NewzIntel.com

Category: Business

  • MIL-OSI: INVL Asset Management raises EUR 35.43 million for investments in funds managed by 17Capital

    Source: GlobeNewswire (MIL-OSI)

    INVL Asset Management, the leading alternative asset manager in the Baltics, raised EUR 35.43 million for investments in funds managed by 17Capital which provides financing to the world’s largest private equity managers, investors, and funds. This success in attracting investor funds further solidifies the Invalda INVL group’s leading position in the Baltic private debt market.

    “The private debt market is experiencing rapid growth globally, and the Baltic region is no exception. Private debt is emerging as an important alternative to traditional financing, while also serving as a valuable tool for portfolio diversification. We appreciate the trust our investors place in us and their decision to leverage the access we provide to globally diversified private debt funds managed by an experienced team. To date, our group has attracted over EUR 75 million to this asset class, reinforcing our leading position in the,” says Justas Riauba, Invalda INVL’s Group Chief Investment Officer.

    A private debt fund INVL Bridge Finance, which had more than EUR 40 million of assets under management at the end of May this year, is also a part of the Invalda INVL group.

    INVL Partner Strategic Lending funds were distributed to the Baltic investors by the financial brokerage firm INVL Financial Advisors, which operates in Lithuania under the INVL Family Office brand.

    “Retail and institutional investors in the Baltic countries are showing strong and growing interest in private debt solutions as an important component of a diversified portfolio. The successful distribution of these funds through the INVL Family Office reflects increasing confidence in structured, institutional-grade products and highlights the growing maturity of investors when it comes to selecting alternative investment solutions,” says Asta Jovaišienė, who heads the INVL Family Office.

    Launched this year, the INVL Partner Strategic Lending funds invest in funds managed by 17Capital, a private credit manager active in North America and Europe. The strategy of that world-class specialised manager’s funds is to lend to the world’s best known private equity funds, managers and management companies against the net asset value (NAV) of their private equity portfolios or the management companies’ investments, as well as to the participants of such funds.

    The minimum investment in the funds for informed investors is EUR 125,000 or, if investments are made in US dollars, USD 145,000. The INVL Partner Strategic Lending funds target an expected net average annual investment return of more than 10%. The anticipated duration of the funds is 7 years.

    Founded in 2008, 17Capital operates primarily from London and New York. The company has completed more than 100 investments and more than 50 exits and since its inception has raised more than USD 13 billion.

    About INVL Asset Management 

    INVL Asset Management is the leading Baltic alternative asset manager. We strive to deliver superior risk-adjusted returns to our investors while positively impacting our region’s economic development. 

    We are part of the Invalda INVL group with a track record spanning over 30 years. Our group manages or has under supervision more than EUR 1.9 billion of assets across multiple asset classes including private equity, forests and agricultural land, renewable energy, real estate as well as private debt. Our scope of activities also includes family office services in Lithuania, Latvia and Estonia, management of pension funds in Latvia, and investments in global third-party funds.

    The person for additional information:
    Justas Riauba, Invalda INVL Group Chief Investment Officer
    Justas.Riauba@invl.com

    The MIL Network –

  • MIL-OSI Economics: Danish households buy European stocks

    Source: Danmarks Nationalbank

    Investments in defense stocks are significant

    Defense stocks account for 32 per cent of Danish households’ total purchases of European stocks in the first five months of 2025. At the top of the list are Rheinmetall and Saab. In May, for the first time, Rheinmetall became the European stock in which Danish households have the largest investment. This is primarily driven by price increases and, to a lesser extent, new purchases. Although Danish households have sold American stocks and bought European ones in 2025, American stocks still make up 29 per cent of the total stock portfolio as of May. In comparison, European stocks account for 16 per cent, Danish stocks 48 per cent, and other listed stocks 7 per cent.

    MIL OSI Economics –

  • MIL-OSI Economics: Danish households buy European stocks

    Source: Danmarks Nationalbank

    Investments in defense stocks are significant

    Defense stocks account for 32 per cent of Danish households’ total purchases of European stocks in the first five months of 2025. At the top of the list are Rheinmetall and Saab. In May, for the first time, Rheinmetall became the European stock in which Danish households have the largest investment. This is primarily driven by price increases and, to a lesser extent, new purchases. Although Danish households have sold American stocks and bought European ones in 2025, American stocks still make up 29 per cent of the total stock portfolio as of May. In comparison, European stocks account for 16 per cent, Danish stocks 48 per cent, and other listed stocks 7 per cent.

    MIL OSI Economics –

  • MIL-Evening Report: ‘I’m going to send letters’: the deadline for Trump’s ‘reciprocal’ trade tariffs is looming

    Source: The Conversation (Au and NZ) – By Peter Draper, Professor, and Executive Director: Institute for International Trade, and Director of the Jean Monnet Centre of Trade and Environment, University of Adelaide

    Brendan Smialowski/AFP via Getty Images

    US President Donald Trump’s 90-day pause on implementing so-called “reciprocal” tariffs on some 180 trading partners ends on July 8.

    How are countries responding to the threat, and will the tariffs be re-applied from July 9?

    What the US thinks ‘reciprocal’ means

    The United States is demanding four things from all trading partners, while offering little in return. So these negotiations are anything but “reciprocal”.

    The main demand is to rebalance bilateral goods trade between the US and other countries. Nations with trade surpluses – meaning they export a greater value of goods than they import from the US – will be encouraged to import more from the US and/or export less to it.

    The US is also pushing countries to eliminate a range of “non-tariff barriers” that may affect US export competitiveness. These barriers are drawn from the United States Trade Representative’s (USTR) March 2025 report and include a variety of perceived “unfair” practices, from value-added taxes (such as the Goods and Services Tax) to biosecurity standards such as those Australia applies to agricultural imports.

    In a nod to the “tech bros”, (alleged) restrictions on digital trade services, such as Australia’s media bargaining code, and digital service taxes must be removed, along with taxes on the tech giants. On Monday, Canada dropped a new digital service tax on firms such as Google and Meta after Trump suspended trade talks.

    Amazon founder Jeff Bezos, Google CEO Sundar Pichai and Tesla CEO Elon Musk at President Trump’s inauguration ceremony.
    Saul Loeb/Pool/AFP via Getty Image

    Countries must also agree to reduce reliance on inputs from China in any exports to the United States. That means companies that moved manufacturing from China to countries such as Vietnam during President Trump’s first term trade wars will face challenges in sourcing input components from China.

    Put together, this is a difficult package for any government to accept without securing something in return.

    Who holds the cards?

    Trump has been fond of saying the United States holds “all the cards” in trade negotiations.

    It’s not known precisely how many countries are negotiating bilateral deals with Washington. Between 10 and 18 countries are priority “targets”, or to use an early, colourful phrase, were targeted as the “Dirty 15”.

    Category 1 likely comprises many more countries than those in the US’s naughty corner. These countries were saddled with large reciprocal tariffs despite the tariff formula’s evident shortcomings. To paraphrase Trump, these countries don’t hold the cards and have limited negotiating power.

    They have no choice but to make concessions. The smarter ones will take the opportunity to make reforms and blame the bully in Washington. Mostly these are developing countries, some with high dependency on the US market, including the poorest such as Bangladesh, Cambodia, and Lesotho.

    To make matters worse, they must keep one eye on China for fear of retribution in case Beijing perceives any promises to reduce dependence on Chinese inputs would compromise Chinese interests.

    Category 2 consists of countries that “hold cards”, or have some degree of leverage. Some, such as Canada, Japan, India and the EU, will secure limited US concessions although they may resort to retaliation to force this outcome. From discussions with our government and academic sources, Japan and India likely won’t retaliate, but Canada has previously and the EU likely will.

    Australia’s Prime Minister Anthony Albanese initially said he would not negotiate and has repeated US reciprocal tariffs “are not the act of a friend”.

    However, the Australian government is wisely looking to bolster its negotiation cards, such as creating a critical minerals strategic reserve.



    Read more:
    Plans to stockpile critical minerals will help Australia weather global uncertainty – and encourage smaller miners

    No doubt policy makers are also reminding the US of their favourable access to Australia’s military infrastructure which could be essential to any US-China military confrontation.

    China is category 3.

    The Chinese government is determined not to kowtow to Washington as they did in Trump’s first term. The so-called “Phase 1 deal” was signed but instantly forgotten in Beijing.

    Beijing has several cards, notably dominance of processed critical minerals and their derivative products, particularly magnets, and the US’s lack of short-term alternative supply options.

    After China expanded export controls on rare earths and critical minerals, shortages hit the auto industry around the world and Ford was forced to idle plants.

    What happens next?

    Kevin Hassett, director of the National Economic Council, suggested on Friday more deals may be signed before July 8. But Trump is likely to undermine and/or negate them as his transactional whims change.

    The British, after announcing their US deal that included relatively favourable automotive and steel export market access, watched in horror as Trump doubled tariffs on steel imports to 50%, and reimposed the 25% tariff on the UK.

    The UK government was reminded this US administration cannot be trusted. That is why countries negotiate binding trade treaties governed by domestic and international laws.

    Many countries are waiting on the outcomes from various US court battles testing whether the president or Congress should have the power to impose unilateral tariffs. After all, if there is a chance the Supreme Court rules Trump cannot change tariffs by decree, then why negotiate with a serially untrustworthy partner?

    The Japanese government, for example, recently announced it is pausing negotiations after the US demanded increased defence spending.

    ‘I’m going to send letters’

    Trump on Sunday suggested he would simply send letters to foreign nations setting a tariff rate. “I’m going to send letters, that’s the end of the trade deal,” he said.

    That does not bode well for countries negotiating in good faith. It’s likely tariffs will be reimposed and bilateral negotiations will drag on to September or beyond as Treasury Secretary Scott Bessent has said.

    After all, even the US government has limited bandwidth to process so many simultaneous negotiations. Category 2 trading partners will increasingly test their own political limits. And the rest of the world is hoping for a favourable Supreme Court ruling that may, like the character Godot in the play Waiting for Godot, never come.

    Nathan Gray receives funding from the Department of Foreign Affairs and Trade.

    Kumuthini Sivathas and Peter Draper do not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.

    – ref. ‘I’m going to send letters’: the deadline for Trump’s ‘reciprocal’ trade tariffs is looming – https://theconversation.com/im-going-to-send-letters-the-deadline-for-trumps-reciprocal-trade-tariffs-is-looming-259983

    MIL OSI Analysis – EveningReport.nz –

  • MIL-Evening Report: ‘I’m going to send letters’: the deadline for Trump’s ‘reciprocal’ trade tariffs is looming

    Source: The Conversation (Au and NZ) – By Peter Draper, Professor, and Executive Director: Institute for International Trade, and Director of the Jean Monnet Centre of Trade and Environment, University of Adelaide

    Brendan Smialowski/AFP via Getty Images

    US President Donald Trump’s 90-day pause on implementing so-called “reciprocal” tariffs on some 180 trading partners ends on July 8.

    How are countries responding to the threat, and will the tariffs be re-applied from July 9?

    What the US thinks ‘reciprocal’ means

    The United States is demanding four things from all trading partners, while offering little in return. So these negotiations are anything but “reciprocal”.

    The main demand is to rebalance bilateral goods trade between the US and other countries. Nations with trade surpluses – meaning they export a greater value of goods than they import from the US – will be encouraged to import more from the US and/or export less to it.

    The US is also pushing countries to eliminate a range of “non-tariff barriers” that may affect US export competitiveness. These barriers are drawn from the United States Trade Representative’s (USTR) March 2025 report and include a variety of perceived “unfair” practices, from value-added taxes (such as the Goods and Services Tax) to biosecurity standards such as those Australia applies to agricultural imports.

    In a nod to the “tech bros”, (alleged) restrictions on digital trade services, such as Australia’s media bargaining code, and digital service taxes must be removed, along with taxes on the tech giants. On Monday, Canada dropped a new digital service tax on firms such as Google and Meta after Trump suspended trade talks.

    Amazon founder Jeff Bezos, Google CEO Sundar Pichai and Tesla CEO Elon Musk at President Trump’s inauguration ceremony.
    Saul Loeb/Pool/AFP via Getty Image

    Countries must also agree to reduce reliance on inputs from China in any exports to the United States. That means companies that moved manufacturing from China to countries such as Vietnam during President Trump’s first term trade wars will face challenges in sourcing input components from China.

    Put together, this is a difficult package for any government to accept without securing something in return.

    Who holds the cards?

    Trump has been fond of saying the United States holds “all the cards” in trade negotiations.

    It’s not known precisely how many countries are negotiating bilateral deals with Washington. Between 10 and 18 countries are priority “targets”, or to use an early, colourful phrase, were targeted as the “Dirty 15”.

    Category 1 likely comprises many more countries than those in the US’s naughty corner. These countries were saddled with large reciprocal tariffs despite the tariff formula’s evident shortcomings. To paraphrase Trump, these countries don’t hold the cards and have limited negotiating power.

    They have no choice but to make concessions. The smarter ones will take the opportunity to make reforms and blame the bully in Washington. Mostly these are developing countries, some with high dependency on the US market, including the poorest such as Bangladesh, Cambodia, and Lesotho.

    To make matters worse, they must keep one eye on China for fear of retribution in case Beijing perceives any promises to reduce dependence on Chinese inputs would compromise Chinese interests.

    Category 2 consists of countries that “hold cards”, or have some degree of leverage. Some, such as Canada, Japan, India and the EU, will secure limited US concessions although they may resort to retaliation to force this outcome. From discussions with our government and academic sources, Japan and India likely won’t retaliate, but Canada has previously and the EU likely will.

    Australia’s Prime Minister Anthony Albanese initially said he would not negotiate and has repeated US reciprocal tariffs “are not the act of a friend”.

    However, the Australian government is wisely looking to bolster its negotiation cards, such as creating a critical minerals strategic reserve.



    Read more:
    Plans to stockpile critical minerals will help Australia weather global uncertainty – and encourage smaller miners

    No doubt policy makers are also reminding the US of their favourable access to Australia’s military infrastructure which could be essential to any US-China military confrontation.

    China is category 3.

    The Chinese government is determined not to kowtow to Washington as they did in Trump’s first term. The so-called “Phase 1 deal” was signed but instantly forgotten in Beijing.

    Beijing has several cards, notably dominance of processed critical minerals and their derivative products, particularly magnets, and the US’s lack of short-term alternative supply options.

    After China expanded export controls on rare earths and critical minerals, shortages hit the auto industry around the world and Ford was forced to idle plants.

    What happens next?

    Kevin Hassett, director of the National Economic Council, suggested on Friday more deals may be signed before July 8. But Trump is likely to undermine and/or negate them as his transactional whims change.

    The British, after announcing their US deal that included relatively favourable automotive and steel export market access, watched in horror as Trump doubled tariffs on steel imports to 50%, and reimposed the 25% tariff on the UK.

    The UK government was reminded this US administration cannot be trusted. That is why countries negotiate binding trade treaties governed by domestic and international laws.

    Many countries are waiting on the outcomes from various US court battles testing whether the president or Congress should have the power to impose unilateral tariffs. After all, if there is a chance the Supreme Court rules Trump cannot change tariffs by decree, then why negotiate with a serially untrustworthy partner?

    The Japanese government, for example, recently announced it is pausing negotiations after the US demanded increased defence spending.

    ‘I’m going to send letters’

    Trump on Sunday suggested he would simply send letters to foreign nations setting a tariff rate. “I’m going to send letters, that’s the end of the trade deal,” he said.

    That does not bode well for countries negotiating in good faith. It’s likely tariffs will be reimposed and bilateral negotiations will drag on to September or beyond as Treasury Secretary Scott Bessent has said.

    After all, even the US government has limited bandwidth to process so many simultaneous negotiations. Category 2 trading partners will increasingly test their own political limits. And the rest of the world is hoping for a favourable Supreme Court ruling that may, like the character Godot in the play Waiting for Godot, never come.

    Nathan Gray receives funding from the Department of Foreign Affairs and Trade.

    Kumuthini Sivathas and Peter Draper do not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.

    – ref. ‘I’m going to send letters’: the deadline for Trump’s ‘reciprocal’ trade tariffs is looming – https://theconversation.com/im-going-to-send-letters-the-deadline-for-trumps-reciprocal-trade-tariffs-is-looming-259983

    MIL OSI Analysis – EveningReport.nz –

  • MIL-Evening Report: A new ‘prac payment’ has just kicked in. But it ignores many uni students

    Source: The Conversation (Au and NZ) – By Kelly Lambert, Associate Professor Nutrition and Dietetics, University of Wollongong

    Fly View Productions/ Getting Images

    On Tuesday, some Australian university students got access to a new payment. The Commonwealth Prac Payment is available to eligible teaching, nursing, midwifery and social work students.

