Golar LNG Limited: 2025 AGM Results Notification
The following resolutions were passed:
To set the maximum number of Directors to be not more than eight.
To resolve that vacancies in the number of Directors be designated as casual vacancies and that the Board of Directors be authorized to fill such vacancies as and when it deems fit.
To re-elect Tor Olav Trøim as a Director of the Company.
To re-elect Daniel W. Rabun as a Director of the Company.
To re-elect Carl E. Steen as a Director of the Company.
To re-elect Niels G. Stolt-Nielsen as a Director of the Company.
To re-elect Lori Wheeler Naess as a Director of the Company.
To elect Benoît de la Fouchardiere as a Director of the Company.
To elect Mi Hong Yoon as a Director of the Company.
To re-appoint Ernst & Young LLP of London, England as auditors and to authorise the Directors to determine their remuneration.
To approve remuneration of the Company's Board of Directors of a total amount of fees not to exceed US$2,000,000.00 for the year ended December 31st, 2025.
Golar would like to thank Georgina Sousa and Thorleif Egeli who retired from Golar's Board of Directors today after two decades of combined service to the Company. Their contribution to the governance and transformation of Golar from a shipping company to a pure play FLNG business has been invaluable and we wish them well.
Following their election today as Directors, Golar also welcomes Benoît de la Fouchardiere and Mi Hong Yoon to its Board. Both have already contributed to Golar's success - in the case of Benoît, through his part in contracting FLNG Hilli in Cameroon; and in the case of Mi Hong - through her role as Company Secretary. The Company looks forward to benefiting from their relevant and extensive experience as it seeks to grow its leading FLNG offering.
Hamilton, BermudaMay 20, 2025
This information is subject to the disclosure requirements pursuant to Section 5-12 the Norwegian Securities Trading Act
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Wall Street Journal
27 minutes ago
- Wall Street Journal
The Case for the Atom Bomb Doesn't Persuade
Andrew Roberts argues that the U.S. was justified in bombing Japan because doing so ended the war more quickly and with fewer casualties than if the war had been fought to a conclusion by conventional weaponry ('The Case for the Atom Bomb, 80 Years Later,' Houses of Worship, Aug. 8). Yet the legitimate moral objective of ending the war says nothing about the morality of the means chosen to achieve that end. The bombing of Hiroshima on Aug. 6, 1945, and Nagasaki three days later, was, on any application of just-war principles, immoral. That is partially because the civilian deaths and casualties were significantly out of proportion to military casualties, but principally because the means used were deliberately intended to cause the death and injury of tens of thousands of civilians.
CNN
27 minutes ago
- CNN
On GPS: Will AI save the economy?
Massive spending on artificial intelligence is propping up the US economy. So will AI save us, or is it a bubble waiting to pop? Fareed speaks with journalist Derek Thompson, co-author of the bestseller "Abundance."
Forbes
27 minutes ago
- Forbes
The 140-Year-Old Company Turnaround Creating 21st Century Brand Relevance
The global beauty industry serves as a great example for billion-dollar brands that are seeking new growth and relevance. Once dominated by legacy brands, like L'Oréal, Unilever, Estée Lauder, P&G, LVMH, and Chanel, the $650B sector has transformed significantly, with the explosive growth of indie brands, AI technology, and social media. But hold on tight, because it's headed for another major reboot that we can all learn from. Online channels now account for over 40% of the sector's sales in the US alone—with social media influencing 70% of purchase decisions. These shifts highlight a changing dynamic in consumer attitudes and priorities, with an emphasis on personalization, sustainability, inclusivity, and pricing. A Beautiful Thing: Trends That Are Moving the Needle There are several big – and exciting – shifts underway in the industry. In exploring research from Avon's Future of Beauty Report, which highlights the cultural, economic, and societal shifts affecting women's beauty choices, I found consumer insights that C-suite leaders across sectors can use to guide their own brand reboot. Skincare remains the largest segment, generating approximately 40% of industry revenue, while demand for natural and organic products is growing at around 10% annually. E.g., the increasing demand for value has driven the popularity of 'dupes' in the skincare market for affordable alternatives that provide similar benefits to high end, luxury products. Meanwhile, the fragrance industry continues to boom, and price remains a decisive factor for many consumers despite the growth of premium niche brands. Nearly half of women (43%) rank price as the second most important consideration after scent when selecting a fragrance, underscoring how rising living costs continue to influence purchasing behaviors. Uber Yourself Before You Get Kodaked Alternative channels like direct sales have made beauty more accessible through Avon and others, but the rise of e-commerce and digital marketing is really reshaping consumer behavior and opening up new avenues for the industry. Consumers can find professional advice on social media for improving confidence and getting guidance in buying choices. Despite onslaught of 'skinfluencers' pitching 25-step routines to follow, (talk about breaking the bank!), more practical simplicity is in demand around the world; 63% of women globally preferring a slimmed down skincare regime with a maximum of three products. Seems like simpler, cheaper, better is winning over consumers across the globe. In a conversation with Milind Pant, Amway's ex-CEO, who invested heavily in this trend and enabled their vast global network of direct selling representatives (IBOs), he said: 'Almost 70% of global beauty purchases are driven by social commerce. TikTok shops in the US are growing share while WeChat in China is dominant. Micro-influencers are the new neighborhood entrepreneurs, and social commerce is their marketplace—blending community, creativity, and scale to redefine personalized beauty." Redefining indeed. My passion is helping CEOs look around corners, so I always wonder—what's next? With retail playbooks being rewritten and increasing buying channel turbulence, it seems traditional expertise remains critical, with over a third (36%) still saying that real-life dermatologists or doctors are trusted more than influencers. Take THAT all you 25 step high school influencers. This brings into question the future relevance of direct selling models from big companies like Avon, Amway, and others. How will they reboot their business models to cut through the noise and appeal to the next generation of buyers. Avon is embracing the omnichannel chaos, and further enabling their personalized beauty experts to provide customers better