Latest news with #676
Time of India
17 hours ago
- Business
- Time of India
IIT-Kgp, JU better global ranks, CU sees slight dip
Kolkata: IIT-Kharagpur, Jadavpur University and Calcutta University are the only three institutes from Bengal that have made it to QS World Ranking 2026. While IIT-Kharagpur and JU improved their rank, CU's position saw a dip. The list this year features 54 institutes from the country. The QS World University Rankings, published annually by the London-based global higher education analytics firm Quacquarelli Symonds, assess universities based on performance indicators, like academic reputation, faculty-student ratio, research impact, international student diversity, graduate employability. IIT-Kharagpur has climbed seven spots from 222nd rank last year to 215th. It also ranked 4th among the IITs. The new IIT Kharagpur director, Suman Chakraborty, said, "We have performed better than last year but our rank can improve if we can create a positive impression on the outer world as perception plays an important role." The outgoing acting director, Amit Patra, said, "Our performance in citations per faculty, international research network and sustainability, helped us better our position. " At 676, JU's rank improved significantly from last year's position between 721 and 730. "As a state-run institute, we have constraints, including funds crunch. Still, JU has been performing well. The credit goes to our teachers', researchers' and students' dedication. Improvement in areas, like faculty-student ratio, international student diversity and international student ratio, could have advanced our rank, but they do not depend entirely on the university," said an official. CU's rank dropped to a place between 771 and 780 from last year's 751 to 760. CU acting VC Santa Datta said, "The rank has slightly dipped but it's a proud moment that we are still among institutes on the world ranking list. With limited resources, my aim is to develop the university holistically, focusing on research and international network."
Borneo Post
10-05-2025
- Business
- Borneo Post
Subsidy cuts leave deep-sea fishermen struggling to stay afloat
In January 2023, the federal government reduced the subsidised diesel quota by 3,000 litres per fishing vessel, lowering monthly allocations from 20,000 to 17,000 to that, the figure was 22,000 litres per vessel. MIRI (May 11): Deep-sea fishermen across Sarawak are sounding the alarm over reduced diesel subsidies, rising costs, and shrinking profits—threatening both their livelihoods and the future of the industry. In January 2023, the federal government reduced the subsidised diesel quota by 3,000 litres per fishing vessel, lowering monthly allocations from 20,000 to 17,000 to that, the figure was 22,000 litres per vessel. The cuts were introduced without consultation or explanation, leaving the fishing community off-guard and scrambling to cope. The hardest hit are fishermen operating between 12 and 30 nautical miles offshore, who rely heavily on subsidised diesel to cover long fishing trips that can span up to two weeks. 'We're using up to 17,000 litres just on one trip. There's not enough left to make a profit,' lamented fisherman Harry Tan, who noted that some round trips would require about 13,000 litres of diesel. 'If the catch is poor, we have to go farther, and that means using even more fuel. Now with fewer subsidies, we have to cover the extra fuel costs ourselves, and this will only drive fish prices higher,' he pointed out. Harry Tan Fuel represents the largest part of operational costs in the fishing industry, especially for deep-sea vessels that travel up to 30 nautical miles offshore. The rising price of diesel and limited subsidies has forced many fishermen to dig into their own pockets to cover the difference, driving up costs and fish prices alike. Low margins despite high output Data obtained from a research paper titled 'The Contribution of Subsidies on the Welfare of Fishing Communities in Malaysia' in 2017 represented a simulation of how the fishermen's incomes would change should these supports be taken away. In Zone A (traditional), a fisherman would earn around RM2,118, while those in Zones B and C would bring in RM8,018 and RM20,881, respectively – with subsidies. Without subsidies, however, these figures would plummet. Net incomes would drop to just RM212 for traditional fishermen, and RM1,495 for those in Zone B. Zone C fishermen, regarded as those landing the highest value catch, would still lose a considerable chunk, ending with just RM10,676 after deducting the expenses. This leaves many fishermen with only modest take-home pay, despite the high risks, long hours, and substantial operational expenses. For instance, Zone C fishermen may need up to 24,000 litres of fuel monthly, costing upwards of RM40,0000. Another deep-sea fisherman, Wong Hou Kiew, said the fuel cuts had made it difficult to justify going out to sea. 