    It will provide A$331.65 a week during compulsory professional placements, to help with living and study expenses. This could include travel, accommodation, uniforms and lost income from other employment.

    But while the payment is a much-needed step in the right direction, many students are still missing out.

    Who’s not covered?

    The prac payment was a recommendation from the federal government’s 2024 Universities Accord review. It is designed to help students complete essential professional placements, so they can graduate and enter the workforce.

    But numerous other health degrees with time-consuming work placements are excluded from the payment.

    This includes medicine, physiotherapy, dietetics, psychology, radiography and other allied health professions. Veterinary medicine students are also ineligible. Many of these professions are also experiencing serious workforce shortages.

    The payment is also only available to teaching, nursing and social work students who already qualify for Ausstudy (the income support payment for students and apprentices who are 25 and over).

    So this means the prac payment is means tested. It is also considered taxable income and paid at the rate of Austudy – which is not generous. The basic Austudy rate is below the national poverty line.

    The payment is also only available to Australian domestic students, even though many international heath students end up working in the Australian health system after graduating.

    Why is this an issue?

    Researchers, including ourselves, use the term “placement poverty” to describe the impact mandatory placements can have on students. It can be a major barrier to students completing their degrees.

    Students have repeatedly described widespread impacts of doing up to 1,000 hours of unpaid work to graduate – taking a toll on their income and mental health.

    Kelly Lambert’s 2024 research suggests health and teaching students can incur a further $12,500–15,000 to the cost of degrees during unpaid placements.

    Students have explained the placement hours mean they can’t work in their regular paid casual or part-time jobs – and may lose this work as a result.

    What does this mean for students?

    In the short term, if students are not supported to complete their placements, they may not have enough money for food or accommodation.

    Our research found 29% of teaching and allied health students regularly skip meals while on placement. Some students also described sleeping in cars or driving excessive distances due to limited or expensive accommodation options near their placements.

    If students are not supported in their placements, research suggests they can experience burnout and may not finish their degrees. Or they may not even begin them in the first place.

    This is particularly the case for students from regional or rural communities (who may have further to travel), students with parenting or caring responsibilities, and students from low economic and otherwise disadvantaged backgrounds.

    We also know its important to support students to do placements in rural, regional and remote areas – students who complete placements in these communities are more likely to return and work in those communities.

    What do we need to do instead?

    As a first measure, the government should expand eligibility criteria for the current payment to include other health disciplines and those who don’t currently meet the means testing threshold.

    Research tells us financial hardship is not confined to students who qualify for Austudy, it is experienced across the board.

    Students have also suggested interest-free short-term loans, subsidised parking (similar to hospital employees), and greater transparency about the costs associated with unpaid placements. International students have also said public transport subsidies would help them complete their placements.

    Other, more significant changes could include apprenticeship-type compensation models for healthcare students, where students get paid to study as part of their training. These schemes are already available in Scotland.

    Ultimately, we want to support more students to do health and teaching degrees to fill workforce gaps – not discourage them with high costs of studying.

    Kelly Lambert has received funding from the Australian Centre for Student Equity and Success.

    Scott William does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

    – ref. A new ‘prac payment’ has just kicked in. But it ignores many uni students – https://theconversation.com/a-new-prac-payment-has-just-kicked-in-but-it-ignores-many-uni-students-260087

    MIL OSI Analysis – EveningReport.nz –

  • MIL-Evening Report: A new ‘prac payment’ has just kicked in. But it ignores many uni students

    Source: The Conversation (Au and NZ) – By Kelly Lambert, Associate Professor Nutrition and Dietetics, University of Wollongong

    Fly View Productions/ Getting Images

    On Tuesday, some Australian university students got access to a new payment. The Commonwealth Prac Payment is available to eligible teaching, nursing, midwifery and social work students.

    It will provide A$331.65 a week during compulsory professional placements, to help with living and study expenses. This could include travel, accommodation, uniforms and lost income from other employment.

    But while the payment is a much-needed step in the right direction, many students are still missing out.

    Who’s not covered?

    The prac payment was a recommendation from the federal government’s 2024 Universities Accord review. It is designed to help students complete essential professional placements, so they can graduate and enter the workforce.

    But numerous other health degrees with time-consuming work placements are excluded from the payment.

    This includes medicine, physiotherapy, dietetics, psychology, radiography and other allied health professions. Veterinary medicine students are also ineligible. Many of these professions are also experiencing serious workforce shortages.

    The payment is also only available to teaching, nursing and social work students who already qualify for Ausstudy (the income support payment for students and apprentices who are 25 and over).

    So this means the prac payment is means tested. It is also considered taxable income and paid at the rate of Austudy – which is not generous. The basic Austudy rate is below the national poverty line.

    The payment is also only available to Australian domestic students, even though many international heath students end up working in the Australian health system after graduating.

    Why is this an issue?

    Researchers, including ourselves, use the term “placement poverty” to describe the impact mandatory placements can have on students. It can be a major barrier to students completing their degrees.

    Students have repeatedly described widespread impacts of doing up to 1,000 hours of unpaid work to graduate – taking a toll on their income and mental health.

    Kelly Lambert’s 2024 research suggests health and teaching students can incur a further $12,500–15,000 to the cost of degrees during unpaid placements.

    Students have explained the placement hours mean they can’t work in their regular paid casual or part-time jobs – and may lose this work as a result.

    What does this mean for students?

    In the short term, if students are not supported to complete their placements, they may not have enough money for food or accommodation.

    Our research found 29% of teaching and allied health students regularly skip meals while on placement. Some students also described sleeping in cars or driving excessive distances due to limited or expensive accommodation options near their placements.

    If students are not supported in their placements, research suggests they can experience burnout and may not finish their degrees. Or they may not even begin them in the first place.

    This is particularly the case for students from regional or rural communities (who may have further to travel), students with parenting or caring responsibilities, and students from low economic and otherwise disadvantaged backgrounds.

    We also know its important to support students to do placements in rural, regional and remote areas – students who complete placements in these communities are more likely to return and work in those communities.

    What do we need to do instead?

    As a first measure, the government should expand eligibility criteria for the current payment to include other health disciplines and those who don’t currently meet the means testing threshold.

    Research tells us financial hardship is not confined to students who qualify for Austudy, it is experienced across the board.

    Students have also suggested interest-free short-term loans, subsidised parking (similar to hospital employees), and greater transparency about the costs associated with unpaid placements. International students have also said public transport subsidies would help them complete their placements.

    Other, more significant changes could include apprenticeship-type compensation models for healthcare students, where students get paid to study as part of their training. These schemes are already available in Scotland.

    Ultimately, we want to support more students to do health and teaching degrees to fill workforce gaps – not discourage them with high costs of studying.

    Kelly Lambert has received funding from the Australian Centre for Student Equity and Success.

    Scott William does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

    – ref. A new ‘prac payment’ has just kicked in. But it ignores many uni students – https://theconversation.com/a-new-prac-payment-has-just-kicked-in-but-it-ignores-many-uni-students-260087

    MIL OSI Analysis – EveningReport.nz –

  • MIL-OSI: BNP PARIBAS CARDIF COMPLETES THE ACQUISITION OF AXA INVESTMENT MANAGERS

    Source: GlobeNewswire (MIL-OSI)

            

    BNP PARIBAS CARDIF COMPLETES THE ACQUISITION OF
    AXA INVESTMENT MANAGERS

    PRESS RELEASE

    Paris, 01 July 2025,

    BNP Paribas Cardif has finalised the acquisition of AXA Investment Managers (AXA IM) and signed a long-term partnership with the AXA Group to manage a large part of its assets.

    This operation, announced on 1st August 2024, will enable the BNP Paribas Group to create a leading European asset management platform with over EUR 1.5 trillion in assets under management entrusted by its clients. It allows the Group to become the European leader in long-term savings management for insurers and pension funds with around EUR 850 billion, with the ambition to become the European leader in fund collection for private asset investments and positioning itself among the main providers of ETFs in Europe. This operation is also part of the Group’s core mission to support the economy by mobilising savings to finance future-oriented projects in the best interests of its clients.

    By combining the expertise of AXA IM, BNP Paribas Asset Management, and BNP Paribas REIM, this new platform will have a wide range of traditional and alternative assets, an expanded global distribution network, enhanced innovation capabilities, and a more comprehensive offering in responsible investment. It will benefit from AXA IM Alts’ market position and expertise in private assets, which are key drivers of future growth for institutional and individual clients, as well as AXA IM’s know-how in long-term asset management for insurance and retirement. In this context, BNP Paribas Cardif will leverage the capabilities of this platform for the management of a large part of its assets, notably its general funds.

    The formation of this new platform marks a major milestone in the development and growth journey of the IPS division. It will fully benefit from BNP Paribas’ integrated model, in close collaboration with the CPBS and CIB businesses, particularly within the framework of the “originate to distribute” approach.

    “This acquisition is an important moment for the entire BNP Paribas Group. We are delighted to welcome the AXA IM teams, who will find within the BNP Paribas Group a strong culture of customer service as well as ambitious growth and innovation prospects. These are teams with recognised and complementary expertise that will build together a European industrial project to better serve our clients. I have every confidence in the ability of the management teams of our asset management activities to grow the business and create value for our clients and employees,” said Jean-Laurent Bonnafé, Director and Chief Executive Officer of BNP Paribas.

    Joint working groups with AXA IM teams are already in place to reflect on and develop a common roadmap, particularly with regard to offerings and services. This roadmap will be submitted to the appropriate employee representative bodies.

    The project to merge the legal entities of AXA IM, BNP Paribas AM and BNP Paribas REIM, which would create the new platform held by BNP Paribas Cardif, is currently the subject of consultation with employee representative bodies.

    Sandro Pierri, CEO of BNP Paribas AM, will lead the BNP Paribas Group’s asset management activities and Marco Morelli, the current Executive Chairman of AXA IM, will chair the BNP Paribas Group’s asset management activities.

    From a financial perspective:

    • The Group’s revenue growth by 2026, including the impact of the transaction, will be greater than +5% (CAGR 24-26), with an average annual jaws effect of +1.5 pts.
    • Return on Invested Capital (ROIC) will be more than 14% in year three (2028) and more than 20% in year four (2029).
    • From a prudential perspective, the impact of the operation on the Group’s CET1 ratio is estimated at approximately -35bp as of the 3rd quarter 2025 results, discussions with supervisory authorities are still on going.

    An update on the progress of the operation will be provided upon the release of the third-quarter 2025 results ahead of a Deep Dive, that will take place during the first quarter 2026, focused on the Group’s trajectory including this operation.

    About BNP Paribas
    Leader in banking and financial services in Europe, BNP Paribas operates in 64 countries and has nearly 178,000 employees, including more than 144,000 in Europe. The Group has key positions in its three main fields of activity: Commercial, Personal Banking & Services for the Group’s commercial & personal banking and several specialised businesses including BNP Paribas Personal Finance and Arval; Investment & Protection Services for savings, investment and protection solutions; and Corporate & Institutional Banking, focused on corporate and institutional clients. Based on its strong diversified and integrated model, the Group helps all its clients (individuals, community associations, entrepreneurs, SMEs, corporates and institutional clients) to realise their projects through solutions spanning financing, investment, savings and protection insurance. In Europe, BNP Paribas has four domestic markets: Belgium, France, Italy and Luxembourg. The Group is rolling out its integrated commercial & personal banking model across several Mediterranean countries, Türkiye, and Eastern Europe. As a key player in international banking, the Group has leading platforms and business lines in Europe, a strong presence in the Americas as well as a solid and fast-growing business in Asia-Pacific. BNP Paribas has implemented a Corporate Social Responsibility approach in all its activities, enabling it to contribute to the construction of a sustainable future, while ensuring the Group’s performance and stability.

    BNP Paribas Press Contacts
    Hacina Habchi: hacina.habchi@bnpparibas.com +33 7 61 97 65 20
    Sandrine Romano: sandrine.romano@bnpparibas.com +33 6 71 18 13 05

    Attachment

    The MIL Network –

  • MIL-OSI: BNP PARIBAS CARDIF COMPLETES THE ACQUISITION OF AXA INVESTMENT MANAGERS

    Source: GlobeNewswire (MIL-OSI)

            

    BNP PARIBAS CARDIF COMPLETES THE ACQUISITION OF
    AXA INVESTMENT MANAGERS

    PRESS RELEASE

    Paris, 01 July 2025,

    BNP Paribas Cardif has finalised the acquisition of AXA Investment Managers (AXA IM) and signed a long-term partnership with the AXA Group to manage a large part of its assets.

    This operation, announced on 1st August 2024, will enable the BNP Paribas Group to create a leading European asset management platform with over EUR 1.5 trillion in assets under management entrusted by its clients. It allows the Group to become the European leader in long-term savings management for insurers and pension funds with around EUR 850 billion, with the ambition to become the European leader in fund collection for private asset investments and positioning itself among the main providers of ETFs in Europe. This operation is also part of the Group’s core mission to support the economy by mobilising savings to finance future-oriented projects in the best interests of its clients.

    By combining the expertise of AXA IM, BNP Paribas Asset Management, and BNP Paribas REIM, this new platform will have a wide range of traditional and alternative assets, an expanded global distribution network, enhanced innovation capabilities, and a more comprehensive offering in responsible investment. It will benefit from AXA IM Alts’ market position and expertise in private assets, which are key drivers of future growth for institutional and individual clients, as well as AXA IM’s know-how in long-term asset management for insurance and retirement. In this context, BNP Paribas Cardif will leverage the capabilities of this platform for the management of a large part of its assets, notably its general funds.

    The formation of this new platform marks a major milestone in the development and growth journey of the IPS division. It will fully benefit from BNP Paribas’ integrated model, in close collaboration with the CPBS and CIB businesses, particularly within the framework of the “originate to distribute” approach.

    “This acquisition is an important moment for the entire BNP Paribas Group. We are delighted to welcome the AXA IM teams, who will find within the BNP Paribas Group a strong culture of customer service as well as ambitious growth and innovation prospects. These are teams with recognised and complementary expertise that will build together a European industrial project to better serve our clients. I have every confidence in the ability of the management teams of our asset management activities to grow the business and create value for our clients and employees,” said Jean-Laurent Bonnafé, Director and Chief Executive Officer of BNP Paribas.

    Joint working groups with AXA IM teams are already in place to reflect on and develop a common roadmap, particularly with regard to offerings and services. This roadmap will be submitted to the appropriate employee representative bodies.

    The project to merge the legal entities of AXA IM, BNP Paribas AM and BNP Paribas REIM, which would create the new platform held by BNP Paribas Cardif, is currently the subject of consultation with employee representative bodies.

    Sandro Pierri, CEO of BNP Paribas AM, will lead the BNP Paribas Group’s asset management activities and Marco Morelli, the current Executive Chairman of AXA IM, will chair the BNP Paribas Group’s asset management activities.

    From a financial perspective:

    • The Group’s revenue growth by 2026, including the impact of the transaction, will be greater than +5% (CAGR 24-26), with an average annual jaws effect of +1.5 pts.
    • Return on Invested Capital (ROIC) will be more than 14% in year three (2028) and more than 20% in year four (2029).
    • From a prudential perspective, the impact of the operation on the Group’s CET1 ratio is estimated at approximately -35bp as of the 3rd quarter 2025 results, discussions with supervisory authorities are still on going.

    An update on the progress of the operation will be provided upon the release of the third-quarter 2025 results ahead of a Deep Dive, that will take place during the first quarter 2026, focused on the Group’s trajectory including this operation.

    About BNP Paribas
    Leader in banking and financial services in Europe, BNP Paribas operates in 64 countries and has nearly 178,000 employees, including more than 144,000 in Europe. The Group has key positions in its three main fields of activity: Commercial, Personal Banking & Services for the Group’s commercial & personal banking and several specialised businesses including BNP Paribas Personal Finance and Arval; Investment & Protection Services for savings, investment and protection solutions; and Corporate & Institutional Banking, focused on corporate and institutional clients. Based on its strong diversified and integrated model, the Group helps all its clients (individuals, community associations, entrepreneurs, SMEs, corporates and institutional clients) to realise their projects through solutions spanning financing, investment, savings and protection insurance. In Europe, BNP Paribas has four domestic markets: Belgium, France, Italy and Luxembourg. The Group is rolling out its integrated commercial & personal banking model across several Mediterranean countries, Türkiye, and Eastern Europe. As a key player in international banking, the Group has leading platforms and business lines in Europe, a strong presence in the Americas as well as a solid and fast-growing business in Asia-Pacific. BNP Paribas has implemented a Corporate Social Responsibility approach in all its activities, enabling it to contribute to the construction of a sustainable future, while ensuring the Group’s performance and stability.

