Lloyd’s of London initiate search for staff as new Brussels EU subsidiary takes shape


(qlmbusinessnews.com via cityam.com – – Tue, 24 Apr 2018) London, Uk – –

Lloyd’s of London today kicked off a search for new staff in Brussels as it prepares for Britain’s exit from the EU.

The iconic London insurance market rolled out plans last year to established a new European headquarters in Belgium to mitigate the fall-out from Brexit.

Lloyd’s is advertising vacancies for frontline underwriters as well as support staff across compliance, finance and operations.

Vincent Vandendael, Lloyd’s chief commercial officer, said the corporation had been “working hard” since the 2016 Brexit vote.

“[Work will] ensure that whatever the outcome of the Brexit negotiations, our partners across the European Economic Area will continue to have access to our specialist, innovative policies, and benefit from the security of the Lloyd’s market,” he said.

Read more: Lloyd’s of London reports £2bn loss after year of natural catastrophes

Lloyd’s was one of the first City institutions to unveil its plans for Brexit – just a day after Prime Minister Theresa May triggered Article 50 at the end of March 2017. Having a base in the EU will allow insurers to continue to write business across the union. Around 11 per cent of Lloyd’s policies are for EU clients; last year, the market said half of these would continue to be written from the UK.

While Lloyd’s remains tight-lipped on the precise number of new hires it was looking for, it has previously guided the Brussels office will be “in the tens”. Last June, Lloyd’s cut around 10 per cent of its London workforce amid tough market conditions.

Brussels pipped the likes of Dublin, Frankfurt and Paris in an intense bidding process by some of Europe’s biggest financial centres.

Vandendael said:

Being at the heart of Europe will deliver many different advantages for our customers and provide an opportunity for us to continue to grow our business in the continent.

By Oliver Gill



Anglo American mining group expect £287m profit hit from Brazilian cracked pipeline

(qlmbusinessnews.com via telegraph.co.uk – – Tue, 24 Apr 2018) London, Uk – –

Mining group Anglo American expects its profits for the year to be $300m to $400m (£215m to £287m) lower after being forced to suspend operations at an iron ore mine in Brazil due to a cracked pipe.

Production at Anglo’s Minas Rio mine has been halted for 90 days to allow the company to make a thorough inspection of the oil slurry pipeline that had sprung what it called two “minor” leaks.

Staff have been put on leave and production is now not expected to resume until the end of the year.

Last year Minas Rio produced 16.8m tonnes of iron ore, used to make steel. Its output was already expected to be lower this year because of delays to its expansion plans.

Earnings before interest, tax, depreciation and amortisation (ebitda) at Minas Rio were $435m in 2017, only slightly higher than the amount Anglo expects to lose on the unit this year.

Mark Cutifani, chief executive, said Anglo’s priorities were to “ensure the integrity of the pipeline and the protection of the natural environment, while providing as much clarity as we can for our employees, customers and other business stakeholders”.

Anglo’s earnings hit $8.8bn last year as the mining group, which also mines diamonds, copper, coal and platinum, enjoyed a rise in commodity prices.

The mine has been much delayed by permitting problems and spiralling costs. Anglo has taken $11bn of writedowns on the project, on top of the $13bn cost of buying it and building it.

Anglo shares fell 1pc in morning trade to £17.59.

By Jon Yeomans




New Orleans all-female motorcycle club empowering women everywhere


They’re bold, chic, and they can shred the streets of New Orleans in a pair of stilettos. Meet the Caramel Curves, an all-female motorcycle club focused on empowering and uplifting women. After feeling removed from the culture of all-male bike clubs, co-founders Tru and Coco got together to start their own movement. Now, every time they ride, the Caramel Curves demand respect, standing as a role model for girls everywhere.


Enterprising SMEs garnering the power of social media to become local hotspots

Jorge Quinteros/Flickr

(qlmbusinessnews.com via telegraph.co.uk – – Sun, 22 Apr 2018) London, Uk – –

How small and medium-sized enterprises (SMEs) use Instagram, Twitter and Facebook to become local hotspots.

‘We reach people who don’t know we exist’
Paula Milner, founder, The Crafty Lass

For every workshop that we hold, we set up a Facebook event and post that link to local Northamptonshire Facebook groups.

It means that we can keep track of people interested in our events
(they can click the “interested” button) and reach locals who may not even know that we exist, but are only a few clicks away from purchasing a ticket.

