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ATLANTA (AP) — As she checked into a recent flight to Mexico for vacation, Teja Smith chuckled at the idea of joining another Women’s March on Washington . As a Black woman, she just couldn’t see herself helping to replicate the largest act of resistance against then-President Donald Trump’s first term in January 2017. Even in an election this year where Trump questioned his opponent’s race , held rallies featuring racist insults and falsely claimed Black migrants in Ohio were eating residents’ pets , he didn't just win a second term. He became the first Republican in two decades to clinch the popular vote, although by a small margin. “It’s like the people have spoken and this is what America looks like,” said Smith, the Los Angeles-based founder of the advocacy social media agency, Get Social. “And there’s not too much more fighting that you’re going to be able to do without losing your own sanity.” After Trump was declared the winner over Democratic Vice President Kamala Harris , many politically engaged Black women said they were so dismayed by the outcome that they were reassessing — but not completely abandoning — their enthusiasm for electoral politics and movement organizing. Black women often carry much of the work of getting out the vote in their communities. They had vigorously supported the historic candidacy of Harris, who would have been the first woman of Black and South Asian descent to win the presidency. Harris' loss spurred a wave of Black women across social media resolving to prioritize themselves, before giving so much to a country that over and over has shown its indifference to their concerns. AP VoteCast , a survey of more than 120,000 voters, found that 6 in 10 Black women said the future of democracy in the United States was the single most important factor for their vote this year, a higher share than for other demographic groups. But now, with Trump set to return to office in two months, some Black women are renewing calls to emphasize rest, focus on mental health and become more selective about what fight they lend their organizing power to. “America is going to have to save herself,” said LaTosha Brown, the co-founder of the national voting rights group Black Voters Matter. She compared Black women’s presence in social justice movements as “core strategists and core organizers” to the North Star, known as the most consistent and dependable star in the galaxy because of its seemingly fixed position in the sky. People can rely on Black women to lead change, Brown said, but the next four years will look different. “That’s not a herculean task that’s for us. We don’t want that title. ... I have no goals to be a martyr for a nation that cares nothing about me,” she said. AP VoteCast paints a clear picture of Black women's concerns. Black female voters were most likely to say that democracy was the single most important factor for their vote, compared to other motivators such as high prices or abortion. More than 7 in 10 Black female voters said they were “very concerned” that electing Trump would lead the nation toward authoritarianism, while only about 2 in 10 said this about Harris. About 9 in 10 Black female voters supported Harris in 2024, according to AP VoteCast, similar to the share that backed Democrat Joe Biden in 2020. Trump received support from more than half of white voters, who made up the vast majority of his coalition in both years. Like voters overall, Black women were most likely to say the economy and jobs were the most important issues facing the country, with about one-third saying that. But they were more likely than many other groups to say that abortion and racism were the top issues, and much less likely than other groups to say immigration was the top issue. Despite those concerns, which were well-voiced by Black women throughout the campaign, increased support from young men of color and white women helped expand Trump’s lead and secured his victory. Politically engaged Black women said they don’t plan to continue positioning themselves in the vertebrae of the “backbone” of America’s democracy. The growing movement prompting Black women to withdraw is a shift from history, where they are often present and at the forefront of political and social change. One of the earliest examples is the women’s suffrage movement that led to ratification in 1920 of the 19th Amendment to the Constitution , which gave women the right to vote. Black women, however, were prevented from voting for decades afterward because of Jim Crow-era literacy tests, poll taxes and laws that blocked the grandchildren of slaves from voting. Most Black women couldn’t vote until the Voting Rights Act of 1965. Black women were among the organizers and counted among the marchers brutalized on the Edmund Pettus Bridge in Alabama, during the historic march in 1965 from Selma to Montgomery that preceded federal legislation. Decades later, Black women were prominent organizers of the Black Lives Matter movement in response to the deaths of Black Americans at the hands of police and vigilantes. In his 2024 campaign, Trump called for leveraging federal money to eliminate diversity, equity and inclusion programs in government programs and discussions of race, gender or sexual orientation in schools. His rhetoric on immigration, including false claims that Black Haitian immigrants in Springfield, Ohio, were eating cats and dogs, drove support for his plan to deport millions of people . Tenita Taylor, a Black resident of Atlanta who supported Trump this year, said she was initially excited about Harris’ candidacy. But after thinking about how high her grocery bills have been, she feels that voting for Trump in hopes of finally getting lower prices was a form of self-prioritization. “People say, ‘Well, that’s selfish, it was gonna be better for the greater good,''' she said. “I’m a mother of five kids. ... The things that (Democrats) do either affect the rich or the poor.” Some of Trump’s plans affect people in Olivia Gordon’s immediate community, which is why she struggled to get behind the “Black women rest” wave. Gordon, a New York-based lawyer who supported the Party for Socialism and Liberation’s presidential nominee, Claudia de la Cruz, worries about who may be left behind if the 92% of Black women voters who backed Harris simply stopped advocating. “We’re talking millions of Black women here. If millions of Black women take a step back, it absolutely leaves holes, but for other Black women,” she said. “I think we sometimes are in the bubble of if it’s not in your immediate circle, maybe it doesn’t apply to you. And I truly implore people to understand that it does.” Nicole Lewis, an Alabama-based therapist who specializes in treating Black women’s stress, said she’s aware that Black women withdrawing from social impact movements could have a fallout. But she also hopes that it forces a reckoning for the nation to understand the consequences of not standing in solidarity with Black women. “It could impact things negatively because there isn’t that voice from the most empathetic group,” she said. “I also think it’s going to give other groups an opportunity to step up. ... My hope is that they do show up for themselves and everyone else.” Brown said a reckoning might be exactly what the country needs, but it’s a reckoning for everyone else. Black women, she said, did their job when they supported Harris in droves in hopes they could thwart the massive changes expected under Trump. “This ain’t our reckoning,” she said. “I don’t feel no guilt.” AP polling editor Amelia Thomson DeVeaux and Associated Press writer Linley Sanders in Washington contributed to this report. The Associated Press Health and Science Department receives support from the Robert Wood Johnson Foundation. The AP is solely responsible for all content.World News | Jimmy Carter: Many Evolutions for a Centenarian Citizen of the World
Building community through love at Meemaws Hometown Kitchen, a pay-what-you-can restaurant in UnionNow the question is whether Gaetz was uniquely unpalatable or if Trump's other picks could exceed Republicans' capacity to overlook red flags.
NoneSTUART, Fla. , Dec. 24, 2024 /PRNewswire/ -- Health In Tech, an Insurtech platform company backed by third-party AI technology, today announced the closing of its initial public offering of 2,300,000 shares of its Class A common stock at a public offering price of $4.00 per share, for gross proceeds of $9,200,000 , before deducting underwriting discounts, commissions, and estimated offering expenses. The Company has granted the underwriter an option, exercisable within 30 days from the date of the final prospectus, to purchase an additional 345,000 shares of Class A common stock from Health In Tech at the initial public offering price, less underwriting discounts and commissions. Assuming such option is fully exercised, the Company may raise a total of approximately US$10,580,000 in gross proceeds from the Offering Health In Tech intends to use the net proceeds from the offering for system enhancements, expansion of service offerings, sales and distribution channels, talent development and retention, working capital, and other general corporate purposes. American Trust Investment Services, Inc. acted as the sole book-running manager for the offering. A registration statement on Form S-1 (File No. 333-281853) relating to the shares was filed with the Securities and Exchange Commission and became effective on December 19, 2024 . This offering was made only by means of a prospectus, forming part of the effective registration statement. A copy of the prospectus relating to the offering can be obtained when available, by contacting American Trust Investment Services, Inc., 230 W. Monroe Street , Suite 300, Chicago, IL 60606, or via E-Mail at ECM@amtruinvest.com. This press release shall not constitute an offer to sell or the solicitation of an offer to buy any securities, nor shall there be any sale of any securities in any state or jurisdiction in which such offer, solicitation or sale would be unlawful prior to registration or qualification under the securities laws of any such state or jurisdiction. About Health In Tech Health in Tech ("HIT") is an Insurtech platform company backed by third-party AI technology. We offer a dynamic marketplace designed to create customized healthcare plan solutions while streamlining processes through vertical integration, process simplification, and automation. By eliminating friction and complexities, HIT enhances value propositions for employers and optimizes underwriting, sales, and service workflows for Managing General Underwriters (MGUs), insurance carriers, licensed brokers, and Third-Party Administrators (TPAs). Learn more at healthintech.com . Forward-Looking Statements Regarding Health In Tech Certain statements in this press release are forward-looking statements for purposes of the safe harbor provisions under the U.S. Private Securities Litigation Reform Act of 1995. Forward-looking statements may include estimates or expectations about Health In Tech's possible or assumed operational results, financial condition, business strategies and plans, market opportunities, competitive position, industry environment, and potential growth opportunities. In some cases, forward-looking statements can be identified by terms such as "may," "will," "should," "design," "target," "aim," "hope," "expect," "could," "intend," "plan," "anticipate," "estimate," "believe," "continue," "predict," "project," "potential," "goal," or other words that convey the uncertainty of future events or outcomes. These statements relate to future events or to Health In Tech's future financial performance, and involve known and unknown risks, uncertainties and other factors that may cause Health In Tech's actual results, levels of activity, performance, or achievements to be different from any future results, levels of activity, performance or achievements expressed or implied by these forward-looking statements. You should not place undue reliance on forward-looking statements because they involve known and unknown risks, uncertainties and other factors which are, in some cases, beyond Health In Tech's control and which could, and likely will, affect actual results, levels of activity, performance or achievements. Any forward-looking statement reflects Health In Tech's current views with respect to future events and is subject to these and other risks, uncertainties and assumptions relating to Health In Tech's operations, results of operations, growth strategy and liquidity. Investor Contact Investor Relations: ir@healthintech.com View original content to download multimedia: https://www.prnewswire.com/news-releases/health-in-tech-announces-closing-of-initial-public-offering-302338923.html SOURCE Health In Tech
NEW YORK — Stoli Group USA, the owner of the namesake vodka , has filed for bankruptcy as it struggled to contend with slowing demand for spirits, a major cyberattack that has snarled its operations and several years of fighting Russia in court. The company in its bankruptcy filing said it is “experiencing financial difficulties” and lists between $50 million and $100 million in liabilities. Stoli vodka and Kentucky Owl bourbon will continue to be available on store shelves while the company navigates the Chapter 11 process, which only pertains to its U.S. business. Until 2022, Stoli was sold as Stolichnaya in the United States, which loosely translates to “capital city” in Russian. The company shortened its title following Russia’s invasion of Ukraine and boycotts against Russian-branded vodkas . Stoli Group’s founder, Russian-born billionaire Yuri Shefler, was exiled from that nation in 2000 because of his opposition to President Vladimir Putin. Intel announced on December 2 that CEO Pat Gelsinger has resigned after a difficult stint at the company. The once-dominant chipmaker’s stock cratered as it missed the AI boom and was surpassed by most of its rivals. The liquor has long been marketed as a Russian vodka, but its production facilities have been in Latvia for several decades. Stoli Group is a unit of Luxembourg-based SPI Group, which owns other spirit and wine brands. “The Stoli Group has been targeted by the Russian Federation since it was formed nearly 25 years ago,” said Stoli Group CEO Chris Caldwell in a statement. “Earlier this year the company and our owner were both named by the Russian state as ‘extremist groups working against Russia’s interests.’” Its ongoing legal battle with the Russia government has forced Stoli to “spend dozens of millions of dollars on this long-term court battle across the globe with the Russian authorities,” according to its court filing. Caldwell also said that Stoli’s global operations has been a “victim of a malicious cyber attack” that has forced the company to operate “entirely manually while the systems are rebuilt.” A slowdown in demand for alcohol has crushed several company’s bottom lines following the pandemic when people were stuck at home and stocked up. Stoli’s filings said that it has seen a “decline and softening of demand for alcohol and spirits products post-Covid and especially beginning in 2023 and continuing into 2024.” Stoli Group USA, maker of Stoli vodka, has filed for bankruptcy due to slowing demand for spirits, a major cyberattack, and ongoing legal battles with Russia. The-CNN-WireTM & © 2024 Cable News Network, Inc., a Warner Bros. Discovery Company. All rights reserved. The business news you need Get the latest local business news delivered FREE to your inbox weekly.
