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Category: Commerce

  • MIL-OSI United Kingdom: Romford builder banned for Covid loan abuse agrees to repay money he should never have claimed

    Source: United Kingdom – Executive Government & Departments

    Press release

    Romford builder banned for Covid loan abuse agrees to repay money he should never have claimed

    Construction director previously disqualified as a director signs compensation agreement

    • Ioan Marcu overstated his company’s turnover to receive £50,000 in Bounce Back Loan funds when he was only entitled to little more than £11,000 

    • Marcu was handed a decade-long director ban for his misconduct following Insolvency Service investigations 

    • The 38-year-old has now signed a formal document in which he agrees to repay the money he secured 

    A builder who was disqualified as a company director for Covid loan abuse has now agreed to repay all the money the company was not entitled to claim. 

    Ioan Marcu inflated his Imbusi Ltd company’s turnover to receive a £50,000 Bounce Back Loan in 2020, the maximum allowed under the scheme. 

    Marcu was disqualified as a director for 10 years in January 2025 following Insolvency Service investigations. 

    The 38-year-old, of Lindfield Road, Romford, has now signed an agreement committing him to repay more than £38,000 – the total amount the company should never have received. 

    Ann Oliver, Chief Investigator at the Insolvency Service, said: 

    Ioan Marcu significantly overstated his company’s turnover in order to receive the maximum amount of money businesses were entitled to under the Bounce Back Loan Scheme. 

    This was clearly an inaccurate declaration which has resulted in him being banned as a director until the start of 2035. 

    Marcu has now signed a compensation undertaking which legally requires him to pay back all the public money the company should never have received in the first place.

    Imbusi was incorporated in August 2014 with Marcu as its sole director. 

    Marcu applied to the bank for the £50,000 Bounce Back Loan in July 2020, claiming Imbusi’s turnover was £280,000 – an over-estimate of more than £230,000. 

    Insolvency Service analysis of Imbusi’s accounts revealed the company was only entitled to a loan of £11,451. 

    The Secretary of State for Business and Trade accepted a compensation undertaking from Marcu on Thursday 24 April, in which he has agreed to repay £38,549 in monthly instalments. 

    His disqualification undertaking prevents him from being involved in the promotion, formation or management of a company, without the permission of the court. 

    Imbusi went into liquidation in July 2022 with liabilities of more than £63,000. 

    Further information

    • Ioan Marcu is of Lindfield Road, Romford. His date of birth is 6 January 1987 

    • Imbusi Ltd (company number 09180287) 

    • Individuals subject to a disqualification order or undertaking are bound by a range of restrictions 

    • Read more about the Bounce Back Loan Scheme and the action the Insolvency Service can take if it finds misconduct  

    • Further information about the work of the Insolvency Service, and how to complain about financial misconduct.

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    Updates to this page

    Published 29 April 2025

    MIL OSI United Kingdom –

    April 30, 2025
  • MIL-OSI USA News: MEMO: First 100 Days Economy

    Source: The White House

    TO: White House Communications Staff
    FROM: Council of Economic Advisers Staff
    SUBJECT: First 100 Days Economy Memo

    Jobs Statistics:

    • President Trump has created 345,000 jobs since taking office in January.
      • 188,000 (54%) of these were in non-government and government-adjacent sectors. This is a dramatic improvement from the last two years of the Biden Administration, when three-fourths of all new jobs were in government or government-adjacent sectors.
        • 2,000 of which were mining and logging jobs.
        • 27,000 of which were construction jobs.
        • 9,000 manufacturing jobs were created (compared to the 6,000 manufacturing jobs lost per month from Jan 2023 to Dec 2024).
      • At the same time that there were large private sector job gains, 15,000 federal government jobs were cut.
    • The labor force participation rate for those without a high school diploma is up by 0.7% since President Trump took office.
    • The veteran unemployment rate is down from 4.2% in January to 3.8% in March.
    • 228,000 jobs were created in March alone, well above expectations.
      • This was the fourth best month in the last two years for private payroll growth.
    • Remote work among federal employees has fallen over 16 percentage points from March last year to March this year, showcasing the success of President Trump’s initiative to bring federal workers back to the office.
      • Federal telework numbers are now in-line with the private sector.

    Inflation Statistics:

    • Prescription drug prices are down over 2% since President Trump took office. 
    • Last month’s drop in the price of prescription drugs was the largest ever recorded.
    • Gasoline prices, as measured by the Consumer Price Index (CPI), are down 7% since President Trump took office.
    • Energy prices are down 2% since President Trump took office.
    • Wholesale egg prices down are about 50% since President Trump took office. Most consumers have seen relief in prices on the shelf, but all consumers should see it within the next month or two.
    • February inflation (the month prior to the most recent data) showed the smallest annual increase in core inflation in over four years (since March 2021).
    • Both of the last two CPI inflation prints came in below expectations.
    • Last month’s (March) decline was only the second monthly decline in inflation (CPI) in the last two-and-a-half years.
    • These price declines are in contrast to the persistently high inflation under President Biden, which reached the highest annual rate in the past 40 years. After suffering for years under Biden Administration inflation, consumers are now getting welcome relief. On Biden’s watch, grocery prices rose 23%, and energy prices rose 34%.
    • As a result of biting inflation, real wages in President Biden’s term were down about 2.4%.
    • Moreover, in the most recent inflation print from March, airfare, used motor vehicles, and motor insurance all saw price decreases.
    • Prices for wholesale goods fell nearly 1% last month and prices for wholesale services fell 0.2% last month, which will eventually lead to lower consumer prices.
    • Last month, retail egg price inflation continued to slow.

    Misc. Economic Statistics:

    • Real average hourly earnings for middle- and low-income workers are up 0.4% and up 1% for workers in the manufacturing sector since President Trump took office.
    • The automotive sector is growing: under President Trump, we already had the biggest one-month increase in auto sales in March in more than a year.
    • Mortgage rates have declined roughly four-tenths of a percentage point since President Trump took office.
      • Assuming the most recent median home price in the U.S., a new homebuyer making a 20% down payment on a 30-year mortgage would save roughly $32,400 over the course of the loan, or about $1,080 per year.
    • Industrial production was at the seventh-highest monthly level ever recorded in March. The only higher monthly levels occurred during the first Trump Administration in 2018 and in February of this year.
    • Since the beginning of the Trump Administration, at least $5 trillion in new investment in the U.S. has been pledged from both foreign governments and private companies.

    Economic Policy Wins:

    • Upon taking office, President Trump immediately blocked all unfinalized Biden-era rules, saving Americans over $180 billion — $2,100 per family of four over the next decade — and launched a bold, multi-agency effort to roll back existing federal regulations that drive up the cost of living. This effort is projected to yield significant cost savings in the coming months, including the EPA’s rollback of tailpipe emission rules for light-duty and medium-duty vehicles ($667 billion in total savings) and the Department of Transportation’s latest Corporate Average Fuel Economy (CAFE) standards ($88 billion in savings). These two efforts alone yield $755 billion in total savings or over $8,800 per family of four over the next decade. The combined savings from all of these actions equal just over $935 billion or nearly $11,000 per family of four over the coming decade.
    • The Trump Administration has implemented an aggressive 10-to-1 deregulatory initiative, which requires that whenever an agency proposes a new rule or guidance document, it must eliminate 10 existing rules or guidance documents. This effort builds on the successful deregulatory initiative introduced in President Trump’s first term, which required the repeal of at least two existing regulations for each new rule, and in practice eliminated 5.5 rules for each new significant rule.
    • To date, President Trump has issued over 20 significant deregulatory presidential actions (i.e., executive orders, presidential memoranda, and presidential proclamations).

    Charts:

    MIL OSI USA News –

    April 30, 2025
  • MIL-OSI: BigCommerce and Feedonomics Announce Winners of APAC Region Customer and Partner Awards to Honor Exceptional Contributions and Results in Ecommerce

    Source: GlobeNewswire (MIL-OSI)

    AUSTIN, Texas, April 29, 2025 (GLOBE NEWSWIRE) — BigCommerce (Nasdaq: BIGC), a leading provider of open, composable commerce solutions for B2C and B2B brands, retailers, manufacturers and distributors, today announced the winners of the 2025 BigCommerce and Feedonomics Customer and Partner Awards. The awards programs recognize the most innovative and inspiring customers and partners doing big things on the BigCommerce and Feedonomics platforms.

    “We’re proud to recognise the outstanding achievements of our BigCommerce and Feedonomics customers and partners across the APAC region, who continue to drive innovation, embrace cutting-edge strategies and deliver exceptional results,” said Shannon Ingrey, vice president and general manager of APAC at BigCommerce. “Our partners’ forward-thinking approaches from modernising systems play a vital role in helping brands thrive in the digital landscape and help our brands achieve their commerce goals. Our customers’ innovation and success on our platform inspire us every day.”

    This year’s APAC awards featured 16 categories across BigCommerce customers and partners and Feedonomics partners with applicants evaluated by a panel of BigCommerce and Feedonomics employees and executives. The awards recognized one winner for each category based on their accomplishments.

    2025 BigCommerce Customer Award Winners

    Achievement in Growth: Highlighting exceptional growth and success achieved with BigCommerce.

    B2B Excellence Award: Recognizing leadership in B2B ecommerce that redefines what’s possible

    Design Award: Celebrating captivating storefront designs that inspire and engage customers.

    Shopper Experience Award: Acknowledging exceptional customer and user experiences that set new standards.

    Innovation Award: Honoring cutting-edge solutions that push the boundaries of ecommerce.

    2025 BigCommerce Agency Partner Winners

    Agency Partner of the Year: Awarded to the partner with the best overall performance across metrics and collaboration efforts in APAC as a whole between January 1, 2024 – December 31, 2024.

    Agency B2B Excellence Award: Awarded to agency partners that have a background in B2B problem solving, efficiencies and utilize B2B-centric product features and who consistently demonstrate superiority at meeting the complex needs of BigCommerce’s B2B customers.

    User Experience & Design Award: Awarded to an agency partner who creates world-class, visually appealing designs that enhance user experience, drive interactivity, and increase conversions.

    Creative Problem Solving Award: Awarded to agency partners who have created a world class, visually appealing design that enhances the user experience and leads to higher interactivity and conversion.

    Excellence in Delivery Award: Awarded to agency partners that consistently demonstrate the ability to successfully launch their clients’ BigCommerce storefronts on time and on budget, with high levels of customer satisfaction.

    2025 BigCommerce Technology Partner Winners

    Tech Partner of the Year Award: Awarded to technology partners whose integration features a superior user experience demonstrated by a high volume of installation and positive user reviews plus successful co-marketing activity over the last year.

    Innovative Integration Award: Awarded to technology partners that have built a new integration or feature that solves a critical need for BigCommerce customers.

    Customer Growth Award: Awarded to technology partners whose outstanding solution has generated the most revenue growth for BigCommerce customers, while aligning with BigCommerce initiatives.

    User Experience Award: Awarded to technology partners whose integration delivers a best-in-class user experience based on simplicity of app install and configuration process, ease of use and beautiful design.

    2025 Feedonomics Partner Winners

    Feedonomics Partner of the Year: Awarded to the Omnichannel Certified Agency that sourced the highest revenue for Feedonomics. This award highlights agencies that demonstrate exceptional results and sustained impact on merchant success.

    Emerging Partner: Celebrates a rising agency partner that has shown exceptional promise and leadership. This award honors partners making a meaningful impact with innovative strategies and measurable results.

    To join the BigCommerce and Feedonomics ecosystem of agency and technology partners, click here.

    About BigCommerce
    BigCommerce (Nasdaq: BIGC) is a leading open SaaS and composable ecommerce platform that empowers brands, retailers, manufacturers and distributors of all sizes to build, innovate and grow their businesses online. BigCommerce provides its customers sophisticated professional-grade functionality, customization and performance with simplicity and ease-of-use. Tens of thousands of B2C and B2B companies across 150 countries and numerous industries rely on BigCommerce, including Coldwater Creek, Harvey Nichols, King Arthur Baking Co., MKM Building Supplies, United Aqua Group and Uplift Desk. For more information, please visit www.bigcommerce.com or follow us on X and LinkedIn.

    About Feedonomics
    Feedonomics is a leading data management platform powering omnichannel growth for the world’s top brands and retailers. With its flexible technology and full-service support team, Feedonomics facilitates a variety of data and order management use cases across industries such as ecommerce, automotive, employment, travel, real estate, and more. Feedonomics has thousands of active customers, integrations with hundreds of ecommerce platforms and channels, and strategic partnerships with industry leaders like Amazon, Meta, Google, Microsoft and TikTok. For more information, please visit www.feedonomics.com or follow us on X, LinkedIn, Instagram and Facebook.

    BigCommerce® is a registered trademark of BigCommerce Pty. Ltd. Third-party trademarks and service marks are the property of their respective owners.

    Media Contact:
    Brad Hem
    pr@bigcommerce.com

    The MIL Network –

    April 30, 2025
  • MIL-OSI: Aemetis to Benefit From EPA’s Approval of 15 Percent Ethanol Blend

    Source: GlobeNewswire (MIL-OSI)

    CUPERTINO, Calif., April 29, 2025 (GLOBE NEWSWIRE) — Aemetis, Inc. (NASDAQ: AMTX), a diversified global renewable natural gas and biofuels company, announced today that the U.S. Environmental Protection Agency (EPA) issued a waiver allowing a 15 percent blend of ethanol (E15) to continue to be sold after May 1st which will benefit the company through increased demand and sales of the renewable fuel nationwide. The average blend of ethanol in the U.S. in 2024 was 10.4% and 14.2 billion gallons. The adoption of E15 allows up to a 50% increase in the market for ethanol in the U.S.

    “The EPA’s action allowing nationwide E15 sales to continue is a significant step toward increasing the demand for ethanol and has broad support for permanent approval from the President, as well as numerous members of Congress,” stated Eric McAfee, Chairman and CEO of Aemetis. “Permanent national approval of E15 would allow the demand for ethanol to grow as consumers nationwide benefit from lower-cost, domestic, renewable fuel that lowers the price of gasoline and supports rural communities with good jobs throughout the country.”

    The EPA has indicated its intent to ensure that E15 remains available throughout the summer driving season. The EPA’s action applies throughout the United States, except California. The E15 blend is expected to help American drivers save money at the pump, reduce carbon emissions, strengthen rural economies, and enhance U.S. energy independence, according to the Renewable Fuels Association.

    California is now the only state in the US that has not approved the E15 blend and typically has the highest average gasoline prices nationwide. To address the situation, Governor Gavin Newsom earlier this year issued a letter to the California Air and Resources Board (CARB) requesting completion of the study required to adopt E15 in California.

    The adoption of a 15 percent ethanol blend in California is projected to create more than 600 million gallons per year of new biofuels demand and save consumers an estimated twenty cents per gallon, or approximately $2.7 billion at the pump each year, according to a UC Berkeley and US Naval Academy study. Californians would also benefit from reduced greenhouse gas emissions from the increased use of ethanol, and reduced exposure to benzene and other carcinogens in gasoline.

    Senate Bill 2707, the “Nationwide Consumer and Fuel Retailer Choice Act,” was recently introduced into the U.S. Congress by 14 senators. This bill proposes the permanent sale of year-round E15 throughout the United States, except in states such as California that have their own fuel regulations. The E15 blend is approved for use in more than 95 percent of vehicles on the road today, according to the EPA.

    About Aemetis

    Headquartered in Cupertino, California, Aemetis is a renewable natural gas and biofuels company focused on the operation, acquisition, development, and commercialization of innovative technologies that support energy independence and security. Founded in 2006, Aemetis operates and is expanding a California biogas digester network and pipeline system to convert dairy waste into renewable natural gas. Aemetis owns and operates a 65 million gallon per year ethanol production facility in California’s Central Valley near Modesto that also supplies about 80 dairies with animal feed. Aemetis owns and operates an 80 million gallon per year biofuels facility on the East Coast of India producing high quality distilled biodiesel and refined glycerin. Aemetis is developing a sustainable aviation fuel and renewable diesel biorefinery and a carbon sequestration project in California. For additional information about Aemetis, please visit www.aemetis.com.

    Safe Harbor Statement

    This news release contains forward-looking statements, including statements regarding assumptions, projections, expectations, targets, intentions or beliefs about future events or other statements that are not historical facts. Forward-looking statements include, without limitation, projections of financial results; statements related to the development, engineering, financing, construction, timing, and operation of biodiesel, biogas, sustainable aviation fuel, CO2 sequestration, and other facilities; our ability to promote, develop, finance, and construct such facilities; and statements about future market demand and market prices and results of government actions. Words or phrases such as “anticipates,” “may,” “will,” “should,” “believes,” “estimates,” “expects,” “intends,” “plans,” “predicts,” “projects,” “targets,” “view,” “will likely result,” “will continue” or similar expressions are intended to identify forward-looking statements. These forward-looking statements are based on current assumptions and predictions and are subject to many risks and uncertainties. Actual results or events could differ materially from those set forth or implied by such forward-looking statements and related assumptions due to certain factors, including, without limitation, competition in the ethanol, biodiesel and other industries in which we operate, commodity market risks including those that may result from current weather conditions, financial market risks, customer adoption, counter-party risks, risks associated with changes to government policy or regulation, and other risks detailed in our reports filed with the Securities and Exchange Commission, including our Annual Reports on Form 10-K, and in our other filings with the SEC. We are not obligated, and do not intend, to update any of these forward-looking statements at any time unless an update is required by applicable securities laws.

    Company Investor Relations
    Media Contact:
    Todd Waltz
    (408) 213-0940
    investors@aemetis.com

    External Investor Relations
    Contact:
    Kirin Smith
    PCG Advisory Group
    (646) 863-6519
    ksmith@pcgadvisory.com

    The MIL Network –

    April 30, 2025
  • MIL-OSI: MoneyHero Group Reports Fourth Quarter and Full Year 2024 Results

    Source: GlobeNewswire (MIL-OSI)

    • Q4 net loss narrowed sharply to US$(18.8) million
    • Q4 Adjusted EBITDA loss improved to US$(2.9) million

    SINGAPORE, April 29, 2025 (GLOBE NEWSWIRE) — MoneyHero Limited (Nasdaq: MNY) (“MoneyHero” or the “Company”), a leading personal finance aggregation and comparison platform, as well as a digital insurance brokerage provider in Greater Southeast Asia, today announced its financial results for the fourth quarter and full year ended December 31, 2024.

    Management Commentary:

    Rohith Murthy, Chief Executive Officer, stated:

    “We closed out 2024 with a robust quarter of financial and operational results, making clear progress on our path towards profitability as we continue to focus on diversifying our revenue mix toward high-margin products, lowering operating expenses, and improving operational efficiency. Net loss narrowed sharply to US$(18.8) million from US$(94.3) million during the same period last year, and Adjusted EBITDA loss during the quarter improved substantially to US$(2.9) million – our best quarterly performance since going public. With registered members and approved applications increasing 42% and 21% year-over-year in 2024, we are confident in our ability to build upon this momentum and regain topline growth momentum with US$100 million in revenue and generate positive adjusted EBITDA on a quarterly basis in the second half of 2025.

    In Q2 2024, we outlined five strategic pillars—Consumer Pull, Conversion Expertise, Operating Leverage, Strong Provider Partnerships, and Insurance Brokerage—and we’ve made meaningful progress across all of these. We launched seamless, end-to-end purchasing journeys in Travel and Car Insurance, substantially streamlined our operating model to create a leaner, lower-cost base, deepened banking partnerships following a major provider’s exit from key markets and significantly accelerated our insurance growth through targeted strategic collaborations.

    These results directly reflect the impact our ‘efficiency’ strategy is having on building a more focused, resilient, and profitable business. We remain the largest credit card digital acquisition partner for the majority of banks across our geographies and are leveraging this strong market position to strategically broaden our focus toward high-margin verticals to improve revenue quality. Insurance revenue grew 40% in 2024 and now accounts for 10% of total revenue while wealth products revenue grew 138%, driven by strong demand for stock and bank account products. These verticals strengthen our margin profile while generating consistent and recurring revenue streams, both of which are key pillars of long-term sustainability. We also laid the foundation for scalable growth by materially lowering operating expenses and improving unit economics with an optimized cost structure across all markets, streamlined operations, and reduced paid marketing and rewards spend.

    Looking ahead to 2025, we will maintain our focus on scaling high-margin verticals, particularly insurance, while continuing to tighten cost controls and simplifying workflows. Our product and tech strategy continues to follow a ‘buy-over-build’ philosophy, enabling faster innovation through strategic partnerships, including new initiatives in AI and automation that are already underway.

    Our commitment to becoming an AI-first organization is already translating into several impactful initiatives across the business. We are actively working on deploying AI-powered customer service tools designed to significantly reduce inquiry volumes and achieve higher first-contact resolution rates. Additionally, we are piloting generative AI solutions to accelerate and scale content production efficiently. Throughout the organization, we are exploring opportunities to automate workflows using advanced AI tools and agentic AI to boost productivity, reduce operational overhead, and enable our teams to focus more strategically.

    With a debt-free balance sheet, US$42.5 million in cash and cash equivalents, and a more efficient and scalable business model, we are well-equipped to capture a greater share of a large and growing addressable market and deliver sustainable, long-term value to shareholders.”

    Danny Leung, interim Chief Financial Officer, added:

    “Our strong results in the fourth quarter demonstrate the effectiveness of our strategy as we continue to make significant strides in the diversification of our revenue mix, expand partnerships with other key providers, and broaden our product offerings. We believe these adjustments position us well for sustained growth, and as providers scale their operations in different regions, we see opportunities to further strengthen our revenue base and deepen our market presence with them.

    This quarter, we remained focused on executing our growth strategy and commenced our comprehensive reorganization and restructuring exercise to streamline operations and reduce costs. Our investments this quarter were squarely focused on customer acquisition, technology re-platforming, and data infrastructure, to build a solid foundation for future growth and profitability. These strategic investments were balanced by initiatives to streamline other aspects of our operations designed to enhance efficiency and drive returns.

    Looking ahead, we expect adjusted EBITDA to consistently improve, building on the significant progress we made during the fourth quarter. With margins steadily improving, we are well-positioned to drive growth momentum heading into 2025, strengthening our confidence to generate positive Adjusted EBITDA on a quarterly basis in the second half of 2025. Our comprehensive review of our organizational structure, completed alongside a successful reorganization this year, has strengthened our operational foundation and set the stage for continued sustainable growth.”

    Fourth Quarter 2024 Financial Highlights

    • Revenue decreased by 40% year-over-year to US$15.7 million in the fourth quarter of 2024, driven primarily by a shift in focus toward diversifying revenue mix toward high-margin products such as insurance and wealth products, and the high base effect set during the same period last year with increased investment in marketing and customer acquisition to expand market share.
      • Revenue from insurance products increased by 10% year-over-year to US$2.1 million in the fourth quarter of 2024, accounting for 14% of total revenue, compared to 7% during the same period last year.
      • Revenue from wealth products increased by 195% year-over-year to US$2.4 million in the fourth quarter of 2024, accounting for 15% of total revenue, compared to 3% during the same period last year.
    • Cost of revenue decreased by 62% year-over-year to US$6.6 million, with advertising and marketing expenses decreasing by 23% year-over-year in the fourth quarter of 2024, as the Company focused on scaling higher margin verticals and optimizing rewards costs associated with the credit cards vertical and paid marketing spend across all markets.
    • Total operating costs and expenses, excluding net foreign exchange differences, decreased to US$25.2 million in the fourth quarter of 2024 from US$45.6 million during the same period last year. Operating costs and expenses in the fourth quarter of 2023 included significant transaction costs associated with the listing as well as certain write-offs of intangible assets which are further detailed in the adjusted EBITDA reconciliation below.
    • Foreign exchange loss of US$8.9 million in the fourth quarter of 2024 was driven by the weakening of local currencies against the US dollar from end September 2024 to end December 2024.
    • Net loss for the period narrowed sharply to US$(18.8) million during the fourth quarter of 2024, compared to US$(94.3) million in the same period last year, primarily due to non-operating expenses including share-based payments to effect the merger with Bridgetown Holdings and finance costs.
    • Adjusted EBITDA loss improved to US$(2.9) million in the fourth quarter of 2024 from US$(4.6) million in the prior year period.

    Full Year 2024 Financial Highlights

    • Revenue decreased by 1% year-over-year to US$79.5 million for the full year 2024, driven primarily by a shift in focus toward profitability by diversifying revenue mix toward high-margin products starting in the second half of 2024.
      • Revenue from insurance products increased by 40% year-over-year to US$8.2 million for the year 2024, accounting for 10% of total revenue, compared to 7% in the prior year.
      • Revenue from wealth products increased by 138% year-over-year to US$8.5 million for the year 2024, fueled by growth of stock account and bank account verticals.
    • Total operating costs and expenses, excluding net foreign exchange differences, increased by 3% year-over-year to US$114.9 million for the year 2024, primarily due to higher advertising and marketing expenses.
    • Net loss for the full year 2024 narrowed sharply to US$(37.8) million from US$(172.6) million in the prior year. Net loss for the full year 2023 includes US$143.4 million in non-operating expenses associated with share-based payments to effect the merger with Bridgetown Holdings, finance costs and changes in fair value of financial instruments.
    • Adjusted EBITDA loss was US$(23.7) million for the full year 2024, compared to US$(6.8) million in the prior year, largely attributable to strategic investments in marketing and customer acquisition during the first half of the year as well as increased operating costs associated with being a public company.
    • As of December 31, 2024, the Company had a debt-free balance sheet with US$42.5 million in cash and cash equivalents.

    Fourth Quarter and Full Year 2024 Operational Highlights

    • Monthly Unique Users for the three months ended December 31, 2024 of 6.2 million
    • MoneyHero Group Members, to whom the Company provides more tailored product information and recommendations, grew by 42% year-over-year to 7.5 million as of December 31, 2024
    • Approved Application volumes increased by 21% year-over-year in 2024 to 767,000, driven by strong growth in the Company’s insurance products

    Capital Structure

    The table below summarizes the capital structure of the Company as of December 31, 2024:

    Share Class Issued and Outstanding
    Class A Ordinary 28,653,4671
    Class B Ordinary 13,254,838
    Preference Shares 2,407,575
    Total Issued Shares 44,315,880
    Employee Equity Options 690,0552
    Issued Class A Ordinary Shares Underlying Employee Equity Options (690,055)3
    Total Issued and Issuable Shares4 44,315,880

    ______________________________
    1 Includes 690,055 shares issued to Computershare Hong Kong Investor Services Limited (“Computershare”) which are held in trust pending exercise of share options and settlement by Computershare to the underlying exercising option holder.
    2 Includes granted but unexercised options as well as exercised options, pursuant to which the shares have not yet been issued as of December 31, 2024.
    3 Issued in advance to Computershare and held in trust pending exercise of share options and settlement by Computershare to the underlying exercising option holder.
    4 Public Warrants, Sponsor Warrants, Class A-1 Warrants, Class A-2 Warrants and Class A-3 Warrants are excluded since they are out of the money.

    Summary of financial / KPI performance

      For the Three Months Ended December 31,   For the Full Year Ended December 31,
      2024   2023     2024   2023  
      (US$ in thousands, unless otherwise noted)
    Revenue 15,723   26,397     79,511   80,671  
    Adjusted EBITDA (2,922 ) (4,613 )   (23,666 ) (6,763 )
               
    Clicks (in thousands)5 2,222   N/A     N/A   N/A  
    Applications (in thousands)6 363   504     1,779   1,713  
    Approved Applications (in thousands)6 172   204     767   636  

    ______________________________
    5 As of July 1, 2024, we transitioned from Universal Analytics to Google Analytics 4. Consequently, we are unable to provide comparable click data for this period following the transition. Please refer to the section titled “Key Performance Metrics and Non-IFRS Financial Measures” for more information regarding the change in methodology.
    6 Due to the nature of our business, there is often a delay in receiving confirmation of the number of Applications and Approved Applications by our commercial partners. As a result, the disclosed figures may utilize estimations if data is unavailable.

    Revenue breakdown

      For the Three Months Ended
    December 31,
      For the Year Ended December 31,
      2024   2023       2024   2023  
      US$ % US$ %   US$ % US$ %
      (US$ in thousands, except for percentages)
    By Geographical Market:                  
    Singapore 5,060 32.2 12,111   45.9     30,890 38.9 32,070 39.8
    Hong Kong 7,386 47.0 8,390   31.8     30,443 38.3 26,947 33.4
    Taiwan 1,296 8.2 1,967   7.5     5,137 6.5 6,743 8.4
    Philippines 1,977 12.6 3,887   14.7     12,844 16.2 14,169 17.6
    Malaysia 5 0.0 43   0.2     197 0.2 738 0.9
    Other Asia 0 0.0 (0 ) (0.0 )   0 0.0 4 0.0
                       
    Total Revenue 15,723 100.0 26,397   100.0     79,511 100.0 80,671 100.0
                       
    By Source:                  
    Online financial comparison platforms 13,594 86.5 21,831   82.7     66,815 84.0 66,926 83.0
    Creatory 2,129 13.5 4,566   17.3     12,696 16.0 13,746 17.0
                       
    Total Revenue 15,723 100.0 26,397   100.0     79,511 100.0 80,671 100.0
                       
    By Vertical:                  
    Credit cards 7,559 48.1 19,976   75.7     48,958 61.6 60,258 74.7
    Personal loans and mortgages 3,373 21.5 3,487   13.2     12,185 15.3 10,166 12.6
    Wealth 2,397 15.2 813   3.1     8,504 10.7 3,580 4.4
    Insurance 2,125 13.5 1,928   7.3     8,181 10.3 5,853 7.3
    Other verticals 269 1.7 193   0.7     1,683 2.1 814 1.0
                       
    Total Revenue 15,723 100.0 26,397   100.0     79,511 100.0 80,671 100.0


    Key Metrics

      For the Three Months Ended
    December 31, 2024
     
      (in millions, except for percentages)
    Monthly Unique Users7,8      
    Singapore 1.4 23.1 %  
    Hong Kong 1.1 17.2 %  
    Taiwan 1.7 28.2 %  
    Philippines 1.9 31.5 %  
    Total 6.2 100.0 %  
           
    Total Traffic7,8      
    Singapore 3.1 16.6 %  
    Hong Kong 3.5 19.0 %  
    Taiwan 5.7 30.7 %  
    Philippines 6.3 33.7 %  
    Total 18.6 100.0 %  
     
       
             
       
             
                 
                 
                 
                 
                 
                 
      As of December 31,
       
             
       
             
                 
                 
                 
                 
                 
                 
      2024   2023  
       
             
       
             
                 
                 
                 
                 
                 
                 
      (in millions, except for percentages)
       
             
       
             
                 
                 
                 
                 
                 
                 
    MoneyHero Group Members8        
       
             
       
             
                 
                 
                 
                 
                 
                 
    Singapore 1.3 17.7 % 1.2 22.1 %
       
             
       
             
                 
                 
                 
                 
                 
                 
    Hong Kong 0.9 11.5 % 0.7 13.0 %
       
             
       
             
                 
                 
                 
                 
                 
                 
    Taiwan 0.4 4.8 % 0.3 4.8 %
       
             
       
             
                 
                 
                 
                 
                 
                 
    Philippines 5.0 66.1 % 2.9 55.3 %
       
             
       
             
                 
                 
                 
                 
                 
                 
    Malaysia 0.0 0.0 % 0.3 4.8 %
       
             
       
             
                 
                 
                 
                 
                 
                 
    Total 7.5 100.0 % 5.3 100.0 %

    _____________________________
    7 As of July 1, 2024, we transitioned from Universal Analytics to Google Analytics 4. Consequently, we are unable to provide comparable monthly unique users and total traffic for this period following the transition. Please refer to the section titled “Key Performance Metrics and Non-IFRS Financial Measures” for more information regarding the change in methodology.
    8 Malaysia’s ‘CompareHero’ brand was acquired by Jirnexu Sdn. Bhd in July 2024.

    Conference Call Details

    The Company will host a conference call and webcast on Tuesday, April 29, 2025, at 8:00 a.m. Eastern Standard Time / 8:00 p.m. Singapore Standard Time to discuss the Company’s financial results. The MoneyHero Limited (NASDAQ: MNY) Q4 and FY 2024 Earnings call can be accessed by registering at:

    Webcast: https://edge.media-server.com/mmc/p/g36exn6g/
    Conference call: https://register-conf.media-server.com/register/BI63a8f286c9b74092aff58fc8eb219749

    The webcast replay will be available on the Investor Relations website for 12 months following the event.

    About MoneyHero Group
    MoneyHero Limited (NASDAQ: MNY) is a leading personal finance aggregation and comparison platform, as well as a digital insurance brokerage provider in Greater Southeast Asia. The Company operates in Singapore, Hong Kong, Taiwan and the Philippines. Its brand portfolio includes B2C platforms MoneyHero, SingSaver, Money101, Moneymax and Seedly, as well as the B2B platform Creatory. The Company also retains an equity stake in Malaysian fintech company, Jirnexu Pte. Ltd., parent company of Jirnexu Sdn. Bhd., the operator of RinggitPlus, Malaysia’s largest operating B2C platform. MoneyHero had over 290 commercial partner relationships as at December 31, 2024, and had approximately 6.2 million Monthly Unique Users across its platform for the three months ended December 31, 2024. The Company’s backers include Peter Thiel—co-founder of PayPal, Palantir Technologies, and the Founders Fund—and Hong Kong businessman, Richard Li, the founder and chairman of Pacific Century Group. To learn more about MoneyHero and how the innovative fintech company is driving APAC’s digital economy, please visit www.MoneyHeroGroup.com.

    Key Performance Metrics and Non-IFRS Financial Measures

    Historically, we utilized data from Universal Analytics (“UA”), Google’s analytics platform, to measure three key business metrics: monthly unique users, traffic, and clicks. Effective July 1, 2024, Google Analytics 4 (“GA4”) replaced UA. The methodologies used in GA4 are different and not comparable to the methodologies used in UA. While Google has provided some guidance on these differences, Google has not made available sufficient information for us to assess the impact (whether positive or negative) of this transition on our key business metrics, nor can we quantify the extent of such impact. Furthermore, due to the adoption of GA4, we have adjusted our definitions of these key business metrics to enhance accuracy and align them more closely with previous definitions under UA. Therefore, we are unable to provide comparable data for monthly unique user, traffic, and clicks for any periods prior to July 1, 2024.

    “Monthly Unique User” means as a unique user with at least one session in a given month as determined by a unique device identifier from GA4. A session begins when a user opens an app in the foreground or views a page or screen while no other session is currently active (e.g., the prior session has ended). A session concludes after 30 minutes of user inactivity. To measure Monthly Unique Users over a period longer than one month, we calculate the average of the Monthly Unique Users for each month within that period. If an individual accesses a website or app from different devices within a given month, each device is counted as a separate unique user. However, if an individual logs in and accesses a website or app using the same login across different devices, they will only be counted as one unique user.

    “Traffic” means the total number of unique sessions in GA4. A unique session is a group of user interactions recorded when a user accesses a website or app within a 30-minute window. The current session concludes when there is 30 minutes of inactivity or users have a change in traffic source.

    “MoneyHero Group Members” means (i) users who have login IDs with us in Singapore, Hong Kong and Taiwan, (ii) users who subscribe to our email distributions in Singapore, Hong Kong, Taiwan, the Philippines and Malaysia, and (iii) users who are registered in our rewards database in Singapore and Hong Kong. Any duplications across the three sources above are deduplicated.

    “Clicks” means the sum of unique clicks by product item on a tagged “Apply Now” button on our website, including product result pages and blogs. We track Clicks to understand how our users engage with our platforms prior to application submission or purchase, which enables us to further optimize conversion rates.

    “Applications” means the total number of product applications submitted by users and confirmed by our commercial partners.

    “Approved Applications” means the number of applications that have been approved and confirmed by our commercial partners.

    In addition to MoneyHero Group’s results determined in accordance with IFRS, MoneyHero Group believes that the key performance metrics above and the non-IFRS measures below are useful in evaluating its operating performance. MoneyHero Group uses these measures, collectively, to evaluate ongoing operations and for internal planning and forecasting purposes. MoneyHero Group believes that non-IFRS information, when taken collectively, may be helpful to investors because it provides consistency and comparability with past financial performance and may assist in comparisons with other companies to the extent that such other companies use similar non-IFRS measures to supplement their IFRS results. These non-IFRS measures are presented for supplemental informational purposes only and should not be considered a substitute for financial information presented in accordance with IFRS and may be different from similarly titled non-IFRS measures used by other companies. Accordingly, non-IFRS measures have limitations as analytical tools, and should not be considered in isolation or as substitutes for analysis of other IFRS financial measures, such as profit/(loss) for the year/period and profit/(loss) before income tax.

    Adjusted EBITDA is a non-IFRS financial measure defined as loss for the year plus depreciation and amortization, interest income, finance costs, income tax expenses/(credit), impairments of non-financial assets, equity-settled share-based payment expenses, other long-term employee benefits expense/(credit), non-recurring costs related to strategic exercises, gain on disposal of Malaysian operations, transaction expenses, changes in the fair value of financial instruments, non-recurring legal fees, gain on derecognition of convertible loan and bridge loan and unrealized foreign exchange differences. Adjusted EBITDA Margin is defined as Adjusted EBITDA as a percentage of revenue.

    A reconciliation is provided for each non-IFRS measure to the most directly comparable financial measure stated in accordance with IFRS. Investors are encouraged to review the related IFRS financial measures and the reconciliations of these non-IFRS measures to their most directly comparable IFRS financial measures. IFRS differs from U.S. GAAP in certain material respects and thus may not be comparable to financial information presented by U.S. companies. We currently, and will continue to, report financial results under IFRS, which differs in certain significant respects from U.S. GAAP.

      For the Three Months Ended December 31,   For the Year Ended December 31,
      2024   2023     2024   2023  
      (US$ in thousands)
    Loss for the period (18,756 ) (94,296 )   (37,787 ) (172,601 )
    Tax expenses 19   3     109   63  
    Depreciation and amortization 893   3,563     4,043   7,165  
    Interest income (239 ) (679 )   (1,478 ) (873 )
    Finance costs 8   13,657     25   19,028  
               
    EBITDA (18,075 ) (77,752 )   (35,088 ) (147,217 )
               
    Non-cash items:          
    Changes in fair value of financial instruments 526   (123 )   (447 ) 57,333  
    Impairment of intangible assets 4,466   3,106     4,541   3,106  
    Equity settled share-based payment arising from employee share incentive scheme 1,631   5,653     3,179   6,629  
    Unrealized foreign exchange loss/(gain), net 8,523   (4,763 )   4,197   (895 )
               
    Listing and other non-recurring strategic exercises related items:        
    Share-based payment arising from listing –   67,027     –   67,027  
    Equity settled share-based payment arising from professional services in relation to listing –   500     –   500  
    Transaction expenses 0   1,739     29   6,643  
    Gain on disposal of Malaysian operations 0   –     (600 ) –  
    Other non-recurring costs related to strategic exercises –   (0 )   61   1  
               
    Other non-recurring items:          
    Other long-term employee benefits expense/(credit) –   0     –   110  
    Non-recurring legal fees 7   –     462   0  
               
    Adjusted EBITDA (2,922 ) (4,613 )   (23,666 ) (6,763 )
               
    Revenue 15,723   26,397     79,511   80,671  
    Adjusted EBITDA (2,922 ) (4,613 )   (23,666 ) (6,763 )
    Adjusted EBITDA Margin (18.6 )% (17.5 )%   (29.8 )% (8.4 )%
     

    Forward Looking Statements

    This document includes “forward-looking statements” within the meaning of the United States federal securities laws and also contains certain financial forecasts and projections. All statements other than statements of historical fact contained in this communication, including, but not limited to, statements as to the Group’s growth strategies, future results of operations and financial position, market size, industry trends and growth opportunities, are forward-looking statements. Some of these forward-looking statements can be identified by the use of forward-looking words, including “outlook,” “believes,” “expects,” “potential,” “continues,” “may,” “will,” “should,” “could,” “seeks,” “predicts,” “intends,” “trends,” “plans,” “estimates,” “anticipates” or the negative version of these words or other comparable words. All forward-looking statements are based upon estimates and forecasts and reflect the views, assumptions, expectations, and opinions of the Company, which are all subject to change due to various factors including, without limitation, changes in general economic conditions. Any such estimates, assumptions, expectations, forecasts, views or opinions, whether or not identified in this communication, should be regarded as indicative, preliminary and for illustrative purposes only and should not be relied upon as being necessarily indicative of future results. The forward-looking statements and financial forecasts and projections contained in this communication are subject to a number of factors, risks and uncertainties. Potential risks and uncertainties that could cause the actual results to differ materially from those expressed or implied by forward-looking statements include, but are not limited to, changes in business, market, financial, political and legal conditions; the Company’s ability to attract new and retain existing customers in a cost effective manner; competitive pressures in and any disruption to the industries in which the Company and its subsidiaries (the “Group”) operates; the Group’s ability to achieve profitability despite a history of losses; and the Group’s ability to implement its growth strategies and manage its growth; the Group’s ability to meet consumer expectations; the success of the Group’s new product or service offerings; the Group’s ability to attract traffic to its websites; the Group’s internal controls; fluctuations in foreign currency exchange rates; the Group’s ability to raise capital; media coverage of the Group; the Group’s ability to obtain adequate insurance coverage; changes in the regulatory environments (such as anti-trust laws, foreign ownership restrictions and tax regimes) and general economic conditions in the countries in which the Group operates; the Group’s ability to attract and retain management and skilled employees; the impact of the COVID-19 pandemic or any other pandemic on the business of the Group; the success of the Group’s strategic investments and acquisitions, changes in the Group’s relationship with its current customers, suppliers and service providers; disruptions to the Group’s information technology systems and networks; the Group’s ability to grow and protect its brand and the Group’s reputation; the Group’s ability to protect its intellectual property; changes in regulation and other contingencies; the Group’s ability to achieve tax efficiencies of its corporate structure and intercompany arrangements; potential and future litigation that the Group may be involved in; and unanticipated losses, write-downs or write-offs, restructuring and impairment or other charges, taxes or other liabilities that may be incurred or required and technological advancements in the Group’s industry. The foregoing list of factors is not exhaustive. You should carefully consider the foregoing factors and the other risks and uncertainties described in the “Risk Factors” section of the Company’s annual report for the year ended December 31, 2023 on Form 20-F (File No.: 001-41838), registration statement on Form F-1 (File No.: 333-275205), and other documents to be filed by the Company from time to time with the U.S. Securities and Exchange Commission. These filings identify and address other important risks and uncertainties that could cause actual events and results to differ materially from those contained in the forward-looking statements. In addition, there may be additional risks that the Company currently does not know, or that the Company currently believes are immaterial, that could also cause actual results to differ from those contained in the forward-looking statements. Forward-looking statements reflect the Company’s expectations, plans, projections or forecasts of future events and view. If any of the risks materialize or the Company’s assumptions prove incorrect, actual results could differ materially from the results implied by these forward-looking statements. Forward-looking statements speak only as of the date they are made. The Company anticipates that subsequent events and developments may cause their assessments to change. However, while the Company may elect to update these forward-looking statements at some point in the future, the Company specifically disclaims any obligation to do so, except as required by law. The inclusion of any statement in this document does not constitute an admission by the Company or any other person that the events or circumstances described in such statement are material. These forward-looking statements should not be relied upon as representing the Company’s assessments as of any date subsequent to the date of this document. Accordingly, undue reliance should not be placed upon the forward-looking statements. In addition, the analyses of the Company contained herein are not, and do not purport to be, appraisals of the securities, assets, or business of the Company.

