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What The Economist Group does: It publishes News and analysis tailored for a global audience through The Economist magazine and related digital products, helping readers understand world events. How its products work: The core offering is a subscription that gives access to a weekly magazine, digital articles, newsletters, and a mobile app; content combines reporting, long-form analysis, data-driven insights, and opinion from around the world. How it differs from competitors: It emphasizes long-form, in-depth global coverage with a consistent weekly cadence and a global editorial perspective that blends news reporting with analysis and opinion; it also maintains a recognizable brand and editorial voice across print and digital formats. What the company’s goal is: to help people understand the world around them and stay informed about international affairs by delivering clear, well-researched journalism.
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London Climate Week 2026: Five conversations that matter for food and farming. * 29.06.2026 * article * Diet and Health * Environmental Issues * Events * Gene-editing * Policy * SFT team As food systems took centre stage at London Climate Week 2026, the Sustainable Food Trust was there to listen, challenge and contribute to the debate. In this round-up, the SFT's Bahareh Sarvi (SFT's Trials Data Manager), Amy Warner (Head of Fundraising) and Jessica Gunn (Director of Advocacy and Communications) reflect on five of the most significant conversations - from affordability and investment to regenerative agriculture and the rise of 'Big Dairy' - and what they mean for the future of food and farming. The irony wasn't lost on anyone: as the Capital sweltered in temperatures of 35C, scientists, policymakers, executives and activists gathered in their thousands to discuss the climate crisis. Newspaper headlines screamed "London Climate event on coping with extreme heat cancelled due to extreme heat" and "London isn't calling, it's cooking!"; it all felt very real. London Climate Week Action 2026 was bigger than ever - reportedly surpassing even New York Climate Week in the sheer number of events. There were panels, roundtables, big events and intimate gatherings across the gauntlet. The good news was that food systems as a topic was well represented from the Palace to Goals House. As ever, the Sustainable Food Trust (SFT) was deep in the weeds of it all, so if you weren't able to be there in person - these are the five main things you need to know from this year's event. 1. The affordability trap The Economist launched its Resilient Food System Index, a serious attempt by a serious institution to hold companies accountable for food system performance. The Index presents four pillars of measurement and success - availability, quality and safety, adaptability, and climate and affordability. This all sounds very sensible, until you get to that last, despot of an argument that, in reality, has driven decades of soil degradation, biodiversity collapse and public health crises - here now again enshrined as a measure of success. A UNICEF representative offered the most single, devastating data point in response: obesity has now overtaken hunger as the world's primary form of malnutrition. Both conditions disproportionately affect people in poverty. Both are driven, in large part, by cheap food. The SFT view: The race to make food cheaper has not fed the world or made Sustainable Food Trust healthier. It has malnourished Sustainable Food Trust - differently, but no less completely. Whenever a proposal emerges that might raise food prices, industry players (and Government) reach for 'affordability' like a weapon - and it works every time. Price has become equated with public good at the expense of every other measure of a food system's health. Finding new language for this - language that holds space for both access and quality - is one of the most urgent tasks in food policy today. 2. The investment gap nobody wants to own Harry Farnsworth from Rabobank said something that should have made the front page: the climate is still not priced into the market. The reality of agriculture's risk model still failing to reflect the environmental reality it operates within - global conflict, climate change, degraded soil, dwindling biodiversity etc, and the fact the margins on farming are already too low, means a sustainable transition is simply not investable at scale - unless someone steps up to take the first loss. Two new funds have been set up to address this: a DEFRA-backed nature bond and a Wildfarmed initiative, both relying on government or philanthropic capital to absorb risk that private markets refuse to touch. The SFT view: These are promising experiments. But they are two drops in an ocean that requires a tide. The food industry's lobbying budget runs to tens of billions annually - while philanthropic capital flowing into food system change is measured in the hundreds of thousands. Sustainable Food Trust is bringing a trowel to an excavation that needs heavy machinery. 3. Net zero: A useful framing or a dangerous one? One of the sharpest critiques to emerge across multiple sessions was directed at net zero itself. The framing, various participants argued, has created tunnel vision - a single metric absorbing all available attention, investment and political will, while biodiversity, water quality, soil health and community resilience, are treated as afterthoughts. The SFT view: Net zero has become too narrowly focused on carbon. Offsetting has overtaken genuine emissions reductions, and has inadvertently rewarded intensive production because it can appear carbon-efficient (see Big Dairy) while in reality still harming ecosystems. Measuring success primarily through CO[2] can obscure wider environmental and social outcomes. Instead, Sustainable Food Trust need a whole-systems approach that integrates climate, food security, ecosystem health and long-term resilience. 