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Category: 3. Business
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Exclusive: BOJ to pledge more rate hikes at next week's policy meeting, sources say – Reuters
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A.P. Moller – Maersk appoints new Chief Financial Officer
Executive Summary
- The A.P. Moller – Maersk Board of Directors appoints Robert Erni as new Chief Financial Officer
- Robert Erni is a Swiss national with more than 30 years of experience in finance functions across the global logistics sector
- Current CFO, Patrick Jany, will oversee the year-end closing and the annual report, to be announced on 5 February, after which the transition takes effect
Today, Maersk has appointed Robert Erni as the company’s next Chief Financial Officer (CFO) and Member of the Executive Board. He succeeds Patrick Jany, who has served the company over the past six years.
I would like to sincerely thank Patrick for his dedication and contributions, which have helped position the company for its next phase. On behalf of the leadership team, I wish him all the best in his future endeavors.Patrick Jany says: “It has been an exciting time to be part of Maersk, and the past six years have in many ways been truly unprecedented for the company. It has been a privilege to contribute to this transformation and time has now come for me to move on. I wish Maersk and my colleagues the very best moving forward on the journey.”
Robert Erni, a Swiss national, brings more than 30 years of experience in finance functions across the global logistics sector. He spent 20 years at Kuehne+Nagel, where he held several executive finance positions and was stationed in Hong Kong, India, Argentina, the United States and Switzerland. He later served as Group CFO of Panalpina, until the company was acquired by DSV, and most recently, he was Group CFO of Dachser, one of the leading global providers of supply chain solutions.
With Robert Erni, we welcome a highly qualified CFO with deep roots in the global logistics sector and a proven track record of driving process and cost efficiency as well as growth on a global scale. His extensive international experience and strong leadership profile make him an excellent fit for the Maersk team, and I look very much forward to working with him.On joining Maersk, Robert Erni comments: “I am truly excited to join Maersk, a company I have followed throughout my career and come to know from the customer side. Maersk is executing an ambitious and industry-defining strategy, and I look forward to contributing. I have always admired Maersk’s culture, which aligns closely with my own values, both professionally and personally.”
A smooth handover is ensured during Q1, with Patrick Jany overseeing the year-end closing and the annual report, to be announced on 5 February, after which the transition takes effect.
About Maersk
A.P. Moller – Maersk is an integrated logistics company working to connect and simplify its customers’ supply chains. As a global leader in logistics services, the company operates in more than 130 countries and employs around 100,000 people. Maersk is aiming to reach net zero GHG emissions by 2040 across the entire business with new technologies, new vessels, and reduced GHG emissions fuels*.
*Maersk defines “reduced GHG emissions fuels” as fuels with at least 65% reductions in GHG emissions on a lifecycle basis compared to fossil of 94 g CO2e/MJ.
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Japan stocks higher at close of trade; Nikkei 225 up 1.44% – Investing.com
- Japan stocks higher at close of trade; Nikkei 225 up 1.44% Investing.com
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UK economy shrank unexpectedly before budget, data shows | Economic growth (GDP)
Britain’s economy unexpectedly shrank in October before Rachel Reeves’s budget, official figures show, as activity failed to regain momentum after the cyber-attack on Jaguar Land Rover.
Figures from the Office for National Satistics (ONS) showed gross domestic product fell by 0.1%, after a 0.1% drop in output in September. City economists had predicted a 0.1% rise in October.
It comes as the Bank of England mulls cutting interest rates next week amid a slowdown in headline inflation and fears over a sluggish growth outlook and rise in unemployment.
The latest snapshot will probably cement City predictions for a sixth reduction in borrowing costs since the summer of last year, after the chancellor’s budget included a number of inflation-cutting measures alongside sweeping tax rises.
Threadneedle Street has said Reeves’s policies – including relief on energy bills, prescription charges and fuel duty – could cut headline inflation by as much as half a percentage point next year.
