The Speaker of the House of Representatives, Tajudeen Abbas, on Tuesday, congratulated the National Chairman of the All Progressives Congress (APC), Dr Abdullahi Ganduje, on his 75th birthday. The Speaker, in a congratulatory message through his Special Adviser on Media and Publicity, Musa Krishi, described Dr Ganduje as a patriot and a democratic pillar whose invaluable contributions to the development and growth of his fatherland are commendable. Abbas said the APC National Chairman has, since his assumption of office, been providing good leadership and guidance to the party, which is one of the reasons why the party continues to wax stronger. He noted the electoral successes of the APC across the states and how the state chapters have recorded stability under Dr. Ganduje’s leadership of the ruling party. Speaker Abbas also commended the APC National Chairman for the cordial relationship between the National Working Committee (NWC) of the party and the National Assembly Caucus. While wishing Dr. Ganduje more fruitful years in sound health, Speaker Abbas also prayed for increased wisdom. Also, in a congratulatory message, Deputy Speaker Benjamin Kalu lauded Ganduje’s remarkable achievements as a former governor of Kano State and his continued exemplary leadership as the APC national chairman. Kalu, in the message signed by his Chief Press Secretary, Levinus Nwabughiogu commended Ganduje’s efforts aimed at uniting the members of the party across the country. Kalu prayed to God to bless Ganduje with a long life in good health. “Today, as you mark this significant milestone, I join your family, friends, and well-wishers to celebrate your life, dedication, and service to our great party and the nation. “As APC national chairman, Ganduje has demonstrated exceptional leadership skills, uniting the party’s National Working Committee and members across the country. “As you celebrate this milestone birthday, I pray that Almighty God continues to bless you with good health, wisdom, and strength.”NEW YORK , Nov. 26, 2024 /PRNewswire/ -- Report with market evolution powered by AI - The global recreational boats market size is estimated to grow by USD 6.28 billion from 2024-2028, according to Technavio. The market is estimated to grow at a CAGR of 5.97% during the forecast period. Increasing customer engagement in recreational boating activities is driving market growth, with a trend towards growing population of high-net-worth individuals. However, high total cost of ownership for recreational boats poses a challenge.Key market players include A. H. Wadia Boat Builders, Azimut Benetti SpA, Baja Marine , Bavaria Yachtbau GmbH, Brunswick Corp., Christensen Shipyards LLC, Damen Shipyards Group, Feadship Holland BV, Grady White Boats Inc., Great American Marine, Groupe Beneteau, Halevai Power, Jettec Jet Boats Ltd., Malibu Boats Inc., Marine Products Corp., MasterCraft Boat Holdings Inc., Nobiskrug Yachts GmbH, Shandong Heavy Industry Group Co. Ltd., and Yamaha Motor Co. Ltd.. AI-Powered Market Evolution Insights. Our comprehensive market report ready with the latest trends, growth opportunities, and strategic analysis- View Free Sample Report PDF Key Market Trends Fueling Growth The Recreational Boats Market is experiencing in demand due to pent-up demand and increasing confidence levels among consumers. Travel restrictions are easing, leading to an uptick in boat sales. Boat options cater to various preferences and budgets, including pontoons, cruises, water sports boats, and personal watercraft. Used boat sales are also on the rise due to cost savings. Boat manufacturers and dealerships are focusing on larger cruises, local tourism, recreational fishing, and sustainable development. Emission norms are a key consideration, with boat engine manufacturers addressing Nitrogen Oxide, hydrocarbons, and particulate matter. Untapped markets and online boat sales are also driving growth. Cost savings and e-commerce giants are impacting production schedules and trade barriers, including import duties and luxury goods. The yacht segment and leisure boating continue to be popular, with luxury features, outboards, speed, and cost-effectiveness driving demand. Safety considerations and emission regulations are important, as are water bodies, tourist hotspots, and overall tourism. Sustainable development, economy, and production schedules are industry dynamics shaping the recreational industry. Leisure activities, tourism activities, personal ships, watercraft sales, rental services, river cruises, and small and large cruises are all part of the market landscape. Battery prices and environmental impact are also key considerations. Organizations are focusing on navigable waters, water sports demand, international tourists, and tourism operators. Sailboats, motorboats, yachts, fishing boats, and cruising boats come in various sizes and engine types, including electric drives and diesel engines. Sports fishing and transportation are also popular uses for recreational boats. The recreational boats market caters primarily to high-net-worth individuals (HNWIs), who represent a small fraction of the global population but hold significant wealth. According to the World Bank, HNWIs make up less than 1% of the world's population, yet they control over 40% of its total wealth. This demographic has a growing affinity for leisure activities, including recreational boating. Initially concentrated in the Western world, HNWIs are now found in various regions globally. The expanding population of HNWIs drives demand for luxury boats, thereby fueling market growth. Leisure boating has emerged as a popular recreational activity among this demographic, contributing to the market's expansion. Insights on how AI is driving innovation, efficiency, and market growth- Request Sample! Market Challenges The Recreational Boats Market is experiencing in demand due to pent-up demand and increasing confidence levels among consumers. However, travel restrictions and various boat options with different preferences, budgets, and emission norms pose challenges. Boat manufacturers and dealerships are offering a range of boats, from pontoons and cruises to water sports boats and personal watercraft. Used boat sales are also gaining popularity due to cost savings. The yacht segment and luxury features in larger cruises continue to attract luxury goods buyers. Leisure boating and cruising are on the rise, with cost-effectiveness, maintenance costs, versatility, and functionality being key considerations. Safety considerations and emission regulations are crucial factors, with boat engine manufacturers focusing on reducing Nitrogen Oxide, hydrocarbons, and particulate matter. Untapped markets and online boat sales are emerging trends, with e-commerce giants entering the scene. Trade barriers, import duties, and local tourism are influencing the industry dynamics. Recreational fishing, river cruises, and small and large cruises cater to local tourists and international tourists, respectively. Navigable waters, tourist hotspots, and overall tourism are driving the recreational industry, with sustainable development and economy playing a significant role in production schedules. Water sports and boating activities are popular leisure activities, with battery prices and organizational efforts impacting the market. Environmental impact and water sports demand are crucial considerations, with tourism operators and local authorities collaborating to ensure safety and regulations. Sailboats, motorboats, yachts, fishing boats, and cruising boats cater to various boat size, engine type, and electric drive preferences. The recreational boat market has seen a significant increase in average retail prices since 2006, with an approximate annual growth rate of 5%. This trend has led to higher costs for boat buyers, affecting both the initial investment and ongoing expenses. Some of the additional costs include slip rental, insurance, maintenance, cleaning, and a state boating license. Considering these expenses, the total cost of owning a recreational boat is substantial. Insights into how AI is reshaping industries and driving growth- Download a Sample Report Segment Overview This recreational boats market report extensively covers market segmentation by 1.1 Sailboats 1.2 Personal watercrafts (PWC) 1.3 Inflatables 2.1 Outboards 2.2 Inboard 3.1 North America 3.2 Europe 3.3 APAC 3.4 South America 3.5 Middle East and Africa 1.1 Sailboats- The recreational boats market is experiencing growth due to the