Category: 3. Business

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  • Banks that don’t meet recapitalisation target will downgrade their licences – Yemi Cardoso

    Banks that don’t meet recapitalisation target will downgrade their licences – Yemi Cardoso

    This article was produced with the support of Central Bank of Nigeria

    Cardoso made the clarification during a fireside chat on Friday, 10 October 2025, with Professor Helene Rey, Lord Bagri Professor of Economics at the Wheeler Institute of Business and Development, London Business School. The discussion, held in London with investors, academics, students and media representatives, came ahead of the IMF/World Bank Annual Meetings taking place from 13–18 October in Washington, DC.

    Responding to a question from African Business, the CBN Governor said the recapitalisation exercise, which will conclude at the end of March 2026, is aimed at ensuring Nigeria maintains strong and resilient banks.

    “With the banking recapitalisation, we left the door open in terms of the category of banking licence you decide to adopt,” Cardoso said. “If you feel that you cannot meet your capital requirement, you can downgrade your licence and move into another category of banks. You don’t need to merge if you don’t have to—but if you want to merge, go ahead.

    I must emphasise that we have given all banks enough time to ensure they are able to meet the category of licence they want to hold. So we don’t see any cause for panic or disruption. Many of these anxieties may come from legacy issues—things that happened in the past that didn’t turn out well. We have given all banks different options. As these categories begin to emerge, you need to decide where your strengths lie and focus on that. You can’t be all things to all people.”

    Earlier in the conversation, Cardoso clarified his comments on the CBN’s goal of achieving single-digit inflation, following the World Bank’s latest Africa’s Pulse report which described the target as unrealistic. The report projected that Nigeria, alongside Angola, Ethiopia, Ghana, Malawi, Sudan, Zambia, São Tomé and Príncipe, and Zimbabwe, will continue to record double-digit inflation throughout 2025.

    “Sometimes one gets misquoted. I was clear that this is our goal in the medium term—that’s what I said,” he explained. “And you know why I said that? We have to challenge ourselves as Nigerians. We cannot be saying it’s alright to have double-digit inflation. We’ve got to keep pushing ourselves to get there.”

    Cardoso also emphasised the need for better coordination between monetary and fiscal policy to sustain recent gains.

    “This has been a challenge for Nigeria for years,” he said. “But the difference today is that the reforms that have taken place at the central bank are judged to be relatively successful, and people can feel the impact. That is encouraging the fiscal side to say, ‘Okay guys!’—and that’s a good thing.”

    On the naira, Cardoso said that despite its earlier devaluation, the currency has now found its true value and become competitive under the market-determined, willing-buyer–willing-seller regime.

    According to him, the market has responded positively to ongoing reforms, with the gap between the official and parallel market rates narrowing from about 50% to less than 2%. He added that there has been an accretion in reserves, a rise in foreign portfolio investments, and an improved ability of the CBN to meet domestic demand for foreign exchange.

    “Nigerians are comfortable with the fact that even though the naira was devalued, it is now stable and there is predictability, allowing people to plan,” he concluded. “Without stability, we can’t have meaningful progress.”

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  • Écija: AI, external capital and expansion in Latin America

    Écija: AI, external capital and expansion in Latin America

    102.3 million in 2024, 37 offices and a £200 million target by 2030: Écija’s rise amid AI and investors

    by mercedes galán

    The legal sector is experiencing a moment of accelerated transformation, driven by digitalization, artificial intelligence and the entry of external capital in some firms. In this context, Hugo Écija, founder and chairman of Écija Abogados, sets out his model: business structure with separation between capital, management and service provision, intensive adoption of technology and an internal culture oriented towards continuous adaptation.

    “I started my firm at 26, and today I am 53. I have dedicated more than half of my life to this project, which has been vital, with vision and always evolving,” recalls Écija, who founded his firm in Madrid in 1997.

    ORIGIN
    With the start of the new century, Écija decided to structure the firm as a limited company, separating capital, management and service provision, and focused on then-emerging areas such as audiovisual law and intellectual property. “Lawyers were at once owners, managers and those who contributed capital. Everything was mixed. I came from doing an MBA, from working in the U.S., and I asked myself: why did lawyers have to do everything?” he explains.
    That business approach, unusual in Spanish legal practice in the late 1990s, made a difference. “Innovation is not only technological: law firms are companies that must adapt to the social, cultural and technological environment. Those that do not, die. And the speed of adaptation today is vital,” he comments.