    BNP Paribas Press Contacts
    Hacina Habchi: hacina.habchi@bnpparibas.com +33 7 61 97 65 20
    Sandrine Romano: sandrine.romano@bnpparibas.com +33 6 71 18 13 05

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  • MIL-OSI: Completion of the combination between Netcompany Banking Services and SDC and update on financial guidance

    Source: GlobeNewswire (MIL-OSI)

    Company announcement
    No. 16/2025

    1 July 2025

    Completion of the combination between Netcompany Banking Services and SDC and update on financial guidance

    Today, Netcompany Group A/S (“Netcompany”) has completed the previously announced agreement of 10 February 2025, namely a transaction between Netcompany, SDC A/S (“SDC”), and a majority of SDC’s shareholders whereby a newly formed company of Netcompany and SDC would merge into a combined company fully owned by Netcompany. The transaction values SDC at DKK 1 billion and includes a cash payment of DKK 1 billion from Netcompany to SDC’s shareholders.

    The transaction with SDC provides a strong foothold for Netcompany in the financial services industry, which is the highest spending vertical within IT services in Europe. In 2025, the total addressable market in DK, NO, and SE is estimated to be more than DKK 44 billion and the market is expected to grow more than 10% annually towards 2028, supporting Netcompany’s ambition of delivering continued sustainable organic growth.

    André Rogaczewski, CEO Netcompany states:
    “As we conclude the transaction with SDC, I am excited to welcome our new colleagues to Netcompany. This transaction positions Netcompany at the forefront of digital innovation in the banking sector. Together, we are embarking on a journey to redefine banking services, making them smarter, more efficient, and more customer-centric.
    We are excited about the opportunities this transaction presents within the financial services industry and expect this transaction to create innovative and best-in-class services in Denmark, Scandinavia, and the rest of Europe”  

    Klaus Skjødt, CEO Sparekassen Kronjylland states:  
    “We are excited about the future and eager to realise the full potential of this transaction and to take all the knowledge that SDC has spent over 60 years building to the next level.
    Our combined expertise and resources will empower us to deliver cutting-edge solutions and drive transformative change across the industry. I am confident that our partnership will enhance the banking experience for all stakeholders and set new standards for what both banks and their customers can expect in the future.”

    Transaction details

    • Netcompany has acquired 100% of the shares in SDC for a cash consideration of DKK 1 billion. Netcompany has made the acquisition through the newly formed company – Netcompany Banking Services A/S – which has merged with SDC resulting in a fully owned subsidiary of Netcompany in which the activities of SDC are embedded.
    • The cash consideration is funded by way of utilising current credit facilities. The transaction is fully debt financed within the existing covenants.
    • Due to integration costs, the transaction is expected to have a dilutive impact on EPS for the financial year 2025.
    • The transaction is expected to be EPS accretive (diluted) to Netcompany from the financial year 2026 compared to the financial year 2024. Furthermore, the transaction is expected to be double-digit percentage EPS accretive (diluted) by the financial year 2028 – also compared to the financial year 2024.
    • Following the completion of the transaction, Netcompany Banking Services A/S intends to renounce the Collective Bargaining Agreement between the Financial Services Union for employees in Finance (in Danish: “Finansforbundet”) and Finance Denmark (in Danish: Finans Danmark), including associated protocols, local agreements, customs, etc. The reason for the intended renunciation of the Collective Bargaining Agreement is that Netcompany operates as a provider of IT services and not as a company within the financial sector.
    • To accelerate further collaboration and support integration, all employees in SDC, who are currently based in SDC’s headquarters in Ballerup, will move to Netcompany’s headquarters in Copenhagen as of the beginning of January 2026.  

    Financial guidance
    Financial guidance for 2025 for Netcompany on a stand-alone basis, as disclosed in the Annual Report 2024, is based on organic performance metrics and hence maintained. Organic revenue growth is expected between 5% and 10% and the adjusted EBITDA margin between 16% and 19%.

    In connection with the release of the Q2 Interim Report on 14 August 2025, Netcompany will disclose expected non-organic revenue and non-organic EBITDA for 2025 which accounts for the incorporation of SDC into Netcompany Banking Services for the full second half of 2025.

    In connection with the Q3 Interim Report on 30 October 2025, Netcompany will disclose expected annual synergies as well as transaction – and integration costs, including provision for restructuring costs associated with the realisation of future synergies. In addition, a full purchase price allocation will be included in the Q3 Interim Report.

    Netcompany expects to reinitiate its share buyback programmes in connection with the Q2 Interim Report on 14 August 2025. Leverage at the end of 2025 is expected to be around 1.5x.

    As a consequence of the completion of the transaction, Netcompany’s financial aspirations for 2026 and 2027 regarding margin and revenue targets will be revised to reflect the incorporation of SDC and for this reason, the previously communicated targets are no longer relevant. The ambition to buy back shares for a total of DKK 2bn in the period from 2024 until the end of 2026 persists. Revised long-term financial aspirations will be communicated in connection with a Capital Markets Day on 31 October 2025.

    Additional information
    For additional information, please contact:

    Netcompany Group A/S
    Media:
    Jacob Therkelsen, Head of PR and Public Affairs, +45 31 12 67 08

    Investors:
    Thomas Johansen, CFO, + 45 51 19 32 24
    Frederikke Linde, Head of IR, +45 60 62 60 87

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    The MIL Network –

  • MIL-OSI: Completion of the combination between Netcompany Banking Services and SDC and update on financial guidance

    Source: GlobeNewswire (MIL-OSI)

    Company announcement
    No. 16/2025

    1 July 2025

    Completion of the combination between Netcompany Banking Services and SDC and update on financial guidance

    Today, Netcompany Group A/S (“Netcompany”) has completed the previously announced agreement of 10 February 2025, namely a transaction between Netcompany, SDC A/S (“SDC”), and a majority of SDC’s shareholders whereby a newly formed company of Netcompany and SDC would merge into a combined company fully owned by Netcompany. The transaction values SDC at DKK 1 billion and includes a cash payment of DKK 1 billion from Netcompany to SDC’s shareholders.

    The transaction with SDC provides a strong foothold for Netcompany in the financial services industry, which is the highest spending vertical within IT services in Europe. In 2025, the total addressable market in DK, NO, and SE is estimated to be more than DKK 44 billion and the market is expected to grow more than 10% annually towards 2028, supporting Netcompany’s ambition of delivering continued sustainable organic growth.

    André Rogaczewski, CEO Netcompany states:
    “As we conclude the transaction with SDC, I am excited to welcome our new colleagues to Netcompany. This transaction positions Netcompany at the forefront of digital innovation in the banking sector. Together, we are embarking on a journey to redefine banking services, making them smarter, more efficient, and more customer-centric.
    We are excited about the opportunities this transaction presents within the financial services industry and expect this transaction to create innovative and best-in-class services in Denmark, Scandinavia, and the rest of Europe”  

    Klaus Skjødt, CEO Sparekassen Kronjylland states:  
    “We are excited about the future and eager to realise the full potential of this transaction and to take all the knowledge that SDC has spent over 60 years building to the next level.
    Our combined expertise and resources will empower us to deliver cutting-edge solutions and drive transformative change across the industry. I am confident that our partnership will enhance the banking experience for all stakeholders and set new standards for what both banks and their customers can expect in the future.”

    Transaction details

    • Netcompany has acquired 100% of the shares in SDC for a cash consideration of DKK 1 billion. Netcompany has made the acquisition through the newly formed company – Netcompany Banking Services A/S – which has merged with SDC resulting in a fully owned subsidiary of Netcompany in which the activities of SDC are embedded.
    • The cash consideration is funded by way of utilising current credit facilities. The transaction is fully debt financed within the existing covenants.
    • Due to integration costs, the transaction is expected to have a dilutive impact on EPS for the financial year 2025.
    • The transaction is expected to be EPS accretive (diluted) to Netcompany from the financial year 2026 compared to the financial year 2024. Furthermore, the transaction is expected to be double-digit percentage EPS accretive (diluted) by the financial year 2028 – also compared to the financial year 2024.
    • Following the completion of the transaction, Netcompany Banking Services A/S intends to renounce the Collective Bargaining Agreement between the Financial Services Union for employees in Finance (in Danish: “Finansforbundet”) and Finance Denmark (in Danish: Finans Danmark), including associated protocols, local agreements, customs, etc. The reason for the intended renunciation of the Collective Bargaining Agreement is that Netcompany operates as a provider of IT services and not as a company within the financial sector.
    • To accelerate further collaboration and support integration, all employees in SDC, who are currently based in SDC’s headquarters in Ballerup, will move to Netcompany’s headquarters in Copenhagen as of the beginning of January 2026.  

    Financial guidance
    Financial guidance for 2025 for Netcompany on a stand-alone basis, as disclosed in the Annual Report 2024, is based on organic performance metrics and hence maintained. Organic revenue growth is expected between 5% and 10% and the adjusted EBITDA margin between 16% and 19%.

    In connection with the release of the Q2 Interim Report on 14 August 2025, Netcompany will disclose expected non-organic revenue and non-organic EBITDA for 2025 which accounts for the incorporation of SDC into Netcompany Banking Services for the full second half of 2025.

    In connection with the Q3 Interim Report on 30 October 2025, Netcompany will disclose expected annual synergies as well as transaction – and integration costs, including provision for restructuring costs associated with the realisation of future synergies. In addition, a full purchase price allocation will be included in the Q3 Interim Report.

    Netcompany expects to reinitiate its share buyback programmes in connection with the Q2 Interim Report on 14 August 2025. Leverage at the end of 2025 is expected to be around 1.5x.

    As a consequence of the completion of the transaction, Netcompany’s financial aspirations for 2026 and 2027 regarding margin and revenue targets will be revised to reflect the incorporation of SDC and for this reason, the previously communicated targets are no longer relevant. The ambition to buy back shares for a total of DKK 2bn in the period from 2024 until the end of 2026 persists. Revised long-term financial aspirations will be communicated in connection with a Capital Markets Day on 31 October 2025.

    Additional information
    For additional information, please contact:

    Netcompany Group A/S
    Media:
    Jacob Therkelsen, Head of PR and Public Affairs, +45 31 12 67 08

    Investors:
    Thomas Johansen, CFO, + 45 51 19 32 24
    Frederikke Linde, Head of IR, +45 60 62 60 87

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    The MIL Network –

  • MIL-OSI: EUR 150 million share buyback completed

    Source: GlobeNewswire (MIL-OSI)

    Schiphol, July 1, 2025 – Aegon today announces the completion of its EUR 150 million share buyback program that began on January 13, 2025.

    Between January 13, 2025, and June 30, 2025, 25,200,170 common shares were repurchased for a total amount of EUR 150 million at an average price of EUR 5.9641 per share. Aegon will use 6,720,045 common shares to meet its obligations resulting from share-based compensation plans for senior management and cancel the remainder of the repurchased shares in the second half of 2025.

    For further details, visit our share buyback updates page at aegon.com.

    Contacts

    About Aegon
    Aegon is an international financial services holding company. Aegon’s ambition is to build leading businesses that offer their customers investment, protection, and retirement solutions. Aegon’s portfolio of businesses includes fully owned businesses in the United States and United Kingdom, and a global asset manager. Aegon also creates value by combining its international expertise with strong local partners via insurance joint-ventures in Spain & Portugal, China, and Brazil, and via asset management partnerships in France and China. In addition, Aegon owns a Bermuda-based life insurer and generates value via a strategic shareholding in a market leading Dutch insurance and pensions company.

    Aegon’s purpose of helping people live their best lives runs through all its activities. As a leading global investor and employer, Aegon seeks to have a positive impact by addressing critical environmental and societal issues. Aegon is headquartered in Schiphol, the Netherlands, domiciled in Bermuda, and listed on Euronext Amsterdam and the New York Stock Exchange. More information can be found at aegon.com.

    Forward-looking statements
    The statements contained in this document that are not historical facts are forward-looking statements as defined in the US Private Securities Litigation Reform Act of 1995. The following are words that identify such forward-looking statements: aim, believe, estimate, target, intend, may, expect, anticipate, predict, project, counting on, plan, continue, want, forecast, goal, should, would, could, is confident, will, and similar expressions as they relate to Aegon. These statements may contain information about financial prospects, economic conditions and trends and involve risks and uncertainties. In addition, any statements that refer to sustainability, environmental and social targets, commitments, goals, efforts and expectations and other events or circumstances that are partially dependent on future events are forward-looking statements. These statements are not guarantees of future performance and involve risks, uncertainties and assumptions that are difficult to predict. Aegon undertakes no obligation, and expressly disclaims any duty, to publicly update or revise any forward-looking statements. Readers are cautioned not to place undue reliance on these forward-looking statements, which merely reflect company expectations at the time of writing. Actual results may differ materially and adversely from expectations conveyed in forward-looking statements due to changes caused by various risks and uncertainties. Such risks and uncertainties include but are not limited to the following:

    • Changes in general economic and/or governmental conditions, particularly in Bermuda, the United States, the United Kingdom and in relation to Aegon’s shareholding in ASR Nederland N.V. and asset management business, the Netherlands;
    • Civil unrest, (geo-) political tensions, military action or other instability in countries or geographic regions that affect our operations or that affect global markets;
    • Changes in the performance of financial markets, including emerging markets, such as with regard to:         
      • The frequency and severity of defaults by issuers in Aegon’s fixed income investment portfolios;
      • The effects of corporate bankruptcies and/or accounting restatements on the financial markets and the resulting decline in the value of equity and debt securities Aegon holds;
      • The effects of declining creditworthiness of certain public sector securities and the resulting decline in the value of government exposure that Aegon holds;
      • The impact from volatility in credit, equity, and interest rates;
    • Changes in the performance of Aegon’s investment portfolio and decline in ratings of Aegon’s counterparties;
    • The effect of tariffs and potential trade wars on trading markets and on economic growth, globally and in the markets where Aegon operates.
    • Lowering of one or more of Aegon’s debt ratings issued by recognized rating organizations and the adverse impact such action may have on Aegon’s ability to raise capital and on its liquidity and financial condition;
    • Lowering of one or more of insurer financial strength ratings of Aegon’s insurance subsidiaries and the adverse impact such action may have on the written premium, policy retention, profitability and liquidity of its insurance subsidiaries;
    • The effect of applicable Bermuda solvency requirements, the European Union’s Solvency II requirements, and applicable equivalent solvency requirements and other regulations in other jurisdictions affecting the capital Aegon is required to maintain and our ability to pay dividends;
    • Changes in the European Commissions’ or European regulator’s position on the equivalence of the supervisory regime for insurance and reinsurance undertakings in force in Bermuda;
    • Changes affecting interest rate levels and low or rapidly changing interest rate levels;
    • Changes affecting currency exchange rates, in particular the EUR/USD and EUR/GBP exchange rates;
    • The effects of global inflation, or inflation in the markets where Aegon operates;
    • Changes in the availability of, and costs associated with, liquidity sources such as bank and capital markets funding, as well as conditions in the credit markets in general such as changes in borrower and counterparty creditworthiness;
    • Increasing levels of competition, particularly in the United States, the United Kingdom, emerging markets and in relation to Aegon’s shareholding in ASR Nederland N.V. and asset management business, the Netherlands;
    • Catastrophic events, either manmade or by nature, including by way of example acts of God, acts of terrorism, acts of war and pandemics, could result in material losses and significantly interrupt Aegon’s business;
    • The frequency and severity of insured loss events;
    • Changes affecting longevity, mortality, morbidity, persistence and other factors that may impact the profitability of Aegon’s insurance products and management of derivatives;
    • Aegon’s projected results are highly sensitive to complex mathematical models of financial markets, mortality, longevity, and other dynamic systems subject to shocks and unpredictable volatility. Should assumptions to these models later prove incorrect, or should errors in those models escape the controls in place to detect them, future performance will vary from projected results;
    • Reinsurers to whom Aegon has ceded significant underwriting risks may fail to meet their obligations;
    • Changes in customer behavior and public opinion in general related to, among other things, the type of products Aegon sells, including legal, regulatory or commercial necessity to meet changing customer expectations;
    • Customer responsiveness to both new products and distribution channels;
    • Third-party information used by us may prove to be inaccurate and change over time as methodologies and data availability and quality continue to evolve impacting our results and disclosures;
    • As Aegon’s operations support complex transactions and are highly dependent on the proper functioning of information technology, operational risks such as system disruptions or failures, security or data privacy breaches, cyberattacks, human error, failure to safeguard personally identifiable information, changes in operational practices or inadequate controls including with respect to third parties with which Aegon does business, may disrupt Aegon’s business, damage its reputation and adversely affect its results of operations, financial condition and cash flows;
    • Aegon’s failure to swiftly, effectively, and securely adapt and integrate emerging technologies;
    • The impact of acquisitions and divestitures, restructurings, product withdrawals and other unusual items, including Aegon’s ability to complete, or obtain regulatory approval for, acquisitions and divestitures, integrate acquisitions, and realize anticipated results from such transactions, and its ability to separate businesses as part of divestitures;
    • Aegon’s failure to achieve anticipated levels of earnings or operational efficiencies, as well as other management initiatives related to cost savings, Cash Capital at Holding, gross financial leverage and free cash flow;
    • Changes in the policies of central banks and/or governments;
    • Litigation or regulatory action that could require Aegon to pay significant damages or change the way Aegon does business;
    • Competitive, legal, regulatory, or tax changes that affect profitability, the distribution cost of or demand for Aegon’s products;
    • Consequences of an actual or potential break-up of the European Monetary Union in whole or in part, or further consequences of the exit of the United Kingdom from the European Union and potential consequences if other European Union countries leave the European Union;
    • Changes in laws and regulations, or the interpretation thereof by regulators and courts, including as a result of comprehensive reform or shifts away from multilateral approaches to regulation of global or national operations, particularly regarding those laws and regulations related to ESG matters, those affecting Aegon’s operations’ ability to hire and retain key personnel, taxation of Aegon companies, the products Aegon sells, the attractiveness of certain products to its consumers and Aegon’s intellectual property;
    • Regulatory changes relating to the pensions, investment, insurance industries and enforcing adjustments in the jurisdictions in which Aegon operates;
    • Standard setting initiatives of supranational standard setting bodies such as the Financial Stability Board and the International Association of Insurance Supervisors or changes to such standards that may have an impact on regional (such as EU), national (such as Bermuda) or US federal or state level financial regulation or the application thereof to Aegon;
    • Changes in accounting regulations and policies or a change by Aegon in applying such regulations and policies, voluntarily or otherwise, which may affect Aegon’s reported results, shareholders’ equity or regulatory capital adequacy levels;
    • The rapidly changing landscape for ESG responsibilities, leading to potential challenges by private parties and governmental authorities, and/or changes in ESG standards and requirements, including assumptions, methodology and materiality, or a change by Aegon in applying such standards and requirements, voluntarily or otherwise, may affect Aegon’s ability to meet evolving standards and requirements, or Aegon’s ability to meet its sustainability and ESG-related goals, or related public expectations, which may also negatively affect Aegon’s reputation or the reputation of its board of directors or its management;
    • Unexpected delays, difficulties, and expenses in executing against Aegon’s environmental, climate, or other ESG targets, goals and commitments, and changes in laws or regulations affecting us, such as changes in data privacy, environmental, health and safety laws; and
    • Reliance on third-party information in certain of Aegon’s disclosures, which may change over time as methodologies and data availability and quality continue to evolve. These factors, as well as any inaccuracies in third-party information used by Aegon, including in estimates or assumptions, may cause results to differ materially and adversely from statements, estimates, and beliefs made by Aegon or third-parties. Moreover, Aegon’s disclosures based on any standards may change due to revisions in framework requirements, availability of information, changes in its business or applicable governmental policies, or other factors, some of which may be beyond Aegon’s control. Additionally, Aegon’s discussion of various ESG and other sustainability issues in this document or in other locations, including on our corporate website, may be informed by the interests of various stakeholders, as well as various ESG standards, frameworks, and regulations (including for the measurement and assessment of underlying data). As such, our disclosures on such issues, including climate-related disclosures, may include information that is not necessarily “material” under US securities laws for SEC reporting purposes, even if we use words such as “material” or “materiality” in relation to those statements. ESG expectations continue to evolve, often quickly, including for matters outside of our control; our disclosures are inherently dependent on the methodology (including any related assumptions or estimates) and data used, and there can be no guarantee that such disclosures will necessarily reflect or be consistent with the preferred practices or interpretations of particular stakeholders, either currently or in future.

    This document contains information that qualifies, or may qualify, as inside information within the meaning of Article 7(1) of the EU Market Abuse Regulation (596/2014). Further details of potential risks and uncertainties affecting Aegon are described in its filings with the Netherlands Authority for the Financial Markets and the US Securities and Exchange Commission, including the 2024 Integrated Annual Report. These forward-looking statements speak only as of the date of this document. Except as required by any applicable law or regulation, Aegon expressly disclaims any obligation or undertaking to release publicly any updates or revisions to any forward-looking statements contained herein to reflect any change in Aegon’s expectations with regard thereto or any change in events, conditions or circumstances on which any such statement is based.

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  • MIL-OSI: ZetaDisplay and ENRA Technologies Partner to Drive Digital Signage Innovation in South Africa

    Source: GlobeNewswire (MIL-OSI)

    Leading European digital signage provider ZetaDisplay has announced an exciting new partnership with ENRA Technologies, a rapidly growing South African IT and AV solutions company, to accelerate the adoption of digital signage across South Africa and the wider African and Middle Eastern markets.

    This strategic collaboration will leverage ZetaDisplay’s proprietary Engage Suite, an advanced digital signage software platform, to offer a full-service digital signage solution to businesses in retail, manufacturing, finance, and insurance. Together, ENRA and ZetaDisplay will combine their expertise to create innovative, data-driven digital experiences that enhance customer engagement and operational efficiency.

    Raees Mukuddem, CEO and Founder of ENRA Technologies says:

    “The digital signage market in South Africa is still in its infancy, but we’ve recognised its immense potential. By partnering with ZetaDisplay, an internationally recognised leader in this space, we are bringing best-in-class full-service solutions to the market. We believe in success through collaboration—what we call ‘evoking Ubuntu’—and we’re excited to work alongside ZetaDisplay to transform the industry.”

    ENRA Technologies, founded in 2008, has grown from humble beginnings into a powerhouse delivering IT-managed services, integrated AV, security, and electronics across Africa and the Middle East. With a commitment to service excellence, the company has built strong, long-term relationships with major clients such as Woolworths, University of the Western Cape, Western Cape Government as well as other Public and Private sector Enterprises.

    A Level One Black Economic Empowerment (BEE) company, ENRA is deeply committed to driving economic transformation in South Africa and has been recognised as a three-time Impumelelo Award winner for business excellence.

    Ola Sæverås, Chief Business Officer at ZetaDisplay comments:

    “ENRA is the perfect partner for expanding into the South African market. They are incredibly well-established, working with leading brands and enterprise clients across the region. Their deep local expertise, combined with our innovative Engage Suite CMS platform, will allow us to create powerful digital signage solutions tailored to regional business needs.”

    The partnership is already making waves, with ENRA actively pursuing major digital signage rollouts with a leading South African retail chain with over 750 stores and one of the country’s top universities.

    At the heart of this collaboration is ZetaDisplay’s Engage Suite, a next-generation CMS designed for omnichannel content management, real-time data analytics and programmatic advertising integration. The platform will empower South African businesses to create seamless, automated and highly targeted digital signage campaigns.

    This partnership signals a new era for digital signage in South Africa, bringing together European innovation and African expertise to create engaging, effective, and future-proof digital solutions.

    For further information please contact:

    Ola Sæverås
    Chief Business Officer – ZetaDisplay Group
    Phone: +47 41 678 234
    Email: ola@zetadisplay.com  

    Raees Mukuddem 
    CEO / Founder – ENRA technologies South Africa
    Tel: +27 72 786 1856
    Email: raees@enra.co.za

    ABOUT ENRA Technologies

    Founded in 2008 ENRA Technologies CC (“ENRA”) is a B-BBEE Level 1, South African ICT organisation headquartered in Cape Town with a satellite office in Johannesburg servicing clients throughout the country and the wider African continent.
    ENRA’s core business is turnkey solutions design, implementation and maintenance of IT, Audio Visual and Security systems for government and private sector entities.
    ENRA is deeply committed to driving economic transformation in South Africa and has been recognised as a three-time Impumelelo Award winner for business excellence.
    More information at: www.enra.co.za/

    ABOUT ZETADISPLAY

    ZetaDisplay was founded 2003 in Sweden as one of the early pioneers of digital signage software and solutions. Today ZetaDisplay is of the leading European corporations in the digital signage market and a leading force in the European and global digital signage industry.

    Our proprietary software platform, digital business development and consulting services, innovative digital signage solutions, and creative concepts regularly inspire- influence and guide millions of people every day in retail environments, in restaurants, on advertising screens, in factories, on trains, on cruise ships, in stadiums, in workplaces and in all types of public spaces indoor and outdoor. ZetaDisplay is one of the largest leading European digital signage companies with direct operations in eight European countries and the US with +125,000 active installations in over 50 countries, across all major continents where we are the business partner of choice for many of the worlds most respected blue-chip brands and companies.

    ZetaDisplay is based in Malmö-Sweden, has a turnover of SEK +600 million and employs approx. 250 co-workers. ZetaDisplay is owned by the investment company Hanover Investors.

    More information about ZetaDisplay can be found on the group global website www.zetadisplay.com or for Investor relations at www.ir.zetadisplay.com  or for owner information at www.hanoverinvestors.com.

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    The MIL Network –

  • MIL-OSI: EUR 200 million share buyback begins

    Source: GlobeNewswire (MIL-OSI)

    Schiphol, July 1, 2025 – Aegon today begins a EUR 200 million share buyback that was announced on May 16, 2025. The share buyback is expected to be completed by December 15, 2025, barring unforeseen circumstances.

    Aegon has entered into an agreement with its largest shareholder, Vereniging Aegon, to participate in the new EUR 200 million share buyback program. Vereniging Aegon will participate pro-rata in the share buyback program based on its combined common shares and common shares B which represent about 18.4% of the total shareholders’ voting rights that are currently exercisable. This results in a buyback amount of EUR 37 million. The number of common shares that Aegon will repurchase from Vereniging Aegon will be determined based on the daily volume-weighted average price per common share on Euronext Amsterdam.

    Aegon will engage a third party to execute the buyback transactions on its behalf. The common shares will be repurchased at a maximum of the average of the daily volume-weighted average price per common share during the repurchase period. Aegon intends to cancel the shares it repurchases during this share buyback program.

    The share buyback program will be executed in compliance with the EU’s Market Abuse Regulation and within the limitations of the existing authority as granted by our shareholders at our annual general meeting held on June 12, 2025. For further details, visit our share buyback updates page at aegon.com.

    Contacts

    About Aegon
    Aegon is an international financial services holding company. Aegon’s ambition is to build leading businesses that offer their customers investment, protection, and retirement solutions. Aegon’s portfolio of businesses includes fully owned businesses in the United States and United Kingdom, and a global asset manager. Aegon also creates value by combining its international expertise with strong local partners via insurance joint-ventures in Spain & Portugal, China, and Brazil, and via asset management partnerships in France and China. In addition, Aegon owns a Bermuda-based life insurer and generates value via a strategic shareholding in a market leading Dutch insurance and pensions company.

    Aegon’s purpose of helping people live their best lives runs through all its activities. As a leading global investor and employer, Aegon seeks to have a positive impact by addressing critical environmental and societal issues. Aegon is headquartered in Schiphol, the Netherlands, domiciled in Bermuda, and listed on Euronext Amsterdam and the New York Stock Exchange. More information can be found at aegon.com.

    Forward-looking statements
    The statements contained in this document that are not historical facts are forward-looking statements as defined in the US Private Securities Litigation Reform Act of 1995. The following are words that identify such forward-looking statements: aim, believe, estimate, target, intend, may, expect, anticipate, predict, project, counting on, plan, continue, want, forecast, goal, should, would, could, is confident, will, and similar expressions as they relate to Aegon. These statements may contain information about financial prospects, economic conditions and trends and involve risks and uncertainties. In addition, any statements that refer to sustainability, environmental and social targets, commitments, goals, efforts and expectations and other events or circumstances that are partially dependent on future events are forward-looking statements. These statements are not guarantees of future performance and involve risks, uncertainties and assumptions that are difficult to predict. Aegon undertakes no obligation, and expressly disclaims any duty, to publicly update or revise any forward-looking statements. Readers are cautioned not to place undue reliance on these forward-looking statements, which merely reflect company expectations at the time of writing. Actual results may differ materially and adversely from expectations conveyed in forward-looking statements due to changes caused by various risks and uncertainties. Such risks and uncertainties include but are not limited to the following:

    • Changes in general economic and/or governmental conditions, particularly in Bermuda, the United States, the United Kingdom and in relation to Aegon’s shareholding in ASR Nederland N.V. and asset management business, the Netherlands;
    • Civil unrest, (geo-) political tensions, military action or other instability in countries or geographic regions that affect our operations or that affect global markets;
    • Changes in the performance of financial markets, including emerging markets, such as with regard to:         
      • The frequency and severity of defaults by issuers in Aegon’s fixed income investment portfolios;
      • The effects of corporate bankruptcies and/or accounting restatements on the financial markets and the resulting decline in the value of equity and debt securities Aegon holds;
      • The effects of declining creditworthiness of certain public sector securities and the resulting decline in the value of government exposure that Aegon holds;
      • The impact from volatility in credit, equity, and interest rates;
    • Changes in the performance of Aegon’s investment portfolio and decline in ratings of Aegon’s counterparties;
    • The effect of tariffs and potential trade wars on trading markets and on economic growth, globally and in the markets where Aegon operates.
    • Lowering of one or more of Aegon’s debt ratings issued by recognized rating organizations and the adverse impact such action may have on Aegon’s ability to raise capital and on its liquidity and financial condition;
    • Lowering of one or more of insurer financial strength ratings of Aegon’s insurance subsidiaries and the adverse impact such action may have on the written premium, policy retention, profitability and liquidity of its insurance subsidiaries;
    • The effect of applicable Bermuda solvency requirements, the European Union’s Solvency II requirements, and applicable equivalent solvency requirements and other regulations in other jurisdictions affecting the capital Aegon is required to maintain and our ability to pay dividends;
    • Changes in the European Commissions’ or European regulator’s position on the equivalence of the supervisory regime for insurance and reinsurance undertakings in force in Bermuda;
    • Changes affecting interest rate levels and low or rapidly changing interest rate levels;
    • Changes affecting currency exchange rates, in particular the EUR/USD and EUR/GBP exchange rates;
    • The effects of global inflation, or inflation in the markets where Aegon operates;
    • Changes in the availability of, and costs associated with, liquidity sources such as bank and capital markets funding, as well as conditions in the credit markets in general such as changes in borrower and counterparty creditworthiness;
    • Increasing levels of competition, particularly in the United States, the United Kingdom, emerging markets and in relation to Aegon’s shareholding in ASR Nederland N.V. and asset management business, the Netherlands;
    • Catastrophic events, either manmade or by nature, including by way of example acts of God, acts of terrorism, acts of war and pandemics, could result in material losses and significantly interrupt Aegon’s business;
    • The frequency and severity of insured loss events;
    • Changes affecting longevity, mortality, morbidity, persistence and other factors that may impact the profitability of Aegon’s insurance products and management of derivatives;
    • Aegon’s projected results are highly sensitive to complex mathematical models of financial markets, mortality, longevity, and other dynamic systems subject to shocks and unpredictable volatility. Should assumptions to these models later prove incorrect, or should errors in those models escape the controls in place to detect them, future performance will vary from projected results;
    • Reinsurers to whom Aegon has ceded significant underwriting risks may fail to meet their obligations;
    • Changes in customer behavior and public opinion in general related to, among other things, the type of products Aegon sells, including legal, regulatory or commercial necessity to meet changing customer expectations;
    • Customer responsiveness to both new products and distribution channels;
    • Third-party information used by us may prove to be inaccurate and change over time as methodologies and data availability and quality continue to evolve impacting our results and disclosures;
    • As Aegon’s operations support complex transactions and are highly dependent on the proper functioning of information technology, operational risks such as system disruptions or failures, security or data privacy breaches, cyberattacks, human error, failure to safeguard personally identifiable information, changes in operational practices or inadequate controls including with respect to third parties with which Aegon does business, may disrupt Aegon’s business, damage its reputation and adversely affect its results of operations, financial condition and cash flows;
    • Aegon’s failure to swiftly, effectively, and securely adapt and integrate emerging technologies;
    • The impact of acquisitions and divestitures, restructurings, product withdrawals and other unusual items, including Aegon’s ability to complete, or obtain regulatory approval for, acquisitions and divestitures, integrate acquisitions, and realize anticipated results from such transactions, and its ability to separate businesses as part of divestitures;
    • Aegon’s failure to achieve anticipated levels of earnings or operational efficiencies, as well as other management initiatives related to cost savings, Cash Capital at Holding, gross financial leverage and free cash flow;
    • Changes in the policies of central banks and/or governments;
    • Litigation or regulatory action that could require Aegon to pay significant damages or change the way Aegon does business;
    • Competitive, legal, regulatory, or tax changes that affect profitability, the distribution cost of or demand for Aegon’s products;
    • Consequences of an actual or potential break-up of the European Monetary Union in whole or in part, or further consequences of the exit of the United Kingdom from the European Union and potential consequences if other European Union countries leave the European Union;
    • Changes in laws and regulations, or the interpretation thereof by regulators and courts, including as a result of comprehensive reform or shifts away from multilateral approaches to regulation of global or national operations, particularly regarding those laws and regulations related to ESG matters, those affecting Aegon’s operations’ ability to hire and retain key personnel, taxation of Aegon companies, the products Aegon sells, the attractiveness of certain products to its consumers and Aegon’s intellectual property;
    • Regulatory changes relating to the pensions, investment, insurance industries and enforcing adjustments in the jurisdictions in which Aegon operates;
    • Standard setting initiatives of supranational standard setting bodies such as the Financial Stability Board and the International Association of Insurance Supervisors or changes to such standards that may have an impact on regional (such as EU), national (such as Bermuda) or US federal or state level financial regulation or the application thereof to Aegon;
    • Changes in accounting regulations and policies or a change by Aegon in applying such regulations and policies, voluntarily or otherwise, which may affect Aegon’s reported results, shareholders’ equity or regulatory capital adequacy levels;
    • The rapidly changing landscape for ESG responsibilities, leading to potential challenges by private parties and governmental authorities, and/or changes in ESG standards and requirements, including assumptions, methodology and materiality, or a change by Aegon in applying such standards and requirements, voluntarily or otherwise, may affect Aegon’s ability to meet evolving standards and requirements, or Aegon’s ability to meet its sustainability and ESG-related goals, or related public expectations, which may also negatively affect Aegon’s reputation or the reputation of its board of directors or its management;
    • Unexpected delays, difficulties, and expenses in executing against Aegon’s environmental, climate, or other ESG targets, goals and commitments, and changes in laws or regulations affecting us, such as changes in data privacy, environmental, health and safety laws; and
    • Reliance on third-party information in certain of Aegon’s disclosures, which may change over time as methodologies and data availability and quality continue to evolve. These factors, as well as any inaccuracies in third-party information used by Aegon, including in estimates or assumptions, may cause results to differ materially and adversely from statements, estimates, and beliefs made by Aegon or third-parties. Moreover, Aegon’s disclosures based on any standards may change due to revisions in framework requirements, availability of information, changes in its business or applicable governmental policies, or other factors, some of which may be beyond Aegon’s control. Additionally, Aegon’s discussion of various ESG and other sustainability issues in this document or in other locations, including on our corporate website, may be informed by the interests of various stakeholders, as well as various ESG standards, frameworks, and regulations (including for the measurement and assessment of underlying data). As such, our disclosures on such issues, including climate-related disclosures, may include information that is not necessarily “material” under US securities laws for SEC reporting purposes, even if we use words such as “material” or “materiality” in relation to those statements. ESG expectations continue to evolve, often quickly, including for matters outside of our control; our disclosures are inherently dependent on the methodology (including any related assumptions or estimates) and data used, and there can be no guarantee that such disclosures will necessarily reflect or be consistent with the preferred practices or interpretations of particular stakeholders, either currently or in future.

