest rates to a 31-year high as it tries to dampen inflationary pressures created by the Iran war. Policymakers in Tokyo raised the BoJ’s short-term policy rate by a quarter of one percentage point, to 1% from 0.75%, and warned that companies were passing on rising oil costs to each other at a “relatively fast pace”. The BoJ decided to tighten monetary policy despite a fall in the oil price in the past few days as Washington and Tehran agreed the basic structure of a peace deal, and also despite Japan’s annual core inflation having fallen to a four-year low of 1.4% ​in April. The central bank’s governor, Shinichi Uchida, told a press conference in Tokyo that the signing of a memorandum by the US and Iran to end the Middle East conflict was “a welcome move”. He said there was uncertainty about how quickly oil supplies would rise. “Compared with the previous meeting, the risk of a sharp deterioration in the economy has diminished. On the other hand, price rises are broadening, and there is a risk that underlying inflation may deviate from our target,” Uchida said. “With underlying inflation approaching 2%, it’s important to ensure we achieve our target stably.” The BoJ also said the risk of Japan’s economy deteriorating sharply from the Middle East conflict had diminished. It cited the government’s relief package to help households facing high fuel costs. Tuesday’s rate rise has lifted Japan’s borrowing costs to their highest since 1995, when the BoJ was midway through lowering interest rates after a bubble in property and asset prices burst. Susannah Streeter, the chief investment strategist at Wealth Club, said: “The move – increasing the short-term policy rate to 1% from 0.75% – was widely expected, but it’s a step-change in monetary policy for Japan, given it pushes borrowing costs to levels not seen since 1995. There was some relief that the move wasn’t more hawkish, with even a 50-basis-point hike having been mooted.” In 1973, the BoJ raised rates as high as 9% as it tried to combat inflationary pressures from the Opec oil embargo. But by 2016 the BoJ was implementing a negative interest rate policy as it tried to drag Japan out of a long deflationary slump that followed the end of its asset boom in the late 1980s. Tokyo’s stock market closed at a new record high after the Nikkei share index hit 70,000 points for the first time during Tuesday’s session. The Nikkei has soared by a third so far this year. The BoJ is the second G7 bank to raise borrowing costs since the Iran war began. Last week the European Central Bank lifted its main interest rates. The US Federal Reserve and the Bank of England are expected to leave borrowing costs unchanged at their monetary policy meetings this week.

Bank of Japan raises interest rates to 31-year high … of 1%
North America
CNBC Finance

Carvana is expanding into new vehicles. The implications could reshape the U.S. automotive retail market

After growing to become one of the largest used car retailers in the U.S., Carvana is expanding into the new vehicle market. The company has quietly purchased seven new vehicle franchises since last year that primarily sell Stellantis' Chrysler, Dodge, Jeep and Ram brands, including a location in Arizona that has become the automaker's largest volume store in the U.S. Dealers and industry experts said they believe the move could significantly disrupt, if not reshape, the century-old new vehicle franchised dealer system. "Carvana entering the new vehicle franchise business may be one of the most disruptive forces that auto retailing has seen in the U.S. market in decades," John Murphy, a longtime Wall Street analyst and automotive consultant, told CNBC. The U.S. franchised dealership system — which includes 16,990 retailers that topped $1.3 trillion in sales last year, according to the National Automobile Dealers Association — has historically been reluctant to change. However, dealers have grown more adaptable in recent years as a means of survival, including during the pandemic and with the rise of publicly traded dealership groups. Carvana's first new car dealership for Stellantis in Casa Grande, Arizona, has grown quickly. It sold more than 700 new vehicles last month, according to Stellantis figures shared with dealers and provided to CNBC. That made it the bestselling store nationally and compares with an average of roughly 30 to 50 monthly sales the store was doing before Carvana purchasing it early last year, as first reported by The Wall Street Journal. Carvana and its CEO, Ernie Garcia, have declined to comment about the franchised stores or details of the businesses ahead of a media event this week at which the retailer is expected to disclose its plans. Carvana's locations, many of which feature its signature large car vending machines, have historically acted as delivery and drop-off points where customers can pick up vehicles they purchased online or turn in a vehicle they sell to the company. And up until last year, those vehicles had been used cars, trucks and SUVs that were largely bought from auctions and individual consumers. Adding the new vehicle business not only provides additional revenue for the company, it opens up other avenues for Carvana to more easily purchase used vehicles from their new vehicle customers and through exclusive auctions only open to franchised dealers. "That is a significant game changer in the secondary market," Murphy said regarding the private auctions. "If that expands to other brands, that is going to be an advantage." It also helps Carvana better capitalize on the complete lifecycle of a vehicle. The dealership model is comprised of four main areas of growth: new, used, parts and service, and finance and insurance.

