Futureproofing health: why recovery is the new performance benchmark

Preventative health is no longer an abstract concept – it is quickly becoming the foundation of personal and professional performance. As the global wellness economy surpasses $6trn and continues to expand, businesses, athletes and individuals alike are seeking ways to invest in their longevity, vitality and resilience. At CTN, we have embraced this shift, developing advanced cryotherapy and wellness solutions that make recovery accessible, safe and impactful for everyone.

Historically, recovery treatments such as cryotherapy and hyperbaric oxygen therapy were confined to elite athletic circles and specialised medical facilities. Today, thanks to innovation and technological refinement, these solutions are entering mainstream wellness spaces, corporate environments and even private homes. This democratisation of recovery is setting a new standard for how we care for our bodies and minds – and CTN is proud to be at the forefront of this evolution.

One of the most significant developments in our sector has been the shift from invasive, medically supervised treatments to safe, non-medical recovery technologies that fit seamlessly into modern lifestyles.

CTN’s cryotherapy devices, such as the X°CRYO for targeted cryotherapy and the e°CABIN for whole-body cryotherapy treatments, offer professional-grade results without the risks associated with traditional liquid nitrogen systems. Our mild hyperbaric oxygen therapy device, OxyPro, and our LedPro red light therapy solution further expand the toolkit for proactive wellness, accelerating recovery, reducing inflammation, and enhancing mental clarity.

We foresee a future where recovery technologies are embedded into everyday life

Clients today demand more than just one-dimensional treatments. They seek comprehensive wellness experiences that combine multiple modalities to deliver faster, longer-lasting results. CTN’s technology ecosystem was designed with this integrative mindset. For example, pairing hyperbaric oxygen therapy with whole-body cryotherapy creates a synergistic effect that boosts cellular repair and recovery far beyond what either treatment could achieve alone. This trend is reshaping not only individual health journeys but also the operational strategies of wellness businesses. Recovery studios, gyms, spas and even corporate wellness programmes are evolving to incorporate these technologies. By offering efficient, automated, and easy-to-use devices, CTN enables businesses to stay ahead of this curve – delivering value to their clients while streamlining their own operations. Our solutions require minimal staffing, offer high safety margins, and provide a rapid return on investment, making them an ideal fit for forward-thinking organisations.

Furthermore, the role of recovery technology in preventative health cannot be overstated. As healthcare systems around the world strain under the weight of chronic conditions and ageing populations, a growing emphasis is placed on early intervention and self-care. Recovery modalities such as cryotherapy, oxygen therapy, and red light therapy empower individuals to take proactive steps toward better health, reducing the risk of injury, accelerating healing processes, and improving overall quality of life.

Recovery solutions available to all
CTN’s partnerships with elite athletes, such as UFC champion Ilia Topuria and Team Finland’s Olympic and Paralympic squads, have shown that consistent recovery practices lead to measurable improvements in performance and resilience. However, these benefits are not reserved for the world’s best athletes. Our technology is designed to make world-class recovery solutions available to everyone – from busy executives combating stress and fatigue, to wellness enthusiasts investing in their future vitality.

Innovation is at the heart of our mission. As the wellness sector continues to evolve, so too must the technologies that support it. At CTN, we are continually researching, developing, and refining our solutions to ensure they align with the latest scientific insights and market needs. Whether through the integration of smart technologies for personalised protocols or through enhanced design for greater comfort and efficiency, we are committed to staying ahead of the curve.

Looking ahead, we foresee a future where recovery technologies are embedded into everyday life, just as fitness and nutrition have become integral components of modern living. In this future, recovery is not reactive – it is proactive. It is not about fixing what is broken but about maintaining what is strong. CTN’s cryotherapy and wellness solutions are a blueprint for this future, offering a bridge between cutting-edge science and accessible daily practice. As we move into the next chapter of global wellness, CTN remains dedicated to leading with expertise, innovation, and integrity. We believe that recovery technology has the power to reshape how humanity approaches health and performance – and we are proud to be pioneering that transformation. For those ready to invest in a future of resilience, vitality, and preventative wellness, the journey starts with CTN.

How to educate in a time of conflict

One of the most challenging problems of practice that teachers face in schools is how to discuss burning political events, including war. This is especially delicate in international schools, such as the Ecole Internationale de Genève, where many nationalities are represented in the community, sometimes from the very nations at war. There is a temptation to avoid any mention of sensitive events, since schools are not political entities. However, decades of research on preventing prejudice and violence through education remind us that students must be given a space to discuss how they feel. The problem for teachers is how to scaffold such discussions.

Three principles, three strategies
In 2020, I led the publication of a UNESCO study entitled ‘Preventing violent extremism through education: from policy to practice,’ with contributions from curriculum experts, psychologists and philosophers. Based on what came out of this work, I would like to suggest three principles and strategies for educators to consider.

The first principle is that everyone is safe here. Wars create fear, anxiety and distress but also scapegoating, bullying and ostracism. It is the first duty of educators to know their students and the extent to which they might be affected by a conflict. No teasing, accusation, or discriminatory behaviour is ever acceptable, but this message needs to be reinforced in times of war. We should approach children from affected areas openly and check if they are alright. There should be a plan in place so that traumatised children know where to go to if the burden becomes too much.

The first strategy is therefore to create a safe space. Ask students how they are, as a class and individually. Be attentive to their mood and behaviour and give them a chance to express how they are feeling.

Use school resources, including psychologists and counsellors, to create a programme to support distressed students.

Searching for truth
The second principle is critical thinking. The first casualty in war is the truth: propaganda abounds and the chaotic, unfiltered world of social media both desensitises users and feeds them ideologically skewed accounts of conflict. Knowing what to trust and how to form an opinion is difficult, and this is why students need to be introduced to an empirical criterion of meaning.

The job of the teacher is to educate students how to think, not to tell them what to think

Hence the second strategy is to check your bias and get students to check theirs. Ask yourself what your assumptions are and how you project them, unconsciously or consciously, onto the way you chair discussions and present materials. The job of the teacher is to educate students how to think, not to tell them what to think. For their part, students should always ask themselves what their sources of information are.

The third principle concerns higher order moral imperatives. The teacher’s work is ultimately to lead the discussion to a level that is more general and is transferable to other situations.

So, the third strategy is to take discussions to this higher level. This allows students to leave the lesson with powerful syntheses or ‘headlines’ that are philosophical in nature. It also means closing discussions above the confusion of heated positions and moving towards a place of agreement. Sometimes we cannot end with a universal understanding, but instead a lingering universal question.

Skills development
To assist teachers in this aspect of their work, we are offering a new course at the Ecolint Institute of Learning and Teaching entitled ‘Teaching in Times of Conflict.’ This two-session in-person, one-session online workshop provides educators with various practical strategies. Delivered through expert-led presentations and facilitated breakout sessions, the course covers presenting unbiased information, supporting students’ emotional well-being, answering challenging student questions and reflecting on these practices. Participants will leave with a Certificate of Completion from the Ecolint Institute, recognising their participation and skills development.

The need to look after students and colleagues affected by war is of paramount importance. But avoiding the discussion of global events will not help students to become caring, critical thinkers. Hence the challenge facing us as educators. One thing is for sure, if we do not curate these discussions, social media will do it for us and that will not provide the support needed to nurture critically minded global citizens.

Sustainable aviation – the Turkish Airlines way

‘Sustainable aviation’ is increasingly in the spotlight, and for good reason. But working towards this important goal is far from simple. At Turkish Airlines, we see it as a comprehensive and realistic approach to minimising our environmental impact – but there is no denying that carbon offsetting alone is insufficient. The issue has to be tackled from multiple angles. In our case the pillars are: the integrating of fuel efficiency, operational improvements, fleet renewal and the adoption of sustainable aviation fuels (SAF). In short, we strive to integrate sustainability into our operations and engage passengers through user-friendly platforms such as CO₂mission.

Carbon footprint-reducing measures
As mentioned above, our sustainability approach is multi-pronged and we have worked hard towards it for many years, long before ‘sustainability’ was the buzzword it is today. Since 2008, Turkish Airlines has implemented over 100 operational optimisation projects aimed at increasing fuel efficiency. In 2024 alone, these projects resulted in approximately 70,000 tons of fuel savings and prevented more than 220,000 tons of CO₂ emissions. Our fuel saving committee and advanced fuel management information systems help ensure continuous improvements. We have made significant progress but our primary focus remains the same, namely to keep fine-tuning operational efficiency and promoting the use of SAF.

Elsewhere, we have initiated projects such as ‘statistical contingency fuel’ to minimise excess fuel carriage on flights using data analytics. Additionally, we have phased out single-use plastic cups, introduced FSC-certified paper products and adopted lighter cabin equipment to reduce weight and fuel consumption. Collectively, these initiatives enhance both operational efficiency and environmental sustainability.

Inspiring green thinking
It is imperative to motivate passengers on sustainability and there are a number of ways to go about this. To engage our passengers, we have developed a dedicated hub – the CO₂mission platform. Though this multifunctional platform does not eliminate carbon emissions directly, it provides passengers with a transparent and verified system, encouraging them to contribute to global climate action. In order to inspire passenger participation, we have put a lot of effort into creating a platform with a user-friendly interface, allowing them to calculate and offset their carbon footprint with ease. Supported projects – all of which are internationally recognised gold standard and VCS-certified – include renewable energy generation, ecosystem restoration and community-based initiatives, enabling passengers to actively contribute to a more eco-friendly world.

To offer a more detailed rundown of these initiatives, the ‘renewable energy’ projects revolve around wind, solar and hydroelectric power to reduce fossil fuel consumption, while the ‘ecosystem restoration’ category helps to preserve natural ecosystems, increasing carbon sequestration capacity for long-term impact. The third in the family of initiatives – ‘community care’ – provides fuel-efficient stoves in developing regions to reduce carbon emissions and improve local communities’ quality of life.

We have noticed that projects that offer social benefits, such as the community-based cookstove initiatives, have been particularly popular, achieving increased overall engagement. It is evident that passengers appreciate seeing tangible impacts from their contributions. As for the physical in-flight experience, we strive to create awareness through sustainable practices such as digital menus and the use of biodegradable products. These initiatives aim to motivate passengers to become more environmentally conscious – whether they happen to be on a plane or elsewhere.

Future sustainability efforts
Without a doubt, the limited availability and high production costs of SAF pose the biggest challenge for our industry. In 2024, SAF accounted for only about 0.3 percent of global jet fuel usage. Scaling SAF production and making it economically viable requires extensive collaboration across the aviation sector, significant investments and supportive policies.

As for our own ongoing efforts, we are fully invested in our mission to reduce our environmental impact and will accelerate our sustainability initiatives with the goal of becoming a carbon neutral airline by 2050. To go about this, we will make full use of the multifaceted strategy we have developed over the years – and as ever continue to improve it. The areas of focus involve the increased use of sustainable aviation fuels, continued fleet modernisation and the expansion of data-driven fuel optimisation projects. Additionally, we have published our comprehensive ‘climate transition plan.’ Complacency has no place in the fight for the environment, and Turkish Airlines is determined to continue to invest in new technologies to further reduce our environmental footprint.

A blueprint for sustainable banking

Sri Lanka is a comeback story that economists are closely monitoring as it still has some way to go, despite the significant progress made in the aftermath of the financial crisis that unfolded in 2022. Recording its first quarter of growth in the third quarter of 2023 after six consecutive quarters of negative growth, the country maintained its growth momentum in 2024 to record five percent growth, albeit from a low base.

