Mastercard Center for Inclusive Growth

These are truly dizzying times, but if there was a single takeaway from the Global Inclusive Growth Summit held last month in Washington, D.C., it was this: The world can’t afford to heed the standard advice for vertigo — sit down, lie still.  

In fact, uncertainty can be an opportunity for action, said Shamina Singh, the president and founder of the Mastercard Center for Inclusive Growth, which organizes the annual summit. “That’s what is needed now more than ever,” she said. “New ways of thinking, new ways of doing, new partnerships that are purpose-built for the world as it is right now, but also how it will be tomorrow.” 

Among the challenges raised by the policymakers, philanthropists, futurists, NGO leaders and others in the packed auditorium: How do we drive economic growth so people everywhere can reach financial health? How do we foster digital transformation without leaving small businesses vulnerable to growing cyber threats? What kind of leadership is needed in times of change?  

“We have to anticipate now that those once-in-a-decade events are every year,” said Henry Timms, CEO of the global consultancy  Brunswick Group. “Leadership during uncertain times requires balancing immediate challenges with long-term vision.”  

Here are three key insights from the summit:  

01
It takes a village to build financial health.

You can’t measure someone’s financial health by the balance in their bank account or their annual salary, said Haley Sacks, the financial influencer known as Mrs. Dow Jones, in a conversation with Queen Máxima of the Netherlands, the U.N. secretary-general’s special advocate for financial health. “Having a gym membership doesn’t mean you’re going to have a six-pack,” Sacks said.  

Queen Máxima called on financial institutions to listen more carefully to their customers and their needs, and to develop and test tools that people will use to grow financially – and therefore grow as customers too. Employers can also play a greater role in supporting financial health, she said, with initiatives like automatic savings that can provide a buffer for emergencies, improving employees’ peace of mind and productivity. 

As digitization makes deeper inroads across sectors, organizations can work together to create more comprehensive financial services. “I think you do not see people emerge securely into the middle class until they have an entire toolbox, not one tool like insurance,” said Andy Kuper, CEO of LeapFrog Investments, during a panel on impact investing.  “So I’m hopeful that if we as a world — and that especially requires investors to be smart — back the right kinds of companies, that you will see many billions of people with this toolbox.”  

Despite the current economic turbulence, the middle class continues to grow globally, with already half of the global population in that income group, and projections indicating more than a billion people will join it in the coming decade, primarily in Asia, said Wolfgang Fengler, CEO of World Data Lab, in a session on the new global consumer with Michelle Meyer, chief economist of the Mastercard Economics Institute.  

“Don’t bet against digital,” Fengler said, “and don’t bet against the middle class.” 

02
Trust is the currency underpinning economic growth in the digital world.

“I am optimistic that cybersecurity is table stakes — it’s increasingly understood that it is the starting point to an inclusive world,” said Mastercard CEO Michael Miebach.  

Yet the gap between those with strong cyber defenses and those without is widening at a time when technology has enabled more sophisticated and convincing scams, attack vectors are expanding, and trust in digital spaces is breaking down. 

Rebuilding trust starts at the individual level: “We need to reclaim control of personal data, which is essential to one’s identity and personhood,” said Frank McCourt, executive chairman of McCourt Global and founder of Project Liberty. He called for “an intention economy over an attention economy, where individuals benefit economically from their data.”  

At the systemic level, cyber threats should be viewed as a business and leadership issue, rather than merely a technical one. “They are a central risk to global economies, to critical infrastructure and to public trust,” said Alissa “Dr. Jay” Abdullah, Mastercard’s deputy chief information security officer.  

Public-private cooperation is critical, Miebach said, from cyber training and capacity building to real-time information sharing. “There’s a fragmentation of the world that we’re currently witnessing, where people look more inside, and this [gets] in the way of sharing effectively,” he said. “The way to defending is by sharing, being close.”  

Criminal organizations don’t recognize borders, said Valdecy Urquiza, secretary general of INTERPOL. “The threats are coming from everywhere … We have got to foster collaboration — cross-border collaboration, cross-sector collaboration — we’ve got to make sure that everyone is included.”  

03
Invest in closing the digital divide, wherever it exists.

Whether it’s Alabama or Angola, Montana or Malawi, rural innovation requires addressing fundamental infrastructure needs such as broadband access while also developing skills-based education programs that connect people to higher-paying jobs. 

Connectivity is one area of critical concern worldwide – as Amy Doherty, chief information officer at the World Bank half-joked, “I love the new Maslow’s hierarchy of needs that has Wi-Fi at the bottom.”  

In the U.S., that requires more coordination between local, state and federal governments, and with the private sector. “If you don’t have access to high-speed internet, you simply can’t compete,” said Ross DeVol, CEO of think tank Heartland Forward. “It is the number one economic challenge for many of these rural locations.”  

Julie Gehrki, president of the Walmart Foundation, said employers should work closely with states to close the skills gap — making sure community college classes address the changing needs of the job market. “If you’re investing in a company in rural America that’s now going to need people with tech skills, how are you making sure they know the demand there, they know the training program that’s relevant, and that they can sign up to be a part of that transformation?” 

Another key focus area is Africa, which is on the cusp of becoming a bigger global economic player thanks to its modern technology adoption, a young digital-native population, and creative industries. With more investment in the electricity infrastructure of sub-Saharan Africa, AI could even help emerging economies leapfrog developed ones, Doherty said. Take agriculture — agribusiness could use AI to give tailored advice to farmers about their land and help them increase crop yields, which in turn helps their community thrive, she said.  

At the close of the day, Jon Huntsman, Mastercard’s president of Strategic Growth, spoke with James Mwangi, chief executive of African financial services company Equity Group Holdings, which is part of the MADE Alliance, launched by Mastercard and the African Development Bank to extend digital access to critical services to 100 million people and businesses in Africa.  

“A transformed Africa is a sustainable world,” Mwangi said. “Africa is not coming out on this stage as a beggar. It’s coming with this human resource to serve the world. It’s coming with its agricultural potential to secure.”  

