IAM Union (International Association of Machinists and Aerospace Workers) Negotiators are unanimously recommending a new four-year contract affecting approximately 3,200 highly-skilled IAM Union members at Boeing facilities in St. Louis, St. Charles, Mo., and Mascoutah, Ill.
The four-year agreement includes improvements throughout the contract, including:
Average wage increases of 40% over the life of the agreement
Increases in progression rates
Strengthens current medical benefits
Increased pension multiplier
Overtime improvements
Work-life balance
“Our negotiating committee worked tirelessly to negotiate a deal that represented the concerns of our membership,” said IAM District 837 Directing Business Representative Tom Boelling. “I couldn’t be more proud of the negotiating team and our membership.”
“This contract puts money in members’ pockets, protects healthcare access, and ensures our members have a voice in future health decisions all while respecting the skill and dedication IAM workers bring to Boeing’s critical defense programs,” said IAM Union International President Brian Bryant.
“This agreement reflects the strength of our membership and the power of solidarity,” said IAM Midwest Territory General Vice President Sam Cicinelli. “From the shop floor to the bargaining table, our members stood united and it paid off.”
“We made it clear to the company that protecting our members’ futures was non-negotiable,” said IAM Resident General Vice President Jody Bennett. “With stronger pensions, real wage growth, and better work-life balance, we’ve delivered a contract that meets the moment.”
IAM members assemble and maintain advanced aircraft and weapons systems, including the F-15, F/A-18, and cutting-edge missile and defense technologies. Their work plays a vital role in safeguarding national security and supporting U.S. and allied defense operations.
The current agreement expires on July 27, 2025 and a contract ratification vote will be held the same day.
The International Association of Machinists and Aerospace Workers (IAM) is one of North America’s largest and most diverse industrial trade unions, representing approximately 600,000 active and retired members in the aerospace, defense, airlines, railroad, transit, healthcare, automotive, and other industries across the United States and Canada.
goIAM.org | @IAM_Union
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ST. LOUIS – A jury on Wednesday found a man guilty of a crime for temporarily blinding Metro Air Support pilots with a laser pointer.
Jurors in U.S. District Court in St. Louis took roughly 20 minutes to convict Joshua J. Johnson, 44, of one felony count of knowingly aiming a laser pointer at an aircraft. The trial started Tuesday afternoon with jury selection.
Evidence and testimony at the trial showed that shortly before 9:45 p.m. on August 9, 2024, Johnson used a blue laser to target a marked Metro Air Support helicopter that was flying over the Benton Park neighborhood in St. Louis in support of other officers. A St. Louis County Police Department pilot and a St. Louis Metropolitan Police Department pilot were temporarily blinded when blue light flooded the cockpit. As the blue light started to wane, the officers were able to track the beam to the driver’s side of a vehicle below them. The officers then tracked the vehicle as it drove down the street. The driver aimed the laser at the helicopter again. The officers continued to track the vehicle and provided updates to officers on the ground, who stopped the vehicle and arrested the sole occupant – Johnson. After initially denying that he pointed the laser, he later admitted that he was responsible. He also admitted that fact in calls from jail.
Laser pointers are widely available and range in power. The strongest models can permanently blind air crews. Those who point lasers at aircraft can also be subject to civil penalties of up to $11,000 imposed by the Federal Aviation Administration. Pilots reported 12,840 laser strikes to the FAA in 2024.
Johnson is scheduled to be sentenced on October 30. The crime carries a potential punishment of up to five years in prison.
The case was investigated by the FBI, the St. Louis Metropolitan Police Department and the Metro Air Support Unit. Assistant U.S. Attorneys Mohsen Pasha and Derek Wiseman are prosecuting the case.
Source: United States House of Representatives – Representative Salud Carbajal (CA-24)
U.S. Representative Salud Carbajal (D-CA-24) released the statement below following House passage of bipartisan legislation to strengthen, support, and authorize funding through 2029 for the United States Coast Guard and its critical missions to safeguard the nation’s shorelines, facilitate maritime commerce, ensure maritime safety, and more. Carbajal is the top Democrat on the House Subcommittee on Coast Guard and Maritime Transportation, which has jurisdiction over the U.S. Coast Guard, including its duties, organization, functions, and powers.
“Every single day, the Coast Guard goes to work to protect seafarers and beachgoers, and reinforce our national defense. As the top Democrat on the Coast Guard and Maritime Transportation Subcommittee, I’m proud this bipartisan bill is moving forward. The legislation will deliver critical resources for the Coast Guard to carry out its missions, modernize infrastructure and safety systems, and enhance quality of life for our Coasties. Just as importantly, it renews our shared commitment to holding the service accountable for meaningful reforms to root out sexual assault and harassment from its ranks,”said Subcommittee Ranking Member Carbajal.
The bill now heads to the U.S. Senate for consideration.
The Coast Guard Authorization Act of 2025 authorizes appropriations for the Service through fiscal year 2029. These authorizations will support Coast Guard operations and the continued recapitalization of its historically underfunded cutter fleet, aviation assets, shoreside facilities, and IT capabilities. The bill modernizes the Coast Guard’s acquisition process, increases transparency and accountability in the Service’s recapitalization efforts, and opens a pathway to the adoption of next-generation autonomous technologies.
The bill also creates greater parity with the other armed services, including the establishment of a Secretary of the Coast Guard and stronger protections for members of the Coast Guard from sexual assault and harassment, based on legislation the House Transportation and Infrastructure Committee introduced last Congress following the Service’s Operation Fouled Anchor.
Furthermore, the legislation strengthens U.S.-Build requirements and improves accountability to better ensure a healthy, robust U.S. shipbuilding industry, while also making changes to maritime safety laws, amending requirements for merchant mariner credentials to facilitate an increase in the pool of qualified U.S. merchant mariners, increasing vessel safety, and improving regulatory processes.
Click herefor more information about the Coast Guard Authorization Act of 2025.
Settlement signals the steadfast commitment of California and its state partners to the robust enforcement of worker and consumer protection laws
SAN FRANCISCO — California Attorney General Rob Bonta today announced a settlement with HCA Healthcare, Inc. and Health Trust Workforce Solutions, LLC (together, HCA), resolving allegations that HCA unlawfully required entry-level nurse employees to repay the cost of a mandatory training program if they did not remain employed with the company for two years. HCA is one of the nation’s largest hospital systems and has several hospitals in northern and southern California. Today’s settlement is the result of a years-long investigation by Attorney General Bonta and the attorneys general of Colorado and Nevada, working in partnership with the Biden Administration’s Consumer Financial Protection Bureau. The states’ investigation found that HCA violated California employment and consumer protection laws as well as the federal consumer financial protection laws by using training repayment agreement provisions (TRAPs) in nurses’ employment contracts. These TRAPs are a form of employer-driven debt, or debt obligations incurred by individuals through employment arrangements.
“All too often, employer-driven debt forces workers to remain in jobs that they would otherwise leave. That’s not just wrong; it’s illegal under state and federal law. Workers must be able to pursue better pay and better working conditions — not be trapped by debt that their employer makes them take out,” said Attorney General Rob Bonta. “I’m grateful to my fellow attorneys general in Colorado and Nevada for their partnership. With today’s settlement, we are taking a stand for workers in our states by holding HCA Healthcare accountable — ensuring that all affected nurses are made whole financially, that the company pays a penalty for its wrongdoing, and that the company is subject to strong injunctive terms to deter future misconduct.”
“California Nurses Association and our national union, National Nurses United, want to thank Attorney General Bonta for his leadership in addressing this growing trend of employers, such as HCA, using debt repayment contracts to lock nurses and other workers into jobs,” said Sandy Reding, RN and a president of the California Nurses Association. “HCA, the largest for-profit hospital system in the country, has a shameful track record of using predatory stay-or-pay contracts, or Training Repayment Agreement Provisions (TRAPS), which handcuff nurses to our employers through the threat of serious financial consequences or ruin. No nurses and no other workers should be locked into a job under the weight of debt to their employer.”
“The Attorney General has found that HCA’s StaRN scheme violated the law and exploited new nurses in the process. As the largest hospital system in the US, HCA should strive to make nursing a rewarding career, not punish new nurses by entrapping them in debt,” said Rosanna Mendez, Executive Director, SEIU 121RN. “Attorney General Bonta’s action demonstrates that he strongly supports California’s frontline healthcare workers, even when it means taking on a large and powerful corporation.”
“The StaRN program put new nurses under HCA’s thumb, harming nurses’ morale at a time when we need them the most,” said Leo Perez, President, SEIU 121RN. “HCA is notorious for prioritizing profit over employee well-being. We are hopeful that this settlement will encourage them to reevaluate those priorities.”
”We stand with Attorney General Bonta in sending a clear message: Nurses should never be forced into debt just to launch their careers,” said Charmaine S. Morales, RN, President of United Nurses Associations of California/Union of Health Care Professionals. “As advocates who understand the real pressures nurses face, we support this settlement as a powerful step toward holding corporations accountable and protecting the dignity of our profession.”
As a condition of employment at an HCA hospital, HCA generally requires that entry-level nurse employees complete the Specialty Training Apprenticeship for Registered Nurses (StaRN) Residency Program. The company has advertised StaRN as an avenue for entry-level RNs to get the education and training they need to land their first nursing jobs in an acute-care hospital setting, although StaRN does not provide nurses with education or training necessary for licensure as an RN. Until the Spring of 2023, HCA required that RNs hired through the StaRN program at facilities in several states, including California, sign a TRAP agreement in their new-hire paperwork. The TRAPs purported to require nurses to repay a prorated portion of the StaRN “value” if they did not work for HCA for two years. If a nurse left HCA before the end of the two-year period, then the TRAP loan was typically sent to debt collection.
HCA imposed TRAPs on nurses who worked at their five hospitals in California: Good Samaritan Hospital in San Jose; Regional Medical Center in San Jose; Los Robles Regional Medical Center in Thousand Oaks; Riverside Community Hospital in Riverside; and West Hills Hospital & Medical Center in West Hills (no longer under HCA ownership).
Under California’s settlement, HCA will:
Pay approximately $83,000 to provide full restitution to California nurses who made payments on their TRAP debt to HCA.
Be prohibited from imposing TRAPs on nurse employees and attempting to collect on the approximately $288,000 in outstanding TRAP debt incurred by California nurses who signed TRAPs with HCA.
Pay $1,162,900 in penalties to California.
HCA will pay a total of $2,900,000 in penalties under settlements filed in California, Colorado, and Nevada today.
Employer-driven debt refers to debt incurred by individuals through employment arrangements. This can include arrangements where an employer provides training, equipment, or supplies to a worker, but requires the worker to reimburse the employer for these expenses if the worker leaves their job before a certain date. Employer-driven debt has grown not only in the healthcare industry but also in the trucking, aviation, and the retail and service industries, among others. However, California workers are protected by state law that restricts the use of employer-driven debt, as Attorney General Bonta highlighted in a legal alert issued in July 2023 and a consumer alert in October 2024. Workers who believe their rights have been violated are encouraged to file a complaint at oag.ca.gov/report.
Attorney General Bonta is committed to ensuring California continues its vital work as a pillar of consumer protection enforcement and an outspoken advocate for robust federal protections. The settlement today comes on the heels of the 15th anniversary of the Dodd-Frank Wall Street Reform and Consumer Protection Act, which was enacted in the wake of the 2008 financial crisis to protect consumers from abusive financial services practices. The Dodd-Frank Act also authorizes state attorneys general to enforce its provisions and thereby promote stability, accountability, and transparency in the United States financial system.
Attorney General Bonta proudly supports Assembly Bill 692 (AB 692, Kalra), co-sponsored by the California Nurses Association, which would prohibit employment contracts that require workers to pay their employers a debt if they leave their job, regardless of whether that worker was fired, laid off, or quit.
Pending court approval, a copy of the complaint can be found here and the judgment will be available here shortly.
WASHINGTON, July 24, 2025 (GLOBE NEWSWIRE) — EB5 Capital is pleased to announce the closing of its $42.4 million investment in Woodfield Development’s Atlanta Woodrow Apartments (JF41) project.
Located in Atlanta, Georgia, the high-unemployment Target Employment Area (TEA) project is a Class A multifamily development featuring 300 units across four modern apartment buildings and 25 townhomes. The development will include expansive amenity space, including a resort-caliber pool and lounge, commercial-quality fitness center, and vibrant gaming courtyard, all complemented by top-of-market interiors and finishes.
Considered a significant tech hub and corporate city, Atlanta is home to many major companies including UPS, Coca-Cola, Delta Airlines, Home Depot, and CNN. JF41 is situated in the South Atlanta submarket, a rapidly developing area near downtown. The location offers convenient access to several major transportation routes and is only ten miles from Hartsfield-Jackson Atlanta International Airport, the world’s busiest airport.
“This project is a great example of how the EB-5 Program helps redevelop communities,” said Jonathan Mullen, EB5 Capital’s Senior Vice President of Investments. “We’re proud to be part of a project that will bring over 900 new jobs to a high-unemployment area and contribute to the continued growth of the South Atlanta region.”
JF41 marks EB5 Capital’s 21st multifamily investment and second project in the state of Georgia. Construction is expected to start in Q3 2025 and reach completion in Q1 2027.
About EB5 Capital
EB5 Capital provides qualified foreign investors opportunities to invest in job-creating commercial real estate projects under the United States Immigrant Investor Program (EB-5 Visa Program). As one of the country’s oldest and most active Regional Center operators, the firm has raised more than one billion dollars of foreign capital across over 45 EB-5 projects. Headquartered in Washington, DC, EB5 Capital’s distinguished track record and leadership in the industry has attracted investors from over 75 countries. Please visitwww.eb5capital.comfor more information.
Source: The Conversation – UK – By Travis Van Isacker, Senior Research Associate, School of Sociology, Politics and International Studies, University of Bristol
On a cold, wet November evening, Issa Mohamed Omar and more than 30 other men, women and children set off from their informal camp near the northern French port city of Dunkirk. They walked through the darkness in near-silence for around two hours, until they reached the beach from where they hoped to start a new and better life.
As they arrived, five men were busy pumping up an inflatable dinghy and attaching an outboard engine. These people smugglers had charged each of their customers more than a thousand euros for a trip that costs someone with the right passport less than a hundred.
The travellers were given life-vests, arranged into rows and counted. “There are 33 of you,” one of the smugglers said. For many on board, this was not their first attempt at reaching England.
Most came from Iraqi Kurdistan, including Kazhal Ahmed Khidir Al-Jammoor from Erbil, who was travelling with her three children: Hadiya, Mubin and Hasti Rizghar Hussein, respectively aged 22, 16 and seven.
A father and son from Egypt were shown how the engine worked and provided a GPS device and directions to Dover, around 35 miles (60km) to the west across the Channel. Mohamed Omar would later recall:
The Egyptian man was put in charge of steering the boat by the smugglers. He was travelling with his son, who looked like he was in his late teens or maybe early 20s. I do not know how they came to be the driver and navigator.
There were also at least three Ethiopian nationals – one of whom, father-of-two Fikiru Shiferaw from Addis Ababa, sent his wife Emebet at home in Ethiopia a final WhatsApp voice message:
We have already boarded the boat. We are on the way. I will turn off my phone now. Goodnight, I will call you tomorrow morning.
These were the last words she would ever receive from her husband.
What happened to Fikiru Shiferaw and the other passengers on the night of November 23-24 2021 has been the subject of the UK’s Cranston Inquiry which, during March 2025, heard from 22 witnesses to the disaster, including officers involved in the UK’s search-and-rescue (SAR) response. Chaired by former High Court judge Sir Ross Cranston, the independent inquiry also heard from Mohamed Omar from Somalia – one of only two survivors – as well as family members of many of the dead and missing.
These hearings not only shed light on the actions of UK Border Force and His Majesty’s Coastguard officers during the failed rescue operation – designated Incident Charlie – in the early hours of November 24, but the agencies’ approach to “small boat crossings” in general dating back to 2017.
According to the testimonies, officers had been operating under extreme pressure in the months leading up to the disaster. Kevin Toy, master of the Border Force ship Valiant which was sent out to search for the missing dinghy that night, explained that in the run-up to the incident, “night after night” he could see his crew were “utterly exhausted” by the end of their shifts.
The evidence shows the British government was aware of the growing risk that Border Force and HM Coastguard could be overwhelmed by the rising number of small boat crossings – and that people might die as a result. In May 2020, a document produced by the Department for Transport acknowledged that “SAR resources can be overwhelmed if current incident numbers persist”. At least three senior HM Coastguard officers identified the same risk in August 2021.
Multiple communication failures have also been exposed by the inquiry – among British officers, with their opposite numbers in France, and between both countries’ emergency services and the increasingly desperate people aboard the sinking dinghy.
Despite numerous distress calls and GPS coordinates being shared via WhatsApp, a rescue boat failed to reach the travellers in time. Amid the confusion, when their calls stopped, the coastguard assumed Charlie’s passengers had been picked up and were safe. In fact, they were perishing in the cold waters of the Channel over more than ten hours.
The Insights section is committed to high-quality longform journalism. Our editors work with academics from many different backgrounds who are tackling a wide range of societal and scientific challenges.
As part of my research into the digital transformation of the UK-France border, I attended the inquiry and have studied the many statements, call transcripts, operational logs, emails and meeting minutes it has made public. Initially, I wanted to understand how the November 2021 disaster became a watershed moment in the UK government’s response to people trying to cross the Channel by small boat or dinghy, catalysing the transformation of the UK’s maritime border into the hyper-surveilled space it is today.
But, after speaking to representatives for Mohamed Omar and the bereaved families as well as migrant rights organisations, larger questions have emerged. In particular, given the inquiry’s singular focus on this one catastrophic event in November 2021, those I spoke to are concerned that its recommendations will be unable to prevent further deaths from occurring in the Channel, which have risen dramatically over the last 18 months.
How ‘small boat crossings’ began
Since the UK and France began operating “juxtaposed” border controls in the early 1990s (meaning border checks occur before departure), asylum seekers trying to reach England have had to make irregular journeys across the Channel. Until 2018, these were typically aboard trains and ferries – after sneaking on to a lorry or through a French port’s perimeter security.
At the time of the “Jungle” camp near Calais in 2015-16, media coverage of collective attempts by its residents to enter French ports spiked UK government investment in the border. Between 2014 and 2018, it gave its French counterpart at least £123 million to “strengthen the border and maintain juxtaposed controls”. These funds paid for French police to patrol the ports and border cities, regularly evict migrants’ living sites, and finance detention and relocation centres.
As admitted by then-home secretary Sajid Javid in 2019, this increased security led people to find other ways across the Channel. Beginning in the winter of 2018, smugglers organised journeys in small, seaworthy vessels they had stolen from marinas along the French coast. These “small boats” continue to lend their name to this migration phenomenon – yet the unseaworthy inflatable dinghies used today, with no keel or rigid hull, are not worthy of the name.
Even in the context of the usual sensationalism surrounding irregular migration to the UK, small boat journeys were met with an especially intense response, both politically and in the media.
When 101 people crossed between Christmas and New Year in 2018, Javid declared it a major incident. Ever since, “stopping the boats” has been one of the UK government’s highest priorities. Despite small boat arrivals making up only 29% of UK asylum claimants in 2018-24, billions of pounds have been spent to try and control the route.
Frosty relations and the ‘pushback’ plan
As Channel crossings rose sharply over 2020-21, worsening relations between France and the UK due to Brexit complicated how the two governments worked together to respond. In his testimony, former clandestine Channel threat commander Dan O’Mahoney – appointed by Javid’s successor, Priti Patel, to “make small boat crossings unviable” – described relations between the two countries as already “very frosty” when he began in August 2020.
After France’s then-interior minister, Gérald Darmanin, axed a plan for UK vessels to take rescued migrants back to Dunkirk, O’Mahoney was tasked by senior ministers to come up with an alternative. The resulting “pushback” plan, called Operation Sommen, involved Border Force officers on jet skis driving into migrant dinghies to turn them back as they crossed the border line into UK waters. When France learned of the plan, O’Mahoney recalled:
They thought it went counter to their and our obligations around safety of life at sea … They objected to it very strongly, and it affected our already quite strained relationship with them further.
Operation Sommen was abandoned in April 2022 before having ever been used in anger. However, preparations were said to have taken up “a very considerable amount of time and resource” at both the Home Office and the Maritime and Coastguard Agency – and had “a detrimental effect” on the UK’s overall SAR response to small boat crossings.
At a meeting of senior officials in June 2021 to discuss Operation Sommen, ministers had made clear that the “numbers of people crossing [was] a political problem” – and that improving SAR capabilities did not “fit with [the] narrative of taking back control of borders”.
Although senior HM Coastguard officers recognised “it is extremely difficult to locate small boats or communicate with those onboard”, the inquiry heard that officers did not recall receiving “any small boat training before November 2021”, other than in the procedure to allow Border Force to push them back to French waters.
The head of Border Force’s Maritime Command, Stephen Whitton, told the inquiry he was under “a huge amount of pressure” to prevent small boat crossings, while also “providing the bulk of the support to search and rescue”. Despite carrying out 90% of all small boat rescues in the Channel and “regularly being overwhelmed”, Border Force Maritime Command received “no additional assets to manage the search and rescue response” before November 2021.
