I’m a 61-year-old single librarian and ‘proud’ Democrat from Maine. Should I move to Florida like Jeff Bezos?

I finally have something in common with Jeff Bezos. He is moving to Miami. I too am thinking of moving to Florida in the next year or so. My parents retired there 25 years ago; my father passed away in 2019, but my mom is still alive. I am also nearing retirement, and thought I would follow in their footsteps. I have a house in Maine, which I intend to sell when I finally make the move. I’ve lived here for 11 glorious years, and made a lot of friends. I’m a librarian, but don’t believe anything or everything you have heard about librarians, we are a social lot. 

I’m 61 and earn $85,000 a year, and have a lot of friends. But I reckon my mom has only a few good years yet, and she is slowing down. I bought my house for $160,000 and it’s now worth $350,000 or thereabouts, if I can sell it with the way interest rates are going. If not, I could rent it out. So my question is: Should I retire to Florida like Jeff Bezos? I’ve been window shopping for properties around Sarasota and Tampa, but I’m flexible. I am proud to live in a blue state, but I also want to be within an hour or so of my mom, so I can see her as often as possible. 

I’ve been feeling restless and, frankly, glum lately. And I thought this change would do me good. Am I mad? Is this a good move?

Florida Bound

Related: My ex-husband is suing for half of our children’s 529 plans — eight years after our divorce. Is he entitled to plunder these accounts?

“No matter how many billions of dollars you have in the bank, there’s one thing that money can’t buy — time.”


MarketWatch illustration

Dear Florida Bound,

You and Jeff Bezos do share that one concern about wanting to be near your aging parents. No matter how many billions of dollars you have in the bank, there’s one thing that money can’t buy — time. The Cape Canaveral operations of his space company, Blue Origin, are also in Florida, so it’s a convenient business move and a tax-savvy one. Maine has a capital gains and income tax; but Florida, like Washington, has no state income tax; unlike Washington, it has no capital-gains tax. You and Bezos will be following in the footsteps of former president Donald Trump, who lived in New York before he tax domiciled at his Mar-a-Lago Palm Beach estate. 

Billionaires — not unlike retirees — tend to move out of states with estate taxes, according to a recent study by researchers at the University of California, Berkeley and the Federal Reserve Bank of San Francisco. The trend grows stronger as billionaires grow older. But whether you’re a billionaire or a mild-mannered librarian, when you move, you should move. If you spend more than 183 days in Maine per year and/or still have a home there, and you do not spend a similar amount of time in Florida, the tax folks in Maine could ask you to pay Maine income tax. You may have to keep records of your comings and goings (airline tickets and credit-card receipts etc.), but tax agencies can also subpoena your cell-phone records.

Should you move to Florida? Be prepared for the humidity — and the culture shock. You may be used to those lovely 78°F/26°C summers in Maine. Try swapping that for 95°F/35°C. Florida is a very different place to Maine, both culturally and politically. You may find yourself living next-door to an equally proud Trump supporter. If you enjoy living in a blue state, assuming you are a supporter of President Joe Biden, how would that make you feel? Or are you living in a Democratic blue cocoon (or lagoon)? Do you have friends across the political divide? We have a presidential election in November 2024. Expect nerves to be frayed.

The good news — yes, I have good news too — house prices in Maine and Florida are almost identical. The average price hovers at $390,000 in both states, according to Zillow
Z,
-1.58%
.
Just be aware of the rising cost of flood and home insurance in the Sunshine State. You are also likely to be surrounded by people your own age: Florida is the top state for retirees, per a report released this year by SmartAsset, which analyzed U.S. Census Bureau migration data. A warm climate and zero state income taxes consistently prove to be a double winner: Florida netted 78,000 senior residents from other U.S. states in 2021 — the latest year for which data available — three times as many as Arizona, No. 2 on the list.

I spoke to friends who have retired to Florida and they say it’s not a homogenous, one-size-fits-all state. “It’s not all beaches, hurricanes, stifling year-round temperatures, and condos,” one says. “It’s possible to escape northern winters without committing to these conditions.” One retiree cited Gainesville in north-central Florida, the home of the University of Florida, as “diverse and stimulating,” but noted that the nearest airports are in Jacksonville (72 miles), Orlando (124 miles), and Tampa (140 miles). Another Sarasota retiree was more circumspect, and told me: “Be careful how you advertise your political affiliation.”

Perhaps where you belong for now is close to your mother. Spending time with her is a top priority, but brace yourself for a new living experience in Florida (and, while we’re at it, alligators). The siren call of home grows stronger as we get older, but “home” also means different things to different people. For some, it’s a place where they can live comfortably, and within their means. For others, it’s where they have a strong sense of community, be that friends, family, or like-minded individuals, or those with whom we can respectfully disagree. People who have a support system around them tend to live longer, so keep that in mind too. 

We can change so much about our circumstances: buy a new car, try a new hairstyle, even go to a plastic surgeon for a new face. There are all sorts of remedies at our fingertips. If all else fails, there’s a pill for that. Or an app that will change our life, or at the very least lull us to sleep with the sound of whales or waves. We may be tempted to believe that if we could change our circumstances, our house, our job, our bank account, or even the town, city, state or country where we live, that we could reinvent ourselves in our own eyes and the eyes of others, and turn our frowns upside down.

There’s just one, not insubstantial problem: we take ourselves — and all of our neuroses — with us.

You can email The Moneyist with any financial and ethical questions at [email protected], and follow Quentin Fottrell on X, the platform formerly known as Twitter.

Check out the Moneyist private Facebook group, where we look for answers to life’s thorniest money issues. Post your questions, tell me what you want to know more about, or weigh in on the latest Moneyist columns.

The Moneyist regrets he cannot reply to questions individually.

Previous columns by Quentin Fottrell:

If I buy a home with an inheritance and only put my name on the deed, does my husband have any rights? 

I cosigned my boyfriend’s mortgage, but I’m not on the deed. I didn’t want to marry again after a costly divorce. How do I protect myself?

My mother claims I’m in her will but refuses to show it to me. Should she put my name on the deed to her home?



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#61yearold #single #librarian #proud #Democrat #Maine #move #Florida #Jeff #Bezos

Hamas war may push Israeli economy to brink

Just last month, Israeli Prime Minister Benjamin Netanyahu predicted a new era of peace and prosperity in the Middle East, based on growing acceptance of Israel within the region. Today, with the Israel Hamas war in its fourth week, that vision is in tatters.

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The mobilisation of 360,000 reservists and the evacuation of 250,000 Israelis from their homes, according to numbers provided by the Israeli military, has upended many businesses. 

Restaurants and shops have emptied. Airlines have cancelled most flights to Israel, and tourists have called off trips. A main natural gas field has been shut down, farms have been destroyed for lack of workers and businesses have furloughed tens of thousands of workers.

Israel has vowed to crush the Gaza Strip’s ruling Hamas group, which killed 1,400 people and took more than 240 others hostage in a 7 October rampage in southern Israel. 

Israeli airstrikes have flattened entire neighbourhoods in Gaza and killed more than 8,000 people, according to the Health Ministry in Gaza.

Israel’s economy bounced back after previous wars with Hamas, but this round could last longer, possibly months, because the military’s self-declared mission is to end Hamas rule, not just contain the militants.

‘Come to your senses!’

Escalation of the conflict is a tangible threat. Israel is already engaged in low-level fighting on three additional fronts – Lebanon, the West Bank and Syria. A long and possibly multi-front conflict could make it more difficult for the economy to recover than in the past. And even before the war, Israel’s economy was smarting from Netanyahu’s controversial proposal to weaken the judiciary.