Banner photo, Mastercard Economics Institute Chief Economist Michelle Meyer, left, discusses consumer spending habits and the resilience of the middle class with Wolfgang Fengler, right, CEO of the World Data Lab. 

Originally published by Mastercard.

Learn more about the Mastercard Center for Inclusive Growth by following us on LinkedIn and Instagram.

See content from the Summit: https://globalinclusivegrowthsummit.com/.

Client background

A large higher education system located in the Midwest comprised of multiple institutions, colleges and universities. Serving hundreds of thousands of students annually, the system plays a pivotal role in the state’s educational landscape.

The business challenge

The higher education system faced the critical challenge of enhancing organizational effectiveness, technology, student success and equity across its 31 institutions. The need for a cohesive shared services office arose from fragmented administrative processes, need for enhanced technology systems and disparities in student outcomes. Industry trends towards digital transformation and increased focus on equity in education further underscored the urgency for a unified approach. The system sought Baker Tilly’s expertise to develop a shared services office that would streamline operations, foster collaboration and strengthen the system’s overall performance and support for students.

Strategy and solution

To address the challenges faced by the higher education system, we supported the establishment of Enterprise Shared Services (ESS). This included developing governance structures, operating models, key tools and processes to support project ideation through to completion. Our solution utilized a standard set of templates and operations to ensure consistency while remaining flexible for various project sizes and complexities. After the development of ESS, we then supported managing a number of pilot initiatives to test the operations and effectiveness of ESS.

The benefits of the ESS were:

  • Improved efficiency: Standard processes and tools increased the efficiencies by the system for project ideation, ingestion, management and close
  • Enhanced collaboration: Increased cross-institutional, fostering a more unified system
  • Student success: Aimed to enhance student outcomes by having all shared service initiatives target student success (either directly or indirectly)

The system plans to continue partnering with Baker Tilly to further refine their ESS framework and explore additional opportunities for enhancing organizational effectiveness and student success.

Connect with a Baker Tilly specialist to learn more

The Corporation for Independent Living (CIL), a nonprofit real estate developer committed to creating community-based housing for individuals with intellectual and developmental disabilities (I/DD), acquired brain injury (ABI), behavioral health conditions and others, has secured a $45 million line of credit with KeyBank featuring a $20 Million-dollar incremental facility. This strategic move allows CIL to work anywhere in the continental United States, marking a major milestone in its goal to become a national leader in disability-focused housing development.

CIL will leverage this funding to finance the acquisition, renovation, and construction of community-based homes in partnership with nonprofit service providers. Unlike its previous credit line, which imposed geographic limitations, the new agreement with KeyBank removes borders—giving CIL the flexibility to serve providers wherever the need is greatest.

“We were intentional in choosing KeyBank as our lead lender,” said Maria Green, Chief Financial Officer at CIL. “Their team understands the complexity and mission-driven nature of our work. With their partnership—and the participation of Webster Bank, Westfield Bank, and Rockland Trust—we have the backing of institutions that believe in our vision and are ready to grow with us.”

“This is more than just a financial tool – it’s a platform for impact,” said Kent Schwendy, President and Chief Executive Officer at CIL. “Now, we’re free to say ‘yes’ to partners in any state who are ready to build community-based housing.”

“KeyBank is deeply committed to helping clients and communities thrive and we are proud to provide financing for CIL to acquire, build and renovate community-based affordable housing for persons in need of supportive residential facilities,” said Matthew Hummel, Market President at KeyBank.

Since its founding by service providers over 45 years ago, CIL has helped nonprofits develop homes that enable greater independence, support, and dignity for people who require supportive care. The organization donates the home to the service provider at the end of its lease—uniquely aligning its mission with long-term community empowerment.

CIL’s new national capabilities arrive at a critical moment as the disability services sector faces mounting challenges around staffing, funding, and access to suitable housing.

This expansion positions us to be the behind-the-scenes partner providers need,” Schwendy said. “We handle the real estate complexity so they can focus on care.”

SAN FRANCISCO–(BUSINESS WIRE)–Levi Strauss & Co. (LS&Co.) today unveiled “These City Walls,” an initiative to commission 25 new murals across San Francisco in honor of the 25th anniversary of the company’s Community Day. This project is part of the company’s ongoing effort to support revitalization in the city by making grants to local organizations, mobilizing employees for volunteering, and partnering with like-minded companies and non-profits. In addition to kicking off the mural p

Firm Announces Advanced Software & Expanded Leadership to Streamline Project Delivery

MAITLAND, Fla., May 8, 2025 /PRNewswire/ — Castillo Engineering, a leading national solar and energy storage engineering firm, has invested $2.5 million in project and process management tools and has expanded its senior leadership team to better meet growing demand in the utility-scale solar market across the entire project lifecycle.

Castillo is strengthening its executive leadership to support rapid growth and evolving industry needs. The company has appointed Gary Joseph as Vice President of Sales & Marketing and Arun Ramadass as Vice President of Operations. Additionally, the firm’s founder Rick Castillo has transitioned into the role of Chief Operating Officer, where he now leads a newly enhanced Project Management Office (PMO).

Under Rick’s leadership, the PMO gains strategic guidance and daily mentorship, complemented by the launch of PMO 360™, a client-facing project management platform designed to enhance visibility and efficiency. Its intuitive dashboard provides clients with greater ease of communication and complete visibility into engineering information, timelines, and plans. PMO 360™ also equips project managers (PMs) with the data and insights they need to make informed decisions, improve timelines, control budgets, and boost client satisfaction. Castillo’s Project Management Institute (PMI)-certified PMs align their strategies with PMI’s gold standard to help clients minimize risk, optimize budgets, and stay on schedule throughout a project.

To further support internal engineering teams, Castillo Engineering has also launched a proprietary design tool: Design IQ™. Developed in collaboration with a global software provider, Design IQ™ automates the real-time collection of calculations and design assets from multiple sources, making them available in a single interface for the Castillo team. This automation of engineering calculations and AutoCAD drafting enables Castillo engineers to reduce human error, standardize workflows, and increase scalability, allowing the company to deliver projects faster with superior quality.