Facebook reviews are also key, because people check these when they visit your profile page, the star rating of which is visible when your page appears in Google search, so a poor score can put someone
off before they have even clicked through.

Encourage customers who have a good experience with you to give
a high-star rating and leave some positive words, which are vital if you want to improve word-of-mouth recommendations.

‘I use hashtags to stand out’
Pragya Agarwal, founder, The Art Tiffin

Across all my craft company’s social media, I use location-specific hashtags, such as #lancashirehour and #liverpoolhour, which are used by locals during specific time periods to find out what’s going on in their area.

I do this on a regular basis and during specific times; for example, #liverpoolhour takes place every Thursday from 8-9pm.

The local hashtags create a real sense of community. This especially works with social enterprises like ours, because people are particularly keen to chat with and retweet businesses that are engaging with the community and have a sense of social responsibility.

I also use location tags in Instagram’s live “Stories” feature,
which is good for attracting followers and messages. I recently posted an Easter-themed short video of my kids painting eggs, which was viewed more than 500 times – and thanks to the local hashtag, half the views were from Formby, Merseyside.

I have also made quite a few sales to locals who have seen my Instagram or Twitter posts.

I once posted images of a red squirrel linocut that I made on Twitter, so tagged the local Formby National Trust Red Squirrel reserve and the location hashtag. It resulted in quite a few sales of the linocut print.

As a small firm operating primarily online, it’s difficult to be found in Google keyword searches, but with customers more conscious about supporting their local businesses, social media offers an opportunity to be seen in a crowded marketplace.

It’s also good for offering attractive discounts such as free delivery, because local people will likely be able to pick the goods up in person.

‘It’s powerful marketing on a budget’
Russell Jenkins, managing director, Thomson’s Coffee Roasters

We make sure that our social media posts are tailored to our local Glasgow customers. We will also use hashtags such as #glasgowcentral and #glasgowcafe to reach local people who want to find out what’s going on in their area.

Don’t forget to use your local knowledge and include directions for those who don’t know how to find you.

Social media also means that we can engage directly with the locals.
For example, a post about our policy of welcoming dogs, which featured pictures of canines sitting in the café, was our most successful to date; we got 50 shares and 568 likes within 24 hours. People commented about how excited they were to come to visit with their pups.

Across the three main social media websites, we have built up a community of more than 5,500 followers, which is increasing daily.

If you think of social media as a digital version of word of mouth – and local social media followers as a community group who make recommendations to each other about where to go – then it’s a really powerful tool, especially on a

We make sure to target messages to the most relevant consumers by location, demographic and interest – and we respond to reviews
and feedback, whether they’re positive or negative. It shows customers that we’re actually listening.

‘We tap into people’s interest in buying local’
Charlotte Mitchell, co-founder, Charlotte’s Butchery

People are more interested in buying local meat and social media enables us to tap into that.

We use Instagram, Twitter and Facebook to encourage people to
place orders for big events and we share little bits of information about the meat to garner interest. We recently started “did you know” Mondays, where we write about different cuts and share recipe ideas.

It shows that we provide a service, rather than just sell meat.

Customers have also become accustomed to using the messenger service on Facebook and Instagram. When they watch cooking shows that feature unusual cuts of meat that the supermarkets don’t
provide, such as lamb neck fillet or marrow, they send us messages straight away to order the ingredients.

It means that we can do business 24/7, even when the physical shop is shut.

By The Telegraph Small Business Connect community



Billionaire: Richard Branson work life balance in a day on Necker Island


People often ask how I spend my time on Necker Island – here’s a film that gives you a glimpse into a day on Necker. From playing tennis to working from home, seeing the lemurs to kitesurfing , join us for a taste of island life.

I’ve never had a desk in an office since I was a teenager. I prefer to work in a hammock, on a sofa or even in a bath. Now that’s flexible working!

It’s critical to get the balance between work and play right. Find time for yourself; work hard but also play hard. I think people work more effectively when they are given the freedom to make their own decisions — that is definitely something we practice on Necker.

I’ve embraced the social media revolution, and do a lot of posting from Necker Island (including this video!) You can be instantly connected to fascinating people everywhere — even if you’re in a remote corner of the world.

From The Elders to The Carbon War Room, Virgin Galactic to The B Team, Necker is a great place to think and a great place to conceive ideas. Take a look at where we get our inspiration. Where do you find yours?


