Porti & ambiente — le notizie raccolte

Imagen de presentación de la feria Navalia El naval gallego y especialmente el de la ría de Vigo y Pontevedra navega a full speed por todo el mundo gracias a su know how y la innovación. Ha crecido el empleo un 15 % en el último año y los pedidos están asegurados hasta el 2028, según ha puesto de manifiesto Almudena López del Pozo la consejera delegada de Pymar, la asociación de pequeños y medianos astilleros en la presentación de la feria Navalia. Ha asistido al comité ejecutivo previo a la celebración de la décima edición de la feria bianual, que tendrá lugar del 19 al 21 de mayo en el Instituto Ferial de Vigo (Ifevi). La efemérides volverá a situar a Vigo como epicentro de la industria naval internacional. El director de Navalia, Javier Arnau, ha destacado el momento positivo que atraviesa tanto la feria como el sector, subrayando el crecimiento registrado en esta edición. Navalia contará en 2026 con 602 expositores, frente a los 533 de la edición anterior, lo que supone un incremento cercano al 13%, ocupando la totalidad del espacio expositivo disponible en los cuatro pabellones del recinto. Otra parte del Ifevi está ocupada por los catres para militares por el día de las Fuerzas Armadas. Este crecimiento se refleja también en la dimensión tecnológica y comercial que pasará de algo más de 1.000 marcas representadas en 2024 a 1.200 en esta edición, consolidando su capacidad para generar oportunidades de negocio y atraer innovación. Arnau ha puesto además el acento en el carácter global de la feria, con un aumento significativo de la presencia internacional, especialmente de Asia, y la incorporación de nuevos países como Bulgaria, Chile, Egipto, Hong Kong o Irlanda. Durante su intervención, Arnau ha señalado que «no se trata solo de un crecimiento en cifras, sino de posicionamiento», destacando que la feria se ha consolidado como una herramienta al servicio del sector, capaz de atraer inversión, abrir mercados y marcar tendencias y ya es la primer feria del naval de España. El director de la feria confía en que se resuelva la huelga del metal y no afecte a Navalia. El presidente del evento, José García Costas, ha subrayado que Navalia es «el resultado de dos décadas de trabajo colectivo y continuado al servicio de la industria naval». García Costas ha incidido en que el crecimiento de la feria ha sido «sostenido, equilibrado y alineado con la realidad industrial», lo que ha permitido consolidar su posición como una de las ferias navales más relevantes de Europa. Asimismo, ha apuntado a la necesidad de seguir avanzando en ámbitos estratégicos como la transición energética, la digitalización o la defensa, «en un contexto que exige una mayor colaboración público-privada y apoyo a la industria». Superyates Entre las novedades de esta edición, está un nuevo espacio dedicado al segmento de la náutica, liderado por el Clúster Náutico Rías Baixas. Este espacio contará con más de 450 metros cuadrados de exposición, donde se presentarán soluciones de equipamiento específico y varias embarcaciones recreativas, ampliando así el alcance de la feria hacia un sector con creciente peso económico e industrial. «Está dirigido a los nuevos grandes yates que se están construyendo». También destaca la ampliación de la Zona de Innovación impulsada por el Consorcio de la Zona Franca de Vigo. Este espacio duplicará su superficie con respecto a 2024 hasta alcanzar los 400 metros cuadrados, reforzando su apuesta por el talento, el emprendimiento, las startups y las nuevas tecnologías. Por otro lado, Navalia volverá a apostar por el conocimiento con un programa de más de 30 jornadas técnicas, en las que se abordarán los principales retos del sector. Entre ellos destacan la defensa, la descarbonización del transporte marítimo, la transición energética, la digitalización mediante inteligencia artificial, así como el desarrollo de soluciones en seguridad, eficiencia energética y sostenibilidad. En el comité, Almudena López del Pozo, consejera delegada de Pymar, constituida por los pequeños y medianos astilleros privados, que da impulso y financiación al sector naval, ha reflexionado sobre las claves de la transformación que ha experimentado el sector naval español en los últimos años, entre las que ha destacado: la apuesta por la innovación de los astilleros privados españoles, la gestión eficiente de los instrumentos de financiación y el esfuerzo concertado entre agentes públicos y privados, aspectos que explican el magnífico momento que está viviendo la construcción naval española. «Bruselas ha cambiado y apoya los instrumentos de ayuda la naval como el tax lease». La consejera delegada ha incidido en la importancia del reconocimiento estratégico a nivel europeo de las industrias naval y marítima que se ha materializado en la aprobación por parte de la Comisión Europea de la Estrategia Marítima Europea. Considera que España está en condiciones de consolidar y reforzar su liderazgo europeo en las tipologías de buques más relevantes para la autonomía estratégica y subraya que «los astilleros españoles estamos preparados para afrontar estos retos». «Tenemos las capacidades, la experiencia y el talento humano. Tenemos un modelo de colaboración público-privada que funciona. Y tenemos un sector que ha demostrado, una y otra vez, su capacidad de adaptación y de superación». Pymar ha respaldo con garantías de 4.900 millones la construcción de 832 buques que valen 14.832 millones de euros Refiriéndose a la capacidad exportadora del sector, López del Pozo ha finalizado su intervención con las siguientes palabras: «Estoy convencida de que la décima edición de Navalia será el reflejo de cómo, desde las gradas de Galicia y desde España, estamos construyendo para Europa y para el mundo».

Imagen de presentación de la feria Navalia El naval gallego y especialmente el de la ría de Vigo y Pontevedra navega a full speed por todo el mundo gracias a su know how y la innovación. Ha crecido el empleo un 15 % en el último año y los pedidos están asegurados hasta el 2028, según ha puesto de manifiesto Almudena López del Pozo la consejera delegada de Pymar, la asociación de pequeños y medianos astilleros en la presentación de la feria Navalia. Ha asistido al comité ejecutivo previo a la celebración de la décima edición de la feria bianual, que tendrá lugar del 19 al 21 de mayo en el Instituto Ferial de Vigo (Ifevi). La efemérides volverá a situar a Vigo como epicentro de la industria naval internacional. El director de Navalia, Javier Arnau, ha destacado el momento positivo que atraviesa tanto la feria como el sector, subrayando el crecimiento registrado en esta edición. Navalia contará en 2026 con 602 expositores, frente a los 533 de la edición anterior, lo que supone un incremento cercano al 13%, ocupando la totalidad del espacio expositivo disponible en los cuatro pabellones del recinto. Otra parte del Ifevi está ocupada por los catres para militares por el día de las Fuerzas Armadas. Este crecimiento se refleja también en la dimensión tecnológica y comercial que pasará de algo más de 1.000 marcas representadas en 2024 a 1.200 en esta edición, consolidando su capacidad para generar oportunidades de negocio y atraer innovación. Arnau ha puesto además el acento en el carácter global de la feria, con un aumento significativo de la presencia internacional, especialmente de Asia, y la incorporación de nuevos países como Bulgaria, Chile, Egipto, Hong Kong o Irlanda. Durante su intervención, Arnau ha señalado que «no se trata solo de un crecimiento en cifras, sino de posicionamiento», destacando que la feria se ha consolidado como una herramienta al servicio del sector, capaz de atraer inversión, abrir mercados y marcar tendencias y ya es la primer feria del naval de España. El director de la feria confía en que se resuelva la huelga del metal y no afecte a Navalia. El presidente del evento, José García Costas, ha subrayado que Navalia es «el resultado de dos décadas de trabajo colectivo y continuado al servicio de la industria naval». García Costas ha incidido en que el crecimiento de la feria ha sido «sostenido, equilibrado y alineado con la realidad industrial», lo que ha permitido consolidar su posición como una de las ferias navales más relevantes de Europa. Asimismo, ha apuntado a la necesidad de seguir avanzando en ámbitos estratégicos como la transición energética, la digitalización o la defensa, «en un contexto que exige una mayor colaboración público-privada y apoyo a la industria». Superyates Entre las novedades de esta edición, está un nuevo espacio dedicado al segmento de la náutica, liderado por el Clúster Náutico Rías Baixas. Este espacio contará con más de 450 metros cuadrados de exposición, donde se presentarán soluciones de equipamiento específico y varias embarcaciones recreativas, ampliando así el alcance de la feria hacia un sector con creciente peso económico e industrial. «Está dirigido a los nuevos grandes yates que se están construyendo». También destaca la ampliación de la Zona de Innovación impulsada por el Consorcio de la Zona Franca de Vigo. Este espacio duplicará su superficie con respecto a 2024 hasta alcanzar los 400 metros cuadrados, reforzando su apuesta por el talento, el emprendimiento, las startups y las nuevas tecnologías. Por otro lado, Navalia volverá a apostar por el conocimiento con un programa de más de 30 jornadas técnicas, en las que se abordarán los principales retos del sector. Entre ellos destacan la defensa, la descarbonización del transporte marítimo, la transición energética, la digitalización mediante inteligencia artificial, así como el desarrollo de soluciones en seguridad, eficiencia energética y sostenibilidad. En el comité, Almudena López del Pozo, consejera delegada de Pymar, constituida por los pequeños y medianos astilleros privados, que da impulso y financiación al sector naval, ha reflexionado sobre las claves de la transformación que ha experimentado el sector naval español en los últimos años, entre las que ha destacado: la apuesta por la innovación de los astilleros privados españoles, la gestión eficiente de los instrumentos de financiación y el esfuerzo concertado entre agentes públicos y privados, aspectos que explican el magnífico momento que está viviendo la construcción naval española. «Bruselas ha cambiado y apoya los instrumentos de ayuda la naval como el tax lease». La consejera delegada ha incidido en la importancia del reconocimiento estratégico a nivel europeo de las industrias naval y marítima que se ha materializado en la aprobación por parte de la Comisión Europea de la Estrategia Marítima Europea. Considera que España está en condiciones de consolidar y reforzar su liderazgo europeo en las tipologías de buques más relevantes para la autonomía estratégica y subraya que «los astilleros españoles estamos preparados para afrontar estos retos». «Tenemos las capacidades, la experiencia y el talento humano. Tenemos un modelo de colaboración público-privada que funciona. Y tenemos un sector que ha demostrado, una y otra vez, su capacidad de adaptación y de superación». Pymar ha respaldo con garantías de 4.900 millones la construcción de 832 buques que valen 14.832 millones de euros Refiriéndose a la capacidad exportadora del sector, López del Pozo ha finalizado su intervención con las siguientes palabras: «Estoy convencida de que la décima edición de Navalia será el reflejo de cómo, desde las gradas de Galicia y desde España, estamos construyendo para Europa y para el mundo».

With subsea installation works underway, Prime Energy Resources Development (Prime Energy), a subsidiary of Prime Infrastructure Capital, is putting all the required pieces in place to bring the next stage of its natural gas project online off the coast of the Philippines. PresidentFerdinand R. Marcos Jr.revealedin January 2026 the successful drilling and testing of theMalampaya East-1well, after Prime EnergyhiredNoble Corporation’sNoble Vikingdrillship in 2024 to drill three wells, with an additional one-well option, at theMalampaya-Camagofield in the Philippines. The deal was expected to begin in 2Q 2025. TheMalampaya Phase 4 (MP4)drilling campaign, which involves the completion and testing ofCamago-3, followed by the drilling of theBagong Pag-asaexploration well, saw further progress in March 2026 with the Camago-3 well. The Malampaya East-1 and Camago-3 wells are expected to support sustained production from theMalampaya gas field. The Malampaya Phase 4 project is now progressing with subsea pipelaying and offshore construction activities offshore Palawan, following the completion of the drilling campaign under the government’s extension of Service Contract No. 38 (SC 38), which delivered two confirmed new gas resources to support the Philippines’ energy security. This content is available after accepting the cookies. Philippines strikes ‘breakthrough’ offshore gas discovery The subsea pipeline works have also made substantial progress, marking what is perceived to be the first time since 2000 that offshore pipes are being installed in deep water in the Philippines. Allseas’Audaciaoffshore construction vessel has completed installation of the Malampaya East and Camago flowlines, which will connect the newly drilled wells to the existing Malampaya production system, enabling the safe and efficient transport of indigenous natural gas. In addition, theFortitudeoffshore construction vessel has installed key subsea infrastructure, including flowline end terminations (FLETs), foundations, protective mattresses, and other auxiliary equipment. According to Prime Energy, 30-meter piles were driven into the seabed at approximately 1,100 meters water depth using advanced hydraulic hammering technology, in what is seen as a significant technical first for the project. This content is available after accepting the cookies. Allseas scores $180 million installation contract offshore Philippines The operator of SC 38 highlighted:“Recent milestones from drilling to subsea installation reflect the steady advancement of Malampaya Phase 4 toward full system integration. “As offshore works progress, these developments ensure that newly discovered indigenous gas resources can be safely brought into the existing infrastructure, supporting the Philippines’ energy security.” The company elaborates that umbilicals will be installed alongside the flowlines in the coming months. The next major stage under MP4 is commissioning and hook-up, which will involve flowline pressure testing, nitrogen drying, and the installation of subsea jumpers to connect the Christmas trees on each well to the flowlines and these to the Malampaya main manifold. “MP4 remains on track and on schedule to deliver first gas by the fourth quarter of the year. Once completed, the project is expected to extend the productive life of the Malampaya field by an estimated six years,”emphasized Prime Energy. Take the spotlight and anchor your brand in the heart of the offshore world! Join us for a bigger impact and amplify your presence at the core hub of the offshore energy community!