“In our discussions with utility-scale EPCs, almost every leader expressed an urgent, unmet need for an Engineer of Record that can offer excellent project management and unwavering quality at the utility scale as the market grows,” commented Christopher Castillo, CEO. “Our response is a bold investment in talent, tools, and technology that ensures our ‘A Team’ is ready to support EPCs as their pipelines expand – without sacrificing quality.”

356 GWdc of utility-scale solar is expected to come online by 2035, fueled by surging energy demand from AI applications and data centers.

Profiles of Castillo Engineering’s Strengthened Senior Leadership Team

Rick Castillo, PE, SE, Chief Operating Officer
As the founder of Castillo Engineering, Rick has cultivated Castillo Engineering’s company culture and prowess in project and process management from day one. In his current role, he has honed his focus on leading Castillo’s Project Management Office (PMO), which has set the industry standard for power engineering project management. Most recently, he developed and launched PMO 360™, a proprietary dashboard that provides EPCs and owners with the clarity needed for informed decision-making.

Gary Joseph, Vice President of Sales & Marketing
With 14 years of leadership experience in the utility-scale solar industry, most recently as Vice President of Sales at Voltage LLC, Gary brings a unique perspective that bridges deep technical knowledge with global commercial experience. Born in England, Gary began his career as a licensed electrician and became a seasoned sales leader working with EPCs, developers, and manufacturers for distributed generation and utility-scale projects in domestic and international markets.

Arun Ramadass, Vice President of Operations
Arun brings over 15 years of diverse solar industry experience, including leadership roles at Primoris, Pivot Energy and Scale Microgrids. Focused on engineering utility-scale projects, strategic growth, and technical excellence, he has been instrumental in delivering innovative renewable energy solutions by guiding teams through complex challenges and scaling processes for large-scale operations.

Through this strategic investment, Castillo Engineering aims to further empower utility-scale projects with innovative, customized, and process-driven engineering solutions across the entire project lifecycle – enhancing communication, shortening timelines and optimizing costs to deliver tomorrow’s energy with efficiency and ease.

About Castillo Engineering

Castillo Engineering is a leading utility-scale design and engineering firm specializing in full-service solar, energy storage, and high-voltage solutions. The firm’s services provide comprehensive support from initial feasibility studies through construction close-out. As Engineer of Record, Castillo Engineering ensures projects are completed on time and within budget, consistently delivering high-quality, innovative solutions to developers, EPC contractors, and utilities nationwide. With over 25 years of experience and more than 10GW of successful projects, the firm navigates national, state, and local codes with precision. Castillo Engineering is based in Maitland, Florida and is licensed in all 50 U.S. states, the District of Columbia, and Puerto Rico. Learn more at castillope.com.

Castillo Engineering Media Contact
Allison Ruedig
394874@email4pr.com
872-870-1302

 

Cision View original content to download multimedia:https://www.prnewswire.com/news-releases/castillo-engineering-accelerates-utility-scale-market-expansion-via-strategic-2-5-million-investment-302449764.html

SOURCE Castillo Engineering

Creating a healthier world for all starts with taking care of the one we all share. As one of America’s Greenest Companies, we’re always working to ensure our medicines are delivered in ways that safeguard the planet.

Gilead Sciences
Gilead Sciences, Inc. is a research-based biopharmaceutical company that discovers, develops and commercializes innovative medicines in areas of unmet medical need. The company strives to transform and simplify care for people with life-threatening illnesses around the world. Gilead has operations in more than 35 countries worldwide, with headquarters in Foster City, California.

Originally published by Gilead Sciences

SINGAPORE, May 8, 2025 /PRNewswire/ — Two foreign investment funds, Vasanta Master Fund and Pagoda, have been campaigning for the corporate governance reform at Catcher Technology, a leading Taiwanese electronic casing manufacturer. As Catcher prepares for its Annual General Meeting (AGM) on May 27, where seven board seats—three of which are independent director positions are up for election, Vasanta and Pagoda’s involvement in Taiwan’s first-ever foreign shareholder initiative has become a key focal point in discussions on investor rights, regulatory consistency, and board accountability.

Vasanta, based in Singapore, began investing in Catcher in 2021. Alongside Pagoda, the two funds together hold more than 1% of the company’s outstanding shares. Over the past two years, Vasanta and Pagoda have taken an active approach to shareholder engagement, including proposing amendments to the company’s Articles of Incorporation and nominating board candidates.

The investors have expressed concerns about what they view as underutilized capital on Catcher’s balance sheet & poor governance of the management, particularly following the company’s divestment of its iPhone casing business in 2020 and the sale of a major plant in Suzhou in 2021. According to Vasanta and Pagoda’s analysis, Catcher holds a substantial portion of its assets in cash and marketable securities (which comprises mostly US government treasuries) estimated to exceed 80%—raising questions about inefficient capital deployment and long-term growth planning.

In 2023, Vasanta and Pagoda submitted a shareholder proposal aimed at granting shareholders the right to propose cash dividends. The proposal, described as the first of its kind initiated by foreign investors in Taiwan, was determined by the board of Catcher to be illegal and rejected. As a result of the rejection, the shareholder proposal was not tabled for the AGM for voting in May 2023. 

Following the rejection, Vasanta filed complaints with Taiwan’s Financial Supervisory Commission (FSC) and other regulators. Other than filing the complaints with authorities, and going through a lengthy the court process, there appeared to be no remedy available for a shareholder to rectify the situation to allow the proposal to be voted in the AGM in 2023.

Meanwhile, Vasanta faced increasing scrutiny. Regulators requested detailed information on the ultimate beneficial owners of any fund investors with more than a 1% stake. Catcher’s board also initiated criminal defamation proceedings against a Vasanta representative in June 2023. The criminal investigation was eventually dropped by the prosecutor’s office due to insufficient evidence.

In August 2023, the FSC issued a NT$240,000 administrative fine against Catcher’s chairman alone, citing procedural violations related to shareholder rights. 