'It's no longer sustainable. We spend so much on fuel, and if the catch is poor, we lose money. This job now feels more like charity than livelihood.' Wong Hou Kiew Rising costs across the board Beyond fuel, fishing boat operators face increasing costs for equipment and maintenance. Engines must be serviced every two to three months, with each session costing up to RM300. A full year of basic servicing totals RM1,200, excluding repairs. For larger boats, breakdowns can be devastating. Abdullah Lin shared that he once had to spend nearly RM100,000 to hire a tugboat and replace a failed engine. 'Engine failure at sea is no joke—it can put lives at risk.' Abdullah Lin The price of new boats and gear had also surged. A fully equipped boat that once cost RM15,000, now could exceed RM35,000, said Augustine Ho, a fisherman from Kampung Nelayan Bakam. 'The sea isn't what it used to be. The fishes are scarcer and harder to find. We can't afford wasted trips because we're the ones facing mounting expenses,' he lamented. Augustine Ho Subsidies: Relief or reliance? Government agencies have argued that the reduction in diesel subsidies is part of a long-term strategy to build a more self-reliant and sustainable fishing sector. The Malaysia Fisheries Development Authority (LKIM) said its mission is to 'create independent fishing communities', and reduce dependence on government support. According to LKIM, the total diesel quota of 70 million litres per month is distributed among all registered fishing vessels in Malaysia. The agency insists that the subsidy review was not a budget cut, but a strategic effort to encourage efficiency and prevent abuse. Still, fishermen feel penalised by it, rather than empowered. For that, Miri Area Fishermen's Association (PNK) chairman Okong Sulip expressed his concern about the lack of stability in subsidy policies. 'Subsidies are meant to ease our burden, especially during tough months like the monsoon season. 'Fishing is unpredictable. A good season may allow savings, but bad weather or poor catches can quickly wipe out those. 'For bigger vessels, the costs are massive. Without support, many of us can't afford to keep going,' he said. Okong Sulip Labour crisis The industry's struggles are compounded by a labour crisis. Many young Malaysians are not interested in entering the trade due to its physically and mentally demanding nature, high risks, and low returns. As a result, most fishing crew members now consist entirely of foreign workers. Additionally, many in the industry feel that policymakers are out of touch with on-the-ground- realities. They question whether decisions are being made with full understanding of how subsidy cuts affect daily operations and incomes. The financial challenges, coupled with the dangers of fishing and limited economic security, are turning the once-viable occupation into a burden. In this regard, fishermen are calling for more engagement from the government, clearer communication, and review of subsidy policies that truly reflects operational needs. * Tomorrow, Part 3 of this five-part series focuses on the government-mandated installation of the Mobile Tracking Unit on all deep-sea fishing vessels, and why the fishing community is against it. deep sea fishing focus lead subsidy
Associated Press
28-03-2025
- Business
- Associated Press
Li Ning Company Limited Announces 2024 Annual Results
Strengthen the 'Single Brand, Multi-Categories, Diversified Channels' Strategy | Solidify Brand and Product Competitiveness, Ensure Steady Operations, and Achieve Pragmatic Growth HONG KONG SAR - Media OutReach Newswire - 28 March 2025 - Li Ning Company Limited (the 'Company' or 'Li Ning Company"; together with the subsidiaries, collectively, the 'Group"; stock codes: 2331 (HKD counter) and 82331 (RMB counter)) announces today its 2024 annual results for the year ended 31 December 2024 (the 'Year'). Financial Results In 2024, the Group's annual performance was generally in line with expectations, a result of robust operational resilience and effective strategic execution. During the Year, the Group's revenue amounted to RMB28,676 million, representing an increase of 3.9% as compared to that of 2023 (2023: RMB27,598 million). Gross profit amounted to RMB14,156 million, representing an increase of 6.0% compared to that of 2023(2023: RMB13,352 million). The overall gross profit margin increased by one percentage point to 49.4%(2023: 48.4%). During the year, the net profit attributable to equity holders was RMB3,013 million (2023: RMB3,187 million). The margin of net profit attributable to equity holders was 10.5% (2023: 11.5%). Return on equity attributable to equity holders was 11.9% (2023: 13.1%). Basic earnings per share was RMB116.98 cents (2023: RMB123.21 cents). The Board has recommended the payment of final dividend of RMB20.73 cents per ordinary share for the year ended 31 December 2024, together with the interim dividend of RMB37.75 cents per ordinary share paid in September 2024, the total dividend for the year ended 31 December 2024 will amount to RMB58.48 cents per ordinary share or a total dividend payout ratio of 50%(2023: 45%). In terms of cash flow management, the Group's net cash generated from operating activities during the year amounted to RMB5,268 million (2023: RMB4,688 million). As at 31 December 2024, cash and cash equivalents (including cash at banks and in hand, and fixed term deposits with original maturity of no more than three