rise in recreational tourism and increasing sailing activities. Europe , specifically, is a significant region for yachts, with popular destinations like Greece , Spain , France , and Italy attracting thousands of tourists, particularly high-net-worth individuals (HNWIs), for business events and meetings. The global tourism industry's growth, with Southeast Asia leading the way, is fueling the demand for sailboats. Countries such as China and India contribute significantly to this trend, spending more on foreign tourism than domestic. Sailing races, including the America's Cup and Asian Sailing Championships, further boost market growth. Parasailing, a popular water sport, adds to the market's expansion in various coastal areas. China , particularly Hangzhou , is emerging as a leader in water sports, increasing tourism and recreational activities. These factors collectively drive the growth of the sailboats segment in the global recreational boats market. Download complimentary Sample Report to gain insights into AI's impact on market dynamics, emerging trends, and future opportunities- including forecast (2024-2028) and historic data (2018 - 2022) Research Analysis The Recreational Boats Market is experiencing in demand due to pent-up travel desires and increasing confidence levels as restrictions ease. Boat options cater to various preferences, budgets, and water bodies, including pontoons, sailboats, and motorboats. Tourist hotspots and overall tourism industry dynamics continue to influence market growth. Sustainable development and environmental impact are key considerations, with organizations advocating for eco-friendly practices and technologies. Economy plays a significant role in production schedules and consumer purchasing power. Battery prices and water sports demand are also factors shaping the market. International tourists and tourism operators are major consumers, with navigable waters offering diverse opportunities for leisure activities. Industry dynamics remain influenced by trends, regulations, and technological advancements. Market Research Overview The Recreational Boats Market is experiencing in demand due to pent-up demand and rising confidence levels as travel restrictions ease. Boat options cater to various preferences and budgets, including pontoons, cruises, water sports boats, and personal watercraft. Used boat sales are also on the rise due to cost savings. Larger cruises and luxury yacht segment are gaining popularity in overall tourism, particularly in tourist hotspots. However, emission norms are a significant consideration, with boat engine manufacturers focusing on reducing Nitrogen Oxide, hydrocarbons, and particulate matter. Untapped markets, online boat sales, and e-commerce giants are disrupting traditional boat manufacturers and dealerships. Industry dynamics are influenced by production schedules, sustainability, and economic factors. Leisure activities, including boating and fishing, are essential components of the recreational industry. Navigable waters, such as rivers and lakes, offer diverse opportunities for recreational boating, water sports, and tourism activities. Safety considerations, emission regulations, and maintenance costs are essential factors for consumers. Water bodies and local authorities collaborate with tourism businesses to promote sustainable development and economic growth. Overall, the recreational boating market is a significant contributor to the economy and offers versatility, functionality, and cost-effectiveness for various leisure activities. Table of Contents: 1 Executive Summary 2 Market Landscape 3 Market Sizing 4 Historic Market Size 5 Five Forces Analysis 6 Market Segmentation Type Sailboats Personal Watercrafts (PWC) Inflatables Product Type Outboards Inboard Geography North America Europe APAC South America Middle East And Africa 7 Customer Landscape 8 Geographic Landscape 9 Drivers, Challenges, and Trends 10 Company Landscape 11 Company Analysis 12 Appendix About Technavio Technavio is a leading global technology research and advisory company. Their research and analysis focuses on emerging market trends and provides actionable insights to help businesses identify market opportunities and develop effective strategies to optimize their market positions. With over 500 specialized analysts, Technavio's report library consists of more than 17,000 reports and counting, covering 800 technologies, spanning across 50 countries. Their client base consists of enterprises of all sizes, including more than 100 Fortune 500 companies. This growing client base relies on Technavio's comprehensive coverage, extensive research, and actionable market insights to identify opportunities in existing and potential markets and assess their competitive positions within changing market scenarios. Contacts Technavio Research Jesse Maida Media & Marketing Executive US: +1 844 364 1100 UK: +44 203 893 3200 Email: [email protected] Website: www.technavio.com/ SOURCE Technavio
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Rookie quarterback Jayden Daniels rushed for 127 yards, throwing for another 227 and for three touchdowns, including the game-winning touchdown pass to Zach Ertz. The Commanders staged a dramatic comeback from a 10-point deficit at half-time, sending them to the play-offs for the first time in four years. The win was enough to give the Los Angeles Rams the NFC West title as it ended the Seattle Seahawks hopes ahead of their meeting in the final week of the season. The Falcons need other results to go their way along with a win over the Carolina Panthers in their final game. Saquon Barkley became the ninth running back in NFL history to rush for 2,000 yards in a single season as the Philadelphia Eagles clinched the NFC East title with a victory over the Dallas Cowboys. The 27-year-old achieved the feat with a 23-yard run during the fourth quarter of the Eagles’ crushing 41-7 success at Lincoln Financial Field. Barkley is 100 yards short of Eric Dickerson’s record of 2,105 yards, set in 1984 for the Los Angeles Rams, ahead of next week’s regular season finale against the New York Giants. However, he could be rested for that game in order to protect him from injury ahead of the play-offs. The Minnesota Vikings scored their ninth consecutive win after hanging on to beat the Green Bay Packers 27-25. Sam Darnold threw touchdowns to Cam Akers, Jordan Addison and Jalen Nailer, pushing his total for the season to 35. The victory set up a final-week showdown with the Detroit Lions for both the division title and top seed in the NFC. The Miami Dolphins kept themselves in the play-off race with a 20-3 victory over the Cleveland Browns. With Dolphins’ quarterback Tua Tagovailoa out with a hip injury, replacement Tyler Huntly threw for 225 yards and a touchdown. Miami will need to beat the New York Jets and hope the Denver Broncos lose to the Kansas City Chiefs to clinch the final AFC wildcard berth. The Tampa Bay Buccaneers kept alive their dreams of reaching the play-offs by overcoming the Carolina Panthers 48-14. Veteran quarterback Baker Mayfield produced a dominant performance at Raymond James Stadium, registering five passing touchdowns to equal a Buccaneers franchise record. The Buffalo Bills clinched the AFC conference number two seed for the post season with a 40-14 success over the New York Jets at Highmark Stadium. Josh Allen passed for 182 yards and two touchdowns, while rushing for another. Buffalo finish the 2024 regular season undefeated at home, with eight wins from as many games. The Indianapolis Colts’ hopes of reaching the play-offs were ended by a 45-33 defeat to the Giants. Malik Nabers exploded for 171 yards and two touchdowns and Ihmir Smith-Marsette broke a 100-yard kick-off return to give the Giants their highest-scoring output under head coach Brian Daboll. Quarterback Drew Lock threw four touchdown passes and accounted for a fifth on the ground to seal the win. Elsewhere, Mac Jones threw two touchdowns to help the Jacksonville Jaguars defeat the Tennessee Titans 20-13, while the Las Vegas Raiders beat the New Orleans Saints 25-10.Outlander ‘s upcoming prequel spinoff Outlander: Blood of My Blood has yet to premiere on Starz , and already we’re wondering about if and when the show might return for a second season. But before fans think we’re getting too far ahead of ourselves, there’s a good reason to believe that there is more on the horizon for the love stories of Jamie ( Sam Heughan ) and Claire’s ( Caitriona Balfe ) parents, who take