Il 7 e 8 maggio, nella cornice dell’Excelsior Palace Hotel di Rapallo, si svolgerà la terza edizione del Forum Nazionale sull’Energia, intitolata “Transizione al bivio”, organizzato da TN Events & Media, in collaborazione con la testata specializzata Quotidiano Energia. L'evento sarà trasmesso da Telenord (canale 11 del digitale terrestre ligure) e in streaming da telenord.it. Due giornate di confronto tra istituzioni, imprese e mondo della ricerca per analizzare le sfide più urgenti del sistema energetico italiano ed europeo, tra sicurezza, sostenibilità e competitività. "Il tema che abbiamo scelto quest’anno è volutamente forte: “Transizione al bivio” - spiega Massimiliano Monti, editore di Telenord - perché oggi siamo davvero in una fase decisiva. La transizione energetica non è più soltanto un obiettivo strategico o una prospettiva futura: è una realtà che incide sulle imprese, sulle famiglie, sulla competitività industriale, sulla sicurezza geopolitica e sulla qualità della vita dei cittadini. Per questo abbiamo voluto costruire un programma che mettesse insieme istituzioni, aziende, mondo scientifico, operatori industriali e stakeholder di primo piano, con l’obiettivo non solo di analizzare i problemi, ma soprattutto di individuare soluzioni concrete. Come editore, credo profondamente che il ruolo dell’informazione sia anche quello di creare connessioni, favorire il confronto e contribuire alla costruzione di una visione condivisa sui grandi temi strategici del Paese". Interventi istituzionali I lavori si apriranno nel pomeriggio di giovedì 7 maggio con i saluti introduttivi di Massimiliano Monti, Editore Telenord, seguiti dall'intervento istituzionale dell'Assessore Ambiente ed Energia Regione Liguria Paolo Ripamonti e del COO Industrial Transformation Eni Giuseppe Ricci (principale partner del Forum) mentre la moderazione sarà affidata a Roberto Rasia. La svolta energetica tra ambizioni e realtà La prima sessione entrerà nel vivo con la moderazione di Romina Maurizi, Direttrice Quotidiano Energia, e gli interventi di Nicola Dell’Acqua, Presidente Arera, e Alfredo Maria Becchetti, Presidente GSE, offrendo una visione regolatoria e operativa. A seguire, il confronto si articolerà in tre panel chiave: Geopolitica dell’energia: con Costantino Amadei , Presidente Gruppo Gnl Federchimica-Assogasliquidi; Fabrizio Fabbri , CEO Ansaldo Energia; Pier Lorenzo Dell’Orco , Amministratore Delegato Italgas Reti e Presidente Proxigas; Alessandro Cecchi , Direttore Affari Regolatori Iren e Presidente AIRU; Ivanhoe Romin , General Manager Axpo Italia; Sonia Sandei , Special Advisor Assoclima; Leonardo Brunori , Energy Executive Vice President RINA. , Presidente Gruppo Gnl Federchimica-Assogasliquidi; , CEO Ansaldo Energia; , Amministratore Delegato Italgas Reti e Presidente Proxigas; , Direttore Affari Regolatori Iren e Presidente AIRU; , General Manager Axpo Italia; , Special Advisor Assoclima; , Energy Executive Vice President RINA. Crescita della domanda e rinnovabili: con Luca Bragoli , Chief Regulatory & Public Affairs Officer Erg; Antonello Giunta , Amministratore Delegato FS Energy; Enrico Erulo , Direttore Corporate Affairs Tirreno Power; Alessandro Migliorini , Head of Public Affair Italy European Energy; Riccardo Bani , Amministratore Delegato Veos; Paolo Picco , Presidente Federidroelettrica. , Chief Regulatory & Public Affairs Officer Erg; , Amministratore Delegato FS Energy; , Direttore Corporate Affairs Tirreno Power; , Head of Public Affair Italy European Energy; , Amministratore Delegato Veos; , Presidente Federidroelettrica. Stoccaggio e accumulo: con Stefania Timperi, Head of Market Intelligence and Opportunity Identification Eni; Sabina Pinto, Amministratore Delegato e Direttore Generale Redelfi; Alberto Longhi, Head of Eng & TA Fichtner Italia. Il case history sarà presentato da Alessandro Venanzini, V.P. Sales Danieli Centro Combustioni. Il ritorno del nucleare nel dibattito energetico La seconda sessione, moderata da Roberto Rasia, sarà dedicata al nucleare con due panel: Sicurezza energetica e Net Zero: Luca Mastrantonio , Amministratore Delegato Nuclitalia; Daniela Gentile , Amministratore Delegato Ansaldo Nucleare; Massimo Debenedetti , Amministratore Delegato Cetena; Franco Cotana , Amministratore Delegato RSE; Viviana Cruciani , Assistente AD e Coordinatrice programmi decommissioning Sogin. , Amministratore Delegato Nuclitalia; , Amministratore Delegato Ansaldo Nucleare; , Amministratore Delegato Cetena; , Amministratore Delegato RSE; , Assistente AD e Coordinatrice programmi decommissioning Sogin. Competenze e politiche industriali: Tommaso Botto, Manager Divisione Industry and Energy ASG Superconductors; Giacomo Grasso, Responsabile Laboratorio progettazione e analisi sistemi nucleari Enea; Edoardo Fiorentini, Head of Magnetic Fusion Initiatives Development Eni. Digitalizzazione, sicurezza e capitale umano: le sfide del futuro La seconda giornata sarà dedicata a transizione, sicurezza e digitalizzazione. Oltre l’Hardware: la “transizione gemella”, la digitalizzazione come acceleratore della transizione energetica La sessione sarà moderata da Paola Girdinio, Presidente Start 4.0 e Professore ordinario Università di Genova, e introdotta da Carlo Cavazzoni, Head of Hypercomputing Continuum Leonardo. Nel panel sull’intelligenza artificiale interverranno Mirko Junior Mariani, Managing Director TXT Industrial; Giorgio Allasia, Chief Operations Officer Engineering & Technology Transfer Gruppo FOS; Marta Bray, Studio Legale B-Right Lawyers; Mattia Zara, Head of Sales and Marketing Veos AI; Giovanni Ponti, Responsabile Divisione Sistemi Informatica e ICT Enea. Il case history sarà presentato da Fabrizio Cardinali, CEO MyWAI. Seguirà il panel sulla cybersecurity con Ivan Monti, CISO Ansaldo Energia; Francesco Maria Gavotti, Studio Legale B-Right Lawyers; Roberto Caviglia, Chief Business Unit YCyber Gruppo HWG Sababa; Alessandro Manfredini, Direttore Group Security e Cyber Defence A2A. Underwater: la nuova frontiera della sicurezza energetica La sessione underwater vedrà la partecipazione di Giulio Marino Cappelletti, Direttore Struttura Operativa Polo Nazionale Dimensione Subacquea; Andrea Cornetti, Presidente Unitirreno; Gabriel Maria Cafaro, Head of Underwater Hub Fincantieri; Stefano Meggio, Head of Sonsub-Defense Saipem, con moderazione di Roberto Rasia. Decarbonizzazione: lo shipping tra strategie La sessione sullo shipping, organizzata in collaborazione con il Propeller club Port of Genoa, includerà Lorenzo Pollicardo, Technical & Environmental Director SYBAss; Simone Bruckner, Chief R&D Officer Sanlorenzo S.p.A; Emanuela Franchini, Head of New Fuels F.lli Cosulich; Andrea Cogliolo, Senior Director Marine Excellence Centers RINA; Nicole Colla, Originator Axpo Italia. L’insight sarà affidato a Paolo Cuomo, Market Intelligence and Opportunity Identification ENI. Il fattore umano della transizione energetica e la sfida dello "skill gap" L’ultima sessione, moderata dal direttore di Telenord, Maurizio Michieli, sarà dedicata al capitale umano con Andrea Delucchi, Responsabile Area Sostenibilità e Innovazione Tecnologica Confindustria Genova; Marco Fossa, Professore DIME Università di Genova; Elisabetta Arato, Presidente Ticass. Per restare sempre aggiornati sulle principali notizie sulla Liguria seguiteci sul canale Telenord, su Whatsapp, su Instagram, su Youtube e su Facebook.

Saline tutelate da Unesco, non tutti gradiscono tgr E' scontro sulla candidatura al programma biosfera Unesco. Operatori economici del porto preoccupati per eventuali limiti alle attività. Ma secondo promotori e Ministero dell'Ambiente non ci saranno vincoli svantaggiosi Agnese Licata

Along the Gulf Coast, Southwest Florida delivers something solo travelers often crave but rarely find: space to be alone without ever feeling lonely. What makes theislands, beaches, and neighborhoods of Fort Myersespecially suited to a solo reset is its natural rhythm. Rivers flow into estuaries, mangroves soften the edges of the city, and historic communities invite wandering without urgency. Here, independence doesn’t mean isolation. Whether you’re walking through preserved wetlands, learning a local craft, or joining a small group experience designed to be welcoming and low-pressure, Southwest Florida lets you reconnect — with nature, with people, and with yourself — on your own terms. Here’s some inspiration for your solo getaway. Photo: Jo Savage Spending quality time with your thoughts is one of the hallmarks of a solo reset. In Southwest Florida, you can do so surrounded by some pretty spectacular backdrops. TakeCaloosahatchee Creeks Preserve, where trails wind through dense greenery toward Pop Ash Creek. An ideal setting for a meditative walk, the preserve is split into two sections: the west side has a boardwalk and watercraft access, while the eastern side features loop trails cutting through multiple ecosystems. If you want wide-open quiet, head toPrairie Pines PreserveinNorth Fort Myers. It’s a big-sky landscape of wet prairie, marsh, and pine flatwoods, with roughly 17 miles of hiking and equestrian trails. You’ll pass palmettos and sawgrass and hear the wind moving through the trees. Keep an eye out for wood storks, red-headed woodpeckers, and marsh rabbits. For a classic Gulf Coast morning, make time to bike or walk around Sanibel Island with theSanibel Wild Milepass, which centers on four attractions located within a mile of each other, includingJ.N. “Ding” Darling National Wildlife Refuge. The refuge feels like the Florida of yesteryear, replete with mangroves, tidal flats, and waterways where manatees and birds move slowly through the shallows. To deepen the experience, stop by theSanibel-Captiva Conservation Foundation, founded in 1967 to protect Southwest Florida’s coastal ecosystems. Its volunteer opportunities — sea turtle monitoring, oyster reef restoration, shorebird stewardship — provide a meaningful way to spend a morning if you want to feel connected to the place beyond the postcard. And for a sunrise that feels like it belongs to you alone, bring coffee and a journal to the beach atGasparilla Island State Park. Separated from the mainland by Charlotte Harbor and Pine Island Sound, Gasparilla is a barrier island that’s home to the restored Port Boca Grande Lighthouse. Built in 1890, it still watches over the shoreline like a relic from another era. Photo: Jo Savage The islands, beaches, and neighborhoods of Fort Myers also deliver when you’re ready to make shared memories during your solo trip. One way to do that is to start any day withTrue Tours, a guided walking tour through downtown Fort Myers. As you move past historic buildings and shaded streets, you’ll find yourself chatting with other travelers about architecture, local legends, and the small details you’d miss on your own. Over onSanibel Island, lean into one of the island’s signature rituals: guided shell walks with theBailey-Matthews National Shell Museum & Aquarium, home to nearly 600,000 shells. This is where you’ll learn the famous “Sanibel Stoop” (also called the “Captiva Crouch”) — that half-bent posture shell hunters adopt while scanning the shoreline for the next exciting find. For an easy group experience, book theTarpon Bay ExplorersNature & Sealife Cruise. This naturalist-led covered pontoon ride glides through the mangrove estuary ecosystem, with possible sightings of manatees, dolphins, fish, and shorebirds. If you want a more playful vibe, try theTiki Pubcoffee cruise. Grab your drink from Yo! Bean next door, then climb aboard a tiki boat for a one-hour cruise through tropical waters. It’s social but light — exactly the kind of adventure that makes solo travel feel expansive instead of lonely. And don’t skipCROW, the Clinic for the Rehabilitation of Wildlife. Its Visitor Education Center, daily presentations, and guided hospital tours give a behind-the-scenes look at wildlife rehab. Photo: Jo Savage Some of the best solo travel memories aren’t big attractions. OnSanibel Island, for example, you can take aShellcrafters Class, where local artists demonstrate their work and visitors can create their own shell flower. The class is free — you just pay for supplies — and you leave with a handmade souvenir. For a gentle blend of nature and Old Florida charm, sign up for mindfulness walks atThe Wonder GardensinBonita Springs. Opened in 1936, it’s one of the last surviving roadside attractions from Florida’s earlier era. You’ll find a lush botanical maze filled with rescued, non-releasable animals — flamingos, macaws, turtles, alligators, pythons — moving quietly through the greenery. If you want a night out that’s structured enough to feel comfortable solo, book theMurder Mystery Dinner Train. The 3.5-hour round trip departs from Fort Myers’ Colonial Station, crossing the Caloosahatchee River into rural Lee and Charlotte counties before returning. Dinner is five courses, the show unfolds around you, and the experience makes it easy to laugh with strangers without having to “put yourself out there.” For a slower cultural stop, head toPine Island’sMuseum of the Islands. Housed in what was once the island’s first public library, the museum preserves local artifacts and Pine Island Sound history. It’s quiet, intimate, and rooted in a time when these islands were accessible only by boat. Photo: Jo Savage Some days don’t need an itinerary — they just need good shoes and time. Start one of those days with theFlamingo Island Flea Market, an indoor sprawl of around 600 booths filled with vintage decor, pottery, plants, clothing, and unexpected treasures. The air smells like incense and fried food, and you can easily lose an entire morning browsing. When you get hungry, the food stalls cover everything from tacos to pho. For a quieter kind of wandering, spend an hour at theSanibel Public Library, which hosts author talks, workshops, and presentations. Then take your book outside and settle onto the front porch, where time slows down and the world feels pleasantly far away. TheECHO Global Farm Touris another excellent option for solo trippers — and an inspiring one at that. This working farm explores creative, practical farming solutions used around the world, with seven different settings featuring crops, animals, and techniques from multiple regions. Highlights include one of the largest collections of tropical food plants in the US, the Urban Garden full of unconventional growing systems, and the Anderson Appropriate Technology Center, where you’ll see innovations like sand transformed into water filters and bicycles turned into power tools. For a more classic Southwest Florida farm day, visitFarmer Mike’s U-Pickto wander rows of seasonal produce like strawberries, tomatoes, and zucchini and gather supplies for a home-cooked meal. And if you want to feel like you’ve slipped into local life, plan your weekend around themarkets.Fort Myershosts a Saturday farmers market downtown, with produce, seafood, honey, baked goods, plants, flowers, prepared foods, and crafts. With so many ways to reset, connect, and stay entertained, the islands, beaches, and neighborhoods of Fort Myers are the ultimate stomping grounds for solo travelers. Book a trip to Southwest Florida and you’ll see that being on your own doesn’t have to mean being alone — it just means that everything unfolds on your terms.