4. Thinking in systems, not commodities 'Regenerative' might be a buzz word but how to define it? Discussions around the week confirmed the answer remains elusive. Regenerative agriculture however, many now agree, is not a destination, it is an approach to farming that by design is in constant motion. Regenerative wheat is classified as such, not simply because of how the crop itself is grown, but because of the barley, legumes and grass leys that preceded it - the label emerges from a community of plants (or commodities) working together. The whole farm system is the unit of analysis, and most of its financial and regulatory infrastructure is completely unequipped to handle that complexity. The SFT view: A true understanding of regenerative agriculture (or lack of) has profound implications for how Sustainable Food Trust finance, measure and incentivise farming. Supply chains that claim to support regenerative practice must begin investing in farmers to support the transition. This process must not simply be a matter of passing the cost to consumers, nor relying on government alone to bridge the gap. If a company's share price was genuinely exposed to the climate risk embedded in its supply chain, that investment would follow quickly. The Regen10 Framework believes that ownership of the transition must not be a dictatorship; each farm and landscape is different and the challenge for each will reflect that. Its role is to define where Sustainable Food Trust need to go, not necessarily how Sustainable Food Trust get there. 5. A big debate about Big Dairy The SFT hosted its own panel on the rise of Big Dairy in the generously donated environment of Goals House. There was a diverse line-up of people in the room, with Patrick Holden at the helm. Against a landscape of the number of 'mega dairies' in the UK doubling over the last decade, while dairy farms overall have declined rapidly from 54,000 in 1974 to under 7,000 today, it leaves in no doubt the reality that the message to dairy farmers has felt like 'go big or get out'. Today 60% of the milk now consumed in the UK comes from Big Dairy, aka: 'fully housed' systems - and the public are only just waking up to this - helped by high profile campaigns from Project Sling Shot. High on the agenda was agreement that the dairy system is trapped in a commodity model that rewards low price above all else. Commodification has simultaneously dissolved dairy's intrinsic value, and the sector's control over its own narrative. Stronger storytelling around its stewardship, nutrition and security is vital. The SFT view: Sustainable Food Trust need a trusted, shared framework on measurement that rewards farmers for sustainable practices, higher welfare and ultimately, human health. The current system is optimised for a small number of actors - Sustainable Food Trust need pricing mechanisms that serve farmers, the public, climate and food security. Bringing people together from all sides of the debate is the first step towards a shared vision. In a nutshell What Sustainable Food Trust need now is not more agreement on the problem, but rather the leadership - political, financial and institutional - to act on it. This makes it all the more striking that London Climate Week generated very little mainstream press coverage. Thousands of people, hundreds of events, some of the most consequential conversations happening anywhere in the world about food, land, water and climate - and the national newspapers were largely silent. When the public conversation isn't happening, the urgency stays trapped in the room. That, perhaps more than anything else, is what needs to change.
As America marks 250 years, The Economist's new podcast "Tocqueville Road Trip" sets off in search of democracy in America. June 11, 2026 Main content. US Editor John Prideaux travels across the country to retrace a journey made by Alexis de Tocqueville, a French aristocrat who toured this fledgling democracy in 1831 Today, The Economist released "Tocqueville Road Trip", a new six-part podcast series marking 250 years since the founding of the United States of America. In 1831, French aristocrat Alexis de Tocqueville landed in America to study prisons. What he found was a country unlike any other: raw, restless and alive with possibility. The Economist's Executive Editor John Prideaux retraces de Tocqueville's steps to find out if America remains a beacon for liberals around the world. His journey begins in New York City and continues through the north east, the Midwest, the South and on to Washington, DC. It's a trip that takes in a maximum-security prison, which was brand new when Tocqueville visited, a data centre under construction, Harvard university, a county jail full of ICE detainees and the capital of MAGA America, Palm Beach. John Prideaux, Executive Editor of The Economist and host of "Tocqueville Road Trip" said: "The best way to celebrate America's milestone birthday is to re-read the best book ever written about the country and to follow in the footsteps of its illustrious author. On my travels I've met the same kind of people he did: the wealthy and influential, the workers and volunteers, prisoners and politicians. It's revived my faith in the great American experiment while helping me stay alert to what may still go awry." "Tocqueville Road Trip" is the sixth limited series created for Economist Podcasts+, The Economist's podcast subscription. Subscribers to The Economist and Economist Podcasts+ will have exclusive access to the entire series. The entire series can be found here. "Tocqueville Road Trip" is the latest podcast to join The Economist's award-winning stable of shows that showcase the breadth and originality of its journalism. Today the portfolio includes: * The Intelligence, a daily podcast on global news * The Weekend Intelligence, a weekly exploration of stories beyond the news * Checks and Balance, a weekly podcast on American politics * Money Talks, a weekly show on markets, the economy and business * Babbage, a weekly podcast on science and technology * Drum Tower, a weekly podcast on China * Scam Inc. limited series on online scams and the winner of the Peabody Award 2026 * The Prince, a limited series on the ambitions of China's leader, Xi Jinping * Next Year in Moscow, a limited series on Russia's future * The Modi Raj, a limited series on India's prime minister, Narendra Modi * Boss Class, a limited series on leadership and management * Boom!, a limited series on how a generation blew up American politics * The World in Brief, a news briefing on the global agenda * Editor's Picks, essential articles read aloud from the latest issue of The Economist About The Economist With rigorous reporting, in-depth analysis and global perspective, The Economist explains today's most important events and seeks to discern the trends that will shape the future. In addition to the weekly print edition, The Economist publishes its journalism daily through its website, app, podcasts, newsletters, videos and Espresso, an app for concise global news. The Economist has 1.3m subscribers. Nearly 70m people follow The Economist across X (formerly Twitter), Facebook, Instagram, YouTube, LinkedIn, TikTok and Threads.