Economic output fell in September after hackers breaching JLR’s systems resulted in the country’s second-largest carmaker halting its UK production lines for several weeks.
In an incident estimated to have cost the economy at large up to £1.9bn, the halt crippled hundreds of smaller companies in the manufacturer’s supply chain, causing monthly output in the car industry to collapse by a third.
More details soon …
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New laws to be considered after ‘harrowing stories’ from ex-Vodafone franchisees | Vodafone
The government will consider new laws to correct the power imbalance in franchise agreements in response to the “harrowing stories” of small business people running Vodafone stores.
The move follows allegations of suicide and attempted suicide among shopkeepers who had agreed to deals to run retail outlets for the £18bn telecoms company, which were revealed by the Guardian on Monday.
During Thursday’s business questions in the Commons, Justin Madders, a former minister, said: “I’m sure the department will have been aware of the coverage this week of some of the harrowing stories of the treatment of Vodafone franchisees … [The department] will no doubt recognise the power imbalance in that relationship and will they consider looking at some measures to redress that imbalance perhaps by a statutory code of practice or a national arbitration system?”
Chris Bryant, a minister of state at the Department for Business and Trade, said: “I am happy to sit down with him and discuss whether there are specific proposals that we could bring forward which would address that issue of imbalance.”
Outside the chamber another former business minister, Labour’s Gareth Thomas, added: “This case continues to raise disturbing echoes of the Post Office scandal and raises the question as to whether the law around franchising needs to be toughened up to ensure small-business owners are better protected.”
On Monday, the Guardian revealed allegations that Adrian Howe, a former Vodafone employee who had agreed to become a franchisee in 2018, had taken his own life after becoming convinced his deal with the multinational company would prove financially disastrous.
Rachael Beddow-Davison and Dan Attwal also told the Guardian about how commission cuts by Vodafone in 2020 caused their franchising companies to run up huge debts, which they each said contributed to them attempting to kill themselves.
A group of 62 former Vodafone franchisees brought a high court claim in 2024, alleging the telecoms company “unjustly enriched” itself by slashing sales commissions paid to the small business owners for running the stores in 2020.
In September, Vodafone commenced offering financial settlements to a selection of former franchisees who are outside the group of claimants currently suing the business – as it launched its fourth investigation into the historical conduct within its franchising division.
Vodafone says the ongoing legal claim is a “commercial dispute” but has previously apologised to claimants who blamed pressure from the telecoms group for triggering suicidal thoughts. A survey of franchisees during September 2020 resulted in 78 out of 119 respondents leaving overwhelmingly critical comments about the effects Vodafone’s actions had had on their mental health.
In response to the Guardian’s investigation, a Vodafone UK spokesperson said: “While we are sorry if any partners have had a difficult experience, we reject any suggestion that our franchisees were put under undue pressure.
“We continue to run a successful franchise operation, and many of our existing franchisees have expanded their business with us by taking on additional stores. We encourage everyone to raise issues, and we will always seek to resolve them, and we remain open to further discussions with claimants to resolve the commercial dispute.”
The company said it “wholly rejects” any suggestion that it “knowingly or recklessly or negligently” put anybody involved with its franchise stores under unreasonable pressure.
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Dollar staggers to third weekly decline as investors ponder Fed outlook – Reuters
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- EUR/USD, GBP/USD and EUR/GBP Forecasts – US Dollar Still Soft After FOMC FXEmpire
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Multi-criteria spatial assessment of urban open spaces for promoting physical activity and spatial justice: a case study of Tehran metropolitan
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Africa CDC and Zipline Partner to Advance Health System Responsiveness and Epidemic Preparedness Across Africa – Africa CDC
Together, they will expand access, improve emergency preparedness, strengthen data systems, and enhance epidemic early warning and response capabilities that work even at the last mile
Washington / Addis Ababa, 11 December 2025 — The Africa Centres for Disease Control and Prevention (Africa CDC) and Zipline International, Inc. have signed a Memorandum of Understanding (MoU) to improve health outcomes and expand economic opportunities across Africa through drone-enabled health logistics.