The country held Presidential and Parliamentary elections in 2024 with a smooth transition of power during the year. The stability achieved through consistently applied policies is commendable as the country achieved stability in the trifecta, inflation, interest rates and exchange rates of abnormally high levels in 2022 and 2023. Exports, tourism and worker remittances increased foreign currency inflows supporting stability and growth.

The restructuring of the international sovereign bonds and the release of the third tranche of the Extended Fund Facility from the International Monetary Fund strengthened the economy. The country’s gross official reserves stand at 3.9 months by the close of 2024 and the country’s default rating was revised upwards, giving rise to a pervasive sense of renewed optimism among the people.

The financial inclusion goal
From its inception in 1986, Sampath Bank has transformed the banking industry in Sri Lanka using technology and innovative products to achieve financial inclusion, a term not yet coined at the time. From being the first bank in Sri Lanka to operate a multi-point network of Automated Teller Machines (ATM) in 1988 or the first to issue debit cards in South Asia in 1997, Sampath Bank has continuously sought to democratise convenient banking, seeking higher penetration levels with affordable and convenient banking. Accordingly, Sampath Bank aligned its priorities to support the recovery and growth of the economy.

Supporting the revival of businesses was a key area of focus, and the Business Revival Unit was set up to provide financial advice and management tools to move beyond cashflow constraints to thrive in a reviving economy. Over 74 businesses that were revived, stabilised and moved out of the bank’s stage two and stage three portfolios are testimony to the effectiveness of this new unit. These businesses are now stable with improved management and practical repayment schedules with sufficient headroom for growth.

Sampath Bank has continuously sought to democratise convenient banking

The loan book of the bank increased by 10 percent during the year compared to a decline of 4.7 percent in the previous year, as the bank supported growth in active sectors of the economy such as tourism, information and communication technology and healthcare.

The bank retained its leadership position in worker remittances and increased market share, assisting a growing migrant population to support their families in Sri Lanka by re-imagining the offering with relevant benefits and extending our reach. Growth in digital transaction volumes and values continue to nurture our legacy of leveraging relevant technology to integrate Sri Lankans with a digital era and the benefits of access to opportunity and financial services.

Building on a strong legacy
A new strategy was crafted in 2024 to position the bank along a new growth trajectory to be the best in whatever we do. It builds on the bank’s legacy of meeting the needs of the future through enhanced stakeholder value propositions. The strategy focuses on five pillars: corporate, SME, transaction banking, high-net-worth families, and advanced analytics. This strategy enables the bank to extend SME value chains, thereby enhancing our value proposition for the SMEs, entrepreneurs and farmers by building resilient ecosystems that ease access to markets and finance. The bank has a sound launching pad for this strategy with leadership in cards, loyal customer base, customer insights, a motivated team and solid financials, facilitating the development of unique and purposeful offerings for target customer segments. Advanced analytics and use of AI tools will support efficiency and growth as we harness the advancements in technology to level up the bank’s operating model.

Sampath Bank made the highest investment in its history in digital technologies in 2024 and is on the next phase of transitioning the people to the new norm. Teams are being coached to unlearn, relearn and improve, in order to drive both their own and the bank’s performance. This was underpinned with the highest training spend in the history of the bank. This approach aims to drive growth, improve customer loyalty, and position the bank for future success while strengthening its leadership in key business verticals.

Sampath Bank delivered strong PAT growth recording an EPS of Rs23.30 in 2024 compared to Rs14.62 reported in 2023 as delivery on strategy was buoyed by a recovering economy. Net interest income growth and a significant decrease in provisions for impairment contributed to profit growth. Profit after tax amounted to Rs27.3bn ($93m), an increase of 59.4 percent, reflecting the value created for investors.

The bank’s total asset growth was 15.3 percent as the balance sheet expanded to Rs1,778bn ($6.1bn), reflecting a focused growth strategy. Loans and advances recorded growth of 10 percent to Rs964.6bn ($3.3bn) as business confidence increased with economic stability. Investment portfolios increased by 28.7 percent to Rs801bn ($2.7bn), reflecting the cautious approach to growth in 2024 as well as our capacity for future growth.

Strong deposit growth of 16.2 percent to Rs1,469bn ($5bn) funded growth as increased customer centricity strengthened brand leadership. The Current Account and Savings Account (CASA) growth was also encouraging at 18.3 percent, easing pressure on NII margins as interest rates declined. Importantly, the bank’s Tier 1 capital adequacy ratio improved marginally, remaining well above industry standards while also recording significant improvement in asset quality indicators.

Targeted sustainability initiatives
Sampath Bank continues to enhance the sustainability of the business model while also investing in the future of the planet and its people through targeted sustainability initiatives. The Environmental and Social Management System is now an institutionalised process that assesses the environment and social impact of loan facilities above Rs100m. Financial inclusion is supported through multiple initiatives as well as our subsidiary, Siyapatha Finance. Additionally, implementing SLFRS sustainability standards in 2025 will ensure that controls over sustainability reporting are as rigorous as those over financial reporting.

The bank minimised scope one and two emissions by increasing our own solar generation capacity, which generated 664.6Mwh in 2024. Additionally, lending Rs1,440m ($4.9m) in renewable energy projects with a total installed capacity of 10Mw helped minimise scope three emissions. Initiatives to minimise and manage waste continue to transform how we work while enhancing awareness of the need for action by all throughout the bank.

We continue to invest in our people, supporting their career progression through focused training

The bank’s sustainability initiatives have been strategic in nature, nurturing environmental and social ecosystems that support each other to thrive. ‘Wewata Jeewayak,’ the bank’s flagship project, is now in its 24th year having undertaken a total of 30 reservoirs that are vital for the country’s food production, supporting the livelihoods of over 3,700 families in farming communities. This milestone was marked with the restoration of nine tanks in 2024, the highest undertaken in a single year. The project helps to irrigate 3,400 acres of paddy fields, enabling farmers to work two seasons instead of one. These reservoirs store and distribute rainwater to fields and homes, while also rejuvenating the flora and fauna. Project partners enhance the scope, extending it to financial inclusion, entrepreneurship development, and good agricultural practices, to name just a few aspects of this increasingly multifaceted project that delivers benefits at grassroots. ‘A breath to the ocean’ looks at restoration of mangroves, coral replanting and turtle conservation to support life below water. ‘Gasai Mamai Pubudu Pothai’ (The Tree, Me and My Savings Book) inculcates awareness of the importance of nurturing trees in the next generation. Environment restoration projects undertaken by the bank include the Kanneliya and Udawalawe forest restoration projects as well as the Mangrove Restoration Project in Anawilundawa Ramsar Wetland, reflecting our commitment to the environment.

Investing in the future
We continue to invest in our people, supporting their career progression through focused training while also implementing initiatives to support their health and well-being, including their mental wellbeing. Over 16 programmes were implemented for health and well-being covering over 23 percent of employees. The renewed focus on training resulted in an average of 45 hours of training per employee and 98.5 percent coverage of employees. We promoted 458 employees during the year to meet the business needs of a bank in a growth phase. The bank’s retention rate of 96.8 percent and the return-to-work rates after maternity leave stand testimony to our holistic employee value proposition.

Sri Lanka had a strong start for 2025 with a convergence of positive factors. Political stability, an improved sovereign rating, growth in trade, tourism and remittances together with improved business confidence augur well for the country’s ability to reach the forecasted GDP growth of approximately five percent in 2025. The banking sector is expected to be a catalyst and a beneficiary of the improved prospects for the country.

The multi-pronged strategy for growth described above will guide our quest to be the best bank in the country. We remain confident about realising our aspirations as we build on solid foundations with a motivated team.

End of an era: Buffett bids farewell to Berkshire Hathaway

After a career spanning more than eight decades, it turns out that Warren Buffett had one last trick up his sleeve. The veteran investor shocked his audience when he announced his retirement from Berkshire Hathaway at the company’s annual shareholder meeting in May, bringing an end to a 60-year spell at the helm of the trillion-dollar conglomerate. This was news to the vast majority of the 40,000-strong crowd, including vice-chairman Greg Abel, who will succeed Buffett as CEO when he steps down at the end of the year.

At the age of 94, Buffett’s retirement should perhaps come as no surprise. But it is hard to imagine an investment landscape without the financier at the very forefront. For more than half a century, Buffett has been considered one of the world’s leading business voices, with his investment acumen earning him the nickname the ‘Oracle of Omaha.’ Under Buffett’s shrewd leadership, Berkshire Hathaway has been transformed from a failing textile manufacturer into a $1.1trn conglomerate, boasting dozens of businesses in insurance, rail transportation, retail and more. The firm also holds significant stakes in global brands such as Apple, Coca-Cola, Domino’s and American Express, making it one of the most influential companies in the world.

Significantly, Buffett built Berkshire Hathaway into an industry titan by following a simple approach to investing. Buffett’s preferred method – known as value investing – prioritises buying quality companies and holding them for the long term. Buffett adopted this approach early in his career, by searching for companies that were underperforming relative to their potential. It didn’t take long for this astute strategy to pay off, propelling Buffett and Berkshire to immense wealth and influence. In an age when investors are increasingly short-term in their thinking, there may still be much to be learnt from Buffett’s patient approach.

Billionaire beginnings
“Warren Buffett represents everything that is good about American capitalism and America itself,” said Jamie Dimon, the Chief Executive of JPMorgan Chase, after hearing of the investor’s retirement announcement. In many ways, Buffett has become synonymous with the American dream and a particular US brand of capitalism. Born in Omaha, Nebraska in 1930, Buffett has often spoken of his luck at winning “the ovarian lottery” by being born in the US and coming of age when America was enjoying a post-war economic boom. Growing up far from the frenzy of Wall Street, Buffett nevertheless developed an interest in business and investing from an early age.

At just seven years old, Buffett stumbled upon a book at the Omaha Public Library that would change the course of his life. After reading Frances Minaker’s One Thousand Ways to Make $1000, Buffett’s fascination with the world of finance started to grow. Inspired by the book’s practical advice on ways to make money, Buffett threw himself into several different business ventures, selling packs of chewing gum to his neighbours and collecting empty Coca-Cola bottles to trade for cash at local stores. By the age of 11, Buffet claims to have read every book at his local library on the subject of investing, arming himself with the right knowledge to make his very first stock purchase: $114.75 for three shares in natural gas company Cities Service.

“I had become a capitalist, and it felt good,” Buffett later reflected on his first foray into the stock market. While this first purchase did not propel Buffett to instant wealth, it taught the young investor many crucial lessons – most importantly, the value of patience and long-term thinking.

After graduating from high school, Buffett was eager to focus on his business ventures, but his parents encouraged him to attend university. This proved to be useful advice, as Buffett was ultimately able to study under the influential economist Benjamin Graham at Columbia Business School. Graham, known to many as the ‘father of value investing,’ had a profound influence on Buffett as a young man, with his focus on minimising risk and recognising intrinsic value guiding many of Buffett’s decisions in the first decades of his storied career. In 1954, Buffett joined Graham’s own investment firm, moving his family to New York as he prepared for a new life working with his mentor. This was short-lived, however, as the following year, Graham told Buffett of his plans to retire. For a home-sick Buffett, this news gave him the impetus he needed to return to Omaha and set up his own investment partnership, aged just 25.