    For inquiries, please contact:

    Investor Relations:
    MoneyHero IR Team
    IR@MoneyHeroGroup.com

    Media Relations:
    MoneyHero PR Team
    Press@MoneyHeroGroup.com

    Consolidated Statements of Loss and Other Comprehensive Income

      For the Three Months Ended
    December 31,
      For the Year Ended
    December 31,
      2024   2023     2024   2023  
      (US$ in thousands except for loss per share)
    Revenue 15,723   26,397     79,511   80,671  
               
    Cost and expenses:          
    Cost of revenue (6,603 ) (17,601 )   (46,180 ) (43,930 )
    Advertising and marketing expenses (3,954 ) (5,111 )   (21,619 ) (16,245 )
    Technology costs (1,397 ) (4,451 )   (7,427 ) (9,522 )
    Employee benefit expenses (5,837 ) (10,585 )   (24,151 ) (24,931 )
    General, administrative and other operating expenses (7,454 ) (7,863 )   (15,543 ) (16,725 )
    Foreign exchange differences, net (8,921 ) 4,802     (4,783 ) 657  
               
    Operating loss (18,444 ) (14,411 )   (40,192 ) (30,026 )
               
    Other income/(expenses):          
    Other income 241   679     2,092   878  
    Share-based payment on listing –   (67,027 )   –   (67,027 )
    Finance costs (8 ) (13,657 )   (25 ) (19,028 )
    Changes in fair value of financial instruments (526 ) 123     447   (57,333 )
               
    Loss before income tax (18,737 ) (94,293 )   (37,678 ) (172,538 )
    Tax expenses (19 ) (3 )   (109 ) (63 )
    Loss for the period (18,756 ) (94,296 )   (37,787 ) (172,601 )
    Other comprehensive income/(loss)          
    Other comprehensive income/(loss) that may be classified to profit or loss in subsequent periods (net of tax):          
    Exchange differences on translation of foreign operations 8,071   (4,098 )   3,738   (820 )
    Other comprehensive income/(loss) that will not be reclassified to profit or loss in subsequent periods (net of tax):          
    Remeasurement of defined benefit plan 8   (9 )   12   (30 )
    Other comprehensive income/(loss), net of tax 8,079   (4,107 )   3,750   (850 )
               
    Total comprehensive loss, net of tax (10,677 ) (98,403 )   (34,037 ) (173,451 )
               
    Loss per share attributable to ordinary equity holders of the parent    
    Basic and diluted (0.5 ) (2.8 )   (0.9 ) (17.9 )
     

    Consolidated Statements of Financial Position

      As of December 31,
    (US$ in thousands) 2024 2023
         
    NON-CURRENT ASSETS    
    Non-current financial asset 600 –
    Intangible assets 1,018 7,294
    Property and equipment 215 190
    Right-of-use assets 744 590
    Deposits 25 26
         
    Total non-current assets 2,601 8,100
         
    CURRENT ASSETS    
    Accounts receivable 13,538 17,236
    Contract assets 11,825 16,025
    Prepayments and other assets 9,041 4,855
    Tax recoverable 63 0
    Pledged bank deposits 185 189
    Cash and cash equivalents 42,522 68,641
         
    Total current assets 77,174 106,947
         
    CURRENT LIABILITIES    
    Income tax payable 32 –
    Accounts and other payables 29,101 33,222
    Warrant liabilities 1,393 1,840
    Lease liabilities 442 575
    Provisions 71 72
         
    Total current liabilities 31,039 35,708
         
    NET CURRENT ASSETS 46,135 71,239
    TOTAL ASSETS LESS CURRENT LIABILITIES 48,736 79,339
         
    NON-CURRENT LIABILITIES    
    Lease liabilities 294 31
    Deferred tax liabilities 30 29
    Provisions 185 194
         
    Total non-current liabilities 509 255
         
    Net assets 48,227 79,084
         
    EQUITY    
    Issued capital 4 4
    Reserves 48,223 79,080
         
    Total equity 48,227 79,084

    The MIL Network –

    April 30, 2025
  • MIL-OSI USA: 2025 Commencement Speakers and Honorary Degree Recipients

    Source: US State of Connecticut

    From business success to the National Science Foundation, from policymaking in Hartford to the world’s most popular YouTube sneaker channel, from the Chairman of the Mashantucket Pequot Tribal Nation to the President of the Rwanda Academy of Sciences, the honored guests of UConn’s commencement ceremonies bring a wealth of experience, insight, and wisdom to share with this year’s graduates. Speakers at the ceremonies, which begin on Saturday, May 10, include:

    College of Engineering (Saturday, May 10, 9 a.m. at Gampel Pavilion): Mark P. Sarkisian ’83

    Mark Sarkisian is a partner in the San Francisco office of Skidmore, Owings & Merrill LLP. He is a licensed professional engineer and structural engineer in 31 states. In 2021, Sarkisian was elected to the National Academy of Engineering, and is a member of the University of Connecticut Academy of Distinguished Engineers. He received his bachelor’s degree in civil engineering from UConn in 1983, and his master’s degree in structural engineering from Lehigh University. Sarkisian’s career focuses on developing innovative structural engineering solutions for over 100 major building projects around the world, including the Jin Mao Tower in China and the Al Hamra Fidrous Tower in Kuwait, both over 1,300 feet[1]tall. Sarkisian holds 10 U.S. patents and five international patents. Sarkisian has authored over 150 technical papers related to the design of building structures, and in 2012 completed his first book, “Designing Tall Buildings – Structure as Architecture.” He teaches integrated studio design courses focused on collaborative design opportunities at the University of California, Berkeley; California College of the Arts; Stanford University; California Polytechnic State University; Northeastern University; North Carolina State University; and the Pratt Institute.

    School of Nursing (Saturday, May 10, 9 a.m. at Jorgensen Center for the Performing Arts): Joan Y. Reede

    Dr. Joan Y. Reede was appointed as Harvard Medical School’s (HMS) first Dean for Diversity and Community Partnership in January of 2002, and has been responsible for the development and management of a comprehensive program that has provided leadership, guidance, and support to promote the increased recruitment, retention, and advancement of diverse faculty, particularly individuals from groups underrepresented in medicine. This charge includes oversight of all diversity activities at HMS as they relate to faculty, trainees, students, and staff. Reede is a graduate of Brown University and Mount Sinai School of Medicine. She completed a pediatric residency at Johns Hopkins Hospital in Baltimore, Maryland, and a fellowship in child psychiatry at Boston Children’s Hospital. She holds an MPH and an MS in Health Policy Management from Harvard T. H. Chan School of Public Health, and an MBA from Boston University. Reede created and developed more than 20 programs at HMS that aim to address pathway and leadership issues for minorities and women who are interested in careers in medicine, academic and scientific research, and the health care professions. At a national level, Reede’s advice and expertise is highly sought after among several committees and councils, such as being appointed to the Health and Human Services Advisory Committee on Minority Health and serving on the Board of Governors for the Warren Grant Magnuson Clinical Center. She also has many affiliations, including the Task Force for the Annual Biomedical Research Conference for Minority Students, CTSA Women in CTR Interest Group of the NIH, and the American Association for the Advancement of Science STEM Education Review Committee.

    School of Business (Saturday, May 10, 1:30 p.m. at Gampel Pavilion): Richard Eldh ‘81

    Rich Eldh was born in the village of Ardsley, New York, and moved homes five times between the ages of 5 and 15. He attended Staples High School in Westport, graduating as a three-sport athlete and an all-state football player. After high school, he enrolled at the University of Connecticut. In what would have been his junior year, 1978–1979, he took a leave of absence to travel abroad, living in Kempten, Germany, in Bavaria. There, he worked at Dixie Union, a manufacturing company, as a computer programmer, where he developed new automation software for the finance department. This experience in Germany highlighted the significant impact computing technology would have on business. Motivated by this realization, he decided to pursue a career in the computer industry. Upon returning to the University of Connecticut for his final two years, he majored in finance at the School of Business and graduated in 1981 with a degree in Finance. He first joined a manufacturing firm implementing automation software, then moved to Four Phase Systems, a Motorola company, selling data entry systems. Later, he joined Hewlett-Packard, specializing in manufacturing systems and automation. It was at HP that he met his wife; they married and started a family. After working for two very large corporations, Rich joined a startup called Gartner Group in Stamford. He was the 100th employee, and in ten years, the company grew from $9 million in revenue to just under $1 billion with 4,500 employees. Today, Gartner boasts a market cap of $38 billion with 21,000 employees. These early career highlights led Rich to co-found Sirius Decisions, which became a leader in high-performance go-to[1]market research and benchmarking. Headquartered in Wilton, Sirius Decisions grew to 400 employees with private equity backing and offices worldwide. The company was eventually monetized for approximately $300 million through a sale to a public company in Boston. Throughout his career, he has had the honor of working with associates and clients across more than 50 countries. Alongside his career, Rich and his wife Joyce raised two daughters and a son. They have each found success in the medical field, the fashion world, and the blockchain and crypto industry, respectively.

    School of Social Work (Saturday, May 10, 1:30 p.m. at Jorgensen Center for the Performing Arts): Maggie Mitchell Salem

    Maggie Mitchell Salem joined IRIS as Executive Director in January 2024. Throughout her nearly 30-year career, Maggie has managed diverse teams focused on civic education, intercultural dialogue, social and political rights, and forced displacement. She arrived in Connecticut following three years leading the National Democratic Institute’s democratic governance program in Tunisia. Given the exponential increase in the number of refugees, humanitarian parolees, and other immigrants that IRIS assists, Maggie has focused on organizational structure, systems, and policies that create a strong foundation for the organization’s continued growth. Her previous experience at Global Refuge (formerly Lutheran Immigration & Refugee Services) and Fugees Academy have underscored the importance of collaborative, communicative leadership and management. For more than a decade, she was the founding executive director of Qatar Foundation International and expanded Arabic language and culture education to public K-12 schools across the U.S., UK, and Germany. As the Regional Director for the Middle East and North Africa at the International Foundation for Electoral Systems (IFES), she expanded or created new programs in Jordan, Iran, and Iraq. Maggie started up and led the Middle East Institute’s Communications Department from 2001-2004. She also served as a U.S. Foreign Service Officer in Mumbai and Tel Aviv, and as staff on the Executive Secretariat of Secretary of State Madeleine Albright. Maggie was a Fulbright Scholar in Syria while studying for her Masters in Contemporary Arab Studies at Georgetown University. She received a bachelor’s degree in political science and psychology from Johns Hopkins University. She has two sons and two daughters. She lives with her six dogs and two cats in East Haddam.

    Bachelor of General Studies (Saturday, May 10, 2 p.m. at Student Union Theater): Daniel Mercier ‘95

    Daniel Mercier graduated from the Bachelor of General Studies program in 1995 with a focus in Visual Communications. After serving as a Graphics Specialist for a few years, Mercier returned to UConn in 1998 as a Media Producer. In 2001, he transitioned to the role of Instructional Developer in the Instructional Design and Development Department. After completing a Master of Arts in Educational Technology in 2003, Mercier became Manager of Instructional Design and Development and ultimately served as Assistant Director and Director of the Institute of Teaching and Learning. In 2015, he took on the role of Director, Instructional Design, in the Center for Pedagogical Innovation at Wesleyan University. In 2017, Mercier returned to UConn as the Director of Academic Affairs at the Avery Point Campus of the University of Connecticut. Throughout his 30-plus-year career, Mercier has demonstrated an unwavering commitment to the development of instructional tools, to help faculty utilize technologies to reach our students. In his work, he has supported faculty, staff and students across the higher education landscape. His commitment to the University of Connecticut spans nearly 25 years. In his current position, he recruits faculty, oversees academic advising and other academic support programs, and develops partnerships between the Avery Point campus and other academic entities within and outside UConn. These partnerships include the support of students in the Bachelor of General Studies Program.

    College of Agriculture, Health and Natural Resources (Saturday, May 10, 6 p.m. at Gampel Pavilion): Rodney Butler ’99 (BUS)

    Rodney A. Butler is the Chairman of the Mashantucket Pequot Tribal Nation (MPTN) since January 2010. Butler’s service on Tribal Council began in 2004, and after one year, he was appointed Tribal Council Treasurer; a position he held through 2009. During his tenure, Butler chaired the Tribe’s Finance, Housing, and Judicial Committees, the MPTN Utility Authority, and served as an Interim CEO for Foxwoods Resort Casino. Butler earned his Bachelor’s Degree in Finance from the University of Connecticut where he played Defensive Back for the UConn Huskies football team. Prior to Tribal Council, Butler worked in the finance department at Foxwoods Resort Casino. He later became Chairman of the Tribal Business Advisory Board; an executive body responsible for overseeing the Tribe’s non-gaming businesses and commercial properties. Butler was actively involved in multiple resort expansions at Foxwoods, as well as community development initiatives on the Reservation, the establishment of the Mashantucket (Western) Pequot Tribe Endowment Trust, and the legalization of Sports Betting and iGaming in the state of Connecticut. He was also a participant in Harvard Business School’s program “Leading People and Investing to Build Sustainable Communities.” He is a regular speaker on national panels related to Native American issues. Butler presently serves on the Board of Directors for Mashantucket Pequot Interactive and is on the board of Foxwoods El San Juan Casino. He also serves as the President of Native American Finance Officers Association (NAFOA), as Alternate Vice President for the National Congress of American Indians, and on the boards for the United South and Eastern Tribes, Indian Gaming Association, American Gaming Association, the Mystic Aquarium, and the United Way of Southeastern Connecticut. He is the 2019 recipient of the Citizen of the Year award from the Eastern Connecticut Chamber of Commerce, and the National Indian Gaming Association’s John Kieffer Sovereignty Award. In 2018, he received the St. Edmund’s Medal of Honor Award from the Enders Island Retreat Center. In 2017, Butler was appointed “Tribal Leader of the Year” by the NAFOA. As Chairman, Butler’s primary focus is to ensure long-term stability for the Tribe’s citizens, government, and business enterprises.

    School of Fine Arts (Saturday, May 10, 6 p.m. at Jorgensen Center for the Performing Arts): Jacob G. Padrón

    Jacob G. Padrón is the Artistic Director of Long Wharf Theatre in New Haven. He is also the Founder and Artistic Director of The Sol Project, a national theater initiative that works in partnership with leading theater companies to amplify the voices of Latino playwrights in New York City and beyond. Padrón has held senior-level artistic positions at theater companies across the country. He was the Senior Line Producer at The Public Theater where he worked on new plays, new musicals, Shakespeare in the Park, and Public Works. He was formerly the Producer at Steppenwolf Theatre Company in Chicago where he supported the artistic programming in the Garage – Steppenwolf’s dedicated space for new work, new artists, and new audiences. From 2008 to 2011, he was an Associate Producer at the Oregon Shakespeare Festival where he was instrumental in producing all shows in the 11-play repertory. Under the guidance of his late mentor Diane Rodriguez, he served as the producer of Suzan-Lori Parks’ “365 Days/365 Plays” for Center Theatre Group, a collaboration that included over 50 theater companies to launch Festival 365 in Los Angeles. He is a co-founder of the Artist Anti-Racism Coalition, a grassroots movement committed to dismantling structural racism within the Off-Broadway community. Jacob is a graduate of Loyola Marymount University (B.A.) and David Geffen School of Drama (M.F.A.). His first artistic home was El Teatro Campesino located in San Juan Bautista, California.

     

    College of Liberal Arts and Sciences, Ceremony I (Sunday, May 11, 9 a.m. at Gampel Pavilion): Maureen Ahern ‘85

    Maureen Ahern is an Executive Leadership Coach on her third career whose journey began in the same classrooms as today’s graduates. A proud Husky who earned both a Bachelors and a Masters, Maureen’s connection to UConn runs deep. For over 10 years, she returned to UConn Stamford each week as an Adjunct Professor, teaching Interpersonal Communications and Public Speaking after her corporate day job in New York, driven by her belief that becoming a great communicator gives you the power and confidence to take meaningful action to shape your future. Maureen started as a Sales Executive at The Associated Press and quickly rose to lead the Satellite Networks division before transitioning to Standard and Poor’s Comstock. At S&P she led many different departments as Director of Operations, VP of US Sales and Managing Director for Asian and South American markets, building successful international relationships while traveling the world. She was part of the management team that sold Comstock to IDC and then pivoted from corporate into the digital world, as Partner and COO of momAgenda, where she helped build a thriving e-commerce company. Drawing on her teaching background, leadership experience and desire to coach and mentor others, Maureen completed her leadership coaching certification at Georgetown University’s Transformational Leadership Institute. Today as Founder of Ahern Leadership Coaching and Consulting, Maureen partners with C-suite executives and emerging leaders across industries, facilitating leadership development through one-on-one coaching, team coaching, and specialized training and leadership development workshops. Her coaching philosophy – described by clients as “tough but loving”-centers on her belief that leaders aren’t born, they are made and that everyone has leadership capacity waiting to be unlocked through awareness, action and courage. Maureen was a mentor with the Freshman Founders Program at the Werth Institute at UConn Stamford, in addition to her volunteer work with CT NEXT and Startup Westport as a business mentor. She is also an angel investor with Tidal River Fund whose goal is to fund underrepresented founders. When not working with her clients whom she loves and adores, Maureen enjoys yoga, beach walks, and time with her three adult children (Patrick, Brendan and Caeleigh). She shares life in Cos Cob with her husband Mike Santini (fellow UConn grad) and their black lab, Nino.

    Neag School of Education (Sunday, May 11, 9 a.m. at Jorgensen Center for the Performing Arts): Suzanne M. Wilson

    Suzanne M. Wilson is the Neag Endowed Professor of Teacher Education at the University of Connecticut’s Neag School of Education, where she also serves as a professor in the Department of Curriculum and Instruction. Her undergraduate degree is in history and American studies from Brown University; she also has an M.S. in statistics and a Ph.D. in psychological studies in education from Stanford University. She was a University Distinguished Professor in the Department of Teacher Education at Michigan State University, where she served on the faculty for 26 years. Wilson also served as the first director of the Teacher Assessment Project, which developed prototype assessments for the National Board for Professional Teaching Standards. Wilson is a committed teacher, having taught undergraduate, master’s, and doctoral classes in educational policy, teacher learning, and research methods. She has directed 36 dissertations and served as a committee member for another 45. Wilson serves on multiple editorial and advisory boards. She was elected to the National Academy of Education in 2013 and to the American Academy of Arts and Sciences in 2022. Wilson has written on teacher knowledge, qualitative methods, curriculum reform, educational policy, and teacher preparation and professional development. She has published in Science, American Educator, American Educational Research Journal, Educational Researcher, Review of Educational Research, Elementary School Journal, Teaching and Teacher Education, Journal of Teacher Education, Phi Delta Kappa, and Teaching Education. She is the author of “California Dreaming: Reforming Mathematics Education” (Yale, 2003) and editor of Lee Shulman’s collection of essays, “Wisdom of Practice: Essays on Teaching, Learning, and Learning to Teach” (Jossey-Bass, 2004). She is currently working on a collection of essays entitled, “Why Teach?”

    College of Liberal Arts and Sciences Ceremony II (Sunday, May 11, 1:30 p.m. at Gampel Pavilion): Joe La Puma ‘05

    Joe La Puma serves as SVP of Content Strategy at Complex NTWRK and hosts Complex’s Sneaker Shopping, the world’s No. 1 sneaker show, which has garnered over 1 billion views on YouTube. He has been at the forefront of sneaker and street culture at Complex for the past 15 years. La Puma started his journalism career writing for The Daily Campus and was voted “Rookie of the Year” by fellow staffers. After graduating from UConn in 2005 with a degree in Journalism, he returned to Bay Shore to manage The Finish Line—where he previously worked in high school—while contributing articles to both local and global publications like Newsday and Hypebeast.com. In 2006, La Puma landed an internship at Complex magazine, a pop culture publication specializing in convergence culture through hip-hop, sneakers, and fashion. La Puma has written more cover stories (21) than any other writer in Complex history, including profiles on Justin Bieber, Katy Perry, and Kid Cudi. La Puma is also a published author of the book “Complex Presents: Sneaker of the Year: The Best Since ’85.” In his current SVP role, La Puma has led Complex to over 200% growth in audience and engagement. In 2014, Complex debuted the YouTube show Sneaker Shopping, a series that La Puma created and hosts to this day. Over the past decade of Sneaker Shopping, La Puma has interviewed icons like Eminem, Whoopi Goldberg, Kevin Hart, Mark Wahlberg, Billie Eilish, Cristiano Ronaldo, David Beckham, and conducted one of the only lifestyle interviews with former Vice President Kamala Harris during the 2020 election cycle. The show has filmed episodes across the U.S., as well as abroad in China, England, Spain, and Japan. With his extensive editorial work on footwear and over 300 episodes of Sneaker Shopping, La Puma is regarded as one of the foremost sneaker experts in the world. La Puma is a three-time Webby Award winner and has been featured on Good Morning America, and The Tonight Show With Jimmy Fallon. In 2024, La Puma was inducted into the Bay Shore High School Hall of Fame, a group that includes only 79 members since the school opened in 1893. La Puma currently lives in Brooklyn, and takes half-days at work when he can during UConn Basketball March Madness runs.

    School of Pharmacy – Doctor of Pharmacy (Sunday, May 11, 1:30 p.m. at Jorgensen Center for the Performing Arts): JoAnn Trejo

    JoAnn Trejo, Ph.D., MBA is professor of pharmacology and senior assistant Vice Chancellor for Health Sciences Faculty Affairs at the University of California (UC) San Diego. She completed her undergraduate degree at UC Davis, earned her Ph.D. and MBA at UC San Diego and completed postdoctoral training at UC San Francisco. Trejo is a basic science researcher with expertise in cell signaling in the context of vascular inflammation and cancer. Her research has been published in more than 100 peer-reviewed articles and she is a recipient of a NIH R35 Maximizing Investigators’ Research Award (MIRA) and the American Heart Association Established Investigator Award. Trejo is an outstanding educator, mentor and a leader actively engaged in initiatives aimed at enhancing excellence in science and pharmacology. She is the director of five NIH-supported training programs including the UC San Diego IRACDA Postdoctoral Scholars Program, FIRST Program and three early career faculty development programs. Trejo served as an elected member of the leadership Council for the ASCB and the American Society for Biochemistry and Molecular Biology and is a current member of the scientific advisory boards for Septerna and Versiti. She has also served on multiple NIH Study Sections, the NCI Board of Scientific Counselors for Basic Sciences, and Blavatnik, HHMI and Chan Zuckerberg foundation review panels. Trejo is a current member of the NIGMS Advisory Council. She is the Associate Editor for Molecular Biology of the Cell and is an editorial board member for Proceedings National Academy of Sciences Nexus, Journal of Biological Chemistry and Molecular Pharmacology. Trejo is an elected member of the National Academy of Medicine, American Society for Cell Biology (ASCB) Fellow and 100 Inspiring Hispanic / Latinx Scientists and was recently elected honorary fellow of the British Pharmacological Society.

    College of Liberal Arts and Sciences Ceremony III (Sunday, May 11, 5:30 p.m., Gampel Pavilion): Joe La Puma ‘05

    School of Pharmacy – Bachelor of Science (Sunday, May 11, 6 p.m., Jorgensen Center for the Performing Arts): Joe Honcz ‘98

    Joe Honcz is a distinguished expert in managed care and market access, boasting a robust 25-year career that spans significant sectors of the health care industry. Early in his career, he played a pivotal role in leading teams for the launch of Medicare Part D, followed by instrumental involvement in the implementation of the Affordable Care Act while at Anthem BCBS and Aetna. Since 2020, Joe has leveraged his profound understanding of managed care to deliver strategic market access insights, empowering over 20 biotech and pharmaceutical clients to effectively navigate complex market dynamics. His contributions have been crucial in the successful launch of innovative products in both traditional and rare/orphan disease categories. As a “pharmacy futurist,” he continues to drive innovation and shape market access strategies at Petauri Health, supporting the emerging pharmaceutical and health tech industries. His exceptional ability to anticipate industry trends has consistently provided clients with strategic advantages, enabling them to stay ahead of competitors with foresight and precision. Beyond his professional endeavors, Joe is actively involved at Yale Ventures as an Entrepreneur-in-Residence and at the University of Connecticut Technology Commercialization Services in the same capacity. He has also served as an Adjunct Professor at the University of St. Joseph School of Pharmacy and is on the Board of Directors for the Academy of Managed Care Pharmacy (AMCP) and Avery’s Little Army, whose mission is to honor the legacy of Avery Marie Lafferty, an exceptionally brave cancer rebel, and all patients like her. Joe’s extensive background is complemented by diverse roles at Pfizer, Walgreens, Humana, PrecisionAQ, and CVS. He holds a Bachelor of Science in Pharmacy and a Master of Business Administration with a concentration in Marketing from the University of Connecticut, underscoring his deep roots and commitment to the field. In addition to being a Board member, he is also an AMCP diplomat to the UConn School of Pharmacy, where he fulfills his passion for mentoring and coaching.

    The Graduate School – Masters Ceremony (Monday, May 12, 9 a.m. at Gampel Pavilion): Manasse Mbonye ’95 Ph.D.

    Manasse Mbonye is a Founding Fellow of the Rwanda Academy of Sciences (RAS) and its current President. He is also the Group Leader and Professor, Rwanda Astrophysics Space and Climate Sciences Research Group (RASCSRG) at the University of Rwanda and a member of the national Science Advisory Group (SAG). By Training, Mbonye is a theoretical Astrophysicist and Cosmologist. He completed his Ph.D. from the University of Connecticut in 1995. Mbonye has taught Physics at various institutions including UConn, the University of Michigan, and RIT. He has also worked at NASA (Goddard Space Flight Center). In 2012, Mbonye returned to Africa. Since then, his appointments have included, Provost (later) Ag Rector (National University of Rwanda), the first Principal (University of Rwanda, College of Science and Technology), and Executive Secretary (Rwanda’s National Council for Science and Technology, (NCST)). During Mbonye’s tenure, NCST instituted a major review of Rwanda’s Science, Technology, Research and Innovation (STRI) policy. Further, the National Research and Innovation Agenda (NRIA) was constructed, along with its implementation enabler, the National Research and Innovation Fund (NRIF) framework. Rwanda launched the NRIF in June 2018. Mbonye has served on the East African Science and Technology Commission (EASTCO) Board of Directors as its Rapporteur (2017-2018). He has also been Chairman of the Rwanda Energy Group (REG) (2015-2018), Rwanda’s sole electric energy production source and utility company. Prof. Mbonye continues to do research and supervise students, at the University of Rwanda.

     

    UConn Health (Monday, May 12, 1 p.m. at Jorgensen Center for the Performing Arts): Manisha Juthani

    Dr. Manisha Juthani, is the Commissioner of the Connecticut Department of Public Health (DPH). Juthani is the first Indian American to serve as a commissioner in the State of Connecticut. She served as professor of medicine at Yale School of Medicine through September 2024 and currently serves as an adjunct professor of medicine. She served as Director of the Infectious Diseases Fellowship Program from 2012 to 2021. Juthani received her B.A. from the University of Pennsylvania and M.D. from Cornell University Medical College, completed Internal Medicine residency training at New York-Presbyterian Hospital/Weill Cornell campus, and served as chief resident at Memorial-Sloan Kettering Cancer Center. She came to Connecticut in 2002 as an Infectious Diseases fellow at Yale School of Medicine. During the COVID-19 pandemic, Juthani was a leader in the COVID response at Yale which led to her appointment as Commissioner of CT DPH in 2021. In the early days of the pandemic, she was a voice to help educate the public in both local and national media outlets, a role she was able to expand in her role as Commissioner. Upon joining CT DPH, she helped guide Connecticut out of the pandemic and worked to revitalize areas of public health, such as gun violence, maternal health, opioid use, and sexually transmitted diseases, that were exacerbated during the pandemic. As she continues in her role as DPH Commissioner, Juthani has shifted her core vision to “Preserve and Protect Core Public Health Principles and Services.” As Connecticut is presented with new public health challenges, she remains committed to preserving public health achievements made over the years, including improvements in regulatory oversight in health care, drinking water, and environmental health which includes food safety. It is more important than ever to highlight the importance of vaccines, control of infectious diseases, road safety, and healthier mothers and babies. Clear, accurate communication about public health risks is vital to her mission. She continues to advocate for health as a human right which is the core vision of CT DPH. Juthani is on the Board of Directors of UConn Health.

    The Graduate School – Doctoral Ceremony (Monday, May 12, 6 p.m. at Jorgensen Center for the Performing Arts): Sethuraman Panchanathan

    Sethuraman “Panch” Panchanathan is a computer scientist and engineer who served as the 15th director of the United States National Science Foundation (NSF) from 2020 until 2025. Panchanathan was nominated to by the president in 2019 and unanimously confirmed by the Senate on June 18, 2020. NSF is a $9.06 billion independent federal agency, and the only government agency charged with advancing all fields of scientific discovery, technological innovation and science, technology, engineering and mathematics education.

    Panchanathan previously served as the executive vice president of the Arizona State University (ASU) Knowledge Enterprise, where he was also chief research and innovation officer. He was also the founder and director of the Center for Cognitive Ubiquitous Computing at ASU. Under his leadership, the university increased research performance fivefold, earning recognition as the fastest growing and most innovative research university in the U.S.

    Prior to joining NSF, Panchanathan was appointed by the president to serve on the National Science Board, where he was a chair of the Committee on Strategy and a member of the External Engagement and National Science and Engineering Policy committees. Additionally, he was chair of the Council on Research of the Association of Public and Land-grant Universities and co-chair of the Extreme Innovation Taskforce of the Global Federation of Competitiveness Councils. Arizona’s governor appointed Panchanathan as senior advisor for science and technology in 2018. He was the editor-in-chief of the Institute of Electrical and Electronics Engineers (IEEE) MultiMedia magazine and editor and associate editor of several international journals.

    For his scientific contributions, Panchanathan has received numerous awards, including honorary doctorates from prestigious universities, distinguished alumni awards, the Governor’s Innovator of the Year for Academia Award, the Washington Academy of Sciences Distinguished Career Award and the IEEE-USA Public Service Award.

    Panchanathan is a member of the National Academy of Engineering and a fellow of the National Academy of Inventors, where he also served as vice president for strategic initiatives. He is also a fellow of the American Association for the Advancement of Science, the Canadian Academy of Engineering, the Association for Computing Machinery, IEEE and the Society of Optical Engineering.

    School of Law (Sunday, May 18, 10:30 a.m. at UConn School of Law): Mayor Arunan Arulampalam

    The son of Sri Lankan refugees, Arunan Arulampalam was born in Zimbabwe and made a home and a family in Hartford after graduate school. Prior to being elected mayor of Hartford in November 2023, he served as CEO of the Hartford Land Bank, where he developed a first-in-the-nation program to train Hartford residents to become local developers and tackle blight in their city. Arulampalam served in Governor Ned Lamont’s administration as Deputy Commissioner of the Connecticut Department of Consumer Protection. Before that, he was a lawyer at the downtown firm Updike, Kelly & Spellacy, P.C. Arulampalam also served on the Board of the Hartford Public Library, the House of Bread, and on the Hartford Redevelopment Authority. He earned his BA in International Studies from Emory University and his JD from Quinnipiac University School of Law.

    MIL OSI USA News –

    April 30, 2025
  • MIL-OSI: MINILUXE REPORTS FULL-YEAR FINANCIAL RESULTS FOR YEAR ENDED DECEMBER 29, 2024

    Source: GlobeNewswire (MIL-OSI)

    All reported figures in U.S. Dollars unless otherwise noted

    Boston, MA, April 29, 2025 (GLOBE NEWSWIRE) — MiniLuxe Holding Corp. (TSXV: MNLX) today announced its financial results for the 52 weeks ended December 29, 2024 (FY2024). The fiscal year of MiniLuxe (the “Company”) is a 52-week reporting cycle which ended in 2024 on Sunday, December 29, 2024.

    As the Company has previously and consistently shared, there were three key strategic and performance objectives for 2024.

    Key 2024 Strategic Pillars

    1. Accelerate overall studio-level profitability (i.e. store level contribution) growth
    2. Drive growth through operating partners (via JVs or M&A) and franchise partners
    3. Increase fixed cost leverage and SG&A efficiency

    Across each of these core strategic pillars and 2024 performance objectives, the Company made material progress.

    Highlights of Business Performance

    • Studio-level profitability (store-level cash contribution) grew YoY 360 percent.
    • As a percentage of revenue, SG&A reduced to under 16 percent, which represented a decrease of approximately 24 percent versus prior year while gross profit grew to $11M or +8 percent improvement versus prior year.
    • The net effect of both increasing studio cash contribution, decreasing SG&A and increasing gross profit margin led to adjusted EBITDA losses being cut by more than half in 2024 to -$4.0M from -$9.0M in 2023.
    • Operating cash burn improved by a factor of over 3x to just over -$2M in 2024 from -$7M in 2023.
    • FY2024 year-end cash, cash equivalent and restricted cash reached $4M, an improvement of $.6M versus $3.4M at year-end FY2023 due to a combination of dramatically reduced cash burn and ~$1.6M coming from the first closing of a non-brokered private placement which was originally announced on November 27, 2024. (more details below).

    The Company seeks to maintain this positive momentum in 2025, progressing increasingly closer to overall company-wide profitability. Total Company revenue for 2024 finished at a record level of $26.1M or just over 6% YoY growth, compared to $24.6M in 2023. While the overall quantum of YoY growth was relatively modest, the quality and increased profitability of that growth was both very significant and intentional in terms of the Company’s operating strategy. These results were accomplished by driving revenue growth through studio specific KPIs, some studios were held to more constrained growth (to better focus on improving efficiencies and profitability) while the majority of the fleet portfolio were managed to all-time-record revenue highs. In terms of unit-level revenue, two studios crossed over the $2M revenue threshold before the end of the year (ultimately reaching ~$1,500 per square feet of sales). The top 25 percent of studios in the fleet are now at a median of ~$1.9M per unit volume and the top 50 percent at ~ $1.6M.

    Also noteworthy is that MiniLuxe’s most loyal client base – those visiting 20+ times per year – grew 4.5% year-over-year between 2024 and 2023. In any given month, the split of customers is between ~88% repeat and ~12% new customers.

    Throughout 2024 and as the Company goes into 2025, the focus on Operating Partners remains core to the Company’s strategy to leverage its brand and platform while scaling growth through localized operators. In July of 2024, MiniLuxe announced its first operating and JV partner for the Atlanta region with the business Sugarcoat. As part of the joint venture agreement, MiniLuxe took a majority ownership stake of one Sugarcoat location in The Forum Peachtree Corners in Atlanta. On December 17th of 2024, MiniLuxe also announced its first franchise operating partner, Ms. Quynh Pham, who opened a MiniLuxe studio in Brookline, MA (taking over the old MiniLuxe Academy Studio). Both joint venture and franchise partners have rapidly brought forward fresh ideas and hyper-localized marketing and new operational best-practices translating into increased week-over-week sales, walk-ins and utilization levels. During 2024 the Company also had its first full year of results with its regional operating partner in the Dallas Fort Worth area which saw a lift in profitability of over 5x within the year.

    A key driver to longer-term growth and competitive advantage has been the Company’s ability to attract and retain its ecosystem of nail designer talent. FY2024 represented a record year in terms of annual retention of designer talent which was at 87 percent, up 3 percentage points from 84 percent in 2023. Additionally, a number of nail designers crossed their five-year anniversaries with the Company and now over 50 percent of the nail designer talent employment base hold tenure with the Company for 5 years or more.

    “In 2024 the team demonstrated our deepest understanding of unit economics and KPIs, delivering the strongest studio performance across the portfolio, while diversifying our revenue streams with new JV, franchise and operating partners – setting us up on our journey towards greater scale and growth. We head into 2025 with a record level of 360%+ YoY studio profitability, deepening brand loyalty amongst our customer base, a strong balance sheet, and much enthusiasm for what’s ahead.” said Tony Tjan, Chief Executive Officer and Co-founder of MiniLuxe.

    Subsequent Events and 2025 Outlook

    To date, the first part of Q1 2025 presented the Company with both early progress towards its strategic priorities but also headwinds in the form of the LA wildfires and the introduction of US tariffs on trade partners.

    The LA fires impacted foot traffic and demand for Beverly Hills and Brentwood Studios. The Company has taken measures to address this potential impact to studio economics with increased leadership support and connectivity with the local community such that demand has begun to return (but is not anticipated to fully recover until 2H 2025).

    While the vast majority of MiniLuxe’s products are made in the US, the company is still making efforts to further minimize supply related exposure by exploring options to shift sourcing from China to US based vendors and lower tariff markets like Vietnam and Taiwan. These early moves are designed to optimize and protect gross margins in MiniLuxe’s proprietary products and Paintbox custom press on products and packaging.

    Early wins in Q1 of 2025 include closing on a new tranche of funding and reaching an agreement for the conversion of all of the Company’s remaining balance of convertible notes as explained below.

    Effective February 10, 2025, the Company completed a non-brokered private placement of Class A subordinate voting shares of the Company and raised a total of USD $3.49M or (~CDN $4.94M) through the issuance of 6,247,717 Subordinate Voting Shares at a price of USD $0.55 each (CDN $0.79) Together, with the first private placement closing and this second and final closing of the Offering raised total new primary capital for the Company in the amount of USD $5.067M or (~CDN $7.26M). 

    Alongside the private placement offering, the Company also finalized additional shares-for-debt agreements to satisfy an aggregate of USD$1,055,577 (~CDN$1.49 million) of outstanding debt related to the principal and accrued but unpaid interest on certain convertible debentures of the Company (the “Debentures”). As part of this debt conversion, an aggregate of 2,294,731 Subordinate Voting Shares were issued at a deemed price of USD$0.46 per share, with an effective conversion date of February 7, 2025.

    The Company offered existing Debenture holders participating in the Offering the opportunity to elect to receive Subordinate Voting Shares at a discounted conversion price relative to the original terms of the Debentures. All Debenture holders electing to convert are deemed to be at arm’s length from the Company. The issuance of these shares remains subject to TSX Venture Exchange approval. Similarly, completion of all tranches of the private placement Offering is subject to the satisfaction of customary closing conditions, including the approval of the TSX Venture Exchange. The securities issued pursuant to the initial closing of the Offering are subject to a hold period of four months and one day from the issuance date in accordance with applicable securities laws.

    On March 11, 2025, the Company announced the refinancing and extension of maturity of its existing senior debt to 2028 to be coincident with a new tranche of $1.675M of senior debt from Flow Capital.

    On March 21, 2025, the Company announced that it had reached agreement for the conversion of all of its remaining balance of convertible notes.

    2024 Results

    Selected Financial Measures

    Results of Operations

    The following table outlines the consolidated statements of loss and comprehensive loss for the fiscal year which ended December 29, 2024, and December 31, 2023.

    Cash Flows

    The following table presents cash and cash equivalents for the fiscal year which ended December 29, 2024, and December 31, 2023.

    Non-IFRS Measures and Reconciliation of Non-IFRS Measures

    This press release references certain non-IFRS measures used by management. These measures are not recognized under International Financial Reporting Standards (“IFRS”), do not have a standardized meaning prescribed by IFRS, and are therefore unlikely to be comparable to similar measures presented by other companies. Rather, these measures are provided as additional information to complement those IFRS measures by providing further understanding of the Company’s results of operations from management’s perspective. Accordingly, these measures should not be considered in isolation nor as a substitute for analysis of the Company’s financial information reported under IFRS. The non-IFRS measures referred to in this press release are “Adjusted EBITDA” and “Fleet Adjusted EBITDA”.

    Adjusted EBITDA

    Management believes Adjusted EBITDA most accurately reflects the commercial reality of the Company’s operations on an ongoing basis by adding back non-cash expenses. Additionally, the rent-related adjustments ensure that studio-related expenses align with revenue generated over the corresponding time periods.

    Adjusted EBITDA is calculated by adding back fixed asset depreciation, right-of-use asset amortization under IFRS 16, asset disposal, and share-based compensation expense to IFRS operating income, then deducting straight-line rent expenses net of lease abatements. IFRS operating income is revenue less cost of sales (gross profit), additionally adjusted for general and administrative expenses, and depreciation and amortization expenses.

    A reconciliation of IFRS operating income to Adjusted EBITDA is included in Selected Consolidated Financial Information.
    ‎

    The Company also uses Fleet Adjusted EBITDA to evaluate the performance of its MiniLuxe Core Studio business (19 MiniLuxe-branded studios operating for 18+ months). This metric is calculated in a similar manner, starting with Talent revenue and adjusting for non-fleet Talent revenue and cost of sales, further adjusted by fleet general and administrative expenses and finally subtracting straight line rent expense (similar to amount used in the full company Adjusted EBITDA, less amounts allocated to locations outside of MiniLuxe’s core studio business, i.e. Paintbox). The Company believes that this metric most closely mirrors how management views the fleet portion of the business. A reconciliation of Talent revenue to Fleet Adjusted EBITDA is included in Selected Consolidated Financial Information.

    The following table reconciles net Operating Loss to Adjusted EBITDA for FY24 and FY23.

    The following table reconciles Fleet Talent Revenue to Fleet Adjusted EBITDA for FY24 and FY23.

    _____________________________________________

    1 Straight-line rent expense for a given payment period is calculated by dividing the sum of all payments over the life of the lease (the figure used in the present value calculation of the right-of-use asset) by the number of payment periods (typically months). This number is then annualized by adding the rent expenses calculated for the payment periods that comprise each fiscal year. For leases signed mid-year, the total straight-line rent expense calculation applies the new lease terms only to the payment periods after the signing of the new lease.

    About MiniLuxe

    MiniLuxe, a Delaware corporation based in Boston, Massachusetts. MiniLuxe is a lifestyle brand and talent empowerment platform servicing the beauty and self-care industry. The Company focuses on delivering high-quality nail care and esthetic services and offers a suite of trusted proprietary products that are used in the Company’s owned-and-operated studio services. For over a decade, MiniLuxe has been elevating industry standards through healthier, ultra-hygienic services, a modern design esthetic, socially responsible labor practices, and better-for-you, cleaner products. MiniLuxe’s aims to radically transform a highly fragmented and under-regulated self-care and nail care industry through its brand, standards, and technology platform that collectively enable better talent and client experiences. For its clients, MiniLuxe offers best-in-class self-care services and better-for-you products, and for nail care and beauty professionals, MiniLuxe seeks to become the employer of choice. In addition to creating long-term durable economic returns for our stakeholders, the brand seeks to positively impact and empower one of the most diverse and largest hourly worker segments through professional development and certification, economic mobility, and company ownership opportunities (e.g., equity participation and future franchise opportunities). Since its inception, MiniLuxe has performed over 4 million services.

    For further information

    Christine Mastrangelo
    ‎Investor Relations, MiniLuxe Holding Corp.
    ‎cmastrangelo@MiniLuxe.com
    ‎
    MiniLuxe.com 

    Neither TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in the policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this release.