    ARTIFICIAL INTELLIGENCE

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  • 4th ASEAN+3 Economic Cooperation and Financial Stability Forum (AMRO Forum) – ASEAN+3 Macroeconomic Research Office

    4th ASEAN+3 Economic Cooperation and Financial Stability Forum (AMRO Forum) – ASEAN+3 Macroeconomic Research Office

    The ASEAN+3 Economic Cooperation and Financial Stability Forum, or AMRO Forum, is a platform for regional and global exchange of knowledge and ideas on economic cooperation and financial stability.

    In its fourth edition, AMRO will co-organize the forum with the Hong Kong Monetary Authority (HKMA) and Bank for International Settlements (BIS), with a common goal of achieving macroeconomic and financial resilience and stability for the region.

    This year’s theme is Fragmentation to Resilience: Macro-financial Stability and Regional Integration in ASEAN+3. The ASEAN+3 region is faced with challenge of safeguarding financial stability and strengthening macro-financial resilience while sustaining long-term prosperity. Although ASEAN+3 has made substantial progress in economic and financial cooperation over recent decades, the current global transformation demands even higher degree of collective action to navigate the changing international order.

    The forum will discuss the near-term risks and challenges to the region’s macro-financial stability and outlook, and present solutions and initiatives to promote its medium to long-term economic growth journey. There will be two sessions, comprising keynote speeches and panel discussions.

    Join us online on November 25, 2025!

    REGISTER NOW


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  • BA stalls over paying out £220 flight compensation | Money

    BA stalls over paying out £220 flight compensation | Money

    I booked a Tui river cruise package in Switzerland with flights provided by British Airways.

    On the day we were to return home, we discovered our flight had been cancelled. There were about 40 people affected.

    BA eventually booked us on to a flight leaving 36 hours later, but has refused to pay us the £220 compensation each due under EC regulations.

    It says adverse weather was to blame and is exempted from compensation rules.

    I requested a formal confirmation of the cancellation to submit to my travel insurer and, on that form, BA claims “operational reasons” were the cause. Unlike adverse weather, this is not covered by the insurance policy.

    AC, Alfreton, Derbyshire

    This is outrageous behaviour from a company that once considered itself “the world’s favourite airline”. You can’t get compensation from BA because, it says, bad weather grounded the flight, and you can’t get compensation from the insurer because the airline claims it was an operational issue.

    The difference is critical. Airlines are obliged to pay set sums of compensation for delayed or cancelled flights under regulation EC 261/2004. They can only get out of it if the disruption was caused by “extraordinary circumstances”.

    The regulation is vague on what these circumstances might be, but years of court rulings have honed the list down. Undefined “operational issues” would not be considered an excuse to avoid a payout; weather sometimes is, but only if it is exceptional and unexpected.

    So which was the cause? Both, says BA, hedging its bets. It claims bad weather that had disrupted previous flights had displaced crew, and that had had a knock-on effect on your journey.

    It ignored my questions about the whens, wheres and hows but that’s immaterial. “Knock-on” effects of bad weather are not an excuse to withhold compensation, according to the law firm Bott & Co.

    BA insisted it couldn’t comment further because, by then, your case was in the hands of its dispute resolution service, CEDR.

    This sounded to me like stalling tactics. I pointed this out and suddenly it stumped up. Since the money had to be prised out of it, I fear the other affected passengers may still be empty-handed.

    We welcome letters but cannot answer individually. Email us at consumer.champions@theguardian.com or write to Consumer Champions, Money, the Guardian, 90 York Way, London N1 9GU. Please include a daytime phone number. Submission and publication of all letters is subject to our terms and conditions.

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  • Fairfax Sells Eurolife Life Insurance Business Stake to Eurobank for $945 Million

    Fairfax Sells Eurolife Life Insurance Business Stake to Eurobank for $945 Million

    By Maitane Sardon

    Fairfax Financial said it agreed to sell its 80% stake in the insurance business of Eurolife FFH Insurance Group to Eurobank Ergasias for 813 million euros ($944.7 million) in cash.

    As part of the deal, Fairfax will buy a 45% stake in ERB Asfalistiki--Eurobank's Cyprus-based property and casualty insurance business--for 59 million euros in cash, the Canadian insurance company said Monday. It will have the right to acquire the remaining 55% equity interest in ERBA over time, it said.

    Following the transaction, Fairfax will keep its 80% stake in Eurolife's property and casualty insurance business, while Eurobank will fully own Eurolife's life insurance operations.

    "We are very pleased to be able to maintain the focus of our insurance operations on property and casualty insurance and reinsurance, while still benefiting from the continued success of the Eurolife life insurance business through our ownership stake in Eurobank," Fairfax Chief executive Officer Prem Watsa said.

    The deal is expected to close in the first quarter of 2026, Fairfax said.

