Category: 3. Business

Tencent Music Entertainment Group (NYSE:TME) shares have seen some movement recently, driven partly by shifts in investor risk appetite and changing market sentiment around Chinese technology stocks. Over the past month, TME has experienced a moderate decline, which highlights an evolving outlook for the sector.

See our latest analysis for Tencent Music Entertainment Group.

Despite some turbulence in the past month, Tencent Music Entertainment Group’s momentum over the longer term is hard to argue with. After a 21.5% slide in the 1-month share price, its year-to-date share price is still up an impressive 58.9% and the 3-year total shareholder return stands at a hefty 148.3%. Recent pricing shifts have more to do with evolving investor sentiment in the Chinese tech sector than with any fundamental weakness, and TME still commands positive attention from growth-focused investors.

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Given recent volatility and solid long-term returns, the key question is whether Tencent Music Entertainment Group’s current valuation offers true upside or if the market has already factored in all future growth potential.

Tencent Music Entertainment Group’s narrative-implied fair value stands well above its last close, outlining a case for significant upside based on forward-looking financial drivers and an evolving business model.

Proprietary content development, exclusive partnerships with Korean labels and Chinese artists, and investments in original artist incubation strengthen content differentiation, support premium pricing, and reduce long-term content costs. These factors contribute to higher gross margins and a defensible market share. Technology investments, including AI-powered personalization and innovative ad formats such as incentivized ads and ad-based membership models, are driving higher advertising revenue, improved operational efficiency, and lower customer acquisition costs. This is boosting both top-line growth and net profit margins.

Read the complete narrative.

Which bold assumptions about top-line growth, operating margins, and the value of original content are driving such a bullish take? Find out what really powers the narrative’s rich valuation, from technology breakthroughs to the delicate balance of profitability—all revealed only when you read the full perspective.

Result: Fair Value of $27.47 (UNDERVALUED)

Have a read of the narrative in full and understand what’s behind the forecasts.

However, margin pressure from lower-profit segments and increased regulatory scrutiny could quickly challenge the positive outlook for Tencent Music Entertainment Group’s growth trajectory.

Find out about the key risks to this Tencent Music Entertainment Group narrative.

If you see things differently or want a deeper dive into the numbers, you can build your own analysis in just a few minutes. Do it your way

A good starting point is our analysis highlighting 5 key rewards investors are optimistic about regarding Tencent Music Entertainment Group.

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This article by Simply Wall St is general in nature. We provide commentary based on historical data and analyst forecasts only using an unbiased methodology and our articles are not intended to be financial advice. It does not constitute a recommendation to buy or sell any stock, and does not take account of your objectives, or your financial situation. We aim to bring you long-term focused analysis driven by fundamental data. Note that our analysis may not factor in the latest price-sensitive company announcements or qualitative material. Simply Wall St has no position in any stocks mentioned.

Companies discussed in this article include TME.

Have feedback on this article? Concerned about the content? Get in touch with us directly. Alternatively, email editorial-team@simplywallst.com

Lundin Mining Announces an Update Regarding the 2017 Class Action

November 28, 2025

VANCOUVER, BC, Nov. 28, 2025 /CNW/ – (TSX: LUN) (Nasdaq Stockholm: LUMI) Lundin Mining Corporation (“Lundin Mining” or the “Company”) announces that it has received a ruling from its appeal to the Supreme Court of Canada. The ruling upholds the 2023 Ontario Court of Appeal decision allowing a proposed securities class action to be commenced relating to the timing of disclosure of a 2017 pit wall instability and rockslide at the Candelaria Mine in Chile. The certified class action can now proceed before the Ontario Superior Court of Justice. There has been no decision on the merits of the case, and the Company intends to vigorously defend the action.

Background

Lundin Mining disclosed the pit wall instability and rockslide in its normal course operational update to investors on November 29, 2017. The claim alleges that these events should have been disclosed earlier. The decision regarding leave to proceed centered on the distinction between a “material fact” and a “material change” under the Ontario Securities Act.    

About Lundin Mining

Lundin Mining is a diversified Canadian base metals mining company with projects or operations in Argentina, Brazil, Chile and the United States of America, and primarily producing copper, gold and nickel.

The information in this release is subject to the disclosure requirements of Lundin Mining under the Swedish Financial Instruments Trading Act. The information was submitted for publication, through the agency of the contact persons set out below on November 28, 2025 at 11:00 Pacific Time.

