
'This has been one of our best years yet, even in the face of significant macroeconomic uncertainty.' – Yuanqing Yank, Lenovo CEO
Net income was up 36% year-on-year to US$1.4 billion on a non-Hong Kong Financial Reporting Standards (non-HKFRS[1]) basis. The Group's diversified growth engines continue to accelerate, with non-PC revenue mix up nearly five points year-on-year to 47%.
All business groups were healthy and strong and met their strategic intent and financial goals, and all sales geographies gained double-digit revenue growth year-on-year, reflecting the strength of the Group's diversified businesses and resilient global footprint.
The results were not only driven by the Group's focus on executing a clear strategy, but also its end-to-end integrated global operations (design, demand forecasting, procurement, manufacturing, marketing, sales, and services), ODM+ manufacturing model, and global resources/local delivery model. Over the past 20 years of operating a global business, Lenovo has established a manufacturing footprint that boasts 30+ manufacturing sites (either in-house or outsourced) in 11 different markets around the world.
The combination of these gives the Group maximum flexibility and resilience to navigate through uncertainties and be more adaptive to the market conditions.
Lenovo continues to prioritize investment in innovation, with R&D expenses up 13% year-on-year to US$2.3 billion. The past year saw several key announcements, investments, and milestones from the Group as part of its hybrid AI strategy.
These include the launch of AI PCs where Lenovo is now number one globally in the Windows AI PC category; the launch of the first foldable phone with Moto AI; hypergrowth in the AI server business; the creation of core solutions and services capabilities with Lenovo Hybrid AI Advantage, and most recently the launch of the Group's first personal and enterprise AI super agents at its Tech World event in Shanghai.
Looking ahead, Lenovo remains confident that its focus on innovation and hybrid AI, together with its globally balanced business and a flexible, resilient supply chain will not only maintain but also enhance its market competitiveness.
Lenovo's Board of Directors declared a final dividend of 3.9 US cents or 30.5 HK cents per share for the fiscal year ended March 31, 2025.
Chairman and CEO quote – Yuanqing Yang:
'This has been one of our best years yet, even in the face of significant macroeconomic uncertainty. We achieved strong top-line growth with all our business groups and sales geographies growing by double digits, and our bottom-line increased even faster. Our strategy to focus on hybrid AI has driven meaningful progress in both personal and enterprise AI, laying a strong foundation for leadership in this AI era. With 20 years of leading a global business and navigating challenges, I'm confident that our operational excellence and continued investment in innovation will not only sustain but strengthen our competitiveness.'
Financial Highlights:
FY 24/25
US$ millions FY 23/24
US$ millions Change
Q4 FY24/25
US$ millions Q4 FY23/24
US$ millions Change Group Revenue 69,077 56,864 21% 16,984 13,833 23% Pre-tax income 1,481 1,365 8% 178 309 (42)% Net Income
(profit attributable to equity holders) 1,384 1,011 37% 90 248 (64)% Net Income
(profit attributable to equity holders – non-HKFRS) [1] 1,441 1,060 36% 278 223 25% Basic earnings per share (US cents) 11.30 8.41 2.89 0.73 2.02 (1.29)
Q4 FY24/25 Group Performance: Revenue and non-HKFRS[1] net income increase over 20%, double-digit revenue year-on-year growth across all businesses
Group revenue grew 23% year-on-year to US$17 billion, with double-digit year-on-year revenue growth across all businesses.
Net income was up 25% year-on-year on a non-HKFRS [1] basis to US$278 million.
basis to US$278 million. The Intelligent Devices Group further enlarged its PC market leadership and expanded the gap to the number two player year-on-year by a further point. At the same time, smartphone revenue outgrew the market by 12 points and its global smartphone ranking by revenue is now number four in all markets outside of China.
The Infrastructure Solutions Group achieved profitability for the 2 nd consecutive quarter, with revenue hypergrowth of more than 60% year-on-year.
consecutive quarter, with revenue hypergrowth of more than 60% year-on-year. The Solutions and Services Group delivered 18% revenue growth year-on year and a record operating margin of 27%.
Full Year performance:
Intelligent Devices Group (IDG): Market leadership strengthened, winning in personal AI
FY24/25 performance:
Overall IDG revenue grew 13% year-on-year to US$50.5 billion, with an operating margin in the historically high range of more than 7%.
PCs expanded their market leadership, enlarging the gap to the number two player by almost 1 point to 3.6 points, and maintained industry-leading profitability.
AI PCs exceeded the volume target for the year, with Lenovo now leading globally in the Windows AI PC category.