The same proposal was resubmitted for the 2024 AGM and received backing from global proxy advisors ISS and Glass Lewis. It ultimately gained 30.37% of the vote, indicating growing support, particularly among international shareholders. At the end, despite the strong support from international institutional investors, the resolution was defeated with 39.55% voting against the resolution to give the right to propose cash dividends back to shareholders.

Investor scrutiny of Catcher intensified in July 2024 following public news that its chairman and several family members were under investigation for potential insider trading in connection with a share buyback announcement. The incident raised further governance concerns from the shareholder perspective and led to renewed discussions about the need for board oversight reforms.

Ahead of the upcoming 2025 AGM, Vasanta and Pagoda have nominated candidates for four of the seven board seats. Both investors are now under FSC investigation, with regulators revisiting earlier questions about the origin of their capital, including potential links to mainland China. Both funds have reiterated that they have complied with all disclosure requirements and previous regulatory reviews.

Cision View original content:https://www.prnewswire.com/news-releases/foreign-investors-vasanta-master-fund-and-pagoda-push-for-governance-reform-at-catcher-technology-302449969.html

SOURCE Vasanta Master Fund; Pagoda

How we’re developing the premier workforce
Our approximately 12,000 employees reflect the rich diversity of our communities and are ready to deliver energy for a better future. We’re working to provide the
training, tools and direction needed to make that future a reality.

Our human resources team focuses on five drivers of our talent and culture strategy:

  • Deliver a value proposition that recruits, retains
    and drives performance.
  • Cultivate talent to raise organizational
    performance.
  • Build premier utility capability.
  • Develop leaders to develop their organizations.
  • Strengthen the leader-employee relationship.

We foster a workforce that values a diversity of ideas, backgrounds, perspectives and skills to encourage inclusion and create a sense of belonging.

Our inclusive culture starts with the Talent and Compensation Committee of Entergy’s board of directors, which oversees our talent and culture strategy,
policies and practices. The committee works to ensure that risks and opportunities are being addressed and receives reports on performance in this area at every
regular meeting of the board.

Entergy provides equal employment opportunities to all individuals. We believe a top-performing, highly skilledworkforce that draws employees from a wide variety of
backgrounds, experiences and perspectives allows us to better serve our customers.

Read the full report here.

Delivered revenues of $78.7 million and operating cash flow of $5.6 million
New PyroThin award with leading American OEM for next-gen prismatic LFP vehicle platform

NORTHBOROUGH, Mass., May 8, 2025 /PRNewswire/ — Aspen Aerogels, Inc. (NYSE: ASPN) (“Aspen” or the “Company”), a technology leader in sustainability and electrification solutions, today announced financial results for the first quarter of 2025, and discussed recent business developments.

Total revenue for the first quarter of 2025 was $78.7 million, compared to $94.5 million in the first quarter of 2024.

Net loss was $301.2 million, which included a $286.6 million impairment charge in connection with the demobilization of the Company’s previously planned second aerogel manufacturing plant in Statesboro, Georgia and $9.8 million of associated restructuring costs, compared to a net loss of $1.8 million in the first quarter of 2024. Adjusting net loss for the impairment and restructuring and demobilization costs would result in a net loss of $4.8 million. Net loss per share was $3.67, compared to a net loss per share of $0.02 in the first quarter of 2024. Adjusting net loss per share for the impairment and restructuring and demobilization costs would result in a net loss per share of $0.06.

Adjusted EBITDA for the first quarter of 2025 was $4.9 million, compared to $12.9 million in the first quarter of 2024.

A reconciliation of GAAP financial results to non-GAAP financial results are provided in the financial schedules that are part of this press release. An explanation of these non-GAAP financial measures are also included below under the heading “Non-GAAP Financial Measures.”

Recent Business Highlights & Quarterly Performance

  • Company revenues of $78.7 million, a 17% decrease year-over-year (YoY)
    • Thermal Barrier: $48.9 million of revenue, a 25% decrease YoY
    • Energy Industrial: $29.8 million of revenue, a 3% increase YoY
  • Delivered gross margins of 29%, an eight-percentage point decrease YoY
  • Operating cash flow of $5.6 million in the quarter
  • Ended the quarter with cash and equivalents of $192.0 million
  • Awarded PyroThin contract from a leading American OEM for a next-gen prismatic lithium iron phosphate (LFP) vehicle platform with an expected start of production in 2028

“We continue to drive the key elements of our strategy by broadening our Thermal Barrier and Energy Industrial commercial activities, fortifying our supply chain, and optimizing our cost structure,” commented Don Young, Aspen’s President and CEO. “We are encouraged by the record-level quoting activity in our PyroThin thermal barrier business. The newest PyroThin award demonstrates our value in additional electric vehicle (“EV”) form factors and chemistries. Meanwhile, our Energy Industrial segment is now equipped with the supply needed to pursue additional geographies and end markets to drive incremental growth. A diversified supply chain and multiple aerogel manufacturing sources provide us with the flexibility to optimally meet customer demands across both business segments. Our recent and continuing actions to reduce fixed costs are an example of an ongoing focus on our financial performance and strong balance sheet.”

Q2 2025 Financial Outlook
Aspen’s Q2 2025 Outlook is as follows:

  • Revenue is expected to range between $70 and $80 million
  • Net loss is expected to range between $11 and $4 million
  • Net loss per share is expected to range between $0.13 and $0.05
  • Adjusted EBITDA is expected to range between breakeven and $7 million
  • Capital Expenditures, excluding demobilization costs related to the Statesboro plant project, are expected to be less than $10 million

Ricardo C. Rodriguez, Chief Financial Officer and Treasurer, noted, “We have the right elements in place to focus on execution and drive performance through a broad range of demand outcomes. A strong balance sheet and continuing efforts to reduce our fixed cost base will ensure that we are not only better positioned for profitability and cash flow generation but can also deliver higher proportional upside as the outlook clears up.”