Philadelphia Eagles quarterback Jalen Hurts left the game against the Washington Commanders on Sunday in the first quarter and was being evaluated for a concussion before being ruled out. Hurts was injured by a tackle from Washington's Frankie Luvu and Bobby Wagner at the end of an 11-yard run to the Washington 21. He briefly appeared about to return but was taken to the locker room. He was later ruled out for the rest of the game. Back-up Kenny Pickett came on and completed the drive with a 4-yard touchdown pass to A.J. Brown. The Eagles (12-2) are in pursuit of the top seed in the NFC, alongside the Detroit Lions and Minnesota Vikings, who are likewise 12-2. The Commanders (9-5) are in contention for an NFC wild-card berth. --Field Level MediaBRUSSELS , Dec. 24, 2024 /PRNewswire/ -- In an upcoming EU Reporter interview , M. Shigeo Katsu , Founding President of Nazarbayev University (NU) and a key architect of Kazakhstan's education reforms, will address the escalating scandal surrounding financial mismanagement at the country's flagship higher education institution. The crisis gained public attention following the announcement of the state audit results of Nazarbayev University. The revelations have sparked widespread concerns about transparency and oversight at one of Central Asia's most prestigious universities. Adding to the controversy are allegations of financial mismanagement involving the New Generation Foundation, the Jusan Group — entities originally established to ensure the long-term financial sustainability of NU and Nazarbayev Intellectual Schools (NIS). Questions have also been raised about the state of affairs at NU's Social Development Fund. Reports suggest that funds may have been misappropriated, triggering outrage from students, educators, and civil society. In response, a student initiative group from Nazarbayev University issued an open letter demanding the release of both the state audit and NU's internal audit of the Social Development Fund. The letter also calls for greater accountability, enhanced transparency, and the protection of students' rights. This appeal reflects mounting frustration with the university's leadership and a growing demand for immediate corrective action. Shigeo Katsu's interview will shed light on these unfolding developments. As a former leader of NU, Katsu is uniquely positioned to analyze the root causes of the crisis, critique the university's response, and discuss the broader implications for Kazakhstan's education sector. The full interview can be found here: https://www.eureporter.co/kazakhstan-2/2024/12/23/the-battle-for-nazarbayev-universitys-future-shigeo-katsu-on-financial-mismanagement-and-accountability/ The Battle for Nazarbayev University's Future: Shigeo Katsu on Financial Mismanagement and Accountability In light of recent controversies surrounding the financial governance of Nazarbayev University (NU) and Nazarbayev Intellectual Schools (NIS), an open letter from concerned students has surfaced, addressing the troubling mismanagement of funds and alleged conflicts of interest. The letter highlights a series of financial decisions that led to the unraveling of key institutions meant to ensure the long-term stability of NU and NIS. The students are particularly concerned about the fate of the Jusan Group and the Nazarbayev Fund (NGF), which were once positioned to secure the financial future of these two leading educational institutions. Instead, they allege that significant funds were misappropriated and whole organizations lost, leading to the collapse of what was once a promising financial structure. In response, Shigeo Katsu , the Founding President of Nazarbayev University, has also written an open letter , received by EU Reporter, addressing the ongoing crisis and providing his perspective on the unfolding situation. In his letter, Katsu outlines the rationale of engagement in the financial sector and the erosion of the initial vision for NU, highlighting the role of key financial institutions like Jusan Bank and the NGF in securing a stable future for the university and NIS. He draws attention to the series of decisions that led to the loss of the former and calls for urgent remedial actions to prevent further damage to the institutions' credibility and financial stability . In this exclusive interview with EU Reporter , Shigeo Katsu , the Founding President of Nazarbayev University, sheds light on these pressing issues. He discusses the audit findings, the role of Jusan Bank , and what must be done to restore trust and secure the future of NU and NIS. Bio: Mr. Shigeo Katsu is the Founding President of Nazarbayev University. He held the position of President from December 2010 until June 2023 . He was Chair of the Board of Trustees of an affiliated secondary school system, the Nazarbayev Intellectual Schools, and of the University's hospital system. Prior to the assignments in Kazakhstan , over the course of a 30-year career at the World Bank, Mr. Shigeo Katsu held various positions including leading financial sector reform support for China , Director for Cote d'Ivoire , and Vice President for Europe and Central Asia . After his retirement from the World Bank, he served for a few years on the US board of a youth-oriented international development NGO. Between 2011 and 2015 he was an Advisory Panel member of the ASEAN+3 Macroeconomic Research Office (AMRO). Questions: - We have exclusively published your open letter and anticipate that it will generate a significant response. What drove you to write it, particularly in light of the misuse of funds intended to ensure the long-term financial stability of Nazarbayev University (NU) and Nazarbayev Intellectual Schools (NIS)? The decision to write the open letter was not made lightly. It was driven by a profound sense of responsibility to the students, faculty, and broader community of Nazarbayev University (NU) and Nazarbayev Intellectual Schools (NIS). These institutions were established with a vision to create world-class educational hubs in Kazakhstan and establish a center of excellence for academic research. Ensuring their financial independence and long-term stability is a core requirement to achieve the two institutions' mission. However, recent developments revealed through state and internal audits have exposed serious breaches of trust. The misuse of funds from entities like the University's Social Development Fund, New Generation Foundation, and Jusan Group directly threatens the sustainability of NU and NIS. These funds were meant to build up and guarantee the financial security of the institutions. Instead, we now see signs of embezzlement, mismanagement, and a concerning lack of accountability. The role played by key figures like the directors and executives of NGF, of Aslan Sarinzhipov (Executive Vice President of NU, a former Minister of Education) and Kadisha Dairova (Vice President for Student Affairs and International Cooperation, Nazarbayev University) only adds to the gravity of the situation. By writing the letter, my goal was to bring transparency to the issue and to mobilize public attention and international scrutiny. NU and NIS were founded on principles of meritocracy, transparency, and academic freedom. If we allow these values to be compromised, we risk undoing more than a decade of progress. The letter serves as a call for accountability, reform, and most importantly, protection of the future of Kazakhstan's youth. - Many students and alumni of NU have expressed their concern over the lowering of admission standards and the shift away from international standards. How do you assess these changes, and do you see them as diverging from the original vision for NU? NU was conceived as a model of excellence , designed to meet international standards in research, teaching, and governance. One of its founding principles was merit-based admission , which ensured that students were selected solely based on their ability and potential. This meritocratic foundation was not only an academic principle but a reflection of NU's mission to transform Kazakhstan's education system. Students, alumni, faculty and staff have worked hard to build NU's name. Now students, alumni and parents are rightly concerned that the lowering of admission standards undermines this mission and risks eroding the university's reputation both domestically and internationally. Such changes create the perception that NU is moving away from its original vision of being a world-class institution. To restore confidence, NU must reaffirm its commitment to international standards, transparency, and academic rigor. Reverting to merit-based admissions and prioritizing excellence will send a clear message that the institution remains steadfast in its mission. In the Open Letter, I stated that in theory, a policy of opening the entry door wider, but then be resolutely strict in terms of progression and graduation based on academic integrity and merit could work. There are some cases globally. However, it can only work if there is a full commitment to integrity and merit, openness and transparency, and NU's original values are upheld. But unfortunately, what I have observed and heard about recent developments at NU does not make me optimistic. While administration is supposedly in a belt-tightening mode, new senior positions were created and filled with scant regard for a proper hiring process and qualification. Conflict of interest and restrictions on hiring family members have been discarded. These are just a few of the institutional changes that will inevitably bleed over into the academic fabric as well. Is this the example that senior management wants to present to our students? - Do you believe the current situation, where the financial foundations like the Social Development Fund and New Generation Foundation were mismanaged, reflects a broader crisis within Kazakhstan's governance and democracy? Absolutely, but to be fair, this corporate governance crisis is not just limited to Kazakhstan . The findings of the internal audit conducted by NU on the Social Development Fund (SDF) reveal a systemic absence of check and balances and accountability that extends beyond these institutions. Mismanagement and theft, such as those involving Aslan Sarinzhipov , have not only undermined NU and NIS but also shaken public trust in Kazakhstan's leadership. The financial institutions linked to NU and NIS—Nazarbayev Fund, New Generation Foundation, and Jusan Group — were designed to guarantee long-term financial stability for education in Kazakhstan , securing the futures of NU and NIS for decades. However, NGF and Jusan Group's systematic depletion and dismantling highlight the country's struggle with accountability and the need for deep structural reform. This mismanagement reflects broader governance failings—particularly a lack of oversight, transparency, and mechanisms to prevent conflicts of interest. I cannot pronounce myself on the current status of the NF, but I would not be surprised if one discovers similar shortcomings there as well. I had called for an audit for some time until my departure but was not successful. The impact extends beyond education, affecting the economic and social fabric of Kazakhstan . Addressing these issues requires not just reforms within these organizations but also a renewed commitment to governance, accountability, and emphasis on establishing the rule of law. - With the financial stability once promised by entities like the NGF now in jeopardy, how do you envision NU's future without those foundational guarantees? The original intent of the Nazarbayev Fund, New Generation Foundation, and Jusan Group was to provide NU and NIS with long-term financial stability. These entities were carefully designed to ensure that Kazakhstan's leading educational institutions could eventually operate in a manner less affected by state budget fluctuations. However, as the audits reveal, these institutions have been systematically mismanaged and looted, jeopardizing the financial future of NU and NIS. NU's survival and success now depend on a bold and transparent strategy. The first step is to rebuild trust with the public, students, and alumni by publishing the findings of both the state audit of NU and the internal audit of SDF. Then, those responsible are held accountable. Financially, NU must re-establish a diversified funding model. This includes rebuilding its endowments and enhancing additional revenue streams, such as a logical and sound tuition policy, executive education and collaboration with industry and business in the form of contract research. Transparency and governance reform will be key to attract donors and investors who believe in NU's mission and potential. - The Supreme Audit Chamber of Kazakhstan , in its state audit, reported the mismanagement of 73.5 billion tenge at Nazarbayev University , as well as allegations of half a billion tenge being used illegally. What is your opinion on this, and how should the university address governance and corruption issues? I have not had the opportunity to access the state audit report, thus it is difficult to comment. If the cited amount in mismanagement of 73.5 billion tenge over six years is true, it is scandalous. However, we do not know what the auditors' definition and criteria of mismanagement is. So, let's first find out what the report actually says. What is clear, however, is the outcome of a 2023 internal audit of NU's Social Development Fund (SDF) , and it is sobering. This SDF audit reveals a blatant disregard of corporate governance principles, where individuals entrusted with university resources prioritized personal gain over the mission of NU. The audit revealed that SDF management led by current NU Executive Vice President Aslan Sarinzhipov constructed an intricate web of subsidiary entities, including abroad, to systematically evade the oversight and control of the University. Funds ( over 14 billion tenge ) meant to assist students and faculty were used for personal gains of Aslan Sarinzhipov and questionable deals. Unfortunately, NU senior officials such as Vice President Kadisha Dairova participated in such schemes. When I voiced my concern earlier over the developments at NU, it is largely because of the track record of senior officials there. For NU to move forward, it must adopt zero-tolerance policies for corruption, demand accountability from those