months) amounted to RMB7,499 million, representing an increase of RMB2,055 million, as compared with the position as at 31 December 2023. Adding back the amount recorded as fixed-term deposits held at banks, cash balance amounted to RMB18,141 million, which represented a net increase of RMB166 million as compared to 31 December 2023. During the year, the Group maintained a healthy level of operating capital, and the net cash generated from operating activities increased compared to the previous year. The Company will continue to prudently assess its capital plan in light of market conditions and capital requirements to ensure maximum efficiency in the use of capital and to support its long-term development objectives. Operational Summary During the Year, the Group maintained its focus on the core strategy of 'Single Brand, Multi-categories, Diversified Channels' to enhance product strength through continuous research and development and technological innovation. Furthermore, the Group made significant progress across various aspects of its business including product innovation, brand building, and channel optimization. In 2024, the Group made multi-dimensional breakthroughs in the research and development of technologies. During the Year, the Group launched the new midsole technology 'Super BOOM"(超䨻), which is not only lighter and more elastic but also boasts an exceptional elasticity-to-weight ratio, representing the pinnacle of performance for supercritical foaming materials. The BOOM technology platform has achieved four application breakthroughs within six years, evolving from a 'single technology' to 'four major technologies'. This progression demonstrates the Group's commitment to exploring materials and manufacturing processes and exceptional ability to deploy and broaden their application, further enhancing its ability to diversify product offerings and iterate product lines. In respect of branding and marketing, the Group continued to focus on the six core categories of running, basketball, training, badminton, table tennis, and sports casual. It also actively explored emerging sports and subcategories, such as outdoor sports, golf, tennis and pickleball. The Group leveraged technological innovation capabilities to drive product upgrades underpinned by three key pillars: solidifying a professional sports mindset, showcasing sports fashion aesthetics, and inheriting Chinese cultural values. Moreover, it proactively sought to strengthen its differentiated brand advantages and enhance brand influence through diversified and comprehensive marketing campaigns. Capitalizing on the market opportunities presented by a year distinguished major sporting events, the Group delved into the essence of its brand spirit and gained insights into the younger generation's attitudes towards sports. Through these efforts, it articulated the brand spirit of 'Dare to Imagine, Create Excellence, Anything is Possible"(敢於想像，創造精彩，一切皆有可能) and launched the 'In My Name"(以我為名)-themed marketing campaign, aiming to solidify LI-NING's professional image and establish a deeper emotional connection with consumers. In respect of channel, the Group consolidated and enhanced operational efficiency for high-end markets and accelerate expansion into emerging markets. In the high-end markets, the Group focused on improving the efficiency of single store sales through a series of refined management processes and the orderly closure of stores with substantial losses to make the channel layout more reasonable, effectively enhancing overall channel efficiency. At the same time, the Group actively expanded its presence in emerging markets. Diversified sales strategies and flexible market response capabilities enable the Group to gradually expand its market share in emerging markets. As of 31 December 2024, the number of conventional stores, flagship stores, China LI-NING stores, factory outlets and multi-brand stores under the LI-NING brand (including LI-NING Core Brand and LI-NING YOUNG) amounted to 7,585, representing a net decrease of 83 POS as compared to 31 December 2023. The number of distributors was 41 (including sales channels of China LI-NING stores), representing a net decrease of 5 as compared to 31 December 2023. In terms of retail operations, the Group intensified efforts to promote a single-store operational model with solid profit and efficiency. It established standard profit and loss models for stores at all levels, standardizing and quantifying core store metrics to link them with management objectives across departments. This formed an efficient and coordinated management system, contributing to improved overall operational efficiency. The Group also strengthened the synergies between inventory and sales planning for single-stores and was committed to achieving improvements in both operational efficiency and supply chain management, ensuring efficient and accurate resource allocation and profitability. In terms of new retail business, the Group continued to deepen the construction of its new retail business system, focusing on enhancing digitalization and all-channel operational capabilities. The aim is to efficiently convert private traffic and steadily