Category: Economy

MIL-OSI: Bpce: Appointments of Mohamed Kallala and Philippe Setbon to the Executive Management Committee of BPCE
Source: GlobeNewswire (MIL-OSI)

Appointments of Mohamed Kallala and Philippe Setbon to the Executive Management Committee of BPCE

Paris, February 5, 2025

Mohamed Kallala, Chief Executive Officer of Natixis, in charge of Corporate & Investment Banking, and Philippe Setbon, Deputy Chief Executive Officer of Natixis, in charge of Asset & Wealth Management, are joining the Executive Management Committee of BPCE, following their direct reporting to Nicolas Namias, CEO of BPCE, since January 1, 2025. The Executive Management Committee of BPCE now has a total of twelve members.

Biography of Mohamed Kallala

Mohamed Kallala started his career in 1993 as an ALM trader for BNP Paribas before being appointed Head of Mergers & Acquisitions at Crédit Agricole Indosuez in 1995. In 2000, he founded Global Equities Corporate Finance. In 2005, he joined Natixis and became Head of Real Estate Specialist Advisory. In 2010, Mohamed was appointed Head of Real Estate Finance before becoming Global Head of Investment Banking in 2016. In early 2020, Mohamed Kallala became Global Head of Natixis Corporate & Investment Banking’s Global Markets activity, before becoming its Global Co-Head later the same year. In 2023, he was appointed Global Head of Natixis Corporate & Investment Banking businesses. In January 2025, he was appointed Chief Executive Officer of Natixis, in charge of Corporate & Investment Banking.

Biography of Philippe Setbon

Philippe Setbon began his career in 1990 as a financial analyst with Barclays Bank in Paris, before working for Groupe Azur-GMF for 10 years as Head of Asset Management. He then joined Generali Group in 2004 where he held a succession of senior roles including CEO of Generali Investments France, CEO of Generali Investments Europe Sgr and Chief Investment Officer for the whole Generali Group. He joined Groupama in 2013 as CEO of Groupama Asset Management. In 2019, he became CEO of Ostrum Asset Management, then CEO of Natixis Investment Managers in 2023. Philippe Setbon has been President of the French Asset Management Association (AFG) since June 2022. In January 2025, Philippe Setbon was appointed Deputy Chief Executive Officer of Natixis, in charge of Asset & Wealth Management.

For Nicolas Namias, CEO of BPCE: “I would like to welcome Mohamed Kallala and Philippe Setbon to the Executive Management Committee, recognizing their professionalism and the excellent results they have achieved for the two global businesses of Groupe BPCE. This also demonstrates our commitment to the continued development of Natixis CIB and Natixis IM in service of their direct clients, as well as those of the Banques Populaires and Caisses d’Epargne. This move further enriches our Executive Management Committee by providing a balanced representation of each of the Group’s businesses, including retail banking and insurance as well as those with a global dimension, and our major functions. Now comprising 12 members, the Executive Management Committee illustrates the richness of career paths within the group, blending expertise and experience, and our ability to attract and nurture talent.”

© Photo Credits :
Mohamed Kallala : Fabrice Vallon
Phlippe Setbon : Noura Felfel

About Groupe BPCE

Groupe BPCE is the second-largest banking group in France and the fourth in Europe. Through its 100,000 staff, the group serves 35 million customers – individuals, professionals, companies, investors and local government bodies – around the world. It operates in the retail banking and insurance fields in France via its two major networks, Banque Populaire and Caisse d’Epargne, along with Banque Palatine and Oney. It also pursues its activities worldwide with the asset & wealth management services provided by Natixis Investment Managers and the wholesale banking expertise of Natixis Corporate & Investment Banking. The Group’s financial strength is recognized by four credit rating agencies with the following senior preferred LT ratings: Moody’s (A1, stable outlook), Standard & Poor’s (A+, stable outlook), Fitch (A+, stable outlook) and R&I (A+, stable outlook).

Attachment
- 20250205_PR_GroupeBPCE_Appointments Mohamed Kallala and Philippe Setbon to the EMC of BPCE
The MIL Network –
February 6, 2025
MIL-OSI USA: Senator Baldwin Introduces Bipartisan Legislation to Support More Wisconsin Dairy Businesses
US Senate News:
Source: United States Senator for Wisconsin Tammy Baldwin

WASHINGTON, D.C. – Today, U.S. Senators Tammy Baldwin (D-WI) and Marsha Blackburn (R-TN) introduced the Dairy Business Innovation Act of 2025, bipartisan legislation that will strengthen the Dairy Business Innovation Initiatives (DBII) to help more American dairy farmers and processors add value to their businesses, including creating new products, expanding their markets, and modernizing their production facilities. To date, the Baldwin-backed program has supported over 250 dairy farmers and processors in the Midwest, including 109 in Wisconsin.

“My Dairy Business Innovation Initiative has helped Wisconsin dairy farmers, producers, and cheesemakers grow their operations, tap into new markets, and innovate new products,” said Senator Baldwin. “From expanding facilities and growing their operations to improving packaging and lowering their shipping costs, this program has helped Wisconsin businesses grow their bottom lines and create jobs in our rural communities. I’m fighting to expand this vital program so more farmers, cheesemakers, and dairy processors have the tools to innovate and drive our rural economy forward.”

“The dairy industry is an essential part of the American economy. It is crucial that we provide the resources that dairies in Tennessee need to expand and create new products,” said Senator Blackburn. “With many small Tennessee dairies struggling to remain open, this bill will allow these businesses to diversify and expand their market competitiveness.”

After Senator Baldwin successfully created the DBII program in the 2018 Farm Bill, multiple dairy business and innovation centers were established to serve producers across the country. These centers, in partnership with dairy farmers and processors, are spurring innovation in dairy businesses, fostering the development of new dairy products and modernizing existing dairy plants. As a result, the program has gone on to add value to the milk produced by American farmers and expand their market access.

Each regional initiative is tasked with providing technical assistance and grants to farmers and processors, including:
- Supporting new and expanding dairy businesses—Centers provide assistance with business plan development, accounting, market evaluation, and strategic planning.
- Promoting innovation in dairy products—Dairy businesses receive assistance with product innovation, marketing and branding, packaging, distribution, supply chain innovation, food safety training and consultation, and dairy product production training.
- Assisting with dairy plant modernization and process improvement—Dairy businesses receive assistance with processing facility improvement, including assistance with plant upgrades, food safety modernization, energy and water efficiency, byproduct reprocessing and use maximization, and waste treatment.
The Dairy Business Innovation Act of 2025 builds on the support for regional dairy research and innovation centers across the country by raising the program’s annual authorization from $20 million to $36 million.

The legislation is endorsed by the International Dairy Foods Association, Midwest Dairy Coalition, National Milk Producers Federation, Organic Valley, Wisconsin Cheese Makers Association, and the Wisconsin Farm Bureau Federation.

“Dairy Business Innovation Initiatives have spurred both farm and processor business growth over the past five years, strengthening rural economies and creating career opportunities, but our work is far from done. Increased program funding is critical now as the dairy industry faces new market volatility, labor challenges, and inflation,” said Rebekah Sweeney, senior director of programs and policy for the Wisconsin Cheese Makers Association, serving nearly 900 dairy industry companies and cooperatives nationwide. “We’re deeply grateful for Sen. Baldwin’s championship of Dairy Business Innovation Initiatives and for the bipartisan coalition of lawmakers working hard to see this program continue.”

“We thank Senators Baldwin and Blackburn for their continued bipartisan leadership in strengthening the Dairy Business Innovation Initiatives program. Dairy has a storied history of pioneering effective new products and practices as dairy farmers and their cooperatives work to supply the U.S. and the world with nutritious, sustainably produced food. This program helps support researchers and their industry partners working to drive this innovation forward,” said Gregg Doud, President and CEO of National Milk Producers Federation.

“Senator Tammy Baldwin and Senator Marsha Blackburn should be commended for a bill that enhances the assets and investments in the U.S. the dairy industry,” said Adam Warthesen, Vice President of Government and Industry Affairs at Organic Valley. “Dairy is an economic engine in rural communities – we at Organic Valley know dairy processors who are doing more with support from this initiative and American farmers who are better positioned to bring milk to market because of it.”

“Wisconsin dairy farmers are a mainstay of our state’s rural economy and its essential we continue to support innovation in an effort to keep it relevant,” said Wisconsin Farm Bureau President Brad Olson. “The Dairy Business Innovation Act of 2025 will increase the funding available to dairy farmers and processors to maintain Wisconsin’s place as a national and global leader. Wisconsin Farm Bureau appreciate Sen. Baldwin’s commitment to providing the necessary funding needed to help Wisconsin’s dairy industry develop new products and access emerging markets with the introduction of the Dairy Business Innovation Act of 2025.”

“The Midwest Dairy Coalition applauds Senators Baldwin and Blackburn for their continued leadership in providing dairy farmers and dairy businesses with the resources to innovate and diversify their operations for a more economically sustainable future,” said Steve Etka, Policy Director, Midwest Dairy Coalition.

“IDFA applauds Senators Baldwin and Blackburn for introducing the Dairy Business Innovation Act of 2025. The bill promotes innovation in the dairy processing sector and will help industry members work together to address common challenges and create new market opportunities for healthy and nutritious dairy products,” said International Dairy Foods Association (IDFA) President and CEO Michael Dykes, D.V.M.
MIL OSI USA News –
February 6, 2025
MIL-OSI USA: SCHUMER REVEALS: AFTER TRUMP’S FUNDING FREEZE FIASCO, HEAD START PROGRAMS ACROSS UPSTATE NY & U.S. STILL MISSING MILLIONS IN VITAL FUNDING TO KEEP CHILDCARE RUNNING — EVEN LEADING TO CLOSURES,…
US Senate News:
Source: United States Senator for New York Charles E Schumer

Last Week Amid Trump’s Illegal Funding Freeze The Head Start Online Payment System Shut Down Across The Country, Despite The Admin Saying It Was Exempt From The Freeze And Has Provided No Explanation Why This Occurred

Now A Week Later, Head Start Providers In NY And Across America Have Been Missing Payments They Rely On From Feds, Forcing Some Upstate Childcare Providers To Even Layoff Staff And Temporarily Shut Down Services Impacting Hundreds Of Families; Schumer Says This Cannot Continue And Is Demanding Immediate Action And Oversight

Schumer: We Can’t Let NY’s Head Start Providers Be Left In Limbo, We Need This System Fixed & Answers NOW

After Head Start providers in New York and across America were locked out of federal funding amid Trump’s federal funding freeze, U.S. Senator Chuck Schumer today revealed that a week later Head Start providers are now missing payments, facing delays and enduring severe technical issues with no end or clarity in sight. Schumer said after the payment management shutdown, despite the White House saying Head Start programs should be exempt, there have been continued reports of childcare programs in NY and across the country missing payments from the feds creating a growing problem, and even leading to some Head Start programs in NY temporarily closing or laying off staff, impacting hundreds of families in need of childcare.

Schumer is now demanding HHS immediately address this problem, fix the payment system, and provide answers to give Head Start programs the assurances and funding they need to continue their essential childcare in rural and underserved communities.

“Trump’s illegal funding freeze created chaos for childcare programs across the country, and we still have no answer on why the payment system shut down. Now a week later Head Start programs still are missing federal payments, forcing some to shutter or even lay off staff, impacting hundreds of families here in Upstate NY. Enough is enough. Head Start providers cannot pay their teachers, staff or provide childcare without the assurances of payment,” said Senator Schumer. “I’m calling on HHS to take immediate action to ensure Head Start providers receive the funds and clarity they deserve. Right now Head Start providers and parents are worried sick this funding will continue to be delayed and they can be left high and dry when it comes to childcare. We can’t leave our children and families in limbo due to a chaotic and incompetent policy decision by this new administration. We need answers and this problem fixed now. Our parents, teachers, and children who rely on Head Start deserve nothing less.”