Cautionary Statement on Forward-Looking Information

Certain of the statements made and information contained herein are “forward-looking information” within the meaning of applicable Canadian securities laws. All statements other than statements of historical facts included in this document constitute forward-looking information, including but not limited to statements regarding  the proposed securities class action against the Company related to the timing of disclosure of a 2017 pit wall instability and rockslide at the Candelaria Mine in Chile. Words such as “believe”, “expect”, “anticipate”, “contemplate”, “target”, “plan”, “goal”, “aim”, “intend”, “continue”, “budget”, “estimate”, “may”, “will”, “can”, “could”, “should”, “schedule” and similar expressions identify forward-looking information.

Forward-looking information is necessarily based upon various estimates and assumptions including, without limitation, the expectations and beliefs of management, including that the Company can access financing, appropriate equipment and sufficient labour; assumed and future price of copper, gold, zinc, nickel and other metals; anticipated costs; currency exchange rates and interest rates; ability to achieve goals; the prompt and effective integration of acquisitions and the realization of synergies and economies of scale in connection therewith; that the political, economic, permitting and legal environment in which the Company operates will continue to support the development and operation of mining projects; timing and receipt of governmental, regulatory and third party approvals, consents, licenses and permits and their renewals; positive relations with local groups; the accuracy of Mineral Resource and Mineral Reserve estimates and related information, analyses and interpretations; and such other assumptions as set out herein as well as those related to the factors set forth below. While these factors and assumptions are considered reasonable by Lundin Mining as at the date of this document in light of management’s experience and perception of current conditions and expected developments, such information is inherently subject to significant business, economic, political, regulatory and competitive uncertainties and contingencies. Known and unknown factors could cause actual results to differ materially from those projected in the forward-looking information and undue reliance should not be placed on such information. Such factors include, but are not limited to: dependence on international market prices and demand for the metals that the Company produces; political, economic, and regulatory uncertainty in operating jurisdictions, including but not limited to those related to permitting and approvals, nationalization or expropriation without fair compensation, environmental and tailings management, labour, trade relations, and transportation; operating jurisdictions, including but not limited to those related to permitting and approvals, nationalization or expropriation without fair compensation, environmental and tailings management, labour, trade relations, and transportation; risks relating to mine closure and reclamation obligations; health and safety hazards; inherent risks of mining, not all of which related risk events are insurable; risks relating to tailings and waste management facilities; risks relating to the Company’s indebtedness; challenges and conflicts that may arise in partnerships and joint operations; risks relating to development projects, including Filo del Sol and Josemaria; risks that revenue may be significantly impacted in the event of any production stoppages or reputational damage in Chile; the impact of global financial conditions, market volatility and inflation; business interruptions caused by critical infrastructure failures; challenges of effective water management; exposure to greater foreign exchange and capital controls, as well as political, social and economic risks as a result of the Company’s operation in emerging markets; risks relating to stakeholder opposition to continued operation, further development, or new development of the Company’s projects and mines; any breach or failure information systems; risks relating to reliance on estimates of future production; risks relating to litigation and administrative proceedings which the Company may be subject to from time to time; risks relating to acquisitions or business arrangements; risks relating to competition in the industry; failure to comply with existing or new laws or changes in laws; challenges or defects in title or termination of mining or exploitation concessions; the exclusive jurisdiction of foreign courts; the outbreak of infectious diseases or viruses; risks relating to taxation changes; receipt of and ability to maintain all permits that are required for operation; minor elements contained in concentrate products; changes in the relationship with its employees and contractors; the Company’s Mineral Reserves and Mineral Resources which are estimates only; uncertainties relating to inferred Mineral Resources being converted into Measured or Indicated Mineral Resources; payment of dividends in the future; compliance with environmental, health and safety laws and regulations, including changes to such laws or regulations; interests of significant shareholders of the Company; asset values being subject to impairment charges; potential for conflicts of interest and public association with other Lundin Group companies or entities; activist shareholders and proxy solicitation firms; risks associated with climate change; the Company’s common shares being subject to dilution; ability to attract and retain highly skilled employees; reliance on key personnel and reporting and oversight systems; risks relating to the Company’s internal controls; counterparty and customer concentration risk;  risks associated with the use of derivatives; exchange rate fluctuations; the terms of the contingent payments in respect of the completion of the sale of the Company’s European assets and expectations related thereto; and other risks and uncertainties, including but not limited to those described in the “Risks and Uncertainties” section of the Company’s MD&A for the three and nine months ended September 30, 2025, the “Risks and Uncertainties” section of the Company’s MD&A for the year ended December 31, 2024, and the “Risks and Uncertainties” section of the Company’s Annual Information Form for the year ended December 31, 2024, which are available on SEDAR+ at www.sedarplus.ca under the Company’s profile.

