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  • ING announces changes to Executive Board and Management Board Banking

    ING announces changes to Executive Board and Management Board Banking

    Amsterdam,

    ING announced today that Ljiljana Čortan will be appointed head of Wholesale Banking and succeed Andrew Bester no later than at the day of the Annual General Meeting in April 2026. Ljiljana is currently chief risk officer (CRO), member of the Executive Board and the Management Board Banking and will continue in these roles until the changes take effect, at which point she will step down from the Executive Board of ING Groep N.V.

    Ljiljana joined ING and took on her current role in 2021. She has more than 25 years of international banking experience in various positions in risk, corporate banking, strategy and business development, among others as head of Corporate and Investment Banking Strategy for Central and Eastern Europe and global head of Financial Institutions, Banks and Sovereigns at UniCredit. Before joining ING, she was a member of the Management Board and CRO at HypoVereinsbank, a subsidiary of UniCredit Germany.

    Steven van Rijswijk, CEO of ING, commented: “I am pleased that we have an excellent internal successor with a strong track record of execution and leadership; she is well suited to lead our Wholesale Banking business. Ljiljana knows the business and organisation very well and has a great understanding of the many opportunities we have to further strengthen, diversify and grow our business.”

    “I would like to thank Andrew for his contributions during the last five years and his leadership of Wholesale Banking. Under his leadership, the foundations of our Wholesale Bank have strengthened significantly. His focus on client value, scaling up our business and attention to an inclusive culture have been highly valued. Andrew has positioned our wholesale bank well for further growth over the coming years.”

    Ljiljana Čortan (left) and Andrew Bester (right)

    Ljiljana Čortan said: “I look forward to taking up the leadership of our Wholesale Banking business. In my role as CRO and through the many contacts I have had with our colleagues and clients, I have seen the dedication and expertise we have, and I believe we have all the necessary elements to realise our full potential. I look forward to working with our teams to deliver on the next phase of our strategy to become the best European Wholesale bank. I would like to thank Andrew for our cooperation over the years, and I look forward to continuing that for the coming months.”
    Andrew Bester joined ING in April 2021 with more than 30 years of experience in banking and professional services including executive roles at Lloyds, Standard Chartered and Co-operative Bank.

    Andrew said: “After a fulfilling and rewarding time at ING, it is time to step down from the Management Board and return to my UK home base to start the non-executive phase of my career. It has been a pleasure to help shape the bank to what it is today. I am grateful for the support, trust and collaboration shown by our clients. Thank you also to my fellow board members and all ING colleagues who have made my time so enjoyable. I look forward to continuing our good work in the coming months and in supporting an orderly handover to my board colleague Ljiljana.”

    The appointment of Ljiljana Čortan as head of Wholesale Banking is subject to regulatory approval. The search for a successor as CRO has been initiated, and announcements will be made in due course.

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    ING PROFILE

    ING is a global financial institution with a strong European base, offering banking services through its operating company ING Bank. The purpose of ING Bank is: empowering people to stay a step ahead in life and in business. ING Bank’s more than 60,000 employees offer retail and wholesale banking services to customers in over 100 countries.

    ING Group shares are listed on the exchanges of Amsterdam (INGA NA, INGA.AS), Brussels and on the New York Stock Exchange (ADRs: ING US, ING.N).

    ING aims to put sustainability at the heart of what we do. Our policies and actions are assessed by independent research and ratings providers, which give updates on them annually. ING’s ESG rating by MSCI was reconfirmed by MSCI as ‘AA’ in August 2024 for the fifth year. As of December 2023, in Sustainalytics’ view, ING’s management of ESG material risk is ‘Strong’. Our current ESG Risk Rating, is 17.2 (Low Risk). ING Group shares are also included in major sustainability and ESG index products of leading providers. Here are some examples: Euronext, STOXX, Morningstar and FTSE Russell. Society is transitioning to a low-carbon economy. So are our clients, and so is ING. We finance a lot of sustainable activities, but we still finance more that’s not. Follow our progress on ing.com/climate.