Schumer explained after the Head Start programs across the country – including in Michigan, Connecticut, and Wisconsin – are still unable to access funding leading to major issues, and New York is now seeing these impacts as well. Head Start programs across Upstate NY and NYC have reported trouble getting paid, putting their cash flow at further risk and jeopardizing their ability to make payroll consistently for staff. For example, the Cattaraugus & Wyoming Counties Project Head Start, which serves 200+ children and employs 80+ staff across both counties, has said they are still unable to access funds. Without federal funding, the program has been unable to reopen and was forced to temporarily lay off all staff until this problem can be addressed.

“As of Tuesday, January 28, 2025, all Head Start employees were sent home and program was closed due to the Executive Order to pause all federal grants and loans. Though this EO was rescinded, the pause has caused a back log of draw downs through the federal payment system. As of Tuesday, February 4, 2025, we still do not have answers. It seems the Department of HHS and the federal payment system are unable to agree where the problem is originating. We have almost 200 families without services and 84 employees without a job. To say it’s frustrating is an understatement,” said Cattaraugus & Wyoming Counties Project Head Start Board of Directors Chairperson, Andrea Aldinger. “I thank Senator Schumer for recognizing the importance of Head Start programs in local communities and for taking action to support affected families, children, and employees.”

“The New York State Head Start Association (NYSHSA) Board of Directors is concerned that the recent pause in funding had significant consequences for the thousands of children and families attending Head Start preschools and Early Head Start in NY,” said NYSHSA President Carolyn Wiggins. “We have heard from Head Start programs from across the state, from Western New York, to the Southern Tier and New York City, have experienced funding delays that rendered them unable to make payroll and, in some cases, temporarily close. We thank Senator Schumer for fighting to get answers and address this problem so we can continue our essential work to help children and families across NY.”

Schumer is now leading Senate Democrats in demanding immediate action from the Trump administration and said HHS must fix this problem now and promptly disburse delayed funds to Head Start programs. The senators said programs and families deserve an explanation for why the funding freeze has continued and what the feds plan to do to ensure it never happens again. The lawmakers said families across America depend on this federal funding for childcare and their peace of mind.

Schumer said Head Start programs cannot afford to continue normal operations without the assurances of payment processing and notices of grant renewals and that the feds must deliver the funding needed to resume operations and Head Start programs in New York and across the country need immediate answers about why this happening.

“Despite reports of an end to a federal funding freeze, settlement house Head Start providers have still reported challenges and delays with payment since last week. Disrupting payments on contracted programs is devastating for child care providers who want to carry out their mission of caring for children and helping working parents get through their day to day. An interruption in cash flow, even for a few weeks, can have devastating consequences and puts providers in serious financial jeopardy to continue their operations. The Office of Head Start and the Department of Health and Human Services must prioritize the immediate payment of these vital child care services. Jeopardizing child care is no way to help working families,” said Susan Stamler, Executive Director of United Neighborhood Houses.

A copy of Schumer’s letter he is leading with Senator Kaine and 27 of their colleagues in the Senate to Acting U.S. Department of Health and Human Services Secretary Dorothy Fink and Acting Director of the Office of Head Start Captain Tala Hooban can be found below:

Dear Acting Secretary Dr. Fink and Acting Director Captain Hooban:

We are writing today to raise ongoing, urgent concerns experienced by Head Start programs in our states and across the country. These concerns include (1) a lack of clarity on the status of renewals and notice of awards in the February 1^st grant cycle, (2) delays in processing reimbursements through the Payment Management System (PMS), and (3) a lack of clear communication with grantees throughout this confusing time.

We request your immediate action and assurance on the following:
1. All requests for disbursements of funds submitted through PMS to be promptly processed to allow all Head Start programs to draw down federal funds;
2. Programs on the February 1^st grant cycle will be notified of their renewal or notice of award before the deadline to ensure no lapse in funding or program operations; and
3. Transparent and consistent communication with Head Start programs to address the ongoing challenges.
Since its inception in 1965, Head Start has provided critical early childhood education and comprehensive services to nearly 40 million low-income young children and their families in communities across the nation. Today, Head Start programs are supported by 250,000 staff to serve nearly 800,000 children across the nation. Head Start’s comprehensive services ensure children receive age-appropriate health care, dental care, immunizations, and health insurance, and they provide referrals to other critical services for parents, such as job training, adult education, nutrition services, and housing support. For the last several years, Congress has worked in a bipartisan manner to recognize this longstanding federal program’s important work by providing increased appropriations.

Since the morning of Tuesday, January 28^th, the Head Start community has faced immense uncertainty and disruptions by the Office of Management and Budget’s (OMB) memo (M-2513), directing federal agencies to “temporarily pause all activities related to obligation or disbursement of all federal financial assistance.” While the Trump Administration later clarified that Head Start would not be the target of the funding freeze, many Head Start programs across the country were unable to access the PMS to draw down federal funds. PMS was reinstated, but programs across the country have not had funding disbursed in a timely manner.

Head Start programs cannot pay their teachers and staff and continue normal operations without the assurances of payment processing and notices of grant renewals and awards. This will impact children, families, and communities across the country, particularly the rural communities where these programs represent a large share of the childcare options.

Even if this issue extends beyond the Office of Head Start, we urge you to do everything in your power to ensure these programs receive transparent and frequent communication on the progress of their funds being released. Head Start programs operate on razor-thin margins and cannot survive without timely intervention. Children, families, employees, and educators all depend on these critical federal funds.

Once these issues are resolved, we request you provide responses to the following questions:
1. What factors contributed to delayed disbursements to Head Start programs through the Payment Management System? What steps will be taken to ensure such delays will not occur in the future?
2. How many Head Start programs were impacted by this delay and what were the immediate consequences on operations and services for children and families?
3. What factors led to the lack of communication about grant renewals and awards for the February 1^st cycle? What steps will be taken to ensure timely notices in the future?
We thank you for your quick attention to this matter.
MIL OSI USA News –
February 6, 2025
MIL-OSI Security: U.S. Attorney’s Office Collects More Than $26 Million in Civil and Criminal Actions in Fiscal Year 2024

Source: Office of United States Attorneys

New Haven – Acting U.S. Attorney Marc H. Silverman today announced that the District of Connecticut collected $26,212,307 in criminal and civil actions in Fiscal Year 2024. Of this amount, approximately $14,110,085 was collected in criminal actions and approximately $12,102,222 was collected in civil actions.

The Connecticut U.S. Attorney’s Office also worked with other U.S. Attorney’s Offices and components of the Department of Justice to collect an additional $20,069 in cases pursued jointly by these offices.

“In the last fiscal year, our dedicated attorneys and staff have helped to recover more than $26 million,” said Acting U.S. Attorney Silverman. “These funds are returned directly to crime victims, used to support victim services, and bolster federal, state, and local law enforcement efforts. Through our criminal prosecutions and civil enforcement actions, we remain steadfast in our commitment to seeking justice, removing illicit profits from wrongdoers, and safeguarding the integrity of crucial government programs.”

Significant criminal recoveries included more than a $1 million in restitution from multiple defendants involved in a bid rigging scheme related to insulation contracts, and the satisfaction of a restitution obligation from a Connecticut business owner who was required to pay more than $2 million in back taxes, interest, and penalties to the IRS. Large civil recoveries included approximately $4.5 million from a network of healthcare companies who are alleged to have submitted false claims to Medicare and Connecticut Medicaid for telehealth psychological care services, and more than $1 million from the operators of Connecticut dental practices who are alleged to have paid patient recruiters to steer Connecticut Medicaid patients to their practice, in violation of federal and state laws.

The U.S. Attorneys’ Offices, along with the department’s litigating divisions, are responsible for enforcing and collecting civil and criminal debts owed to the U.S. and criminal debts owed to federal crime victims. The law requires defendants to pay restitution to victims of certain federal crimes who have suffered a physical injury or financial loss. While restitution is paid to the victim, criminal fines and felony assessments are paid to the department’s Crime Victims Fund, which distributes the funds collected to federal and state victim compensation and victim assistance programs.

Additionally, the Connecticut U.S. Attorney’s Office, working with partner agencies and divisions, collected $5,525,420 in asset forfeiture actions in FY 2024. Forfeited assets deposited into the Department of Justice Assets Forfeiture Fund are used to restore funds to crime victims and for a variety of law enforcement purposes.

The U.S. Attorney’s Office is charged with enforcing federal criminal laws in Connecticut and representing the federal government in civil litigation. The Office is composed of approximately 68 Assistant U.S. Attorneys and 57 staff members at offices in New Haven, Bridgeport, and Hartford.

MIL Security OSI –

February 6, 2025

MIL-OSI: Bpce: Groupe BPCE Results Q4-24 & 2024

Source: GlobeNewswire (MIL-OSI)

Paris, February 5, 2025

STRONG PERFORMANCES IN 2024

• Excellent performance in Q4-24 •
• Net income (Group share) of €3.5bn in 2024, strong growth of +26% •
• VISION 2030: dynamic implementation of the strategic project •

Q4-24: net banking income at €6bn, up +11% YoY; very good performance achieved by retail banking and the global businesses; net income of €913m, +140% YoY
2024: net banking income of €23.3bn, 5% growth YoY driven by all the business lines; gross operating income up by a strong 18% notably thanks to good cost control; reported net income²of €3.5bn, up by 26% YoY

Very high levels of solvency and liquidity with a CET1 ratio of 15.6%³ and a LCR of 142%⁴ at end-2024

RETAIL BANKING & INSURANCE Sharp 14% growth in revenues in Q4-24 and 4% in 2024 driven in particular by the confirmed rebound in net interest margins and commissions. The Banque Populaire and Caisse d’Epargne retail banking networks enjoyed sustained growth in their customer bases with the addition of 846,000 new clients⁶in 2024

Local & regional financing: €84bn of funding for our clients of individual, professional, corporate, and institutional clients; 1% year-on-year growth in loan outstandings, rising to a total of €724bn at end-December 2024
Deposits & savings⁷up by €5bn year-on-year, reaching a total of €681bn at end-December 2024
Insurance: gross inflows⁸ of €14.9bn in life insurance in 2024. Premiums up 15% in 2024 YoY. The equipment rate⁹for P&C and Personal Protection insurance stood at ~35% at end-December 2024

Financial Solutions & Expertise: net banking income remained stable in Q4-24 and rose by 2% in full-year 2024 vs. a high basis of comparison in 2023. Good performance reported by the Leasing and Consumer Credit activities
Digital & Payments: +5% growth in the number of card transactions at end-December 2024 YoY. Oney net banking income up 8% in full-year 2024

GLOBAL FINANCIAL SERVICES Strong revenue growth, +8% in Q4-24 and full-year 2024; very dynamic business development in Corporate & Investment Banking, net banking income up 5% in Q4-24 year-on-year; very good performance achieved by Asset Management with net banking income up 11% in Q4-24 year-on-year

Corporate & Investment Banking: net banking income of €1.1bn in Q4-24; +19% growth in revenues in Q4-24 YoY for Global Markets, driven by the Fixed-income and Equity segments; net banking income up 2% for Global Finance, driven in particular by Trade Finance activities, and up by 6% for Investment Banking activities in Q4-24
Asset & Wealth Management: Natixis IM’s assets under management up 13% YtD, reaching an all-time high of €1,317bn at end-December 2024; very high net fund inflows of €40bn in full-year 2024, particularly from Fixed-Income expertise; net banking income of €968m in Q4-24, reflecting strong growth of 11% YoY.