“Although I had no idea, age 25 was a turning point,” Buffett later told Forbes magazine. “I was changing my life, setting up something that would turn into a fairly good-size partnership called Berkshire Hathaway. I wasn’t scared. I was doing something I liked, and I am still doing it.”

In the early 1960s, Buffett’s partnership began strategically buying shares in the struggling textile company Berkshire Hathaway. By 1965, Buffett’s aggressive investment strategy allowed him to take control of the firm and begin shifting Berkshire’s business strategy away from textile manufacturing and towards investments and acquisitions. The rest, as they say, is history.

Foundations for success
“Forget what you know about buying fair businesses at wonderful prices; instead, buy wonderful businesses at fair prices,” Buffett famously advised in his 2015 shareholder letter, attributing this maxim to long-time friend and business partner, Charlie Munger. This simple approach to investing has transformed Berkshire Hathaway into a powerhouse holding company, with 189 operating businesses to its name. From its billion-dollar railroads to its bevy of fast-food companies, Berkshire’s investments have always been focused on quality brands and long-termism.

“In fact, when we own portions of outstanding businesses with outstanding managements, our favourite holding period is forever,” Buffett said in his 1988 letter to his shareholders. True to his word, Buffett remains loyal to the brands that he favours. He has never sold a share in Coca-Cola since first investing in the company in 1988 and is said to drink five cans of the fizzy beverage every day. Given that Berkshire Hathaway is set to receive $816m in dividends from the brand in 2025, this is a longstanding relationship that continues to pay off.

Buffett’s connection to Coca-Cola is emblematic of another of his investment principles – buying American. Throughout his investment career, Buffet has been a staunch supporter of US businesses, even in the most turbulent economic circumstances. In 2008, with the global economy still reeling from the financial crash, Buffett wrote an op-ed for The New York Times, in which he encouraged readers to follow his lead and ‘buy American.’

“Bad news is an investor’s best friend,” he wrote. “It lets you buy a slice of America’s future at a marked-down price.” In the years since the financial crash, Buffett’s pro-American strategy hasn’t changed, with Berkshire Hathaway continuing to snap up shares in well-established US firms such as Domino’s Pizza and beverage company Constellation Brands. By focusing on quality brands with consistent cash flows, Buffett has been able to steer Berkshire Hathaway through a host of economic booms and busts, delivering market-beating returns for shareholders over the last six decades.

This patient, long-term approach has also allowed Buffett to avoid speculative bubbles, famously staying away from dot-com stocks in the late 1990s, which then crashed in the year 2000. Resisting the temptation of rapid buying and selling has served Buffett incredibly well, but that’s not to say his career has been entirely without missteps.

Learning hard lessons
Even the very best investors can make mistakes – a fact that Buffett himself is willing to admit. Seeking to break the industry ‘taboo’ around getting things wrong, Buffett penned a candid letter to Berkshire shareholders earlier this year, detailing some of the missteps he has made while leading the company, and the lessons he has learned. “Problems cannot be wished away,” he wrote. “They require action, however uncomfortable that may be.”

It may be this shift in mindset that saw Buffett reverse his longstanding position on tech investments. Having passed up early opportunities to invest in technology giants such as Amazon, Google and Microsoft, Buffett missed out on significant financial windfalls as these companies became household names.

After watching the dot-com bubble burst, avoiding tech stocks may have seemed like a sensible precaution in the early 2000s, but Buffett’s hesitancy ended up costing him. Not one to take failure lying down, Buffett has been beefing up Berkshire Hathaway’s tech investments over the past decade. The conglomerate now owns 300 million shares in Apple – worth a staggering $60bn – and has been raising its stake in Amazon since first snapping up shares in the e-commerce giant in 2019.

While Buffett may have softened his stance when it comes to tech investments, many of the veteran investor’s core principles continue to shine through in his relationship with both Amazon and Apple. Both firms boast powerful brand names, and can be considered consumer companies, rather than strictly tech.

In the fast-paced and ever-changing tech world, Amazon and Apple have demonstrated durable success, enjoying customer loyalty and steady profits which don’t necessarily depend on constant innovation. For someone who values long-term stability, the two firms represent consistency and dependability in a sector defined by constant change. Despite some early missed opportunities in the tech world, Berkshire Hathaway’s $1.1trn valuation suggests that the financial impact of these mistakes is minimal. For Buffett, the more serious career challenges may well have been the threats to his reputation over the years.

In 1991, Buffett’s leadership was tested when investment bank Salomon Brothers was embroiled in a bond trading scandal. As a major shareholder in the firm, Buffett was forced to bail out Salomon in order to protect his investment, even stepping up to act as the bank’s chairman until the crisis passed. In his 1991 testimony to Congress during the scandal, Buffett warned Salomon employees: “lose money for the firm and I will be understanding, lose a shred of reputation for the firm, and I will be ruthless.”

But this wasn’t Buffett’s last brush with Wall Street controversy. During the early, panicked days of the 2008 global financial crash, Berkshire Hathaway invested $5bn in Goldman Sachs, in an effort to help the bank bolster its balance sheet. While Buffett saw the investment as a necessary shot in the arm for the country’s financial sector, critics chided him for defending Goldman, which had been one of the largest players in the subprime mortgage market.

Many accused the firm of profiting from an economic crisis that it helped to create, and Buffett’s association with the firm may have tarnished his reputation among an outraged public. For someone as acutely aware of their own position as Warren Buffett, the experience may have served to re-emphasise the importance of integrity and ethical conduct.

A lasting legacy
While Buffett’s influence over the investment landscape is undeniable, the legendary financier has also had a profound impact on the world outside of business, too. As one of the world’s leading philanthropists, Buffett has donated over $56bn to charitable causes over the course of his lifetime, with plans to give away 99.5 percent of his remaining wealth when he dies. Along with his own charitable donations, Buffett also seeks to inspire other super-rich individuals to join his philanthropic efforts.

Buffett represents everything that is good about American capitalism and America itself

In 2010, he co-founded the Giving Pledge with long-time friend Bill Gates – a campaign which encourages wealthy individuals to give at least half of their wealth to philanthropic causes during their lifetime or in their will. In the 15 years since its launch, the campaign has gathered 245 pledgers – a healthy number, but fewer than its founders may have hoped for. In fact, in recent years, support for the pledge appears to be waning, even as the number of billionaires continues to grow. The 2025 edition of the Forbes annual rich list features a record-breaking 3,028 billionaires – and the 245 Giving Pledge members account for just eight percent of this ultra-wealthy group.

As the world’s sixth-richest man, Buffett should be only too aware of the growing issue of income inequality. Billionaire wealth has surged since the 1990s, with poverty charity Oxfam predicting that at least five people will become trillionaires within the next decade. Meanwhile, the number of people living under the World Bank poverty line has barely changed over the same time period, accounting for 44 percent of the world’s population. Last year, the wealth of the world’s 10 richest men jumped by an average of almost $100m a day, making the gap between rich and poor grow ever wider.

Against this troubling backdrop, Buffett has continued to insist that the super-rich have a responsibility to give back to society. Alongside his philanthropic donations, Buffett has also campaigned for higher taxes on wealthy individuals, and an end to “unfair” tax breaks for the mega-rich. In a 2011 article penned for The New York Times, he argued that the Bush-era tax regime was overly generous to the wealthy, while those on lower incomes struggled to make ends meet.

“My friends and I have been coddled long enough by a billionaire-friendly Congress,” he wrote. “It is time for our government to get serious about shared sacrifice.”

A rigged system?
Corporations, too, ought to pay their fair share, according to Buffett. Last year, Berkshire Hathaway paid the largest corporate tax bill in US history, putting $26.8bn into the treasury coffers. But, far from bemoaning this significant sum, Buffett hopes that his firm will send “even larger” tax payments in the future. In a typically candid annual letter to shareholders, Buffett urged the US government to spend this tax money sensibly and use it to support those who are less fortunate.

Buffett has every intention of keeping a watchful eye on the markets – in 2025 and beyond

“Spend it wisely,” he advised. “Take care of the many, who, for no fault of their own, get the short straws in life. They deserve better.”

This message is very much at odds with the current fiscal thinking in the White House. Republicans in the House and Senate are working to make permanent the tax cuts that President Trump first introduced in 2017, which lowered the corporate tax rate from 35 percent to 21 percent. Despite costing the federal government an estimated $240bn in lost tax revenue between 2018 and 2021, the Trump administration is forging ahead with its plans to extend the controversial tax cuts.

The bill to enact this tax agenda is now heading to the Senate after passing in the House of Representatives by just one vote. Trump’s 1,100-page “big beautiful bill” not only seeks to advance corporate and individual tax cuts, but also looks to tighten eligibility for health and food programmes for the disadvantaged, in a move that has been roundly criticised by Democrats. According to the nonpartisan Congressional Budget Office, the bill, if enacted, would reduce income for the poorest 10 percent of households and increase incomes for the top 10 percent. With working-class families set to bear the brunt of these contentious policies, Buffett’s vision of a fairer system seems to be moving further out of reach.

Back in style
Trump’s second term has thus far seen a significant shift in economic policy. Upon his return to the White House, Trump announced a host of sweeping trade tariffs, which have disrupted global markets with unprecedented intensity. Long-time trade partners have scrambled to negotiate new deals with the US, and China has only recently stepped back from the brink of an all-out trade war with its western rival. The era of free trade may well be over, and market volatility is fast becoming the new normal.

These fraught economic conditions look very different to those of Buffett’s heyday. But, ironically, it is this current market volatility that may see Buffett’s investment principles come back into fashion. For some years now, short-termism has dominated the investment world, with many investors chasing quick returns over potential long-term growth. The fast-growing tech sector has also attracted hordes of investors in recent years, with the so-called ‘Magnificent Seven’ tech stocks taking off astronomically at the end of 2022. By the end of 2024, stocks in these seven companies – Alphabet, Amazon, Apple, Meta Platforms, Microsoft, Nvidia and Tesla – accounted for around one-third of the S&P 500’s total market capitalisation, giving them immense influence over the markets and the wider global economy.

Buffett has continued to insist that the super-rich have a responsibility to give back to society

However, amid widespread trade tensions and growing global economic uncertainty, a more traditional approach to investing may be coming back in vogue. Buffett’s brand of value investing can prove popular in times of economic turbulence, as investors look towards more stable parts of the market.

Resilient sectors such as utilities, healthcare and consumer staples may suddenly seem attractive to investors who are looking to make lower-risk investments, or seeking to diversify their portfolio away from tech. In this rapidly evolving market landscape, there may still be a place for old-fashioned value investing, after all. Buffett’s retirement marks the end of an era for both Berkshire Hathaway and the investment sector as a whole. But as the financier prepares to step down from his role as CEO, his strategies will continue to influence new generations of investors.

Buffett’s focus on intrinsic value and playing the long game are, in many ways, timeless values, and can prove their worth in testing economic circumstances. But even as Buffett moves away from his full-time duties, we can still expect to hear more from the outspoken investor. In an interview with the Wall Street Journal, Buffett revealed that he plans to keep on contributing his investment ideas to the firm even once he retires. “I am not going to sit at home and watch soap operas,” he said. Retirement, for Buffett, doesn’t mean disengaging from his lifelong passions. As he looks towards his 95th birthday in August, Buffett has every intention of keeping a watchful eye on the markets – in 2025 and beyond.