Smartphone revenue reached its highest point since the acquisition of Motorola Mobility, with hypergrowth of 27% year-on-year. There was robust growth in Asia Pacific and EMEA markets, complementing the traditional strongholds of Latin America and North America.
The tablet business achieved double-digit year-on-year growth in sales volume.
Innovative form factors were launched throughout FY24/25 across Lenovo's AI PC and smartphone portfolio, including the ThinkBook Plus Gen 6 with a rollable display, the Legion Go S handheld gaming console, and the ultra-premium ThinkPad and Yoga Aura Editions. Motorola expanded its leadership in foldables with the latest motorola razr, now enhanced with moto AI capabilities.
Looking ahead, IDG will continue to build an AI-driven applications ecosystem to deliver seamless cross-device, cross-ecosystem experiences, as well as further develop the AI super agents that recently launched at the Group's Tech World event in Shanghai.
Infrastructure Solutions Group (ISG): Hypergrowth, profitable in the 2nd half of the year, driving hybrid infrastructure
FY24/25 performance:
ISG saw a year of hyper-growth with revenue up 63% year-on-year to a record US$14.5 billion. Operating margin was significantly improved and ISG broke even for the 2 nd half of the fiscal year.
half of the fiscal year. The Cloud Services Provider (CSP) business continued to scale through the year with self-sustaining profitability.
The Enterprise and SMB (E/SMB) business had strong momentum with revenue up 20% year-on-year to a record high.
The AI server business also achieved hypergrowth thanks to the rising demand for AI infrastructure, with Lenovo's industry-leading Neptune™ liquid cooling solutions as a key force behind this rapid growth.
Looking ahead, ISG will continue executing its CSP and E/SMB strategy, simplify its product portfolio, strengthen its go-to-market capabilities, and enhance operational resilience to drive steady, balanced growth across all geographies and sustainable profitability.
Solutions and Services Group (SSG): High margin and high growth transformation engine, unleashing hybrid AI Advantage
FY24/25 performance:
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Khaleej Times
25 minutes ago
- Khaleej Times
UAE: S&P assigns AA- rating to Masdar, outlook stable
S&P Global Ratings on Wednesday assigned an 'AA-' long-term issuer credit rating to Abu Dhabi-based renewable energy group Masadar. The outlook is stable. This results in six notches of uplift from Masdar's stand-alone credit profile (SACP) of 'bbb-', leading to an 'AA-' long-term issuer credit rating. 'We think that Masdar has an extremely high likelihood of receiving timely and sufficient financial support from the government of Abu Dhabi. The group has the very important role of leading the emirate's renewable goals, and it benefits from having integral ties with the state government,' the ratings agency said in a statement. Masdar retains priority on the mandate for renewable energy for Abu Dhabi, being a key vehicle for the UAE in achieving its goals of tripling renewable energy by 2030. The UAE government has pledged to make the country carbon neutral by 2050 and plans to invest heavily in alternative energy sources that are both renewable and clean. Masdar benefits from an established global market position in the clean energy development business, a diversified capacity base, and an ambitious growth strategy sponsored by the government. There is ample evidence and a solid track record of state support to accompany Masdar's growth. The group has thus far received over Dh20 billion in equity support from the government to finance its acquisitions on growing platforms. 'We think that the Emirate of Abu Dhabi is willing and able to provide extraordinary financial support,' the ratings agency noted. Masdar's strategy of acting as a platform investor and aggregator has significantly expanded its scale and diversity. From 2021 to March 2025, Masdar's gross capacity (considering operational, under construction, and committed projects) increased to 33 gigawatt (GW) from 15 GW. This trajectory was backed by a dual business model that combines greenfield development with strategic acquisitions — each supported by appropriate funding sources. 'The company has a portfolio of geographically diverse assets in strategic locations across the globe and exposed to well-proven renewable technologies, notably utility-scale solar photovoltaic (PV) and onshore wind capacity, which together account for more than 80 per cent of Masdar's generation base,' S&P Global Ratings said. The continuous support and the privileged access to low-cost financial resources thanks to its government links are a major differentiating factor when assessing the group's financial solidity and capacity to sustain high leverage. 'Despite Masdar's heightened leverage, the company — which is a pioneer in green bond financing in the UAE — managed to raise about Dh10 billion so far in 2025, with a low coupon rate of about 5 per cent,' the agency said. Masdar's strong diversification, government-backed growth model, and hands-off approach to distressed assets all support the deconsolidated financial analysis approach. Unlike many of its peers, Masdar's business model ensures that its financial risk profile is not tied to individual projects or their associated debt. 'Masdar's deconsolidated debt-to-Ebitda is likely to increase to 5.0x-6.0x over 2025 and 2026, from 1.8x in 2024, before falling to 2024 levels as all the development activity Masdar has undertaken over the past year—particularly through the acquisitions of growth platforms — become operational and begin generating cash,' S&P Global analysts wrote.