Expenses remained stable year-on-year in 2024 and good improvement in the cost/income by 3.5pp

Prudent provisioning policy: cost of risk of €2.1bn in 2024, i.e. 24bps, standing below the announced guidance level; €596 million in Q4-24, down 20% year-on-year

Financial strength: CET1 ratio of 15.6%³at end-December 2024; liquidity reserves of €302bn

VISION 2030 strategic project: fast-paced and dynamic implementation

April 2024: announcement of the project to acquire SGEF, making Groupe BPCE the European leader in equipment leasing; completion of the transaction scheduled for Q1-25.
June 2024: plan to create France’s No. 1 payment processor in partnership with BNP Paribas with a view to becoming one of the top 3 players in Europe.
June 2024: commercial partnerships with two leaders in their respective markets: Leroy Merlin and Verisure
January 2025: announcement of plan to create Europe’s leading asset manager in a joint venture with Generali.
Plans to create a shared technology platform for retail banking activities

¹ See the notes on methodology annexed to this press release ²Group share ³ Ratio estimated at end-December 2024 integrating pro forma the coming impact of SGEF and Nagelmackers acquisitions ⁴Average end-of month LCRs in Q4-24 ⁵ Estimated at end-December 2024 ⁶ 196,100 new active clients over the year ⁷ On-balance sheet savings & deposits within the scope of the Retail Banking & Insurance business unit ⁸ Excluding reinsurance treaty with CNP Assurance ⁹ Scope of the individual clients in the BP and CE retail banking networks

Nicolas Namias, Chairman of the Management Board of BPCE, said: “2024 marked the return of strong performance across all our business lines. Groupe BPCE saw its earnings grow by 26% over the year as a whole and by a total of 140% in the fourth quarter of 2024.

Banques Populaires and Caisses d’Epargne benefited from the confirmed rebound in their net interest margin along with an extremely buoyant level of commercial activity, illustrated by the arrival of 846,000 new clients in 2024. All the business lines serving the retail banking networks – Insurance, Payments, Financial Solutions & Expertise – generated growth both in full-year 2024 and in the 4^thquarter of the year. It also proved to be a remarkable quarter and full-year period for the global business lines managed by Natixis CIB and Natixis IM with, in particular, 19% revenue growth in our capital markets activities in the fourth quarter, and a record-breaking 40 billion euros in net inflows for our asset management activities in the course of the year.

These results testify to the dynamic implementation of our VISION 2030 strategic project. In the space of a year, we announced the planned acquisition of SGEF, making the Group the front-ranking European equipment leasing specialist, an initiative due to be completed early this year; the creation, with BNP Paribas, of the French leader in payment processing, with a view to becoming one of the top 3 players in Europe; plans to create a champion in asset management with Generali that would be No.1 in Europe in terms of revenues and one of the top 10 asset management specialists worldwide. Today, we announce our ambition to create a common technological platform for the Banques Populaires and Caisses d’Epargne by setting up a joint information system. Designed to further enhance the Group’s performance, this project sets out to optimize the service offered to our 35 million clients and to improve the day-to-day lives of our employees and, in the process, support the development of retail banking in France. These projects give concrete expression to our determination to pursue well-balanced development across our three priority growth areas: France, Europe, and the rest of the world.

These extremely exciting prospects for the months ahead will be driven by our staff of employees, who this year demonstrated their tremendous mobilization and enthusiasm during the Olympic & Paralympic Games Paris 2024. We gave expression to our promise to share the Games with as many people as possible in every territorial region of France. This event enabled us to strengthen our ties with our clients both in regional France and around the world, and we will continue to foster these relationships by contributing to the sustainable development of the economies in which we do business, in line with our cooperative values.”

The quarterly financial statements of Groupe BPCE for the period ended December 31, 2024, approved by the Management Board on February 3, 2025, were verified and reviewed by the Supervisory Board, at a meeting chaired by Eric Fougère on February 5, 2025.

In this document, 2023 figures have been restated on a pro-forma basis (see annex for the reconciliation of reported data to pro-forma data).

Groupe BPCE

€m¹	Q4-24	Q4-23	% Change	2024	2023	% Change
Net banking income	6,046	5,462	11%	23,317	22,198	5%
Operating expenses	(4,184)	(4,129)	1%	(16,384)	(16,328)	0%
Gross operating income	1,862	1,332	40%	6,933	5,870	18%
Cost of risk	(596)	(744)	(20)%	(2,061)	(1,731)	19%
Income before tax	1,262	537	135%	4,956	4,182	19%
Income tax	(326)	(159)	106%	(1,357)	(1,340)	1%
Net income – Group share	913	381	140%	3,520	2,804	26%
Exceptional items	(64)	(100)	(35)%	(155)	(122)	28%
Underlying²net income – Group share	977	481	103%	3,675	2,925	26%
Underlying cost to income ratio³	67.8%	74.6%	(6.8)pp	69.4%	72.9%	(3.5)pp

¹ Reported figures as far as “Net income (Group share)” ² “Underlying” means exclusive of exceptional items ³ The underlying cost/income ratio of Groupe BPCE is calculated on the basis of net banking income and operating expenses excluding exceptional items. The calculations are detailed in the annex on pages 18 and 24.

1. Groupe BPCE

Unless specified to the contrary, the financial data and related comments refer to the reported results of the Group and
business lines; changes express differences between Q4-24 and Q4-23 and between full-year 2024 and full-year 2023.

Groupe BPCE’s net banking income rose by 11% to reach 6,046 million euros in Q4-24 thanks to strong commercial activity in all business lines. At the end of December 2024, it stood at 23,317 million euros, up 5%.

Revenues from the Retail Banking & Insurance business unit (RB&I) rose 14% in Q4-24 to 4,064 million euros and stood at 15,397 million euros in full-year 2024, representing growth of 4%. Banques Populaires and Caisses d’Epargne put up a strong commercial performance, attracting more than 846,000 new clients¹ across all markets since the beginning of the year.

Revenues in the Financial Solutions & Expertise business unit, stable in Q4-24 and up 2% in full-year 2024, were driven in particular by the leasing and consumer credit businesses. The Insurance business unit benefited from strong business momentum in life insurance with gross new inflows² of 14.9 billion euros. Business was buoyant for the Digital & Payments business unit with renewed momentum for Oney.

Revenues from the Global Financial Services (GFS) business unit were up 8% in Q4-24 and full-year 2024, reaching a total of 2,055 million euros and 7,947 million euros respectively. Corporate & Investment Banking revenues, buoyed up by strong commercial performance across all its business lines, came to 1,087 million euros in Q4-24, up 5%, and to 4,440 million euros in full-year 2024, up 7%. The net banking income generated by Asset & Wealth Management stood at 968 million euros in Q4-24, up 11%, and reached a total of 3,507 million euros in full-year 2024, up 10%. Assets under management, which rose to their highest level ever thanks to record-breaking fund inflows and positive market and currency effects, rose by 13% in the course of the year to reach 1,317 billion euros.

The net interest margin stood at 7.6 billion euros, up 4% year-on-year, while commission income, which reached 11 billion euros in full-year 2024, was up 7% year-on-year.

In full-year 2024, operating expenses remained stable at 16,384 million euros, rising 1% to 4,184 million euros in Q4-24, benefitting from positive jaws effects over the 2 periods.

The underlying cost/income ratio³ improved by 6.8pp in Q4-24 to 67.8%, and by 3.5pp in full-year 2024 to 69.4%

Gross operating income rose by 40% to 1,862 million euros in Q4-24, and by 18% to 6,933 million euros in full-year 2024.

Groupe BPCE’s cost of risk, which came to -2,061 million euros in 2024, increased by a total of 19% vs. a low basis of comparison in 2023. In Q4-24, it stood at -596 million euros, down 20%.

Performing loans are deemed to be rated ‘Stage 1’ or ‘Stage 2,’ while loans with proven risk are rated ‘Stage 3.’

¹ 196,100 new active clients in full-year 2024 ² Excluding the reinsurance treaty with CNP Assurances³ The underlying cost/income ratio of Groupe BPCE is calculated on the basis of net banking income and operating expenses excluding exceptional items. The calculations are detailed in the annex on page 24

For Groupe BPCE, the amount of provisions for performing loans rated ‘Stage 1’ or ‘Stage 2’ corresponds:

For the quarter, to a reversal of 31 million euros in Q4-24 vs. an allocation of 34 million euros in Q3-24 and vs. an allocation of 145 million euros in Q4-23,
For the 12-month period, a reversal of 177 million euros in 2024 vs. a reversal of 112 million euros in 2023.

Provisions for loan outstandings with proven risk, rated ‘Stage 3,’ correspond:

For the quarter, to an allocation of 627 million euros in Q4-24 vs. an allocation of 488 million euros in Q3-24 and vs. an allocation of 598 million euros in Q4-23,
For the 12-month period, an allocation of 2,238 million euros in 2024 vs. an allocation of 1,843 million euros in 2023.

In Q4-24, the cost of risk for Groupe BPCE stood at 28bps in terms of gross customer outstandings, down 7bps. This figure includes a reversal of 1bp on performing loans (vs. an allocation of 7bps in Q4-23) and an allocation on loan outstandings with proven risk of 29bps vs. an allocation of 28bps in Q4-23.
In Q4-24, the cost of risk remained stable for the Retail Banking & Insurance business unit at 30bps, including a 1bp provision for performing loans (vs. a 5bps allocation to provisions in Q4-23) and a 30bps allocation on loan outstandings with proven risk, as in Q4-23.
The cost of risk for the Corporate & Investment Banking business unit came to 55bps (vs. 37bps in Q4-23), including a 13bps reversal on performing loans (vs. a 16bps provision in Q4-23) and a 67bps provision on loans with proven risk (vs. a 21bps provision in Q4-23).

In 2024, Groupe BPCE’s cost of risk stood at 24bps of gross customer loan outstandings. This figure includes a 2bps reversal of provisions on performing loans (vs. a 1bp reversal in 2023) and a 26bps provision on loans with proven risk (vs. a 22bps provision in 2023).
The cost of risk was 24bps for the Retail Banking & Insurance business unit (21bps in 2023), including a 2bps reversal on performing loans (as in 2023) and a 26bps provision on loans with proven risk (vs. a 23bps provision in 2023).
The cost of risk for the Corporate & Investment Banking business unit came to 40bps (24bps in 2023), including a 6bps reversal on performing loans (vs. a 4bps reversal in 2023) and a 46bps provision on loans with proven risk (vs. a 28bps provision in 2023).

The ratio of non-performing loans to gross loan outstandings stood at 2.5% at December 31, 2024, up 0.1pp compared with end-December 2023.

Reported net income (Group share) came to 913 million euros in Q4-24, up 140%. In full-year 2024, it stood at 3,520 million euros, up 26%.

The impact of exceptional items on net income (Group share) was -64 million euros in Q4-24 vs. -100 million euros in Q4-23 and -155 million euros in full-year 2024 vs. -122 million euros in full-year 2023.

Underlying net income (Group share)¹ rose by 103% to stand at 977 million euros in Q4-24, and grew by 26% to 3,675 million euros in full-year 2024.

1 “Underlying” means exclusive of exceptional items

2. A Group mobilized to decarbonize the economy and committed to making impact accessible to all

Strong commitments in 2024

Climate commitments:

The Group has published new decarbonization ambitions for the 11¹ most highly emissive industrial sectors: Aluminum, Aviation, Commercial real estate, Residential real estate, Agriculture, Automotive, Steel and Cement, and has strengthened its ambitions in the Power Generation and Oil & Gas sectors.

Environmental commitments:

Groupe BPCE has strengthened its commitment by joining act4nature international.

Social commitments by providing financing for players in the social & solidarity-based economy, in social housing and the Public Sector.

Innovative and concrete actions for our clients

The Banques Populaires and Caisses d’Epargne retail banking networks have launched innovations to facilitate home ownership and offer all individual customers energy-efficient renovation solutions to preserve the value of their real-estate assets: for example, by the end of November 2024, over 640 million euros in financing had been granted for energy-efficient home renovation, and the Advice and Sustainable Solutions digital module had received over 5 million unique visitors.
The Group serves the SME and ISE clients of the Banques Populaires and Caisses d’Epargne, as well as local communities by providing locally-based advice and by financing the transition of their business models. It has also strengthened its partnership with the European Investment Bank (EIB) for the innovation and energy transition with over one billion euros in transition and decarbonization financing.
Green revenues in the CIB rose by +14% in 2024 YoY, driven by sustainable finance and renewable energy & new energy activities including tailored-made solutions and dedicated expertise provided by the Green Hub.