Israel’s Finance Ministry has presented an economic aid plan that includes $1 billion in grants for businesses hurt by the war. Critics say it doesn’t go far enough and have demanded the redirection of some of the billions of dollars allocated to pet projects of ultra-Orthodox and pro-settler parties under coalition agreements.

This week, a group of 300 leading economists called on Netanyahu and Finance Minister Bezalel Smotrich to “come to your senses!”

“The grave blow that Israel was dealt requires a fundamental change in national priorities and a massive rechanneling of funds to deal with war damage, aid to victims, and the rehabilitation of the economy,” they said in a letter, predicting wartime expenses would soar into the billions of dollars.

They urged Netanyahu and Smotrich to “immediately suspend funding to any activities that are not crucial to the wartime effort and the rehabilitation of the economy — and first and foremost, funds budgeted for coalition agreements.”

Smotrich, leader of a pro-settler party, told Israel’s Army Radio last week that “whatever doesn’t involve the wartime effort and the state’s resilience will be halted.” But scepticism remains.

Financial barometers paint a bleak picture. The local currency, the shekel, has reached a 14-year low, while the benchmark stock index is down about 10% this year. The tech industry, the engine of Israel’s economic growth, started bleeding even before the war began.

Fitch Ratings, Moody’s Investors Service and S&P all warned in recent days that an escalation of the conflict could result in a downgrade of Israel’s sovereign debt rating.

Israel’s central bank has cut its 2023 economic growth forecast to 2.3% from 3% — assuming the fighting is contained in the country’s south.

The central bank has earmarked $30 billion (€28 billion) to shore up the shekel. At a news briefing this week, central bank Governor Amir Yaron emphasised the resilience of an economy that he characterised as “robust and stable.”

“The Israeli economy knew how to recover from difficult periods in the past and return rapidly to prosperity, and I have no doubt that it will do so this time as well,” Yaron said.

The country entered the war with foreign exchange reserves of some $200 billion. Additionally, the Biden administration wants Congress to approve $14 billion in emergency aid for Israel, most of it military funding, in addition to the $3.8 billion it receives annually.

At the start of the war, Israel ordered Chevron to halt production at the Tamar natural gas field to lower the vulnerability to prospective missiles. Energy expert Amit Mor estimated the shutdown could cost Israel $200 million a month in lost revenue.

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If the Hamas-allied Hezbollah militia in Lebanon joins the war in full force, that could affect production at two other fields, including Israel’s largest, Mor said. But he doesn’t think the war would have a chilling effect on further energy exploration.

“The players are aware of the political risk. It’s existed for a long time,” he said.

Israel’s pre-war economy in dire straits

Even before war broke out, Israel – an entrepreneurial dynamo with an economy rivaling countries in Western Europe — was struggling. 

Its coffers, once swollen by tech investments, were clobbered by the proposed judicial overhaul, which seeks to dilute the powers of the country’s courts. The government says the unelected judiciary has too much power, but supporters regard it as the most serious check on politicians’ powers. 

Concerns about Israel’s governance, rising inflation, and a worldwide slowdown in tech investments last year also weighed on the economy.

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Investments in Israeli startups, which attracted a record $27 billion in 2021, sank by almost half last year. With investors spooked by the judicial proposal and the mass protests it sparked, investments plunged an additional 68% in the first half of this year, compared to the same period last year, according to Israel’s Start-Up Nation Policy Institute.

With tech accounting for 48% of Israel’s exports, its prosperity is crucial to the economy.

The government’s Israel Innovation Authority did a pulse check of startups during the war and found that the slowdown in capital-raising, along with employees’ call-up to reserve duty, “pose a challenge to a significant number of high-tech companies,” Chief Executive Dror Bin said.

“There are companies in danger of being closed within the next few months,” Bin said.

Still, Yaron’s emphasis on the Israeli economy’s resilience has a historical basis. The Bank of Israel calculated that the 2014 war in Gaza cost the economy 0.4% of gross domestic product, and the 2006 war in Lebanon pared 0.5%, said Professor Michel Strawczynski, an economist at the Hebrew University of Jerusalem and former director of the research department at the central bank.

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“I’m expecting a big blow in the last quarter of 2023. It’s hard to say how bad, but I wouldn’t be surprised if it contracts 15% in annualised terms,” Strawczynski said. “But slowly, activity will resume” as economic activity pent up in wartime is released, he said.

If the war achieves its objectives, “then we will see a rebound in activity, though we don’t know when it will be,” Strawczynski said. “Things will also depend on how many fronts there are. But the important thing is length.”

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#Hamas #war #push #Israeli #economy #brink

Kohl’s holiday look previews the retailer’s plans to snap out of sales slump

At Kohl’s stores, Chief Merchant Nick Jones said shoppers will see a mix of elevated items and sharp price points. For example, the company has signs that call attention to low prices of some sweaters, but is also has added European-made glassware to its home decor.

Melissa Repko | CNBC

As shoppers head to Kohl’s stores this holiday season, they will see gift ideas, Christmas ornaments and a potential glimpse of the retailer’s future.

It marks the first peak shopping season overseen by Kohl’s new CEO, Tom Kingsbury. The retail veteran, who previously led off-price chain Burlington Stores, officially stepped into the role early this year after serving on an interim basis. He succeeded Michelle Gass, who departed to become CEO-elect of Levi Strauss.

Kohl’s kicked off the latest effort to refresh its brand as it navigates a confusing economic backdrop, and after it faced scrutiny from activist investors and failed to secure a deal to sell to the Franchise Group, owner of The Vitamin Shoppe. Its sales and stock price have lagged.

As it tries to turn around its fortunes, Kohl’s has focused on sharpening the look of its stores and the brands and merchandise it carries, Kingsbury said. By leaning into popular brands and categories, he said the company could return to sales growth in 2024.

“Home decor, pet, gifting, impulse, all the things that we’ve been talking about will really help us get there,” he told investors on an August earnings call.

Net sales for Kohl’s most recent full fiscal year, which ended in January, totaled $17.2 billion — a nearly 9% drop from the fiscal year that ended in early 2020, shortly before the Covid pandemic shook up spending patterns.

Shares of the company are down about 17% this year, underperforming the 12% gains of the S&P 500 and the roughly flat performance of the retail ETF, the XRT.

Kohl’s has forecast that full-year sales will decline by 2% to 4%, including the approximately 1% impact of a fiscal year that’s one week shorter.

Along with its own strategy shift, Kohl’s is gearing up for a season when consumers have sent conflicting messages about how much they’re willing to spend and what they think is worth buying, even as some tighten their belts.

At a store tour in Ramsey, New Jersey, this week, even some timely items like Christmas decor and fall sweaters were 40% or 50% off — an indicator that the retailer is trying to move merchandise and appeal to more budget-minded customers.

“We know they’re stretched,” Chief Marketing Officer Christie Raymond said. She said the company is watching factors like rising credit card debt, dwindling savings and the return of pandemic-paused student loan payments.

But she added shoppers are still spending — sometimes starting early to hunt for the best deals or perfect items that seem worth the money.

Kohl’s set its holiday merchandise at stores in the first week of October, weeks earlier than the pre-pandemic holiday season in 2019 and even earlier than the past couple of years, when Covid threw off the typical shopping cadence, Raymond said.

Here are major strategies that Kohl’s is leaning into this holiday season and beyond:

Beauty is one of the rare discretionary categories where shoppers have been splurging, despite inflation. Kohl’s has leaned in by opening more Sephora shops inside of its stores.

Melissa Repko | CNBC

Betting on beauty

From perfume to mascara, beauty is one of rare categories where shoppers have continued to splurge — even as they deal with pricier groceries, higher interest rates and bigger utility bills.