Dell’s revived XPS 16 isn’t cheap, and its USB-C-only port layout won’t suit everyone, but everything else about it lands squarely in premium territory. If you can afford the asking price, this iconic laptop is a rewarding experience. Gorgeous OLED touch display Sleek and well-built Improved keyboard and touchpad Impressive webcam Solid speakers Only USB-C ports Expensive, especially with OLED Why you can trust Tom's HardwareOur expert reviewers spend hours testing and comparing products and services so you can choose the best for you.Find out more about how we test. Dell’s sweeping rebrand went a step too far when it dissolved the XPS line into its generic Premium series. But consumers spoke up, and Dell listened – XPS is back. We’ve already reviewed theXPS 14, and now the flagship XPS 16 steps into the spotlight — and the competition to be one of thebest laptops. Starting at $1,749 and tested at $2,349, it’s nowhere near budget territory, but it never pretends to be. From its refined metal chassis to its dazzling tandem OLED display, this machine broadcasts its premium underpinnings at every turn. At 13.88 x 9.35 x 0.58 inches, the redesigned XPS is noticeably sleeker than the outgoing16 Premium(14.1 x 9.4 x 0.75 inches) and, at 3.65 pounds, a full pound lighter. One reason Dell was able to manage this was by eliminating a discrete GPU option – the new XPS 16 comes only with integrated Intel fare. Its footprint is marginally smaller albeit slightly heavier than Acer’sAspire 16 AI(13.99 x 9.66 x 0.59 inches, 3.42 pounds), though it remains understandably larger than Apple’s 15-inch MacBook Air (11.97 x 8.46 x 0.44 inches, 2.7 pounds). (See our review of the13-inch MacBook Air.) Build quality is where Dell makes its statement. The aluminum chassis and Gorilla glass palm rest feel premium, and the OLED-equipped model has a glass screen as well. The display hinge doesn’t fold flat, stopping about 45 degrees past vertical, but it feels sturdy and supports one-handed opening. Overall, the XPS’ spotless build quality, precise edges, and nearly borderless display all impart that this is a premium-tier laptop. The design focus unfortunately takes away from the XPS’ practicality by limiting port selection to just three Thunderbolt 4 (USB-C) ports and a headphone jack, following Apple's lead on the Mac. Acer’s Swift 16 AI and Asus’Zenbook A16deliver a more practical mix, including USB-A. If you rely on wired peripherals and haven’t fully transitioned to USB-C, this design choice will force you to use some dongles. Internally, the laptop offers the expected Wi-Fi 7 and Bluetooth 5.4 connectivity. CPU Intel Core Ultra X7 358H Graphics Intel Arc B390 (integrated) Memory 32GB LPDDRX-9600 Storage 1TB SSD (Kioxia BG7) Display 16-inch, OLED, 3200 x 2000, 120 Hz, touch Networking Intel Wi-Fi 7 BE211, Bluetooth 5.4 Ports 3x Thunderbolt 4, 3.5 mm audio jack Camera 1440p IR Battery 70 Wh Power Adapter 100 W Type-C Operating System Windows 11 Home Dimensions (WxDxH) 13.88 x 9.35 x 0.58 inches (327.15 x 238.76 x 14.73 mm) Weight 3.65 pounds (1.66 kg) Price (as configured) $2,349.99 Our XPS 16 review unit is built around a Core Ultra X7 358H processor, 32GB of LPDDR5X-9600 memory, Arc B390 integrated graphics, and a 1TB SSD. For benchmark comparison, we included theAcer Swift 16 AI(Core Ultra X7 358H, $1,799), Apple’sMacBook Air(13-inch, 10-core M5; $1,299), and Asus’Zenbook A16(Snapdragon X2 Elite Extreme, $1,699). We also included a pair of DellXPS 14laptops, one featuring a Core Ultra 7 355 ($1,699) and the other a Core Ultra X7 358H ($2,199). Acer is the main competitor, featuring identical components, while Apple and Asus rely on ARM-based processors. The XPS 14 duo is here to show how the Ultra 7 355 (also available in the XPS 16) performs and if there’s any performance advantage to the larger XPS 16 with the Core Ultra X7. Get Tom's Hardware's best news and in-depth reviews, straight to your inbox. In Geekbench 6, the XPS 16 scored 2,839 points in single-core, matching the rest of the x86 field – that is, all but the Apple (4,168) and Asus (3,807), which dominated. The XPS 16 proved more competitive in multi-core, scoring 16,975 to practically tie its XPS 14 sibling with the same CPU (16,927) and outperforming the Acer (15,926), though it was slightly behind Apple (17,067) and couldn’t touch Asus (22,733). Meanwhile, the Core Ultra 7-equipped XPS 14 trailed far behind (7,964). In our 25GB file transfer test, the XPS 16 averaged 1,782 MBps, marginally ahead of the Acer, Asus, and Core Ultra 7-equipped XPS 14, though ahead of the Core Ultra X7-equipped XPS 14 (1,420 MBps). Apple took the leading spot, with 1,925 MBps. Finally, the XPS 16 finished our 4K-to-1080p Handbrake video transcoding test in 4 minutes and 1 second, the leading time after the overachieving Asus (2:08). The Acer was just behind (4:25) while the Core Ultra 7-equipped XPS 14 trailed (6:45). Overall, the XPS 16’s Core Ultra X7 358H is a strong choice for demanding productivity and creative workflows. Despite being housed in a larger chassis, it showed nearly identical performance relative to the smaller XPS 14 equipped with the same CPU. It did, however, outperform the Aspire 16 AI also equipped with the same CPU, suggesting Dell’s thermal management is superior. Against the ARM-based Apple and Asus, however, the XPS 16 didn’t fare quite as well, especially against the Asus’ Snapdragon X2 Elite Extreme. Those that don’t need as much CPU performance can get the XPS 16 equipped with the Core Ultra 7 355, but as shown in the XPS 14 equipped with that chip, it’s a steep step down. That CPU also loses out on the stronger Arc B390 integrated GPU. To stress test productivity laptops, we run 10 loops of Cinebench 2024. The XPS 16 started at 895 points before dipping to 800 points for the second loop, then stabilizing between 933 and 961 points for the remaining loops, suggesting relatively stable thermal performance. During the test, the Core Ultra X7 358H’s P-cores averaged 3.09 GHz, the E-cores 2.64 GHz, and the LPE-cores 2.4 GHz. Dell equipped our review model with the top-tier OLED touch display, which uses tandem light-emitting layers for superior brightness. Its 3200 x 2000 resolution falls short of 4K, but it still looks razor-sharp in practice. Individual pixels are invisible to the eye, and there’s ample working space for spreadsheeting and content creation, such as Photoshop. The OLED panel makesStar Wars: The Mandalorianlook spectacular. Starfields look crisp against inky black backgrounds, with no haloing or light bleed, and the outstanding color coverage adds depth and richness to any scene. The 120 Hz refresh rate also benefits fast action and scrolling, which looks much smoother than on a typical 60 Hz display. This OLED panel is a $150 upgrade from the standard 1920 x 1200 IPS panel, which boasts a variable 1-120 Hz refresh rate to maximize battery life. That 1 Hz panel doesn’t support touch or feature a glass surface. The XPS 16 offers full sRGB and DCI-P3 color coverage, matching the Acer Swift 16 AI and besting the MacBook Air, which achieved only 83% DCI-P3. For context, the XPS 14’s IPS panel only covered 71% DCI-P3, so expect a similar loss of color if the XPS 16 is optioned with IPS. On brightness, the XPS 16’s 364-nit peak isn’t impressive, but OLED panels don’t require as many nits to appear as luminant as an IPS panel (which adorn the MacBook Air, Zenbook A16, and the Core Ultra 7 355-equipped XPS 14). Dell has pushed the design envelopes with its premium-tier keyboards, and sometimes with disastrous results. Last year’sDell 16 Premiumleft out a physical function row in favor of a touch strip, which proved counterintuitive since you couldn’t tell what you were pressing without looking down. Dell reversed course with the new XPS, restoring the physical Function row to its rightful place. Tactile feel has also improved, with switches that produce a more direct, less plastic-like feel and a pleasant tactile sound. The zero-lattice layout with no spacing between the keys remains an aesthetic choice and has a slight learning curve. I was occasionally hitting two keys at once, but my fingers quickly learned to respect the subtle boundaries between keys. After about an hour of using the keyboard, I was hitting my usual typing speed in MonkeyType, about 112 words per minute with 99% accuracy. The XPS 16 also gets practicality points for its dark keyboard and white backlighting, which contrast nicely, something that wasn’t true of the white keyboard on the 16 Premium. (There is currently no light color on the XPS 16.) That said, the layout hasn’t quite been perfected. While dedicated Home, End, and Delete keys now exist along the top row, the mismatched sizes of the arrow keys make them difficult to use by feel. This XPS redesign also restored the border around the massive touchpad. The line is subtle but tactile and provides confidence that you’re clicking in the right spot. The Gorilla Glass touchpad feels rock solid and provides responsive haptic feedback, which can be adjusted in Windows’ Settings app. The XPS 16’s speakers make a respectable entertainment platform. Loud and clear despite being recessed in the chassis, they deliver full-bodied sound that projects well if the laptop is sitting on a solid surface. Bass is also above average for a laptop – watchingStar Wars: The Mandalorian, I could feel the footsteps of an imperial walker and the impact of grenades and blaster bolts. Oddly, Dell doesn’t preinstall the Dolby Access app, which provides access to Atmos equalizers to further tighten the bass and improve clarity and projection. I found the app in the Windows Store and installed it without a problem. Upgrading the XPS 16 is quite different from other laptops. You start by removing the four Torx screws on the underside. The bottom panel doesn’t just come off – instead, you’ll need a thin plastic tool to press upward through the rear screw holes, which pops off the top of the chassis. Lacking specialized tools for that, I used a plastic toothpick and moderate force, which worked fine – I was able to then work my way along the edges of the chassis to pop the remaining clips. With the top half of the chassis removed, you’ll have access to the 70 Wh battery and single M.2 drive slot. Nothing else can be upgraded, with soldered memory and wireless cards across all XPS 16 configurations. Our battery test consists of web browsing, running OpenGL tests, and streaming videos with the screen at 150 nits while connected to Wi-Fi. For a 16-inch OLED-screened laptop, the XPS 16 lasted an impressive 13 hours and 3 minutes in our battery rundown. That’s almost an hour longer than the Acer (12:12) and comfortably ahead of the Asus (10:26). The MacBook Air lasted considerably longer (15:28), though it’s important to note that we tested the 13-inch model. If the runtime of the IPS-screened XPS 14 is any indication (20:41), buyers prioritizing battery life might consider the IPS panel on the XPS 16 with a refresh late as low as 1 Hz – what it lacks in color, it should make up for in endurance, though you'd also have a lower resolution stretched across a larger screen. We measure peak surface temperatures while running 10 loops of Cinebench 2024 multi-core. During the test, temperatures on the XPS 16 reached 93 degrees F between the keyboard’s G and H keys, 76 F on the touchpad, and 105 F on the underside towards the rear edge. Internally, the Core Ultra X7 358H averaged 77 degrees Celsius across all cores. Dell’s 1440p webcam sets it apart, boasting a sharp, well-exposed picture with ample color and minimal noise. It’s a clear step up from the 1080p fare found in most laptops. It misses a dedicated privacy shutter, but it does include an IR sensor for facial recognition. Dell includes two major apps on the XPS 16, the first of which is Dell Optimizer. It provides power profiles – Optimized (the default), Cool, Quiet, and Ultra Performance – and a battery charge mode that decides how quickly to charge the battery based on your usage. (How it determines this isn’t explained.) It also has a battery extender feature which, among other things, lowers the screen brightness on the fly to improve efficiency. (Users who want consistency may want to disable this feature, as we did for our battery testing.) The app also includes Dolby Vision display modes – bright, dark, or vivid. The other included app, SupportAssist, provides core services including support access, diagnostics, and system updates. It also features a tutorial to help you set up your new PC and migrate your settings from another PC. Dell covers the XPS 16 with a one-year Dell Care Plus warranty, with 1-2 business day onsite repairs after remote diagnosis. Our XPS 16 review unit is a flagship model, featuring a 3200 x 2000 OLED touch display, Core Ultra X7 358H processor, 32GB of memory, 1TB SSD, andWindows 11Home. It retails for $2,349.99 from Dell. Baseline configurations start at $1,749.99 with a 1920 x 1200 IPS non-touch display, Core Ultra 5 325 or Core Ultra 7 355 processor, 16GB of RAM, and 512GB of storage. Stepping up to the X-series CPUs automatically upgrades to 32GB of RAM (with 64GB as an option) and the more powerful Arc B390 integrated graphics. The top CPU is the Core Ultra X9 388H. Storage, which scales to 4TB, and the display can be chosen independently of the CPU. Dell’s pricing places the XPS in the luxury market. Apple’s 15-inch MacBook Air starts at $1,299, though with 32GB of RAM and a 1TB SSD, it reaches $1,899. Acer’s Swift 16 AI is $1,799.99 and Asus’ Zenbook A16 $1,699, though they aren’t quite as premium as the XPS’ build quality. On the other hand, the XPS 16 is less expensive than theSamsung Galaxy Book6 Ultra, which is $2,799 with only 512GB of storage. Unlike the XPS, the Samsung can be configured with a dedicated Nvidia RTX 5060 GPU, but it commands an eye-watering $3,699 in that guise. Dell was wise to bring back the XPS line, and the XPS 16 shows why. Its beautifully engineered chassis, superb OLED display, and strong performance are reminders of why this brand has earned its reputation over the years. Strong battery life, a crisp webcam, and good speakers round out the premium experience. The compromises are few but meaningful. Relying solely on USB-C may streamline the design, but it limits practicality when many competitors offer a more versatile mix. And with OLED configurations surpassing $2,000, you won’t save any money buying this laptop. Still, if you can live with the limited ports and premium price, the XPS 16 rewards with one of the most refined Windows laptop experiences you can buy. Charles Jefferies is a freelance reviewer for Tom’s Hardware US. He covers laptop and desktop PCs, especially gaming models.

Given the Trump administration’s zest to bolster oil and gas resources, offshore operators are taking action to find more hydrocarbon resources. While drilling activities are ongoing at one development in the Gulf of America (U.S. Gulf of Mexico), appraisal operations are slated to kick off at another project before the end of the second quarter of 2026. The drilling operations have begun atMonumentwith continuous drilling and completion activities planned throughout 2026, as first production, which is expected between 20–30 million barrels of oil (boe) per day gross, remains on track by late 2026. This is a large Wilcox oil discovery in Walker Ridge blocks 271, 272, 315, and 316, operated byBeacon Offshore Energy(41.7%), withTalos Energy(29.7%) andNavitas Petroleum(28.6%) as its partners. Monument is being developed as a subsea tie-back to theShenandoahproduction facility in Walker Ridge with a committed firm capacity of 20 million bbl/d. Talos claims that there is a prospective drilling location that could extend the resource beyond the base development case. The company also anticipates drilling operations to start on theDaenerysappraisal well late in the second quarter of 2026 to further define the discovered resource on Walker Ridge blocks 106, 107, 150, and 151. This content is available after accepting the cookies. Appraisal of black gold discovery coming up next year in Gulf of America Theinitial discovery well, drilled to a total vertical depth of 33,228 feet utilizing theWest Veladrillship, encountered oil pay in multiple high-quality, sub-salt Miocene sands. Talos is the operator (27%) of the project, withShell Offshore(22.5%),Red Willow(22.5%),Houston Energy(10%),HEQ II Daenerys(9%), andCathexis(9%) as partners. The discovery well has been temporarily suspended to preserve its future utility. The operator feels encouraged by the Daenerys discovery well’s results, which confirm the presence of oil and validate the firm’s geologic and geophysical models. Talos drilled and completed theCardonawell in late 2025, with production commencing in early 2026 and flowing to its ownedPompanofacility. The firm holds a 65% operated interest, and an entity managed by Ridgewood has the remaining 35% stake. The company also drilled theCPNwell and finished well completion operations in the first quarter of 2026, with first production from the well expected in the third quarter of 2026. Talos is the operator (65%), while its partners areWalter Oil and Gas(25%) andHouston Energy(10%). The company closed the sale of a 30.1% interest in Talos Mexico to Zamajal, a subsidiary of Grupo Carso, for $83 million, $50 million of which was received at closing, with the remaining due upon the achievement of commercial production from theZamafield. Talos was an active participant in the Gulf of America lease sale held in December 2025, where it was named as the apparent high bidder on 11 new leases for approximately $15 million. All 11 awarded leases bring eight new development and exploration prospects into the company’s portfolio. Paul Goodfellow, President and Chief Executive Officer (CEO) of Talos, commented:“Looking ahead to the rest of 2026, we are excited to return to Daenerys and drill an appraisal well in the second quarter to further inform our understanding of the discovered resource. “While the macro environment is sure to remain volatile, Talos is well positioned to execute on our strategic priorities while staying guided by our disciplined capital allocation framework.” Take the spotlight and anchor your brand in the heart of the offshore world! Join us for a bigger impact and amplify your presence at the core hub of the offshore energy community!