improve sales performance. The Group actively explored diversified business models such as acquiring traffic through popular social media platforms like Douyin (抖音) and collaborating online with core channels to broaden sales, increase the proportion of out-of-store sales, and empower stores with new retail capabilities. In terms of e-commerce operations, facing intensified market competition and a sluggish consumption environment, the Group continued to deepen e-commerce reform and strengthened its core competitiveness in the e-commerce sector across the board through online and offline interaction, diversified marketing campaigns, and precise capture of major sales promotions. In terms of supply chain, the Group focused on exploring and matching high-quality supply chain resources, gradually improving the supplier matrix for high-end and outdoor products to ensure precise alignment between products and supply chain resources. The Group also implemented a flexible supply chain strategy to closely monitor market demand. Initiatives to refine management and analyse digital information support interoperability and transparency, improve the level of automation, and significantly enhance inventory efficiency along the supply chain. While flexibly responding to market changes, the Group strived to achieve dual improvements in production efficiency and economic benefits. In 2024, the Group made remarkable achievements in logistics. Four major regional logistics centres across the country underwent comprehensive automation upgrades and began operations. The Nanning central warehouse is set to begin operations in 2025, which will improve delivery efficiency and logistics and warehousing operational capabilities in the southwest of the country. The Group is also proactively promoting refined logistics plan management across its divisions. Through the optimization of digital tools, the Group catered to the specific needs of its sales teams, improved the efficiency of goods distribution, and reduced logistics costs. In terms of kidswear business, LI-NING YOUNG refined its youth product offerings, leveraging the core competitiveness of its clothing and accessories, while actively expanded into emerging markets, improved single-store efficiency, strengthened construction of clearance channels, promoted product distribution, and expanded the customer base. In terms of retail operations, LI-NING YOUNG continued to enhance operational efficiency and actively acquire and convert customers. Meanwhile, the Group actively built a community marketing system to strengthen member interaction and provide exclusive benefits to strengthen member loyalty and sales conversion rates. In terms of marketing, LI-NING YOUNG planned a series of offline youth activities and cross-border collaborations, focusing on popular sports including basketball, football, running and outdoor activities to showcase the brand's diverse appeal. Meanwhile, LI-NING YOUNG leveraged social media platforms, ensuring that its messaging reaches target audiences, drives engagement, and reinforces the concept of being a 'professional youth sports brand'. As at 31 December 2024, the total number of LI-NING YOUNG POS amounted to 1,468, representing a net increase of 40 POS since 31 December 2023. Outlook Looking ahead, the Group will continue to fulfil its commitments by focusing on its core strategy of 'Single Brand, Multi-categories, Diversified Channels', and ensure its effective implementation by strengthening operational systems and consolidating foundational support. 1. Strengthen the implementation of core strategies. By maintaining the healthy development of its core businesses, the Group will further integrate resources and leverage the LI-NING technology platform to further improve its professional product offerings in subcategories such as running, basketball, training, badminton, table tennis and sports casual. It will also deepen the fusion of the sporting spirit and its brand to enhance its competitiveness and influence in core business areas. Meanwhile, in addition to active efforts to optimize its product structure, the Group will expand diversified dressing scenarios with a commitment to the single-brand strategy, deeply integrate sports fashion culture, and launch sports products that combine technology and fashion. In addition, it will take the lead in laying out new pathways for sports consumption, especially in the markets for women, outdoor and youth, striving to achieve breakthrough progress in these emerging fields and drive diversified business expansion. Moreover, the Group is committed to expanding its presence in all target markets, with the aim to create business opportunities in each channel, continuously enhance brand influence, and drive sustained business growth. 