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New plan could power Wales to top of offshore wind industry

New plan could power Wales to top of offshore wind industry

The action plan, developed by a dedicated task group, aims to unlock long-term economic and environmental benefits by building on Wales' growing pipeline of more than 15GW of offshore wind projects in surrounding waters.
The sector could deliver up to £4.8 billion for Welsh businesses and create more than 3,000 jobs.
Rebecca Evans, Cabinet Secretary for Economy, Energy and Planning, said: "Last week, we welcomed the announcement that offshore wind in the Celtic Sea was moving from planning into development and delivery.
"With two successful bidders announced to develop three gigawatts of clean energy, and a clear commitment from the Crown Estate to deliver the full 4.5GW, we see the start of billions of pounds of investment and thousands of jobs.
"This truly is a once in a generation opportunity for our ports and will be a catalyst for economic regeneration in our coastal communities."
The group recommendations include establishing a stakeholder forum by autumn 2025 to improve coordination between developers, government, and other key partners.
Other proposals focus on streamlining planning and consent processes to speed up project delivery, supporting Welsh businesses to join the offshore wind supply chain, and addressing sector-specific skills gaps.
Ajai Ahluwalia, head of supply chain at RenewableUK, said: "We are pleased to see clear, practical actions that respond directly to industry calls for greater certainty, stronger collaboration, and urgent delivery.
"Offshore wind is one of the UK's greatest industrial opportunities — with the potential to transform Wales' heartland sectors, like steel and advanced manufacturing.
"Over the next decade alone, £32 billion in economic value is at stake, including a £4.8 billion opportunity for Welsh businesses and 3,370 well-paid jobs.
"To unlock that value, we must now move swiftly from planning to implementation — and industry stands ready to work with government to make it happen."
The plan also emphasises the importance of skills development, calling for coordinated educational initiatives to prepare the workforce for emerging roles in wind turbine technology and high-voltage engineering.
It highlights the need to integrate the Welsh steel and concrete industries into offshore wind supply chains, especially for floating wind foundations.
Wales has led the way in offshore wind, hosting the UK's first fixed offshore wind projects in North Wales.
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The nuclear button has been pressed but WRU must now get out of the URC
The nuclear button has been pressed but WRU must now get out of the URC