    Forward-looking statements

    This press release contains “forward-looking information” and “forward-looking statements” (collectively, “forward-looking information”) concerning the Company and its subsidiaries within the meaning of applicable securities laws. Forward-looking information may relate to the future financial outlook and anticipated events or results of the Company and may include information regarding the Company’s financial position, business strategy, growth strategies, acquisition prospects and plans, addressable markets, budgets, operations, financial results, taxes, dividend policy, plans and objectives. Particularly, information regarding the Company’s expectations of future results, performance, achievements, prospects or opportunities or the markets in which the Company operates is forward-looking information. In some cases, forward-looking information can be identified by the use of forward-looking terminology such as “plans”, “targets”, “expects”, “budgets”, “scheduled”, “estimates”, “outlook”, “forecasts”, “projects”, “prospects”, “strategy”, “intends”, “anticipates”, “believes”, or variations of such words and phrases or statements that certain actions, events or results “may”, “could”, “would”, “might”, or “will” occur. In addition, any statements that refer to expectations, intentions, projections or other characterizations of future events or circumstances contain forward-looking information. Statements containing forward-looking information are not historical facts but instead represent management’s expectations, estimates and projections regarding future events or circumstances.

    Many factors could cause the Company’s actual results, performance, or achievements to be materially different from any future results, performance, or achievements that may be expressed or implied by such forward-looking information, including, without limitation, those listed in the “Risk Factors” section of the Company’s filing statement dated November 9, 2021. Should one or more of these risks or uncertainties materialize, or should assumptions underlying the forward-looking statements prove incorrect, actual results, performance, or achievements could vary materially from those expressed or implied by the forward-looking statements contained in this press release. 

    Forward-looking information, by its nature, is based on the Company’s opinions, estimates and assumptions in light of management’s experience and perception of historical trends, current conditions and expected future developments, as well as other factors that the Company currently believes are appropriate and reasonable in the circumstances. Those factors should not be construed as exhaustive. Despite a careful process to prepare and review forward-looking information, there can be no assurance that the underlying opinions, estimates and assumptions will prove to be correct. These factors should be considered carefully, and readers should not place undue reliance on the forward-looking information. Although the Company bases its forward-looking information on assumptions that it believes were reasonable when made, which include, but are not limited to, assumptions with respect to the Company’s future growth potential, results of operations, future prospects and opportunities, execution of the Company’s business strategy, there being no material variations in the current tax and regulatory environments, future levels of indebtedness and current economic conditions remaining unchanged, the Company cautions readers that forward-looking statements are not guarantees of future performance and that our actual results of operations, financial condition and liquidity, and the development of the industry in which the Company operates may differ materially from the forward-looking statements contained in this press release. In addition, even if the Company’s results of operations, financial condition and liquidity, and the development of the industry in which it operates are consistent with the forward-looking information contained in this press release, those results or developments may not be indicative of results or developments in subsequent periods.

    Although the Company has attempted to identify important risk factors that could cause actual results to differ materially from those contained in forward-looking information, there may be other risk factors not presently known to the Company or that the Company presently believes are not material that could also cause actual results or future events to differ materially from those expressed in such forward-looking information. There can be no assurance that such information will prove to be accurate, as actual results and future events could differ materially from those anticipated in such information. Accordingly, readers should not place undue reliance on forward-looking information, which speaks only as of the date made (or as of the date they are otherwise stated to be made). Any forward-looking statement that is made in this press release speaks only as of the date of such statement.

    The MIL Network –

    April 29, 2025
  • MIL-OSI: HighPeak Energy, Inc. Announces 2025 First Quarter Earnings Release and Conference Call Dates

    Source: GlobeNewswire (MIL-OSI)

    FORT WORTH, Texas, April 29, 2025 (GLOBE NEWSWIRE) — HighPeak Energy, Inc. (NASDAQ: HPK) (“HighPeak Energy”), today announced that it plans to release its 2025 first quarter financial and operating results after the close of trading on Monday, May 12, 2025.

    HighPeak Energy will host a conference call and webcast on Tuesday, May 13, 2025 at 10:00 a.m. Central Time for investors and analysts to discuss its 2025 first quarter financial results and operational highlights. Participants may register for the call here. Access to the live audio-only webcast and replay of the earnings release conference call may be found here. A live broadcast of the earnings conference call will also be available on HighPeak Energy’s website at www.highpeakenergy.com under the “Investors” section of the website.  

    About HighPeak Energy, Inc.

    HighPeak Energy is a publicly traded independent oil and natural gas company, headquartered in Fort Worth, Texas, focused on the acquisition, development, exploration and exploitation of oil and natural gas reserves in the Midland Basin in West Texas. For more information, please visit our website at www.highpeakenergy.com.

    Investor Contact:

    Ryan Hightower
    Vice President, Business Development
    817.850.9204
    rhightower@highpeakenergy.com

    Source: HighPeak Energy, Inc.

    The MIL Network –

    April 29, 2025
  • MIL-OSI: From Vision to 36 Million Users: MEXC Celebrates 7 Years of Exponential Growth

    Source: GlobeNewswire (MIL-OSI)

    VICTORIA, Seychelles, April 29, 2025 (GLOBE NEWSWIRE) — MEXC, a leading cryptocurrency exchange, witnessed impressive growth throughout 2024, with its global user base soaring to 36 million and trading volumes surging across the board. The platform recorded a 143% increase in Spot trading volume and a 118% jump in Futures trading volume, reflecting its rising dominance in the digital asset space. As MEXC celebrates its 7th anniversary, it has not only weathered the challenges of a highly competitive industry but has firmly positioned itself as one of the top-performing exchanges worldwide—driven by innovation, scalability, and user-first service.

    Key Highlights:

    • Spot Trading Volume: +143% YoY
    • Futures Trading Volume: +118% YoY
    • Market Share: Jumped from 2.4% in 2023 to 13.06% in Q1 2025
    • User Base: Reached 36 million globally
    • Listed Assets: Over 3,000
    • Employees: Doubled to 2,000+
    • Recovered User Assets: Over $1.8 million
    • Customer Service Tickets Resolved: 1.1 million+

    Unprecedented Trading Volume Growth: Dominating Market Share

    MEXC has demonstrated exceptional performance in its core trading business, with remarkable growth metrics that reflect its increasing dominance in the cryptocurrency exchange landscape. According to the latest data, the platform achieved an impressive 143% growth in Spot trading volume and a substantial 118% increase in Futures trading volume over the past year.

    According to TokenInsight’s industry report, MEXC’s market share surged from 2.4% in 2023 to 11.6% in 2024, and further increased to 13.06% in 2025 Q1. The CoinGecko Q1 2025 report also highlighted MEXC’s expanding market presence and growing influence in the global cryptocurrency exchange ecosystem, noting its leap into 3rd place in terms of futures trading volume.

    This impressive growth is well above the industry average, showing that more and more traders are choosing MEXC for its strong trading tools. With high liquidity, low fees, and reliable performance in both Spot and Futures markets, the platform continues to attract a wide range of users—from everyday investors to major institutions.

    36 Million Users and Counting: MEXC’s Global Expansion

    In a testament to its expanding influence, MEXC has witnessed phenomenal user adoption over the past year. The platform welcomed an impressive number of new users, significantly expanding its ecosystem. This substantial influx has propelled the exchange to reach a cumulative user base of 36 million globally.

    This rapid growth isn’t just about the numbers—it shows that millions of people and institutions are choosing to trust MEXC for its reliable infrastructure, strong security, and quality service. The platform’s success in gaining and keeping users from around the world highlights its broad appeal and the increasing trust it’s earning from crypto enthusiasts, traders, and investors everywhere.

    Strategic Organizational Expansion: Scaling with Purpose

    Understanding that technological innovation is driven by human talent, MEXC has undertaken a strategic workforce expansion, nearly doubling its staff to 2,000 employees. This deliberate scaling has focused on strengthening three critical operational pillars:

    1. Growth Center – A specialized division dedicated to accelerating user acquisition, enhancing platform adoption strategies, and exploring new market opportunities. This team spearheads MEXC’s expansion into emerging cryptocurrency markets while strengthening its position in established ones.

    2. R&D Center – The innovation engine of MEXC, where talented engineers and developers work tirelessly to enhance the platform’s technological infrastructure, develop cutting-edge features, and implement security protocols that safeguard user assets. The R&D team’s commitment to excellence ensures that MEXC remains at the technological vanguard of the crypto exchange landscape.

    3. Business Support – The operational backbone ensuring seamless platform functionality, superior customer experience, and efficient business processes. This division works behind the scenes to maintain the high standards of service that users have come to expect from MEXC.

    Diverse Asset Offerings with Reward Programs

    MEXC continues to enhance its position as a versatile and comprehensive trading platform, offering sophisticated Spot and Futures trading services that cater to both novice and experienced traders. The exchange has significantly expanded its asset portfolio to include an impressive 3,000+ listed assets, providing users with unparalleled diversity in trading options across various cryptocurrencies, tokens, and digital assets. This extensive listing strategy reflects MEXC’s commitment to offering users access to emerging projects and established cryptocurrencies alike, creating a dynamic marketplace where traders can diversify their portfolios and capitalize on market opportunities.

    Complementing this diverse asset ecosystem, MEXC has implemented one of the industry’s most comprehensive reward programs, successfully orchestrating 2,293 airdrop events through its innovative token airdrop program, distributing a substantial prize pool valued at $136 million. These strategic initiatives serve multiple purposes: rewarding loyal users, incentivizing platform participation, and introducing the community to promising new projects. By consistently sharing value with its user base while maintaining robust liquidity and advanced trading infrastructure, MEXC has cultivated a culture of reciprocity and mutual growth that strengthens user loyalty and platform advocacy.

    Thriving Community: Nurturing Global Connections

    MEXC’s vibrant community continues to flourish across multiple social platforms, with its X account followers almost doubling to 2.25 million. This substantial social media presence amplifies the exchange’s voice in cryptocurrency discourse and facilitates direct engagement with users and stakeholders.

    Complementing its social media presence, MEXC’s Telegram ecosystem has expanded to include 193,000 membersacross various groups, creating dynamic spaces for real-time discussions, market insights, educational content, and peer support. These community hubs foster a sense of belonging among users while serving as valuable channels for information dissemination and feedback collection.

    The robust growth of MEXC’s community ecosystem reflects the platform’s success in transcending its role as a mere trading venue to become a vibrant hub for cryptocurrency enthusiasts and professionals worldwide.

    Customer-Centric Service: Setting Industry Standards

    MEXC’s unwavering commitment to customer satisfaction is evidenced by its responsive and resourceful customer service team, which has successfully addressed over 1.1 million customer service requests in the past year. This volume underscores both the scale of MEXC’s operations and its dedication to providing timely assistance to users navigating the complexities of cryptocurrency trading.

    Beyond routine support, MEXC’s customer service team has demonstrated exceptional value by helping users recover over $1.8 million in assets that might otherwise have been lost due to user errors, technical issues, or misconceptions. This recovery effort exemplifies MEXC’s proactive approach to customer service and its genuine concern for user welfare beyond transactional relationships.

    The quality and effectiveness of MEXC’s customer service infrastructure set new benchmarks for the industry, reinforcing user confidence and contributing significantly to the platform’s reputation for reliability and trustworthiness.

    Looking Ahead: Charting the Course for Future Growth

    Behind the impressive growth figures lies the comprehensive result of MEXC’s ongoing investment in core trading infrastructure, rapid asset listings, enhanced user experience, and region-specific strategies. MEXC has evolved from its former position as a market follower to establish itself firmly among the world’s elite cryptocurrency trading platforms, demonstrating leadership through innovation and consistent performance excellence.

    As MEXC embarks on its eighth year, the exchange stands poised for continued innovation and market leadership. Built on a foundation of user trust, technological excellence, and community engagement, MEXC is strategically positioned to navigate the evolving cryptocurrency landscape.

    The impressive metrics across all business areas highlight MEXC’s successful execution of its strategic roadmap and adaptability in a dynamic industry. With its proven track record and clear vision, MEXC remains committed to providing a secure, efficient platform for cryptocurrency enthusiasts worldwide, continuing to shape the future of digital finance.

    About MEXC
    Founded in 2018, MEXC is committed to being “Your Easiest Way to Crypto.” Serving over 36 million users across 170+ countries, MEXC is known for its broad selection of trending tokens, everyday airdrop opportunities, and low trading fees. Our user-friendly platform is designed to support both new traders and experienced investors, offering secure and efficient access to digital assets. MEXC prioritizes simplicity and innovation, making crypto trading more accessible and rewarding.
    MEXC Official Website| X | Telegram |How to Sign Up on MEXC

    Source

    Contact:
    Lucia Hu
    lucia.hu@mexc.com

    Disclaimer: This is a paid post and is provided by MEXC. 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. We do not guarantee any claims, statements, or promises made in this article. 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. It is possible to lose all your capital. These products may not be suitable for everyone, and you should ensure that you understand the risks involved. Seek independent advice if necessary. Speculate only with funds that you can afford to lose. 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. In the event of any legal claims or charges against this article, we accept no liability or responsibility. Globenewswire does not endorse any content on this page.

    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 assume no responsibility for any inaccuracies, errors, or omissions. 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.

    Photos accompanying this announcement are available at:

    https://www.globenewswire.com/NewsRoom/AttachmentNg/417cca70-bf4f-4b19-a358-67edc185e1fa

    https://www.globenewswire.com/NewsRoom/AttachmentNg/1cdc1488-17b0-41a2-8048-31877ca064c7

    https://www.globenewswire.com/NewsRoom/AttachmentNg/2086a36b-60e6-40cc-a6ac-69a2a7dd7aff

    https://www.globenewswire.com/NewsRoom/AttachmentNg/99ab9bef-c276-4647-8e2d-5278b9242104

    The MIL Network –

    April 29, 2025
  • MIL-OSI USA: Take It Down Act Passes the House and Heads to President’s Desk

    Source: United States House of Representatives – Congresswoman María Elvira Salazar’s (FL-27)

    strong>(Washington, D.C.) – Today, the House of Representatives passed the Senate version of the bipartisan, bicameral TAKE IT DOWN Act (S.146), completing its passage through Congress. The bill passed unanimously in the Senate in February 2025. The TAKE IT DOWN Act protects victims of real and deepfake ‘revenge pornography’ by criminalizing the publication of these harmful images, in addition to requiring websites to quickly remove them. The rising popularity of AI requires decisive federal legal protections that will empower victims of these heinous crimes, most of whom are women and girls.

    You can see Rep. Salazar’s remarks in front of the House of Representatives here. 

     

    “This is a historic day for parents and children facing unprecedented new challenges with technology. My TAKE IT DOWN Act will finally give innocent victims real protection from online exploitation. Websites and platforms like Snapchat, Instagram, and TikTok must remove fake, compromising pornographic images within 48 hours or face consequences. No more inaction. No more excuses: if you exploit an innocent child, you will face jail time,” said Rep. Salazar (FL-27).

     

    “The TAKE IT DOWN Act’s passage is a significant step forward in Congress’ responsibility to protect the privacy and dignity of Americans against bad actors and the most harmful developments of AI. It takes only minutes to create a deepfake or share intimate images without consent, yet the lasting consequences devastate its victims — often girls and women. Our bill requires platforms to remove these horrifying images and videos from the internet within 48 hours. I’m deeply grateful to work with Sen. Klobuchar, Sen. Cruz, and Rep. Salazar to create this bipartisan federal law,” said Rep. Dean (PA-04). 

     

    “The publication of sexually exploitative images—including AI-generated deepfakes—is a terrifying reality of the digital age. I applaud the First Lady for her leadership and the Problem Solvers Caucus for working across party lines to pass the TAKE IT DOWN Act. This is a critical first step, and we must continue working together to protect people from these reprehensible acts,” said Rep. Suozzi (NY-03). 

     

    “As a father, husband, and proud South Texan, I’m glad we got this important bill across the finish line in the House and the Senate in a bipartisan way. The TAKE IT DOWN Act is a vital step in safeguarding the dignity and safety of individuals, particularly our most vulnerable. It ensures the swift removal of harmful content and holds perpetrators accountable—prioritizing the protection and well-being of those affected by deepfakes and non-consensual intimate imagery,” said Rep. Cuellar, Ph.D. (TX-28). 

    “The increasing use of artificial intelligence to create and circulate deep fake pornography threatens the wellbeing and security of its victims, primarily women. Perpetrators have used deep fake pornography as a tool to harass, humiliate, and intimidate women and children online, and we need to work together to protect against these threats. This is a serious and growing issue that requires urgent action, which is why I introduced the Take It Down Act. I am thankful it has been passed by the House, and I look forward to it promptly being signed into law,”said Rep. Dingell (MI-12) 

    “In an age where personal privacy can be violated with a click, the House’s passage of the TAKE IT DOWN Act marks a critical step forward. This bipartisan legislation creates long-overdue federal safeguards against non-consensual intimate imagery and the growing threat of AI-generated deepfakes. It establishes a clear legal standard: victims have the right to have these exploitative images removed, and perpetrators will be held accountable. This is a commonsense, essential measure to protect Americans, empower survivors, uphold justice, and bring our laws in line with the realities of the digital era,” said Rep. Fitzpatrick (PA-01).

    “There is nothing more personal than one’s image and dignity. NCII is a cruel and deeply violating issue, and with the rapid advancement of artificial intelligence, there has been a disturbing increase in these images online. The Take It Down Act is a crucial step in personal and internet security, and I am proud to help send this bill to President Trump’s desk. By introducing new protections against NCII content and criminalizing the publication of such content, we are making our world, both in person and online, safer for everyone,” said Rep. Bresnahan (PA-08) 

    “Congress must make sure there are protections in place, especially for minors, as technology rapidly evolves. Bipartisan support for and House passage of the TAKE IT DOWN Act is a critical step toward providing individuals who are victimized and inappropriately distorted through AI strong mechanisms to take action and remedy such traumatic situations,” said Rep. Edwards (NC-11). 

    “The passage of the TAKE IT DOWN Act is a historic win in the fight to protect victims of revenge porn and deepfake abuse. This victory belongs first and foremost to the heroic survivors who shared their stories and the advocates who never gave up. By requiring social media companies to take down this abusive content quickly, we are sparing victims from repeated trauma and holding predators accountable. This day would not have been possible without the courage and perseverance of Elliston Berry, Francesca Mani, Breeze Liu, and Brandon Guffey, whose powerful voices drove this legislation forward. I am especially grateful to my colleagues—including Sen. Amy Klobuchar, Rep. Maria Salazar, Rep. Madeleine Dean, First Lady Melania Trump, and House Leadership—for locking arms in this critical mission to protect Americans from online exploitation,” said Sen. Ted Cruz (TX). 

    “We must provide victims of online abuse with the legal protections they need when intimate images are shared without their consent, especially now that deepfakes are creating horrifying new opportunities for abuse. These images can ruin lives and reputations, but now that our bipartisan legislation is becoming law, victims will be able to have this material removed from social media platforms and law enforcement can hold perpetrators accountable,” said Sen. Klobuchar (MN). 

    Over 120 organizations representing victim advocacy groups, law enforcement, and leaders in the tech industry have voiced their support for the TAKE IT DOWN Act, including Meta, Snap, Google, Microsoft, TikTok, X, Amazon, Bumble, Match Group, Entertainment Software Association, IBM, TechNet, the U.S. Chamber of Commerce, Internet Works, the National Fraternal Order of Police, the National Center for Missing and Exploited Children (NCMEC), RAINN (Rape, Abuse & Incest National Network), and the National Center on Sexual Exploitation (NCOSE).

    The TAKE IT DOWN Act addresses these issues while protecting lawful speech by:

     

    • Criminalizing the publication of non-consensual intimate images (NCII), or the threat to publish NCII, in interstate commerce;
    • Permitting the good faith disclosure of NCII to assist victims including for law enforcement or medical treatment purposes;
    • Requiring websites to take down NCII within 48 hours of receiving notice from victims; and
    • Requiring that computer-generated NCII meet a “reasonable person” standard for appearing to realistically depict an individual, consistent with current First Amendment jurisprudence.

     

    Rep. Salazar reintroduced this bill in January and led the effort in the House to get it signed into law. President Trump endorsed the TAKE IT DOWN Act during a recent address to Congress. You can see his remarks here. The Act has been a legislative priority of former First Lady Melania Trump. Thanks to her strong advocacy, including a roundtable on Capitol Hill last month, this bill has now passed. 

     

    More information about the TAKE IT DOWN Act can be found here.

     

    The full text of the bill can be found here.

     

    The passage of the TAKE IT DOWN Act is Congresswoman Salazar’s ninth bill to be signed into law. Other key policies sponsored by Rep. Salazar that have been enacted into law include:

     

    • The COVID Economic Injury Disaster Loan (EIDL) Relief Act to provide economic relief for Floridians. Implemented by the Biden Administration in March 2021.
    • The Reinforcing Nicaragua’s Adherence to Conditions for Electoral Reform (RENACER) Act to sanction the Ortega Regime in Nicaragua. Signed into law in November 2021.
    • The PRICE Act to make it easier for small businesses to get federal contracts. Signed into law in February 2022.
    • The Summer Barrow Prevention, Treatment, and Recovery Act to reauthorize critical funding for programs that address mental health and substance abuse issues. Signed into law in December 2022.
    • The REEF Act to incentivize retired Navy ships to be sunk and used as artificial reefs in marine ecosystems across America. Signed into law in December 2023.
    • The RECLAIM Taxpayer Funds Act to recover billions in fraudulent government loans and restore fiscal responsibility and government accountability. Implemented by the Biden Administration in December 2023.
    • The Migratory Birds of the Americas Conservation Enhancements Act to protect migratory birds and their habitat, which is critical for the Everglades. Signed into law April 2024.
    • The Forgotten Heroes of the Holocaust Congressional Gold Medal Act honors 60 diplomats who risked their lives during World War II to save Jews from Nazi persecution. Signed into law December 2024.

    You can read more about Congresswoman Salazar’s legislative victories here.

    MIL OSI USA News –

    April 29, 2025
  • MIL-OSI Economics: Piero Cipollone: Navigating a fractured horizon: risks and policy options in a fragmenting world

    Source: European Central Bank

    Speech by Piero Cipollone, Member of the Executive Board of the ECB, at the conference on “Policy challenges in a fragmenting world: Global trade, exchange rates, and capital flow” organised by the Bank for International Settlements, the Bank of England, the ECB and the International Monetary Fund

    Frankfurt am Main, 29 April 2025

    I’m honoured to welcome you to this conference, jointly organised by the Bank for International Settlements (BIS), the Bank of England, the European Central Bank (ECB) and the International Monetary Fund (IMF).[1]

    Today, we come together to discuss the urgent challenges posed by global fragmentation – a growing risk to our interconnected world. Earlier this month, the President of the United States announced tariff hikes, sending shockwaves through the global economy – a stark reminder that the fractures we face are no longer hypothetical, but real.

    This announcement is but the latest chapter in a series of four major shocks that have been reshaping our world in recent years.

    First, since 2018 the intensifying power struggle between the United States and China has led to tit-for-tat tariffs affecting nearly two-thirds of the trade between these two economic giants. Second, starting in 2020, the pandemic caused unprecedented disruptions to supply chains, which prompted a re-evaluation of the balance between global integration and resilience. Third, in 2022 Russia’s unjustified invasion of Ukraine not only triggered an energy crisis but also deepened a geopolitical divide that continues to have worldwide repercussions. And fourth, we are now facing the rising risk of economic fragmentation within the western bloc itself, as new trade barriers threaten long-standing international partnerships.

    The data paint a sobering picture. Geopolitical risk levels have surged to 50% above the post-global financial crisis average, and uncertainty surrounding trade policy has risen to more than eight times its average since 2021.[2] What we are experiencing is not merely a temporary disruption – it is a profound shift in how nations interact economically, financially and diplomatically. So, it does not come as a surprise that financial markets have experienced considerable volatility in recent weeks. It remains to be seen if, for markets to find a stable equilibrium, it will be enough to step back from the current international economic disorder towards a more stable, predictable and reliable trading system – a development that appears elusive in the short term. Against this backdrop, recent moves in exchange rates, bond yields and equities, suggest that US markets have not been playing their usual role as a safe haven in this particular episode of stress. This potentially has far-reaching longer-term implications for capital flows and the international financial system.

    Today I will focus on three key points. First, we are seeing increasing signs of fragmentation becoming visible across the economy and financial system. Second, the implications of this accelerating fragmentation could extend far beyond the immediate disruptions, with consequences for growth, stability and prosperity. Third, in this evolving economic landscape, central banks must adapt their approaches yet retain a steadfast focus on their core mandates, while striving to preserve international cooperation.

    The emerging reality of fragmentation

    Let me begin by addressing a common belief – still held by many until recently – that, despite rising geopolitical tensions, globalisation appears largely resilient. Headline figures in trade and cross-border investment, for example, do indeed appear to support this belief. In 2024 world trade expanded to a record USD 33 trillion – up 3.7% from 2023. Similarly, the global stock of foreign direct investment reached an unprecedented USD 41 trillion.[3] However, these surface-level indicators may not reflect the underlying realities, creating a misleading sense of stability when important changes are already underway. In reality, fragmentation is already happening in both the global economy and the financial system.

    Fragmentation of the real economy

    Fragmentation is most evident in rebalancing trade, driven by escalating geopolitical tensions. Take, for instance, the escalating US-China trade tensions that have been intensifying since 2018. Studies show the impact of geopolitical distance on trade has become notably negative. A doubling of geopolitical distance between countries – akin to moving from the position of Germany to that of India in relation to the United States – decreases bilateral trade flows by approximately 20%.[4]

    The series of shocks to the global economy in recent years have also contributed to this fragmentation. According to gravity model estimates, trade between geopolitically distant blocs has significantly declined. Trade between rivals is about 4% lower than it might have been without the heightened tensions post-2017, while trade between friends is approximately 6% higher.[5] Global value chains are being reconfigured as companies respond to these new realities. In 2023 surveys already indicated that only about a quarter of leading firms operating in the euro area[6] that sourced critical inputs from countries considered subject to elevated risk had not developed strategies to reduce their exposure.[7]

    However, these shifting trade patterns have not yet been reflected in overall global trade flows. Non-aligned countries have played a crucial role as intermediaries, or connectors, helping to sustain global trade levels even as direct trade between rival blocs declines.[8] But this stabilising influence is unlikely to endure as trade fragmentation deepens and geopolitical alliances continue to shift.

    The tariffs announced by the US Administration are far-reaching and affect a substantial share of global trade flows. The effects on the real economy are likely to be material. In its World Economic Outlook, published last week, the International Monetary Fund revised down global growth projections for 2025-26 by a cumulative 0.8 percentage points and global trade by a cumulative 2.3 percentage points.[9] This notably reflects a negative hit from tariffs that ranges between 0.4% to 1% of world GDP by 2027.[10] In particular, IMF growth projections for the United States have been revised down by a cumulative 1.3 percentage points in 2025-26. The cumulative impact on euro area growth is smaller, at 0.4 percentage points.

    Financial fragmentation

    The fragmentation we are witnessing in global trade is mirrored in the financial sector, where geopolitical tensions are also reshaping the landscape.

    In recent years, global foreign direct investment flows have increasingly aligned with geopolitical divides. Foreign direct investment in new ventures has plunged by nearly two-thirds between countries from different geopolitical blocs. However, strong intra-bloc investments have helped sustain overall foreign direct investment levels globally, masking some of the fragmentation occurring beneath the surface.[11]

    But, as with trade flows, this dynamic is unlikely to persist as geopolitical tensions grow within established economic blocs. For instance, increased geopolitical distance is shown to curtail cross-border lending. A two standard deviation rise in geopolitical distance – akin to moving from the position of France to that of Pakistan in relation to Germany – leads to a reduction of 3 percentage points in cross-border bank lending.[12]

    The impact of fragmentation in global financial infrastructure is perhaps even more revealing. Since 2014 correspondent banking relationships – crucial for facilitating trade flows across countries – have declined by 20%. While other factors – such as a wave of concentration in the banking industry, technological disruptions and profitability considerations – have played a role[13], the contribution of the geopolitical dimension can hardly be overstated. The repercussions of this decline can be profound. Research shows that when correspondent banking relationships are severed in a specific corridor, a firm’s likelihood of continuing to export between the two countries of that corridor falls by about 5 percentage points in the short term, and by about 20 percentage points after four years.[14]

    Contributing to this trend, countries such as China, Russia and Iran have launched multiple initiatives to develop alternatives to established networks such as SWIFT, raising the possibility of a fragmented global payment system.[15] Geopolitical alignment now exerts a stronger influence than trade relationships or technical standards in connecting payment systems between countries.[16] This poses risks of regional networks becoming more unstable, increased trade costs and settlement times, and reduced risk sharing across countries.

    Additionally, we are witnessing a noticeable shift away from traditional reserve currencies, with growing interest in holding gold. Central banks purchased more than 1,000 tonnes of gold in 2024, almost double the level of the previous decade, with China being the largest purchaser, at over 225 tonnes. At market valuations, the share of gold in global official reserves has increased, reaching 20% in 2024, while that of the US dollar has decreased. Survey data suggest that two-thirds of central banks invested in gold to diversify, 40% to protect against geopolitical risk and 18% because of the uncertainty over the future of the international monetary system.[17] There are further signs that geopolitical considerations increasingly influence decisions to invest in gold. The negative correlation of gold prices with real yields has broken down since 2022, a phenomenon we have also observed in recent weeks. This suggests that gold prices have been influenced by more than simply the use of gold to hedge against inflation. Moreover, countries geopolitically close to China and Russia have seen more pronounced increases in the share of gold in official foreign reserves since the last quarter of 2021.

    The looming consequences of fragmentation

    Accelerating fragmentation is resulting in the immediate disruptions we are now seeing, but this is likely to only be the beginning – potentially profound medium and long-term consequences for growth, stability and prosperity can be expected.

    Medium-term impacts

    The initial consequences of fragmentation are already evident in the form of increased uncertainty. In particular, trade policy uncertainty has led to a broader rise in global economic policy instability, which is stifling investment and dampening consumption. Our research suggests that the recent increase in trade policy uncertainty could reduce euro area business investment by 1.1% in the first year and real GDP growth by around 0.2 percentage points in 2025-26[18]. Consumer sentiment is also under strain, with the ECB’s Consumer Expectations Survey revealing that rising geopolitical risks are leading to more pessimistic expectations, higher income uncertainty and ultimately a lower willingness to spend.[19] Moreover, ECB staff estimates suggest that the observed increase in financial market volatility might imply lower GDP growth of about 0.2 percentage points in 2025.

    Over the medium term, tariffs are set to have an unambiguously recessionary effect, both for countries imposing restrictions and those receiving them. The costs are particularly high when exchange rates fail to absorb tariff shocks, and some evidence suggests exchange rates have become less effective in this role.[20]

    The Eurosystem’s analysis of potential fragmentation scenarios suggests that such trade disruptions could turn out to be significant. In the case of a mild decoupling between the western (United States-centric) and the eastern (China-centric) bloc, where trade between East and West reverts to the level observed in the mid-1990s, global output could drop by close to 2%.[21] In the more extreme case of a severe decoupling – essentially a halt to trade flows – between the two blocs, global output could drop by up to 9%. Trade-dependent nations would bear the brunt of these trade shocks, with China potentially suffering losses of between 5% and 20%, and the EU seeing declines ranging from 2.4% to 9.5% in the mild and severe decoupling scenarios respectively. The analysis also shows that the United States would be more significantly affected if it imposed additional trade restrictions against western and neutral economies – with real GDP losses of almost 11% in the severe decoupling scenario – whereas EU losses would increase only slightly in such a case.[22]

    The inflationary effects of trade fragmentation are more uncertain. They depend mainly on the response of exchange rates, firms’ markups and wages. Moreover, they are not distributed equally. While higher import costs and the ensuing price pressures are likely to drive up inflation in the countries raising tariffs, the impact is more ambiguous in other countries as a result of the tariffs’ global recessionary effects, which push down demand and commodity prices, as well as of the possible dumping of exports from countries with overcapacity. The short to medium-term effects may even prove disinflationary for the euro area, where real rates have increased and the euro has appreciated following US tariff announcements.

    In fact, a key feature of most model-based assessments is that higher US tariffs lead to a depreciation of currencies against the US dollar, moderating the inflationary effect for the United States and amplifying it for other countries. But so far we have seen the opposite: the risk-off sentiment in response to US tariff announcements and economic policy uncertainty have led to capital flows away from the United States, depreciating the dollar and putting upward pressure on US bond yields. Conversely, the euro area benefited from safe haven flows, with the euro appreciating and nominal bond yields decreasing.

    Long-term structural changes

    The long-term consequences of economic fragmentation are inherently difficult to predict, but by drawing on historical examples and recognising emerging trends, it’s clear that we are on the verge of significant structural changes. Two areas stand out.

    The first one is structurally lower growth. On this point, international economic literature has reached an overwhelming consensus.[23] Quantitatively, point estimates might vary. For example, research of 151 countries spanning more than five decades of the 20th century reveals that higher tariffs have typically led to lower economic growth. This is largely due to key production factors – labour and capital – being redirected into less productive sectors.[24]

    However, data from the late 19th and early 20th centuries, a period which tariff supporters often look back to, seem to tell a different story. At that time, trade barriers across countries were high – the US effective tariff rate, for example, reached almost 60%, twice as high as after the 2 April tariffs. And sometimes countries imposing higher trade barriers enjoyed higher growth, which may provide motivation for current policymakers’ trade tariff policies. But these episodes need to be read in historical context. Before 1913, tariffs mostly shielded manufacturing, a high-productivity sector at the time, attracting labour from other, less productive sectors, like agriculture. Therefore, their negative effects were mitigated by the expansion of industries at the frontier of technological innovation. Moreover, the interwar years offer further nuance – the Smoot-Hawley tariffs of the 1930s had relatively limited direct effects on US growth, mainly because trade accounted for just 5% of the economy.

    But today’s tariffs are unlikely to replicate the positive effects seen in the 19th century. Instead, they risk creating the same inefficiencies observed in the course of the 20th century, by diverting resources from high-productivity sectors to lower-productivity ones. This contractionary effect could lead to persistently lower global growth rates. In fact, the abolition of trade barriers within the EU and the international efforts towards lower trade barriers in the second half of the 20th century were a direct response to the economic and political impact of protectionism,[25] which had played a key role in worsening and prolonging the Great Depression[26] and had contributed to the formation of competing blocs in the run-up to the Second World War.[27]

    The second long-term shift driven by fragmentation might be the gradual transition from a US-dominated, global system to a more multipolar one, where multiple currencies compete for reserve status. For example, if the long-term implications of higher tariffs materialise, notably in the form of higher inflation, slower growth and higher US debt, this could undermine confidence in the US dollar’s dominant role in international trade and finance.[28] Combined with a further disengagement from global geopolitical affairs and military alliances, this could, over time, undermine the “exorbitant privilege” enjoyed by the United States, resulting in higher interest rates domestically.[29]

    Moreover, as alternative payment systems gain traction, regional currencies may start to emerge as reserves within their respective blocs. This could be accompanied by the rise of competing payment systems, further fragmenting global financial flows and international trade. Such shifts would increase transaction costs and erode the capacity of countries to share risks on a global scale, making the world economy more fragmented and less efficient.

    The central bank’s role in a fragmented world

    So, as these tectonic shifts reshape the global economic landscape, central banks must adapt their approaches while remaining steadfast in their core mandates. The challenges posed by fragmentation require a delicate balance between confronting new realities and working to preserve the benefits of an integrated global economy. In order to navigate the present age of fragmentation, it is necessary to take action in four key areas.

    First, central banks must focus on understanding and monitoring fragmentation. Traditional macroeconomic models often assume seamless global integration and may not fully capture the dynamics of a fragmenting world. Enhanced analytical frameworks that incorporate geopolitical factors and how businesses adjust to these risks will be essential for accurate forecasting and effective policy formulation. The Eurosystem is reflecting on these issues.

    Second, monetary policy must adapt to the new nature of supply shocks generated by fragmentation. The effects of the greater frequency, size and more persistent nature of fragmentation-induced shocks and their incidence on prices require a careful calibration of our monetary responses. In this respect, our communication needs to acknowledge the uncertainty and trade-offs we face while giving a clear sense of how we will react depending on the incoming data. This can be done by making use of scenario analysis and providing clarity about our reaction function, as emphasised recently by President Lagarde.[30]

    Third, instead of building walls, we must forge unity. Even as political winds shift, central banks should strengthen international cooperation where possible. Through forums such as those provided by the BIS and the Financial Stability Board, we can keep open channels of cooperation that transcend borders. Our work on cross-border payments stands as proof of this commitment in line with the G20 Roadmap[31]. The ECB is pioneering a cross-currency settlement service through TARGET Instant Payment Settlement (TIPS) – initially linking the euro, the Swedish krona and the Danish krone. We are exploring connections between TIPS and other fast-payment systems globally, both bilaterally and on the basis of a multilateral network such as the BIS’ Project Nexus.[32]

    And fourth, central banks must enhance their capacity to address financial stability risks arising from fragmentation. The potential for sudden stops in capital flows, payment disruptions and volatility in currency markets requires robust contingency planning and crisis management frameworks. Global financial interlinkages and spillovers highlight the importance of preserving and further reinforcing the global financial safety net so that we can swiftly and effectively address financial stress, which is more likely to emerge in a fragmenting world.[33]

    In fact, the lesson from the 1930s is that international coordination is key to avoiding protectionist snowball effects, where tit-for-tat trade barriers multiply as each country seeks to direct spending to merchandise produced at home rather than abroad.[34] In order to avoid this, the G20 countries committed to preserving open trade could call an international trade conference to avoid beggar-thy-neighbour policies[35] and instead agree on other measures, such as macroeconomic policies that can support the global economy in this period of uncertainty and contribute to reduce global imbalances.

    Let me finally emphasise that the current situation also has important implications for the euro area. If the EU upholds its status as a reliable partner that defends trade openness, investor protection, the rule of law and central bank independence, the euro has the potential to play the role of a global public good. This requires a deep, trusted market for internationally accepted euro debt securities. That is why policy efforts to integrate and deepen European capital markets must go hand in hand with efforts to issue European safe assets.[36]

    Conclusion

    Let me conclude.

    As we stand at this crossroads of global fragmentation, we must confront an uncomfortable truth: we are drifting toward a fractured economic and financial landscape where trust is eroded and alliances are strained.

    Central banks now face a double challenge: to be an anchor of stability in turbulent economic waters while reimagining their role in a world where multiple economic blocs are forming. The question is not whether we adapt, but how we mitigate the costs of fragmentation without sacrificing the potential of global integration.

    Our greatest risk lies not in the shocks we anticipate, but in the alliances we neglect, the innovations we overlook and the common ground we fail to find. The future of global prosperity hinges on our ability to use fragmentation as a catalyst to reinvent the common good.

    MIL OSI Economics –

    April 29, 2025
  • MIL-OSI Asia-Pac: DH steps up enforcement action against illegal use of pharmacy logo and title for Labour Day Golden Week of Mainland

    Source: Hong Kong Government special administrative region

    DH steps up enforcement action against illegal use of pharmacy logo and title for Labour Day Golden Week of Mainland 
    The DH conducts unannounced inspections of Authorized Sellers of Poisons (ASPs), commonly known as pharmacies, and Listed Sellers of Poisons from time to time to monitor their compliance with the law and the relevant codes of practice. In the first quarter of 2025, about 3 200 such inspections were conducted.

    From April 2024 to March 2025, nine limited companies, which were not pharmacies, were convicted of displaying a logo on their premises, which resembled the logo in the prescribed form of a pharmacy (see Annex), and were fined amounts ranging from $2,000 to $16,800.  
    The DH has been collecting intelligence through different channels. If any retailer is suspected of illegally displaying a pharmacy logo in the prescribed form or a pharmacy title, the DH will immediately investigate and conduct a joint operation with relevant law enforcement departments when necessary.
     
    To help the public identify registered pharmacies, the DH has formulated a label for identification of ASPs. The labels have been sent to each pharmacy for display at a conspicuous place in the pharmacy. Consumers can obtain information of the registered pharmacy by scanning the QR code on the label displayed in the pharmacy.Issued at HKT 12:00

    NNNN

    CategoriesMIL-OSI

    MIL OSI Asia Pacific News –

    April 29, 2025
  • MIL-OSI Asia-Pac: Commerce Secretary Shri Sunil Barthwal Visits Netherlands to Strengthen Bilateral Trade and Economic Partnership

    Source: Government of India

    Commerce Secretary Shri Sunil Barthwal Visits Netherlands to Strengthen Bilateral Trade and Economic Partnership

    Commerce Secretary Engages with Port of Rotterdam Authority, Explores Green and Digital Corridor Cooperation to Boost Maritime and Trade Ties

    Posted On: 29 APR 2025 11:17AM by PIB Delhi

    Commerce Secretary, Ministry of Commerce and Industry, Government of India,Shri Sunil Barthwal, visited the Netherlands from 24–26 April 2025 to advance bilateral trade and economic cooperation between India and the Netherlands. The visit underlined India’s commitment to strengthening its economic engagement with the Netherlands, a key European partner. During his visit, Mr. Barthwal engaged in high-level discussions, industry interactions and toured places of economic importance.

    The visit of the Commerce Secretary yielded several tangible outcomes. It reinforced the strategic importance of the India-Netherlands partnership in addressing global economic challenges and fostering innovation-driven growth. The discussions at the Ministry of Foreign Affairs and the Ministry of Economic Affairs laid the groundwork for enhanced collaboration through institutional mechanisms like the JTIC. The CEOs Roundtable fostered new business connections, with Dutch companies expressing keen interest in India’s growing market and investment opportunities. The engagements at the Port of Rotterdam and ASML opened new avenues for cooperation in maritime infrastructure and semiconductors, aligning with India’s economic priorities. Commerce Secretary Barthwal’s visit has injected fresh momentum into India Netherlands partnership, setting the stage for deeper economic collaboration.

    Mr. Barthwal commenced his visit with a productive discussion with Mr. Michiel Sweers, Director General for Foreign Economic Relations, Dutch Ministry of Foreign Affairs, in The Hague. The discussions focused on strengthening bilateral trade and economic ties, inter alia, through setting up of the Joint Trade and Investment Committee (JTIC) mechanism.  Further, the meeting covered diverse issues of bilateral trade and economic relationship, advancing strategic economic cooperation, fostering policy alignment, and addressing trade barriers to facilitate smoother market access for Indian and Dutch businesses. The dialogue reaffirmed the shared commitment to creating a conducive environment for trade and investment, leveraging the complementary strengths of both economies.

    A highlight of the visit was the CEOs Round-table Conference organized by the Embassy of India. Attended by approximately 40 representatives from leading Dutch and Indian companies, as well as business chambers and trade organizations, the round-table facilitated discussions on trade opportunities, challenges and actionable solutions. Participants offered valuable suggestions, with the Government of India and the Embassy pledging to address concerns. The Conference provided a platform for industry leaders to share insights, explore synergies, and identify opportunities for collaboration in sectors such as renewable energy, agriculture, healthcare, logistics, waste management and urban development. Mr. Barthwal emphasized India’s ambitious economic reforms, including initiatives to boost manufacturing, exports and ease of doing business, which resonated strongly with Dutch stakeholders. The Roundtable also featured the showcasing of One District One Product (ODOP) handicrafts by the Embassy, celebrating India’s rich artisanal heritage. The subsequent networking session acted as a platform for corporate leaders and trade bodies to forge meaningful connections, with Commerce Secretary Barthwal and Ambassador Tuhin actively engaging the participants.

