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Why movie production has moved out of the U.S. — and what a tariff could mean for Hollywood

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Why movie production has moved out of the U.S. — and what a tariff could mean for Hollywood


The Hollywood sign in Los Angeles on Jan. 22, 2024

Mario Tama | Getty Images News | Getty Images

There was a time when Hollywood simply referred to a neighborhood in the central region of Los Angeles.

These days, “Hollywood” has come to represent the entire domestic entertainment business — and it’s at a crossroads.

Its namesake area is no longer the bustling production hub it once was, as studios have chased tax benefits and lower labor costs overseas. It’s more expensive than ever to make a movie or television series, especially after the pandemic and the writers and actors strikes which reshaped how creatives are paid in the new streaming economy.

Many in the industry have sought to rectify the movement of thousands of jobs to other domestic filming hubs — like Georgia, New York, Texas, New Mexico and North Carolina — and international locations including Canada, the United Kingdom, Ireland, Hungary, Croatia, Romania, Australia and New Zealand.

In July, California Gov. Gavin Newsom increased the state’s total film and TV tax credit to $750 million, nearly doubling the previous cap, to try to encourage more productions to film in Los Angeles.

President Donald Trump put a spotlight on the issue again Monday when he reiterated tariff threats on films made outside of the United States.

“Our movie making business has been stolen from the United States of America, by other Countries, just like stealing ‘candy from a baby,'” he wrote in a post on social media, adding that he would impose a 100% tariff on “any and all movies that are made outside of the United States.”

Trump made similar comments in May. Then as now, it is unclear how he plans to implement these duties, who they would target and who would foot the potential bill. Actor Jon Voight, who Trump appointed as “special ambassador” to Hollywood, said tariffs would only be implemented in “certain limited circumstances,” and the administration would focus on developing federal tax incentives, revising the tax code, creating co-production treaties with other countries and offering subsidies for infrastructure.

As Trump revives his threats, there are still numerous unanswered questions about how the U.S. could put a tariff on movies — and whether the move would really help bring production back to Hollywood.

“Since movies aren’t goods, they’re services, it remains unclear how a tariff could be placed on a service, but should some logistical loophole be found and enforced, it’ll cause chaos within the entertainment industry,” said Mike Proulx, vice president and research director at Forrester, in a statement Monday. “Then the question becomes what’s next? Where’s the line between a movie and a limited time series? What about the ad industry that saves money by shooting commercials outside the US?” 

The production of film and TV isn’t always simple. Some productions will shoot parts of a film internationally and pieces of it domestically. Would films be taxed based on the percentage of the film that was shot outside the U.S.? What would that mean for foreign films seeking release in the the country?

“What if the primary studio is in the U.S., but the film has to shoot on location, because the … story takes the … characters on a journey. Is there a threshold?” asked Alicia Reese, analyst at Wedbush. “There are just too many questions.”

Industry experts also worry about how the duties, if they are even enforceable, could affect relationships with other countries. Hollywood relies on international box office sales to recoup lofty film budgets. China has already limited the number of Hollywood-made movies it will showcases on screens. Other regions could retaliate and do the same.

“I strongly support bringing movie making back to California and the U.S.,” Democratic Sen. Adam Schiff of California said in a statement Monday. “Congress should pass a bipartisan globally-competitive federal film incentive to bring back production and jobs, rather than levy a tariff that could have unintended and damaging consequences.”

Dollars and cents

At the end of the day, Hollywood’s productions woes all come down to one thing — money.

Budgets are getting tighter. Streaming fundamentally changed the media landscape, fewer people are going to movie theaters and studios are no longer generating significant revenue from DVD sales. So studios have to grip their purse strings tighter or face the wrath of investors who are still trying to calculate what the dissolution of linear TV, and its lucrative ad revenue, means for media titans like Disney, Universal, Warner Bros. and Paramount.

Even before the pandemic and the dual labor strikes, Hollywood was filming movies and television in other parts of the U.S. and internationally.

In some cases, this was because the script dictated a specific international city or naturally occurring landscape to suit the story being told. It would have been difficult, for example, to film the Lord of the Rings franchise or “Game Of Thrones” entirely on the backlot of a Los Angeles studio.

The crux of the issue comes down to the sound stages.

Part of the exodus from Los Angeles is also the result of the development of domestic production hubs that offer better financial rewards, like tax credits and cash rebates, than what is available on the West Coast. Over the last two decades, 38 states have shelled out more than $25 billion in filming incentives, according to a report from The New York Times.

These incentives have allowed states like Georgia to develop infrastructure for big-budget productions and build out a skilled workforce of local crew members, craftsmen and technicians. Georgia offers these monetary perks as a way of not only creating jobs in production, but bolstering economic growth in the communities around those filming locations. Hotels, restaurants, lumber yards, vehicle rental companies and even gas stations get a bump from having projects produced locally.