The partnership marks a significant step towards realising Africa’s vision of resilient, technology-driven, and equitable health systems — ensuring that life-saving medical products, from vaccines to diagnostics and essential medicines, reach every community, no matter how remote.
The collaboration aligns with the Africa CDC Strategic Plan (2023–2027) and Africa’s Health Security and Sovereignty (AHSS) agenda, which emphasise African-led solutions to strengthen institutions, expand local manufacturing, empower the health workforce, and leverage innovation for continental health security. It further supports Africa CDC’s One Health approach and Digital Transformation Strategy, aimed at connecting and modernising public health systems across the continent.
This partnership is guided by five core principles:
- Member State Ownership and Leadership: All activities are undertaken under the leadership of AU Member States and with the coordination and guidance of Africa CDC.
- Equity and Access: The collaboration prioritizes underserved, remote, and vulnerable populations.
- Sustainability and Sovereignty: The partnership strengthens domestic systems, integrates with existing public health infrastructure, and promotes Africa’s health sovereignty including via capacity building of local industry partners.
- Transparency and Accountability: Both parties maintain open communication, shared reporting, and compliance with ethical, legal, and data protection standards.
- Innovation for Impact: Joint efforts focus on scalable, evidence-based innovations with measurable impact on epidemic control and service delivery.
Through the MoU, Africa CDC and Zipline will collaborate to support countries on strategic initiatives including capacity building, workforce development, operational research, innovation, epidemic preparedness, emergency response, and technology transfer. The partnership will support the integration of drone-based logistics as decided by national governments, strengthen data-driven surveillance and early-warning systems, and promote coordinated action to ensure service continuity in hard-to-reach and disaster-prone areas.
“This partnership with Zipline is more than an innovation in logistics, it is a commitment to equity, access and resilience,” said Dr Jean Kaseya, Director-General of Africa CDC. “By leveraging advanced drone technology, we can connect communities that have long been beyond the reach of essential health services, empower our health workforce with real-time data and supplies, and build a continent that responds faster, works smarter, and saves more lives”.
Under this agreement, Africa CDC will work with Member States, partners, and donors to mobilise political commitment, investment, and collaboration in digital and drone-enabled logistics. Zipline will leverage its operational expertise, warehousing capabilities, autonomous aircraft network, and data-driven supply chain management systems to support the integration of aerial delivery into public health systems across Africa.
“Africa CDC and Zipline are working together to accelerate a continent-wide shift toward equitable, resilient, responsive health systems,” said Caitlin Burton, Chief Executive Officer of Zipline Africa. “By combining African leadership with Zipline’s technology and operational expertise, we’re strengthening supply chains, empowering health workers, improving early-warning systems, and ensuring every community has reliable access to care. This is innovation in service of health equity — and in service of Africa’s future.”
Since launching its first operations in Rwanda in 2016, Zipline has expanded to operate the world’s largest autonomous delivery network, partnering with governments and health institutions to transform how essential goods are distributed. Its technology now powers last-mile health delivery across several African countries, contributing to stronger supply chains, improved health outcomes, faster outbreak detection and response, and economic stimulation.
The MoU also commits both organisations to fostering knowledge exchange, advocacy, and technical dialogue, promoting innovation and collaboration through policy fora, joint research, and communication initiatives that highlight Africa’s leadership in health technology and systems resilience.
This partnership supports the African Union’s Agenda 2063 and advances the continent’s collective vision of a prosperous, healthy, and self-reliant Africa, driven by innovation, partnership, and the power of technology.