Groupe BPCE, a pioneer in sustainable finance, launched 5 green and social bond issues in the course of 2024 for an aggregate value of more than 3.6 billion euros, including the 1^st Social Bond with a profit-sharing coupon for the benefit of the Institut Robert-Debré du Cerveau de l’Enfant (Children’s Brain Development Institute), supported by APHP (Paris Public Hospitals).

¹ Given the insignificant amount of Natixis CIB’s financing dedicated to freight and passenger ships, Groupe BPCE has not published its action plan for this industrial sector

3. Capital, loss-absorbing capacity, liquidity, and funding

3.1 CET1¹ratio

Groupe BPCE’s CET1 ratio at end-December 2024 stood at an estimated 16.2%, unchanged from the previous quarter. It includes the following impacts:

Retained earnings: +21bps,
Net issuance of cooperative shares: +3bps,
Change in risk-weighted assets: – 33bps,
Other changes, including variations in the prudential backstop provision, items included under Other Comprehensive Income, and other adjustments: +4bps.

The Group’s CET1 ratio – presented on a pro-forma basis to reflect the inclusion of the future impacts of the SGEF and Nagelmackers acquisitions (-54bps) – stands at 15.6%,

At end-December 2024, Groupe BPCE held an equity buffer estimated at 18.6 billion euros above the threshold for triggering the maximum distributable amount (MDA) for equity capital, taking account of the prudential requirements laid down by the ECB applicable on January 2, 2025.

3.2 TLAC ratio¹

The Total Loss-Absorbing Capacity (TLAC) stood at an estimated 122.1 billion euros at the end of December 2024. The TLAC ratio, expressed as a percentage of risk-weighted assets, stood at an estimated 26.7%² at the end of December 2024 (without taking account of preferred senior debt for the calculation of this ratio), well above the standard requirements of the Financial Stability Board that were equal to 22.4% at January 2, 2025.

3.3 MREL ratio¹

Expressed as a percentage of risk-weighted assets at December 31, 2024, Groupe BPCE’s subordinated MREL ratio (without taking account of preferred senior debt for the calculation of this ratio) and the total MREL ratio stood at 26.7%² and 34.6%, well above the minimum requirements laid down by the SRB at January 2, 2025 of 22.4%³ and 27.3%³ respectively.

3.4 Leverage ratio¹

At December 31, 2024, the estimated leverage ratio stood at 5.1%, well above the requirement.

3.5 Liquidity reserves at a high level

The LCR (Liquidity Coverage Ratio) for Groupe BPCE is well above the regulatory requirement of 100%, at an average of 142% of month-end LCRs for the 4^th quarter 2024.
Liquidity reserves stood at 302 billion euros at December 2024, representing a coverage ratio of 177% of short-term financial debt (including short-term maturities of medium- to long-term financial debt).

3.6 MLT funding plan: 32% of the 2025 objectives completed as at January 31, 2025

The size of the MLT funding plan, excluding structured private placements and Asset Backed Securities (ABS), has been set at 23 billion euros for 2025. The breakdown per type of debt is as follows:

10 billion euros in TLAC funding: 2.0 billion euros in Tier 2 funding and 8 billion euros in senior non-preferred debt,
3 billion euros senior preferred debt,
10 billion euros in covered bonds.

The target for ABS is 8 billion euros.

At January 31, 2025, Groupe BPCE had raised 7.3 billion euros, excluding structured private placements and ABS (32% of the 23 billion euro funding plan):

5.6 billion euros in TLAC funding: 1.7 billion euros in Tier 2 funding (87% of requirements) and 3.9 billion euros in senior non-preferred debt (49% of requirements),
1.7 billion euros in covered bonds (17% of requirements).

At January 31, 2025, the amount of ABS raised came to a total of 0.7 billion euros, i.e. 8% of the target.

Capital adequacy, Total loss-absorbing capacity – see the note on methodology
¹ Estimated at December 31, 2024 ² Groupe BPCE has chosen to waive the possibility provided by Article 72 Ter (3) of the Capital Requirements Regulation (CRR) to use senior preferred debt to ensure compliance with its TLAC/subordinated MREL requirements. ³ Following reception of MREL’s annual letter for 2024

4. Results of the business lines

4.1 Retail Banking & Insurance

€m¹	Q4-24	% Change	2024	% Change
Net banking income	4,064	14%	15,397	4%
Operating expenses	(2,497)	(0)%	(9,902)	1%
Gross operating income	1,567	45%	5,495	10%
Cost of risk	(556)	(13)%	(1,751)	16%
Income before tax	998	142%	3,807	8%
Exceptional items	(45)	(60)%	(115)	3%
Underlying²income before tax	1,044	98%	3,922	8%
Underlying cost/income ratio³	60.4%	(8.5)pp	63.6%	(2.2)pp

At end-December 2024, loan outstandings rose by 1% to 724 billion euros. Outstanding home loans remained stables at 400 billion euros, while equipment loans rose by 3% during the year to 199 billion euros.

At end-December 2024, on-balance sheet customer deposits & savings totaled 681 billion euros, representing an increase of 5 billion euros year-on-year, with a 5% rise in term accounts and a 3% year-on-year increase in both regulated and unregulated passbook savings accounts.

Net banking income for the Retail Banking & Insurance business unit rose by 14% in Q4-24 to 4,064 million euros, and by 4% in full-year 2024 to 15,397 million euros. In Q4-24, these changes reflect the good level of business activities: in the networks, revenues rose by 17% for the Banque Populaire retail banking network and by 14% for the Caisse d’Épargne network. Net banking income for both networks also recorded growth in full-year 2024, by 4% for the Banque Populaire network and by 3% for the Caisse d’Épargne network.

The Financial Solutions & Expertise business lines continued to benefit from strong sales momentum, particularly in the leasing segment. Revenues remained stable in Q4-24 but saw 2% growth in full-year 2024. In Insurance, premiums⁴ rose by 15% in 2024, driven by both Non-Life Insurance and Life & Personal Protection Insurance. The Digital & Payments business unit reported a 14% increase in revenues in Q4-24 and 7% growth in full-year 2024, driven by card transactions and instant payment operations.

Operating expenses remained tightly managed, stable in Q4-24 at 2,497 million euros, and up by just 1% in full-year 2024 to 9,902 million euros.

The underlying cost/income ratio³ improved by 8.5pp in Q4-24 to 60.4%, and by 2.2pp in full-year 2024 to 63.6%.

The business unit’s gross operating income benefited from a strong positive jaws effect, rising by 45% in Q4-24 to
1,567 million euros and by 10% in full-year 2024 to 5,495 million euros.

The cost of risk amounted to -556 million euros in Q4-24, down 13%, and stood at -1,751 million euros in 2024, up 16%.

For the business unit as a whole, income before tax amounted to 998 million euros in Q4-24, up 142%, and stood at 3,807 million in full-year 2024, up 8%.

Underlying income before tax² amounted to 1,044 million euros in Q4-24, up 98%, and came to 3,922 million euros in full-year 2024, up 8%.

4.1.1 Banque Populaire network
The Banque Populaire retail banking network is comprised of 14 cooperative banks (12 regional Banques Populaires along
with CASDEN Banque Populaire and Crédit Coopératif) and their subsidiaries, Crédit Maritime Mutuel, and the Mutual
Guarantee Companies.

€m¹	Q4-24	% Change	2024	% Change
Net banking income	1,614	17%	6,098	4%
Operating expenses	(980)	1%	(4,047)	2%
Gross operating income	634	56%	2,051	8%
Cost of risk	(266)	(6)%	(814)	25%
Income before tax	352	137%	1,285	(2)%
Exceptional items	(17)	77%	(51)	ns
Underlying²income before tax	369	133%	1,336	2%
Underlying cost/income ratio³	59.7%	(10.2)pp	65.5%	(1.9)pp

Loan outstandings remained stable year-on-year, standing at 301 billion euros at the end of December 2024.
On-balance sheet customer deposits & savings decreased by 2 billion euros year-on-year at the end of December 2024, with term accounts remaining stable during the 12-month period, while both regulated and unregulated passbook savings accounts saw 2% year-on-year growth.

Net banking income came to 6,098 million euros in full-year 2024, up 4% year-on-year. This included 3.2 billion euros in net interest margin^4,5 up 5% year-on-year, and 2.9 billion euros in commissions⁵ (up 3% year-on-year).
In Q4-24, net banking income came to a total of 1,614 million euros, up 17% year-on-year.

Operating expenses rose by a limited 1% in Q4-24 to 980 million euros, and increased by 2% in full-year 2024, to 4,047 million euros.
The underlying cost/income ratio³ consequently saw a 10.2pp improvement in Q4-24, to 59.7%, and a 1.9pp improvement in full-year 2024, to 65.5%.

Gross operating income benefited from positive jaws effects, rising by 56% to 634 million euros in Q4-24 and by 8% to 2,051 million euros in full-year 2024.

The cost of risk stood at -266 million euros in Q4-24, down 6%, and -814 million euros in 2024, up 25%.

Income before tax came to 352 million euros in Q4-24 (+137%) and 1,285 million euros in 2024 (-2%).

Underlying income before tax² amounted to 369 million euros in Q4-24 (+133%) and 1,336 million euros in full-year 2024
(+2%).

¹ Reported figures until “Income before tax” ² “Underlying” means exclusive of exceptional items ³ The business line cost/income ratios have been calculated on the basis of net banking income and underlying operating expenses ⁴ Excluding provisions for home-purchase savings schemes ⁵ Income on regulated savings has been restated to account for the net interest margin and included under commissions

4.1.2 Caisse d’Epargne network
The Caisse d’Epargne retail banking network comprises 15 individual Caisses d’Epargne along with their subsidiaries

€m¹	Q4-24	% Change	2024	% Change
Net banking income	1,616	14%	6,054	3%
Operating expenses	(1,084)	0%	(4,216)	1%
Gross operating income	531	55%	1,838	10%
Cost of risk	(205)	(6)%	(640)	16%
Income before tax	328	161%	1,200	7%
Exceptional items	(27)	171%	(60)	ns
Underlying²income before tax	355	162%	1,260	13%
Underlying cost/income ratio³	65.4%	(9.8)pp	68.7%	(2.7)pp

Loan outstandings rose by 1% year-on-year to 376 billion euros at the end of December 2024.
On-balance sheet customer deposits & savings increased by 5 billion euros year-on-year, with growth in term accounts (+12%) and an increase in regulated and unregulated passbook savings accounts (+3%).

Net banking income rose by 3% to reach 6,054 million euros in full-year 2024, including:

2.6 billion euros in net interest margin^4,5, down 3% year-on-year,
3.4 billion euros in commissions⁵ up 7% year-on-year.

Net banking income came to a total of 1,616 million euros, up 14% year-on-year, in Q4-24 and stood at 6,054 million euros, up 3% year-on-year in full-year 2024.

Operating expenses remained stable at 1,084 million euros in Q4-24, and rose by 1% in full-year 2024 to 4,216 million euros.

The underlying cost/income ratio³ improved by 9.8pp to 65.4% in Q4-24 and by 2.7pp to 68.7% in full-year 2024.

Gross operating income benefited from positive jaws effects in Q4-24 (+55%), rising to 531 million euros, and enjoyed 10% growth in full-year 2024, rising to 1,838 million euros.

The cost of risk came to -205 million euros in Q4-24, down 6%, and to -640 million euros in 2024, up 16%.

Income before tax rose by 161% to 328 million euros in Q4-24, and came to 1,200 million euros in 2024.
(+7%).

Underlying income before tax² amounted to 355 million euros in Q4-24 (+162%) and 1,260 million euros in full-year 2024
(+13%).