Kohl’s has leaned into that by adding more Sephora shops to its stores. This holiday season, it will have about 900 of the shops — meaning they’re now in the vast majority of its more than 1,100 stores across the country. It will carry some exclusive items, too, like gift sets only sold at Kohl’s.

It’ll be a bigger part of this holiday season. A year ago, roughly half of Kohl’s stores had a Sephora shop. Two holiday seasons ago, which marked its first with the beauty shops, they were in 200 locations.

Sephora at Kohl’s has been one of the company’s brightest spots, especially during a time when customers have become more reluctant to spring for discretionary items. Total beauty sales for the company rose nearly 90% year over year as of July 29, the end of the most recent fiscal quarter.

Raymond said Sephora has drawn younger, more diverse shoppers to stores, but also been popular with Kohl’s longtime customers.

In the next few years, Kohl’s plans to open smaller versions of the shops in the rest of its stores. And it’s looking for ways to get those new customers it’s reeled in to browse and buy merchandise from other parts of the store, said Nick Jones, the company’s new chief merchandising and digital officer. He joined Kohl’s earlier this year, after working for British retailers, including Marks & Spencer and ASDA/Walmart UK.

Kohl’s has expanded areas where shoppers can grab last-minute items.

Melissa Repko | CNBC

Leaning into impulse buys

As shoppers rush around during the peak shopping season, Kohl’s wants to tempt them to grab one — or ideally, two or three — more things.

Kohl’s has made more room in the cash register area for impulse items and stocking stuffers, such as candies, small toys and stuffed animals. It also has a dedicated display of grab-and-go beauty items from Sephora, such as face masks or lipsticks.

It’s also sprinkled gift ideas throughout its stores, such as aisles where customers may spot a Barbie dream house for their child or a high-tech toaster oven for their sister-in-law.

Jones said Kohl’s wants to simplify the season for busy families. That means not only having a wide variety of merchandise, but also guiding them toward good deals with signs that advertise discounts and displays that include creative gift ideas, such as a colorful sweater, children’s books or a collection of hot sauces.

It also cleared away space in the front of stores by taking out some cash registers, so that customers see trend-driven or seasonal items when they walk in.

Kohl’s sells cookware and throw pillows, but it’s adding more home decor like wall art and vases, too.

Melissa Repko | CNBC

A haul for the home

Pet merchandise is getting more square footage at Kohl’s stores. The retailer is carrying dog and cat toys, but also items like shampoo and treats.

Melissa Repko | CNBC

And something for Fido, too

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#Kohls #holiday #previews #retailers #plans #snap #sales #slump

‘The high for equities is not in,’ says technical strategist who unpacks the stocks to buy now.

Siegel argues that bonds, which have been giving stocks the shove, have proven to be a terrible inflation hedge, but investors have forgotten that given it’s 40 years since the last big price shock. “Stocks are excellent long-term hedges, stocks do beautifully against inflation, bonds do not,” he told CNBC on Tuesday.

Don’t miss: ‘Bond math’ shows traders bold enough to bet on Treasurys could reap dazzling returns with little risk

Other stock cheerleaders out there are counting on a fourth-quarter rally, which, according to LPL Financial, delivers on average a 4.2% gain as portfolio managers snap up stock winners to spiff up performances.

Our call of the day from Evercore ISI’s head of technical strategy, Rich Ross, is in the bull camp as he declares the “high for equities is not in,” and suggests some stocks that will set investors up nicely for that.

Ross notes November is the best month for the S&P 500
SPX,
Russell 2000
RUT
and semiconductors
SOX,
while the November to January period has seen a 6% gain on average for the Nasdaq Composite
COMP.
He says if the S&P can break out above 4,430, the next stop will be 4,630 within 2023, putting him at the bullish end of Wall Street forecasts.

In addition, even with 10-year Treasury yields back at their highs, the S&P 500 is still ahead this week and that’s a “great start” to any rally, he adds.

Evercore/Bloomberg

What else? He says “panic bottoms” seen in bond proxies, such as utilities via the Utilities Select Sector SPD exchange-traded fund ETF
XLU,
real-estate investment trusts and staples, are “consistent with a bottom in bond prices,” which is closer than it appears if those proxies have indeed bottomed.


Evercore/Bloomberg

Among the other green shoots, Ross sees banks bottoming following Bank of America
BAC,
+1.14%

earnings “just as they did in March of ’20 after a similar 52% decline which culminated in a year-end rally which commenced in Q4.”

He sees expanding breadth for stocks — more stocks rising than falling — adding that that’s a buy signal for the Russell 2000, retail via the SPDR S&P Retail ETF
XRT
and regional banks via the SPDR S&P Regional Banking
KRE.

The technical strategist also says it’s time to buy transports
DJT,
with airlines “at bear market lows and deeply oversold,” while railroads are also bottoming and truckers continue to rise.

As for tech, he’s a buyer of semiconductors noting they tend to gain 7% on average in November, and Nvidia
NVDA,
-2.88%

has been under pressure as of late. He also likes software such as Microsoft
MSFT,
+0.82%
,
Zscaler
ZS,
+0.66%
,
MongoDB
MDB,
+0.90%
,
Intuit
INTU,
-1.43%
,
Oracle
ORCL,
-0.05%
,
Adobe
ADBE,
+0.93%
,
CrowdStrike
CRWD,
+0.55%

and Palo Alto Networks
PANW,
+1.38%
.


Evercore/Bloomberg

“The strong tech will stay strong and the weak will get strong,” says Ross.

The markets

Stocks
SPX

COMP
are dropping, with bond yields
BX:TMUBMUSD10Y

BX:TMUBMUSD02Y
mixed. Oil prices
CL.1,
+1.82%

BRN00,
+1.69%

have pared a stronger rally after a deadly hospital explosion in Gaza City, with Iran reportedly calling for an oil embargo against Israel. Gold
GC00,
+1.84%

has shot up $35.

For more market updates plus actionable trade ideas for stocks, options and crypto, subscribe to MarketDiem by Investor’s Business Daily.

The buzz

Morgan Stanley
MS,
-6.02%

posted a 10% earnings fall, but beat forecasts, with shares down. Abbott Labs
ABT,
+3.12%

is up after upbeat results and aguidance hike and Procter & Gamble
PG,
+2.91%

is up after an earnings beat. Tesla
TSLA,
-0.89%

(preview here) and Netflix
NFLX,
-1.20%

(preview here) will report after the close.

Read: Ford CEO says Tesla, rival automakers loving the strike. He may be wrong

United Airlines shares
UAL,
-7.83%

are down 5% after the airline lowered guidance due to the Israel/Gaza war. Spirit AeroSystems
SPR,
+22.60%

surged 75% after the aircraft components maker announced a production support deal with Boeing
BA,
+0.88%
.

Housing starts came short of expectations, with the Fed’s Beige Book of economic conditions coming at 2 p.m. Also, Fed Gov. Chris Waller will speak at noon, followed by New York Fed Pres. John Williams at 12:30 p.m. and Fed Gov. Lisa Cook at 6:55 p.m.

China’s third-quarter GDP rose 4.9%, slowing from 6.3% in the previous quarter, but beating expectations.

Middle East tensions are ratcheting up with protests spreading across the region after a massive deadly blast at a Gaza City hospital, and airports evacuated across France over terror threats. President Biden told Israeli Prime Minister Benjamin Netanyahu that “it appears as though it was done by the other team.”