    This document contains information that qualifies, or may qualify, as inside information within the meaning of Article 7(1) of the EU Market Abuse Regulation (596/2014). Further details of potential risks and uncertainties affecting Aegon are described in its filings with the Netherlands Authority for the Financial Markets and the US Securities and Exchange Commission, including the 2024 Integrated Annual Report. These forward-looking statements speak only as of the date of this document. Except as required by any applicable law or regulation, Aegon expressly disclaims any obligation or undertaking to release publicly any updates or revisions to any forward-looking statements contained herein to reflect any change in Aegon’s expectations with regard thereto or any change in events, conditions or circumstances on which any such statement is based.

    Attachment

    The MIL Network –

  • MIL-OSI: Lay jury verdict in the TriZetto trial

    Source: GlobeNewswire (MIL-OSI)

                                                                    Press Release

    Lay jury verdict in the TriZetto trial

    Paris – July 1st, 2025. Atos Group acknowledges that, on 30 June 2025, a lay jury in the United States District Court for the Southern District of New York awarded compensatory damages in the amount of close to 70 million dollars to be paid by Syntel to TriZetto, as part of Syntel’s ongoing litigation with Cognizant and its subsidiary Trizetto, for damages due to Syntel’s misappropriation and copyright infringement. The case started in 2015 between Syntel and TriZetto and predated the 2018 acquisition of Syntel by Atos.

    The lay jury verdict will now be reviewed by the judge and a final decision is expected within the following months, which could be assorted of punitive damages. Atos will have the right to appeal.

    ***

    About Atos Group

    Atos Group is a global leader in digital transformation with c. 72,000 employees and annual revenue of c. € 10 billion, operating in 68 countries under two brands – — Atos for services and Eviden for products. European number one in cybersecurity, cloud and high-performance computing, Atos Group is committed to a secure and decarbonized future and provides tailored AI-powered, end-to-end solutions for all industries. Atos is a SE (Societas Europaea) and listed on Euronext Paris.

    The purpose of Atos Group is to help design the future of the information space. Its expertise and services support the development of knowledge, education and research in a multicultural approach and contribute to the development of scientific and technological excellence. Across the world, the Group enables its customers and employees, and members of societies at large to live, work and develop sustainably, in a safe and secure information space.

    Press contact

    Investor relations: investors@atos.net

    Individual shareholders: +33 8 05 65 00 75

    Media relations: globalprteam@atos.net

    Attachment

    The MIL Network –

  • MIL-OSI: Onefxclub net Equips Users With Advanced Analysis Tools

    Source: GlobeNewswire (MIL-OSI)

    LAUNCESTON, Australia, July 01, 2025 (GLOBE NEWSWIRE) — Onefxclub.net, a company specializing in financial services, has expanded its offering by providing users with advanced tools designed to assist in making informed decisions based on comprehensive data. These tools aim to support individuals in understanding market information more clearly and efficiently. The availability of enhanced analysis resources reflects the company’s dedication to enabling its user base to better navigate the financial environment through careful examination of relevant indicators and patterns.

    The recent improvements underscore the increasing importance of accessible analytical capabilities within the financial sector. Through detailed graphical data, real-time updates, and customizable features, the tools facilitate a deeper insight into financial movements without requiring specialized expertise. The value of these resources lies in their capacity to help users interpret various factors that influence financial outcomes, ultimately promoting more calculated and thoughtful decision-making processes.

    Feedback from multiple sources has emphasized the practicality and clarity of the new features. A Onefxclub.net review highlights how the tools contribute to clearer visualization of trends, which assists users in evaluating scenarios with greater confidence. By streamlining the process of data interpretation, these analytical aids reduce the likelihood of misunderstandings. The review points out that this clarity serves as an important support system for anyone seeking to deepen their financial knowledge.

    Another aspect underlined in a Onefxclub net review relates to the flexibility offered by the platform. Users can tailor the tools to their preferences, focusing on specific data points relevant to their particular interests or needs. This customization enables a more targeted experience, allowing each person to concentrate on the areas that matter most to them. Such personalization is seen as a meaningful enhancement, fostering a user-friendly environment that respects individual priorities and learning styles.

    Importantly, the Onefxclub.net review also notes the balance struck between simplicity and detail. While providing access to comprehensive datasets, the tools maintain an approachable design that avoids overwhelming users. This balance ensures that the resources are suitable for a broad audience, including those who may be new to the financial field as well as more experienced individuals. The emphasis on ease of use without sacrificing depth marks a thoughtful effort to support diverse user backgrounds.

    The company’s commitment to ongoing refinement is apparent through continuous updates and improvements to the analytical tools. Feedback mechanisms encourage users to share their experiences and suggest enhancements, which in turn informs further development. This responsive attitude highlights a focus on practical usefulness. Such a methodical progression helps maintain the relevance and reliability of the tools in a changing financial landscape.

    In conclusion, the introduction of advanced analysis tools by Onefxclub represents a noteworthy step toward enriching the resources available to those engaged in financial activities. The tools assist users in better understanding complex information, allowing for more informed choices and greater confidence. The emphasis on accessibility, clarity, and customization underlines a commitment to user support that has been recognized in multiple reviews.

    About Onefxclub.net

    Onefxclub.net operates as a financial services provider with a focus on offering comprehensive analysis solutions that help users process and understand various market indicators. It operates on an international scale, maintaining active partnerships and engagements across over 30+ countries worldwide. Its global presence reflects a broad and diverse network of financial operations. The company prioritizes clear and effective tools that can be adapted to individual needs, helping its audience navigate financial data with more ease and confidence. By equipping users with these resources, the company supports a more informed approach to managing financial matters.

    Serving a diverse clientele, Onefxclub consistently works to enhance the quality and relevance of its offerings. The company listens closely to user feedback to adjust its tools, ensuring they remain practical and useful. This ongoing commitment reflects an understanding of the evolving demands within financial environments and a dedication to helping users better grasp and respond to financial information.

    Company Details

    Company Name: Onefxclub
    Email Address: support@onefxclub.net
    Company Address: LAUNCESTON TAS, 7250 Tasmania, Australia.
    Company Website: https://onefxclub.net

    Disclaimer: This press release is provided by Onefxclub. The statements, views, and opinions expressed in this content are solely those of the content provider and do not necessarily reflect the views of this media platform or its publisher. We do not endorse, verify, or guarantee the accuracy, completeness, or reliability of any information presented. This content is for informational purposes only and should not be considered financial, investment, or trading advice. Investing in crypto and mining related opportunities involves significant risks, including the potential loss of capital. Readers are strongly encouraged to conduct their own research and consult with a qualified financial advisor before making any investment decisions. However, due to the inherently speculative nature of the blockchain sector–including cryptocurrency, NFTs, and mining–complete accuracy cannot always be guaranteed. Neither the media platform nor the publisher shall be held responsible for any fraudulent activities, misrepresentations, or financial losses arising from the content of this press release. Speculate only with funds that you can afford to lose. Neither the media platform nor the publisher shall be held responsible for any fraudulent activities, misrepresentations, or financial losses arising from the content of this press release. In the event of any legal claims or charges against this article, we accept no liability or responsibility.

    Legal Disclaimer: This media platform provides the content of this article on an “as-is” basis, without any warranties or representations of any kind, express or implied. We do not assume any responsibility or liability for the accuracy, content, images, videos, licenses, completeness, legality, or reliability of the information presented herein. Any concerns, complaints, or copyright issues related to this article should be directed to the content provider mentioned above.

    The MIL Network –

  • MIL-OSI: Onefxclub net Equips Users With Advanced Analysis Tools

    Source: GlobeNewswire (MIL-OSI)

    LAUNCESTON, Australia, July 01, 2025 (GLOBE NEWSWIRE) — Onefxclub.net, a company specializing in financial services, has expanded its offering by providing users with advanced tools designed to assist in making informed decisions based on comprehensive data. These tools aim to support individuals in understanding market information more clearly and efficiently. The availability of enhanced analysis resources reflects the company’s dedication to enabling its user base to better navigate the financial environment through careful examination of relevant indicators and patterns.

    The recent improvements underscore the increasing importance of accessible analytical capabilities within the financial sector. Through detailed graphical data, real-time updates, and customizable features, the tools facilitate a deeper insight into financial movements without requiring specialized expertise. The value of these resources lies in their capacity to help users interpret various factors that influence financial outcomes, ultimately promoting more calculated and thoughtful decision-making processes.

    Feedback from multiple sources has emphasized the practicality and clarity of the new features. A Onefxclub.net review highlights how the tools contribute to clearer visualization of trends, which assists users in evaluating scenarios with greater confidence. By streamlining the process of data interpretation, these analytical aids reduce the likelihood of misunderstandings. The review points out that this clarity serves as an important support system for anyone seeking to deepen their financial knowledge.

    Another aspect underlined in a Onefxclub net review relates to the flexibility offered by the platform. Users can tailor the tools to their preferences, focusing on specific data points relevant to their particular interests or needs. This customization enables a more targeted experience, allowing each person to concentrate on the areas that matter most to them. Such personalization is seen as a meaningful enhancement, fostering a user-friendly environment that respects individual priorities and learning styles.

    Importantly, the Onefxclub.net review also notes the balance struck between simplicity and detail. While providing access to comprehensive datasets, the tools maintain an approachable design that avoids overwhelming users. This balance ensures that the resources are suitable for a broad audience, including those who may be new to the financial field as well as more experienced individuals. The emphasis on ease of use without sacrificing depth marks a thoughtful effort to support diverse user backgrounds.

    The company’s commitment to ongoing refinement is apparent through continuous updates and improvements to the analytical tools. Feedback mechanisms encourage users to share their experiences and suggest enhancements, which in turn informs further development. This responsive attitude highlights a focus on practical usefulness. Such a methodical progression helps maintain the relevance and reliability of the tools in a changing financial landscape.

    In conclusion, the introduction of advanced analysis tools by Onefxclub represents a noteworthy step toward enriching the resources available to those engaged in financial activities. The tools assist users in better understanding complex information, allowing for more informed choices and greater confidence. The emphasis on accessibility, clarity, and customization underlines a commitment to user support that has been recognized in multiple reviews.

    About Onefxclub.net

    Onefxclub.net operates as a financial services provider with a focus on offering comprehensive analysis solutions that help users process and understand various market indicators. It operates on an international scale, maintaining active partnerships and engagements across over 30+ countries worldwide. Its global presence reflects a broad and diverse network of financial operations. The company prioritizes clear and effective tools that can be adapted to individual needs, helping its audience navigate financial data with more ease and confidence. By equipping users with these resources, the company supports a more informed approach to managing financial matters.

    Serving a diverse clientele, Onefxclub consistently works to enhance the quality and relevance of its offerings. The company listens closely to user feedback to adjust its tools, ensuring they remain practical and useful. This ongoing commitment reflects an understanding of the evolving demands within financial environments and a dedication to helping users better grasp and respond to financial information.

    Company Details

    Company Name: Onefxclub
    Email Address: support@onefxclub.net
    Company Address: LAUNCESTON TAS, 7250 Tasmania, Australia.
    Company Website: https://onefxclub.net

    Disclaimer: This press release is provided by Onefxclub. The statements, views, and opinions expressed in this content are solely those of the content provider and do not necessarily reflect the views of this media platform or its publisher. We do not endorse, verify, or guarantee the accuracy, completeness, or reliability of any information presented. This content is for informational purposes only and should not be considered financial, investment, or trading advice. Investing in crypto and mining related opportunities involves significant risks, including the potential loss of capital. Readers are strongly encouraged to conduct their own research and consult with a qualified financial advisor before making any investment decisions. However, due to the inherently speculative nature of the blockchain sector–including cryptocurrency, NFTs, and mining–complete accuracy cannot always be guaranteed. Neither the media platform nor the publisher shall be held responsible for any fraudulent activities, misrepresentations, or financial losses arising from the content of this press release. Speculate only with funds that you can afford to lose. Neither the media platform nor the publisher shall be held responsible for any fraudulent activities, misrepresentations, or financial losses arising from the content of this press release. In the event of any legal claims or charges against this article, we accept no liability or responsibility.

    Legal Disclaimer: This media platform provides the content of this article on an “as-is” basis, without any warranties or representations of any kind, express or implied. We do not assume any responsibility or liability for the accuracy, content, images, videos, licenses, completeness, legality, or reliability of the information presented herein. Any concerns, complaints, or copyright issues related to this article should be directed to the content provider mentioned above.

    The MIL Network –

  • MIL-OSI: CBHH’s Charles Cameron on Financing The Next Generation of Critical Infrastructure – On Navatar’s A-Game Podcast: Sector Focus, Growth Infra, Cross-Border M&A Execution and CRM Value

    Source: GlobeNewswire (MIL-OSI)

    LONDON and NEW YORK, July 01, 2025 (GLOBE NEWSWIRE) — In the latest episode of Navatar’s A-Game podcast, Charles Cameron, Partner at CBHH (Cameron Barney Herbst Hilgenfeldt), shares the firm’s focused approach to sourcing and executing infrastructure financing and M&A opportunities across the UK and continental Europe. The conversation explores how CBHH is helping next-generation infrastructure businesses raise institutional capital and scale across borders

    CBHH is a boutique M&A and corporate finance advisory firm, operating at the intersection of infrastructure and technology—a space the firm refers to as “core+ or value-add infrastructure.” This includes data centres and fiber broadband roll-outs, EV and HGV charging infrastructure, energy generation and storage and smart city technologies—all sectors with proven unit economics, but where companies still face growth-stage operational risk and have considerable demands for capital.