guidance and make more informed decisions tailored to their unique needs. Most retailers and brands are using technology to accelerate these new consumer preferences. In talking with Sampo Parkkinen, CEO of Revieve, an AI beauty personalization company, where I am a board member, he said: 'The way consumers discover products is changing faster than ever, from Google Discover to AI-driven search experiences. Our industry is at an inflection point where AI is redefining how we explore, choose, and buy with personalization, diagnostics, and retail media innovations that turn discovery into conversions and loyalty. This is becoming the most effective way for brands and retailers to connect across generations, from Gen Alpha to Boomers. Consumers gravitate towards platforms that don't just sell, but help them buy, with 65% stating they're more likely to buy from brands offering AI-powered personalization than those who don't.' It seems, one lesson that many brands are learning, is don't just add AI into the mix—it needs to be insightful AI integration that brings value to your go-to-market engagement. I'm talking to you—unhelpful chat bots! Avon Calling: Rebooting The Third Rail Of Your Business Avon has been through periods of severe turbulence since the 1800's. The brand has been a paragon of innovation, affordability, and female empowerment. But after several modern reboot attempts the brand was split into two companies, one focused on North America and the other getting the rest of the world—a much bigger sandbox to expand. Acquired by Brazilian cosmetics conglomerate Natura ( Avon International, has been expanding around the globe, leading the charge to democratize beauty, offering improved products at more accessible prices. At the helm of this turnaround is CEO Kristof Neirynck—who was initially brought in to lead a dramatic rebrand, as Chief Marketing Officer. He is creating an omnichannel juggernaut to meet the changing needs of consumers, many of whom like to shop where and when they want. Recently, Natura has been "weighing alternatives" for Avon, which contributed around 20% towards the group's Q1 total net revenue. Central to Neirynck's vision is a drive to break the lingering stereotype of Avon as the 'brand of your grandmother' and re-tell the story of what it means to be an Avon Rep in the 21st Century. When I heard this, the infamous 80's advertising campaign, This is not your father's Oldsmobile, came to mind. So, I reached out to him, to take a look under the hood. I quickly learned that this reboot is much more than a slick ad campaign. It is driving an expanding global platform that a potential strategic acquirer will find extremely valuable. My conversation revealed his reboot plans in action, with Neirynck stating, 'We needed to modernize the relationship selling model, digitalize the business and the whole process, and empower reps to connect with customers and sell products online through social media, personalized e-stores, digital brochures, and more.' Common sense, right? Sure, until you have your first 'channel conflict' Zoom tussle, and you learn that the 'third rail' of your business model still can't be touched—let alone rebooted. Even today, in our tech enabled, AI frenzied market, many brands are afraid to rock that boat. You know who you are. Avon is rebooting its third rail—expanding into e-commerce, retail, digital and other platforms, to form a new crucial pillar of its global omnichannel strategy. By operating across multiple channels, the brand is attempting to broaden its reach and enhance visibility, in sync with its independent representatives, who remain the core of the business and key to their success. Some good lessons here—even for companies that don't have rep resources. Back To The Future With Hybrid Bricks And Mortar In the global pull back from retail saturations; bold brands (and leaders) run into the fire. Since 2023, Avon has expanded into retail stores for the first time, in partnership with major retailers across its top markets, offering customers a chance to buy wherever they shop. This retail expansion has occurred at an aggressive rate, with products currently available in more than 2,000 stores worldwide. While direct sales remain its primary focus, the company continues to invest in its retail and omnichannel strategy in 2025, with plans for the number of stores to double by the end of the year, reaching a target of 5,000. Included in this target, and to complement retail stores, they are piloting a blend of relationship-based direct selling models plus traditional brick-and-mortar retail engagement with kiosks. Beginning in Turkey, and expanding to the UK, Romania and South Africa, the kiosks provide reps an opportunity to operate their own physical stores. By launching rep-operated franchise stores and kiosks, the company is efficiently bridging the gap between traditional door-to-door selling and modern retail. This approach offers reps expanded opportunities to diversify their businesses and leverage the advantages of in-store sales, while enabling Avon to adapt its strategy by market to better cater to local in-country shopping preferences. Time will reveal the effectiveness of this bold move, which could be a new model for other top (and emerging) brands. Another move we are seeing is 'never Amazon' brands, like Avon, offering their products through online marketplaces, further testing channel conflicts while extending their reach. However, others, like Amway, where I was previously an advisory board member, continue to discourage it. Instead, the company, who has also been through many go-to-market reboots, is doubling down with their own independent business owner (IBO) rep channels. CMOs across sectors are moving to situationally monetize marketplace platforms. If your brand is not doing this, I encourage you to—quickly. Brand Purpose And Financial Independence For Women Like other companies, Avon's business model has created meaningful opportunities for women to build their own entrepreneurial journeys through its global network of reps, empowering them to embrace financial independence and leadership on their own terms. They serve as community leaders and are at the heart of the company's mission to fostering self-confidence and improving women's health outcomes, while building deep relationships with their customers. I respect brands that have a strong purpose—and put their money where their mouth is. Avon has championed progress for women, contributed over $1B to crucial causes, and very importantly, funded breast screening for 20 million women. For Neirynck, fostering this culture while creating new and innovative ways to appear to customers is imperative to showcasing the brand as dynamic and fit-for-purpose in an increasingly crowded market. With players across the industry looking to carve out a unique space, his aim is to deliver an agile operating model that positions the business strongly for the next generation of consumers—not to mention a possible strategic acquisition.