4.1.3 Financial Solutions & Expertise

€m¹	Q4-24	% Change	2024	% Change
Net banking income	334	(0)%	1,303	2%
Operating expenses	(169)	1%	(636)	1%
Gross operating income	165	(2)%	667	3%
Cost of risk	(38)	(30)%	(108)	11%
Income before tax	125	11%	555	2%
Exceptional items	0	ns	0	ns
Underlying²income before tax	125	11%	555	1%
Underlying cost/income ratio³	50.7%	1.0pp	48.8%	(0.3)pp

Sales momentum remained strong in services designed for individual customers, particularly in consumer credit, with average loan outstandings (personal loans and revolving credit) up 7% year-on-year, consolidating the Group’s position as France’s leading bank for consumer credit.

The Leasing activity continued to provide robust support to companies with growth in average outstandings (+10% year-on-year) chiefly driven by equipment leasing (+17%). Energéco, a player committed to the renewable energies sector, had an exceptional year with production exceeding, for the first time, one billion transactions arranged.

Despite the unfavorable business environment, the business lines working in the housing and real estate sector demonstrated their resilience with confirmation in Q4-2024 of the positive upturn of activity in personal loan guarantees, leading to an increase in gross written premiums (+2% in Q4-24 year-on-year vs. -40% in the first 9 months of 2024).

Net banking income for the Financial Solutions & Expertise business unit remained stable at 334 million euros in Q4-24, but rose 2% to 1,303 million euros in full-year 2024.

Operating expenses, which stood at 169 million euros in Q4-24 and 636 million euros in full-year 2024, remained tightly managed.

The underlying cost/income ratio³ increased by 1.0pp in Q4-24 to 50.7% and improved by 0.3pp in full-year 2024 to 48.8%.

Gross operating income, which came to 165 million euros in Q4-24, was down 2%; it stood at 667 million euros in full-year 2024, up 3%.

The cost of risk stood at -38 million euros in Q4-24, down 30%, and at -108 million euros in full-year 2024 (+11%).

Income before tax rose by 11% to 125 million euros in Q4-24 and increased by 2% to 555 million euros in full-year 2024.

Underlying income before tax² rose by 11% in Q4-24 and by 1% in full-year 2024, to 125 million euros and 555 million euros respectively.

4.1.4 Insurance¹
The results presented below concern the Insurance business unit held directly by BPCE since March 1, 2022.

€m²	Q4-24	% Change	2024	% Change
Net banking income	171	17%	694	10%
Operating expenses³	(36)	(10)%⁴	(143)	(12)%⁴
Gross operating income	135	28%	550	17%
Income before tax	141	32%	566	19%
Exceptional items	0	ns	0	ns
Underlying⁵income before tax	141	30%	566	17%
Underlying cost/income ratio⁶	21.3%	(5.3)pp	20.7%	(4.1)pp

In Q4-24, premiums⁷ reached 4.8 billion euros, up 12% thanks to the considerable dynamism demonstrated by Life Insurance and Life & Personal Protection insurance. In full-year 2024, premiums⁷ rose by 15% to 18.6 billion euros, with a 16% increase for Life & Personal Protection insurance and a 9% increase for Property & Casualty insurance.

Life insurance assets under management⁷ reached 103 billion euros at the end of December 2024 thanks to record-breaking net inflows in both euro funds and unit-linked products. Since the end of December 2023, life insurance assets have risen by 12%, driven by significant positive inflows in both euro funds and unit-linked products. Gross inflows⁷ in life insurance stood at 14.9 billion euros in 2024. Unit-linked products accounted for 53% of inflows⁷ at the end of December 2024.

In the Property & Casualty segment, the client equipment rate for both networks was approximately 35%⁸ at the end of December 2024, up 0.5pp since the end of December 2023.

Net banking income rose by 17% in Q4-24 to 171 million euros, and rose by 10% to 694 million euros in full-year 2024.

Operating expenses³ fell by 10%⁴ year-on-year in Q4-24 to 36 million euros, and by 12%⁴ in full-year 2024 to 143 million euros.

The underlying cost/income ratio⁶ improved by 5.3pp to stand at 21.3% in Q4-24, and improved by 4.1pp to reach 20.7% in full-year 2024.

Thanks to positive jaws effects in Q4-24 and full-year 2024, EBITDA rose by 28% and 17% respectively.

Income before tax also improved, rising by 32% to 141 million euros in Q4-24 and by 19% to 566 million euros in full-year 2024.

Underlying⁵income before tax came to 141 million euros in Q4-24 (+30%) and to 566 million euros in full-year 2024 (+17%).

¹ BPCE Assurances ² Reported figures until “Income before tax” ³ “Operating expenses” corresponds to “non-attributable expenses” under IFRS 17, i.e. all costs that are not directly attributable to insurance contracts ⁴ At constant method: +7% in Q4-24 YoY and +4% in 2024 YoY ⁵ “Underlying” means exclusive of exceptional items ⁶ The business line cost/income ratios have been calculated on the basis of net banking income and underlying operating expenses ⁷ Excluding reinsurance treaty with CNP Assurance
⁸ Scope: combined individual clients of the BP and CE networks

4.1.5 Digital & Payments

€m¹	Q4-24	% Change	2024	% Change
Net banking income	227	14%	873	7%
o/w Payments	128	10%	491	6%
o/w Oney	99	19%	382	8%
Operating expenses	(173)	1%	(646)	(1)%
o/w Payments	(108)	9%	(394)	3%
o/w Oney	(65)	(10)%	(252)	(7)%
Gross operating income	54	96%	227	39%
Cost of risk	(33)	(52)%	(126)	(26)%
Income before tax	20	ns	97	ns
Exceptional items	(1)	(99)%	(5)	(96)%
Underlying²income before tax	21	ns	102	125%
Underlying cost/income ratio³	76.2%	(3.5)pp	73.9%	(2.1)pp

Digital & AI

At the end of December 2024, 11.8 million customers were active on Banques Populaires and Caisses d’Epargne mobile applications (up 3% vs. end-December 2023).

The “AI for all” in-house generative AI solution was being used by over 26,000 employees at the end of December 2024 (i.e. 25% of all Group employees.)

Thanks to transformative AI, 10 million documents had been verified automatically (+71%) by end-December 2024.

Payments

Net banking income enjoyed 10% growth in Q4-24 and 6% growth in full-year 2024, while operating expenses rose 9% in Q4-24 and 3% in full-year 2024.

The widespread use of Wero (European Payments Initiative) enables all customers to send and receive money via instant account-to-account payments in less than 10 seconds. Wero handles 2 million transactions per month and serves over 2 million active customers.

In the Payment Solutions business, the number of card transactions rose by 5% year-on-year, with continued growth in mobile and instant payments (+54% and +49% year-on-year respectively) and the ongoing rollout of Android POS terminals (multiplied by a factor of 2). The launch of Google Pay has strengthened our range of mobile products.

Oney Bank

Net banking income rose by 8% in 2024 thanks to improved margin rates and the asset repricing effect. Oney maintained its leadership position in the BNPL⁴ segment in France while business was robust in Europe outside France (+19% in volumes year-on-year).

Management expenses remained well under control, falling by 7% in full-year 2024.

The sharp drop in the cost of risk in 2024 (-26% YoY) confirms the positive impact of our action plans.
Net banking income for the Digital & Payments business unit rose by 14% in Q4-24 and by 7% in full-year 2024, to reach 227 million euros and 873 million euros respectively.

The business unit’s operating expenses were up 1% in Q4-24 and down 1% in full-year 2024, to reach 173 million euros and 646 million euros respectively.

This led to a 3.5pp improvement in the underlying cost/income ratio³ to 76.2% in Q4-24 and a 2.1pp improvement to 73.9% in full-year 2024.

Gross operating income, which benefitted from positive jaws effects, rose by 96% in Q4-24 to 54 million euros, and by 39% to 227 million euros in full-year 2024.

The cost of risk fell by 52% in Q4-24 to -33 million euros, and by 26% in full-year 2024 to -126 million euros.

Income before tax amounted to 20 million euros in Q4-24 and 97 million euros full-year 2024.

Underlying²income before tax came to 21 million euros in Q4-24 and 102 million euros in full-year 2024, equal to a sharp rise of 125%.

4.2 Global Financial Services
The GFS business unit includes the Asset & Wealth Management activities and the Corporate & Investment Banking activities of
Natixis.

€m¹	Q4-24	% Change	Constant Fx % change	2024	% Change	Constant Fx % change
Net banking income	2,055	8%	7%	7,947	8%	8%
o/w CIB	1,087	5%	5%	4,440	7%	7%
o/w AWM	968	11%	10%	3,507	10%	10%
Operating expenses	(1,501)	8%	7%	(5,651)	7%	7%
o/w CIB	(738)	5%	5%	(2,889)	8%	8%
o/w AWM	(763)	11%	10%	(2,763)	6%	6%
Gross operating income	553	8%	7%	2,296	10%	10%
Cost of risk	(86)	18%		(268)	73%
Income before tax	479	14%		2,051	4%
Exceptional items	0	ns		0	ns
Underlying²income before tax	479	10%		2,051	3%
Underlying cost/income ratio³	73.1%	0.7pp		71.1%	(0.1)pp

GFS revenues rose by 8% in both Q4-24 and full-year 2024 to respectively 2,055 million euros (+7% at constant exchange rates) and 7,947 million euros (+8% at constant exchange rates). These trends are the result of the robust performance of our global business lines.

In Q4-24, revenues generated by the Corporate & Investment Banking business rose by 5% to 1,087 million euros thanks, in particular, to the strong performance achieved by the Global Markets (+19%) and Global Finance (+2%) activities in full-year 2024. Net banking income for the CIB business in full-year 2024 rose by 7% to 4,440 million euros.

In Q4-24, Asset & Wealth Management revenues rose 10% at constant exchange rates to 968 million euros, chiefly thanks to higher management fees year-on-year. Assets under management rose by 13% since the begging of the year to reach a historic high of 1,317 billion euros, with record inflows and a strong positive market and change effects.

GFS operating expenses increased by 8% in Q4-24 and by 7% in 2024, to respectively 1,501 million euros (+7% at constant exchange rates) and 5,651 million euros (+7% at constant exchange rates). This rise in expenses is in line with revenue growth, leading to positive jaws effects in full-year 2024.

In Q4-24, Corporate & Investment Banking operating expenses rose by 5% in line with revenue growth. Asset & Wealth Management expenses rose by 10% at constant exchange rates in Q4-24.

The underlying cost/income ratio³ was 73.1% in Q4-24 and 71.1% in full-year 2024, up 0.7pp and down 0.1pp respectively.

Gross operating income rose 8% in Q4-24 to 553 million euros (+7% at constant exchange rates); it rose 10% in full-year 2024 to 2,296 million euros (+10% at constant exchange rates).

The cost of risk increased by 18% in Q4-24 and by 73% in full-year 2024, to -86 million euros and -268 million euros respectively.

Income before tax rose by 14% in Q4-24 to 479 million euros, and by 4% in full-year 2024 to 2,051 million euros.

Underlying²income before tax for Q4-24 was 479 million euros, up 10%, and stood at 2,051 million euros in full-year 2024, up 3%.

4.2.1 Corporate & Investment Banking
The Corporate & Investment Banking (CIB) business unit includes the Global markets, Global finance, Investment banking and
M&A activities of Natixis.

€m¹	Q4-24	% Change	2024	% Change
Net banking income	1,087	5%	4,440	7%
Operating expenses	(738)	5%	(2,889)	8%
Gross operating income	349	5%	1,551	3%
Cost of risk	(98)	60%	(282)	78%
Income before tax	262	3%	1,293	(3)%
Exceptional items	0	ns	0	ns
Underlying²income before tax	262	1%	1,293	(4)%
Underlying cost/income ratio³	67.9%	0.2pp	65.1%	1.2pp

Global Markets revenues rose by 19% to 452 million euros in full-year 2024. Revenues generated by the Equity business rose 53% to 96 million euros in Q4-24, driven by a strong performance in the Global Securities Financing activity. FIC-T revenues rose by 14% to 354 million euros in Q4-24, driven by a strong performance in the Credit and Foreign Exchange segments.