Zawya
an hour ago
- Zawya
How GenAI tools can cut mining maintenance costs by 10%?
Unexpected maintenance can reach up to 60% of total mine maintenance spending. But now, research has found that using generative AI (GenAI) tools can cut costs by a significant 10%. When mines deploy predictive maintenance systems, they tend to do so in isolation and rely on static thresholds. This lack of integration limits visibility and prevents coordinated responses, which erodes productivity and efficiency. Unlike traditional, fixed-schedule methods based on legacy telemetry data, GenAI solutions can synthesise structured and unstructured data to perform smart diagnostics, support real-time parts ordering, or augment in-field support. The differentiator is GenAI's ability to interpret patterns and contextualise valuable outputs from vast datasets. An orchestration layer powered by the right technology can process information from every sensor feed and every set of technician notes seamlessly, and across sites. Using this approach, we have seen mining companies increase fleet availability by 15% within six months, improve technician job effectiveness and optimise technician job durations by up to 20%. Problem areas Even the most advanced diagnostics fall short if parts are not available. Delays in remote sites can halt production, but excess stock will tie up working capital. Costly instances of reactive ordering, low inventory turnover, and weak integration between planning and procurement. GenAI addresses this by connecting asset health forecasts with real-time inventory, supplier lead times, and planned maintenance windows. Value is derived from ensuring optimal inventory of the right parts, purchased at the right time and price, to support planned and unplanned maintenance. Field technicians are on the front lines when it comes to maintenance, but are often underserved. They face complex repair issues, incomplete documentation, and inconsistent knowledge sharing - especially in multi-site operations. A conversational GenAI agent specifically for field technicians is capable of translating complex fault codes into actionable steps, leveraging historical data, and identifying relevant OEM guidance, effectively providing synthesised, asset-specific support on fault identification and resolution. GenAI can help tackle the talent challenge in the mining space by embedding learning into operations, providing junior team members with guidance while saving experts time to focus on high-value work. These applications of GenAI also reduce human error and operational risk significantly by providing step-by-step guidance, flagging safety concerns, and addressing problematic conditions before they escalate. The result is more consistent field decisions and a more agile, confident and safe workforce. Jumping on the bandwagon Taking the GenAI jump does not require digitally advanced operations; the key is just getting started. On the journey towards the autonomous maintenance ecosystems of the future, this is a crucial step. Perfect data foundations and digitally advanced operations are not required to begin reaping the rewards of GenAI integration. Even mines with low digital maturity using a tier-one enterprise asset management (EAM) system can adopt modular, pragmatic GenAI solutions that quickly demonstrate their value. However, two fundamental elements need to be in place. - The first is organisational readiness: aligned leadership and visible support from the top; building trust and localised change-management; a digital enablement culture that promotes usability; incentives for adoption linked to KPIs. - The second is certain technical foundations: cloud connection; network infrastructure; lightweight event bus or middleware for monitoring and alerts across platforms; about 12-24 months of maintenance data; security and access control. Performance gains are enhanced when integration has been carried out end-to-end. Autonomous coordination GenAI in mining is not a distant aspiration. Modular, mine-ready solutions are already available that deliver operational impact in complex, remote, and resource-constrained environments. Mining company leaders looking to unlock value from GenAI in operations can start with intent, alignment, and a plan, rather than waiting for the perfect conditions. Mining's next frontier is autonomous coordination. GenAI is already improving diagnostics, inventory, and technician workflows, but agentic AI will go further by scheduling interventions, placing orders, and intuitively escalating issues at the right moments.


Zawya
an hour ago
- Zawya
Kuwait eyes China for new petrochemical projects: report
Kuwait is considering investing in new petrochemical projects in China as part of a drive to expand its overseas hydrocarbon assets and diversify sources of income, a Kuwaiti newspaper has reported. The Kuwait Petroleum Corporation (KPC), which manages the OPEC member's hydrocarbon sector, has presented proposals for such projects to China, the Arabic language daily Alseyassah said, citing KPC sources. 'The offer submitted by KPC for a large petrochemical project in China has been accepted by the Chinese authorities…it has also been approved by KPC board of directors,' the paper said. It did not provide details of that project but said KPC is also considering similar investment opportunities in Brazil and Latin America. (Writing by Nadim Kawach; Editing by Anoop Menon) (