    Write to Maitane Sardon at maitane.sardon@wsj.com

    (END) Dow Jones Newswires

    October 13, 2025 02:59 ET (06:59 GMT)

    Copyright (c) 2025 Dow Jones & Company, Inc.

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  • Transforming Parenting E-Commerce Supply Chains

    Transforming Parenting E-Commerce Supply Chains

    Understanding a customer’s evolving needs starts with asking the right questions and staying closely engaged. For Maersk, working with fast-growing e-commerce brand specialising in mother and baby products, meant staying closely aligned with their evolving supply chain challenges. By keeping the conversation open and ongoing, we were able to spot gaps in their supply chain and find practical ways to simplify, streamline, and bring everything under one roof.

    How it started

    As an existing Warehousing and Distribution (WnD) customer of Maersk, the company was looking to streamline operations at the origin by better managing suppliers and gaining improved visibility over shipments. A qualification discussion highlighted a broader opportunity: strengthening their overall Supply Chain Management (SCM).

    During the Internet Summit, the customer was introduced to our Container Freight Station (CFS) solution, which sparked strong interest. This led to a series of focused discussions with their logistics team to assess the potential value of integrating SCM and CFS into a consolidated approach.

    Maersk stepped in as more than a logistics provider, offering end-to-end supply chain solutions that bring together logistics, fulfillment, and value-added services in one integrated platform.

    Challenges at a glance

    The customer faced several challenges across their supply chain that were impacting efficiency and visibility. Key issues included a reliance on cumbersome manual processes and limited visibility into shipments at the SKU or product level, making it difficult to track inventory and plan effectively.

    Uncertainty around shipment arrivals further complicated operations, while the use of Less-than-Container Load (LCL) shipments presented missed opportunities for cost-saving through consolidation into Full Container Loads (FCL). Additionally, having too many stakeholders involved created coordination hurdles, with manual follow-ups and milestone tracking adding to the complexity and operational strain.




















    Current challenges

    Maersk solutions


    Current challenges


    SKU & Product level


    Maersk solutions


    PO & Shipment management


    Current challenges


    Shipper performance


    Maersk solutions


    Vendor management


    Current challenges


    Insights for decision making


    Maersk solutions


    Performance management & reporting


    Current challenges


    Allocation fulfillment


    Maersk solutions


    Carrier management


    Current challenges


    Coordination with suppliers and forwarders


    Maersk solutions


    End-to-end management


    Current challenges


    Tracking of milestone


    Maersk solutions


    Shipment management


    Current challenges


    Operational fire fighting


    Maersk solutions


    Strategic supply chain management 

    Transition to a comprehensive solution

    We transitioned from a single-solution approach to a more comprehensive one-stop solution (integrator strategy) by asking the right questions and mapping out the end-to-end process to identify gaps and opportunities.

    By involving the appropriate stakeholders from Maersk to co-design the solution and present it to the customer, demonstrating our deep supply chain expertise and operational know-how.


    The key to lasting partnerships is to treat the customer’s business as if it were your own—because their success is ultimately ours too.


    Sherylyn Pondiong

    Business Development Manager, Integrated Sales, Retail & Lifestyle, A.P. Moller – Maersk


    Our value proposition

    Our value proposition played a pivotal role in reinforcing trust and aligning strategic priorities with the customer’s long-term goals. Specifically, the solution delivered impact in the following key areas:



    Executive alignment & strategic insight


    By engaging directly with the customer’s senior leadership, our value proposition ensured there was a clear alignment between our service capabilities and the customer’s evolving business strategy. This elevated the relationship beyond a transactional level to a true strategic partnership.



    Tailored solutions & decision-making support

    Leveraging their deep industry knowledge and experience, we offered tailored recommendations that addressed the customer’s pain points—particularly around supply chain efficiency, cost optimisation, or scaling operations. This proactive approach demonstrated our commitment to their success and helped influence faster, more confident decision-making on their end.



    Escalation ownership & risk mitigation


    Maersk took ownership of key escalations, ensuring rapid resolution of issues while minimising operational disruptions. This hands-on leadership strengthened the customer’s confidence in our responsiveness and governance model.



    Future-ready planning


    Through forward-looking discussions, we helped the customer identify upcoming market trends and prepare their operations accordingly. This included introducing innovative service options or potential areas of automation, digitalisation, or sustainability initiatives.

    Driving measurable improvements

    Our customer saw value in having one Logistics Service Provider (LSP) handle end-to-end solutions, including SCM (CY and CFS consolidation), ocean freight, CHB, and trucking, providing a ‘one source of truth’ for them and internal stakeholders.