responsible, and reform its governance structures to ensure transparency. - Why do some claim there is a lack of funds for NU and NIS, despite the promises of financial stability from their endowment funds? The claim of a lack of funds is a direct consequence of the systematic looting of resources from the New Generation Foundation and Jusan Group. These entities were explicitly designed to contribute to NU and NIS' long-term financial sustainability against the backdrop of reduced state funding. However, as I described in my Open Letter, these innovative financial structures have been undermined by mismanagement, and outright theft. For instance: Rebuilding financial stability will require recovering stolen assets, reforming governance structures, and restoring public trust through full transparency and accountability. - Given the scale of financial mismanagement, what steps are necessary to ensure accountability for those involved, including senior officials? Accountability must begin with transparency. First, all findings from the audits should be made public, and independent investigations should be conducted to identify those responsible. No individual, regardless of rank or influence, should be above scrutiny. Second, legal consequences must follow where wrongdoing is found. Kazakhstan's legal system must demonstrate its independence and commitment to justice by prosecuting those who exploited these funds. Finally, governance reforms are essential. NU and its associated entities must implement stricter checks and balances, including external audits, whistleblower protections, and oversight committees with independent members. These steps are not just about rectifying past mistakes—they're about ensuring a future where such mismanagement cannot happen again. - The audit findings were just the beginning of uncovering deeper issues. Is there more information you can share about how these financial foundations were exploited and what this means for the future of NU and NIS? The patterns that have emerged—opaque transactions, conflicts of interest, and questionable settlements—are deeply troubling. For instance, the transfer of assets to private hands under unclear terms raises red flags about the intentions behind such decisions. This exploitation puts the futures of NU and NIS at risk. These institutions were designed to be financially independent, insulated from political and economic volatility. The weakening of their financial foundations erodes their ability to deliver on their missions and betrays the trust of the Kazakhstani people, who have invested in these institutions through their taxes. The way forward requires not just recovering lost assets but rebuilding the governance systems that allowed this exploitation to occur. - Nazarbayev University was founded with a mission to serve as a model for higher education in Kazakhstan , supported by funds like those from the Nazarbayev Fund and New Generation Foundation. What was your original vision for the university, and how did these funds play a critical role in realizing that vision? The vision for NU was bold: to create an institution that could compete with the best universities in the world while serving as a model for higher education reform in Kazakhstan . From day one, we envisioned NU as a hub for innovation, research, and leadership development—a place where the brightest minds could come together to solve the challenges of tomorrow. However, one should not forget that universities, in particular research universities, are a long-term endeavor. They are meant to educate and develop generations upon generations of leaders and professionals in a broad range of sectors, and thus contribute to the scientific, economic, and societal wealth of countries. Building a strong institution that can meet the test of time requires long-term and unwavering commitments to foundational values such as integrity, meritocracy, excellence, openness and transparency. But of course, strong financial support from government and other stakeholders is needed, especially in the first decades. Thus, it was understood that NU would be dependent on state funding (through education grants and capital investments) for the initial decades of its existence, while in the meantime it would develop other sources of financing such as through endowment funds, tuition, and contract research. The Nazarbayev Fund, NGF and the Jusan Group were integral parts of this vision. This overall construct allowed us to recruit world-class faculty, develop state-of-the-art facilities, and provide scholarships to talented students, many from underprivileged backgrounds. These resources weren't just financial—they were a vote of confidence in NU's mission and a recognition of the transformative power of education. The loss of these resources is a significant setback, but I do hope that NU can recover. The university must focus on rebuilding trust with its stakeholders—students, faculty, alumni, and the public. This starts with transparency in financial management and governance. Diversifying funding sources will be crucial. This includes rebuilding its endowments, engaging with the philanthropic community, and developing innovative revenue streams. But most importantly, NU must stay true to its mission and values. Financial stability is important, but it must never come at the cost of compromising the university's integrity or academic excellence. Restoring NU's credibility begins with transparency. For instance, the university must share the audit report with stakeholders, and openly address any major shortcomings highlighted in the audit, including financial mismanagement and governance failures. An independent investigation, followed by public disclosure of findings, will demonstrate a commitment to accountability. Next, an affirmation of NU's commitment to its foundational values and principles is needed. Next, institutional reforms are essential. This includes introducing stronger oversight mechanisms for financial and administrative processes, ensuring that governance boards are staffed with individuals of the highest integrity and independence, and that management, faculty and staff are recruited on the basis of transparency and merit. Fourth, NU must recommit itself to its founding mission of academic excellence. This means maintaining rigorous admission standards, prioritizing high-quality faculty recruitment, and fostering research that addresses national and global challenges. And finally, engaging the NU community—students, faculty, alumni, and parents—in shaping the university's path forward is critical. A transparent, inclusive process will rebuild trust and reaffirm NU's position as a leader in higher education. Educational reform is not just critical—it is foundational to Kazakhstan's economic recovery and long-term stability. The pandemic exposed vulnerabilities in education systems worldwide, but it also underscored the importance of adaptability, innovation, and resilience. For Kazakhstan , investing in education means investing in the future. A well-educated population is essential for diversifying the economy, attracting foreign investment, and fostering innovation. Institutions like NU and NIS must lead the way by setting benchmarks for quality and demonstrating the value of education in driving economic progress. Moreover, reform must focus on equity. Expanding access to high-quality education for students from socially vulnerable backgrounds will ensure that economic recovery benefits all segments of society, not just the privileged few. - How do you see the role of institutions like NU and NIS in not only providing quality education but also contributing to economic growth in Kazakhstan , especially when financial stability is threatened? NU and NIS are more than educational institutions—they are catalysts for economic growth and social development. By equipping students with critical thinking skills, technical expertise, and a global perspective, they prepare the workforce needed to diversify Kazakhstan's economy. Their impact extends beyond classrooms. NU's research contributes to solving national challenges in areas like energy, healthcare, and technology. Meanwhile, NIS fosters innovation and leadership at the secondary education level, creating a pipeline of talent that benefits universities and industries alike. To sustain this role, NU and NIS must secure their financial stability. This includes strengthening governance, diversifying funding sources, and forging partnerships with the private sector and international organizations. These institutions are vital to Kazakhstan's future, and their success is intertwined with the country's broader economic ambitions. - Could the model used by NU and supported by the Nazarbayev Fund be applied in other countries, or does it require a uniquely Kazakh approach to work effectively? The NU model is innovative, but its core principles—integrity, meritocracy, autonomy, and a focus on global best practices—are universally applicable. Many countries could benefit from establishing institutions that prioritize excellence and align with international standards. That said, successful implementation depends on adapting the model to local contexts. Kazakhstan's approach benefited from strong initial financial and political backing, and a vision that emphasized independence from political and state bureaucratic interference. Replicating this requires careful consideration of governance structures, funding mechanisms, autonomy and other values, and cultural factors. In countries where philanthropic traditions or financial resources are limited, the model may need to rely more on public-private partnerships or international collaborations. Ultimately, the NU experience demonstrates that ambitious goals in education are achievable with the right vision, leadership, and long-term commitment support. - What lessons do you hope others will learn from the experience of the NGF, Jusan Bank , and the financial turmoil at NU? The story of NU and its financial affiliates offers a critical lesson: no institution, no matter how noble its mission, is immune to mismanagement and corruption without strong governance. NU and NIS' financial pillars, namely the Nazarbayev Fund, NGF, Jusan Group, but also the SDF and NIS' Corporate Development Fund were designed to guarantee long-term financial sustainability, yet their exploitation demonstrates how quickly trust can be eroded when transparency and accountability are neglected. For any endowment fund or financial institution, the following lessons are clear: NU's experience is a cautionary tale but also an opportunity. By addressing these failures head-on, NU can emerge as a model for how institutions can learn from adversity and rebuild stronger than before. View original content to download multimedia: https://www.prnewswire.com/news-releases/nazarbayev-university-crisis-shigeo-katsu-demands-audit-transparency-302338886.html SOURCE EU ReporterBig Brother winner’s health concerns
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Seeking a new Quaid-e-AzamBy Tia Goldenberg and Jon Gambrell Tel Aviv, Nov 25 (AP) Israel has said that the body of an Israeli-Moldovan rabbi who went missing in the United Arab Emirates has been found after he was killed in what it described as a "heinous antisemitic terror incident". The UAE's Interior Ministry later said authorities arrested three suspects involved in the killing of Zvi Kogan. The statement from Prime Minister Benjamin Netanyahu's office on Sunday said that Israel "will act with all means to seek justice with the criminals responsible for his death". Israeli authorities did not say how they determined the killing of Kogan was a terror attack and offered no additional details. Kogan, 28, an ultra-Orthodox rabbi who went missing on Thursday, ran a kosher grocery store in the futuristic city of Dubai, where Israelis have flocked for commerce and tourism since the two countries forged diplomatic ties in the 2020 Abraham Accords. The agreement has held through more than a year of soaring regional tensions unleashed by Hamas' October 7, 2023 attack into southern Israel. But Israel's devastating retaliatory offensive in Gaza and its invasion of Lebanon, after months of fighting with the Hezbollah militant group, have stoked anger among Emiratis, Arab nationals and others living in the the UAE. Iran, which supports Hamas and Hezbollah, has also been threatening to retaliate against Israel after a wave of airstrikes Israel carried out in October in response to an Iranian ballistic missile attack. The Emirati government did not respond to a request for comment. However, senior Emirati diplomat Anwer Gargash wrote on the social platform X in Arabic on Sunday that "the UAE will remain a home of safety, an oasis of stability, a society of tolerance and coexistence and a beacon of development, pride and advancement". Early on Sunday, the UAE's state-run WAM news agency acknowledged Kogan's disappearance but pointedly did not acknowledge he held Israeli citizenship, referring to him only as being Moldovan. The Emirati Interior Ministry described Kogan as being "missing and out of contact". "Specialised authorities immediately began search and investigation operations upon receiving the report," the Interior Ministry said. The ministry later said that three "perpetrators" had been arrested "in record time" without giving additional details. Netanyahu told a regular Cabinet meeting later Sunday that he was "deeply shocked" by Kogan's disappearance and death. He said he appreciated the cooperation of the UAE in the investigation and that ties between the two countries would continue to be strengthened. Israel's largely ceremonial president, Isaac Herzog, condemned the killing and thanked Emirati authorities for "their swift action". He said he trusts they "will work tirelessly to bring the perpetrators to justice". Israel also again warned against all nonessential travel to the Emirates after Kogan's killing. "There is concern that there is still a threat against Israelis and Jews in the area," a government warning issued Sunday said. Kogan was an emissary of the Chabad Lubavitch movement, a prominent and highly observant branch of ultra-Orthodox Judaism based in Brooklyn's Crown Heights neighborhood in New York City. It said he was last seen in Dubai. The UAE has a burgeoning Jewish community, with synagogues and businesses catering to kosher diners. The Rimon Market, a kosher grocery store that Kogan managed on Dubai's busy Al Wasl Road, was shut Sunday. As the wars have roiled the region, the store has been the target of online protests by supporters of the Palestinians. Mezuzahs on the front and back doors of the market appeared to have been ripped off when an Associated Press journalist stopped by on Sunday. Kogan's wife, Rivky, is a US citizen who lived with him in the UAE. She is the niece of Rabbi Gavriel Holtzberg, who was killed in the 2008 Mumbai attacks. The UAE is an autocratic federation of seven sheikhdoms on the Arabian Peninsula and is also home to Abu Dhabi. Local Jewish officials in the UAE declined to comment. While the Israeli statement did not mention Iran, Iranian intelligence services have carried out past kidnappings in the UAE. Western officials believe Iran runs intelligence operations in the UAE and keeps tabs on the hundreds of thousands of Iranians living across the country. Iran is suspected of kidnapping and later killing British Iranian national Abbas Yazdi in Dubai in 2013, though Tehran has denied involvement. Iran also kidnapped Iranian German national Jamshid Sharmahd in 2020 from Dubai, taking him back to Tehran, where he was executed in October. (AP) DIV DIV (This story has not been edited by THE WEEK and is auto-generated from PTI)Stoli vodka files for bankruptcy in the United States