2. Optimize operational efficiency. The Group will focus on boosting operational efficiency to ensure the effective implementation of its 'Single Brand, Multi-categories, Diversified Channels' strategy. Deepened cross-departmental collaboration and streamlined business processes will empower the Group with efficient product management operations and allchannel integration and supply chain collaboration. Meanwhile, the Group will adopt refined management practices and strictly control costs and benefits, to ensure optimal allocation of resources. At the organizational level, the Group will endeavour to streamline management levels, optimize talent structure, cultivate efficient teams, and promote collaboration among organizations, in order to accelerate the decision-making process, enhance execution, and build a flexible and efficient operational structure. 3. Reinforce underlying support. In terms of underlying support, the Group will ensure sound operations of its financial systems, strengthen fund management and optimize capital structure, and improve financial transparency in a way that provides a solid financial foundation for long-term development. At the same time, the Group will deepen the integration of digital and smart tools by applying digital and intelligent technologies to make more scientific business decisions and adapt with agility to market changes. Through data analysis, artificial intelligence and automation tools, the Group will enhance its insight into market trends and understanding of consumer behaviour, thereby driving innovation in products and services and providing strong support for sustained development. Mr. Li Ning, Executive Chairman and Joint CEO of the Group, concluded, 'Looking ahead to 2025, with strong policy support, consumer spending has the potential to grow decently in China. As a company with long-term roots in China market and a focus on professional products for sports, we are confident in our future development and will seize this opportunity to drive high-quality growth. Notably, LI-NING will once again partner with the Chinese Olympic Committee and the Chinese Sports Delegation from 2025 to 2028, which underscores the full trust and responsibility bestowed by the General Administration of Sport of China and the Chinese Olympic Committee and the high recognition of the Group's professionalism and innovation. By adhering to its core value of 'serving the public with sportsmanship', LI-NING is committed to becoming the most prominent and stylish sports brand from China and the preferred sports brand of Chinese consumers.' Hashtag: #LiNing #Sportswear The issuer is solely responsible for the content of this announcement. About Li Ning Company Limited Li Ning Company Limited is one of the leading sports brand companies in China, mainly operating professional and leisure footwear, apparel, equipment and accessories under the LI-NING brand. The Group has comprehensive research and development, design, manufacturing, marketing, distribution and retail management capabilities. It has established an extensive retail distribution network and supply chain management system in China. We are committed to be the most prominent, stylish, world-leading sports brand from China. In addition to its core LI-NING brand, the Group also manufactures, develops, markets, distributes, sells various sports products which are self-owned by or licensed to the Group, including Double Happiness (table tennis), AIGLE (outdoor sports) and Kason (badminton), which are operated through joint venture/associate with third parties of the Group.
USA Today
17-03-2025
- Sport
- USA Today
Unpacking Future Packers: No. 43, Missouri WR Luther Burden III
Unpacking Future Packers: No. 43, Missouri WR Luther Burden III The Unpacking Future Packers Countdown is a countdown of 100 prospects who the Green Bay Packers could select in the 2025 NFL draft. The highest the Green Bay Packers have taken a wide receiver in the NFL Draft since selecting Javon Walker with the 20th overall pick in the 2002 draft was when they traded up in the second round to take Christian Watson with the 34th overall pick in the 2022 draft. A wide receiver that the Packers could target in that range during the 2025 draft is Luther Burden III. The Missouri wide receiver checks in at No. 43 in the Unpacking Future Packers Countdown. A five-star recruit, Burden caught 45 passes for 375 yards and six touchdowns during his first season on campus. In 2023, Burden recorded 86 receptions for 1,212 yards and nine touchdowns. This past season, he reeled in 61 receptions for 676 yards and six touchdowns. He also added two rushing touchdowns. "In his last two years, he really added an explosive element to the Missouri offense," Joey Van Zummeren, a Missouri reporter for SI Now, said. "In 2023 when running back Cody Schrader went on a tear through the SEC, defenses couldn't go too heavy in the box because of the threat of Burden." Burden is an electric playmaker. He's maybe the most dangerous YAC threat in this draft class. The name of the game is to get Burden the ball and let him create explosive plays. Once the ball is in his hands he puts stress on the defense. He has good vision. He understands angles and spacing and has the speed to run away from defenders. It may take a host of defenders to get him down. He's able to decelerate and accelerate on a dime to keep tacklers off balance. He's got the contact balance of a running back and competes hard to pick up extra yards. In 2023, Burden racked up 724 yards after the catch and forced 20 missed tackles. This past season he forced 