Global Finance revenues were up 2%, rising to 466 million euros in Q4-24 thanks to the sustained momentum of Trade Finance activities.

Investment Banking revenues were up 6% to 50 million euros in Q4-24, driven by the Acquisition & Strategic Finance and SECM business lines.
The M&A business lines recorded revenues of 361 million euros in full-year 2024, up 11% year-on-year.
Natixis Partners has acquired a stake in Financière de Courcelles in order to strengthen its position in the French M&A market within the small, mid, and upper mid-cap segments.

Net banking income generated by the Corporate & Investment Banking business unit rose by 5% in Q4-24 and by 7% in full-year 2024, to 1,087 million euros and 4,440 million euros respectively.

Operating expenses, which stood at 738 million euros in Q4-24, reflect 5% growth; expenses rose 8% in full-year 2024 to 2,889 million euros, in line with revenue growth.

The underlying cost/income ratio³ increased by 0.2pp to 67.9% in Q4-24, and by 1.2pp to 65.1% in full-year 2024.

Gross operating income rose by 5% in Q4-24 to 349 million euros, and by 3% in full-year 2024 to 1,551 million euros.

The cost of risk stood at -98 million euros, up 60%, in Q4-24, and at -282 million euros, up 78%, in full-year 2024.

Income before tax was up 3% to 262 million euros in Q4-24, and down 3% to 1,293 million euros in full-year 2024.

Underlying²income before tax was up 1% to 262 million euros in Q4-24, and down 4% to 1,293 million euros in full-year 2024.

4.2.2 Asset & Wealth Management
The business unit includes the Asset & Wealth Management activities of Natixis.

€m¹	Q4-24	% Change	2024	% Change
Net banking income	968	11%	3,507	10%
Operating expenses	(763)	11%	(2,763)	6%
Gross operating income	205	12%	744	27%
Income before tax	217	32%	759	21%
Exceptional items	0	ns	0	ns
Underlying²income before tax	217	24%	759	16%
Underlying cost/income ratio³	78.8%	1.0pp	78.8%	(2.0)pp

In Asset Management, assets under management⁴ reached an all-time high of 1,317 billion euros at the end of December 2024, up 13% since the beginning of the year, with record net inflows and strong positive market and currency effects.

Net inflows into Asset Management⁴ reached 40 billion euros in full-year 2024, chiefly thanks to fixed-income products from Loomis Sayles and DNCA, and to life insurance products. Private asset inflows remained positive on an annual basis.

ESG assets accounted for 40.3% of assets under management at the end of December 2024.

Asset management revenues grew at constant exchange rates by 10% in full-year 2024 but also in Q4-2024, driven by a higher level of average assets under management (+10% in Q4-2024).

In Asset Management⁴ in full-year 2024, the total fee rate (excluding performance fees) stood at 25.2bps (stable) and at 36.8bps excluding insurance asset management (-1.1bp).

Net banking income for the Asset & Wealth Management business unit rose by 11% in Q4-24 to 968 million euros, and by 10% in full-year 2024 to 3,507 million euros.

Operating expenses came to 763 million euros, up 11% in Q4-24, and to 2,763 million euros, up 6% in full-year 2024.

The underlying cost/income ratio³increased by 1.0pp in Q4-24 to 78.8%, and improved by 2.0pp in full-year 2024 to 78.8%.

Gross operating income rose by 12% to 205 million euros in Q4-24, and by 27% to 744 million euros in full-year 2024.

Income before tax came to 217 million euros in Q4-24 (+32%), and to 759 million euros in full-year 2024 (+21%).

Underlying²income before tax rose by 24% to 217 million euros in Q4-24, and by 16% to 759 million euros in full-year 2024.

¹ Reported figures until “Income before tax” ² “Underlying” means exclusive of exceptional items ³ The business line cost/income ratios have been calculated on the basis of net banking income and underlying operating expenses ⁴ Asset management: Europe includes Dynamic Solutions and Vega IM; North America includes WCM IM; excluding Wealth Management

ANNEXES

Notes on methodology

Presentation on the pro-forma quarterly results

The 2023 quarterly series are presented pro forma with changes in standards and organization:
The sectoral reallocation of the results of the private equity activities of the entities BP Développement & CE Développement from Corporate center to RB&I and GFS divisions.
The new management standards adopted by Natixis (including the normative allocation of capital to the business lines) within the GFS division.
The main evolutions impact RB&I, GFS and the Corporate center.
The data for 2023 has been recalculated to obtain a like-for-like basis of comparison.
The quarterly series of Groupe BPCE remain unchanged.
The tables showing the transition from reported 2023 to pro-forma 2023 are presented on annexes.

Exceptional items

Exceptional items and the reconciliation of the reported income statement to the underlying income statement of Groupe BPCE are detailed in the annexes.

Net banking income

Customer net interest income, excluding regulated home savings schemes, is computed on the basis of interest earned from transactions with customers, excluding net interest on centralized savings products (Livret A, Livret Développement Durable, Livret Épargne Logement passbook savings accounts) in addition to changes in provisions for regulated home purchase savings schemes. Net interest on centralized savings is assimilated to commissions.

Operating expenses

Operating expenses correspond to the aggregate total of the “Operating Expenses” (as presented in the second amendment of Group’s universal registration document, note 4.7 appended to the consolidated financial statements of Groupe BPCE) and “Depreciation, amortization and impairment for property, plant and equipment and intangible assets.”

Cost/income ratio

Groupe BPCE’s cost/income ratio is calculated on the basis of net banking income and operating expenses excluding exceptional items. The calculations are detailed in the annexes.
Business line cost/income ratios are calculated on the basis of underlying net banking income and operating expenses.

Cost of risk

The cost of risk is expressed in basis points and measures the level of risk per business line as a percentage of the volume of loan outstandings; it is calculated by comparing net provisions booked with respect to credit risks of the period to gross customer loan outstandings at the beginning of the period.

Loan oustandings and deposits & savings

Restatements regarding transitions from book outstandings to outstandings under management are as follows:
Loan outstandings: the scope of outstandings under management does not include securities classified as customer loans and receivables and other securities classified as financial operations,
Deposits & savings: the scope of outstandings under management does not include debt securities (certificates of deposit and savings bonds).

Capital Adequacy

Common Equity Tier 1 is determined in accordance with the applicable CRR II/CRD IV rules, after deductions.
Additional Tier-1 capital takes account of subordinated debt issues that have become non-eligible and subject to ceilings at the phase-out rate in force.
The leverage ratio is calculated in accordance with the applicable CRR II/CRD V rules. Centralized outstandings of regulated savings are excluded from the leverage exposures as are Central Bank exposures for a limited period of time (pursuant to ECB decision 2021/27 of June 18, 2021).

Total loss-absorbing capacity

The amount of liabilities eligible for inclusion in the numerator used to calculate the Total Loss-Absorbing Capacity (TLAC) ratio is determined by article 92a of CRR. Please note that a quantum of Senior Preferred securities has not been included in our calculation of TLAC.
This amount is consequently comprised of the 4 following items:

Common Equity Tier 1 in accordance with the applicable CRR II/CRD IV rules,
Additional Tier-1 capital in accordance with the applicable CRR II/CRD IV rules,
Tier-2 capital in accordance with the applicable CRR II/CRD IV rules,
Subordinated liabilities not recognized in the capital mentioned above and whose residual maturity is greater than 1 year, namely:
- The share of additional Tier-1 capital instruments not recognized in common equity (i.e. included in the phase-out),
- The share of the prudential discount on Tier-2 capital instruments whose residual maturity is greater than 1 year,
- The nominal amount of Senior Non-Preferred securities maturing in more than 1 year.

Liquidity

Total liquidity reserves comprise the following:

Central bank-eligible assets include: ECB-eligible securities not eligible for the LCR, taken for their ECB valuation (after ECB haircut), securities retained (securitization and covered bonds) that are available and ECB-eligible taken for their ECB valuation (after ECB haircut) and private receivables available and eligible for central bank funding (ECB and the Federal Reserve), net of central bank funding,
LCR eligible assets comprising the Group’s LCR reserve taken for their LCR valuation,
Liquid assets placed with central banks (ECB and the Federal Reserve), net of US Money Market Funds deposits and to which fiduciary money is added.

Short-term funding corresponds to funding with an initial maturity of less than, or equal to, 1 year and the short-term maturities of medium-/long-term debt correspond to debt with an initial maturity date of more than 1 year maturing within the next 12 months.
Customer deposits are subject to the following adjustments:

Addition of security issues placed by the Banque Populaire and Caisse d’Epargne retail banking networks with their customers, and certain operations carried out with counterparties comparable to customer deposits
Withdrawal of short-term deposits held by certain financial customers collected by Natixis in pursuit of its intermediation activities.

Business line indicators – BP & CE networks

Average rate (%) for residential mortgages: the average client rate for residential mortgages corresponds to the weighted average of actuarial rates for committed residential mortgages, excluding ancillary items (application fees, guarantees, creditor insurance). The rates are weighted by the amounts committed (offers made, net of cancellations) over the period under review. The calculation is based on aggregate residential mortgages, excluding zero interest rate loans.

Average rate (%) for consumer loans: the average client rate for consumer loans corresponds to the weighted average of the actuarial rates for committed consumer loans, excluding ancillary items (application fees, guarantees, creditor insurance). The rates are weighted by the amounts committed (offers made net of cancellations) over the period under review. The calculation is based on the scope of amortizable consumer loans, excluding overdraft and revolving loans.

Average rate (%) for equipment loans: the average customer rate for equipment loans is the average of the actuarial rates for equipment loans in each volume-weighted market.

Digital indicators

The number of active customers using mobile apps corresponds to the number of customers who have made at least one visit via one mobile apps over one month.
The number of documents checked automatically corresponds to the number of documents transmitted by customers through their digital spaces or in a physical branch and checked automatically: eligibility for the LEP popular passbook savings account and customer intelligence documents (KYC) for consumer loans, mortgages (digital) and new business relationships (digital and physical branches).

Impact indicators

Financing for energy-efficient home renovation for individual clients: this indicator calculates the aggregate annual production of loans granted to individual customers (natural persons) to finance energy renovation work, expressed in €m:

– Rénovation Energétique (Energy Renovation): consumer credit for environmentally-friendly properties,
– ECO PTZ MPR: consumer credit designed for renovation work eligible for the MaPrimeRenov program (government scheme to support energy-efficient home renovation work) for up to a total of €30,000,
– ECO PTZ: interest-free regulated home improvement loan for up to a total of €50,000

Number of unique visitors to the ‘Advice and Sustainable Solutions’ digital module: this indicator calculates the aggregate annual number of unique visitors who consult the ‘Advice and sustainable solutions’ page on BP and CE mobile applications.

Financing BtoB clients in their transition and decarbonization efforts: this indicator calculates the aggregate annual amount of loans granted to businesses to help finance their transition and decarbonization efforts, expressed in €m. This aggregate total is derived from the sum of BtoB loan amounts (Green loans + Impact loans + Vehicle Leasing + Green Lease with Purchase Option/Long-Term Rental agreements (LOA/LDD Green).

Within the scope of CIB activities, Green revenues are comprised of:

Sustainable Finance (GSH scope)
Renewable & new energies franchises
Activities with clients/assets rated Dark & Medium Green (Green Weighting Factor).

(restated for scope reconciliations).