The Economist appoints charlotte Howard to US Editor. LONDON, UNITED KINGDOM June 9, 2026 Main content. Shashank Joshi Named Washington Bureau Chief Today, The Economist announced senior editorial appointments in the United States. Charlotte Howard, previously The Economist's Executive Editor, has been named The Economist's US Editor, overseeing coverage of America, becoming the first American to hold the position. Howard is based in New York, where she will continue to serve as bureau chief and co-host of The Economist's Checks and Balance podcast. John Prideaux will conclude his decade-long tenure as US Editor on June 15th and take over as Executive Editor, guiding strategy for the newspaper. Shashank Joshi, previously The Economist's Defence Editor based in London, has been appointed as The Economist's Washington Bureau Chief. Based in Washington, D.C., Joshi will lead coverage of national politics and the Trump administration. He will assume the role in August 2026. Zanny Minton Beddoes, editor-in-chief of The Economist said: "Charlotte and Shashank are both outstanding journalists who bring unique expertise to our US coverage at this important time. Charlotte is the rare journalist with both a deep knowledge of American business as well as politics. After a stellar tenure as our defence editor, Shashank will bring rigorous geopolitical insights and a global reputation to our coverage of American politics." About The Economist With rigorous reporting, in-depth analysis and global perspective, The Economist explains today's most important events and seeks to discern the trends that will shape the future. In addition to the weekly print edition, The Economist publishes its journalism daily through its website, app, podcasts, newsletters, videos and Espresso, an app for concise global news. The Economist has 1.3m subscribers. Nearly 70m people follow The Economist across X (formerly Twitter), Facebook, Instagram, YouTube, LinkedIn, TikTok and Threads.
The Economist Group announces leadership transition. London, United Kingdom May 27, 2026 Main content. Today The Economist Group announced that Lara Boro will be stepping down after seven years as CEO, with Luke Bradley-Jones appointed as the new Group CEO, starting on August 1st. Lara Boro joined the Group in 2019, overseeing a period of digital transformation and strong commercial growth. Under her leadership The Economist's subscription base shifted from majority print to one in which over 80% of new subscriptions are digital only. Overall subscriptions rose from 1.1m to 1.3m, while annual Group profit grew from £31m to over £50m. Under Ms Boro's leadership the Group launched paid podcasts and the Insider video product, developed its corporate subscription offering and established an AI lab to drive innovation. In the past year she consolidated the group's B2B business lines into a single unit "Economist Enterprise" serving private and public-sector clients. Luke Bradley-Jones, currently President of The Economist, joined The Economist Group in August 2024. Over the past two years he has led the development of The Economist's commercial strategy for video and audio, including the launch of the new video offering The Economist Insider. Before joining The Economist Group he served as General Manager, Disney+ EMEA at The Walt Disney Company and spent eight years at Sky including as Chief Marketing Officer. Before Sky, he held leadership roles in digital, business development and strategy at BBC Worldwide. Paul Deighton, Chair of The Economist Group, said: "I want to thank Lara for her transformational leadership over the past seven years. The Economist Group is now a truly digital-first business that is ready to seize the opportunities of AI. The commercial success and business resilience that Lara has fostered during her tenure mean that the independence of The Economist's world-class journalism is further safeguarded for generations to come. And I am delighted to welcome Luke Bradley-Jones as our new Group CEO later this summer. He is the right leader to take the Group forward during this next exciting chapter of change, and I'm looking forward to working with him and the team." Lara Boro said: "I would like to thank Paul, the board, and Zanny Minton Beddoes for their unwavering support over the seven years. I also want to thank my leadership team for delivering the digital transformation whilst maintaining a focus on product excellence and consistent delivery of results for shareholders. I know that Luke and the team will build an exciting next chapter for The Economist Group, with sustainable growth and editorial independence at its heart." Luke Bradley-Jones said: "I am honoured to have been asked to take on the role of CEO of The Economist Group. I love The Economist brand, and believe our unique journalism and world-class business services matter more than ever in today's turbulent world - a moment that also presents real growth opportunities for the business. I look forward to working with the board to build on Lara's considerable achievements over the past seven years." About The Economist Group The Economist Group is a global media and information services company that exists to champion progress. Through its three brands (The Economist, Economist Enterprise and Economist Education), the Group provides individuals and organisations with the expertise, insights and perspective to press forward.
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Industries
Data & Analytics
Education
Company Size
5,001-10,000
Company Stage
Acquired
Total Funding
$378.8M
Headquarters
London, United Kingdom
Founded
1843
Find jobs on Simplify and start your career today