All of the forward-looking information in this document is qualified by these cautionary statements. Although the Company has attempted to identify important factors that could cause actual results to differ materially from those contained in forward-looking information, there may be other factors that cause results not to be as anticipated, estimated, forecasted or intended and readers are cautioned that the foregoing list is not exhaustive of all factors and assumptions which may have been used. Should one or more of these risks and uncertainties materialize, or should underlying assumptions prove incorrect, actual results may vary materially from those described in forward-looking information. Accordingly, there can be no assurance that forward-looking information will prove to be accurate and forward-looking information is not a guarantee of future performance. Readers are advised not to place undue reliance on forward-looking information. The forward-looking information contained herein speaks only as of the date of this document. The Company disclaims any intention or obligation to update or revise forward ‐  looking information or to explain any material difference between such and subsequent actual events, except as required by applicable law.

SOURCE Lundin Mining Corporation

For further information, please contact: Stephen Williams, Vice President, Investor Relations: +1 604 806 3074; Robert Eriksson, Investor Relations Sweden: +46 8 440 54 50

Ray started to remember why they left in the first place. And then abandoned it completely when they found an area that had more material to mine than just snow. They might as well finish what they started! Before they left, Ray raided all the chests they could find. Signs, signs, string, sighs, wool, signs, aaaaand… signs! 

Back outside, the snow was still falling. Ray looked around, everything was flat and white. So they closed their eyes, spun around, and just started walking in that direction. And what a fine direction it was, because after a while Ray came face to face with another creature. It looked familiar, yet different. Horns facing the front, eyes you could get lost in, and covered in soft, warm wool. This cow seemed to have evolved perfectly for the cold climate.  

What an icon. Ray needed to adopt it! They checked their inventory, but alas – not a single piece of wheat to be found. All they had was the dried ghast block and signs. They would have to do.  

Ray cautiously approached the majestic beast and placed a sign nearby.  

“Free wheat →”  

The cow looked at the sign. The cow looked at Ray. The cow walked away.  

Ray picked up the sign and placed it in front of the cow, but it kept walking. Maybe it had been burned by false promises before. Understandable. But Ray knew that even if they didn’t have any wheat now, they would absolutely get it! They just couldn’t risk losing the beautiful bovine like they had their base. So a little bit of deception would be necessary, and Ray would make up for it tenfold when they were both settled.  

Moving as fast as they could through the cold snow, Ray started placing signs on both sides of the cow. They made sure each one bore the promise of wheat, just in case.  

The cow, whom Ray had named Yarn, finally started to moo-ve through the crafted path. The plan was working! Hooray! Ray was so excited that they stopped paying attention to where they were going.  

At least a dozen parties, including ultra wealthy individuals and media companies, have already shown preliminary interest, one of the people said.

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Philanthropist Lynn Forester de Rothschild is putting the banking dynasty’s share of The Economist up for sale three years after the death of her husband Evelyn de Rothschild, who chaired the company from 1972 to 1989, according to the people, who spoke on condition of anonymity because the matter is private.

Requests for comment from the Rothschild family and The Economist weren’t immediately returned.

Founded in 1843, the publication’s shareholding total nearly 1,000, with Exor, a holding vehicle for Italy’s Agnelli family, owning a 43.4% stake and the Rothschilds owning 27%, according to the Economist’s annual results.

The sale is made more complex as The Economist’s governance is structured to ensure the editorial process at the 182-year-old publication remains independent, prohibiting any one individual or company from owning a controlling stake in the corporate parent.

The Economist is profitable and has been growing its subscriber base. First-half revenue for the six months ended Sept. 30th 2025, was 170 million pounds and operating profit was 20 million, up 23% on the year prior, according to its most recent published figures.