    Important legal information

    Elements of this press release contain or may contain information about ING Groep N.V. and/ or ING Bank N.V. within the meaning of Article 7(1) to (4) of EU Regulation No 596/2014 (‘Market Abuse Regulation’).

    ING Group’s annual accounts are prepared in accordance with International Financial Reporting Standards as adopted by the European Union (‘IFRS- EU’). In preparing the financial information in this document, except as described otherwise, the same accounting principles are applied as in the 2024 ING Group consolidated annual accounts. All figures in this document are unaudited. Small differences are possible in the tables due to rounding.

    Certain of the statements contained herein are not historical facts, including, without limitation, certain statements made of future expectations and other forward-looking statements that are based on management’s current views and assumptions and involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those expressed or implied in such statements. Actual results, performance or events may differ materially from those in such statements due to a number of factors, including, without limitation: (1) changes in general economic conditions and customer behaviour, in particular economic conditions in ING’s core markets, including changes affecting currency exchange rates and the regional and global economic impact of the invasion of Russia into Ukraine and related international response measures (2) changes affecting interest rate levels (3) any default of a major market participant and related market disruption (4) changes in performance of financial markets, including in Europe and developing markets (5) fiscal uncertainty in Europe and the United States (6) discontinuation of or changes in ‘benchmark’ indices (7) inflation and deflation in our principal markets (8) changes in conditions in the credit and capital markets generally, including changes in borrower and counterparty creditworthiness (9) failures of banks falling under the scope of state compensation schemes (10) non- compliance with or changes in laws and regulations, including those concerning financial services, financial economic crimes and tax laws, and the interpretation and application thereof (11) geopolitical risks, political instabilities and policies and actions of governmental and regulatory authorities, including in connection with the invasion of Russia into Ukraine and the related international response measures (12) legal and regulatory risks in certain countries with less developed legal and regulatory frameworks (13) prudential supervision and regulations, including in relation to stress tests and regulatory restrictions on dividends and distributions (also among members of the group) (14) ING’s ability to meet minimum capital and other prudential regulatory requirements (15) changes in regulation of US commodities and derivatives businesses of ING and its customers (16) application of bank recovery and resolution regimes, including write down and conversion powers in relation to our securities (17) outcome of current and future litigation, enforcement proceedings, investigations or other regulatory actions, including claims by customers or stakeholders who feel misled or treated unfairly, and other conduct issues (18) changes in tax laws and regulations and risks of non-compliance or investigation in connection with tax laws, including FATCA (19) operational and IT risks, such as system disruptions or failures, breaches of security, cyber-attacks, human error, changes in operational practices or inadequate controls including in respect of third parties with which we do business and including any risks as a result of incomplete, inaccurate, or otherwise flawed outputs from the algorithms and data sets utilized in artificial intelligence (20) risks and challenges related to cybercrime including the effects of cyberattacks and changes in legislation and regulation related to cybersecurity and data privacy, including such risks and challenges as a consequence of the use of emerging technologies, such as advanced forms of artificial intelligence and quantum computing (21) changes in general competitive factors, including ability to increase or maintain market share (22) inability to protect our intellectual property and infringement claims by third parties (23) inability of counterparties to meet financial obligations or ability to enforce rights against such counterparties (24) changes in credit ratings (25) business, operational, regulatory, reputation, transition and other risks and challenges in connection with climate change, diversity, equity and inclusion and other ESG-related matters, including data gathering and reporting and also including managing the conflicting laws and requirements of governments, regulators and authorities with respect to these topics (26) inability to attract and retain key personnel (27) future liabilities under defined benefit retirement plans (28) failure to manage business risks, including in connection with use of models, use of derivatives, or maintaining appropriate policies and guidelines (29) changes in capital and credit markets, including interbank funding, as well as customer deposits, which provide the liquidity and capital required to fund our operations, and (30) the other risks and uncertainties detailed in the most recent annual report of ING Groep N.V. (including the Risk Factors contained therein) and ING’s more recent disclosures, including press releases, which are available on www.ING.com.