Read: Treasury says Hamas leaders ‘live in luxury’ as it unveils new sanctions

Best of the web

Bridgewater says the market has entered the second stage of tightening

Why the FDA needs to halt Cassava Sciences’ Alzheimer’s clinical trials

Hail, heat, rot in Italy push France to top global winemaking spot

Attacks across Europe put Islamist extremism back in spotlight

The tickers

These were the top-searched tickers on MarketWatch as of 6 a.m.:

Ticker

Security name

TSLA,
-0.89%
Tesla

AMC,
-0.73%
AMC Entertainment

AAPL,
-0.39%
Apple

GME,
-1.20%
GameStop

NIO,
-2.99%
Nio

AMZN,
-1.10%
Amazon

PLTR,
-0.59%
Palantir

MULN,
-0.06%
Mullen Automotive

TPST,
-11.20%
Tempest Therapeutics

TTOO,
-8.20%
T2 Biosystems

Random reads

Loudest purr in the world. Congrats Bella the cat.

Asteroid sample offers window to ancient solar system

Need to Know starts early and is updated until the opening bell, but sign up here to get it delivered once to your email box. The emailed version will be sent out at about 7:30 a.m. Eastern.

Listen to the Best New Ideas in Money podcast with MarketWatch financial columnist James Rogers and economist Stephanie Kelton.

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Indonesia is fast becoming a formidable presence on the global stage

The opinions expressed in this article are those of the author and do not represent in any way the editorial position of Euronews.

Amidst a global landscape riddled with rivalries, Indonesia continues to lead by example, advocating for nations to collaborate on pressing global issues — serving as a geopolitical and economic bridge, Arsjad Rasjid writes.

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In the wake of the 2023 ASEAN Business Advisory Council (BAC) Summit’s conclusion, Indonesia’s emergence as a global leader is taking centre stage. European policymakers should take note.

Assuming the pivotal roles of ASEAN’s Chair this year and the G20 Presidency in 2022, Indonesia has rightfully earned global recognition for its potential to not only drive regional development but also set a compelling global example. 

With Southeast Asia’s largest economy and the world’s third-largest democracy, Indonesia is rapidly asserting itself as a formidable presence on the global stage. 

According to some forecasts, Indonesia could even overtake Russia by 2026, becoming the sixth-largest economy worldwide when measured by purchasing power parity (PPP).

Let’s unite for the greater good

Indonesia, like most nations, was severely affected by the COVID-19 pandemic, leading to its shift down from upper-middle income to lower-middle income status as of July 2021.

Recognising the pandemic’s devastating economic and human toll, the Indonesian Presidency chose the theme “Recover Together, Recover Stronger” for the G20 summit last October. 

This theme encompassed three pillars: global health architecture, sustainable energy transition, and digital transformation. 

Indonesian President Joko Widodo, popularly known as Jokowi, by emphasising these issues, called upon world leaders to unite for the greater good. 

In light of the current geopolitical tensions ignited by Russia’s full-scale invasion of Ukraine, Indonesia urged nations to set aside their differences to uphold the multilateral system, especially crucial for the stability of developing nations.

Elevating key industries along the global value chain

Since February last year, when Indonesia’s gross domestic product (GDP) rebounded to pre-pandemic levels with over 5% annual growth, the nation showcased a remarkable capacity for recovery. 

Key drivers of this resurgence included a surge in household consumption, the gradual easing of pandemic restrictions, supportive fiscal policies, and substantial growth in commodity exports. 

Notably, Indonesia’s trade performance has thrived due to elevated global commodity prices, encompassing coal, palm oil, iron, and steel shipments, as underscored by the Head of Statistics Indonesia, Margo Yuwono.

With the OECD’s economic outlook predicting a moderation in global GDP growth, it is evident that Indonesia’s current account cannot perpetually rely on high natural resource prices. 

Thus, both the government and the private sector have taken proactive steps to elevate key industries along the global value chain. 

One government initiative led by President Jokowi involved imposing export restrictions on raw minerals in 2020, compelling foreign companies to invest in Indonesian smelters to retain access to nickel resources. 

While this move faced legal challenges from the EU, it is estimated that the development of downstream facilities boosted the total added value of nickel commodities by approximately $12 billion in 2022.

From the fledging EV sector to a move toward cleaner tech

At the same time, the private sector has complemented these efforts to attract investment by expanding their capacities across various sectors, including the burgeoning electric vehicle (EV) market. 

Indonesia, boasting the world’s third-largest two-wheeler market with approximately 6 million motorcycles sold annually, holds vast potential in the EV sector, and private actors like Indika Energy are responding with complete mobility solutions.

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Indonesia’s substantial reserves of a vital mineral essential for EV batteries present a significant opportunity for public and private sectors to collaborate in transforming Indonesia and ASEAN into a global hub for EV production. 

With this long-term vision in mind, Indonesia’s private sector has actively embraced innovative technology to make mineral processing more sustainable for local communities and the environment. 

An illustrative case is our adoption of the groundbreaking DNi technology, enabling nickel producers to utilise lower-grade ores to produce high-grade nickel, with over 98% of nitric acid being recyclable, all while minimising waste streams. 

This not only addressed Indonesia’s historical underinvestment in ore processing but also facilitated the expansion of facilities powered by cleaner technologies.

The world’s fourth most populous nation wants to lead by example

By aligning its long-term development goals with a carbon-neutral strategy, Indonesia exemplifies how the public and private sectors can effectively collaborate to drive sustainable and resilient economic growth. 

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At the ASEAN BAC summit, the potential of public-private cooperation emerged as a central theme, emphasising the private sector’s role in catalysing policy reforms that can position ASEAN at the epicentre of global economic interconnectedness.

In my capacity as Chair of the Indonesian Chamber of Commerce and Industry, KADIN, I have reiterated this point on numerous occasions, emphasising that while ASEAN has made significant progress in promoting such partnerships — including with Europe — it remains an ongoing journey of growth and development.

From the G20 Summit in 2022 to the recent ASEAN BAC Summit, Indonesia has undeniably showcased its role as a global leader. 

As the world’s fourth-most-populous nation, composed of over 13,000 islands, Indonesia is harnessing its unique characteristics to its advantage. 

Amidst a global landscape riddled with rivalries, Indonesia continues to lead by example, advocating for nations to collaborate on pressing global issues — serving as a geopolitical and economic bridge — while actively involving the private sector and its dynamic capabilities. 

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It is no surprise therefore that Indonesia has been hailed as one of the most promising prospects on the global stage in the years to come — and the West should take notice.

Arsjad Rasjid chairs the Indonesian Chamber of Commerce and Industry (KADIN) and the ASEAN Business Advisory Council (ASEAN-BAC). He also serves as President Director of Indika Energy.

At Euronews, we believe all views matter. Contact us at [email protected] to send pitches or submissions and be part of the conversation.

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European innovation is the catalyst we need to tackle emerging crises

The opinions expressed in this article are those of the author and do not represent in any way the editorial position of Euronews.

The EPC is a cornerstone on which European innovation has prospered over the last 50 years — and is just as relevant today as the day it was signed, António Campinos writes.

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On Thursday, Europe marks a little-known watershed moment in its post-war history. 

Fifty years ago today, on 5 October 1973, amid a turbulent economic and political climate, 16 European nations committed to the ideal that technological progress should transcend national borders and signed the European Patent Convention (EPC).

The legal treaty initiated the establishment of a European patent system, which today comprises 39 member states and a growing number of “validation states” — countries outside of Europe where you can also obtain a European patent. 

This encompasses a technology market of approximately 700 million people, equivalent in size to the combined populations of the United States, Brazil, Canada, Japan, and Korea.

What matters today isn’t the system’s size, but rather the prosperity and the societal progress it has enabled by helping to bring exciting new technologies to market.

Life-changing answers to crises

The industries in Europe that use patents intensively are today responsible for just under a fifth of Europe’s GDP and around one in every five jobs. Its products and servicestouch around a quarter of the world’s population. 