Offshore Renewable Energy Sustainability Alliance (ORESA), an Interreg North-West Europe project, is inviting small and medium-sized enterprises (SMEs) developing innovative products, technologies, or services within the offshore energy sector to apply for its second innovation call. This 2nd Innovation Call of the ORESA Accelerator Programme targets SMEs with groundbreaking solutions (TRL 4-6) in the North-West Europe region who are developing innovative products, technologies, or services within offshore wind, wave, tidal energy, as well as the broader blue economy supply chain, such as autonomous and robotic systems, monitoring and inspection technologies, and nature-inclusive and environmental solutions. The deadline forregistrationis May 8. The Accelerator Programme, hosted in the Belgian Hub and co-organised by POM West-Vlaanderen and The Blue Cluster, is designed to help SMEs overcome barriers to market entry and accelerate the development of their solutions. Selected companies will receive a comprehensive support package tailored to their needs, including expert guidance to refine solutions and business models, connections to a network of industry leaders, partners, and potential clients, opportunities to showcase innovations to a relevant international audience, and a dedicated event designed to fast-track development and collaboration. The specialized training will take place from September 7 to 10. Besides Interreg North-West Europe, POM West-Vlaanderen and The Blue Cluster, project partners are Provincie Zuid-Holland, DMEC, Ghent University, Exceedence, Blue Pelican Capital, France Énergies Marines, Sustainable Energy Authority of Ireland (SEAI), WAB e.V., Institute of Shipping Economics and Logistics (ISL), and Stiftung OFFSHORE-WINDENERGIE. Take the spotlight and anchor your brand in the heart of the offshore world! Join us for a bigger impact and amplify your presence at the core hub of the offshore energy community!