Carvana is expanding into new vehicles. The implications could reshape the U.S. automotive retail market
North America
CNBC Finance

Yum Brands sells Pizza Hut to private equity firm LongRange Capital and Yum China for $2.7 billion

Yum Brands on Tuesday announced it is selling Pizza Hut to private equity firm LongRange Capital for roughly $1.5 billion. The deal excludes the pizza chain's locations in mainland China; Yum China will acquire those in a separate transaction for about $1.2 billion. The deals cap off years of struggles for Pizza Hut, which has weighed on Yum's overall financial performance. In the U.S., the pizza chain has transitioned from the sit-down format and salad bars of yore to focus on delivery and carryout — far behind the curve. Rival Domino's Pizza has gobbled up market share from Pizza Hut for years; third-party delivery apps like DoorDash have further stolen sales from the chain. In November, Yum said it was exploring strategic options for Pizza Hut. On Tuesday, the company said its leadership team and board determined that selling Pizza Hut would provide "the strongest path" to maximize shareholder value and give the pizza chain an ownership structure "tailored to its distinct markets, competitive strengths and long-term priorities." Across both deals, Yum expects to receive about $2.3 billion in net proceeds after taxes, closing adjustments and fees, excluding a possible earnout of $75 million by 2030 from LongRange. Yum also anticipates one-time expenses of about $85 million during the rest of 2026 tied to the transactions. The company's management will provide more details about the financial impact of the transactions during Yum's second-quarter conference call on July 30. Yum expects the sales to close in the third quarter, subject to regulatory approval. Brothers Dan and Frank Carney founded Pizza Hut in 1958 in Wichita, Kansas. A year later, they were franchising the concept. In 1969, Pizza Hut went public. Just two years later, it was the biggest pizza chain in the world, although it lost that title in 2017 to Domino's. The deal severs Pizza Hut's decades-long ties to Taco Bell and KFC, its sister brands in Yum's portfolio. PepsiCo bought Pizza Hut in 1977, marking the beverage giant's entry into the restaurant business. By 1986, it also owned Taco Bell and KFC. When Pepsi spun off its restaurant unit in 1997, the holding company was dubbed Tricon Global Restaurants — later renamed to Yum. At the end of 2025, Pizza Hut had nearly 20,000 locations across 108 countries and territories and reported $12.8 billion in annual system sales, according to regulatory filings from Yum. The U.S. is its biggest market, representing about 40% of its system sales, followed by China with roughly 20% of its system sales. Correction: The headline was updated to reflect that the $2.7 billion sale value includes deals with both LongRange Capital and Yum China.

Yum Brands sells Pizza Hut to private equity firm LongRange Capital and Yum China for $2.7 billion
India
The Hindu BusinessLine

Battery swapping 2.0: Policy to be reviewed as focus shifts to economic viability