center stage in the new show. Below, we’re breaking down everything we know about the possibility so far. Starz When TV Insider caught up with Outlander author Diana Gabaldon, she couldn’t speak to the future of the show necessarily, but the literary inspiration is certainly there for more than one season. As Gabaldon puts it, “For what it’s worth, I have material for three — relatively short, as compared to the main Outlander novels — prequel books concerning Jamie’s parents. Blood of My Blood is based on the synopsis of the first of those books.” In other words, since Claire’s parents were added to the mix, it could mean there’s even more material to cover in the prequel’s future with more seasons. At this time, Gabaldon’s words are merely that, as no official confirmations or announcements from Starz have been made. As we have yet to see the first season of Outlander: Blood of My Blood , there is only so much we can guess about the storylines for potential future seasons. While Outlander has had some references to Jamie’s parents, Ellen ( Harriet Slater ) and Brian ( Jamie Roy ), there are no major mentions of Claire’s family as her parents, Henry ( Jeremy Irvine ) and Julia ( Hermione Corfield ), died when she was quite young. For now, we’ll have to wait and see where Season 1 takes us. 'Outlander' Author Diana Gabaldon Talks Series Ending, 'Blood of My Blood' & Plans for More Books In the meantime, we can safely assume that should the series return for Season 2, it will further the love stories of both Ellen and Brian and Henry and Julia in their respective times of 18th-century Scotland and World War I England. The aforementioned Slater, Roy, Irvine, and Corfield would all likely return if Blood of My Blood is ordered for a second season with additional casting to be determined. For now, Season 1’s ensemble includes Rory Alexander as young Murtagh, Sam Retford as young Dougal, Séamus McLean Ross as young Colum, and Conor MacNeill as young Ned Gowan, Tony Curran as Lord Lovat, Peter Mullan as Red Jacob MacKenzie, Sadhbh Malin as Jocasta Cameron, Terence Rae as Arch Bug, Sara Vickers as Davina Porter, Brian McCardie as Isaac Grant, Jhon Lumsden as Malcolm Grant, Sally Messham as Mrs. Fitz, Alisa Davidson as Janet MacKenzie, Annabelle Dowler as Lizbeth, Harry Eaton as Private Charlton, Marlow Walters as Angus Mhor, and Louis O’Rourke as Rupert MacKenzie. Outlander: Blood of My Blood , Series Premiere, 2025, Starz More Headlines: ‘Outlander: Blood of My Blood’: Will There Be a Season 2? 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NEW ROCHELLE, N.Y. (AP) — Thomas Batties II had 16 points in Harvard's 67-61 victory against Iona on Sunday. Batties also contributed eight rebounds and six blocks for the Crimson (4-8). Austin Hunt scored 16 points, shooting 5 for 9 (1 for 3 from 3-point range) and 5 of 6 from the free-throw line. Tey Barbour had 14 points and shot 4 for 6 (3 for 5 from 3-point range) and 3 of 3 from the free-throw line. The Gaels (4-9) were led in scoring by Dejour Reaves, who finished with 22 points and four steals. Adam Njie added 12 points and four steals for Iona. Yaphet Moundi also put up eight points and four blocks. The Associated Press created this story using technology provided by Data Skrive and data from Sportradar .CFP games top 10M average, but NFL wins head-to-head
CHARLOTTE, N.C. , Dec. 2, 2024 /PRNewswire/ -- Honeywell (NASDAQ: HON) announced the signing of a strategic agreement with Bombardier, a global leader in aviation and manufacturer of world-class business jets, to provide advanced technology for current and future Bombardier aircraft in avionics, propulsion and satellite communications technologies. The collaboration will advance new technology to enable a host of high-value upgrades for the installed Bombardier operator base, as well as lay innovative foundations for future aircraft. Honeywell estimates the value of this partnership to the company at $17 billion over its life. "This is a tremendous opportunity to co-innovate and advance next generation technologies, including Anthem avionics and engines," said Vimal Kapur , Chairman and CEO of Honeywell. "Growing our long-term collaborative relationship with Bombardier is directly connected to Honeywell's focus on compelling megatrends -- automation, the future of aviation, and energy transition." "This new partnership creates unprecedented opportunities for Bombardier," said Eric Martel , President and Chief Executive Officer of Bombardier. "Honeywell's differentiated technology is the key reason we decided to collaboratively build a bright future with them." Honeywell and Bombardier will collaborate on the development of Honeywell avionics to provide unparalleled adaptability to specific mission requirements, enabling exceptional situational awareness and enhanced safety. In addition, the collaboration's propulsion-based workstreams will focus on evolutions of power, reliability and maintainability, led by the next-generation model of Honeywell's HTF7K engine. "Working together, we will generate significant value for Bombardier's operator base by providing the latest technologies to enable safe and efficient flight," said Jim Currier , President and CEO of Honeywell Aerospace Technologies. "We are committed to investing in these key technologies with Bombardier, which will not only drive substantial growth for Honeywell, but lead the industry further into the future of aviation." As part of the partnership, Bombardier and Honeywell will work together to certify and offer JetWave X for the Bombardier Global and Challenger families of aircraft for both new production and aftermarket installations. Bombardier will also have access to Honeywell's full suite of next generation L-Band satellite communications products and antennas that will provide future safety services capabilities. Additionally, all legacy pending litigation between the companies has been resolved. Honeywell Updates 2024 Outlook While the commercial agreement impacts near-term Honeywell financials, the company is confident it will lead to long-term value creation for Honeywell shareowners. Given the required investments associated with this agreement, Honeywell has updated its full-year sales, segment margin 2 , adjusted earnings per share 2,3 , and free cash flow guidance 1 . A summary is provided in the table below. TABLE 1: FULL-YEAR 2024 GUIDANCE Previous Guidance Impact of Agreement Updated Guidance Sales $38.6B - $38.8B ($0.4B) $38.2B - $38.4B Organic 1 Growth 3% - 4% ~(1%) ~2% Segment Margin 2 23.4% - 23.5% (0.8 %) 22.6% - 22.7% Expansion 2 Down 10 - Flat bps (80 bps) Down 90 - 80 bps Adjusted Earnings Per Share 2,3 $10.15 - $10.25 ($0.47) $9.68 - $9.78 Adjusted Earnings Growth 2,3 7% - 8% (5 %) 2% - 3% Operating Cash Flow $6.2B - $6.5B ($0.4B) $5.8B - $6.1B Free Cash Flow 1 $5.1B - $5.4B ($0.5B) $4.6B - $4.9B TABLE 2: FOURTH QUARTER 2024 GUIDANCE Previous Guidance Impact of Agreement Updated Guidance Sales $10.2B - $10.4B ($0.4B) $9.8B - $10.0B Organic 1 Growth 2% - 4% (4 %) (2%) - Flat Segment Margin 2 23.8% - 24.2% (2.9 %) 20.9% - 21.3% Expansion 2 Down 60 - 20 bps (290 bps) Down 350 - 310 bps Adjusted Earnings Per Share 2,3 $2.73 - $2.83 ($0.47) $2.26 - $2.36 Adjusted Earnings Growth 2,3 1% - 5% (17 %) (16%) - (12%) 1 See additional information at the end of this release regarding non-GAAP financial measures. 