    This document may contain ESG-related material that has been prepared by ING on the basis of publicly available information, internally developed data and other third-party sources believed to be reliable. ING has not sought to independently verify information obtained from public and third-party sources and makes no representations or warranties as to accuracy, completeness, reasonableness or reliability of such information.
    Materiality, as used in the context of ESG, is distinct from, and should not be confused with, such term as defined in the Market Abuse Regulation or as defined for Securities and Exchange Commission (‘SEC’) reporting purposes. Any issues identified as material for purposes of ESG in this document are therefore not necessarily material as defined in the Market Abuse Regulation or for SEC reporting purposes. In addition, there is currently no single, globally recognized set of accepted definitions in assessing whether activities are “green” or “sustainable.” Without limiting any of the statements contained herein, we make no representation or warranty as to whether any of our securities constitutes a green or sustainable security or conforms to present or future investor expectations or objectives for green or sustainable investing. For information on characteristics of a security, use of proceeds, a description of applicable project(s) and/or any other relevant information, please reference the offering documents for such security.

    This document may contain inactive textual addresses to internet websites operated by us and third parties. Reference to such websites is made for information purposes only, and information found at such websites is not incorporated by reference into this document. ING does not make any representation or warranty with respect to the accuracy or completeness of, or take any responsibility for, any information found at any websites operated by third parties. ING specifically disclaims any liability with respect to any information found at websites operated by third parties. ING cannot guarantee that websites operated by third parties remain available following the publication of this document, or that any information found at such websites will not change following the filing of this document. Many of those factors are beyond ING’s control.

    Any forward-looking statements made by or on behalf of ING speak only as of the date they are made, and ING assumes no obligation to publicly update or revise any forward-looking statements, whether as a result of new information or for any other reason.

    This document does not constitute an offer to sell, or a solicitation of an offer to purchase, any securities in the United States or any other jurisdiction.


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  • Notice of Advertisement Feature on Shionogi’s Nasal Vaccine Initiative Published in Nature| SHIONOGI

    OSAKA, Japan, Oct. 23, 2025 –  Shionogi & Co., Ltd.  (Head Office: Osaka, Japan; hereafter “Shionogi”) is pleased to announce that an advertisement feature titled “Will nasal vaccines consign injections to history?”, highlighting our…

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  • The Rose Field by Philip Pullman – nail-biting conclusion to the Northern Lights series | Fiction

    The Rose Field by Philip Pullman – nail-biting conclusion to the Northern Lights series | Fiction

    Things are falling apart in the final volume of The Book of Dust, the second of Philip Pullman’s magisterial trilogies set in a world that appears, here more than ever, as a charged and slanted version of our own. Institutions are failing, or…

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  • Science history: Scientists use ‘click chemistry’ to watch molecules in living organisms — Oct. 23, 2007

    Science history: Scientists use ‘click chemistry’ to watch molecules in living organisms — Oct. 23, 2007

    QUICK FACTS

    Milestone: Scientists develop a chemical recipe for watching molecules in living creatures

    Date: Oct. 23, 2007

    Where: The University of California, Berkeley and other labs

    Who: A team of scientists led by Carolyn Bertozzi

    In 2007,…

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  • Mavericks-Spurs: 4 takeaways as Victor Wembanyama spoils Cooper Flagg’s debut

    Mavericks-Spurs: 4 takeaways as Victor Wembanyama spoils Cooper Flagg’s debut

    Victor Wembanyama filled the stat sheet Wednesday with 40 points, 15 rebounds, 6 assists and 3 blocks.

    DALLAS — They arrived on this night of heavy anticipation to see the future, absorb the hype and fully understand what made him an in-demand…

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  • Yinson GreenTech launches next generation Hydromover 2.0 and secures landmark electric vessel deployments in the UAE

    Yinson GreenTech launches next generation Hydromover 2.0 and secures landmark electric vessel deployments in the UAE

    Yinson GreenTech, a leading green technology solutions provider, has unveiled the Hydromover 2.0 through its marine electrification solutions business, marinEV. The all-new vessel boasts longer range, faster charging time and larger cargo capacity, while integrating the next wave of digitalisation and electrification technology in maritime operations, setting a new benchmark for zero-emissions cargo transfers in ports worldwide.

