Offaly man graduates with Honours Bachelor of Science

Congratulations are extended to an Offaly man who recently graduated from the University of Galway.

Congratulations are extended to an Offaly man who recently graduated from the University of Galway.
John Kennedy, from Edenderry, is pictured here with Nell Nolan from Castleisland, Co. Kerry and Aisling McDonagh from Carraroe, Co. Galway at the graduation ceremony recently.
All three graduated with Honours Bachelor of Science (Applied Social Sciences) from University of Galway.

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‘1992’ Movie Ending Explained & Summary: Did Mercer Save His Son?

1992, directed by Ariel Vromen, takes us back in time, when protestors took to the street after the court acquitted the police officers who used excessive force on a man named Rodney Glen King. The real-life incident that took place on March 3rd, 1991, was captured on camera, where police officers from the Los Angeles Police Department were seen thrashing the man in the most brutal manner. Still, the jury acquitted the men of all charges, and that caused an uproar in society, and especially in the black community. So, let’s find out what happened in 1992 film and how our protagonist found himself stuck in the middle of a perilous situation. 

Why was Antoine angry with Mercer? 

Mercer had just been released from prison, and he had gotten conditional custody of his son, Antoine. Antoine’s mother and grandmother had passed away after they met with an accident. 1992 did not reveal the details of that accident, but we came to know that Antoine felt extremely lonely after that, and he didn’t like living with his father. Mercer was trying his level best to be there for his son, but the latter somewhat blamed Mercer for whatever he was going through. Antoine had deep-rooted resentment, and in one of the scenes we saw that he lost his temper and told his father how he was never there for the family. Mercer apologized for his actions, and he told his son that though he was not a proud man, he wanted to make things better for his son. Mercer believed that he had gotten a second chance in life, and this time around, he didn’t want to waste it. At times, he saw his son, and he feared that he would turn out to be exactly like him. Mercer wanted Antoine to complete his studies and do a white-collar job.

But it wasn’t easy for a teenager to understand his father’s perspective and not blame him. Also, Antoine didn’t like the kind of restrictions Mercer put on him. Mercer was extra protective of his son, not because he wanted to cage him but because he didn’t want him to fall prey to anything that might ruin his future. Also, after the entire Rodney Glen King police brutality case, the situation was not very peaceful in the hood. There was a trial going on where 4 police officers were going to be tried in the court of law for using excessive force on Rodney King. Mercer knew that if the jury gave a biased judgment and acquitted the suspects of all charges, then the situation would become even worse on the streets. The inevitable happened, and the jury found three police officers not guilty, whereas they couldn’t reach a verdict pertaining to one charge for the fourth police officer. A mob came out onto the streets and vandalized public property. Mercer knew that the situation would be even worse in the area where he lived. Mercer worked at Pluton Metals at that time, and he asked his superior, Joseph Francis, if he could bring his son and spend the night at the factory itself. Joe was a good man, and he made sure that he was always there for the people who needed any sort of help. Joe was going to be there in the factory all night since he was the security person in charge, so he told Mercer that he would love to have some company. Little did Mercer know that a gang of criminals was planning to break into the factory and steal platinum on the same night. 

What was Lowell’s plan? 

Lowell’s son, Riggin, told him about Pluton Metals, where a huge quantity of platinum was stored in a vault  at the center of the factory. It was not easy to break into the factory and open the vault since the factory owner had a high-tech security system installed on the premises. Even if an intruder was able to get inside the factory, it was almost impossible to open the vault. Riggin’s younger brother, Dennis, exclaimed after hearing about the security setup, saying that even the government used a similar kind of setup in the National Archives Museum. There was a cage on the top of the vault, and if someone tried to break it open, the alarm bell rang, and the vault got caged. Lowell asked Riggin to drop the plan, but the latter wanted to do it at any cost. Just around that time, violent protesters erupted on the street, and there was a state of unrest in the entire region. The factory was shut down, and the workers were sent home. That’s when, in 1992, Riggin gave a call to his father, who agreed to go ahead with the plan and make use of the opportunity.

Apart from Lowell, Riggin, and Dennis, three more people came on board to commit the heist. Copeland was one of Riggin’s close friends, and he was somebody the latter trusted with his life. Apart from Copeland, there were Titus and Murphy, who were Lowell’s trusted allies. Riggin didn’t like Murphy at all, and eventually, in 1992, we got to know the reason behind why he felt that way. Murphy was a violent and impulsive man who didn’t hesitate to pull the trigger at the slightest inconvenience. We got evidence of that when the gang broke into the factory. Joe, the security in charge, confronted them, and Murphy shot him before he could do anything. The gang started their operation, and soon, they were able to open the vault. Joe, even after being shot, managed to survive somehow. He crawled to his cabin and activated the security alarm. The LAPD helicopter hovered over the premises, but after finding no commotion in and around the factory, they left. Lowell’s men turned off the alarm, and this time, they made sure that Joe didn’t survive. 

Was Mercer able to save his son? 

During 1992’s ending, Mercer entered the building together with his son. He had no clue that the robbers were inside the premises. Antoine went into the bathroom, and he bumped into Dennis. Dennis, at gunpoint, took Antoine to his father, not knowing what else to do. Meanwhile, Mercer found that Joe had been killed, and he immediately realized that something wasn’t right. Mercer held Riggin captive as he knew that he would be able to use him to get leverage over the robbers. Now, Lowell had almost decided to let Antoine leave when Murphy and Titus came and told him that Riggin was missing. Lowell realized that Antoine’s father had something to do with the issue, so he changed his decision and decided to keep Antoine in his captivity. Riggin was captured by Mercer, but still, he seemed to favor him more than his own father. Riggin told Mercer that Lowell wasn’t going to leave his son alive, no matter what he said.