Redefining trading for a new generation

CFI Financial Group is a leading global online trading provider that has been empowering traders for more than 25 years. Co-Founder and Managing Director Hisham Mansour spoke to World Finance about the group’s ambitions to redefine trading, promote financial literacy and stand out in a crowded marketplace.

What is CFI’s overarching vision for the future of trading and how does your mission shape the way you operate day to day?
At CFI, our vision is to redefine the future of trading by making financial markets accessible, intuitive and empowering for everyone, whether you are just starting out or an experienced professional. We are committed to breaking down the barriers that typically limit access to these markets, providing the most advanced yet user-friendly tools and resources to ensure all traders and investors can make informed and confident decisions. Our goal is not just to meet industry standards but to set new ones by continuously innovating to enhance the trading experience for all.

How does CFI differentiate itself in a crowded trading platform market? What makes you stand out to both new and seasoned investors?
CFI stands out from the crowd by combining cutting-edge technology and platforms, a strong focus on financial education and strategic global partnerships. Our platforms cater to all traders, offering advanced tools, commission-free, zero-pip spreads and ultra-fast execution. We are committed to promoting financial literacy, offering structured programmes such as multilingual webinars and in-person seminars designed to help traders make informed decisions.

On the other hand, our partnerships with icons such as Global Brand Ambassador Sir Lewis Hamilton, strategic partner AC Milan and the Department of Culture and Tourism – Abu Dhabi highlight our dedication to excellence and connect us to a global audience. What sets us apart is our ability to blend innovation with responsibility. We adopt emerging technologies like AI thoughtfully, focusing on creating intuitive, personalised experiences for our clients.

You pride yourselves on making trading accessible to everyone, regardless of experience level. What steps have you taken to ensure that both beginners and experienced traders feel supported?
At CFI, we believe that everyone should have equal access to the opportunities presented by financial markets, regardless of their experience level. Our goal is to make trading accessible to all, starting with fair execution, transparent conditions and a comprehensive range of products. We ensure that anyone interested in exploring trading can do so with confidence and without barriers.

To support both beginners and experienced traders, we have designed our platform to provide access to a variety of markets, including forex, stocks, energies, metals, indices, ETFs, futures and options. This diversity of financial instruments allows traders to choose the markets and strategies that best suit their needs and risk profiles.

How do you personalise the services you offer to clients?
One of the key ways we personalise our services is through our proprietary Kaiana AI, which analyses individual trading behaviours and market data to provide personalised insights, recommendations and real-time support. This AI-driven approach ensures that traders receive guidance that is specifically relevant to their strategies and risk profiles.

Additionally, our platform offers customisable features, such as personalised alerts, dashboards and trading preferences, allowing clients to tailor their experience to their unique needs. We also provide a range of educational resources, from multilingual webinars to educational online articles, so traders can access content that aligns with their level of experience and trading interests. To complement this, our dedicated customer support team is always available to offer personalised assistance, ensuring that clients feel supported at every stage of their trading journey.

How do you use technology on your platform to cater to both novice and professional traders?
Alongside Kaiana AI, we have a platform suite, including the CFI Trading App, CFI Webtrader, MT4, MT5, C-Trader and CFI MultiAsset, which was designed with both new and experienced traders in mind. Tools like TradingView and Hoko Cloud provide advanced charting, real-time data and analytics to further elevate the user experience. For those looking to automate their strategies, Capitalize.ai makes automation accessible without needing coding skills.

By continuously investing in technology, CFI is able to offer traders smarter, more intuitive tools that streamline decision-making, improve strategy execution and provide personalised insights – making the trading experience both powerful and user-friendly for all.

What are some of the ways you try to boost financial literacy and empower traders to make informed decisions? What education tools and resources does the platform offer?
At CFI, we believe financial literacy is the cornerstone of empowering traders to make informed decisions. To help traders of all experience levels build their knowledge, we offer a wide range of resources, including multilingual webinars, foundational and advanced online courses and an extensive library of articles, blogs and explainer videos. These materials cover everything from basic principles to advanced trading strategies, enabling traders to learn at their own pace.

We also host in-person seminars worldwide that offer interactive learning, personalised guidance and valuable networking opportunities. For a hands-on experience, our CFI Demo account lets traders practise in a risk-free environment before diving into live markets. To further support informed decision-making, we provide access to premium research tools like Trading Central and TIPranks, along with daily market insights and reports on social media. All these resources are available in multiple languages, ensuring accessibility for a global audience.

CFI has aligned with world-class names including Brand Ambassador Lewis Hamilton. What do these partnerships say about the brand and how do they reflect your values?
CFI’s partnerships with AC Milan (Global Partner), Lewis Hamilton (Global Brand Ambassador), FIBA WASL and the Department of Culture and Tourism – Abu Dhabi reflect our commitment to excellence, innovation and global connectivity. These collaborations showcase our belief in the power of success, drawing inspiration from these top-tier organisations and offering our traders the opportunity to engage with globally trusted brands.

We also prioritise diversity and inclusion through these partnerships, engaging local communities and empowering individuals to succeed. These alliances create unique experiences for our traders, such as CFI Rewards, meet and greets and exclusive panel discussions with global icons, offering unforgettable opportunities to connect with champions from various fields. By aligning with these renowned leaders, CFI strengthens its commitment to world-class standards, while building a community where success, inspiration and collaboration thrive.

How important is user experience in the design and development of your platform and how do you gather feedback to continuously improve?
User experience is a top priority at CFI. We aim to create a platform that is intuitive, responsive and easy to navigate, ensuring traders at all levels can make informed decisions with ease. Our design focuses on accessibility, real-time decision-making and customisation to meet each user’s unique needs.

To continuously improve, we gather feedback through client surveys, in-app tools, customer support interactions and by analysing user behaviour. This feedback loop helps us make data-driven updates and ensure the platform evolves with the needs of our users. We also use analytics and heatmaps to monitor user interaction across the platform, allowing us to pinpoint areas of friction and opportunities for improvement. Ultimately, our goal is to deliver an empowering trading experience that supports long-term success for every client.

In what ways has CFI adapted to the rise of mobile trading and the changing expectations of a digital-first generation of investors?
CFI has embraced mobile trading by prioritising a seamless, mobile-optimised experience for all traders. We have developed and enhanced the CFI Trading App to ensure that users can trade and manage their investments easily on the go. The app features intuitive design, real-time updates and robust functionality, allowing traders to execute trades, monitor markets and access educational resources anytime, anywhere.

We also recognise the importance of speed and convenience, so we have focused on streamlining processes for mobile users, ensuring fast execution, personalised alerts and access to advanced tools, all from a mobile device. In addition, we have integrated features like in-app learning, AI-driven insights through Kaiana and easy access to research, all tailored for mobile use.

How do you ensure security and data protection across your digital platforms, especially in an era of heightened cyber threats?
At CFI, cybersecurity and data protection are foundational to our operations. We deploy a comprehensive, multi-layered security framework designed to safeguard client data and ensure the integrity of our platforms at all times. Our systems are regularly audited and tested by external experts to ensure compliance with international data protection standards.

We also invest in employee training and robust governance protocols to reduce risk across all levels of the organisation, creating a secure trading environment where clients can operate with complete confidence.

Finally, what is next for CFI? What are your strategic priorities for this year and beyond and where are you seeing future opportunities for the business?
In 2025, CFI will focus on sustaining growth through a clear vision and focused execution. Our top priority is strategic expansion, both regionally and globally.

We plan to strengthen our presence in established markets while actively entering new, high-potential regions. This includes launching in key financial hubs, deepening regulatory footprints and acquiring or building local entities where this aligns with our long-term vision.

We will continue to enhance our technology, particularly Kaiana AI, to provide personalised insights and support. Our CFI Trading App will also receive new features to improve accessibility and real-time decision-making for all traders. Additionally, we are expanding asset classes, including boosting our cryptocurrency offerings and broadening access to diversified multi-asset portfolios.

Our approach to growth is anchored in a people-first mindset, whether it is with our clients, our team, or the wider communities we serve. We are dedicated to fostering long-term value by prioritising inclusion, continuous learning and a steadfast commitment to consistency.

As we move forward, our ambition is not only to grow, but to lead responsibly, building a trading ecosystem that is innovative, inclusive and sustainable.

The platform that is empowering traders worldwide

In the fast-paced world of online trading, XTrend Speed has emerged as a powerful and innovative platform that caters to both novice and experienced traders. With its advanced technology, user-friendly features, and extensive range of trading instruments, XTrend Speed has positioned itself as a top-tier platform that provides users with unparalleled opportunities in the financial markets. Whether a trader is looking for a diverse selection of assets, cutting-edge trading tools, or a rewarding community-driven environment, this platform delivers a seamless and engaging experience that ensures success for all types of investors.

XTrend Speed offers an extensive selection of over 600 trading instruments, including stocks, forex, commodities and indices. This diverse range allows traders to build well-balanced and diversified portfolios while taking advantage of opportunities in multiple global markets.

Real-time market data and analysis tools further enhance the trading experience, ensuring that users can make informed decisions backed by the latest financial insights. Whether traders are looking to invest in major tech stocks, trade currency pairs, or explore commodities like gold and oil, XTrend Speed provides all the necessary resources to navigate the markets effectively.

One of the platform’s standout features is its copy trading function, which has revolutionised the way people engage with financial markets. Copy trading allows beginner traders to replicate the strategies of experienced professionals in real-time, eliminating the steep learning curve that often comes with trading. This means that even those with little to no experience can potentially earn profits by following successful traders. Meanwhile, experienced traders who act as ‘copy trading masters’ can monetise their expertise by earning commissions whenever other users copy their trades. This creates a mutually beneficial ecosystem where knowledge is shared, and both new and veteran traders can thrive together.

Interactive functions
In addition to its robust trading tools, XTrend Speed continuously seeks to improve user engagement and education through its live stream feature. This interactive function offers real-time market updates, expert insights, and in-depth trading strategies presented by financial professionals. Through live streaming sessions, traders can stay informed about market trends, learn new techniques and gain valuable perspectives from experienced investors. Whether it is a technical analysis breakdown, a macroeconomic discussion, or an in-depth tutorial on trading strategies, the live stream feature ensures that users have access to top-tier educational content.

Even those with little to no experience can potentially earn profits by following successful traders

Another key component of XTrend Speed’s ecosystem is its credit system, which enhances trading flexibility by providing users with additional funds. This system allows traders to access more capital, helping them seize market opportunities without requiring a large initial deposit. The credit system is particularly beneficial for those looking to test new strategies, explore different trading instruments, or maximise their trading potential. By offering this feature, XTrend Speed ensures that traders can take full advantage of market movements while managing their risk effectively.

Earning commissions
For those looking to take their involvement in the financial markets to the next level, XTrend Speed offers an introducing broker (IB) programme, which allows individuals and businesses to earn commissions by referring clients to the platform. This programme is ideal for financial influencers, professional traders and business owners who want to leverage their network and help others discover the benefits of trading on XTrend Speed.

Through live streaming sessions, traders can stay informed about market trends

Participants in the IB programme earn commissions based on the trading volume of their referrals, creating a lucrative opportunity for those who wish to build a sustainable income stream. With a transparent commission structure and dedicated support, the IB programme is a perfect avenue for those looking to expand their financial horizons. Beyond its innovative features and user-centric initiatives, XTrend Speed has also made significant strides in the global financial industry through strategic sponsorships. The platform proudly sponsors ACF Fiorentina, one of Italy’s most renowned football clubs, as well as the Argentine Football Association (AFA), the governing body of Argentina’s national football teams. These sponsorships reflect the platform’s commitment to excellence and its mission to build strong connections with a diverse audience worldwide. By partnering with prestigious sports organisations, XTrend Speed continues to enhance its brand visibility while supporting the spirit of competition and success.