Ikea has posted its slowest sales expansion since it opened its first India store six years ago with a 5% increase to ₹1,852 crore in FY24 while its net loss widened amid large-scale investments to solidify its footprint in the country. The world's largest furniture retailer saw its India business slowing as consumers tightened their wallets on discretionary spends across lifestyle categories. ET Year-end Special Reads What kept India's stock market investors on toes in 2024? India's car race: How far EVs went in 2024 Investing in 2025: Six wealth management trends to watch out for Its net loss widened 15% to ₹1,303 crore in FY24. So far, the retailer known for its ready-to-assemble products has incurred a cumulative loss of ₹5,550 crore in India as it spent to buy and build distribution centres, a city outlet and three big box stores-each large enough to fit about four football fields. "Ikea in India maintained a solid sales growth despite no price increase and lowering the prices on certain products in FY24," a company spokesperson said. "Our losses largely reflect the investment we are making towards our omni-channel growth. We remain committed to our plan of opening more stores and serving 200 million people by 2025 through our high quality, affordable range." Last fiscal, Ikea cut costs after raw material prices softened, helping the company lower prices of several products by about 20% both in India as well as globally. Earlier this year, the flat-pack furniture giant said it is still trying to get a foothold in the Indian market and that it will take at least 8-10 stores to benefit from economies of scale. 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View Program Data Science SQL for Data Science along with Data Analytics and Data Visualization By - Metla Sudha Sekhar, IT Specialist and Developer View Program Artificial Intelligence(AI) AI and Analytics based Business Strategy By - Tanusree De, Managing Director- Accenture Technology Lead, Trustworthy AI Center of Excellence: ATCI View Program Web Development A Comprehensive ASP.NET Core MVC 6 Project Guide for 2024 By - Metla Sudha Sekhar, IT Specialist and Developer View Program Marketing Digital Marketing Masterclass by Pam Moore By - Pam Moore, Digital Transformation and Social Media Expert View Program Artificial Intelligence(AI) AI-Powered Python Mastery with Tabnine: Boost Your Coding Skills By - Metla Sudha Sekhar, IT Specialist and Developer View Program Office Productivity Mastering Microsoft Office: Word, Excel, PowerPoint, and 365 By - Metla Sudha Sekhar, IT Specialist and Developer View Program Marketing Digital marketing - Wordpress Website Development By - Shraddha Somani, Digital Marketing Trainer, Consultant, Strategiest and Subject Matter expert View Program Office Productivity Mastering Google Sheets: Unleash the Power of Excel and Advance Analysis By - Metla Sudha Sekhar, IT Specialist and Developer View Program Web Development Mastering Full Stack Development: From Frontend to Backend Excellence By - Metla Sudha Sekhar, IT Specialist and Developer View Program Finance Financial Literacy i.e Lets Crack the Billionaire Code By - CA Rahul Gupta, CA with 10+ years of experience and Accounting Educator View Program Data Science SQL Server Bootcamp 2024: Transform from Beginner to Pro By - Metla Sudha Sekhar, IT Specialist and Developer View Program "The sooner we can get to that, the better," Jesper Brodin, global chief executive officer of Ingka Group that owns Ikea, told ET in February this year. "Chapter one was the sourcing and foundation and then getting the first door up and running. And then the intention is to get the company in top big cities. We are measuring out and laying out plans to see how we can do it for 1.4 billion people. And if I am certain about anything, it is that the economic outlook for India is looking good," he said. Ikea started sourcing from India in the 1980s and has more than five dozen suppliers in the country, most of them in textiles. Over a decade ago, the erstwhile Foreign Investment Promotion Board (FIPB) had approved Ikea's ₹10,500-crore investment proposal to open 25 stores in the country by 2025. It has since opened three large-format stores in Hyderabad, Mumbai and Bengaluru and one smaller city store in Mumbai. It aims to open bigger stores in Gurugrma and Noida in the National Capital Region soon. The Swedish retailer, which opened its first India store in 2018 in Hyderabad, has been a runaway success in the country, outpacing local rivals Urban Ladder and Pepperfry in its first year of operations with that single outlet. During the year, Ikea's paid-up share capital was increased by ₹600 crore to ₹4.615 crore. "When we think about India, we think about size," Brodin told ET in February. "In terms of investment priorities, India ranks one, two and three. We have consciously decided we cannot financially afford to be in the startup phase in too many places. But India is the top priority for us now." Nominations for ET MSME Awards are now open. The last day to apply is December 31, 2024. Click here to submit your entry for any one or more of the 22 categories and stand a chance to win a prestigious award. (You can now subscribe to our Economic Times WhatsApp channel )Seeking a new Quaid-e-Azam
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STUART, Fla. , Dec. 24, 2024 /PRNewswire/ -- Health In Tech, an Insurtech platform company backed by third-party AI technology, today announced the closing of its initial public offering of 2,300,000 shares of its Class A common stock at a public offering price of $4.00 per share, for gross proceeds of $9,200,000 , before deducting underwriting discounts, commissions, and estimated offering expenses. Javascript is required for you to be able to read premium content. Please enable it in your browser settings.
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FORT LAUDERDALE, Fla. (AP) — A boat explosion at a South Florida marina has left one person dead and five others injured, officials said. The explosion occurred Monday night at the Lauderdale Marina, Fort Lauderdale Fire Rescue said in a social media post. Rescue workers transported five people to local hospitals, three with traumatic injuries, officials said. A sixth person was found dead in the water several hours later by the Broward Sheriff's Office. Fire rescue officials said they didn't immediately know what caused the explosion.PM leads Romania presidential vote first round
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Monday, December 30, 2024 Turkiye Tourism in the country reached a new milestone in 2024, as over 50 million international visitors explored its diverse attractions in the first 11 months alone. This figure represents a remarkable 7.1% increase compared to the same period in 2023. The surge underscores the country’s growing appeal as a global travel destination and the effectiveness of its strategic initiatives under the ‘Regional Development and National Strategy’ blueprint. The Industry and Technology Ministry’s strategic blueprint aims to revolutionize tourism by analyzing traveler profiles, preferences, and spending patterns. This data-driven approach is designed to help policymakers and stakeholders tailor experiences to meet the expectations of high-value tourists, while also encouraging domestic travel. Crucially, the plan emphasizes spreading tourism activities evenly throughout the year, reducing the traditional focus on peak seasons. The strategy focuses on identifying regions with untapped potential and developing alternative destinations and activities for both local and international travelers. By diversifying the tourism offering, the government hopes to enhance the industry’s resilience and sustainability. Efforts to diversify tourism will focus on seven primary sectors: gastronomy, health, culture, faith, nature, winter, and cruise tourism. Each sector represents a unique aspect of the country’s rich heritage, geography, and traditions. Prominent provinces such as Istanbul, İzmir, Çanakkale, Nevşehir, Mardin, Şanlıurfa, Bursa, and Kars have been identified as key cultural hubs. These destinations will serve as the backbone for train tours and immersive cultural experiences, allowing travelers to explore ancient ruins, historic landmarks, and vibrant local traditions. From the iconic Hagia Sophia in Istanbul to the stunning fairy chimneys of Cappadocia in Nevşehir, culture tourism promises to captivate the imagination of global visitors. Faith tourism is another cornerstone of the strategy, with efforts centered on promoting sacred sites and religious landmarks. Mosques, churches, synagogues, tombs, and cathedrals are key attractions. Natural wonders such as sacred lakes, mountains, islands, groves, and caves are also being incorporated to enhance the spiritual experience for pilgrims and faith-based travelers. The country’s world-renowned culinary heritage will be leveraged to attract food enthusiasts. Gastronomy tourism initiatives aim to showcase regional cuisines, traditional cooking methods, and vibrant food markets. Culinary festivals and workshops will provide immersive experiences that celebrate the diversity of local flavors. Health tourism will capitalize on the country’s advanced medical infrastructure and natural wellness resources. Visitors seeking medical treatments, spa retreats, and wellness therapies will find an array of options tailored to their needs. Hot springs, thermal baths, and specialized clinics are integral to this offering. Nature tourism is set to highlight the country’s breathtaking landscapes, ranging from lush forests and serene lakes to dramatic mountain ranges and pristine beaches. Eco-tourism initiatives will focus on sustainable travel, encouraging visitors to appreciate and preserve the natural environment. With its snow-covered mountains and state-of-the-art ski resorts, the country aims to become a hub for winter sports enthusiasts. Activities such as skiing, snowboarding, and snowshoeing will be complemented by cozy accommodations and après-ski experiences. The strategic development of cruise tourism is expected to draw maritime travelers to the country’s picturesque ports and coastal regions. Itineraries will include stops at historical cities, idyllic islands, and vibrant coastal towns, offering a unique perspective on the nation’s maritime heritage. Central to the strategy is the analysis of traveler profiles in both domestic and international markets. By understanding the preferences and spending habits of high-value tourists, the government can design targeted campaigns and develop experiences that resonate with their expectations. The ultimate goal is to enhance visitor satisfaction while maximizing economic benefits for local communities. The blueprint aims to uncover hidden gems within the country, offering alternative destinations to alleviate overcrowding at popular sites. This approach not only ensures a more balanced distribution of tourism revenue but also helps preserve the cultural and natural integrity of iconic landmarks. Regions previously overlooked by mainstream tourism will gain prominence, fostering inclusive growth and community development. As the country builds on the momentum of its record-breaking tourism figures in 2024, the strategic focus on diversification and sustainability is expected to yield long-term benefits. By investing in infrastructure, promoting unique experiences, and prioritizing data-driven decision-making, the tourism industry is poised to achieve new heights while preserving its rich cultural and natural heritage for generations to come. The 7.1% rise in tourism in 2024 reflects the success of a forward-thinking strategy designed to attract a diverse range of travelers. Through initiatives spanning gastronomy, health, culture, faith, nature, winter, and cruise tourism, the country is transforming its travel landscape to offer year-round, sustainable experiences. With its sights set on innovation and inclusivity, the future of the nation’s tourism industry looks brighter than ever. 