KUWAIT CITY: India and Kuwait on Sunday elevated their relationship to a strategic partnership after Prime Minister Narendra Modi held extensive talks with Kuwaiti Emir Sheikh Meshal Al-Ahmad Al-Jaber Al-Sabah that focused on giving new momentum to the overall bilateral ties. In their meeting at the majestic Bayan Palace here, the two leaders especially deliberated on boosting cooperation in areas of information technology, pharmaceuticals, fintech, infrastructure and security. Modi thanked the Emir for ensuring the well-being of over one million Indians in Kuwait while the Kuwaiti leader expressed appreciation for the contribution of the community in the development journey of the Gulf nation. In a post on 'X', Modi described his meeting with the Emir as "excellent". "Excellent meeting with His Highness the Amir of Kuwait, Sheikh Meshal Al-Ahmad Al-Jaber Al Sabah. We discussed cooperation in key sectors like pharmaceuticals, IT, FinTech, Infrastructure and security," he said. "In line with the close ties between our nations, we have elevated our partnership to a strategic one and I am optimistic that our friendship will flourish even more in the times to come," he added. On his arrival at the Bayan Palace, Modi was given a ceremonial welcome and received by Kuwaiti Prime Minister Ahmad Al-Abdullah Al-Ahmad Al-Sabah. The Indian prime minister arrived here on Saturday on a two-day trip - the first to this Gulf nation by an Indian prime minister in 43 years. External Affairs Ministry spokesperson Randhir Jaiswal said the talks between the prime minister and the Emir focused on exploring ways to take India-Kuwait ties to "new heights". In their discussions, Modi and the Kuwaiti Emir recalled the strong historical and friendly ties between the two countries and reaffirmed their full commitment to further expanding and deepening bilateral cooperation. The prime minister thanked the Emir for ensuring the well-being of over one million strong Indian community in Kuwait, the Ministry of External Affairs (MEA) said. It said Modi appreciated the new initiatives being undertaken by Kuwait to fulfill its 'Vision 2035' and congratulated the Emir for the successful holding of the summit of the Gulf Cooperation Council (GCC) earlier this month. The GCC is an influential grouping comprising the United Arab Emirates, Bahrain, Saudi Arabia, Oman, Qatar and Kuwait. The total volume of India's trade with GCC countries stood at USD 184.46 billion in the financial year 2022-23. Modi also expressed his gratitude for inviting him on Saturday as a 'Guest of Honour' at the opening ceremony of the Arabian Gulf Cup. The Emir reciprocated Modi's sentiments and expressed appreciation for India's role as a valued partner in Kuwait and the Gulf region, the MEA said in a statement. It said the Kuwaiti leader looked forward to a greater role and contribution of India towards the realisation of Kuwait's 'Vision 2035'. The prime minister also invited the Emir to visit India. The Gulf nation is among India's top trading partners, with bilateral trade valued at USD 10.47 billion in the financial year 2023-24. Kuwait is India's sixth largest crude supplier, meeting 3 per cent of the country's energy needs. Indian exports to Kuwait reached USD 2 billion for the first time, while investments by the Kuwait Investment Authority in India exceeded USD 10 billion. The last Indian prime minister to visit Kuwait was Indira Gandhi in 1981. India is among the top trading partners of Kuwait. The Indian community is the largest expatriate community in Kuwait.Peak XV, Bisque and Link Investment Trust will together sell a 12.2% stake, or 85.8 Lakh shares, in Awfis The investors will offload the shares at INR 680 apiece. This represents a discount of 5.2% to the stock’s closing price of INR 717.05 on Tuesday As of September 2024, Peak XV held a 10.92% stake in Awfis. Bisque and Link Investment Trust owned 14.38% and 0.36% stakes, respectively VC major Peak XV Partners, Mauritius-based investment firm Bisque Limited, and Delhi-based Link Investment Trust reportedly plan to offload Awfis shares worth INR 583 Cr. Citing sources, CNBC-TV18 reported that the three investors will together offload a 12.2% stake, or 85.8 Lakh shares, in the flexible workspace solutions company via a block deal. As per the report, the investors will offload the shares at INR 680 apiece. This represents a discount of 5.2% to the stock’s closing price of INR 717.05 on Tuesday. According to a separate NDTV Profit report, IIFL Capital Services and ICICI Securities are the book runners for the deal. As of September 2024, promoter Peak XV held a 10.92% stake in the coworking space provider, while Bisque and Link Investment Trust owned 14.38% and 0.36% stake in Awfis, respectively. Shares of Awfis are down 7.5% in the past month but up over 