A farmhouse located on the Althorp Estate, the former home of Princess Diana, has been destroyed in a suspected arson attack. Earl Spencer, Diana’s younger brother, confirmed the incident and said the fire was believed to have been started deliberately by vandals.
Emergency services were called to the estate in the early hours of 28 May, where they found the building “fully on fire”. The affected property, Dallington Grange Farmhouse, was an 18th-century building that had been unoccupied for several years and was scheduled for redevelopment.
In a statement shared on social media, Earl Spencer said: “Stunned to learn that one of Althorp House’s farmhouses – fortunately, unoccupied at the time – was apparently burnt down by vandals last night. So very sad that anyone would think this a fun thing to do.”
Adey Greeno, the estate’s long-serving head gamekeeper, echoed these sentiments, adding: “The farmhouse that we lost to a deliberate act of vandalism last night has now had to be razed to the ground for safety reasons. So sad. The world we live in.”
Northamptonshire Police have confirmed the fire is being treated as deliberate, though investigations into the exact cause are ongoing.
Diana spent much of her early life at Althorp after moving there with her family in 1975The Telegraph
A spokesperson for Northamptonshire Fire and Rescue Service stated that firefighters were called at approximately 1.30am to a blaze on Mill Lane in Kingsthorpe. On arrival, they found a two-storey, unoccupied farmhouse engulfed in flames. At the peak of the incident, four crews equipped with breathing apparatus and hose-reel jets worked to control the fire and prevent it from spreading further.
By the following morning, one crew remained at the site, accompanied by a water bowser, to extinguish any remaining hotspots.
David Horton-Fawkes, Chief Executive of the Althorp Estate, expressed gratitude to emergency responders and estate staff for managing the fire: “Our priority is to secure the site and make sure it is safe. As far as we know, no one was injured and we are very grateful to Northampton Fire Brigade and the estate team for dealing with the fire so effectively.”
Althorp Estate, situated in Northamptonshire, has been in the Spencer family for over 500 years. The 13,000-acre property was inherited by Charles Spencer in 1992. The estate gained international attention following the death of Princess Diana in 1997. She was laid to rest on a small, private island in the middle of Oval Lake, within the estate grounds. This secluded area, located in the Pleasure Garden, is not open to the public, but a memorial nearby allows visitors to pay their respects.
Diana spent much of her early life at Althorp after moving there with her family in 1975. It was where she met a young Prince Charles before their marriage. While she often spoke candidly about her difficult childhood, particularly the impact of her parents’ separation, she reportedly loved the estate and its surroundings.
In past interviews, Diana reminisced about practising tap dancing on Althorp’s marble floors, and it is said that the grand King William bedroom was her favourite room in the house.
Betty Andrews, a former cook at Althorp, once told the BBC: “Looking back, it was probably the happiest time of her life. You get the sense that she is coming home. Her father is buried here. I’m sure it is what she would have wanted.”
Investigations into the fire continue, as the estate works to secure the site and assess the full extent of the damage.
SIR RICHARD KNIGHTON sits at his desk with a simple motto that has guided his remarkable career: “Work hard, do the best you can, enjoy every minute.”
It’s a philosophy that has taken him from a schoolteacher’s son in Derby with no military connections to becoming the first engineer ever to lead the Royal Air Force as Chief of the Air Staff.
In a service historically dominated by pilots, Knighton’s appointment represents more than a personal achievement – it signals a fundamental shift in how Britain’s aerial warfare branch views leadership and expertise in an era of rapid technological advancement.
“I’m certain that I won’t be the last non-pilot to lead the air force,” Knighton says confidently. “As technology changes, as the character of warfare changes, the opportunity for people from other professional backgrounds to lead the service will only grow. I’m just fortunate enough to have been the first one.”
Knighton joined the RAF in 1988 as a university cadet while studying engineering at Clare College, Cambridge. What drew him to military service was not family tradition – his father was a craft design technology teacher, and his mother worked in a nursery – but rather a blend of “duty, excitement, interest” and the responsibility of leadership.