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ATLANTA (AP) — As she checked into a recent flight to Mexico for vacation, Teja Smith chuckled at the idea of joining another Women’s March on Washington . As a Black woman, she just couldn’t see herself helping to replicate the largest act of resistance against then-President Donald Trump’s first term in January 2017. Even in an election this year where Trump questioned his opponent’s race , held rallies featuring racist insults and falsely claimed Black migrants in Ohio were eating residents’ pets , he didn't just win a second term. He became the first Republican in two decades to clinch the popular vote, although by a small margin. “It’s like the people have spoken and this is what America looks like,” said Smith, the Los Angeles-based founder of the advocacy social media agency, Get Social. “And there’s not too much more fighting that you’re going to be able to do without losing your own sanity.” After Trump was declared the winner over Democratic Vice President Kamala Harris , many politically engaged Black women said they were so dismayed by the outcome that they were reassessing — but not completely abandoning — their enthusiasm for electoral politics and movement organizing. Black women often carry much of the work of getting out the vote in their communities. They had vigorously supported the historic candidacy of Harris, who would have been the first woman of Black and South Asian descent to win the presidency. Harris' loss spurred a wave of Black women across social media resolving to prioritize themselves, before giving so much to a country that over and over has shown its indifference to their concerns. AP VoteCast , a survey of more than 120,000 voters, found that 6 in 10 Black women said the future of democracy in the United States was the single most important factor for their vote this year, a higher share than for other demographic groups. But now, with Trump set to return to office in two months, some Black women are renewing calls to emphasize rest, focus on mental health and become more selective about what fight they lend their organizing power to. “America is going to have to save herself,” said LaTosha Brown, the co-founder of the national voting rights group Black Voters Matter. She compared Black women’s presence in social justice movements as “core strategists and core organizers” to the North Star, known as the most consistent and dependable star in the galaxy because of its seemingly fixed position in the sky. People can rely on Black women to lead change, Brown said, but the next four years will look different. “That’s not a herculean task that’s for us. We don’t want that title. ... I have no goals to be a martyr for a nation that cares nothing about me,” she said. AP VoteCast paints a clear picture of Black women's concerns. Black female voters were most likely to say that democracy was the single most important factor for their vote, compared to other motivators such as high prices or abortion. More than 7 in 10 Black female voters said they were “very concerned” that electing Trump would lead the nation toward authoritarianism, while only about 2 in 10 said this about Harris. About 9 in 10 Black female voters supported Harris in 2024, according to AP VoteCast, similar to the share that backed Democrat Joe Biden in 2020. Trump received support from more than half of white voters, who made up the vast majority of his coalition in both years. Like voters overall, Black women were most likely to say the economy and jobs were the most important issues facing the country, with about one-third saying that. But they were more likely than many other groups to say that abortion and racism were the top issues, and much less likely than other groups to say immigration was the top issue. Despite those concerns, which were well-voiced by Black women throughout the campaign, increased support from young men of color and white women helped expand Trump’s lead and secured his victory. Politically engaged Black women said they don’t plan to continue positioning themselves in the vertebrae of the “backbone” of America’s democracy. The growing movement prompting Black women to withdraw is a shift from history, where they are often present and at the forefront of political and social change. One of the earliest examples is the women’s suffrage movement that led to ratification in 1920 of the 19th Amendment to the Constitution , which gave women the right to vote. Black women, however, were prevented from voting for decades afterward because of Jim Crow-era literacy tests, poll taxes and laws that blocked the grandchildren of slaves from voting. Most Black women couldn’t vote until the Voting Rights Act of 1965. Black women were among the organizers and counted among the marchers brutalized on the Edmund Pettus Bridge in Alabama, during the historic march in 1965 from Selma to Montgomery that preceded federal legislation. Decades later, Black women were prominent organizers of the Black Lives Matter movement in response to the deaths of Black Americans at the hands of police and vigilantes. In his 2024 campaign, Trump called for leveraging federal money to eliminate diversity, equity and inclusion programs in government programs and discussions of race, gender or sexual orientation in schools. His rhetoric on immigration, including false claims that Black Haitian immigrants in Springfield, Ohio, were eating cats and dogs, drove support for his plan to deport millions of people . Tenita Taylor, a Black resident of Atlanta who supported Trump this year, said she was initially excited about Harris’ candidacy. But after thinking about how high her grocery bills have been, she feels that voting for Trump in hopes of finally getting lower prices was a form of self-prioritization. “People say, ‘Well, that’s selfish, it was gonna be better for the greater good,''' she said. “I’m a mother of five kids. ... The things that (Democrats) do either affect the rich or the poor.” Some of Trump’s plans affect people in Olivia Gordon’s immediate community, which is why she struggled to get behind the “Black women rest” wave. Gordon, a New York-based lawyer who supported the Party for Socialism and Liberation’s presidential nominee, Claudia de la Cruz, worries about who may be left behind if the 92% of Black women voters who backed Harris simply stopped advocating. “We’re talking millions of Black women here. If millions of Black women take a step back, it absolutely leaves holes, but for other Black women,” she said. “I think we sometimes are in the bubble of if it’s not in your immediate circle, maybe it doesn’t apply to you. And I truly implore people to understand that it does.” Nicole Lewis, an Alabama-based therapist who specializes in treating Black women’s stress, said she’s aware that Black women withdrawing from social impact movements could have a fallout. But she also hopes that it forces a reckoning for the nation to understand the consequences of not standing in solidarity with Black women. “It could impact things negatively because there isn’t that voice from the most empathetic group,” she said. “I also think it’s going to give other groups an opportunity to step up. ... My hope is that they do show up for themselves and everyone else.” Brown said a reckoning might be exactly what the country needs, but it’s a reckoning for everyone else. Black women, she said, did their job when they supported Harris in droves in hopes they could thwart the massive changes expected under Trump. “This ain’t our reckoning,” she said. “I don’t feel no guilt.” AP polling editor Amelia Thomson DeVeaux and Associated Press writer Linley Sanders in Washington contributed to this report. The Associated Press Health and Science Department receives support from the Robert Wood Johnson Foundation. 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NoneSTUART, Fla. , Dec. 24, 2024 /PRNewswire/ -- Health In Tech, an Insurtech platform company backed by third-party AI technology, today announced the closing of its initial public offering of 2,300,000 shares of its Class A common stock at a public offering price of $4.00 per share, for gross proceeds of $9,200,000 , before deducting underwriting discounts, commissions, and estimated offering expenses. The Company has granted the underwriter an option, exercisable within 30 days from the date of the final prospectus, to purchase an additional 345,000 shares of Class A common stock from Health In Tech at the initial public offering price, less underwriting discounts and commissions. Assuming such option is fully exercised, the Company may raise a total of approximately US$10,580,000 in gross proceeds from the Offering Health In Tech intends to use the net proceeds from the offering for system enhancements, expansion of service offerings, sales and distribution channels, talent development and retention, working capital, and other general corporate purposes. American Trust Investment Services, Inc. acted as the sole book-running manager for the offering. A registration statement on Form S-1 (File No. 333-281853) relating to the shares was filed with the Securities and Exchange Commission and became effective on December 19, 2024 . This offering was made only by means of a prospectus, forming part of the effective registration statement. A copy of the prospectus relating to the offering can be obtained when available, by contacting American Trust Investment Services, Inc., 230 W. Monroe Street , Suite 300, Chicago, IL 60606, or via E-Mail at ECM@amtruinvest.com. This press release shall not constitute an offer to sell or the solicitation of an offer to buy any securities, nor shall there be any sale of any securities in any state or jurisdiction in which such offer, solicitation or sale would be unlawful prior to registration or qualification under the securities laws of any such state or jurisdiction. About Health In Tech Health in Tech ("HIT") is an Insurtech platform company backed by third-party AI technology. We offer a dynamic marketplace designed to create customized healthcare plan solutions while streamlining processes through vertical integration, process simplification, and automation. By eliminating friction and complexities, HIT enhances value propositions for employers and optimizes underwriting, sales, and service workflows for Managing General Underwriters (MGUs), insurance carriers, licensed brokers, and Third-Party Administrators (TPAs). Learn more at healthintech.com . Forward-Looking Statements Regarding Health In Tech Certain statements in this press release are forward-looking statements for purposes of the safe harbor provisions under the U.S. Private Securities Litigation Reform Act of 1995. Forward-looking statements may include estimates or expectations about Health In Tech's possible or assumed operational results, financial condition, business strategies and plans, market opportunities, competitive position, industry environment, and potential growth opportunities. In some cases, forward-looking statements can be identified by terms such as "may," "will," "should," "design," "target," "aim," "hope," "expect," "could," "intend," "plan," "anticipate," "estimate," "believe," "continue," "predict," "project," "potential," "goal," or other words that convey the uncertainty of future events or outcomes. These statements relate to future events or to Health In Tech's future financial performance, and involve known and unknown risks, uncertainties and other factors that may cause Health In Tech's actual results, levels of activity, performance, or achievements to be different from any future results, levels of activity, performance or achievements expressed or implied by these forward-looking statements. You should not place undue reliance on forward-looking statements because they involve known and unknown risks, uncertainties and other factors which are, in some cases, beyond Health In Tech's control and which could, and likely will, affect actual results, levels of activity, performance or achievements. Any forward-looking statement reflects Health In Tech's current views with respect to future events and is subject to these and other risks, uncertainties and assumptions relating to Health In Tech's operations, results of operations, growth strategy and liquidity. Investor Contact Investor Relations: ir@healthintech.com View original content to download multimedia: https://www.prnewswire.com/news-releases/health-in-tech-announces-closing-of-initial-public-offering-302338923.html SOURCE Health In Tech
NEW YORK — Stoli Group USA, the owner of the namesake vodka , has filed for bankruptcy as it struggled to contend with slowing demand for spirits, a major cyberattack that has snarled its operations and several years of fighting Russia in court. The company in its bankruptcy filing said it is “experiencing financial difficulties” and lists between $50 million and $100 million in liabilities. Stoli vodka and Kentucky Owl bourbon will continue to be available on store shelves while the company navigates the Chapter 11 process, which only pertains to its U.S. business. Until 2022, Stoli was sold as Stolichnaya in the United States, which loosely translates to “capital city” in Russian. The company shortened its title following Russia’s invasion of Ukraine and boycotts against Russian-branded vodkas . Stoli Group’s founder, Russian-born billionaire Yuri Shefler, was exiled from that nation in 2000 because of his opposition to President Vladimir Putin. Intel announced on December 2 that CEO Pat Gelsinger has resigned after a difficult stint at the company. The once-dominant chipmaker’s stock cratered as it missed the AI boom and was surpassed by most of its rivals. The liquor has long been marketed as a Russian vodka, but its production facilities have been in Latvia for several decades. Stoli Group is a unit of Luxembourg-based SPI Group, which owns other spirit and wine brands. “The Stoli Group has been targeted by the Russian Federation since it was formed nearly 25 years ago,” said Stoli Group CEO Chris Caldwell in a statement. “Earlier this year the company and our owner were both named by the Russian state as ‘extremist groups working against Russia’s interests.’” Its ongoing legal battle with the Russia government has forced Stoli to “spend dozens of millions of dollars on this long-term court battle across the globe with the Russian authorities,” according to its court filing. Caldwell also said that Stoli’s global operations has been a “victim of a malicious cyber attack” that has forced the company to operate “entirely manually while the systems are rebuilt.” A slowdown in demand for alcohol has crushed several company’s bottom lines following the pandemic when people were stuck at home and stocked up. Stoli’s filings said that it has seen a “decline and softening of demand for alcohol and spirits products post-Covid and especially beginning in 2023 and continuing into 2024.” Stoli Group USA, maker of Stoli vodka, has filed for bankruptcy due to slowing demand for spirits, a major cyberattack, and ongoing legal battles with Russia. The-CNN-WireTM & © 2024 Cable News Network, Inc., a Warner Bros. Discovery Company. All rights reserved. The business news you need Get the latest local business news delivered FREE to your inbox weekly.