    Mr. Barthwal visited the Port of Rotterdam, Europe’s largest and one of the world’s most advanced ports. Received by Mr. Boudewijn Siemons, CEO of the Port of Rotterdam Authority, at the World Port Center, Mr. Barthwal held in-depth discussions on enhancing cooperation between the Indian ports and Rotterdam. The talks explored opportunities for knowledge sharing, technology transfer, and sustainable port management practices. A tour of the port facilities, including the fully automated APM Terminals at Maasvlakte II, provided insights into Rotterdam’s state-of-the-art infrastructure and operational efficiencies. Mr. Barthwal highlighted the potential for collaboration in modernizing Indian ports, aligning with India’s Maritime Vision 2030, which aims to enhance port capacity and logistics efficiency. Both sides expressed interest in deepening ties through joint initiatives in port digitalization, green shipping, and logistics optimization, which are critical to boosting bilateral trade flows. The visit laid the groundwork for setting up of a Green and Digital Corridor between the Port of Rotterdam and Indian ports like the Deendayal Port Authority Kandla, and export of Green Hydrogen and carriers like Ammonia and Methanol from India to Europe, with the Port of Rotterdam acting as a gateway to Europe.

    Later, Mr. Barthwal traveled to Veldhoven to visit the headquarters of ASML, a global leader in photolithography systems for the semiconductor industry. In a productive meeting with ASML’s CEO, Mr. Christophe Fouquet, Mr. Barthwal discussed deepening India-Netherlands cooperation in the semiconductor sector. The discussions focused on leveraging ASML’s expertise to support India’s ambitions to become a global semiconductor manufacturing hub, as outlined in the India Semiconductor Mission.  Mr. Barthwal emphasized India’s robust policy framework to attract investments in semiconductors, including production-linked incentives and infrastructure development. The engagement with ASML highlighted India’s interest in fostering innovation and building a resilient semiconductor ecosystem, with the Netherlands as a key partner.

         

    Joint Secretary, Ministry of Commerce and Industry, Government of India, Shri Saket Kumar, who accompanied Commerce Secretary, met Mr. Tjerk Opmeer, Deputy Director General for Enterprise and Innovation, at the Dutch Ministry of Economic Affairs in The Hague. The discussions centered on fostering innovation-driven partnerships, particularly in technology and startup ecosystems. Both sides committed to deepening collaboration in the startups and innovation ecosystem through mutual efforts under the Indo-Dutch Startup Link. The meeting also explored collaboration in entrepreneurship, tech exchange and space cooperation. These engagements highlighted India’s growing role as a hub for innovation and the Netherlands’ expertise in cutting-edge technologies, paving the way for enhanced bilateral cooperation.

                  

     ***

    Abhishek Dayal/Abhijith Narayanan

    (Release ID: 2125060) Visitor Counter : 35

    MIL OSI Asia Pacific News –

    April 29, 2025
  • MIL-OSI Asia-Pac: Commerce Secretary Shri Sunil Barthwal Engages with Croatian Counterparts to Strengthen Bilateral Economic Cooperation

    Source: Government of India

    Commerce Secretary Shri Sunil Barthwal Engages with Croatian Counterparts to Strengthen Bilateral Economic Cooperation

    India and Croatia Discuss Collaboration in Railways, EVs, Defence, Healthcare,  Renewable Energy, and Food Processing Sectors

    Posted On: 29 APR 2025 11:16AM by PIB Delhi

    Commerce Secretary, Government of India, Shri Sunil Barthwal, visited the Republic of Croatia from 22–23 April 2025, where he held bilateral discussions with Mr. Zdenko Lucić, State Secretary for Foreign Trade and Development, Ministry of Foreign and European Affairs, and Mr. Ivo Milatić, State Secretary, Ministry of Economy. The meetings focused on advancing India-Croatia trade and investment relations, promoting sectoral collaboration, and reinforcing India’s engagement with the Central European region.

    During the meeting with Mr. Zdenko Lucić, State Secretary for Foreign Trade and Development,discussions centered around taking forward the EU-India Free Trade Agreement (FTA) and enhancing bilateral trade cooperation.The discussions focused on taking forward the EU-India FTA and strengthening bilateral trade relations. The Commerce Secretary mentioned the visit of EU President and 27 Commissioners to India as the first visit of the College of Commissioners outside the European continent since the start of their new mandate and also the first such visit in the history of India-EU bilateral ties. Commerce Secretary mentioned about the areas of collaboration between the two countries like Railways, Global Capability Centers, Electric Vehicles, IT etc. Croatian side apprised about their interest of investment in Defence sector (about flagship products of India), solar cells production, food processing technology, Automobiles, knowledge sharing amongst other sectors.

    In the meeting of Commerce Secretary with Mr. Ivo Milatić, State Secretary, Ministry of Economy, discussion was focused on promoting investment flows, and enhancing cooperation across key sectors including Healthcare, Education, Tourism, Entertainment (mentioned about WAVES summit), Supply-Chain integration, Logistics, Transports, Pharmaceuticals, Digital Technology, Renewable Energy and Manufacturing. For the 3rdSession of Joint Commission on Economic Cooperation which is due, both sides exchanged their views on improving the work of the commission with more frequent meetings and directly connecting the entrepreneurs of both the countries for a stronger and faster progress.

    The Commerce Secretary also participated in a business interaction event “Exploring Economic Cooperation Opportunities between India and Croatia” organized by the Croatian Chamber of Economy (CCE), where he met with the heads of various industry associations and leading Croatian business representatives. A presentation on the Croatian Economy, the trade and investment relations between India and Croatia and Industries potential on key sectors of mutual interest was shown. The event provided a platform to explore opportunities for collaboration, address trade facilitation measures, and promote mutual business interests. Successful business cases of Croatian Companies in the Indian Market were also presented.

    The visit reaffirmed India’s commitment to strengthening engagement with the Central European region and underscored the shared interest in expanding commercial partnerships between Indian and Croatian enterprises.

    ***

    Abhishek Dayal/Abhijith Narayanan

    (Release ID: 2125059) Visitor Counter : 32

    MIL OSI Asia Pacific News –

    April 29, 2025
  • MIL-OSI Asia-Pac: Central Consumer Protection Authority (CCPA) takes suo moto cognizance against 5 Delhi Restaurants for non-refund of Service Charge

    Source: Government of India

    Central Consumer Protection Authority (CCPA) takes suo moto cognizance against 5 Delhi Restaurants for non-refund of Service Charge

    National Consumer Helpline (NCH) receives complaints against the Restaurants regarding mandatory levy of Service Charge and non-refund of Service Charge Amount

    Posted On: 29 APR 2025 9:53AM by PIB Delhi

    The Central Consumer Protection Authority (CCPA) has taken suo moto action against five restaurants — Makhna Deli, Xero Courtyard, Castle Barbeque, Chaayos, and Fiesta by Barbeque Nation for failing to refund mandatory service charges despite judgment held by Hon’ble High Court of Delhi. Notices have been issued under the Consumer Protection Act, 2019, directing the restaurants to refund the service charge amounts.

    This measure is aimed at reducing the undue pressure on Consumers to pay additional amount at the time of availing services at any Restaurant as no Hotel or Restaurant shall force a consumer to pay Service Charge or Service Charge shall not be collected from consumers by any other name.

    The Central Consumer Protection Authority (CCPA) issued guidelines on 04.07.2022 to curb unfair trade practices and protect consumer interests regarding service charges in hotels and restaurants. The guidelines stipulate that:

    1. No hotels or restaurant shall add service charge automatically or by default in the food bill.
    2. No collection of service charge shall be done by any other name.
    3. No hotel or restaurant shall force a consumer to pay service charge and shall clearly inform the consumer that service charge is voluntary, optional and at consumer’s discretion.
    4. No restriction on entry or provision of services based on collection of service charge shall be imposed on consumers.
    5. Service charge shall not be collected by adding it along with the food bill and levying GST on the total amount.

    On 28.03.2025, the Delhi High Court upheld the CCPA guidelines on service charges. Subsequently, it came to the notice of the Central Consumer Protection Authority (CCPA), through complaints received on the National Consumer Helpline (1915), that grievances had been registered alleging that certain restaurants continued to impose a mandatory service charge without obtaining prior consent from consumers, thereby disregarding consumer rights and indulged in unfair trade practices as per the Consumer Protection Act, 2019.

    Central Consumer Protection Authority (CCPA) was established under Section 10 of the Consumer Protection Act, 2019. Its primary mandate is to regulate matters related to the violation of consumer rights, unfair trade practices, and false or misleading advertisements that are detrimental to the interests of the public and consumers at large.

    ***

    Abhishek Dayal/Nihi Sharma

    (Release ID: 2125045) Visitor Counter : 120

    MIL OSI Asia Pacific News –

    April 29, 2025
  • MIL-OSI: ESET B2B solutions now available on the Microsoft Azure Marketplace

    Source: GlobeNewswire (MIL-OSI)

    BRATISLAVA, Slovakia, April 29, 2025 (GLOBE NEWSWIRE) — ESET, a global leader in cybersecurity solutions, today announced the availability of ESET PROTECT solutions in the Microsoft Azure Marketplace, an online store providing applications and services for use on Azure. ESET customers can now take advantage of the productive and trusted Azure cloud platform, with streamlined deployment and management. 

    In today’s world, where online stores are just a click away, customers expect a seamless and efficient purchasing experience. By leveraging the Microsoft Azure Marketplace, ESET’s customers can enjoy the convenience of acquiring all their software needs through a single, unified platform. This means a single invoice, one payment, and a comprehensive store that simplifies the procurement process. This approach not only meets the evolving expectations of modern customers but also strengthens and expands business relationships.

    The Microsoft Azure Marketplace prioritizes integrated solutions, streamlined procurement, and connected workflows, making it easier for ESET’s customers to access and manage their software solutions. This is why ESET is launching on a new online sales channel by offering its business products on the Azure Marketplace (starting in the US), one of the largest marketplace platforms for independent software vendors. With this expansion, ESET is now accessible to business customers who procure software through Azure Marketplace or Microsoft AppSource via their Microsoft Azure account.

    Customers discovering ESET PROTECT through the Azure Marketplace can achieve easier security satisfaction thanks to its core competency in offering multilayered security by means of ESET LiveSense. This technology is powered by a next-gen antivirus capable of protecting against ransomware, targeted, or fileless attacks. What’s more, with ESET’s new Ransomware Remediation feature, businesses can encrypt and back up files they deem most important to prevent manipulation by malware, for example.

    “Clients can expect ESET to remain flexible, helping them scale ESET’s security solutions in sync with their growing cloud environments, ensuring continuous protection without the need for reevaluation or reconfigurations. Likewise, with immediate access to updates through the product’s console, customers remain protected with the latest features and security patches. We believe that this integration will help expand everyone’s security potential,” said Pavol Balaj, Chief Business Officer at ESET.

    Interested parties can procure select ESET PROTECT (cloud-only) portfolio products for small and medium-sized businesses (SMBs), with all the respective modules and features those tiers contain, starting from its award-winning endpoint product, through server and mobile threat defense, to technology such as advanced threat defense.

    Visit the Microsoft Azure Marketplace to see all that it has on offer.

    To learn more about our B2B products, please visit the ESET PROTECT for business page.

    Interested in ESET integrations? Please visit our Integrations program page to learn more.

    About ESET

    ESET® provides cutting-edge digital security to prevent attacks before they happen. By combining the power of AI and human expertise, ESET stays ahead of emerging global cyberthreats, both known and unknown — securing businesses, critical infrastructure, and individuals. Whether it’s endpoint, cloud, or mobile protection, our AI-native, cloud-first solutions and services remain highly effective and easy to use. ESET technology includes robust detection and response, ultra-secure encryption, and multifactor authentication. With 24/7 real-time defense and strong local support, we keep users safe and businesses running without interruption. The ever-evolving digital landscape demands a progressive approach to security: ESET is committed to world-class research and powerful threat intelligence, backed by R&D centers and a strong global partner network. For more information, visit www.eset.com or follow our social media, podcasts, and blogs.

    The MIL Network –

    April 29, 2025
  • MIL-OSI: Aurora Mobile’s SendCloud Partners with DHgate to Power Seamless Customer Communication

    Source: GlobeNewswire (MIL-OSI)

    SHENZHEN, China, April 29, 2025 (GLOBE NEWSWIRE) — Aurora Mobile Limited (NASDAQ: JG) (“Aurora Mobile” or the “Company”), a leading provider of customer engagement and marketing technology services in China, today announced that its subsidiary Wuhan SendCloud Technology Co., Ltd. (“SendCloud”), a trusted email solution provider, has provided seamless customer communication for DHgate during its recent unprecedented surge in users in the U.S. market. This surge propelled DHgate to #2 on the U.S. App Store Free iPhone Apps Ranking, surpassing giants like Google and TurboTax, trailing only behind ChatGPT.

    Founded in 2004, DHgate is a leading Chinese cross-border B2B marketplace connecting global buyers, primarily SMBs and retailers, directly with Chinese manufacturers for small-batch wholesale, making it a crucial platform for global sourcing.

    DHgate’s recent surge in popularity in the U.S. further highlights its core value of effectively connecting Chinese factories and suppliers directly with international consumers. This connection provides global buyers with more convenient access to goods straight from the source.

    As DHgate experienced this massive influx of users, SendCloud, a professional and trusted expert in email services, played a critical role in maintaining seamless and stable customer communication. Leveraging SendCloud’s robust API integration, DHgate successfully managed the increased load by:

    • Maintaining over 90% email deliverability, consistently connecting with users worldwide.
    • Achieving a 99% inbox placement rate, significantly outperforming industry benchmarks.
    • Reaching a 40% email open rate, boosted by optimized sender certification and domain reputation.

    These achievements allowed DHgate to effectively nurture its expanding customer relationships, build loyalty, and drive sustainable growth within one of the world’s most dynamic markets.

    SendCloud Powers EngageLab’s Omnichannel Solutions: Driving Global Engagement

    Building upon the reliable email infrastructure provided by SendCloud, EngageLab further empowers businesses with an advanced customer engagement platform tailored for global e-commerce challenges:

    • Unmatched Deliverability: A 99.97% inbox placement rate through domain warm-up and BIMI certification, ensuring compliance with GDPR and DPPA.
    • Personalized Campaigns: Leveraging AI-driven marketing automation, businesses tailor emails to diverse client segments—from small retailers sourcing electronics to wholesalers procuring bulk fashion items.
    • Global Infrastructure: With 5 global nodes, EngageLab ensured low-latency communication, which is critical for global business operations.

    The Future of Cross-Border E-Commerce

    The increasing global traction of Chinese cross-border e-commerce underscores why seamless, AI-powered customer engagement is critical for success. EngageLab remains steadfast in its commitment to providing businesses the adaptive tools needed to conquer challenges in dynamic international markets.

    About EngageLab

    EngageLab is a world-leading AI-powered omnichannel customer engagement solution provider, unites technology and versatility to offer seamless customer interactions across every channel, including Email, AppPush, WebPush, OTP, SMS and WhatsApp Business. It empowers businesses to build lasting relationships and achieve higher conversions and retention. With a strong focus on innovation and performance, EngageLab supports businesses in over 220 countries and regions, delivering more than 1 million messages every second across various channels. For more information about EngageLab and its suite of solutions, visit www.engagelab.com.

    About Aurora Mobile Limited

    Founded in 2011, Aurora Mobile (NASDAQ: JG) is a leading provider of customer engagement and marketing technology services in China. Since its inception, Aurora Mobile has focused on providing stable and efficient messaging services to enterprises and has grown to be a leading mobile messaging service provider with its first-mover advantage. With the increasing demand for customer reach and marketing growth, Aurora Mobile has developed forward-looking solutions such as Cloud Messaging and Cloud Marketing to help enterprises achieve omnichannel customer reach and interaction, as well as artificial intelligence and big data-driven marketing technology solutions to help enterprises’ digital transformation.

    For more information, please visit https://ir.jiguang.cn/.

    Safe Harbor Statement

    This announcement contains forward-looking statements. These statements are made under the “safe harbor” provisions of the U.S. Private Securities Litigation Reform Act of 1995. These forward-looking statements can be identified by terminology such as “will,” “expects,” “anticipates,” “future,” “intends,” “plans,” “believes,” “estimates,” “confident” and similar statements. Among other things, the Business Outlook and quotations from management in this announcement, as well as Aurora Mobile’s strategic and operational plans, contain forward-looking statements. Aurora Mobile may also make written or oral forward-looking statements in its reports to the U.S. Securities and Exchange Commission, in its annual report to shareholders, in press releases and other written materials and in oral statements made by its officers, directors or employees to third parties. Statements that are not historical facts, including but not limited to statements about Aurora Mobile’s beliefs and expectations, are forward-looking statements. Forward-looking statements involve inherent risks and uncertainties. A number of factors could cause actual results to differ materially from those contained in any forward-looking statement, including but not limited to the following: Aurora Mobile’s strategies; Aurora Mobile’s future business development, financial condition and results of operations; Aurora Mobile’s ability to attract and retain customers; its ability to develop and effectively market data solutions, and penetrate the existing market for developer services; its ability to transition to the new advertising-driven SAAS business model; its ability to maintain or enhance its brand; the competition with current or future competitors; its ability to continue to gain access to mobile data in the future; the laws and regulations relating to data privacy and protection; general economic and business conditions globally and in China and assumptions underlying or related to any of the foregoing. Further information regarding these and other risks is included in the Company’s filings with the Securities and Exchange Commission. All information provided in this press release and in the attachments is as of the date of the press release, and Aurora Mobile undertakes no duty to update such information, except as required under applicable law.

    For more information, please contact:

    Aurora Mobile Limited
    E-mail: ir@jiguang.cn

    Christensen
    In China
    Ms. Xiaoyan Su
    Phone: +86-10-5900-1548
    E-mail: Xiaoyan.Su@christensencomms.com

    In US
    Ms. Linda Bergkamp
    Phone: +1-480-614-3004
    Email: linda.bergkamp@christensencomms.com

    For Media Inquiries:
    Contact: marketing@engagelab.com

    The MIL Network –

    April 29, 2025
  • MIL-OSI: Behind DHgate’s U.S. #2 Milestone: SendCloud Powers Email Engagement as Aurora Mobile & EngageLab Drive Ecosystem Growth

    Source: GlobeNewswire (MIL-OSI)

    SINGAPORE, April 29, 2025 (GLOBE NEWSWIRE) — EngageLab’s parent company, Aurora Mobile (NASDAQ: JG), is proud to announce its subsidiary, SendCloud, provided seamless customer communication for DHgate during its recent unprecedented user surge in the U.S. market. This surge propelled DHgate to #2 on the U.S. App Store Free iPhone Apps Ranking, surpassing giants like Google and TurboTax, trailing only behind ChatGPT.

    Founded in 2004, DHgate is a leading Chinese cross-border B2B marketplace connecting global buyers, primarily SMBs and retailers, directly with Chinese manufacturers for small-batch wholesale, making it a crucial platform for global sourcing.

    DHgate’s recent surgery in the U.S. further highlights its core value of effectively connecting Chinese factories and suppliers directly with international consumers. This connection provides global buyers with more convenient access to goods straight from the source.

    As DHgate experienced this massive influx of users, SendCloud, a professional and trusted expert in email services, played a critical role in maintaining seamless and stable customer communication. Leveraging SendCloud’s robust API integration, DHgate successfully managed the increased load, achieving:

    • Maintained over 90% email deliverability, consistently connecting with users worldwide.
    • Achieved a 99% inbox placement rate, significantly outperforming industry benchmarks.
    • Reached a 40% email open rate, boosted by optimized sender certification and domain reputation.

    These achievements allowed DHgate to effectively nurture its expanding customer relationships, build loyalty, and drive sustainable growth within one of the world’s most dynamic markets.

    EngageLab’s Omnichannel Solutions: Driving Global Engagement

    Building upon the reliable email infrastructure provided by SendCloud, EngageLab further empowers businesses with an advanced customer engagement platform tailored for global e-commerce challenges:

    • Unmatched Deliverability: A 99.97% inbox placement rate through domain warm-up and BIMI certification, ensuring compliance with GDPR and DPPA.
    • Personalized Campaigns: Leveraging AI-driven marketing automation, businesses tailor emails to diverse client segments—from small retailers sourcing electronics to wholesalers procuring bulk fashion items.
    • Global Infrastructure: With 5 global nodes, EngageLab ensured low-latency communication, which is critical for global business operations.

    The Future of Cross-Border E-Commerce

    The increasing global traction of Chinese cross-border e-commerce underscores why seamless, AI-powered customer engagement is critical for success. EngageLab remains steadfast in its commitment to providing businesses the adaptive tools needed to conquer challenges in dynamic international markets.

    About EngageLab

    EngageLab is a world-leading AI-powered omnichannel customer engagement solution provider, unites technology and versatility to offer seamless customer interactions across every channel, including Email, AppPush, WebPush, OTP, SMS and WhatsApp Business. It empowers businesses to build lasting relationships and achieve higher conversions and retention. With a strong focus on innovation and performance, EngageLab supports businesses in over 220 countries and regions, delivering more than 1 million messages every second across various channels.

    For more information about EngageLab and its suite of solutions, visit www.engagelab.com.

    For Media Inquiries:
    Contact: marketing@engagelab.com
    Website: www.engagelab.com

    The MIL Network –

    April 29, 2025
  • MIL-OSI Russia: “Passing on the Memory of the Feat”: HSE Hosts Conference in Honor of the 80th Anniversary of Victory

    Translation. Region: Russian Federal

    Source: State University Higher School of Economics – State University Higher School of Economics –

    © Higher School of Economics

    On April 25, the International Student Military-Patriotic Conference was held at the HSE Cultural Center “The Great Victory is 80 years old”. Russian and foreign students, students Lyceum of the National Research University Higher School of Economics and partner schools, teachers and university administrators. The key role in the preparation of the conference was played by Military Training Center of the National Research University Higher School of Economics under the leadership of Hero of Russia Colonel Vladimir Korgutov.

    In the hall of the first floor of the Center of Culture, there was an exhibition called “Weapons of Victory”. Students dressed in military uniforms from the Great Patriotic War demonstrated rare rifles, machine guns, grenades, helmets, and even a cavalry saber to guests.

    Levitan’s voice was heard from the speakers, announcing the signing of the act of unconditional surrender of Germany on May 8, 1945. And in the halls of the second and third floors, students danced to the song “Our Cossacks are Riding, Riding Through Berlin.” There was an exhibition of student paintings on military themes, as well as an exhibition “Coal of Victory” – images of the heroes of the SVO.

    At one of the stands, anyone could receive a collection of the best competition works by HSE students for the 80th anniversary of the Victory.

    There was no indifference

    The conference in the Great Hall began with the carrying out of the banners and the performance of the Russian Federation Anthem. Then the participants were addressed by the Vice-Rector of the National Research University Higher School of Economics Sergey Rozhkov.

    He called the conference “a significant event in the life of our team,” emphasizing that it was preceded by meticulous work. The commission reviewed more than 200 student studies devoted to various pages of the Great Patriotic War, and the authors of the best of them were invited to speak.

    “As the chairman of the commission, I responsibly declare that there was no indifference in these works. They are imbued with a sense of patriotism, personal pride for their relatives and friends who forged the Great Victory on the fronts of the Great Patriotic War, on the labor fronts in the rear, and everyone made their contribution to the common cause,” noted Sergei Rozhkov.

    The vice-rector emphasized that 80 years separate us from 1945, but we must not forget the price we paid for the victory. “When a person stops remembering, he stops living. And we must pass on the memory of the feat that our ancestors accomplished from generation to generation so that we could study and work in peace,” he said.

    After this, a minute of silence was declared.

    The Truth About War

    The introductory report was given by the HSE full professor, Major General Adam Nizhalovsky.

    He recalled that, according to official data, losses in World War II amounted to 55 million people, of which 27 million were losses of the Soviet Union, that is, 14% of its population. “Think about this figure! Every seventh Soviet person died, and these are the best people of our country,” the general noted.

    The report touched upon such topics as the beginning of the Great Patriotic War, the participation of European armies in it, the atrocities of the fascists, the fate of prisoners of war, and the circumstances of Germany’s capitulation. In the West, it is believed that Germany capitulated to the Allied forces on May 7 in Reims, although the USSR did not recognize this, and the signing of the real act of capitulation took place on May 8 in Karlshorst with the participation of Marshal Zhukov.

    “Thus, even before the end of the war, Western countries began to falsify its results. Having begun attacks on the USSR in May 1945, they intensified them in the following years and erased the truth about that war from the consciousness of their citizens, belittling the role of the Soviet Union in the victory over fascism,” Adam Niżalowski emphasized.

    In conclusion of his report, he recalled that today only a few creators of victory remain in the veteran ranks and due to their age it is difficult for them to defend what they fought for in the soldier ranks. Now this task and sacred duty falls on us – the heirs of the Great Victory.

    Pain and pride

    Eight student papers, selected based on the results of the competition, were presented at the conference.

    In a report dedicated to the Brest Fortress, the student Faculty of Creative Industries From the Republic of Belarus, Kristina Alekseeva focused on little-known facts: that the fortress was stormed by the Austrians, that it was defended by representatives of more than 30 nationalities, that the inscriptions scratched on the walls of the casemates and the buried banners were found years later, that it was in Brest that the first burial place for Wehrmacht soldiers was created.

    Students of the Military Training Center Evgeny Dolgov and Ivan Singay presented the results of a study on military training in universities during the Great Patriotic War.

    Such training began already in 1941, most students managed to apply the knowledge they had acquired in practice and maintain contact with universities. Over a thousand MSU graduates were awarded, seven of them became Heroes of the Soviet Union. And, for example, among the graduates of the Moscow Institute of Transport Engineers there were partisans who blew up enemy trains.

    Family history

    Student Higher School of Business Kirill Pivovarov spoke about eight heroes of the Great Patriotic War – members of his family.

    Among them is his great-great-uncle Nikolai Shabrov, who volunteered for the front, was seriously wounded, recovered and was again called up to the army, commanded a platoon of the 8th Guards Panfilov Division, was personally acquainted with Marshal Zhukov, who gave him his accordion. And Kirill’s great-great-grandfather Sergei Kraskov fought in the unit commanded by his son Viktor, and they served together until the end of the war.

    Student Faculty of Social Sciences Olga Avdeevich from the Republic of Belarus said that her great-great-uncle Mikhail Avdeevich became the secretary of an underground Komsomol organization in a village in Western Belarus at the beginning of the war. In 1943, he was taken into slavery to Germany, and after the liberation of East Prussia, he was drafted into the Red Army and took part in battles, was wounded, and his subsequent fate is unknown.

    “My father and I are looking for Grandpa Misha, and according to one version, he died of his wounds and was buried in Poland. But the search for the burial site has now been suspended, since Poland, an unfriendly country, does not respond to our requests,” Olga explained.

    Friendly countries

    The conference was attended by Chinese and Mongolian students. Xiao Yanbo, student Faculty of Humanities from China, gave a report on the topic “The Great Victory in the Fates of the Peoples of China,” telling about some events of the Sino-Japanese War of 1937–1945.

    “If the Bryansk forests are a symbol of the Soviet people’s resistance to fascism, then the fields and hills of Shandong, a region in eastern China, are a symbol of the Chinese people’s resilience in the face of Japanese invaders. Our countries fought together against fascism and militarism, and the actions of Chinese partisans in many ways echo the feat of their Soviet brothers,” the Chinese student noted.

    One of the conclusions of his research is that the victory of the USSR in the Great Patriotic War and the decisive actions of the Red Army to defeat Japan made it possible to liberate the lands of China, opening a new page in Soviet-Chinese relations.

    A student of the creative industries department, Batjargal Ganbalor from Mongolia, told how her country, despite limited resources, helped the Soviet Union during the war. They sent food, clothing, horses (every fifth horse in the Red Army was Mongolian) to the front, paid for the construction of tanks and planes – the amount of aid was equivalent to three years of the country’s budget.

    An activist of the Mongolian Club of the National Research University Higher School of Economics, Tugsmandal Sergelen, spoke about her ancestors, one of whom fought against the Nazis in the ranks of the Red Army, was wounded, awarded an order and returned home, and the other, being of advanced age and possessing great authority in his country, personally donated 39 horses and almost 20 kg of silver to the needs of the front.

    “I am filled with gratitude to my ancestors for their contribution to the victory. The peoples of Mongolia and the USSR have the right to celebrate this victory together,” the girl concluded.

    Made your choice

    The leitmotif of the conference was the thesis about the continuity of generations that stood up to defend the Motherland during the Great Patriotic War and now, during the Central Military District.

    Anton Yukhnevsky, a graduate of the Military Training Center last year, told how HSE students continue the tradition of helping the front today. A month after the start of the SVO, the “White Raven” movement was created at the university. Its participants organize humanitarian actions and visiting missions in the SVO zone and in areas adjacent to the combat contact line, and hold sports and educational events at the university.

    “You and I could have distanced ourselves from this, studied, had fun and spent time carefree,” Anton addressed the students. “But we made our choice long before the start of the SVO, back in childhood, thanks to our upbringing, and I am sure that it was the only right one.”

    Social Sciences student Anton Nudny read his poem dedicated to a soldier who defended the Motherland in the 1940s and his grandson who followed his example 80 years later: “…And the years flew by like a moment, / and again Kharkov, again battle and smoke, / and the current soldier is of a different generation, / but his spirit is still the same – he is invincible.”

    Betting on talent

    The conference reports alternated with concert numbers. The hit of the day was the song “Faith in Victory”, written by the instructor of the military intelligence cycle, Colonel Evgeny Mityukov, and performed by him together with the students. Another discovery was the compositions of the vocal and instrumental ensemble created at the Military Training Center a month ago.

    As explained by the head of the Military Training Center, Hero of Russia Colonel Vladimir Korgutov, the organizers decided not to invite fashionable presenters and professional musical groups, relying on the talents of teachers and students.

    In closing the conference, he thanked its participants and organizers, congratulated all those present on Victory Day, and reported that the Military Training Center, which has already graduated more than 7,000 officers, sergeants, and reserve soldiers, continues to train true defenders of the Fatherland.

    Patriots become

    According to Vice-Rector Elena Odoevskaya, to achieve the goals set in the strategic documents of the HSE, it is necessary to have fortitude, to be able to overcome difficulties and move forward, and the conference once again showed that HSE students have these qualities. They also demonstrated unique creative abilities. “I am delighted with the vocal and instrumental ensemble,” added Elena Odoevskaya.

    “Patriots are not born – they become them, including thanks to correctly presented and emotionally colored information. The conference was filled with such information about the Great Patriotic War, about the contribution of our people to the victory, and its better perception was facilitated by the concert program. Many facts and conclusions that were voiced here should be known to every schoolchild and student,” noted Vice-Rector Vyacheslav Bashev.

    “The main impression from the conference is a feeling of pride for the younger generation. It is worthy of the memory of its ancestors,” concluded Sergei Rozhkov.

    Please note: This information is raw content directly from the source of the information. It is exactly what the source states and does not reflect the position of MIL-OSI or its clients.

    MIL OSI Russia News –

    April 29, 2025
  • MIL-OSI USA: Smith Thanks Trump Administration for Granting Emergency Ethanol Waiver

    Source: United States House of Representatives – Congressman Adrian Smith (R-NE)

    Washington, DC — Today Representative Adrian Smith (R-NE) released the following statement after the Environmental Protection Agency (EPA) announced an emergency waiver to allow E15 sales nationwide through May 20 and took action to ensure uniform standards for E10 fuel sales.

    “Drivers are looking for fuel price relief and higher ethanol blends are the commonsense solution. Ensuring the availability of this renewable, homegrown energy source empowers producers and retailers to meet demand during the summer travel months. I thank EPA Administrator Lee Zeldin and USDA Secretary Brooke Rollins for taking the necessary action to unleash domestic energy production. A permanent solution to provide long-term certainty is still needed, and I will continue to work toward enactment of my bill, the Nationwide Consumer and Fuel Retailer Choice Act, to eliminate unnecessary restrictions to E15.” 

    BACKGROUND:
    Congressman Smith first introduced a bill to approve year-round sale of E15 in 2015.

    On April 22, Smith led a bipartisan letter urging the administration to allow the nationwide sale of E-15 this summer

    On March 11, Smith led a bipartisan press conference highlighting grassroots support for eliminating restrictions on E15 sales.

    On February 13, Smith introduced the Nationwide Consumer and Fuel Retailer Choice Act to enable the year-round, nationwide sale of E15. Read more about the bipartisan, bicameral legislation here.

    On February 6, 2025, Smith and Rep. Angie Craig (D-MN) led nearly 30 colleagues in sending a bipartisan letter to EPA  Administrator Lee Zeldin. The letter emphasized the important role of the American biofuels industry in maximizing energy abundance and affordability while encouraging the EPA to issue timely and science-driven guidance to fulfill the Renewable Fuels Standard (RFS).

    ###

    MIL OSI USA News –

    April 29, 2025
  • MIL-OSI United Kingdom: Crowds enjoy Derby’s St George’s Day celebrations

    Source: City of Derby

    Dragons roared, knights clashed, and medieval games delighted crowds in Derby as the city celebrated St George’s Day.

    The annual festivities featured live performances, engaging workshops, and creative crafts that brought the legend of St George to life. 

    The event was produced by Derby LIVE, Derby City Council’s arts and events team, in conjunction with The Lost Boys and St Peters Quarter Business Improvement District (BID). 

    St George and The Mayor of Derby launched the festivities before one of the highlights of the day, The Lost Boys’ spectacular and tongue-in-cheek reenactment of St George’s legendary battle with the dragon, which drew enthusiastic cheers from the audience. 

    Families gathered to enjoy AVP Theatre’s delightful puppet show, a family-friendly fairytale retelling of the St George and the Dragon story, and aspiring knights had the chance to train in hands-on workshops led by The Lost Boys and Team Falchion, learning about chivalry and trying their hand at sword skills. 

    Team Falchion

    Team Falchion also provided fascinating showcases of medieval armour and combat, alongside engaging medieval games and blanket weaving activities. Throughout the afternoon, roaming dragons added an extra element of surprise and delight for young adventurers. 

    St Peter’s Cross was also a hub of creativity, with Scraggy Moo’s environmentally-friendly family crafts proving a hit. In partnership with St Peter’s Quarter BID, children were able to create their own dragons and flags, adding their colourful creations to the St George’s Day celebrations.

    Councillor Nadine Peatfield, Leader of Derby City Council and Cabinet Member for City Centre, Regeneration, Culture and Tourism, said:

    Derby once again embraced the spirit of St George’s Day with a fantastic array of free family activities. It was wonderful to see so many people coming together to enjoy the entertainment and have a go at the activities.

    The atmosphere was really special so thank you to everyone who made the event happen.

    Brad Worley, Manager for the Derby Cathedral Quarter and St Peters Quarter BIDs said:

    St George’s Day celebrations are always a fantastic event in Derby and this year was no exception. St Peters Quarter and Cathedral Quarter BIDs were excited to help support the wide variety of performances on offer, and we hope that everybody had a wonderful time.

    When events like this happen, the city comes to life, and it’s wonderful to see.

    MIL OSI United Kingdom –

    April 29, 2025
  • MIL-OSI Economics: 28 April 2025 Yury Trutnev: EEF big contributor to development of Far East and President’s instructions Deputy Prime Minister of the Russian Federation and Presidential Envoy to the Far Eastern Federal District Yury Trutnev chaired a meeting in Vladivostok on preparations in the lead-up to the 10th Eastern Economic Forum, which is scheduled to take place on the campus of Far Eastern Federal University on 3–6 September. The EEF is being organized by the Roscongress Foundation.

    Source: Eastern Economic Forum

    28 April 2025

    Yury Trutnev: EEF big contributor to development of Far East and President’s instructions

    Deputy Prime Minister of the Russian Federation and Presidential Envoy to the Far Eastern Federal District Yury Trutnev chaired a meeting in Vladivostok on preparations in the lead-up to the 10th Eastern Economic Forum, which is scheduled to take place on the campus of Far Eastern Federal University on 3–6 September. The EEF is being organized by the Roscongress Foundation.

    “The Eastern Economic Forum has contributed much over the years to the development of the Far East and the fulfilment of the instructions of the President of the Russian Federation, Vladimir Putin. Thousands of people from all over the world attend the EEF every year, and no sanctions or anything else will succeed in weakening interest in it. The Russian Far East is a huge region, and its development affects its neighbours and the entire world. We will do our best as always to ensure that our guests receive all the information they seek and are able to carry out their work in comfort and safety at the Eastern Economic Forum,” Trutnev said as he opened the meeting.

    The composition of the Forum programme was considered in detail.  

    “We discussed possible themes for the EEF, and I believe it would be impossible to ignore the Soviet nation’s victory in the Great Patriotic War. Our proposal for the main theme is going to be something like ‘The Far East: From Victory to Victory’, though we’ll think a bit more about the exact wording. The Second World War ended in the Far East. The President of the Russian Federation has ordered us to prepare a major exhibition on the island of Shumshu, where the Kuril landing took place, to educate young people and remind all of us about the heroic feats that led to the great victory,” Trutnev said.

    The Ministry for the Development of the Russian Far East and Arctic suggested including in the business programme topics of vital importance to regional development and possible integration with the economy of the broader Asia-Pacific region.

    “We would focus in particular on technological development. Technology is changing the world now. It is changing the very fabric of life. And many of these technologies either originate in Asia or are first brought to market here. We would like to see the Far East play a bigger role in this process and believe it can. We would like to use new tools like our international advanced-development territories to ensure that these technologies are created and replicated in Russia,” Minister for the Development of the Russian Far East and Arctic Alexei Chekunkov said.

    First Deputy CEO of the Roscongress Foundation and Director of the Eastern Economic Forum Igor Pavlov touched on organizational issues and how preparations for the 10th Eastern Economic Forum were getting along.

    “A great many events have been planned for EEF 2025, including the ‘Welcome to the Far East!’ exhibition, which traditionally enjoys the participation of federal ministries and agencies. And the sports programme will include a special patriotic Parade of Sails, rowing competitions, a hockey match, a run, and more,” Pavlov said.

    According to Governor of Primorsky Territory Oleg Kozhemyako, the region has been following the roadmap laid out last year in its preparations for the Forum. Funds have been set aside in the regional budget for the construction of the region’s pavilion at the Far East Street exhibition, sports and cultural programmes, medical care, and road inspections. A special unit has been tasked with ensuring electrical supply, and preparations are underway on transmission lines and at power facilities. Law enforcement agencies are coming together to create a task force to ensure public order and security. 25 hotels in Vladivostok and Artem are on call to accommodate Forum guests and participants in 1,600 rooms.

    Mayor of Vladivostok Konstantin Shestakov reported on the measures being implemented as part of the preparations for the Forum in the capital of the Far Eastern Federal District in landscaping, road infrastructure, sanitation and security, building facades, and catering and cultural events. Work has been planned to repair roads, paint elevated and underground pedestrian crossings, and fix metal and concrete fences, bus stops, and bridges. The storm water drainage system will also be cleaned, sunken manholes fixed, pavement and curbs touched up, graffiti and unauthorized advertising removed, and concrete surfaces and road infrastructure painted. The city itself will receive an important facelift, with private investors funding 10 objets d’art across the route that will be travelled by guests through the city. Special events, concerts, and evening programmes are also being planned for the city’s open-air venues, with additional cultural initiatives for Forum participants and the residents of Vladivostok in development.

    Far Eastern Federal University President Boris Korobets spoke about the preparation of the Far Eastern Federal University campus for the Forum, with large-scale modernization of infrastructure to begin in May and student service brigades to take part in campus renovation work for the first time this year, for which volunteers are currently being recruited. For the fourth year in a row, FEFU will work together with the Russian Znanie Society to organize a lecture hall for the students and youth of Primorsky Territory at the Forum. 350 top students and talented schoolchildren will attend in person, with another 8.5 million people expected to join the event online. This year, the lecture will focus on the end of World War II, the contribution of the Soviet nation to the fight against fascism, and the events of the Soviet-Japanese War of 1945. A new visual attraction will be installed in the park on FEFU’s central square in the form of a 50-metre-high flagpole flying a 150-square-metre tricolour. As part of the Year of the Defender of the Fatherland announced by the President of Russia, an Alley of Heroes will be established in the campus park and dedicated to the Russian heroes serving their country in the special military operation from all eleven regions of the Far East.

    The regions of the Far East are also preparing for this tenth anniversary forum. As in the past, they will present their economic achievements and unique culture and customs at the Far East Street exhibition. 11 region and five industry pavilions have been planned this year: two pavilions for the Ministry of Sport of Russia, the ‘Business’ and ‘GTO Arena’; the Far East and Arctic Development Corporation’s ‘Developing the Far East’ Pavilion; the Ministry of Natural Resources and Environment of Russia’s ‘Falcon House’ Pavilion; and the ‘Corporation Turizm.RF’ Pavilion. The pavilions dedicated to the regions will focus on economic and social achievements of the past ten years, provide information about investment projects, advanced technological developments, and the implementation of master plans for the development of the cities of the Far East, and the celebration of the 80th anniversary of victory in the Great Patriotic War. An alley dedicated to brands from the Far East is being organized in conjunction with ASI and will present the goods manufactured in the region.

    Also discussed during the meeting were issues of sanitary and epidemiological safety to be addressed during the preparation for EEF 2025.

    “The EEF is a well-prepared, balanced tool for attracting investment to the Far East that allows all federal executive authorities to see whether they are fulfilling the President’s instructions and for investors to understand that they are on the right track. And we will protect what we have here, even as we turn now to the content and move forward, work on the sessions, and think about how to set the right tasks,” Trutnev said in conclusion.

     

    Read more

    MIL OSI Economics –

    April 29, 2025
  • MIL-OSI Europe: ECB Consumer Expectations Survey results – March 2025

    Source: European Central Bank

    29 April 2025

    Compared with February 2025:

    • median consumer perceptions of inflation over the previous 12 months remained unchanged, as did expectations for inflation five years ahead (reported for the first time this month), while median inflation expectations for both the next 12 months and three years ahead increased;
    • expectations for nominal income growth over the next 12 months remained unchanged, while expectations for spending growth over the next 12 months decreased;
    • expectations for economic growth over the next 12 months were unchanged (remaining somewhat negative), while the expected unemployment rate in 12 months’ time decreased;
    • expectations for growth in the price of homes over the next 12 months increased, while expectations for mortgage interest rates 12 months ahead remained unchanged.