The Øresund A Unique Modern Roadway Connecting Denmark And Sweden


This unique roadway connects the Danish capital of Copenhagen to the Swedish city of Malmö. The Øresund, designed by the Danish architect George K.S. Rotne, was opened on July 1, 2000. The bridge stretches about 8km before transitioning through an artificial island into a 4km tunnel under the Flint Channel.



Barclays’ CEO Jes Staley facing financial penalty over whistleblower fiasco

Barclays bank/Wikimedia

(qlmbusinessnews.com via theguardian.com – – Fri, 20 Apr 2018) London, Uk – –

City watchdogs say he broke rules of conduct in his attempts to identify 2016 whistleblower

Barclays’ chief executive, Jes Staley, is facing a financial penalty for an alleged breach of conduct after City watchdogs completed an investigation into the banking boss’s attempts to identify a whistleblower in 2016.

Barclays said the Financial Conduct Authority and Prudential Regulation Authority (PRA) are alleging that Staley’s actions were a breach of an individual conduct rule that relates to a “requirement to act with due skill, care and diligence”. The size of the penalty has not been disclosed.

The bank stressed, however, that regulators are not alleging that he acted with a lack of integrity or that he lacks fitness and propriety to continue in his role as chief executive.

Barclays said its board “continues to have unanimous confidence in Mr Staley” and is still recommending that shareholders back his re-election at the company’s annual general meeting (AGM) on 1 May.

Staley now has 28 days to respond to warning notices issued by the two regulators.

Barclays Bank, which was also the subject of an inquiry following Staley’s attempts to identify a whistleblower, is not facing any enforcement action by the FCA or PRA.

“However, they have proposed that each of Barclays Bank PLC and Barclays Bank UK PLC will be subject to requirements to report to the FCA and PRA on certain aspects of their whistleblowing programmes,” the lender said.

“Barclays continues to provide information to, and cooperate with, authorities in the US with respect to this matter,” it added.

It is extremely rare for financial regulators to investigate and censure chief executives in the City.

This week, before the outcome of the regulators’ investigations became public, an influential advisory group – Institutional Shareholder Services (ISS) – called for a vote in favour of Staley at next month’s AGM “even though it is not without concern for shareholders”.

Its support was based on views that the company and chief executive were cooperating with authorities and that the bank had strengthened its whistleblowing programme.

Commenting on the regulators’ notices on Friday, Barclays highlighted that in May 2017, “the Barclays board voluntarily commissioned independent reviews of Barclays’ whistleblowing policies, processes and controls, in line with which certain enhancements have subsequently been made”.

Staley twice attempted to use Barclays’ internal security team to track down the author of two anonymous letters sent to the board and a senior executive at the bank in June 2016.

Barclays announced to the stock market in April last year that Staley and the bank were under investigation by the FCA and the PRA for the affair. New York’s Department of Financial Services was also looking into Staley’s behaviour.

In an internal email to Barclays staff, Staley tried to justify attempting to find the author of the letters, accusing the whistleblower of harassment and trying to “maliciously smear” Tim Main, who is chair of Barclays’ financial institutions group in New York. Main had previously worked with Staley at the US investment bank JP Morgan.

Staley wrote: “The allegations related to personal issues from many years ago, and the intent of the correspondents in airing all of this was, in my view, to maliciously smear this person.

“In my desire to protect our colleague, however, I got too personally involved in this matter … This was a mistake on my part and I apologise for it.”




Shares in advertising giant WPP fall as Sir Martin Sorrell announce decision to leave

(qlmbusinessnews.com via news.sky.com– Mon, 16 Apr 2018) London, Uk – –

The chief executive of the world’s biggest advertising company is leaving the company he built up over three decades.

Shares in advertising giant WPP have fallen after chief executive Sir Martin Sorrell resigned following allegations of personal misconduct.

The stock was as much as 5% lower in early trading on Monday after the businessman’s decision was announced over the weekend, confirming a decision first revealed by Sky News.

Sir Martin, who has built up the company over 32 years, resigned over the weekend following claims related to the alleged misuse of company assets.

The 73-year-old will be treated as having retired from the company, meaning he will be entitled to a maximum 1.65 million shares under long-term award plans dependent on WPP’s performance.

At the share price at the start of trading on Monday, they were worth just under £20m.

Sir Martin already owns shares in WPP worth more than £200m‎, while his annual remuneration packages – he earned £70m two years ago – have made him a target for critics of lavish boardroom pay.

Liberum analyst Ian Whittaker said the chief executive was the “glue that bound much of WPP together”, meaning the company may now look to sell its market research and PR divisions.