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About the Africa CDC
The Africa Centres for Disease Control and Prevention (Africa CDC) is a public health agency of the African Union. It is autonomous and supports member states in strengthening health systems. It also helps improve disease surveillance, emergency response, and disease control. Learn more at: http://www.africacdc.org and connect with us on LinkedIn, Twitter, Facebook and YouTube
About Zipline
Zipline is the world’s largest and most experienced autonomous delivery service. Today Zipline operates on four continents, makes a delivery somewhere in the world every 30 seconds, and serves more than 5,000 hospitals and health facilities. Zipline’s customers include federal and state health systems, health care institutions, restaurants and retailers. With more than 120 million commercial autonomous miles safely flown to date, Zipline is transforming access to healthcare, consumer products, and food. Our customers rely on Zipline to save lives, reduce emissions, increase economic opportunity, and provide new logistics services at scale.
For years Zipline has worked with visionary governments and philanthropic organizations willing to take bold action to improve health outcomes for tens of millions of people. Partners include the Elton John AIDS Foundation, the Gates Foundation, Gavi, Pfizer, and The UPS Foundation, which have helped Zipline and its partner governments develop a wealth of empirical evidence that advances our understanding of how improved supply chain performance increases timely treatment and ultimately saves lives. For more information, visit Zipline.com/Africa.
Media Contacts
Margaret Edwin | Director of Communication and Public Information | EdwinM@africacdc.org
Zipline Media Contacts
Olugbeminiyi Idowu | Talking Drum Communications (on behalf of Zipline) zipline@talkingdrumcomms.com
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Identifying Predictors of CAR T-Cell Therapy Response
Researchers at Cleveland Clinic Research have identified distinct predictors of response or resistance to different types of chimeric antigen receptor (CAR) T-cell therapy in people with relapsed/refractory B-cell non-Hodgkin’s Lymphoma (NHL), potentially leading to better personalization of treatment.
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Although CD19-directed CAR T-cell therapy has revolutionized the treatment of many blood cancers, fewer than 40% of patients experience long-term remission.
Post-infusion parameters such as CAR T-cell persistence, certain phenotypes, tumor burden and the immune microenvironment are correlated with CAR T-cell efficacy, but there have been no reliable baseline or pre-lymphodeletion biomarkers to predict clinical response.
Relevance of unique protein signatures
A new study presented at the American Society of Hematology (ASH) meeting shows that distinct baseline immune and plasma protein signatures can predict response and resistance to CAR T-cells that were engineered with 4-1BB, a signaling molecule that activates the T-cell after it binds to the tumor cell.
Importantly, those biomarkers differ from predictors of response to CAR T-cells made with a different signaling molecule, CD28. Some of those predictors were also identified in a separate study presented at the ASH meeting.
The distinctions are important because the current commercially available CAR T-cell products for B-cell NHL differ in the activation molecules used in their manufacturing processes. Axicabtagene ciloleucel incorporates a CD28 costimulatory domain, whereas tisagenlecleucel and lisocabtagenemaraleucel are both engineered using a 4-1BB costimulatory domain.
In general, CD28 provides stronger, faster activation, leading to rapid proliferation but with slightly more toxicity, whereas 4-1BB is slower and provides longer-lasting and more resilient CAR T cells with lower toxicity. The choice of which product to use in a given patient is currently based on those properties, along with clinical characteristics.
“We confirmed that a particular T-cell subset present in the starting material is very important for the therapeutic outcome. It suggests that we can pre-select the cells that are predicted to drive the response. We can isolate those and make responses better,” said lead investigator J. Joseph Melenhorst, PhD, Director of Cell Therapy and Immuno-Engineering Program and Professor at Cleveland Clinic’s Lerner College of Medicine.
Varying predictors of response between different CAR T-cell products
“Until now, it was not clear that the reasons for failing or responding to CAR T-cell therapy differed between the different CAR T-cell types,” says study co-investigator Paolo Caimi, MD, Associate Bone Marrow Transplant Director for Cellular Therapy. Going forward, we hope to use that information to help better personalize the choice of treatment for a given patient.”
In a phase 1 clinical trial, 26 patients with relapsing/refractory B-cell NHL received CD19 CAR T-cells manufactured using 4-1BB. Of those, 19 patients achieved a complete remission at six months while three achieved partial remission. The responders showed a significantly higher frequency of early memory T cells, while non-responders had higher proportions of effector memory and terminal effector cells.