    Inflation

    The median rate of perceived inflation over the previous 12 months remained unchanged at 3.1% in March. This is its lowest level since September 2021. Median expectations for inflation over the next 12 months increased by 0.3 percentage points to 2.9%, the highest level since April 2024, while expectations for three years ahead edged up by 0.1 percentage points to 2.5%, the highest level since March 2024. Expectations for inflation five years ahead, which are being reported for the first time this month, were unchanged for the fourth consecutive month at 2.1%. For more information on this new measure of inflation expectations, please see the box entitled “Consumers’ long-term inflation expectations: an overview” in the Economic Bulletin, Issue 3, ECB, 2025. Inflation expectations at the one-year, three-year and five-year horizons thus remained below the perceived past inflation rate. Uncertainty about inflation expectations over the next 12 months remained unchanged in March at its lowest level since January 2022. While the broad evolution of inflation perceptions and expectations remained relatively closely aligned across income groups, over the previous year and a half inflation perceptions and short-horizon expectations for lower income quintiles were, on average, slightly above those for higher income quintiles. Younger respondents (aged 18-34) continued to report lower inflation perceptions and expectations than older respondents (those aged 35-54 and 55-70), albeit to a lesser degree than in previous years. (Inflation results)

    Income and consumption

    Consumers’ nominal income growth expectations over the next 12 months remained unchanged at 1.0%. Perceived nominal spending growth over the previous 12 months increased to 5.0%, from 4.9% in February. Expected nominal spending growth over the next 12 months decreased to 3.4% in March, from 3.5% in February and 3.6% in January. This decrease was observed across most income groups. (Income and consumption results)

    Economic growth and labour market

    Economic growth expectations for the next 12 months were stable in March, standing at -1.2%. Expectations for the unemployment rate 12 months ahead decreased to 10.4%, from 10.5% in February. Consumers continued to expect the future unemployment rate to be only slightly higher than the perceived current unemployment rate (10.0%), implying a broadly stable labour market. Expectations for both economic growth and the unemployment rate remained broadly stable over the previous four months, fluctuating within a narrow range. (Economic growth and labour market results)

    Housing and credit access

    Consumers expected the price of their home to increase by 3.1% over the next 12 months, which was slightly higher than in February. Households in the lowest income quintile continued to expect higher growth in house prices than those in the highest income quintile (3.3% and 2.8% respectively), although the difference between them narrowed in recent months. Expectations for mortgage interest rates 12 months ahead remained unchanged from February at 4.4%. As in previous months, the lowest income households expected the highest mortgage interest rates 12 months ahead (5.1%), while the highest income households expected the lowest rates (4.0%). The net percentage of households reporting a tightening (relative to those reporting an easing) in access to credit over the previous 12 months increased, while the net percentage of those expecting a tightening over the next 12 months declined. (Housing and credit access results)

    The microdata underlying the aggregate results are available on the Consumer Expectations Survey (CES) web page in the Data and methodological information section.

    The release of the Consumer Expectations Survey (CES) results for April is scheduled for 28 May 2025.

    For media queries, please contact: Benoit Deeg, tel.: +49 172 1683704.

    Notes

    • Unless otherwise indicated, the statistics presented in this press release refer to the 2% winsorised mean. For further details, see ECB Consumer Expectations Survey – Guide to the computation of aggregate statistics.
    • The CES is a monthly online survey of, currently, around 19,000 adult consumers (i.e. aged 18 or over) from 11 euro area countries: Belgium, Germany, Ireland, Greece, Spain, France, Italy, the Netherlands, Austria, Portugal and Finland. The main aggregate results of the CES are published on the ECB’s website every month. The results are used for policy analysis and complement other data sources used by the ECB.
    • Further information about the survey and the data collected is available on the CES web page. Detailed information can also be found in the following two publications: Bańkowska, K. et al., “ECB Consumer Expectations Survey: an overview and first evaluation”, Occasional Paper Series, No 287, ECB, Frankfurt am Main, December 2021; and Georgarakos, D. and Kenny, G., “Household spending and fiscal support during the COVID-19 pandemic: Insights from a new consumer survey”, Journal of Monetary Economics, Vol. 129, Supplement, July 2022, pp. S1-S14.
    • The survey results do not represent the views of the ECB’s decision-making bodies or staff.

    MIL OSI Europe News –

    April 29, 2025
  • MIL-OSI Russia: Polytechnic University Wins Gazprom Neft Universities League Prize

    Translation. Region: Russian Federal

    Source: Peter the Great St Petersburg Polytechnic University – Peter the Great St Petersburg Polytechnic University –

    The Science. Business. Education strategic partnership forum was held in St. Petersburg, where experts discussed joint strategies for personnel and technological transformation. Among the key participants was the team from Peter the Great St. Petersburg Polytechnic University. It presented the university’s projects and initiatives in the field of digitalization of education and interaction with partners. The main event of the forum was the presentation of the Gazprom Neft University League Prize. The SPbPU program in the field of innovative engineering for oil industry enterprises won in the Great Prospects nomination. It was developed taking into account the current challenges of the industry, including the tasks of creating digital models and technologies for their application in various industries.

    Our task is not just to train, but to form engineers of the future, capable of solving problems of technological leadership. Winning the award is recognition of the efforts of the entire team, – noted the head of the program Ivan Kurta.

    The project is being implemented in partnership with Gazprom Neft and has become the first additional professional education program in Russia transferred for use by other organizations under a license agreement. This partnership has provided the conditions for its implementation in the leading educational and industrial centers of the country.

    The program in the field of innovative engineering for oil industry enterprises was successfully tested in 2024 as part of a case championship, in which students from leading technical universities of St. Petersburg participated. SPbPU provided the organization of training, thereby confirming the practical value of the program.

    The interaction of science and industry is a necessity. By joint efforts we can form unique competencies, – emphasized Irina Rudskaya, Director of the Scientific and Educational Center for Information Technologies and Business Analysis of Gazprom Neft.

    In the nomination “Science of Enlightenment”, the winner of the competition was the project “Purchase Management at Oil and Gas Complex Enterprises”, developed by the Polytechnic team. The head of the program is Mikhail Afanasyev, professor at the Higher School of Industrial Management. The program trains specialists for key functions in the oil and gas industry, including for procurement at Gazprom Neft.

    We see a consistently high interest in our programs from both industrial partners and educational and scientific organizations. This confirms the demand and potential for scaling up Polytechnic’s educational solutions. The forum showed that we are moving in the right direction, – noted Dmitry Tikhonov, Vice-Rector for Continuing and Pre-University Education at SPbPU.

    The second day of the forum was devoted to discussing strategic directions for the development of the scientific and educational space in Russia. The focus was on issues of training engineering personnel, integrating science, education and business, and forming technological leadership in the regions. The agenda included panel discussions, sessions on franchising educational solutions, the academic mobility program, developing world-class campuses and mechanisms for supporting university technological entrepreneurship.

    The work of the sections “Designing network educational projects with regional universities” and “Franchising educational solutions in the field of industrial safety” should be separately noted. They presented proposals for new joint initiatives, and supported projects that are planned to be implemented in the field of additional education in 2025-2026. These decisions strengthen the position of the Polytechnic University as a reliable partner in the implementation of national priorities in education.

    Participation in the forum confirmed SPbPU’s status as a leader in the field of additional professional education and its key role in training engineering personnel for the industry of the future.

    Please note: This information is raw content directly from the source of the information. It is exactly what the source states and does not reflect the position of MIL-OSI or its clients.

    MIL OSI Russia News –

    April 29, 2025
  • MIL-OSI Europe: Piero Cipollone: Navigating a fractured horizon: risks and policy options in a fragmenting world

    Source: European Central Bank

    Speech by Piero Cipollone, Member of the Executive Board of the ECB, at the conference on “Policy challenges in a fragmenting world: Global trade, exchange rates, and capital flow” organised by the Bank for International Settlements, the Bank of England, the ECB and the International Monetary Fund

    Frankfurt am Main, 29 April 2025

    I’m honoured to welcome you to this conference, jointly organised by the Bank for International Settlements (BIS), the Bank of England, the European Central Bank (ECB) and the International Monetary Fund (IMF).[1]

    Today, we come together to discuss the urgent challenges posed by global fragmentation – a growing risk to our interconnected world. Earlier this month, the President of the United States announced tariff hikes, sending shockwaves through the global economy – a stark reminder that the fractures we face are no longer hypothetical, but real.

    This announcement is but the latest chapter in a series of four major shocks that have been reshaping our world in recent years.

    First, since 2018 the intensifying power struggle between the United States and China has led to tit-for-tat tariffs affecting nearly two-thirds of the trade between these two economic giants. Second, starting in 2020, the pandemic caused unprecedented disruptions to supply chains, which prompted a re-evaluation of the balance between global integration and resilience. Third, in 2022 Russia’s unjustified invasion of Ukraine not only triggered an energy crisis but also deepened a geopolitical divide that continues to have worldwide repercussions. And fourth, we are now facing the rising risk of economic fragmentation within the western bloc itself, as new trade barriers threaten long-standing international partnerships.

    The data paint a sobering picture. Geopolitical risk levels have surged to 50% above the post-global financial crisis average, and uncertainty surrounding trade policy has risen to more than eight times its average since 2021.[2] What we are experiencing is not merely a temporary disruption – it is a profound shift in how nations interact economically, financially and diplomatically. So, it does not come as a surprise that financial markets have experienced considerable volatility in recent weeks. It remains to be seen if, for markets to find a stable equilibrium, it will be enough to step back from the current international economic disorder towards a more stable, predictable and reliable trading system – a development that appears elusive in the short term. Against this backdrop, recent moves in exchange rates, bond yields and equities, suggest that US markets have not been playing their usual role as a safe haven in this particular episode of stress. This potentially has far-reaching longer-term implications for capital flows and the international financial system.

    Today I will focus on three key points. First, we are seeing increasing signs of fragmentation becoming visible across the economy and financial system. Second, the implications of this accelerating fragmentation could extend far beyond the immediate disruptions, with consequences for growth, stability and prosperity. Third, in this evolving economic landscape, central banks must adapt their approaches yet retain a steadfast focus on their core mandates, while striving to preserve international cooperation.

    The emerging reality of fragmentation

    Let me begin by addressing a common belief – still held by many until recently – that, despite rising geopolitical tensions, globalisation appears largely resilient. Headline figures in trade and cross-border investment, for example, do indeed appear to support this belief. In 2024 world trade expanded to a record USD 33 trillion – up 3.7% from 2023. Similarly, the global stock of foreign direct investment reached an unprecedented USD 41 trillion.[3] However, these surface-level indicators may not reflect the underlying realities, creating a misleading sense of stability when important changes are already underway. In reality, fragmentation is already happening in both the global economy and the financial system.

    Fragmentation of the real economy

    Fragmentation is most evident in rebalancing trade, driven by escalating geopolitical tensions. Take, for instance, the escalating US-China trade tensions that have been intensifying since 2018. Studies show the impact of geopolitical distance on trade has become notably negative. A doubling of geopolitical distance between countries – akin to moving from the position of Germany to that of India in relation to the United States – decreases bilateral trade flows by approximately 20%.[4]

    The series of shocks to the global economy in recent years have also contributed to this fragmentation. According to gravity model estimates, trade between geopolitically distant blocs has significantly declined. Trade between rivals is about 4% lower than it might have been without the heightened tensions post-2017, while trade between friends is approximately 6% higher.[5] Global value chains are being reconfigured as companies respond to these new realities. In 2023 surveys already indicated that only about a quarter of leading firms operating in the euro area[6] that sourced critical inputs from countries considered subject to elevated risk had not developed strategies to reduce their exposure.[7]

    However, these shifting trade patterns have not yet been reflected in overall global trade flows. Non-aligned countries have played a crucial role as intermediaries, or connectors, helping to sustain global trade levels even as direct trade between rival blocs declines.[8] But this stabilising influence is unlikely to endure as trade fragmentation deepens and geopolitical alliances continue to shift.

    The tariffs announced by the US Administration are far-reaching and affect a substantial share of global trade flows. The effects on the real economy are likely to be material. In its World Economic Outlook, published last week, the International Monetary Fund revised down global growth projections for 2025-26 by a cumulative 0.8 percentage points and global trade by a cumulative 2.3 percentage points.[9] This notably reflects a negative hit from tariffs that ranges between 0.4% to 1% of world GDP by 2027.[10] In particular, IMF growth projections for the United States have been revised down by a cumulative 1.3 percentage points in 2025-26. The cumulative impact on euro area growth is smaller, at 0.4 percentage points.

    Financial fragmentation

    The fragmentation we are witnessing in global trade is mirrored in the financial sector, where geopolitical tensions are also reshaping the landscape.

    In recent years, global foreign direct investment flows have increasingly aligned with geopolitical divides. Foreign direct investment in new ventures has plunged by nearly two-thirds between countries from different geopolitical blocs. However, strong intra-bloc investments have helped sustain overall foreign direct investment levels globally, masking some of the fragmentation occurring beneath the surface.[11]

    But, as with trade flows, this dynamic is unlikely to persist as geopolitical tensions grow within established economic blocs. For instance, increased geopolitical distance is shown to curtail cross-border lending. A two standard deviation rise in geopolitical distance – akin to moving from the position of France to that of Pakistan in relation to Germany – leads to a reduction of 3 percentage points in cross-border bank lending.[12]

    The impact of fragmentation in global financial infrastructure is perhaps even more revealing. Since 2014 correspondent banking relationships – crucial for facilitating trade flows across countries – have declined by 20%. While other factors – such as a wave of concentration in the banking industry, technological disruptions and profitability considerations – have played a role[13], the contribution of the geopolitical dimension can hardly be overstated. The repercussions of this decline can be profound. Research shows that when correspondent banking relationships are severed in a specific corridor, a firm’s likelihood of continuing to export between the two countries of that corridor falls by about 5 percentage points in the short term, and by about 20 percentage points after four years.[14]

    Contributing to this trend, countries such as China, Russia and Iran have launched multiple initiatives to develop alternatives to established networks such as SWIFT, raising the possibility of a fragmented global payment system.[15] Geopolitical alignment now exerts a stronger influence than trade relationships or technical standards in connecting payment systems between countries.[16] This poses risks of regional networks becoming more unstable, increased trade costs and settlement times, and reduced risk sharing across countries.

    Additionally, we are witnessing a noticeable shift away from traditional reserve currencies, with growing interest in holding gold. Central banks purchased more than 1,000 tonnes of gold in 2024, almost double the level of the previous decade, with China being the largest purchaser, at over 225 tonnes. At market valuations, the share of gold in global official reserves has increased, reaching 20% in 2024, while that of the US dollar has decreased. Survey data suggest that two-thirds of central banks invested in gold to diversify, 40% to protect against geopolitical risk and 18% because of the uncertainty over the future of the international monetary system.[17] There are further signs that geopolitical considerations increasingly influence decisions to invest in gold. The negative correlation of gold prices with real yields has broken down since 2022, a phenomenon we have also observed in recent weeks. This suggests that gold prices have been influenced by more than simply the use of gold to hedge against inflation. Moreover, countries geopolitically close to China and Russia have seen more pronounced increases in the share of gold in official foreign reserves since the last quarter of 2021.

    The looming consequences of fragmentation

    Accelerating fragmentation is resulting in the immediate disruptions we are now seeing, but this is likely to only be the beginning – potentially profound medium and long-term consequences for growth, stability and prosperity can be expected.

    Medium-term impacts

    The initial consequences of fragmentation are already evident in the form of increased uncertainty. In particular, trade policy uncertainty has led to a broader rise in global economic policy instability, which is stifling investment and dampening consumption. Our research suggests that the recent increase in trade policy uncertainty could reduce euro area business investment by 1.1% in the first year and real GDP growth by around 0.2 percentage points in 2025-26[18]. Consumer sentiment is also under strain, with the ECB’s Consumer Expectations Survey revealing that rising geopolitical risks are leading to more pessimistic expectations, higher income uncertainty and ultimately a lower willingness to spend.[19] Moreover, ECB staff estimates suggest that the observed increase in financial market volatility might imply lower GDP growth of about 0.2 percentage points in 2025.

    Over the medium term, tariffs are set to have an unambiguously recessionary effect, both for countries imposing restrictions and those receiving them. The costs are particularly high when exchange rates fail to absorb tariff shocks, and some evidence suggests exchange rates have become less effective in this role.[20]

    The Eurosystem’s analysis of potential fragmentation scenarios suggests that such trade disruptions could turn out to be significant. In the case of a mild decoupling between the western (United States-centric) and the eastern (China-centric) bloc, where trade between East and West reverts to the level observed in the mid-1990s, global output could drop by close to 2%.[21] In the more extreme case of a severe decoupling – essentially a halt to trade flows – between the two blocs, global output could drop by up to 9%. Trade-dependent nations would bear the brunt of these trade shocks, with China potentially suffering losses of between 5% and 20%, and the EU seeing declines ranging from 2.4% to 9.5% in the mild and severe decoupling scenarios respectively. The analysis also shows that the United States would be more significantly affected if it imposed additional trade restrictions against western and neutral economies – with real GDP losses of almost 11% in the severe decoupling scenario – whereas EU losses would increase only slightly in such a case.[22]

    The inflationary effects of trade fragmentation are more uncertain. They depend mainly on the response of exchange rates, firms’ markups and wages. Moreover, they are not distributed equally. While higher import costs and the ensuing price pressures are likely to drive up inflation in the countries raising tariffs, the impact is more ambiguous in other countries as a result of the tariffs’ global recessionary effects, which push down demand and commodity prices, as well as of the possible dumping of exports from countries with overcapacity. The short to medium-term effects may even prove disinflationary for the euro area, where real rates have increased and the euro has appreciated following US tariff announcements.

    In fact, a key feature of most model-based assessments is that higher US tariffs lead to a depreciation of currencies against the US dollar, moderating the inflationary effect for the United States and amplifying it for other countries. But so far we have seen the opposite: the risk-off sentiment in response to US tariff announcements and economic policy uncertainty have led to capital flows away from the United States, depreciating the dollar and putting upward pressure on US bond yields. Conversely, the euro area benefited from safe haven flows, with the euro appreciating and nominal bond yields decreasing.

    Long-term structural changes

    The long-term consequences of economic fragmentation are inherently difficult to predict, but by drawing on historical examples and recognising emerging trends, it’s clear that we are on the verge of significant structural changes. Two areas stand out.

    The first one is structurally lower growth. On this point, international economic literature has reached an overwhelming consensus.[23] Quantitatively, point estimates might vary. For example, research of 151 countries spanning more than five decades of the 20th century reveals that higher tariffs have typically led to lower economic growth. This is largely due to key production factors – labour and capital – being redirected into less productive sectors.[24]

    However, data from the late 19th and early 20th centuries, a period which tariff supporters often look back to, seem to tell a different story. At that time, trade barriers across countries were high – the US effective tariff rate, for example, reached almost 60%, twice as high as after the 2 April tariffs. And sometimes countries imposing higher trade barriers enjoyed higher growth, which may provide motivation for current policymakers’ trade tariff policies. But these episodes need to be read in historical context. Before 1913, tariffs mostly shielded manufacturing, a high-productivity sector at the time, attracting labour from other, less productive sectors, like agriculture. Therefore, their negative effects were mitigated by the expansion of industries at the frontier of technological innovation. Moreover, the interwar years offer further nuance – the Smoot-Hawley tariffs of the 1930s had relatively limited direct effects on US growth, mainly because trade accounted for just 5% of the economy.

    But today’s tariffs are unlikely to replicate the positive effects seen in the 19th century. Instead, they risk creating the same inefficiencies observed in the course of the 20th century, by diverting resources from high-productivity sectors to lower-productivity ones. This contractionary effect could lead to persistently lower global growth rates. In fact, the abolition of trade barriers within the EU and the international efforts towards lower trade barriers in the second half of the 20th century were a direct response to the economic and political impact of protectionism,[25] which had played a key role in worsening and prolonging the Great Depression[26] and had contributed to the formation of competing blocs in the run-up to the Second World War.[27]

    The second long-term shift driven by fragmentation might be the gradual transition from a US-dominated, global system to a more multipolar one, where multiple currencies compete for reserve status. For example, if the long-term implications of higher tariffs materialise, notably in the form of higher inflation, slower growth and higher US debt, this could undermine confidence in the US dollar’s dominant role in international trade and finance.[28] Combined with a further disengagement from global geopolitical affairs and military alliances, this could, over time, undermine the “exorbitant privilege” enjoyed by the United States, resulting in higher interest rates domestically.[29]

    Moreover, as alternative payment systems gain traction, regional currencies may start to emerge as reserves within their respective blocs. This could be accompanied by the rise of competing payment systems, further fragmenting global financial flows and international trade. Such shifts would increase transaction costs and erode the capacity of countries to share risks on a global scale, making the world economy more fragmented and less efficient.

    The central bank’s role in a fragmented world

    So, as these tectonic shifts reshape the global economic landscape, central banks must adapt their approaches while remaining steadfast in their core mandates. The challenges posed by fragmentation require a delicate balance between confronting new realities and working to preserve the benefits of an integrated global economy. In order to navigate the present age of fragmentation, it is necessary to take action in four key areas.

    First, central banks must focus on understanding and monitoring fragmentation. Traditional macroeconomic models often assume seamless global integration and may not fully capture the dynamics of a fragmenting world. Enhanced analytical frameworks that incorporate geopolitical factors and how businesses adjust to these risks will be essential for accurate forecasting and effective policy formulation. The Eurosystem is reflecting on these issues.

    Second, monetary policy must adapt to the new nature of supply shocks generated by fragmentation. The effects of the greater frequency, size and more persistent nature of fragmentation-induced shocks and their incidence on prices require a careful calibration of our monetary responses. In this respect, our communication needs to acknowledge the uncertainty and trade-offs we face while giving a clear sense of how we will react depending on the incoming data. This can be done by making use of scenario analysis and providing clarity about our reaction function, as emphasised recently by President Lagarde.[30]

    Third, instead of building walls, we must forge unity. Even as political winds shift, central banks should strengthen international cooperation where possible. Through forums such as those provided by the BIS and the Financial Stability Board, we can keep open channels of cooperation that transcend borders. Our work on cross-border payments stands as proof of this commitment in line with the G20 Roadmap[31]. The ECB is pioneering a cross-currency settlement service through TARGET Instant Payment Settlement (TIPS) – initially linking the euro, the Swedish krona and the Danish krone. We are exploring connections between TIPS and other fast-payment systems globally, both bilaterally and on the basis of a multilateral network such as the BIS’ Project Nexus.[32]

    And fourth, central banks must enhance their capacity to address financial stability risks arising from fragmentation. The potential for sudden stops in capital flows, payment disruptions and volatility in currency markets requires robust contingency planning and crisis management frameworks. Global financial interlinkages and spillovers highlight the importance of preserving and further reinforcing the global financial safety net so that we can swiftly and effectively address financial stress, which is more likely to emerge in a fragmenting world.[33]

    In fact, the lesson from the 1930s is that international coordination is key to avoiding protectionist snowball effects, where tit-for-tat trade barriers multiply as each country seeks to direct spending to merchandise produced at home rather than abroad.[34] In order to avoid this, the G20 countries committed to preserving open trade could call an international trade conference to avoid beggar-thy-neighbour policies[35] and instead agree on other measures, such as macroeconomic policies that can support the global economy in this period of uncertainty and contribute to reduce global imbalances.

    Let me finally emphasise that the current situation also has important implications for the euro area. If the EU upholds its status as a reliable partner that defends trade openness, investor protection, the rule of law and central bank independence, the euro has the potential to play the role of a global public good. This requires a deep, trusted market for internationally accepted euro debt securities. That is why policy efforts to integrate and deepen European capital markets must go hand in hand with efforts to issue European safe assets.[36]

    Conclusion

    Let me conclude.

    As we stand at this crossroads of global fragmentation, we must confront an uncomfortable truth: we are drifting toward a fractured economic and financial landscape where trust is eroded and alliances are strained.

    Central banks now face a double challenge: to be an anchor of stability in turbulent economic waters while reimagining their role in a world where multiple economic blocs are forming. The question is not whether we adapt, but how we mitigate the costs of fragmentation without sacrificing the potential of global integration.

    Our greatest risk lies not in the shocks we anticipate, but in the alliances we neglect, the innovations we overlook and the common ground we fail to find. The future of global prosperity hinges on our ability to use fragmentation as a catalyst to reinvent the common good.

    MIL OSI Europe News –

    April 29, 2025
  • MIL-OSI: Annual report and financial statements for the period ended 31 December 2024

    Source: GlobeNewswire (MIL-OSI)

    OCTOPUS FUTURE GENERATIONS VCT PLC

    Annual report and financial statements for the period ended 31 December 2024

    Octopus Future Generations VCT plc (‘Future Generations VCT’ or the ‘Company’) is backing businesses that aim to address some of society’s biggest challenges, providing an opportunity for investors to share in the growth of ambitious, purpose‑driven companies.

    The Company is managed by Octopus AIF Management Limited (the ‘Manager’), which has delegated investment management to Octopus Investments Limited (‘Octopus’ or ‘Portfolio Manager’) via its investment team Octopus Ventures.

    Chair’s statement

    I am pleased to present the financial report and audited accounts for the Company for the 18 months to 31 December 2024.

    I would like to welcome all of our new shareholders to the Company. Future Generations VCT invests in exciting early-stage companies which aspire to address current environmental and societal issues. In 2023, the Board reviewed and approved a proposal to move the Company’s year end from 30 June to 31 December. As a result, shareholders are receiving this annual report covering an extended 18-month period and will thereafter receive a half-year report as at June, and annual report and audited financial statements for the years ending December thereafter.

    The NAV per share at 31 December 2024 was 88.8p, which represents a net decrease of 5.5p per share from 30 June 2023. In the 18 months to 31 December 2024, we utilised £10.1 million of our cash resources, including £8.2 million which was invested into 16 new and follow‑on opportunities. The cash balance of £20.1 million (excluding cash awaiting allotment) as at 31 December 2024 represents 42% of net assets at that date. The loss made in the period to 31 December 2024 was £2.9 million. This decline is reflective of some company specific performance challenges and the difficult funding conditions in the early-stage space which have led to downward movements in some valuations. Given the Company is still a relatively young VCT, many of its portfolio companies are at the beginning of their journey and will likely require further funding to succeed, so it is to be expected to see under performance or even failures before any growth in value of companies which are ultimately successful. The decline is also accentuated by the running costs of the Company exceeding returns from investments, which is to be anticipated at this stage.

    We look forward to deploying further capital into attractive new investment opportunities, and we ultimately intend the profile of the Company to comprise 80% to 90% in VCT qualifying investments and 10% to 20% in permitted non-VCT qualifying investments or cash.

    Fundraise
    We raised £3.6 million in the fundraise which closed on 31 October 2024. The 2023/2024 VCT fundraise market was highly competitive, ranking as the third highest on record with £882 million raised. In this environment, newer VCTs such as ours faced challenges in raising funds, as we compete with more established funds.

    On 3 February 2025, to further support the Company’s growth, the Board launched an initial offer to raise up to £5 million. The offer closed for new applications on 1 April 2025 for the 2024/2025 tax year having successfully raised £5.0 million.

    As investors will be aware, the intention is to invest in businesses which meet one of three key themes, which we hope will demonstrate excellent investment prospects as well as having the potential to transform the world we live in for the better.

    VCT status
    In November 2023, a ten-year extension was announced to the ‘sunset clause’ (a retirement date for the VCT scheme), meaning that VCT tax reliefs will be available until 5 April 2035. This extension passed through Parliament in February 2024 and on 3 September 2024 His Majesty’s Treasury brought the extension into effect through The Finance Act 2024.

    Board of Directors
    As announced in the half-yearly report to 31 December 2023, Emma Davies announced her retirement from the Board of Directors with effect from 31 March 2024 and Ajay Chowdhury was appointed with effect from 1 March 2024 and was elected by shareholders at the Annual General Meeting (AGM) held in December. We are already benefiting from his extensive experience in the early-stage venture ecosystem.

    All the other Directors have indicated their willingness to remain on the Board and will be seeking re-election at the AGM.

    Portfolio Manager
    In September 2024, Octopus Titan VCT PLC, a fund which the Company has co-invested alongside to date, announced a review of strategy, due to the ongoing performance issues it has faced. This review (which benefits from independent external advice) is ongoing, and when concluded, the results will be shared with the Board of the Company and via any public announcements that the Board of Octopus Titan VCT PLC may make.

    During this period, the investment team has prioritised much of its resource towards those portfolio companies which they believe have the potential to drive the greatest returns. This has affected your Company’s investment rate into new opportunities.

    In the meantime, there have been a significant number of leavers from the broader Octopus Ventures team which invests capital from both the Company and other funds under management. Simon King, Octopus’ Lead Fund Manager for Future Generations, has unfortunately resigned to pursue a new opportunity after 13 years with Octopus. He will continue to take an active role as Lead Fund Manager of the Company until late summer. I would like to take this opportunity to thank Simon for his contribution and to wish him well for the future. We will provide you with updates in due course regarding his potential successor.

    Erin Platts was appointed as new Chief Executive Officer (CEO) of Octopus Ventures in January 2025. Previously, she was CEO of HSBC Innovation Banking UK, formerly Silicon Valley Bank UK and worked at the heart of the UK and European tech ecosystem. Erin will be looking to scale the Octopus Ventures business, including ensuring there is appropriate investment and portfolio management resource to support the ongoing success of the Company.

    AGM
    The AGM will take place on 4 June 2025 from 10am and will be held at 33 Holborn, London EC1N 2HT. Full details of the business to be conducted at the AGM are given in the Notice of the AGM. We will have a Portfolio Manager’s update at the AGM, supported by a filmed update from the Portfolio Manager which will be available on the website at www.octopusinvestments.com/futuregenvct/.

    Shareholders’ views are important, and the Board encourages shareholders to vote on the resolutions within the Notice of the AGM using the proxy form, or electronically at www.investorcentre.co.uk/eproxy. The Board has carefully considered the business to be approved at the AGM and recommends shareholders to vote in favour of all the resolutions being proposed, as the Board will be doing.

    Outlook
    In the 18-month reporting period, the sharpest decline in NAV was seen in the first half of 2024 with a 7.1% drop. This was reflective of some of the portfolio companies struggling to scale, secure customer wins and successfully fundraise, meaning they were not achieving the milestones set at the time the Company invested. With companies not able to prove their business models, we will unfortunately see some fail. The Board is mindful that such performance is not an unusual outcome for a VCT at this stage of its investment life cycle, with any failures likely preceding valuation growth which is usually expected once the portfolio matures. The portfolio has been operating in a volatile macro environment since the Company launched and global geo-political and economic pressures continue to hamper some of their growth plans. However, we are satisfied to see a stabilisation in the NAV, with the portfolio showing a positive return in the six months from June to December 2024.

    The Mergers and Acquisitions (M&A) environment has started to thaw with startups experiencing the highest annual M&A transaction levels since 2019¹. We are delighted to have been able to realise the Company’s first full and partial exits in the reporting period. These exits within just three years of launch we hope provide validation of Future Generations VCT’s investment strategy, demonstrating the ability of Octopus to identify and back high-potential companies while delivering early returns to the VCT and brings confidence that it is well positioned to generate long-term, sustainable value for shareholders.

    The long-term target is to pay an annual dividend of 5% of the NAV. However, given the expected holding period of target portfolio companies and restrictions imposed on VCTs, it is very unlikely that the Company will be able to pay dividends before 2026. During this time, any growth in value will increase the net asset value of the Company. Dividends are likely to be generated from successful exits, so the Company is unlikely to pay significant dividends until more portfolio companies have time to mature and realisations are secured.

    I would like to conclude by thanking both my Board colleagues and the Octopus team on behalf of all shareholders for their hard work. The Board’s long-term view of early-stage venture capital remains positive, and I am looking forward to seeing what 2025 brings for your Company.

    Helen Sinclair
    Chair

    1 https://carta.com/uk/en/data/state-of-private-markets-q4-2024/#key-trends

    Portfolio Manager’s review

    At Octopus, our focus is on managing your investments and providing investors with clear and transparent communication. Our annual and half-yearly updates are designed to keep you informed about the progress of your investment.

    Focus on Future Generations VCT’s performance
    The NAV per share at 31 December 2024 was 88.8p, which represents a decrease in NAV of 5.5p per share versus a NAV of 94.3p per share as at 30 June 2023. The Company invests in three key areas that we believe demonstrate excellent investment prospects and have potential to transform our world for the better.

    Below is a breakdown of the 36 investments held as at 31 December 2024, showing the proportion and value of the portfolio in each investment theme:

    Proportion by number of portfolio companies in each theme
    Revitalising healthcare: 53%
    Empowering people: 28%
    Building a sustainable planet: 19%

    Value of the portfolio in each theme
    Revitalising healthcare: £13.3m
    Empowering people: £8.0m
    Building a sustainable planet: £5.5m

    The decline in valuation over the 18-month period has been in large part driven by the downward valuation movements across 11 companies which saw a collective decrease in valuation of £7.9 million. The businesses which contributed most significantly to this were Tympa Health, Pear Bio and Elo Health. Tympa Health over‑invested in growth and had to make significant cost cuts and changes to senior management whilst running a fundraise process. It has successfully concluded a further investment round, but at a reduced valuation and the Company’s shareholding now sits behind a large preference stack, meaning that other investors get paid back first before the Company would see any returns. Pear Bio also had to significantly reduce its cash burn but has limited runway and needs to further fundraise, so the valuation has been reduced to reflect the risk to its future. Elo Health struggled to find a market fit and execute on the investment thesis, so to extend its cash runway it had to raise an investment round at a reduced valuation. These three valuation movements account for 86% of the total decline in the reporting period. The total investment cost of these three companies was £7 million.

    Octopus Ventures believes that some of the companies which have seen decreased valuations in the 18 months have the potential to overcome the issues they face and get their growth plans back on track. We will continue to work with them to help them realise their ambitions. In some cases, if a company is achieving its performance milestones, the support offered could include further funding, to ensure a business has the capital it needs to execute on its strategy. At this early stage of the Company’s life cycle, it is to be anticipated that failures will likely precede valuation growth, which takes longer as the portfolio companies must achieve their agreed milestones and mature.

    Conversely, 12 companies saw an increase in unrealised valuation in the period, delivering a collective increase in valuation of £4.4 million. These valuation increases reflect businesses which have successfully concluded further funding rounds, grown revenues or met certain important milestones. Notable strong performers in the portfolio include Apheris and Manual, both of which have shown impressive capital efficient growth. These strong performers demonstrate that there are opportunities available for companies to scale.

    The interest on Future Generation’s uninvested cash reserves was £1.4 million in the 18 months to 31 December 2024 (30 June 2023: gain of £0.4 million), driven by returns on money market funds. The Board’s objective for these investments is to generate sufficient returns through the cycle to cover costs, at limited risk to capital.

    Disposals
    In September 2024, as part of a Series A funding round, Octopus sold a portion of the Company’s shares in Neat. Then in November, Pluxee (a global leader in employee benefits) acquired Cobee. The two exits combined offer the Company a return of 1.5x, including contingent deferred proceeds.

    Overview of investments
    The Company completed 16 investments in the 18 months to 31 December 2024 (comprising a total of £8.2 million) and 4 further investments after the reporting date totalling £2.4 million. More information on some of these businesses can be found below:

    A selection of our completed investments

    Revitalising Healthcare

    Pencil Biosciences is a gene editing technology platform.

    Awell Health automates routine clinical tasks, synchronising data between systems and driving seamless coordination between care teams and patients.

    Cellvoyant is an artificial intelligence (AI) first biotechnology company creating novel stem cell-based therapies for chronic diseases.

    Manual provides easy access to advice and medical support for diagnosis, custom treatment plans and holistic care to induce long-term behaviour change.

    Nanosyrinx has developed a targeted biologic therapeutic delivery platform (a nano-syringe).

    Empowering people

    Correcto is an AI writing and grammar tool for the Spanish language.

    Remofirst is an Employer of Record (EOR) and compliance platform that allows companies to hire and pay employees globally.

    Swiipr has developed a digital payments platform specifically for the airline industry.

    Building a sustainable planet

    Metris Energy has created a platform that allows landlords of multi-unit buildings to monetise modular renewable energy projects through a single billing platform to charge tenants.

    Drift is designing sailing vessels and routing algorithms required to capture deep water wind energy and convert it into onboard hydrogen gas for transportation back to shore using a fully integrated desalination, electrolysis and storage system.

    Q&A

    Q. How do you value a portfolio company?
    A. Future Generations VCT’s unquoted portfolio companies are valued in accordance with UK Generally Accepted Accounting Practice (UK GAAP) accounting standards and the International Private Equity and Venture Capital (IPEV) valuation guidelines.

    This means we value the portfolio at fair value, with all companies being valued at least twice yearly, for our half-year (June) and annual accounts (December).

    Q. What do you mean by ‘fair value’?
    A. When we say fair value, we mean the price we expect people would be willing to buy or sell an asset for, assuming they understand the asset and market conditions, are knowledgeable parties, act independently, and that the transaction is carried out under the normal course of business (i.e. is not rushed and proper marketing has taken place).

    Q. Who values the portfolio, what is the process and what oversight is there to make sure this is right?
    A. The Octopus Investment Managers involved with the portfolio companies, either in the capacity of a Director or observer on the board, or the primary contact, will provide commentary including, but not limited to, recent developments with the portfolio and the wider market in which they operate, progress towards milestones, management team changes, board dynamics and technical progress. This is combined with the latest available financial accounts and budget provided by the portfolio company which will be summarised into Key Performance Indicators (KPIs).

    From this information, a member of the separate Valuations team drafts the initial proposal. This will highlight any material changes, key asset level assumptions used and KPIs, and discuss portfolio company performance as well as the rationale underpinning the selected valuation methodology. A peer review exercise then takes place, where the proposals are challenged and reviewed. The peer reviewer is an investment professional from the Fund Manager (typically the Lead Fund Manager) who has not been involved in preparing the valuations.

    This will then be reviewed and approved by the Octopus Valuations Committee which comprises individuals with appropriate expertise and experience in valuations. Those individuals are not involved in the investment decisions and as such can independently review and challenge. The Future Generations VCT Board will then meet to discuss them in detail, revise as necessary and ultimately approve them.

    There are also more valuation checkpoints throughout the year in advance of allotments and other share-related transactions, which means that the portfolio’s valuation is reviewed to ensure NAV is fairly represented prior to these corporate actions.

    As part of our continuous improvement processes, we periodically review the actual realised value of our investments compared to their last holding value and refine our valuation methodologies accordingly. This, combined with the high proportion of valuations that are based on the terms of further funding rounds led by new external investors, firmly underpins the robustness of the valuation process.

    Valuations
    The table illustrates the split of valuation methodology (shown as a percentage of portfolio value and number of companies). ‘External price’ includes valuations based on funding rounds that typically completed in the last 18 months to the period end or shortly after the period end, and exits of companies where terms have been agreed with an acquirer. ‘Multiples’ is predominantly used for valuations that are based on a multiple of revenues for portfolio companies. Where there is uncertainty around the potential outcomes available to a company, a probability weighted ‘scenario analysis’ is considered.

    Valuation methodology By value By number of companies
    Multiples 18% 3
    External price 44% 12
    Scenario analysis 14% 7
    Milestone analysis 24% 10
    Write-off — 4

    Portfolio case studies

    CoMind
    CoMind is building revolutionary brain sensing technologies.

    Their mission is to redefine the way the brain is measured and treated at every stage of care. One of the first applications of CoMind’s core technology is in measuring intracranial brain pressure using an adhesive sensor and advanced signal processing. This will be a step change from the current standard of having to drill through the skull to measure intracranial pressure in patients impacted by traumatic brain injury, stroke, and/or other neurocritical conditions.

    While other companies are trying to create noninvasive technology in this sector, we believe CoMind has a distinct competitive advantage. CoMind has developed an advanced optical sensing technique that has opened up new possibilities in monitoring brain health. Unlike existing methods, CoMind’s technology is more similar to the “LiDAR” (Light Detection and Ranging) systems used in self-driving cars. This allows CoMind’s devices to give a unique, detailed view of brain health, helping doctors deliver more personalised and targeted treatments to patients at every stage of care.

    >250 subjects were measured in 2024.
    Several devices are currently being used in hospitals for clinical trials.

    Swiipr
    Passengers get quick, easy-to-use compensation, airlines save on processing costs while improving service.

    When flights are disrupted, compensating passengers is a hassle for both airlines and travellers. Swiipr’s platform simplifies this by automating payment verification and processing through a system designed specifically for airlines. The company provides passengers with virtual and physical prepaid cards, offering instant, flexible spending compared to outdated paper vouchers or slow payments. Swiipr also supports airlines with solutions for crew, operational, and crisis payments, enabling fast, direct payouts to staff. Passengers get quick, easy-to-use compensation, airlines save on processing costs while improving service, and retailers benefit from instant payment settlement. Swiipr also integrates with airline Customer Relationship Management systems, making it an essential partner for the industry.

    Octopus Ventures is excited about Swiipr’s travel-focused digital payments solution and its potential to revolutionise how airlines handle pay-outs. Swiipr’s innovative product aims to transform compensation payments and speed up management processes for airlines and beyond. By enabling digital payments, Swiipr seeks to boost efficiency, enhance customer experiences, and provide automated processes that are transparent and compliant with regulations.

    With over 500 million passengers affected by travel disruptions each year, simplifying the path to compensation has the potential to significantly improve customer satisfaction, build trust, and foster loyalty in the industry.

    Only 1–2% of disrupted passengers currently receive compensation.
    Billions of dollars lost by passengers in outdated, inefficient pay-out processes every year.
    Pay360 Payment Award winner: Best B2B Programme and Best Customer Facing Experience at the 2024 awards.

    DRIFT
    DRIFT aims to drive the clean energy transition worldwide with high-performance sailing vessels that harness deep ocean wind to produce green hydrogen at sea and deliver it globally.

    It does this using a unique, AI-enabled vessel routing system that enables the vessels to find and stay in optimum weather conditions. The growing demand for clean hydrogen to accelerate the decarbonisation of sectors such as heavy industry, transportation and manufacturing is sparking innovation in the sector. DRIFT’s solution is mobile, resilient and works outside of existing infrastructure. The company is developing renewable energy partnerships that will benefit coastal and island communities around the world.

    DRIFT is leading the way in developing a truly innovative new class of mobile renewable energy, building the world’s first net-positive ships and unlocking a new era of clean fuel generation capable of covering 70% of the globe. The company’s technology uniquely unlocks the planet’s greatest resource, overcoming supply challenges and enabling a fair and equitable clean energy transition.

    €10 trillion: Goldman Sachs estimates that the green hydrogen market could reach €10 trillion by 2050.

    24%: Bank of America predicts that clean hydrogen could provide 24% of global energy needs by 2050.

    COP 28 winner: DRIFT is a COP 28 award-winning DeepTech company and winner of the Monaco Prize for Innovation in Renewable Hydrogen and Transportation 2024.

    Top 10 investments
    Here, we set out the cost and valuation of the top 10 holdings, which account for over 58% of the value of the portfolio.