‘The pressure we were under’
When the decision was taken for Border Force – a law enforcement rather than search-and-rescue organisation – to be the primary responders to small boat crossings in 2018, only around 100 people were crossing each month. Yet by the time of the disaster three years later, according to an internal Home Office document, the total for 2021 was “already more than 25,000”.
At the inquiry, O’Mahoney stated: “As 2021 went on, it became much clearer that … frankly, we just needed more [rescue] boats.” Whitton admitted that before the disaster, Border Force, HM Coastguard, the Royal National Lifeboat Institution and other support organisations were all “on our knees in terms of the pressure we were under, and it was getting hugely challenging”.
The evidence shows this pressure was acutely felt inside Dover’s Maritime Rescue Coordination Centre, which sits atop the port’s famous white cliffs offering a commanding view of the Channel. Inside, Coastguard officers coordinate SAR operations and control vessel traffic in the Dover Strait – one of the world’s busiest shipping lanes.
On the night of November 23-24, three coastguard officers were on search-and-rescue duty: team leader Neal Gibson, maritime operations officer Stuart Downs, and a trainee – unnamed by the inquiry – who was officially only present as an observer.
HM Coastguard’s Maritime Rescue Coordination Centre at Dover overlooking the Channel. Travis Van Isacker, CC BY-NC-SA
Staffing appears to have been a longstanding issue at the Dover coastguard station where, according to divisional commander Mike Bill, there was “poor retention of staff” and “experience and competence weren’t the best”. Only the day before the disaster, during a migrant red days meeting – convened when, due to good weather, the probability of Channel crossers is considered “highly likely” – chief coastguard Peter Mizen had warned that only having two qualified officers at Dover on nights “isn’t enough”.
Over recent months, as the station had become busier responding to small boat crossings and in the wake of an unsuccessful recruitment drive, staff were having to work flat-out throughout their shifts, and were being asked to come in on scheduled days off.
On the night of November 23-24, owing to staff shortages, team leader Gibson told the inquiry he had to cover traffic control duties for three hours from 10.30pm. This meant he was away from the SAR desk at 00.41am, when a message arrived from the national rescue coordination centre along the coast in Fareham, stating that the Coastguard’s scheduled surveillance aeroplanes would not be flying over the Channel that night due to fog.
The officers were told they would be “effectively blind” – and should not allow themselves “to be drawn into relaxing and expecting a normal migrant crossing night”. The message warned: “This has the potential to be very dangerous.”
‘Their boat – there’s nothing left’
According to Mohamed Omar, the sea was calm when he and the other passengers departed the French beach around 9pm UK time. Giving his evidence to the Cranston Inquiry from Paris – he still cannot travel to the UK – a ship approached them around an hour into their voyage:
They came up to us to see what we were doing, and shone a light on us. I remember seeing a French flag on the boat. It was a big boat and I am certain it was the French coastguard. I had heard from people I met in the camp in Dunkirk that this happened sometimes, and that the French boat would follow until you reached English waters.
In fact, Mohamed Omar said, the French ship left the travellers again after about an hour. Shortly after this, the problems began.
A French warship patrols the shore of Mardyck in northern France, close to where Charlie is thought to have departed. Travis Van Isacker, CC BY-NC-SA
Around 1am, seawater began entering the dinghy. By now, it was in the vicinity of the Sandettie lightvessel, around 20 miles north-east of Dover. At first, passengers managed to bail out the 13°C water – but soon the flooding became uncontrollable. The dinghy’s inflatable tube began losing pressure, and a couple of the Kurdish men used air pumps to try to keep it inflated. Others tried to prevent panic spreading among the passengers.
Many onboard began to make frantic calls for rescue. What were reported to be leaked transcripts of some of these calls were published by French newspaper Le Monde a year after the sinking. They showed the first distress call from the dinghy was received by the French coastguard at 12.48am. Speaking in English, the caller said there were 33 people on board a “broken” boat.
According to Le Monde, three minutes later, another call was transferred to the French maritime rescue coordination centre at Cap Gris-Nez by an emergency operator who reported: “Apparently their boat – there’s nothing left.” Following procedure, the French coastguard officer asked the caller to send a GPS position by WhatsApp so she could “send a rescue boat as soon as possible”. At 1.05am UK time, the GPS position arrived.
Rather than send a French boat, Le Monde reported that the officer phoned her counterparts in Dover to warn them a dinghy 0.6 nautical miles from the border line would soon be crossing into UK waters. On the other end of the line was the trainee officer, who was handling routine calls that night despite officially only being an observer.
After the call finished, according to Downs’s evidence to the inquiry, the trainee mistakenly told him the dinghy was thought to be “in good condition” – information he recorded in the log for Incident Charlie. This miscommunication may have affected the urgency of the UK’s SAR response, preventing HM Coastguard and Border Force from appreciating the severe distress the “broken” dinghy was in.
Just before 1am, the French coastguard had sent its migrant tracker spreadsheet, containing information on all small boat crossings that night, to HM Coastguard for the first time. It showed four migrant dinghies at sea – which Gris-Nez had been aware of “for many hours”, according to Gibson.
The issue of the French coastguard appearing to withhold information about active small boat crossings had been raised by HM Coastguard’s clandestine operations liaison officer during a July 2021 review. And earlier that very evening, Gibson told one of his colleagues:
Sometimes they just seem to keep it quiet. Like we’ll not get anything – then we’ll get a tracker at three in the morning with 15 incidents, and they go: ‘Mostly these are in your search-and-rescue region.’ Wonderful.
At 1.20am, Downs phoned Border Force Maritime Command in Portsmouth to request a Border Force vessel search for the dinghy Charlie. He provided the GPS position received from his French counterpart and the number of people onboard – but also the incorrect information that “they think it’s in good condition”.
Ten minutes later, the Valiant, Border Force’s 42-metre patrol ship stationed at Dover, was tasked to proceed towards the Sandettie lightvessel. At the same time, the first direct call to the Dover rescue coordination centre came in from Charlie. The distressed caller said they were “in the water” and that “everything [was] finished”.
Around 15 minutes later, at 1.48am, Gibson took a call from 16-year-old Mubin Rizghar Hussein, who spoke good English. Despite the noise and commotion, he managed to provide Gibson with a WhatsApp number – in order to share their GPS position. The transcript of this call records voices shouting in the background: “It’s finished. Finished. Brother, it’s finished.”
A ‘grave and imminent threat to life’
Gibson told the inquiry that after his call with Rizghar Hussein, he had a “gut feeling that this doesn’t feel quite as usual”. By “usual” he meant what was, according to maritime operations officer Downs, a commonly held belief at the Dover coastguard station that with “nine out of ten”“ callers from small boats: “It would generally be overstated that the boat … was sinking, people were drowning … Whatever was going on would be overstated.”
Acting on his gut feeling, at 2.27am Gibson took the unprecedented decision to broadcast a Mayday Relay – denoting a “grave and imminent threat to life”. By maritime law, this alert required other vessels to offer their assistance.
Gibson told the inquiry he did this to get the French warship Flamant to respond. He could see on his radar screen that Flamant was closest to Charlie’s position and was the best vessel to rescue the people if the dinghy really was sinking.
Why the Flamant did not respond is at the centre of an ongoing criminal investigation in France into two of the warship’s officers and five coastguards from Gris-Nez, for “non-assistance of persons in distress”. This investigation’s strict confidentiality obligation means the inquiry was unable to access any information from the French side about their operations that night.
At 2.01 and again at 2.14am, HM Coastguard had received new GPS positions via WhatsApp showing the dinghy to be more than a mile inside UK waters.
Valiant, having been tasked at 1.30am, only exited the port of Dover at 2.22am and would need at least another hour to reach the Sandettie. Despite this, no other vessel was sent to join the search. At 3.11am, when asked during a call by Border Force Maritime Command whether Charlie was “still a Mayday situation”, Gibson replied: “Well, they’ve told me it’s full of water.”
With a total of four small boats being shown in the Channel that night by the French tracker spreadsheet, Gibson suggested there could be as many as 110 people on board these dinghies – beyond Valiant’s capacity for taking on survivors. Nevertheless, Border Force and HM Coastguard opted to “wait and see what the numbers are, and whether Valiant can deal with that … We don’t want to call any other assets out just yet.”
In a call with Christopher Trubshaw, captain of the Coastguard rescue helicopter stationed at Lydd on the Kent coast, aviation tactical commander Dominic Golden explained that Border Force was “not prepared to bring in their crews who are pretty knackered” unless “we can convince them there are people in real danger”. He then asked Trubshaw to search the Channel for the small boats shown in the French tracker, as the surveillance aeroplanes had been unable to take off.
In her closing submission to the inquiry, Sonali Naik, a legal representative of the survivors and bereaved families, highlighted Golden’s “dismissive attitude” towards Charlie’s distress when he gave Trubshaw the reason for the request, which included the following:
As usual, the catalogue of phone calls is beginning to trickle in … You know, the classic ‘I am lost, I am sinking, my mother’s wheelchair is falling over the side’ etc. ‘Sharks with lasers surrounding boat’ and ‘we are all dying’ type of thing.
Nevertheless, Golden asked the helicopter crew to pack a liferaft. “I can’t imagine we’re going to need it but … potentially you get to play with one of your new toys.”
While Golden described his words as “unwise” or “flippant”, Naik said they were “more than that” – suggesting they revealed rescuers’ general perceptions of the occupants of small boats and the widely held scepticism towards their distress calls.
‘We are dying. Where is the boat?’
With the water inside rising fast and their dinghy collapsing, Charlie’s increasingly desperate passengers kept trying to get rescuers to appreciate how dire their situation was.
At 2.31am in the Dover rescue coordination centre, Gibson received a second call from Mubin Rizghar Hussein, who pleaded: “We are dying, where is the boat?”
Gibson replied: “The boat is on its way but it has to get …” only to be interrupted by Rizghar Hussein saying: “We all die. We all die.”
“I get that,” Gibson told the terrified teenager, “but unfortunately, you’re going to be patient and all stay together, because I can’t make the boat come any quicker.” He ended the call saying:
You need to stop making calls because every time you make a call, we think there’s another boat out there – and we don’t want to accidentally go chasing for another boat when it’s actually your boat we’re looking for.
Gibson broke down briefly when recounting this second call during his evidence to the inquiry, explaining:
If you don’t understand what’s fully going on and you’re getting ‘we’re all going to die’, it’s quite a distressing situation to find yourself in, sitting at the end of a phone – effectively helpless. You know where they are, you want to get a boat to them, and you can’t.
Call records also show that coastguards on both sides of the Channel passed responsibility for rescuing the sinking dinghy off to one another. According to Le Monde, during one call a passenger told the French coastguard officer he was “in the water” – to which she replied: “Yes, but you are in English waters.”
The transcript of the last call before Charlie capsized, made at 3.12am, reveals that Downs asked “where are you?” 17 times – despite the caller being unable to answer anything beyond “English waters”. The maritime operations officer finished by instructing the caller to hang up and dial 999: “If it won’t connect on 999, then you’re probably still in French waters.”
In her closing submission, Naik pointed to “discriminatory stereotypes and attitudes towards migrants on small boats which fatally affected the SAR response” for Charlie – as rescuers, in her words, “jumped to premature conclusions”. According to survivor Mohamed Omar:
Because we have been seen as refugees … that’s the reason why I believe the rescue, they did not come at all. We feel like we were … treated like animals.
Fatal assumptions
At 3.27am, Border Force’s ship Valiant arrived at Charlie’s last recorded GPS position (from 2.14am) – but found nothing. Its master, Kevin Toy, decided to head north-easterly towards the Sandettie lightvessel, the way the tide was flowing.
En route, Valiant spotted two other dinghies in the darkness using its night vision – one still making its way towards the English coast, the other stopped in the water. The stationary dinghy was in greater danger from the Channel’s shipping traffic, so Valiant went to it and began rescuing those onboard – radioing back that it had “engaged unlit migrant crafts stopped in the water” with approximately 40 people onboard.
In the Dover rescue coordination centre, Gibson assumed this dinghy could be Charlie and gave Mubin Rizghar Hussein’s name and telephone number so Valiant’s crew could verify whether he was on board. At 4.16am, Gibson himself tried calling the WhatsApp number that Rizghar Hussein had shared, but the call failed.
At 4.20am, Valiant completed its first rescue of the morning. Two more followed after the Coastguard helicopter spotted two other dinghies in the Sandettie area – but nobody in the water. A near-capacity Valiant then returned to Dover just after 8am with 98 survivors on board.
None of the three rescued dinghies matched the description of Charlie. All were in good condition, differently coloured, and with disparate numbers of people onboard – yet the misplaced assumption Charlie had been rescued persisted amid the night’s murky information environment. Gibson stated that, while he had soon received additional information matching Valiant’s first rescue to a different dinghy, he was still “fairly certain Charlie had been picked up”.
“Once Valiant had picked up these [three] boats,” he explained, “we no longer received calls from Charlie, and a call to a known phone number on Charlie failed.” As a result, neither Valiant nor the Coastguard helicopter were sent back out to continue searching for the stricken dinghy.
In fact, Gibson’s call to Rizghar Hussein’s WhatsApp number did not fail because Charlie’s passengers had been rescued – nor because they had thrown their phones into the sea when Border Force arrived. Rather, it was because the dinghy had capsized and everyone had fallen into the Channel’s freezing waters.
‘No one came to our rescue’
In harrowing evidence to the inquiry, Mohamed Omar explained how, as one side of the dinghy deflated, the passengers – “hysterical and crying” – panicked and moved to the opposite side. This shift in weight caused the dinghy to capsize:
The screaming when the boat tipped and people fell in the water was deafening. I have never heard anything as desperate as this. I was not thinking about whether we were going to be rescued any more; it was all about how to stay alive.
As the passengers were thrown into the water, the dinghy flipped on top of them. Mohamed Omar described having to swim out from underneath to catch a breath: “It was dark and I could not really see. It was extremely cold and the sea was rough.”
As he surfaced, he saw Halima Mohammed Shikh, a mother of three also from Somalia and travelling alone, struggling as she couldn’t swim. She screamed his name for help, and he tried to get her back to what was left of the dinghy – but couldn’t. “I think she was one of the first people to drown,” he told the inquiry.
Others managed to cling to the broken inflatable, hoping rescue was on its way – but “no one came to our rescue”. Pushed and pulled by the waves, some lost their grip and drifted away before dawn. Mohamed Omar recalled:
All night, I was holding on to what remained of the boat. In the morning, I could hear the people were screaming and everything. It’s something I cannot forget in my mind.
By the time the sun finally rose at 7.26am, he estimated that no more than 15 people were left clinging to the broken dinghy – adrift on the tide in a busy shipping lane:
I do not recall speaking with anyone in the water. Those who were alive were half-dead. There was nothing we could do any more. I could see bodies floating all around us in the water. I presume most people were either already dead or were unconscious.
Shortly afterwards, Mohamed Omar said he let go of the dinghy and began to swim, thinking to himself: “I am going to die [but] I don’t want to die here. At least if I die whilst swimming, I won’t feel it.”
He swam towards a boat he could see in the distance and, as he got closer, began to wave his life jacket for attention. A French woman, out fishing with her family, saw him and jumped in the water to save him.
As he finished telling his story, Mohamed Omar told the inquiry: “I’m a voice for those people who passed away.”
Bodies are found
Around 1pm on the afternoon of November 24, 12 hours after the first distress calls from Charlie, a French commercial fishing vessel began finding bodies in the sea nine miles north-west of Calais. But as the news came in, no one at HM Coastguard or Border Force appears to have made the connection with Incident Charlie.
Days later, when the accounts of Mohamed Omar’s fellow survivor, Mohammed Shekha Ahmad from Iraqi Kurdistan, and a relative of two of the deceased emerged, the Home Office refuted their claims that the dinghy had sunk in UK waters as “completely untrue”.
However, five days after the disaster, Gibson contacted the small boats tactical commander to share his concerns that the reported deaths could be from Charlie. He had read a news article in which “the survivor states a male called Mubin called the emergency services, which could possibly be the ‘Moomin’ [sic] I spoke to”.
On December 1, clandestine Channel threat commander O’Mahoney responded to a question from the UK’s Joint Committee on Human Rights, as to whether the migrants whose bodies had been found in French waters had made distress calls to the UK authorities. O’Mahoney told the committee:
We are looking into that. To manage your expectation, though, it may never be possible to say with absolute accuracy whether that boat was in UK waters [and] I cannot tell you with any certainty that the people on that particular boat called the UK authorities.
Thanks largely to their grieving families tireless pursuit of the truth, however, it is now possible to say definitively that Charlie had been in UK waters – and that a number of its passengers spoke to HM Coastguard officers.
It was only after these families raised concerns that the disaster had involved the UK authorities that the Department for Transport commissioned a safety investigation into the incident in January 2022. A lawyer for the bereaved families suggested to me that without the threat of legal action, the Department for Transport “would likely not have done anything” – despite this being Britain’s worst maritime disaster for decades. Meanwhile, according to inquiry evidence, the Home Office is understood not to have conducted an internal review or investigation into its role in the disaster.
After a frustrating two years of waiting for the survivors and bereaved families, the Marine Accidents Investigations Branch published its report – which both confirmed most of their accounts and substantiated their criticisms of the SAR response.
Soon afterwards, the Cranston Inquiry was announced. Despite no bodies having been recovered in UK waters, it has been run almost like an inquest. In his final report – to be published by the end of 2025 – Sir Ross Cranston has promised to “consider what lessons can be learned and, if appropriate, make recommendations to reduce the risk of a similar event occurring”.
A ‘crucial and unique opportunity’
HM Coastguard and Border Force officers have repeatedly told the inquiry how the UK’s approach to small boat search-and-rescue has changed since the November 2021 disaster. More officers have been hired, Border Force has contracted additional boats to conduct rescues, information sharing has improved, and cooperation with French colleagues is better. Today, there are significantly more rescue ships on both sides of the Channel which can intervene faster when dinghies come to be in distress, and have undoubtedly saved many lives.
There has also been massive investment in drones, aeroplanes and powerful shore-based cameras to reduce the risk that HM Coastguard loses “maritime domain awareness” again if some of its surveillance aircraft are unable to fly. New technology automatically translates coastguard officers’ messages into different languages and extracts live GPS locations and images from travellers’ mobile devices.
Such investments make it unlikely that another dinghy could be lost in the middle of the Channel after its passengers call for help, in the way Charlie so catastrophically was.
Nevertheless, people continue dying while attempting to cross the Channel – with 2024 having been by far the deadliest year yet. At least 69 people lost their lives, according to the Refugee Council. So far in 2025, 24 people are documented as dead or missing at the UK-France border by Calais Migrant Solidarity, amid a record number of attempted crossings for the first half of the year.
Some migrants’ rights NGOs have suggested the UK’s “stop the boats” policies, and European efforts to disrupt the supply chain of dinghies and other equipment used in crossings, has driven such deadly overcrowding.
But it is also unlikely that the circumstances surrounding more recent deaths in the Channel will ever be investigated as thoroughly as Incident Charlie, if at all. Lawyers for the bereaved families have therefore been keen to highlight the Cranston Inquiry’s “crucial and unique opportunity” not only to look back and offer answers about one of Britain’s worst maritime disasters in recent decades – but to look forwards and “prevent the further loss of life at sea”.
The survivors, families and migrants’ rights organisations who contributed their evidence thus hope the inquiry’s recommendations go beyond purely operational and administrative improvements to search-and-rescue, to address the fundamental role that UK, France and European border policies play in why more people are dying in the Channel, despite the improvements to search-and-rescue strategies and resources.
Above all, they ask why only some people are able to travel to the UK in comfort and safety while others must make the journey in precarious, overcrowded inflatable dinghies – and thus entrust their lives to the search-and-rescue services whose success can never be guaranteed. As Halima Mohammed Shikh’s cousin, Ali Areef, told the inquiry:
It makes me feel sick to think about crossing the Channel in a ferry where others including a member of my family lost their lives because there was no other way to cross. I will never take a ferry across the Channel again.
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Travis Van Isacker gratefully acknowledges the support of the Economic and Social Research Council
(UK) (Grant Ref: ES/W002639/1).
Source: United States Senator for Nebraska Deb Fischer
Advances additional provision to enhance roadway safety
Today, U.S. Senator Deb Fischer (R-Neb.), a member of the Senate Appropriations Committee, announced she advanced over $60 million in funding to support critical infrastructure projects and firefighting capabilities across Nebraska.