70% since its listing in May. Meanwhile, brokerages continue to be bullish on the company, with as many as five analysts tracking the company having a ‘BUY’ rating on the stock. The positive outlook comes largely on the back of Awfis rapidly expanding its footprint and signing new office spaces. Last month, the company announced that it would design and manage 1.65 Lakh sq ft of office space in Mumbai for the National Stock Exchange. Founded in 2015 by Amit Ramani, Awfis claims to be the largest flexible space operator in India with 181 centres, around 1.1 Lakh seats, and about 5.6 Mn square feet of chargeable area, as of March 2024. The company started operations as a coworking network, and has since expanded into the tech-enabled workspace solutions segment. It reported a consolidated net profit of INR 38.67 Cr in the second quarter (Q2) of the financial year 2024-25 (FY25). In contrast, it posted a net loss of INR 4.34 Cr in Q2 FY24. Operating revenue jumped 40.46% to INR 292.38 Cr during the quarter under review from INR 208.15 Cr in Q2 FY24. Shares of Awfis closed Tuesday (December 10) trading session 0.15% lower at INR 716.95 on the BSE.
Activist investor Barington Capital Group is calling on department store retailer Macy’s to develop an internal real estate subsidiary, reduce capital expenditures, and explore strategic options for its Bloomingdale’s and Bluemercury chains among other changes to boost its slumping stock, according to its proposal made public Monday. The presentation to Macy’s shareholders comes after Barington Capital, which has stakes in such brands as Victoria’s Secret, Hanes and Dillard’s, has built an undisclosed stake in Macy’s. Barington said it has partnered with property owner Thor Equities. They said that Macy’s shares are undervalued, and that its real estate, including its Macy’s flagship at Herald Square, is worth between $5 billion and $9 billion. They believe Macy’s should create a separate real estate unit to collect market rents from Macy’s retail operations and pursue other asset sale and redevelopment opportunities. Macy’s shares fell 4% in morning trading, and they have fallen 12% so far this year and closed on Friday at $16.43. The company is expected to report its fiscal third quarter earnings Wednesday after it announced it is delaying its full quarterly results after it discovered an employee intentionally hid up to $154 million of expenses over several years. As part of the proposals, Barington and Thor are urging Macy’s to cut capital expenditures to between 1.5%to 2% of total sales from the current 4% and repurchase at least $2 billion to $3 billion in stock over the next three years. | Such changes could lead to a 150% to 200% total return for Macy’s stockholders over the next three years, they said. “We seek to be value-added stockholders at Macy’s that can bring fresh perspectives to the company, especially in the areas of capital allocation, merchandising and retail, and real estate,” said Joseph Sitt, chairman of Thor, and James Mitarotonda, chairman of Barington, in a joint statement. Barington said in the presentation that Macy’s should look at publicly traded Dillard’s as an example of how to prudently cut expenses and deliver strong returns to shareholders. Dillard’s shares are up 10% since the beginning of the year. Macy’s has had to confront other activist shareholders looking to make changes as the company struggles with sluggish sales and increased competition from discounters and online behemoth Amazon. In July, it cut off monthslong buyout talks with two investment firms, saying the bid was inadequate and the financing was not certain. Macy’s said those bidders, Arkhouse Management and Brigade Capital Management, failed to provide it with additional information by its June 25 deadline, including the highest price they would be willing to pay. In April, Macy’s named two independent directors to its board backed by Arkhouse, ending a fight to replace most of the board and to acquire the chain. Macy’s CEO Tony Spring took the helm Feb. 4 and then later that month he announced a plan to close 150 stores . It also announced plans to upgrade 350 stores, with plans to add more salespeople to fitting areas and shoe departments, while adding more visual displays like mannequins. The Macy’s stores targeted for closure accounted for 25% of overall square footage but less than 10% of its sales, the company had said. In a statement, Macy’s said that its board and management team are committed to “delivering sustainable, profitable growth and driving shareholder value.” “We have consistently demonstrated open-mindedness, including with respect to regularly reviewing the company’s strategy and capital allocation framework and exploring all paths to enhance value,” the company said Monday. It said it remained confident in its new strategy to cut stores and to upgrade others and expects to share full details of its progress on Wednesday. It also said it looks forward to engaging with its shareholders including Barington and Thor, as it further advances its initiatives and execute toward its long-term goals. —Anne D’Innocenzio, AP retail writer The extended deadline for Fast Company’s World Changing Ideas Awards is this Friday, December 13, at 11:59 p.m. PT. Apply today.Key details to know about the arrest of a suspect in the killing of UnitedHealthcare's CEOAP Business SummaryBrief at 7:36 a.m. EST