    Portfolio company Investment cost Valuation at
    31 December 2024
    Investment Theme
    1. HelloSelf Limited £2.6m £2.6m Revitalising healthcare
    2. Remofirst, Inc £1.2m £1.7m Empowering people
    3. Infinitopes Ltd £1.6m £1.6m Revitalising healthcare
    4. Neat SAS £0.6m £1.5m Building a sustainable planet
    5. TYTN Ltd (t/a TitanML) £0.5m £1.5m Building a sustainable planet
    6. Apheris AI GmbH £1.5m £1.5m Empowering people
    7. Menwell Limited (t/a Manual) £0.9m £1.5m Revitalising healthcare
    8. Mr & Mrs Oliver Ltd (t/a Skin + Me) £1.0m £1.4m Revitalising healthcare
    9. Intrinsic Semiconductor Technologies Ltd £0.9m £1.2m Empowering people
    10. CoMind Technologies Ltd £0.8m £1.0m Revitalising healthcare

    Top 10 investments in detail1

    1

    HelloSelf Limited
    A digital, personalised psychological therapy and coaching platform.
    www.helloself.com

    Initial investment date: January 2023
    Investment cost: £2.6m
      (2023: £2.6m)
    Valuation: £2.6m
      (2023: £2.6m)
    Last submitted accounts: 31 March 2024
    Turnover: Not available2
    (2023: Not available2)
    Profit/(loss) before tax: Not available2
      (2023: Not available2)
    Net assets: £(15.5)m
      (2023: £(9.8)m)
    Valuation methodology: Calibration

    2
    Remofirst, Inc.
    Global payroll and compliance system for remote teams.
    www.remofirst.com

    Initial investment date: February 2024
    Investment cost: £1.2m
      (2023: n/a)
    Valuation: £1.7m
      (2023: n/a)
    Last submitted accounts: Not available2
    Turnover: Not available2
      (2023: Not available2)
    Profit/(loss) before tax Not available2
      (2023: Not available2)
    Net assets: Not available2
      (2023: Not available2)
    Valuation methodology: Last Round

    3
    Infinitopes Ltd
    Has built an antigen discovery platform to develop cancer vaccines that provide better treatment outcomes.
    www.infinitopes.com

    Initial investment date: December 2022
    Investment cost: £1.6m
      (2023: £1.6m)
    Valuation: £1.6m
      (2023: £1.6m)
    Last submitted accounts: 31 December 2023
    Turnover: Not available2
      (2023: Not available2)
    Profit/(loss) before tax Not available2
      (2023: Not available2)
    Net assets: £9.3m
      (2023: £8.1m)
    Valuation methodology: Last Round

    4
    Neat SAS
    An embedded insurance platform that gives merchants the ability to provide insurance bundles to their customers at a competitive rate.
    mobility.neat.eu

    Initial investment date: November 2022
    Investment cost: £0.6m
      (2023: £0.8m)
    Valuation: £1.5m
      (2023: £0.8m)
    Last submitted accounts: Not available2
    Turnover: Not available2
      (2023: Not available2)
    Profit/(loss) before tax: Not available2
      (2023: Not available2)
    Net assets: Not available2
      (2023: Not available2)
    Valuation methodology: Last round

    5

    TYTN Ltd (t/a TitanML)
    An artificial intelligence company which is developing a one-stop-shop for Natural Language Processing AI Optimisation, allowing enterprises to generate value from their data.
    www.titanml.co

    Initial investment date: February 2023
    Investment cost: £0.5m
      (2023: £0.5m)
    Valuation: £1.5m
      (2023: £0.5m)
    Last submitted accounts: 30 April 2024
    Turnover: Not available2
      (2023: Not available2)
    Profit/(loss) before tax: Not available2
      (2023: Not available2)
    Net assets: £1.5m
      (2023: £2.0m)
    Valuation methodology: Last Round

    6

    Apheris AI GmbH
    An end-to-end federated learning platform enabling data scientists to conduct analysis over sensitive data without compromising the privacy or security of the data subjects.
    www.apheris.com

    Initial investment date: November 2022
    Investment cost: £1.5m
      (2023: £1.2m)
    Valuation: £1.5m
      (2023: £1.2m)
    Last submitted accounts: Not available2
    Turnover: Not available2
      (2023: Not available2)
    Profit/(loss) before tax: Not available2
      (2023: Not available2)
    Net assets: Not available2
      (2023: Not available2)
    Valuation methodology: Last round

    7

    Menwell Limited (t/a Manual)
    Making high-quality healthcare more accessible and stigma-free
    www.manual.co

    Initial investment date: May 2024
    Investment cost: £0.9m
    (2023: n/a)
    Valuation: £1.5m
      (2023: n/a)
    Last submitted accounts: 31 December 2023
    Turnover: £54.7m
    (2023: £22.4m)
    Profit/(loss) before tax: £(7.9)m
    (2023: £(10.6)m)
    Net assets: £11.8m
    (2023: £8.0m)
    Valuation methodology: Last round

    8
    Mr & Mrs Oliver Ltd (t/a Skin + Me)
    A direct to consumer, personalised skin care company.
    www.skinandme.com

    Initial investment date: December 2022
    Investment cost: £1.0m
      (2023: £1.0m)
    Valuation: £1.4m
      (2023: £1.3m)
    Last submitted accounts: 31 August 2023
    Turnover: £28.7m
      (2023: £14.3m)
    Profit/(loss) before tax: £1.8m
      (2023: £(3.3)m)
    Net assets: £12.8m
      (2023: £(0.7)m)
    Valuation methodology: Revenue Multiple

    9
    Intrinsic Semiconductor Technologies Ltd
    Solid state memory technology that is simple to integrate and faster than current alternatives like Flash.
    www.intrinsicsemi.com

    Initial investment date: December 2023
    Investment cost: £0.9m
      (2023: n/a)
    Valuation: £1.2m
      (2023: n/a)
    Last submitted group accounts: 31 December 2023
    Turnover: Not available2
    (2023: Not available2)
    Profit/(loss) before tax: Not available2
    (2023: Not available2)
    Consolidated net assets: £4.0m
      (2023: £5.5m)
    Valuation methodology: Scenario Analysis

    10

    CoMind Technologies Ltd
    Development of non-invasive brain sensing technology for monitoring of medical conditions.
    comind.io

    Initial investment date: November 2023
    Investment cost: £0.8m
      (2023: n/a)
    Valuation: £1.0m
      (2023: n/a)
    Last submitted group accounts: 31 December 2023
    Turnover: Not available2
    (2023: Not available2)
    Profit/(loss) before tax: Not available2
    (2023: Not available2)
    Net assets: £17.1m
      (2023: £4.1m)
    Valuation methodology: Milestone Analysis

    1. These are numbers per latest public filings. More recent figures have not yet been disclosed.
    2. Information not publicly available.

    Portfolio engagement
    As part of our strategy, we require portfolio companies to put in place a Diversity and Inclusion policy (D&I) and an Anti-Harassment policy. We also engage with each company to help them understand their greenhouse gas (GHG) emissions and support them to take action to minimise them. You can see how we are progressing with these goals below, as at the date of this report:

    D&I policy status
    Policy in place: 100%

    Engaged in monitoring 2023 greenhouse gas emissions1
    Signed up: 16
    Introduced: 19
    In progress: 1

    1 As of 31 December 2024, only 2023 carbon emissions data was available.

    Outlook
    Despite the declining NAV in the reporting period, we are reassured to see an increase in the NAV per share of the fund in the last six months. This, combined with the two profitable realisations in the period, is offering us early proof points of the Company’s investment strategy to deliver sustainable growth as it moves into its third year of deployment. With a more diversified portfolio, in terms of both stage and sector, this also offers a clearer path for the Company to enter a growth phase.

    As is to be expected at this stage in the Company’s lifecycle, it has started to make its first follow-on investments into portfolio companies which are achieving their agreed milestones and successfully gaining new external lead funders. The Company made two follow-on investments in the reporting period and three after.

    This strategy of reinvesting into existing portfolio companies aims to increase the Company’s stake in portfolio companies that have achieved market fit and are scaling successfully, supporting its overall growth plan. Along with further financial support, Octopus’ resources are directed in the most impactful way, both through Octopus-appointed non-executive Directors or monitors on the boards and our in-house People and Talent team. This team works directly with the portfolio company management teams, offering training and recruitment support to ensure the best talent pool is being explored to help drive success.

    We are excited to have the opportunity to continue to scale the Company, support its ambition to make the world a better place for future generations, and hope to deliver attractive returns to shareholders.

    Simon King
    Partner and Lead Fund Manager for Future Generations VCT

    Risks and risk management

    The Board assesses the risks faced by Future Generations VCT, reviews the mitigating controls and monitors the effectiveness of these controls.

    Emerging and principal risks, and risk management
    The Board is mindful of the ongoing risks and will continue to make sure that appropriate safeguards are in place. The Board carries out a regular review of the risk environment in which the Company operates.

    Emerging risks

    The Board has considered emerging risks. The Board seeks to mitigate risks by setting policy, regularly reviewing performance and monitoring progress and compliance. In the mitigation and management of these risks, the Board applies the principles detailed in the Financial Reporting Council’s Guidance on Risk Management, Internal Control and Related Financial and Business Reporting.

    The following are some of the potential emerging risks management and the Board are currently monitoring:

    • adverse changes in global macroeconomic environment;
    • challenging market conditions for private company fundraising and exits;
    • geo‑political instability; and
    • climate change.

    Detailed below are the principal risks of Future Generations VCT, and the mitigating actions in relation to those risks.

    Principal risks

    Risk Mitigation Change
    Investment performance:    
    The focus of Future Generations VCT investments is into early-stage, unquoted, small and medium‑sized VCT qualifying companies which, by their nature, entail a higher level of risk and shorter cash runway than investments in larger quoted companies. Octopus has significant experience of investing in early-stage unquoted companies, and appropriate due diligence is undertaken on every new investment. A member of the Octopus Ventures team is appointed to the board of a portfolio company using a risk-based approach, considering the size of the company within the Future Generations VCT portfolio and the engagement levels of other investors. This arrangement, in conjunction with its Portfolio Talent team’s active involvement, allows Future Generations VCT to play a prominent role in a portfolio company’s ongoing development and strategy. Increased exposures reflected in the previous period remain unchanged due to the difficult macro environment and challenging trading conditions for some portfolio companies continuing.
    Risk Mitigation Change
    VCT qualifying status:    
    Future Generations VCT is required at all times to observe the conditions for the maintenance of approved VCT status. The loss of such approval could lead to Future Generations VCT and its investors losing access to the various tax benefits associated with VCT status and investment. Octopus tracks Future Generations VCT’s qualifying status throughout the period, and reviews this at key points, including at the point of investment and realisation. This status is reported to the Board at each Board meeting. The Future Generations VCT Board has also engaged external independent advisers to undertake an independent VCT status monitoring role. VCT status monitoring by independent advisers continues to reduce the risk of an issue causing a loss of VCT status.
    Risk Mitigation Change
    Loss of key people:    
    The loss of key investment staff by the Portfolio Manager could lead to poor fund management and/or performance due to lack of continuity or understanding of Future Generations VCT. The Portfolio Manager has a broad team experienced in and focused on early-stage investing. This mitigates the risk of any one individual with the required skill set and knowledge of venture capital investing, and the portfolio specifically, leaving. Key investment staff are also incentivised via the performance incentive fee. The increase is attributed to the departure of key personnel from the Octopus Ventures team and risk exposure reflects a reduction in performance fees potentially increasing attrition.
    Risk Mitigation Change
    Operational:    
    The Future Generations VCT Board is reliant on the Portfolio Manager to manage investments effectively, and manage the services of a number of third parties, in particular the registrar, depositary and tax advisers. A failure of the systems or controls at Octopus or third‑party providers could lead to an inability to provide accurate reporting and accounting and to ensure adherence to VCT rules. The Future Generations VCT Board reviews the system of internal controls, both financial and non-financial, operated by Octopus (to the extent the latter are relevant to Future Generations VCT’s internal controls). These include controls designed to make sure that Future Generations VCT assets are safeguarded and that proper accounting records are maintained. No overall change in risk exposure on balance.
    Risk Mitigation Change
    Information security:    
    A loss of key data could result in a data breach and fines. The Future Generations VCT Board is reliant on Octopus and third parties to take appropriate measures to prevent a loss of confidential customer information. Annual due diligence is conducted on third parties which includes a review of their controls for information security. Octopus has a dedicated Information Security team and a third party is engaged to provide continual protection in this area. A security framework is in place to help prevent malicious events. The appropriateness of mitigants in place are continuously reassessed to adapt to new risk exposures, such as those posed by artificial intelligence. No overall change on balance, although cyber threat remains a significant risk area faced by all providers.
    Risk Mitigation Change
    Economic:    
    Events such as an economic recession, movement in interest rates, inflation and rising living costs could adversely affect some smaller companies’ valuations, as they may be more vulnerable to changes in trading conditions of the sectors in which they operate. This could result in a reduction in the value of Future Generations VCT assets. Future Generations VCT aims to invest in a diverse portfolio of companies, across a range of sectors, which helps to mitigate against the impact on any one sector. Future Generations VCT also maintains adequate liquidity to make sure that it can continue to provide follow‑on investment to those portfolio companies which require it and which are supported by the individual investment case. Increased exposures reflected in the previous periods remain as economic uncertainty persists through high inflation, high interest rates and other economic factors.
    Risk Mitigation Change
    Legislative:    
    A change to the VCT regulations could adversely impact Future Generations VCT by restricting the companies Future Generations VCT can invest in under its current strategy. Similarly, changes to VCT tax reliefs for investors could make VCTs less attractive and impact Future Generations VCT’s ability to raise further funds. The Portfolio Manager engages with HM Treasury and industry bodies to demonstrate the positive benefits of VCTs in terms of growing early-stage companies, creating jobs and increasing tax revenue, and to help shape any change to VCT legislation. Risk exposure has reduced following the extension of the sunset clause to 2035 being agreed.
    Risk Mitigation Change
    Liquidity:    
    The risk that Future Generations VCT’s available cash will not be sufficient to meet its financial obligations. Future Generations VCT invests into smaller unquoted companies, which are inherently illiquid as there is no readily available market for these shares. Therefore, these may be difficult to realise for their fair market value at short notice. Future Generations VCT’s liquidity risk is managed on a continuing basis by Octopus in accordance with policies and procedures agreed by the Board. Future Generations VCT’s overall liquidity risks are monitored on a quarterly basis by the Board, with frequent budgeting and close monitoring of available cash resources. Future Generations VCT maintains sufficient investments in cash and readily realisable securities to meet its financial obligations. At 31 December 2024, these resources were valued at £20,084,000. Risk exposures continue to increase, reflecting the potential knock-on effects of economic uncertainty, impacting fundraising and increasing the risk of disposal failure.

    Viability statement

    In accordance with the FRC UK Corporate Governance Code published in 2018 and provision 36 of the AIC Code of Corporate Governance, the Directors have assessed the prospects of Future Generations VCT over a period of five years, consistent with the expected investment holding period of an investor. A fundraise with an initial offer to raise up to £5 million was launched on 3 February 2025. The offer closed for new applications on 1 April 2025 for the 2024/2025 tax year having successfully raised £5 million. Under VCT rules, subscribing investors are required to hold their investment for a five‑year period in order to benefit from the associated tax reliefs. The Board regularly considers strategy, including investor demand for Future Generations VCT’s shares, and a five-year period is considered to be a reasonable time horizon for this.

    The Board carried out a robust assessment of the emerging and principal risks facing Future Generations VCT and its current position. This includes risks which may adversely impact its business model, future performance, solvency or liquidity, and focused on the major factors which affect the economic, regulatory and political environment. Particular consideration was given to the Company’s reliance on, and close working relationship with, the Investment Manager. The principal risks faced by the Company and the procedures in place to monitor and mitigate them are set out above.

    The Board has carried out robust stress testing of cash flows, which included assessing the resilience of portfolio companies, including the requirement for any future financial support.

    The Board has additionally considered the ability of Future Generations VCT to comply with the ongoing conditions to make sure it maintains its VCT qualifying status under its current Investment policy.

    Based on this assessment, the Board confirms that it has a reasonable expectation that Future Generations VCT will be able to continue in operation and meet its liabilities as they fall due over the five-year period to 31 December 2029. The Board is mindful of the ongoing risks and will continue to make sure that appropriate safeguards are in place, in addition to monitoring the cash flow forecasts to make sure Future Generations VCT has sufficient liquidity.

    Directors’ responsibilities statement

    The Directors are responsible for preparing the Strategic Report, the Directors’ Report, the Directors’ Remuneration Report and the Financial Statements in accordance with applicable law and regulations. They are also responsible for ensuring that the annual report and financial statements include information required by the UK Listing Rules of the Financial Conduct Authority.

    Company law requires the Directors to prepare financial statements for each financial year. Under that law the Directors have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (GAAP), including Financial Reporting Standard 102 – The Financial Reporting Standard Applicable in the United Kingdom and Republic of Ireland (FRS 102), United Kingdom accounting standards and applicable law. Under company law the Directors must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs and profit or loss of the Company for that period. In preparing these financial statements, the Directors are required to:

    • select suitable accounting policies and then apply them consistently;
    • make judgements and accounting estimates that are reasonable and prudent;
    • state whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements;
    • prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Company will continue in business; and
    • prepare a Strategic Report, Directors’ Report and Directors’ Remuneration Report which comply with the requirements of the Companies Act 2006.

    The Directors are responsible for keeping adequate accounting records that are sufficient to show and explain the Company’s transactions and disclose with reasonable accuracy at any time the financial position of the Company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

    In so far as each of the Directors is aware:

    • there is no relevant audit information of which the Company’s auditor is unaware; and
    • the Directors have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.

    The Directors are responsible for preparing the annual report and financial statements in accordance with applicable law and regulations. Having taken advice from the Audit Committee, the Directors are of the opinion that this report as a whole provides the necessary information to assess the Company’s performance, business model and strategy and is fair, balanced and understandable.

    The Directors are responsible for the maintenance and integrity of the corporate and financial information included on the Company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

    The Directors confirm that, to the best of their knowledge:

    • the financial statements, prepared in accordance with United Kingdom Generally Accepted Accounting Practice, including FRS 102, give a true and fair view of the assets, liabilities, financial position and profit or loss of the Company; and
    • the annual report and financial statements (including the Strategic Report), give a fair review of the development and performance of the business and the position of the Company, together with a description of the principal risks and uncertainties that it faces.

    On behalf of the Board

    Helen Sinclair
    Chair

    Income statement

        18 months to 31 December 2024 Year to 30 June 2023
        Revenue Capital Total Revenue Capital Total
        £’000 £’000 £’000 £’000 £’000 £’000
    Gain on disposal of fixed asset investments   — 1,382 1,382 — — —
    Net loss on valuation of fixed asset investments   — (3,564) (3,564) — (6) (6)
    Investment management fee   (345) (1,035) (1,380) (174) (522) (696)
    Investment income   1,427 — 1,427 424 — 424
    Other expenses   (759) — (759) (500) — (500)
    Earnings/(loss) before tax   323 (3,217) (2,894) (250) (528) (778)
    Tax   — — — — — —
    Earnings/(loss) after tax   323 (3,217) (2,894) (250) (528) (778)
    Earnings/(loss) per share – basic and diluted   0.6p (6.3)p (5.7)p (0.6)p (1.3)p (1.9)p
    • The ‘Total’ column of this statement is the profit and loss account of Future Generations VCT; the supplementary revenue return and capital return columns have been prepared under guidance published by the Association of Investment Companies.
    • All revenue and capital items in the above statement derive from continuing operations.
    • Future Generations VCT has only one class of business and derives its income from investments made in shares and securities and from bank and money market funds.

    Future Generations VCT has no other comprehensive income for the period.

    The accompanying notes form an integral part of the financial statements.

    Balance sheet

        As at 31 December 2024 As at 30 June 2023  
        £’000 £’000 £’000 £’000  
    Fixed asset investments     26,769   24,895  
    Current assets:            
    Debtors   1,166   379    
    Applications cash1   100   370    
    Cash at bank   112   152    
    Money market funds   19,972   20,140    
          21,350   21,041  
    Creditors: amounts falling due within one year   (196)   (518)    
    Net current assets     21,154   20,523  
    Net assets     47,923   45,418  
    Share capital     54   48  
    Share premium     51,854   46,461  
    Capital reserve realised     (328)   (640)  
    Capital reserve unrealised     (3,526)   3  
    Revenue reserve     (131)   (454)  
    Total equity shareholders’ funds     47,923   45,418  
    NAV per share     88.8p   94.3p  
    1. Cash received from investors but not yet allotted.

    The accompanying notes form an integral part of the financial statements.

    The statements were approved by the Directors and authorised for issue on 28 April 2025 and are signed on their behalf by:

    Helen Sinclair
    Chair
    Company No: 13750143

    Statement of changes in equity

      Share capital
    £’000
    Share premium
    £’000
    Capital reserve realised1
    £’000
    Capital reserve unrealised
    £’000
    Revenue reserve1
    £’000
    Total
    £’000
    As at 1 July 2023 48 46,461 (640) 3 (454) 45,418
    Comprehensive income for the period:            
    Management fees allocated as capital expenditure — — (1,035) — — (1,035)
    Current year gain on disposal of fixed asset investments — — 1,382 — — 1,382
    Net loss on fair value of fixed asset investments — — — (3,564) — (3,564)
    Gain after tax — — — — 323 323
    Total comprehensive loss for the period — — 347 (3,564) 323 (2,894)
    Contributions by and distributions to owners:            
    Share issue 6 5,506 — — — 5,512
    Share issue costs — (113) — — — (113)
    Total contributions by and distributions to owners 6 5,393 — — — 5,399
    Other movements:            
    Prior year fixed asset loss unrealised — — (35) 35 — —
    Total other movements — — (35) 35 — —
    Balance as at 31 December 2024 54 51,854 (328) (3,526) (131) 47,923
      Share capital
    £’000
    Share premium
    £’000
    Capital reserve realised1
    £’000
    Capital reserve unrealised
    £’000
    Revenue reserve1
    £’000
    Total
    £’000
    As at 1 July 2022 33 31,572 (118) 9 (204) 31,292
    Comprehensive income for the period:            
    Management fees allocated as capital expenditure — — (522) — — (522)
    Net loss on fair value of fixed asset investments — — — (6) — (6)
    Loss after tax — — — — (250) (250)
    Total comprehensive loss for the period — — (522) (6) (250) (778)
    Contributions by and distributions to owners:            
    Shares issued 15 15,164 — — — 15,179
    Share issue costs — (275) — — — (275)
    Total contributions by and distributions to owners 15 14,889 — — — 14,904
    Balance as at 30 June 2023 48 46,461 (640) 3 (454) 45,418
    1. Reserves are available for distribution, subject to the restrictions.

    The accompanying notes form an integral part of the financial statements.

    Cash flow statement

        18 months to
    31 December 
    Year to
    30 June
        2024 2023
        £’000 £’000
    Cash flows from operating activities      
    Loss before tax1   (2,894) (778)
    Decrease/(increase) in debtors   173 (325)
    Decrease in creditors   (52) (103)
    Gain on disposal of fixed assets   (1,382) —
    Loss on valuation of fixed asset investments   3,564 6
    Outflow from operating activities   (591) (1,200)
    Cash flows from investing activities      
    Purchase of fixed asset investments   (8,162) (23,238)
    Sale of fixed asset investments   3,146 —
    Outflow from investing activities   (5,016) (23,238)
    Cash flows from financing activities      
    Movement in applications account   (270) (1,544)
    Proceeds from share issues   5,512 15,179
    Share issue costs   (113) (275)
    Inflow from financing activities   5,129 13,360
    Decrease in cash and cash equivalents   (478) (11,079)
    Opening cash and cash equivalents   20,662 31,741
    Closing cash and cash equivalents   20,184 20,662
    Cash and cash equivalents comprise      
    Cash at bank   112 152
    Money market funds   19,972 20,140
    Applications cash   100 370
    Closing cash and cash equivalents   20,184 20,662
    1. Loss before tax includes cashflows from dividends of £1.4 million (2023: £0.4 million).

    The accompanying notes form an integral part of the financial statements.

    Notes to the financial statements

    1. Principal accounting policies

    Octopus Future Generations VCT plc (‘Future Generations VCT’) is a Public Limited Company (plc) incorporated in England and Wales and its registered office is at 6th Floor, 33 Holborn, London EC1N 2HT.

    Future Generations VCT has been approved as a Venture Capital Trust by HMRC under Section 259 of the Income Taxes Act 2007. The shares of Future Generations VCT were first admitted to the Official List of the UK Listing Authority and trading on the London Stock Exchange on 5 April 2022 and can be found under the TIDM code OFG. Future Generations VCT is premium listed.

    The principal activity of Future Generations VCT is to invest in a diversified portfolio of UK smaller companies in order to generate capital growth over the long term as well as an attractive tax-free dividend stream.

    The financial statements are presented in GBP (£) to the nearest £’000. The functional currency is also GBP (£). Some accounting policies have been disclosed in the respective notes to the financial statements.

    Basis of preparation
    The financial statements have been prepared on a going concern basis under the historical cost convention, except for the measurement at fair value of certain financial instruments, and in accordance with UK Generally Accepted Accounting Practice (GAAP), including Financial Reporting Standard 102 – ‘The Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland’ (FRS 102), the Companies Act 2006 and the Statement of Recommended Practice (SORP) ‘Financial Statements of Investment Trust Companies and Venture Capital Trusts (July 2022)’.

    2. Investment income
    Accounting policy

    Investment income comprises interest earned on money market funds. Dividend income is shown net of any related tax credit. Dividends receivable are brought into account when Future Generation’s right to receive payment is established and there is no reasonable doubt that payment will be received. Fixed returns on debt and money market funds are recognised so as to reflect the effective interest rate, provided there is no reasonable doubt that payment will be received in due course.

    Disclosure

      18 months to  
      31 December 2024

        30 June 2023

      £’000 £’000
    Money market funds 1,427 424
    Total investment income 1,427 424

    3. Investment management fees
    Accounting policy

    For the purposes of the revenue and capital columns in the Income Statement, the management fee has been allocated 25% to revenue and 75% to capital, in line with the Board’s expected long-term return in the form of income and capital gains respectively from Future Generations VCT’s investment portfolio.

    Disclosure

      18 months to 31 December 2024 Year to 30 June 2023
      Revenue Capital Total Revenue Capital Total
      £’000 £’000 £’000 £’000 £’000 £’000
    Investment            
    management fee 345 1,035 1,380 174 522 696
    Total 345 1,035 1,380 174 522 696

    The Portfolio Manager provides investment management services through agreements with Octopus AIF Management Limited and Future Generations VCT. It also provides accounting and administration services to Future Generations VCT under a Non-Investment Services Agreement (NISA). No compensation is payable if the agreement is terminated by either party, if the required notice period is given. The fee payable, should insufficient notice be given, will be equal to the fee that would have been paid should continuous service be provided, or the required notice period was given.

    4. Other expenses
    Accounting policy

    Other expenses are accounted for on an accruals basis and are charged wholly to revenue.

    The transaction costs incurred when purchasing or selling assets are written off to the Income Statement in the period that they occur.

      18 months to Year to
      31 December 30 June
      2024 2023
      £’000 £’000
    NISA fees 213 122
    Directors’ remuneration1 157 77
    Audit fees2 78 63
    Directors and Officers (D&O) insurance 74 15
    Depositary fees 62 57
    Listing fees 46 58
    Registrars fees 28 21
    Director recruitment & expenses 27 —
    Report and account fees 26 38
    Other fees 48 49
    Total 759 500

    1. Includes employers’ NI.
    2. Includes VAT.

    Total ongoing charges are capped at 3.0% of net assets. For the period to 31 December 2024, the ongoing charges exceeded this cap and a rebate was paid from the Portfolio Manager for the amount of £39,000. For the 18 months to 31 December 2024 the ongoing charges were 3.0% (2023: 3.0%) of net assets. This is calculated by summing the annualised expenses incurred in the period (excluding non-recurring expenses) divided by the average NAV throughout the period.

    5. Tax on ordinary activities
    Accounting policy

    Corporation tax payable is applied to profits chargeable to corporation tax, if any, at the current rate. The tax effect of different items of income/gain and expenditure/loss is allocated between capital and revenue return on the ‘marginal’ basis as recommended in the SORP.

    Deferred tax is recognised in respect of all timing differences at the reporting date. Timing differences are differences between taxable profits and total income as stated in the financial statements that arise from the inclusion of income and expenses in tax assessments in periods different from those in which they are recognised in financial statements.

    Disclosure
    The corporation tax charge for the period was £nil.

      18 months to Year to
      31 December 30 June
      2024 2023
      £’000 £’000
    Loss on ordinary activities before tax (2,894) (778)
    Current tax at 25% (2023: 20.5%) (724) (159)
    Effects of:    
    Non-taxable income (357) —
    Non-taxable capital gains 546 1
    Non-deductible expenses 1 —
    Excess management expenses on which deferred tax not recognised 534 193
    Tax rate differences1 — (35)
    Total current tax charge — —

    1. Tax rate difference due to tax charge for the period being calculated at 20.5% and excess management expenses on which deferred tax is not recognised being calculated at 25%.

    Unrelieved tax losses of £3,231,000 (2023: £1,094,000) are estimated to be carried forward at 31 December 2024 (subject to completion of Future Generations VCT’s tax return) and are available for offset against future taxable income, subject to agreement with HMRC. Future Generations VCT has not recognised the deferred tax asset of £808,000 (2023: £273,000) in respect of these tax losses because there is insufficient forecast taxable income in excess of deductible expenses to utilise these losses carried forward.

    Approved VCTs are exempt from tax on capital gains. As the Directors intend for Future Generations VCT to continue to maintain its approval as a VCT through its affairs, no current deferred tax has been recognised in respect of any capital gains or losses arising on the revaluation or disposal of investment.

    6. (Loss)/earnings per share

      18 months to 31 December 2024 Year to 30 June 2023
      Revenue Capital Total Revenue Capital Total
      £’000 £’000 £’000 £’000 £’000 £’000
    Earnings/(loss) attributable to Ordinary shareholders (£’000)

    323

    (3,217)

    (2,894)

    (250)

    (528)

    (778)

    Earnings/(loss) per Ordinary share (p) 0.6 (6.3) (5.7) (0.6) (1.3) (1.9)

    The Earnings/(loss) per share is based on 51,727,417 (2023: 40,987,788) Ordinary shares, being the weighted average number of Ordinary shares in issue during the period.

    There are no potentially dilutive capital instruments in issue and so no diluted return per share figures are relevant. The basic and diluted earnings per share are therefore identical.

    7. Net asset value per share

      31 December 30 June
      2024 2023
    Net assets (£’000) 47,923 45,418
    Shares in issue 53,941,104 48,138,337
    NAV per share (p) 88.8 94.3

    8. Transactions with the Manager and Portfolio Manager

    Future Generations VCT is classified as a full-scope Alternative Investment Fund under the Alternative Investment Fund Management Directive (the ‘AIFM Directive’). Future Generations VCT has appointed Octopus AIF Management Limited to provide the services of an AIFM of a full-scope AIF. In accordance with its power to do so under AIFMD, Octopus AIF Management Limited has delegated investment management to Octopus Investments Limited, whilst retaining the obligations of a risk manager.

    Future Generations VCT paid Octopus AIF Management Limited £1,380,000 (2023: £696,000) in the period as a management fee, after applying a rebate to maintain the total ongoing charges below the 3% cap. The annual management charge (AMC) is based on 2% of Future Generations VCT’s NAV. The AMC is payable quarterly in advance and calculated using the latest published NAV of Future Generations VCT and the number of shares in issue at each quarter end. Once the quarter has ended, an adjustment will be made if the NAV at the end of the current quarter is calculated and which differs from the NAV as at the end of the previous quarter. The Manager will donate 10% of the management fee to the Octopus Giving Charitable Foundation, which was set up in 2014 to help charities make the world a better place and which, since inception, has donated more than £1 million to such worthy causes.

    Octopus also provides Non-Investment Services to Future Generations VCT, payable quarterly in advance. The fee is 0.3% of Future Generations VCT’s NAV, calculated at quarterly intervals. The NISA fee is calculated using the latest published NAV of Future Generations VCT and the number of shares in issue at each quarter end. As with the AMC, an adjustment will be made once the quarter has ended if the NAV at the end of the current quarter is calculated and which differs from the NAV as at the end of the previous quarter. During the period £213,000 (2023: £122,000) was paid to Octopus for Non‑Investment Services. In addition, Octopus is entitled to performance-related incentive fees, subject to Future Generations VCT’s total return at year end exceeding the total return at the previous year end when an incentive fee was paid, or 97p if the first incentive fee has not yet been paid (the ‘Excess’), equal to 20% of the Excess. No performance fee will be paid prior to the financial year ending on 31 December 2025, dividends (paid or declared) being equal to or greater than 10p per Ordinary share and the total return exceeding 120p.

    The cap relating to Future Generations VCT’s total expense ratio, that is the regular, recurring costs of Future Generations VCT expressed as a percentage of its NAV, above which Octopus has agreed to pay, is 3.0%, and is calculated in accordance with the AIC Guidelines.

    Octopus AIF Management Limited remuneration disclosures (unaudited)
    Quantitative remuneration disclosures required to be made in this annual report in accordance with the FCA Handbook FUND 3.3.5 are available on the website: https://www.octopusinvestments.com/remuneration-disclosures/.

    9. Related party transactions

    Several members of the Octopus investment team hold non-executive directorships as part of their monitoring roles in Future Generations VCT’s portfolio companies, but they have no controlling interests in those companies.

    Emma Davies, a Non-Executive Director of Future Generations VCT, previously held the role of co-CEO of Octopus Ventures and she also holds shares in Octopus Capital Ltd. On 24 March 2023, Emma Davies ceased to be employed by Octopus Capital Limited and therefore she is no longer considered a related party. Emma retired as a Non-Executive Director of Future Generations VCT on 31 March 2024. No dividends have been paid to the Directors of Future Generations VCT in the period (2023: £nil).

    10. 2024 financial information

    The figures and financial information for the period ended 31 December 2024 are extracted from the Company’s annual financial statements for the period and do not constitute statutory accounts. The Company’s annual financial statements for the period to 31 December 2024 have been audited but have not yet been delivered to the Registrar of Companies. The Auditors’ report on the 2024 annual financial statements was unqualified, did not include a reference to any matter to which the auditors drew attention without qualifying the report, and did not contain any statements under Sections 498(2) or 498(3) of the Companies Act 2006.

    11. 2023 financial information

    The figures and financial information for the year ended 30 June 2023 are compiled from an extract of the published financial statements for the period and do not constitute statutory accounts. Those financial statements have been delivered to the Registrar of Companies and included the Auditors’ report which was unqualified, did not include a reference to any matter to which the auditors drew attention without qualifying the report, and did not contain any statements under Sections 498(2) or 498(3) of the Companies Act 2006.

    12. Annual Report and financial statements
    The Annual Report and financial statements will be posted to shareholders in early May and will be available on the Company’s website, https://octopusinvestments.com/our-products/venture-capital-trusts/octopus-future-generations-vct/.
    The Notice of Annual General Meeting is contained within the Annual Report.

    13. General information

    Registered in England & Wales. Company No. 13750143
    LEI: 213800AL71Z7N2O58N66

    14. Directors

    Helen Sinclair (Chair), Joanna Santinon and Ajay Chowdhury

    15. Secretary and registered office   

    Octopus Company Secretarial Services Limited
    6th Floor, 33 Holborn, London EC1N 2HT

    The MIL Network –

    April 29, 2025
  • MIL-OSI: Annual report and financial statements for the year ended 31 December 2024

    Source: GlobeNewswire (MIL-OSI)

    OCTOPUS TITAN VCT PLC

    Annual report and financial statements for the year ended 31 December 2024

    Octopus Titan VCT plc announces the final results for the year to 31 December 2024 as below.

    Octopus Titan VCT plc (‘Titan’ or the ‘Company’) is managed by Octopus AIF Management Limited (the ‘Manager’), which has delegated investment management to Octopus Investments Limited (‘Octopus’ or ‘Portfolio Manager’) via its investment team Octopus Ventures.

    Key financials

      2024 2023
    Net assets (£’000) £831,358 £993,744
    Loss after tax (£’000) £(147,649) £(149,499)
    NAV per share 50.5p 62.4p
    Total value per share1 155.6p 164.4p
    Total return per share2 (8.8)p (9.5)p
    Total return per share %3 (14.1)% (12.4)%
    Dividends paid in the year 3.1p 5.0p
    Dividend yield %4 5.0% 6.5%
    Dividend declared 0.5p 1.9p
    1. Total value per share is an alternative performance measure, calculated as NAV plus cumulative dividends paid since launch, as described in the glossary of terms.
    2. Total return per share is an alternative performance measure, calculated as movement in NAV per share in the period plus dividends paid in the period, as described in the glossary of terms.
    3. Total return % is an alternative performance measure, calculated as total return/opening NAV, as described in the glossary of terms.
    4. Dividend yield is an alternative performance measure, calculated as dividends paid/opening NAV, as described in the glossary of terms.

    Chair’s statement
    Titan’s total return for the year to 31 December 2024 was -14.1% with net assets at the end of the period totalling £831 million.

    The Net Asset Value (NAV) per share at 31 December 2024 was 50.5p which, adjusting for dividends paid in the year, represents a net decrease of 8.8p per share from 31 December 2023 or a total return of –14.1%.

    This further decline in value has been driven by several factors, including company-specific performance issues and tougher trading conditions, which have reduced revenue growth across a range of sectors. As a result, many companies in the portfolio have not met performance expectations, leading to lower valuation multiples being applied compared to those at recent points of investment. This situation has been exacerbated by a continued slow private market fundraising environment, leading to more limited capital availability. Consequently, companies have prioritised extending their cash runway, aiming to achieve profitability or delay fundraising until market conditions improve. In the short term, this has led to reduced valuations due to slower growth, but in the long run, the disciplined focus on sustainable growth should be beneficial.

    With this further decline in NAV, the 5-year tax-free annual compound return for shareholders is now -3.5%. Since the high watermark as at 31 December 2021, Titan’s total return per share has been –39.8% with which the Board and Manager are, and shareholders will be, deeply disappointed. The scale of shareholder dissatisfaction has been made abundantly clear following the recently conducted survey.

    In the 12 months to 31 December 2024, the Company utilised £137 million of its cash resources, comprising £30 million in new and follow-on investments, £44 million in dividends (net of the Dividend Reinvestment Scheme (DRIS)), £38 million in share buybacks and £25 million in annual investment management fees and other running costs. The cash and corporate bond balance of £184 million at 31 December 2024 represented 22% of net assets at that date, compared to 20% at 31 December 2023.

    The total value (NAV plus cumulative dividends paid per share since launch) at the end of the period was 155.6p (31 December 2023: 164.4p). Titan’s one-year total return of -8.8p (-14.1%) five-year total return of -15.6p (-16.4%) and ten-year total return of 6.7p (6.6%) evidences the disappointing decline in performance in recent years.

    Strategic Review

    As shareholders will be aware, in the half-yearly report issued at the end of September 2024, we announced a review of strategy to ensure a thorough retrospective analysis took place and a plan be drawn up for how the Company can be best structured for sustainability and improved performance in the future. A significant amount of work has been undertaken by Octopus and our appointed external advisers, Smith Square Partners LLP, across a number of different workstreams. This includes a detailed analysis of historical investment performance, ongoing sustainability, the forward-looking pipeline for realisations, future investment strategy, investment team resources and, finally, investment manager’s culture and governance. The significant performance challenges and the early-stage nature of much of the portfolio mean that it will take some time for changes to have an impact on performance and a longer-term approach to shaping the future of the Company is needed. We are making reasonably good progress, and more can be read about the steps which have been taken in the Spotlight section. The response to our shareholder survey is included below. From this it is clear that there is widespread and deep dissatisfaction with the past performance of Titan, both in absolute and relative terms and an understandable frustration with the lack of capital growth in recent years. The Board also acknowledges the recent press coverage, particularly in respect of shareholders’ views on the fees that Titan pays. We would like to thank those that participated in the survey, as well as those that have provided their feedback to both the Board and Octopus. The Board wishes to assure shareholders that it is considering the results and feedback alongside the review.

    We expect to provide a further update on the review at, or prior to, our Annual General Meeting (AGM) on 19 June 2025. However, we do not anticipate the process to be completed by this point, so any proposals for the future of the Company will likely be put to shareholders at a later date.

    Performance incentive fees
    As the 2024 total return has been negative, and total value per share has declined since 31 December 2021, no performance fee is payable. To remind you, the performance fee is calculated as 20% on net gains above the high-water mark (the highest total value per share as at previous year ends), which is currently set as 197.7p as at 31 December 2021.

    Dividends
    Following careful consideration and recognising the value that shareholders’ place on receiving tax-free dividends, I am pleased to confirm that the Board has decided to declare a second interim dividend of 0.5p per share (2023: 1.9p per share). This will be paid on 29 May 2025 to shareholders on the register as at 25 April 2025. This second interim dividend, in addition to the 1.2p per share interim dividend paid in December 2024 brings the total dividends declared to 1.7p per share in respect of 2024. However, this 0.5p per share dividend is lower than that paid in previous years because of the ongoing performance challenges and dividends are typically a distribution of achieved performance. Considering dividends paid during 2024 (totalling 3.1p), the total dividend yield for the year is 5%, therefore meeting the Company’s target.

    Dividends, whether paid in cash or reinvested under the DRIS, are always at the discretion of the Board, are never guaranteed, and are subject to regular review reflecting the returns generated by the Company, the timing of investment realisations, cash and distributable reserves and continuing compliance with VCT rules.

    The Board will consider any further dividends to be paid in 2025 in the second half of the year at, or around, the release of the interim accounts for the six months ending 30 June 2025, subject to Titan’s performance, both realised and unrealised, improving and, as ever, Titan holding sufficient cash reserves.

    As with the dividend paid to shareholders on 19 December 2024, and in light of the ongoing review of Titan’s strategy, the Board continues to suspend the Company’s dividend reinvestment scheme for the dividend to be paid on 29 May 2025, with the dividend being paid to shareholders in cash.

    Fundraise and buybacks
    We were pleased to raise over £107 million in the fundraise which closed on 5 April 2024. As stated in the half-yearly review, the Board will decide on the approach to future fundraising at the conclusion of the review of strategy.

    During the year, Titan repurchased 67 million shares for £38 million (representing 4.2% of the net asset value as at 31 December 2023). Further details can be found in Note 14 of the financial statements. Details of the share buybacks undertaken during the year can be found in the Directors’ Report.

    VCT status
    In November 2023, a ten-year extension was announced to the ‘sunset clause’ (a retirement date for the VCT scheme), meaning VCT tax reliefs will be available until 5 April 2035. This extension passed through Parliament in February 2024 and on 3 September 2024, His Majesty’s Treasury brought the extension into effect through The Finance Act 2024. The Board is delighted that this has brought clarity to the status of VCTs.

    Board of Directors
    Rupert Dickinson was appointed to the Board with effect from 1 May 2024 and was elected by shareholders at the AGM held in June 2024. Rupert has over 20 years’ experience in the wealth and investment management industries. We are already benefitting from his extensive experience.

    All the other Directors have indicated their willingness to remain on the Board, and Jane O’Riordan and Lord Rockley will be seeking re-election at the AGM.

    Portfolio Manager and team
    In March 2024, Malcolm Ferguson, Octopus’ lead Fund Manager for Titan, resigned and Jo Oliver was appointed as lead Fund Manager and Adviser to the Board on fund and strategy on an interim basis. In August 2024, Jo stepped down from this interim role. We wish to take this opportunity to thank both Jo and Malcolm for their contributions to the Company and wish them well for the future. We are pleased that, despite Malcolm’s resignation, he continues to support with portfolio management on a contractual basis. The process to appoint a replacement lead Fund Manager will commence once the review of strategy is completed.