The funding was included in the Fiscal Year (FY) 2026 Transportation, Housing, and Urban Development (THUD) Appropriations Act, which now awaits consideration on the Senate Floor.“From roads and bridges to railways and airports — our infrastructure keeps Nebraska’s communities connected. It allows our farmers and ranchers to bring their goods to market and enables us to travel to work or school. By investing in infrastructure, we are investing in our future. I’m proud to advance these critical investments which will improve our state’s infrastructure for Nebraska’s families and make our Good Life even better,” Fischer said.Fischer advanced funding to support critical investments in Nebraska’s infrastructure:
$6 million to the Alliance Airport for electrical improvements
$6 million to add safety enhancements to the Heartland Expressway
$5.2 million to replace the Lisco Bridge in Garden County
$5 million to extend the runway and parallel taxiway at the Blair Airport
$4.7 million to pave a 4-mile stretch of Hickory Road in Gage County
$4 million to road improvements for Fairbury Highway 36
$4 million to improve the lighting system at the Hastings Airport
$3.5 million to improve walkability and safety of downtown Omaha
$3.4 million to complete the parallel taxiway and improve the lighting system at the Nebraska City Airport
$3.4 million to make improvements to roads in Sheridan and Garden County
$3.2 million to make roadway improvements on Cedar River Road in Garfield County
$2.2 million to reconstruct the 9th street roadway in Stromsburg
$897,000 to replace or repair multiple bridges in Brown County
$880,000 to pave the Adams Bypass
$700,000 to pave the roadway and improve access to the local grain elevator in Exeter
$600,000 to relocate the Midfield Connector Taxiway at Brenner Field Airport in Falls City
Fischer advanced funding to support Nebraska’s firefighting capabilities:
$2.5 million to replace South Sioux City’s aerial ladder fire truck
$1.8 million to replace Plattsmouth’s aerial ladder fire truck
$1.3 million to upgrade Friend’s fire hall facilities
$1.3 million to upgrade Clatonia’s fire hall facilities
Fischer advanced key provision to enhance roadway safety:
Advanced language from Fischer’s She DRIVES Act by directing the National Highway Traffic Safety Administration (NHTSA) to adopt the most advanced crash test dummies.
Source: United States House of Representatives – Congressman Brett Guthrie (2nd District Kentucky)
Washington, D.C. – Today, Congressman Guthrie (KY-02) issued the following statement following the House passage of H.R. 4016, the Department of Defense Appropriations Act of 2026.
“After four years of failed Democratic leadership diminishing our standing on the world stage, peace through strength is back. Under the leadership of President Trump and House Republicans, our United States military is stronger than ever, equipped, and ready to defend our nation against any threat,” said Congressman Brett Guthrie.“As a graduate of the U.S. Military Academy at West Point, I know firsthand that peace is best preserved through a strong U.S. military! This bill invests billions into the men and women who volunteer to keep our nation safe and ensures that American industries can manufacture the necessary tools to accomplish the mission.” Background: H.R. 4016 builds upon Republicans’ agenda of investing in our military strength to restore America’s standing as a deterrent to those who attempt to spread chaos and destruction. By allocating $831.5 billion for the Department of Defense, Congress is sending a clear message to the world: America is back. Specifically, this legislation:
Includes an increase of 3.8% in basic pay for all military personnel effective January 1, 2026.
Invests in youth development and workforce programs that prepare our next generation soldiers and businesses including Apex Accelerators, Starbase, the National Guard Youth Challenge, and U.S. Naval Sea Cadet Corps Programs.
Allocates $36.9 billion for 28 ships including six battle force ships
Dedicates $1.5 billion for the Maritime Industrial Base to invest in critical areas including supplier capacity and capability, strategic outsourcing, workforce training, and technology and infrastructure.
Enhances investments in 5th and 6th generation aircraft.
Allocates approximately $13 billion for missile defense and space programs to augment and integrate in support of the Golden Dome effort.
Delivers increases for the State Partnership Program operations and personnel costs for both the Army National Guard and Air National Guard.
More information about the Department of Defense Appropriations Act of 2026 prior to adoption of amendments can be found here.
Source: People’s Republic of China in Russian – People’s Republic of China in Russian –
An important disclaimer is at the bottom of this article.
Source: People’s Republic of China – State Council News
Almaty, July 24 (Xinhua) — Three leading oil refineries in Kazakhstan increased oil refining to 8.83 million tons in the first six months of 2025, which is 685 thousand tons more than in the same period of 2024, the press service of Kazakhstan’s oil and gas company KazMunayGas (KMG) reported on Thursday.
According to KMG, during the reporting period, about 6.84 million tons of light oil products were produced, including gasoline, diesel and aviation fuel, which is 893 thousand tons /4.44 percent/ higher than last year’s figure.
The total refining depth at the three refineries reached 89.61 percent, and the yield of light oil products was 77.53 percent. At the same time, the combustion of process fuel and the volume of irrecoverable losses were reduced by 0.78 percent, or 7,333 tons.
The modernization of the Caspi Bitum refinery was also completed in the first half of the year. The plant’s capacity now allows it to process up to 1.5 million tons of oil and produce 750 thousand tons of bitumen per year. In the two months since its launch after modernization, the plant has processed over 216 thousand tons of oil and produced more than 78 thousand tons of bitumen. –0–
Please note: This information is raw content obtained directly from the source of the information. It is an accurate report of what the source claims and does not necessarily reflect the position of MIL-OSI or its clients.
Source: People’s Republic of China in Russian – People’s Republic of China in Russian –
An important disclaimer is at the bottom of this article.
Source: People’s Republic of China – State Council News
Moscow, July 24 (Xinhua) — All people on board the An-24 plane that crashed in Russia’s Amur Region on Thursday have died, Russian Investigative Committee spokeswoman Svetlana Petrenko said.
“All people on board the aircraft died,” TASS quotes her as saying.
The region’s governor, Vasily Orlov, declared a three-day mourning in the region. “I declare a three-day mourning in the region. On July 25, 26 and 27, flags will be lowered in all territories of the Amur Region. This terrible tragedy took the lives of 48 people,” he wrote on his Telegram channel. -0-
Please note: This information is raw content obtained directly from the source of the information. It is an accurate report of what the source claims and does not necessarily reflect the position of MIL-OSI or its clients.
Most get a fond send off when retirement rolls around to their career, but in Texas they do everything big, including honors for legendary members of IAM District 776.
The District had been working for months on a special tribute to International President Robert Martinez Jr., who retired in January 2024 after 43 years of service to the IAM and its members. Starting in 1980 as a member of Local 776A and an aircraft assembler, the U.S. Naval Air veteran rose to the highest position within the IAM, leading the organization for eight years and serving on the IAM Executive Council for 20 years of his storied career.
District 776 took the steps to turn the atrium of the district’s meeting hall into a gallery of memorabilia from Martinez’s career. The space is filled with photographs, mementos, and awards to achievements of the IAM’s 14th International President. As the first Latino to join the IAM Executive Council, Martinez set standards and achieved milestones that moved the IAM forward in the labor movement.
“This hall, this district, and this union has meant the world to me and my family,” said Martinez. “This union gave me a purpose when I was 20 years old. It gave me a shot at the American dream, to make a living and support my family. Together, we have improved the lives of countless IAM members.”
Martinez’s historic tenure steered the IAM through the COVID-19 crisis by championing airline and aerospace worker relief that saved hundreds of thousands of jobs. Martinez helped the IAM grow into new industries, including healthcare, and made the IAM the leading AFL-CIO affiliate in National Labor Relations Board union election victories from 2018 through 2022.
At Martinez’s direction, the IAM also created groundbreaking membership programs that assist members and their families, as well as expanded opportunities for underrepresented groups to advance in the IAM. Martinez commissioned a new department to provide IAM members and their families who are military veterans with VA claims assistance free of charge, as well as an addiction services program and a women’s leadership initiative known as the Leadership Excellence Assembly of Dedicated Sisters, or IAM LEADS.
The ceremony also honored District 776 President Directing Business Representative Paul Black and Business Representative Earnest Boone, both of have retired after 45 years of IAM membership.
International President Martinez extended a special note of gratitude to IAM Business Representative Joe Alviar and his wife, Linda, who were the primary architects of the atrium and the displays of the Martinez collection.
“Again I say thank you. It’s been a great honor,” said Martinez. “Our leadership, headed by our great International President Brian Bryant, has the IAM going in the right direction. I can’t wait to see where we’re going next, and I’m cheering all of you and our union on from retirement.”
The post IAM District 776 Dedicates Union Hall to Fort Worth Native, Retired International President Robert Martinez Jr. appeared first on IAM Union.
Source: United Kingdom – Executive Government & Departments
News story
Call for evidence: An inspection of refusals and cancellations of permission to enter the UK
The ICIBI invites anyone with knowledge or first-hand experience of refusals and cancellations of permission to enter the UK to submit evidence to contribute to this inspection by close of play 20 August 2025.
The Independent Chief Inspector of Borders and Immigration (ICIBI) has begun an inspection of refusals and cancellations of permission to enter the UK.
As Independent Chief Inspector, I am inviting anyone with knowledge or first-hand experience of refusals and cancellations of permission to enter the UK to submit evidence to inform this inspection. I would be pleased to hear about both what is working well and what could be improved in the following areas:
the role of Border Force officers in refusing and cancelling permission to enter the UK at airports, seaports and juxtaposed controls
the efficiency, effectiveness and consistency of current practice
the impact of carrier checks for organisations and passengers
the impact of digitisation of the border on the ability of Border Force officers to identify individuals whose permission to enter the UK should be refused or cancelled
These areas of interest are not exhaustive, and I welcome submissions that touch on other points. Information received in response to this call for evidence will play an important part in defining the precise scope and focus of the inspection.
This call for evidence will remain open until 20 August 2025.
The information you submit may be quoted in the final inspection report, but it is the ICIBI’s practice not to name sources and to anonymise as much as possible any examples or case studies.
Please click here to email your submission to the Independent Chief Inspector.
Please note: The ICIBI’s statutory remit does not extend to investigating or making decisions about individual cases or applications for asylum. This remains a Home Office responsibility. The Chief Inspector is interested in hearing from people with lived experience of refusals and cancellations of permission to enter the UK, to the extent that they illustrate or point to systemic problems.
Data Protection
Information on how we process personal data submitted in response to a call for evidence can be found in the ICIBI privacy information notice available on the ICIBI website.
David Bolt CBE, Independent Chief Inspector of Borders and Immigration
Source: People’s Republic of China in Russian – People’s Republic of China in Russian –
An important disclaimer is at the bottom of this article.
Source: People’s Republic of China – State Council News
DAMASCUS, July 24 (Xinhua) — A powerful explosion rocked northwestern Syria’s Idlib province on Thursday, causing casualties and causing fires near the town of Maarat Misreen, Syrian state-run Al-Ikhbariya TV reported.
Idlib’s Disaster Management Authority confirmed that the blast, whose cause has not yet been determined, killed and injured people. Private Syria TV reported that the blast likely occurred at an ammunition depot in the area.
The Syrian Observatory for Human Rights also reported an unidentified aircraft flying over the region at the time of the explosion, although no official statement has confirmed the airstrike.
The number of victims and the cause of the explosion are being determined. –0–
Please note: This information is raw content obtained directly from the source of the information. It is an accurate report of what the source claims and does not necessarily reflect the position of MIL-OSI or its clients.
ESCONDIDO, Calif., July 24, 2025 (GLOBE NEWSWIRE) — One Stop Systems, Inc. (“OSS” or the “Company”) (Nasdaq: OSS), a leader in rugged Enterprise Class compute for artificial intelligence (AI), machine learning (ML) and sensor processing at the edge, announced today that it will release its second quarter 2025 financial results before the market opens on Thursday, August 7, 2025. A webcast and conference call will be held that same day at 10:00 a.m. ET to review the Company’s results.
A replay of the call will be available after 1:00 p.m. ET on August 7, 2025, through August 21, 2025.
About One Stop Systems One Stop Systems, Inc. (Nasdaq: OSS) is a leader in AI enabled solutions for the demanding ‘edge’. OSS designs and manufactures Enterprise Class compute and storage products that enable rugged AI, sensor fusion and autonomous capabilities without compromise. These hardware and software platforms bring the latest data center performance to harsh and challenging applications, whether they are on land, sea or in the air.
OSS products include ruggedized servers, compute accelerators, flash storage arrays, and storage acceleration software. These specialized compact products are used across multiple industries and applications, including autonomous trucking and farming, as well as aircraft, drones, ships and vehicles within the defense industry.
OSS solutions address the entire AI workflow, from high-speed data acquisition to deep learning, training and large-scale inference, and have delivered many industry firsts for industrial OEM and government customers.
As the fastest growing segment of the multi-billion-dollar edge computing market, AI enabled solutions require-and OSS delivers-the highest level of performance in the most challenging environments without compromise.
OSS products are available directly or through global distributors. For more information, go to www.onestopsystems.com. You can also follow OSS on X, YouTube, and LinkedIn.
Forward-Looking Statements One Stop Systems cautions you that statements in this press release that are not a description of historical facts are forward-looking statements. Words such as, but not limited to, “anticipate,” “aim,” “believe,” “contemplate,” “continue,” “could,” “design,” “estimate,” “expect,” “intend,” “may,” “might,” “plan,” “possible,” “potential,” “predict,” “project,” “seek,” “should,” “suggest,” “strategy,” “target,” “will,” “would,” and similar expressions or phrases, or the negative of those expressions or phrases, are intended to identify forward-looking statements, although not all forward-looking statements contain these identifying words. These statements are based on the company’s current beliefs and expectations. The inclusion of forward-looking statements should not be regarded as a representation by One Stop Systems or its partners that any of our plans or expectations will be achieved. Actual results may differ from those set forth in this press release due to the risk and uncertainties inherent in our business, performance of our products, growth of the edge computing market, as well as risks described in our prior press releases and in our filings with the Securities and Exchange Commission (SEC), including under the heading “Risk Factors” in our latest Annual Report on Form 10-K and any subsequent filings with the SEC. You are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date hereof, and the company undertakes no obligation to revise or update this press release to reflect events or circumstances after the date hereof. All forward-looking statements are qualified in their entirety by this cautionary statement, which is made under the safe harbor provisions of the Private Securities Litigation Reform Act of 1995.
Media Contacts: Robert Kalebaugh One Stop Systems, Inc. Tel (858) 518-6154 Email contact
Investor Relations: Andrew Berger Managing Director SM Berger & Company, Inc. Tel (216) 464-6400 Email contact
Source: United Kingdom – Executive Government & Departments
Press release
Business leaders welcome the UK-India Free Trade Agreement
Business leaders have strongly welcomed the signing of the UK-India Free Trade Agreement.
Business leaders have strongly welcomed the signing of the UK-India Free Trade Agreement, as Business and Trade Secretary, Jonathan Reynolds and India’s Commerce and Industry Minister, Piyush Goyal, signed the landmark trade deal.
The £4.8bn trade deal will unlock economic growth for each region and nation of the UK, and is widely backed by large and small businesses across aerospace, financial and professional services, food and drink, and the automotive sector.
Business Groups
Rain Newton-Smith, CEO, CBI said:
In an era of rising protectionism, today’s announcement sends a powerful signal that the UK is open for business and remains resolute in its commitment to free and fair trade.
A trade agreement with India – one of the world’s fastest-growing economies – is a springboard for long-term partnership and prosperity. UK firms can take advantage of this new platform to scale, diversify and compete on the global stage.
The CBI looks forward to working closely alongside the Confederation of Indian Industry to turn ambition into action and negotiation into real-world impact. Ensuring this agreement delivers tangible benefits for businesses on both sides will be critical to meeting the UK’s growth ambitions.
William Bain, Head of Trade Policy at the BCC, said:
The signing of this agreement is a clear signal of the UK’s continuing commitment to free and fair trade. It will open a new era for our businesses and boost investment between two of the world’s largest economies.
Currently around 16,000 UK companies are trading goods with Indian companies, and there is high interest in our Chamber Network to grow that. This deal will create new opportunities in the transport, travel, creative and business support sectors alongside traditional strengths in finance and professional services.
Policy Chair of the Federation of Small Businesses (FSB), Tina McKenzie, said:
India is the fourth largest economy in the world, and today’s trade deal provides exciting growth potential for UK small businesses.
Already one-in-seven (14%) of our members who export have India among their overseas markets, and this deal opens the way for that number to grow. It’s welcome that the agreement includes a specific small business chapter.
Encouraging more small firms to trade internationally, and making it easier for those who already do to increase their international trade, is an important flank in the quest for economic growth. Reducing barriers is key to achieving that.
Richard Heald OBE, Chair, UK-India Business Council, said:
The UK-India FTA marks a historic milestone in the bilateral relationship.
Businesses across both countries have long called for an agreement that reduces barriers, enhances market access, and creates a clear framework for long-term, sustainable growth. We congratulate both governments for their commitment and ambition in bringing this complex negotiation to fruition. Success in the FTA will support further economic growth for the world’s 5th and 6th largest economies. It will catalyse collaboration into other areas too.
Aerospace
Tufan Erginbiligic, Rolls-Royce CEO, said:
India is an important market for our business, with over 90 years of partnership with Indian industry and the Indian Government.
We welcome the provisions in this Free Trade Agreement, including those that bring closer alignment with international standards for trade in civil aerospace.
These agreements will benefit Rolls-Royce and our customers, paving the way for future aerospace growth in India.
Financial and professional services
Ian Stuart, CEO of HSBC UK, said:
Today’s signing of the UK-India Free Trade Agreement marks an important milestone for both countries.
This is a vibrant and fast-growing corridor and will bring huge opportunities for both British and Indian businesses as they seek to grow internationally.
As the world’s largest trade bank with deep roots in both countries, we look forward to supporting our clients to take advantage of the full benefits of this historic agreement.
Bill Winters CBE, Group Chief Executive of Standard Chartered and Co-Chair of the UK-India Financial Partnership, said:
This landmark agreement between the UK and India – two of the world’s largest and most dynamic economies – is a tremendous achievement.
It will drive greater innovation, unlock growth, and build prosperity across this long-established corridor of trade, capital and investment.
As one of the largest and oldest international banks in India, we welcome the certainty the FTA provides for UK services and the meaningful opportunities that lower tariffs will create for businesses large and small in both markets.
Rohan Malik, EY EMEIA and UK & Ireland Government & Public Sector Managing Partner, said:
Over the past decade, total trade value between the UK and India has more than doubled from £16.6bn to £40bn and this agreement will further strengthen the flourishing economic relationship between the two countries.
Enhanced access to one of the world’s largest markets should offer considerable advantages for financial and professional services businesses, unlocking commercial opportunities and supporting growth across two strategically significant sectors of the UK economy.
Adam Gagen, Global Head of Government Affairs at Revolut, said:
As a UK fintech with significant business in India, we welcome the announcement of this UK-India FTA.
It is an important partnership to bring these two vital economies closer together and to foster improved trade links, better investment flows and more jobs.
Revolut looks forward to working with the UK Government to maximise the value of this FTA and we strongly congratulate the hard work of DBT for getting this over the line.
Nicola Watkinson, Managing Director for International, TheCityUK, said:
India is a market with huge growth potential and a strong FTA between our two markets will open up valuable new trade and investment opportunities for UK businesses.
The UK financial and related professional services industry is well placed to support India’s growth ambitions through the provision of services in areas such as green finance, risk management and capital market development, as well as benefit from India’s digital innovations.
We welcome the formal signing of the FTA and look forward to continuing to build on its foundations to forge a strong and lasting partnership with India.
Automotives
Mike Hawes, SMMT Chief Executive, said:
The UK-India trade agreement represents a significant achievement, partially liberalising the Indian automotive market for the first time.
While the highly complex deal confirms some compromises, its entry into force will provide commercial opportunities for UK manufacturers who will be able to access vastly reduced tariffs on internal combustion vehicles from day one, and on electrified vehicles and parts in the longer term.
To ensure maximum and timely benefit, we now need rapid ratification and renewed efforts to agree fair and workable solutions on tariff-rate-quotas administration.
A JLR spokesperson said:
We welcome this free trade agreement between the UK and India, which over time will deliver reduced tariff access to the Indian car market for JLR’s luxury vehicles.
India is an important market for our British built products and represents significant future growth opportunities.
This agreement marks a great moment for both Scotch and Scotland, and we’ll be raising a glass of Johnnie Walker to all those who have worked so hard to get it secured.
Jean-Etienne Gourgues, Chivas Brothers Chairman and CEO, said:
Signature of the UK-India FTA is a sign of hope in challenging times for the spirits industry.
India is the world’s biggest whisky market by volume and greater access will be an eventual game changer for the export of our Scotch whisky brands, such as Chivas Regal and Ballantine’s.
The deal will support long term investment and jobs in our distilleries in Speyside and our bottling plant at Kilmalid and help deliver growth in both Scotland and India over the next decade.
Let’s hope that both governments will move quickly to ratification so business can get to work implementing the deal!
Mark Kent, Chief Executive of the SWA said:
The Scotch Whisky industry has long championed a free trade agreement between the UK and India.
The signing of the FTA is an historic moment and is an important milestone to reducing tariffs on Scotch Whisky in a growing market.
This will contribute to the government’s growth objective, by laying the foundations for further investment and jobs.
George Hyde, Head of Trade, The Food and Drink Federation:
We’re pleased to see the details of the new Free Trade Agreement with India, with tariffs for iconic British products, including chocolate, breakfast cereals and biscuits set to be phased out over the next decade.
We also welcome that this agreement protects the UK’s sugar and rice milling sectors, reflecting the vital role these industries play in boosting local economies.
With exports of UK food and drink to India already worth nearly £300 million annually, improved access to this growing market will help strengthen the competitiveness of our sector and help future-proof the nation’s food security.
We look forward to working with government to help businesses make the most of this opportunity.