     

    Building on the success of the Hydromover prototype, Singapore’s first fully electric cargo vessel launched in November 2023, the latest Hydromover 2.0 introduces multiple key features, including increased energy storage capacity, an advanced hull form that minimises drag, and a redesigned electrical architecture to reduce power loss. These improvements translate into a threefold increase in range that can cover all anchorages within Singapore’s port limits. Fully charged in under two hours, the vessel ensures high uptime and reliability for daily operations. The Hydromover 2.0 also boasts 25% more cargo capacity and a 75% larger deck space, supporting greater cargo consolidation, efficiency, and flexibility in port operations. 

     

    The Hydromover 2.0 also represents a major step forward in Yinson GreenTech’s vision to combine electrification and digitalisation in maritime operations. Beyond its zero-emission propulsion, the vessel fully integrates marinEV’s Marine Digital Platform, enabling real-time analytics, route optimisation, automated vessel management, and data-driven decision-making. This powerful combination of clean energy and smart technology positions the Hydromover 2.0 as a catalyst for transforming traditional port operations into connected, efficient, and intelligent ecosystems – setting a new benchmark for sustainable maritime logistics in Singapore and globally. See Annex A for detailed specifications.

     

    At the launch event, Yinson GreenTech signed its first bareboat charter agreements with Yacht International UAE, marking a significant milestone in the vessel’s entry into the maritime market. Deliveries of the Hydromover 2.0 vessels to United Arab Emirates (UAE) are expected to be completed by mid-2026. Additionally, a Memorandum of Understanding (MoU) was executed between Yinson GreenTech, Yacht International UAE, and Wilhelmsen Port Services to grow the adoption of electric vessels in ports throughout the UAE.

     

    Jan-Viggo Johansen, Managing Director of marinEV, said:

    “The all-new Hydromover 2.0 sets unprecedented standards for the modern maritime industry. At the same time, the signing of new agreements in the UAE marks a pivotal step forward for marinEV and Yinson GreenTech. Together, these milestones demonstrate our ability to move beyond innovation and into real-world deployment – taking proven electric vessel technology, connected IoT systems, and integrated digital platforms from Singapore to new markets. They reinforce our commitment to transforming port operations through the combined power of electrification and digitalisation, and to shaping a smarter, cleaner, and more connected maritime future.”

     

    Prakash Vakkayil Bhaskaran, Chief Executive Officer of Yacht International LLC, commented:

    “The launch of the Hydromover 2.0 marks a defining moment for the UAE maritime sector and for Yacht International. As operator of a fleet of 15 offshore support vessels & now one of the first operators to deploy fully electric vessels in the region, we are proud to contribute directly to the UAE’s Net Zero 2050 vision and Green Mobility initiatives. This project demonstrates that sustainable innovation and commercial efficiency can move hand in hand, setting a new benchmark for clean, smart, and responsible marine operations in our waters. This is more than a vessel launch — it is a statement of intent. The Hydromover 2.0 represents our commitment to shaping the next generation of marine logistics, powered by technology, data, and responsibility to our environment.”

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  • Just a moment…

    Just a moment…

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  • Frozen housing benefit see families plunged into homelessness

    Frozen housing benefit see families plunged into homelessness

    Meghan OwenLondon work and money correspondent

    BBC A woman with long dark brown hair. She is wearing a green coat and looking at the cameraBBC

    Esther Planas lives in Hackney, which has one of the biggest shortfalls between local rents and local house allowance rates

    Rents across England continue to rise as the numbers of households in temporary accommodation across the country are at a record high.

    Meanwhile, the amount of housing benefit private renters can claim – the Local Housing Allowance (LHA) – remains frozen – as it has been for most of the past decade.

    Housing sector organisations, including landlords and homeless charities, are urging the government to unfreeze LHA, fearful that it’s driving more renters into homelessness.

    Artist Esther Planas, 65, rents a one-bedroom flat in Hackney, east London and claims Universal Credit (UC).

    She fears she is just one small rent rise away from homelessness.