    Shareholders may be aware that there has been considerable turnover over the past twelve months in the Octopus Ventures team, which is responsible for managing Titan. As part of the on-going strategic review, Octopus is assessing the team structure, size, culture and experience to ensure it is aligned with its future investment strategy proposals. In the interim, the Octopus Ventures team is receiving additional senior support from across the business to ensure adequate resources are available.

    AGM and shareholder event
    The AGM will take place on 19 June 2025 from 12.00 noon and will be held at the offices of Octopus Investments Limited, 33 Holborn, London, EC1N 2HT. Full details of the business to be conducted at the AGM are given in the Notice of AGM.

    Shareholders’ views are important, and the Board encourages shareholders to vote on the resolutions within the Notice of AGM using the proxy form, or electronically at www.investorcentre.co.uk/eproxy. Shareholders are invited to send any questions they may have via email to TitanAGM@octopusinvestments.com. The Board has carefully considered the business to be approved at the AGM and recommends shareholders to vote in favour of all the resolutions being proposed, as the Board will be doing.

    Currently, we do not anticipate the strategic review process will have been fully completed by the date of the AGM. As a result, we will issue a further communication to shareholders in due course setting a date for a shareholder event and, if applicable, a General Meeting at which shareholders will be able to vote on any proposals for the future direction of the Company.

    Outlook
    The further decline in NAV to 31 December 2024 is extremely disappointing, especially when set against the backdrop of the recent recovery of some of the comparable markets and other VCTs. This decline has been primarily driven by specific portfolio performance issues and sectoral downturns, leading to cash constraints exacerbated by a challenging fundraising environment. Some portfolio companies attempted to raise funds but were unsuccessful, resulting in several being placed into administration or accepting acquisition offers on unfavourable terms. More details on these disposals can be found in the Portfolio Manager’s review. Others had to complete funding rounds at lower valuations or in ways that negatively impacted the value of the Company’s shareholding.

    The Company returned £29 million in cash proceeds from exits in 2024, in addition to £12.4 million distributed from Zenith Holding Company to Titan. This is a disappointing outcome as it is below the level achieved in 2023, and does not accomplish the Company’s long-term sustainability target. Despite the Manager’s initiatives to increase the number of realisations of portfolio companies and return cash proceeds to Titan, we have not yet seen any profitable realisations in 2025. This sustained focus on achieving regular liquidity is an important step towards ensuring the ongoing sustainability of the Company.

    Despite this, the Board retains a degree of optimism about the potential of some of the companies within what is undoubtedly a diversified portfolio, with over 135 companies spanning a wide range of sectors, business models and investment stages. Furthermore, Titan’s portfolio remains well funded with circa 42% of the portfolio NAV being comprised of companies not expecting to need further funding. This figure rises to 67% when including those companies with more than 12 months’ cash runway.

    I would like to conclude by thanking both the Board and the Octopus team on behalf of all shareholders for their hard work during this very challenging period.

    Tom Leader
    Chair

    Spotlight on the review of strategy

    On 30 September 2024, the Board, in conjunction with the Manager, announced a strategic review. This was catalysed by the ongoing challenges in the early-stage venture market to which the Company is exposed and the resultant performance issues faced. Since this date, the Board and Manager have undertaken numerous actions to identify the areas of focus and potential changes which could be made to drive the best performance for the Company and outcome for shareholders. Below is a summary of the steps taken to date by both the Board and Manager.

    Date Investment Manager’s actions Titan VCT Board’s actions Board meetings held
    Sep 2024   Announcement of review of strategy. Four Board meetings
    Oct 2024 Establish internal review committee comprised of different areas of the business.

    Co-ordinating information packs for the external advisers.

    External adviser selection process concluded and terms agreed.  
    Nov 2024 Recruitment process for senior Portfolio Management roles commences.

    Internal review committee submits scope of work to the Board.

    External advisers, Smith Square Partners, appointed.

    Board reviews Octopus’ scope of work.

    Two Board meetings
    Dec 2024 Internal review committee submits information pack on sustainability and fund performance workstreams to the Board. Shareholder and adviser survey launched.

    Board reviews information pack on sustainability and fund performance.

    Board reviews external advisers’ analysis of performance and benchmarking.

    One Board meeting
    Jan 2025 Survey results analysed.

    External specialists commence review of Consumer Duty.

    Internal review committee submits information pack on team and culture and risk and governance work streams to the Board.

    Board reviews external advisers’ progress report including analysis of the realisations pipeline.

    Board reviews information pack on team and culture and risk and governance work streams.

    Survey results analysed.

    Two Board meetings
    Feb 2025 Internal review committee presents first part of the go-forward investment strategy and further sustainability analysis and metrics. Board reviews go‑forward strategy and sustainability analysis and metrics. One Board meeting
    Mar 2025 Results of Consumer Duty Review analysed. Board reviews external advisers’ progress report.

    Results of Consumer Duty Review analysed.

    Unaudited NAV released with update on progress of review.

    Two Board meetings
    Apr 2025 Internal review committee presents follow up detail on the go-forward investment strategy, as well as proposals for future team and resourcing plan.

    Proposal submitted to Board regarding ongoing fees.

    External advisers’ interim report shared with the Board.

    Annual report published.

    Board considers proposal on future team and resourcing strategy and fees.

    Board commences fee negotiations with Octopus.

    Two Board meetings

    Summary of the Manager’s internal review workstreams:

    1. Fund performance
    Working to understand the most appropriate investment and divestment strategy looking at past performance metrics, benchmarks and future objectives.

    2. Fund strategy
    Investigating potential future options for Titan’s strategy which could drive improved performance. Some potential options were included in the shareholder survey to canvas views.

    3. Sustainability
    Working on past performance and future forecasting to ensure Titan operates sustainably, returning funds through realisations.

    4. Team & culture
    Reviewing the team structure, size, culture and experience (past and present) and how it maps to the successful management of the Company. Full Octopus Ventures strategy refresh in line with new Chief Executive Officer (CEO) Erin Platts joining.

    5. Consumer Duty
    External consultants appointed to carry out a review of Consumer Duty. This is to understand shareholders’ expected outcomes and assessing how the Company has delivered against them.

    6. Risk & governance
    Work led by the compliance team updating Titan’s risk register. Review and enhancement of governance processes and procedures, where relevant.

    What’s next
    1. Final Smith Square Partners report presented to the Board.
    2. Finalise fee proposal, as well as review of the Investment Management Agreement and Non-Investment Services Agreement.

    Octopus Ventures’ new CEO

    Erin Platts joined Octopus Ventures as CEO in January 2025.

    Previously, she held the role of CEO at HSBC Innovation Banking UK, formerly Silicon Valley Bank UK & EMEA. Over two decades in leadership roles with the institution, she established Silicon Valley Bank UK as a standalone, regulated subsidiary before leading the organisation through the transition period following its sale to HSBC in 2023, scaling operations to over 800 people, across six countries and into the market leading position across the sector.

    With a career spent in the US, UK and European tech ecosystems, Erin is an active and vocal spokesperson, championing Diversity, Equity and Inclusion through partnerships with organisations including Tech Nation, Founders Forum and the Newton Venture Program.

    Portfolio Manager’s review

    At Octopus, our focus is on managing your investments and providing open communication. Our annual and half-year updates are designed to keep you informed about the progress of your investment.

    Focus on performance
    The NAV of 50.5p per share at 31 December 2024 represents a decrease in NAV of 8.8p per share versus a NAV of 62.4p per share as at 31 December 2023, after adding back dividends paid during the year of 3.1p (2023: 5p) per share, a negative total return per share of 14.1% in the year.

    The performance over the five years to 31 December 2024 is shown below:

      Year ended Year ended Year ended Year ended Year ended
      31 December 31 December 31 December 31 December 31 December
      2020 2021 2022 2023 2024
    NAV, p 97.0 105.7 76.9 62.4 50.5
    Cumulative dividends paid, p 81.0 92.0 97.0 102.0 105.1
    Total value, p 178.0 197.7 173.9 164.4 155.6
    Total return1 7.1% 20.3% (22.5)% (12.4)% (14.1)%
    Dividend yield2 5.3% 11.3% 4.7% 6.5% 5.0%

    1. Total return % is an alternative performance measure, calculated as total return/opening NAV.
    2. Dividend yield is an alternative performance measure, calculated as dividends paid/opening NAV.

    We are deeply disappointed by the negative total return of 14.1% in 2024 which has been driven by a decline of £193 million across 72 companies. The businesses that contributed most significantly to this decline were Pelago, Many Pets and Big Health. Whilst these companies continue to look to scale, they have underperformed the high expectations set at their last funding round, and so have seen their valuations decline.

    These three valuation movements account for around a third of the total decline in NAV over the twelve-month reporting period.

    Octopus Ventures believes that many of the companies which have seen decreased valuations in the period have the potential to overcome the issues they face and get their growth plans back on track. Octopus Ventures continues to work with them to help them realise their potential. In some cases, the support offered could include further funding to ensure a business has the capital it needs to execute on its strategy. Our in-house Talent team is being utilised to build high-performing teams and support on key recruitment initiatives. This team, as well as our expert network of consultants, support companies on project work and can also work part-time with the businesses.

    More positively, 39 companies saw an increase in valuation in the period, delivering a collective increase in valuation of £56 million. These valuation increases reflect businesses which have successfully concluded further funding rounds at increased valuations, grown revenues or met certain important milestones. Notable strong performers in the portfolio include Legl, Taster and Katkin – all of which have increased their market reach through new product launches. These strong performers demonstrate that there are opportunities available for companies to thrive, and Titan’s diverse portfolio allows different routes for each company to succeed in their market.

    The gain on Titan’s uninvested cash reserves was £9.2 million in the year to 31 December 2024, primarily driven by a fair value movement of £4.4 million in the corporate bond portfolio and a return of £4.2 million on the money market funds. The objective for the money market funds is to earn appropriate market rates on highly liquid treasury holdings, with limited risk to capital.

    Titan total value growth from inception
    The table below highlights the compound annual growth rate across different holding periods.

    Despite the reduction in NAV in the year, the total value has seen an increase since the end of Titan’s first year, from 89.9p to 155.6p at 31 December 2024. Since Titan launched, a total of over £557 million has been distributed back to shareholders in the form of tax-free dividends. This includes dividends reinvested as part of the DRIS.

    Holding period Total return Tax-free compound
    annual growth rate
    Since October 2008 73.1% 3.4%
    10 years 6.6% 0.6%
    5 years (16.4)% (3.5)%
    1 year (14.1)% (14.1)%

    Disposals
    Disposals and deferred proceeds have returned £29 million in cash during the period. In addition, £12.4 million was distributed from Zenith Holding Company to the Company.

    Exits
    In June, Taxfix (a European focused tax return technology platform) acquired TaxScouts, for a combination of cash and equity, which has allowed it to enter the UK market. As a result, Titan now holds shares in Taxfix.

    In July, Foodsteps was acquired by Registrar Corp (a provider of regulatory and compliance software for the food, cosmetic and life sciences industry). This transaction was also for a combination of cash and equity and has offered Registrar Corp access to Foodsteps’ global market platform of over 32,000 companies in 190 countries.

    In November, Cobee was acquired by Pluxee Group (an employee benefits and engagement platform) as part of its strategic growth plan. Pluxee is a global leader in employee benefits and engagement, operating in 31 countries with over 5,000 employees. Pluxee is uniquely positioned to support Cobee’s continued growth.

    In November, nCino (a cloud-based software company that provides a platform for financial institutions to manage their business lines) acquired FullCircl. This will enhance nCino’s data and automation capabilities and allow it to expand its reach across the UK and Europe.

    In December, Behavox (a leading provider of AI powered archiving, compliance and security solutions) acquired Mosaic Smart Data.

    Partial exits
    Two partial exits completed in October with Neat (an embedded insurance platform that enables merchants to offer tailored insurance bundles to their customers at competitive rates) completing a €50 million Series A funding round, and Vitesse (a global domestic settlement and liquidity management system to hold funds and execute cross-border payments) completing a $93 million Series C investment round. As part of both of these rounds, Titan sold a portion of its shares. We are pleased to have realised some value for shareholders in these transactions, but also excited to maintain a holding in the companies and to be able to continue to support their growth journeys.

    Deferred proceeds
    In the year, Titan also received deferred proceeds from the sale of Calastone (to The Carlyle Group in 2020) which was held via Octopus Zenith Holding Company, iSize (to Sony Interactive Entertainment in 2023), Conversocial (to Verint), Glofox (to ABC Fitness), Comma (to Weavr) and Foodsteps (to Registrar).

    Exits at a loss
    There have been four disposals made at a loss: Titan sold its remaining shares in Cazoo, which was listed on the New York Stock Exchange, Unmade was acquired by High-Tech Apparel, and Titan’s shares in Appear Here were converted to deferred shares and divested, as there was not seen to be a chance of recovery of any funds. Vinter was acquired by Kaiko (a leading provider of cryptocurrency market data, analytics and indices) for equity. As a result, Titan now holds shares in Kaiko, which are currently valued below Titan’s initial cost of investment, but these will be subject to re-valuation at least twice annually as per our normal process. In aggregate, these losses generated negligible proceeds compared to an investment cost of £19 million.

    Companies placed into administration
    Unfortunately, Audiotelligence, Stackin (now fully dissolved), Contingent, Phoelex, Excession, Dead Happy, Pulse Platform and Allplants were placed into administration having all been unsuccessful in securing further funding and having explored and exhausted all available options. In aggregate, the investment cost of the companies placed into administration totalled £26 million.

    In the year to 31 December 2024, Third Eye and LifeBook were fully dissolved having been placed into administration in previous reporting periods.

    The underperformance of a portfolio company is always disappointing for Octopus and shareholders alike, but it is an inherent characteristic of a venture capital portfolio, and we believe the successful disposals will continue to outweigh the losses over the medium to long-term.

      Year ended 31 December 2020 Year ended 31 December 2021 Year ended 31 December 2022 Year ended 31 December 2023 Year ended 31 December 2024 Total
    Disposal proceeds1 (£’000) 23,915 221,504 62,213 45,637 41,432 394,701

    1.This table includes cash and retention proceeds received in the period.

    New and follow-on investments
    Titan completed 8 new investments and made 14 follow-on investments in the reporting period. Together, these totalled £30 million (made up of £19 million into new companies and £11 million invested into the existing portfolio).

    Please see a summary of some of the new investments we made in the year.

    • DRIFT Energy: Designing sailing vessels and routing algorithms required to capture deep water wind energy and convert it into onboard hydrogen gas for transportation back to shore.
    • ExpressionEdits: Using a proprietary AI algorithm to design DNA sequences and intronization technology to enhance the expression of proteins in mammalian cells.
    • Forefront: Developing a tuneable Radio Frequency Front-End (RFFE) module for mobile devices which is smaller, cheaper, and more flexible than currently available products sold.
    • LabGenius: A next-generation platform leveraging machine learning to develop novel therapeutic antibodies.
    • Manual: Provides innovative treatments for a range of health conditions.
    • Remofirst is an Employer of Record (EOR) and compliance platform that allows companies to hire and pay employees globally.
    • SWiiPR: Developed a digital payments platform specifically for the airline industry.

    As explained in the half-yearly report, the Octopus Ventures team is focused on improving performance from the existing portfolio and driving improved returns to shareholders. Given Titan’s scale, the greatest returns are expected to be driven by its existing, largest holdings. Over the last nine months, Titan has focused on building value in its existing portfolio, allowing capital and time to be prioritised on existing companies. No term sheets for new investments have been signed since the summer of 2024. The five follow-on investments which completed in the second half of 2024 have all increased in value in the December valuation round, on average seeing an increase of 10%. We believe that this focus will drive positive future NAV performance as these portfolio companies are more established, so have a greater potential to secure further investment, or are closer to an exit.

    Shareholder survey results
    Octopus regularly seeks feedback from Titan’s investor and adviser base either through local Business Development Managers or after webinars with the Investment Managers. Considering the ongoing review of Titan’s strategy, which is looking at a wide range of areas such as investment strategy, fundraising and dividend policies, Octopus and the Board wanted to give investors and advisers an extra opportunity to share feedback and help shape the future strategic direction of Titan. In conjunction with an external research firm, between December 2024 and January 2025, Octopus surveyed Titan’s investor and adviser base to try to better understand investors’ priorities, areas of concern and opportunities which may be of interest.

    We were pleased to see significant engagement, having received over 3,000 responses from investors and advisers. As stated in the Chair’s statement, the results emphasise that the greatest areas of dissatisfaction are around past performance and the capital growth opportunity, as highlighted below. Octopus and the Board share investors’ frustration with the recent poor performance, and have been reviewing Titan’s investment strategy with the aim to improve shareholder returns. The Board intends to communicate to investors any strategic changes once they are agreed in due course.

    To understand investors’ priorities when making their investment decision we asked the following:

    When you first chose to invest in Titan VCT, how important were the following factors?
    The results were as follows in order of importance:

    1. Tax reliefs available on your investment (income tax relief, tax free dividends and tax free capital gains)
    2. 5% annual target dividend
    3. Capital growth opportunity
    4. Past performance of fund
    5. Access to early-stage, unlisted tech enabled companies with high growth potential
    6. Ability to sell your shares back to the VCT via the share buyback facility
    7. Size of fund
    8. Fees and charges

    Octopus asked investors to rank their level of satisfaction against each of the top eight factors and the results were as follows:

      Satisfied Dissatisfied Neutral or not sure
    Tax reliefs available on your investment 88% 2% 10%
    5% annual target dividend 50% 22% 28%
    Capital growth opportunity 18% 60% 22%
    Past performance of fund 21% 52% 27%
    Access to early-stage, unlisted tech enabled companies with high growth potential 39% 10% 51%
    Ability to sell your shares back to the VCT via the share buyback facility 29% 8% 63%
    Size of fund 34% 6% 60%
    Fees and charges 22% 18% 60%

    Survey results based on responses from 1,093 direct investors and 2,195 advised investors, does not include responses from advisers.

    Valuations
    Titan’s unquoted portfolio companies are valued in accordance with UK GAAP accounting standards and the International Private Equity and Venture Capital (IPEV) valuation guidelines. This means we value the portfolio at Fair Value, which is the price we expect people would be willing to buy or sell an asset for, assuming they had all the information available that we do, are knowledgeable parties with no pre-existing relationship, and that the transaction is carried out under the normal course of business.

    The table below illustrates the split of valuation methodology (shown as a percentage of portfolio value and number of companies). ‘External price’ includes valuations based on funding rounds that typically completed by the year end or shortly after the year end, and exits of companies where terms have been issued with an acquirer. ‘External price’ also includes quoted holdings, which are held at their quoted price as at the valuation date. As at 31 December 2024, Titan only held one quoted holding. ‘Multiples’ is predominantly used for valuations that are based on a multiple of revenues for portfolio companies. Where there is uncertainty around the potential outcomes available to a company, a probability-weighted ‘scenario analysis’ is considered.

    Valuation methodology By value By number of companies
    External price 17% 25
    Multiples 53% 30
    Scenario analysis 16% 33
    Milestone analysis 14% 25
    Write-off – 25

    Case studies

    MANUAL
    https://www.manual.co/
    Making high-quality care more accessible and stigma-free

    MANUAL provides innovative treatments for a range of conditions, from hair loss and low testosterone to weight management and diagnostics.

    With over 800,000 patients served across the UK and Brazil, MANUAL continues to expand its impact. The company’s weight loss brand, Voy, has helped over 70,000 people lose weight. In 2024, MANUAL acquired Menopause Care – the UK’s second largest menopause clinic – furthering its mission to support underserved areas of health.

    Following the company’s £29 million Series B raise in 2024, the company is accelerating its growth, with a 140% revenue Compound Annual Growth Rate (CAGR) since 2019. With this investment, MANUAL is scaling its reach and pioneering new healthcare solutions, ensuring more people get the treatments they need to improve their quality of life.

    • Nearly 90% of men do not seek help unless they have a serious problem
    • Served more than 800,000 patients to date

    Legl
    https://legl.com/
    Revolutionising Legal Services with AI and Data-Driven Insights

    Legl delivers a world-class client experience for UK law firms by reducing risk, improving cash flow, and enabling them to bill and collect payments faster. With actionable client intelligence, their customers are empowered to make smarter decisions and drive business growth.

    By leveraging cutting-edge technology and data insights, Legl creates seamless onboarding experiences and superior payment processing capabilities. Beyond onboarding, they provide intelligence and audit functionality to help firms manage risk intelligently in a complex and ever-changing environment. Its embedded finance stack, which has been built specifically for law firms, makes collecting payments, reducing debt, and fostering exceptional client relationships effortless. In turn, providing a step-change for internal cash flow and treasury management.

    • Helped firms manage risk for over one million clients
    • Processed over $500 million in payments

    BondAval
    https://www.bondaval.com/
    Transforming non-payment risk protection

    Founded in 2020, B2B insurtech Bondaval protects companies when their customers buy now, but don’t pay later, and is already serving some of the largest companies in the world. While existing options are opaque, inflexible or limited, Bondaval’s range of insurance products are made more powerful via their proprietary technology platform, which translates policy obligations into clear tasks, helps aggregate and monitor risk signals, and makes limit management effortless for credit managers. With their receivables secured, businesses can grow faster with more peace of mind, achieve more predictable financial performance, and even access new lines of financing.

    • Offices in London, New York and Dallas
    • Licensed in 30+ countries

    Taster
    https://taster.com/
    Food innovators redefining quick-service dining

    Taster was founded with the goal of revolutionising the quick-service food experience globally. In 2017, the company raised €8 million, and by 2021, they secured an additional €30 million. By the end of 2023, Taster had grown to 400 online restaurants, with its franchise network expanding across France, the UK, Spain, the Netherlands, and Belgium. Taster collaborates closely with co-creators and kitchen partners, from launching new brands to creating special edition menu items. Their strategy focuses on building social media-first brands that engage audiences and cultivate communities around their digital restaurants.

    • Operating in over 90 cities across Europe

    We are disappointed to report a net decrease in the value of the portfolio of £137 million since 31 December 2023, excluding additions and disposals. This represents a decline of 17% on the value of the portfolio at the start of the year. Here, we set out the cost and valuation of the top 20 holdings, which account for 61% of the value of the portfolio and 47% of the total NAV.

      Portfolio: Investment focus: Investment cost: Total valuation including cost:
    1 Skin+Me Health £11.5m £44.9m
    2 Amplience B2B Software £13.6m £35.0m
    3 Permutive B2B Software £19.0m £31.0m
    4 Elliptic Fintech £9.9m £26.2m
    5 Vitesse Fintech £8.8m £25.8m
    6 ManyPets Fintech £10.0m £24.6m
    7 Pelago1 Health £17.9m £23.2m
    8 Legl B2B Software £7.3m £18.6m
    9 Orbex Deep tech £12.0m £17.8m
    10 Token Fintech £12.6m £16.5m
    11 Taster Consumer £8.1m £15.4m
    12 vHive Deep tech £8.0m £14.9m
    13 Ometria B2B Software £11.5m £14.0m
    14 SeatFrog Consumer £9.6m £13.5m
    15 KatKin Consumer £8.2m £13.2m
    16 Automata Health £12.3m £12.4m
    17 XYZ Consumer £15.3m £10.7m
    18 BondAval Fintech £7.1m £10.6m
    19 Iovox B2B Software £7.2m £10.4m
    20 Ibex Health £11.8m £9.5m
    1. Digital Therapeutics, Inc., formerly Quit Genius, has rebranded as Pelago.

    Top 10 investments in detail1
    1
    Skin+Me

    Skin+Me offers direct-to-consumer, personalised skincare.
    www.skinandme.com

    Initial investment date: September 2019
    Investment cost: £11.5m
      (2023: £11.5m)
    Valuation: £44.9m
      (2023: £48.5m)
    Last submitted accounts: 31 August 2023
    Turnover: £28.7m
    (2023: £14.3m)
    Profit/(loss) before tax: £1.8m
      (2023: £(3.3)m)
    Net assets: £12.8m
      (2023: £(0.7m)
    Valuation methodology: Multiple
    2023: Multiple

    2
    Amplience
    Amplience is a leading headless content management system, which powers retailers’ digital channels.
    www.amplience.com

    Initial investment date: December 2010
    Investment cost: £13.6m
      (2023: £13.6m)
    Valuation: £35.0m
      (2023: £41.8m)
    Last submitted accounts: 30 June 2024
    Turnover: £16.0m
      (2023: £14.9m)
    Loss before tax: £(5.5)m
      (2023: £(8.1)m)
    Net assets: £(22.8)m
      (2023: (£17.4m)
    Valuation methodology: Multiple
    2023: Multiple

    3
    Permutive
    Permutive’s publisher data platform gives its customers an in-the-moment view of everyone on their site.
    www.permutive.com

    Initial investment date: May 2015
    Investment cost: £19.0m
      (2023: £19.0m)
    Valuation: £31.0m
      (2023: £41.2m)
    Last submitted accounts: 31 January 2023
    Turnover: Not available2
      (2023: £9.8m)
    Loss before tax: Not available2
      (2023: £(19.3)m)
    Net assets: Not available2
      (2023: £(40.2)m)
    Valuation methodology: Multiple
      2023: Multiple

    4
    Elliptic
    Crypto compliance and forensic investigation solutions used by financial institutions, crypto businesses, law enforcement, and regulators to detect and prevent financial crime.
    www.elliptic.co

    Initial investment date: July 2014
    Investment cost: £9.9m
      (2023: £9.9m)
    Valuation: £26.2m
      (2023: £19.0m)
    Last submitted accounts: 31 March 2024
    Turnover: £13.7m
      (2023: £9.6m)
    Loss before tax: £(16.4)m
      (2023: £(27.1)m)
    Net assets: £(3.8)m
      (2023: £10.6m)
    Valuation methodology: Multiple
    2023: Multiple

    5
    Vitesse

    A settlement and liquidity management platform to hold funds and deliver international payments globally, using domestic, in-country processing.
    www.vitesse.io/

    Initial investment date: June 2020
    Investment cost: £8.8m
      (2023: £10.1m)
    Valuation: £25.8m
      (2023: £26.6m)
    Last submitted accounts: 31 March 2024
    Consolidated turnover: £24.8m
      (2023: £11.2m)
    Consolidated profit/(loss) before tax: £0.6m
      (2023: £(5.7)m)
    Net assets: £17.3m
      (2023: £16.2m)
    Valuation methodology: Multiple
    2023: Last Round

    6
    ManyPets

    An award-winning insurtech company with a specific focus on providing better pet insurance for everyone.
    www.manypets.com

    Initial investment date: October 2016
    Investment cost: £10.0m
      (2023: £10.0m)
    Valuation: £24.6m
      (2023: £47.1m)
    Last submitted accounts: 31 March 2024
    Turnover: £29.6m
      (2023: £35.9m)
    Loss before tax: £(34.1)m
      (2023: £(67.5)m)
    Net assets: £79.9m
      (2023: £110.6m)
    Valuation methodology: Multiple
    2023: Multiple

    7
    Pelago

    A digital health solution for managing substance use disorders.
    www.pelagohealth.com

    Initial investment date: January 2020
    Investment cost: £17.9m
    (2023: £17.9m)
    Valuation: £23.2m
      (2023: £38.6m)
    Last submitted accounts: Not available2
    Turnover: Not available2
    2023: Not available2:
    Loss before tax: Not available2
    2023: Not available2
    Net assets: Not available2
    2023: Not available2
    Valuation methodology: Multiple
    2023: Last round

    8
    Legl
    Cloud based legal workflow automation platform.
    www.legl.com

    Initial investment date: January 2021
    Investment cost: £7.3m
      (2023: £7.3m)
    Valuation: £18.6m
      (2023: £13.8m)
    Last submitted accounts: 31 December 2023
    Turnover: Not available2
      2023: Not available2
    Profit/(loss) before tax: $1.5m
      (2023: $(0.1)m)
    Net assets: $30.4m
      (2023: $28.8m)
    Valuation methodology: Multiple
    2023: Multiple

    9
    Orbex

    Focused on providing low-cost orbital launch services for small satellites.
    www.orbex.space

    Initial investment date: December 2020
    Investment cost: £12.0m
      (2023: £10.3m)
    Valuation: £17.8m
      (2023: £15.3m)
    Last submitted group accounts: 31 December 2023
    Turnover: Not available2
    2023: Not available2
    Consolidated loss before tax: £(17.2)m
    (2023:(8.8)m)
    Consolidated net assets: £16.3m
      (2023: £31.8m)
    Valuation methodology: Scenario Analysis
    2023: Scenario Analysis

    10
    Token

    A leading open banking solution, focused on payments.
    www.token.io

    Initial investment date: March 2017
    Investment cost: £12.6m
      (2023: £12.6m)
    Valuation: £16.5m
      (2023: £17.1m)
    Last submitted group accounts: 31 December 2023
    Turnover: Not available2
    2023: Not available2
    Loss before tax: Not available2
    2023: Not available2
    Net assets: £0.9m
      (2023: £0.7m)
    Valuation methodology: Multiple
    2023: Multiple

    1. These are numbers per latest public filings. More recent figures have not yet been disclosed.
    2. Information not publicly available.

    Outlook
    Our portfolio companies have been navigating a turbulent few years and global geo‑political and economic conditions remain uncertain. Due to the early‑stage nature of the portfolio companies, any improvement in conditions will not be felt immediately.

    The fundraising environment remains challenging for portfolio companies, with 2024 seeing both a decline in the number of investments completed at the seed and Series A stages and many rounds completing at decreased valuations. This is largely a function of a reset in venture-backed valuations which began in 2022, with many companies having no option but to accept a reduced valuation to bring in new capital to survive or scale. We have also seen in the year that the venture landscape has been reshaped by AI, which captured a 37% share in all funding in 2024 and 17% of all deals.1 However, when AI investments are excluded, global deal activity dropped to its lowest levels since 2016.

    With some of our portfolio companies struggling to secure new investors and requiring significant investment to develop, many have had to focus on cash preservation and limit their growth. As such, the valuation multiples being applied have declined in line with this. We have also seen some companies being unable to achieve the milestones Octopus set out when the initial investment was completed and so we have seen more declines in value.

    Looking to the future, the Octopus Ventures team has been focusing on driving both improved performance and distributions to Titan. In the year, we have been able to realise £29 million in cash proceeds to the Company from exits. This includes deferred amounts received in cash relating to disposals from previous periods. In addition, £12.4 million was distributed from Zenith Holding Company to the Company. The team is actively involved in its portfolio companies and during the year developed specific workstreams to support the portfolio with value-adding activities, as summarised below:

    • Capital allocation: aims to optimise financial planning by fostering stronger alignment between each company’s strategic objectives and their financial plans, reducing the risk of unexpected cash issues and value-eroding insolvencies or emergency down-rounds. Improving financial planning will ensure efficient resource allocation, minimise risks and enhance profitability, ultimately leading to sustainable growth and long-term success.
    • Return: looking to drive exits or other liquidity events as part of a clear aim of regularly recycling capital back into the Company.
    • Raise: to improve fundraising outcomes for portfolio companies, through initiatives such as supporting the creation of fundraising material, network introductions for potential investors or timeframe planning. Raising additional funding is crucial to provide the necessary capital to expand operations, invest in new technologies and seize available growth opportunities, ensuring a company’s long-term viability and competitive edge.
    • Talent and board: to drive performance in companies by supporting and influencing the build of high performing leadership teams and effective boards. This workstream is driven by Octopus Ventures in-house People and Talent team. Building talented teams drives innovation, enhances productivity and contributes to a positive work culture, all of which lead to a company’s overall success.

    Titan’s capital and resources have been prioritised on those portfolio companies which have the potential to drive the greatest returns. This portfolio focus has been leveraging the advantages Titan has of being a very large and mature VCT holding a highly diversified portfolio. Having made over 80 investments in the preceding few years, there remains the opportunity for long-term returns to the Company. The ongoing focus for the team will be optimising growth plans for the portfolio and taking advantage of exit opportunities.

    1. https://www.cbinsights.com/research/report/venture-trends-2024/

    Risks and risk management

    The Board assesses the risks faced by Titan and, as a board, reviews the mitigating controls and actions, and monitors the effectiveness of these controls and actions.

    Emerging and principal risks, and risk management

    Emerging risks

    The Board has considered emerging risks. The Board seeks to mitigate emerging risks and those noted below by setting policy, regular review of performance and monitoring progress and compliance. In the mitigation and management of these risks, the Board applies the principles detailed in the Financial Reporting Council’s Guidance on Risk Management, Internal Control and Related Financial and Business Reporting.

    The following are some of the potential emerging risks that management and the Board are currently monitoring:

    • adverse changes in global macroeconomic environment;
    • challenging market conditions for private company fundraising and exits;
    • geo-political instability; and
    • climate change.

    Principal risks

    Risk Mitigation Change
    Investment performance:    
    The focus of Titan’s investments is into unquoted, small and medium‑sized VCT qualifying companies which, by their nature, entail a higher level of risk and shorter cash runway than investments in larger quoted companies. Octopus has significant experience of investing in early-stage unquoted companies, and appropriate due diligence is undertaken on every new investment. A member of the Octopus Ventures team is appointed to the board of a portfolio company using a risk-based approach, considering the size of the company within the Titan portfolio and the engagement levels of other investors. Regular board reports are prepared by the portfolio company’s management and examined by the Manager. This arrangement, in conjunction with its Portfolio Talent team’s active involvement, allows Titan to play a prominent role when necessary in a portfolio company’s ongoing development and strategy. The overall risk in the portfolio is mitigated by maintaining a wide spread of holdings in terms of financing stage, age, industry sector and business model. The Board reviews the investment portfolio with the Portfolio Manager on a regular basis. The Portfolio Manager is incentivised via a performance incentive fee for exceeding certain performance hurdles. The Board and Octopus are reviewing the fee structure. Risk exposures continue to increase due to the difficult macro environment and challenging trading conditions for some portfolio companies continuing.
    Risk Mitigation Change
    VCT qualifying status:    
    Titan is required at all times to observe the conditions for the maintenance of approved VCT status. The loss of such approval could lead to Titan and its investors losing access to the various tax benefits associated with VCT status and investment. Octopus tracks Titan’s qualifying status regularly throughout the year, and reviews this at key points including investment realisation. This status is reported to the Board at each Board meeting. The Board has also engaged external independent advisers to undertake an independent VCT status monitoring role. Decreased exposures reflected in the previous period remain. VCT status monitoring by independent advisers continues to reduce the risk of an issue causing a loss of VCT status.
    Risk Mitigation Change
    Loss of key people:    
    The loss of key investment staff by the Portfolio Manager could lead to poor fund management and/or performance due to lack of continuity or understanding of Titan. The Portfolio Manager has a broad team, experienced in and focused on early-stage
    investing and portfolio company management. Various mitigants exist to assist in managing key person risk. These include frameworks that review succession, remuneration and career progression. Workforce planning is continuous and reviews skillsets and team structures. To reduce the exposure further, the core team is also supplemented by part-time venture partners with sector or functional specialism.
    The increased exposures reflected in the previous period remain due to the loss of the lead fund manager and other leadership positions at the Portfolio Manager. The absence of a performance fee and lack of new investments or deal-making opportunities compared to previous periods are also factors.
    Risk Mitigation Change
    Operational:    
    The Board is reliant on the Portfolio Manager to manage investments effectively, and manage the services of a number of third parties, in particular the registrar, depositary and tax advisers. A failure of the systems or controls at Octopus or third-party providers could lead to an inability to provide accurate reporting and accounting and to ensure adherence to VCT rules. The Board reviews the system of internal controls, both financial and non-financial, operated by Octopus (to the extent the latter are relevant to Titan’s internal controls). These include controls designed to make sure that Titan’s assets are safeguarded and that proper accounting records are maintained. No overall change in risk exposure on balance.
    Risk Mitigation Change
    Information security:    
    A loss of key data could result in a data breach and fines. The Board is reliant on Octopus and third parties to take appropriate measures to prevent a loss of confidential customer information. Annual due diligence is conducted on third parties which includes a review of their controls for information security. Octopus has a dedicated information security team and a third party is engaged to provide continual protection in this area. A security framework is in place to help prevent malicious events. No overall change on balance, although cyber threat remains a significant risk area faced by all service providers. The appropriateness of mitigants in place are continuously reassessed to adapt to new risk exposures, such as those posed by artificial intelligence.
    Risk Mitigation Change
    Economic:    
    Events such as an economic recession and movement in interest rates could adversely affect some smaller companies’ valuations, as they may be more vulnerable to changes in trading conditions or the sectors in which they operate. This could result in a reduction in the value of Titan’s assets. Titan invests in a diverse portfolio of companies, across a range of sectors, which helps to mitigate against the impact on any one sector. Titan also maintains adequate liquidity to make sure it can continue to provide follow‑on investment to those portfolio companies which require it and which is supported by the individual investment case. Increased exposures reflected in the previous periods remain and have heightened further as economic uncertainty persists through high inflation, high interest rates and other economic factors.
    Risk Mitigation Change
    Legislative:    
    A change to the VCT regulations could adversely impact Titan by restricting the companies Titan can invest in under its current strategy. Similarly, changes to VCT tax reliefs for investors could make VCTs less attractive and impact Titan’s ability to raise further funds. The Portfolio Manager engages with HM Treasury and industry bodies to demonstrate the positive benefits of VCTs in terms of growing early-stage companies, creating jobs and increasing tax revenue, and to help shape any change to VCT legislation. Risk exposure has continued to reduce since the previous period following the extension of the sunset clause to 2035 being agreed.
    Risk Mitigation Change
    Liquidity:    
    The risk that Titan’s available cash will not be sufficient to meet its financial obligations. Titan invests in smaller unquoted companies, which are inherently illiquid as there is no readily available market for these shares. Therefore, these may be difficult to realise for their fair market value at short notice. Titan’s liquidity risk is managed on a continuing basis by Octopus in accordance with policies and procedures agreed by the Board. Titan’s overall liquidity risks are monitored on a quarterly basis by the Board, with frequent budgeting and close monitoring of available cash resources. Titan maintains sufficient investments in cash and readily realisable securities to meet its financial obligations. At 31 December 2024, these investments were valued at £183,770,000 (2023: £199,841,000), which represents 22% (2023: 20%) of the net assets of Titan. The Board also reviews the cash runway in the portfolio. Risk exposure has continued to increase, reflecting economic uncertainty, the impact on fundraising and the risk of failing to exit portfolio companies.
    Risk Mitigation Change
    Valuation:    
    The portfolio investments are valued in accordance with International Private Equity and Venture Capital (IPEV) valuation guidelines. This means companies are valued at fair value. As the portfolio comprises smaller unquoted companies, establishing fair value can be difficult due to the lack of a readily available market for the shares of such companies and the potentially limited number of external reference points. Valuations of portfolio companies are performed by appropriately experienced staff, with detailed knowledge of both the portfolio company and the market it operates in. These valuations are then subject to review and approval by Octopus’ Valuation Committee, comprised of staff who are independent of Octopus Ventures with relevant knowledge of unquoted company valuations, as well as Titan’s Board of Directors. Risk exposure remains unchanged from the previous period due to economic uncertainty within valuation modelling.
    Risk Mitigation Change
    Foreign currency exposure:    
    Investments held and revenues generated in other currencies may not generate the expected level of returns due to changes in foreign exchange rates. Octopus and the Board regularly review the exposure to foreign currency movement to make sure the level of risk is appropriately managed. Investments are primarily made in GBP, EUR and USD so exposure is limited to a small number of currencies. On realisation of investments held in foreign currencies, cash is converted to GBP shortly after receiving the proceeds to limit the amount of time exposed to foreign currency fluctuations. Risk exposure has not changed since the previous period.

    Viability statement

    In accordance with the FRC UK Corporate Governance Code published in 2018 and provision 36 of the AIC Code of Corporate Governance, the Directors have assessed the prospects of Titan over a period of five years, consistent with the expected investment hold period of a VCT investor. Under VCT rules, subscribing investors are required to hold their investment for a five-year period in order to benefit from the associated tax reliefs. The Board regularly considers strategy, including investor demand for Titan’s shares, and a five-year period is considered to be a reasonable time horizon for this.

    The Board carried out a robust assessment of the emerging and principal risks facing Titan and its current position, including risks which may adversely impact its business model, future performance, solvency or liquidity, and focused on the major factors which affect the economic, regulatory and political environment. Particular consideration was given to Titan’s reliance on, and close working relationship with, the Portfolio Manager.

    The Board has carried out robust stress testing of cash flows which included assessing the resilience of portfolio companies, including the requirement for any future financial support and the ability to pay dividends, and buybacks.

    The Board has additionally considered the ability of Titan to comply with the ongoing conditions to make sure it maintains its VCT qualifying status under its current Investment policy.

    Based on this assessment the Board confirms that it has a reasonable expectation that Titan will be able to continue in operation and meet its liabilities as they fall due over the five-year period to 31 December 2029. The Board is mindful of the ongoing risks and will continue to make sure that appropriate safeguards are in place, in addition to monitoring the cash flow forecasts to ensure Titan has sufficient liquidity.

    Directors’ responsibilities statement

    The Directors are responsible for preparing the Strategic Report, the Directors’ Report, the Directors’ Remuneration Report and the financial statements in accordance with applicable law and regulations. They are also responsible for ensuring that the annual report and financial statements include information required by the Listing Rules of the Financial Conduct Authority.

    Company law requires the Directors to prepare financial statements for each financial year. Under that law the Directors have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (GAAP), including Financial Reporting Standard 102 – ‘The Financial Reporting Standard Applicable in the United Kingdom and Republic of Ireland’ (FRS 102), (United Kingdom accounting standards and applicable law). Under company law the Directors must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs and profit or loss of the Company for that period. In preparing these financial statements, the Directors are required to:

    • select suitable accounting policies and then apply them consistently;
    • make judgements and accounting estimates that are reasonable and prudent;
    • state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements;
    • prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Company will continue in business; and
    • prepare a Strategic Report, Directors’ Report and Directors’ Remuneration Report which comply with the requirements of the Companies Act 2006.

    The Directors are responsible for keeping adequate accounting records that are sufficient to show and explain the Company’s transactions and disclose with reasonable accuracy at any time the financial position of the Company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

    Insofar as each of the Directors is aware:

    • there is no relevant audit information of which the Company’s auditor is unaware; and
    • the Directors have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.

    The Directors are responsible for preparing the annual report and financial statements in accordance with applicable law and regulations. Having taken advice from the Audit Committee, the Directors are of the opinion that this report as a whole provides the necessary information to assess the Company’s performance, business model and strategy and is fair, balanced and understandable.

    The Directors are responsible for the maintenance and integrity of the corporate and financial information included on the Company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

    The Directors confirm that, to the best of their knowledge:

    • the financial statements, prepared in accordance with United Kingdom Generally Accepted Accounting Practice, including FRS 102, give a true and fair view of the assets, liabilities, financial position and profit or loss of the Company; and
    • the annual report and financial statements (including the Strategic Report), give a fair review of the development and performance of the business and the position of the Company, together with a description of the principal risks and uncertainties that it faces.