Wales Online

time20 minutes ago

  • Wales Online

The nuclear button has been pressed but WRU must now get out of the URC

The nuclear button has been pressed but WRU must now get out of the URC The WRU has laid its cards on the table with a radical plan. Steffan Thomas looks at the potential holes in it Picture shows (from left) Richard Collier-Keywood, WRU chairman, Dave Reddin, WRU director of rugby and elite performance and Abi Tierney, WRU chief executive (Image: Huw Evans Picture Agency Ltd) The Welsh Rugby Union hit the nuclear button yesterday when it put forward proposals to cut the number of professional teams in Wales by half. ‌ A formal consultation process will begin in September where the WRU will consult with a number of key stakeholders including the current four professional clubs - Cardiff, Dragons, Ospreys and Scarlets - along with supporters, present and former players and the Welsh Rugby Players' Association. The WRU believe radical change is needed to drag the game in Wales out of the doldrums along with providing the platform to win the Six Nations and become "genuine wild-card World Cup winners" in the future. ‌ But a reduction to two teams is the WRU's optimal option; this could change during the consultation process where there is likely to be significant kick-back. Sign up to Inside Welsh rugby on Substack to get exclusive news stories and insight from behind the scenes in Welsh rugby. ‌ After a press conference which lasted well over an hour at the Principality Stadium yesterday and a document of more than 100 pages there remain questions which need answering. Steffan Thomas has been through the document to pick out the key points, issues and questions, as he sees it. What is the optimal solution? The optimal solution focuses on two clubs with a men's and women's team. ‌ Each squad will consist of 50 senior players and operate with playing budgets of £7.8m, while there will only be room for two non-Welsh qualified players in each side. It favours a heavily centralised system in line with the New Zealand model. In terms of the ownership model the WRU wants control of all rugby operations with the current investors taking charge of the commercial element of the club. ‌ In its own words the WRU wants "unified management and contracting of all elite players (professional men's and women's teams, national team and national academy) to align decisions on selection and talent development with players and clubs". The union insists "that PRA-style arrangements are a particularly challenging choice due to an inherent mismanagement between stakeholder objectives". In other words there is a significant lack of trust between the WRU and the four professional clubs with both parties often pulling in different directions. ‌ The WRU sees this as an opportunity to "optimise collaboration" if it can seize control of all rugby operations. Controversially it wants to build a new national campus and base the two professional clubs there. In terms of players development the main point put forward is the return of a national academy-style system and significant investment being poured into Super Rygbi Cymru. ‌ The idea behind the two-club scenario is to concentrate talent which in turn creates more competition for contracts and starting places. It's a case of elitism on steroids, with the aim of driving up standards on and off the field. Is there likely to be pushback during the consultation and what might change? Having spoken to numerous high-ranking sources within the game there will be significant pushback. ‌ Clearly clubs are going to be fighting for their lives and the first priority will be survival. On that note we do not yet know whether the WRU will simply scrap two teams or create two new entities with new branding. Under the proposed optimal system private investors are still required to pour in £17m, which amounts to £1m a year. ‌ But why would any private investor want to pour money into a club if the WRU have complete control over player contracting and development? The original PRA25 involved circa £125m worth of WRU funding over five years, while their new 'optimal solution' of two teams results in £94 worth of WRU payments. But where is the remaining £26m? ‌ That has not been accounted for but may well be kept back to invest into a new national campus, the SRC and academy system. There will also be significant investment into improving the women's game, while competition income will likely decrease with a reduction of teams, as might broadcasting income. They have also spent £6m on a roof walk, while the cost of assuming ownership of Cardiff also has to be taken into consideration ‌ There is £121m worth of investment with the three equally-funded club solutions and £116m if they go to three teams under a tiered funding model. Private investors are required to put in £25m if it's four teams, £21m with three unequally funded teams, £21m with three in a tiered funding model and £17m if they reduce to two. The academy budget per club is £800k in every mode. Join WalesOnline Rugby's WhatsApp Channel here to get the breaking news sent straight to your phone for free ‌ They are now also proposing a salary cap of £7.8m-£8m in the optimal solution which is only marginally better than where they are now. This is close to the Gallagher PREM cap but short of some of their competitors in the United Rugby Championship. It seems they are hoping to drive a harder bargain with Welsh talent with limited number of overseas player spots at clubs in England and France. ‌ This is likely to be enough to be significantly more competitive if talent is concentrated into two teams, although to really compete in the latter stages of the Champions Cup it will need to be higher. Another area where there will certainly be a significant amount of pushback is with the idea of having two teams training at the same national campus. The WRU's director of rugby and elite performance Dave Reddin was quick to stress both teams would have separate team rooms at the facility and different identities. ‌ But there are many within the game who believe this is anti-competitive, with professional sport all about different styles and cultures. Union-owned sides allow for far greater control from the national coach and potentially greater cohesion in terms of on-field partnerships and playing styles, especially if the majority of the national squad are concentrated into two teams. But it is arguably not the job of the WRU to own and control its teams, but rather to facilitate the growth of the game in Wales. ‌ Union-owned teams are arguably anti-sport and is one of the reasons the URC is an inferior competition to the French Top 14 and the Gallagher PREM. Can the new 'optimal structure' win over supporters? This remains to be seen but the reaction has not been a positive one on social media. Wales has a club-based history and it is a very tribal nation so the very idea of creating two new teams is not going to go down well. ‌ There were hints during the media interviews this week the WRU saw the SRC as the "heritage league" where tribalism can thrive and old rivalries can continue. While this has not been confirmed they may prefer to have an East and West team playing in the professional game with the current four clubs downgraded to SRC level. Reading between the lines they may view a fan supporting east Wales the same as a Cardiff fan now supporting Wales. ‌ If they can be successful and challenge for silverware then they will attract supporters. But this is highly unlikely to get buy-in from current supporters of the four professional sides, with traditional club branding more likely to attract fans. Welsh rugby's tradition is rooted firmly in the club game. ‌ What competition will they play in? A reduction to two teams playing in the URC would be a complete and utter disaster because it is a competition which Welsh fans have never truly bought into. The vast majority of Welsh fans would much prefer to face the likes of Bristol, Bath, Gloucester, Northampton Saints, Exeter Chiefs and Leicester Tigers on a weekly basis. Get the latest breaking Welsh rugby news stories sent straight to your inbox with our FREE daily newsletter. Sign up here. It would be transformational for the Welsh game and a leading figure at a Welsh club told WalesOnline this week an Anglo-Welsh league would result in its commercial income rising by at least £3m. ‌ The WRU insist they are committed to the URC but if it really wants to deliver an 'optimal solution' it has to be in an Anglo-Welsh. Anything else is sub-optimal. According to numerous people within the upper echelons of the game PRL might expand to 12 or 14 teams but would only consider two Welsh teams. Article continues below It is worth noting teams who are owned by a governing body or has significant union control is unlikely to get accepted into an Anglo-Welsh league. Like it or not radical change is required to drag Welsh rugby out of the doldrums and unlike what some fans have been saying this is not a knee-jerk reaction. But it has to be the right change and the WRU's 'optimal solution' leaves a lot to be desired.