Cellectis announces the drawdown of the third tranche of €5 million under the credit facility agreement entered with the European Investment Bank (EIB)Deficit soars as Biden heads out the doorAP Business SummaryBrief at 3:55 p.m. EST
From wealth and success to murder suspect, the life of Luigi Mangione took a hard turn
In India, the way people buy meat and seafood has undergone a significant transformation, thanks to the emergence of meat delivery startups . These meat delivery startups focus on providing fresh, high-quality, and hygienically packed meat directly to customers’ doorsteps. With growing urbanization, busy lifestyles, and increased demand for convenient solutions, this sector has seen exponential growth. Below, we explore the top 10 best meat delivery startups in India in 2025, revolutionizing how the country consumes meat and seafood. 1. Licious Founded in 2015, Licious is a pioneer in the meat delivery space in India and continues to lead the market with its top-notch services. It has set a benchmark by offering fresh, high-quality, and antibiotic-free meat products. Why It Stands Out : Vacuum-sealed, hygienically packed meat Wide range of products including chicken, seafood, and exotic meats Flexible subscription plans and express delivery Licious has expanded its operations to over 14 cities, becoming synonymous with fresh meat delivery. 2. FreshToHome FreshToHome has gained immense popularity due to its commitment to chemical-free and preservative-free products. By sourcing meat directly from farmers and fishermen, it ensures quality and freshness. Key Features : Farm-to-table approach Affordable pricing Nationwide delivery network FreshToHome is especially known for its sustainable practices, making it a trusted brand among health-conscious customers. 3. TenderCuts TenderCuts seamlessly blends technology with traditional meat-buying experiences. Operating through both online platforms and physical stores, it provides fresh and clean meat processed in state-of-the-art facilities. What Makes It Unique : Personalized cut options for meat and seafood Robust cold chain logistics Regular quality checks for superior hygiene TenderCuts caters to a wide audience across major metropolitan cities, ensuring quick delivery and excellent customer service. 4. Zappfresh Zappfresh has carved a niche for itself with its farm-to-fork model. By reducing middlemen and sourcing directly from farms, it guarantees freshness in every delivery. Salient Features : Eco-friendly packaging Transparent sourcing and traceability Same-day delivery in select locations With a focus on reducing food miles, Zappfresh has gained a reputation for sustainability and premium-quality products. 5. Meatigo Meatigo caters to the growing demand for gourmet meat products, offering premium cuts, exotic meats, and a variety of cold cuts. Its ready-to-cook options are particularly popular among urban consumers. Top Highlights : Exclusive range of meats like pork and lamb Specialty sausages and burgers Delivery across 10+ cities Meatigo is the go-to brand for customers seeking variety and high-quality gourmet options. 6. The Meat Chop Aimed at tier-2 and tier-3 cities, The Meat Chop is bridging the gap between rural and urban India by delivering affordable, high-quality meat to underserved regions. Key Advantages : Affordable pricing without compromising quality Customizable meat portions Expanding footprint across smaller cities The Meat Chop has become a household name in regions that were previously underserved by organized meat delivery services. 7. Pescafresh Specializing in seafood, Pescafresh has established itself as a leader in the niche seafood delivery market. It ensures that every product delivered is as fresh as the daily catch. Standout Features : Sourced from trusted fishermen and suppliers Guaranteed same-day delivery Sustainable and eco-friendly practices Pescafresh’s commitment to freshness and ethical fishing practices has made it a top choice for seafood lovers. 8. Captain Fresh Focusing on B2B meat delivery, Captain Fresh empowers restaurants and retailers by providing premium-quality meat and seafood at competitive prices. Why It’s Worth Noting : AI-powered supply chain management Bulk order discounts Real-time inventory tracking Captain Fresh has revolutionized how businesses procure meat, ensuring consistency and quality. 