NORTH CANTON, Ohio,May 6, 2026/PRNewswire/ -- The Timken Company (NYSE:TKR;www.timken.com), a global technology leader in engineered bearings and industrial motion, today reported first-quarter 2026 results. 1Q-26 1Q-25 % Change Net Sales (mils.) $1,231.3 $1,140.3 8.0 % Net Income Margin 8.0 % 6.9 % 110 bps Adjusted EBITDA Margin 18.8 % 18.2 % 60 bps Diluted EPS $1.40 $1.11 26.1 % Adjusted EPS $1.67 $1.40 19.3 % "We delivered a strong start to 2026, achieving double-digit earnings growth and margin expansion versus last year," said Lucian Boldea, president and chief executive officer. "We are raising our full-year outlook to reflect this performance as well as improving customer demand across several end-market sectors. "The Timken team is taking actions designed to accelerate profitable growth and create significant value for shareholders. The recent announcements of the acquisition of Bijur Delimon and the planned sale of the belts business demonstrates our 80/20 approach to the portfolio and commitment to margin expansion. The momentum is building as we execute on our strategic priorities, and we are excited to share more details at our upcoming Investor Day on May 20 in New York City." First-Quarter 2026 Highlights Timken delivered sales in the first quarter of $1.23 billion, up 8 percent from the same period a year ago. The increase was driven primarily by higher pricing, favorable foreign currency translation and higher volumes in the Industrial Motion segment. Organically, sales were up 4.3 percent as compared to the first quarter of 2025. The company posted net income in the first quarter of $98.2 million or $1.40 per diluted share. This compares to net income of $78.3 million or $1.11 per diluted share for the same period a year ago. The company's net income margin in the quarter was 8.0 percent, compared to 6.9 percent in the first quarter of last year. Excluding special items (detailed in the attached tables), adjusted net income in the first quarter was $117.3 million or $1.67 per diluted share. This compares to adjusted net income of $98.6 million or $1.40 per diluted share for the same period in 2025. Adjusted earnings before interest, taxes, depreciation and amortization (EBITDA) in the quarter were $231.0 million or 18.8 percent of sales, compared with $208.1 million or 18.2 percent of sales in the first quarter of last year. Net cash provided by operations in the quarter was $39.3 million, and free cash flow was $0.5 million. During the quarter, Timken returned $53.3 million of cash to shareholders through the payment of its 415thconsecutive quarterly dividend and the repurchase of 282 thousand shares of company stock. Timken also acquired Bijur Delimon, a leading manufacturer of automated lubrication systems, which expands the company's presence in key market verticals like rail, power generation and mining. The company ended the quarter with a strong balance sheet; net debt to adjusted EBITDA was 2.1 times as of March 31, 2026. First-Quarter 2026 Segment Results Engineered Bearingssales of $806.2 million increased 6 percent from the same period a year ago driven primarily by higher pricing and favorable foreign currency translation as volumes were flat compared to last year. Adjusted EBITDA in the quarter was $159.0 million or 19.7 percent of sales, compared with $159.2 million or 20.9 percent of sales in the first quarter of last year. Adjusted EBITDA in the current quarter benefited from positive price/mix, lower material & logistics costs and the favorable impact of currency, offset by incremental tariff costs and higher operating costs. Industrial Motionsales of $425.1 million increased 12 percent compared with the same period a year ago driven primarily by higher demand across most sectors, higher pricing and favorable foreign currency translation. Adjusted EBITDA in the quarter was $91.3 million or 21.5 percent of sales, compared with $67.1 million or 17.7 percent of sales in the first quarter of last year. The increase in adjusted EBITDA was driven primarily by the impact of higher volume and positive price/mix, partially offset by incremental tariff costs. 2026 Outlook Timken is increasing its 2026 outlook, with full-year earnings per diluted share now forecasted to be in the range of $4.70 to $5.20 and adjusted earnings per diluted share in the range of $5.75 to $6.25. The company is planning for 2026 revenue to be up approximately 5 percent in total at the midpoint from 2025, an increase from its prior outlook of 3 percent growth at the midpoint. Conference Call Information Timken will host a conference call today at 11 a.m. Eastern Time to review its financial results. Presentation materials will be available online in advance of the call for interested investors and securities analysts. Conference Call: Wednesday, May 6, 2026 11:00 a.m. Eastern Time Live Dial-In: 833-461-5787 Access Code: 838181029 Live Webcast: http://investors.timken.com Register in advance: https://tmkn.biz/4ca9inj Replay: https://tmkn.biz/4soIaqt About The Timken Company The Timken Company (NYSE:TKR;www.timken.com), a global technology leader in engineered bearings and industrial motion, designs a growing portfolio of next-generation products for diverse industries. For more than 125 years, Timken has used its specialized expertise to innovate and create customer-centric solutions that increase reliability and efficiency. Timken posted $4.6 billion in sales in 2025 and employs approximately 19,000 people globally, operating from 45 countries. Certain statements in this release (including statements regarding the company's forecasts, estimates, plans and expectations) that are not historical in nature are "forward-looking" statements within the meaning of the Private Securities Litigation Reform Act of 1995. In particular, the statements related to expectations regarding the company's future financial performance, including information under the heading "2026 Outlook," are forward-looking. The company cautions that actual results may differ materially from those projected or implied in forward-looking statements due to a variety of important factors, including: the finalization of the company's financial statements for the first quarter of 2026; fluctuations in customer demand for the company's products or services; changes incustomer preferences due to emergent technologies, evolving regulatory landscapes or other factors; unanticipated changes in business relationships with customers or their purchases from the company; changes in the financial health of the company's customers, which may have an impact on the company's revenues, earnings and impairment charges; logistical issues associated with port closures, delays or increased costs; costs associated with inclement weather events; the impact of changes to the company's accounting methods; political risks associated with government instability; recent world events that have increased the risks posed by international trade disputes, tariffs, sanctions and hostilities; strained geopolitical relations between countries in which we have significant operations; weakness in global or regional general economic conditions and capital markets (as a result of financial stress affecting the banking system or otherwise); changes in wages, shipping costs, raw material costs, energy and fuel prices, and other production costs; new technology, such as artificial intelligence, that may impact the way the Company's products are produced, sold or distributed; changes in customer demand or tariff rates and other costs associated with tariffs; the company's ability to satisfy its obligations under its debt agreements and renew or refinance borrowings on favorable terms; fluctuations in currency valuations or interest rates; changes in the expected costs associated with product warranty claims; the ability to achieve satisfactory operating results in the integration of acquired companies, including realizing any accretion, synergies, and expected cashflow generation within expected timeframes or at all; the company's ability to effectively adjust prices for its products in response to changing dynamics; the impact on the company's pension obligations and assets due to changes in interest rates, investment performance and other tactics designed to reduce risk; the introduction of new disruptive technologies, such as artificial intelligence; unplanned plant shutdowns; the effects of government-imposed restrictions, commercial requirements, and company goals associated with climate change and emissions or other sustainability initiatives; unanticipated litigation, claims, investigations remediation, or assessments; the rapidly evolving global regulatory landscape and the corresponding heightened operational complexity and compliance risks; restrictions on the use of, or claims or remediation associated with, per- and polyfluoroalkyl substances or polytetrafluoroethylene; the company's ability to maintain positive relations with unions and works councils; the company's ability to compete for skilled labor and to attract, retain and develop management, other key employees, and skilled personnel; negative impacts to the company's operations or financial position as a result of pandemics, epidemics, or other public health concerns and associated governmental measures; and the company's ability to complete and achieve the benefits of announced plans, programs, initiatives, acquisitions, capital investments, and cost reduction actions. Additional factors are discussed in the company's filings with the Securities and Exchange Commission, including the company's Annual Report on Form 10-K for the year ended Dec. 31, 2025, quarterly reports on Form 10-Q and current reports on Form 8-K. Except as required by the federal securities laws, the company undertakes no obligation to publicly update or revise any forward-looking statement, whether as a result of new information, future events or otherwise. Media Relations:Sarah Factor234.262.4878[email protected] Investor Relations:Neil Frohnapple234.262.2310[email protected] The Timken Company CONDENSED CONSOLIDATED STATEMENTS OF INCOME (Dollars in millions, except share data) (Unaudited) Three Months EndedMarch 31, 2026 2025 Net sales $ 1,231.3 $ 1,140.3 Cost of products sold 837.3 781.6 Selling, general & administrative expenses 201.2 184.8 Amortization of intangible assets 20.6 19.0 Impairment and restructuring charges 3.6 10.9 Operating Income 168.6 144.0 Non-service pension and other postretirement expense (0.7) (1.2) Other expense, net (2.4) (0.3) Interest expense, net (22.6) (24.2) Income Before Income Taxes 142.9 118.3 Provision for income taxes 37.0 26.9 Net Income 105.9 91.4 Less: Net income attributable to noncontrolling interest 7.7 13.1 Net Income Attributable to The Timken Company $ 98.2 $ 78.3 Net Income per Common Share Attributable to The Timken Company Common Shareholders Basic Earnings per share $ 1.41 $ 1.12 Diluted Earnings per share $ 1.40 $ 1.11 Average Shares Outstanding 69,582,824 70,024,836 Average Shares Outstanding - assuming dilution 70,204,689 70,513,937 BUSINESS SEGMENTS (Unaudited) Three Months EndedMarch 31, (Dollars in millions) 2026 2025 Engineered Bearings Net sales $ 806.2 $ 760.7 Adjusted Earnings before interest, taxes, depreciation and amortization (EBITDA)(1) $ 159.0 $ 159.2 Adjusted EBITDA Margin(1) 19.7 % 20.9 % Industrial Motion Net sales $ 425.1 $ 379.6 Adjusted Earnings before interest, taxes, depreciation and amortization (EBITDA)(1) $ 91.3 $ 67.1 Adjusted EBITDA Margin(1) 21.5 % 17.7 % Unallocated corporate expense(1) $ (19.3) $ (18.2) Consolidated Net sales $ 1,231.3 $ 1,140.3 Adjusted Earnings before interest, taxes, depreciation and amortization (EBITDA)(1) $ 231.0 $ 208.1 Adjusted EBITDA Margin(1) 18.8 % 18.2 % EBITDA is a non-GAAP measure defined as operating income plus other income (expense) and excluding depreciation and amortization. EBITDA Margin is a non-GAAP measure defined as EBITDA as a percentage of net sales. EBITDA and EBITDA Margin are important financial measures used in the management of the business, including decisions concerning the allocation of resources and assessment of performance. Management believes that reporting EBITDA and EBITDA Margin is useful to investors as these measures are representative of the core operations of the Company. See the subsequent pages for the reconciliations of Consolidated EBITDA and Consolidated EBITDA Margin. (1)Consolidated adjusted EBITDA is a non-GAAP measure defined as EBITDA less impairment, restructuring and reorganization charges, acquisition costs, including transaction costs and the amortization of the inventory step-up, actuarial gains and losses associated with the remeasurement of the Company's defined benefit pension and other postretirement benefit plans, property losses and recoveries, gains and losses on the sale of real estate and divestitures, and other items from time to time that are not part of the Company's core operations. Consolidated adjusted EBITDA Margin is a non-GAAP measure defined as Consolidated adjusted EBITDA as a percentage of net sales. Management believes Consolidated adjusted EBITDA and Consolidated adjusted EBITDA Margin are important financial measures used in the management of the business, including decisions concerning the allocation of resources and assessment of performance. Management believes that reporting adjusted EBITDA and adjusted EBITDA Margin is useful to investors as these measures are representative of the core operations of the Company. See subsequent pages for the reconciliations of Consolidated Adjusted EBITDA and Consolidated Adjusted EBITDA Margin. Segment Adjusted EBITDA is the measurement of segment profit and loss. The Company's Chief Operating Decision Maker ("CODM") utilizes Segment Adjusted EBITDA and Segment Adjusted EBITDA Margin to evaluate segment performance and allocates resources. See the Company's quarterly report on Form 10-Q for a reconciliation of Segment Adjusted EBITDA to income before income taxes. CONDENSED CONSOLIDATED BALANCE SHEETS (Dollars in millions) (Unaudited) March 31,2026 December 31,2025 ASSETS Cash and cash equivalents $ 344.7 $ 364.4 Restricted cash 0.8 1.0 Accounts receivable, net 808.9 689.4 Unbilled receivables 155.7 137.6 Inventories, net 1,273.8 1,243.3 Other current assets 171.1 165.1 Total Current Assets 2,755.0 2,600.8 Property, plant and equipment, net 1,342.5 1,357.6 Operating lease assets 151.2 152.9 Goodwill and other intangible assets 2,552.3 2,488.7 Other assets 80.5 76.8 Total Assets $ 6,881.5 $ 6,676.8 LIABILITIES Accounts payable $ 380.3 $ 353.2 Short-term debt, including current portion of long-term debt 42.9 38.9 Income taxes 41.6 31.4 Accrued expenses 492.1 498.6 Total Current Liabilities 956.9 922.1 Long-term debt 2,027.2 1,883.1 Accrued pension benefits 140.8 148.9 Accrued postretirement benefits 30.6 29.3 Long-term operating lease liabilities 99.4 100.8 Other non-current liabilities 258.7 246.9 Total Liabilities 3,513.6 3,331.1 EQUITY The Timken Company shareholders' equity 3,207.7 3,184.6 Noncontrolling interest 160.2 161.1 Total Equity 3,367.9 3,345.7 Total Liabilities and Equity $ 6,881.5 $ 6,676.8 CONDENSED CONSOLIDATED STATEMENTS OF CASH FLOWS (Unaudited) Three Months EndedMarch 31, (Dollars in millions) 2026 2025 Cash Provided by (Used in) OPERATING ACTIVITIES Net Income $ 105.9 $ 91.4 Adjustments to reconcile net income to net cash provided by operating activities: Depreciation and amortization 58.9 55.1 Stock-based compensation expense 7.6 7.5 Pension and other postretirement expense 1.3 1.8 Pension and other postretirement benefit contributions and payments (10.8) (23.8) Changes in operating assets and liabilities: Accounts receivable (112.8) (70.8) Unbilled receivables (18.2) (18.2) Inventories (12.5) 15.3 Accounts payable 31.1 20.2 Accrued expenses (18.5) (16.0) Income taxes 16.0 3.5 Other, net (8.7) (7.4) Net Cash Provided by Operating Activities $ 39.3 $ 58.6 INVESTING ACTIVITIES Capital expenditures $ (38.8) $ (35.2) Acquisitions, net of cash received (124.3) — Investments in short-term marketable securities, net 6.1 0.8 Other, net — 1.9 Net Cash Used in Investing Activities $ (157.0) $ (32.5) FINANCING ACTIVITIES Cash dividends paid to shareholders $ (25.3) $ (25.1) Purchase of treasury shares (28.0) (23.1) Proceeds from exercise of stock options 2.9 0.3 Payments related to tax withholding for stock-based compensation (9.2) (9.5) Net proceeds from credit facilities 162.8 28.0 Net payments on long-term debt (1.1) (1.2) Net Cash Provided by (Used in) Financing Activities $ 102.1 $ (30.6) Effect of exchange rate changes on cash (4.3) 7.4 (Decrease) Increase in Cash, Cash Equivalents and Restricted Cash $ (19.9) $ 2.9 Cash, Cash Equivalents and Restricted Cash at Beginning of Period 365.4 373.6 Cash, Cash Equivalents and Restricted Cash at End of Period $ 345.5 $ 376.5 Reconciliations of Adjusted Net Income to GAAP Net Income and Adjusted Earnings Per Share to GAAP Earnings Per Share: (Unaudited) The following reconciliation is provided as additional relevant information about the Company's performance deemed useful to investors. Management believes that the non-GAAP measures of adjusted net income and adjusted diluted earnings per share are important financial measures used in the management of the business, including decisions concerning the allocation of resources and assessment of performance. Management believes that reporting adjusted net income and adjusted diluted earnings per share is useful to investors as these measures are representative of the Company's core operations. (Dollars in millions, except share data) Three Months EndedMarch 31, 2026 EPS 2025 EPS Net Income Attributable to The Timken Company $ 98.2 $ 1.40 $ 78.3 $ 1.11 Adjustments:(1) Acquisition intangible amortization $ 20.6 $ 19.0 Impairment, restructuring and reorganization charges(2) 4.9 3.2 Acquisition-related charges(3) 1.8 — Gain on sale of certain assets(4) — (1.2) CEO transition expenses(5) — 8.6 Noncontrolling interest of above adjustments(6) (0.1) 3.8 Provision for income taxes(7) (8.1) (13.1) Total Adjustments: 19.1 0.27 20.3 0.29 Adjusted Net Income Attributable to The Timken Company $ 117.3 $ 1.67 $ 98.6 $ 1.40 (1)Adjustments are pre-tax, with the net tax provision listed separately. (2)Impairment, restructuring and reorganization charges (including items recorded in cost of products sold) relate to: (i) plant closures; (ii) the rationalization of certain plants; (iii) severance related to cost reduction initiatives; (iv) impairment of assets; and (v) related depreciation and amortization. The Company re-assesses its operating footprint and cost structure periodically, and makes adjustments as needed that result in restructuring charges. However, management believes these actions are not representative of the Company's core operations. (3)Acquisition-related charges represent deal-related expenses associated with completed transactions and any resulting inventory step-up impact. (4)Represents the net gain resulting from the sale of certain assets. (5)On March 31, 2025, the Company announced that Tarak B. Mehta, President and Chief Executive Officer ("CEO") of the Company would be departing from the Company, effective immediately, and Richard G. Kyle would be serving as interim President and CEO. CEO transition expenses primarily related to the cost of the settlement agreement with Mr. Mehta in connection with his departure, net of stock compensation expense for stock awards forfeited. (6)Represents the noncontrolling interest impact of the adjustments listed above, as well as the reversal of uncertain tax positions related to Timken India Limited. (7)Provision for income taxes includes the net tax impact on pre-tax adjustments (listed above), the impact of discrete tax items recorded during the respective periods as well as other adjustments to reflect the use of one overall effective tax rate on adjusted pre-tax income in interim periods. Reconciliation of EBITDA to GAAP Net Income, EBITDA Margin to Net Income as a Percentage of Sales, and EBITDA Margin, After Adjustments, to Net Income as a Percentage of Sales, and EBITDA, After Adjustments, to Net Income: (Unaudited) The following reconciliation is provided as additional relevant information about the Company's performance deemed useful to investors. Management believes consolidated earnings before interest, taxes, depreciation and amortization (EBITDA) is a non-GAAP measure that is useful to investors as it is representative of the Company's performance and that it is appropriate to compare GAAP net income to consolidated EBITDA. Management also believes that adjusted EBITDA, adjusted EBITDA margin and EBITDA margin are useful to investors as they are representative of the Company's core operations and are used in the management of the business, including decisions concerning the allocation of resources and assessment of performance. (Dollars in millions) Three Months EndedMarch 31, 2026 PercentagetoNet Sales 2025 PercentagetoNet Sales Net Income $ 105.9 8.6 % $ 91.4 8.0 % Provision for income taxes 37.0 26.9 Interest expense 24.3 26.5 Interest income (1.7) (2.3) Depreciation and amortization 58.9 55.1 Consolidated EBITDA $ 224.4 18.2 % $ 197.6 17.3 % Adjustments: Impairment, restructuring and reorganization charges(1) $ 4.8 $ 3.1 Acquisition-related charges(2) 1.8 — Gain on sale of certain assets(3) — (1.2) CEO transition expenses(4) — 8.6 Total Adjustments 6.6 0.6 % 10.5 0.9 % Adjusted EBITDA $ 231.0 18.8 % $ 208.1 18.2 % (1)Impairment, restructuring and reorganization charges (including items recorded in cost of products sold) relate to: (i) plant closures; (ii) the rationalization of certain plants; (iii) severance related to cost reduction initiatives; and (iv) impairment of assets. The Company re-assesses its operating footprint and cost structure periodically, and makes adjustments as needed that result in restructuring charges. However, management believes these actions are not representative of the Company's core operations. (2)Acquisition-related charges represent deal-related expenses associated with completed transactions and any resulting inventory step-up impact. (3)Represents the net gain resulting from the sale of certain assets. (4)On March 31, 2025, the Company announced that Tarak B. Mehta, President and CEO of the Company would be departing from the Company, effective immediately, and Richard G. Kyle would be serving as interim President and CEO. CEO transition expenses primarily relate to the cost of the settlement agreement with Mr. Mehta in connection with his departure, net of stock compensation expense for stock awards forfeited. Reconciliation of Total Debt to Net Debt, the Ratio of Net Debt to Capital, and the Ratio of Net Debt to Adjusted EBITDA: (Unaudited) These reconciliations are provided as additional relevant information about the Company's financial position deemed useful to investors. Capital, used for the ratio of net debt to capital, is a non-GAAP measure defined as total debt less cash and cash equivalents plus total shareholders' equity. Management believes Net Debt, the Ratio of Net Debt to Capital, Adjusted EBITDA (see next page), and the Ratio of Net Debt to Adjusted EBITDA are important measures of the Company's financial position, due to the amount of cash and cash equivalents on hand. The Company presents net debt to adjusted EBITDA because it believes it is more representative of the Company's financial position as it is reflective of the ability to cover its net debt obligations with results from its core operations. (Dollars in millions) March 31,2026 December 31,2025 Short-term debt, including current portion of long-term debt $ 42.9 $ 38.9 Long-term debt 2,027.2 1,883.1 Total Debt $ 2,070.1 $ 1,922.0 Less: Cash and cash equivalents (344.7) (364.4) Net Debt $ 1,725.4 $ 1,557.6 Total Equity $ 3,367.9 $ 3,345.7 Ratio of Net Debt to Capital 33.9 % 31.8 % Adjusted EBITDA for the Twelve Months Ended $ 818.7 $ 795.8 Ratio of Net Debt to Adjusted EBITDA 2.1 2.0 Reconciliation of Free Cash Flow to GAAP Net Cash Provided by Operating Activities: (Unaudited) Management believes that free cash flow is a non-GAAP measure that is useful to investors because it is a meaningful indicator of cash generated from operating activities available for the execution of its business strategy. (Dollars in millions) Three Months EndedMarch 31, 2026 2025 Net cash provided by operating activities $ 39.3 $ 58.6 Less: capital expenditures (38.8) (35.2) Free cash flow $ 0.5 $ 23.4 Reconciliation of EBITDA, After Adjustments, to GAAP Net Income: (Unaudited) The following reconciliation is provided as additional relevant information about the Company's performance deemed useful to investors. Management believes consolidated earnings before interest, taxes, depreciation and amortization (EBITDA) is a non-GAAP measure that is useful to investors as it is representative of the Company's performance and that it is appropriate to compare GAAP net income to consolidated EBITDA. Management also believes that the non-GAAP measure of adjusted EBITDA is useful to investors as it is representative of the Company's core operations and is used in the management of the business, including decisions concerning the allocation of resources and assessment of performance. (Dollars in millions) Twelve Months EndedMarch 31, 2026 Twelve Months EndedDecember 31, 2025 Net Income $ 331.8 $ 317.3 Provision for income taxes 108.8 98.7 Interest expense 108.1 110.3 Interest income (9.7) (10.3) Depreciation and amortization 233.9 230.1 Consolidated EBITDA $ 772.9 $ 746.1 Adjustments: Impairment, restructuring and reorganization charges(1) $ 22.4 $ 20.7 Corporate pension and other postretirement benefit related expense(2) 10.8 10.8 Acquisition-related charges(3) 1.8 — Gain on sale of certain assets(4) (1.4) (2.6) CEO transition expenses(5) 12.2 20.8 Total Adjustments 45.8 49.7 Adjusted EBITDA $ 818.7 $ 795.8 (1)Impairment, restructuring and reorganization charges (including items recorded in cost of products sold) relate to: (i) plant closures; (ii) the rationalization of certain plants; (iii) severance related to cost reduction initiatives; and (iv) impairment of assets. The Company re-assesses its operating footprint and cost structure periodically, and makes adjustments as needed that result in restructuring charges. However, management believes these actions are not representative of the Company's core operations. (2)Corporate pension and other postretirement benefit related expense represents actuarial losses that resulted from the remeasurement of plan assets and obligations as a result of changes in assumptions or experience. The Company recognizes actuarial losses and gains in connection with the annual remeasurement in the fourth quarter, or if specific events trigger a remeasurement. (3)Acquisition-related charges represent deal-related expenses associated with completed transactions and any resulting inventory step-up impact. (4)Represents the net gain resulting from the sale of certain assets. (5)On August 22, 2025, the Company announced the appointment of Lucian Boldea as President and CEO, effective September 1, 2025, and that Richard G. Kyle would retire from the role of interim President and CEO. On March 31, 2025, the Company announced that Tarak B. Mehta, President and CEO of the Company would be departing from the Company, effective immediately, and Mr. Kyle would be serving as interim President and CEO. CEO transition expenses for the twelve months ended December 31, 2025, primarily relate to the cost of the settlement agreement with Mr. Mehta in connection with his departure, net of the impact for stock awards forfeited, the acceleration of certain stock compensation awards issued to Mr. Kyle, and other one-time costs associated with the transition in 2025. Reconciliation of Net Sales to Organic Sales (Unaudited) The following reconciliations are provided as additional relevant information about the Company's performance deemed useful to investors. Management believes that net sales, excluding the impact of acquisitions and foreign currency exchange rate changes, allow investors and the Company to meaningfully evaluate the percentage change in net sales on a comparable basis from period to period. Three Months EndedMarch 31, 2026 Three Months EndedMarch 31, 2025 $ Change % Change Net sales $ 1,231.3 $ 1,140.3 $ 91.0 8.0 % Less: Acquisitions 3.1 — 3.1 NM Currency 38.6 — 38.6 NM Net sales, excluding the impact of acquisitions and currency $ 1,189.6 $ 1,140.3 $ 49.3 4.3 % Reconciliation of Adjusted Earnings per Share to GAAP Earnings per Share for Full Year 2026 Outlook: (Unaudited) The following reconciliation is provided as additional relevant information about the Company's outlook deemed useful to investors. Forecasted full year adjusted diluted earnings per share is an important financial measure that management believes is useful to investors as it is representative of the Company's expectation for the performance of its core business operations. Low End EarningsPer Share High End EarningsPer Share Forecasted full year GAAP diluted earnings per share $ 4.70 $ 5.20 Forecasted Adjustments: Impairment, restructuring and other special items, net(1) 0.20 0.20 Acquisition-related intangible amortization expense, net 0.85 0.85 Forecasted full year adjusted diluted earnings per share $ 5.75 $ 6.25 (1)Impairment, restructuring and other special items, net do not include the impact of any potential future mark-to-market pension and other postretirement remeasurement adjustments, because the amounts will not be known until incurred. SOURCE The Timken Company