2 Segment margin and adjusted EPS are non-GAAP financial measures. Management cannot reliably predict or estimate, without unreasonable effort, the impact and timing on future operating results arising from certain items excluded from segment margin or adjusted EPS. We therefore, do not present a guidance range, or a reconciliation to, the nearest GAAP financial measures of operating margin or EPS. 3 Adjusted EPS and adjusted EPS V% guidance excludes items identified in the non-GAAP reconciliation of adjusted EPS at the end of this release, including the impact of amortization expense for acquisition-related intangible assets and other acquisition-related costs, and any potential future items that we cannot reliably predict or estimate such as pension mark-to-market. Bombardier, Global and Challenger are trademarks of Bombardier Inc. or its subsidiaries. Honeywell is an integrated operating company serving a broad range of industries and geographies around the world. Our business is aligned with three powerful megatrends - automation, the future of aviation, and energy transition - underpinned by our Honeywell Accelerator operating system and Honeywell Connected Enterprise integrated software platform. As a trusted partner, we help organizations solve the world's toughest, most complex challenges, providing actionable solutions and innovations that help make the world smarter, safer, and more sustainable. For more news and information on Honeywell, please visit www.honeywell.com/newsroom . Honeywell uses our Investor Relations website, www.honeywell.com/investor , as a means of disclosing information which may be of interest or material to our investors and for complying with disclosure obligations under Regulation FD. Accordingly, investors should monitor our Investor Relations website, in addition to following our press releases, SEC filings, public conference calls, webcasts, and social media. We describe many of the trends and other factors that drive our business and future results in this release. Such discussions contain forward-looking statements within the meaning of Section 21E of the Securities Exchange Act of 1934, as amended (the Exchange Act). Forward-looking statements are those that address activities, events, or developments that management intends, expects, projects, believes, or anticipates will or may occur in the future and include statements related to the proposed spin-off of the Company's Advanced Materials business into a stand-alone, publicly traded company. They are based on management's assumptions and assessments in light of past experience and trends, current economic and industry conditions, expected future developments, and other relevant factors, many of which are difficult to predict and outside of our control. They are not guarantees of future performance, and actual results, developments, and business decisions may differ significantly from those envisaged by our forward-looking statements. We do not undertake to update or revise any of our forward-looking statements, except as required by applicable securities law. Our forward-looking statements are also subject to material risks and uncertainties, including ongoing macroeconomic and geopolitical risks, such as lower GDP growth or recession, supply chain disruptions, capital markets volatility, inflation, and certain regional conflicts, that can affect our performance in both the near- and long-term. In addition, no assurance can be given that any plan, initiative, projection, goal, commitment, expectation, or prospect set forth in this release can or will be achieved. These forward-looking statements should be considered in light of the information included in this release, our Form 10-K, and our other filings with the Securities and Exchange Commission. Any forward-looking plans described herein are not final and may be modified or abandoned at any time. This release contains financial measures presented on a non-GAAP basis. Honeywell's non-GAAP financial measures used in this release are as follows: Management believes that, when considered together with reported amounts, these measures are useful to investors and management in understanding our ongoing operations and in the analysis of ongoing operating trends. These measures should be considered in addition to, and not as replacements for, the most comparable GAAP measure. Certain measures presented on a non-GAAP basis represent the impact of adjusting items net of tax. The tax-effect for adjusting items is determined individually and on a case-by-case basis. Refer to the Appendix attached to this release for reconciliations of non-GAAP financial measures to the most directly comparable GAAP measures. Appendix Non-GAAP Financial Measures The following information provides definitions and reconciliations of certain non-GAAP financial measures presented in this press release to which this reconciliation is attached to the most directly comparable financial measures calculated and presented in accordance with generally accepted accounting principles (GAAP). Management believes that, when considered together with reported amounts, these measures are useful to investors and management in understanding our ongoing operations and in the analysis of ongoing operating trends. Management believes the change to adjust for amortization of acquisition-related intangibles and certain acquisition- and divestiture-related costs provides investors with a more meaningful measure of its performance period to period, aligns the measure to how management will evaluate performance internally, and makes it easier for investors to compare our performance to peers. These measures should be considered in addition to, and not as replacements for, the most comparable GAAP measure. Certain measures presented on a non-GAAP basis represent the impact of adjusting items net of tax. The tax-effect for adjusting items is determined individually and on a case-by-case basis. Other companies may calculate these non-GAAP measures differently, limiting the usefulness of these measures for comparative purposes. Management does not consider these non-GAAP measures in isolation or as an alternative to financial measures determined in accordance with GAAP. The principal limitations of these non-GAAP financial measures are that they exclude significant expenses and income that are required by GAAP to be recognized in the consolidated financial statements. In addition, they are subject to inherent limitations as they reflect the exercise of judgments by management about which expenses and income are excluded or included in determining these non-GAAP financial measures. Investors are urged to review the reconciliation of the non-GAAP financial measures to the comparable GAAP financial measures and not to rely on any single financial measure to evaluate Honeywell's business. Honeywell International Inc. Definition of Organic Sales Percent Change We define organic sales percentage as the year-over-year change in reported sales relative to the comparable period, excluding the impact on sales from foreign currency translation and acquisitions, net of divestitures, for the first 12 months following the transaction date. We believe this measure is useful to investors and management in understanding our ongoing operations and in analysis of ongoing operating trends. A quantitative reconciliation of reported sales percent change to organic sales percent change has not been provided for forward-looking measures of organic sales percent change because management cannot reliably predict or estimate, without unreasonable effort, the fluctuations in global currency markets that impact foreign currency translation, nor is it reasonable for management to predict the timing, occurrence and impact of acquisition and divestiture transactions, all of which could significantly impact our reported sales percent change. Honeywell International Inc. Reconciliation of Operating Income to Segment Profit, Calculation of Operating Income and Segment Profit Margins (Unaudited) (Dollars in millions) Three Months Ended December 31, Twelve Months Ended December 31, 2023 2023 Operating income $ 1,583 $ 7,084 Stock compensation expense 1 54 202 Repositioning, Other 2,3 569 952 Pension and other postretirement service costs 3 17 66 Amortization of acquisition-related intangibles 76 292 Acquisition-related costs 4 1 2 Segment profit $ 2,300 $ 8,598 Operating income $ 1,583 $ 7,084 ÷ Net sales $ 9,440 $ 36,662 Operating income margin % 16.8 % 19.3 % Segment profit $ 2,300 $ 8,598 ÷ Net sales $ 9,440 $ 36,662 Segment profit margin % 24.4 % 23.5 % 1 Included in Selling, general and administrative expenses. 2 Includes repositioning, asbestos, environmental expenses, equity income adjustment, and other charges. 3 Included in Cost of products and services sold and Selling, general and administrative expenses. 