    On behalf of the Board

    Tom Leader
    Chair

    Income statement

        Year to 31 December 2024 Year to 31 December 2023
        Revenue Capital Total Revenue Capital Total
        £’000 £’000 £’000 £’000 £’000 £’000
    Gain/(loss)/gain on disposal of fixed asset investments   — 5,184 5,184 — (1,870) (1,870)
    Gain on disposal of current asset investments   — 563 563 — 355 355
    Loss on valuation of fixed asset investments   — (136,894) (136,894) — (131,655) (131,655)
    Gain on valuation of current asset investments   — 4,439 4,439 — 8,098 8,098
    Investment income   4,215 — 4,215 4,467 — 4,467
    Investment management fee   (954) (18,125) (19,079) (1,054) (20,028) (21,082)
    Other expenses   (6,072) — (6,072) (6,264) — (6,264)
    Foreign exchange translation   — (5) (5) — (1,548) (1,548)
    Loss before tax   (2,811) (144,838) (147,649) (2,851) (146,648) (149,499)
    Tax   — — — — — —
    Loss after tax   (2,811) (144,838) (147,649) (2,851) (146,648) (149,499)
    Loss per share – basic and diluted   (0.2)p (8.8)p (9.0)p (0.2)p (9.7)p (9.9)p
    • The ‘Total’ column of this statement is the profit and loss account of Titan. The supplementary revenue return and capital return columns have been prepared under guidance published by the Association of Investment Companies.
    • All revenue and capital items in the above statement derive from continuing operations.
    • Titan has only one class of business and derives its income from investments made in shares and securities, and from bank and money market funds.

    Titan has no other comprehensive income for the period.

    The accompanying notes form an integral part of the financial statements.

    Balance sheet

        As at 31 December 2024 As at 31 December 2023  
        £’000 £’000 £’000 £’000  
    Fixed asset investments     640,797   791,403  
    Current assets:            
    Money market funds   93,523   91,172    
    Corporate bonds   90,247   108,669    
    Applications cash1   22   17,842    
    Cash at bank   213   2,970    
    Debtors   8,412   1,218    
          192,417   221,871  
    Creditors: amounts falling due within one year   (1,856)   (19,530)    
    Net current assets     190,561   202,341  
                 
    Net assets     831,358   993,744  
                 
    Share capital     1,647   1,594  
    Share premium     —   45,780  
    Capital redemption reserve     141   74  
    Special distributable reserve     1,056,537   1,025,614  
    Capital reserve realised     (125,444)   (89,570)  
    Capital reserve unrealised     (57,285)   51,674  
    Revenue reserve     (44,238)   (41,422)  
                 
    Total equity shareholders’ funds     831,358   993,744  
                 
    NAV per share     50.5p   62.4p  
    1. Funds raised from investors since Titan opened for new investment which have not been allotted as at year end.

    The accompanying notes form an integral part of the financial statements.

    The statements were approved by the Directors and authorised for issue on 28 April 2025 and are signed on their behalf by:

    Tom Leader, Chair
    Company Number 06397765

    Statement of changes in equity

          Capital Special Capital Capital    
      Share Share redemption distributable reserve reserve Revenue  
      capital premium reserve reserve1 realised1 unrealised reserve1 Total
      £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000
    As at 1 January 2024 1,594 45,780 74 1,025,614 (89,570) 51,674 (41,422) 993,744
    Comprehensive income for the year:                
    Management fees allocated as capital expenditure — — — — (18,125) — — (18,125)
    Current year gain on disposal of fixed asset investments — — — — 5,184 — — 5,184
    Current year gain on disposal of current asset investments — — — — 563 — — 563
    Loss on fair value of fixed asset investments — — — — — (136,894) — (136,894)
    Gain on fair value of current asset investments — — — — — 4,439 — 4,439
    Loss after tax — — — — — — (2,811) (2,811)
    Foreign exchange translation — — — — — — (5) (5)
    Total comprehensive income for the year — — — — (12,378) (132,455) (2,816) (147,649)
    Contributions by and distributions to owners:                
    Share issue (includes DRIS) 120 76,664 — — — — — 76,784
    Share issue costs — (1,893) — — — — — (1,893)
    Repurchase of own shares (67) — 67 (37,986) — — — (37,986)
    Dividends paid (includes DRIS) — — — (51,642) — — — (51,642)
    Total contributions by and distributions to owners 53 74,771 67 (89,628) — — — (14,737)
    Other movements:                
    Share premium cancellation — (120,551) — 120,551 — — — —
    Prior year fixed asset gains now realised — — — — 7,473 (7,473) — —
    Prior year current asset losses now realised — — — — (74) 74 — —
    Transfer between reserves — — — — (30,895) 30,895 — —
    Total other movements — (120,551) — 120,551 (23,496) 23,496 — —
    Balance as at 31 December 2024 1,647 — 141 1,056,537 (125,444) (57,285) (44,238) 831,358
    1. Reserves are available for distribution, subject to the restrictions.

    The accompanying notes form an integral part of the financial statements.

          Capital Special Capital Capital    
      Share Share redemption distributable reserve reserve Revenue  
      capital premium reserve reserve1 realised1 unrealised reserve1 Total
      £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000
    As at 1 January 2023 1,368 92,896 27 887,288 (53,430) 160,634 (37,023) 1,051,760
    Comprehensive income for the year:                
    Management fees allocated as capital expenditure — — — — (20,028) — — (20,028)
    Current year loss on disposal of fixed asset investments — — — — (1,870) — — (1,870)
    Current year gain on disposal of current asset investments — — — — 355 — — 355
    Loss on fair value of fixed asset investments — — — — — (131,655) — (131,655)
    Gain on fair value of current asset investments — — — — — 8,098 — 8,098
    Loss after tax — — — — — — (2,851) (2,851)
    Foreign exchange translation — — — — — — (1,548) (1,548)
    Total comprehensive income for the year — — — — (21,543) (123,557) (4,399) (149,499)
    Contributions by and distributions to owners:                
    Share issue (includes DRIS) 273 207,132 — — — — — 207,405
    Share issue costs — (5,737) — — — — — (5,737)
    Repurchase of own shares (47) — 47 (32,422) — — — (32,422)
    Dividends paid (includes DRIS) — — — (77,763) — — — (77,763)
    Total contributions by and distributions to owners 226 201,395 47 (110,185) — — — 91,483
    Other movements:                
    Share premium cancellation — (248,511) — 248,511 — — — —
    Prior year current asset losses now realised — — — — (355) 355 — —
    Transfer between reserves — — — — (14,242) 14,242 — —
    Total other movements — (248,511) — 248,511 (14,597) 14,597 — —
    Balance as at 31 December 2023 1,594 45,780 74 1,025,614 (89,570) 51,674 (41,422) 993,744
    1. Reserves are available for distribution, subject to the restrictions.

    The accompanying notes form an integral part of the financial statements.

    Cash flow statement

        Year to 31 December Year to 31 December
        2024 2023
        £’000 £’000
    Reconciliation of profit to cash flows from operating activities      
    Loss before tax1   (147,649) (149,499)
    Decrease in debtors2   279 3,671
    Decrease/(increase) in creditors   146 (440)
    Gain on disposal of current asset investments   (563) (355)
    Gain on valuation of current asset investments   (4,439) (8,098)
    Gain on disposal of fixed asset investments   (5,184) (1,111)
    Loss on valuation of fixed asset investments   136,894 131,655
    Outflow from operating activities   (20,516) (24,177)
    Cash flows from investing activities      
    Sale of current asset investments   23,424 4,028
    Purchase of fixed asset investments   (30,011) (97,650)
    Proceeds from sale of fixed asset investments3   41,432 45,637
    Inflow/(outflow) from investing activities   34,845 (47,985)
    Cash flows from financing activities      
    Movement in applications account   (17,820) (5,457)
    Dividends paid (net of DRIS)   (43,881) (58,210)
    Purchase of own shares   (37,986) (32,422)
    Share issues (net of DRIS)   69,025 187,852
    Share issue costs   (1,893) (5,737)
    (Outflow)/inflow from financing activities   (32,555) 86,026
    Increase/(decrease) in cash and cash equivalents   (18,226) 13,864
    Opening cash and cash equivalents   111,984 98,120
    Closing cash and cash equivalents   93,758 111,984
    Cash and cash equivalents comprise      
    Cash at bank   213 2,970
    Applications cash   22 17,842
    Money market funds   93,523 91,172
    Closing cash and cash equivalents   93,758 111,984
    1. Loss before tax includes cashflows from dividends of £4.2 million (2023: £4.2 million).
    2. Movement in debtors, net of disposal proceeds received in the year £41.4 million, with £40.9 million relating to current year disposals and £0.5 million relating to prior year disposals.
    3. Of these proceeds, £12.4 million was distributed from Zenith Holding Company, a wholly owned subsidiary of Titan, to Titan during the year.

    The accompanying notes form an integral part of the financial statements.

    Notes to the financial statements

    1. Principal accounting policies

    Titan is a Public Limited Company (plc) incorporated in England and Wales and its registered office is at 6th Floor, 33 Holborn, London EC1N 2HT.

    Titan has been approved as a Venture Capital Trust by HMRC under Section 259 of the Income Taxes Act 2007. The shares of Titan were first admitted to the Official List of the UK Listing Authority and trading on the London Stock Exchange on 28 December 2007 and can be found under the TIDM code OTV2. Titan is premium listed.

    The principal activity of Titan is to invest in a diversified portfolio of UK smaller companies in order to generate capital growth over the long term as well as an attractive tax-free dividend stream.

    The financial statements are presented in GBP (£) to the nearest £’000. The functional currency is also GBP (£). Some accounting policies have been disclosed in the respective notes to the financial statements.

    Basis of preparation

    The financial statements have been prepared on a going concern basis under the historical cost convention, except for the measurement at fair value of certain financial instruments, and in accordance with UK Generally Accepted Accounting Practice (GAAP), including Financial Reporting Standard 102 – ‘The Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland’ (FRS 102), and with the Companies Act 2006 and the Statement of Recommended Practice (SORP) ‘Financial Statements of Investment Trust Companies and Venture Capital Trusts (July 2022)’.

    2. Investment income
    Accounting policy
    Investment income includes interest earned on money market funds. Dividend income is shown net of any related tax credit.

    Dividends receivable are brought into account when Titan’s right to receive payment is established and there is no reasonable doubt that payment will be received. Fixed returns on debt and money market funds are recognised so as to reflect the effective interest rate, provided there is no reasonable doubt that payment will be received in due course.

    Disclosure

      Year to Year to
      31 December 31 December
      2024 2023
      £’000 £’000
    Money market funds 4,215 4,154
    Loan note interest receivable — 313
    Total investment income 4,215 4,467

    In the current year, accrued loan note interest income is treated to be included in the fair value of investments. The opening balance of accrued loan interest has been reclassified to be included in the fair value of investments. This reclassification amends the balance previously reported as of 31 December 2023.

    3. Investment management fees
    Accounting policy

    For the purposes of the revenue and capital columns in the Income Statement, the management fee has been allocated 5% to revenue and 95% to capital, in line with the Board’s expected long-term return in the form of income and capital gains respectively from Titan’s investment portfolio.

    Disclosure

      Year to 31 December 2024 Year to 31 December 2023
      Revenue Capital Total Revenue Capital Total
      £’000 £’000 £’000 £’000 £’000 £’000
    Investment            
    management fee 954 18,125 19,079 1,054 20,028 21,082

    The Portfolio Manager provides investment management services through agreements with Octopus AIF Management Limited and Titan. It also provides non-investment services to Titan under a non-investment services agreement. No compensation is payable if the agreement is terminated by either party, if the required notice period is given. The fee payable, should insufficient notice be given, will be equal to the fee that would have been paid should continuous service be provided, or the required notice period was given. The basis upon which the management fee is calculated is disclosed within the Annual Report and financial statements.

    4. Other expenses
    Accounting policy

    Other expenses are accounted for on an accruals basis and are charged wholly to revenue.

    The transaction costs incurred when purchasing or selling assets are written off to the Income Statement in the period that they occur.

      Year to Year to
      31 December 31 December
      2024 2023
      £’000 £’000
    Ongoing adviser and non-advised charges 2,111 2,370
    Non-investment services fee1 2,078 2,020
    Other fees 780 480
    Directors’ remuneration2 263 192
    Audit fees 204 191
    Registrar’s fees 196 200
    Depositary fees 187 270
    Listing fees 136 401
    Directors and Officers (D&O) insurance 117 123
    Impairment of accrued loan note interest receivable — 17
    Total 6,072 6,264
    1. For further information please see note 9.
    2. Includes employers’ NI.

    Total ongoing charges are capped at 2.5% of net assets. For the year to 31 December 2024, the ongoing charges were 2.5% of net assets (2023: 2.4%). This is calculated by summing the expenses incurred in the period (excluding ongoing IFA charges and non‑recurring expenses) divided by the average NAV throughout the period.

    5. Tax on ordinary activities
    Accounting policy

    Corporation tax payable is applied to profits chargeable to corporation tax, if any, at the current rate. The tax effect of different items of income/gain and expenditure/loss is allocated between capital and revenue return on the ‘marginal’ basis as recommended in the SORP.

    Deferred tax is recognised in respect of all timing differences at the reporting date. Timing differences are differences between taxable profits and total income as stated in the financial statements that arise from the inclusion of income and expenses in tax assessments in periods different from those in which they are recognised in financial statements.

    Disclosure
    The corporation tax charge for the period was £nil (2023: £nil).

      Year to Year to
      31 December 31 December
      2024 2023
      £’000 £’000
    Loss on ordinary activities before tax (147,649) (149,499)
    Current tax at 25% (2023: 23.5%) (36,912) (35,163)
    Effects of:    
    Non‑taxable income (1,054) (977)
    Non‑taxable capital loss 31,677 29,418
    Non‑deductible expenses 55 71
    Zenith distribution1 3,100 —
    Excess management expenses on which deferred tax not recognised 3,134 7,070
    Tax rate differences2 — (419)
    Total current tax charge — —

    1. £12.4 million was distributed from Zenith Holding Company to Titan in the year which is taxable income for Titan.
    2. Tax rate difference in the year to 31 December 2023 due to tax charge for the year being calculated at 19% and excess management expenses on which deferred tax is not recognised being calculated at 25%.

    Unrelieved tax losses of £227,486,000 (2023: £214,949,000) are estimated to be carried forward at 31 December 2024 (subject to completion of Titan’s tax return) and are available for offset against future taxable income, subject to agreement with HMRC. Titan has not recognised the deferred tax asset of £56,871,000 (2023: £53,737,000) in respect of these tax losses because there is insufficient forecast taxable income in excess of deductible expenses to utilise these losses carried forward. There is no expiry period on these deductible expenses under the UK HMRC legislation.

    Approved VCTs are exempt from tax on capital gains. As the Directors intend for Titan to continue to maintain its approval as a VCT through its affairs, no current deferred tax has been recognised in respect of any capital gains or losses arising on the revaluation or disposal of investment.

    6. Dividends
    Accounting policy

    Dividends payable are recognised as distributions in the financial statements when Titan’s liability to make the payment has been established. This liability is established on the record date, the date on which those shareholders on the share register are entitled to the dividend.

    Disclosure

      Year to Year to
      31 December 31 December
      2024 2023
      £’000 £’000
    Dividends paid in the year    
    Previous year’s second interim dividend – 1.9p (2023: 3.0p) 31,876 46,127
    Current year’s interim dividend – 1.2p (2023: 2.0p) 19,767 31,636
    Total 51,643 77,763
         
    Dividends in respect of the year    
    Interim dividend – 1.2p (2023: 2.0p) 19,767 31,636
    Second interim dividend – 0.5p (2023: 1.9p) 8,236 31,876
    Total 28,003 63,512

    The figures above include dividends elected to be reinvested through the DRIS.

    The second interim dividend of 0.5p for the period ending 31 December 2024 will be paid on 29 May 2025 to shareholders on the register on 25 April 2025, this equates to 1% of the Company’s opening NAV per share.

    7. Earnings per share

      Year to 31 December 2024 Year to 31 December 2023
      Revenue Capital Total Revenue Capital Total
    Loss attributable to Ordinary shareholders (£’000) (2,811) (144,838) (147,649) (2,851) (146,648) (149,499)
    Loss per Ordinary share (p) (0.2)p (8.8)p (9.0)p (0.2)p (9.7)p (9.9)p

    The total loss per share is based on 1,644,900,726 (2023: 1,506,111,802) Ordinary shares, being the weighted average number of Ordinary shares in issue during the year.

    There are no potentially dilutive capital instruments in issue and so no diluted return per share figures are relevant. The basic and diluted earnings per share are therefore identical.

    8. Net asset value per share

      31 December 31 December
      2024 2023
    Net assets (£) 831,358,000 993,744,000
    Ordinary shares in issue 1,647,212,355 1,593,601,092
    NAV per share (p) 50.5 62.4

    9. Transactions with the Manager and Portfolio Manager

    Since 1 September 2017, Titan has been classified as a full-scope Alternative Investment Fund under the Alternative Investment Fund Management Directive (the ‘AIFM Directive’). As a result, since 1 September 2017, Titan’s investment management agreement was assigned by way of the deed of novation from Octopus Investments Limited to Octopus AIF Management Limited to act as Manager (an authorised alternative investment fund manager responsible for ensuring compliance with the AIFM Directive). Octopus AIF Management Limited has in turn appointed Octopus Investments Limited to act as Portfolio Manager to Titan (responsible for portfolio management and the day-to-day running of Titan).

    Titan paid Octopus AIF Management Limited £19,079,000 (2023: £21,082,000) in the period as a management fee. The annual management charge (AMC) is based on 2% of Titan’s NAV in respect of existing funds but in respect of funds raised by Titan under the 2018 Offer and thereafter (and subject to Titan having a cash reserve of 10% of its NAV), the AMC on uninvested cash is the lower of either (i) the actual return that Titan receives on its cash and funds that are the equivalent of cash (which currently consist of corporate bonds and money market funds) subject to a 0% floor and (ii) 2% of Titan’s NAV. The AMC is payable quarterly in advance and calculated using the latest published NAV of Titan and the number of shares in issue at each quarter end.

    Octopus provides non-investment services to the Company and receives a fee for these services which is capped at the lower of (i) 0.3% per annum of the Company’s NAV or (ii) the administration and accounting costs of the Company for the year ended 31 December 2020 with inflation increases in line with the Consumer Price Index. During the period, the Company paid £2,078,000 (2023: £2,020,000) to Octopus for the non‑investment services.

    In addition, Octopus is entitled to performance-related incentive fees. The incentive fees were designed to ensure that there were significant tax-free dividend payments made to shareholders as well as strong performance in terms of capital and income growth, before any performance-related fee payment was made.

    Due to performance in the year, the total value has decreased to 155.6p, representing a total loss of 8.8p. Therefore, the high water mark for the 2025 financial year remains at 197.7p.

    If, on a subsequent financial year end, the performance value of Titan falls short of the high water mark on the previous financial year end, no performance fee will arise. If, on a subsequent financial year end, the performance exceeds the previous best high water mark of Titan, the Manager will be entitled to 20% of such excess in aggregate.

    Octopus received £39,000 in the period to 31 December 2024 (2023: £36,000) in regard to arrangement and monitoring fees in relation to investments made on behalf of Titan. Since 31 October 2018, Octopus no longer receives such fees in respect of new investments or any such new fees in respect of further investments into portfolio companies in which Titan invested on or before 31 October 2018, with any such fees received after that time being passed to Titan.

    The cap relating to Titan’s total ongoing charges ratio, that is the regular, recurring costs of Titan expressed as a percentage of its NAV, above which Octopus has agreed to pay, is 2.5%, and is calculated in accordance with the AIC Guidelines.

    Octopus AIF Management Limited remuneration disclosures (unaudited)
    Quantitative remuneration disclosures required to be made in this annual report in accordance with the FCA Handbook FUND 3.3.5 are available on the website: https://www.octopusinvestments.com/remuneration-disclosures/.

    10. Related party transactions

    Titan owns Zenith Holding Company Limited, which owns a share in Zenith LP, a fund managed by Octopus.

    In the year, Octopus Investments Nominees Limited (OINL) has purchased Titan shares from shareholders to correct administrative issues, on the understanding that shares will be sold back to Titan in subsequent share buybacks. As at 31 December 2024, no Titan shares were held by OINL (2023: no shares) as beneficial owner. Throughout the period to 31 December 2024, OINL purchased 65,000 shares (2023: 1,883,000 shares) at a cost of £36,000 (2023: £1,563,000) and sold 65,000 shares (2023: 1,883,000 shares) for proceeds of £34,000 (2023: £1,353,000). This is classed as a related party transaction as Octopus, the Portfolio Manager, and OINL are part of the same group of companies. Any such future transactions, where OINL takes over the legal and beneficial ownership of Company shares, will be announced to the market and disclosed in annual and half‑yearly reports.

    Several members of the Octopus investment team hold non-executive directorships as part of their monitoring roles in Titan’s portfolio companies, but they have no controlling interests in those companies.

    Details of the Directors and their remuneration can be found in the Directors’ Remuneration Report.

    The Directors received the following dividends from Titan:

      Year to Year to
      31 December 31 December
      2024 2023
      £ £
    Jane O’Riordan 4,766 6,901
    Tom Leader 1,464 1,889
    Lord Rockley 2,406 2,776
    Julie Nahid Rahman 138 89
    Gaenor Bagley
    Rupert Dickinson
    738
    —
    901
    —

    11. 2024 financial information

    The figures and financial information for the year ended 31 December 2024 are extracted from the Company’s annual financial statements for the period and do not constitute statutory accounts. The Company’s annual financial statements for the year to 31 December 2024 have been audited but have not yet been delivered to the Registrar of Companies. The Auditors’ report on the 2024 annual financial statements was unqualified, did not include a reference to any matter to which the auditors drew attention without qualifying the report, and did not contain any statements under Sections 498(2) or 498(3) of the Companies Act 2006.

    12. 2023 financial information

    The figures and financial information for the period ended 31 December 2023 are compiled from an extract of the published financial statements for the period and do not constitute statutory accounts. Those financial statements have been delivered to the Registrar of Companies and included the Auditors’ report which was unqualified, did not include a reference to any matter to which the auditors drew attention without qualifying the report, and did not contain any statements under Sections 498(2) or 498(3) of the Companies Act 2006.

    13. Annual Report and financial statements

    The Annual Report and financial statements will be posted to shareholders in early May and will be available on the Company’s website, octopustitanvct.com. The Notice of Annual General Meeting is contained within the Annual Report.

    14. General information

    Registered in England & Wales. Company No. 06397765
    LEI: 213800A67IKGG6PVYW75

    15. Directors

    Tom Leader (Chair), Jane O’Riordan, Lord Rockley, Gaenor Bagley, Julie Nahid Rahman and Rupert Dickinson.

    16. Secretary and registered office   

    Octopus Company Secretarial Services Limited
    6th Floor, 33 Holborn, London EC1N 2HT

    The MIL Network –

    April 29, 2025
  • MIL-OSI Russia: Victory of the State University of Management: Our Students Conquered the All-Russian Festival of Social Projects

    Translation. Region: Russian Federal

    Source: State University of Management – Official website of the State –

    Projects by students of the Institute of Marketing of the State University of Management became winners and prize-winners of the annual All-Russian student festival of social projects “Media Class”.

    The festival has been uniting creative youth of Russia for over 20 years. The theme of this year’s festival was thinking in code.

    The projects of our university students revealed aspects of the implementation of new technologies, the possibilities of artificial intelligence, and ways of solving social problems using neural networks.

    GUU teams that became winners of the “Media Class” festival

    Nomination “Audio”

    1st place – project “Get offline”. Authors: Natalia Kruglova, Nina Smirnova (students of the “RISSO in business 3-3” group). Leader – Alexandra Timokhovich.

    1st place – project “Take a break and come back to life”. Authors: Anisimova Ioanna, Petrosyan Diana (students of the group “PNB 3-1”). Leader – Alexandra Timokhovich.

    “Our audio clip is dedicated to the problem of digital burnout, excessive involvement of children and young people in the digital space and social networks. We set ourselves the task of not only identifying the problematic situation, but also offering optimal solutions. We used the dialogization technique to make the impact of the text on the target audience more focused!”, shared student Ioanna Anisimova.

    2nd place – project “The Terrible Truth”. Authors: Daria Yezhova, Elizaveta Fedoseeva (students of the “RISSO in Business 3-1” group). Leader – Alexandra Timokhovich.

    2nd place – project “Quarter-life crisis”. Author: Tatyana Letunova (student of the “RISSO in business 3-1” group). Supervisor – Alexandra Timokhovich.

    “Many people think that youth is a time of entertainment, carelessness, frivolity. But this is not so. Many young people experience stress from social pressure, anxiety due to uncertainty, lack of confidence due to the need to choose their future profession. In the audio clip, I urge young people to reduce their anxiety level, stop to think about the present and the future,” admitted Tatyana Letunova.

    3rd place – project “Save the Silence of the Forest”. Authors: Ksenia Ignatyeva, Anna Vaslyaeva (students of the “RISSO in Business 3-1” group). Leader – Alexandra Timokhovich.

    3rd place – project “Say no to energy drinks”. Authors: Ulyana Sorokina, Sofia Alekseeva (students of the “RISSO in business 3-3” group). Leader – Alexandra Timokhovich.

    Nomination “Text”

    1st place – project “Artificial Intelligence”. Author: Maria Markosyan (student of the “PNB 1-1” group). Supervisor – Alexandra Timokhovich.

    “In my essay, I discussed how artificial intelligence can help solve social and environmental problems. I looked at different problem situations that people face and outlined the capabilities that artificial intelligence has for solving various problems, the main thing is to learn how to use it correctly,” said Maria Markosyan.

    Nomination “Complex social project”

    1st place – project “Never abandon your pets”. Authors: Anna Badayeva, Ksenia Stavtseva (students of the “RISSO in business 3-1” group). Leader – Alexandra Timokhovich.

    2nd place – projects “Digital pensioners”, “Leaving online?”, “Modern farm”. Author: Marina Zotkina (master’s student of the “Producing advertising communications 1-1” group). Supervisors – Elena Dianina, Alexandra Timokhovich.

    “I am very happy that the social projects that we develop and implement during our studies are recognized and supported. When choosing the bachelor’s and master’s degree programs related to advertising and PR communications, I set myself the goal of contributing to the development of society. Thanks to my project managers, Elena Dianina and Alexandra Timokhovich, I can move forward and implement new ideas,” said Marina Zotkina.

    3rd place – project “Loneliness among youth”. Authors: Adamova Nelli, Yarmukhamedova Kamiliya (students of the group “RISSO in business 3-1”). Leader – Alexandra Timokhovich.

    We congratulate the winners and leaders of student projects, wishing them creative inspiration and further success!

    Subscribe to the TG channel “Our GUU” Date of publication: 04/29/2025

    Please note: This information is raw content directly from the source of the information. It is exactly what the source states and does not reflect the position of MIL-OSI or its clients.

    MIL OSI Russia News –

    April 29, 2025
  • MIL-OSI: BAWAG Group publishes Q1 2025 results: Net profit € 201 million and RoTCE 25.8%

    Source: GlobeNewswire (MIL-OSI)

    Today, BAWAG Group released its results for the first quarter 2025, reporting a net profit of € 201 million, earnings per share of € 2.54, and a RoTCE of 25.8%. Pre-provision profits were at € 336 million and the cost-income ratio at 37%. The first quarter 2025 represents the starting point as a larger group. After the closing of our most recent acquisition, Barclays Consumer Bank Europe, on February 1, 2025, the first quarter results include a full quarter of Knab and two months of Barclays Consumer Bank Europe.

    The CET1 ratio was at 13.8%, in line with the pro-forma capital ratio at year-end 2024. This already considers the deduction of € 111 million dividend accrual for Q1 2025 as well as the self-funded acquisition of Barclays Consumer Bank Europe. On April 4, 2025, the Annual General Meeting approved the dividend for the financial year 2024 of € 5.50 per share, which was paid out on April 11, 2025. The NPL ratio was at 0.7% at the end of the first quarter, reflecting our consistently strong asset quality.        

    BAWAG Group also reconfirms the outlook for the financial year 2025 as well as its mid-term targets as presented on the investor day on March 4, 2025.

    Anas Abuzaakouk, CEO, commented: “We delivered net profit of € 201 million, EPS of € 2.54, and a return on tangible common equity of 26% during the first quarter. The recent market volatility from the short-term impacts of changing tariffs and more long-term impacts on global trade will take some time to be fully understood. However, we have a solid foundation, a fortress balance sheet, and a leadership team that has worked together for over a decade navigating changing currents as we aim to be a source of strength for our customers and the communities we serve.”

    The earnings presentation is available on https://www.bawaggroup.com.

    Delivering strong results in the first quarter 2025 as a larger group

    in € million Q1 ’25 Q1 ‘24 Change vs prior
    year (in %)
    Q4 ’24 Change vs prior quarter (in %)
    Core revenues 534.8 392.8 36 449.6 19
    Net interest income 445.8 317.1 41 368.4 21
    Net commission income 89.0 75.7 18 81.2 10
    Operating income 533.8 383.8 39 461.7 16
    Operating expenses (197.6) (126.2) 57 (164.8) 20
    Pre-provision profit 336.2 257.6 31 296.9 13
    Regulatory charges (9.6) (5.2) 85 (4.3) >100
    Risk costs (59.2) (29.9) 98 1.4 —
    Profit before tax 268.0 222.8 20 296.1 (9)
    Net profit 201.0 166.9 20 240.0 (16)
               
    RoTCE 25.8% 23.7% 2.1pts 31.6% (5.8)pts
    CIR 37% 32.9% 4.1pts 35.7% 1.3pts
    Earnings per share (€) 2.54 2.11 20 3.03 (16)
    Liquidity Coverage Ratio (LCR) 213% 217% (4)pts 249% (36)pts

    Earnings presentation
    BAWAG Group will host the earnings call with our CEO Anas Abuzaakouk and CFO Enver Sirucic at 10 a.m. CEST on 29 April 2025. The webcast details are available on our website under Financial Results | BAWAG Group.

    About BAWAG Group
    BAWAG Group AG is a publicly listed holding company headquartered in Vienna, Austria, serving our over 4 million retail, small business, corporate, real estate and public sector customers across Austria, Germany, Switzerland, Netherlands, Ireland, the United Kingdom, and the United States. The Group operates under various brands and across multiple channels offering comprehensive savings, payment, lending, leasing, investment, building society, factoring and insurance products and services. Our goal is to deliver simple, transparent, and affordable financial products and services that our customers need.

    BAWAG Group’s Investor Relations website https://www.bawaggroup.com/ir contains further information, including financial and other information for investors.

    Forward-looking statement
    This release contains “forward-looking statements” regarding the financial condition, results of operations, business plans and future performance of BAWAG Group. Words such as “anticipates,” “believes,” “estimates,” “expects,” “forecasts,” “intends,” “plans,” “projects,” “may,” “will,” “should,” “would,” “could” and other similar expressions are intended to identify these forward-looking statements. These forward-looking statements reflect management’s expectations as of the date hereof and are subject to risks and uncertainties that may cause actual results to differ materially from those projected. These risks and uncertainties include, but are not limited to, economic conditions, the regulatory environment, loan concentrations, vendors, employees, technology, competition, and interest rates. Readers are cautioned not to place undue reliance on the forward-looking statements as actual results may differ materially from the results predicted. Neither BAWAG Group nor any of its affiliates, advisors or representatives shall have any liability whatsoever (in negligence or otherwise) for any loss howsoever arising from any use of this report or its content or otherwise arising in connection with this document. This report does not constitute an offer or invitation to purchase or subscribe for any securities and neither it nor any part of it shall form the basis of or be relied upon in connection with any contract or commitment whatsoever. This statement is included for the express purpose of invoking “safe harbor provisions”.

    Financial Community:
    Jutta Wimmer (Head of Investor Relations)
    Tel: +43 (0) 5 99 05-22474

    IR Hotline: +43 (0) 5 99 05-34444
    E-mail: investor.relations@bawaggroup.com

    Media:
    Manfred Rapolter (Head of Corporate Communications & Social Engagement)
    Tel: +43 (0) 5 99 05-31210
    E-mail: communications@bawaggroup.com

    This text can also be downloaded from our website: https://www.bawaggroup.com

    The MIL Network –

    April 29, 2025
  • MIL-OSI: Q1 2025 Revenues

    Source: GlobeNewswire (MIL-OSI)

    Media relations:
    Victoire Grux
    Tel.: +33 6 04 52 16 55
    victoire.grux@capgemini.com

    Investor relations:
    Vincent Biraud
    Tel.: +33 1 47 54 50 87
    vincent.biraud@capgemini.com

    Q1 2025 Revenues

    • Q1 2025 revenues of €5,553 million, up +0.5% at current exchange rates and a decline limited to -0.4% at constant exchange rates1
    • Bookings of €5,884 million representing a strong 1.06 book-to-bill for the period

    Paris, April 29, 2025 – The Capgemini Group reported Q1 2025 revenues of € 5,553 million, up +0.5% at current exchange rates and a decline limited to -0.4% at constant exchange rates.

    Aiman Ezzat, Chief Executive Officer of the Capgemini Group, said: “We delivered a Q1 slightly better than our expectations in a macro and geopolitical environment that remains challenging. Clients continue to focus on transformation programs aimed at improving the agility, cost and efficiency of their operations.

    We are well positioned and are taking advantage of the growing appetite of our clients for generative AI and agentic AI which represented more than 6% of our bookings in Q1. We continue to invest in training and assets and to reinforce our ecosystem in this domain with new initiatives with Nvidia and Google Cloud.

    We are focused on opportunities in the fields of defense, sovereignty and cyber in Europe while continuing to benefit from global growth in digital core and digital continuity.

    Considering the current context on international trade and tariffs, we are confirming our financial objectives for 2025 and as such we retain the cautious stance adopted at the beginning of the year.”

      Revenues
    (in millions of euros)
      Change
      2024 2025   Reported At constant exchange rates*
    Q1 5,527 5,553   +0.5% -0.4%

    Capgemini revenues reached €5,553 million in Q1 2025, corresponding to a revenue decline limited to -0.4% at constant currency*. This represents a +0.7 points improvement on the year-on-year growth rate reported in Q4 2024, primarily driven by the North America and United Kingdom and Ireland regions.

    In a more volatile economic environment due to rising geopolitical tensions, the Group has not seen at this stage a material impact on client decisions. Large companies and organizations remain decidedly focused on transformation programs aimed at improving the agility and efficiency of their operations, at the expense of growth-oriented projects.

    In that context, Capgemini’s high value-added services around Cloud, Data & AI and digital continuity enjoyed robust growth in Q1.

    OPERATIONS BY REGION

    At constant exchange rates, revenues in North America (28% of 2024 Group revenues) were back to slight growth in Q1, up +0.8% year-on-year. This performance was mostly driven by the TMT (Telecoms, Media and Technology) and Financial Services sectors, and partly offset by a decline in the Manufacturing sector.

    The United Kingdom and Ireland region (12% of 2024 Group revenues) accelerated further on Q4 2024 growth rate with revenues up +3.9% year-on-year. The Public Sector and Energy & Utilities sector contributed the most to this growth, and Financial Services remained dynamic.

    Revenues in France (20% of 2024 Group revenues) declined by -4.9% year-on-year, most notably due to persisting weakness in the Manufacturing and Energy & Utilities sectors.

    In the Rest of Europe region (31% of 2024 Group revenues), revenues were down by -2.3% year-on-year, reflecting the decline in the Manufacturing sector whereas other sectors were broadly stable.

    Finally, the Asia-Pacific and Latin America region (9% of 2024 Group revenues) enjoyed solid growth with revenues up +7.6% year-on-year. The Public Sector and TMT sector posted a strong growth, complemented by robust momentum in the Financial Services and Manufacturing sectors.

    OPERATIONS BY BUSINESS

    At constant exchange rates, total revenues* of Strategy & Transformation consulting services (9% of 2024 Group revenues) grew by +1.2% year-on-year in Q1.

    Total revenues of Applications & Technology services (62% of 2024 Group revenues and Capgemini’s core business) were up +1.9% year-on-year.

    Finally, total revenues of Operations & Engineering services (29% of 2024 Group revenues) declined by -2.6% year-on-year.

    HEADCOUNT

    At March 31, 2025, the Group’s total headcount stood at 342,700, up +1.6% year-on-year and +0.5% compared to the end of December 2024.

    Onshore headcount decreased by -1.4% to 143,300, while offshore headcount was up +3.9% to 199,400, i.e., 58% of total employees.

    BOOKINGS

    Bookings totaled €5,884 million in Q1 2025, up +2.8% year-on-year at constant exchange rates. The book-to-bill ratio stands at 1.06, above the historical average for the period.

    OUTLOOK

    The Group’s financial targets for 2025 are:

    • Revenue growth of -2.0% to +2.0% at constant currency;
    • Operating margin of 13.3% to 13.5%;
    • Organic free cash flow of around €1.9 billion.

    CONFERENCE CALL

    Aiman Ezzat, Chief Executive Officer, accompanied by Nive Bhagat, Chief Financial Officer, will comment on this publication during a conference call in English to be held today at 8.00 a.m. Paris time (CET). You can follow this conference call live via webcast at the following link. A replay will also be available for a period of one year.

    All documents relating to this publication will be posted on the Capgemini investor website at https://investors.capgemini.com/en/.

    PROVISIONAL CALENDAR

    May 7, 2025        Shareholders’ meeting
    July 30, 2025        H1 2025 results
    October 28, 2025        Q3 2025 revenues

    The dividend payment schedule to be submitted to the Shareholders’ Meeting for approval would be:

    May 20, 2025        Ex-dividend date on Euronext Paris
    May 22, 2025        Payment of the dividend

    DISCLAIMER

    This press release may contain forward-looking statements. Such statements may include projections, estimates, assumptions, statements regarding plans, objectives, intentions and/or expectations with respect to future financial results, events, operations and services and product development, as well as statements, regarding future performance or events. Forward-looking statements are generally identified by the words “expects”, “anticipates”, “believes”, “intends”, “estimates”, “plans”, “projects”, “may”, “would”, “should” or the negatives of these terms and similar expressions. Although Capgemini’s management currently believes that the expectations reflected in such forward-looking statements are reasonable, investors are cautioned that forward-looking statements are subject to various risks and uncertainties (including, without limitation, risks identified in Capgemini’s Universal Registration Document available on Capgemini’s website), because they relate to future events and depend on future circumstances that may or may not occur and may be different from those anticipated, many of which are difficult to predict and generally beyond the control of Capgemini. Actual results and developments may differ materially from those expressed in, implied by or projected by forward-looking statements. Forward-looking statements are not intended to and do not give any assurances or comfort as to future events or results. Other than as required by applicable law, Capgemini does not undertake any obligation to update or revise any forward-looking statement.

    This press release does not contain or constitute an offer of securities for sale or an invitation or inducement to invest in securities in France, the United States or any other jurisdiction.

    ABOUT CAPGEMINI

    Capgemini is a global business and technology transformation partner, helping organizations to accelerate their dual transition to a digital and sustainable world, while creating tangible impact for enterprises and society. It is a responsible and diverse group of 340,000 team members in more than 50 countries. With its strong over 55-year heritage, Capgemini is trusted by its clients to unlock the value of technology to address the entire breadth of their business needs. It delivers end-to-end services and solutions leveraging strengths from strategy and design to engineering, all fueled by its market leading capabilities in AI, generative AI, cloud and data, combined with its deep industry expertise and partner ecosystem. The Group reported 2024 global revenues of €22.1 billion.

    Get the Future You Want | http://www.capgemini.com/

    * *

    *

    APPENDIX1

    BUSINESS CLASSIFICATION

    • Strategy & Transformation includes all strategy, innovation and transformation consulting services.
    • Applications & Technology brings together “Application Services” and related activities and notably local technology services.
      • Operations & Engineering encompasses all other Group businesses. These comprise Business Services (including Business Process Outsourcing and transaction services), all Infrastructure and Cloud services, and R&D and Engineering services.

    DEFINITIONS

    Year-on-year revenue growth at constant exchange rates is calculated by comparing revenues for the reported period with those of the same period of the previous year restated with the exchange rates of the reported period.

    Reconciliation of growth rates Q1
    2025
    Growth at constant exchange rates -0.4%
    Exchange rate fluctuations +0.9pts
    Reported growth +0.5%

    When determining activity trends by business and in accordance with internal operating performance measures, growth at constant exchange rates is calculated based on total revenues, i.e., before elimination of inter-business billing. The Group considers this to be more representative of activity levels by business. As its businesses change, an increasing number of contracts require a range of business expertise for delivery, leading to a rise in inter-business flows.

    Operating margin is one of the Group’s key performance indicators. It is defined as the difference between revenues and operating costs. It is calculated before “Other operating income and expenses” which include amortization of intangible assets recognized in business combinations, expenses relative to share-based compensation (including social security contributions and employer contributions) and employee share ownership plan, and non-recurring revenues and expenses, notably impairment of goodwill, negative goodwill, capital gains or losses on disposals of consolidated companies or businesses, restructuring costs incurred under a detailed formal plan approved by the Group’s management, the cost of acquiring and integrating companies acquired by the Group, including earn-outs comprising conditions of presence, and the effects of curtailments, settlements and transfers of defined benefit pension plans.

    Normalized net profit is equal to profit for the year (Group share) adjusted for the impact of items recognized in “Other operating income and expense”, net of tax calculated using the effective tax rate. Normalized earnings per share is computed like basic earnings per share, i.e., excluding dilution.

    Organic free cash flow is equal to cash flow from operations less acquisitions of property, plant, equipment and intangible assets (net of disposals) and repayments of lease liabilities, adjusted for cash out relating to the net interest cost.

    Net debt (or net cash) comprises (i) cash and cash equivalents, as presented in the Consolidated Statement of Cash Flows (consisting of short-term investments and cash at bank) less bank overdrafts, and also including (ii) cash management assets (assets presented separately in the Consolidated Statement of Financial Position due to their characteristics), less (iii) short- and long-term borrowings. Account is also taken of (iv) the impact of hedging instruments when these relate to borrowings, intercompany loans, and own shares.

    REVENUES BY REGION

      Revenues
    (in millions of euros)
      Year-on-year growth
      Q1 2024 Q1 2025   Reported At constant exchange rates
    North America 1,527 1,582   +3.6% +0.8%
    United Kingdom and Ireland 684 728   +6.4% +3.9%
    France 1,131 1,076   -4.9% -4.9%
    Rest of Europe 1,729 1,689   -2.3% -2.3%
    Asia-Pacific and Latin America 456 478   +4.9% +7.6%
    TOTAL 5,527 5,553   +0.5% -0.4%

    REVENUES BY BUSINESS

      Total revenues*
    (in % of 2024 Group revenues)
      Year-on-year growth
    of total revenues at constant exchange rates
     
    Strategy & Transformation 9%   +1.2%
    Applications & Technology 62%   +1.9%
    Operations & Engineering 29%   -2.6%

    1 The terms and Alternative Performance Measures marked with an (*) are defined and/or reconciled in the appendix to this press release.
    1 Note that in the appendix, certain totals may not equal the sum of amounts due to rounding adjustments.

    Attachment

    • Capgemini_-_2025-04-29_-_2025_Q1_Revenues

    The MIL Network –

    April 29, 2025
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