Philadelphia Eagles quarterback Jalen Hurts left the game against the Washington Commanders on Sunday in the first quarter and was being evaluated for a concussion before being ruled out. Hurts was injured by a tackle from Washington's Frankie Luvu and Bobby Wagner at the end of an 11-yard run to the Washington 21. He briefly appeared about to return but was taken to the locker room. He was later ruled out for the rest of the game. Back-up Kenny Pickett came on and completed the drive with a 4-yard touchdown pass to A.J. Brown. The Eagles (12-2) are in pursuit of the top seed in the NFC, alongside the Detroit Lions and Minnesota Vikings, who are likewise 12-2. The Commanders (9-5) are in contention for an NFC wild-card berth. --Field Level MediaBRUSSELS , Dec. 24, 2024 /PRNewswire/ -- In an upcoming EU Reporter interview , M. Shigeo Katsu , Founding President of Nazarbayev University (NU) and a key architect of Kazakhstan's education reforms, will address the escalating scandal surrounding financial mismanagement at the country's flagship higher education institution. The crisis gained public attention following the announcement of the state audit results of Nazarbayev University. The revelations have sparked widespread concerns about transparency and oversight at one of Central Asia's most prestigious universities. Adding to the controversy are allegations of financial mismanagement involving the New Generation Foundation, the Jusan Group — entities originally established to ensure the long-term financial sustainability of NU and Nazarbayev Intellectual Schools (NIS). Questions have also been raised about the state of affairs at NU's Social Development Fund. Reports suggest that funds may have been misappropriated, triggering outrage from students, educators, and civil society. In response, a student initiative group from Nazarbayev University issued an open letter demanding the release of both the state audit and NU's internal audit of the Social Development Fund. The letter also calls for greater accountability, enhanced transparency, and the protection of students' rights. This appeal reflects mounting frustration with the university's leadership and a growing demand for immediate corrective action. Shigeo Katsu's interview will shed light on these unfolding developments. As a former leader of NU, Katsu is uniquely positioned to analyze the root causes of the crisis, critique the university's response, and discuss the broader implications for Kazakhstan's education sector. The full interview can be found here: https://www.eureporter.co/kazakhstan-2/2024/12/23/the-battle-for-nazarbayev-universitys-future-shigeo-katsu-on-financial-mismanagement-and-accountability/ The Battle for Nazarbayev University's Future: Shigeo Katsu on Financial Mismanagement and Accountability In light of recent controversies surrounding the financial governance of Nazarbayev University (NU) and Nazarbayev Intellectual Schools (NIS), an open letter from concerned students has surfaced, addressing the troubling mismanagement of funds and alleged conflicts of interest. The letter highlights a series of financial decisions that led to the unraveling of key institutions meant to ensure the long-term stability of NU and NIS. The students are particularly concerned about the fate of the Jusan Group and the Nazarbayev Fund (NGF), which were once positioned to secure the financial future of these two leading educational institutions. Instead, they allege that significant funds were misappropriated and whole organizations lost, leading to the collapse of what was once a promising financial structure. In response, Shigeo Katsu , the Founding President of Nazarbayev University, has also written an open letter , received by EU Reporter, addressing the ongoing crisis and providing his perspective on the unfolding situation. In his letter, Katsu outlines the rationale of engagement in the financial sector and the erosion of the initial vision for NU, highlighting the role of key financial institutions like Jusan Bank and the NGF in securing a stable future for the university and NIS. He draws attention to the series of decisions that led to the loss of the former and calls for urgent remedial actions to prevent further damage to the institutions' credibility and financial stability . In this exclusive interview with EU Reporter , Shigeo Katsu , the Founding President of Nazarbayev University, sheds light on these pressing issues. He discusses the audit findings, the role of Jusan Bank , and what must be done to restore trust and secure the future of NU and NIS. Bio: Mr. Shigeo Katsu is the Founding President of Nazarbayev University. He held the position of President from December 2010 until June 2023 . He was Chair of the Board of Trustees of an affiliated secondary school system, the Nazarbayev Intellectual Schools, and of the University's hospital system. Prior to the assignments in Kazakhstan , over the course of a 30-year career at the World Bank, Mr. Shigeo Katsu held various positions including leading financial sector reform support for China , Director for Cote d'Ivoire , and Vice President for Europe and Central Asia . After his retirement from the World Bank, he served for a few years on the US board of a youth-oriented international development NGO. Between 2011 and 2015 he was an Advisory Panel member of the ASEAN+3 Macroeconomic Research Office (AMRO). Questions: - We have exclusively published your open letter and anticipate that it will generate a significant response. What drove you to write it, particularly in light of the misuse of funds intended to ensure the long-term financial stability of Nazarbayev University (NU) and Nazarbayev Intellectual Schools (NIS)? The decision to write the open letter was not made lightly. It was driven by a profound sense of responsibility to the students, faculty, and broader community of Nazarbayev University (NU) and Nazarbayev Intellectual Schools (NIS). These institutions were established with a vision to create world-class educational hubs in Kazakhstan and establish a center of excellence for academic research. Ensuring their financial independence and long-term stability is a core requirement to achieve the two institutions' mission. However, recent developments revealed through state and internal audits have exposed serious breaches of trust. The misuse of funds from entities like the University's Social Development Fund, New Generation Foundation, and Jusan Group directly threatens the sustainability of NU and NIS. These funds were meant to build up and guarantee the financial security of the institutions. Instead, we now see signs of embezzlement, mismanagement, and a concerning lack of accountability. The role played by key figures like the directors and executives of NGF, of Aslan Sarinzhipov (Executive Vice President of NU, a former Minister of Education) and Kadisha Dairova (Vice President for Student Affairs and International Cooperation, Nazarbayev University) only adds to the gravity of the situation. By writing the letter, my goal was to bring transparency to the issue and to mobilize public attention and international scrutiny. NU and NIS were founded on principles of meritocracy, transparency, and academic freedom. If we allow these values to be compromised, we risk undoing more than a decade of progress. The letter serves as a call for accountability, reform, and most importantly, protection of the future of Kazakhstan's youth. - Many students and alumni of NU have expressed their concern over the lowering of admission standards and the shift away from international standards. How do you assess these changes, and do you see them as diverging from the original vision for NU? NU was conceived as a model of excellence , designed to meet international standards in research, teaching, and governance. One of its founding principles was merit-based admission , which ensured that students were selected solely based on their ability and potential. This meritocratic foundation was not only an academic principle but a reflection of NU's mission to transform Kazakhstan's education system. Students, alumni, faculty and staff have worked hard to build NU's name. Now students, alumni and parents are rightly concerned that the lowering of admission standards undermines this mission and risks eroding the university's reputation both domestically and internationally. Such changes create the perception that NU is moving away from its original vision of being a world-class institution. To restore confidence, NU must reaffirm its commitment to international standards, transparency, and academic rigor. Reverting to merit-based admissions and prioritizing excellence will send a clear message that the institution remains steadfast in its mission. In the Open Letter, I stated that in theory, a policy of opening the entry door wider, but then be resolutely strict in terms of progression and graduation based on academic integrity and merit could work. There are some cases globally. However, it can only work if there is a full commitment to integrity and merit, openness and transparency, and NU's original values are upheld. But unfortunately, what I have observed and heard about recent developments at NU does not make me optimistic. While administration is supposedly in a belt-tightening mode, new senior positions were created and filled with scant regard for a proper hiring process and qualification. Conflict of interest and restrictions on hiring family members have been discarded. These are just a few of the institutional changes that will inevitably bleed over into the academic fabric as well. Is this the example that senior management wants to present to our students? - Do you believe the current situation, where the financial foundations like the Social Development Fund and New Generation Foundation were mismanaged, reflects a broader crisis within Kazakhstan's governance and democracy? Absolutely, but to be fair, this corporate governance crisis is not just limited to Kazakhstan . The findings of the internal audit conducted by NU on the Social Development Fund (SDF) reveal a systemic absence of check and balances and accountability that extends beyond these institutions. Mismanagement and theft, such as those involving Aslan Sarinzhipov , have not only undermined NU and NIS but also shaken public trust in Kazakhstan's leadership. The financial institutions linked to NU and NIS—Nazarbayev Fund, New Generation Foundation, and Jusan Group — were designed to guarantee long-term financial stability for education in Kazakhstan , securing the futures of NU and NIS for decades. However, NGF and Jusan Group's systematic depletion and dismantling highlight the country's struggle with accountability and the need for deep structural reform. This mismanagement reflects broader governance failings—particularly a lack of oversight, transparency, and mechanisms to prevent conflicts of interest. I cannot pronounce myself on the current status of the NF, but I would not be surprised if one discovers similar shortcomings there as well. I had called for an audit for some time until my departure but was not successful. The impact extends beyond education, affecting the economic and social fabric of Kazakhstan . Addressing these issues requires not just reforms within these organizations but also a renewed commitment to governance, accountability, and emphasis on establishing the rule of law. - With the financial stability once promised by entities like the NGF now in jeopardy, how do you envision NU's future without those foundational guarantees? The original intent of the Nazarbayev Fund, New Generation Foundation, and Jusan Group was to provide NU and NIS with long-term financial stability. These entities were carefully designed to ensure that Kazakhstan's leading educational institutions could eventually operate in a manner less affected by state budget fluctuations. However, as the audits reveal, these institutions have been systematically mismanaged and looted, jeopardizing the financial future of NU and NIS. NU's survival and success now depend on a bold and transparent strategy. The first step is to rebuild trust with the public, students, and alumni by publishing the findings of both the state audit of NU and the internal audit of SDF. Then, those responsible are held accountable. Financially, NU must re-establish a diversified funding model. This includes rebuilding its endowments and enhancing additional revenue streams, such as a logical and sound tuition policy, executive education and collaboration with industry and business in the form of contract research. Transparency and governance reform will be key to attract donors and investors who believe in NU's mission and potential. - The Supreme Audit Chamber of Kazakhstan , in its state audit, reported the mismanagement of 73.5 billion tenge at Nazarbayev University , as well as allegations of half a billion tenge being used illegally. What is your opinion on this, and how should the university address governance and corruption issues? I have not had the opportunity to access the state audit report, thus it is difficult to comment. If the cited amount in mismanagement of 73.5 billion tenge over six years is true, it is scandalous. However, we do not know what the auditors' definition and