Nick Spencer, Export and Travel Retail Manager at Southwestern Distillery Ltd, said:
There are tremendous hurdles for UK spirits producers in terms of entering and succeeding in the Indian market.
The extremely high import tariffs are probably the most significant barrier to entry we have experienced anywhere internationally.
The FTA is a fabulous step forward. Since its announcement, we have already received significant new interest from Indian importers and the prospect of success in the Indian market now looks much brighter.
Stephen Davies, Chief Executive of Penderyn Distillery, said:
We are developing our business and brand awareness in both domestic and travel retail sectors in India. It’s an exciting and developing market for us.
The agreement to reduce tariffs will provide a better platform for us and our industry to develop links and build business over the next five years.
These are exciting times.
Medtech
Gordon Sanghera, CEO of Oxford Nanopore Technologies, said:
The UK-India Free Trade Agreement is more than a policy document it’s a foundation for action.
India’s deep scientific talent, clear ambition and growing global influence make it one of the most exciting places in the world to build long-term partnerships in science and healthcare.
And this moment, with the FTA in place, gives companies like ours the confidence to invest, to scale and to co-create in ways that weren’t possible before.
Given the size of the Indian economy and its healthcare system, India is an important location for Smith+Nephew. The Free Trade Agreement offers the potential to build trading links in the healthcare sector.
We hope that the Free Trade Agreement will enable Smith+Nephew’s innovative medical technologies to support more healthcare professionals to return their patients to health and mobility.
Philip McKee, Sales Manager at Biopanda, a Belfast-based medtech manufacturer which exports in vitro test kits for clinical laboratories, veterinary practice, and food safety laboratories, said:
Biopanda have been supplying a range of diagnostic products to the Indian market throughout the past ten years. We value the business we have done already throughout India and with the introduction of the UK-India FTA this should benefit in increased trade with the removal of export barriers.
This will hopefully increase the market access, allowing our distributors throughout India to provide a larger range of our highly accurate clinical diagnostic products at a lower price to the consumer.
Manufacturing
Graeme Macdonald, JCB Chief Executive, said:
India is a great country in which to do business. JCB has been manufacturing machines there since 1979. So, we know India very well and the opportunity for British businesses in that huge market is significant.
It’s the fifth largest economy in the world and is tipped to become the third largest by 2028. This Free Trade Agreement should give British businesses the confidence they need to enter the market, trade more easily and benefit from the massive opportunity.
Professor Carl Stephen Patrick Hunter OBE, Chairman Coltraco Ultrasonics Limited & Director-General The Durham Institute of Research, Development & Invention, said:
Coltraco Ultrasonics is strongly supportive of the India FTA Trade Agreement and proud to have modestly contributed to and advising the British negotiating team on various chapters.
The UK private sector can now, because of the India FTA, the Windsor Framework CPTPP, and a variety of other UK FTAs, look out to the world, balancing our exporting and investment opportunities between the USA, the EU and Asia Pacific.
It is a tremendous success and we thank British and Indian Civil Servants for their public service in the UK-India FTA.
Mark Ridgway OBE DL, CEO of Rhodes Group, said:
As a manufacturer of advanced metalforming machinery used in the forming and lightweighting of aircraft, India is a strong market for Group Rhodes and offers significant growth potential. The recent UK-India trade deal not only sets the scene for reduced tariffs on machinery but also serves to both enhance our competitiveness as a UK exporter and reduce the complexity of trade with this fast-growing market.
Importantly, the UK-India FTA recognises UK origin content of at least 20% as qualification as a ‘local supplier’ in India. This provides equal treatment in the Indian government procurement process and the opportunity for Group Rhodes to build on its existence reference sites within the Indian aerospace sector.
Idir Boudaoud, Founder and CEO at Sensoteq, said:
India is a key growth market for Sensoteq — its vast and rapidly evolving manufacturing sector aligns perfectly with our mission to improve machine reliability through smarter monitoring. This trade deal is a real breakthrough for us.
Simplified and transparent customs procedures, modernised rules of origin, and stronger IP protections mean we can enter the market with greater speed, confidence, and security.
This agreement gives businesses like ours the access and assurance needed to thrive in one of the world’s most important industrial markets.
William Crawford, Director of Concrete Canvas Ltd, said:
India is a dynamic and vibrant economy and an increasingly important market for Concrete Canvas products. A UK-India FTA will help to accelerate our plans for growth by reducing trade barriers and making us more competitive.
This is welcome news for both UK and Indian businesses!
Creative Industries
Richard Masters, Premier League Chief Executive, said:
India continues to be incredibly important to the Premier League and our clubs. It is a vibrant country that presents exciting opportunities and significant potential. The opening of our office in Mumbai earlier this year was a significant milestone for the Premier League, demonstrating our commitment to build on longstanding work to engage local fans, develop grassroots and elite football and further promote the game in India.
The continued growth of the Premier League and UK businesses in India will have a positive impact on our domestic economy. We welcome the signing of this new trade deal which will support UK businesses operating in India.
Richard Pring, Co-Founder at Wales Interactive, said:
The UK-India Free Trade Agreement has the potential to strengthen creative partnerships and streamline production across borders. With India’s vast film and television industry, it creates new opportunities for studios like ours to collaborate with international talent and share our interactive stories and games with even wider audiences.
Digital and Tech
Simon Hansford, Chief Commercial Officer at Civo, a cloud provider founded in Hertfordshire, said:
The UK-India trade deal is a game-changer for UK businesses. Significant tariff reductions on our exports will mean our products can be more competitive and accessible in India’s rapidly growing market. Guaranteed access to India’s public procurement market and simplified customs processes could be transformational for many.
This deal offers substantial benefits, boosting confidence and creating new avenues for growth in areas that were previously challenging to navigate, making it easier for UK SMEs to trade and thrive internationally.
Clean Energy
Neil Spann, CEO of Power Roll, said:
As a UK clean energy company committed to fostering global impact, the UK-India trade agreement marks a significant milestone for us. It lowers barriers to entry and enhances our ability to collaborate with Indian partners in one of the world’s most dynamic renewable energy markets. India’s ambitious solar targets and drive for domestic innovation align perfectly with our flexible solar technology and long-term growth strategy.
As one of the world’s fastest-growing economies and a key player in the global renewable energy transition, India presents a major opportunity for UK clean energy technology. This trade deal enables us to position UK flexible solar as a key solution to India’s energy goals. We are excited to continue to build upon our existing relationships with valued collaborators by expanding our presence in India following a successful visit earlier this year.
Transport
Chris Woodroofe, Manchester Airport Managing Director, said:
We are proud this new route with IndiGo will deliver growth here in the North, and for the UK as a whole.
Boosted by the new UK-India FTA, the direct connectivity it provides will unlock opportunities for the region’s businesses to trade with India and will facilitate investment into the UK.
That will help turbo charge the Government’s Industrial Strategy by boosting innovation and productivity in the sectors that will sit at the heart of the country’s future prosperity.
Textiles
Bill Leach, Global Sales Director, John Smedley Ltd, said:
India is one of the fastest growing luxury markets in the world, and we are very excited about the UK- India Free Trade Agreement coming to fruition.
John Smedley knitwear is already sold in over 50 countries around the world, and now that the FTA has been signed, we shall very much look forward to ensuring that an ever-increasing number of discerning luxury consumers in India will enjoy greater access to The World’s Finest Knitwear.
We are thankful to DBT for their significant efforts in bringing this FTA to successful conclusion.
Cosmetics
Dr Emma Meredith OBE, Director-General, CTPA (Cosmetic, Toiletry and Perfumery Association), said:
The UK-India Free Trade Agreement (FTA) represents a significant opportunity for the cosmetics and personal care industry. Tariff reduction and the commitments to ongoing cooperation will enhance market access and create new opportunities for growth for UK brands and manufacturers. CTPA welcomes the strengthening of the bilateral ties through the negotiation process, a great first step in the delivery of substantial benefits for our sector.
The commander of AMC visited the 515th AMOW squadrons during the U.S. Air Force Department-Level Exercise, to see how the Pacific-oriented AMC wing conducts an operational surge.
JOINT BASE PEARL HARBOR-HICKAM, Hawaii (AFNS) — Gen. Johnny Lamontagne, Air Mobility Command commander, visited the 515th Air Mobility Operations Wing during a recent stop in the Indo-Pacific theater to observe the U.S. Air Force’s 2025 Department-Level Exercise series — this first-in-a-generation exercise series is designed to test the service’s ability to rapidly deploy at speed and scale and sustain global operations.
The 515th AMOW, headquartered in Hawaii, plays a pivotal role in enabling air mobility across the Indo-Pacific region. Lamontagne’s visit focused on how air mobility squadrons operate during surge conditions and how they integrate with allies and partners to move critical capabilities where they are most needed.
“Hosting General Lamontagne was a great chance to show how our Airmen rise to the challenge,” said Col. Jens Lyndrup, 515th AMOW commander. “They surge, adapt and deliver — with our allies by their side — and they do it with incredible precision and pride.”
Lamontagne echoed that sentiment, praising the dedication and resilience of Airmen across the theater
“The Airmen are what impress me, period,” Lamontagne said. “The Airmen of the air mobility squadrons are fully executing the mission in tough environments during a very challenging exercise, helping the Department of the Air Force come together in a big way.”
With contested logistics becoming a central theme in defense planning, Lamontagne emphasized the 515th AMOW’s unique role in scaling operations and reinforcing key nodes in support of U.S. and allied objectives.
“We couldn’t execute this large-scale exercise without the AMOW out here in the Pacific,” he said. “There’s no way we could project power at this scale without the 515th AMOW. They do an indispensable job surging capability where it’s needed, delivering greater throughput, capacity and operational reach.”
Gen. Johnny Lamontagne, Air Mobility Command commander receives a brief from Master Sgt. Travis Alton, 735th Air Mobility Squadron aerial port section chief during a squadron visit at Joint Base Pearl Harbor-Hickam, Hawai’i, July 12, 2025. Lamontagne visited the 515th Air Mobility Operations Wing squadrons during the U.S. Air Force Department-Level Exercise, to see how the Pacific oriented AMC wing conducts an operational surge. (U.S. Air Force photo by Staff Sgt. Victoria Cowan)
Gen. Johnny Lamontagne, Air Mobility Command commander receives a brief from Airmen assigned to the 735th Air Mobility Squadron aircraft maintenance unit at Joint Base Pearl Harbor-Hickam, Hawai’i, July 12, 2025. Lamontagne visited the 515th Air Mobility Operations Wing squadrons during the U.S. Air Force Department-Level Exercise, to see how the Pacific oriented AMC wing conducts an operational surge. (U.S. Air Force photo by Staff Sgt. Victoria Cowan)
Airmen assigned to the 735th Air Mobility Squadron aircraft maintenance unit brief Gen. Johnny Lamontagne, Air Mobility Command Commander during a squadron visit at Joint Base Pearl Harbor-Hickam, Hawai’i, July 12, 2025. Lamontagne visited the 515th Air Mobility Operations Wing squadrons during the U.S. Air Force Department-Level Exercise, to see how the Pacific oriented AMC wing conducts an operational surge. (U.S. Air Force photo by Staff Sgt. Victoria Cowan)
“The 730th AMS has a great relationship with their Japanese counterparts, and we had the opportunity to meet with a couple of their three-stars who run their Air Defense Command and Air Support Command,” Lamontagne said. “They help us present forces at the tactical level and enable success at the operational and strategic levels very effectively each and every day.”
As competitors challenge U.S. military advantage in the region, Lamontagne emphasized the scale, speed and effectiveness of American airpower.
“No other air force can do it at the scale and on the timeline that our Air Force can,” he said. “Operating as one big Air Force to do what our nation needs us to do is really where it’s at.”
From enabling deterrence to sustaining operations at the tactical edge, the 515th AMOW and its network of mobility Airmen remain a critical part of the United States’ ability to project power — anytime, anywhere.
Unlawful ballistic missile strikes utilising cluster munitions landed in residential areas in Israel
‘Cluster munitions are inherently indiscriminate weapons that must never be used’ – Erika Guevara Rosas
The Iranian forces’ use of cluster munitions during the‘12 Day War’with Israel was a flagrant violation of international humanitarian law, Amnesty International said today.
Last month, the Iranian forces fired ballistic missiles whose warheads contained submunitions into populated residential areas of Israel, in attacks endangering civilians. Amnesty analysed photos and videos showing cluster munitions that, according to media reports, struck inside the Gush Dan metropolitan area around Tel Aviv on19 June.
In addition, the cities of Beersheba, southern Israel (20 June), and Rishon LeZion, to the south of Tel Aviv (22 June), were also struck with ordnance that left multiple impact craters consistent with the submunitions seen in Gush Dan. Such submunitions hit a school and basketball court in Beersheba, but no deaths or injuries were reported.
Erika Guevara Rosas, Amnesty International’s Senior Director for Research, Advocacy, Policy and Campaigns, said:
“Cluster munitions are inherently indiscriminate weapons that must never be used. By using such weapons in or near populated residential areas, Iranian forces endangered civilian lives and demonstrated clear disregard for international humanitarian law.
“Civilians, particularly children, are most at risk of injury or death from unexploded submunitions. Iranian forces’ deliberate use of such inherently indiscriminate weapons is a blatant violation of international humanitarian law.”
Customary international humanitarian law prohibits the use of inherently indiscriminate weapons, and launching indiscriminate attacks that kill or injure civilians constitutes a war crime.
Cluster munitions are conventional ordnance designed to disperse or release small explosive submunitions. Typically, such submunitions are launched and dispersed by rockets, artillery, or air-dropped containers, scattering ordnance over a wide area, sometimes as large as a football pitch, which often remain unexploded.
According to media reports, the warheads deployed by Iranian forces against Israel dispersed their payload several kilometres above the ground, spreading their submunitions over a very large area.
Many systems have high “dud” rates, leaving large areas contaminated with unexploded ordnance which can remain lethal for years or even decades after a conflict has ended.
The Convention on Cluster Munitions, which entered into force on 1 August 2010, bans the use, production, stockpiling and transfer of cluster munitions. Amnesty has called on all states that have not acceded to the Convention on Cluster Munitions, including Iran and Israel, to become a party to it and strictly comply with its terms.
Amnesty sent questions regarding the use of cluster munitions to the Iranian authorities on 15 July. At the time of publication, no response had yet been received.
Missiles fired at Israel
On 19 June, media reported that the Israeli military announced that Iranian forces had fired “a missile that contained cluster submunitions at a densely populated civilian area” in central Israel, and that approximately 20 submunitions fell over an estimated eight-kilometre radius.
Amnesty’s weapon expertswere able to identify an unexploded submunition apparently found in the Gush Dan metropolitan area on 19 June. Amnesty could not independently establish where this submunition landed.
According to Haaretz, another cluster munition struck the top floor of a home in Azor shortly after 7am where a man and his son had been asleep. The father and son were woken up by sirens and managed to reach a safe room downstairs just before the submunition hit.
Amnesty’s weapons experts identified the submunitions (above) from images shared by the media, which cited Israeli military’s Home Front Command.
Furthermore, media reports of simultaneous impacts in Beersheba on 20 June seemingly indicate that cluster munitions were also used in that area. Among the several locations that were hit, Amnesty was able to verify that a submunition hit the basketball court of Gevim School in Beersheba.No deaths or injuries were reported. However, due to the high dud rate, there is the possibility that unexploded munitions not yet found could cause death or injury in the future.
Israeli media also reported a cluster munitions strike on Rishon LeZion on 22 June. Amnesty analysed photographs of a crater in a residential street, which was consistent with impact craters left by submunitions used in the attack on the Gush Dan area.
The ballistic missiles used by Iranian forces proved wildly inaccurate, and thus completely inappropriate for use near or in civilian residential areas. For example, an analysis of the October 2024 ballistic missiles strikes by Iranian forces against Israel showed that the missiles missed their intended target by an average of half-a-kilometre or more.
International humanitarian law prohibits indiscriminate attacks, including through the use of weapons which cannot be directed at a specific military objective.
Fin-stabilised submunitions
While it has not been possible to determine precisely what kind of ballistic missile was used in these three attacks, the submunitions it dispersed bear a striking resemblance to a fin-stabilised submunition that appeared to have landed in the city of Gorgan, Golestan province, in Iran on 18 September 2023, following a failed missile test. Two citizens were reportedly injured.
A picture of the submunition was published by Mashregh News, a news organisation in Iran, amid widespread reports of multiple explosions being heard and ordnance landing in and around the city. The Iranian authorities did not acknowledge testing cluster munitions; instead, Iran’s Ministry of Defence announced on 18 September 2023 that: “During a research test of offensive and drone systems conducted in a desert area, one of the systems under testing experienced a technical malfunction, veered off its intended path, and disintegrated, with parts of it falling in areas of the city of Gorgan.”
The cluster munitions used by the Iranian forces also bear external resemblance to those showcased during defence exhibitions in Tehran in 2016.
Civilians killed
During the escalation of hostilities between Israel and Iran, at least 1,100 people were killed in Iran, including at least 132 women and 45 children, according to Iran’s Foundation for Martyrs and Veterans Affairs. Amnesty is calling for Israel’s attack on Evin prison in Tehran on 23 June that killed and injured scores of civilians, including a child, to be investigated as a war crime following an in-depth investigation.
At least 29 people, including women and children, were killed as a result of Iranian attacks in Israel, according to the Israeli Health Ministry. In one of the deadliest incidents, four members of the same family – three women and one child – were killed by an Iranian missile that hit the Palestinian town of Tamra in northern Israel on 14 June.
This will be Eni’s third biorefinery in Italy, after those in Venice and Gela.
Among the distinctive features of the project, in addition to the use of advanced technologies, there is the possibility of adapting the plant to also produce SAF (sustainable aviation fuel) in the future.
This initiative contributes to the European Union’s decarbonisation goals, with particular reference to the transport sector, and confirms Eni’s energy transition path.
The project is part of Enilive’s strategy to reach more than five million tonnes of biorefinery capacity by 2030.
The European Investment Bank (EIB) and Eni have signed a €500 million 15-year finance contract to support the conversion of Eni’s Livorno refinery in Tuscany into a biorefinery. The agreement was signed today at Eni’s headquarters in San Donato Milanese by EIB Vice-President GelsominaVigliotti and Eni CEO Claudio Descalzi.
Eni’s project involves the construction of new plants to produce hydrogenated biofuels at the Livorno refinery site, including a biogenic pre-treatment unit and a 500 000-tonne/year Ecofining™ plant.
Thanks to its proprietary Ecofining™ technology, Eni’s company dedicated to sustainable mobility, Enilive, produces HVO (hydrogenated vegetable oil) – a biofuel made from renewable raw materials[1] such as used cooking oil and agrifood waste. Pure HVO can now be used in approved engines and is distributed through existing infrastructure.
EIB Vice-President Gelsomina Vigliotti said: “The EIB financing is key to delivering a project of high environmental, technological and strategic value, helping to promote the decarbonisation of the transport sector. This is a concrete example of how industrial innovation can accelerate the path towards climate neutrality, while generating sustainable value for regions.”
Eni CEO Claudio Descalzi said: “The agreement with the EIB confirms Eni’s concrete and high-quality commitment in the transition towards increasingly decarbonized energy. It also underscores the validity of our approach, which is to invest and leverage all available and effective initiatives and technologies for reducing emissions. This virtuous approach is now leading us to convert a third refinery into a biorefinery in Italy, following the examples of Venice and Gela.”
HVO biofuels play a key role because they can make an immediate contribution to reducing transport sector emissions generated not only on roads, but also by air traffic, maritime and rail transport (calculated along the entire value chain). The conversion of the Livorno site is in line with Enilive’s strategy to increase the production of biofuels in response to growing demand in Europe and Italy, in order to meet both emission reduction targets under RED III (Renewable Energy Directive) and the obligations to release pure biofuels for use as defined by Italian legislation. Worldwide, it is estimated that the demand for hydrogenated biofuels will increase by 65% over the period 2024-2028[2].
The Livorno biorefinery will be able to treat different types of biogenic charges, mainly waste and residues of plant origin, to produce HVO diesel, HVO naphtha and bio-LPG.
Among the distinctive features of the project, in addition to the adoption of advanced technologies, there is the possibility in the future of modifying the layout of the plant to have the flexibility to also produce sustainable aviation fuel (SAF), which is a key element of efforts to decarbonise aviation. This gives flexibility to the investment and brings it up to speed with the environmental priorities of the European Union, broadening the potential impact.
This operation is part of the energy transition at national and European level, contributing substantially to decarbonisation of the transport sector and the reduction of CO2 emissions. It also supports the achievement of Italy’s targets for the production of pure biofuels, which under current legislation provides for a gradual increase in use from 300 000 tonnes per year in 2023 to one million tonnes by 2030.