Reconciliation of 2023 data to pro forma data

Retail banking and Insurance	Q1-23
€m	Net banking income	Operating expenses	Income before tax	Income tax	Net income
Reported figures	3,891	(2,496)	1,107	(269)	840
Sectoral reallocation	12	(1)	11	0	11
Pro forma figures	3,903	(2,497)	1,118	(269)	851

Global Financial Services	Q1-23
€m	Net banking income	Operating expenses	Income before tax	Income tax	Net income
Reported figures	1,822	(1,303)	590	(146)	432
Sectoral reallocation	0	0	0	0	0
New rules	32	(2)	30	(4)	26
Pro forma figures	1,854	(1,305)	621	(151)	458

Corporate center	Q1-23
€m	Net banking income	Operating expenses	Income before tax	Income tax	Net income
Reported figures	102	(788)	(729)	(10)	(739)
Sectoral reallocation	(12)	1	(11)	0	(11)
New rules	(32)	2	(30)	4	(26)
Pro forma figures	57	(785)	(771)	(5)	(776)

Retail banking and Insurance	Q2-23
€m	Net banking income	Operating expenses	Income before tax	Income tax	Net income
Reported figures	3,655	(2,459)	952	(224)	729
Sectoral reallocation	(15)	(1)	(15)	(0)	(15)
Pro forma figures	3,640	(2,460)	936	(224)	713

Global Financial Services	Q2-23
€m	Net banking income	Operating expenses	Income before tax	Income tax	Net income
Reported figures	1,798	(1,282)	429	(115)	300
Sectoral reallocation	(0)	(0)	(0)	(0)	(0)
New rules	31	(5)	26	(3)	22
Pro forma figures	1,829	(1,287)	455	(118)	322

Corporate center	Q2-23
€m	Net banking income	Operating expenses	Income before tax	Income tax	Net income
Reported figures	13	(58)	(44)	(14)	(56)
Sectoral reallocation	15	1	16	0	16
New rules	(31)	5	(26)	3	(22)
Pro forma figures	(3)	(52)	(54)	(10)	(63)

Retail banking and Insurance	Q3-23
€m	Net banking income	Operating expenses	Income before tax	Income tax	Net income
Reported figures	3,721	(2,358)	1,072	(268)	799
Sectoral reallocation	(13)	(1)	(14)	0	(14)
Pro forma figures	3,709	(2,359)	1,058	(268)	785

Global Financial Services	Q3-23
€m	Net banking income	Operating expenses	Income before tax	Income tax	Net income
Reported figures	1,736	(1,279)	444	(114)	319
Sectoral reallocation	(0)	(0)	(0)	0	(0)
New rules	31	(4)	27	(4)	23
Pro forma figures	1,767	(1,283)	470	(118)	341

Corporate center	Q3-23
€m	Net banking income	Operating expenses	Income before tax	Income tax	Net income
Reported figures	(3)	(175)	(176)	(23)	(200)
Sectoral reallocation	13	1	14	0	14
New rules	(31)	4	(27)	4	(23)
Pro forma figures	(21)	(170)	(189)	(19)	(210)

Retail banking and Insurance	Q4-23
€m	Net banking income	Operating expenses	Income before tax	Income tax	Net income
Reported figures	3,557	(2,497)	395	(122)	294
Sectoral reallocation	19	(1)	18	(0)	18
Pro forma figures	3,576	(2,499)	413	(122)	312

Global Financial Services	Q4-23
€m	Net banking income	Operating expenses	Income before tax	Income tax	Net income
Reported figures	1,874	(1,389)	391	(118)	255
Sectoral reallocation	0	(1)	(0)	(0)	(0)
New rules	33	(4)	29	(3)	26
Pro forma figures	1,908	(1,394)	420	(121)	280

Corporate center	Q4-23
€m	Net banking income	Operating expenses	Income before tax	Income tax	Net income
Reported figures	31	(243)	(249)	81	(168)
Sectoral reallocation	(20)	2	(18)	0	(18)
New rules	(33)	4	(29)	3	(26)
Pro forma figures	(22)	(237)	(296)	84	(211)

Q4-24 & Q4-23 results : reconcialiation of reported data to alternative performance measures

€m		Net banking income	Operating expenses	Cost of risk	Gains or losses on other assets	Income before tax	Net income – Group share
Reported Q4-24 results		6,046	(4,184)	(596)	(35)	1,262	913
Transformation and reorganization costs	Business lines/Corporate center	0	(86)		(1)	(87)	(64)
Disposals	Corporate center				(1)	(1)	(1)
Q4-24 results excluding exceptional items		6,045	(4,098)	(596)	(34)	1,349	977

€m		Net banking income	Operating expenses	Cost of risk	Gains or losses on other assets	Income before tax	Net income – Group share
Pro forma reported Q4-23 results		5,462	(4,129)	(744)	(43)	537	381
Transformation and reorganization costs	Business lines/Corporate center	(5)	(54)	(34)		(93)	(57)
Disposals	Corporate center				(43)	(43)	(43)
Pro forma Q4-23 results excluding exceptional items		5,467	(4,076)	(710)	(0)	672	481

2024 & 2023 results : reconcialiation of reported data to alternative performance measures

€m		Net banking income	Operating expenses	Cost of risk	Gains or losses on other assets	Income before tax	Net income – Group share
Reported 2024 results		23,317	(16,384)	(2,061)	28	4,956	3,520
Transformation and reorganization costs	Business lines/Corporate center	3	(208)		(1)	(206)	(153)
Disposals	Corporate center	0			(3)	(3)	(3)
2024 results excluding exceptional items		23,314	(16,176)	(2,061)	32	5,165	3,675

€m		Net banking income	Operating expenses	Cost of risk	Gains or losses on other assets	Income before tax	Net income – Group share
Pro forma reported 2023 results		22,198	(16,328)	(1,731)	8	4,182	2,804
Transformation and reorganization costs	Business lines/Corporate center	2	(213)	(32)		(242)	(164)
Disposals	Corporate center				(45)	(45)	(44)
Litigations	Business lines/Corporate center	87				87	87
Pro forma 2023 results excluding exceptional items		22,108	(16,115)	(1,699)	53	4,381	2,925

Groupe BPCE : underying cost to income ratio

€m	Net banking income	Operating expenses	Underlying cost income ratio
Q4-24 reported figures	6,046	(4,184)
Impact of exceptional items	0	(86)
Q4-24 underlying figures	6,045	(4,098)	67.8%

€m	Net banking income	Operating expenses	Underlying cost income ratio
Q4-23 Pro forma reported figures	5,462	(4,129)
Impact of exceptional items	(5)	(54)
Q4-23 Pro forma underlying figures	5,467	(4,076)	74.6%

Groupe BPCE : underying cost to income ratio

€m	Net banking income	Operating expenses	Underlying cost income ratio
2024 reported figures	23,317	(16,384)
Impact of exceptional items	3	(208)
2024 underlying figures	23,314	(16,176)	69.4%

€m	Net banking income	Operating expenses	Underlying cost income ratio
2023 Pro forma reported figures	22,198	(16,328)
Impact of exceptional items	89	(213)
2023 Pro forma underlying figures	22,108	(16,115)	72.9%

Groupe BPCE : quarterly income statement per business line

	RETAIL BANKING & INSURANCE		GLOBAL FINANCIAL SERVICES		CORPORATE CENTER		GROUPE BPCE
€m	Q4-24	Q4-23	Q4-24	Q4-23	Q4-24	Q4-23	Q4-24	Q4-23	%
Net banking income	4,064	3,576	2,055	1,908	(73)	(22)	6,046	5,462	11%
Operating expenses	(2,497)	(2,499)	(1,501)	(1,394)	(186)	(237)	(4,184)	(4,129)	1%
Gross operating income	1,567	1,077	553	514	(259)	(259)	1,862	1,332	40%
Cost of risk	(556)	(643)	(86)	(73)	46	(28)	(596)	(744)	(20)%
Income before tax	998	413	479	420	(215)	(296)	1,262	537	x 2
Income tax	(222)	(122)	(124)	(121)	19	84	(326)	(159)	x 2
Non-controlling interests	(5)	21	(18)	(19)	0	1	(23)	3	ns
Net income – Group share	772	312	337	280	(196)	(211)	913	381	x 2

Groupe BPCE : 2024 income statement per business line

	RETAIL BANKING & INSURANCE		GLOBAL FINANCIAL SERVICES		CORPORATE CENTER		GROUPE BPCE
€m	2024	2023	2024	2023	2024	2023	2024	2023	%
Net banking income	15,397	14,828	7,947	7,358	(27)	12	23,317	22,198	5%
Operating expenses	(9,902)	(9,815)	(5,651)	(5,269)	(831)	(1,244)	(16,384)	(16,328)	0%
Gross operating income	5,495	5,013	2,296	2,088	(858)	(1,232)	6,933	5,870	18%
Cost of risk	(1,751)	(1,505)	(268)	(154)	(43)	(72)	(2,061)	(1,731)	19%
Income before tax	3,807	3,526	2,051	1,966	(902)	(1,310)	4,956	4,182	19%
Income tax	(891)	(882)	(534)	(507)	67	49	(1,357)	(1,340)	1%
Non-controlling interests	(14)	18	(66)	(56)	1	1	(79)	(38)	x 2
Net income – Group share	2,902	2,661	1,452	1,402	(834)	(1,260)	3,520	2,804	26%

Groupe BPCE : quarterly series

GROUPE BPCE
€m	Q1-23	Q2-23	Q3-23	Q4-23	Q1-24	Q2-24	Q3-24	Q4-24
Net banking income	5,815	5,467	5,455	5,462	5,753	5,626	5,892	6,046
Operating expenses	(4,587)	(3,799)	(3,812)	(4,129)	(4,151)	(4,008)	(4,041)	(4,184)
Gross operating income	1,228	1,667	1,642	1,332	1,602	1,618	1,851	1,862
Cost of risk	(326)	(342)	(319)	(744)	(382)	(560)	(523)	(596)
Income before tax	968	1,337	1,339	537	1,233	1,124	1,336	1,262
Net income – Group share	533	973	917	381	875	806	925	913

Groupe BPCE : Consolidated balance sheet

ASSETS €m	Dec. 31, 2024	Dec. 31, 2023
Cash and amounts due from central banks	133,186	152,669
Financial assets at fair value through profit or loss	230,521	214,582
Hedging derivatives	7,624	8,855
Financial assets at fair value through other comprehensive income	57,166	48,073
Securities at amortized cost	27,021	26,373
Loans and advances to banks and similar at amortized cost	115,862	108,631
Loans and receivables due from customers at amortized cost	851,843	839,457
Revaluation difference on interest rate risk-hedged portfolios	(856)	(2,626)
Financial investments of insurance activities	115,631	103,615
Insurance contracts issued – Assets	1,134	1,124
Reinsurance contracts held – Assets	9,320	9,564
Current tax assets	640	829
Deferred tax assets	4,160	4,575
Accrued income and other assets	16,444	14,611
Non-current assets held for sale	438	–
Investments in accounted for using equity method	2,146	1,616
Investment property	733	717
Property, plant and equipment	6,085	6,023
Intangible assets	1,147	1,110
Goodwill	4,312	4,224
TOTAL ASSETS	1,584,558	1,544,022

LIABILITIES €m	Dec. 31, 2024	Dec. 31, 2023
Amounts due to central banks	1	2
Financial liabilities at fair value through profit or loss	218,963	204,023
Hedging derivatives	14,260	14,973
Debt securities	304,957	292,598
Amounts due to banks and similar	69,953	79,634
Amounts due to customers	723,090	711,658
Revaluation difference on interest rate risk-hedged portfolios, liabilities	14	159
Insurance contracts issued – Liabilities	117,551	106,137
Reinsurance contracts held – Liabilities	119	149
Current tax liabilities	2,206	2,026
Deferred tax liabilities	1,323	1,640
Accrued expenses and other liabilities	20,892	22,492
Liabilities associated with non-current assets held for sale	312	–
Provisions	4,748	4,825
Subordinated debt	18,401	18,801
Shareholders’ equity	87,768	84,905
Equity attributable to equity holders of the parent	87,137	84,351
Non-controlling interests	630	553
TOTAL LIABILITIES	1,584,558	1,544,022