criteria of mismanagement is. So, let's first find out what the report actually says. What is clear, however, is the outcome of a 2023 internal audit of NU's Social Development Fund (SDF) , and it is sobering. This SDF audit reveals a blatant disregard of corporate governance principles, where individuals entrusted with university resources prioritized personal gain over the mission of NU. The audit revealed that SDF management led by current NU Executive Vice President Aslan Sarinzhipov constructed an intricate web of subsidiary entities, including abroad, to systematically evade the oversight and control of the University. Funds ( over 14 billion tenge ) meant to assist students and faculty were used for personal gains of Aslan Sarinzhipov and questionable deals. Unfortunately, NU senior officials such as Vice President Kadisha Dairova participated in such schemes. When I voiced my concern earlier over the developments at NU, it is largely because of the track record of senior officials there. For NU to move forward, it must adopt zero-tolerance policies for corruption, demand accountability from those responsible, and reform its governance structures to ensure transparency. - Why do some claim there is a lack of funds for NU and NIS, despite the promises of financial stability from their endowment funds? The claim of a lack of funds is a direct consequence of the systematic looting of resources from the New Generation Foundation and Jusan Group. These entities were explicitly designed to contribute to NU and NIS' long-term financial sustainability against the backdrop of reduced state funding. However, as I described in my Open Letter, these innovative financial structures have been undermined by mismanagement, and outright theft. For instance: Rebuilding financial stability will require recovering stolen assets, reforming governance structures, and restoring public trust through full transparency and accountability. - Given the scale of financial mismanagement, what steps are necessary to ensure accountability for those involved, including senior officials? Accountability must begin with transparency. First, all findings from the audits should be made public, and independent investigations should be conducted to identify those responsible. No individual, regardless of rank or influence, should be above scrutiny. Second, legal consequences must follow where wrongdoing is found. Kazakhstan's legal system must demonstrate its independence and commitment to justice by prosecuting those who exploited these funds. Finally, governance reforms are essential. NU and its associated entities must implement stricter checks and balances, including external audits, whistleblower protections, and oversight committees with independent members. These steps are not just about rectifying past mistakes—they're about ensuring a future where such mismanagement cannot happen again. - The audit findings were just the beginning of uncovering deeper issues. Is there more information you can share about how these financial foundations were exploited and what this means for the future of NU and NIS? The patterns that have emerged—opaque transactions, conflicts of interest, and questionable settlements—are deeply troubling. For instance, the transfer of assets to private hands under unclear terms raises red flags about the intentions behind such decisions. This exploitation puts the futures of NU and NIS at risk. These institutions were designed to be financially independent, insulated from political and economic volatility. The weakening of their financial foundations erodes their ability to deliver on their missions and betrays the trust of the Kazakhstani people, who have invested in these institutions through their taxes. The way forward requires not just recovering lost assets but rebuilding the governance systems that allowed this exploitation to occur. - Nazarbayev University was founded with a mission to serve as a model for higher education in Kazakhstan , supported by funds like those from the Nazarbayev Fund and New Generation Foundation. What was your original vision for the university, and how did these funds play a critical role in realizing that vision? The vision for NU was bold: to create an institution that could compete with the best universities in the world while serving as a model for higher education reform in Kazakhstan . From day one, we envisioned NU as a hub for innovation, research, and leadership development—a place where the brightest minds could come together to solve the challenges of tomorrow. However, one should not forget that universities, in particular research universities, are a long-term endeavor. They are meant to educate and develop generations upon generations of leaders and professionals in a broad range of sectors, and thus contribute to the scientific, economic, and societal wealth of countries. Building a strong institution that can meet the test of time requires long-term and unwavering commitments to foundational values such as integrity, meritocracy, excellence, openness and transparency. But of course, strong financial support from government and other stakeholders is needed, especially in the first decades. Thus, it was understood that NU would be dependent on state funding (through education grants and capital investments) for the initial decades of its existence, while in the meantime it would develop other sources of financing such as through endowment funds, tuition, and contract research. The Nazarbayev Fund, NGF and the Jusan Group were integral parts of this vision. This overall construct allowed us to recruit world-class faculty, develop state-of-the-art facilities, and provide scholarships to talented students, many from underprivileged backgrounds. These resources weren't just financial—they were a vote of confidence in NU's mission and a recognition of the transformative power of education. The loss of these resources is a significant setback, but I do hope that NU can recover. The university must focus on rebuilding trust with its stakeholders—students, faculty, alumni, and the public. This starts with transparency in financial management and governance. Diversifying funding sources will be crucial. This includes rebuilding its endowments, engaging with the philanthropic community, and developing innovative revenue streams. But most importantly, NU must stay true to its mission and values. Financial stability is important, but it must never come at the cost of compromising the university's integrity or academic excellence. Restoring NU's credibility begins with transparency. For instance, the university must share the audit report with stakeholders, and openly address any major shortcomings highlighted in the audit, including financial mismanagement and governance failures. An independent investigation, followed by public disclosure of findings, will demonstrate a commitment to accountability. Next, an affirmation of NU's commitment to its foundational values and principles is needed. Next, institutional reforms are essential. This includes introducing stronger oversight mechanisms for financial and administrative processes, ensuring that governance boards are staffed with individuals of the highest integrity and independence, and that management, faculty and staff are recruited on the basis of transparency and merit. Fourth, NU must recommit itself to its founding mission of academic excellence. This means maintaining rigorous admission standards, prioritizing high-quality faculty recruitment, and fostering research that addresses national and global challenges. And finally, engaging the NU community—students, faculty, alumni, and parents—in shaping the university's path forward is critical. A transparent, inclusive process will rebuild trust and reaffirm NU's position as a leader in higher education. Educational reform is not just critical—it is foundational to Kazakhstan's economic recovery and long-term stability. The pandemic exposed vulnerabilities in education systems worldwide, but it also underscored the importance of adaptability, innovation, and resilience. For Kazakhstan , investing in education means investing in the future. A well-educated population is essential for diversifying the economy, attracting foreign investment, and fostering innovation. Institutions like NU and NIS must lead the way by setting benchmarks for quality and demonstrating the value of education in driving economic progress. Moreover, reform must focus on equity. Expanding access to high-quality education for students from socially vulnerable backgrounds will ensure that economic recovery benefits all segments of society, not just the privileged few. - How do you see the role of institutions like NU and NIS in not only providing quality education but also contributing to economic growth in Kazakhstan , especially when financial stability is threatened? NU and NIS are more than educational institutions—they are catalysts for economic growth and social development. By equipping students with critical thinking skills, technical expertise, and a global perspective, they prepare the workforce needed to diversify Kazakhstan's economy. Their impact extends beyond classrooms. NU's research contributes to solving national challenges in areas like energy, healthcare, and technology. Meanwhile, NIS fosters innovation and leadership at the secondary education level, creating a pipeline of talent that benefits universities and industries alike. To sustain this role, NU and NIS must secure their financial stability. This includes strengthening governance, diversifying funding sources, and forging partnerships with the private sector and international organizations. These institutions are vital to Kazakhstan's future, and their success is intertwined with the country's broader economic ambitions. - Could the model used by NU and supported by the Nazarbayev Fund be applied in other countries, or does it require a uniquely Kazakh approach to work effectively? The NU model is innovative, but its core principles—integrity, meritocracy, autonomy, and a focus on global best practices—are universally applicable. Many countries could benefit from establishing institutions that prioritize excellence and align with international standards. That said, successful implementation depends on adapting the model to local contexts. Kazakhstan's approach benefited from strong initial financial and political backing, and a vision that emphasized independence from political and state bureaucratic interference. Replicating this requires careful consideration of governance structures, funding mechanisms, autonomy and other values, and cultural factors. In countries where philanthropic traditions or financial resources are limited, the model may need to rely more on public-private partnerships or international collaborations. Ultimately, the NU experience demonstrates that ambitious goals in education are achievable with the right vision, leadership, and long-term commitment support. - What lessons do you hope others will learn from the experience of the NGF, Jusan Bank , and the financial turmoil at NU? The story of NU and its financial affiliates offers a critical lesson: no institution, no matter how noble its mission, is immune to mismanagement and corruption without strong governance. NU and NIS' financial pillars, namely the Nazarbayev Fund, NGF, Jusan Group, but also the SDF and NIS' Corporate Development Fund were designed to guarantee long-term financial sustainability, yet their exploitation demonstrates how quickly trust can be eroded when transparency and accountability are neglected. For any endowment fund or financial institution, the following lessons are clear: NU's experience is a cautionary tale but also an opportunity. By addressing these failures head-on, NU can emerge as a model for how institutions can learn from adversity and rebuild stronger than before. View original content to download multimedia: https://www.prnewswire.com/news-releases/nazarbayev-university-crisis-shigeo-katsu-demands-audit-transparency-302338886.html SOURCE EU ReporterBig Brother winner’s health concerns