India's central bank signals preference for keeping current inflation framework
India's central bank signals preference for keeping current inflation framework

Reuters

time22 minutes ago

  • Reuters

India's central bank signals preference for keeping current inflation framework

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Walmart results show consumer resilience; shares down after recent rally
Walmart results show consumer resilience; shares down after recent rally

Reuters

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Walmart results show consumer resilience; shares down after recent rally

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Investors also focused on Walmart's gross margins for the quarter, which fell short of their expectations, even though the companny raised its fiscal year sales and profit forecasts. While U.S. gross margins rose 26 basis points, overall gross margins were about flat at 24.5% versus 24.4% last quarter, missing consensus estimates of 24.9%, according to brokerage D.A. Davidson. "Expectations were high for a margin beat and we didn't get that, so we're getting a little bit of a pullback on the stock," said Steven Shemesh, RBC Capital Markets analyst. Still, the Bentonville, Arkansas-based chain's results showed it has continued to benefit from growing price sensitivity among Americans, earning revenue of $177.4 billion in the second quarter. Analysts on average were expecting $176.16 billion, according to LSEG data. Adjusted earnings per share of 68 cents in the second quarter fell short of analyst expectations of 74 cents. Consumer sentiment has weakened due to fears of tariffs fueling higher inflation, hitting the bottom lines of some retail chains, but Walmart's sales have remained resilient. Companies have been able to withstand paying those import levies through front-running of inventories, but as those products are sold, the next shipments are pricier, Walmart CEO Doug McMillon said. "As we replenish inventory at post-tariff price levels, we've continued to see our cost increase each week," he said on a call with analysts, noting those costs will continue rising in the second half of the year. The effects of tariffs have so been gradual enough for consumer habits to change only modestly. Walmart had warned it would increase prices this summer to offset tariff-related costs on certain goods imported to the U.S., a move that drew criticism from President Donald Trump. Consumer-level inflation is increasing modestly, while wholesale inflation spiked in July to its fastest rate in more than three years. According to an S&P Global survey released on Thursday, input prices paid by businesses hit a three-month high in July, with companies citing tariffs as the key driver. Prices charged by businesses for goods and services hit a three-year high, as companies passed along costs to consumers. A day earlier, rival Target (TGT.N), opens new tab warned of tariff-induced cost pressures. Walmart got a boost from a sharper online strategy as more customers relied on home deliveries. Its global e-commerce sales jumped 25% during the second quarter, and Walmart said one-third of deliveries from stores took three hours or less. McMillon expects current shopping habits to persist through the third and fourth quarters. He noted middle- and lower-income households are making noticeable adjustments in response to rising prices, either by reducing the number of items in their baskets or by opting for private-label brands. This shift has not been seen among higher-income households, which Walmart defines as those earning over $100,000 annually. Walmart expects annual sales to grow in the range of 3.75% to 4.75%, compared to its prior forecast of a 3% to 4% increase. Adjusted earnings per share are expected in the range of $2.52 to $2.62, compared to its previous range of $2.50 to $2.60. Chief Financial Officer John David Rainey said the company is looking at more possible financial outcomes than before because of trade policy talks, uncertain demand, and the need to stay flexible for future growth. Based on what it saw in the second quarter, Walmart expects the impact on margins and earnings from the higher cost of goods to be smaller in the current quarter than it previously thought, Rainey said. "Broad consumer and macro trends remain favorable to Walmart, especially in the shape of consumers wanting to maximize bang for their buck," said Neil Saunders, managing director of retail consultancy GlobalData. Walmart's total U.S. comparable sales rose 4.6%, beating analysts' estimates of a 3.8% increase. The company noted strong customer response to over 7,400 "rollbacks," its term for discounted prices, with 30% more rollbacks on grocery items. Average spending at the till rose 3.1% from an increase of 0.6% last year, but growth in customer visits fell to 1.5% from 3.6% in the year-earlier period. Walmart logged 40% growth in marketplace sales, including electronics, automotive, toys, and media and gaming. Two-thirds of what Walmart sells in the U.S. is domestically-sourced, executives had said last quarter, which gave it some insulation from tariffs compared to competitors.

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