It was at that moment in 1992 that we realized the kind of hatred both Riggin and Dennis had for their father. They were working with him, but they also knew that if the need arose, Lowell could very well kill them, too. Poor Dennis was worried about his brother, and he went and asked Antoine if he could give him any information about where he was. Antoine and Dennis developed a sort of bond with each other as they both were petrified of Lowell’s temper. Lowell killed Copeland after the latter’s leg got injured by the forklift truck they used to stop the cage from falling over the vault. Copeland was writhing in pain, and Lowell just got irritated by cries. Mercer realized that he would have to go out and negotiate with Lowell. As expected, things got out of hand, and somehow Mercer and Antoine, together with Dennis and Riggin, were able to escape from the factory. Lowell wanted the platinum that was stashed in the same van that Mercer used to escape. Lowell asked Titus to shoot at the van even when he knew that both his sons were sitting in it. Dennis succumbed to his injuries, and even Riggin was gravely hurt. Mercer lost control of the van and rammed into another vehicle. The van turned upside down, and Lowell finally caught hold of Mercer and his son. Riggin was badly injured, and Lowell came and shot him dead, proving the fact that his sons were not wrong to feel that hatred towards him. Lowell wanted the platinum at any cost. He pointed the gun at Mercer, but before he could pull the trigger, Antoine came from behind and shot him dead. 

All his life, Mercer wanted his son to follow the right path and not fall prey to the vices of society. But the inevitable happened. The young boy killed another man to save his father. However, I think that this incident will bring about a change in Antoine’s perceptions, and he will be able to understand why his father behaved in that manner with him. I think sometimes adversity breaks the wall that exists between two people. Maybe this was exactly what was needed to bridge the gap that existed between the father and son. Maybe Mercer and Antoine will be able to start afresh and create the life that they both deserve to live. 

Business travel costs ‘set to moderate’ into 2025

Global business travel costs are forecast to moderate following the dramatic rises in recent years with “modest” increases in 2025.The projection came in a global business travel forecast issued by travel management firm CWT and the Global Business Travel Association (GBTA).The report suggests that while costs will continue to rise, the pace of these increases will be notably slower through 2024 and into 2025.This reflects a stabilisation in market conditions and a more balanced growth trajectory, it said.CWT president  Patrick Andersen said: “While the past few years have seen significant volatility in travel costs, our latest data suggests a period of relative stability is on the horizon. “Businesses can expect to navigate a more predictable pricing environment through 2024 and 2025, allowing for better budget planning and cost management. “However, price regularity is fragile. The focus on geopolitical factors, inflationary pressures and ESG concerns remains critical.”GBTA chief executive Suzanne Neufang added: “The research shows that while a more stable period for travel costs is likely, businesses should remain vigilant to evolving pricing dynamics influenced by global trends. “The next few years will require a strategic approach that balances cost management with sustainability, innovation, and responsiveness to market changes.”The forecast indicates global average airline ticket prices will increase 1.9% to $701 his year and to $705 in 2025. The rate in Europe, Middle East and Africa (EMEA) is projected to increase to $797 in 2024 and $808 in 2025, reflecting moderate growth amidst inflationary pressures. The global average daily room rate (ADR) rose 3.9% in 2023 to $158, after a 30% hike in 2022. “Occupancy levels recovered to pre-pandemic levels in some markets,” the study said. “However, there is still a lack of new hotel supply. “These factors will continue to support elevated prices, with the global ADR forecast to +2.5% to $162 in 2024 and a further +1.9% to $165 in 2025.

People only just realising why airport books are ‘bigger’ than anywhere else

Richard Osman has revealed why airports sell books that are “bigger” than the ones that you’d find in a normal shop.In a new episode of The Rest Is Entertainment podcast (September 18th), Richard and Marina Hyde delved into the subject of “airport editions” of books, which are often larger.Richard, who presented Pointless and authors best-selling mystery series The Thursday Murder Club, was well placed to answer the listener’s question.He said: “It’s a red herring that they are in airports at all, really. They’re not really airport editions.”Every time you do a hardback, you release books first in hardback in the UK. But across the Commonwealth, a lot of those territories do not have a culture of having hardbacks.”In Ireland, for example, you go and they won’t have hardbacks so they have what’s called trade paperbacks. That is before the smaller paperback comes out, a slightly bigger, chunkier, more impressive looking book comes out which has a soft cover.”He continued: “It’s the size of a hardback but it has a soft cover and it’s called a trade paperback. And airports, because of their various rules on, you know, tax and all that kind of stuff are able to stock those things and so they do.”When it comes to the size, he revealed: “The reason they are bigger than a paperback would be, to deliberately, to answer the question, Rebecca, is the paperback isn’t out yet.”But the reason they have them in airports is if you’re going to have something that’s the size of a hardback, might as well have it with a soft cover because that’s easier to carry and easier to have around.”Richard said they’re “great” because they’re “airport exclusives” and he always feels “quite excited” when he’s at an airport and they have a trade paperback, which is slightly more expensive than a regular paperback.He summed up the practice by saying they’re simply the editions that are available in various Commonwealth countries and are sold in airports but you can’t buy them anywhere else.In other literary news, The Thursday Murder Club is currently being adapted into a Netflix film, with Richard recently photographed next to legendary film director Steven Spielberg.The author shared the snap on his X account, formerly known as Twitter, with his 1.2 million followers, with the photo also featuring the likes of Pierce Brosnan, Helen Mirren and Celia Imrie.Netflix, in promoting the photo, said: “Nothing to see here… just @richardosman, actual Steven Spielberg, and a few of their friends on the set of The Thursday Murder Club.”However, an equally iconic director is slated for the directing role, Chris Columbus, who was attached to Harry Potter and the Philosopher’s Stone, Home Alone and Mrs Doubtfire.