    The volume awarded was 26,000 cubic meters, with a total revenue of USD 250K over a contract duration of 2 years.



    Strengthening what comes next

    Building on the success of the initial collaboration, we are now focused on expanding the partnership through several strategic initiatives. Phase 2 CFS implementation is underway in Qingdao and Yantian, with further opportunities being explored in Turkey and the UK.

    A long-term ocean freight contract is being developed to ensure stability, while Customs House Brokerage and SABER verification are being set up to support smooth imports into Saudi Arabia. Cross-border trucking from the UAE to KSA is also being introduced, marking continued progress toward a more integrated, streamlined and resilient supply chain.

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  • HENSOLDT and AVILUS join forces for innovative UAV solutions “Made in Germany”

    HENSOLDT and AVILUS join forces for innovative UAV solutions “Made in Germany”

    The integration of powerful HENSOLDT sensors – including a high-performance electro-optical system, AMPS-M and the ‘PrecISR’ radar – with the innovative ‘MissMarvin’ mission operating system will result in scalable UAV platforms that meet both military and civilian requirements.

    “With AVILUS, we have an agile UAV specialist at our side who can optimally leverage our state-of-the-art sensor solutions. Together, we are focusing on technological sovereignty and short paths from development to operational readiness – for powerful and resilient UAV expertise in Germany,” says Christina Canitz, Head of Division Optronics at HENSOLDT.

    “AVILUS closes specific capability gaps in casualty evacuation, logistics and reconnaissance with robust, unmanned aerial systems. The focus is on operational proximity, reliability and rapid availability. Through close cooperation with HENSOLDT, we combine our platforms with state-of-the-art sensor technology, thus creating immediate added value for forces in the field,” says AVILUS CEO Ernst Rittinghaus.

    The electro-optical system enables the detection, classification and tracking of objects thanks to multispectral sensor technology and AI-supported real-time processing. It combines HD thermal imaging, colour/low-light, SWIR and wide-angle cameras for comprehensive situation assessment – all sensors are available simultaneously and can be controlled via a high-precision 4-axis gimbal.

    AMPS-M combines a self-protection system with up to 16 intelligent decoy launchers and integrates various warning sensors and protective measures against missile, laser and radar threats. The platform benefits from high modularity, minimal maintenance and more than 700 systems in use worldwide with thousands of flight hours – tested in cooperation with NATO partners.

    PrecISR, a software-defined X-band radar with active electronically scanned array (AESA), detects and tracks more than 1,000 objects simultaneously, including ground, sea and air targets, regardless of weather conditions and at great distances. The system is easy to integrate, ITAR-free and, thanks to its scalability, suitable for a wide range of UAV platforms.

    With the Federal Aviation Authority’s approval for civil flights already granted and the ‘company owned, company operated’ operating model, the partners are addressing a wide range of application scenarios – from disaster control and critical infrastructure monitoring to national border security.

    The cooperation is part of HENSOLDT’s strategy to create innovative solutions in line with ‘software-defined defence’ through targeted partnerships. Initial demonstrations and pilot projects are already in preparation. The aim is to set new standards for ISR capabilities in unmanned aviation, both nationally and internationally.

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  • Warburg Pincus to Acquire PSI Software for Over $800 Million

    Warburg Pincus to Acquire PSI Software for Over $800 Million

    By Billy Gray

    PSI Software agreed to be acquired by private-equity group Warburg Pincus in a deal valued at over 700 million euros ($813.4 million).

    The companies signed a deal under which the U.S.-based Warburg Pincus will launch a voluntary public takeover offer for all outstanding shares of the German software-solutions group at 45 euros a share in cash, the companies said Monday. PSI currently has 15.7 million outstanding shares, according to its website.

    As part of the agreement, Warburg Pincus signed share-purchase agreements and irrevocable undertakings with PSI shareholders that own about 28.5% of the company's total share capital, the companies said. One anchor shareholder will reinvest parts of its proceeds alongside Warburg Pincus into the holding structure, they added.

    German utility E.ON, the second largest PSI shareholder and a customer of the software company, will retain its 17.77% stake, PSI said. It will also act jointly with Warburg Pincus on the deal.

    PSI said Warburg Pincus will support its current growth strategy, maintain the existing management team and protect employee roles. The group said its headquarters will remain in Berlin, and that neither party would enter into a domination or profit and loss transfer deal for two years after closing the offer, which is expected in the first half of 2026.

    Write to Billy Gray at william.gray@wsj.com

    (END) Dow Jones Newswires

    October 13, 2025 02:20 ET (06:20 GMT)

    Copyright (c) 2025 Dow Jones & Company, Inc.

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