Background information
The European Investment Bank (ElB) is the long-term lending institution of the European Union, owned by its Member States. It finances investments that contribute to EU policy objectives. EIB projects bolster competitiveness, drive innovation, promote sustainable development, enhance social and territorial cohesion, and support a just and swift transition to climate neutrality. In the last five years, the EIB Group has provided more than €58 billion in financing for projects in Italy. All projects financed by the EIB Group are in line with the Paris Climate Agreement. The EIB Group does not fund investments in fossil fuels. We are on track to deliver on our commitment to support €1 trillion in climate and environmental sustainability investment in the decade to 2030 as pledged in our Climate Bank Roadmap. Over half of the EIB Group’s annual financing supports projects directly contributing to climate change mitigation and adaptation, and a healthier environment. Approximately half of the EIB’s financing within the European Union is directed towards cohesion regions, where per capita income is lower.
Eni is a global energy tech company operating in 64 Countries, with about 32.500 employees. Originally an oil & gas company, it has evolved into an integrated energy company, playing a key role in ensuring energy security and leading the energy transition. Eni’s goal is to achieve carbon neutrality by 2050 through the decarbonization of its processes and of the products it sells to its customers. In line with this goal, Eni invests in the research and development of technologies that can accelerate the transition to increasingly sustainable energy. Renewable energy sources, bio-refining, carbon capture and storage are only some examples of Eni’s areas of activity and research. In addition, the company is exploring game-changing technologies such as fusion energy – a technology based on the physical processes that power stars and that could generate safe, virtually limitless energy with zero emissions.
[1] In accordance with the EU Renewable Energy Directive
[2] IEA Renewables 2023 report, main case, analysis and forecast to 2028.
This will be Eni’s third biorefinery in Italy, after those in Venice and Gela.
Among the distinctive features of the project, in addition to the use of advanced technologies, there is the possibility of adapting the plant to also produce SAF (sustainable aviation fuel) in the future.
This initiative contributes to the European Union’s decarbonisation goals, with particular reference to the transport sector, and confirms Eni’s energy transition path.
The project is part of Enilive’s strategy to reach more than five million tonnes of biorefinery capacity by 2030.
The European Investment Bank (EIB) and Eni have signed a €500 million 15-year finance contract to support the conversion of Eni’s Livorno refinery in Tuscany into a biorefinery. The agreement was signed today at Eni’s headquarters in San Donato Milanese by EIB Vice-President GelsominaVigliotti and Eni CEO Claudio Descalzi.
Eni’s project involves the construction of new plants to produce hydrogenated biofuels at the Livorno refinery site, including a biogenic pre-treatment unit and a 500 000-tonne/year Ecofining™ plant.
Thanks to its proprietary Ecofining™ technology, Eni’s company dedicated to sustainable mobility, Enilive, produces HVO (hydrogenated vegetable oil) – a biofuel made from renewable raw materials[1] such as used cooking oil and agrifood waste. Pure HVO can now be used in approved engines and is distributed through existing infrastructure.
EIB Vice-President Gelsomina Vigliotti said: “The EIB financing is key to delivering a project of high environmental, technological and strategic value, helping to promote the decarbonisation of the transport sector. This is a concrete example of how industrial innovation can accelerate the path towards climate neutrality, while generating sustainable value for regions.”
Eni CEO Claudio Descalzi said: “The agreement with the EIB confirms Eni’s concrete and high-quality commitment in the transition towards increasingly decarbonized energy. It also underscores the validity of our approach, which is to invest and leverage all available and effective initiatives and technologies for reducing emissions. This virtuous approach is now leading us to convert a third refinery into a biorefinery in Italy, following the examples of Venice and Gela.”
HVO biofuels play a key role because they can make an immediate contribution to reducing transport sector emissions generated not only on roads, but also by air traffic, maritime and rail transport (calculated along the entire value chain). The conversion of the Livorno site is in line with Enilive’s strategy to increase the production of biofuels in response to growing demand in Europe and Italy, in order to meet both emission reduction targets under RED III (Renewable Energy Directive) and the obligations to release pure biofuels for use as defined by Italian legislation. Worldwide, it is estimated that the demand for hydrogenated biofuels will increase by 65% over the period 2024-2028[2].
The Livorno biorefinery will be able to treat different types of biogenic charges, mainly waste and residues of plant origin, to produce HVO diesel, HVO naphtha and bio-LPG.
Among the distinctive features of the project, in addition to the adoption of advanced technologies, there is the possibility in the future of modifying the layout of the plant to have the flexibility to also produce sustainable aviation fuel (SAF), which is a key element of efforts to decarbonise aviation. This gives flexibility to the investment and brings it up to speed with the environmental priorities of the European Union, broadening the potential impact.
This operation is part of the energy transition at national and European level, contributing substantially to decarbonisation of the transport sector and the reduction of CO2 emissions. It also supports the achievement of Italy’s targets for the production of pure biofuels, which under current legislation provides for a gradual increase in use from 300 000 tonnes per year in 2023 to one million tonnes by 2030.
Background information
The European Investment Bank (ElB) is the long-term lending institution of the European Union, owned by its Member States. It finances investments that contribute to EU policy objectives. EIB projects bolster competitiveness, drive innovation, promote sustainable development, enhance social and territorial cohesion, and support a just and swift transition to climate neutrality. In the last five years, the EIB Group has provided more than €58 billion in financing for projects in Italy. All projects financed by the EIB Group are in line with the Paris Climate Agreement. The EIB Group does not fund investments in fossil fuels. We are on track to deliver on our commitment to support €1 trillion in climate and environmental sustainability investment in the decade to 2030 as pledged in our Climate Bank Roadmap. Over half of the EIB Group’s annual financing supports projects directly contributing to climate change mitigation and adaptation, and a healthier environment. Approximately half of the EIB’s financing within the European Union is directed towards cohesion regions, where per capita income is lower.
Eni is a global energy tech company operating in 64 Countries, with about 32.500 employees. Originally an oil & gas company, it has evolved into an integrated energy company, playing a key role in ensuring energy security and leading the energy transition. Eni’s goal is to achieve carbon neutrality by 2050 through the decarbonization of its processes and of the products it sells to its customers. In line with this goal, Eni invests in the research and development of technologies that can accelerate the transition to increasingly sustainable energy. Renewable energy sources, bio-refining, carbon capture and storage are only some examples of Eni’s areas of activity and research. In addition, the company is exploring game-changing technologies such as fusion energy – a technology based on the physical processes that power stars and that could generate safe, virtually limitless energy with zero emissions.
[1] In accordance with the EU Renewable Energy Directive
[2] IEA Renewables 2023 report, main case, analysis and forecast to 2028.
HONG KONG, July 24, 2025 (GLOBE NEWSWIRE) — Nano Labs Ltd (Nasdaq: NA) (“we,” the “Company” or “Nano Labs”), a leading Web 3.0 infrastructure and product solution provider in China, today announced the appointment of Ms. Can Yang as senior vice president of its wholly-owned subsidiary, Nano bit HK Limited (“Nano bit”). Ms. Yang will be responsible for leading the execution of Nano bit’s digital currency strategic reserves initiatives and supporting its steady and sustainable growth within the global crypto financial ecosystem.
Ms. Yang brings more than 15 years of experience in finance and investment, spanning both fields of Web2 industries and crypto assets sector. Since 2018, she has been a founding partner at Aquarius Capital, overseeing a $600M+ Bitcoin liquidity fund. In this role, she led direct investments and liquidity provisioning for projects across Layer 1 ecosystems—including but not limited to Sui, Sei, Base, and Babylon.
Prior to entering the crypto industry, Ms. Yang held several senior roles in the traditional financial sector. From 2016 to 2018, she served as investment director at Hanfor Capital Management Ltd., where she participated in the B round of financing of NIO Inc. and successfully exited upon its IPO. From 2012 to 2016, she served as a senior investment manager at a leading aerospace investment firm, where she participated in billion-dollar fundraising initiatives and managed billion-RMB funds. Earlier in her career, from 2008 to 2010, she worked at Deloitte, contributing to high-profile projects for clients including top-tier companies in the infrastructure, conglomerate, and aviation sectors, and participated in annual and internal control audits for several publicly listed companies.
Dr. Jianping Kong, Chairman and CEO of Nano Labs, commented on the appointment, “We believe Ms. Yang will bring significant expertise to enhance the professionalism and foresight of the Company’s financial management, international compliance, and asset allocation strategies. Her leadership will be instrumental in optimizing our asset-liability structure, improving capital efficiency and strengthening our BNB reserve capabilities. Furthermore, she will help deepen our participation in the global crypto financial market to achieve long-term, stable value creation.”
Ms. Yang stated: “It is a great honor to join Nano Labs, a company with a strong vision and outstanding execution. I look forward to contributing to our capital operations and advancing our crypto asset strategies.”
As of now, the Company has accumulated approximately 120,000 BNB.
About Nano Labs Ltd
Nano Labs Ltd is a leading Web 3.0 infrastructure and product solution provider in China. Nano Labs is committed to the development of high throughput computing (“HTC”) chips and high performance computing (“HPC”) chips. Nano Labs has built a comprehensive flow processing unit (“FPU”) architecture which offers solution that integrates the features of both HTC and HPC. In addition, Nano Labs has actively positioned itself in the digital assets space, adopting BNB as its primary reserve asset. It has reserved in mainstream digital currencies including BNB and BTC, and established an integrated platform covering multiple business verticals, including HTC solutions and HPC solutions*. For more information, please visit the Company’s website at: ir.nano.cn.
* According to an industry report prepared by Frost & Sullivan.
Forward-Looking Statements
This press release contains forward-looking statements within the meaning of Section 21E of the Securities Exchange Act of 1934, as amended, and as defined in the U.S. Private Securities Litigation Reform Act of 1995. These forward-looking statements include, without limitation, the Company’s plan to appeal the Staff’s determination, which can be identified by terminology such as “may,” “will,” “expect,” “anticipate,” “aim,” “estimate,” “intend,” “plan,” “believe,” “potential,” “continue,” “is/are likely to” or other similar expressions. Such statements are based upon management’s current expectations and current market and operating conditions, and relate to events that involve known or unknown risks, uncertainties and other factors, all of which are difficult to predict and many of which are beyond the Company’s control, which may cause the Company’s actual results, performance or achievements to differ materially from those in the forward-looking statements. Further information regarding these and other risks, uncertainties or factors is included in the Company’s filings with the Securities and Exchange Commission. The Company does not undertake any obligation to update any forward-looking statement as a result of new information, future events or otherwise, except as required under law.
NEW YORK, July 24, 2025 (GLOBE NEWSWIRE) — CLEAR (NYSE: YOU), an authorized TSA PreCheck® enrollment provider, continues to expand locations outside the airport environment to enroll and renew consumers in the Trusted Traveler program by opening a new location at Aventura Mall in Aventura, Florida. This complements CLEAR’s 62 airport-based enrollment and renewal locations across the U.S., and CLEAR’s additional flagship locations outside of the airport.
The launch of this new enrollment location represents the ongoing expansion of CLEAR’s national TSA PreCheck enrollment footprint. Throughout 2025, CLEAR expects to continue delivering convenience to consumers by launching additional locations and extended hours of operation for enrollment and renewals.
“TSA PreCheck through CLEAR provides a fast and efficient travel experience,” saidKyle McLaughlin, Executive Vice President of Travel and Aviation at CLEAR. “We’re excited to bring this trusted traveler program to Aventura Mall, one of South Florida’s premier shopping destinations. By expanding TSA PreCheck enrollment beyond airports, we’re making it easier and more convenient than ever for people to enroll or renew—helping them move through security faster and with less friction.”
“At Aventura Mall, we’re continually looking for ways to enhance and simplify the guest experience,” said an Aventura Mall spokesperson. “The addition of TSA PreCheck enrollment through CLEAR is a natural extension of our commitment to providing elevated benefits and enhanced access to better serve our guests.”
Located in the lower level of Aventura Mall, the enrollment local hours are Monday through Saturday from 11 a.m. ET to 7 p.m. ET and Sunday from noon ET to 7 p.m. ET. Look for the TSA PreCheck through CLEAR standing banners and pods.
TSA PreCheck members benefit from the convenience of keeping shoes, belts and light jackets on through the airport security checkpoint, and keeping laptops and 3-1-1 compliant liquids in carry-on bags. Members typically get through security screening much faster, with about 99% of members waiting less than 10 minutes at airport checkpoints nationwide.
New TSA PreCheck applicants can pre-enroll or find an enrollment location by visiting CLEAR’s authorized TSA PreCheck website, https://tsaprecheckbyclear.tsa.dhs.gov/. Most existing TSA PreCheck members can renew directly on the website, regardless of the provider they enrolled with originally.
About TSA PreCheck® TSA PreCheck is a Department of Homeland Security (DHS) Trusted Traveler program that allows enrolled travelers expedited screening through airport security. TSA PreCheck lanes are located at over 200 airports with nearly 90 airlines participating. Since TSA first launched the TSA PreCheck application program as a DHS Trusted Traveler Program for low-risk travelers in December 2013, active membership in the program has grown to more than 20 million members.
About CLEAR CLEAR’s mission is to strengthen security and create frictionless experiences. With over 31 million Members and a growing network of partners across the world, CLEAR’s identity platform is transforming the way people live, work, and travel. Whether you are traveling, at the stadium, or on your phone, CLEAR connects you to the things that make you, you – making everyday experiences easier, more secure, and friction-free. CLEAR is committed to privacy done right. Members are always in control of their own information, and we never sell Member data. For more information, visit clearme.com.
About Aventura Mall Voted the Best Mall by USA TODAY 10Best Readers’ Choice Awards, Aventura Mall continues to set the standard as the premier shopping destination in Miami and South Florida—and one of the top shopping centers in the U.S. Anchored by Nordstrom and Bloomingdale’s, the center is highlighted by a mix of over 300 stores, from luxury fashion brands to shopper favorites, including the largest Apple store in Florida, the first Eataly in Florida, SKIMS, Alo, Zara, Adidas, Aritzia, Prada, BVLGARI, Burberry, Cartier, Givenchy, Gucci, Hermès, Louis Vuitton, Nike, Ralph Lauren, Saint Laurent and Valentino. Aventura Mall also features more than 50 eateries and restaurants, including Treats Food Hall; The Aventura Farmers Market, which showcases dozens of farmers and artisans; and the experiential Arts Aventura Mall program, highlighting 25+ museum-quality pieces in a range of mediums, which guests can enjoy via a self-guided ArtWalk audio tour. Visit AventuraMall.com for more information.
Forward-Looking Statements This release may contain statements that constitute forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Investors are cautioned that any and such forward-looking statements are not guarantees of future performance or results and involve risks and uncertainties, and that actual results, developments and events may differ materially from those in the forward-looking statements as a result of various factors, including those described in the Company’s filings within the Securities and Exchange Commission, including the sections titled “Risk Factors” in our Annual Report on Form 10- K. The Company disclaims any obligation to update any forward-looking statements contained herein.
Source: People’s Republic of China in Russian – People’s Republic of China in Russian –
An important disclaimer is at the bottom of this article.
Source: People’s Republic of China – State Council News
Vladivostok, July 24 (Xinhua) — All those on board the An-24 plane that crashed in Russia’s Amur Region have been killed, according to preliminary information, TASS reported, citing emergency services.
Today at about 13:00 /07:00 Moscow time/ contact was lost with the crew of the An-24 aircraft of the Angara Airlines /Irkutsk/, which was flying Khabarovsk – Blagoveshchensk – Tynda. While approaching the Tynda airport, the aircraft went into a second approach, after which contact with it was lost. The wreckage of the missing An-24 passenger aircraft was found on a mountain slope 16 km from Tynda.
As Vasily Orlov, governor of the Amur region, wrote on his Telegram channel, according to preliminary data, there were 43 passengers on board the plane, including five children, and six crew members. –0–
Please note: This information is raw content obtained directly from the source of the information. It is an accurate report of what the source claims and does not necessarily reflect the position of MIL-OSI or its clients.
Source: Government of the Russian Federation – Government of the Russian Federation –
An important disclaimer is at the bottom of this article.
A government commission was created by order of Mikhail Mishustin to eliminate the consequences of the An-24 plane crash in the Amur Region. It is headed by Transport Minister Andrei Nikitin.
The commission included the head of the Federal Air Transport Agency Dmitry Yadrov, the head of Rostransnadzor Viktor Gulin, the first deputy minister of finance Irina Okladnikova, the deputy head of the Ministry of Emergency Situations Viktor Yatsutsenko, the deputy head of the Ministry of Health Andrey Plutnitsky, the governor of the Amur Region Vasily Orlov, as well as representatives of the Ministry for the Development of the Russian Far East, the Ministry of Labor, the Ministry of Internal Affairs, and Rostrud.
In the near future, on the instructions of Mikhail Mishustin, Andrei Nikitin and Dmitry Yadrov will fly to the crash site.
On July 24 at 07:05 (Moscow time), while approaching to land at Tynda airport, the An-24 aircraft of Angara Airlines disappeared from radar. There were 42 passengers and 6 crew members on board. It was later established that the plane crashed several kilometers from Tynda airport.
All emergency services have been deployed to eliminate the aftermath of the crash. Relatives of the victims will be provided with all necessary assistance. Work will also be carried out to pay the appropriate compensation. In connection with the disaster, the Russian Emergencies Ministry hotline is operating in Tynda: 8 (4162) 53–99–99.
Rosaviatsia will work out the issue of transporting relatives of passengers of the crashed plane to Tynda on Russian airlines.
Please note: This information is raw content obtained directly from the source of the information. It is an accurate report of what the source claims and does not necessarily reflect the position of MIL-OSI or its clients.
Lufthansa and Fraport AG have signed an agreement to further optimize aircraft handling at Frankfurt Airport. Together with Lufthansa subsidiary zeroG, the partners are introducing the innovative AI-based camera solution “seer”.
The goal is to use real-time data to make the turnaround process– i.e., the procedures involved in aircraft handling – more transparent, punctual, and efficient.
Every step of the handling process, from docking the passenger boarding bridge to loading baggage and refueling at the respective aircraft positions, is recorded by a camera. The AI system then automatically timestamps the respective process steps. This increases the quantity and quality of the available information, which is bundled in a central data base (“single source of truth”).
Gradual installation at all aircraft positions
The AI-supported turnaround process is the result of an intensive development and pilot phase that began in 2023. From February to May 2024, Lufthansa and Fraport tested the system at selected aircraft parking positions at Frankfurt Airport. Currently, “seer” is being used at five aircraft parking positions. The number of positions is expected to rise to 20 by the end of the third quarter this year. This will be followed by a gradual, comprehensive rollout at Frankfurt Airport.
“Transparent ground processes enable us to further improve our punctuality and service quality. This benefits our guests in particular”, says Jens Ritter, CEO of Lufthansa Airlines. “That is why we are working intensively on modernizing our operational processes with innovative technologies such as the AI-based ‘seer’ solution. When all partners at Frankfurt Airport use their handling data and exchange it among each other, we can become more efficient and even more punctual together.”
Lufthansa is contributing its extensive operational experience to the project and combining it with Fraport’s airport expertise. zeroG brings together the requirements of the airline and the airport, develops the entire underlying AI and computer vision intelligence behind “seer” as the technological core, and thus ensures seamless integration into existing processes. All airlines and system partners at the location will benefit from “seer”.
“At Fraport, we are driving forward a wide range of AI solutions to optimize processes at our airports, reduce the workload of our employees, and increase the satisfaction of our passengers and customers“, says Stefan Schulte, CEO of Fraport AG. “The AI-supported turnaround is a perfect example of this. The increased transparency of the data gives our employees and partners a more accurate picture of the individual steps involved in aircraft handling, enabling them to adapt the subsequent work steps accordingly. This not only has a positive effect on the respective handling process, but also on the entire airport operation.“
“Aircraft don’t earn money by being on the ground – yet this is where the most complex processes take place under intense time pressure. This is exactly where our solution helps: with the support of camera-based AI models, we make processes visible, analyzable, and controllable – in real time,” explains Manuel van Esch, Managing Director of zeroG. “This not only brings greater transparency for airlines and airport operators but also improves punctuality and resource utilization.”
The close cooperation between Lufthansa, zeroG, and Fraport is an example of successful partnership in aviation. Together, innovations are being developed and implemented that not only strengthen Frankfurt and its airport but also set international standards.
Source: United Kingdom – Executive Government & Departments
Press release
Holidaymakers heading to Europe urged to help protect British farmers by not bringing back meat and dairy products
Call for holidaymakers to follow rules introduced to help protect farmers from Foot and Mouth
UK holidaymakers heading to Europe this summer are being urged to help protect British farmers from Foot and Mouth disease by not bringing back meat and dairy products
Europe has seen a wave of cases impacting Hungary, Austria and Germany, and the UK Chief Vet is today (July 24th) urging the British public to comply with the rules, so we avoid a devastating outbreak like the one that was experienced in 2001.
Foot and Mouth disease is a highly contagious viral disease that can, in some cases, kill cattle, sheep, pigs and other cloven-hoofed animals. It can be carried in animal products – including meat, dairy products and some processed food. The virus can remain viable for months and can rapidly spread through contaminated objects and the movement of people.
It is illegal for travellers entering GB to bring with them untreated meat or dairy products including lamb, pork, mutton, venison and goat meat, and all other products made from these meats or containing them – such as sandwiches and sausages – from the EU, regardless of whether they are packed, packaged or have been bought at duty free.
This includes products such as cheese, chorizo, salami, serrano ham, pâté, yoghurt, butter, milk, and sandwiches containing any of the banned meats.