A Honda battery won’t fit into a Battery Smart network. A Battery Smart battery won’t work at a SUN Mobility station. And a SUN battery can’t simply be swapped into a Yuma vehicle. Four years ago, that lack of compatibility threatened to derail India’s battery-swapping ambitions after Finance Minister Nirmala Sitharaman announced a national battery-swapping policy in the 2022 Union Budget. Today, despite the absence of a common standard, the industry has attracted more than $325 million (₹2,700 crore) in disclosed investment, built a network of over 3,000 stations and become large enough for the Ministry of Heavy Industries (MHI) to take a fresh look. “For a commercial vehicle operator, uptime is everything. Every minute spent waiting is a missed opportunity,” said Uday Narang, founder and chairman of Omega Seiki Mobility, which recently integrated its Rage+ cargo three-wheeler with Honda Power Pack Energy India’s e:Swap ecosystem. According to Narang, battery swapping allows drivers to return to the road within minutes, improving vehicle utilisation, operational flexibility and daily earnings. The same logic is now beginning to resonate in larger vehicle segments. Ashok Leyland is preparing a fresh push into battery swapping for heavy-duty electric trucks in ports and mining operations, where vehicles operate on fixed routes and cannot afford extended charging downtime. “The economics are particularly compelling in closed-loop operations where asset utilisation is critical,” said Alok Verma, President – Head of Strategy and President, International Operations at Ashok Leyland. Verma said the company already has a battery-swapping truck prototype under development and is revisiting the concept with Sun Mobility after an earlier pilot in Ahmedabad. Battery swapping, he added, forms part of Ashok Leyland’s broader effort to reduce upfront electric-truck costs through Battery-as-a-Service (BaaS), financing partnerships and ecosystem-led solutions. That commercial logic helps explain why policymakers are returning to a sector that looked stalled just a few years ago. The ministry’s renewed interest marks a notable shift from the original policy debate. In 2022, policymakers sought to create an interoperable ecosystem where batteries could move seamlessly across vehicles and networks. Automakers resisted, arguing that common battery specifications would limit vehicle design, compromise proprietary battery-management systems and create safety and liability challenges. The policy stalled before a comprehensive framework could emerge. Rather than waiting for a common standard, operators built closed-loop ecosystems around specific vehicle categories and fleet customers, proving that commercial users cared more about vehicle uptime than universal battery compatibility. Battery Smart scaled to more than 1,600 stations and crossed 100 million cumulative swaps, while SUN Mobility’s Indofast Swap Energy joint venture with Indian Oil Corporation expanded beyond two- and three-wheelers into buses, commercial fleets and heavy-duty truck pilots. Yuma Energy built a strong presence in urban delivery fleets. Data from the Bureau of Energy Efficiency and the Ministry of Power shows that India has more than 2,600 registered battery-swapping stations, while industry estimates place the operational ecosystem closer to 3,200 stations. What has changed since 2022 is not merely the scale of deployment but the policy question itself. Back then, the focus was on interoperability and standardisation. Today, policymakers are increasingly examining battery swapping through the lens of affordability. Industry executives say Battery-as-a-Service models, which separate battery ownership from vehicle ownership, can significantly reduce upfront EV acquisition costs. In commercial segments, operators estimate that removing the battery from the purchase equation can lower initial ownership costs by 30-40 per cent, addressing one of the biggest barriers to EV adoption without relying entirely on direct subsidies. The model has found acceptance among e-rickshaws, cargo three-wheelers and quick-commerce fleets, where charging downtime directly translates into lost earnings. A battery swap completed in under two minutes can keep a vehicle operating through multiple shifts, creating a compelling economic proposition.

Battery swapping 2.0: Policy to be reviewed as focus shifts to economic viability
India
The Hindu BusinessLine

Lord’s Mark Industries confirms conversion entitlement of 10.28 lakh shares

Lord’s Mark Industries, a diversified company with interest in healthcare, diagnostics, renewable energy besides printing and packaging, has resolved a legal dispute with Bennett Coleman and Co by formally confirming its entitlement to 10,28,483 equity shares at a conversion price of ₹158 per share. The dispute arose from BCCL’s petition under Section 9 of the Arbitration and Conciliation Act seeking interim reliefs relating to the conversion of warrants held under the Share Cum Warrant Subscription Agreement. The delay in conversion was due to LMIL’s ongoing merger and capital restructuring process, a complex but value-accretive exercise that involved the pre-packaged insolvency resolution of Kratos Energy and Infrastructure and its subsequent merger with LMIL, culminating in a BSE listing approval in May, said the company. The company formally confirmed the entitlement and committed to disclosing this to the Monitoring Committee overseeing the Resolution Plan’s implementation. The petition was subsequently withdrawn by BCCL, and the court disposed of the matter accordingly. “We will continue to undertake all necessary actions in accordance with applicable laws and our contractual obligations,” said the company in a statement. Pursuant to the amicable resolution reached between the parties, the petition filed before the Delhi High Court has been withdrawn, and the matter stands dismissed as withdrawn. Comments have to be in English, and in full sentences. They cannot be abusive or personal. Please abide by our community guidelines for posting your comments. We have migrated to a new commenting platform. If you are already a registered user of TheHindu Businessline and logged in, you may continue to engage with our articles. If you do not have an account please register and login to post comments. Users can access their older comments by logging into their accounts on Vuukle.