    Core+ Infrastructure

    Cameron explains how CBHH’s business focuses on “next-generation infrastructure” assets—businesses that fall between venture and traditional infrastructure mandates. They’re too small for most large-cap investors, but too capital-intensive for early-stage funds. Yet, these firms are driving “mission critical” infrastructure for the future and therefore, it is important that their funding needs are solved.

    “These companies are capital hungry and operationally intense. But if you understand the unit economics—like take-up rates for fiber or utilization of EV charging—you can underwrite the growth just like with traditional infrastructure,” Cameron notes.

    European Market Dynamics & German Expansion

    Cameron Barney’s post-Brexit merger with German boutique Herbst Hilgenfeldt Partners has given the enlarged firm (“CBHH”) real-time coverage across two of Europe’s most active infrastructure markets.

    “In Europe, decarbonization and digital infra are public priorities. Governments and investors alike are aligned—and we’re specifically positioned as the ‘go to’ firm to advise technology-centric infrastructure scale-ups which are leading that transition,” he says.

    From Advisory to Execution to Capital

    Strong relationships are central to CBBH’s approach. It is notable that CBHH regularly works with companies from their earliest institutional round all the way to large-scale strategic exits. A particular feature is that the firm has also co-invested in past clients—blending traditional merchant banking principles and support for clients with modern M&A execution.

    “We’re not just dropping-in for a transaction. Some clients we’ve advised through 9 or 10 deals—and we have also invested alongside them from the outset. That level of commitment and continuity is rare (in our view), but it’s how we operate and how we have developed deep sector knowledge and relationships.”

    Competing with Bulge Bracket banks

    Despite its boutique size, CBHH punches well above its weight—often winning mandates over global investment banks. Cameron attributes this in part to the global banking heritage and transaction experience of the senior team. He also believes that the firm’s continued success if founded on deep sector knowledge, ongoing senior partner engagement, and agility in the midst of complex transactions.

    “We are the size of a bulge bracket’s sector team—but almost certainly more focused, more aligned, and closer to the client. Our clients always get the A-team, not the associate bench.”

    Scaling Institutional Knowledge with Navatar

    With a growing cross-border team, CBHH chose Navatar’s CRM platform to turn individual relationships into firmwide institutional knowledge.

    “With a growing team and across separate offices, Navatar gives us CRM tool of a bulge-bracket platform, but purpose-built for firms like ours,” observed Cameron.

    “CBHH represents exactly the kind of investment bank redefining sector leadership in today’s private markets,” said Alok Misra, CEO at Navatar. “Their deep expertise in infrastructure, enviable record in transaction execution and long-term client model set them apart. Navatar simply helps surface and scale their institutional knowledge—so every individual in the firm, on every deal can benefit from every insight from their colleagues – and bring the full value of the firm to its mandates.”

    Final Takeaways

    Cameron also shares perspectives on:

    • Why large infra investors may want to engage earlier in an infra lifecycle
    • How operational experience of its partners has made CBHH a stronger advisor
    • Why the firm is leaning into ‘smart city’ infra and exploring ‘natural capital’ opportunities alongside its more traditional sector focus of telecoms and renewable energy infrastructure.
    • How to balance the demands of ‘hands-on’ partner involvement whilst scaling an advisory firm.

    “This is a firm built by ex-Goldman, Morgan Stanley, and UBS bankers—all of whom chose to bring their A game to the next generation of entrepreneurs, facing the challenges of rapid growth and large-scale capital requirements. We bring a distinct discipline and empathy to every client relationship.”

    Listen to the full episode: https://youtu.be/wDJeyzySbTs?si=kG_2nkbM1dQaDmOw

    Learn more about CBHH: www.cbhh.com

    Learn more about on Navatar’s CRM for M&A Advisory & Investment Banking: https://www.navatargroup.com/mergers-and-acquisitions-crm-software/

    About Cameron Barney Herbst Hilgenfeldt

    Cameron Barney Herbst Hilgenfeldt (CBHH) is an independent European investment bank providing financing and M&A advice to fast-growing companies in the ‘infra-tech’ sector including energy transition infrastructure, digital infrastructure, social infrastructure, natural capital and technology.

    About Navatar

    Navatar (@navatargroup), the CRM platform for alternative assets and investment banking firms, is a low-touch, high-impact intelligence engine purpose-built for investment workflows across private markets. Our platform delivers seamless intelligence capture, unifies firmwide relationships, and orchestrates complex deal processes—without requiring high-touch input or behavioral change from investment professionals. Backed by over two decades of CRM expertise, Navatar is used by hundreds of global private markets firms to drive institutional knowledge, create early access to opportunities and streamline execution. For more information, visit www.navatargroup.com.

    Sales Team
    Navatar
    sales@navatargroup.com

    The MIL Network –

  • MIL-OSI: CBHH’s Charles Cameron on Financing The Next Generation of Critical Infrastructure – On Navatar’s A-Game Podcast: Sector Focus, Growth Infra, Cross-Border M&A Execution and CRM Value

    Source: GlobeNewswire (MIL-OSI)

    LONDON and NEW YORK, July 01, 2025 (GLOBE NEWSWIRE) — In the latest episode of Navatar’s A-Game podcast, Charles Cameron, Partner at CBHH (Cameron Barney Herbst Hilgenfeldt), shares the firm’s focused approach to sourcing and executing infrastructure financing and M&A opportunities across the UK and continental Europe. The conversation explores how CBHH is helping next-generation infrastructure businesses raise institutional capital and scale across borders

    CBHH is a boutique M&A and corporate finance advisory firm, operating at the intersection of infrastructure and technology—a space the firm refers to as “core+ or value-add infrastructure.” This includes data centres and fiber broadband roll-outs, EV and HGV charging infrastructure, energy generation and storage and smart city technologies—all sectors with proven unit economics, but where companies still face growth-stage operational risk and have considerable demands for capital.

    Core+ Infrastructure

    Cameron explains how CBHH’s business focuses on “next-generation infrastructure” assets—businesses that fall between venture and traditional infrastructure mandates. They’re too small for most large-cap investors, but too capital-intensive for early-stage funds. Yet, these firms are driving “mission critical” infrastructure for the future and therefore, it is important that their funding needs are solved.

    “These companies are capital hungry and operationally intense. But if you understand the unit economics—like take-up rates for fiber or utilization of EV charging—you can underwrite the growth just like with traditional infrastructure,” Cameron notes.

    European Market Dynamics & German Expansion

    Cameron Barney’s post-Brexit merger with German boutique Herbst Hilgenfeldt Partners has given the enlarged firm (“CBHH”) real-time coverage across two of Europe’s most active infrastructure markets.

    “In Europe, decarbonization and digital infra are public priorities. Governments and investors alike are aligned—and we’re specifically positioned as the ‘go to’ firm to advise technology-centric infrastructure scale-ups which are leading that transition,” he says.

    From Advisory to Execution to Capital

    Strong relationships are central to CBBH’s approach. It is notable that CBHH regularly works with companies from their earliest institutional round all the way to large-scale strategic exits. A particular feature is that the firm has also co-invested in past clients—blending traditional merchant banking principles and support for clients with modern M&A execution.

    “We’re not just dropping-in for a transaction. Some clients we’ve advised through 9 or 10 deals—and we have also invested alongside them from the outset. That level of commitment and continuity is rare (in our view), but it’s how we operate and how we have developed deep sector knowledge and relationships.”

    Competing with Bulge Bracket banks

    Despite its boutique size, CBHH punches well above its weight—often winning mandates over global investment banks. Cameron attributes this in part to the global banking heritage and transaction experience of the senior team. He also believes that the firm’s continued success if founded on deep sector knowledge, ongoing senior partner engagement, and agility in the midst of complex transactions.

    “We are the size of a bulge bracket’s sector team—but almost certainly more focused, more aligned, and closer to the client. Our clients always get the A-team, not the associate bench.”

    Scaling Institutional Knowledge with Navatar

    With a growing cross-border team, CBHH chose Navatar’s CRM platform to turn individual relationships into firmwide institutional knowledge.

    “With a growing team and across separate offices, Navatar gives us CRM tool of a bulge-bracket platform, but purpose-built for firms like ours,” observed Cameron.

    “CBHH represents exactly the kind of investment bank redefining sector leadership in today’s private markets,” said Alok Misra, CEO at Navatar. “Their deep expertise in infrastructure, enviable record in transaction execution and long-term client model set them apart. Navatar simply helps surface and scale their institutional knowledge—so every individual in the firm, on every deal can benefit from every insight from their colleagues – and bring the full value of the firm to its mandates.”

    Final Takeaways

    Cameron also shares perspectives on:

    • Why large infra investors may want to engage earlier in an infra lifecycle
    • How operational experience of its partners has made CBHH a stronger advisor
    • Why the firm is leaning into ‘smart city’ infra and exploring ‘natural capital’ opportunities alongside its more traditional sector focus of telecoms and renewable energy infrastructure.
    • How to balance the demands of ‘hands-on’ partner involvement whilst scaling an advisory firm.

    “This is a firm built by ex-Goldman, Morgan Stanley, and UBS bankers—all of whom chose to bring their A game to the next generation of entrepreneurs, facing the challenges of rapid growth and large-scale capital requirements. We bring a distinct discipline and empathy to every client relationship.”

    Listen to the full episode: https://youtu.be/wDJeyzySbTs?si=kG_2nkbM1dQaDmOw

    Learn more about CBHH: www.cbhh.com

    Learn more about on Navatar’s CRM for M&A Advisory & Investment Banking: https://www.navatargroup.com/mergers-and-acquisitions-crm-software/

    About Cameron Barney Herbst Hilgenfeldt

    Cameron Barney Herbst Hilgenfeldt (CBHH) is an independent European investment bank providing financing and M&A advice to fast-growing companies in the ‘infra-tech’ sector including energy transition infrastructure, digital infrastructure, social infrastructure, natural capital and technology.

    About Navatar

    Navatar (@navatargroup), the CRM platform for alternative assets and investment banking firms, is a low-touch, high-impact intelligence engine purpose-built for investment workflows across private markets. Our platform delivers seamless intelligence capture, unifies firmwide relationships, and orchestrates complex deal processes—without requiring high-touch input or behavioral change from investment professionals. Backed by over two decades of CRM expertise, Navatar is used by hundreds of global private markets firms to drive institutional knowledge, create early access to opportunities and streamline execution. For more information, visit www.navatargroup.com.

    Sales Team
    Navatar
    sales@navatargroup.com

    The MIL Network –

  • MIL-OSI: CBHH’s Charles Cameron on Financing The Next Generation of Critical Infrastructure – On Navatar’s A-Game Podcast: Sector Focus, Growth Infra, Cross-Border M&A Execution and CRM Value

    Source: GlobeNewswire (MIL-OSI)

    LONDON and NEW YORK, July 01, 2025 (GLOBE NEWSWIRE) — In the latest episode of Navatar’s A-Game podcast, Charles Cameron, Partner at CBHH (Cameron Barney Herbst Hilgenfeldt), shares the firm’s focused approach to sourcing and executing infrastructure financing and M&A opportunities across the UK and continental Europe. The conversation explores how CBHH is helping next-generation infrastructure businesses raise institutional capital and scale across borders

    CBHH is a boutique M&A and corporate finance advisory firm, operating at the intersection of infrastructure and technology—a space the firm refers to as “core+ or value-add infrastructure.” This includes data centres and fiber broadband roll-outs, EV and HGV charging infrastructure, energy generation and storage and smart city technologies—all sectors with proven unit economics, but where companies still face growth-stage operational risk and have considerable demands for capital.

    Core+ Infrastructure

    Cameron explains how CBHH’s business focuses on “next-generation infrastructure” assets—businesses that fall between venture and traditional infrastructure mandates. They’re too small for most large-cap investors, but too capital-intensive for early-stage funds. Yet, these firms are driving “mission critical” infrastructure for the future and therefore, it is important that their funding needs are solved.

    “These companies are capital hungry and operationally intense. But if you understand the unit economics—like take-up rates for fiber or utilization of EV charging—you can underwrite the growth just like with traditional infrastructure,” Cameron notes.

    European Market Dynamics & German Expansion

    Cameron Barney’s post-Brexit merger with German boutique Herbst Hilgenfeldt Partners has given the enlarged firm (“CBHH”) real-time coverage across two of Europe’s most active infrastructure markets.

    “In Europe, decarbonization and digital infra are public priorities. Governments and investors alike are aligned—and we’re specifically positioned as the ‘go to’ firm to advise technology-centric infrastructure scale-ups which are leading that transition,” he says.

    From Advisory to Execution to Capital

    Strong relationships are central to CBBH’s approach. It is notable that CBHH regularly works with companies from their earliest institutional round all the way to large-scale strategic exits. A particular feature is that the firm has also co-invested in past clients—blending traditional merchant banking principles and support for clients with modern M&A execution.

    “We’re not just dropping-in for a transaction. Some clients we’ve advised through 9 or 10 deals—and we have also invested alongside them from the outset. That level of commitment and continuity is rare (in our view), but it’s how we operate and how we have developed deep sector knowledge and relationships.”

    Competing with Bulge Bracket banks

    Despite its boutique size, CBHH punches well above its weight—often winning mandates over global investment banks. Cameron attributes this in part to the global banking heritage and transaction experience of the senior team. He also believes that the firm’s continued success if founded on deep sector knowledge, ongoing senior partner engagement, and agility in the midst of complex transactions.

    “We are the size of a bulge bracket’s sector team—but almost certainly more focused, more aligned, and closer to the client. Our clients always get the A-team, not the associate bench.”

    Scaling Institutional Knowledge with Navatar

    With a growing cross-border team, CBHH chose Navatar’s CRM platform to turn individual relationships into firmwide institutional knowledge.

    “With a growing team and across separate offices, Navatar gives us CRM tool of a bulge-bracket platform, but purpose-built for firms like ours,” observed Cameron.

    “CBHH represents exactly the kind of investment bank redefining sector leadership in today’s private markets,” said Alok Misra, CEO at Navatar. “Their deep expertise in infrastructure, enviable record in transaction execution and long-term client model set them apart. Navatar simply helps surface and scale their institutional knowledge—so every individual in the firm, on every deal can benefit from every insight from their colleagues – and bring the full value of the firm to its mandates.”

    Final Takeaways

    Cameron also shares perspectives on:

    • Why large infra investors may want to engage earlier in an infra lifecycle
    • How operational experience of its partners has made CBHH a stronger advisor
    • Why the firm is leaning into ‘smart city’ infra and exploring ‘natural capital’ opportunities alongside its more traditional sector focus of telecoms and renewable energy infrastructure.
    • How to balance the demands of ‘hands-on’ partner involvement whilst scaling an advisory firm.

    “This is a firm built by ex-Goldman, Morgan Stanley, and UBS bankers—all of whom chose to bring their A game to the next generation of entrepreneurs, facing the challenges of rapid growth and large-scale capital requirements. We bring a distinct discipline and empathy to every client relationship.”

    Listen to the full episode: https://youtu.be/wDJeyzySbTs?si=kG_2nkbM1dQaDmOw

    Learn more about CBHH: www.cbhh.com

    Learn more about on Navatar’s CRM for M&A Advisory & Investment Banking: https://www.navatargroup.com/mergers-and-acquisitions-crm-software/

    About Cameron Barney Herbst Hilgenfeldt

    Cameron Barney Herbst Hilgenfeldt (CBHH) is an independent European investment bank providing financing and M&A advice to fast-growing companies in the ‘infra-tech’ sector including energy transition infrastructure, digital infrastructure, social infrastructure, natural capital and technology.

    About Navatar

    Navatar (@navatargroup), the CRM platform for alternative assets and investment banking firms, is a low-touch, high-impact intelligence engine purpose-built for investment workflows across private markets. Our platform delivers seamless intelligence capture, unifies firmwide relationships, and orchestrates complex deal processes—without requiring high-touch input or behavioral change from investment professionals. Backed by over two decades of CRM expertise, Navatar is used by hundreds of global private markets firms to drive institutional knowledge, create early access to opportunities and streamline execution. For more information, visit www.navatargroup.com.