International production hubs are the second piece of this puzzle. Sites outside the U.S. not only offer enticing film incentives, but also cheaper labor and even health care. In fact, Los Angeles ranked as the sixth-best location for filming according to a survey of studio executives published in January by ProdPro, a company that tracks production trends. Toronto, Canada; the U.K.; Vancouver, Canada; Central Europe and Australia all ranked higher than Los Angeles.

Canada, known as Hollywood North, has been the home of Hollywood film and television production for decades. Shows like “Riverdale,” “Suits,” “Supernatural,” “Once Upon a Time,” “Schitt’s Creek” and “The Handsmaid’s Tale” were all filmed just north of the border from Los Angeles. On the movie front, “Mean Girls,” “Twilight,” “My Big Fat Greek Wedding,” “American Psycho” and “Scream VI” are some of the titles that were shot in Canada.

Like Georgia, Canada offers an enticing tax credit for stateside studios, but has also has developed a top-notch workforce of industry talent in front of and behind the camera.

And competition abroad is heating up. More countries have bolstered their filming infrastructure, and increased their generous tax incentives. Many nations also have looser rules on what kinds of projects qualify for the financial benefits. New Zealand, the U.K., Ireland, Iceland, Australia, Norway, Italy, Hungary, Germany and the Czech Republic are all jockeying for productions — and they are taking share, according to data from ProdPro.

For example, Australia and New Zealand saw a 14% increase in the production of projects costing $40 million or more between 2022 and 2024. Meanwhile, the U.S. experienced a 26% decline.

“People are still going to have to film on location,” Wedbush’s Reese said, noting that the industry is not going to completely shift the kinds of stories being told to adhere to filming locations only available in the U.S. “There are plenty of pieces of that movie, or parts of that movie, that are filmed on a sound stage and that sound stage could just as easily exist in the U.S. as it could anywhere else.”

“And that’s where the question lies: how do we get the sound stages?” she continued.

Reese noted that Los Angeles has already made moves to encourage studios to use its existing infrastructure with Newsom’s new tax incentives.

“We need to create a better tax structure to encourage more productions, the base of the production, the sound stages, to be located in the U.S.,” she said.

Disclosure: Comcast is the parent company of Fandango and NBCUniversal, which owns CNBC. Versant would become the new parent company of Fandango and CNBC upon Comcast’s planned spinoff of Versant.



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Renewables generate record share of electricity generation, figures show

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Renewables generate record share of electricity generation, figures show



Renewable sources generated a record share of the UK’s electricity for April, May and June, according to Government figures.

Energy trends data, released by the Energy Department (DENSZ) on Tuesday, show that wind, solar, hydro, and bioenergy together accounted for 54.5% of all the UK’s generation for these three months this year.

This marks an increase of 2.8 percentage points from the same quarter of the year in 2024.

The new record was partly driven by a 10% increase in offshore wind generation and a 27% increase in solar output, compared to April, May and June last year.

Solar generation was at a record high share of 11% of all generation, the data shows, after the UK saw its sunniest spring on record.

But the jump in renewables generation was also attributed to an increase in capacity, as wind turbines and panels continue to be rolled out across the country.

The share of “low carbon” generation, which includes renewables as well as nuclear power, also reached a record high of 69.8% but this was due to the rise in renewables, with nuclear falling 13%.

Fossil fuels generated just a quarter of the UK’s electricity for April, May and June, equalling the previous record low share of 26.7%.

It comes as the Government pushes ahead with its target to decarbonise the grid by 2030 so that 95% of the UK’s electricity is generated by “clean sources”.

For the first time, the data included the share of clean electricity generation for the year, pinpointing how the UK is progressing towards the target.

Renewables and nuclear generated a 73.8% share of Great Britain’s electricity generation in 2024, up 5.5 percentage points from 2023, it said.

Energy Secretary Ed Miliband said: “Over the past year, we’ve taken decisive actions to start delivering a clean energy system that works for the British people.

“In just 12 months, we’ve approved projects that can power more than two million homes, seen over £50 billion in private investment announced for clean, homegrown energy, launched the publicly owned Great British Energy, and ushered in a new golden age of nuclear power, the largest clean energy investment in our nation’s history.

“Today’s figures show our plan is working, with Britain delivering a record amount of clean power in 2024.

“This milestone puts us on track to become a clean energy superpower by 2030, cutting energy bills for good, protecting families from fossil fuel markets controlled by dictators like (Vladimir) Putin, and creating thousands of good clean energy jobs across the country.”

Elsewhere, the figures show that energy production remains low by historic standards, down 25% on the second quarter of 2019 as oil and gas output from the UK’s mature continental shelf continues to decline.

Total final energy consumption was 3.2% lower than in the second quarter of 2024, according to the data.