Dynamic trading environment
XTrend Speed’s dedication to innovation and excellence has earned it industry recognition, with the platform recently winning the ‘Best Copy Trading Platform Global 2025’ award from World Business Outlook. This prestigious accolade reaffirms XTrend Speed’s position as a market leader and highlights its commitment to providing a superior trading experience. The recognition serves as a testament to the platform’s cutting-edge technology, user-focused initiatives and continuous efforts to improve the trading environment for its global user base. As XTrend Speed continues to evolve, it remains focused on delivering top-quality services, expanding its product offerings, and creating opportunities for traders of all levels. Whether it is through the copy trading feature, a diverse selection of trading instruments, live market analysis, or innovative campaigns, XTrend Speed is setting new standards in the world of online trading. With a vision centred on accessibility, education and growth, the platform continues to empower traders worldwide, making financial markets more inclusive and rewarding for everyone.

Decoding threats: knowing when to act

I am a hitman, hired to kill you, but I see you are a good man. If you pay me $5,000 I will cancel the job, otherwise I’m coming to your house to kill you and your wife.’ This message appeared one morning in a Chief Financial Officer’s inbox. Questions raced through his mind: Who sent this? Should I be worried? This was not the first time experts had seen such tactics, with similar cases appearing frequently each year.

Digital investigations confirmed the wording matched scripts sold on the dark web. The message lacked specific knowledge about the CFO – no names or addresses were mentioned. It was also established that his email had been compromised in a social media data breach. This was simply a scam targeting many victims, similar to ‘sextortion’ emails from previous years. Like many organisations, the CFO’s company lacked security resources to support staff in such situations.

Assessing threat credibility
For organisations without dedicated security resources, these moments can be unsettling. Threats can arrive via various channels: text messages (including WhatsApp, Signal), voice calls, emails, physical mail and social media. The priority is always assessing credibility before action. Anyone can make a threat, but do they mean it?

Threat actors span many categories: disgruntled employees or ex-employees, obsessed individuals, angry customers, or malicious troublemakers. For some leaders, the sheer volume of threats can quickly overwhelm them and their security teams – particularly those associated with politically divisive organisations. The targeted assassination of UnitedHealthcare CEO Brian Thompson in December 2024 was a stark reminder of the real threats faced by business leaders and high-profile individuals.

Handling digital threats
Threats must be assessed quickly, discounting those lacking credibility while focusing on individuals posing genuine physical harm. While easier said than done, effective triage is essential. Law enforcement primarily focuses on evidence collection rather than real-time threat assessment; the burden often falls on the organisation or individual to determine what requires urgent action.

In one instance, an organisation’s leadership faced a social media backlash sparked by a high-profile critic. Personal details were published alongside executives’ names, drawing thousands of comments – many explicitly threatening violence. Immediate security guidance was issued while a deeper assessment began, with the priority being staff safety.

A structured approach to threat assessment asks six key questions:

  1. What was said? Is the threat explicit or implied?
  2. What do they want? Is there an extortion demand, or are they purely making threats to harm?
  3. Who are they? What identifying information can be extracted (such as phone numbers, email addresses, metadata, etc)?
  4. What is the motive? Often financial, though when money is not mentioned, deeper reasons may exist.
  5. Do they have capability and intent? Can they carry out their threat, and do they mean what they say?
  6. What options exist for both victim and threat actor? What is likely to happen next, and how can the target be protected?

When handling mass digital threats, establishing capability is the first priority. In this case, all threatening accounts were identified, users geolocated, and historical activity analysed. The targeted executives were based in southern England, while the individuals behind the threats were largely outside the UK. Most were in the US and the geographically closest was in West Africa. Though travel remained theoretically possible, this context reduced the likelihood of a credible threat.

A crisis response consultant was mobilised to provide strategic advice on managing the situation while forensic research was conducted into the threat actors’ profiles, including image analysis to verify geolocation data. In select cases, psychological profiling is used to distil behavioural insights directly from threat language.

The evolving threat landscape
For organisations, taking proactive steps to monitor emerging risks can make a difference. Events like AGMs, financial disclosures, or leadership changes often trigger heightened threat activity. Early identification of high-risk individuals or groups allows for strategic monitoring, deploying safeguards before escalation occurs.

The modern threat landscape is evolving – becoming more personal, frequent and sophisticated. Responding effectively means finding a balance between urgency and rational decision-making. The right expertise can cut through the noise, enabling swift, informed action that ensures security without unnecessary alarm.

The evolving role of corporate governance

Corporate governance constitutes a framework of rules, practices and processes by which an organisation is directed and controlled. It represents the relationships among an organisation’s shareholders, board of directors, management and other stakeholders, ensuring transparency and accountability in decision-making. This framework builds trust and integrity, which are essential for enhancing corporate performance and profitability. In adhering to high standards of governance, organisations can align their strategic goals with stakeholder interests, thereby establishing a solid foundation for sustainable success.

From oversight to strategy
Previously, serving as a board member was often regarded as a distinguished role and a recognition of a successful professional career. The composition of the board was not a major topic of discussion, and it was common for individuals to hold multiple board memberships, sometimes serving as board members and chairpersons for numerous organisations, at times exceeding 10 organisations. This practice was driven by the belief that experienced professionals could offer useful advice and connections to many organisations at the same time.

Gradually, boards began to function as supervisory bodies, focusing on governance and compliance and serving primarily as a required oversight function. They fulfilled regulatory requirements rather than actively contributing to the strategic direction of the organisation.

Today, the role of the board has evolved significantly. Boards are now instrumental in defining the future and strategy of organisations. The qualifications of board members aim to facilitate meaningful contributions. The board’s composition is now closely scrutinised to ensure it includes the skills and expertise needed for long-term success, effective oversight of compliance and governance and appropriate delegation of operations to management. This shift reflects a forward-looking approach that prioritises the strategic and sustainable growth of organisations.

Boards are expected to help shape an organisation’s vision and strategy by guiding management, aligning with long-term goals, and tackling new challenges and opportunities. This requires board members to have a broad range of skills, such as strategic thinking, financial knowledge, industry expertise, and the ability to understand complex regulations and market trends.

Organisations now look for members who offer fresh perspectives and specialised knowledge to handle diverse issues. A diverse board is better equipped to make smart decisions, manage risks and identify opportunities, offering purposeful oversight and strategic direction.

Overall, the evolution of the board’s role reflects a broader shift towards more dynamic and proactive corporate governance. Boards are no longer merely fulfilling regulatory requirements. They are driving long-term value creation and ensuring that the organisation remains resilient in the face of changing market conditions.

This transformation highlights the importance of having qualified, diverse, and engaged board members who can navigate the complexities of modern business and contribute to the organisation’s success.

What makes a board truly effective?
An effective board is characterised by key traits that drive good governance and the achievement of strategic goals. This starts with a healthy balance of executive, non-executive and independent directors, who together offer the right mix of skills, knowledge and experience to enable better decision-making and governance. Each board member must clearly understand their roles and responsibilities, including their fiduciary duties. Ongoing professional development is essential to keep directors up to date with industry trends and best practices. Independent oversight is critical and should be supported by regular assessments of each director’s independence to ensure objectivity.

Regular performance evaluations of the board, its committees and individual directors, help identify areas for improvement and reinforce alignment with governance objectives. Ultimately, effective boards are made up of the right people, equipped with timely and accurate information, who use their time wisely, lead with purpose, collaborate well, and maintain strong, constructive relationships with executive management.

Advancing practices in the UAE
Corporate governance in the United Arab Emirates (UAE) has transformed significantly in recent years, driven by evolving regulations and the UAE’s commitment to transparency, accountability and ethical conduct. As a seasoned practitioner in the field of corporate governance, I have had the privilege of witnessing dynamic changes and proactive measures implemented to elevate corporate governance practices.

Boards are now instrumental in defining the future and strategy of organisations

These initiatives have ensured that organisations operate with enhanced transparency and accountability, aligning with both local and international standards. The adoption of international standards has attracted foreign investment, helping to drive economic growth. Proactive measures such as stringent reporting requirements, regular audits and the establishment of dedicated governance committees have strengthened corporate governance across various sectors.

These initiatives have further created a culture of accountability, where organisations focus on long-term sustainability, risk management, stakeholder engagement and creating long-term value for stakeholders. Overall, the UAE’s dedication to a transparent, accountable, and ethically sound business environment has positioned it as a leader in corporate governance, promoting sustainable growth and attracting investment.

Excellence in governance at CBD
Commercial Bank of Dubai (CBD) is committed to enhancing its governance framework to ensure unparalleled transparency, accountability and ethical conduct across all operations. This steadfast dedication secures our integrity while driving sustainable, long-term value for our stakeholders. Our governance practices are continuously evolving to align with the latest regulations and trends, ensuring that we remain at the forefront of corporate governance excellence.

This focus has driven our success in promoting transparency, accountability and ethical conduct across all operations, reinforcing our position as a regional leader in governance. The board of directors at CBD collectively possess the requisite skills, knowledge, and experience to effectively govern and steer the bank.

Further, the board actively enhances its members’ expertise through ongoing professional development. This approach enables the creation of a diverse and well-rounded skill set, addresses gaps, and prepares members to navigate a dynamic and evolving environment.

The bank has established five board committees to ensure effective delegation and oversight across key areas of its operations. These include specialised committees focused on strategy, business growth, compliance and risk management, and board composition and succession. This structure allows for targeted attention to critical functions, ensuring that specialised tasks are addressed efficiently and with the appropriate expertise. It reflects modern governance principles that prioritise strategic leadership, diverse capabilities and proactive management of emerging challenges and opportunities.

As corporate governance continues to evolve, CBD remains firmly committed to the highest standards of transparency, accountability, and ethical leadership. The bank encourages a strong governance culture, reinforced by ongoing development, rigorous oversight, and a forward-looking board. As such, the bank is well-positioned to navigate emerging challenges, drive strategic growth, and deliver long-term value to its stakeholders. These purpose-driven efforts underscore the bank’s leadership in corporate governance across the region.

A proactive approach to sustainable data centre services

The development of artificial intelligence and the use of social media, streaming services and other technology is driving unprecedented demand for data centres. Building new data centres is impeded by a lack of viable land in primary data centre markets, a constrained power grid, supply chain delays and labour constraints. A heightened focus on sustainability adds another layer of complexity. To address these challenges and meet immediate and future demand, data centre providers need to modernise their growth strategies.

QTS’s approach to procurement integrates strategic investments in land, large-scale power and critical equipment – as well as access to carbon-free energy – to address both immediate and future infrastructure needs for customers. Leveraging this approach, we have created a roadmap to introduce more than 35 new facilities with more than 3,800 megawatts by 2028.

Planning for future demand
Land availability has become increasingly limited due to difficult-to-secure entitlements and new government regulations that limit new data centre development to preserve land for other uses. With primary data centre markets oversaturated, data centre providers are moving outside of traditional locales to areas with ample land, rich connectivity and carbon-free energy sources. This shift positions data centres to scale to meet future demand and satisfy hyperscalers’ preference for large-scale data centre campuses.