Sir Richard at the graduation parade at RAF Honington in 2022
Unlike many of his university classmates who were frantically searching for jobs during their final year, Knighton had already charted his course. “I’d already committed to join the Air Force before I went to university,” he recalls.
With an RAF Sixth Form Scholarship, followed by a university scholarship, his path was set, while others were navigating the uncertainty of “the milk round,” as he puts it.
His engineering background has shaped his leadership approach in profound ways. “As an engineer in the air force, you are never, at any point, the leading expert in a thing,” he explains. “You rely on the advice of your technicians and your experts, and then you pull together that information, and you make a decision.”
This collaborative mindset has proven invaluable as he oversees an organisation of more than 30,000 personnel. “Ever since my very first job, as a 22- to 23-year-old, I’m used to asking for advice, assimilating that, and making judgments and decisions and leading through other people.”
His early career followed a conventional path for an RAF engineer – working on frontline aircraft including Nimrods, Tornados and Harriers, with deployments to the Balkan conflicts. Though not in the cockpit during combat operations, Knighton emphasises the team nature of air power: “It is about the team that delivers the operational output. You might have the pilot in the cockpit that actually delivers the lethal force, but it’s the whole team that enables that person, that pilot, to deliver that effect.”
Since his promotion as Air Commodore in 2011, Knighton has been involved in strategic and capability planning for the RAF and Ministry of Defence. He was the Assistant Chief of Air Staff, the first nonpilot to be appointed to the role, and was responsible for the strategic coherence and coordination of the RAF and planning for the RAF’s centenary programme.
Sir Richard with ground crew of the Red Arrows at Zadar Air Base, Croatia, 2024
The most senior role he has held in the Ministry of Defence was as the Deputy Chief of Defence Staff for Military Capability. Prior to his appointment as Chief of the Air Staff, he was Deputy Commander Capability and People at Air Command, where he was responsible for the strategic planning and delivery of all aspects of RAF capability, including people, equipment, infrastructure, and training.
Asked what qualities are necessary to lead the RAF, Knighton crystallises his approach into three distinct elements: “The first thing is, you set the direction. Then you need to put the people, the right people, in the right seats. And then the third thing is, you’ve got to do everything you can to enable them to deliver that direction.” Communication features heavily in his leadership toolkit. “I’ve worked very hard on communicating to the whole organisation about why we exist, what we’re trying to do, and being honest about some of the challenges that we face.”
Sir Richard with the king, Admiral Sir Ben Key, and Captain William Blackett aboard HMS Prince of Wales
This commitment to transparency extends to his approach to diversity and inclusion – areas where the RAF has faced both scrutiny and challenges in recent years.
“Fundamentally, our job as an air force is to be ready to fly and fight,” Knighton states firmly. “All of us and all of what we do needs to be focused on that operational capability and excellence.”
It’s through this operational lens that Knighton views diversity – not as a box-ticking exercise, but as a strategic imperative. “What I want is the very best people in the air force, and to do that, we must open up our doors to the widest possible array of talented people.”
He cites evidence that “teams that are diverse bring better problem-solving abilities and generate better solutions to problems,” adding that “the value in diversity and inclusion is that you get an organisation that is better at what it does.”
There are currently around 17 per cent women and 4.5 per cent personnel from ethnic minorities in the RAF – figures Knighton acknowledges can be improved. However, he points to encouraging trends:
“Over nine per cent of the people who’ve joined in the last year came from ethnic minority communities. Over the last four or five years, there has been a 50 per cent increase in the number of people from minority ethnic communities who joined the service.”
Sir Richard Knighton with the Emir of Qatar, Sheikh Tamim bin Hamad Al-Thani, during the Qatari royal state visit to the UK
Notably, the RAF has moved away from specific percentage targets – 40 per cent women and 20 per cent ethnic minority representation by the end of the decade – that led to controversy under Knighton’s predecessor, Sir Mike Wigston.
An internal inquiry found in June 2023, soon after Knighton took charge, that the RAF took action, such as pausing job offers for white men, to prioritise women and ethnic minorities, which ultimately resulted in unlawful positive discrimination.