    “It’s like you’re in quicksand. Nothing is stable under your feet. Things mutate all the time. Rents are crazy, and nothing is out there to protect you.”

    In 2023, Esther applied for homelessness after her landlord tried to rise her rent by £500 a month, which she couldn’t afford.

    Hackney Council mediated and the rent rise was reduced to £200 a month – something Esther’s local housing allowance only just covers – but she fears it could happen again.

    “I am really scared because for the moment, they’re letting me be… [but] if my rent was risen again I would have to claim homelessness.”

    The Resolution Foundation think tank estimates that Hackney has the largest cash shortfall in London – at £350 a month – between the Local Housing Allowance rate and local rents, according to analysis of the latest data.

    The foundation’s analysis omits four boroughs with the highest rents – which are calculated differently – and some boroughs don’t fall cleanly into LHA boundaries.

    A woman with a cream short-sleeved top looks at the camera. She has black hair and brown eyes

    Alicia Walker, Shelter’s assistant director of activism and advocacy, is calling for the government to unfreeze LHA rates

    Forty organisations have sent a joint-sector letter to the government, calling for LHA rates to be unfrozen.

    Alice Walker, Shelter’s assistant director of activism and advocacy, says “people have to choose between eating and having a roof over their heads. There are far too many people stuck in temporary accommodation because they can’t afford to pay their rent.”

    According to research by Crisis, as of November 2024, almost half (48%) of the 1.6 million private rented households in receipt of UC had a shortfall between the support they received and their rent, and fewer than three in every 100 privately rented properties listed in England were affordable for people on housing benefit

    Jenna Fassa from Hackney Food Bank says the increasing shortfall between LHA and local rents is driving more people to use their services.

    “We see a large number of working people. It’s not unusual for us to see professions like nurses, the occasional firefighter, policemen – key-worker roles who can’t afford the rents in Hackney.

    “It’s not unusual for our visitors to be living in mouldy, damp and draughty conditions or small buildings where there isn’t enough space.”

    The National Residential Landlords Association has also joined calls to unfreeze the LHA rate.

    Chief executive Ben Beadle said: “If the government is serious about improving access to rented housing, it has to unfreeze the Local Housing Allowance. It cannot be right that a system designed to support rental costs is failing to reflect rents as they actually are.”

    However, renters’ groups including the Renters’ Reform Coalition are calling for the government to focus on capping rent increases.

    Jae Vail from the London Renters Union warns that “we cannot allow private landlords to profiteer and collect billions more pounds of public money every year”.

    People at a food bank

    Hackney Food Bank is seeing more working people using its services, with a 20% increase in clients in the past year

    LHA rates were increased to the 30th percentile of local market rents in April 2024, at a cost of about £7bn over five years across Britain.

    A spokesperson for the government said it was tackling rising rents and the housing shortage with its commitment to build 1.5 million homes, including “the biggest boost to social and affordable housing in a generation.”

    “We’re also putting more money in people’s pockets by uprating benefits, making Universal Credit deductions fairer, and helping people move out of poverty and into good, secure jobs as part of our Plan for Change.”

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  • Sodexo Fiscal 2025 results in line with revised guidance; Fiscal 2026 as a transition year laying foundation for the future

    Sodexo Fiscal 2025 results in line with revised guidance; Fiscal 2026 as a transition year laying foundation for the future

    Over the past four years, we have repositioned Sodexo as a pure-play food and services company. We have streamlined our portfolio, sharpened our focus on core activities, whilst continuing the transformation of our operating model. These efforts have set a strong foundation for sustainable performance.

    Our Fiscal 2025 results reflect both the progress achieved and the operational challenges we faced, particularly in the U.S. For Fiscal 2026, we remain laser-focused on addressing these challenges, with clear action plans already underway.

    The appointment of Thierry Delaporte as Chief Executive Officer marks the opening of a new chapter for Sodexo, with commercial acceleration and rigorous execution being our key priorities. I am confident that our new governance structure will support the Group’s next stage of development and long-term success.

    I want to sincerely thank all Sodexo teams for their dedication and commitment. Their engagement has been essential in driving change and positioning the Group strongly for the future.
     

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