AD FEATURE: Manchester Science Festival 2024 is a family-friendly extravaganza

The much-anticipated Manchester Science Festival is set to captivate audiences with a diverse array of events and activities to not only educate but to inspire future generations of scientists and innovators. Produced by the Science and Industry Museum, this year’s festival promises an engaging experience for families, blending education with entertainment to create memorable moments…

The business case for ESG in hard times

ESG is neither a “trend” nor a “movement” as some media would have you believe.ESG is not a conspiracy by “woke capitalism” to overregulate economic growth or a passing investment fad looking to dictate capital flows. Implementing ESG (Environmental, Social, Governance) holistically, is key to achieving sustainability; the very timely antidote to greenwashing and a recipe for how to turn risk into opportunity.
The disinformation campaign that has shadowed ESG for the past couple of years appears to be waning which is perhaps the greatest reminder of how the fickle nature of politics can undermine our pathway to sustainability. One only need look at the polarised actions of the second biggest emitter in first entering the Paris Agreement in 2016, withdrawing four years later and then rejoining in 2021, setting the world back eight years, in fighting climate change. We’ve been talking about sustainable development for over fifty years and while the language and tools adopted may have evolved, the collective resolve that ‘business as usual’ cannot continue is unwavering.
Since the most pressing social and environmental issues are global in nature, we need collective action. The universal adoption of ESG principles by public and private sector as well as civil society present the best possible route to sustainable and inclusive growth.  
ESG can be described as a framework to assess the impact an organisation has on society and the environment while measuring its financial resilience to risk. With a rapidly escalating climate crisis and increasing social inequality, ESG is an effective mechanism evaluating relationships with stakeholders like customers, suppliers, employees, and host communities and make public disclosures about its performance according to relevant metrics and indicators. While ESG reporting is still voluntary depending on your jurisdiction, it is being subjected to increasing regulation that will see non-financial metrics being audited in the same way as financials are from 2025, strengthening transparency and accountability. 
Public disclosures means that companies cannot make claims they cannot substantiate. Regionally, companies are reporting against the JSE Sustainability Disclosure that has been progressive in aligning its standards with GRI and the EU taxonomy. While net zero commitments and alignment with a less than 2 degree Celsius world are being prioritised, companies looking to articulate their values and principles can also align their targets with global development frameworks such as the Sustainable Development Goals and the UN Global Compact.
This collective contribution to the wellbeing of society and the environment is not an unfamiliar concept in Africa where the philosophy of Ubuntu is premised on shared prosperity – stemming from collective effort. “I am because we are”, and “It takes a village to raise a child”, are all African perspectives on inclusive development. 
From a strategic perspective, ESG integration has the power to increase agility and adaptation to risk while improving financial performance, as evidenced by the UNGC and research from a number of ratings agencies including S & P Global. Turning risk into opportunity can often spur innovative solutions. Just think of how South Africa’s reliance on an ageing and unreliable coal fleet accelerated the uptake of renewable energy.  This contributed to a more diversified energy grid and a decline in the country’s emissions two years earlier than the 2025 forecast, made in the country’s Nationally Determined Contribution.
Africa needs ESG
Despite Africa’s formidable natural capital, the continent’s mineral wealth and natural resources have still not delivered equitable social benefits. It can be argued that a history of systematic exploitation has entrenched a culture of corporate impunity, while weak institutions and less stringent regulation than our more developed counterparts have allowed this exploitation to continue unchecked.
The sustainability journey across Africa is not homogenous and there is a need for the region to collaborate on how best to deliver shared value for Africans that will deliver both social and environmental justice for the region. Companies are however operating in an increasingly globalised economy where African operations and assets are increasingly exposed to global supply chains.  The regulatory push from markets such as Europe will mean that African companies needing access to finance and wanting to participate in global markets will need to pay increasing attention to ESG regulation and align themselves with global standards and governance guidelines
With the third edition of the ESG Africa Conference due to host more than 400 leaders and practitioners at the Sandton Convention Centre, from 1-2 October 2024, the response by business and sustainability stakeholders across Africa to participate, debate, share and learn from each other, shows a very clear intent by the industry to not only integrate ESG principles into their business practices but learn from each other in a maturing community of practice.
Wendy Poulton, co-founder and organiser of the ESG Africa Conference says the participation at this year’s event is estimated to significantly exceed previous years.  “Our conference has really advanced our collective understanding of ESG from initially defining it, to looking at how business responded to market shocks, to this year exploring how we move beyond compliance to achieve positive impact.”
The conference will take place over two days, deliberating over six broad topics like “Governance as a driver for ESG”, “Integrating ESG into Strategy” considering circular economy perspectives and the notion of whether ESG is being driven by regulation or business ethics and ESG Communications focusing on using ESG as the best communication tool organisation have to use for stakeholder engagement. There will be a series of participatory workshops, sharing of case studies and perspectives from youth and small enterprise.
For more information, visit the website at www.esgafricaconference.com to book your place.

Art and Business

By Dr. Peter Lorange
Art and business are typically seen as two different things. While art tends to be associated with beauty, inspiration, and a positive experience, business is often focused on entirely different issues such as profits, revenue and competition. Art goes with expression, and business with results.
Gerold Miller (2008)
My own experience calls for seeing art and business more closely together. This means an art-inspired approach to business, as explained in my new book. I have broached this topic in part in earlier articles in The European Business Review1 and I by IMD.2 Also, UBS,3 the Swiss bank, have discussed how my approach to collecting art differs from that of typical collectors, who tend to go more for artworks with high potential for profit. However, few collectors seem to have brought the two topics, art and business, together like I did, as discussed in my new book Art and Business.4
My own experience calls for seeing art and business more closely together. This means an art-inspired approach to business, as explained in my new book.
I have classified my art collection, some 125 items, into ten categories, each of which is relevant to me by lending support to decisions I have made, inspiring me, giving me confidence, and even steering me to improve on particular decisions. These ten categories are quality, diversity, risk/uncertainty, networking, speed, cycle management, discipline, positivity and honesty/integrity.
Jean-Michel Atlan, Composition (1949)
It might perhaps be useful for the reader that I provide a few examples regarding my unique approach to decision-making with inspiration from art. Consider first the art piece exhibited at the start of this article— a modern sculpture in aluminum and enamel by the world-famous artist Gerold Miller. For me, this inspires discipline. For instance, when I invested in a highly successful German pharmaceutical firm, I spent a lot of time carefully analyzing the virtues of its products, potential markets, sales approach and competition. In retrospect, this has turned out to be a great decision, and I am thankful to Miller.
Let us now consider a drawing by the renowned contemporary French artist, Jean-Michel Atlan.
To me, this artwork represents speed. I was leaning on this when it came to ordering a large new offshore supply ship, a USD 50M decision. In that case, I had to make up my mind quickly, since both the available slot at the yard and the financing might otherwise disappear. In retrospect, this turned out to be another good decision. This ship was the largest offshore supply ship of its kind, and a great success. Again, I thank the artist.
Few collectors seem to have brought the two topics, art and business, together like I did, as discussed in my new book ‘Art and Business.’
I have invested in more than ten unique real estate projects in the US where the approach has been to purchase older, often run-down buildings and renovate them, and then sell or rent the properties. This is indeed an example of circular economy at work – making use of the existing, rather than demolishing and discarding. For me, this is positivity. This lithograph by the Spanish artist Miro stands for such positivity, in my book.
Joan Miro, Litografo II. My new book, Art and Business, written in English and Norwegian, shall be published in October by Museumsforlaget. It can be ordered at https://museumsforlaget.no/produkt/art-and-business/Retail price NOK 420- (CHF 35.-, EUR 35.-, USD 40.-)For more info about shipping: https://museumsforlaget.no/english/
I have been exposed to my fair share of luck – good as well as bad. Despite this, the economic results from my investments are quite high. The link between art and business seems to have paid off.