30 missed tackles, but his YAC dipped to 373. Burden also finished his career at Missouri with four rushing touchdowns. "The term 'human joystick' is overused for football players, but Burden really is the best representative I've seen of that," Van Zummeren said. "His ability to stop, pivot and turn is what makes him so good after the catch. There were multiple Burden plays I watched from the press box where he looked trapped and about to be tackled, so I'd look down at my computer, just to see him 10 yards down the field two seconds later. The way he gets open on plays designed for him to create space after the catch might not translate to the NFL, but his agility definitely will." During his time at Missouri, Burden was often granted a free release off the line of scrimmage. He's extremely explosive in short areas to create separation in tight spaces. He's twitchy in his movements and has an understanding of route leverage. Missouri liked using Burden as a gadget player on sweeps and tried to get him the ball quickly on hitches, and curl routes. Burden understands the importance of route tempo and does a good job of using subtle head movements to create separation mid-route. He has clean footwork and makes his transitions look effortless. He has the long speed (4.41 40-yard dash time) to threaten teams vertically. "At the Combine, Burden said the Missouri system didn't allow him to fully show off his route running ability," Van Zummeren said. "I can see where he's coming from there, but he also showed off that he can do a lot more than just a 10-yard curl, then get yards after the catch. He had a few big plays on go routes, not because of straight-line speed, but because of his timing and understanding of leverage. It's something he worked on a lot with receivers coach Jacob Peeler, who also coached D.K. Metcalf at Ole Miss. Ironically, a similar question surrounding Burden's supposedly underdeveloped route tree dominated the talk of Metcalf as a prospect." Burden has excellent hand-eye coordination. He has strong hands and had seven drops on 201 targets over the past two seasons. While he's not going to climb the ladder to win jump balls, he's more than comfortable working the middle of the field to make catches in traffic. He has good body control and is able to snare passes away from his frame without having to throttle down. "He certainly isn't a big 50/50 ball guy, just because of his build," Van Zummeren said. "But, he is surprisingly good at fighting for catches. He also does a pretty good job at adjusting to misplaced passes." With his frame, he may not be an effective stalk blocker at the next level, but the Missouri wide receiver certainly has the 'want to' in him. Burden brings special teams value as a punt returner. During his first season with the Tigers he averaged 12.6 yards per return and he had one punt return touchdown. He finished his collegiate career with 24 punt returns and averaged 10.5 yards per return. Fit with the Packers A year ago at this time it was unimaginable to think the Packers would even ponder taking a wide receiver in the first round of the 2024 NFL Draft. Fast forward a year and the shine has worn off for a group that looked very promising. Dontayvion Wicks struggled with drops this past season, something that has plagued him since his Virginia days. Wicks creates separation, but that doesn't matter if you can't consistently complete the process. Jayden Reed started his sophomore season with a bang, before cooling off down the stretch. The former second-round pick also got the case of butterfingers. Romeo Doubs suffered two concussions this past season and also had an isolated incident earlier in the season that caused the Packers to suspend the former Day 3 selection. Christian Watson suffered a torn ACL during the team's final regular season game and will likely miss the majority of the 2025 campaign. The Packers need a dynamic playmaker added to the mix and Burden would provide Green Bay's offense with some voltage with his YAC ability. "If I were an NFL general manager, I'd draft Burden to add that same firecracker element he brought to Missouri to my offense," Van Zummeren said. "I think he's athletic enough to immediately contribute in a more specific role geared toward his slot performance in college, but also think he has plenty of room to develop into a more complete receiver that could also play on the boundary." A large chunk of Burden's snaps came from the slot during his time with the Tigers. That doesn't mean he's a slot-only prospect. Not comparing the two from a skill set standpoint, but Justin Jefferson also played a large chunk of his snaps at LSU in the slot. Just because a player wasn't asked to do something in college, doesn't mean they can't do those things. I firmly believe that Burden could thrive playing on the boundary at the next level. He's got the size, ball tracking skills and movement ability to excel playing on the boundary. Burden has all the tools in the shed to develop into a dynamic three-level threat and a team's No. 1 wide receiver. With his YAC ability and strong hands, Burden could help Green Bay's aerial attack turn into a more potent and consistent unit.