9. Freshtohome Meat Box An offshoot of FreshToHome, the Meat Box offers a subscription-based service that delivers curated packs of meat and seafood to customers’ doorsteps. Key Features : Pre-portioned meat packs Tailored subscription plans for convenience Free delivery and discounted prices for members This model is especially appealing to families and individuals looking for a hassle-free shopping experience. 10. EasyMeat EasyMeat, a relatively new entrant in the market, is rapidly gaining attention for its app-based ordering system and ultra-fast delivery. What Sets It Apart : Focus on preservative-free, fresh meat Reward programs for loyal customers Operations in smaller cities with limited competition EasyMeat’s user-friendly interface and commitment to customer satisfaction make it a promising contender in the industry. Why Meat Delivery Startups Are Thriving The success of these meat delivery startups can be attributed to several factors: Convenience : Busy lifestyles drive the need for home delivery of fresh, high-quality meat. Hygiene : Consumers are increasingly prioritizing cleanliness and safety. Quality Assurance : These meat delivery startups ensure freshness through robust supply chains and stringent quality checks. Variety : From basic chicken cuts to exotic meats and seafood, customers have a plethora of options. The Future of Meat Delivery Startups in India The meat delivery startups in India is poised for further growth. With advancements in technology, startups are enhancing customer experiences through AI-driven logistics, app-based tracking, and personalized recommendations. Additionally, the increasing awareness of sustainability and traceability will continue to shape the industry’s trajectory. Conclusion The top 10 best meat delivery startups in India are reshaping how people buy meat and seafood, providing a blend of convenience, quality, and innovation. Whether you’re a gourmet food lover or someone seeking fresh daily essentials, these startups cater to diverse needs with unmatched efficiency. As India continues to embrace e-commerce , the meat delivery segment is set to thrive, making fresh and hygienic meat accessible to all.Guido Mieth Introduction The First Citizens BancShares is a holding company that provides exposure to the First-Citizens Bank & Trust Company, a 125-year-old bank, which is today, amongst the largest 15 banks in America (by assets). Interested parties have the option of pursuing Analyst’s Disclosure: I/we have no stock, option or similar derivative position in any of the companies mentioned, and no plans to initiate any such positions within the next 72 hours. I wrote this article myself, and it expresses my own opinions. I am not receiving compensation for it (other than from Seeking Alpha). I have no business relationship with any company whose stock is mentioned in this article. Seeking Alpha's Disclosure: Past performance is no guarantee of future results. No recommendation or advice is being given as to whether any investment is suitable for a particular investor. Any views or opinions expressed above may not reflect those of Seeking Alpha as a whole. Seeking Alpha is not a licensed securities dealer, broker or US investment adviser or investment bank. Our analysts are third party authors that include both professional investors and individual investors who may not be licensed or certified by any institute or regulatory body.Drainage Wood Floor Market Outlook and Future Projections for 2030
NoneL ate in the summer of 1962, a long plume of fire arced over the beach at Sonmiani, watched by gaggles of tourists from nearby Karachi. The country became, one newspaper account was to claim, the “first in the Islamic world, third in South Asia and 10th in the entire world to launch a vessel into outer space.” The reality was somewhat less impressive. The sounding rocket was entirely American-made and launched as part of NASA’s Apollo lunar programme. Two hundred rocket launches would take place over the next decade, probing the winds and temperature of the upper atmosphere. Three decades after that launch, Central Intelligence Agency analysis observed that Pakistani scientists who had studied at NASA’s Wallops Island and the Goddard space flight centres had begun to turn those sounding rockets into short-range missiles. Flight-tested eight times since the beginning of 1989, the Hatf-1 and Hatf-2 missiles lacked a guidance system, were highly inaccurate, and could not carry Pakistan’s nuclear bombs, the CIA recorded . Islamabad, though, was attempting to obtain Soviet Union-made missiles from North Korea, and had sought European technology as well. Last week, the