About the Author
Dr. Peter Lorange, Honorary President, IMD, is a successful entrepreneur and the former owner of a highly diversified family investment company. He is regarded as one of the world’s foremost business school academics, having held the position of President at IMD, Lausanne (Switzerland) for 15 years, having also been President of the Norwegian School of Business, as well as a professor at Wharton and Sloan School (MIT). He has had several positions on various boards. His entrepreneurial journey spans key areas such as education, shipping, investments, and real estate businesses.
References
1. Lorange, P. (2023). What Makes a Business a Masterpiece. The European Business Review, March/April 2023.
2. Lorange, P. (2024). Abstract Thinking: How Artworks Can Sharpen Decision-Making. I by IMD, June-August 2024.
3. Lorange, P. (2023). How Your Art Collection Can Inspire and Align with Other Areas in Your Life. UBS: New Realities.
4. Lorange, P. (2024). Art & Business. Museumsforlaget.

Economic Shocks and Business Resilience: Exploring the Success Strategies of Nordic Companies in a Period of Global Economic Instability

By Olli-Pekka Lumijärvi, Olga Nissen, and Alexandra Selmer
Tough times don´t last, tough people and tough companies do. This statement is exemplified by 206 companies of 1,621 listed Nordic companies that were able to achieve different metrics of growth amid disruptions like COVID-19, the energy crisis, and the Russia-Ukraine war. Here is a look into what some of these companies did differently.

In 2022 alone, 66% of the companies, over 1,000 firms, increased their revenues compared to 2021, with a median annual growth of 12.1%. This suggests effective price adjustments with inflation and the identification of new growth areas.
In 2022, our exploration into the impact of COVID-19 on listed Nordic companies, detailed in “Strategies for Sudden Shock” (The European Business Review, May-June 2022), revealed surprising resilience. Despite challenges, 160 companies out of approximately 1,900 listed companies studied, managed to increase revenues, profits, and market capitalizations in 2020. Expanding on this research, we extended our analysis to cover the five-year period from 2018 to 2022, covering significant disruptions such as COVID-19, the energy crisis, supply chain disruptions, and geopolitical tensions including the Russia-Ukraine war. In our study, we assessed the performance of 1,621 listed Nordic companies during this volatile period.
From 2018 to 2022, the global economy averaged a growth rate of 2.4%, with annual fluctuations ranging from a 3.1% decline to a 6.2% increase. Meanwhile, the Nordic countries experienced modest annual GDP growth, averaging 1.7%, with variations ranging from -2.4% to 6.8%.

Out of 1,621 listed companies:

206 companies achieved annual revenue growth compared to 169 in the previous period (2016-2020).
10 companies consistently increased profits annually, up from 7 companies in the previous period.
18 companies saw annual increases in market capitalization, a decrease from 56 companies in the previous period.
One company managed to improve revenue, profit, and market capitalization over the entire five-year period (another achieved this in 2016-2020 but was not the same firm).

The most notable difference was in market capitalization improvements compared to results in 2020, with fewer companies able to increase their value consistently. Despite Nordic stock markets showing growth between 6% and 10% from 2018 to 2022, the year 2022 proved challenging with a decline ranging from 4% to 28%.

Analyzing the 5-year data by company size, we noticed the following:

Large Companies (Revenues > €1 billion): Out of 180 large firms, 39 (22%) achieved annual revenue growth, with only one large firm improving profits each year.
Small and Medium Size Companies (Revenues < €1 billion): Among 1,441 firms in this segment, 167 (12%) achieved annual revenue growth, with nine small firms consistently improving profits. These results mirror our previous findings, highlighting a larger proportion of revenue growth among the large companies. In 2022 alone, 66% of the companies, over 1,000 firms, increased their revenues compared to 2021, with a median annual growth of 12.1%. This suggests effective price adjustments with inflation and the identification of new growth areas. However, only 17% of companies saw profit increases. Large companies (87%) demonstrated more adeptness in revenue growth compared with small and medium-sized firms (63%), with 42% of large companies also improving profits, versus 14% of small and medium-sized companies. Our analysis shows that winners – companies that either improved their top and bottom line or market cap or combination of these – can be categorized into four groups depending on the company’s focus and time horizon of strategic actions (see Figure 1). 1. Core Performers – sales and profit improved in 2022 Companies that strategically focused on improving sales and implementing cost-saving measures successfully enhanced their revenue and profit margins. Our analysis identified 240 companies, comprising 15% of the sample, that fall in the category of Core Performers. Case Norsk Hydro: Achieving Record Financial Performance Amid Global Challenges Norsk Hydro, a leading company with €2 billion in annual revenue, specializes in aluminum and renewable energy. In 2022, the company achieved its best financial performance to date, with both sales and profits increasing by double-digit percentages. This success came despite formidable challenges, including an energy crisis, geopolitical tensions, inflation, and a sharp decline in aluminum demand. Entering 2022, Norsk Hydro benefited from historically strong aluminum markets, a rebound fueled by the recovery from the COVID-19 pandemic. However, the company’s true test came as it navigated a rapidly changing economic environment. President and CEO Hilde Merete Aasheim highlights the company’s resilience: “Our record performance underscores the effectiveness of our improvement initiatives and robust margin management across the organization. It illustrates how essential it is to be both robust and adaptable when faced with fast-evolving conditions.” Norsk Hydro’s ability to thrive amid such volatility demonstrates the critical importance of strategic resilience and operational flexibility. By focusing on continuous improvement and margin optimization, the company has positioned itself to not only withstand but excel in the face of global economic fluctuations. 2. Topline Champions – sales improved annually from 2018-2022 These companies dedicated themselves to building and scaling new revenue streams consistently over a five-year period. Among our study sample, we identified 51 firms, comprising 3%, as Topline Champions who achieved annual sales growth each year from 2018 to 2022. Case Elisa: Leveraging Long-Term Strategy for Sustained Growth Elisa, a Finnish telecommunications and digital services company with a 140-year history, has demonstrated remarkable growth, expanding its revenues from €1,832 million to €2,130 million between 2018 and 2022. This success is largely attributed to a strong commitment to a strategic vision centered on growth within its core markets of Finland and Estonia, while simultaneously expanding its international digital service offerings and enhancing operational efficiency and quality. CFO Jari Kinnunen highlights the company’s customer-centric approach: “We have focused on organic growth by understanding and responding to customer needs. As pioneers in offering unlimited mobile data with pricing based on speed tiers, we’ve successfully adapted this strategy for both 4G and 5G networks. Our customers appreciate the value of speed, and this has fueled our growth.” Companies that strategically focused on improving sales and implementing cost-saving measures successfully enhanced their revenue and profit margins. In recent years, Elisa has extended its reach beyond Finland and Estonia, with a strategic emphasis on international digital services. The company has introduced advanced software solutions for network optimization using AI, designed for other operators and built on Elisa’s own expertise. This expansion includes some strategic bolt-on acquisitions. Another domain is industrial Software solutions designed for optimizing processes in manufacturing industry. CFO Kinnunen further explains: “We aim to grow close to our core business. By leveraging our core business capabilities, we offer network optimization solutions with AI for other operators and industrial software solutions for manufacturing sector. This has facilitated our expansion into 20 countries through targeted acquisitions.” Looking ahead, Elisa’s management remains focused on sustaining top-line growth, setting ambitious targets for double-digit expansion in global digital services. 3. Profit Leaders – bottom line improved in 2018-2022 Achieving consistent profit growth year-over-year from 2018 to 2022 is challenging. Our research identified 10 companies, comprising just 0.6% of the total sample, as Profit Leaders. These firms demonstrated the ability to improve their bottom line annually throughout the entire five-year period. Case Alma Media: Transforming from Print to Digital for Long-Term Growth Alma Media, a Finland-based digital services and media company, operates across 12 countries with a diverse portfolio encompassing recruitment, housing and commercial property, mobility, media, and information services. From 2018 to 2022, the company achieved substantial growth, with sales increasing from €255 million to €308 million and its operating margin rising from 19.8% to 25.9%. The foundation of Alma Media’s recent success was laid nearly two decades ago. Recognizing early on the transformative potential of digital technology, the management committed to a comprehensive digital transformation strategy. By 2022, the digital segment had grown to represent 81% of total revenue, up from just 5% in 2005. CEO Kai Telanne elaborates on this long-term vision: “Our strategy for the past 20 years has been consistent: grow our digital footprint, transform our traditional print business, and expand internationally. We’ve executed over 70 acquisitions and divestitures, primarily selling off print assets while acquiring digital capabilities. This approach has allowed us to secure top positions in our markets.” Alma Media’s successful shift to digital is complemented by a significant cultural transformation. CEO Telanne reflects on the evolution: “We transitioned from being a slow-moving media company with fixed long-term plans to a dynamic organization capable of adapting to new scenarios each year. We now develop 2-3 scenarios at the start of the year and adjust our strategy quarterly if needed. This flexibility has enhanced our resilience and agility, enabling us to navigate global crises effectively.” This cultural shift toward greater adaptability and scenario planning has been instrumental in Alma Media’s ability to respond swiftly to external challenges, ensuring continued growth and profitability in a rapidly evolving industry landscape. 4. Elite Performers – revenues, profit and market cap improved in 2018-2022 Achieving annual improvements in both revenue and profit over a five-year period is impressive. Even more exceptional is achieving concurrent growth in market capitalization. Our study identified only one exceptional company that successfully improved all three measures—revenue, profit, and market capitalization. Case FirstFarms: Cultivating Success Through Diversification and Circular Operations FirstFarms, a Danish agricultural and food products company, achieved record performance in 2022 despite challenging conditions, including unpredictable markets, extreme weather, and high inflation. With annual revenues of around €56 million and approximately 300 employees, FirstFarms operates across 20 locations in five EU countries and strives to be one of Europe’s best-run and most profitable companies in its sector. A cornerstone of FirstFarms’ success has been its long-term commitment to risk diversification both in production and geographically. Recently, the company has complemented this approach with a strong emphasis on circular operations, particularly in optimizing efficiency and sustainability. CFO Michael Hyldgaard underscores the importance of diversification: “Our extensive risk diversification, spanning both geography and operational branches, significantly enhances our earnings stability. Efficient and circular management of our operations, especially in areas like pig production, ensures effective control over our value chains.” A cornerstone of FirstFarms’ success has been its long-term commitment to risk diversification both in production and geographically. This strategic focus enables FirstFarms to maintain resilience and profitability even in adverse conditions. The management’s efforts are geared toward maximizing operational efficiency while reducing dependence on external factors, aiming to achieve greater energy self-sufficiency. Chairman Henrik Hougaard elaborates on this vision: “We prioritize making ourselves as energy independent as possible against external factors beyond our control. The next phase involves developing a stable and profitable business model that capitalizes on the energy we generate.” By integrating these principles, FirstFarms is positioned not only to navigate current challenges but also to build a sustainable and profitable future. Despite a decade marked by substantial disruptions, Nordic companies have proven their resilience and adaptability. Our study reveals that strategic focus and robust operational frameworks have empowered certain firms to not only survive but thrive amid uncertainty. On average, large companies outperformed small and medium-sized companies, possibly due to their access to a larger pool of resources, better access to capital and more diversified operations, making them more resilient to economic shocks. Companies that effectively manage revenues, profits, and market capitalization provide valuable insights into resilience, innovation, and long-term strategic planning. As we continue navigating a volatile global economy, these findings emphasize the critical importance of adaptability and strategic foresight in sustaining business growth and performance. Key Takeaways for Business Leaders Embrace Strategic Resilience: Companies that adapted quickly to economic shocks by focusing on resilience in their operations saw sustained growth in revenues and profits. Implementing robust risk management and agile strategies can bolster your company’s ability to weather economic uncertainties. Leverage Long-term Growth Plans: Successful firms like Elisa demonstrated the value of long-term commitment to strategic goals, particularly in areas like digital transformation and market expansion. Ensure your growth plans are adaptable but based on a clear, long-term vision. Prioritize Revenue Diversification: Diversifying revenue streams and markets helped companies like FirstFarms and Norsk Hydro mitigate the impacts of external shocks. Explore new markets and product lines to reduce dependency on single sources of income. Apply Effective Cost-Cutting Tools: Employing cost reduction as a part of a growth strategy focusing on eliminating inefficiencies and optimizing processes using automation, digitalization and AI technology. Invest in Innovation and Efficiency: Continuous investment in innovation and efficiency, as seen in Alma Media’s transformation, can drive sustainable profit growth even in turbulent times. Focus on modernizing operations and leveraging technology to enhance productivity and competitiveness. Emphasize Agility: The ability to adjust quickly to changing market conditions, evident from the performance in 2022, highlights the importance of adaptability. Foster a culture of flexibility and readiness to pivot in response to new challenges and opportunities. Our findings demonstrate that amid global economic volatility and various shocks, companies can emerge as leaders by demonstrating adaptability, innovation, and strategic agility. About the Authors Olli-Pekka Lumijärvi, Ph.D. (Econ.), Managing Director, Profit Isle, a former Managing Director at Accenture, he is based in Boston. Olga Nissen, Ph.D. (Computational Mathematics and Cybernetics), VP, head of Transformation at Tryg A/S, a former Partner at McKinsey Digital and Accenture’s Head of European technology M&A and Private Equity practice. She is based in Copenhagen. Alexandra Selmer, D.Sc. (Elect. Engineering), MBA, PwC’s lead of Intelligent Procurement and a member of Financial Services Consulting, a former strategy senior consultant at Danske Bank and Accenture, she is based in Helsinki. References World Bank, MSCI, Orbis company database, annual reports, company presentations, senior executive interviews