Data centre providers are moving outside of traditional locales to areas with ample land

QTS’s land-banking strategy evaluates multiple future sites well in advance to enable mega campuses that maximise the number of onsite facilities, minimising community impact and offering options for long-range customer deployments. The transition to large campuses also delivers economic benefits and helps solve labour constraints by providing predictable, long-term projects for construction partners.

Accessing power amid a restricted power grid is another obstacle. Utilities are struggling to keep pace with demand, lengthening power procurement timelines. Data centre providers with contracted power capacity at scale are better able to support incremental demand from key hyperscale tenants.

Access to infrastructure
QTS implements long-term power provider partnerships and utility agreements years before commissioning. QTS also works closely with utility companies to identify innovative and sustainable ways to generate and secure power that best serve our customers, the community and the environment.

QTS has signed long-term contracts for solar- and wind-generated energy in multiple states, including Texas, Illinois, New Jersey and Georgia. We also advocate for more cost-effective renewables pricing. In partnership with the Clean Energy Buyers Alliance (CEBA), we strive to unlock the marketplace for all non-residential energy buyers and transition to a zero-carbon energy future.

To address equipment and infrastructure delivery timelines, which have more than doubled in the past two years, QTS pre-positions standardised equipment more than 24 months in advance, securing a long-term growth roadmap. This advanced purchasing model is reinforced by our Freedom Standard Data Centre Design, which standardises every element of the data centre. Utilising consistent equipment across facilities allows us to lean in and buy hundreds of megawatts worth of equipment to alleviate supply chain delays.

Sustainable initiatives and conservation
As data centres adapt their expansion strategies, sustainability and energy efficiency remain focal points. QTS is an industry leader in sustainability and data centre efficiency. We support policy change and integrate a variety of energy-efficient practices and solutions into our facilities, including energy-efficient cooling, Energy Star appliances, LED lighting and occupancy sensors.

To create a more sustainable future, we developed the QTS Freedom Design, a best-in-class standardised data centre model implemented across all our new data centres. The design employs a low-pressure pumped refrigerant system to remove heat without consuming water. By eliminating the use of water to cool data centres, the Freedom Design system saves more than 48 million gallons of water annually per data centre – the equivalent of water use from more than 2,200 US homes per year. Because the cooling system does not consume water, QTS Freedom Design data centres deliver a water usage effectiveness (WUE) of zero. WUE is the most relevant metric for measuring water use and conservation in the data centre industry. All new data centre builds will continue to use this water-free cooling system to improve water conservation in every community in which we operate. To conserve water in legacy facilities, QTS employs additional water-saving and reuse practices, including rooftop rainwater collection systems and reclaimed water programmes.

Data centres with innovative solutions will be prepared to address market trends

QTS’s water conservation efforts extend beyond our data centre operations. We partner with World Vision, a world leader in humanitarian efforts, to provide clean water to in-need individuals and communities across the globe. Through our Water Fund programme, QTS supplies clean drinking water to three people for every 100kW of customer contracted power, continuing the donation for the life of each contract. For larger, 12+MW contracts, QTS finances the construction of a sustained clean water source, such as a well or water point, for the duration of each contract, providing an entire community with a long-term supply of clean water. To date, QTS has subsidised 23 water points, supporting over 65,000 individuals, including those in the region of Makusa B, Zambia, in September 2024.

A community focus
QTS is committed to economic development that provides meaningful return on investment for the communities we call home. That includes creating construction, manufacturing and technology jobs, fostering economic growth through tax revenues, working with local suppliers, and operating as trusted neighbours and responsible stewards of the environment and community resources.

Data centres generate hundreds of millions of dollars in tax revenue for local communities. This revenue goes to advancing community initiatives while significantly reducing the tax burden on residents. To enhance our communities, we implement plans to preserve, improve and create public amenities; provide workforce development programmes, training and job opportunities; and protect the natural environment and its wildlife.

As widespread digitalisation increases data centre demand, data centres with innovative solutions will be prepared to address market trends and guide strategic investments to remain ahead of the curve. QTS is at the forefront of digital transformation with a forward-leaning plan that integrates mega data centre campuses, large-scale power procurement and aggressive purchasing timelines to support global connectivity and hyperscaler expectations, sustainably.

Evolving with purpose in the CDMO industry

The contract development and manufacturing organisation (CDMO) industry is undergoing structural recalibration, shifting from pure manufacturing to becoming valuable strategic partners, which means that scaling without strategy and growth without responsibility are no longer viable. So, for companies like Bora who are at the intersection of science, speed, and sustainability, the mandate is clear: evolve with the purpose of empowering talents, integrating sustainability goals across operations, and building differentiated technology.

This next wave of complex therapies demands faster, cleaner, and more resilient global supply chains. CDMOs will be judged by how they deploy assets: ethically, efficiently, and with foresight. However, even with this knowledge, industry-wide gaps still remain, with Morgan Stanley Capital International (MSCI) data showing that fewer than 50 percent of registered CDMOs fully consider sustainability across all parts of their operations. And although many CDMOs maintain low Scope 1 and 2 emissions, as expectations continue to rise, product safety, carbon emissions, and governance remain the key areas that are under-integrated and inconsistently managed.

It is also increasingly the case that pharmaceutical clients now demand net-zero-aligned partners who can meet environmental, social, and governance (ESG) metrics without compromising supply resilience. Unfortunately, many CDMOs lag in governance and supply chain oversight due to structural realities: high client turnover, fragmented sites, and rapid mergers and acquisition (M&A) cycles, often leading to inconsistent frameworks and weak visibility across suppliers and subsidiaries. To thrive in this new paradigm, it’s important that CDMOs move beyond ad hoc ESG responses and embed accountability as part of the infrastructure.

Can you explain how this industry shift has impacted Bora’s decision-making in terms of ESG initiatives?
At Bora, we have taken deliberate steps to embed ESG into our core operations through three pillars: top-down governance, standard operating procedures (SOPs), and proactive planning. In 2022, Bora’s Board of Directors approved the formation of a Sustainability Committee to strengthen ESG governance at the highest level. This committee defines the company’s sustainability strategies, monitors annual goals, and ensures continual improvement. In 2024, we took it a step further by launching an ESG and Strategic Communications team to coordinate across departments and lead implementation efforts. Monthly internal, cross-functional ESG meetings are now standard practice, to review international benchmarks and trends, and form the foundation for both internal management and external disclosures, while quarterly committee reports track progress and identify gaps on our path to net zero.

In terms of SOPs, we’ve developed internal governance frameworks aligned with global ESG standards, such as EcoVadis, the global standard for resilient, sustainable supply chains. These frameworks ensure that our goals are clearly defined, measurable, and achievable, facilitating performance tracking and external assessments.

And how are you meeting this challenge through sustainable practice?
As the group expands through acquisitions, we are acutely aware of just how complex and demanding this challenge is because we’ve lived it. In just six years, we’ve executed eight mergers and strategic investments. Across production, sales, and R&D, our capabilities are comprehensive, and our challenges abundant. Not only do we have to move quickly to integrate each acquired asset ensuring it holds a defined strategic role within the network, we also have to harmonise operational systems across both newly acquired and existing sites. At the same time, we have had to drive intensive cross-functional collaboration to create our sustainability strategies from nurturing alignment, meticulously validating data, and developing risk management roadmaps, essentially building our sustainability programme while growing the business.

For fast-growing companies, sustainability is the elephant in the room. Its importance is undeniable. Its presence, inescapable. But tackling it head-on, with intent and clarity, is a test few have passed.

That is why we integrate sustainability planning into new sites from day one, including carbon inventory assessments and goal alignment across the entire Bora Group. This effort is inclusive by design, and ensures consistency and long-term ESG integration across our global operations.

As a result of our commitment to sustainability, in 2024, we surpassed $600m in revenue, a 36 percent year-on-year increase, with earnings per share rising 28 percent. However, these milestones reflect more than performance, they validate a strategy rooted in operational excellence and ESG stewardship. Sustainability is our competitive positioning, and we’ve hardwired it into our operating model, tying executive incentives to measurable ESG KPIs, embedding carbon and labour risk into M&A due diligence, and scaling capacity through energy-efficient, automation-ready facilities.

Can you tell us about the energy efficiency measures you’ve implemented at your Taiwan site to help reduce emissions?
Over 50 percent of our CDMO capacity is located in Taiwan, and energy efficiency lies at the core of our decarbonisation strategy. Like many of our Asian CDMO peers, Scope 2 emissions, driven largely by purchased electricity and affected by higher carbon intensity from carbon fuel dependency, remain our dominant source of greenhouse gas emissions. To address this, we’ve prioritised rigorous emissions profiling as the foundation of our climate roadmap, and by enabling real-time digital energy monitoring, equipment modernisation, and site-level efficiency optimisation, our approach turns data into action. As a result of heating, ventilation and air-conditioning (HVAC) system upgrades, our Zhunan site in Taiwan has already generated a sustained annual electricity reduction of over six percent and CO₂ emissions by more than three percent.

Zhunan also boasts one of the best oral and modified-release dosage forms using organic solvent-based processes in the region, and over the past three years, Bora has invested several million US dollars in a regenerative thermal oxidation (RTO) system to treat volatile organic compounds (VOCs). This system repeatedly recycles heat from exhaust gases through a high-temperature oxidation process, maintaining thermal stability while significantly reducing fuel consumption. As a result, the site’s processing capacity has more than doubled, laying a solid foundation for continued expansion, and a testament to how infrastructure choices can materially shift carbon outcomes. Over in Canada, our Mississauga site is preparing to align with the Science Based Targets initiative (SBTi) based on the foundation of North America’s relatively low emission factors, which marks a critical milestone in our group-wide net-zero trajectory. We are also currently taking a deep dive into the performance of sites with slower progress to identify targeted resource interventions, and by directing strategic support to underperforming locations, we can ensure that decarbonisation stays equitable and operationally integrated.

What are the most critical lessons you’ve learned from this and how are you scaling them across your global operations?
Throughout our sustainability journey, we’ve gained valuable insights, including the importance of setting aligned, actionable goals and amplifying impact through champion sites. First, and foremost, we don’t pursue sustainability in isolation, but align each site’s goals with internationally recognised frameworks, like EcoVadis, and then break the goals down into specific and measurable sub-targets. This structured approach ensures that sustainability isn’t just aspirational but operationally grounded and trackable.

Lowering the barriers of learning and creating a space where employees can communicate and ask questions freely is Bora’s definition of effective corporate management.

Bora now operates over 10 manufacturing sites globally, and this means that scaling initiatives across diverse locations requires more than just standardisation, it requires leadership. To this end, we’ve adopted a “champion site” model, where high-performing sites, such as those in Mississauga, Canada and Zhunan, Taiwan, serve as mentors for others, with teams actively sharing best practices from carbon reduction and waste minimisation to energy-efficient production using terminology that resonates with pharmaceutical professionals. For example, our Zhunan site has taken the lead in water management initiatives, while the Zhunan team guided our Zhongli site in implementing carbon inventory and reduction planning.

This peer-to-peer approach allows us to localise execution while maintaining global alignment, driving real, scalable impact across the group. Additionally, these sites also demonstrate how we can meet stringent US Food and Drug Administration (FDA) and Quality standards without compromising our green goals.