United States announced sanctions on Pakistan’s missile production and development agency, the National Development Complex—a decision that comes on the back of multiple rounds of similar action against Chinese and Pakistani companies involved in supplying the organisation. The sanctions are driven by fears that an economically-crippled Pakistan could become a proliferator of ballistic missiles, just as it once sold nuclear-bomb technology to North Korea, Iran, Iraq and Libya. The sanctions story isn’t new, though. Sanctions had first been imposed on the NDC in 1998 by President Bill Clinton because of the same missile proliferation risks. Those sanctions were waived after 9/11, though, to enable American counter-terrorism cooperation with Pakistan—cooperation that never fully materialised. America’s decision comes decades too late to end the dangers posed by Pakistan’s missiles. The story illustrates the lethal consequences the Cold War could yet have for the world. “First Muslim Nobel Prize winner,” read the gravestone of the man the world honoured for his role in predicting the existence of the Higgs boson. Late in 2013, a magistrate in the town of Rabwah ordered the scrubbing out of the reference to Abdus Salam’s religion. The Ahmadiyya sect he belonged to had been declared non-Muslim by Pakistan in 1974, by Prime Minister Zulfikar Ali Bhutto’s government. Abdus Salam was excised from textbooks and Pakistan’s memory. The year before Pakistan’s first rocket launch, Salam had travelled to the United States together with then-military ruler Field Marshall Ayub Khan. As Ayub Khan’s scientific advisor, Salam worked to build the foundations of modern science in Pakistan. In the course of that 1961 visit, he seized on NASA’s open offer to establish rocket ranges in all countries on the littoral Indian Ocean. Following the 1962 launch of Rehbar-1, the Pakistan Atomic Energy Commission’s Space Sciences Wing deepened its rocket cooperation with the West. France transferred technology to manufacture sounding rockets, while German firms supplied the ammonium perchlorate needed to make solid rocket fuel. Great Britain helped with rocket launches. The year after the first rocket launch, Pakistan began operating a small reactor with applications in medicine, industry, and agriculture. The research reactor was the first in a long series of developments that would blossom into a nuclear weapons programme in 1973, following the war that led to the independence of Bangladesh. The United States was aware of this programme early, according to declassified CIA documents. The CIA predicted that Islamabad could have a bomb “as early as the first part of the 1980s.” The United Kingdom, for its part, believed Pakistan could have a nuclear weapon by 1981. In 1978, the British diplomat Michael Pakenham handed over a dossier to the State Department, recording Pakistan’s purchase of inverters used in plants to enrich uranium. Early in 1979, the American ambassador in Islamabad, Arthur Hummel, confronted military ruler General Muhammad Zia-ul-Haq with the evidence scholar William Burr has recorded in an authoritative study . The State Department had long resisted this course of action, fearing it would jeopardise the relationship with a long-standing ally against the Soviet Union. That was increasingly offset, though, by the realisation that a Pakistani bomb could pose “a direct threat to US national interests in the Middle East and Persian Gulf.” Finally, in March 1979, the United States imposed a law cutting military and economic aid to countries that acquired nuclear enrichment technology. Less than six months later, though, the Soviet Union invaded Afghanistan. Zbigniew Brzezinski, President Jimmy Carter’s National Security Advisor, now argued that “our security policy towards Pakistan cannot be dictated by our non-proliferation policy.” F16 combat jets—which for years would be Pakistan’s primary means to deliver its nuclear bombs—soon made their way to General Zia, along with other state-of-the-art military equipment, enabled by a special exclusion carved out from the non-proliferation law. Financial aid was injected into Pakistan to stabilise its currency. America had decided to ignore the bomb. Also read: Reciprocity will define Trump 2.0 – trade ties with India will be purely transactional Late in 1984, a man with a thick accent walked into the Texas offices of the defence contractor EG&G and offered to pay in gold for 50 Krytrons, tiny light-bulb-like devices that can be used as the high-speed switches needed to trigger nuclear explosions. Electronics had been seized at Montreal’s Dorval airport in 1980. Firms in Switzerland, Germany, and France vied with each other to sell technology to Pakistan. And when the United States pressurised them to stop, Pakistan simply turned