IP

Prezzo International Paper Co

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IP
$33,03
-$0,05(-0,15%)

*Data last updated: 2026-05-10 01:55 (UTC+8)

As of 2026-05-10 01:55, International Paper Co (IP) is priced at $33,03, with a total market cap of $17,48B, a P/E ratio of -5,91, and a dividend yield of 5,60%. Today, the stock price fluctuated between $32,71 and $33,40. The current price is 0,97% above the day's low and 1,10% below the day's high, with a trading volume of 3,56M. Over the past 52 weeks, IP has traded between $29,49 to $38,04, and the current price is -13,17% away from the 52-week high.

IP Key Stats

Yesterday's Close$33,08
Market Cap$17,48B
Volume3,56M
P/E Ratio-5,91
Dividend Yield (TTM)5,60%
Dividend Amount$0,46
Diluted EPS (TTM)6,15
Net Income (FY)-$3,51B
Revenue (FY)$24,89B
Earnings Date2026-07-30
EPS Estimate0,05
Revenue Estimate$6,22B
Shares Outstanding528,68M
Beta (1Y)0.896
Ex-Dividend Date2026-02-23
Dividend Payment Date2026-03-17

About IP

International Paper Company operates as a packaging company primarily in United States, the Middle East, Europe, Africa, Pacific Rim, Asia, and rest of the Americas. It operates through two segments: Industrial Packaging and Global Cellulose Fibers. The Industrial Packaging segment manufactures containerboards, including linerboard, medium, whitetop, recycled linerboard, recycled medium, and saturating kraft. The Global Cellulose Fibers segment provides fluff, market, and specialty pulps that are used in absorbent hygiene products, such as baby diapers, feminine care, adult incontinence, and other non-woven products; tissue and paper products; and non-absorbent end applications, including textiles, filtration, construction material, paints and coatings, reinforced plastics, and other applications. It sells its products directly to end users and converters, as well as through agents, resellers, and paper distributors. The company was founded in 1898 and is headquartered in Memphis, Tennessee.
SectorConsumer Cyclical
IndustryPackaging & Containers
CEOAndrew K. Silvernail
HeadquartersMemphis,TN,US
Employees (FY)62,60K
Average Revenue (1Y)$397,68K
Net Income per Employee-$56,16K

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International Paper Co (IP) Latest News