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Seeking a new Quaid-e-AzamBy Tia Goldenberg and Jon Gambrell Tel Aviv, Nov 25 (AP) Israel has said that the body of an Israeli-Moldovan rabbi who went missing in the United Arab Emirates has been found after he was killed in what it described as a "heinous antisemitic terror incident". The UAE's Interior Ministry later said authorities arrested three suspects involved in the killing of Zvi Kogan. The statement from Prime Minister Benjamin Netanyahu's office on Sunday said that Israel "will act with all means to seek justice with the criminals responsible for his death". Israeli authorities did not say how they determined the killing of Kogan was a terror attack and offered no additional details. Kogan, 28, an ultra-Orthodox rabbi who went missing on Thursday, ran a kosher grocery store in the futuristic city of Dubai, where Israelis have flocked for commerce and tourism since the two countries forged diplomatic ties in the 2020 Abraham Accords. The agreement has held through more than a year of soaring regional tensions unleashed by Hamas' October 7, 2023 attack into southern Israel. But Israel's devastating retaliatory offensive in Gaza and its invasion of Lebanon, after months of fighting with the Hezbollah militant group, have stoked anger among Emiratis, Arab nationals and others living in the the UAE. Iran, which supports Hamas and Hezbollah, has also been threatening to retaliate against Israel after a wave of airstrikes Israel carried out in October in response to an Iranian ballistic missile attack. The Emirati government did not respond to a request for comment. However, senior Emirati diplomat Anwer Gargash wrote on the social platform X in Arabic on Sunday that "the UAE will remain a home of safety, an oasis of stability, a society of tolerance and coexistence and a beacon of development, pride and advancement". Early on Sunday, the UAE's state-run WAM news agency acknowledged Kogan's disappearance but pointedly did not acknowledge he held Israeli citizenship, referring to him only as being Moldovan. The Emirati Interior Ministry described Kogan as being "missing and out of contact". "Specialised authorities immediately began search and investigation operations upon receiving the report," the Interior Ministry said. The ministry later said that three "perpetrators" had been arrested "in record time" without giving additional details. Netanyahu told a regular Cabinet meeting later Sunday that he was "deeply shocked" by Kogan's disappearance and death. He said he appreciated the cooperation of the UAE in the investigation and that ties between the two countries would continue to be strengthened. Israel's largely ceremonial president, Isaac Herzog, condemned the killing and thanked Emirati authorities for "their swift action". He said he trusts they "will work tirelessly to bring the perpetrators to justice". Israel also again warned against all nonessential travel to the Emirates after Kogan's killing. "There is concern that there is still a threat against Israelis and Jews in the area," a government warning issued Sunday said. Kogan was an emissary of the Chabad Lubavitch movement, a prominent and highly observant branch of ultra-Orthodox Judaism based in Brooklyn's Crown Heights neighborhood in New York City. It said he was last seen in Dubai. The UAE has a burgeoning Jewish community, with synagogues and businesses catering to kosher diners. The Rimon Market, a kosher grocery store that Kogan managed on Dubai's busy Al Wasl Road, was shut Sunday. As the wars have roiled the region, the store has been the target of online protests by supporters of the Palestinians. Mezuzahs on the front and back doors of the market appeared to have been ripped off when an Associated Press journalist stopped by on Sunday. Kogan's wife, Rivky, is a US citizen who lived with him in the UAE. She is the niece of Rabbi Gavriel Holtzberg, who was killed in the 2008 Mumbai attacks. The UAE is an autocratic federation of seven sheikhdoms on the Arabian Peninsula and is also home to Abu Dhabi. Local Jewish officials in the UAE declined to comment. While the Israeli statement did not mention Iran, Iranian intelligence services have carried out past kidnappings in the UAE. Western officials believe Iran runs intelligence operations in the UAE and keeps tabs on the hundreds of thousands of Iranians living across the country. Iran is suspected of kidnapping and later killing British Iranian national Abbas Yazdi in Dubai in 2013, though Tehran has denied involvement. Iran also kidnapped Iranian German national Jamshid Sharmahd in 2020 from Dubai, taking him back to Tehran, where he was executed in October. (AP) DIV DIV (This story has not been edited by THE WEEK and is auto-generated from PTI)Stoli vodka files for bankruptcy in the United States
Ikea has posted its slowest sales expansion since it opened its first India store six years ago with a 5% increase to ₹1,852 crore in FY24 while its net loss widened amid large-scale investments to solidify its footprint in the country. The world's largest furniture retailer saw its India business slowing as consumers tightened their wallets on discretionary spends across lifestyle categories. ET Year-end Special Reads What kept India's stock market investors on toes in 2024? India's car race: How far EVs went in 2024 Investing in 2025: Six wealth management trends to watch out for Its net loss widened 15% to ₹1,303 crore in FY24. So far, the retailer known for its ready-to-assemble products has incurred a cumulative loss of ₹5,550 crore in India as it spent to buy and build distribution centres, a city outlet and three big box stores-each large enough to fit about four football fields. "Ikea in India maintained a solid sales growth despite no price increase and lowering the prices on certain products in FY24," a company spokesperson said. "Our losses largely reflect the investment we are making towards our omni-channel growth. We remain committed to our plan of opening more stores and serving 200 million people by 2025 through our high quality, affordable range." Last fiscal, Ikea cut costs after raw material prices softened, helping the company lower prices of several products by about 20% both in India as well as globally. Earlier this year, the flat-pack furniture giant said it is still trying to get a foothold in the Indian market and that it will take at least 8-10 stores to benefit from economies of scale. 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"Chapter one was the sourcing and foundation and then getting the first door up and running. And then the intention is to get the company in top big cities. We are measuring out and laying out plans to see how we can do it for 1.4 billion people. And if I am certain about anything, it is that the economic outlook for India is looking good," he said. Ikea started sourcing from India in the 1980s and has more than five dozen suppliers in the country, most of them in textiles. Over a decade ago, the erstwhile Foreign Investment Promotion Board (FIPB) had approved Ikea's ₹10,500-crore investment proposal to open 25 stores in the country by 2025. It has since opened three large-format stores in Hyderabad, Mumbai and Bengaluru and one smaller city store in Mumbai. It aims to open bigger stores in Gurugrma and Noida in the National Capital Region soon. The Swedish retailer, which opened its first India store in 2018 in Hyderabad, has been a runaway success in the country, outpacing local rivals Urban Ladder and Pepperfry in its first year of operations with that single outlet. During the year, Ikea's paid-up share capital was increased by ₹600 crore to ₹4.615 crore. "When we think about India, we think about size," Brodin told ET in February. "In terms of investment priorities, India ranks one, two and three. We have consciously decided we cannot financially afford to be in the startup phase in too many places. But India is the top priority for us now." Nominations for ET MSME Awards are now open. The last day to apply is December 31, 2024. Click here to submit your entry for any one or more of the 22 categories and stand a chance to win a prestigious award. (You can now subscribe to our Economic Times WhatsApp channel )Seeking a new Quaid-e-Azam
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STUART, Fla. , Dec. 24, 2024 /PRNewswire/ -- Health In Tech, an Insurtech platform company backed by third-party AI technology, today announced the closing of its initial public offering of 2,300,000 shares of its Class A common stock at a public offering price of $4.00 per share, for gross proceeds of $9,200,000 , before deducting underwriting discounts, commissions, and estimated offering expenses. Javascript is required for you to be able to read premium content. Please enable it in your browser settings.
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Monday, December 30, 2024 Turkiye Tourism in the country reached a new milestone in 2024, as over 50 million international visitors explored its diverse attractions in the first 11 months alone. This figure represents a remarkable 7.1% increase compared to the same period in 2023. The surge underscores the country’s growing appeal as a global travel destination and the effectiveness of its strategic initiatives under the ‘Regional Development and National Strategy’ blueprint. The Industry and Technology Ministry’s strategic blueprint aims to revolutionize tourism by analyzing traveler profiles, preferences, and spending patterns. This data-driven approach is designed to help policymakers and stakeholders tailor experiences to meet the expectations of high-value tourists, while also encouraging domestic travel. Crucially, the plan emphasizes spreading tourism activities evenly throughout the year, reducing the traditional focus on peak seasons. The strategy focuses on identifying regions with untapped potential and developing alternative destinations and activities for both local and international travelers. By diversifying the tourism offering, the government hopes to enhance the industry’s resilience and sustainability. Efforts to diversify tourism will focus on seven primary sectors: gastronomy, health, culture, faith, nature, winter, and cruise tourism. Each sector represents a unique aspect of the country’s rich heritage, geography, and traditions. Prominent provinces such as Istanbul, İzmir, Çanakkale, Nevşehir, Mardin, Şanlıurfa, Bursa, and Kars have been identified as key cultural hubs. These destinations will serve as the backbone for train tours and immersive cultural experiences, allowing travelers to explore ancient ruins, historic landmarks, and vibrant local traditions. From the iconic Hagia Sophia in Istanbul to the stunning fairy chimneys of Cappadocia in Nevşehir, culture tourism promises to captivate the imagination of global visitors. Faith tourism is another cornerstone of the strategy, with efforts centered on promoting sacred sites and religious landmarks. Mosques, churches, synagogues, tombs, and cathedrals are key attractions. Natural wonders such as sacred lakes, mountains, islands, groves, and caves are also being incorporated to enhance the spiritual experience for pilgrims and faith-based travelers. The country’s world-renowned culinary heritage will be leveraged to attract food enthusiasts. Gastronomy tourism initiatives aim to showcase regional cuisines, traditional cooking methods, and vibrant food markets. Culinary festivals and workshops will provide immersive experiences that celebrate the diversity of local flavors. Health tourism will capitalize on the country’s advanced medical infrastructure and natural wellness resources. Visitors seeking medical treatments, spa retreats, and wellness therapies will find an array of options tailored to their needs. Hot springs, thermal baths, and specialized clinics are integral to this offering. Nature tourism is set to highlight the country’s breathtaking landscapes, ranging from lush forests and serene lakes to dramatic mountain ranges and pristine beaches. Eco-tourism initiatives will focus on sustainable travel, encouraging visitors to appreciate and preserve the natural environment. With its snow-covered mountains and state-of-the-art ski resorts, the country aims to become a hub for winter sports enthusiasts. Activities such as skiing, snowboarding, and snowshoeing will be complemented by cozy accommodations and après-ski experiences. The strategic development of cruise tourism is expected to draw maritime travelers to the country’s picturesque ports and coastal regions. Itineraries will include stops at historical cities, idyllic islands, and vibrant coastal towns, offering a unique perspective on the nation’s maritime heritage. Central to the strategy is the analysis of traveler profiles in both domestic and international markets. By understanding the preferences and spending habits of high-value tourists, the government can design targeted campaigns and develop experiences that resonate with their expectations. The ultimate goal is to enhance visitor satisfaction while maximizing economic benefits for local communities. The blueprint aims to uncover hidden gems within the country, offering alternative destinations to alleviate overcrowding at popular sites. This approach not only ensures a more balanced distribution of tourism revenue but also helps preserve the cultural and natural integrity of iconic landmarks. Regions previously overlooked by mainstream tourism will gain prominence, fostering inclusive growth and community development. As the country builds on the momentum of its record-breaking tourism figures in 2024, the strategic focus on diversification and sustainability is expected to yield long-term benefits. By investing in infrastructure, promoting unique experiences, and prioritizing data-driven decision-making, the tourism industry is poised to achieve new heights while preserving its rich cultural and natural heritage for generations to come. The 7.1% rise in tourism in 2024 reflects the success of a forward-thinking strategy designed to attract a diverse range of travelers. Through initiatives spanning gastronomy, health, culture, faith, nature, winter, and cruise tourism, the country is transforming its travel landscape to offer year-round, sustainable experiences. With its sights set on innovation and inclusivity, the future of the nation’s tourism industry looks brighter than ever. 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