to China. Even though President Ronald Reagan would hand over $3.2 billion in aid to Pakistan, the country’s nuclear programme continued to dramatically accelerate. A bomb wasn’t much use, though, without a means to deliver it—and while the F16 was a superb platform, Pakistan’s Generals wanted something more effective and reliable. Two separate missile development programmes are believed to have been launched. The first, centred around a solid-fuel rocket, was operated with assistance from China at the Pakistan Atomic Energy Commission under scientist Samar Mubarakmand. The second, helped by liquid-fuel technology from North Korea, was run at Abdul Qadeer Khan’s Khan Research Laboratories, or KRL. In 1988, China agreed to sell M-11 missiles , launchers, and support equipment to Pakistan. The next year, Pakistan’s Space and Upper Atmosphere Research Commission (SUPARCO) tested the first Hatf design, based on the French-sounding rockets it had tested. SUPARCO, established in 1981 by General Zia to take over the rocket programme, was later detected to be receiving multiple transfers of missile-related equipment and technology. And in 1993, Prime Minister Benazir Bhutto is alleged to have travelled to Pyongyang to swap nuclear bomb designs and know-how for Nodong missiles. KRL test-fired the liquid-fuelled Ghauri in 1998, based on the Nodong, which brought New Delhi within range of Pakistan’s nuclear weapons. A year later, KRL launched the Ghauri-2, which was capable of hitting most of India. Exactly one day later, PAEC successfully tested the Shaheen-1, introducing solid-fuelled intermediate-range capabilities to the Pakistani arsenal. Even though President George Bush had reimposed nuclear weapons sanctions in 1990, it did little to retard Pakistan’s missile and bomb programmes. Little impact was made, either, by Clinton’s sanctions. Following 9/11 and the lifting of those sanctions, the NDC produced improved versions of missiles developed by SUPARCO, notably the Hatf-2, also known as the Abdali, and its successors, the Ghaznavi, Shaheen-1 and Shaheen-2. The NDC also developed Pakistan’s first cruise missile, the Babur, which surprised many experts with its technological capabilities. Also read: Yoon’s failed coup shows the rise of democracy in South Korea is reversible Equipped with a growing nuclear arsenal powered by a stockpile of plutonium from four reactors, as well as an expanding infrastructure for uranium enrichment, Islamabad is developing increasingly sophisticated means to deliver its bombs. The Babur-2 will be capable of delivering nuclear bombs at ranges of over 700 kilometres, hugging the terrain to evade air defences. The air-launched Ra’ad is armed with conventional warheads but heralds the acquisition of even more sophisticated capabilities. Longer-range missiles are under development, too. There’s little direct threat to the United States from these missile systems: The country, after all, has built missile defences to protect against far more sophisticated adversaries, including China and Russia. Like in the 1970s, though, the real danger is that Pakistan could end up supplying nuclear weapons technologies to states in the Middle East and elsewhere, destabilising the global order. From the outset of its nuclear programme, Pakistan leveraged its strategic position to extract concessions. As late as 2009, leaked diplomatic cables show, Pakistan was able to use its 9/11 role to flatly reject American requests to return highly-enriched uranium from an ageing research reactor. The cables also show that now-President Joe Biden became increasingly frustrated with Pakistan’s support of the jihadists his country was battling in Afghanistan—but failed to mount enough pressure to force Islamabad to change course. America’s Cold War fixations let the nuclear genie out of the bottle in Pakistan. It’s probably too late to shove it back in. Praveen Swami is contributing editor at ThePrint. He tweets @praveenswami. Views are personal. 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Δ document.getElementById( "ak_js_1" ).setAttribute( "value", ( new Date() ).getTime() );NEW YORK, Dec. 10, 2024 (GLOBE NEWSWIRE) -- Cellectis (Euronext Growth: ALCLS – NASDAQ: CLLS) (the “Company”), a clinical-stage biotechnology company using its pioneering gene-editing platform to develop life-saving cell and gene therapies, today announced that it has drawn down the final tranche of €5 million (“Tranche C”) under the credit facility agreement for up to €40 million entered into with the European Investment Bank (the “EIB) on December 28, 2022 (the "Finance Contract"). With the drawdown of Tranche C, the Company has drawn down the full €40 million available under the Finance Contract. Tranche C is expected to be disbursed by the EIB by December 18, 2024. The Company