4 Includes acquisition-related fair value adjustments to inventory. We define operating income as net sales less total cost of products and services sold, research and development expenses, impairment of assets held for sale, and selling, general and administrative expenses. We define segment profit, on an overall Honeywell basis, as operating income, excluding stock compensation expense, pension and other postretirement service costs, amortization of acquisition-related intangibles, certain acquisition- and divestiture-related costs and impairments, and repositioning and other charges. We define segment profit margin, on an overall Honeywell basis, as segment profit divided by net sales. We believe these measures are useful to investors and management in understanding our ongoing operations and in analysis of ongoing operating trends. A quantitative reconciliation of operating income to segment profit, on an overall Honeywell basis, has not been provided for all forward-looking measures of segment profit and segment profit margin included herein. Management cannot reliably predict or estimate, without unreasonable effort, the impact and timing on future operating results arising from items excluded from segment profit, particularly pension mark-to-market expense as it is dependent on macroeconomic factors, such as interest rates and the return generated on invested pension plan assets. The information that is unavailable to provide a quantitative reconciliation could have a significant impact on our reported financial results. To the extent quantitative information becomes available without unreasonable effort in the future, and closer to the period to which the forward-looking measures pertain, a reconciliation of operating income to segment profit will be included within future filings. Acquisition amortization and acquisition- and divestiture-related costs are significantly impacted by the timing, size, and number of acquisitions or divestitures we complete and are not on a predictable cycle, and we make no comment as to when or whether any future acquisitions or divestitures may occur. We believe excluding these costs provides investors with a more meaningful comparison of operating performance over time and with both acquisitive and other peer companies. Honeywell International Inc. Reconciliation of Earnings per Share to Adjusted Earnings per Share (Unaudited) Three Months Ended December 31, Twelve Months Ended December 31, 2023 2024(E) 2023 2024(E) Earnings per share of common stock - diluted 1 $ 1.91 $2.03 - $2.13 $ 8.47 $8.76 - $8.86 Pension mark-to-market expense 2 0.19 No Forecast 0.19 No Forecast Amortization of acquisition-related intangibles 3 0.09 0.17 0.35 0.50 Acquisition-related costs 4 — 0.02 0.01 0.10 Divestiture-related costs 5 — 0.04 — 0.04 Russian-related charges 6 — — — 0.03 Net expense related to the NARCO Buyout and HWI Sale 7 — — 0.01 — Adjustment to estimated future Bendix liability 8 0.49 — 0.49 — Indefinite-lived intangible asset impairment 9 — — — 0.06 Impairment of assets held for sale 10 — — — 0.19 Adjusted earnings per share of common stock - diluted $ 2.69 $2.26 - $2.36 $ 9.52 $9.68 - $9.78 1 For the three months ended December 31, 2023, adjusted earnings per share utilizes weighted average shares of approximately 660.9 million. For the twelve months ended December 31, 2023, adjusted earnings per share utilizes weighted average shares of approximately 668.2 million. For the three and twelve months ended December 31, 2024, expected earnings per share utilizes weighted average shares of approximately 653 million and 655 million, respectively. 2 Pension mark-to-market expense uses a blended tax rate of 18%, net of tax benefit of $27 million, for 2023. 3 For the three and twelve months ended December 31, 2023, acquisition-related intangibles amortization includes $62 million and $231 million, net of tax benefit of approximately $14 million and $61 million, respectively. For the three and twelve months ended December 31, 2024, expected acquisition-related intangibles amortization includes approximately $110 million and $330 million, net of tax benefit of approximately $30 million and $85 million, respectively. 4 For the three and twelve months ended December 31, 2023, the adjustment for acquisition-related costs, which is principally comprised of third-party transaction and integration costs and acquisition-related fair value adjustments to inventory, is approximately $2 million and $7 million, net of tax benefit of approximately $0 million and $2 million, respectively. For the three and twelve months ended December 31, 2024, the expected adjustment for acquisition-related costs, which is principally comprised of third-party transaction and integration costs and acquisition-related fair value adjustments to inventory, is approximately $20 million and $65 million, net of tax benefit of approximately $5 million and $15 million, respectively. 5 For the three and twelve months ended December 31, 2024, the expected adjustment for divestiture-related costs, which is principally comprised of third-party transaction costs, is approximately $25 million, net of tax benefit of approximately $5 million. 6 For the three and twelve months ended December 31, 2023, the adjustments were a benefit of $2 million and $3 million, without tax expense, respectively. For the twelve months ended December 31, 2024, the expected adjustment is a $17 million expense, without tax benefit, due to the settlement of a contractual dispute with a Russian entity associated with the Company's suspension and wind down activities in Russia. 7 For the the twelve months ended December 31, 2023, the adjustment was $8 million, net of tax benefit of $3 million, due to the net expense related to the NARCO Buyout and HWI Sale. 8 Bendix Friction Materials ("Bendix") is a business no longer owned by the Company. In 2023, the Company changed its valuation methodology for calculating legacy Bendix liabilities. For the three and twelve months ended December 31, 2023, the adjustment was $330 million, net of tax benefit of $104 million, (or $434 million pre-tax) due to a change in the estimated liability for resolution of asserted (claims filed as of the financial statement date) and unasserted Bendix-related asbestos claims. The Company experienced fluctuations in average resolution values year-over-year in each of the past five years with no well-established trends in either direction. In 2023, the Company observed two consecutive years of increasing average resolution values (2023 and 2022), with more volatility in the earlier years of the five-year period (2019 through 2021). Based on these observations, the Company, during its annual review in the fourth quarter of 2023, reevaluated its valuation methodology and elected to give more weight to the two most recent years by shortening the look-back period from five years to two years (2023 and 2022). The Company believes that the average resolution values in the last two consecutive years are likely more representative of expected resolution values in future periods. The $434 million pre-tax amount was attributable primarily to shortening the look-back period to the two most recent years, and to a lesser extent to increasing expected resolution values for a subset of asserted claims to adjust for higher claim values in that subset than in the modelled two-year data set. It is not possible to predict whether such resolution values will increase, decrease, or stabilize in the future, given recent litigation trends within the tort system and the inherent uncertainty in predicting the outcome of such trends. The Company will continue to monitor Bendix claim resolution values and other trends within the tort system to assess the appropriate look-back period for determining average resolution values going forward. 9 For the twelve months ended December 31, 2024, the expected impairment charge of indefinite-lived intangible assets associated with the personal protective equipment business is $37 million, net of tax benefit of $11 million. 