The Company’s Q2 2025 outlook assumes depreciation and amortization of $6.0 million, stock-based compensation expense of $3.0 million, other expense (net) of $2.0 million, and diluted weighted average shares outstanding of 82.0 million for the full year.

A reconciliation of net loss to non-GAAP Adjusted EBITDA for the Q2 2025 financial outlook is provided in the financial schedules that are part of this press release. An explanation of this non-GAAP financial measure is also included below under the heading “Non-GAAP Financial Measures.”

Aspen may incur, among other items, additional charges, realize gains or losses, incur financing costs or interest expense, or experience other events in Q2 2025, including those related to the planned capacity expansion, supply chain disruptions, or further cost inflation, that could cause actual results to vary materially from this outlook. See Special Note Regarding Forward-Looking and Cautionary Statements below.

Conference Call and Webcast Notification
A conference call with Aspen management to discuss first quarter 2025 results and recent business developments will be held Thursday, May 8, 2025 at 8:30 a.m. EST. During the call, management will respond to questions concerning, but not limited to, Aspen’s financial performance, business conditions, and financial outlook. Management’s discussion and responses could contain information that has not been previously disclosed.

Shareholders and other interested parties may call +1 (404) 975-4839 (domestic) or +1 (929) 526-1599 (international) and reference conference ID “302641” to participate in the conference call. In addition, the conference call and an accompanying slide presentation will be available live as a listen-only webcast hosted at the Investors section of Aspen’s website, www.aerogel.com.

Following the live event, an archived version of the webcast will be available on Aspen’s website for convenient on-demand replay for at least a year. A copy of this press release is posted in the Investors section on Aspen’s website.

Non-GAAP Financial Measures
In addition to providing financial measurements based on generally accepted accounting principles in the United States of America (“GAAP”), Aspen provides additional financial metrics that are not prepared in accordance with GAAP (“non-GAAP”). The non-GAAP financial measures included in this press release are Adjusted EBITDA, adjusted net loss and adjusted net loss per share. Management uses these non-GAAP financial measures, in addition to GAAP financial measures, as a measure of operating performance because the non-GAAP financial measures do not include the impact of items that management does not consider indicative of Aspen’s core operating performance. In addition, management uses Adjusted EBITDA (i) for planning purposes, including the preparation of Aspen’s annual operating budget, (ii) to allocate resources to enhance the financial performance of its business, and (iii) as a performance measure under its bonus plan.

Management believes that these non-GAAP financial measures reflect Aspen’s ongoing business in a manner that allows for meaningful comparisons and analysis of trends in its business, as it excludes expenses and gains not reflective of Aspen’s ongoing operating results or that may be infrequent and/or unusual in nature. Management also believes that these non-GAAP financial measures provides useful information to investors in understanding and evaluating Aspen’s operating results and future prospects in the same manner as management and in comparing financial results across accounting periods and to those of peer companies. These non-GAAP measures may not be comparable to similarly titled measures presented by other companies.

The non-GAAP financial measures do not replace the presentation of Aspen’s GAAP financial results and should only be used as a supplement to, not as a substitute for, Aspen’s financial results presented in accordance with GAAP. In this press release, Aspen has provided a reconciliation of Adjusted EBITDA to net income (loss), adjusted net loss to net loss and adjusted net loss per share to net loss per share, in each case the most directly comparable GAAP financial measure. Management strongly encourages investors to review Aspen’s financial statements and publicly filed reports in their entirety and not rely on any single financial measure.

About Aspen Aerogels, Inc.
Aspen is a technology leader in sustainability and electrification solutions. The Company’s aerogel technology enables its customers and partners to achieve their own objectives around the global megatrends of resource efficiency, e-mobility and clean energy. Aspen’s PyroThin® products enable solutions to thermal runaway challenges within the electric vehicle (“EV”) market. The Company’s carbon aerogel initiative seeks to increase the performance of lithium-ion battery cells to enable EV manufacturers to reduce charging time and the cost of EVs. The Company’s Cryogel® and Pyrogel® products are valued by the world’s largest energy infrastructure companies. Aspen’s strategy is to partner with world-class industry leaders to leverage its Aerogel Technology Platform® into additional high-value markets. Aspen is headquartered in Northborough, Mass. For more information, please visit www.aerogel.com.

Special Note Regarding Forward-Looking and Cautionary Statements
This press release and any related discussion contains “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995 that involve risks and uncertainties that could cause actual results to be materially different from historical results or from any future results expressed or implied by such forward-looking statements, including statements relating to Aspen’s financial outlook for the second quarter of 2025. These statements are not historical facts but rather are based on Aspen’s current expectations, estimates and projections regarding Aspen’s business, operations and other factors relating thereto, including with respect to Aspen’s financial outlook for the second quarter of 2025. Words such as “may,” “will,” “could,” “would,” “should,” “anticipate,” “predict,” “potential,” “continue,” “expects,” “intends,” “plans,” “projects,” “believes,” “estimates,” “outlook,” “assumes,” “targets,” “opportunity,” and similar expressions are used to identify these forward-looking statements. Such forward-looking statements include statements regarding, among other things, Aspen’s beliefs and expectations about capacity, revenue, revenue capacity, backlog, costs, expenses, profitability, cash flow, gross profit, gross margin, operating margin, net income (loss), Adjusted EBITDA and related increases, decreases, trends or timing, including with respect to Aspen’s beliefs and expectations about the EV market and how it may enable a path to profitability; Aspen’s target revenue capacity and gross margins; Aspen’s efforts to demobilize its previously planned second manufacturing plant in Statesboro, Georgia, and the use of its external manufacturing facility to meet customer demand; current or future trends in the energy, energy infrastructure, chemical and refinery, LNG, sustainable building materials, EV thermal barrier, EV battery materials or other markets and the impact of these trends on Aspen’s business; the strength, effectiveness, productivity, costs, profitability or other fundamentals of Aspen’s business; beliefs about the role of Aspen’s technology and opportunities in the EV market; beliefs about Aspen’s ability to provide and deliver products and services to EV customers; beliefs about content per vehicle, revenue, costs, expenses, profitability, investments or cash flow associated with Aspen’s EV opportunities, including the EV thermal barrier business; and the performance and market acceptance of Aspen’s products. All such forward-looking statements are based on management’s present expectations and are subject to certain factors, risks and uncertainties that may cause actual results, outcome of events, timing and performance to differ materially from those expressed or implied by such statements. These risks and uncertainties include, but are not limited to, the following: inability to execute Aspen’s growth plan, the right of EV thermal barrier customers to cancel contracts with Aspen at any time and without penalty; any costs, expenses, or investments incurred by Aspen in excess of projections used to develop pricing under the contracts with EV thermal barrier customers; Aspen’s inability to create customer or market opportunities for its products; any disruption or inability to achieve expected capacity levels in any of its manufacturing or assembly facilities, including at its external manufacturing facility; any failure to enforce any of Aspen’s patents; the general economic conditions and cyclical demands in the markets that Aspen serves; the potential impact of changes in government and economic policies, incentives, and tariffs on Aspen’s customers, production, sales, cost structure, competitive landscape and results of operations; and the other risk factors discussed under the heading “Risk Factors” in Aspen’s Annual Report on Form 10-K for the year ended December 31, 2024 and filed with the Securities and Exchange Commission (“SEC”) on February 27, 2025, as well as any updates to those risk factors filed from time to time in Aspen’s subsequent periodic and current reports filed with the SEC. All statements contained in this press release are made only as of the date of this press release. Aspen does not intend to update this information unless required by law.