Review: Documentary looks at lives and careers of ‘Room with a View’ filmmakers

L. Kent Wolgamott

With 1990’s “A Room with a View,” 1993’s “Howard’s End” and 1994’s “The Remains of the Day,” the filmmaking team of producer Ismail Merchant and director James Ivory created a series of early 20th-century costume dramas that were of such high quality and definitive that they birthed a new classification for such films — “Merchant Ivory.”That’s also the title of director Stephen Soucy’s documentary about the duo and their film production company, which explores far more than just their ’90s peak, tracing the relationship between the two men, their collaborators and their films from 1962’s “The Householder” through 44 pictures until Merchant’s death in 2005.In the late ’90s, I had a long interview with Ivory, an American who met Indian producer Merchant at a 1959 New York screening of one of Ivory’s documentaries, on the occasion of the publishing of the book “The Films of Merchant Ivory.” Largely because of that, I came into the documentary with some knowledge of the duo, who were domestic as well as production partners.

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But, even with that understanding of their “storyline,” the documentary delivers some small revelations: * That Booker Prize- and Oscar-winning screenwriter Ruth Prawer Jhabvala, who wrote most of the scripts for Merchant-Ivory pictures, was not Indian, but a German Jew who married an Indian architect and met the duo when they made a film of her 1960 novel “The Householder.”* That Prawer Jhabvala, Merchant and Ivory, who were a couple, and composer Richard Robbins, lived together during much of their 40-plus years of filmmaking together. That Robbins and Merchant had a relationship, and that both Merchant and Ivory had affairs with other men.* That Merchant Ivory productions survived on razor-thin margins, with Merchant often raising funds to keep the filming going and, until their ’90s Hollywood productions “Jefferson in Paris” and “Surviving Picasso,” operated on very low budgets, often working nearly as guerrilla filmmakers.The latter was true from “The Householder” onward as Merchant and Ivory first created a number of films set in India, including the well-received “Shakespeare Wallah” before finding their voice with the 1979 adaptation of Henry James’ “The Europeans.”It is, as the film emphasizes, also notable that Merchant and Ivory, a pair of gay men, made some of the first widely seen films that explored gay romance and issues, most notably the 1987 E.M. Forster adaptation, “Maurice.” Ivory won his only Academy Award — for best adapted screenplay — for the 2017 coming-of-age gay romantic drama “Call Me by Your Name.”Soucy put together the documentary in standard movie-about-the-movies form, showing clips from many of the films, interviewing at length Ivory, gathering clips from old interviews with Merchant and Prawer Jhabvala and adding the views of a plethora of actors who worked on their films.They include Helena Bonham Carter, Hugh Grant, Emma Thompson, Rupert Graves and Vanessa Redgrave, all who provide insight into the duo’s working technique and the chaos that seemingly was part of all their productions.But notably missing is Sir Anthony Hopkins, who starred in many of their biggest movies. He, after all, sued Merchant Ivory Productions for failure to pay him for 2009’s “The City of Your Final Destination.”The contributions of the actors, other longtime members of the filmmaking team and some friends and acquaintances provide some depth that, combined with Ivory’s recollections and the views of the partnership’s movies, makes “Merchant Ivory” a very good movie about the movies that’s a must-see for the duo’s fans.
Sioux City Journal entertainment editor Bruce Miller says that when Beetlejuice, Michael Keaton’s crazy-haired bio-exorcist, appears all is right in the crazy world of this sequel to 1988’s “Beetlejuice.” But be forewarned – if you’re not familiar with the original movie, you may have some catching up to do.
BRUCE R. MILLER

The 33 most anticipated movies of the fall

‘My Old Ass’

A psychedelic trip makes for an unusual meeting in the latest from director Megan Park (“The Fallout”). After sipping some mushroom-infused tea, 18-year-old Elliott (Maisy Stella) finds herself joined by her future self, played by Aubrey Plaza, on a camping trip on the lakes of Muskoka, outside Toronto. (Sept. 13, in theaters)