Most importantly, rights conferred by the European Patent are empowering inventors from Portugal to Poland to bring their breakthrough products to market, safely and swiftly.

Just take the example of Katalin Karikó, who won the Lifetime Achievement category at the EPO’s European Inventor Award in 2022, and has now been awarded this year’s Nobel Prize in Physiology or Medicine. Her work was crucial in developing effective mRNA vaccines to slow the global COVID-19 pandemic.

These innovations not only enhance our daily lives but also contribute to addressing some of the most profound crises confronting humanity. We need only tune in to any mainstream news bulletin to see that, from climate change and natural disasters to famine, there is no shortage of crises. 

Yet we have only some of the answers. For example, we know that half the technologies needed to shift to a net zero future are still stuck in the prototype or demonstration stage.

European patents can tackle emerging challenges

Given this context and the natural contemplation that arises during a milestone anniversary, it’s prudent to consider whether the EPC remains up to the task of effectively addressing these formidable challenges. And to question whether the EPC can deliver the patent system and the sustainable future we all need for the next 50 years.

I believe so. The EPC is for many reasons precisely the tool that can help us achieve sustainable development and tackle emerging challenges, many of which are already at our doorstep, and comprehensively articulated in the United Nations Sustainable Development Goals.

The European patent, renowned for its high quality, legal robustness, and extensive market reach, inspires significant investor confidence. 

A clear illustration of this is the record €34 billion that was raised last year by European start-ups pioneering climate-friendly technologies.

The market exclusivity and predictability conferred by a high-quality European patent, however, is just one aspect of our patent system’s enduring appeal. 

The EPC has also enshrined the obligation to make patent data public — a cornerstone of the patent contract. This helps inventors to learn from and improve upon cutting-edge technologies and, crucially, keeps the innovation cycle constantly moving forward.

A treasure trove of blueprints and diagrams

The European Patent Office, which administers the European patent, offers a free-to-use patent search tool, Espacenet, that gives members of the public access to over 140 million patent documents. 

Imagine them as a treasure trove of technical blueprints, detailed diagrams and written descriptions — akin to user manuals for cutting-edge ideas. 

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Great efforts are made to ensure that these documents, which are increasing daily in complexity and volume, are easy for everyone to navigate and understand, whether you’re a seasoned patent attorney or a first-time inventor.

This involves tapping into the immense potential of AI for translating patent documents across multiple languages, including Mandarin Chinese. 

Meanwhile, budding inventors can also leverage smart search platforms dedicated to the latest technologies on everything from tackling coronavirus and wildfires to promising clean energy breakthroughs. 

Furthermore, insight reports on topics like the hydrogen economy highlight the latest technology trends which empower governments and private sector leaders to make more informed strategic decisions. 

These studies also lead to other more alarming findings that call for greater action. Our latest report on women’s participation in inventive activity found that fewer than 1 in 7 inventors in Europe are women.

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Lessons learned over the decades will push us onward

This leads naturally to our ultimate test: accessibility. Empowering researchers, scientists and independent inventors with patent intelligence is one thing, but how do we ensure that barriers to entry into the patent system are removed so that issues such as cost and complexity are no longer deterrents to underrepresented entities like SMEs, micro-enterprises and research centres? 

After all, these demographics are so often the ones pioneering market-disrupting solutions. Yet they currently account for just a fifth of patent applications despite representing over half of European patent applicants.

The recent launch of the European patent with unitary effect is actively working to address many of the challenges surrounding sustainability and accessibility. 

Now we have a single patent, for a single renewal fee, in a single currency, under a single legal system, before a single Unified Patent Court for the 17 participating countries — rising in time to a potential 27 nations and any others joining the EU family. 

Maximum protection for minimum administrative burden. Little wonder we are already seeing positive signs of its adoption from smaller business entities. 

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Fundamentally, we owe the Unitary Patent to the EPC, which not only foresaw its existence but provides for the patent grant process on which this new patent is based.

As a result of all these advantages, the European Patent Convention can deliver the sustainable future we need. 

I am confident that it is the very same qualities enshrined in the mission of our office five decades ago that will ensure the continued success of Europe’s patent system in the years ahead, and that our ability to overcome society’s most daunting challenges is bound to the EPC.

António Campinos serves as President of the European Patent Office (EPO).

At Euronews, we believe all views matter. Contact us at [email protected] to send pitches or submissions and be part of the conversation.

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‘COVID isn’t done with us’: So why have so many people started rolling the dice?

Hersh Shefrin, a mild-mannered behavioral economist at Santa Clara University, still wears a mask when he goes out in public. In fact, he wears two masks: an N95 medical-grade mask, and another surgical mask on top. “I’m in a vulnerable group. I still believe in masking,” Shefrin, 75, told MarketWatch. It’s worked so far: He never did get COVID-19. Given his age, he is in a high-risk category for complications, so he believes in taking such precautions.

But not everyone is happy to see a man in a mask in September 2023. “A lot of people just want to be over this,” Shefrin, who lives in Menlo Park, Calif., said. “Wearing a mask in public generates anger in some people. I’ve had people come up to me and set me straight on why people should not wear masks. I’ve had people yell at me in cars. It might not match with where they are politically, or they genuinely feel that the risks are really low.”

His experience speaks to America in 2023. Our attitude to COVID-related risk has shifted dramatically, and seeing a person wearing a mask may give us anxiety. But how will we look back on this moment —  3½ years since the start of the coronavirus pandemic? Will we think, “There was a mild wave of COVID, but we got on with it”? Or say, “We were so traumatized back then, dealing with the loss of over 1.1 million American lives, and struggling to cope with a return to normal life”?

We live in a postpandemic era of uncertainty and contradiction. Acute respiratory syndrome coronavirus 2, or SARS-CoV-2, is back, yet it never really went away. Roughly a quarter of the population has never tested positive for COVID, but some people have had it twice or three times. Few people are wearing masks nowadays, and the World Health Organization recently published its last weekly COVID update. It will now put out a new report every four weeks.

‘I’ve had people come up to me and set me straight on why people should not wear masks.’


— Hersh Shefrin, 75, behavioral psychologist 

People appear sanguine about the latest booster, despite the Centers for Disease Control and Prevention recommending that people get the updated shot. Fewer than a quarter of Americans (23%) said they were “definitely” planning to get this shot, according to a report released this week by KFF, the nonprofit formerly known as the Kaiser Family Foundation. Some 23% said they will “probably get it,” 19% said they will “probably not get it” and 33% will “definitely not get it.”

Do we throw caution to the wind and treat fall and winter as flu, RSV and COVID season? It’s hard both to avoid COVID, many people contend, and to lead a normal life. The latest wave so far is mild, notwithstanding recent reports of extreme fatigue. Scientists have voiced concerns about potential long-term cognitive decline in some severe cases, but most vaccinated people recover. Still, scientists say it’s too early to know about any long-term effects of COVID.

Amid all these unknowns are many risk-related theories: The psychologist Paul Slovic said we evaluate risk based on three main factors. Firstly, we rely on our emotions rather than the facts (something he calls “affect heuristic”). Secondly, we are less tolerant of risks that are perceived as dreadful and unknown (“psychometric paradigm theory”). Thirdly, we become desensitized to catastrophic events and unable to appreciate loss (“psychophysical numbing”).

Shefrin, the behavioral economist, said these three theories influence how we cope with COVID. “Early in the pandemic, the ‘dread factor’ and ‘unknown factor’ meant we all felt it was very risky,” he said. “But we began to see that the people who were most affected were older with comorbidities. The dread factor is way down because of successful vaccinations. We certainly feel that the unknowable factor is down, but with new variants there is potentially something to worry about.”