2026-04-24 04:18China's IP Office Adds AI, Semiconductors, and Brain-Computer Interfaces to Fast-Track Protection ProgramGate News message, April 24 — China's National Intellectual Property Administration announced on April 24 that it will establish comprehensive intellectual property protection for emerging technologies through institutional reforms, enhanced services, and expanded applications. The administration will optimize patent examination policies, offering multiple pathways including priority examination and accelerated review for innovations in artificial intelligence, semiconductors, and related fields. The administration has cumulatively disclosed 890 trademark items and services related to big data, artificial intelligence, and other emerging industries, addressing registration gaps and unclear protection boundaries. Additionally, China has established 82 national-level intellectual property protection centers across the country, covering frontier areas including artificial intelligence, integrated circuits, quantum technology, and brain-computer interfaces, effectively meeting the fast-track protection needs of innovators.2026-04-21 07:31Story (IP) 推出弹性质押并开启 2 亿韩元激励活动Gate News 消息,4 月 21 日——某 CEX 推出 Story (IP) 弹性质押产品,加入 ETH、SOL、TRX 等 15 种现有质押资产行列。激励活动将于 4 月 21 日至 27 日开展,总奖池规模达 2 亿韩元。 $IP 为 Story 协议原生代币。Story 定位为面向 AI 的链上 IP 基础设施,支持数据集、模型及 AI 生成内容的 IP 登记、可编程授权及自动化收益分配。2026-04-16 06:51AnalogBits Unveils Next-Gen Power Management IP for TSMC's N2P Process at 2026 SymposiumGate News message, April 16 — AnalogBits, a subsidiary of South Korean design house SeemiFive, will showcase next-generation power management intellectual property (IP) solutions based on TSMC's advanced N2P (2-nanometer) process at the TSMC 2026 Technology Symposium on April 22 in Santa Clara, California. The announcement was made on April 15. The newly unveiled solutions include integrated On-die LDO (low-dropout regulator) with glitch detection and voltage droop sensing, pinless PVT sensors, and low-power PLL (phase-locked loop) offering real-time power monitoring. The pinless PVT sensor, debuted for the first time, achieves high accuracy of ±3.5°C, while the low-power PLL delivers ultra-low power consumption at 0.5 microwatts per MHz. AnalogBits' new IP addresses technical challenges faced by multi-kilowatt AI and high-performance computing (HPC) systems, which struggle with power density, thermal management, and performance variability issues. The solutions enable power-performance-area (PPA) optimization and intelligent on-chip power management on advanced SoCs. The company, which has shipped billions of IP cores across processes from 0.35 micrometers to 2 nanometers, plans to participate in subsequent TSMC technology symposiums in Taiwan, Europe, China, and Japan to expand global customer engagement.2026-04-03 07:20NFT市场大洗牌:稀缺性失效,IP化与游戏转型决定谁能活到最后Gate News 消息,NFT市场正经历深度重构,少数项目开始从投机资产转向可持续的品牌与知识产权(IP)运营模式。以Pudgy Penguins和Doodles为代表的项目,正通过零售、内容与AI扩展业务边界,其中Pudgy Penguins已实现超1300万美元销售额,显示出从链上资产向现实商业转化的能力。 当前行业分化明显,单纯依赖稀缺性的NFT项目逐渐失去吸引力。CEX CEO Federico Variola指出,多数NFT尚未证明其在加密领域之外具备稳定变现能力,导致估值持续承压。而行业高管 Fernando Lillo Aranda则认为,市场已不再认可“稀缺性即价值”的逻辑,真正具备长期潜力的项目必须构建完整商业模式,并在零售、媒体或游戏领域建立用户需求。 游戏赛道同样发生转向。早期“Play-to-Earn”模式因依赖新用户驱动而难以持续,当前逐步过渡至“Play-to-Own”,强调资产所有权与实际用途。8Blocks联合创始人 Anton Efimenko表示,这一变化降低了抛售压力,使玩家利益与生态长期发展更加一致。 与此同时,NFT IP代币化成为新趋势。该模式提升流动性并扩大参与范围,但也带来治理分散与社区忠诚度下降的风险。随着投机资金进入,项目决策可能偏离长期发展目标,增加品牌运营难度。 整体来看,NFT行业正进入筛选阶段。能够跨越加密周期、建立真实用户需求并形成商业闭环的项目更具生存空间,而依赖短期炒作的资产正逐步退出市场。未来,数字所有权能否在娱乐、文化及消费领域形成稳定价值,将成为NFT发展的关键变量。2026-03-30 01:15某 CEX 泄露 150 万用户数据,黑客通过撞库和爬取方式获取敏感信息Gate News 消息,3 月 30 日,据网络安全平台 VECERT 于 3 月 28 日披露,黑客以 PexRat 为名,在暗网出售包含 150 万名某 CEX 用户个人信息的数据库,内容涵盖姓名、电邮、电话号码、KYC 认证状态、登录 IP 地址及双重验证方式等敏感信息。分析指出,此次事件并非直接入侵该交易所内部服务器,而是攻击者绕过验证码机制,通过撞库与自动化爬取方式获取数据。受影响用户面临 SIM 卡劫持及钓鱼攻击的高风险。此事件发生之际,该交易所机构 OTC 交易业务正高速增长,仅今年 1 至 2 月,交易量已达 2025 年全年总量的 25%。这是继 1 月份 42 万组账号凭证遭泄露后,该交易所再度面临的数据安全危机。

Hot Posts su International Paper Co (IP)