10 For the twelve months ended December 31, 2024, the expected impairment charge of assets held for sale is $125 million, with no tax benefit. Note: Amounts may not foot due to rounding. We define adjusted earnings per share as diluted earnings per share adjusted to exclude various charges as listed above. We believe adjusted earnings per share is a measure that is useful to investors and management in understanding our ongoing operations and in analysis of ongoing operating trends. For forward-looking information, management cannot reliably predict or estimate, without unreasonable effort, the pension mark-to-market expense as it is dependent on macroeconomic factors, such as interest rates and the return generated on invested pension plan assets. We therefore do not include an estimate for the pension mark-to-market expense. Based on economic and industry conditions, future developments, and other relevant factors, these assumptions are subject to change. Acquisition amortization and acquisition- and divestiture-related costs are significantly impacted by the timing, size, and number of acquisitions or divestitures we complete and are not on a predictable cycle and we make no comment as to when or whether any future acquisitions or divestitures may occur. We believe excluding these costs provides investors with a more meaningful comparison of operating performance over time and with both acquisitive and other peer companies. Honeywell International Inc. Reconciliation of Expected Cash Provided by Operating Activities to Expected Free Cash Flow (Unaudited) Twelve Months Ended December 31, 2024(E) ($B) Cash provided by operating activities ~$5.8 - $6.1 Capital expenditures ~(1.2) Free cash flow ~$4.6 - $4.9 We define free cash flow as cash provided by operating activities less cash for capital expenditures. We believe that free cash flow is a non-GAAP measure that is useful to investors and management as a measure of cash generated by operations that will be used to repay scheduled debt maturities and can be used to invest in future growth through new business development activities or acquisitions, pay dividends, repurchase stock, or repay debt obligations prior to their maturities. This measure can also be used to evaluate our ability to generate cash flow from operations and the impact that this cash flow has on our liquidity. Contacts: Media Investor Relations Stacey Jones Sean Meakim (980) 378-6258 (704) 627-6200 stacey.jones@honeywell.com sean.meakim@honeywell.com View original content to download multimedia: https://www.prnewswire.com/news-releases/honeywell-and-bombardier-sign-landmark-agreement-to-deliver-the-next-generation-of-aviation-technology-honeywell-updates-2024-outlook-302320054.html SOURCE Honeywell, /PRNewswire/ -- In an upcoming , M. , Founding President of Nazarbayev University (NU) and a key architect of education reforms, will address the escalating scandal surrounding financial mismanagement at the country's flagship higher education institution. The crisis gained public attention following the announcement of the state audit results of Nazarbayev University. The revelations have sparked widespread concerns about transparency and oversight at one of most prestigious universities. Adding to the controversy are allegations of financial mismanagement involving the New Generation Foundation, the Jusan Group — entities originally established to ensure the long-term financial sustainability of NU and Nazarbayev Intellectual Schools (NIS). Questions have also been raised about the state of affairs at NU's Social Development Fund. Reports suggest that funds may have been misappropriated, triggering outrage from students, educators, and civil society. In response, a student initiative group from Nazarbayev University issued an open letter demanding the release of both the state audit and NU's internal audit of the Social Development Fund. The letter also calls for greater accountability, enhanced transparency, and the protection of students' rights. This appeal reflects mounting frustration with the university's leadership and a growing demand for immediate corrective action. interview will shed light on these unfolding developments. As a former leader of NU, Katsu is uniquely positioned to analyze the root causes of the crisis, critique the university's response, and discuss the broader implications for education sector. The full interview can be found here: In light of recent controversies surrounding the financial governance of Nazarbayev University (NU) and Nazarbayev Intellectual Schools (NIS), an open letter from concerned students has surfaced, addressing the troubling mismanagement of funds and conflicts of interest. The letter highlights a series of financial decisions that led to the unraveling of key institutions meant to ensure the long-term stability of NU and NIS. The students are particularly concerned about the fate of the Jusan Group and the Nazarbayev Fund (NGF), which were once positioned to secure the financial future of these two leading educational institutions. Instead, they that significant funds were misappropriated and whole organizations lost, leading to the collapse of what was once a promising financial structure. In response, , the Founding President of Nazarbayev University, has also written , received by EU Reporter, addressing the ongoing crisis and providing his perspective on the unfolding situation. In his letter, Katsu outlines the rationale of engagement in the financial sector and the erosion of the initial vision for NU, highlighting the role of key financial institutions like and the NGF in securing a stable future for the university and NIS. He draws attention to the series of decisions that led to the loss of the former and calls for urgent remedial actions to prevent further damage to the institutions' credibility and financial stability In this exclusive interview with , , the Founding President of Nazarbayev University, sheds light on these pressing issues. He discusses the audit findings, the role of , and what must be done to restore trust and secure the future of NU and NIS. Bio: Mr. is the Founding President of Nazarbayev University. He held the position of President from until . He was Chair of the Board of Trustees of an affiliated secondary school system, the Nazarbayev Intellectual Schools, and of the University's hospital system. Prior to the assignments in , over the course of a 30-year career at the World Bank, Mr. held various positions including leading financial sector reform support for , Director for , and Vice President for and . After his retirement from the World Bank, he served for a few years on the US board of a youth-oriented international development NGO. Between 2011 and 2015 he was an Advisory Panel member of the ASEAN+3 Macroeconomic Research Office (AMRO). Questions: - The decision to write the open letter was not made lightly. It was driven by a profound sense of responsibility to the students, faculty, and broader community of Nazarbayev University (NU) and Nazarbayev Intellectual Schools (NIS). These institutions were established with a vision to create world-class educational hubs in and establish a center of excellence for academic research. Ensuring their financial independence and long-term stability is a core requirement to achieve the two institutions' mission. However, recent developments revealed through state and internal audits have exposed serious breaches of trust. The misuse of funds from entities like the University's Social Development Fund, New Generation Foundation, and Jusan Group directly threatens the sustainability of NU and NIS. These funds were meant to build up and guarantee the financial security of the institutions. Instead, we now see signs of embezzlement, mismanagement, and a concerning lack of accountability. The role played by key figures like the directors and executives of NGF, of (Executive Vice President of NU, a former Minister of Education) and (Vice President for Student Affairs and International Cooperation, Nazarbayev University) only adds to the gravity of the situation. By writing the letter, my goal was to bring transparency to the issue and to mobilize public attention and international scrutiny. If we allow these values to be compromised, we risk undoing more than a decade of progress. The letter serves as a call for accountability, reform, and most importantly, protection of the future of youth. - , designed to meet international standards in research, teaching, and governance. One of its founding principles was , which ensured that students were selected solely based on their ability and potential. This meritocratic foundation was not only an academic principle but a reflection of NU's mission to transform education system. Students, alumni, faculty and staff have worked hard to build NU's name. Now students, that the lowering of admission standards undermines this mission and risks eroding the university's reputation both domestically and internationally. Such changes create the perception that NU is moving away from its original vision of being a world-class institution. To restore confidence, NU must reaffirm its commitment to international standards, transparency, and academic rigor. Reverting to merit-based admissions and prioritizing excellence will send a clear message that the institution remains steadfast in its mission. In the Open Letter, I stated that in theory, a policy of opening the entry door wider, but then be resolutely strict in terms of progression and graduation based on academic integrity and merit could work. There are some cases globally. However, it can only work if there is a full commitment to integrity and merit, openness and transparency, and NU's original values are upheld. But unfortunately, what I have