Hersh Shefrin: “We certainly feel that the unknowable factor is down, but with new variants there is potentially something to worry about.”


c/o Hersh Shefrin

Habituation and status quo lead to inaction

The profile of risk has changed dramatically since the pandemic began. Vaccines protect the majority of people from the most serious effects of COVID — for the 70% of Americans who have gotten the two initial COVID shots. So should we focus on living for today, and stop worrying about tomorrow? Or, given all the unknowns, are we still rolling the dice with our health by boarding crowded subway trains, socializing at parties and stepping into the office elevator?

The number of people dying from COVID has, indeed, fallen dramatically. Weekly COVID deaths in the U.S. peaked at 25,974 during the week of Jan. 9, 2021. There had been 60 COVID-related deaths during the week of March 14, 2020 — when the WHO declared the outbreak a worldwide pandemic — far fewer than the 607 deaths during the week of Sept. 23, the most recent week for which data are available. But in March 2020, with no vaccine, people had reason to be scared.

“COVID deaths are actually worse now than when we were all freaking out about it in the first week of March 2020, but we’re habituated to it, so we tolerate the risk in a different way. It’s not scary to us anymore,” said Annie Duke, a former professional poker player, and author of books about cognitive science and decision making. “We’re just used to it.” Flu, for example, continues to kill thousands of people every year, but we have long become accustomed to that.

A dramatic example of the “habituation effect”: Duke compares COVID and flu to infant mortality throughout the ages. In 1900, the infant-mortality rate was 157.1 deaths per 1,000 births, falling to 20.3 in 1970, and 5.48 deaths per 1,000 births in 2023. “If the 1900 infant-mortality rate was the same infant-mortality rate today, we’d all have our hair on fire,” she said. “We think we would not live through that time, but we would, as people did then, because they got used to it.”

‘COVID deaths are actually worse now than when we were all freaking out about it in the first week of March 2020.’


— Annie Duke, former professional poker player

Duke, who plans to get the updated booster shot, believes people are rolling the dice with their health, especially concerning the long-term effects. The virus, for example, has been shown to accelerate Alzheimer’s-related brain changes and symptoms. Could it also lead to some people developing cognitive issues years from now? No one knows. “Do I want to take the risk of getting repeated COVID?” Duke said. “We have this problem when the risks are unknown.”

When faced with making a decision that makes us uncomfortable — usually where the outcome is uncertain — we often choose to do nothing, Duke said. It’s called “status quo bias.” There’s no downside to wearing a mask, as doctors have been doing it for years, but many people now eschew masks in public places. Research suggests vaccines have a very small chance of adverse side effects, but even that highly unlikely outcome is enough to persuade some people to opt out.

And yet Duke said people tend to choose “omission” over “commission” — that is, they opt out of getting the vaccine rather than opting in. But why? She said there are several reasons: The vaccine comes with a perceived risk, however small, that something could go wrong, so if you do nothing you may feel less responsible for any negative outcome. “Omission is allowing the natural state of the world to continue, particularly with a problem that has an unknown downside,” she said. 

Here’s a simple example: You’re on the way to the airport in a car with your spouse, and there’s a roadblock. You have two choices: Do you sit and wait, or do you take an alternative route? If you wait and miss your flight, you may feel that the situation was beyond your control. If you take a shortcut, and still miss your flight, you may feel responsible, and stupid. “Now divorce papers are being drawn up, even though you had the same control over both events,” Duke said.

Annie Duke: “COVID deaths are actually worse now than when we were all freaking out about it in the first week of March 2020.”


c/o Annie Duke

Risk aversion is a complicated business

Probably the most influential study of how people approach risk is prospect or “loss-aversion” theory, which was developed by Daniel Kahneman, an economist and psychologist, and the late Amos Tversky, a cognitive and mathematical psychologist. It has been applied to everything from whether to take an invasive or inconvenient medical test to smoking cigarettes in the face of a mountain of evidence that smoking can cause cancer. 

In a series of lottery experiments, Kahneman and Tversky found that people are more likely to take risks when the stakes are low, and less likely when the stakes are high. Those risks are based on what individuals believe they have to gain or lose. This does not always lead to a good outcome. Take the stock-market investor with little money who sells now to avoid what seems like a big loss, but then misses out on a life-changing, long-term payday.

As that stock-market illustration shows, weighing our sensitivity to losses and gains is actually very complicated, and they are largely based on people’s individual circumstances, said Kai Ruggeri, an assistant professor of health policy and management at Columbia University. He and others reviewed 700 studies on social and behavioral science related to COVID-19 and the lessons for the next pandemic, determining that not enough attention had been given to “risk perception.”

So how does risk perception apply to vaccines? The ultimate decision is personal, and may be less impacted by the collective good. “If I perceive something as being a very large loss, I will take the behavior that will help me avoid that loss,” Ruggeri said. “If a person believes there’s a high risk of death, illness or giving COVID to someone they love, they will obviously get the vaccine. But there’s a large number of people who see the gain and the loss as too small.”

‘If a person believes there’s a high risk of death, illness or giving COVID to someone they love, they will obviously get the vaccine.’


— Kai Ruggeri, psychologist

In addition to a person’s own situation, there is another factor when people evaluate risk factors and COVID: their tribe. “Groupthink” happens when people defer to their social and/or political peers when making decisions. In a 2020 paper, social psychologist Donelson R. Forsyth cited “high levels of cohesion and isolation” among such groups, including “group illusions and pressures to conform” and “deterioration of judgment and rationality.”

Duke, the former professional poker player, said it’s harder to evaluate risk when it comes to issues that are deeply rooted in our social network. “When something gets wrapped into our identity, it makes it hard for us to think about the world in a rational way, and abandon a belief that we already have,” she said, “and that’s particularly true if we have a belief that makes us stand out from the crowd in some way rather than belong to the crowd.”

Exhibit A: Vaccine rates are higher among people who identify as Democrat versus Republican, likely based on messaging from leaders in those respective political parties. Some 60% of Republicans and 94% of Democrats have gotten a COVID vaccine, according to an NBC poll released this week. Only 36% of Republicans said it was worth it, compared with 90% of Democrats. “When things get politicized, it creates a big problem when evaluating risk,” Duke added.

Risk or no risk, “COVID isn’t done with us,” Emily Landon, an infectious-diseases specialist at the University of Chicago, told MarketWatch. “Just because people aren’t dying in droves does not mean that COVID is no big deal. That’s an error in judgment. Vaccination and immunity is enough to keep most of us out of the hospital, but it’s not enough to keep us from getting COVID. What if you get COVID again and again? It’s not going to be great for your long-term health.”

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How to buy insurance for a business so financial disaster doesn’t strike

Many Main Street businesses could be playing with fire — literally — by not maintaining appropriate levels of business insurance coverage, especially given the spate of natural disasters affecting multiple areas of the U.S.

Skimping on property damage and business interruption coverage is understandable to some extent, given the cost. While the price of a business owner’s policy — designed for small businesses in low-risk industries — varies based on a variety of underwriting factors and optional coverages selected, generally speaking, a small business owner might pay somewhere between $500 and $3,500 per year for this type of policy, according to Pogo, which helps owners find insurance.

But pinching pennies can be foolhardy as climate change continues to impact the severity of weather-related events. As of Sept. 11, there had been 23 confirmed weather/climate disaster events this year with losses exceeding $1 billion each in the U.S., according to The National Centers for Environmental Information, which was above both the long-term and five-year annual averages. These events included two flooding events, 18 severe storm events, one tropical cyclone event, one wildfire event, and one winter storm event. 