These strict rules were introduced due to the toll Foot and Mouth can have on the farming industry . An outbreak could result in the culling of large numbers of the country’s livestock and cost the UK economy billions of pounds in production shortfalls, lost trade and disease control. The outbreak in GB in 2001 is estimated to have cost £15 billion (in current prices) in disease control costs alone.
Biosecurity Minister, Baroness Hayman, said:
Maintaining the integrity of our biosecurity against Foot and Mouth Disease is essential, and this updated control strategy reflects our strengthened approach to managing that risk. It reflects our clear determination to safeguard our borders.
We are asking the public to take this seriously. Do not bring prohibited animal or plant products into the country—doing so puts farmers livelihoods at risk.
UK Chief Veterinary Officer Christine Middlemiss said:
Foot and Mouth disease has been recently circulating on the continent. The disease presents a significant risk to Britain’s food security and economy.
This highly contagious disease causes considerable suffering to livestock and has a devastating economic and personal impact on farmers, who lose their prized animals. I know it is disappointing not to be able to bring back produce from your holidays, but please avoid temptation – you will be doing your bit to help protect our hard-working farmers.
To further strengthen the country’s response to foot and mouth disease, the Government has today updated the Foot and Mouth Control Strategy for GB which will support the UK’s ability to prevent, detect, and respond to an outbreak, protecting the livestock industry and rural economy. This is the first update in over a decade. This comes ahead of an exercise later this year to test Government preparedness. The updated framework provides information to help farmers protect their business and outlines how government will respond effectively to outbreaks.
Last month, the Government announced £1bn funding for a new investment programme to build a new National Biosecurity Centre – a cutting-edge scientific campus in Surrey that will serve as the UKs foremost animal biosecurity facility. This will better protect the public and farmers from animal disease by enhancing the country’s detection, surveillance and control capabilities for high-risk animal diseases, such as avian influenza, foot and mouth disease, and African swine fever, and enhance our ability to manage concurrent disease outbreaks.
Foot and mouth disease is a notifiable disease and must be reported. If you suspect foot and mouth disease in your animals, you must report it immediately by calling:
Travellers are currently banned from bringing all dairy products and some meats from the European Union (EU) into GB. These restrictions aim to prevent the introduction of FMD and other harmful animal diseases such as ASF, PPR and LSD.
It is illegal for travellers entering GB (not Northern Ireland) to bring with them lamb, pork, mutton, venison and goat meat, and all other products made from these meats or containing them – such as sandwiches and sausages – from the EU, regardless of whether they are packed, packaged or have been bought at duty free.
This includes products such as cheese, chorizo, salami, serrano ham, pâté, yoghurt, butter, milk, and sandwiches containing any of the banned meats.
The current restrictions were introduced in April in response to rising cases of FMD in Europe, and to protect the health of British livestock, the security of farmers, and the UK’s food security. Restrictions on travellers bringing back certain meat and dairy products were already in place to curb the spread of ASF and PPR in Europe.
Travellers are also banned from bringing any meat, meat products, milk or milk-based products into GB from countries outside the EU, Switzerland, Norway, Iceland, Liechtenstein, the Faroe Islands and Greenland.
Border Force will check for prohibited goods as part of customs checks. Travellers found with prohibited items must surrender them at the border or have them seized and destroyed. In serious cases, those found with such may be fined up to £5,000 in England or prosecuted across GB.
The government continues to work closely with ports, airports and travel operators to raise awareness of the ban, including via prominent signage.
The measures will stay in place until the personal import of affected products no longer poses a significant biosecurity risk to GB.
The restrictions do not apply to travellers arriving into GB from Northern Ireland, Jersey, Guernsey, or the Isle of Man.
The measures apply only to personal imports, e.g. goods that travellers bring back with them from holiday. Commercial food imports must undergo other biosecurity requirements, including heat treatments and accompanying export health certificates signed by official veterinarians to mitigate the risk of diseases, such as FMD, ASF, PPR and LSD.
An Antonov An-24 passenger plane carrying about 50 people crashed in Russia’s far east on Thursday and initial information suggested that everyone on board was killed, Russian emergency services officials said.
The burning fuselage of the plane, which was from the Soviet era and was nearly 50 years old, was spotted on the ground by a helicopter and rescue crews were rushing to the scene.
Unverified video, shot from a helicopter and posted on social media, appeared to show that the plane had come down in a densely forested area.
The plane, whose tail number showed it was built in 1976, was operated by a Siberia-based airline called Angara.
It was en route from the city of Blagoveshchensk to Tynda and dropped off radar screens while approaching Tynda, a remote town in the Amur region bordering China.
There were 43 passengers, including five children, and six crew members on board according to preliminary data, Vasily Orlov, the regional governor said.
The emergencies ministry put the number of people on board somewhat lower, at around 40.
Debris from the plane was found on a hill around 15 km (10 miles) from Tynda, the Interfax news agency quoted emergency service officials as saying.
“During the search operation, a Mi-8 helicopter belonging to Rossaviatsiya discovered the fuselage of the aircraft, which was on fire,” Yuliya Petina, an emergency services official, wrote on Telegram.
“Rescuers continue to make their way to the scene of the accident”.
Authorities announced an investigation into the crash.
An important disclaimer is at the bottom of this article.
On July 22, a busy lecture day was held for the participants of the Summer Engineering and Economics School – 2025. Young scientists from the GGNTU named after academician M.D. Millionshchikov – a partner of the State University of Management in the project of the Advanced Engineering School “RosGeoTech” – held 2 master classes.
Assistant of the Department of Automation of Technological Processes and Production of the Institute of Power Engineering Ayub Sadulaev spoke about smart control of the water level as part of the development of a laboratory complex based on OWEN. The audience learned details about the development device: levels of automated control systems, increasing efficiency through automation of processes, features of the control system and the use of the laboratory complex in real conditions.
Assistant of the Department of Technological Machines and Equipment of the Institute of Oil and Gas Yusup Taramov presented the engineering solutions of the university, created on the basis of the engineering development center of GGNTU, and highlighted their role in the scientific and technical process. The speaker noted that the Engineering Development Center solves real engineering problems and trains a new generation of engineers in the areas of the automotive industry, mechanical engineering and unmanned aircraft systems. Yusup Taramov also spoke about examples of successful projects implemented by students and the experience of cooperation with local enterprises.
The staff of the Engineering Project Management Center and the Reverse Engineering Laboratory of the State University of Management conducted practical training for students as part of the activities of the State University of Management Student Design Bureau “Innovative Solutions”.
During the practical lesson “Car Structure”, which was conducted by the Laboratory specialist Denis Yudin, the participants not only understood the design of modern cars, but also discussed the advantages and disadvantages of different types of basic car components by design.
Vladimir Kutkov and Nikita Akinshin, specialists from the Engineering Project Management Center, spoke about the history of the development of unmanned aircraft systems, the most popular and universal designs of modern drones, the features of intelligent systems, and the autonomy of UAS during the practical course “Device of Unmanned Aerial Vehicles.”
On July 23, participants of the Summer Engineering and Economics School 2025 visited the Demikhovsky Machine-Building Plant (JSC DMZ), which is part of JSC Transmashholding.
The guests were greeted by the plant’s CEO Vladimir Chekalin and HR and Transformation Director Yulia Smirnova, who spoke about the development of the enterprise, its products and the current state of production. In 2025, the Demikhovsky Machine-Building Plant celebrates its 90th anniversary since its foundation. Today, DMZ is the leading enterprise for the production of electric trains in Russia. The plant produces EP2DM DC electric trains and EP3D AC electric trains. The trains manufactured by the enterprise are successfully operated in all climatic zones of the Russian Federation, as well as in the CIS countries.
At the Exhibition Center, the excursion participants learned about the history of the Demikhovsky Machine-Building Plant, seeing documents, awards, photographs of events, employees, veterans of JSC DMZ, models of electric trains and narrow-gauge rolling stock. A unique exhibit of the museum is an interactive miniature railway, reflecting the geography of the operation of DMZ electric trains. It recreates natural landscapes and exact copies of railway stations in the regions where electric trains manufactured at the plant run – Moscow Region, the Far East, Armenia and Kazakhstan. The model presents real regions of operation and rolling stock, which is used in these areas.
Young scientists visited production shops: mechanical assembly, electrical installation, welding, wagon assembly, repair and others. In addition to the production of wagons and electric trains, the plant carries out major repairs of passenger rolling stock, manufactures wheel sets for metro cars, electric trains and rail buses.
Excursions to production facilities are traditionally an integral part of the program of the engineering and economics school. A visit to the Demikhovsky Machine-Building Plant, organized with the support and participation of the TMH Corporate University, allowed young scientists to see the work of an enterprise in the real sector of the economy, immerse themselves in the production environment and get acquainted with modern technologies and processes.
The opening of the “Summer Engineering and Economics School – 2025” was reported in this article.
Please note: This information is raw content obtained directly from the source of the information. It is an accurate report of what the source claims and does not necessarily reflect the position of MIL-OSI or its clients.
A Thai F-16 fighter jet bombed targets in Cambodia on Thursday, both sides said, as weeks of tension over a border dispute escalated into clashes that have killed at least two civilians.
Of the six F-16 fighter jets that Thailand readied to deploy along the disputed border, one of the aircraft fired into Cambodia and destroyed a military target, the Thai army said. Both countries accused each other of starting the clash early on Thursday.
“We have used air power against military targets as planned,” Thai army deputy spokesperson Richa Suksuwanon told reporters. Thailand also closed its border with Cambodia.
Cambodia’s defence ministry said the jets dropped two bombs on a road, and that it “strongly condemns the reckless and brutal military aggression of the Kingdom of Thailand against the sovereignty and territorial integrity of Cambodia”.
The skirmishes came after Thailand recalled its ambassador to Cambodia late on Wednesday and said it would expel Cambodia’s envoy in Bangkok, after a second Thai soldier in the space of a week lost a limb to a landmine that Bangkok alleged had been laid recently in the disputed area.
Thai residents in the Surin border province fled to shelters built of concrete and fortified with sandbags and car tires as the two countries exchanged fire.
“How many rounds have been fired? It’s countless,” an unidentified woman told the Thai Public Broadcasting Service (TPBS) while hiding in the shelter with gunfire and explosions heard intermittently in the background.
For more than a century, Thailand and Cambodia have contested sovereignty at various undemarcated points along their 817 km (508 miles) land border, which has led to skirmishes over several years and at least a dozen deaths, including during a weeklong exchange of artillery in 2011.
Tensions were reignited in May following the killing of a Cambodian soldier during a brief exchange of gunfire, which escalated into a full-blown diplomatic crisis and now has triggered armed clashes.
LANDMINES
The clashes began early on Thursday near the disputed Ta Moan Thom temple along the eastern border between Cambodia and Thailand, around 360 km from the Thai capital Bangkok.
“Artillery shell fell on people’s homes,” Sutthirot Charoenthanasak, district chief of Kabcheing in Surin province, told Reuters, describing the firing by the Cambodian side.
“Two people have died,” he said, adding that district authorities had evacuated 40,000 civilians from 86 villages near the border to safer locations.
Thailand’s military said Cambodia deployed a surveillance drone before sending troops with heavy weapons to an area near the temple.
Cambodian troops opened fire and two Thai soldiers were wounded, a Thai army spokesperson said, adding Cambodia had used multiple weapons, including rocket launchers.
A spokesperson for Cambodia’s defence ministry, however, said there had been an unprovoked incursion by Thai troops and Cambodian forces had responded in self-defence.
Thailand’s acting Prime Minister Phumtham Wechayachai said the situation was delicate.
“We have to be careful,” he told reporters. “We will follow international law.”
An attempt by Thai premier Paetongtarn Shinawatra to resolve the recent tensions via a call with Cambodia’s influential former Prime Minister Hun Sen, the contents of which were leaked, kicked off a political storm in Thailand, leading to her suspension by a court.
Hun Sen said in a Facebook post that two Cambodian provinces had come under shelling from the Thai military.
Thailand this week accused Cambodia of placing landmines in a disputed area that injured three soldiers. Phnom Penh denied the claim and said the soldiers had veered off agreed routes and triggered a mine left behind from decades of war.
Cambodia has many landmines left over from its civil war decades ago, numbering in the millions according to de-mining groups.
But Thailand maintains landmines have been placed at the border area recently, which Cambodia has described as baseless allegations.
Dassault Systèmes: Q2 well aligned with objectives; Reaffirming 2025 growth outlook
Advancing AI for software-defined industries
Dassault Systèmes (Euronext Paris: FR0014003TT8, DSY.PA) today reports its IFRS unaudited estimated financial results for the second quarter 2025 and first half ended June 30, 2025. The Group’s Board of Directors approved these estimated results on July 23, 2025. This press release also includes financial information on a non-IFRS basis and reconciliations with IFRS figures in the Appendix.
Summary Highlights1
(unaudited, IFRS and non-IFRS unless otherwise noted, all growth rates in constant currencies)
2Q25: Total revenue of €1.52 billion, up 6%, well aligned with objectives;
2Q25: Software revenue up 6%, driven by subscription revenue up 10%;
2Q25: 3DEXPERIENCE software revenue up 20% with good dynamics across industries;
2Q25: Operating margin of 29.3% and diluted EPS non-IFRS up 4% to €0.30;
For the first six months, recurring revenue up 7% driven by subscription growth of 13%;
FY25: Reaffirming non-IFRS full-year objectives with total revenue growth of 6% to 8% and diluted EPS growth of 7% to 10%.
“The first half of the year reaffirmed the strength of our core Manufacturing sector, with resilient performance in Transportation & Mobility and strong growth in High-Tech. Aerospace & Defense also had an excellent start, with notable engagement at the Paris Air Show, underscoring our leadership in these strategic areas. In Life Sciences, our PLM solutions are playing more and more a critical role in driving the evolution toward smarter manufacturing and agile supply chains.
As we look to the future, Dassault Systèmes is uniquely positioned to help clients navigate the increasingly complex and dynamic global landscape. Our focus on high-growth segments, particularly Space, Defense, Energy, and AI-driven cloud infrastructure, places us at the core of sovereignty and security challenges.
With the introduction of 3D UNIV+RSES, presented at our Capital Markets Day, we are entering new high-value territories such as regulatory and compliance management. AI will be a key enabler in these areas, and early customer feedback has been exceptionally promising. With AI for software-defined industries, we are confident that our continued innovation will unlock new levels of value for our clients, reinforcing our role as a trusted partner in their transformation journeys.”
“In Q2, both total and software revenues grew by 6%, in line with our objectives. Year-to-date, we’ve seen a 5% increase in growth, with subscription rising 13%. Our performance across the Manufacturing sector has been resilient, particularly driven by the continued strength of SIMULIA, ENOVIA, and CATIA.
On the operational front, we remain committed to strategic investments aimed at capturing long-term value, while protecting EPS. The acquisition of Ascon is a key step in accelerating the shift to software-defined manufacturing.
Looking ahead, we maintain our outlook for full-year revenue growth between 6-8%, with EPS growth expected to range from 7-10%. Additionally, we’ve updated our currency assumptions for the second half of the year.”
Financial Summary
In millions of Euros, except per share data and percentages
IFRS
IFRS
Q2 2025
Q2 2024
Change
Change in constant currencies
YTD 2025
YTD 2024
Change
Change in constant currencies
Total Revenue
1,521.6
1,495.8
2%
5%
3,094.6
2,995.4
3%
4%
Software Revenue
1,372.7
1,346.5
2%
6%
2,805.4
2,699.4
4%
5%
Operating Margin
15.9%
18.4%
(2.6)pts
17.6%
20.0%
(2.4)pts
Diluted EPS
0.17
0.21
(19)%
0.37
0.42
(14)%
In millions of Euros, except per share data and percentages
Non-IFRS
Non-IFRS
Q2 2025
Q2 2024
Change
Change in constant currencies
YTD 2025
YTD 2024
Change
Change in constant currencies
Total Revenue
1,523.2
1,495.8
2%
6%
3,096.2
2,995.4
3%
5%
Software Revenue
1,374.2
1,346.5
2%
6%
2,807.0
2,699.4
4%
5%
Operating Margin
29.3%
29.9%
(0.7)pts
30.1%
30.5%
(0.4)pts
Diluted EPS
0.30
0.30
(1)%
4%
0.61
0.60
2%
5%
Second Quarter 2025 Versus 2024 Financial Comparisons
(unaudited, IFRS and non-IFRS unless otherwise noted, all revenue growth rates in constant currencies)
Total Revenue: Total revenue in the second quarter grew 5% in IFRS and 6% in non-IFRS, to €1.52 billion, and software revenue increased by 6% to €1.37 billion. Subscription & support revenue rose 6%; recurring revenue represented 80% of software revenue. Licenses and other software revenue rose 5% to €276 million. Services revenue increased 3% to €149 million, during the quarter.
Software Revenue by Geography: The Americas revenue increased by 2% to represent 37% of software revenue, with High-Tech and Industrial Equipment performing well. Europe grew by 10% to 39% of software revenue, reflecting an acceleration led by France and Southern Europe. In Asia, revenue rose 6% with strong double-digit growth in China. Asia represented 24% of software revenue at the end of the second quarter.
Software Revenue by Product Line:
Industrial Innovation software revenue rose 9% to €745 million. SIMULIA, CATIA and ENOVIA were the best contributors to growth. Industrial Innovation software represented 54% of software revenue, during the period.
Life Sciences software revenue was flat at €268 million, to account for 20% of software revenue.
Mainstream Innovation software revenue increased by 3% to €360 million in IFRS, and was up 4% to €361 million in non-IFRS, represented 26% of software revenue. SOLIDWORKS had a strong subscription growth, advancing its business model shift.
Software Revenue by Industry: Industrial Equipment, High Tech, Transportation & Mobility and Aerospace & Defense were the best contributors to growth this quarter. In Life Sciences, Dassault Systèmes’ PLM solutions are playing more and more a critical role in driving the evolution toward smarter manufacturing and agile supply chains. In fact, outside of the MEDIDATA product line, Life Sciences revenue grew mid-teens.
Key Strategic Drivers:3DEXPERIENCE software revenue increased 20% and represented 41% of 3DEXPERIENCE Eligible software revenue. Cloud software revenue grew 6% in non-IFRS, representing 25% of software revenue during the period. 3DEXPERIENCE Cloud software revenue increased 15% in constant currencies.
Operating Income and Margin: IFRS operating income decreased 12%, to €242 million, as reported. Non-IFRS operating income decreased 0.4% at €446 million, as reported. The IFRS operating margin stood at 15.9% compared to 18.4% in the second quarter of 2024, mainly reflecting the effect of the employee shareholding plan “TOGETHER 2025” offered during the quarter. The non-IFRS operating margin totaled 29.3%, versus 29.9% in the same period of last year, with a negative currency impact of 50 basis points.
Earnings per Share: IFRS diluted EPS was €0.17, decreasing 19% as reported. Non-IFRS diluted EPS grew to €0.30, down 1% as reported, up 4% in constant currencies.
First Half 2025 Versus 2024 Financial Comparisons
(unaudited, IFRS and non-IFRS unless otherwise noted, all revenue growth rates in constant currencies)
Total Revenue: Total revenue grew 4% to €3.09 billion in IFRS, and was up 5% to €3.10 billion in non-IFRS. Software revenue increased 5% to €2.81 billion. Subscription and support revenue rose 7% to €2.33 billion; recurring revenue represented 83% of total software revenue. Licenses and other software revenue decreased 2% to €474 million. Services revenue was down 2% to €289 million.
Software Revenue by Geography: The Americas, Europe and Asia all grew 5%, representing respectively 40%, 37% and 23% of software revenue.
Software Revenue by Product Line:
Industrial Innovation software revenue rose 8% to €1.54 billion and represented 55% of software revenue. CATIA, SIMULIA and ENOVIA were among the strongest contributors to growth.
Life Sciences software revenue was flat to €561 million, representing 20% of software revenue.
Mainstream Innovation software revenue increased by 3% to €707 million in IFRS and to €708 million in non-IFRS. Mainstream Innovation represented 25% of software revenue.
Software Revenue by Industry: Aerospace & Defense, High Tech, Industrial Equipment and Transport & Mobility were among the strongest contributors to growth. In Life Sciences, Dassault Systèmes’ PLM solutions are playing more and more a critical role in driving the evolution toward smarter manufacturing and agile supply chains. In fact, outside of the MEDIDATA product line, Life Sciences revenue grew mid-teens.
Key Strategic Drivers: 3DEXPERIENCE software revenue increased by 19%, representing 40% of 3DEXPERIENCE Eligible software revenue. Cloud software revenue grew 7% in non-IFRS, and represented 25% of software revenue. 3DEXPERIENCE Cloud software revenue increased 26% in constant currencies.
Operating Income and Margin: IFRS operating income was down 9%, to €546 million, as reported. Non-IFRS operating income increased 2% to €932 million, as reported. IFRS operating margin totaled 17.6% compared to 20% for the same period in 2024, mainly reflecting the combined effect of the employee shareholding plan “TOGETHER 2025” and higher share-based compensation related social charges, notably in France, where the rate rose from 20% to 30% in the first half of 2025. Non-IFRS operating margin stood at 30.1% in the first half of 2025, compared to 30.5% in the same period last year, impacted by negative currency effect of 30 basis points.