observed and heard about recent developments at NU does not make me optimistic. While administration is supposedly in a belt-tightening mode, new senior positions were created and filled with scant regard for a proper hiring process and qualification. Conflict of interest and restrictions on hiring family members have been discarded. These are just a few of the institutional changes that will inevitably bleed over into the academic fabric as well. Is this the example that senior management wants to present to our students? - Absolutely, but to be fair, this corporate governance crisis is not just limited to . The findings of reveal a systemic absence of check and balances and accountability that extends beyond these institutions. Mismanagement and theft, such as those involving , have not only undermined NU and NIS but also shaken public trust in leadership. The financial institutions linked to NU and NIS—Nazarbayev Fund, New Generation Foundation, and Jusan Group were designed to guarantee long-term financial stability for education in , securing the futures of NU and NIS for decades. However, NGF and Jusan Group's systematic depletion and dismantling highlight the country's struggle with accountability and the need for deep structural reform. This mismanagement reflects broader governance failings—particularly a lack of oversight, transparency, and mechanisms to prevent conflicts of interest. I cannot pronounce myself on the current status of the NF, but I would not be surprised if one discovers similar shortcomings there as well. I had called for an audit for some time until my departure but was not successful. The impact extends beyond education, affecting the economic and social fabric of . Addressing these issues requires not just reforms within these organizations but also a renewed commitment to governance, accountability, and emphasis on establishing the rule of law. - The original intent of the Nazarbayev Fund, New Generation Foundation, and Jusan Group was to provide NU and NIS with long-term financial stability. These entities were carefully designed to ensure that leading educational institutions could eventually operate in a manner less affected by state budget fluctuations. However, as the audits reveal, these institutions have been systematically mismanaged and looted, jeopardizing the financial future of NU and NIS. NU's survival and success now depend on a bold and transparent strategy. The first step is to rebuild trust with the public, students, and alumni by publishing the findings of both the state audit of NU and the internal audit of SDF. Then, those responsible are held accountable. Financially, NU must re-establish a diversified funding model. This includes rebuilding its endowments and enhancing additional revenue streams, such as a logical and sound tuition policy, executive education and collaboration with industry and business in the form of contract research. Transparency and governance reform will be key to attract donors and investors who believe in NU's mission and potential. - I have not had the opportunity to access the state audit report, thus it is difficult to comment. If the cited amount in mismanagement of over six years is true, it is scandalous. However, we do not know what the auditors' definition and criteria of mismanagement is. So, let's first find out what the report actually says. What is clear, however, is the and it is sobering. This SDF audit reveals a blatant disregard of corporate governance principles, where individuals entrusted with university resources prioritized personal gain over the mission of NU. The audit revealed that SDF management led by current constructed an intricate web of subsidiary entities, including abroad, to systematically evade the oversight and control of the University. Funds ( ) meant to assist students and faculty were used for personal gains of and questionable deals. Unfortunately, NU senior officials such as participated in such schemes. When I voiced my concern earlier over the developments at NU, it is largely because of the track record of senior officials there. For NU to move forward, it must adopt zero-tolerance policies for corruption, demand accountability from those responsible, and reform its governance structures to ensure transparency. - The claim of a lack of funds is a direct consequence of the systematic looting of resources from the New Generation Foundation and Jusan Group. These entities were explicitly designed to contribute to NU and NIS' long-term financial sustainability against the backdrop of reduced state funding. However, as I described in my Open Letter, these innovative financial structures have been undermined by mismanagement, and outright theft. For instance: Rebuilding financial stability will require recovering stolen assets, reforming governance structures, and restoring public trust through full transparency and accountability. - Accountability must begin with transparency. First, all findings from the audits should be made public, and independent investigations should be conducted to identify those responsible. No individual, regardless of rank or influence, should be above scrutiny. Second, legal consequences must follow where wrongdoing is found. legal system must demonstrate its independence and commitment to justice by prosecuting those who exploited these funds. Finally, governance reforms are essential. NU and its associated entities must implement stricter checks and balances, including external audits, whistleblower protections, and oversight committees with independent members. These steps are not just about rectifying past mistakes—they're about ensuring a future where such mismanagement cannot happen again. - The patterns that have emerged—opaque transactions, conflicts of interest, and questionable settlements—are deeply troubling. For instance, the transfer of assets to private hands under unclear terms raises red flags about the intentions behind such decisions. This exploitation puts the futures of NU and NIS at risk. These institutions were designed to be financially independent, insulated from political and economic volatility. The weakening of their financial foundations erodes their ability to deliver on their missions and betrays the trust of the Kazakhstani people, who have invested in these institutions through their taxes. The way forward requires not just recovering lost assets but rebuilding the governance systems that allowed this exploitation to occur. - The vision for NU was bold: to create an institution that could compete with the best universities in the world while serving as a model for higher education reform in . From day one, we envisioned NU as a hub for innovation, research, and leadership development—a place where the brightest minds could come together to solve the challenges of tomorrow. However, one should not forget that universities, in particular research universities, are a long-term endeavor. They are meant to educate and develop generations upon generations of leaders and professionals in a broad range of sectors, and thus contribute to the scientific, economic, and societal wealth of countries. Building a strong institution that can meet the test of time requires long-term and unwavering commitments to foundational values such as integrity, meritocracy, excellence, openness and transparency. But of course, strong financial support from government and other stakeholders is needed, especially in the first decades. Thus, it was understood that NU would be dependent on state funding (through education grants and capital investments) for the initial decades of its existence, while in the meantime it would develop other sources of financing such as through endowment funds, tuition, and contract research. The Nazarbayev Fund, NGF and the Jusan Group were integral parts of this vision. This overall construct allowed us to recruit world-class faculty, develop state-of-the-art facilities, and provide scholarships to talented students, many from underprivileged backgrounds. These resources weren't just financial—they were a vote of confidence in NU's mission and a recognition of the transformative power of education. The loss of these resources is a significant setback, but I do hope that NU can recover. The university must focus on rebuilding trust with its stakeholders—students, faculty, alumni, and the public. This starts with transparency in financial management and governance. Diversifying funding sources will be crucial. This includes rebuilding its