 

ASPEN AEROGELS, INC.

Condensed Consolidated Balance Sheets

(Unaudited and in thousands)

March 31,

December 31,

2025

2024

(In thousands)

Assets

Current assets:

Cash and cash equivalents

$

192,039

$

220,882

Restricted cash

394

394

Accounts receivable, net

77,355

109,104

Inventories

56,739

47,551

Prepaid expenses and other current assets

17,359

31,517

Total current assets

343,886

409,448

Property, plant and equipment, net

179,282

459,276

Operating lease right-of-use assets

19,103

20,854

Finance lease right-of-use assets

5,934

Other long-term assets

6,771

5,566

Total assets

$

554,976

$

895,144

Liabilities and Stockholders’ Equity

Current liabilities:

Accounts payable

$

39,931

$

44,361

Accrued expenses

16,681

36,495

Deferred revenue

2,645

2,199

Finance obligation for sale and leaseback transactions

3,929

4,028

Operating lease liabilities

3,339

3,279

Finance lease liabilities

1,408

Long term debt – current portion

13,500

19,750

Total current liabilities

81,433

110,112

Revolving line of credit

28,956

42,131

Long term debt

95,416

94,961

Finance obligation for sale and leaseback
transactions long-term

8,353

10,087

Operating lease liabilities long-term

22,305

23,148

Finance lease liabilities long-term

3,679

Total liabilities

240,142

280,439

Stockholders’ equity:

Total stockholders’ equity

314,834

614,705

Total liabilities and stockholders’ equity

$

554,976

$

895,144

 

ASPEN AEROGELS, INC.

Consolidated Statements of Operations

(Unaudited and in thousands, except share and per share data)

Three Months Ended

March 31,

2025

2024

(In thousands, except
share and per share data)

Revenue

$

78,723

$

94,501

Cost of revenue

55,911

59,358

Gross profit

22,812

35,143

Operating expenses:

Research and development

4,333

4,489

Sales and marketing

8,384

8,303

General and administrative

13,034

17,213

Restructuring and demobilization costs

9,790

Impairment of property, plant and equipment

286,612

2,702

Total operating expenses

322,153

32,707

Income (loss) from operations

(299,341)

2,436

Other income (expense)

Interest expense, convertible note – related party

(3,038)

Interest income (expense)

(1,962)

(477)

Other income

1,130

Total other expense

(832)

(3,515)

Loss before income tax expense

(300,173)

(1,079)

Income tax expense

(1,076)

(756)

Net loss

$

(301,249)

$

(1,835)

Net loss per share:

Basic and diluted

$

(3.67)

$

(0.02)

Weighted-average common shares outstanding:

Basic and diluted

82,065,676

75,762,893

Analysis of Cash Flow

The following table summarizes our cash flows for the periods indicated.

Three Months Ended

March 31

2025

2024

(In thousands)

Net cash provided by (used in):

Operating activities

$

5,632

$

(17,749)

Investing activities

(12,998)

(25,863)

Financing activities

(21,477)

5,259

Net decrease in cash

(28,843)

(38,353)

Cash, cash equivalents and restricted cash at beginning
of period

221,276

139,971

Cash, cash equivalents and restricted cash at end of
period

$

192,433

$

101,618

Reconciliation of Non-GAAP Financial Measures

The following tables present a reconciliation of the non-GAAP financial measure included in this press release to the most directly comparable GAAP measure:

Reconciliation of Adjusted EBITDA to Net loss

We define Adjusted EBITDA as net income (loss) before interest expense, taxes, depreciation, amortization, stock-based compensation expense and other items, which occur from time to time and which we do not believe are indicative of our core operating performance.