Consistent with previous findings in B-cell acute lymphoblastic leukemia, T cells with type 2 function were significantly enriched in the responders. This was the first such finding in NHL.
At the same time, regulatory T cells were reduced in the non-responders. Proteomic analysis at baseline and post-infusion also identified differences in responders and non-responders.
In a separate study involving 60 patients who were heavily pretreated for large B-cell lymphoma received axicabtagene ciloleucel. At six months, the overall response rate was 56.7% and the complete response rate was 57.6%. One specific baseline central memory CD8+ T-cell signature was found to strongly predict resistance to CD28-based CAR T-cell therapy in NHL, contradicting prior thinking that memory T cells are always beneficial in CAR T-cell therapy.
In the non-responders, pre-infusion CD8+ T cells show type 2 polarization, which is thought to reflect tumor-driven adaptation that impairs cytotoxicity. This contrasts with the group’s previous findings in the 4-1BB-based CAR T-cell product tisagenlecleucel in leukemias, where memory function and type 2 CAR T-cells are necessary for long-term efficacy and persistence.
“The biomarkers could not be any more different between the two CAR T types,” Dr. Melenhorst says. “We now believe that early identification of these phenotypes at leukapheresis may enable better patient stratification and guide use of alternative products to maximize therapeutic success.”
Under Dr. Melenhorst’s leadership, Cleveland Clinic Research is now setting up an in-house point-of-care manufacturing center for CAR T-cell therapy. The center was approved to construct a Good Manufacturing Practice (GMP) facility required for developing and processing cellular products, which will be used in future clinical trials. “Our next step is to use our findings to produce more effective CAR T-cells,” Dr. Melenhorst says.
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Former ANZ CEO sues over axed $9mn bonus
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The former chief executive of ANZ has sued the Australian bank after it stripped him of millions of dollars in bonuses over a series of scandals during his tenure.
Shayne Elliott ran ANZ for almost a decade before he was replaced by former HSBC executive Nuno Matos in May. His departure followed complaints of bond rigging and behavioural issues on the trading floor. The bank agreed a A$240mn ($160mn) penalty with regulators in September.
Last month, ANZ cancelled more than A$30mn in bonuses for executives. Elliott was the worst hit, with A$13.5mn worth of shares covering 2024 and 2025 clawed back after the bank’s remuneration committee deemed him to be “ultimately accountable” for the issues that had hurt its reputation and financial performance.
Elliott has hit back by filing a suit in the Supreme Court of New South Wales this week, claiming ANZ had breached its contract with him.
The former banker said in a statement that he had “no alternative” and was fully committed to seeing the process through.
“The bank and I had a clear, unambiguous agreement about the terms of my departure,” he said. “As you would expect, having entered into a contract, my expectation is that those terms would be honoured.”
Elliott said he accepted the need for accountability and that he had voluntarily proposed to the board that he forgo some of his incentives.
ANZ said in a statement that none of its Australia-based executives received short-term bonuses for 2025 and that under rules set by the Australian Prudential Regulation Authority, it was required to link executive pay to performance and risk outcomes, including when it released unvested equity.
Paul O’Sullivan, chair of ANZ, said in a statement: “The Board has been considered and very deliberate in its assessment of remuneration outcomes. We are confident in our position and we will defend this matter vigorously.”
ANZ is holding its annual meeting in Melbourne next week, with pay policies already under scrutiny despite the cancelled bonuses.
Proxy advisory groups have recommended shareholders vote against remuneration resolutions on the basis that the cuts to incentives, including to Elliott’s pay, could have been even deeper given the scale of the bank’s issues.
A banking industry veteran said he was not surprised that Elliott had opted to challenge the decision in court as a “matter of principle” and that the case would pile further pressure on ANZ’s chair at the annual meeting given the bonuses and praise dished out to Elliott in the past.
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