endowments, engaging with the philanthropic community, and developing innovative revenue streams. But most importantly, NU must stay true to its mission and values. Financial stability is important, but it must never come at the cost of compromising the university's integrity or academic excellence. Restoring NU's credibility begins with transparency. For instance, the university must share the audit report with stakeholders, and openly address any major shortcomings highlighted in the audit, including financial mismanagement and governance failures. An independent investigation, followed by public disclosure of findings, will demonstrate a commitment to accountability. Next, an affirmation of NU's commitment to its foundational values and principles is needed. Next, institutional reforms are essential. This includes introducing stronger oversight mechanisms for financial and administrative processes, ensuring that governance boards are staffed with individuals of the highest integrity and independence, and that management, faculty and staff are recruited on the basis of transparency and merit. Fourth, NU must recommit itself to its founding mission of academic excellence. This means maintaining rigorous admission standards, prioritizing high-quality faculty recruitment, and fostering research that addresses national and global challenges. And finally, engaging the NU community—students, faculty, alumni, and parents—in shaping the university's path forward is critical. A transparent, inclusive process will rebuild trust and reaffirm NU's position as a leader in higher education. Educational reform is not just critical—it is foundational to economic recovery and long-term stability. The pandemic exposed vulnerabilities in education systems worldwide, but it also underscored the importance of adaptability, innovation, and resilience. For , investing in education means investing in the future. A well-educated population is essential for diversifying the economy, attracting foreign investment, and fostering innovation. Institutions like NU and NIS must lead the way by setting benchmarks for quality and demonstrating the value of education in driving economic progress. Moreover, reform must focus on equity. Expanding access to high-quality education for students from socially vulnerable backgrounds will ensure that economic recovery benefits all segments of society, not just the privileged few. - NU and NIS are more than educational institutions—they are catalysts for economic growth and social development. By equipping students with critical thinking skills, technical expertise, and a global perspective, they prepare the workforce needed to diversify economy. Their impact extends beyond classrooms. NU's research contributes to solving national challenges in areas like energy, healthcare, and technology. Meanwhile, NIS fosters innovation and leadership at the secondary education level, creating a pipeline of talent that benefits universities and industries alike. To sustain this role, NU and NIS must secure their financial stability. This includes strengthening governance, diversifying funding sources, and forging partnerships with the private sector and international organizations. These institutions are vital to future, and their success is intertwined with the country's broader economic ambitions. - The NU model is innovative, but its core principles—integrity, meritocracy, autonomy, and a focus on global best practices—are universally applicable. Many countries could benefit from establishing institutions that prioritize excellence and align with international standards. That said, successful implementation depends on adapting the model to local contexts. approach benefited from strong initial financial and political backing, and a vision that emphasized independence from political and state bureaucratic interference. Replicating this requires careful consideration of governance structures, funding mechanisms, autonomy and other values, and cultural factors. In countries where philanthropic traditions or financial resources are limited, the model may need to rely more on public-private partnerships or international collaborations. Ultimately, the NU experience demonstrates that ambitious goals in education are achievable with the right vision, leadership, and long-term commitment support. - The story of NU and its financial affiliates offers a critical lesson: no institution, no matter how noble its mission, is immune to mismanagement and corruption without strong governance. NU and NIS' financial pillars, namely the Nazarbayev Fund, NGF, Jusan Group, but also the SDF and NIS' Corporate Development Fund were designed to guarantee long-term financial sustainability, yet their exploitation demonstrates how quickly trust can be eroded when transparency and accountability are neglected. For any endowment fund or financial institution, the following lessons are clear: NU's experience is a cautionary tale but also an opportunity. By addressing these failures head-on, NU can emerge as a model for how institutions can learn from adversity and rebuild stronger than before. View original content to download multimedia: SOURCE EU Reporter
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A new year could bring new opportunities when it comes to work . But as the cost of living crisis still cripples the country, many people are looking for jobs with higher salaries. Experts at Resume Genius have shared their list of the 10 highest-paying jobs with the least stress. The research describes "low-stress jobs" as ones which include fewer demands, common work hours, supportive environments and manageable workloads. Let's not forget the ones that will allow more flexible working and remote options. Eva Chan, a career expert at Resume Genius, said: “Heading into 2025, prioritizing mental health in the workplace is essential for job seekers to feel more at ease. “With remote work and hybrid setups becoming the norm, work-life boundaries are increasingly blurred. Our report on low-stress, high-paying jobs shows you don’t have to sacrifice a competitive salary to achieve a healthier work-life balance. With the right role, it’s possible to thrive both financially and mentally.” The jobs listed require an individual to have a minimum of a Bachelor’s degree and were gathered using data from the U.S. Bureau of Labor Statistics (BLS) and the career site O*NET Online. These jobs were then filtered out using O*NET and then cross-referenced against the BLS’s Occupational Outlook Handbook. The top 10 jobs ranked by salary: Water source specialists make an average annual salary of £125,371 ($157,740). A water source specialist oversees regional and municipal water supplies to make sure it is clean. Astronomers make an average annual salary of £118,846 ($149,530). There were 23,500 jobs listed in 2023. For education, astronomers are required to have a doctoral or professional degree. Actuaries make a median annual salary of £95,367 ($120,000). Their job involves analysing financial risks using math, statistics, and other financial data. Environmental economists make a median annual salary of £91,982 ($115,730). Those who want to become an environmental economist will need a Master's degree. Their work usually involves dealing with the relationship between the economy and the environment. Mathematicians make a median annual salary of £83,326 ($104,860). Those who are looking to get into the profession will require a Master’s degree. Computer systems analysts usually make an annual salary of £82,500 ($103,800). Normally, their work responsibilities include analysing, designing, and implementing computer systems. Fuel cell engineers make a median annual salary of £79,090 ($99,510). According to Career Explorer, the job requires them to specialise in the design, development, and implementation of fuel cell technology. Remote sensing scientists and technologists make a median annual salary of £73,582 ($92,580). According to Owl Guru, "remote sensing scientists apply remote sensing principles and methods to analyse data and solve problems in areas such as natural resource management, urban planning, or homeland security." Geographers make a median annual salary of £72,231 ($90,880). A Bachelor's degree is needed for the role. Transportation planners make a median annual salary of £65,014 ($81,800). A Master's Degree is required for this role. Job responsibilities for a transportation planner include coming up with solutions to various transportation-related problems.