Roddy Davidson, analyst at Shore Capital, said: “This is a disappointing end to Sir Martin’s illustrious career at WPP which saw him build the world’s largest marketing services group and deliver substantial value to shareholders over three decades.

“It also highlights the apparent lack of detailed succession planning that has troubled us and many other observers for some time.”

In a statement released on Saturday, Sir Martin told staff he was stepping aside following an internal investigation by the company.

“As I look ahead, I see that the current disruption we are experiencing is simply putting too much unnecessary pressure on the business,” he said.

“That is why I have decided that in your interest, in the interest of our clients, in the interest of all share owners, both big and small, and in the interest of all our other stakeholders, it is best for me to step aside.

“As a founder, I can say that WPP is not just a matter of life or death, it was, is and will be more important than that. Good fortune and Godspeed to all of you … now Back to the Future.”

In a statement, WPP said: “The previously announced investigation into an allegation of misconduct against Sir Martin has concluded. The allegation did not involve amounts that are material.”

Sir Martin, who acquired the small Kent-based firm in 1985 and turned it into the world’s largest marketing services group, will be treated as having retired, the company confirmed.

Chairman Roberto Quarta will become executive chairman until a new chief executive has been appointed.

Sir Martin denied any wrongdoing after the allegations surfaced earlier this month, but said he understood the company had to investigate it.

He previously worked at Saatchi & Saatchi, and was knighted in the Queen’s New Year honours list in 2000.

Sir Martin has established himself as one of relatively few British business leaders who are recognised around the world.

He has cultivated a global reputation as a commentator on economic and political matters, forging relationships with government ministers, financiers and corporate bosses around the world.

However, his departure will leave the company he built virtually from ‎scratch facing profound questions about its future direction.

The marketing services industries are being buffeted by accelerating trends such as zero-based budgeting, which has led to many consumer-facing companies abandoning increases in marketing spending.

WPP has seen its ‎shares fall by nearly a third during the last 12 months, although it still has a market capitalisation of more than £15bn.



Huntsman: The Art of Commissioning a Bespoke Suit


“Commissioning a bespoke suit is an act of faith,” says Huntsman chairman Pierre Lagrange. Get to the heart of the creative process with a look at the many stages that go into making garments that will last for decades – an extraordinary process that, according to Lagrange, is not dissimilar to the act of commissioning a work of art.


British Airways owner IAG considering bid for low cost Norwegian Air Shuttle


(qlmbusinessnews.com via telegraph.co.uk – – Fri, 13 Apr, 2018) London, Uk – –

British Airways-owner IAG has taken a near-5pc stake in Norwegian Air Shuttle with a view to buying the budget carrier, paving the way to create one of the world’s largest airlines.

Shares in Norwegian surged almost 40pc on news of the move, before trading was halted in the company on the Oslo stock exchange. IAG shares slipped 1.2pc.

IAG’s investment was described as a “bolt from the blue” by one airline analyst, though he noted that the company – which owns BA along with Aer Lingus, Iberia, Level and Vueling – closely monitors the operations of all its competitors.

IAG said it had taken a 4.61pc holding in Scandinavian carrier, calling it an “attractive investment” that could lead to a bid for the entire airline.

“The minority investment is intended to establish a position from which to initiate discussions with Norwegian, including the possibility of a full offer,” IAG said in statement to the market. “No such discussions have taken place to date, [and] no decision has been taken to make an offer at this time and there is no certainty that any such decision will be made.”

However, taking such a large stake signals the seriousness of IAG’s intent. Norwegian had a market value of £630m before news of the holding emerged. It is estimated that a bid for all of Norwegian could value it at £2.5bn, including the budget carrier’s £2bn of debt.

IAG is the sixth-largest airline in the world and has almost 550 aircraft across its brands, which are made up of both “legacy” full-service airlines and budget carriers.

Last year IAG had revenues of of €22.9bn (£20.1bn) and pre-tax profits of €2.4bn, generated from the 105m passengers it carried.

Norwegian is much smaller, with a fleet of about 150 jets, and only established itself as an international player about 15 years ago, though has expanded rapidly since.

In 2012 it set up a Gatwick base on its way to becoming the sixth-largest low-cost airline in the world with an extensive European network. A year later it started long-haul flights, serving South America, South Africa and Asia.

Last year it entered the lucrative UK-US transatlantic market, offering bargain flights starting at £99 from Gatwick and other UK airports on routes dominated by traditional airlines.