“The defence remains determined to increase representation from women and people from ethnic minorities, but it recognises that setting targets is not appropriate and can lead to inappropriate behaviour,” Knighton clarifies.
Instead, he focuses on creating an environment “where people feel valued” and building practical outreach strategies to communities traditionally underrepresented in the service.
He’s pragmatic about the goals for 2030: “We won’t achieve what those levels of ambition were set for, I can confidently say that, despite all the hard work.”
Yet, he remains committed to steady progress, focusing on cultural change rather than statistical targets. This shift represents more than semantics – it’s about building lasting change through authentic engagement rather than administrative pressure. By emphasising operational excellence as the primary motivation for diversity, Knighton has repositioned inclusion as a capability enhancer rather than a compliance requirement.
“We’ve done huge amounts of work to inform and educate broader sections of society about the air force, about what service it brings, and particularly around the kind of value it is for the country, and the sort of technological excellence , and the leadership and responsibility that comes with it,” he says, adding: “I think that may be playing a part in the numbers that I described in terms of the growth.”
Sir Richard with Air Marshal AP Singh, vice-chief of air staff
When pressed on the persistent issue of ethnic minority talent hitting a glass ceiling in the RAF – a phenomenon mirrored across many British institutions – Knighton acknowledges the challenge.
“If you look at the history of this, the senior people in the air force today... will have joined the air force in the very early 1990s, so over 30 years ago,” he explains. “The numbers game matters. It is very simply a fact that if you have fewer people at the bottom, the probability of making the top is that much smaller.”
Yet, he accepts the challenge to look deeper: “Your challenge to think harder and look harder at whether there might be systemic barriers to progression and retention – I think that’s a fair challenge,” he says, when pressed on the issue.
The opening of more senior pathways to non-aircrew personnel – a change implemented by Sir Mike – may help address this imbalance. “We’re already seeing that happen, with increasing numbers of women fulfilling our command appointments – pinnacle jobs – at wing commander and group captain. And over time, that will flow through.”
Asked if he can envision a black or Asian officer one day occupying his position, Knighton answers without hesitation: “Yes, absolutely.”
Recruitment from certain communities, particularly south Asian Britons, has been “very slow” despite decades of effort. Knighton identifies several barriers, including visibility and cultural gatekeepers.
“If the level of representation in the service is low, it’s harder for people to see themselves as part of that service,” he explains. “We can overcome that by using interviews like this, by using our advertising, using our outreach and engagement to help inform those communities, and by using those people who are in the service, who come from those communities, as role models.”
He stresses the importance of engaging not just potential recruits, but influencers within communities: “This is not just about aiming our advertising at the 16- to 25-year-olds we particularly want to target, but actually ensuring we are visible as a service to that wider community.”
Sir Richard at the Defence and Security Equipment International (DSEI) 2023 at ExCel London
These ‘gatekeepers’, as Knighton calls them – parents, teachers, community leaders and extended family members – often hold significant sway in career decisions, particularly in close-knit ethnic minority communities. Their perceptions of military service, sometimes formed decades ago or influenced by experiences from countries of heritage rather than contemporary Britain, can create invisible barriers to recruitment.
“We need to ensure the wider community recognises that this is both something important to the country, and it’s highly professional, it’s a high-status role, and we should use that to help gatekeepers encourage and recognise this as a vocation and a job that is important to the nation, and therefore something they would want their grandchildren, their children, their nephews and nieces to come in and join,” he notes.
This recognition matters deeply in communities where professional standing carries significant weight. While medicine, law, and business have traditionally been preferred career paths in many south Asian families, Knighton believes demonstrating the RAF’s technological sophistication, leadership opportunities, and service ethos can help reposition military careers as prestigious options worthy of consideration, alongside these established professions.
Asked whether the historical contributions of black and Asian soldiers in the world wars should be highlighted more to inspire contemporary recruitment, Knighton agrees: “Maybe there is some opportunity for those communities to recognise those who had gone before them, and help us to share the idea that this is a noble profession that we’re part of.”
Knighton’s days are relentlessly demanding – starting at 7:30am with his cycle commute and often ending well past 11pm, filled with high-level meetings, mentoring sessions , and formal events.