What is atlasOS and how is it transforming employee engagement and skill enhancement?
People are the foundation of our business and we intend to build a forward-thinking organisation. To this end, we’ve embarked on a bold digital transformation journey to empower our employees by redefining what’s possible in biopharma. Unlike other industries, the operational core of a CDMO business spans across three dimensions on a system and orientation level: project management, manufacturing management (including cost modules in Enterprise Resource Planning (ERP)), and order management.

Our customers’ product demands are also time-sensitive, which adds to the operational complexity. Therefore, the balance between production costs and inventory management requires either experience or system and is the same for our clients. As a result, institutional knowledge and intelligence must be systematically captured and connected with client systems. This creates a need for artificial intelligence (AI) tools, not only to prevent reliance on memory or fragmented data gathering by individuals, but also to ensure smooth cross-functional coordination.

These AI tools have been embedded into our CDMO operations with a secure, private foundational model development platform for enterprise deployment, and the planned programme is built around a flagship AI operating system, atlasOS. But it’s not about off-the-shelf automation, it’s about building our own intelligent systems that are deeply integrated with our infrastructure, culture, and long-term vision.

How do you ensure atlasOS remains a tool for empowerment rather than just automation?
atlasOS is designed with the principle of support in mind. It doesn’t just automate tasks; it strengthens the individual. It reduces cognitive load, surfaces insights in real time, and adapts to each user’s strengths and style, resulting in workers spending less time fighting systems and more time doing what they’re good at, and getting better at it.

At Bora, we are not building for volume, we are building for what’s next.

The Human Personality Index™ is embedded in the system to make every interaction more intuitive and personal. By learning how a person communicates, makes decisions, and prefers to work, the system essentially creates and becomes an adaptive co-pilot, delivering insights in a way that best fits each individual’s understanding and decision-making style.

Across our deployments of atlasOS, we’ve seen employees report higher satisfaction, not because their jobs got easier, but because their work became more meaningful.

What is the next stage of development for Bora?
In this next phase of the CDMO market, the winners will be those who build not just capacity but capability, and for Bora, 2025 marks a turning point. The second half of the year will see us simultaneously advancing technology differentiation and embedding sustainability deeper into our manufacturing processes, and is a moment to showcase the full force of our R&D and production expertise.

We are approaching this transformation with the same analytical rigor we apply to every strategic decision, that being that our sustainability lens is not merely an overlay but the foundation. One key initiative currently underway is an internal carbon pricing assessment, which is designed to evaluate the feasibility and long-term benefits of transitioning to alternative energy sources across our operations. We are also advancing a two-pronged sustainability initiative; firstly, green chemistry principles are being embedded across development and scale-up processes to minimise solvent waste and enhance overall efficiency, and secondly, facility upgrades are always underway to drive energy efficiency including renewable energy use and heat reclamation.

Bora Sites Overview
Site Name Key Capability
Baltimore, USA Sterile Fill-Finish
Minnesota, USA Oral Solid Dosage (OSD), Liquids, Sterile capability in planning
Mississauga, Canada Oral Solid Dosage (OSD), Semi-solid, Topical
San Diego, USA Biologics
Tainan, Taiwan Oral Solid Dosage (OSD)
Taoyuan, Taiwan Ophthalmic, Ointment
Zhongli, Taiwan High potency
Zhubei, Taiwan Biologics early phase development
Zhunan, Taiwan Controlled and extended release

The broker that never blinked: 15 years of XM’s trading legacy

In an industry defined by rapid change and consistent challenges, 15 years is not just a milestone — it’s a statement of resilience, adaptability, and ambition.

It speaks of navigating chaos and clarity, of not merely surviving volatility but setting the pace through it.

Built for traders. Shaped by experience.
In a market flooded with platforms chasing volume over value, XM stands apart by focusing on what truly matters to traders. For 15 years, XM has refined its platform with precision, from ultra-fast execution to stable leverage and 24/7 instant withdrawals. Backed by regulations and trusted by millions worldwide, XM ensures a seamless, reliable trading experience.

Unmatched speed. Unstoppable opportunities.
In trading, timing is everything — and XM doesn’t leave it to chance. With exceptional speed of execution, XM places traders exactly where they need to be — at the forefront of the action. No waiting around; they get the prices they want, when they want them, with zero lag and no hesitation. This isn’t just fast execution; it is precision built for fast-paced markets, empowering traders to seize opportunities the moment they appear.

It’s a simple truth: better execution leads to better outcomes. That’s why traders who value speed consistently choose XM.

No rejections. Confidence without obstacles
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This is a broker that hasn’t just kept up with the trading world — it has helped to shape it

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Year-round bonuses. More power, more potential
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More capital means more trades, bigger positions, and greater flexibility to execute strategies with confidence. XM bonuses are not just promotional extras; they are fuel for ambitious traders who want to push their success further.

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Whether hedging or speculating, XM’s stable leverage options offer maximum opportunity with controlled risk — no sudden shifts, no surprises.

More than a platform. A partner in trading
It’s easy to see why XM is one of the leading, most trusted brokers worldwide, with millions of traders choosing this platform every day. Beyond fast execution, no rejections, generous bonuses, and stable leverage, XM also offers over 1,400 assets, 24/7 instant withdrawals, multi-jurisdictional regulation, robust security, and support available in more than 30 languages. This is a broker that hasn’t just kept up with the trading world — it has helped to shape it.

15 years of award-winning trading
At the heart of XM’s success lies a simple philosophy: put the trader first, every time. For 15 years, they’ve stayed true to this principle, earning the industry’s trust and recognition. But XM isn’t looking back — it’s always moving forward. To celebrate the 15-year milestone, XM is gearing up to reward traders with exciting product releases and its biggest promos ever. XM’s values remain the same over the years, being big, fair, and human and help traders move forward.

Disclaimer: Promotions and bonuses are not available for accounts registered under our EU-based entity. The XM Group operates globally under various entities, so products, services, and features listed here vary between XM entities. For further information, please visit the XM website.
Risk Warning: Our services involve significant risks and may result in the loss of your invested capital. T&Cs apply.

Innovative materials and solutions that build better

Today’s world is changing at an unprecedented pace. Driven by urbanisation and population growth, demand for affordable housing and resilient cities and infrastructure is increasing. The advances in data and connectivity, analytics and human-machine interaction are disrupting every sector in every part of the world. Climate change and resource scarcity call for a transition to durable and sustainable solutions.

With the innovation drive in the US and in Europe with the new Industrial EU Green Deal, the building materials’ sector is changing fast across its value chain, requiring new technologies and investments in AI and in building new capabilities.

Against this backdrop, businesses like TITAN – a global leader in the building materials industry – cannot merely react and adapt. They need to anticipate, lead and act. And that is exactly what TITAN is doing through innovation, digitalisation and new investments. We are transforming our materials and product range across more than 25 countries to address evolving customer needs, tackle modern construction challenges and help build faster, durable and resilient cities. Challenges and ambitious goals don’t daunt us; they energise us, and our purpose – making the world around us a safe, sustainable and enjoyable place to live – is deeply embedded in everything we do.

Innovating towards durability
We are fully aware of our responsibility to meet the increasing performance needs of our customers and at the same time we are committed to lower the carbon footprint of our materials and operations, with the target of keeping global warming under 1.5°C. To rise to the challenge, we are implementing a comprehensive growth and sustainability strategy, targeted at achieving net-zero greenhouse gas emissions across our entire value chain by 2050. We have set additional near-term targets for 2026; these include doubling our innovative low-carbon product portfolio, so that it will account for at least 40 percent of our total portfolio, by integrating more alternative cementitious materials; reducing specific, net-direct carbon emissions to below 550kg per tonne of cementitious product; and more than doubling our use of low-carbon alternative fuels and renewable electricity. The relevant roadmap of actions is already in motion, backed by over 100 value-adding initiatives and growth investments across all our geographies and value chain.

We are active on multiple fronts: In 2023, our teams launched the development of a pioneering carbon capture project in Greece, near Athens, which is partly financed by the EU Innovation Fund. The project is designed to capture 20 percent of the group’s carbon emissions and enable the production of more than three million tonnes of innovative zero-carbon cement for future concrete construction across Europe.
Meanwhile, at our plant in Roanoke, Virginia, we are developing a first-of-its-kind calcined clay production line that expected to offer our customers an innovative alternative material with superior performance, while reducing carbon emissions by up to 50 percent. This is partly financed by an award from the US Department of Energy.

In addition, we are making significant investments to support the introduction of alternative cementitious materials to our markets. After activating partnerships in pozzolanic natural materials in Greece and Turkey, in slag waste from the steel industry in Indonesia, as well as in clay in the US earlier this year, we launched new joint ventures, this time focused on fly ash in India and the UK.

Last year, we launched TITAN Edge, our family of innovative, high-performance, low-carbon cementitious products. These include limestone-based and pozzolanic cements, which can replace a large part of clinker in traditional cement, further helping to reduce carbon emissions. New innovative products like VELTER concrete, introduced in Greece, also demonstrate how we are advancing performance in superior low-carbon construction.

These innovations are already being used. Current iconic projects we are providing materials for include Ellinikon – the largest urban regeneration project in Europe, set to be built on the site of Athens’ former airport. It will comprise a series of low-carbon, energy-efficient buildings, including Greece’s tallest skyscraper, alongside a huge park, new coastal waterfront area, as well as resilient infrastructure. We are also supplying innovative low-carbon, high-durability concrete to next-generation data centres in Virginia, and to new construction projects in Florida that demand stringent standards.

Our responsible growth strategy is bearing fruit. We made considerable progress in reducing our carbon footprint in 2024, cutting carbon emissions to less than 600kg per tonne of cementitious product. We achieved this through a record 21 percent use of low-carbon alternative fuels and through the integration of over two million tonnes of cementitious and alternative materials in our supply chain. Our innovative cementitious products accounted for almost 30 percent of our production volumes.

Our efforts to date have earned the loyalty of our customers and partners and global recognition; in 2024, the Financial Times named us one of Europe’s Climate Leaders, and we were awarded Leadership Status on climate change by the CDP (formerly the Carbon Disclosure Project) for the fourth consecutive year. The same year, the FTSE4Good Index Series also acknowledged our performance.

Calciner at TITAN Group integrated cement plant in Kamari, Greece

Investing in new ventures
Digital innovation is also a key driver of TITAN’s success and growth, and we are accelerating our efforts in this space. To this end, in 2024 we continued our investments in research and innovation and significantly advanced our Venture Capital initiative, launched in 2023. We are planning to invest up to €40m in relevant start-ups over a three-year period, targeting ventures that can create business value and advance innovation with and for our customers and stakeholders.

Digital innovation is also a key driver of titan’s success and growth

Our first four investments focused on coastal protection materials and solutions, next-generation cementitious materials and energy storage technologies. We also invested in a global, early-stage VC fund focused on innovative sustainable construction in the built environment. More recently, we made three new investments in companies working on artificial intelligence, waste upcycling, and PropTech and ClimateTech. We also invested in a leading venture capital firm focused on technology for the real estate industry.

These collaborations underscore our commitment to supporting innovative technologies and start-ups that have the potential to enhance the competitiveness of our industry, address challenges in the building materials sector and promote innovative and sustainable construction. At the same time, they are designed to enhance our exposure to disruptive technologies and bolster our growth strategy through innovative products, services and materials.