In 2017, Norwegian had revenues of 31bn Norwegian krone (£2.8bn) and made a 298m krone loss on the 33m passengers it flew.

IAG’s move on Norwegian shows that the larger company is all too aware of the challenge it poses in the increasingly cut-throat and low-margin air travel industry, which has suffered a rash of collapses recently as costs rise.

“This shows IAG’s growing recognition that Norwegian is becoming a vast airline with a vast route network,” said independent aviation analyst Alex Macheras, adding that IAG launched budget airline Level to take on Norwegian directly.

“However, just because Norwegian has a lot of flights does not mean it is profitable – its financial results are not the best,” Mr Macheras added.

IAG may have chosen to swoop now precisely because of the financial strain Norwegian is under. The target airline is also buying new aircraft at a high rate, with more than 100 on order.

“IAG’s launch of Level shows it takes Norwegian seriously as a competitor,” said John Strickland of industry analysts JLS Consulting. “IAG may now see Norwegian as weak, and they see an opportunity – or they may not want it to fall into someone else’s hands.”

Michael O’Leary, chief executive of budget carrier Ryanair, Europe’s largest airline, has been a harsh critic of Norwegian, predicting it will fail.

Speaking in the autumn, the outspoken Ryanair boss said Norwegian had “huge aircraft orders it doesn’t have the cash to pay for” and said it was an “open secret” in the industry it was in trouble.

At the time Norwegian dismissed the claims as “nonsense” saying it had been profitable for a decade.

Speaking to Bloomberg, Norwegian said it had no prior knowledge of IAG buying the shares before it was reported in the media on Thursday morning. It said that IAG’s interest confirmed the sustainability of its business model.

By Alan Tovey



Deutsche Bank Germany’s biggest lender sacks British boss after losses

(qlmbusinessnews.com via news.sky.com– Mon, 9 Apr 2018) London, Uk – –

Germany’s biggest lender ousts its British boss following boardroom clashes over the lender’s failing turnaround effort.

Deutsche Bank has sacked its British chief executive John Cryan after three years of financial losses.

Mr Cryan will leave Germany’s biggest lender at the end of April.

He took the job in July 2015, following the departures of co-CEOs Anshu Jain and Juergen Fitschen.

Before that, he was president for Europe at the Singaporean sovereign wealth fund Temasek and chief financial officer of Swiss bank UBS.

The 57-year-old had tried to cut costs and pull the bank from less profitable businesses and regions.

Despite this, recovery was slow, not helped by low interest rates putting pressure on lending margins as well as a reduced income from trading stocks and bonds.

A good chunk of any profits were eroded by litigation costs and Deutsche Bank lost €735m (£640m) last year.

Paul Achleitner, chairman of the bank’s supervisory board, said in a statement: “Despite his relatively short tenure as CEO, John Cryan has played a critical role in the almost 150 year history of Deutsche Bank – and laid the groundwork for a successful future of the bank.

“The supervisory board in general and I personally are grateful for this.

“However, following a comprehensive analysis we came to the conclusion that we need a new execution dynamic in the leadership of our bank.”

Mr Cryan is to be replaced by Christian Sewing, who has been at Deutsche Bank since 1989 and was previously a member of the bank’s management board.

Mr Achleitner described the new chief executive as a “strong and disciplined leader”.

He added: “The Supervisory Board is convinced that he and his team will be able to successfully lead Deutsche Bank into a new era.”

By Sharon Marris



Government to enforce new rules to crack down on ‘rogue’ estate agents


(qlmbusinessnews.com via bbc.co.uk – – Mon, 9 Apr  2018) London, Uk – –

All estate agents will be required to hold a professional qualification under new government rules to crack down on “rogue” operators.

Managing agents will also be forced to reveal the fees they receive for referrals to solicitors, surveyors and mortgage brokers.

Housing Secretary Sajid Javid also vowed to tackle “stressful” delays faced by buyers and sellers.

Estate agents welcomed the plans but Labour called them “small scale”.

According to government research, there are approximately 20,000 estate agent businesses across the country, and currently, anyone can practise as an agent.

However, it said a minority caused problems and that about a quarter of sellers said they would use a different agent if they were to sell their home again.

The government also vowed to tackle “gazumping”, where a seller pulls out of a sale to take a higher offer from another buyer.

Instead buyers and sellers would be encouraged to sign lock-in agreements and face losing money if they backed out of a deal without justification.

It said delayed decisions currently contributed to more than 250,000 house sales falling through annually.