Sir Richard with prime minister Sir Keir Starmer
How does he maintain energy for such a gruelling schedule? “I enjoy it. I’m very much a glass-half-full kind of character. I get a great deal of energy from working with other people,” he explains. “I’ve learned in my career that optimism and energy are infectious.”
This philosophy extends to his leadership approach, shaped by advice from a former superior: “Nobody wants to work for a miserable b*****d.”
His guiding principle throughout his career has been one he shares with Maya Angelou: “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.”
When he eventually steps down, Knighton will look back “with great pride” on his service.
“The RAF has given me all my education. It’s given me opportunity, and skills. It’s taught me a great deal about how to live and how to lead.” His voice carries unmistakable emotion when adding: “I’m enormously proud to have been part of it, and unspeakably proud of being able to lead my service. It’s just phenomenal.”
And his guilty secret for unwinding after those long days? “Friday evening, nine o’clock Gogglebox – that is fantastic escapism and the perfect way to relax.
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JaMycal Hasty of New England Patriots scores his teams first touchdown during the NFL match between New England Patriots and Jacksonville Jaguars at Wembley Stadium on October 20, 2024 in London.
TICKETMASTER has paused ticket sales for all NFL London games in 2025 to make sure that actual fans can buy seats.
In a statement, Ticketmaster said the move was made to "ensure genuine fans are able to purchase tickets" after sales went live on Thursday. Fans who tried to buy tickets will keep their place in the queue, with Ticketmaster adding, "We understand how frustrating this is."
Reports indicated there was massive interest in tickets, with queues reportedly as large as 250,000 people. Ticketmaster’s decision suggests that some of those in line may have been resale vendors and bots, reported Yahoo Sports.
The NFL is set to play seven international games in 2025, including three in London.
The Minnesota Vikings will face the Cleveland Browns in Week 5. The Denver Broncos and New York Jets will play in Week 6, and the Los Angeles Rams and Jacksonville Jaguars will compete in Week 7.
The Week 5 and 6 games will take place at Tottenham Hotspur Stadium, while the Week 7 game will be held at Wembley Stadium.
The NFL first played in London in 2007, expanding from one game to three by 2014. The league will also play in Brazil, Germany, Ireland and Spain in 2025.
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Doyle faces charges including dangerous driving and causing grievous bodily harm with intent, authorities said. (Photo: Facebook)
POLICE on Thursday charged Paul Doyle, a 53-year-old man, with seven offences after a car was driven into crowds celebrating Liverpool's Premier League title earlier this week.
Doyle faces charges including dangerous driving and causing grievous bodily harm with intent, authorities said.
He has been remanded in custody and will appear before Liverpool Magistrates' Court on Friday, according to Merseyside Police assistant chief constable Jenny Sims.
The incident happened on Monday in the northwestern English city when a Ford Galaxy drove into Liverpool supporters celebrating their club's record-equalling 20th English top-flight title.
A total of 79 people aged between nine and 78 were injured. Seven people remained in hospital on Thursday. There were no fatalities.
Sarah Hammond of the Crown Prosecution Service said the agency had authorised police to charge Doyle following a "complex and ongoing investigation".
"Prosecutors and police are continuing to work at pace to review a huge volume of evidence," she said.
"This includes multiple pieces of video footage and numerous witness statements. It is important to ensure every victim gets the justice they deserve."
Doyle, from a Liverpool suburb, was arrested on Monday on suspicion of attempted murder, driving under the influence of drugs, and dangerous driving.
However, attempted murder and driving under the influence of drugs were not listed as charges.
Hammond said all charges "will be kept under review as the investigation progresses".
UK media reported that Doyle was a businessman and former marine, with three teenage children.
Hundreds of thousands of Reds fans had gathered in Liverpool city centre when the incident occurred.
Images on social media showed the car driving into a crowd, with people being run over and others bouncing off the bonnet.
Four people, including one child, were trapped under the vehicle and had to be lifted out by fire services.
Other footage showed the vehicle being halted and surrounded by angry fans, who smashed the back windows while police worked to control the situation.