Amazon MGM Studios/TNS

‘Will & Harper’

When former “Saturday Night Live” writer Harper Steele came out as trans, she sent an email to friends and family. An old friend and “SNL” colleague, Will Ferrell, responded with the suggestion that they travel the country together. The result is this tender and contemplative documentary, by “Barb and Star Go to Del Mar” director Josh Greenbaum, about their 16-day road trip. (Sept. 13; on Netflix Sept. 27)

Netflix via AP

‘Speak No Evil’

Christian Tafdrup’s 2022 Danish horror film was potent enough that it led to this Blumhouse remake just two years later. James McAvoy, Mackenzie Davis and Aisling Franciosi star in a thriller about how much can go wrong on a idyllic countryside vacation. (Sept. 13, in theaters)

Universal Pictures

‘A Different Man’

Sebastian Stan stars as Edward, an actor with neurofibromatosis who, after experimental surgery, is cured of his facial disfigurement. But the changes for Edward, who lives next to a friendly playwright (Renate Reinsve of “The Worst Person in the World”), turn out to be a mixed blessing. With a compelling co-starring turn by actor Adam Pearson, who has neurofibromatosis. (Sept. 20, in theaters)

Matt Infante/A24 via AP

‘The Substance’

“The Substance” stars Demi Moore as a TV star who’s deemed too old by male producers. 

Mubi

‘Super/Man: The Christopher Reeve Story’

Ian Bonhôte and Peter Ettedgui’s documentary seeks to capture the full arc of Reeve’s life, from the massive stardom that followed 1978’s “Superman” to his resiliency following an accident that left him paralyzed from the neck down in 1995. (Sept. 21, in theaters)

Warner Bros. / Everett Collection

‘The Wild Robot’

This DreamWorks Animation release, adapted from Peter Brown’s popular book series, follows a robot (voiced by Lupita Nyong’o) who crash lands in a forested wildness where it, seeking a task, raises a runt goose (Kit Connor) until it’s able to fly. (Sept. 27, in theaters)

DreamWorks Animation

‘Megalopolis’

Francis Ford Coppola’s first film in 13 years stars Adam Driver as Caesar, a visionary with dreams of a utopian New York. Giancarlo Esposito, Aubrey Plaza, Laurence Fishburne and Shia LeBeouf co-star in this wildly ambitious epic that has already earned a wide spectrum of reaction. (Sept. 27, in theaters)

Phil Caruso/Lionsgate via AP

‘The Outrun’

Saoirse Ronan stars in Nora Fingscheidt’s adaptation of Amy Liptrot’s memoir of addiction. Ronan plays a young woman just out of rehab and returning home to the Orkney Islands in Scotland. (Oct. 4, in theaters)

Protagonist Pictures

‘The Apprentice’

Opening just weeks before the U.S. election is Ali Abbasi’s portrait of a young Donald Trump (Sebastian Stan) under the tutelage of Roy Cohn (Jeremy Strong). The film, which the Trump reelection campaign has called “pure malicious defamation,” is made with some of the ’80s aesthetics of its setting. (Oct. 11, in theaters)

Pief Weyman/Briarcliff Entertainment via AP

‘Piece by Piece’

What’s cooler than a documentary about your life? What about a documentary made with Lego? In this film, directed by Morgan Neville (“Won’t You Be My Neighbor?”), Pharrell Williams tells his life story brick by brick. (Oct. 11, in theaters)

Focus Features via AP

‘Saturday Night’

While all eyes will be on “Saturday Night Live” on the small screen this fall, the sketch comedy show will also have an origin story in theaters. Director Jason Reitman (“Juno,” “Up in the Air”) directs this mid-’70s dramatization of the chaotic infancy of the NBC institution, with Gabriel LaBelle as creator Lorne Michaels. (Oct. 11, in theaters)

Hopper Stone/Sony Pictures/TNS

‘We Live in Time’

Florence Pugh and Andrew Garfield star in this human-scaled drama, directed by John Crowley (“Brooklyn,” “The Goldfinch”) about a relationship charted not always chronologically, through romance, sickness and parenthood. Tissues are recommended. (Oct. 11, in theaters)

A24 via AP

‘Anora’

Sean Baker (“The Florida Project,” “Red Rocket”) has long been one of most vital American independent directors. But he takes a step further with “Anora,” the Palme d’Or winner at this year’s Cannes Film Festival. It stars Mikey Madison as a Brooklyn sex worker whose Vegas marriage to the son of a Russian oligarch prompts a farcical effort by his family’s henchmen to have it annulled. (Oct. 18, in theaters)

Neon Entertainment

‘Nickel Boys’

RaMell Ross’ feature directorial debut, selected as the opening night film at the New York Film Festival, adapts Colson Whitehead’s 2019 Pulitzer Prize-winning novel about two Black teens (Ethan Harisse, Brandon Wilson) who become wards of juvenile reform school in 1960s Florida. Ross previously directed the Oscar-nominated documentary “Hale County This Morning, This Evening.” (Oct. 25, in theaters)

Amazon MGM Studios

‘Venom: The Last Dance’

Tom Hardy is back as the most volatile split-personality superhuman: Eddie Brock and his symbiote Venom — arguably the most captivating double act in comic book movies. In this, the third in the series following 2018’s “Venom” and 2021’s “Venom: Let There Be Carnage,” both are on the run. (Oct. 25, in theaters)

Sony Pictures/TNS

‘Dahomey’

Writer-director Mati Diop (“Atlantics”) creates testimonials for a few dozen African artworks taken from the West African kingdom of Dahomey during France’s colonial rule in this, the winner of the Golden Bear at the Berlin Film Festival. Diop dramatizes the artworks’ stories through what she’s called “magical documentary.” (Oct. 25, theaters)

Les Films du Losange

‘Blitz’

Director Steve McQueen (“12 Years a Slave”) returns to World War II for this drama set in a London under siege from Nazi bombs. Saoirse Ronan plays a single mother trying to protect her young son (Elliott Heffernan). (Nov. 1, theaters)

Apple TV+

‘Conclave’