MANAUS, Brazil, May 06, 2026 (GLOBE NEWSWIRE) -- Brazil Potash Corp. (“Brazil Potash” or the “Company”) (NYSE-American: GRO), a mineral exploration and development company advancing the Autazes potash project in Amazonas State, Brazil (the “Autazes Project”), is pleased to announce the award of a Front-End Engineering Design (“FEED”) contract for the processing plant, tailings facility, river barge port, and the upgrade of approximately 13 km of road connecting the plant to port, to a consortium of Wood and Promon Engenharia (“Promon”). “Wood’s track record in potash and large-scale fertilizer infrastructure, combined with Promon’s extensive knowledge of how to build in Brazil, gives us exactly the right consortium to deliver the surface FEED our lenders and partners need to see” said Raphael Bloise, Project Director Brazil Potash. Wood and Promon were selected for their complementary and directly applicable experience, global potash and fertilizer engineering leadership paired with deep, on-the-ground Brazilian execution capability. Surface Infrastructure and the Path to Financing The completion of FEED studies is a critical milestone for securing construction debt financing, which is currently being advanced through active dialogue with Development Finance Institutions and Export Credit Agencies. It converts early assumptions into independently verifiable, investment-grade outputs— providing CAPEX and OPEX accuracy, risk quantification, constructability analysis, and environmental, social and governance (ESG) documentation that lenders require before committing capital. This FEED also ensures alignment across all interdependent surface systems, processing throughput, water balance, power demand, tailings capacity, and port logistics, under a single, coherent engineering framework. Wood: Potash and Fertilizer Engineering at Global Scale Wood is a global leader in consulting, engineering and operations for the energy and materials sectors. Their portfolio of relevant project experience includes serving as engineering contractor for K+S’s Bethune potash mine in Canada, one of the most significant fertilizer developments of the past decade, and multiple Canadian and international potash project expansions exceeding 8 million annual tonnes of production. Wood brings proven capability across the full spectrum of surface infrastructure required at Autazes. Promon Engenharia: Brazilian Engineering and Construction Expertise Promon Engenharia is one of Brazil’s most established engineering and project management companies, with more than six decades of experience executing complex industrial and mining projects across the country, including involvement in some of Brazil’s largest fertilizer developments. With a client base that includes Brazilian and international mining operators, and a strong track record in Northern Brazil, Promon Engenharia brings Brazilian-domiciled engineering and EPCM capabilities that are essential for project execution in Amazonas State. Promon Engenharia’s contribution to the consortium includes ensuring full compliance with Brazilian engineering standards and construction regulations, integrating with local supply chains and labor markets, and producing designs compatible with Brazilian environmental licensing, permitting processes, and logistical realities, helping reduce execution risk and supporting the delivery of value-creating solutions for clients. Annual Report Filing Brazil Potash confirms that it has filed its annual report on Form 20-F for the fiscal year ended December 31, 2025, with the U.S. Securities and Exchange Commission. The annual report, including the Company's complete audited financial statements, is available on the Company's website atwww.brazilpotash.comand on the SEC's website atwww.sec.gov. Shareholders may request a hard copy of the Company's complete audited financial statements free of charge by contacting Brazil Potash Investor Relations atinfo@brazilpotash.com. About Brazil Potash Brazil Potash (NYSE-American: GRO) (www.brazilpotash.com) is developing the Autazes Project to supply sustainable fertilizers to one of the world’s largest agricultural exporters. Brazil is critical for global food security as the country has amongst the highest amounts of fresh water, arable land, and an ideal climate for year-round crop growth, but it is vulnerable as it imported over 95% of its potash fertilizer in 2021, despite having what is anticipated to be one of the world’s largest undeveloped potash basins in its own backyard. The potash produced will be transported primarily using low-cost river barges on an inland river system in partnership with Amaggi (www.amaggi.com.br), one of Brazil’s largest farmers and logistical operators of agricultural products. With an initial planned annual potash production of up to 2.4 million tons per year, Brazil Potash’s management believes it could potentially supply approximately 20% of the current potash demand in Brazil. Management anticipates 100% of Brazil Potash’s production will be sold domestically to reduce Brazil’s reliance on potash imports while concurrently mitigating approximately 1.4 million tons per year of GHG emissions. Forward-Looking Statements Disclaimer This press release includes forward-looking statements, which are statements that are not historical facts. Words such as “expects”, “anticipates”, “believes”, “intends”, “will”, “estimates”, “plans”, “may” and similar expressions are intended to identify forward-looking statements. Such forward-looking statements, including statements relating to the anticipated benefits of the Autazes Project to Brazil’s agricultural sector, expected production volumes, the Company’s potential engagement with development finance institutions and export credit agencies, the expected benefits and timeline of the FEED study, the anticipated capabilities of the Wood and Promon consortium, estimated greenhouse gas emissions reductions, and the status of the Company’s project, government regulation and environmental regulation, are subject to risks and uncertainties, many of which are beyond the control of the Company, including those described in the “Risk Factors” section of the Company’s registration statement on Form F-1, as amended, for the IPO filed with the SEC, the Company’s most recent annual report on Form 20-F filed with the SEC and the supplemented PREP prospectus filed in each of the provinces and territories of Canada, other than Québec. Readers are cautioned not to place undue reliance on any of these forward-looking statements. These forward-looking statements speak only as of the date hereof. The Company expressly disclaims any obligations or undertaking to release publicly any updates or revisions to any forward-looking statements contained herein to reflect any change in the Company’s expectations with respect thereto or any change in events, conditions or circumstances on which any statement is based, unless required by law. This press release does not constitute an offer to sell or a solicitation of an offer to buy any securities of the Company. Contact: Brazil Potash Investor Relations info@brazilpotash.com

Brazilian oil and gas company PRIO, formerly known as PetroRio, has unveiled the identity of its new Chief Operating Officer (COO) following the resignation of the previous COO. While disclosing the change in its executive team, PRIO confirmed the resignation ofFrancisco Francilmar Fernandesfrom the position of Chief Operating Officer for personal and family reasons that require his full dedication, effective from May 5, 2026. The Brazilian player’s board of directors has electedJean Carlos Calvias the firm’s new Chief Operating Officer, effective immediately. With approximately 18 years of experience in the oil and gas industry, Calvi is a petroleum engineer who graduated from Universidade de Vila Velha. After joining the company in 2016, he has been primarily responsible for the implementation of several projects, including thePolvodrilling campaign in 2018, theTubarão Martelotie-back in 2021, theFradedrilling campaignin 2022, and therecentWahootie-back. This content is available after accepting the cookies. Third well comes online at Brazilian oil field PRIO is planning further drilling activities, as confirmed by the Brazilian Institute of the Environment and Renewable Natural Resources (Ibama), which recentlyissued an amendmentto the drilling license for the Frade field, enabling the drilling of up to 14 new wells at the field. Take the spotlight and anchor your brand in the heart of the offshore world! Join us for a bigger impact and amplify your presence at the core hub of the offshore energy community!

Sir David Attenborough has mastered the craft of storytelling. He has undoubtedly inspired generations of people around the globe to love and care for the natural world. And in doing so, he’s become one of the most recognisable – and most trusted – faces on our screens. Now, he’s celebrating his 100th birthday and a lifetime of wildlife filmmaking. As part of The Conversation UK’sclimate storytellingstrand, four experts critique how he has influenced everything from conservation and documentary production to the communication of the biggest story of all – climate change. Ben Garrod, science broadcaster and Professor of Evolutionary Biology and Science Engagement at the University of East Anglia, has presented alongside Attenborough in several landmark documentaries. Here he reflects on Attenborough’s passion for furthering our scientific understanding of the natural world. I once sat on a remote beach with Attenborough, near the very tip of South America. I can still clearly remember the warmth of the rounded, flat stones beneath me. We sat only a metre or so apart. We’d just spent the morning filming the excavation of the largest dinosaur ever discovered. Over lunch, Attenborough had recalled we were close to a beach he’d filmed at years before, where grey whale mothers drew in close to shore with their calves to rub against the stone in the shallows to exfoliate their skin. As luck would have it, it was the perfect time of year and before long, there we were watching a mother and calf just a few metres offshore. Facts and figures bubbled out of Attenborough excitedly, not at all like the calm and more measured way we’re all so used to. For those few minutes, he was childlike in his wonder and excitement at the scene in front of us and I marvelled at how he has not only maintained that love for the natural world for so long but how he has always so passionately shared it with the rest of us. For a century now, Attenborough’s life has been intimately interwoven not only with humanity’s growing scientific understanding of the natural world but also its accelerating loss. Spanning over 70 years, Attenborough has been our most trusted and prolific mediator between scientific knowledge and the public. His early landmark BBC seriesLife on Earth: A Natural History(1979) did something few academic texts ever could. It made the complexity of evolutionary biology accessible. Across his work, natural selection, adaptation, ecology and behaviour are not presented as intangible concepts but as organic processes shaping form, function and ultimately survival across the natural world. In doing so, Attenborough helped normalise evolutionary thinking for hundreds of millions of viewers worldwide, embedding complex scientific principles into popular culture, right in our living rooms. Central to his work has been a commitment to scientific accuracy. Attenborough’s programmes have been developed in close collaboration with academics and field researchers, ensuring narratives about animal behaviour, ecosystems and biodiversity reflect current evidence. This relationship between science and storytelling has been crucial because rather than dumbing down complexity, Attenborough’s “everyday” approach demonstrates audiences can engage with content that could all too easily be written off as belonging to more academic and scientifically literate viewers. TheInsights sectionis committed to high-qualitylongform journalism. Our editors work with academics from many different backgrounds who are tackling a wide range of societal and scientific challenges. Yet the tone of his work has changed. His early documentaries were characterised by a sense of abundance and discovery. Over time, as scientific evidence for biodiversity loss and climate change mounted, his work shifted accordingly. More recently, his documentaries increasingly shine a light on human impact, habitat destruction and extinction risk. This evolution of change in his own tone mirrors the science itself, highlighting Attenborough’s credibility as a communicator willing to adjust his message as the evidence demands. Attenborough’s contribution to conservation has not come through activism alone.Research showsthat an emotional connection to nature precedesany behavioural change. Attenborough has actively helped build the public conditions necessary for conservation policy and action by fostering wonder, curiosity and empathy for the natural world. His influence can be traced in the generations of scientists, conservationists and educators who cite his programmes as formative experiences. For many, particularly those without access to wild spaces, Attenborough’s work provides an opportunity and gateway to encounter wild animals and remote ecosystems but also local habitats, helping give us all access to the wonder he perceives in the world around him. As he turns 100, Attenborough’s legacy is surely inseparable from the global environmental challenges we now face. He has helped society understand not only how life evolved, but, more importantly, why it matters that we protect it now. In an era defined by ecological crisis, his work reminds us that scientific knowledge is most powerful when it connects people to the living world so strongly, it compels us to care enough to protect it, so that we might carry on his legacy and, just like him, act as stewards. Jean-Baptiste Gouyon, Professor of Science Communication at the UCL Department of Science and Technology Studies, explains the impact Attenborough has had on natural history television. In the early 1950s, television was taking off across Britain, but theBBCwas still finding its visual voice. Its controller, Cecil McGivern, warned in June 1952 that there was “far too much emphasis…on the spoken word and far too little on the thing seen”. Most early television producers had come from BBC radio and initially made programmes that resembled radio with pictures. Into this world stepped a young David Attenborough, unencumbered by a career in sound, ready to invent a new language for television and, in the process, reshape natural history filmmaking. At 26, he earned his first natural history credit as producer of The Coelacanth (1953), a 20-minute programme prompted by the capture of a live coelacanth “living fossil” fish off Madagascar. Eschewing sensationalism, Attenborough tied the story to Darwin’stheory of evolution. This use of wildlife programmes to communicate scientific ideas became his trademark. The programme blended prerecorded footage with live studio sequences featuring evolutionary biologist Julian Huxley, who used the coelacanth to illustrate life’s transition from sea to land. With the Zoo Quest series (1954), Attenborough began reshaping wildlife television. For these programmes, he travelled to exotic places with staff from the London Zoo to capture animals for the collection. Each episode relied on prerecorded film linked by live studio sequences, allowing tighter narrative control. The hero in the films, shot by Charles Lagus, was Attenborough himself, who back in London also presented the studio sequences. By assuming all the roles of hero, producer, narrator and presenter, Attenborough became the central performer in the story. From then on, Attenborough’s fluid on-screen performances gained him much acclaim. A very hard worker, he put much effort in producing highly detailed scripts, which left little to chance. Indeed, by the early 1960s, he had all but lost faith in live television, writing to a BBC colleague: To begin with I got a tremendous kick out of the excitement of putting out programmes live. But it wore off after a bit and really, except for challenging interviews with lots of ‘immediacy’, I’m for film or some other sort of controlled recording process every time. It is so maddening to miss an effect because of some small mechanical hitch, as so often happens live. Consistently high ratings encouraged others to emulate his method, and live formats became less fashionable. Film-based production also allowed programmes to be stockpiled, repeated and sold, supporting a more sustainable business model. After Attenborough moved into BBC management in 1965, his goal was to turn natural history television into a science communication genre. He argued that it was “important” to move away from programmes that simply showcased the beauty of nature and instead engage viewers “to examine in a serious and critical way new trends and ideas in zoology”. Returning to hands-on programme-making a decade later, he embedded this vision in his magnum opus, Life on Earth (1979). In the early 1950s, when Attenborough joined the BBC, natural history television had been mostly conceived of as a specialist genre catering for amateur naturalists to share in the aesthetic and emotional enjoyment of nature. By the 1980s, he had helped transform it into one of the most popular genres of TV programming and a powerful conduit for science communication. This influence continues in his later work, including Planet Earth II, Blue Planet II and Our Planet, which combine cinematic storytelling with urgent environmental themes. As he celebrates his 100th birthday, Attenborough’s legacy endures, defining natural history television as one of the most powerful forms of science communication and inspiring generations to look at the living world with wonder and understanding. Saffron O'Neill researches climate communication and public engagement. She explains the ways Attenborough has shaped climate communication techniques across the world. Attenborough is one of the few voices on climate change that almost everyone is willing to listen to. Over seven decades, his work has transformed how scientific knowledge is communicated, combining advances in broadcasting with powerful storytelling. Research by Climate Outreach in 2020 found that Attenborough is trusted by peopleacross the political spectrum, from “progressive activists” to “backbone conservatives”. More than95% of people surveyed recognise himand his programmes reach an exceptionallydiverse audience, even in today’s competitive media landscape. My colleague, PhD researcher Kate Holden, is exploring how young people engage with marine sustainability throughonline video, from traditional nature documentaries to YouTubers like MrBeast. Attenborough still stands out as an expertyoung people take seriously. Part of his appeal lies in his willingness to meet audiences where they are, adapting to changing media habits. He joined Instagram in 2020 (breaking theGuinness World Recordfor the fastest time to reach one million followers) and has collaborated with Netflix tostream shows. Attenborough has shown the power of the media to shape how we see the natural world. Althoughthere is little evidencefor the appealing notion that watching a documentary like Blue Planet II directly drives behavioural change (such as reducing peoples’ plastic consumption), nature documentaries can certainly drive bothpublic and policy interestvia increased media attention. Engaging the public on climate and nature requires moving beyond a simple notion of “getting the message across” and towards recognising thecomplexity and power of storytelling. For this, Attenborough’s success is an invaluable model. His programmes combine top-class storytelling with pioneering technology. The visual appeal of his richly crafted documentaries is matched by compelling stories about little-known species. His work forms a substantial archive of success – many of the most popular TV programmes of all time are hisnature documentaries. In a highly cited paper from 2007, a team led by environmental social scientist Irene Lorenzoni defined engagement with climate change.They claimed that: “It is not enough for people to know about climate change in order to be engaged; they also need to care about it, be motivated and able to take action.” Early Attenborough programming focused on increasing peoples’ knowledge about the natural world and as part of this, implicitly providing a reason to care about it. Increasingly though, he has moved to a more explicit stance about the climate emergency and our moral and ethical duty to act.An analysis of Attenborough’s use of languagecarried out in the late 2010s demonstrates this. It shows how he now uses emotional appeals to action. During an appearance on theOutrage + Optimism podcasthe said: “we have an obligation on our shoulders and it would be to our deep eternal shame if we fail to acknowledge that.” When a communicator like activist Greta Thunberg makes an appeal to morality, it can polarise audiences. Attenborough’s broad popularity makes his message reach wider audiences. His trustworthiness, storytelling mastery and innovative use of technology helps explain why he continues to have such a lasting impact on science and environmental communication, seven decades after his first broadcast. Chloe Brimicombe, Climate Scientist at the University of Oxford, explores whether Attenborough’s on-screen attention to the climate crisis could have started earlier. In his early documentaries, Attenborough focused on the wonder of the natural world. He did go on to warn of the dangers of how humans were damaging the environment, but much of his early messaging reflected the belief thatclimate change can be linked to overpopulation. This is not demonstrated by the evidence. In fact, therichest in society are the most pollutingbut the smallest population group. However, in recent years his beliefs changed with the science and more of his films started to cover climate change directly. For example,Climate Change: The Factsin 2019 andPerfect Planet2021. Attenborough’s works are part of the culture of the UKand the world. In my own life Attenborough’s works have always been present. During my undergraduate degree at Aberystwyth University, I was shownFrozen Planetin a lecture about glaciers and ice sheets because my lecturer was featured in the series. That moment stuck with me as I started my career as a climate scientist. During my PhD in environmental sciences at the University of Reading, my fellow researchers were all big fans of Attenborough and of what could be achieved through thepower of documentary film-making. In 2025, I was lucky enough to attend the film premier ofOcean with David Attenborough, something I consider a once-in-a-lifetime opportunity. As well as inspiring audiences with awe and wonder, documentaries can be an important way tocommunicate what is happening to our changing climate. They reach audiences that might not otherwise engage on the subject. Documentary making hasdrawn critiquefor focusing on a producer’s interest instead of capturing the scientific background behind a certain issue. This hasled to schemessuch as the Wellcome Trust Public Engagement Scheme being setup to help bring scientists and documentary makers together. In Attenborough’s A Life on Our Planet (2020), he talks about the changes he has seen in the natural environment and his concern for the future of the planet. In the film Ocean with David Attenborough, the 2025 premier took place just before theUN’s ocean summitin Nice, France. This helped lead to real policy discussions and changes. That includes supporting theglobal ocean’s treaty, a landmark international agreement which creates a network of protected ocean sanctuaries. Attenborough may have been late in communicating specifically on climate change. But, in recent years he has changed to being a strong advocate. Now, it’s time to make sure that message is heard and acted upon so that the world’s wonders remain for many generations to come. The climate crisis has a communications problem. How do we tell stories that move people – not just to fear the future, but to imagine and build a better one? This article is part ofClimate Storytelling, a series exploring how arts and science can join forces to spark understanding, hope and action.

