House approves $895B defense bill with military pay raise, ban on transgender care for minorsOpenAI releases text-to-video model Sora for ChatGPT Plus and Pro usersLuxembourg – 11 December 2024 - Subsea 7 S.A. (Oslo Børs: SUBC, ADR: SUBCY) today announced that Seaway7, part of the Subsea7 Group, has signed a vessel reservation agreement with Dogger Bank Offshore Wind Farm 1 for the transportation and installation of turbines for the Dogger Bank project, offshore the UK. Offshore works are expected to commence in 2026. This represents additional work for Seaway7 at this development, where it is currently installing monopile foundations and transition pieces. The value related to this substantial 2 agreement will be recognised in backlog in the fourth quarter. Dogger Bank Offshore Wwind Farm is a joint venture partnership between SSE Renewables (40%), Equinor (40%) and Vårgrønn (20%). Subsea7 defines a substantial contract as being between $150 million and $300 million ******************************************************************************* Subsea7 is a global leader in the delivery of offshore projects and services for the evolving energy industry, creating sustainable value by being the industry’s partner and employer of choice in delivering the efficient offshore solutions the world needs. Subsea7 is listed on the Oslo Børs (SUBC), ISIN LU0075646355, LEI 222100AIF0CBCY80AH62. ******************************************************************************* Contact for investment community enquiries: Katherine Tonks Investor Relations Director Tel +44 20 8210 5568 ir@subsea7.com Contact for media enquiries: Nikki Beales Communications Manager, Seaway7 Tel +44 (0)7843895292 nikki.beales@seaway7.com www.seaway7.com Forward-Looking Statements: This document may contain ‘forward-looking statements’ (within the meaning of the safe harbour provisions of the U.S. Private Securities Litigation Reform Act of 1995). These statements relate to our current expectations, beliefs, intentions, assumptions or strategies regarding the future and are subject to known and unknown risks that could cause actual results, performance or events to differ materially from those expressed or implied in these statements. Forward-looking statements may be identified by the use of words such as ‘anticipate’, ‘believe’, ‘estimate’, ‘expect’, ‘future’, ‘goal’, ‘intend’, ‘likely’ ‘may’, ‘plan’, ‘project’, ‘seek’, ‘should’, ‘strategy’ ‘will’, and similar expressions. The principal risks which could affect future operations of the Group are described in the ‘Risk Management’ section of the Group’s Annual Report and Consolidated Financial Statements. Factors that may cause actual and future results and trends to differ materially from our forward-looking statements include (but are not limited to): (i) our ability to deliver fixed price projects in accordance with client expectations and within the parameters of our bids, and to avoid cost overruns; (ii) our ability to collect receivables, negotiate variation orders and collect the related revenue; (iii) our ability to recover costs on significant projects; (iv) capital expenditure by oil and gas companies, which is affected by fluctuations in the price of, and demand for, crude oil and natural gas; (v) unanticipated delays or cancellation of projects included in our backlog; (vi) competition and price fluctuations in the markets and businesses in which we operate; (vii) the loss of, or deterioration in our relationship with, any significant clients; (viii) the outcome of legal proceedings or governmental inquiries; (ix) uncertainties inherent in operating internationally, including economic, political and social instability, boycotts or embargoes, labour unrest, changes in foreign governmental regulations, corruption and currency fluctuations; (x) the effects of a pandemic or epidemic or a natural disaster; (xi) liability to third parties for the failure of our joint venture partners to fulfil their obligations; (xii) changes in, or our failure to comply with, applicable laws and regulations (including regulatory measures addressing climate change); (xiii) operating hazards, including spills, environmental damage, personal or property damage and business interruptions caused by adverse weather; (xiv) equipment or mechanical failures, which could increase costs, impair revenue and result in penalties for failure to meet project completion requirements; (xv) the timely delivery of vessels on order and the timely completion of ship conversion programmes; (xvi) our ability to keep pace with technological changes and the impact of potential information technology, cyber security or data security breaches; (xvii) global availability at scale and commercially viability of suitable alternative vessel fuels; and (xviii) the effectiveness of our disclosure controls and procedures and internal control over financial reporting. Many of these factors are beyond our ability to control or predict. Given these uncertainties, you should not place undue reliance on the forward-looking statements. Each forward-looking statement speaks only as of the date of this document. We undertake no obligation to update publicly or revise any forward-looking statements, whether as a result of new information, future events or otherwise. This information is considered to be inside information pursuant to the EU Market Abuse Regulation and is subject to the disclosure requirements pursuant to Section 5-12 the Norwegian Securities Trading Act. This stock exchange release was published by Katherine Tonks, Investor Relations, Subsea7, on 12 December 2024 at 07:00 CET. Attachment SUBC Dogger Bank