SleepTrader

SleepTrader

1 ore fa
_**Guillermo Delgado Aparicio** is Global AI Leader at Nisum._ * * * **Discover top fintech news and events!** **Subscribe to FinTech Weekly's newsletter** **Read by executives at JP Morgan, Coinbase, Blackrock, Klarna and more** * * * AI in fintech spans a range of use cases, from fraud detection and algorithmic trading to dynamic credit scoring and personalized product recommendations. Yet, a Financial Conduct Authority report found that of the 75% of firms using AI, only 34% know how it works.  The issue isn't just a lack of awareness. It's a profound misunderstanding of the power and scope of data analytics, the discipline from which AI arises. The mass adoption of generative AI tools has brought the topic to the C-suite. But many of those choosing how to implement AI don’t understand its underlying principles of calculus, statistics, and advanced algorithms.  Take Benford’s Law, a simple statistical principle that flags fraud by spotting patterns in numbers. AI builds on that same kind of math, just scaled to millions of transactions at once. Strip away the hype, and the foundation is still statistics and algorithms. This is why AI literacy at the C-level matters. Leaders who can’t distinguish where analytics ends run the risk of overtrusting systems they don’t understand or underusing them out of fear. And history shows what happens when decision-makers misread technology: regulators once tried to ban international IP calls, only to watch as the technology outpaced the rules. The same dynamic is playing out with AI. You can’t block or blindly adopt it; you need judgment, context, and the ability to steer it responsibly. Fintech leaders must close these gaps to use AI responsibly and effectively. That means understanding where analytics ends and AI begins, building the skills to steer these systems, and applying sound judgment to decide when and how to trust their output. **The Limits, Blind Spots, and Illusions of AI** ------------------------------------------------ Analytics analyzes past and present data to explain what happened and why. AI grows out of that foundation, using advanced analytics to predict what will happen next and, increasingly, to decide or act on it automatically. With its exceptional data processing skills, it’s easy to see why fintech leaders would see AI as their magic bullet. But it can’t solve every problem. Humans still have an innate advantage in pattern recognition, especially when data is incomplete or "dirty." AI can struggle to interpret the contextual nuances that humans can quickly grasp. Yet, it's a mistake to think that imperfect data renders AI useless. Analytical models can work with incomplete data. But knowing when to deploy AI and when to rely on human judgment to fill in the gaps is the real challenge. Without this careful oversight, AI can introduce significant risks. One such issue is bias. When fintechs train AI on old datasets, they often inherit the baggage that comes with them. For example, a customer’s forename may unintentionally serve as a proxy for gender, or surname inferred cues about ethnicity, tilting credit scores in ways that no regulator would sign off on. These biases, easily hidden in the math, often require human oversight to catch and correct. When AI models are exposed to situations they weren’t trained on, this can cause **model drift**. Market volatility, regulatory changes, evolving customer behaviors, and macroeconomic shifts can all impact a model's effectiveness without human monitoring and recalibration. The difficulty of recalibrating algorithms rises sharply when fintechs use black boxes that don’t allow visibility into the relationship between variables. Under these conditions, they lose the possibility to transfer that knowledge to the decision-makers in management. Additionally, errors and biases remain hidden in opaque models, undermining trust and compliance.  **What Fintech Leaders Need to Know** ---------------------------------------- A Deloitte survey found that 80% say their boards have little to no experience with AI. But C-suite executives can’t afford to treat AI as a “tech team problem.” AI accountability sits with leadership, meaning fintech leaders need to upskill.  ### **Cross-analytical fluency** Before rolling out AI, fintech leaders need to be able to switch gears—looking at the numbers, the business case, the operations, and the ethics—and see how those factors overlap and shape AI outcomes. They need to grasp how a model’s statistical accuracy relates to credit risk exposure. And recognize when a variable that looks financially sound (like repayment history) may introduce social or regulatory risk through correlation with a protected class, such as age or ethnicity. This AI fluency comes from sitting with compliance officers to unpack regulations, talking with product managers about user experience, and reviewing model results with data scientists to catch signs of drift or bias. In fintech, 100% risk avoidance is impossible, but with cross-analytical fluency, leaders can pinpoint which risks are worth taking and which will erode shareholder value. This skill also sharpens a leader’s ability to spot and act on bias, not just from a compliance standpoint, but from a strategic and ethical one.  