For the three months ended March 31, 2025 and 2024:

Three Months Ended

March 31,

2025

2024

(In thousands)

Net loss

$

(301,249)

$

(1,835)

Depreciation and amortization

5,793

5,786

Stock-based compensation

2,073

4,706

Other expense

832

3,515

Income tax expense

1,076

756

Restructuring and demobilization costs

9,790

Impairment of property, plant and equipment

286,612

Adjusted EBITDA

$

4,927

$

12,928

For the trailing twelve months ended March 31, 2025 and 2024:

Last Twelve Months

March 31,

2025

2024

(In thousands)

Net loss

$

(286,039)

$

(30,850)

Depreciation and amortization

22,533

18,400

Stock-based compensation

10,222

13,393

Other expense

9,276

2,235

Loss on extinguishment of debt

27,487

Income tax expense

2,034

756

Restructuring and demobilization costs

9,790

Impairment of property, plant and equipment

286,612

Adjusted EBITDA

$

81,915

$

3,934

Other Information

The following table reconciles net loss and net loss per share to adjusted net loss and adjusted net loss per share for the three months ended March 31, 2025 and 2024:

Three Months Ended

March 31, 2025

March 31, 2024

Amount

Per Share

Amount

Per Share

(In thousands)

(In thousands)

Net loss

$

(301,249)

$

(3.67)

$

(1,835)

$

(0.02)

Restructuring and demobilization costs

9,790

0.12

Impairment of property, plant and equipment

286,612

3.49

Adjusted Net Loss

$

(4,847)

$

(0.06)

$

(1,835)

$

(0.02)

Financial outlook for the three months ending June 30, 2025:

Three Months Ending

June 30, 2025

Low

High

(In thousands)

Net loss

$

(11,000)

$

(4,000)

Depreciation and amortization

6,000

6,000

Stock-based compensation

3,000

3,000

Other expense, net

2,000

2,000

Adjusted EBITDA

$

$

7,000

 

Cision View original content:https://www.prnewswire.com/news-releases/aspen-aerogels-inc-reports-first-quarter-2025-financial-results-and-recent-business-highlights-302449529.html

SOURCE Aspen Aerogels, Inc.

The rapid expansion of e-commerce platforms and organized retail chains has significantly influenced the meat packaging industry. With consumers increasingly turning to online channels for grocery shopping, the demand for high-quality, tamper-proof, and visually appealing meat packaging has grown substantially. These platforms require packaging that ensures the freshness and safety of meat products during transportation and delivery, particularly as orders are fulfilled from centralized warehouses and delivered over long distances.

WILMINGTON, Del., May 8, 2025 /PRNewswire/ — Allied Market Research published a report, titled, “Plastic Based Meat Packaging Market by Product Type (Trays, Clamshells, Bags & Pouches, and Others), Material Type (Polyethylene (PE), PET, Recycled PET (rPET), Polypropylene (PP), and Others), and Meat Type (Chicken, Beef, Pork, and Others): Global Opportunity Analysis and Industry Forecast, 2025-2034”. According to the report, the “Plastic Based Meat Packaging Market” was valued at $9.9 billion in 2024, and is estimated to reach $14.4 billion by 2034, growing at a CAGR of 3.9% from 2025 to 2034.

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Rising Global Demand for Meat Products

The global appetite for meat has been steadily increasing, fueled by rapid population growth, rise in income, and urbanization in emerging economies across Asia, Africa, and Latin America. As urban lifestyles evolve, dietary patterns are shifting toward higher protein intake, with meat becoming a staple in many households. This rising demand is placing pressure on the meat supply chain and simultaneously driving innovation and investment in the meat packaging sector to support growing volumes and maintain quality standards. According to the OECD-FAO Agricultural Outlook 2023–2032, global per capita meat consumption is projected to rise by 2% between the 2020–2022 base period and 2032. This growth is primarily attributed to middle-income countries, where economic expansion, urbanization, and the proliferation of fast-food industries are influencing dietary habits. Poultry meat is expected to account for 41% of the protein consumed from all meat sources by 2032, followed by pig, bovine, and ovine meat. Per capita meat consumption in India has also shown an upward trajectory. Between 2015 and 2023, urban areas witnessed a 42% increase in per capita meat consumption, rising from 3.1 kg to 4.4 kg annually. This surge is influenced by factors such as urbanization, changing food habits, and the expansion of quick-service restaurants (QSRs). The QSR sector in India grew by 18% annually between 2020 and 2023, reaching USD 2.7 billion, with a 35% increase in meat-based menu items.

Download Sample Pages of Research Overview: https://www.alliedmarketresearch.com/request-sample/A43994

Trump’s Tarriff Impact on Meat Packaging Industry

The imposition of tariffs has led to retaliatory measures from key trading partners. China, for instance, imposed a 25% retaliatory tariff on U.S. pork, in addition to the existing 8% most-favored-nation rate, placing U.S. pork producers at a competitive disadvantage compared to other suppliers. Consequently, U.S. pork exports to China declined from $2.28 billion in 2020 to $1.24 billion in 2023. Similarly, beef and poultry exports faced challenges due to expiring certifications and retaliatory tariffs, threatening approximately $5 billion in trade with China. Tariffs on imported steel and aluminum, essential materials for meat packaging, led to higher input costs. The U.S. International Trade Commission reported that Section 232 tariffs increased aluminum prices by 1.6% and steel prices by 1.5%, which, in turn, raised costs for downstream industries, including meat packaging. These increased costs pressured companies to either absorb the expenses or pass them on to consumers. The tariffs sparked political debates, especially in agricultural states. Some Republican lawmakers expressed concerns over the long-term viability of such trade policies, fearing sustained economic harm to their constituencies. The Meat Institute also opposed Section 301 tariffs, advocating for comprehensive trade agreements to mitigate the adverse effects on the meat industry.

Sustainable & Eco-Friendly Packaging Solutions for Meat Products

The meat packaging industry is undergoing a significant transformation toward sustainability, driven by environmental concerns, regulatory mandates, and evolving consumer preferences. This shift emphasizes the adoption of eco-friendly materials and innovative packaging solutions to reduce the environmental impact of meat packaging. Researchers from the Indian Institute of Technology (IIT) Roorkee developed Kodo millet-based edible cups as an innovative solution to reduce plastic waste. This sustainable packaging approach utilizes Paspalum scrobiculatum (Kodo millet), guar gum, and hibiscus powder to enhance structural integrity and environmental sustainability. Such developments demonstrate how underutilized crops can be harnessed to develop biodegradable, edible alternatives to conventional plastic packaging. The Bureau of Indian Standards (BIS) issues the Ecomark certification to products that meet specific environmental criteria. This certification aims to increase consumer awareness and encourage the production of environmentally friendly products. The scheme has been updated under the ‘LiFE’ (Lifestyle for Environment) Mission, with the Central Pollution Control Board (CPCB) nominated as the implementer alongside BIS.