plans to use the proceeds of Tranche C towards the development of its pipeline of allogeneic CAR T-cell product candidates: UCART22 and UCART20x22. As a condition to the disbursement of Tranche C the Company issued 611,426 warrants to the benefit of the EIB, in accordance with the terms of the 14 th resolution of the shareholders’ meeting held on June 28, 2024 and articles L. 228-91 and seq. of the French Commercial Code (the “Tranche C Warrants”). Each Tranche C Warrant allows the EIB to subscribe for one ordinary share of the Company, at a price of €1.70, corresponding to 99% of the volume-weighted average price of the Company’s ordinary shares over the last 3 trading days preceding the decision of the board of directors of the Company to issue the Tranche C Warrants. The total number of shares issuable upon exercise of the Tranche C Warrants represent circa 0.6% of the Company’s outstanding share capital as at their issuance date. Tranche C will mature six years from its disbursement date and will accrue interest at a rate of 6% per annum capitalized annually and payable at maturity. The other terms of the Tranche C Warrants and prepayment events of Tranche C under the Finance Contract are as set forth in the Company’s press release of April 4, 2023 and Form 6-K filed with the U.S. Securities and Exchange Commission on such date. About Cellectis Cellectis is a clinical-stage biotechnology company using its pioneering gene-editing platform to develop life-saving cell and gene therapies. Cellectis utilizes an allogeneic approach for CAR-T immunotherapies in oncology, pioneering the concept of off-the-shelf and ready-to-use gene-edited CAR T-cells to treat cancer patients, and a platform to make therapeutic gene editing in hemopoietic stem cells for various diseases. As a clinical-stage biopharmaceutical company with 25 years of experience and expertise in gene editing, Cellectis is developing life-changing product candidates utilizing TALEN ® , its gene editing technology, and PulseAgile, its pioneering electroporation system to harness the power of the immune system in order to treat diseases with unmet medical needs. Cellectis’ headquarters are in Paris, France, with locations in New York, New York and Raleigh, North Carolina. Cellectis is listed on the Nasdaq Global Market (ticker: CLLS) and on Euronext Growth (ticker: ALCLS). To find out more, visit our website: www.cellectis.com Follow Cellectis on social networks @cellectis on LinkedIn and X (formerly Twitter) TALEN® is a registered trademark owned by Cellectis. Cautionary Statement This press release contains “forward-looking” statements within the meaning of applicable securities laws, including the Private Securities Litigation Reform Act of 1995. Forward-looking statements may be identified by words such as “expect,” “plan,” and “will,” or the negative of these and similar expressions. These forward-looking statements, which are based on our management’s current expectations and assumptions and on information currently available to management. Forward-looking statements include statements about the date of disbursement of the Tranche C and the use of the proceeds of amounts received under the Finance Contract. These forward-looking statements are made in light of information currently available to us and are subject to numerous risks and uncertainties, including with respect to the numerous risks associated with market conditions, and our ability to satisfy the conditions precedent under the Finance Contract. Furthermore, many other important factors, including those described in our Annual Report on Form 20-F as amended and in our annual financial report (including the management report) for the year ended December 31, 2023 and subsequent filings Cellectis makes with the Securities Exchange Commission from time to time, which are available on the SEC’s website at www.sec.gov , as well as other known and unknown risks and uncertainties may adversely affect such forward-looking statements and cause our actual results, performance or achievements to be materially different from those expressed or implied by the forward-looking statements. Except as required by law, we assume no obligation to update these forward-looking statements publicly, or to update the reasons why actual results could differ materially from those anticipated in the forward-looking statements, even if new information becomes available in the future. For further information on Cellectis, please contact: Media contacts: Pascalyne Wilson, Director, Communications, + 33 (0)7 76 99 14 33, media@cellectis.com Patricia Sosa Navarro, Chief of Staff to the CEO, +33 (0)7 76 77 46 93 Investor Relations contact: Arthur Stril, Interim Chief Financial Officer, investors@cellectis.com Attachment 20241128_Cellectis_BEI_Tranche C_ENGLISH_PR-MBT