jili 684
。
Republican Austin Theriault ends recount, conceding to Democratic US Rep. Jared Golden
PennantPark Investment Corporation Announces Financial Results for the Fourth Quarter and Fiscal Year Ended September 30, 2024 and Upsize of Joint Venture
1 2 Management education has, since its inception, been confronted with numerous challenges. The structural delivery of management education has also had different models which kept changing their structure with the changes of industry, society and education. Hence, there have been different structures, degrees, treatments and expected outcome acting as an antecedent to determine the fate of management education in India. The University of Lucknow has been a pioneer institution that started management education with MCom (Business Administration) in 1955 and MBA in 1975 under department of business administration under the aegis of faculty of commerce. With the maturing of LPG i.e. liberalisation, privatisation and globalisation, the universities realised the need for having specialised MBA programmes and this led to the establishment of a separate institute as Institute of Management Studies (IMS). It becomes more important considering the challenges being posed in the modern dynamic world. The world has moved beyond Industry 4.0, Society 4.0 and Education 4.0 in a very short span. The world is coming back to an era where the role of individuals has again been brought to the fore. The onward progress of human civilization bears testimony to the various phases of industrialization that started from hunting to agriculture to machines to information and communication technology and completed a full circle by returning to human-centricity, resilience and sustainability. This is known as Industry 5.0. It added a personal human touch to the industry 4.0 pillars of automation and efficiency. Similarly, Society 5.0 called for a human-centred society that balances economic advancement with the resolution of social problems by a system that integrates cyberspace and physical space. It is imperative to realise that "a knowledge-intensive society" and "a data-driven society" will manifest as viable social dynamism looking into the possibilities of the new millennium. To address this shift in society, Education 5.0 has been developed which talks about more humanized teaching, with a focus on students' social and emotional development and solutions that improve life in society. Education 5.0 focuses on developing 21st-century skills such as critical thinking, creativity, and problem-solving rather than just routine learning. The cogent reason behind this realization finds fruition in the possibilities of the National Educational Policy-2020 that gives fillip to this idea. Augmented with govt policies and rapid industrialisation, it led to increased interests by the students towards managing education and this came as a cause of re-engineering the offerings of management education at University of Lucknow and thus a full-fledged faculty of management studies was created and department of business administration of faculty of commerce has been renamed as department of management under Faculty of Management Studies. The changes of the system and society infused greater application of IT tools across different functions of corporate decision making. This thus impacted the industry significantly and this brought in a need for a specialised programme in MBA and this led the University of Lucknow to start MBA Business Analytics . This programme was intended to incorporate the latest IT tools -- AI, ML, DL, Neural Networks prevalent across different functions of Management. Taking cue from governmental target of increasing Gross Enrolment Ratio and emphasizing upon bringing in more and more students closer to Access, Equity and Quality of education, online MBA and BBA programs were launched in the online mode. The university established a separate centre as Lucknow University Centre of Distance Education (LUCODE) which started these online programmes. It is largely seen that management studies have diversified into areas that meet contemporary social concerns thereby also giving a direction to all those in pursuance of management studies to have it played out in more pragmatic ways, one that has more academic validation. Different professionals working across different industries are also required to upscale their managerial skills. To address this demand for management education of working professionals, the Executive MBA programme was initiated. The faculty of management has made a continuous earnest effort to upscale its teaching, learning and pedagogical measures to be in sync with the needs of the changing times. The efforts of the faculty have borne fruit in recent times with the bolstering of the academic curricula in sync with the provisions of NEP 2020 and establishment of newer educational tools of AI and Simulation Labs. It is noteworthy that today out of the total on campus students, over 15% students are pursuing different management programs at UG and PG level. (Writer is VC of Lucknow University. Views expressed here are personal)Reports: Oklahoma QB Jackson Arnold entering transfer portal