The industry’s digital transformation
We are also investing heavily in our own technology, and embracing digitalisation to support our growth goals, boost our overall efficiency and enhance the experience of our customers through value-added services. Driven by our deep-rooted, entrepreneurial spirit, TITAN was among the first companies in the global cement industry to explore and leverage the opportunities and advantages created by digital technology and AI. We started early – back in 2017 – and have since conceived, designed and implemented numerous digital technologies and solutions.

Digitalisation is now one of our key strategic priorities. We envisage a fully digitalised, customer-oriented, and flexible operating model by 2026. We have implemented digital innovations across all our plants and in many of our processes. Leveraging digital technologies, we are optimising our manufacturing operations and supply chain, while increasing productivity, enhancing reliability of our assets, improving energy efficiency, reducing building costs, boosting circularity and enhancing customer service.

Data management is a key focus for digitalisation. Using thousands of specially designed sensors embedded in our cement plants and our logistics infrastructure, we collect vast amounts of data generated during the manufacturing process and develop artificial intelligence models that optimise plant and supply-chain operations.

Our vision is to foster a broader entrepreneurial mindset that helps lead growth in the business

Among these are AI-based, autonomous real-time optimisers, pioneering in the cement industry, which have now been installed in two thirds of our equipment. Benefits include boosting productivity by over 10 percent, improving product quality and helping us reduce energy consumption and carbon emissions (over 40,000 tonnes of CO2 emissions prevented in less than two years) – with minimal investments.

Our predictive and prescriptive maintenance solution, which detects issues and prevents failures, is now live at all our plants, increasing reliability and maximising operational efficiency. As a result, we have avoided over 20,000 hours of potential manufacturing downtime in recent years.

Among other initiatives, we have also developed a Dynamic Logistics solution to harness the power of data and optimise the distribution of ready-mix concrete – from order placement to scheduling and dispatch. This solution is now used across most of our US operations, resulting in substantial increase in productivity and improvement in customer service through live notifications.

We have also launched pilot tests aimed at automating the extraction and processing of raw materials, and at predicting cement quality months before the product is applied on the construction site. Six of our plants are now fully digitalised, leveraging solutions for both manufacturing optimisation in real time and predictive maintenance.

Impact in the wider industry
It’s not only within our own business that we are making waves, though. We believe knowledge and innovation grow when shared, so in 2022, we made the decision to establish CemAI in the US – a spin-off that offers other companies next-generation solutions for predictive plant maintenance and real-time optimisation of manufacturing process.

Under CemAI, our solutions are now available to the entire global building materials industry, allowing others to optimise processes and ensure issues are resolved before they affect a plant’s operation. Our objective is to contribute to a broader ecosystem of digital innovation – and one of our most exciting ventures in this space is the TITAN Digital Accelerator. Launched in collaboration with the Centre for Research & Technology Hellas (CERTH) and the International Hellenic University in Greece, this initiative aims at developing cutting-edge digital tools that will revolutionise the building materials industry, benefiting both TITAN and the wider industrial ecosystem. We are currently developing innovative robotic and GenAI solutions for cement manufacturing, leveraging the infrastructure and partnerships of the Digital Accelerator.

Beyond this, we have also established Innovation Hubs in the US and other locations to further promote joint value-creation processes, developing partnerships with customers, scientists and the wider start-up ecosystem.

TITAN Group integrated cement plant in Patras, Greece

Fostering a culture of innovation
At TITAN, everything is about people. So is innovation of any kind, which we leverage for the growth, enablement and empowerment of our people. We believe the real value of technology comes from what people do with it. We want employees to be able to focus on high-value tasks that call for strategic thinking, creativity, intuition and emotion, while technology boosts efficiency on simpler tasks.

And we want to ensure nobody gets left behind. To that end, last year we launched a learning tool to help our employees assess and elevate their digital skills; all 6,000 TITAN employees will soon be able to become certified digital enthusiasts, ready for the next phase of the industrial-meets-digital transformation.

Through a broad range of other learning programmes and initiatives – tailored to address the differing needs of employees from diverse backgrounds and roles – our aim is to support employees to leverage digital technologies, making sure their skills keep apace with the rate of transformation underway. We will also offer ongoing training around the benefits, uses and limitations of AI to ensure its optimal use.

It is not just AI skills that we want our employees to develop, of course; our vision is to foster a broader entrepreneurial mindset that helps lead growth in the business. We believe everyone can innovate, as long as they have the tools, motivation and support. With that in mind, in 2023 we introduced ‘Ideation Challenge’ – an internal ideas competition that promotes, encourages and rewards innovation among our employees, regardless of their role, position or level.

The response to this was impressive; the first challenge saw more than 220 ideas submitted. Our second Ideation Challenge, launched in 2024, saw nearly 10 percent of our people participate, covering all areas of innovation – from manufacturing, products and services to brand awareness, the customer experience, workplace environment and beyond. It’s another way to embrace innovation across the organisation, while empowering employees to have a genuine impact.

Empowering employees & communities
But our focus on employee development goes beyond technology and innovation. We believe people are the cornerstone of our long-term success, and continuous learning in every area is a vital part of our approach. In recent years, we have accelerated the rollout of innovative and increasingly personalised learning tools across our business. These programmes are designed to develop technical expertise, strengthen leadership behaviours and foster a mindset of curiosity and accountability. We want to attract top-tier talent and ensure continuous development opportunities for every employee.

To help achieve this, last year we launched the TITAN Leadership Model, a framework designed to support leadership growth across every level of the organisation. This reflects our belief that everyone should have the opportunity to lead, grow and leave their mark. By investing in people, we want to unlock their full potential and strengthen the foundations of our business for the long term.

This focus on people isn’t limited to employees; it also translates into working with local communities around our operations. Ensuring we make a meaningful and sustainable contribution to all our stakeholders is an integral part of our history, and it’s still a key commitment today.

We conduct local assessments to help us understand the issues that matter most to each community and contribute resources to help build solid foundations. These efforts focus on the environment, health and safety, employability, entrepreneurship, social inclusion, education and poverty reduction, with a particular focus on helping young people to develop their professional skills. In 2024, we offered 365 internships in different regions across the world.

Key examples of value-creating initiatives include our partnership with ReGeneration, the largest paid placement, professional and personal development programme in Greece; the launch of various programmes promoting the development of digital skills; and initiatives in the US designed to provide young women with the skills needed to work in the industry in the future; and programs in Brazil introducing young minds to the world of robotics.

Concrete mixer truck of Interbeton, a member of TITAN Group

Positive results meet future challenges
Financial results show our efforts are paying off. Last year, we achieved record sales of €2.64bn as net profit reached €315m, and earnings per share exceeded €4.20 (on a like-for-like basis). These achievements were driven by higher performance across all product lines, pricing performance and enhanced operational and cost efficiencies.

In another key milestone, our US business, Titan America, was also successfully listed on the New York Stock Exchange – a bold step that underscores our commitment to unlocking value and expanding our reach. We expect a further improved financial performance in 2025. The need for construction materials and solutions remains robust for the long term, as urbanisation and population growth drive demand for housing and infrastructure.

There are challenges to face, however. Energy prices remain volatile, calling for greater efficiency and innovation. At the same time, housing deficits are pressing – especially in the social sector. We have the tools and technology needed to help meet demand, but we need to move faster. Building performance requirements, such as circularity, insulation and energy efficiency, are also growing fast.

Amid heightened uncertainty, TITAN remains focused on what it does best. We are proud to have built a culture of collaboration, bold thinking and continuous improvement everywhere we operate – and we believe innovation, digitalisation, AI and technology can help us and the wider industry meet performance and environmental goals.

How industries across the board fare remains to be seen. But whether through innovative sustainable solutions, advanced digitalisation or strategic expansion, we remain committed to growing and shaping a better, more sustainable world – and we are excited to help forge a path into the future, both within our sector and beyond it.

All this, while sticking to our values: At TITAN we care, we dare, we build to last, and we walk the talk. These have always been and will remain our guiding principles.

World Finance Sustainability Awards 2025

Sustainability in 2024 remained both a top priority and an immense global challenge. According to the UN’s Sustainable Development Goals (SDG) Progress Report, only 15 percent of targets are currently on track to be met by 2030 – a stark warning that underscores the need for urgent, coordinated action. Climate change-related disasters, including record-breaking wildfires and biodiversity loss, continued to pose serious threats to environmental stability and human health.

Yet amid these challenges, there were notable areas of progress. Southeast Asia and parts of Africa made important strides through reforestation efforts and community-led conservation. In the corporate world, sustainability reporting standards became more aligned, with the International Sustainability Standards Board’s (ISSB) global baseline gaining traction among multinational companies.

Additionally, financial institutions and corporations increased their commitments to net-zero targets and science-based climate action plans. Forward-looking organisations recognised that sustainability is not a side project but a strategic imperative.

A 2024 McKinsey study found that companies integrating ESG into core decision-making reported improved resilience and stakeholder trust. However, success depends on credible data, transparency, and long-term accountability – not greenwashing or symbolic gestures. This year’s World Finance Sustainability Awards 2025 winners stand out for their ability to lead by example in such a critical domain. They have embedded sustainability at the heart of their operations and are driving real-world impact across environmental, social, and economic dimensions.

We honour the leaders in this industry not just for meeting regulatory expectations, but for setting new standards in climate responsibility, social equity, and sustainable innovation. Their work inspires the global shift toward a more resilient and equitable future.

Most Sustainable Companies in 2025, by industry

Airport
Aeroporti di Roma

Asset Management
KBC Asset Management

Automotive Interior Design
Antolin

Beauty
AS Watson

Computer Hardware Industry
Lenovo Group

Data Centres
QTS

Digital Asset Compute
MARA

Engineering
WSP Gobal

Feminine Hygiene Products
Saathi Pads

Flag Carrier Airline
Turkish Airlines

Food Production and Distribution 
Fresh Del Monte

For Gender Equality in Wealth Tech
EXANTE

Furniture Design
MillerKnoll

Glass
BA Glass

Hospitality & Leisure Industry
Radisson Hotel Group

Impact Investing
Campo Capital

Industrial and Commercial Wood
EUCATEX

Logistics
NYK Group

Low-Cost Airline
Wizz Air

Marine
Wärtsilä Corporation

Office Furniture
MillerKnoll

Pharmaceutical
Bora Pharmaceuticals

Pulp and Paper
INAPA

Semiconductors
GlobalFoundries

Steel
Nucor

Stock Exchange (GCC Region)
Bahrain Bourse

Telecommunication
Swisscom

Transportation
CPKC

Travel
Amex GBT Egencia

Water
DuPont

Wine Making
Psagot Winery

Wine Products
Corticeira Amorim

World Finance Forex Awards 2025

World Finance Forex Awards 2025

FX Broker of the Year
XMTrading

Most Transparent FX Broker
CFI

Best Trading Platform
EBC Financial Group

Best MT5 Broker
Just2Trade

Best FX Customer Service
XMTrading

Best Trading Conditions
QuoMarkets

Best CFD Broker
XM

Best FX Broker, Middle East
CFI

Best FX Broker, Asia
XMTrading

Best FX Broker, United States
Trading.com

Best Crypto Broker, Latin America
PrimeXBT

Most Trusted Broker
EBC Financial Group

Most Reliable Introducing Broker Program
XTrend Speed

Best Partner Program
QuoMarkets

Best Trading Execution
XM

Fastest Growing Crypto Broker
TradeQuo

Fastest Trading Platform
Ehamarkets

Fastest Growing FX Broker
TradeQuo