There was a 15% fall in domestic consumption, with record high temperatures during April, May and June considered a factor in the significant decrease as households turned off gas boilers.

On the other hand, transport demand increased by nearly 4% with rises in petrol and jet fuel offsetting falls in diesel demand.



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Here’s JPMorgan Chase’s blueprint to become the world’s first fully AI-powered megabank

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Here’s JPMorgan Chase’s blueprint to become the world’s first fully AI-powered megabank


Deep within the bowels of JPMorgan Chase’s data centers and cloud providers, an artificial intelligence program crucial to the bank’s aspirations grows more powerful by the week.

The program, called LLM Suite, is a portal created by the bank to harness large language models from the world’s leading AI startups. It currently uses models from OpenAI and Anthropic.

Every eight weeks, LLM Suite is updated as the bank feeds it more from the vast databases and software applications of its major businesses, giving the platform more abilities, Derek Waldron, JPMorgan chief data analytics officer, told CNBC in an exclusive interview.

“The broad vision that we’re working towards is one where the JPMorgan Chase of the future is going to be a fully AI-connected enterprise,” Waldron said.

JPMorgan, the world’s largest bank by market capitalization, is being “fundamentally rewired” for the coming AI era, according to Waldron. The bank, a heavyweight across Main Street and Wall Street finance, wants to provide every employee with AI agents, automate every behind-the-scenes process and have every client experience curated with AI concierges.

If the effort succeeds, the project could have profound implications for the bank’s employees, customers and shareholders — even the nature of corporate labor itself.

Waldron, who gave CNBC the first demonstration of its AI platform seen by any outsider, showed the program creating an investment banking deck in about 30 seconds, work that would’ve previously taken a team of junior bankers hours to complete.

Out of the box

Since the arrival of OpenAI’s ChatGPT in late 2022, optimism over generative AI has driven markets higher on gains from the tech giants and chip makers closest to the trade. Underpinning their growth is the expectation that corporate clients deploying AI will either boost worker productivity or lower expenses through layoffs — or both.

But similar to how the internet story played out in the 1990s, near-term expectations for AI may have outstripped reality. Most corporations had no tangible returns yet on their AI projects despite more than $30 billion in collective investments, according to an MIT report from July.

Jamie Dimon, Chairman and Chief Executive Officer of JPMorgan Chase & Co. speaks during an event honoring local construction workers who helped build the firm’s new headquarters at 270 Park Avenue, in the Midtown area of New York City, U.S., Sept. 9, 2025.

Shannon Stapleton | Reuters

In the case of JPMorgan, even with it $18 billion annual tech budget, it will take years for the company to realize AI’s potential by stitching the cognitive power of AI models together with the bank’s proprietary data and software programs, said Waldron.

“There is a value gap between what the technology is capable of and the ability to fully capture that within an enterprise,” Waldron said.

Companies “do work in thousands of different applications, there’s a lot of work to connect those applications into an AI ecosystem and make them consumable,” he said.

If JPMorgan can beat other banks to the punch on incorporating AI, it will enjoy a period of higher margins before the rest of the industry catches up. That first-mover advantage will allow it to grow revenues faster by going after a larger slice of the addressable market in global finance — enabling the bank to pitch more middle-market companies in investment banking, for instance.

Change on the horizon

AI was a major topic at a four-day executive retreat held in July by JPMorgan CEO Jamie Dimon, according to a person who attended but declined to be identified speaking about the private event.

Among concerns discussed at the off-site meeting, held at a resort outside Nashville, was how AI-driven changes will be adopted by the bank’s 317,000-person workforce and its possible impacts to the apprenticeship model on areas including investment banking.

If JPMorgan succeeds with its AI goals, it will mean that a bank that is already the largest and most profitable in American history is set for new heights. Dimon has led the bank since 2005, guiding it through periods of upheaval to notch record profits in 7 of the last 10 years.

The end state for JPMorgan, as envisioned by Waldron, is a future in which AI is woven into the fabric of the company:

“Every employee will have their own personalized AI assistant; every process is powered by AI agents, and every client experience has an AI concierge,” he said.

JPMorgan laid the groundwork for this starting in 2023, when it gave employees access to OpenAI’s models through LLM Suite; it was essentially a corporate ChatGPT tool used to draft emails and summarize documents.

About 250,000 JPMorgan employees have access to the platform today, which is the entire workforce except for branch and call center staff, said Waldron. Half of them use it roughly every day, he said.

JPMorgan is now early in the next phase of its AI blueprint: It has begun deploying agentic AI to handle complex multistep tasks for employees, according to an internal roadmap provided by the bank.

“As those agents become increasingly powerful in terms of their AI capabilities and increasingly connected into JPMorgan,” Waldron said, “they can take on more and more responsibilities.”