Lord’s Mark Industries confirms conversion entitlement of 10.28 lakh shares
India
The Hindu BusinessLine

AI adoption in India outpaces global peers, boosting demand for observability: New Relic CEO

New Relic, the intelligent observability company, is betting heavily on India as both a strategic market and a talent hub, with the country leading its AI strategy, according to the company’s CEO. “India leads our AI strategy, which is broad. The software of the world is written here, which will continue. This is not just for Indian companies, but also GCCs. We want to be at the forefront in India because being successful here is a great way to capture the rest of the world,” Ashan Willy, CEO of New Relic, noted. He explained that there are two parts to the market for New Relic in India. The first is India as a market in itself, with many of the company’s customers being digital natives who are often ahead of the technology curve. “From a market standpoint, India is big, and we’re one of the leading observability players here,” Willy said. The second driver is the growing influence of GCCs, which are increasingly making observability decisions for US and European multinational companies. Observability has grown significantly over the past decade and is expected to become a $38 billion market by 2030, although Willy believes the market could become even larger as AI adoption accelerates. Among the sectors driving demand for New Relic are fintech, manufacturing, and retail, particularly quick commerce. However, Willy noted that the company’s customer base spans industries, making observability mostly horizontal. India’s quick commerce sector, in particular, presents a compelling use case for observability given the intense competition and reliance on seamless technology infrastructure. Willy noted that, unlike most global markets, Indian consumers have multiple alternatives available within minutes if a transaction fails. As a result, technology systems must work flawlessly across the entire delivery chain, making observability critical for ensuring uptime and customer experience. Moreover, growing concerns around hallucinations, prompt misuse, runaway token costs, and inaccurate responses are creating a significant opportunity for observability platforms. “With AI, we have seen a significant increase in the software being written. There are more production issues. Observability can give you an X-ray into what’s going on and help you fix it beforehand. It helps an organisation understand all the governance and compliance pieces of AI as well,” he said. Globally, North America remains a key market as enterprises continue to expand their digital operations. Europe, meanwhile, is beginning to move past regulatory hurdles that had slowed AI adoption, prompting more enterprises to invest in AI and observability.

AI adoption in India outpaces global peers, boosting demand for observability: New Relic CEO
India
The Hindu BusinessLine