Hurricanes don’t just happen in Florida and tornadoes don’t just touch down in Kansas, said John Hyland, who leads the Sentry Insurance unit that providers business insurance solutions. Especially with weather patterns changing, a natural disaster is “coming to your neighborhood more and more often,” he said. 

Consider Friday’s flash floods in New York as an example of this new reality.

Here’s what small businesses need to know about business insurance amid climate change:

Understand property damage exclusions and deductibles — the fine print matters more than ever.

There’s often a big disconnect between coverage business owners think they are getting and what they actually are getting, said Hubert Klein, partner and practice leader for the Financial Advisory Services Group at EisnerAmper. They should press for greater detail with insurance agents and know, for instance, what property damage is covered and what exclusions may apply. They should also know what their deductible is and when coverage kicks in. It’s also important to understand whether the policy covers the full cost of replacement cost and what limitations apply.

Owners also have to understand the nuances of business interruption coverage, which can include waiting periods, co-insurance requirements and provisions for civil authority bans, when certain areas are declared inaccessible after a disaster. 

The fine print matters, Klein said. He offers the example of a business with multiple locations and roughly $20 million of coverage. If there’s a $1.5 million per-location limit and the business suffers extensive damage to multiple facilities, the business may not be adequately covered. By contrast, a policy that has a blanket limit might be more favorable, even with a slightly lower limit overall, Klein said.

Don’t rely on a policy’s ‘summary’ info or opt for lower cost without a thorough understanding of coverages.

Many small businesses chase prices without understanding what they are giving up, Klein said. At renewal time, they may get sticker shock and ask for a premium reduction, but they don’t always understand there are trade-offs for a $300 or $3,000 policy reduction, he said. He recommends owners read their policy carefully, not relying solely on the summary of costs or summary of coverages. 

Run through likely weather scenarios and don’t expect to ‘beat the storm.’

To ensure they are appropriately covered, owners should perform a thorough evaluation of what could go wrong with respect to their business property, whether that’s fire, flood, hurricane or something else. This analysis should take into account how much cash the business owner has on hand in the event of a disaster.

Owners “tend to think they can outsmart the weatherman or beat the storm,” Klein said. 

Even businesses that aren’t directly affected by disasters can face unexpected issues. In the aftermath of Superstorm Sandy, for example, some businesses didn’t have direct damage to their facilities, but utility company issues left them without power for weeks, Hyland said. Businesses that were properly covered for this type of occurrence had a source of revenue to continue paying their employees and the other expenses, he said.

Decisions related to specific coverage, endorsements and deductibles will vary based on a particular business’s needs, but it’s important to understand the various exposures, Hyland said. Even if businesses decide not to purchase particular coverages, they shouldn’t be oblivious to the potential exposure, he said.

Conduct an annual review and include inflation in business valuation and property replacement cost estimates.

Inflation makes the cost of replacing property more expensive, and the coverage you planned for three years ago may no longer be appropriate given a changed price environment. Yet many businesses don’t re-evaluate their insurance needs and coverage yearly, Klein said. 

Most business policies build in inflation-adjustments, but they often aren’t enough to keep up with real-world scenarios such as supply issues, significantly higher labor costs and longer completion times, said Nancy Germond, executive director of risk management and education at The Independent Insurance Agents & Brokers of America.

Check if more emergency cash might be required in your geographic market.

In certain areas of the country, the deductible for perils related to fire, wind and hail are higher than deductibles for other covered events, said Jen Tadin, managing director of the global small business practice at Gallagher, an insurance brokerage and risk management consultant. Especially in riskier markets, business owners may have to keep more cash on hand than say 30 or even 45 days, especially when there are higher deductibles to consider. “We can’t change the fact that in Florida, you’ll have a higher deductible. But you have to plan for it,” Tadin said.

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Nike misses on revenue for first time in two years, but stock pops as earnings, margins beat

Nike reported revenue Thursday that fell short of Wall Street’s sales expectations for the first time in two years, but it beat on earnings and gross margin estimates, sending its stock soaring in after-hours trading.

Here’s how the sneaker giant performed during its fiscal first quarter compared with what Wall Street was anticipating, based on a survey of analysts by LSEG, formerly known as Refinitiv:

  • Earnings per share: 94 cents vs. 75 cents expected
  • Revenue: $12.94 billion vs. $12.98 billion expected

The company’s reported net income for the three-month period that ended August 31 was $1.45 billion, or 94 cents per share, compared with $1.47 billion, or 93 cents per share, a year earlier.

Sales rose to $12.94 billion, up about 2% from $12.69 billion a year earlier. Revenue for the quarter was just shy of the $12.98 billion analysts had expected, according to LSEG.

Nike shares rose about 8% in extended trading Thursday.

The retailer maintained its full-year guidance of revenue growth in the mid-single digits and gross margin expansion of 1.4 to 1.6 percentage points.

“We’re closely monitoring the operating environment, including foreign currency exchange rates, consumer demand over the holiday season, and our second half wholesale order book,” said finance chief Matthew Friend on a call with analysts.

“We are cautiously planning for modest markdown improvements for the balance of the year, given the promotional environment,” he added.

For the second quarter, Nike expects revenue growth to be up slightly versus the prior year and gross margins to grow by about 1 percentage point versus the prior year.

Investors have been laser focused on Nike’s recovery in China, its relationship with its wholesale partners and how the resumption of student loan payments will impact sales. 

They’re also keen to see Nike’s margins recover after bloated inventories, high promotions and supply chain woes contributed to lower profits over the last few quarters. 

During the quarter, Nike’s gross margin fell about 0.1 percentage points to 44.2%, but it was higher than the 43.7% analysts had expected, according to StreetAccount. The company attributed the gross margin drop to higher product costs and currency exchange rates, but those trends were offset by price increases, which contributed to the earnings beat.

Sales in China grew by 5% compared to the year-ago period to $1.7 billion, which fell short of the $1.8 billion analysts had expected, according to StreetAccount.

During the previous quarter ended May 31, Nike saw China sales jump 16% compared to the year-ago period. But the numbers were against easy comparisons because the region was still under Covid-related lockdown orders during the prior year. 

While Nike remains bullish on China, the region’s economic recovery has so far been a mixed bag. Following a sluggish July, retail sales picked up during the month of August to rise 4.6% compared to the prior year, beating expectations of a 3% growth forecast by Reuters. 

“We feel good about the market there and our position,” said CEO John Donahoe, adding he’s traveled to China twice in the last four months. “Frankly, a couple things stand out. One, sport is back in China, you can just feel it, and that gives us great confidence about the future and the Chinese consumer in our segment, regardless of the macroeconomic outlook there.”

Nike saw sales jumps in every region besides North America, its largest market by revenue. Sales in North America fell 2% from the year-ago period to $5.42 billion, just above the $5.39 billion analysts had expected, according to StreetAccount.

In Europe, the Middle East and Africa, sales were up 8% at $3.61 billion. That compared with the $3.51 billion analysts had expected. Sales in its Latin America and Asia Pacific unit came in 2% higher at $1.57 billion, just shy of the $1.59 billion analysts had expected, according to StreetAccount.

The Converse brand, on the other hand, fell well short of expectations for a second quarter in a row. Sales came in at $588 million, down 9% compared to the year-ago period. Analysts had expected sales to be about $660 million, according to StreetAccount.

Nike’s direct channel, which includes its owned stores and its digital channel, led the retailer’s growth during the quarter and was up 6% compared to the prior year. In June, the company noticed that shoppers were shifting towards its stores over its digital channels, signaling consumers are getting closer to pre-pandemic shopping habits.

“We continue to see that consumers want to connect directly and personally with our brands and in fact, member engagement within our direct business is up double digits versus the prior year with increasing average order values,” said Friend.