Earnings per Share: IFRS diluted EPS was €0.37, a decrease of 14% as reported. Non-IFRS diluted EPS grew by 2% to €0.61, as reported, or 5% in constant currencies.
Cash Flow from Operations (IFRS): Cash flow from operations totaled €1.15 billion for the first six months of 2025, compared to €1.13 billion last year. Cash flow from operations was principally used for the acquisition of ContentServ for €202 million, repurchase of Treasury Shares for €225 million and dividend payments for €343 million.
Balance Sheet (IFRS): Dassault Systèmes’ net financial position totaled €1.51 billion as of June 30, 2025, an increase of €0.05 billion, compared to €1.46 billion for the year ended December 31, 2024. Cash and cash equivalents totaled €4.08 billion in the first half.
Financial Objectives for 2025
Dassault Systèmes’ third quarter and 2025 financial objectives presented below are given on a non-IFRS basis and reflect the principal 2025 currency exchange rate assumptions for the US dollar and Japanese yen as well as the potential impact from additional non-Euro currencies:
Q3 2025
FY 2025
Total Revenue (billion)
€1.485 – €1.535
€6.410 – €6.510
Growth
1 – 5%
3 – 5%
Growth ex FX
5 – 8%
6 – 8%
Software revenue growth *
5 – 9%
6 – 8%
Of which licenses and other software revenue growth *
7 – 14%
4 – 7%
Of which recurring revenue growth *
5 – 8%
7 – 8%
Services revenue growth *
1 – 5%
1 – 3%
Operating Margin
29.7% – 29.9%
32.2% – 32.4%
EPS Diluted
€0.29 – €0.30
€1.32 – €1.35
Growth
0 – 4%
3 – 6%
Growth ex FX
5 – 9%
7 – 10%
US dollar
$1.17 per Euro
$1.13 per Euro
Japanese yen (before hedging)
JPY 170.0 per Euro
JPY 166.1 per Euro
* Growth in Constant Currencies
These objectives are prepared and communicated only on a non-IFRS basis and are subject to the cautionary statement set forth below.
The 2025 non-IFRS financial objectives set forth above do not take into account the following accounting elements below and are estimated based upon the 2025 principal currency exchange rates above: contract liabilities write-downs estimated at approximately €4 million; share-based compensation expenses, including related social charges, estimated at approximately €324 million (these estimates do not include any new stock option or share grants issued after June 30, 2025); amortization of acquired intangibles and of tangibles reevaluation, estimated at approximately €336 million, largely impacted by the acquisition of MEDIDATA; and lease incentives of acquired companies at approximately €1 million.
The above objectives also do not include any impact from other operating income and expenses, net principally comprised of acquisition, integration and restructuring expenses, and impairment of goodwill and acquired intangible assets; from one-time items included in financial revenue; from one-time tax effects; and from the income tax effects of these non-IFRS adjustments. Finally, these estimates do not include any new acquisitions or restructuring completed after June 30, 2025.
Today, Thursday, July 24, 2025, Dassault Systèmes will host in Paris a webcasted presentation at 9:00 AM London Time / 10:00 AM Paris time, and will then host a conference call at 8:30 AM New York time / 1:30 PM London time / 2:30 PM Paris time. The webcasted presentation and conference calls will be available online by accessing investor.3ds.com.
Additional investor information is available at investor.3ds.com or by calling Dassault Systèmes’ Investor Relations at +33.1.61.62.69.24.
Investor Relations Events
Third Quarter 2025 Earnings Release: October 23, 2025
Fourth Quarter 2025 Earnings Release: February 11, 2026
First Quarter 2026 Earnings Release: April 23, 2026
Second Quarter 2026 Earnings Release: July 23, 2026
Forward-looking Information
Statements herein that are not historical facts but express expectations or objectives for the future, including but not limited to statements regarding the Group’s non-IFRS financial performance objectives are forward-looking statements. Such forward-looking statements are based on Dassault Systèmes management’s current views and assumptions and involve known and unknown risks and uncertainties. Actual results or performances may differ materially from those in such statements due to a range of factors.
The Group’s actual results or performance may be materially negatively affected by numerous risks and uncertainties, as described in the “Risk Factors” section 1.9 of the 2024 Universal Registration Document (‘Document d’enregistrement universel’) filed with the AMF (French Financial Markets Authority) on March 18, 2025, available on the Group’s website www.3ds.com.
In particular, please refer to the risk factor “Uncertain Global Environment” in section 1.9.1.1 of the 2024 Universal Registration Document set out below for ease of reference:
“In light of the uncertainties regarding economic, business, social, health and geopolitical conditions at the global level, Dassault Systèmes’ revenue, net earnings and cash flows may grow more slowly, whether on an annual or quarterly basis, mainly due to the following factors:
the deployment of Dassault Systèmes’ solutions may represent a large portion of a customer’s investments in software technology. Decisions to make such an investment are impacted by the economic environment in which the customers operate. Uncertain global geopolitical, economic and health conditions and the lack of visibility or the lack of financial resources may cause some customers, e.g. within the automotive, aerospace, energy or natural resources industries, to reduce, postpone or cancel their investments, or to reduce or not renew ongoing paid maintenance for their installed base, which impact larger customers’ revenue with their respective sub-contractors;
the political, economic and monetary situation in certain geographic regions where Dassault Systèmes operates could become more volatile and negatively affect Dassault Systèmes’ business, and in particular its revenue, for example, due to stricter export compliance rules or the introduction of new customs barriers or controls on the exchange of goods and services;
continued pressure or volatility on raw materials and energy prices could also slow down Dassault Systèmes’ diversification efforts in new industries;
uncertainties regarding the extent and duration of costs inflation could adversely affect the financial position of Dassault Systèmes; and
the sales cycle of the Dassault Systèmes’ products – already relatively long due to the strategic nature of such investments for customers – could further lengthen.
The occurrence of crises – health and political crises in particular – could have consequences both for the health and safety of Dassault Systèmes’ employees and for the Company. It could also adversely impact the financial situation or financing and supply capabilities of Dassault Systèmes’ existing and potential customers, commercial and technology partners, some of whom may be forced to temporarily close sites or to cease operations. A deteriorating economic environment could generate increased price pressure and affect the collection of receivables, which would negatively affect Dassault Systèmes’ revenue, financial performance and market position.
Dassault Systèmes makes every effort to take into consideration this uncertain outlook. Dassault Systèmes’ business results, however, may not develop as anticipated. Furthermore, due to factors affecting sales of Dassault Systèmes’ products and services, there may be a substantial time lag between an improvement in global economic and business conditions and an upswing in the Company’s business results.”
In preparing such forward-looking statements, the Group has in particular assumed an average US dollar to euro exchange rate of US$1.17 per €1.00 as well as an average Japanese yen to euro exchange rate of JPY170.0 to €1.00, before hedging for the third quarter 2025. The Group has assumed an average US dollar to euro exchange rate of US$1.13 per €1.00 as well as an average Japanese yen to euro exchange rate of JPY166.1 to €1.00, before hedging for the full year 2025. However, currency values fluctuate, and the Group’s results may be significantly affected by changes in exchange rates.
Non-IFRS Financial Information
Readers are cautioned that the supplemental non-IFRS financial information presented in this press release is subject to inherent limitations. It is not based on any comprehensive set of accounting rules or principles and should not be considered in isolation from or as a substitute for IFRS measurements. The supplemental non-IFRS financial information should be read only in conjunction with the Company’s consolidated financial statements prepared in accordance with IFRS. Furthermore, the Group’s supplemental non-IFRS financial information may not be comparable to similarly titled “non-IFRS” measures used by other companies. Specific limitations for individual non-IFRS measures are set forth in the Company’s 2024 Universal Registration Document filed with the AMF on March 18, 2025.
In the tables accompanying this press release the Group sets forth its supplemental non-IFRS figures for revenue, operating income, operating margin, net income and diluted earnings per share, which exclude the effect of adjusting the carrying value of acquired companies’ deferred revenue, share-based compensation expense and related social charges, the amortization of acquired intangible assets and of tangibles reevaluation, certain other operating income and expense, net, including impairment of goodwill and acquired intangibles, the effect of adjusting lease incentives of acquired companies, certain one-time items included in financial revenue and other, net, and the income tax effect of the non-IFRS adjustments and certain one-time tax effects. The tables also set forth the most comparable IFRS financial measure and reconciliations of this information with non-IFRS information.
FOR MORE INFORMATION
Dassault Systèmes’ 3DEXPERIENCE platform, 3D design software, 3D Digital Mock Up and Product Lifecycle Management (PLM) solutions: http://www.3ds.com
ABOUT DASSAULT SYSTÈMES
Dassault Systèmes is a catalyst for human progress. Since 1981, the company has pioneered virtual worlds to improve real life for consumers, patients and citizens. With Dassault Systèmes’ 3DEXPERIENCE platform, 370 000 customers of all sizes, in all industries, can collaborate, imagine and create sustainable innovations that drive meaningful impact. For more information, visit www.3ds.com.
Due to rounding, numbers presented throughout this and other documents may not add up precisely to the totals provided and percentages may not precisely reflect the absolute figures.
Glossary of Definitions
Non-IFRS Financial Information
Acquisitions and Foreign Exchange Impact
Condensed consolidated statements of income
Condensed consolidated balance sheet
Condensed consolidated cash flow statement
IFRS – non-IFRS reconciliation
DASSAULT SYSTÈMES – Glossary of Definitions
Information in Constant Currencies
Dassault Systèmes has followed a long-standing policy of measuring its revenue performance and setting its revenue objectives exclusive of currency in order to measure in a transparent manner the underlying level of improvement in its total revenue and software revenue by activity, industry, geography and product lines. The Group believes it is helpful to evaluate its growth exclusive of currency impacts, particularly to help understand revenue trends in its business. Therefore, the Group provides percentage increases or decreases in its revenue and expenses (in both IFRS and non-IFRS) to eliminate the effect of changes in currency values, particularly the U.S. dollar and the Japanese yen, relative to the euro. When trend information is expressed “in constant currencies”, the results of the “prior” period have first been recalculated using the average exchange rates of the comparable period in the current year, and then compared with the results of the comparable period in the current year.
While constant currency calculations are not considered to be an IFRS measure, the Group believes these measures are critical to understanding its global revenue results and to compare with many of its competitors who report their financial results in U.S. dollars. Therefore, Dassault Systèmes includes this calculation to compare IFRS and non-IFRS revenue figures for comparable periods. All information at constant currencies is expressed as a rounded percentage and therefore may not precisely reflect the absolute figures.
Information on Growth excluding acquisitions (“organic growth”)
In addition to financial indicators relating to the Group’s entire scope, Dassault Systèmes also provides growth information excluding acquisitions’ effects, and named organic growth. To do so, the Group’s data is restated to exclude acquisitions, from the date of the transaction, over a period of 12 months.
Information on Industrial Sectors
Dassault Systèmes provides broad end-to-end software solutions and services: its 3D UNIV+RSES (made of multiple virtual twin experiences) powered by the 3DEXPERIENCE platform combine modeling, simulation, data science, artificial intelligence and collaborative innovation to support companies in the three sectors it serves, namely Manufacturing Industries, Life Sciences & Healthcare, and Infrastructure & Cities.
These three sectors comprise twelve industries:
Manufacturing Industries: Transportation & Mobility; Aerospace & Defense; Marine & Offshore; Industrial Equipment; High-Tech; Home & Lifestyle; Consumer Packaged Goods – Retail. In Manufacturing Industries, Dassault Systèmes helps customers virtualize their operations, improve data sharing and collaboration across their organization, reduce costs and time-to-market, and become more sustainable;
Life Sciences & Healthcare: Life Sciences & Healthcare. In this sector, the Group aims to address the entire cycle of the patient journey to lead the way toward precision medicine. To reach the broader healthcare ecosystem from research to commercial, the Group’s solutions connect all elements from molecule development to prevention to care, and combine new therapeutics, medical practices, and Medtech;
Infrastructure & Cities: Infrastructure, Energy & Materials; Architecture, Engineering & Construction; Business Services; Cities & Public Services. In Infrastructure & Cities, the Group supports the virtualization of the sector in making its industries more efficient and sustainable, and creating desirable living environments.
Information on Product Lines
The Group’s financial reporting on product lines includes the following information:
Industrial Innovation software revenue, which includes CATIA, ENOVIA, SIMULIA, DELMIA, GEOVIA, NETVIBES, and 3DEXCITE brands;
Life Sciences software revenue, which includes MEDIDATA and BIOVIA brands;
Mainstream Innovation software revenue, which includes its CENTRIC PLM and 3DVIA brands, as well as the SOLIDWORKS brand and its expanded offerings in design, simulation, PLM, and manufacturing.
OUTSCALE has been a Dassault Systèmes brand since 2022, extending the portfolio of software applications. As the first sovereign and sustainable operator on the cloud, OUTSCALE enables governments and corporations from all sectors to achieve digital autonomy through a Cloud experience and with a world-class cyber governance.
GEOs
Eleven GEOs are responsible for driving the development of the Company’s business and implementing its customer‑centric engagement model. Teams leverage strong networks of local customers, users, partners, and influencers.
These GEOs are structured into three groups:
the “Americas” group, made of two GEOs;
the “Europe” group, comprising Europe, Middle East and Africa (EMEA) and made of four GEOs;
the “Asia” group, comprising Asia and Oceania and made of five GEOs.
3DEXPERIENCESoftware Contribution
To measure the relative share of 3DEXPERIENCE software in its revenues, Dassault Systèmes calculates the percentage contribution by comparing total 3DEXPERIENCE software revenue to software revenue for all product lines except SOLIDWORKS, MEDIDATA, CENTRIC PLM and other acquisitions (defined as “3DEXPERIENCE Eligible software revenue”).
Cloud revenue
Cloud revenue is generated from contracts that provide access to cloud-based solutions (SaaS), infrastructure as a service (IaaS), cloud solution development and cloud managed services. These offerings are delivered by Dassault Systèmes through its own cloud infrastructure or by third-party cloud providers. They are available through different deployment methods: Dedicated cloud, Sovereign cloud and International cloud. Cloud solutions are generally offered through subscription-based models or perpetual licenses with support and hosting services.
DASSAULT SYSTÈMES
NON-IFRS FINANCIAL INFORMATION
(unaudited; in millions of Euros, except per share data, percentages, headcount and exchange rates)
Non-IFRS key figures exclude the effects of adjusting the carrying value of acquired companies’ contract liabilities (deferred revenue), share-based compensation expense, including related social charges, amortization of acquired intangible assets and of tangible assets revaluation, lease incentives of acquired companies, other operating income and expense, net, including the acquisition, integration and restructuring expenses, and impairment of goodwill and acquired intangible assets, certain one-time items included in financial loss, net, certain one-time tax effects and the income tax effects of these non-IFRS adjustments.
Comparable IFRS financial information and a reconciliation of the IFRS and non-IFRS measures are set forth in the separate tables within this Attachment.
In millions of Euros, except per share data, percentages, headcount and exchange rates
Non-IFRS reported
Three months ended
Six months ended
June 30,
2025
June 30,
2024
Change
Change in constant currencies
June 30,
2025
June 30,
2024
Change
Change in constant currencies
Total Revenue
€ 1,523.2
€ 1,495.8
2%
6%
€ 3,096.2
€ 2,995.4
3%
5%
Revenue breakdown by activity
Software revenue
1,374.2
1,346.5
2%
6%
2,807.0
2,699.4
4%
5%
Of which licenses and other software revenue
275.6
271.8
1%
5%
473.7
490.3
(3)%
(2)%
Of which subscription and support revenue
1,098.6
1,074.8
2%
6%
2,333.2
2,209.1
6%
7%
Services revenue
148.9
149.2
(0)%
3%
289.2
296.1
(2)%
(2)%
Software revenue breakdown by product line
Industrial Innovation
744.6
701.9
6%
9%
1,537.7
1,433.2
7%
8%
Life Sciences
268.3
281.7
(5)%
0%
560.9
566.4
(1)%
0%
Mainstream Innovation
361.3
363.0
(0)%
4%
708.3
699.7
1%
3%
Software Revenue breakdown by geography
Americas
505.0
525.5
(4)%
2%
1,116.2
1,079.1
3%
5%
Europe
534.8
491.9
9%
10%
1,048.0
995.1
5%
5%
Asia
334.4
329.1
2%
6%
642.8
625.2
3%
5%
Operating income
€ 446.1
€ 447.8
(0)%
€ 932.2
€ 914.3
2%
Operating margin
29.3%
29.9%
30.1%
30.5%
Net income attributable to shareholders
€ 391.0
€ 397.1
(2)%
€ 811.2
€ 794.3
2%
Diluted earnings per share
€ 0.30
€ 0.30
(1)%
4%
€ 0.61
€ 0.60
2%
5%
Closing headcount
26,253
25,811
2%
26,253
25,811
2%
Average Rate USD per Euro
1.13
1.08
5%
1.09
1.08
1%
Average Rate JPY per Euro
163.81
167.77
(2)%
162.12
164.46
(1)%
DASSAULT SYSTÈMES
ACQUISITIONS AND FOREIGN EXCHANGE IMPACT
(unaudited; in millions of Euros)
In millions of Euros
Non-IFRS reported
o/w growth at constant rate and scope
o/w change of scope impact at current year rate
o/w FX impact on previous year figures
June 30,
2025
June 30,
2024
Change
Revenue QTD
1,523.2
1,495.8
27.4
72.6
7.5
(52.7)
Revenue YTD
3,096.2
2,995.4
100.7
125.9
7.7
(32.9)
DASSAULT SYSTÈMES
CONDENSED CONSOLIDATED STATEMENTS OF INCOME
(unaudited; in millions of Euros, except per share data and percentages)
In millions of Euros, except per share data and percentages
IFRS reported
Three months ended
Six months ended
June 30,
June 30,
June 30,
June 30,
2025
2024
2025
2024
Licenses and other software revenue
275.6
271.8
473.7
490.3
Subscription and Support revenue
1,097.1
1,074.8
2,331.7
2,209.1
Software revenue
1,372.7
1,346.5
2,805.4
2,699.4
Services revenue
148.9
149.2
289.2
296.1
Total Revenue
€ 1,521.6
€ 1,495.8
€ 3,094.6
€ 2,995.4
Cost of software revenue (1)
(120.1)
(124.8)
(249.3)
(236.8)
Cost of services revenue
(144.6)
(127.9)
(275.7)
(259.8)
Research and development expenses
(348.7)
(326.1)
(697.3)
(637.5)
Marketing and sales expenses
(448.0)
(423.8)
(894.5)
(844.1)
General and administrative expenses
(123.7)
(111.6)
(244.2)
(216.7)
Amortization of acquired intangible assets and of tangible assets revaluation
(85.4)
(92.3)
(173.8)
(185.6)
Other operating income and expense, net
(9.3)
(13.2)
(13.7)
(15.0)
Total Operating Expenses
(1,279.9)
(1,219.8)
(2,548.4)
(2,395.4)
Operating Income
€ 241.7
€ 276.0
€ 546.1
€ 600.0
Financial income (loss), net
29.9
33.3
60.2
63.4
Income before income taxes
€ 271.5
€ 309.2
€ 606.3
€ 663.5
Income tax expense
(53.0)
(47.7)
(128.4)
(116.0)
Net Income
€ 218.6
€ 261.5
€ 477.9
€ 547.5
Non-controlling interest
4.9
1.2
6.1
1.0
Net Income attributable to equity holders of the parent
€ 223.5
€ 262.7
€ 484.0
€ 548.4
Basic earnings per share
0.17
0.20
0.37
0.42
Diluted earnings per share
€ 0.17
€ 0.21
€ 0.37
€ 0.42
Basic weighted average shares outstanding (in millions)
1,315.9
1,313.2
1,314.9
1,313.7
Diluted weighted average shares outstanding (in millions)
1,324.4
1,326.2
1,325.7
1,328.7
(1) Excluding amortization of acquired intangible assets and of tangible assets revaluation.
IFRS reported
Three months ended June 30, 2025
Six months ended June 30, 2025
Change(2)
Change in constant currencies
Change(2)
Change in constant currencies
Total Revenue
2%
5%
3%
4%
Revenue by activity
Software revenue
2%
6%
4%
5%
Services revenue
(0)%
3%
(2)%
(2)%
Software Revenue by product line
Industrial Innovation
6%
9%
7%
8%
Life Sciences
(5)%
0%
(1)%
0%
Mainstream Innovation
(1)%
3%
1%
3%
Software Revenue by geography
Americas
(4)%
2%
3%
5%
Europe
8%
10%
5%
5%
Asia
2%
6%
3%
5%
(2) Variation compared to the same period in the prior year.