L’operazione, già di interesse del gruppo ginevrino, offre obiettivi strategici e di sviluppo occupazionale salvando dalla bancarotta il cantiere e realizzando un hub di riparazione e costruzione di navi sia civili che militari Sta per compiersi un’importante operazione commerciale tra Rheinmetall, Msc e il cantiere navale di Mangalia, un tempo orgoglio della cantieristica rumena. Il sito, gestito a lungo in joint venture con l’olandese Damen — che ne è rimasta il principale creditore dopo il fallimento del 2024 — sta per cambiare radicalmente assetto. Secondo quanto riportato da maritime-executive.com, lo Stato rumeno starebbe negoziando un accordo con i due colossi finalizzato a rilevare le attività del cantiere. Il gigante industriale tedesco Rheinmetall ha confermato di essere in trattativa con Mediterranean Shipping Company. La compagnia ginevrina aveva già espresso il proprio interesse per il sito un anno fa, inviando una lettera d’intenti e pagando in anticipo alcune riparazioni per iniettare liquidità, dimostrando così la serietà del proprio impegno mentre il governo avviava la riorganizzazione. I funzionari del governo rumeno starebbero definendo un accordo in cui Rheinmetall e Msc acquisirebbero la quota di maggioranza, mentre lo Stato manterrebbe una partecipazione di minoranza, agendo da facilitatore per salvare migliaia di posti di lavoro in un’area strategica sul Mar Nero. Rheinmetall, leader negli equipaggiamenti militari, è entrata nel settore navale attraverso l’acquisizione di Nvl (Naval Vessels Lürssen), il ramo specializzato in unità militari del Gruppo Lürssen, permettendo all’azienda di integrare i propri sistemi di difesa direttamente nella costruzione delle navi. Recentemente, il gruppo sarebbe già in lizza per un ordine di quattro unità per la Romania, inclusi due pattugliatori d’altura (Opv). In una nota del 5 maggio, inoltre, Rheinmetall ha precisato che l’operazione andrebbe oltre questa singola commessa, per sostenere il futuro della cantieristica locale e creare un polo dell’industria della difesa. Il piano prevede che la Romania diventi un importante hub produttivo europeo, con una prospettiva occupazionale di diverse migliaia di persone nel lungo periodo. In questo schema, il ruolo di Msc risulta fondamentale perché la compagnia garantirebbe un carico di lavoro costante, da subito attraverso le riparazioni, e in futuro con la costruzione di navi complesse, come traghetti e navi da crociera, fornendo stabilità economica al cantiere anche al di fuori delle commesse militari. Ad oggi, la situazione del cantiere di Mangalia — ufficialmente in bancarotta dallo scorso aprile — può beneficiare dell’applicazione di nuove norme che permettono allo Stato di riacquisire gli asset pagando il semplice valore di liquidazione, stimato in circa 87 milioni di euro (102 milioni di dollari). Un passaggio, questo, che consente al cantiere di superare il pesante contenzioso con Damen e di ripartire con una struttura finanziaria pulita. L’alleanza, configurata come un partenariato pubblico-privato, vede la Romania conferire i terreni e le infrastrutture, Msc il carico commerciale e Rheinmetall la tecnologia per la difesa. Dato il contesto geopolitico segnato dalla guerra in Ucraina, la capacità di produrre unità sia militari che civili trasforma l’hub di Mangalia in un obiettivo di sicurezza nazionale, e dà la possibilità di riportare l’occupazione dai circa 800 dipendenti attuali ai livelli dei periodi di massima attività. C.G. ISCRIVITI ALLA NEWSLETTER QUOTIDIANA GRATUITA DI SHIPPING ITALY SHIPPING ITALY E’ ANCHE SU WHATSAPP: BASTA CLICCARE QUI PER ISCRIVERSI AL CANALE ED ESSERE SEMPRE AGGIORNATI

La recentemente annunciata acquisizione da parte del gruppo Msc dell’azienda spezzina Jobson, primaria realtà attiva nel settore delle riparazioni navali, sarà oggetto di valutazione da parte dell’Autorità Antitrust ai sensi dell’articolo sulle concentrazioni della legge sulla tutela del mercato. L’avviso pubblicato dall’Autorità garante per la concorrenza e il mercato svela anche alcuni dettagli dell’operazione, che avverrà attraverso la creazione di una newco (non è chiaro se di diritto italiano o straniero), di cui Msc controllerà il 64% del capitale attraverso la lussemburghese Sas Shipping Agencies Services, col 36% che resterà in mano agli attuali proprietari di Jobson, Alessandro Bardo e Giuliano Allegri. A questa newco saranno previamente conferite (sulla base di un contratto preliminare di compravendita di quote) “alcune società di Asso (presumibile riferimento alla holding svizzera Asso Maritime Sa, ndr, controllante di Jobson), in particolare Jobson Italia, congiuntamente alle sue controllate, e Uasc Uae” (United Arab shipping engineering & ship repair services LLC9, società con sede a Dubai, negli Emirati Arabi Uniti. Il focus dell’Antitrust scaturisce dalla presenza di Msc nei settori di attività di Jobson. Se residuali appaiono le attività di entrambi nella manutenzione del materiale rotabile ferroviario, non altrettanto si può dire per quel che riguarda le riparazioni navali. Msc vi opera attraverso diverse realtà. La capofila storica è la napoletana Nuova Meccanica Navale, recentemente ampliatasi attraverso una partnership col gruppo Palumbo (Napoli Dry Docks), con cui Msc ha legami anche attraverso Marinvest (nella joint venture di recente costituzione Infrastrutture Marittime) e Msc Crociere (in Palumbo Malta Shipyard). Sempre in Italia noto inoltre l’interesse del gruppo per lo sviluppo di un nuovo polo cantieristico a Gioia Tauro e la partecipazione indiretta (tramite la genovese Ignazio Messina & C. partecipata da Msc al 49%) nelle riparazioni navali con la Messina Maintenance & Repair. All’estero sembra essere in dirittura d’arrivo l’acquisizione di un cantiere navale in Romania e l’implementazione di un’industria navalmeccanica indiana. A.M. ISCRIVITI ALLA NEWSLETTER QUOTIDIANA GRATUITA DI SHIPPING ITALY SHIPPING ITALY E’ ANCHE SU WHATSAPP: BASTA CLICCARE QUI PER ISCRIVERSI AL CANALE ED ESSERE SEMPRE AGGIORNATI

We use cookies to enhance your browsing experience, serve personalised content, and analyse our traffic. By clicking "Accept All" you accept this and consent that we share this information with third parties and that your data may be processed in the USA. For more information, please read ourprivacy policy. You can adjust your preferences at any time. If you deny, we will use only the essential cookies and unfortunately, you will not receive any personalized content. Coastal city of Preveza📍 Includes flights & three nights' at a beach hotel with breakfast 🙌 From£132pp Wow! Sometimes it pays to get off the beaten track. We've spotted a gorgeous Greek getaway for£132this summer. For that price, you'll get flights and three nights at a top-rated 4-star hotel with breakfast included. Preveza’s a port town with a relaxed vibe in Western Greece. There's a cute old town, lovely harbour perfect for evening strolls, and beautiful sandy beaches. Alonaki Beach, with it's lush green surroundings and crystal clear waters, looks particularly inviting. You'll stay atIonian Theoxenia,which has a relaxing pool area, and is close to a beach and important archaeological sites. Booking with Trivago and Skyscanner Based on 2 sharing This is a DIY deal, so you'll need to book flights and hotel separately Accommodation £182 for two people = £91 each + £41 each for flights = £132 per person / £264 total We might be pirates, but we’re an honest bunch. We check all our deals when we review them to make sure everything is available. However, with deals this hot, things change quickly—flight prices fluctuate, hotel rooms sell out, currencies yo-yo. And just so you know, local taxes might still apply – even treasure has its fine print. But mainly, demand for the best deals means the lowest prices don’t last long. If you’ve missed out this time, don’t worry, we’re working on more great offers. Interested in offsetting your carbon emissions for this flight? Readour guideto help you make an informed decision. Travelling solo? Check out our single-travel dealshere. 💡Quick heads up on this deal! This is a "build it yourself" trip. 🛠️ That means you need to click the flight link to book your seat, and then click the hotel link to book your room. Two separate bookings, one amazing price. Important: We don't own the inventory to these seats or rooms (we just hunt them down for you!), so we can't promise they'll stick around. 🤷‍♀️ Airline pricing algorithms are wild, and these fares can vanish in minutes. Our advice? Check the flight price first. If it's still cheap, lock it in immediately, then sort the hotel. 🤞✈️

Nuovo record nel portafoglio ordini di portacontainer. Secondo la società di consulenza Linerlytica, l’orderbook in questa tipologia di navi ha i 13 milioni di Teu, che per l’analista equivale a un forte rischio di un’imminente sovraccapacità. Il numero di navi ordinate è ora superiore alla flotta complessiva di Maersk, Cma Cgm e Cosco. Il rapporto tra ordini e capacità disponibile, pari al 38,3%, ha raggiunto livelli mai visti dalla crisi finanziaria globale di quasi 20 anni fa. Nei primi quattro mesi del 2026, gli ordini totali di nuove navi hanno già superato 1,9 milioni di Teu, e Linerlytica prevede che si possa superare il record annuale di 5,1 milioni di Teu registrato nel 2025. La maggior parte delle nuove consegne è prevista per il 2028, anno in cui gli ordini confermati hanno già raggiunto i 5,2 milioni di Teu. “Le compagnie di navigazione restano impegnate in una lotta incessante per la quota di mercato” ha affermato Linerlytica nel suo ultimo rapporto settimanale, descrivendo l’attuale impennata degli ordini come “sfrenata”. “La sovraccapacità raggiungerà presto il mercato, con oltre 5 milioni di Teu previsti in consegna solo nel 2028” ha previsto Linerlytica. Il Drewry World Container Index è sceso per la terza settimana consecutiva giovedì scorso, registrando un calo dell’1% a 2.216 dollari al mese, a causa delle tariffe più basse sulle rotte commerciali Asia-Europa, transpacifiche e transatlantiche. “Nonostante gli elevati costi del carburante e i persistenti rischi geopolitici, le tariffe rimangono sotto una costante pressione al ribasso a causa della sovraccapacità e della bassa domanda” ha avvertito Drewry. L’ultimo calo si verifica in un contesto di indebolimento degli indicatori generali della domanda. La fiducia dei consumatori statunitensi è scesa al livello più basso mai registrato nell’aprile 2026, secondo l’Università del Michigan, segnalando un calo della domanda di importazioni in futuro. ISCRIVITI ALLA NEWSLETTER QUOTIDIANA GRATUITA DI SHIPPING ITALY SHIPPING ITALY E’ ANCHE SU WHATSAPP: BASTA CLICCARE QUI PER ISCRIVERSI AL CANALE ED ESSERE SEMPRE AGGIORNATI