Police quickly ruled out terrorism and said the suspect was a white British man, a detail released to combat misinformation online.
(With inputs from agencies)
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'Basically everybody agrees bigger is better. That's not true for everything in life, but it is true for pension funds. We are just putting some wind into the sails of that existing process,' pensions minister Torsten Bell said. (Photo: Getty Images)
THE UK government on Thursday said it wants many pension schemes to merge into "megafunds" with at least 25 billion pounds of assets by 2030 as part of efforts to channel more investment into the economy.
It also confirmed plans for a "backstop" power to potentially force investment firms to meet specific allocation targets for illiquid assets, such as domestic infrastructure projects.
The government said it does not expect to use this power, but some investment firms have criticised the move, saying it could lead to worse outcomes for pension savers.
The planned reforms will require pension schemes used by around 20 million Britons to merge if they are not already large enough. The aim is to follow the Australian and Canadian models, which have fewer, larger funds that can invest at scale.
"Basically everybody agrees bigger is better. That's not true for everything in life, but it is true for pension funds. We are just putting some wind into the sails of that existing process," pensions minister Torsten Bell told reporters.
The government has been pursuing a range of policies to boost domestic investment, including an agreement with 17 investment firms to invest 50 billion pounds of additional cash in UK businesses and infrastructure.
The targets could become mandatory if the government exercises its new powers.
"The government says it will create a 'sword of Damocles' power in legislation.... This essentially puts a gun to schemes' heads and will create those mandatory targets in all-but-name," said Tom Selby, director of public policy at investment platform AJ Bell.
Pensions minister Bell said the government was not directing specific investment strategies and that the proposals reflected a consensus within the pensions industry.
The Financial Conduct Authority said separately on Thursday it planned to request data from firms early next year on their asset allocations as part of the government's pension investment review.
The new changes will apply to multi-employer defined contribution schemes and local government pension schemes, the government said.
Penalties will be applied to pension funds that do not meet the 25 billion-pound assets threshold by 2030, such as losing access to auto-enrolment contributions that would be diverted into larger schemes, a government official told Reuters.
Schemes worth over 10 billion pounds that are unable to reach the minimum size by 2030 will be allowed to continue as long as they show a clear plan by 2035, the government added.
Some firms are concerned the plan could reduce competition.
"Supporting UK growth is a worthwhile goal, but fiduciary duty must remain at the heart of any reform," said Martin Willis, partner at consultancy Barnett Waddingham.
Local government pension schemes will also be given investment targets and told to combine assets that are currently split across more than 86 authorities into just six pools.
The Environment Agency has officially declared a drought across north-west England due to reduced water supply during the sunniest spring on record.
The region experienced unexpectedly dry weather, leading to drought status being declared on 21 May. The prolonged dryness has resulted in low water levels in reservoirs and other water bodies.
Residents are being advised to reduce water usage, as the capacity of rivers and reservoirs across the region has fallen below 60 per cent.
The announcement followed rainfall levels between February and April in the north-west, which were the third lowest on record since 1871—making it one of the driest springs of the century.
It is also the UK’s sunniest spring since records began in 1910.
An Environment Agency spokeswoman said: "Despite the rain over the weekend, levels remain low and we are encouraging people to be aware of the impacts of drought as we enter the summer period." Another spokesman added, "With further unsettled periods and rainfall over the coming weeks, we will continue to closely monitor the situation."
The region’s shift to official drought status was confirmed on Wednesday, following a “dry weather status” in place since 30 April.
The agency has warned of the consequences of the drought. North-west England could experience severe strain on its water bodies, leading to dead fish, algal blooms, and difficulties for wildlife navigating rivers due to reduced flow.
The Environment Agency has activated a drought plan to manage the situation, regulating United Utilities to use existing water resources in the most efficient way possible while prioritising environmental protection.
The region’s water supplier has been contacted for comment.
Experts predict rising temperatures in the coming weeks, potentially followed by a period of extreme wet weather. England experienced its wettest 12-month period from October 2023 to September 2024, resulting in widespread flooding and agricultural losses.
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