The sale of the Rothschild stake, which includes about 20% in voting shares, could value the media company at around 800 million pounds ($1.06 billion), a person familiar with the matter said.

Two top U.S. media executives said a stake in The Economist would give ultra-wealthy people access to even more elite circles.

“Even if you’re at Davos, it’s crowded. But The Economist gets you respect,” one media CEO said. “It will open a lot of interesting doors.”

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• Ford CEO Jim Farley learned from older employees that some young workers at the carmaker were taking shifts at Amazon to make ends meet, he said at the Aspen Ideas Festival. Farley said he drew on founder Henry Ford’s decision to raise factory wages to $5 a day in 1914 to make temporary workers into full-time employees. Young people have previously eschewed manufacturing jobs due to low wages.

Some economists credit carmaker Henry Ford for jump-starting the American middle class in the 20th century when, in January 1914, he hiked factory wages to $5, more than double the average wage for an eight-hour work day.

More than 100 years later, facing the reality of many employees “barely getting by,” Ford CEO Jim Farley said he took a page out of the founder’s playbook.

The carmaker’s chief executive recognized the need to make a change in his workplace when he spoke to veteran employees during union contract negotiations and learned young Ford employees were working multiple jobs and getting inadequate sleep due to low wages, Farley said in an interview with journalist and biographer Walter Isaacson at the Aspen Ideas Festival earlier this year.

“The older workers who’d been at the company said, ‘None of the young people want to work here. Jim, you pay $17 an hour, and they are so stressed,’” Farley said.

Farley learned some workers also held jobs at Amazon, where they worked for eight hours before clocking in to a seven-hour shift at Ford, sleeping for only three or four hours. At a Ford Pro Accelerate event in September, the CEO said entry-level factory workers told him they were working up to three jobs.

As a result, the company made temporary workers into full-time employees, making them eligible for higher wages, profit-sharing checks, and better health care coverage. The transition was outlined in 2019 contract negotiations with the United Auto Workers (UAW), with temporary workers able to become full-time after two years of continuous employment at Ford.

“It wasn’t easy to do,” Farley said. “It was expensive. But I think that’s the kind of changes we need to make in our country.”

Ford’s own decision to double factory wages in 1914 was not altruistic, but rather a strategy to attract a stable workforce, as well as provide a stimulus for his own workers to be able to afford Ford products.

“He said, ‘I’m doing this because I want my factory worker to buy my cars. If they make enough money, they’ll buy my own product,’” Farley said. “It’s a self-fulfilling prophecy, in a way.”

Farley, a proponent of growing U.S. manufacturing productivity to support the essential economy, has advocated for young workers to have strong trade experiences. Earlier this month, he sounded the alarm on the shortage of manual labor jobs, saying in an episode of the Office Hours: Business Edition podcast that Ford had 5,000 open mechanic positions that have remain unfilled, despite an up-to $120,000 salary for the role.

“Our governments have to get really serious about investing in trade schools and skilled trades,” he said at the Aspen Ideas Festival. “You go to Germany, every one of our factory workers has an apprentice starting in junior high school. Every one of those jobs has a person behind it for eight years that is trained.”

Despite the U.S. seeing 3.8 million new manufacturing jobs by 2033, according to Deloitte and the Manufacturing Institute, the younger generation of workers has largely turned away from the career path. As as some ditch college degrees, Gen Z enrollment in trade schools is on the rise, but the newest generation entering the workforce is largely eschewing factory jobs, citing low wages, according to a 2023 Soter Analytics study. U.S. manufacturing jobs in the U.S. have an average $25-per-hour wage—about $51,890 per year—falling short of the average American salary of $66,600.

American carmakers like Ford may be trying to make it appealing for young workers to embark on manufacturing careers, but they are still not immune to workers’ grievances over wages. In 2023, thousands of UAW members, including 16,600 Ford employees, went on strike before reaching a contract deal in October of that year, which, beyond increasing wages, also further decreased the period of time necessary for a temp worker to become full-time.

Farley called the strike “completely unnecessary” from management’s perspective and maintained the onus of improving trade workers’ wages isn’t just on Ford.

“We’re not just going to hope it gets better,” he said. “We have the resources, and we have the know-how, after 120 years, to solve these problems, but we need more help from others.”

A version of this story originally published on Fortune.com on June 30, 2025.

More on Gen Z work trends:

This story was originally featured on Fortune.com

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