The U.S. is using an Iranian smuggling tactic to sneak oil out of the Gulf

The United States military has overseen scores of secretive ship-to-ship oil transfers to keep Gulf energy exports flowing, using aerial and water drones as well as helicopters in an operation to guide convoys to awaiting tankers. The operation on the edge of ​the Strait of Hormuz employs a shuttling technique long used by Iran to skirt sanctions. Two specific locations where the oil transfers take place were identified by 11 people familiar with the operation – one off the coast of Fujairah in the United Arab Emirates and the other off Oman’s port of Sohar. It ‌started in early May, and at least 92 ships have been involved in the transfers, according to shipping data and satellite imagery reviewed by Reuters. As recently as June 11,17 pairs of ships could be ​seen carrying out simultaneous oil transfers at the two sites, according to satellite images reviewed by Reuters. An Apache helicopter downed by Iran on June 9, sparking retaliatory bombings by the U.S., was involved in the mission, according to four sources, ⁠including a former U.S. official with knowledge of the attack. Using satellite imagery, Reuters counted six pairs of tanker ships clustered together in a small area off the port of Sohar the day the Apache was shot down. Reuters could not confirm what role the Apache played in the operation. In response to Reuters questions, a U.S. defense official said no Central Command forces are taking part in an offshore ship-to-ship oil transfer operation. Both crew members were rescued by a drone boat, U.S. officials said. The extent of the ship-to-ship transfers, how they work, and the Apache’s role in the operation have not been ‌previously reported. The White House referred questions to Centcom. The Iranian government did not respond to requests for comment about the transfer operation. The two spots where these transfers take place, in the Gulf of Oman near the exit of the Strait of Hormuz, are close to the boundaries drawn by the Persian Gulf Strait Authority, a new Iranian body established to manage the Hormuz Strait. Ships that fail to comply with Iran’s orders are at risk of drone and missile attack ‌by the Islamic Revolutionary Guard Corps. The Fujairah port itself has come under repeated Iranian fire during the time this U.S.-led operation has been underway. This past weekend, according to the British maritime risk management group Vanguard, an “unknown projectile” struck a tanker off ‌the coast ⁠of Oman. Vanguard said in a statement that the crew was safe and that the impact caused some leakage of the cargo, but no environmental damage. It did not specify whether the tanker was involved in a ship-to-ship ⁠transfer. Iran responded to the U.S.-Israeli war by effectively closing the Strait of Hormuz, through which roughly a fifth of global oil consumption normally passes. That created the biggest global energy supply disruption in history and has spurred inflation around the world. The ship-to-ship transfers, though risky and inefficient, appear to be a part of the Trump administration’s efforts to help restore normal oil flows from the Gulf. U.S. President Donald Trump said the Strait of Hormuz would reopen Friday under a framework peace deal with Iran announced this week, but details remain vague. Reuters could not determine whether the announced deal had affected the oil transfers. A Reuters investigation published May 20 found that Iran has established its ​own system for ushering ships through the opposite side of the Strait, involving island checkpoints, diplomatic deals and sometimes ‌fees. The American transfer operations are fully controlled by the U.S. military, said eight of the sources, including a private security contractor who has been involved in the transfers. Tankers must sail to a meeting point before they reach the strait, then stagger their departures so they are around 3,000 to 4,000 meters apart, according to one of the sources as well as satellite imagery. Their transponders are off and their lights are dimmed, according to four sources. A series of waypoints allow the U.S. military to monitor the progress of the designated tankers, but the Americans are “obviously watching you all the time,” one of the sources said. When they pass through the strait, just beyond a zone that Iran has delineated as under its control, the tankers pull alongside ‌the recipient ships, which are Very Large Crude Carriers, or VLCCs, to begin the oil transfers. These take between 24 and 40 hours to complete. The empty tankers then shuttle back through the strait and the newly loaded VLCCs sail onward. What ​makes this ship-to-ship operation possible is that there are a few shippers willing to sail their vessels through the strait to deliver the oil to the waiting tankers, despite the Iranian blockade. But the operation is risky. “You just don't know when Iran might just decide to start using drones or even gunboats in order to prevent even those ships from transiting the strait,” said Noam Raydan, a senior fellow at Washington Institute who specializes in maritime risk ⁠and who reviewed Reuters’ findings. The ship-to-ship technique has been used by Iran for years to bypass sanctions, because it masks the source of the oil. The Iranians usually operate one pair of ships at a time, both to avoid detection and because its prewar exports were relatively small. The U.S.-led operation, which involves mass transfers, gives Gulf producers better protection from Iranian retaliatory attacks so they can move crude, condensate and petroleum products to international buyers. Reuters reviewed more than a dozen satellite images taken between May 2 and June 11 showing ship-to-ship transfers involving state-owned Gulf tanker ‌fleets and internationally operated vessels that receive the oil. LSEG and Kpler shipping data reviewed by Reuters showed repeated rendezvous between tankers operating in the area during the same period.

The U.S. is using an Iranian smuggling tactic to sneak oil out of the Gulf
Europe
BBC Business

Japan raises interest rate to highest since 1995

Japan's central bank has increased its main interest rate to a new 31-year-high after a surge in global energy prices. On Tuesday, the Bank of Japan (BOJ) raised its so-called policy rate to 1% from 0.75% - its highest level since 1995. The decision comes as some other central banks have raised interest rates this year as the Iran war pushed up the cost of living. Japan's interest rates were cut aggressively in the 1990s to combat the fallout from a collapse in prices of assets like property and shares. They had been near zero for two decades as prices fell and growth stagnated. The bank has been gradually raising its rate since March 2024 - at the time it was the country's first hike in 17 years. "After twenty years of deflation, Japan is now in an inflationary upcycle," Japan economist Jesper Koll told the BBC. "Emergency/crisis management monetary policy is no longer needed and the BOJ wants to get back to a normal monetary policy," he added. The BOJ has been under pressure to cool inflation, which was extremely low in the country until relatively recently. Higher energy prices have fuelled inflation, adding pressure on countries like Japan that depend heavily on oil and gas from the Middle East. Japan's wholesale prices climbed by more than 6% in May from a year earlier, rising at the fastest pace in three years. But the country's overall inflation rate, which was 1.4% in April, currently sits below the BOJ's target level of 2%. The BOJ faces a tricky trade-off: Raising interest rates could help lower inflation but higher rates also make borrowing costlier, increasing expenses for the government and businesses.

Japan raises interest rate to highest since 1995