Mr Javid said: “Buying a home is one of the biggest and most important purchases someone will make in their life. But for far too long buyers and sellers have been trapped in a stressful system full of delays and uncertainty.

“So we’re going to put the consumers back in the driving seat.”

The Ministry of Housing, Communities and Local Government also said it would:

Require estate agents and freeholders to provide up-to-date lease information for a set fee and to an agreed timetable, which will end the current situation where leaseholders are “at the mercy” of freeholders and their agents
Strengthen Trading Standards so it can carry out more enforcement activity, including banning agents
Produce guides on “How to Buy” and “How to Sell” to ensure customers are better informed about the process and know what questions they should be asking
Paula Higgins, boss of campaign group the Homeowners Alliance, said: “These reforms – which the HOA called for – will go a long way to bring more certainty for homeowners and help stop sales falling through.

“In an industry tarnished by Wild West attitudes, these reforms will send the cowboys packing.”

Mark Hayward, head estate agents body NAEA Propertymark, said he welcomed the commitment to further regulation.

“We have long argued that estate agents should be recognised as professionals. This is an important step towards achieving this and we look forward to working with the government.”

But John Healey MP, Labour’s shadow housing secretary, said the proposals fell “far short” of the changes needed to help homeowners and first-time buyers.

“Homeownership rose under Labour but has fallen under the Tories and there are now a million fewer younger households owning a home than there were in 2010.

“At the same time, this month ministers have scrapped Support for Mortgage Interest payments that helped over 100,000 homeowners last year.”

Last week the government also introduced new measures to crack down on rogue landlords.

It will launch a national database that allows councils to more easily track landlords who have been convicted of housing or other criminal offences. Tougher laws could also see offenders hit with lifetime bans from leasing homes.



The Spectacular Street Artists 3D Optical Illusions


In this video you can see best 3d street art painting and amazing street art Illusion 3d Street Art known as 3d mark art is two-dimensional art work drawn on the street that gives you a three-dimensional optical illusion from a certain viewpoint. Kurt Wenner the street painter developed a new form of street art, the 3D street painting, to produce three-dimensional optical illusion on a two-dimensional horizontal surface.This new art form of street painting has been gaining significance all around the world and is disseminated by various artists. It is admired at street painting festivals as well as advertising events. Street artists do not desire to change the definition of 3d artwork, but rather to question the present environment with its own language. i hope you will enjoy these 3D street art works.


Rupert Murdoch’s 21st Century Fox Offered to Sell Sky News to Disney to appease regulator

(qlmbusinessnews.com via telegraph.co.uk – – Tue, 3 Apr 2018) London, Uk – –

Rupert Murdoch’s 21st Century Fox has offered to sell Sky’s news channel to Disney in the hope of winning political approval for its proposed £18.5bn takeover of the UK broadcaster.

The move was one of two remedies offered by Fox to the Competition and Markets Authority (CMA), the other being a legal separation of Sky News from its parent company and a guarantee to fund the channel for 15 years.

The media giant said either remedy should assuage concerns about the channel’s editorial independence after the CMA said its proposed deal for the 61pc of Sky it doesn’t already own would not be in the public interest because of Mr Murdoch’s control of other news outlets including The Sun and The Times.

Fox is in the process of selling the bulk of its assets to Disney, including its Sky stake, but said the sale of Sky News could take place regardless of whether the two companies’ £51bn mega-merger goes ahead. The deal, announced in December, is expected to take up to two years to secure approval from regulators.

The proposed legal separation of Sky News would include the creation of a new limited company with its own “fully independent” board, while Fox said Mr Murdoch and his son James, Fox’s chief executive, would give “personal undertakings” not to interfere with the channel’s editorial decisions.

Fox said: “We offered this even though the record before the CMA shows that, over the course of nearly 30 years as Sky’s founding shareholder, neither 21st Century Fox, nor the Murdoch Family Trust, have ever sought to influence the editorial direction of Sky News.”

Mr Murdoch’s business will also have to fend off a rival £22bn offer for Sky from Disney’s rival Comcast, which made the approach in February, sending the UK broadcaster’s shares up in anticipation of a bidding war.

Fox also warned the CMA against accepting “a number of unsupported and fanciful assertions” by “a group of politicians” opposed to the deal.

The company said if the regulator took those assertions at face value it would “compromise the integrity of a system which is supposed to be objective, evidenced-based and grounded on the application of established legal principles.”

By Jack Torrance