England-based energy transition-focused player EnergyPathways is awaiting the award of a gas storage license (GSL) from the North Sea Transition Authority (NSTA) in connection with the firm’s flagship energy storage project off the Cumbria coast in the East Irish Sea. EnergyPathways has revealed that its wholly owned subsidiary, EnergyPathways Irish Sea, is to be awarded a gas storage license by the North Sea Transition Authority related to itsMarram Energy Storage Hub (MESH) project. The company claims that this decision marks a major milestone for its plans to develop the wider MESH project in the East Irish Sea and onshore in Barrow-in-Furness. This project is expected to be Britain’s largest integrated energy storage facility. The firm explains that the GSL to be awarded spans a substantial offshore area that could support the construction of up to 60 large-scale salt storage caverns with potential for multi-terawatt-hour scale energy storage, subject to the necessary consents and financing. Ben Clube, CEO of EnergyPathways, commented:“I am delighted that we have met the NSTA’s criteria to offer EnergyPathways this crucial gas storage licence, one of only a handful of energy licence awards in the last two years. The current Middle East crisis serves as a stark reminder of Britain’s limited energy storage capacity that leaves it vulnerable to global supply shocks and the resulting impact of higher energy bills. “The UK government recognises MESH and other forms of long duration energy storage as having a vital role in lowering energy prices, bolstering energy security and achieving a clean energy system.” With this license in hand, EnergyPathways will accelerate the development of its large-scale gas storage facility to complement the company’s ongoing large-scale CAES long-duration energy storage development for which the launch of thefront-end engineering and design (FEED)scope was announced last week. This content is available after accepting the cookies. EnergyPathways launches offshore wind-linked compressed air energy storage project The planned MESH project, which has already been designated by the UK government as a project of ‘national significance,’ will comprise compressed air energy storage (CAES), natural gas storage transitioning to hydrogen storage, and complementary hydrogen production for clean power and sustainable industry uses. EnergyPathways plans a natural gas storage facility that will double Britain’s meagre gas storage capacity and provide up to six days of national energy supply, securing the UK’s energy future and reducing its over-dependence on expensive gas imports. The facility is anticipated to provide high deliverability rates of around 15 million cubic meters per day for rapid grid backup supply. The company’s CAES storage of 300 MW/55 GWh capacity is expected to be Britain’s largest LDES facility. The company underlines that the low-carbon dispatchable power generation will be far cheaper than the expensive gas-fired power upon which Britain relies and which sets the power prices for all of the UK’s electricity, including renewables. The low-cost hydrogen production capability will be used to further decarbonize MESH dispatchable power and new sustainable industries planned in Barrow-in-Furness, including the proposed graphite production plant. EnergyPathways, along with its Tier One partnership group, including Siemens Energy, Costain, Wood, and Zenith Energy, will now progress the MESH project to a final investment decision (FID) in 2028 and start-up by late 2031. The firm has already initiated several funding and capacity offtake discussions. Clube outlined:“With the award of this licence EnergyPathways will now move at pace to get to FID as quickly as possible. Both the gas storage and CAES storage will each be commercially viable in their own right, however there are several synergies and cost efficiencies between the two projects that can now be secured. “I look forward to working closely with our team and our partners in the months ahead and will continue to update shareholders as milestones are achieved.” Take the spotlight and anchor your brand in the heart of the offshore world! Join us for a bigger impact and amplify your presence at the core hub of the offshore energy community!

La decisione (Ue) del Consiglio 27 aprile 2026, n. 2026/1029 è stata pubblicata sulla G.U.U.E. L del 6 maggio 2026 Inquinamento da navi: pubblicata la decisione (Ue) del Consiglio 27 aprile 2026, n. 2026/1029, relativa alla posizione da adottare a nome dell’Unione europea in sede di comitato per la protezione dell’ambiente marino dell’organizzazione marittima internazionale. In particolare, viene richiamata la necessità di concordare l'adozione di misure relative: al controllo delle emissioni; all’accessibilità della banca dati dell’Imo sul consumo di combustibile delle navi; alla clausola di revisione della misura a breve termine di riduzione dei gas a effetto serra. Richiamate anche disposizioni a sostegno della sicurezza a bordo delle navi e della salvaguardia della vita in mare. Di seguito il testo della decisione (Ue) del Consiglio 27 aprile 2026, n. 2026/1029. Decisione (UE) 2026/1029 del Consiglio, del 27 aprile 2026, relativa alla posizione da adottare a nome dell’Unione europea in sede di comitato per la protezione dell’ambiente marino dell’Organizzazione marittima internazionale nell’84a sessione in merito all’adozione di modifiche della convenzione internazionale per la prevenzione dell’inquinamento causato da navi (convenzione MARPOL) e in sede di comitato per la sicurezza marittima dell’Organizzazione marittima internazionale nella 111a sessione in merito all’adozione di modifiche della convenzione internazionale per la salvaguardia della vita umana in mare (convenzione SOLAS) del 1974, del codice internazionale di sicurezza per le unità veloci del 1994 (codice HSC del 1994), del codice internazionale di sicurezza per le unità veloci del 2000 (codice HSC del 2000), del codice internazionale sul programma di miglioramento delle ispezioni durante le visite alle navi portarinfuse e alle petroliere del 2011 (codice ESP del 2011), del codice internazionale per i dispositivi di salvataggio (codice LSA) e del protocollo del 1988 relativo alla convenzione internazionale sulla linea di massimo carico del 1966 (protocollo sulla linea di massimo carico del 1988) (G.U.U.E. L del 6 maggio 2026) IL CONSIGLIO DELL’UNIONE EUROPEA, (omissis) HA ADOTTATO LA PRESENTE DECISIONE: Articolo 1 La posizione da adottare a nome dell’Unione in sede di comitato per la protezione dell’ambiente marino (MEPC) dell’Organizzazione marittima internazionale (IMO), in occasione della sua 84a sessione, è di concordare l’adozione: a) delle modifiche delle regole 13 e 14 dell’allegato VI della convenzione MARPOL e dell’appendice VII dell’allegato VI della convenzione MARPOL per quanto riguarda la designazione dell’Atlantico nord-orientale come nuova zona di controllo delle emissioni (ECA), e b) delle modifiche delle regole 20, 25, 27 e 28 dell’allegato VI della convenzione MARPOL per quanto riguarda l’accessibilità della banca dati dell’IMO sul consumo di combustibile delle navi (IMO DCS) e la clausola di revisione della misura a breve termine di riduzione dei gas a effetto serra, che figurano nell’allegato del documento MEPC 84/3 dell’IMO. Articolo 2 La posizione da adottare a nome dell’Unione in sede di comitato per la sicurezza marittima (MSC) dell’IMO, in occasione della sua 111a sessione, è di concordare l’adozione: a) delle modifiche dei capitoli IV e V e dell’appendice (Certificati) della convenzione internazionale per la salvaguardia della vita umana in mare (convenzione SOLAS) del 1974, b) delle modifiche del codice internazionale di sicurezza per le unità veloci del 1994 (codice HSC del 1994), c) delle modifiche del codice internazionale di sicurezza per le unità veloci del 2000 (codice HSC del 2000), d) delle modifiche del codice internazionale sul programma di miglioramento delle ispezioni durante le visite alle navi portarinfuse e alle petroliere del 2011 (codice ESP 2011), e) delle modifiche del codice internazionale per i dispositivi di salvataggio (codice LSA), f) delle modifiche dell’allegato B del protocollo del 1988 relativo alla convenzione internazionale sulla linea di massimo carico del 1966 (protocollo sulla linea di massimo carico del 1988), che figurano nell’allegato dei documenti MSC 111/3 e MSC 111/3/1 dell’IMO. Articolo 3 La posizione da adottare a nome dell’Unione di cui all’articolo 1 e la posizione da adottare a nome dell’Unione di cui all’articolo 2 riguardano le modifiche proposte nella misura in cui tali modifiche rientrano nella competenza esclusiva dell’Unione e possono incidere sulle norme comuni dell’Unione. Ciascuna posizione è espressa dagli Stati membri, che sono tutti membri dell’IMO, agendo congiuntamente nell’interesse dell’Unione. Modifiche di lieve entità delle posizioni di cui all’articolo 1 e la posizione di cui all’articolo 2 possono essere concordate senza ulteriore decisione del Consiglio. Articolo 4 Gli Stati membri sono autorizzati ad accettare, nell’interesse dell’Unione, di essere vincolati dalle modifiche proposte nella misura in cui tali modifiche rientrano nella competenza esclusiva dell’Unione. Articolo 5 La presente decisione entra in vigore il giorno dell’adozione. [photo credits]

We use cookies to enhance your browsing experience, serve personalised content, and analyse our traffic. By clicking "Accept All" you accept this and consent that we share this information with third parties and that your data may be processed in the USA. For more information, please read ourprivacy policy. You can adjust your preferences at any time. If you deny, we will use only the essential cookies and unfortunately, you will not receive any personalized content. Fab last-minute May and June dates for a two-night break with flights 💕 From£133pp Porto can be pricey, but we've spotted a last-minute two night mini-break with flights from£133. This price gets you a stay in a well-rated studio apartment, with flight's that maximise your time away - meaning more time spent exploring this vibrant Port town. The best price we found was last-minute, departing from London in May, but we've spotted a few bargain dates in June as well. ⬇️ Other travel dates, durations and departure airports are available but may cost more Based on two sharing, ATOL protected and available with Lastminute.com We might be pirates, but we’re an honest bunch. We check all our deals when we review them to make sure everything is available. However, with deals this hot, things change quickly—flight prices fluctuate, hotel rooms sell out, currencies yo-yo. But mainly, demand for the best deals means the lowest prices don’t last long. If you’ve missed out this time, don’t worry, we’re working on more great offers. Interested in offsetting your carbon emissions for this flight? Readour guideto help you make an informed decision. Travelling solo? Check out our single-travel dealshere.

Así eran denominadas las enfermedades infecto contagiosas que se manifestaban en forma de epidemias o pandemias. El término enfermedades pestilenciales (y sus variantes) se consolidó principalmente a partir de los siglos XVI y XVII, aunque su raíz médica se remonta a la antigüedad. Se atribuye al historiógrafo danés Hans Isaksen (1571- 1639) el uso temprano de este concepto en textos escritos alrededor de 1631, para describir la pestilencia maligna que afectaba a Europa en la Baja Edad Moderna. Hace años desde mi escaño en el Parlamento de los vascossiendo lendakari Ardanza en un debate sobre el estado de la comunidad autónoma-Euskadi,traté de concienciar sobre la imparable llegada de tres problemas para la salud pública. El envejecimiento creciente de la población con sus demandas e impacto demográfico.Los movimientos migratoriosque desencadenarían conflictos y más teniendo en cuenta que somos el sur del continente Europeo próximo al denominado antes tercer mundo.El regreso de viejas o nuevas enfermedades infecto contagiosaspara las que habíamos perdido inmunidad o sus agentes causales eran nuevos y mucho más virulentos.Ahí está la noticia de ese «buque fantasma»que comenzó siendo un crucero de placer para gentes con recursos económicos en viaje de ocio y hoy es una prisión en la que se ha declarado una peligrosa enfermedad vírica con un 40% de mortalidad. Es el momento de recordar en el lejano 1910 y como un gran facultativo organizó el procedimiento para defenderse delcólera morbo asiático. Así lo hizo el médico titular del Concello de Cervo, Atilano Castrillón Sánchez desde un maravilloso documento donde certifica en su calidad de Secretario de la Junta de Sanidad de Cervo las medidas adoptadas un 28 de septiembre de ese mismo año.Se trata fundamentalmente de evitar la propagación de la infecciónque se había declarado en Rusia e Italia y que podía llegar a nuestra costa a través de la navegación a vela que atracaba en puertos como San Ciprián. Se designó al facultativo Roberto Peleteiro como máximo responsable sanitario para las medidas en el puerto de San Ciprián que dicta la junta antes citada. Mediante bando del alcalde se procederá a la separación de las excretas y a continuación la limpieza total de los reductos. Se actuará sobre las fábricas de pescado en salazón con instrucciones de limpieza e higiene. Medidas de aislamiento para los buques procedentes de las zonas más afectada, es lo que se conocía como cuarentena para tripulaciones y mercancías. En definitiva estábamos ante uno de los objetivos fundamentales en el espacio de la salud pública, y es que cíclicamentelos movimientos de viajeros o trabajadores ocasionan la puesta en escena de esas cadenas epidemiológicasen las que conviene saber: agente causal, reservorio, medio de transmisión con período de incubación, manifestaciones clínicas, diagnóstico precoz microbiológico, aislamiento de fuentes, protección a sujetos sanos susceptibles, saneamiento -desinfección, desratización, desinsectación-. Tratamiento específico y vacunación sistematizada. Esta última muy problemática en casos de enfermedades producidas por virus y muy en sospecha tras lo acontecido con las vacunas del covid 19. En cualquier caso no se puede bajar la guardia. La movilidad poblacional mundial es parte de la cadena que pone en marcha morbilidad y mortalidad por estas enfermedades, que junto al cáncer y las enfermedades producidas por la contaminación, deben ser objetivo de los planes de salud tanto de Ministerio de Sanidad como de las Comunidades Autónomas, pero con menos políticos y más expertos como demostró serlo de 1900 ese médico llegado al Concello de Cervo y que tuvo graves enfrentamientos con los poderes políticos por su dignidad profesional y su rebeldía. Y algo que debe mantenernos alerta. Entre las miserables guerras que buscan intereses bastardos, no podemos descartar el uso de la bacteriología como arma para la destrucción masiva. *Pablo Mosquera. Médico, exdirector de varios hospitales, entre ellos el Hospital da Costa. Exparlamentario.

Switzerland-based offshore drilling contractor Transocean’s business combination with the Bermuda-incorporated Valaris is facing extended antitrust scrutiny, as the offshore drilling giants’ merger request is under review with the Federal Trade Commission and the Antitrust Division of the United States Department of Justice (DOJ). The two rig owners signeda definitive agreementin February 2026 to allow Transocean to acquire Valaris in an all-stock transaction valued at approximately $5.8 billion in a bid to establish a combined company with a diversified offshore fleet of 73 rigs, including 33 ultra-deepwater drillships, nine semi-submersibles, and 31 modern jack-ups. This content is available after accepting the cookies. Transocean’s play for Valaris forging $17 billion offshore drilling giant with 73 rigs The closing of the business combination is subject to, among other things, the satisfaction or waiver of certain conditions, including the expiration or termination of the applicable waiting period under the Hart-Scott-Rodino Antitrust Improvements Act of 1976, as amended (HSR Act). Transocean and Valaris each filed an HSR Act notification with the Federal Trade Commission and the Antitrust Division of the United States Department of Justice on March 2, 2026. The Swiss giant withdrew its filing under the HSR Act on April 1, 2026, and subsequently refiled on April 3, 2026. Both companies received a request for additional information and documentary materials on May 4, 2026, which is the second request from the DOJ in connection with the review of the transactions contemplated by the agreement. These requests were issued under the notification requirements of the HSR Act. As explained by Transocean, the requests extend the HSR Act waiting period until 30 days after each rig owner substantially complied with the second request, unless the waiting period is extended voluntarily by the parties or terminated earlier by the DOJ. “The parties continue working cooperatively with the DOJ as it reviews the proposed transaction,”emphasized the Swiss offshore drilling player. Upon completion, the Swiss player will hold 53% of the shareholding on a fully diluted basis, and the Bermuda-based rig owner the remaining 47%. This content is available after accepting the cookies. Transocean, Noble, COSL, Seadrill, and Valaris pinpointed as rig backlog powerhouses Take the spotlight and anchor your brand in the heart of the offshore world! Join us for a bigger impact and amplify your presence at the core hub of the offshore energy community!