DASSAULT SYSTÈMES
CONDENSED CONSOLIDATED BALANCE SHEET
(unaudited; in millions of Euros)
In millions of Euros
IFRS reported
June 30,
December 31,
2025
2024
ASSETS
Cash and cash equivalents
4,083.7
3,952.6
Trade accounts receivable, net
1,575.9
2,120.9
Contract assets
40.1
30.1
Other current assets
406.2
464.0
Total current assets
6,105.9
6,567.6
Property and equipment, net
903.5
945.8
Goodwill and Intangible assets, net
7,030.3
7,687.1
Other non-current assets
375.7
345.5
Total non-current assets
8,309.4
8,978.3
Total Assets
€ 14,415.3
€ 15,545.9
LIABILITIES
Trade accounts payable
183.2
259.9
Contract liabilities
1,559.3
1,663.4
Borrowings, current
534.0
450.8
Other current liabilities
1,063.0
1,147.4
Total current liabilities
3,339.5
3,521.5
Borrowings, non-current
2,043.9
2,042.8
Other non-current liabilities
836.0
900.9
Total non-current liabilities
2,879.9
2,943.7
Non-controlling interests
11.5
14.1
Parent shareholders’ equity
8,184.3
9,066.6
Total Liabilities
€ 14,415.3
€ 15,545.9
DASSAULT SYSTÈMES
CONDENSED CONSOLIDATED CASH FLOW STATEMENT
(unaudited; in millions of Euros)
In millions of Euros
IFRS reported
Three months ended
Six months ended
June 30,
June 30,
Change
June 30,
June 30,
Change
2025
2024
2025
2024
Net income attributable to equity holders of the parent
223.5
262.7
(39.3)
484.0
548.4
(64.4)
Non-controlling interest
(4.9)
(1.2)
(3.7)
(6.1)
(1.0)
(5.1)
Net income
218.6
261.5
(42.9)
477.9
547.5
(69.5)
Depreciation of property and equipment
48.5
45.1
3.4
98.9
92.7
6.2
Amortization of intangible assets
86.2
94.2
(8.0)
175.9
189.4
(13.5)
Adjustments for other non-cash items
20.5
36.6
(16.1)
36.6
74.3
(37.7)
Changes in working capital
(39.4)
21.9
(61.3)
358.0
226.3
131.7
Net Cash From Operating Activities
€ 334.3
€ 459.3
€ ( 124.9)
€ 1,147.3
€ 1,130.2
€ 17.2
Additions to property, equipment and intangibles assets
(39.3)
(50.6)
11.3
(95.3)
(107.8)
12.5
Payment for acquisition of businesses, net of cash acquired
(9.2)
(11.2)
2.0
(202.9)
(15.7)
(187.2)
Other
3.2
0.8
2.3
(34.6)
23.1
(57.7)
Net Cash Provided by (Used in) Investing Activities
€ (45.3)
€ (61.0)
€ 15.6
€ (332.8)
€ (100.4)
€ (232.4)
Proceeds from exercise of stock options
7.4
13.9
(6.5)
29.6
35.2
(5.7)
Cash dividends paid
(342.6)
(302.7)
(39.9)
(342.6)
(302.7)
(39.9)
Repurchase and sale of treasury stock
(144.7)
(176.6)
31.8
(224.8)
(307.7)
82.9
Capital increase
111.3
–
111.3
111.3
–
111.3
Acquisition of non-controlling interests
0.0
(0.0)
0.0
(0.2)
(2.6)
2.5
Proceeds from borrowings
121.3
–
121.3
81.0
–
81.0
Repayment of borrowings
–
(0.1)
0.1
(18.5)
(0.2)
(18.4)
Repayment of lease liabilities
(22.7)
(18.3)
(4.4)
(45.4)
(42.3)
(3.0)
Net Cash Provided by (Used in) Financing Activities
€ (270.0)
€ (483.7)
€ 213.7
€ (409.5)
€ (620.2)
€ 210.7
Effect of exchange rate changes on cash and cash equivalents
(178.1)
21.0
(199.1)
(273.9)
53.6
(327.5)
Increase (decrease) in cash and cash equivalents
€ (159.1)
€ (64.4)
€ (94.7)
€ 131.2
€ 463.2
€ (332.1)
Cash and cash equivalents at beginning of period
€ 4,242.9
€ 4,095.9
€ 3,952.6
€ 3,568.3
Cash and cash equivalents at end of period
€ 4,083.7
€ 4,031.5
€ 4,083.7
€ 4,031.5
DASSAULT SYSTÈMES SUPPLEMENTAL NON-IFRS FINANCIAL INFORMATION IFRS – NON-IFRS RECONCILIATION (unaudited; in millions of Euros, except per share data and percentages)
Readers are cautioned that the supplemental non-IFRS information presented in this press release is subject to inherent limitations. It is not based on any comprehensive set of accounting rules or principles and should not be considered as a substitute for IFRS measurements. Also, the Group’s supplemental non-IFRS financial information may not be comparable to similarly titled “non-IFRS” measures used by other companies. Further specific limitations for individual non-IFRS measures, and the reasons for presenting non-IFRS financial information, are set forth in the Group’s Document d’Enregistrement Universel for the year ended December 31, 2024 filed with the AMF on March 18, 2025. To compensate for these limitations, the supplemental non-IFRS financial information should be read not in isolation, but only in conjunction with the Group’s consolidated financial statements prepared in accordance with IFRS.
In millions of Euros, except per share data and percentages
Three months ended June 30,
Change
2025
Adjustment(1)
2025
2024
Adjustment(1)
2024
IFRS
Non-IFRS(2)
IFRS
Non-IFRS
IFRS
Non-IFRS
Total Revenue
€ 1,521.6
€ 1.6
€ 1,523.2
€ 1,495.8
–
€ 1,495.8
2%
2%
Revenue breakdown by activity
Software revenue
1,372.7
1.6
1,374.2
1,346.5
–
1,346.5
2%
2%
Licenses and other software revenue
275.6
–
275.6
271.8
–
271.8
1%
1%
Subscription and Support revenue
1,097.1
1.6
1,098.6
1,074.8
–
1,074.8
2%
2%
Recurring portion of Software revenue
80%
80%
80%
80%
Services revenue
148.9
–
148.9
149.2
–
149.2
(0)%
(0)%
Software Revenue breakdown by product line
Industrial Innovation
744.6
–
744.6
701.9
–
701.9
6%
6%
Life Sciences
268.3
–
268.3
281.7
–
281.7
(5)%
(5)%
Mainstream Innovation
359.7
1.6
361.3
363.0
–
363.0
(1)%
(0)%
Software Revenue breakdown by geography
Americas
505.0
–
505.0
525.5
–
525.5
(4)%
(4)%
Europe
533.4
1.4
534.8
491.9
–
491.9
8%
9%
Asia
334.3
0.1
334.4
329.1
–
329.1
2%
2%
Total Operating Expenses
€ (1,279.9)
€ 202.9
€ (1,077.1)
€ (1,219.8)
€ 171.9
€ (1,047.9)
5%
3%
Share-based compensation expense and related social charges
(107.7)
107.7
–
(65.8)
65.8
–
Amortization of acquired intangible assets and of tangible assets revaluation
(85.4)
85.4
–
(92.3)
92.3
–
Lease incentives of acquired companies
(0.4)
0.4
–
(0.5)
0.5
–
Other operating income and expense, net
(9.3)
9.3
–
(13.2)
13.2
–
Operating Income
€ 241.7
€ 204.4
€ 446.1
€ 276.0
€ 171.9
€ 447.8
(12)%
(0)%
Operating Margin
15.9%
29.3%
18.4%
29.9%
Financial income (loss), net
29.9
0.6
30.4
33.3
0.5
33.8
(10)%
(10)%
Income tax expense
(53.0)
(32.8)
(85.7)
(47.7)
(36.4)
(84.1)
11%
2%
Non-controlling interest
4.9
(4.7)
0.3
1.2
(1.6)
(0.4)
300%
(167)%
Net Income attributable to shareholders
€ 223.5
€ 167.6
€ 391.0
€ 262.7
€ 134.4
€ 397.1
(15)%
(2)%
Diluted Earnings Per Share(3)
€ 0.17
€ 0.13
€ 0.30
€ 0.21
€ 0.09
€ 0.30
(19)%
(1)%
(1) In the reconciliation schedule above, (i) all adjustments to IFRS revenue data reflect the exclusion of the effect of adjusting the carrying value of acquired companies’ contract liabilities (deferred revenue); (ii) adjustments to IFRS operating expense data reflect the exclusion of the amortization of acquired intangible assets and of tangible assets revaluation, share-based compensation expense, including related social charges, lease incentives of acquired companies, as detailed below, and other operating income and expense, net including acquisition, integration and restructuring expenses, and impairment of goodwill and acquired intangible assets; (iii) adjustments to IFRS financial loss, net reflect the exclusion of certain one-time items included in financial loss, net, and; (iv) all adjustments to IFRS income data reflect the combined effect of these adjustments, plus with respect to net income and diluted earnings per share, certain one-time tax effects and the income tax effect of the non-IFRS adjustments.
In millions of Euros, except percentages
Three months ended June 30,
Change
2025
IFRS
Share-based compensation expense and related social charges
Lease incentives of acquired companies
2025
Non-IFRS
2024
IFRS
Share-based compensation expense and related social charges
Lease incentives of acquired companies
2024
Non-IFRS
IFRS
Non-
IFRS
Cost of revenue
(264.7)
13.9
0.1
(250.7)
(252.8)
5.0
0.1
(247.6)
5%
1%
Research and development expenses
(348.7)
28.9
0.1
(319.7)
(326.1)
20.4
0.2
(305.5)
7%
5%
Marketing and sales expenses
(448.0)
39.7
0.1
(408.2)
(423.8)
23.2
0.1
(400.5)
6%
2%
General and administrative expenses
(123.7)
25.2
0.0
(98.5)
(111.6)
17.2
0.0
(94.3)
11%
4%
Total
€ 107.7
€ 0.4
€ 65.8
€ 0.5
(2) The non-IFRS percentage increase (decrease) compares non-IFRS measures for the two different periods. In the event there is non-IFRS adjustment to the relevant measure for only one of the periods under comparison, the non-IFRS increase (decrease) compares the non-IFRS measure to the relevant IFRS measure. (3) Based on a weighted average 1,324.4 million diluted shares for Q2 2025 and 1,326.2 million diluted shares for Q2 2024, and, for IFRS only, a diluted net income attributable to the sharehorlders of € 223.5 million for Q2 2025 (€ 276.7 million for Q2 2024). The Diluted net income attributable to equity holders of the Group corresponds to the Net Income attributable to equity holders of the Group adjusted by the impact of the share-based compensation plans to be settled either in cash or in shares at the option of the Group.
DASSAULT SYSTÈMES SUPPLEMENTAL NON-IFRS FINANCIAL INFORMATION IFRS – NON-IFRS RECONCILIATION (unaudited; in millions of Euros, except per share data and percentages)
Readers are cautioned that the supplemental non-IFRS information presented in this press release is subject to inherent limitations. It is not based on any comprehensive set of accounting rules or principles and should not be considered as a substitute for IFRS measurements. Also, the Group’s supplemental non-IFRS financial information may not be comparable to similarly titled “non-IFRS” measures used by other companies. Further specific limitations for individual non-IFRS measures, and the reasons for presenting non-IFRS financial information, are set forth in the Group’s Document d’Enregistrement Universel for the year ended December 31, 2024 filed with the AMF on March 18, 2025. To compensate for these limitations, the supplemental non-IFRS financial information should be read not in isolation, but only in conjunction with the Group’s consolidated financial statements prepared in accordance with IFRS.
In millions of Euros, except per share data and percentages
Six months ended June 30,
Change
2025
Adjustment(1)
2025
2024
Adjustment(1)
2024
IFRS
Non-IFRS(2)
IFRS
Non-IFRS
IFRS
Non-IFRS
Total Revenue
€ 3,094.6
€ 1.6
€ 3,096.2
€ 2,995.4
–
€ 2,995.4
3%
3%
Revenue breakdown by activity
Software revenue
2,805.4
1.6
2,807.0
2,699.4
–
2,699.4
4%
4%
Licenses and other software revenue
473.7
–
473.7
490.3
–
490.3
(3)%
(3)%
Subscription and Support revenue
2,331.7
1.6
2,333.2
2,209.1
–
2,209.1
6%
6%
Recurring portion of Software revenue
83%
83%
82%
82%
Services revenue
289.2
–
289.2
296.1
–
296.1
(2)%
(2)%
Software Revenue breakdown by product line
Industrial Innovation
1,537.7
–
1,537.7
1,433.2
–
1,433.2
7%
7%
Life Sciences
560.9
–
560.9
566.4
–
566.4
(1)%
(1)%
Mainstream Innovation
706.8
1.6
708.3
699.7
–
699.7
1%
1%
Software Revenue breakdown by geography
Americas
1,116.1
0.1
1,116.2
1,079.1
–
1,079.1
3%
3%
Europe
1,046.6
1.4
1,048.0
995.1
–
995.1
5%
5%
Asia
642.7
0.1
642.8
625.2
–
625.2
3%
3%
Total Operating Expenses
€ (2,548.4)
€ 384.4
€ (2,164.0)
€ (2,395.4)
€ 314.3
€ (2,081.1)
6%
4%
Share-based compensation expense and related social charges
(196.2)
196.2
–
(112.6)
112.6
–
Amortization of acquired intangible assets and of tangible assets revaluation
(173.8)
173.8
–
(185.6)
185.6
–
Lease incentives of acquired companies
(0.8)
0.8
–
(1.2)
1.2
–
Other operating income and expense, net
(13.7)
13.7
–
(15.0)
15.0
–
Operating Income
€ 546.1
€ 386.0
€ 932.2
€ 600.0
€ 314.3
€ 914.3
(9)%
2%
Operating Margin
17.6%
30.1%
20.0%
30.5%
Financial income (loss), net
60.2
1.1
61.3
63.4
1.5
64.9
(5)%
(6)%
Income tax expense
(128.4)
(54.4)
(182.8)
(116.0)
(68.0)
(184.0)
11%
(1)%
Non-controlling interest
6.1
(5.6)
0.5
1.0
(1.9)
(0.9)
N/A
(152)%
Net Income attributable to shareholders
€ 484.0
€ 327.2
€ 811.2
€ 548.4
€ 245.9
€ 794.3
(12)%
2%
Diluted Earnings Per Share(3)
€ 0.37
€ 0.25
€ 0.61
€ 0.42
€ 0.17
€ 0.60
(14)%
2%
(1) In the reconciliation schedule above, (i) all adjustments to IFRS revenue data reflect the exclusion of the effect of adjusting the carrying value of acquired companies’ contract liabilities (deferred revenue); (ii) adjustments to IFRS operating expense data reflect the exclusion of the amortization of acquired intangible assets and of tangible assets revaluation, share-based compensation expense, including related social charges, lease incentives of acquired companies, as detailed below, and other operating income and expense, net including acquisition, integration and restructuring expenses, and impairment of goodwill and acquired intangible assets; (iii) adjustments to IFRS financial loss, net reflect the exclusion of certain one-time items included in financial loss, net, and; (iv) all adjustments to IFRS income data reflect the combined effect of these adjustments, plus with respect to net income and diluted earnings per share, certain one-time tax effects and the income tax effect of the non-IFRS adjustments.
In millions of Euros, except percentages
Six months ended June 30,
Change
2025
IFRS
Share-based compensation expense and related social charges
Lease incentives of acquired companies
2025
Non-IFRS
2024
IFRS
Share-based compensation expense and related social charges
Lease incentives of acquired companies
2024
Non-IFRS
IFRS
Non-
IFRS
Cost of revenue
(525.0)
18.8
0.2
(505.9)
(496.5)
8.0
0.3
(488.2)
6%
4%
Research and development expenses
(697.3)
61.4
0.3
(635.7)
(637.5)
38.3
0.6
(598.7)
9%
6%
Marketing and sales expenses
(894.5)
64.2
0.2
(830.1)
(844.1)
36.8
0.2
(807.1)
6%
3%
General and administrative expenses
(244.2)
51.8
0.1
(192.3)
(216.7)
29.5
0.1
(187.1)
13%
3%
Total
€ 196.2
€ 0.8
€ 112.6
€ 1.2
(2) The non-IFRS percentage increase (decrease) compares non-IFRS measures for the two different periods. In the event there is non-IFRS adjustment to the relevant measure for only one of the periods under comparison, the non-IFRS increase (decrease) compares the non-IFRS measure to the relevant IFRS measure. (3) Based on a weighted average 1,325.7 million diluted shares for YTD 2025 and 1,328.7 million diluted shares for YTD 2024, and, for IFRS only, a diluted net income attributable to the sharehorlders of € 484.0 million for YTD 2025 (€ 562.3 million for YTD 2024). The Diluted net income attributable to equity holders of the Group corresponds to the Net Income attributable to equity holders of the Group adjusted by the impact of the share-based compensation plans to be settled either in cash or in shares at the option of the Group.
1 IFRS figures for 2Q25: Total revenue of €1.52 billion, up 5%, and subscription revenue up 9%; Operating margin of 15.9% and diluted EPS of €0.17; IFRS figures for YTD25: total revenue of €3.09 billion, subscription revenue up 12%; Operating margin of 17.6% and diluted EPS of €0.37.
Source: People’s Republic of China – State Council News
Preserved at Beijing’s Civil Aviation Museum, an Airbus A310 with the registration number B-2301 stands as a physical testament to four decades of cooperation between China’s civil aviation industry and the European plane maker.
The China Eastern Airlines lettering on the fuselage and the airline’s red-and-blue logo on the tail remain distinct despite the aircraft’s age.
The plane was Airbus’ first commercial delivery to China, delivered on June 25, 1985. Received by the Civil Aviation Administration of China (CAAC) Shanghai Branch, which was the predecessor to China Eastern Airlines, it marked the beginning of Airbus’ partnership with China’s civil aviation sector.
The delivery came as China’s reform and opening-up accelerated demand for domestic and international air travel. With a national fleet of just over 200 aircraft at the time, China sought modern jets to expand its network. The twin-engine widebody A310 significantly boosted capacities, profitability and passenger comfort on key routes between Shanghai and locations like Beijing, Guangzhou, Hong Kong, Tokyo and Osaka.
“This A310 did start what became a phenomenal success story, friendship and basis of trust between airlines and us at Airbus, beyond the European aviation ecosystem and its Chinese counterparts, and even beyond that between Europe and China,” said Christian Scherer, CEO of Airbus Commercial Aircraft.
In the decades that followed, China’s civil aviation sustained an average annual growth rate of around 20 percent in total traffic turnover over a prolonged period. Successive Airbus models, including the A300, A340, A320, A330, A380 and A350, joined Chinese fleets, enabling the creation of a comprehensive domestic and international route network.
Specific models saw notable milestone achievements. The A340 pioneered a polar route, the A319 and A330 operated effectively on the high-altitude Qinghai-Tibet Plateau, the A320 family introduced a fly-by-wire digital flight control system, the A350 opened the possibility of ultra-long-haul routes, and Airbus freighters bolstered air logistics.
Airbus became both a witness to and a participant in China’s rapid aviation development.
China is now the world’s second-largest air transport market and Airbus’ largest single-country market for commercial aircraft. Operating a fleet exceeding 4,300 aircraft, over 2,200 of which are Airbus jets, Chinese aviation has evolved from follower to leader.
The Airbus 2025 global market forecast projects annual air trips per capita in China will rise from 0.6 in 2024 to 1.8 by 2044. Over the next 20 years, China is expected to become the world’s largest air transport market, requiring 9,570 new aircraft — nearly a quarter of global demand.
“It is the intention of Airbus to continue its footprint in China,” Scherer said. “Ranging from the second final assembly line at Tianjin to the development of more services and support capabilities, including digital services and, of course, pioneering with Chinese partners in sustainable aviation fuel.”
Cooperation now spans the entire aircraft life cycle from research, design, manufacturing and final assembly to operational support and end-of-life recycling.
Airbus and its Chinese partners have established facilities across China: training, engineering and customer support centers in Beijing, an A320-family final assembly line and widebody completion-and-delivery center in Tianjin, an aircraft life-cycle services center in Chengdu, a composites manufacturing center in Harbin, an innovation center in Shenzhen, and an R&D center in Suzhou. Airbus employs over 2,300 staff in China.
To mark 40 years of operations, Airbus has launched a project to refurbish the historic B-2301 A310. After 21 years of service, the plane was retired in 2006. Repurchased by Airbus and donated to the China Civil Aviation Science Popularization Foundation, it now resides at the Civil Aviation Museum in Beijing as the institution’s largest and most valuable exhibit.
The refurbishment project, involving the aircraft’s cockpit, cabin and external livery, aims to offer the public an immersive, educational experience by 2027. Wang Yanan, an aviation expert at Beihang University, said that the revitalized A310 will become a communicator of science and culture, revealing what lies behind aircraft design and manufacturing.
Fang Zhaoya, chairman of China Eastern Airlines Technology Co., Ltd. and the project’s honorary advisor, voiced his anticipation for strengthened cooperation between Airbus and China, saying that he looks forward to “another 40 golden years of partnership.”
George Xu, executive vice president of Airbus and CEO of Airbus China, called the A310 “a symbol of China-Europe aviation cooperation and the starting point of the Airbus story in China.”
“Looking ahead, Airbus remains committed to deepening its roots in China, serving China, growing alongside its civil aviation industry, and contributing further to its high-quality development,” Xu said.