Report Coverage & Details:

Report Coverage

Details

Forecast Period

2025–2034

Base Year

2024

Market Size in 2024

$9.9 billion

Market Size in 2034

$14.4 billion

CAGR

3.9 %

No. of Pages in Report

437

Segments Covered

Product Type, Material Type, Meat Type, and Region

Drivers

  • Technological Advancements in Meat Packaging
  • Growth of E-commerce and Retail Chains

Opportunity

  • Integration of Smart Packaging Adoption

Restraint

  • High Cost of Advanced Packaging Technologies

Cold Chain Dependency in Meat Packaging

The efficiency and effectiveness of meat packaging are heavily reliant on a well-developed cold chain infrastructure. Advanced packaging formats such as vacuum skin packaging, modified atmosphere packaging (MAP), and temperature-sensitive films are designed to preserve meat products under specific temperature conditions. These technologies are essential for maintaining the freshness, safety, and shelf life of perishable meat items, particularly in the context of long-distance transportation and e-commerce deliveries. ProAmpac and C-P Flexible Packaging have introduced innovative solutions in the Modified Atmosphere Packaging (MAP) sector to enhance both product visibility and freshness. ProAmpac introduced fiber-based MAP solutions such as the RAP Sandwich Wedge, which not only improves product visibility but also extends the freshness of packaged goods. C-P Flexible Packaging collaborated with Northwest Frozen to develop hermetically sealed meals using low-oxygen MAP techniques, further optimizing the shelf life and quality of frozen meals. In January 2022, FSSAI issued directions under Section 16(5) of the Food Safety and Standards Act, 2006, operationalizing the Draft Food Safety and Standards (Packaging) Amendment Regulations, 2022. These regulations pertain to the use of recycled plastics in packaging.

Request For Customization: https://www.alliedmarketresearch.com/request-for-customization/A43994

Growth in Organic Meat Demand in Asia-Pacific countries

The growth in organic meat demand in Asia-Pacific countries has become a significant trend driven by increasing health-consciousness and rising disposable incomes in the region. Organic meat, which is produced without the use of synthetic pesticides, fertilizers, or hormones, is gaining popularity among consumers who are more aware of food safety, environmental sustainability, and animal welfare concerns. In China and India, rapid urbanization and a burgeoning middle class are driving greater demand for high-quality food products, including organic meat. Consumers are becoming more discerning about the quality of the food they consume, influenced by concerns about the safety of conventionally produced meat, which may contain harmful chemicals or antibiotics. The Asia-Pacific region is projected to see a 1.3% annual growth in meat consumption from 2024 to 2035, reaching 114 million tons by 2035. This growth is primarily driven by increased demand in middle-income countries, particularly India and Southeast Asia, due to urbanization and rising incomes

Threat of New Entrants in the Meat Packaging Industry:

The threat of new entrants in the meat packaging industry is moderate to low due to several barriers to entry that protect established players. One of the key barriers is the significant capital investment required to set up meat processing and packaging facilities. These facilities need to meet stringent regulations related to food safety, quality control, and health standards, which can be costly for new companies to comply with. In addition, established companies benefit from economies of scale, allowing them to reduce unit costs and maintain competitive pricing that newcomers might find difficult to match.

Competitive Rivalry in the Meat Packaging Industry:

Competitive rivalry in the meat packaging industry is generally high due to the presence of several large, well-established players. Companies in this sector often compete based on factors such as price, product quality, innovation, and service. With many competitors offering similar products, there is intense pressure to maintain competitive pricing while ensuring compliance with health and safety regulations, which increases operational costs. Furthermore, the rise of consumer preferences for organic, sustainable, and ethically sourced meats adds another layer of competition, as companies need to differentiate themselves with these attributes.

Leading Market Players: –

  • Amcor plc, Mondi
  • Berry Global Inc.
  • Sealed Air Corporation
  • Winpak Ltd
  • Coveris
  • Bolloré Group
  • Sealpac International bv
  • Smurfit Kappa
  • ULMA GROUP

Recent Key Developments

  • In August 2023, Amcor launched AmFiber Packpyrus, a paper-based packaging solution for meat products. This packaging contains at least 85% paper fibers from FSC certified sources and offers a 56% reduction in carbon footprint compared to traditional plastic trays.
  • In August 2023, Amcor acquired Phoenix Flexibles, a flexible packaging company based in Gujarat, India, to expand its market presence. In November 2024, Amcor agreed to acquire Berry Global for $8.43 billion in stock, aiming to enhance its product portfolio and global footprint.

The report provides a detailed analysis of these key players in the global Plastic Based Meat Packaging Market. These players have adopted different strategies such as new product launches, collaborations, expansion, joint ventures, and agreements to increase their market share and maintain dominant shares in different regions. The report is valuable in highlighting business performance, operating segments, product portfolio, and strategic moves of market players to highlight the competitive scenario.

Want to Access the Statistical Data and Graphs, Key Players’ Strategies: https://www.alliedmarketresearch.com/meat-packaging-market/purchase-options

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About Us

Allied Market Research provides global enterprises as well as medium and small businesses with unmatched quality of “Market Research Reports” and “Business Intelligence Solutions.” AMR has a targeted view to provide business insights and consulting to assist its clients to make strategic business decisions and achieve sustainable growth in their respective market domain.

Pawan Kumar, the CEO of Allied Market Research, is leading the organization toward providing high-quality data and insights. We are in professional corporate relations with various companies and this helps us in digging out market data that helps us generate accurate research data tables and confirms utmost accuracy in our market forecasting. Each and every data presented in the reports published by us is extracted through primary interviews with top officials from leading companies of domain concerned. Our secondary data procurement methodology includes deep online and offline research and discussion with knowledgeable professionals and analysts in the industry.

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Cision View original content:https://www.prnewswire.com/news-releases/plastic-based-meat-packaging-market-to-reach-14-4-billion-globally-by-2034-at-3-9-cagr-allied-market-research-302449868.html

SOURCE Allied Market Research

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