A new Pope is needed. Enter Ralph Fiennes. In director Edward Berger’s follow-up to “All Quiet on the Western Front,” Fiennes stars as Cardinal Lawrence, one of the Vatican figures who gather for a conclave to choose a new pontiff. When Lawrence uncovers a secret that others would rather stay hidden, the conclave teeters toward going up in smoke. (Nov. 1, theaters)

Philippe Antonello, Focus Features

‘Emilia Pérez’

It’s not every day we get a musical about a Mexican drug lord who transitions into a woman. Even more surprising is that French director Jacques Audiard pulls it off. Zoe Saldaña, Karla Sofía Gascón and Selena Gomez star in one of the more audacious movies of the year. (Nov. 1 in theaters; on Netflix Nov. 13th)

Pathé

‘Here’

Robert Zemeckis and Tom Hanks have a long and fruitful history together dating back to “Forrest Gump” and “Cast Away.” Less good was 2022’s “Pinocchio,” so hopefully the pair are back on track in “Here.” Appearing to be filmed in one take, Zemeckis’ latest chronicles a single spot of land through history. After a home is built on it, Hanks and Robin Wright move in and raise a family. (Nov. 1, in theaters)

Sony Pictures via AP

‘A Real Pain’

Jesse Eisenberg wrote, directed and stars in this buddy dramedy about two cousins (the other is played by Kieran Culkin) who travel to Poland to honor their grandmother. The two are near opposites played to type: Eisenberg is a sensitive neurotic, Culkin a charismatic idler. Together, they create a funny, poignant two-hander. (Nov. 1, in theaters)

Searchlight Pictures

‘Heretic’

The distance Hugh Grant has traveled from rom-com protagonist seems likely to reach a new peak in this A24 horror thriller from “A Quiet Place” co-writers Scott Beck and Bryan Woods. Sophie Thatcher and Chloe East play a pair of proselytizing Mormon missionaries who knock on the wrong door. (Nov. 15, in theaters)

A24

‘All We Imagine as Light’

Payal Kapadia’s ode to female friendship, a prize-winner at Cannes, is about two Mumbai nurses (Kani Kusruti, Divya Prabha) striving for love and happiness while working and commuting long hours in the Indian metropolis. (Nov. 15, in theaters)

Condor Distribution

‘Gladiator II’

Twenty-four years after “Gladiator,” Ridley Scott is back with more swords, sandals and … a rhino. Yes, that horned mammal makes its way into the Colosseum this time, but it’s far from the only new addition. Paul Mescal, Denzel Washington and Pedro Pascal star in this sequel, set several decades following the events of the original movie. (Nov. 22, in theaters)

Aidan Monaghan/Paramount Pictures via AP

‘Wicked’

Before “Wicked” was a Broadway smash, it was a 1995 book and nearly a movie. The big-screen was, perhaps, always the most fitting medium for a “Wizard of the Oz” riff. In this Jon M. Chu-directed film, Cynthia Erivo plays the woman who’ll become the Wicked Witch of the West, while Ariana Grande plays Glinda. This “Wicked” will be split in two, with part two arriving in late 2025. (Nov. 22, in theaters)

Universal Pictures via AP

‘The Piano Lesson’

Washington has set himself the task of bringing August Wilson’s plays to the big screen. In this adaptation of Wilson’s Pulitzer Prize-winner, he produces while son Malcolm Washington directs, and son John David Washington stars. Led by a powerhouse performance by Danielle Deadwyler, “The Piano Lesson” depicts a Pittsburgh family in 1936 reckoning with a family heirloom, a piano, which doubles as a metaphor for the legacy of slavery. (Nov. 22, on Netflix)

Netflix

‘Moana 2’

A little “Moana” confusion would be understandable. There’s a separate live-action “Moana” in development and this film was originally planned as a series. But “Moana 2” ultimately, came together as a big-screen sequel to the 2016 original. Lin-Manuel Miranda isn’t returning on the music front, but most everyone else is, including voice actors Auliʻi Cravalho and Dwayne Johnson. The film, set about three years after the original, finds Moana heading back on an ocean adventure, this time with her sister (voiced by Khaleesi Lambert-Tsuda) aboard, as well as several others. (Nov. 27, in theaters)

Walt Disney Animation Studios via AP

‘His Three Daughters’

Writer-director Azazel Jacobs’ latest stars Carrie Coon, Natasha Lyonne and Elizabeth Olsen as sisters who gather in the New York apartment of their dying father. A highlight of the season, “His Three Daughters” is one of the most memorable tales of siblinghood, and of a death in the family, in recent memory. (Sept. 20 on Netflix)

Sam Levy; Netflix via AP

‘Wolfs’

Brad Pitt and George Clooney play rival fixers who discover they’ve been hired for the same job in Jon Watts’ comic caper. Presumably more charming actors weren’t available, so Watts had to suffice with Clooney and Pitt. (Sept. 20, in theaters; Apple TV+ on Sept. 27)

Scott Garfield/Apple TV+ via AP

‘Joker: Folie à Deux’

Five years after their rabble-rousing Oscar nominated DC Comics blockbuster, director Todd Phillips and Joaquin Phoenix are back for more antihero fun. This time, it’s a musical, and Lady Gaga is playing Harley Quinn. (Oct. 4, in theaters)

Niko Tavernise/Warner Bros. Pictures via AP

‘Memoir of a Snail’

Adam Elliot’s stop-motion drama, some 10 years in the making, follows the life of Grace Puddle (voiced by Sarah Snook), who begins collecting snails after her mother’s death. After her father dies, too, she and her twin brother (Kodi Smit-McPhee) are separated. (Oct. 25, theaters)

Madman Entertainment

‘Bird’

British filmmaker Andrea Arnold has dabbled in TV and documentary in recent years, which makes “Bird” her first film since 2016’s “American Honey.” Here, she returns to a working-class English backdrop for a gritty story laced with fable. A 12-year-old girl (Nykia Adams) who lives with her father (Barry Keoghan) is visited by a peculiar stranger (Franz Rogowski). (Nov. 8, in theaters)

Atsushi Nishijima, Ad Vitam Distribution

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Reach the writer at 402-473-7244 or [email protected]. On Twitter @KentWolgamott  

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