Osborne’s minimum wage plan under attack

Low Pay Commission head warns of more job losses than predicted

Assad praises Russia’s new role in Syria

President dismisses efforts of US-led anti-Isis coalition

Italy seeks to prosecute S&P and Fitch

Agencies accused of inflicting unjustified damage with ratings

EM turmoil risks turning into global downturn

Power of central banks to restore demand questioned

Pro-Europe campaign plays catch-up

Out group has already formed its executive team

First brokers stand trial over Libor

Case to be held in London highlights role as middlemen

US mass shootings prompt gun sale surge

Fears over tighter arms laws lead to higher demand

Lunch with the FT: Marian Goodman

Brands shrug off England’s World Cup exit

Sponsors cushioned by record television audiences

Boardroom politics at heart of VW scandal

Observers highlight lack of diversity, expertise and independence

Voters celebrate Kyrgyzstan’s democratic experiment

Central Asian republic has handed more power to parliament

Mark Carney under attack from investors

Carbon policy not ‘a matter for the Bank of England’

Comment & Analysis

Michael O’Leary, CEO: Ryanair grows up

A more adult approach has lifted the budget carrier’s profits

Lord Denis Healey at his home in Sussex, 03/04/2006. Photographed for WEFT p.3 Interview.

Denis Healey: political heavyweight who raised eyebrows

An intellectual with the common touch who saved Labour from disintegration

Baby bottle and picture on desk

Back from maternity leave

Flexibility and frankness help new mothers and their managers

Best comments from our readers

"If you are a long-term investor, you can simply ride out the volatility. No one compels you to trade when volatility spikes. All the author can claim is that algo trading increases volatility; no one can prove it alters an asset's underlying value, or that the market price does not converge on the intrinsic value. Buffett is not bothered if an algo shakes his stock price up and down."
By Newyorker2014 on Markets: Can they really be tamed?

"Having resigned from four companies in the last decade (two of them blue-chip, two of them start-up), I've never once had an exit interview. Such a missed opportunity. As with customers, your most valuable are the ones who are dissatisfied. It is a very old-fashioned British attitude that assumes management have nothing to learn from their staff."
By Snid on Useless exit interviews carry a heavy cost

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