For instance, say an AI-driven credit scoring model skews heavily toward one customer group. Fixing that imbalance isn’t just a data science chore; it protects the company’s reputation. For fintechs committed to financial inclusion or facing ESG scrutiny, legal compliance alone isn’t enough. Judgment means knowing what is right, not merely what is allowed. ### **Explainability Literacy** Explainability is the foundation of trust. Without it, decision-makers, customers, and regulators are left questioning why a model came to a specific conclusion.  That means executives must be able to distinguish between models that are interpretable and those that need post-hoc explanations (like SHAP values or LIME). They need to ask questions when a model’s logic is unclear and recognize when “accuracy” alone can’t justify a black box decision. Bias doesn’t appear out of thin air; it emerges when models are trained and deployed without sufficient oversight. Explainability gives leaders the visibility to detect those issues early and act before they cause damage. AI is like the autopilot on a plane. Most of the time, it runs smoothly, but when a storm hits, the pilot has to take the controls. In finance, that same principle applies. Teams need the ability to stop trading, tweak a strategy, or even pull the plug on a product launch when conditions change. Explainability works hand in hand with override readiness, which ensures C-suite leaders understand AI and remain in control, even when it’s operating at scale. ### **Probabilistic Model Thinking** Executives are used to deterministic decisions, like if a credit score is below 650, decline the application. But AI doesn’t work that way and this is a major mental paradigm shift.  For leaders, probabilistic thinking requires three capabilities: * Interpreting risk ranges rather than binary yes/no outcomes. * Weighing the confidence level of a prediction against other business or regulatory considerations. * Knowing when to override automation and apply human discretion. For example, a fintech’s probabilistic AI model might flag a customer as high risk, but that doesn’t necessarily mean “deny.” It may mean “investigate further” or “adjust the loan terms.” Without this nuance, automation risks becoming a blunt instrument, eroding customer trust while exposing firms to regulatory blowback.  **Why the Judgment Layer Will Define Fintech Winners** --------------------------------------------------------- The future of fintech won’t be decided by who has the most powerful AI models; rather, who uses them with the sharpest judgement. As AI commoditizes, efficiency gains become table stakes. What separates winners is the ability to step in when algorithms run up against uncertainty, risk, and ethical gray zones.  The judgment layer isn’t an abstract idea. It shows up when executives decide to pause automated trading, delay a product launch, or override a risk score that doesn’t reflect real-world context. These moments aren’t AI failures; they’re proof that human oversight is the final line of value creation.  Strategic alignment is where judgment becomes institutionalized. A strong AI strategy doesn’t just set up technical roadmaps; it ensures the organization revisits initiatives, upgrades teams’ AI capabilities, ensures the company has the required data architecture, and ties in every deployment to a clear business outcome. In this sense, judgment isn’t episodic but built into the operating mode and allows executives to drive a value-based leadership approach.  Fintechs need leaders who know how to balance AI for speed and scale and humans for context, nuance, and long-term vision. AI can spot anomalies in seconds, but only people can decide when to push back on the math, rethink assumptions, or take a bold risk that opens the door to growth. That layer of judgment is what turns AI from a tool into an advantage. ### **About the author:**  Guillermo Delgado is the Global AI Leader for Nisum and COO of Deep Space Biology. With over 25 years of experience in biochemistry, artificial intelligence, space biology, and entrepreneurship, he develops innovative solutions for human well-being on Earth and in space.  As a corporate strategy consultant, he has contributed to NASA's AI vision for space biology and has received innovation awards. He holds a Master of Science in Artificial Intelligence from Georgia Tech, obtained with honors. In addition, as a university professor, he has taught courses on machine learning, big data, and genomic science.
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