    Sales Team
    Navatar
    sales@navatargroup.com

    The MIL Network –

  • MIL-Evening Report: 2 polls have Tasmania headed for another hung parliament, but disagree on which party is ahead

    Source: The Conversation (Au and NZ) – By Adrian Beaumont, Election Analyst (Psephologist) at The Conversation; and Honorary Associate, School of Mathematics and Statistics, The University of Melbourne

    Two Tasmanian state polls imply another hung parliament at the July 19 election under Tasmania’s proportional system. In one of these polls, Labor leads the Liberals, while in the other the Liberals lead.

    A Tasmanian snap state election will be held on July 19, just 16 months after the previous election in March 2024. This election is being held owing to a successful early June no-confidence vote in Liberal Premier Jeremy Rockliff.

    Tasmania uses the proportional Hare-Clark system to elect its lower house. There are five electorates corresponding to Tasmania’s five federal seats, and each electorate returns seven members, for a total of 35 lower house MPs.

    Under this system, a quota for election is one-eighth of the vote or 12.5%, but half of this (6.2%) is usually enough to give a reasonable chance of election. There’s no above the line section like for the federal Senate. Instead, people vote for candidates not parties, with at least seven preferences required for a formal vote.

    Robson rotation means that candidates for each party are randomised across ballot papers for that electorate, so that on some ballot papers a candidate will appear at the top of their party’s ticket and on others at the bottom.

    This means parties can’t control the ordering of their candidates. Independents can be listed in single-candidate columns.

    At the last election, the Liberals won 14 of the 35 seats, Labor ten, the Greens five, the Jacqui Lambie Network (JLN) three and independents three. Two of the three JLN MPs were later expelled from their party, but remained in parliament as independents.

    Candidate nominations were declared last Friday. There are 31 candidates in Bass, 38 in Braddon, 26 in Clark, 31 in Franklin and 35 in Lyons, for a total of 161 candidates, or 4.6 candidates per vacancy.

    The JLN isn’t running candidates, but the Nationals are running in Bass, Braddon and Lyons, and they include two former JLN MPs. Previous Tasmanian attempts by the Nationals have been failures, with their last effort in 2014 earning them just 0.8% of the statewide vote.

    YouGov and DemosAU polls

    A Tasmanian YouGov poll, conducted June 12–24 from a sample of 1,287, gave Labor 34% of the vote, the Liberals 31%, the Greens 13%, independents 18% and others 4%. Despite trailing on voting intentions, Rockliff led Labor’s Dean Winter by 43–36 as preferred premier.

    Respondents were asked to select the three most important items they wanted their candidate to agree with. Investing more in health was selected by 52%, building more public housing by 45% and reducing state debt by taxing those who can afford to pay by 41%.

    Opposing privatisation and asset sales was selected by 34%, while supporting privatisation was selected by 18%. Being anti-Macquarie AFL stadium was selected by 33%, while being pro-stadium was selected by 22%. When asked specifically about privatisation, voters were opposed by 47–36.

    Analyst Kevin Bonham reported a DemosAU poll, conducted June 19–26 from a sample of 4,289, gave the Liberals 34% of the vote, Labor 27.3%, the Greens 15.1% and independents 19.3%, leaving 4.7% presumably for others. This poll was originally reported in The Advocate, and was taken for an “unnamed peak body”.

    Bonham thinks it is likely that the independent vote in both these polls is overstated. These polls were both conducted before nominations were declared.

    If the DemosAU poll is correct, the Liberals would be likely to win more seats than Labor, while Labor would be likely to win more seats if the YouGov poll is right. But in both cases, the winning party would be well short of the 18 seats needed for a single-party majority.

    From 2010 to 2014, Labor governed in coalition with the Greens, and its heavy loss at the 2014 election was widely blamed on this coalition. Labor has tried to distance itself from the Greens since. In the last parliament, Labor may have been able to form government with the Greens’ assistance, but they refused to attempt to form one.

    If the YouGov poll is right, Labor may be able to form government with independents and not require the Greens. If the DemosAU poll is right, the result of this election is likely to be similar to the 2024 result, and Labor would need the Greens and some independents to form government.

    Federal Morgan poll: Labor far ahead

    A national Morgan poll, conducted June 23–29 from a sample of 1,522, gave federal Labor a 57.5–42.5 lead by headline respondent preferences, a 0.5-point gain for the Coalition since the June 2–22 Morgan poll.

    Primary votes were 36.5% Labor (down one), 30.5% Coalition (down 0.5), 12% Greens (steady), 8.5% One Nation (up 2.5) and 12.5% for all Others (down one). Using 2025 election preference flows, Labor’s lead was reduced to 56.5–43.5.

    Adrian Beaumont does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

    – ref. 2 polls have Tasmania headed for another hung parliament, but disagree on which party is ahead – https://theconversation.com/2-polls-have-tasmania-headed-for-another-hung-parliament-but-disagree-on-which-party-is-ahead-260062

    MIL OSI Analysis – EveningReport.nz –

  • MIL-OSI: Payscale Expands Global Footprint with Bucharest Technology Hub

    Source: GlobeNewswire (MIL-OSI)

    BOSTON, July 01, 2025 (GLOBE NEWSWIRE) — Payscale Inc., the leading provider of compensation intelligence solutions, today announced the opening of its Bucharest Technology Hub to reinforce Payscale’s commitment to AI-driven innovation with access to Romania’s highly skilled workforce.

    “Romania is a strategic bet in the future of Payscale,” Payscale CEO Chris Hays said. “Bucharest offers exceptional engineering talent, a business-friendly EU time zone, and a mature innovation ecosystem. It’s a forward-looking choice for the next chapter of our global expansion.”

    The Bucharest Technology Hub will allow Payscale to focus on further investment in AI research and development, accelerating innovative compensation solutions and delivering more features faster, so customers stay ahead in an ever-changing business climate. This strategic expansion marks a significant milestone in the company’s global growth trajectory and elevates the organization’s commitment to leveraging AI as a catalyst for innovation rather than a threat to jobs.

    “The Romanian talent we hire will be focused on meaningful projects, directly contributing to the architecture and design of products for the market leader and pay pioneers with decades of data innovation,” Payscale Regional Vice President Paul Pitu said. “The intelligent solutions we create will shape the world of work for millions of employees around the world for years to come.”

    Romanian employees will continue Payscale’s tradition of a remote work culture with the ability to collaborate across cities, countries, and time zones. The Bucharest Technology Hub expands that vision with the trust that its employees can get work done wherever they choose to work, whether it’s in the Bucharest office or at home, and collaborate in person on occasion.

    “Remote work is woven into the fabric of who Payscale is as an organization and is instrumental to its success,” Payscale Chief People Officer Lexi Clarke said. “We believe the flexibility that remote work offers helps Payscale create more innovative solutions and recruit the brightest talent for long-term careers.”

    Learn more about Payscale’s career opportunities at: https://www.payscale.com/careers.

    About Payscale

    Payscale is the original compensation innovator for organizations who want to scale their business with pay and transform their largest investment into their greatest advantage. With decades of innovation in sourcing reputable data and developing AI-powered tools, Payscale delivers actionable insights that turn pay from a cost to a catalyst. Its suite of solutions — Payfactors, Marketpay, and Paycycle — empower 65% of Fortune 500 companies and businesses like Panasonic, ZoomInfo, Chipotle, AccentCare, University of Washington, American Airlines, and RiteAid.

    Create confidence in your compensation. Payscale.

    To learn more, visit www.payscale.com.

    Contact: Press@Payscale.com

    The MIL Network –

  • MIL-Evening Report: Preventive versus pre-emptive strikes.

    Headline: Preventive versus pre-emptive strikes. – 36th Parallel Assessments

    Photo credit: Reuters.

    Conceptual clarity is important in any context but especially when it comes to international relations, foreign policy and the initiation of conflict. Recent events in the Middle East have shown once again how clarity in the use of words is often deliberately obfuscated in pursuit of political agendas.

    Unlike what is being reported in the corporate media and by some Western defense officials, the Israeli strike on Iran was not “pre-emptive.” “Pre-emptive” means “a sudden strike thwarting an imminent attack.” That is not the case here. Iran was not about to imminently attack Israel before Israel, and then the US, attacked it. What Israel did was a preventive attack designed to degrade Iran’s nuclear R&D/storage facilities, missile launcher sites and command and control capabilities. The IDF attack focused on preventing and delaying development of Iran’s nuclear strike capability before it reached operational status and was telegraphed in advance (remember the US pulling out embassy staff and military families from facilities in the Middle East in anticipation of an tit-for-tat Iranian response). Both suspected weapons-grade nuclear stores as well as launching platforms were on the target list, as were those responsible for them. The US then followed up with some preventive strikes of its own, using so-called “bunker buster” bombs to penetrate deep into suspected Iranian nuclear development and storage sites. The Iranians responded by lobbing some short and medium-range missiles in the direction of the main US base in Qatar.

    Just like his response to October 7 with the ethnic cleansing of Gaza and expansion of illegal settlements in the West Bank, Netanyahu has seized his moment of opportunity because, quite frankly, he can. No one will stop him (certainly not the Iranians) and the US backs him, with most of the West tacitly supporting Israel with their silence or tepid responses to the conflict. This, I suspect, is due to Israel’s value as an intelligence partner of the West as much as any other reason.

    The preventive nature and targets of the strikes may have helped moderate the Iranian response. On the other hand, killing the Revolutionary Guard Commander and Deputy Commander is a serious affront that will require a response in order for the Iranian regime to save face among its domestic audiences. So the escalation scenario is real, albeit not as bad as it could be. What is clear is that unlike preemptive attacks, the Israeli and US preventive attacks had no justification in the Laws of War (jus ad bellum) and were therefore illegal under International law. One might understand why the Israelis and US conducted the strikes and there is plenty of precedent for them, but that does not make them legal.

    Deliberate conflation of the terms “pre-emptive” with “preventive” by security officials and media is either a product of conceptual ignorance or deliberate obfuscation in pursuit of  legalistic white-washing of a blatant violation of international law. If the latter is true we know why they do it, but that does not mean that we have to accept they’re doing so.

    Analysis syndicated by 36th Parallel Assessments –

    MIL OSI Analysis – EveningReport.nz –

  • MIL-Evening Report: Preventive versus pre-emptive strikes.

    Headline: Preventive versus pre-emptive strikes. – 36th Parallel Assessments

    Photo credit: Reuters.

    Conceptual clarity is important in any context but especially when it comes to international relations, foreign policy and the initiation of conflict. Recent events in the Middle East have shown once again how clarity in the use of words is often deliberately obfuscated in pursuit of political agendas.

    Unlike what is being reported in the corporate media and by some Western defense officials, the Israeli strike on Iran was not “pre-emptive.” “Pre-emptive” means “a sudden strike thwarting an imminent attack.” That is not the case here. Iran was not about to imminently attack Israel before Israel, and then the US, attacked it. What Israel did was a preventive attack designed to degrade Iran’s nuclear R&D/storage facilities, missile launcher sites and command and control capabilities. The IDF attack focused on preventing and delaying development of Iran’s nuclear strike capability before it reached operational status and was telegraphed in advance (remember the US pulling out embassy staff and military families from facilities in the Middle East in anticipation of an tit-for-tat Iranian response). Both suspected weapons-grade nuclear stores as well as launching platforms were on the target list, as were those responsible for them. The US then followed up with some preventive strikes of its own, using so-called “bunker buster” bombs to penetrate deep into suspected Iranian nuclear development and storage sites. The Iranians responded by lobbing some short and medium-range missiles in the direction of the main US base in Qatar.

    Just like his response to October 7 with the ethnic cleansing of Gaza and expansion of illegal settlements in the West Bank, Netanyahu has seized his moment of opportunity because, quite frankly, he can. No one will stop him (certainly not the Iranians) and the US backs him, with most of the West tacitly supporting Israel with their silence or tepid responses to the conflict. This, I suspect, is due to Israel’s value as an intelligence partner of the West as much as any other reason.

    The preventive nature and targets of the strikes may have helped moderate the Iranian response. On the other hand, killing the Revolutionary Guard Commander and Deputy Commander is a serious affront that will require a response in order for the Iranian regime to save face among its domestic audiences. So the escalation scenario is real, albeit not as bad as it could be. What is clear is that unlike preemptive attacks, the Israeli and US preventive attacks had no justification in the Laws of War (jus ad bellum) and were therefore illegal under International law. One might understand why the Israelis and US conducted the strikes and there is plenty of precedent for them, but that does not make them legal.

    Deliberate conflation of the terms “pre-emptive” with “preventive” by security officials and media is either a product of conceptual ignorance or deliberate obfuscation in pursuit of  legalistic white-washing of a blatant violation of international law. If the latter is true we know why they do it, but that does not mean that we have to accept they’re doing so.

    Analysis syndicated by 36th Parallel Assessments –

    MIL OSI Analysis – EveningReport.nz –

  • Union Minister HD Kumaraswamy Inaugurates NMDC and MECON International Offices in Dubai

    Source: Government of India

    Source: Government of India (4)

    Union Minister HD Kumaraswamy, Minister of Steel and Heavy Industries, led a high-level delegation to Dubai where he formally inaugurated the international offices of two major Indian public sector enterprises, NMDC Limited and MECON Limited, on June 30, 2025, marking a significant milestone in India’s expanding global industrial presence in the Middle East.

    The inauguration ceremony was attended by distinguished dignitaries including Ambassador of India to the UAE Sunjay Sudhir, Consul General of India Dubai Satish Kumar Sivan, Joint Secretary Ministry of Steel Vinod Kumar Tripathi, Chairman and Managing Director of NMDC Amitava Mukherjee, Chairman and Managing Director of SAIL Amarendu Prakash, Director Finance MECON, and other senior representatives from the Ministry of Steel, Embassy of India UAE, and the Indian Consulate in Dubai.

    NMDC’s new Dubai office represents a strategic expansion of India’s largest iron ore producer into international markets, designed to unlock new trade partnerships, enhance raw material security, and strengthen India’s self-reliance while boosting global competitiveness in the minerals sector. The Dubai office will serve as a strategic hub for NMDC, actively tracking developments in the mineral sectors across the MENA region, Africa, and Australia, including regulatory changes and government policies. It will focus on scouting mineral assets, conducting technical due diligence, and facilitating engagements with government bodies, business partners, and research institutions.

    Speaking on the occasion, Amitava Mukherjee, Chairman and Managing Director of NMDC, said, “Dubai represents a gateway to global opportunity. With this new office, NMDC is poised to redefine the mining landscape. With our expansion we are revolutionizing our approach to mineral development, securing India’s position as a leader in the mining industry, driving innovation in resource utilization.”

    The office will provide real-time market intelligence and timely decision support, enabling NMDC’s leadership to respond swiftly to global opportunities while building a reliable network for confidential insights on peer companies and exploring collaborations in Mining Equipment and Technology Services. As part of its global mineral diversification strategy, NMDC has been actively evaluating acquisition opportunities across 10 strategic mineral assets globally and exploring critical mineral block acquisitions in Africa, Australia and South America to strengthen its presence in the global critical mineral value chain.

    MECON Limited’s Dubai office inauguration follows the same strategic vision, with the engineering consultancy firm poised to expand India’s footprint in infrastructure and industrial consultancy across the Middle East and beyond. The establishment marks a significant step in showcasing India’s engineering expertise on the global stage, particularly in sectors including engineering, oil and gas, mining, and steel manufacturing. MECON is a frontline design, engineering, consultancy and contracting organisation under the Ministry of Steel, rendering the entire gamut of services from concept to commissioning for more than six decades for setting up projects in metals and mining, power, oil and gas, infrastructure and defense and strategic projects.

    The inauguration of MECON’s Dubai office represents a significant step forward in the company’s journey towards building global footprints for Indian engineering excellence with the unwavering support of the Ministry of Steel. MECON provides one-stop solutions for engineering projects with a workforce of over 800 engineers and experts from more than 30 different engineering disciplines. The company is positioned to explore mutual opportunities, deliver world-class services and contribute to the region’s growth.

    During his visit, the minister also engaged in productive discussions with leading CEOs and Managing Directors of major Indian-origin companies operating in the UAE. The interactions underscored the diplomatic significance of the industrial collaboration initiative, with discussions centered on strengthening industrial cooperation, advancing India-UAE economic ties, and creating new pathways for growth in steel, heavy industries, and strategic investments.

    NMDC Limited, formerly National Mineral Development Corporation, is India’s largest iron ore producer and exporter, founded in 1958 as a fully government-owned entity under the Ministry of Steel. The company produces more than 45 million tonnes annually and operates mines in Bailadila, Chhattisgarh, and Donimalai, Karnataka, while maintaining its position as one of India’s most profitable public sector enterprises involved in the exploration of iron ore, rock, gypsum, magnesite, diamond, tin, tungsten, graphite, and coal.