Nvidia deck

Waldron, a former McKinsey partner with a Ph.D. in computational physics, recently demonstrated LLM Suite’s capabilities to CNBC.

He gave the program a prompt: “You are a technology banker at JPMorgan Chase preparing for a meeting with the CEO and CFO of Nvidia. Prepare a five-page presentation that includes the latest news, earnings and a peer comparison.”

LLM Suite created a credible-looking PowerPoint deck in about 30 seconds.

“You can imagine in the past how that would have been done; we would’ve had teams of investment banking analysts working long hours at night to do this,” said Waldron.

The bank is also training AI to draft other key investment banking documents including the “inch thick” confidential memos that JPMorgan produces for prospective M&A clients, said the person who attended the July executive meeting.

Derek Waldron, JPMorgan’s chief analytics officer.

Courtesy: JP Morgan

The prospect of collapsing work loads means that fewer junior bankers may be needed even while AI-enabled teams handle more work and pitch more companies, according to senior Wall Street executives at several firms who spoke on the condition of anonymity to provide their candid thoughts.

But to extract the full value from this new, almost magical technology, it’s not just about the tools: Changes to how employees and departments are organized may be needed.

One proposal being discussed at a major investment bank is reducing the ratio of junior bankers to senior managers from the current 6-1 to 4-1. In the new regime, half of those junior bankers would be working from cities with cheaper labor, say Bengaluru, India, and Buenos Aires, Argentina, instead of being clustered in expensive New York.

The AI-powered junior bankers could then work on deals in shifts around-the-clock, passing the baton from one time zone to the next.

With fewer bankers on the payroll, the cost structure of investment banking would fall, boosting the bottom line, said the executives.

Structural shifts

AI FOMO

Goldman Sachs tests agentic AI to automate software engineering



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Man Industries Shares Tank 16% After Sebi Uncovers Fraud, Bans Executives

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Man Industries Shares Tank 16% After Sebi Uncovers Fraud, Bans Executives


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Man Industries shares fell 16 percent after Sebi banned the firm and three executives, including Ramesh Mansukhani, for two years.

Man Industries shares tank 16% on Tuesday.

Man Industries shares tank 16% on Tuesday.

Man Industries Share Price: Pipe manufacturing company Man Industries shares tanked 16 per cent on Tuesday following Sebi’s action to ban the firm and three of its senior executives from the securities market for two years, along with a Rs 25 lakh fine on each for alleged financial fraud.

Shares of Man Industries (India) were trading 11.73 per cent lower around 11:19 am at Rs 359 apiece, against the previous day close at Rs 406 apiece. The day’s low stood at Rs 340 apiece.

The order named Ramesh Mansukhani, Chairman of Man Industries; Nikhil Mansukhani, Executive Director; and Ashok Gupta, former Executive Director and current CFO, as the individuals penalised.

Sebi found that the company’s financial statements for FY 2015-16 to FY 2020-21 were “deliberately misstated.” The regulator said these misrepresentations, omissions, and concealments were part of a scheme that deprived investors of a true view of the company’s financial position.

The order noted that MIIL’s wholly-owned subsidiary, MSPL, was excluded from consolidation after FY 2014-15 without explanation. This, Sebi said, hid group-level losses and liabilities while artificially boosting MIIL’s reported profits.

“I conclude that the financial statements of MIIL for FY 2015-16 to FY 2020-21 were misrepresented, creating a false picture of profitability, liquidity, and group-level risks for investors. This constitutes a fraudulent and unfair practice by the noticees,” said Sebi Chief General Manager N Murugan.

By doing so, the company and its executives violated PFUTP (Prohibition of Fraudulent and Unfair Trade Practices) regulations. In response, Sebi barred them from market participation for two years and levied fines.

The action follows a complaint alleging diversion of funds to subsidiaries and non-consolidation of results to conceal losses. Sebi subsequently conducted a forensic audit, appointing an auditor on November 22, 2021, to investigate MIIL’s accounts from FY 2014-15 to FY 2020-21.

In response, the company said, “the SEBI order pertains to legacy matters and carries no material impact on the company’s current or future operations. With a strong order book, improving margins, disciplined governance, and a robust capex pipeline, the company is well positioned to deliver sustainable growth and value for shareholders. We reaffirm our solid fundamentals, commitment to corporate governance, and focus on long-term value creation for all stakeholders.”

(With PTI Inputs)

Varun Yadav

Varun Yadav

Varun Yadav is a Sub Editor at News18 Business Digital. He writes articles on markets, personal finance, technology, and more. He completed his post-graduation diploma in English Journalism from the Indian Inst…Read More

Varun Yadav is a Sub Editor at News18 Business Digital. He writes articles on markets, personal finance, technology, and more. He completed his post-graduation diploma in English Journalism from the Indian Inst… Read More

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