“Our stores delivered an especially strong quarter with traffic up double digits from last year, and members driving an increasing share of our business as consumers shifted from our digital to physical channels… Our team was nimble in transitioning inventory to capture higher full-price sales across our entire store fleet,” he said.

When it comes to its wholesale revenues, Nike’s relationship with those partners have been rocky. As the company has pivoted to a direct-to-consumer model, it has focused on driving sales online and in its stores at the expense of its wholesale accounts. 

However, as Nike grappled with excess inventories throughout 2023, it relied on those partners to move through that merchandise. It has now restored its relationship with both Macy’s and DSW – accounts that it previously cut in favor of its DTC strategy. 

Some analysts expected Nike’s wholesale revenue to be sluggish during the quarter because excess inventories have been a problem throughout the retail industry – and some wholesalers are being more particular in what they order to avoid another backlog. 

Wholesale revenue during the quarter was flat compared to the year-ago period at $7 billion.

Both Donahoe and Friend made it clear to analysts that Nike is ready to meet customers in all channels — including through wholesalers and directly. The retailer shouted out Dick’s Sporting Goods as one of its key partners and noted that it’s still in the process of resetting its business with Footlocker, which has seen two quarters in a row of plunging sales and profits.

Despite the shift in how it’s working with wholesalers, Nike insisted that direct sales will pave the way to its future growth.

“Ultimately, we have a segmented portfolio of strong partners across price points and channels. With no single partner representing more than a mid-single digit of Nike’s total business,” said Friend.

“While the ultimate landing spot of digital and direct isn’t as clear, we do believe we’re going to be a more direct and a more digital company, and a more profitable company,” he said. “And there’s a channel mix and channel profitability opportunity that comes with that as well.”

Meanwhile, inventories fell 10% to $8.7 billion. The drop was driven by a decrease in units but offset by product mix and higher manufacturing and production costs.

“On the whole, we’re very comfortable with the level of inventory in the marketplace in relation to the retail sales that we’re seeing as we begin increasing levels of wholesale sell in our second half,” said Friend.

Amid decades-high inflation rates, consumers have been pulling back on apparel and footwear. With the resumption of student loan payments looming ahead, some analysts expect those sectors to take an even greater hit. 

Jefferies conducted a survey on U.S. consumer spending and found 54% of respondents plan to spend less on apparel and accessories. Meanwhile, 46% plan to spend less on footwear, which doesn’t bode well for Nike. 

It’s still too early to gauge the impact of student loan payments on Nike. Its first quarter ended in late August, and payments aren’t set to resume until October.

During the quarter, footwear sales rose 4% to $8.4 billion, making up about 68% of Nike’s total sales. Apparel was down 1% at $3.4 billion.

Correction: Nike’s gross margin fell 0.1 percentage points. An earlier version of this story misstated that figure.

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It is high time we helped the Global South deal with loss and damage

The opinions expressed in this article are those of the author and do not represent in any way the editorial position of Euronews.

If we as a global society are committed to climate justice, it is vital that we address the chief injustice of Global South communities experiencing the devastating impacts of a crisis they did not cause, Heather McGray writes.

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Loss and damage, a phrase which once upon a time was relegated to fringe events of major climate gatherings around the world, was last week sitting at the top of the agenda for the UN’s Climate Ambition Summit in New York — a major event within the UN General Assembly (UNGA).

Rightly so. Loss and damage refers to the negative impacts of climate breakdown on humans, societies and the natural environment. 

It is countries in the Global South for whom loss and damage is most significant. 

Alongside untold levels of destruction to land, property and infrastructure — all of which have significant economic implications — these countries are put at a distinct disadvantage in terms of adaptation and mitigation efforts thanks to a complex series of financial challenges, including unsustainable debt, spiralling inflation and currency fluctuations. 

The situation is exacerbated by the fact that Global South countries have contributed the least to the historic emissions that have fuelled our current predicament.

Imperial College London’s Grantham Institute estimates that depending on global efforts to mitigate and adapt to the climate crisis, loss and damage costs, which go beyond adaptation, “could cost developing countries a total of $290-580 billion (€275.5-551bn) in 2030 and reach $US1-1.8 trillion (€950bn-1.7tn) in 2050.”

At COP28 this December, discussions of the Transitional Committee to operationalise a new fund for loss and damage will conclude, with every hope that finance for a raft of new initiatives can help empower communities across the Global South who are currently stuck between a rock and a hard place. 

As discussions progress, addressing non-economic loss and damage will be key.

Not all losses are financially quantifiable

Non-economic loss and damage (NELD), sometimes called invaluable loss, refers to the harm caused by climate breakdown on human and natural systems that is difficult to put a price tag on. 

NELD includes biodiversity loss, the loss of traditional knowledge and ways of living, and the trauma people experience when they’re forced to leave their homes or ancestral lands.

Take, for example, the devastating floods in Pakistan that took place last year. In economic terms, the floods cost the country around $40bn (€38bn) in damages. 

However, the floods affected 33 million people and cost 1,600 lives. It destroyed over 2 million houses and damaged 13,000km of roads and 18,000km2 of cropland. 

The impact of the displacement, the lives lost, the livelihoods destroyed, the education disrupted and the emotional toll that these events will have had on communities across Pakistan is unquantifiable in monetary terms.

The most vulnerable face the greatest challenges

Those facing the most severe non-economic loss and damage are often communities that face — or have long faced — injustices like discrimination, colonisation, or displacement from traditional lands. 

Further, the most vulnerable people within these communities — often women, children, elders, or people with disabilities — face the greatest challenges.

Indeed, the most recent IPCC report mentioned for the first time the impact that loss and damage caused by the climate crisis has on mental health, outlining that those most negatively affected by climate breakdown are often the most vulnerable populations, such as Indigenous Peoples and people with disabilities.

The Climate Justice Resilience Fund (CJRF) works specifically with these marginalised groups, including women, youth and Indigenous Peoples, helping them create, share, and scale their own solutions for climate resilience.

Global South leaders must follow Scotland’s example

Just before the UN Climate Ambition Summit launched last week, the Scottish government announced it would renew its partnership with us at CJRF to program £5 million (€5.8m) in grants, technical assistance and advocacy, to address non-economic loss and damage for marginalised groups within communities across countries in the Global South who, like Pakistan, have been subjected to the devastating impacts of the climate crisis.

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Funding from the Scottish Government will enable CJRF to continue its participatory approach to supporting activities to address loss and damage.

We’ll partner with organisations that have close connections to the communities across the Global South that they support. 

Interventions will be community-led to ensure that the communities and individuals themselves are assessing their loss and damage and are empowered to identify how they want to address it. 

The work that Scotland’s funding enables CJRF to do will help build a body of practical learnings. 

These will be essential to the new L&D Fund, and to the global community as a whole, as we work together to address all forms of loss and damage affecting communities in the Global South.

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We have to recognise all the impacts of climate breakdown

In a keynote speech at New York Climate Week, Scotland’s First Minister Humza Yousaf stated that no community on Earth will be left untouched by the effects of the climate crisis, but that suffering will not be equally divided. 

We urge leaders of developed nations to recognise all the impacts that climate breakdown is having on communities around the world — both economic and invaluable.

As COP28 approaches, leaders in the Global North must do all they can to stand up the Loss and Damage Fund, and to establish funding arrangements that enable communities to effectively address L&D, including NELD. 

If we as a global society are committed to climate justice, it is vital that we address the chief injustice of Global South communities experiencing the devastating impacts of a crisis they did not cause.

Heather McGray serves as Director of the Climate Justice Resilience Fund, a grantmaking initiative supporting women, youth, and Indigenous Peoples in places severely impacted by climate change.

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