    MECON Limited, formerly known as Metallurgical & Engineering Consultants India Limited, is a central public sector undertaking under the Ministry of Steel established in 1959. The company provides design, engineering, and consultancy services for heavy industry including ferrous and non-ferrous metals, oil and gas, power, and infrastructure sectors, offering comprehensive services ranging from project conceptualization to implementation, including consultancy, design and engineering, procurement of plant and equipment, inspection, construction, project management, and turnkey project execution for both greenfield and brownfield industrial projects.

  • Union Minister HD Kumaraswamy Inaugurates NMDC and MECON International Offices in Dubai

    Source: Government of India

    Source: Government of India (4)

    Union Minister HD Kumaraswamy, Minister of Steel and Heavy Industries, led a high-level delegation to Dubai where he formally inaugurated the international offices of two major Indian public sector enterprises, NMDC Limited and MECON Limited, on June 30, 2025, marking a significant milestone in India’s expanding global industrial presence in the Middle East.

    The inauguration ceremony was attended by distinguished dignitaries including Ambassador of India to the UAE Sunjay Sudhir, Consul General of India Dubai Satish Kumar Sivan, Joint Secretary Ministry of Steel Vinod Kumar Tripathi, Chairman and Managing Director of NMDC Amitava Mukherjee, Chairman and Managing Director of SAIL Amarendu Prakash, Director Finance MECON, and other senior representatives from the Ministry of Steel, Embassy of India UAE, and the Indian Consulate in Dubai.

    NMDC’s new Dubai office represents a strategic expansion of India’s largest iron ore producer into international markets, designed to unlock new trade partnerships, enhance raw material security, and strengthen India’s self-reliance while boosting global competitiveness in the minerals sector. The Dubai office will serve as a strategic hub for NMDC, actively tracking developments in the mineral sectors across the MENA region, Africa, and Australia, including regulatory changes and government policies. It will focus on scouting mineral assets, conducting technical due diligence, and facilitating engagements with government bodies, business partners, and research institutions.

    Speaking on the occasion, Amitava Mukherjee, Chairman and Managing Director of NMDC, said, “Dubai represents a gateway to global opportunity. With this new office, NMDC is poised to redefine the mining landscape. With our expansion we are revolutionizing our approach to mineral development, securing India’s position as a leader in the mining industry, driving innovation in resource utilization.”

    The office will provide real-time market intelligence and timely decision support, enabling NMDC’s leadership to respond swiftly to global opportunities while building a reliable network for confidential insights on peer companies and exploring collaborations in Mining Equipment and Technology Services. As part of its global mineral diversification strategy, NMDC has been actively evaluating acquisition opportunities across 10 strategic mineral assets globally and exploring critical mineral block acquisitions in Africa, Australia and South America to strengthen its presence in the global critical mineral value chain.

    MECON Limited’s Dubai office inauguration follows the same strategic vision, with the engineering consultancy firm poised to expand India’s footprint in infrastructure and industrial consultancy across the Middle East and beyond. The establishment marks a significant step in showcasing India’s engineering expertise on the global stage, particularly in sectors including engineering, oil and gas, mining, and steel manufacturing. MECON is a frontline design, engineering, consultancy and contracting organisation under the Ministry of Steel, rendering the entire gamut of services from concept to commissioning for more than six decades for setting up projects in metals and mining, power, oil and gas, infrastructure and defense and strategic projects.

    The inauguration of MECON’s Dubai office represents a significant step forward in the company’s journey towards building global footprints for Indian engineering excellence with the unwavering support of the Ministry of Steel. MECON provides one-stop solutions for engineering projects with a workforce of over 800 engineers and experts from more than 30 different engineering disciplines. The company is positioned to explore mutual opportunities, deliver world-class services and contribute to the region’s growth.

    During his visit, the minister also engaged in productive discussions with leading CEOs and Managing Directors of major Indian-origin companies operating in the UAE. The interactions underscored the diplomatic significance of the industrial collaboration initiative, with discussions centered on strengthening industrial cooperation, advancing India-UAE economic ties, and creating new pathways for growth in steel, heavy industries, and strategic investments.

    NMDC Limited, formerly National Mineral Development Corporation, is India’s largest iron ore producer and exporter, founded in 1958 as a fully government-owned entity under the Ministry of Steel. The company produces more than 45 million tonnes annually and operates mines in Bailadila, Chhattisgarh, and Donimalai, Karnataka, while maintaining its position as one of India’s most profitable public sector enterprises involved in the exploration of iron ore, rock, gypsum, magnesite, diamond, tin, tungsten, graphite, and coal.

    MECON Limited, formerly known as Metallurgical & Engineering Consultants India Limited, is a central public sector undertaking under the Ministry of Steel established in 1959. The company provides design, engineering, and consultancy services for heavy industry including ferrous and non-ferrous metals, oil and gas, power, and infrastructure sectors, offering comprehensive services ranging from project conceptualization to implementation, including consultancy, design and engineering, procurement of plant and equipment, inspection, construction, project management, and turnkey project execution for both greenfield and brownfield industrial projects.

  • MIL-OSI: Zscaler Announces Pricing of $1.5 Billion Offering of 0.00% Convertible Senior Notes Due 2028

    Source: GlobeNewswire (MIL-OSI)

    SAN JOSE, Calif., June 30, 2025 (GLOBE NEWSWIRE) — Zscaler, Inc. (Nasdaq: ZS) today announced the pricing of $1.5 billion aggregate principal amount of 0.00% convertible senior notes due 2028 (the “notes”) in a private offering to persons reasonably believed to be qualified institutional buyers pursuant to Rule 144A under the Securities Act of 1933, as amended (the “Securities Act”). Zscaler also granted the initial purchasers of the notes a 13-day option to purchase up to an additional $225 million aggregate principal amount of notes. The offering is expected to close on July 3, 2025, subject to customary closing conditions.

    The notes will be senior unsecured obligations of Zscaler. The notes will not bear regular interest and the principal amount of the notes will not accrete. The notes will mature on July 15, 2028, unless earlier converted or repurchased. The initial conversion rate will be 2.2752 shares of Zscaler’s common stock per $1,000 principal amount of notes (equivalent to an initial conversion price of approximately $439.52 per share). The initial conversion price of the notes represents a conversion premium of approximately 40% over the closing price of Zscaler’s common stock on June 30, 2025. The notes will be convertible under certain circumstances into cash, shares of Zscaler’s common stock or a combination of cash and shares of Zscaler’s common stock, at Zscaler’s election.

    Zscaler estimates that the net proceeds from the offering will be approximately $1.48 billion (or approximately $1.70 billion if the initial purchasers exercise their option to purchase additional notes in full), after deducting the initial purchasers’ discount and estimated offering expenses payable by Zscaler. Zscaler intends to use $171.0 million of the net proceeds from the offering to pay the cost of the capped call transactions described below. Zscaler intends to use the remainder of the net proceeds for general corporate purposes, which may include working capital, capital expenditures, and potential acquisitions and strategic transactions.

    Further, in connection with the pricing of the notes, Zscaler entered into privately negotiated capped call transactions with certain of the initial purchasers and/or their respective affiliates and other financial institutions (the “option counterparties”). The capped call transactions cover, subject to anti-dilution adjustments substantially similar to those applicable to the notes, the number of shares of Zscaler’s common stock that initially underlie the notes. The capped call transactions are expected generally to reduce the potential dilution to Zscaler’s common stock upon any conversion of notes and/or offset any cash payments Zscaler is required to make in excess of the principal amount of converted notes, as the case may be, with such reduction and/or offset subject to a cap. The cap price of the capped call transactions is initially equal to $784.85 per share (which represents a premium of 150% over the closing price of Zscaler’s common stock on June 30, 2025). If the initial purchasers exercise their option to purchase additional notes, Zscaler expects to enter into additional capped call transactions with the option counterparties.

    Zscaler has been advised that, in connection with establishing their initial hedges of the capped call transactions, the option counterparties or their respective affiliates may purchase shares of Zscaler’s common stock and/or enter into various derivative transactions with respect to Zscaler’s common stock concurrently with or shortly after the pricing of the notes. This activity could increase (or reduce the size of any decrease in) the market price of Zscaler’s common stock or the notes at that time.

    In addition, Zscaler has been advised that the option counterparties and/or their respective affiliates may modify their hedge positions by entering into or unwinding various derivatives with respect to Zscaler’s common stock and/or purchasing or selling Zscaler’s common stock or other securities of Zscaler in secondary market transactions following the pricing of the notes and prior to the maturity of the notes (and are likely to do so during the observation period related to a conversion of the notes, in connection with any fundamental change repurchase of the notes, and to the extent Zscaler unwinds a corresponding portion of the capped call transactions, following any other repurchase of the notes). This activity could also cause or avoid an increase or a decrease in the market price of Zscaler’s common stock or the notes, which could affect the ability of noteholders to convert the notes and, to the extent the activity occurs during any observation period related to a conversion of notes, it could affect the number of shares and value of the consideration that a noteholder will receive upon conversion of its notes.

    The notes are only being offered and sold to persons reasonably believed to be qualified institutional buyers pursuant to Rule 144A promulgated under the Securities Act by means of a private offering memorandum. Neither the notes, nor any shares of Zscaler’s common stock issuable upon conversion of the notes, have been registered under the Securities Act or any state securities laws, and unless so registered, may not be offered or sold in the United States absent registration or an applicable exemption from, or in a transaction not subject to, the registration requirements of the Securities Act and other applicable securities laws.

    This press release is neither an offer to sell nor a solicitation of an offer to buy any securities, nor shall it constitute an offer, solicitation or sale of the securities in any jurisdiction in which such offer, solicitation or sale would be unlawful prior to the registration or qualification under the securities laws of any such jurisdiction.

    Forward-Looking Statements

    This press release contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. Forward-looking statements generally relate to future events. In some cases, you can identify forward-looking statements because they contain words such as “believe,” “may,” “will,” “potentially,” “estimate,” “continue,” “anticipate,” “intend,” “could,” “would,” “project,” “plan,” or “expect,” or the negative of these words, or other similar terms or expressions that concern Zscaler’s expectations, strategy, plans, or intentions. Forward-looking statements in this release include, but are not limited to, statements concerning the capped call transactions and repurchase or early conversion of the notes, exercise of the purchasers option to purchase additional notes, and the anticipated use of proceeds from the offering.

    Zscaler’s expectations and beliefs regarding these matters may not materialize, and actual results in future periods are subject to risks and uncertainties that could cause actual results to differ materially from those projected. The forward-looking statements contained in this release are also subject to other risks and uncertainties, including those more fully described in Zscaler’s filings with the Securities and Exchange Commission, including Zscaler’s Quarterly Report on Form 10-Q filed on May 29, 2025. The forward-looking statements in this release are based on information available to Zscaler as of the date hereof, and Zscaler disclaims any obligation to update any forward-looking statements, except as required by law.

    Investor Relations Contact:

    Ashwin Kesireddy
    Vice President, Investor Relations & Strategic Finance
    ir@zscaler.com

    Media Contact:

    Nick Gonzalez, Sr. Manager, Media Relations
    press@zscaler.com

    The MIL Network –

  • MIL-OSI China: China’s bond market issuances reach 7.2 trillion yuan in May

    Source: People’s Republic of China – State Council News

    People walk on an overpass in Lujiazui, a finance zone in Shanghai, east China, Nov. 3, 2023. [Photo/Xinhua]

    Bond issuances in China neared 7.2 trillion yuan (about 1 trillion U.S. dollars) in May this year, data from the country’s central bank shows.

    Specifically, issuances of treasury bonds came in at 1.49 trillion yuan, while local government bond issuances amounted to 779.44 billion yuan, according to the People’s Bank of China.

    Financial bond issuances stood at 1.22 trillion yuan, and corporate credit bond issuances reached 902.27 billion yuan.

    Outstanding bonds held in custody came in at 187.2 trillion yuan at the end of May. 

    MIL OSI China News –

  • MIL-OSI China: China firmly opposes forced closure of Hikvision’s business in Canada

    Source: People’s Republic of China – State Council News

    China is strongly dissatisfied with and firmly opposes Canada’s order to cease the operations of Chinese firm Hikvision in Canada, the Ministry of Commerce said Monday.

    China has noticed that the Canadian side has forcibly ceased Hikvision’s operations in Canada and banned Canadian government departments from purchasing or using Hikvision products under the pretext of “national security,” a spokesperson with the ministry said.

    The Canadian side’s so-called national security review lacks transparency and produces uncertain outcomes, the spokesperson said, calling it a typical act of overstretching the concept of national security.

    “Such a move undermines the legitimate rights and interests of Chinese enterprises, erodes the confidence for business cooperation between the both sides, and sabotages the normal economic and trade relations between the two countries,” the spokesperson added.

    China urges Canada to immediately rectify its erroneous actions, stop politicizing and overstretching the concept of national security in economic and trade issues, and provide an open, fair, just and non-discriminatory environment for businesses from all countries, including Chinese enterprises, to invest and operate in Canada, the spokesperson noted.

    China will take necessary measures to resolutely defend the legitimate rights and interests of Chinese enterprises, the spokesperson said.

    MIL OSI China News –

  • Amit Shah chairs ‘Manthan Baithak’ to mark International Year of Cooperatives 2025

    Source: Government of India

    Source: Government of India (4)

    Union Home Minister and Minister of Cooperation, Amit Shah, chaired a “Manthan Baithak” with Cooperation Ministers from all States and Union Territories in New Delhi on Monday. The meeting was organised to commemorate the International Year of Cooperatives (IYC) 2025 and was hosted by the Ministry of Cooperation.

    In his address, Shah said that Prime Minister Narendra Modi established the Ministry of Cooperation to revive India’s long-standing tradition of cooperation while addressing present-day needs.

    Highlighting the transformative work done over the past decade, Shah said, “When the Modi government came to power in 2014, nearly 60 to 70 crore people lacked basic facilities and had lived for generations in scarcity. In ten years, the government has provided housing, toilets, drinking water, food grains, healthcare, gas cylinders, and other essential facilities to crores of people.”

    He added that those who had benefited now aspired to become entrepreneurs but lacked sufficient capital. “For them, cooperation is the only way to do meaningful work with their limited resources,” he said, stressing that cooperation is vital for employment generation in a country of 140 crore people.

    Shah emphasised the need to revitalise cooperation for the welfare of small farmers and rural communities, noting that the sector holds vast potential. “With sensitivity, we must bring cooperation back to life,” he said.

    He also shared that the Government of India has launched 60 initiatives to ensure that every citizen secures employment and lives with dignity. One key step, he said, is the creation of the National Cooperative Database to identify gaps and ensure that every village has at least one cooperative institution. “Our goal is that within five years, there should not be a single village in the country without a cooperative,” Shah said.

    He pointed out three main reasons for the weakening of the cooperative movement in the past: outdated laws, lack of expansion, and nepotism in recruitments. “The Modi government has amended the laws and conceived the idea of the Tribhuvan Sahkari University to train cooperative personnel,” he said. He urged every state to establish at least one cooperative training institution affiliated with the Tribhuvan Sahkari University to strengthen the training system.

    Shah said that a new National Cooperative Policy will be introduced soon, covering the period from 2025 to 2045, leading up to the centenary of India’s independence. He said, “Under this policy, each state will prepare its own cooperative policy according to local needs and conditions. Every state should announce its cooperative policy before January 31, 2026.”

    He also called for discipline, innovation and transparency in the sector through the Model National Cooperative Policy Act. Stressing the importance of timely implementation, he said the target of setting up two lakh Primary Agricultural Credit Societies (PACS) for the financial year 2025–26 must be achieved by February next year.

    “Now that cooperative banks come under the Banking Act, and the Reserve Bank of India has shown flexibility, remaining issues can only be resolved if we run these banks transparently and recruit staff based on merit,” he said, underlining the need for transparency in Credit Cooperative Societies and Urban Cooperative Banks.

    Promoting natural farming was another key area of focus. Shah urged all State Cooperation Ministers to work with their Agriculture counterparts to encourage natural farming, which, he said, would benefit both public health and the environment.

    He further said that ‘Cooperation Amongst Cooperatives’ has been a proven and successful model in Gujarat and should be replicated nationwide. “This initiative is crucial for building national capacity and strengthening cooperatives across India,” he added.

    The meeting also discussed progress on setting up two lakh Multi-Purpose Primary Agricultural Credit Societies (M-PACS) and the promotion of dairy and fisheries cooperatives to boost rural service delivery. The implementation of the world’s largest grain storage scheme in the cooperative sector was reviewed in detail.