Groupe BPCE : Goodwill

€m	Dec. 31, 2023	Acquisitions	IRFS5 reclassifications	Translation adjustments	Dec. 31, 2024
Retail Banking & Insurance	822	58			879
Asset & Wealth Management	3,257	1	(72)	95	3,280
Corporate & Investment Banking	144			7	151
Total	4,224	58	(72)	102	4,312

Groupe BPCE: Statement of changes in shareholders’ equity

€m	Equity attributable to shareholders’ equity
December 31, 2023	84,407
Restatements¹	(56)
December 31, 2023 restated	84,351
Distributions	(833)
Change in capital (cooperative shares)	90
Impact of acquisitions and disposals on non-controlling interests (minority interests)	(48)
Income	3,520
Changes in gains & losses directly recognized in equity	144
Capital gains and losses reclassified as reserves	(31)
Others	(56)
December 31, 2024	87,137

¹ Opening shareholders’ equity has been adjusted for Funding Valuation Adjustments whose non-material impact on income has not given rise to a change in the latter in the 2024 consolidated financial statements

Retail Banking & Insurance: quarterly income statement

	BANQUE POPULAIRE NETWORK			CAISSE D’EPARGNE NETWORK			FINANCIAL SOLUTIONS & EXPERTISE			INSURANCE			DIGITAL & PAYMENTS				OTHER NETWORK				RETAIL BANKING & INSURANCE
€m	Q4-24	Q4-23	%	Q4-24	Q4-23	%	Q4-24	Q4-23	%	Q4-24	Q4-23	%	Q4-24	Q4-23	%	Q4-24		Q4-23	%	Q4-24		Q4-23	%
Net banking income	1,614	1,382	17%	1,616	1,423	14%	334	335	(0)%	171	146	17%	227	199	14%	101		91	12%	4,064		3,576	14%
Operating expenses	(980)	(975)	1%	(1,084)	(1,081)	0%	(169)	(167)	1%	(36)	(41)	(10)%	(173)	(171)	1%	(53)		(63)	(16)%	(2,497)		(2,499)	(0)%
Gross operating income	634	407	56%	531	343	55%	165	168	(2)%	135	105	28%	54	27	96%	48		28	75%	1,567		1,077	45%
Cost of risk	(266)	(282)	(6)%	(205)	(218)	(6)%	(38)	(54)	(31)%				(33)	(69)	(52)%	(15)		(19)	(23)%	(556)		(643)	(13)%
Income before tax	352	149	x2	328	126	x3	125	112	12%	141	107	32%	20	(89)	ns	33		9	x4	998		413	x2
Income tax	(73)	(45)	62%	(78)	(20)	x4	(33)	(27)	22%	(29)	(25)	16%	0	(2)	ns	(8)		(2)	x4	(222)		(122)	82%
Non-controlling interests	(0)	(6)	(94)%	(1)	(3)	(66)%	0	(0)	ns	0	(1)	ns	(3)	30	ns					(5)		21	ns
Net income – Group share	278	98	x3	248	103	x2	92	85	8%	112	81	39%	16	(61)	ns	25		7	x4	772		312	x2

	BANQUE POPULAIRE NETWORK			CAISSE D’EPARGNE NETWORK			FINANCIAL SOLUTIONS & EXPERTISE			INSURANCE			DIGITAL & PAYMENTS				OTHER NETWORK				RETAIL BANKING & INSURANCE
€m	2024	2023	%	2024	2023	%	2024	2023	%	2024	2023	%	2024	2023	%	2024		2023	%	2024		2023	%
Net banking income	6,098	5,862	4%	6,054	5,858	3%	1,303	1,274	2%	694	633	10%	873	816	7%	375		384	(2)%	15,397		14,828	4,%
Operating expenses	(4,047)	(3,970)	2%	(4,216)	(4,181)	1%	(636)	(630)	1%	(143)	(163)	(12)%	(646)	(652)	(1)%	(213)		(218)	(2)%	(9,902)		(9,815)	1%
Gross operating income	2,051	1,892	8%	1,838	1,677	10%	667	644	3%	550	470	17%	227	164	39%	162		166	(2)%	5,495		5,013	10%
Cost of risk	(814)	(651)	25%	(640)	(553)	16%	(108)	(98)	11%				(126)	(171)	(26)%	(62)		(33)	89%	(1,751)		(1,505)	16%
Income before tax	1,285	1,308	(2)%	1,200	1,125	7%	555	545	2%	566	475	19%	97	(68)	ns	103		140	(26)%	3,807		3,526	8%
Income tax	(307)	(329)	(7)%	(264)	(254)	4%	(146)	(140)	4%	(123)	(99)	24%	(27)	(25)	9%	(24)		(35)	(30)%	(891)		(882)	1%
Non-controlling interests	(9)	(24)	(64)%	(5)	(7)	(24)%	0	(0)	ns	0	(0)	ns	(0)	49	ns					(14)		18	ns
Net income – Group share	970	954	2%	931	864	8%	409	405	1%	443	376	18%	70	(43)	ns	79		106	(25)%	2,902		2,661	9%

Retail Banking & Insurance: 2024 income statement

Retail banking & insurance: quarterly series

RETAIL BANKING & INSURANCE
€m	Q1-23	Q2-23	Q3-23	Q4-23	Q1-24	Q2-24	Q3-24	Q4-24
Net banking income	3,903	3,640	3,709	3,576	3,763	3,701	3,869	4,064
Operating expenses	(2,497)	(2,460)	(2,359)	(2,499)	(2,547)	(2,456)	(2,403)	(2,497)
Gross operating income	1,406	1,180	1,350	1,077	1,217	1,245	1,467	1,567
Cost of risk	(308)	(252)	(302)	(643)	(296)	(475)	(423)	(556)
Income before tax	1,118	936	1,058	413	934	831	1,044	998
Net income – Group share	851	713	785	312	709	637	785	772

Retail Banking & Insurance: Banque Populaire and Caisse d’Epargne networks quarterly series

BANQUE POPULAIRE NETWORK
€m	Q1-23	Q2-23	Q3-23	Q4-23	Q1-24	Q2-24	Q3-24	Q4-24
Net banking income	1,569	1,442	1,469	1,382	1,489	1,489	1,506	1,614
Operating expenses	(1,018)	(1,015)	(961)	(975)	(1,043)	(1,025)	(999)	(980)
Gross operating income	551	427	508	407	445	464	508	634
Cost of risk	(132)	(110)	(127)	(282)	(125)	(228)	(195)	(266)
Income before tax	434	328	398	149	329	290	315	352
Net income – Group share	332	240	284	98	252	210	230	278

CAISSE D’EPARGNE NETWORK
€m	Q1-23	Q2-23	Q3-23	Q4-23	Q1-24	Q2-24	Q3-24	Q4-24
Net banking income	1,537	1,465	1,432	1,423	1,454	1,467	1,517	1,616
Operating expenses	(1,066)	(1,041)	(993)	(1,081)	(1,085)	(1,038)	(1,008)	(1,084)
Gross operating income	470	424	440	343	368	429	509	531
Cost of risk	(136)	(84)	(115)	(218)	(100)	(176)	(159)	(205)
Income before tax	334	340	325	126	270	252	350	328
Net income – Group share	253	256	253	103	208	194	281	248

Retail Banking & Insurance: FSE quarterly series

FINANCIAL SOLUTIONS & EXPERTISE
€m	Q1-23	Q2-23	Q3-23	Q4-23	Q1-24	Q2-24	Q3-24	Q4-24
Net banking income	315	306	318	335	327	320	322	334
Operating expenses	(157)	(151)	(154)	(167)	(162)	(154)	(151)	(169)
Gross operating income	158	155	164	168	166	166	171	165
Cost of risk	(6)	(19)	(18)	(54)	(24)	(22)	(24)	(38)
Income before tax	151	136	146	112	141	143	146	125
Net income – Group share	112	102	107	85	104	106	108	92

Retail Banking & Insurance: Insurance quarterly series

INSURANCE
€m	Q1-23	Q2-23	Q3-23	Q4-23	Q1-24	Q2-24	Q3-24	Q4-24
Net banking income	180	126	181	146	188	118	217	171
Operating expenses	(43)	(37)	(42)	(41)	(42)	(25)	(40)	(36)
Gross operating income	137	89	139	105	146	93	177	135
Income before tax	139	93	137	107	149	99	177	141
Net income – Group share	109	83	103	81	113	92	126	112

Retail Banking & Insurance: Digital & Payments quarterly series

DIGITAL & PAYMENTS
€m	Q1-23	Q2-23	Q3-23	Q4-23	Q1-24	Q2-24	Q3-24	Q4-24
Net banking income	205	203	209	199	215	214	218	227
Operating expenses	(161)	(163)	(157)	(171)	(160)	(159)	(154)	(173)
Gross operating income	44	40	52	27	55	55	64	54
Cost of risk	(32)	(41)	(29)	(69)	(31)	(32)	(30)	(33)
Income before tax	8	(6)	19	(89)	24	22	32	20
Net income – Group share	7	(3)	13	(61)	17	16	21	16

Retail Banking & Insurance: Other network quarterly series

OTHER NETWORK
€m	Q1-23	Q2-23	Q3-23	Q4-23	Q1-24	Q2-24	Q3-24	Q4-24
Net banking income	97	97	99	91	91	93	90	101
Operating expenses	(51)	(52)	(52)	(63)	(55)	(55)	(51)	(53)
Gross operating income	46	45	47	28	37	38	39	48
Cost of risk	(2)	2	(14)	(19)	(16)	(17)	(14)	(15)
Income before tax	52	47	33	9	20	25	25	33
Net income – Group share	39	36	25	7	16	19	20	25

Global Financial Services: quarterly income statement per business line

	ASSET AND WEALTH MANAGEMENT		CORPORATE & INVESTMENT BANKING		GLOBAL FINANCIAL SERVICES
€m	Q4-24	Q4-23	Q4-24	Q4-23	Q4-24	Q4-23	%
Net banking income	968	874	1,087	1,034	2,055	1,908	8%
Operating expenses	(763)	(691)	(738)	(703)	(1,501)	(1,394)	8%
Gross operating income	205	183	349	331	553	514	8%
Cost of risk	12	(12)	(98)	(62)	(86)	(73)	18%
Share in net income of associates	0	0	12	4	12	4	x3
Gains or losses on other assets	0	(7)	0	(17)	0	(24)	ns
Income before tax	217	165	262	255	479	420	14%
Net income – Group share	143	105	194	176	337	280	20%

Global Financial Services: 2024 income statement per business line

	ASSET AND WEALTH MANAGEMENT		CORPORATE & INVESTMENT BANKING		GLOBAL FINANCIAL SERVICES
€m	2024	2023	2024	2023	2024	2023	%
Net banking income	3,507	3,192	4,440	4,166	7,947	7,358	8%
Operating expenses	(2,763)	(2,604)	(2,889)	(2,666)	(5,651)	(5,269)	7%
Gross operating income	744	588	1,551	1,500	2,296	2,088	10%
Cost of risk	14	4	(282)	(158)	(268)	(154)	73%
Share in net income of associates	0	0	23	13	23	14	67%
Gains or losses on other assets	0	35	0	(17)	0	18	ns
Income before tax	759	627	1,293	1,338	2,051	1,966	4%
Net income – Group share	500	425	952	977	1,452	1,402	4%

Global Financial Services: quarterly series

GLOBAL FINANCIAL SERVICES
€m	Q1-23	Q2-23	Q3-23	Q4-23	Q1-24	Q2-24	Q3-24	Q4-24
Net banking income	1,854	1,829	1,767	1,908	1,933	1,983	1,976	2,055
Operating expenses	(1,305)	(1,287)	(1,283)	(1,394)	(1,368)	(1,366)	(1,415)	(1,501)
Gross operating income	549	542	483	514	564	617	561	553
Cost of risk	27	(91)	(17)	(73)	(58)	(82)	(41)	(86)
Income before tax	621	455	470	420	510	539	525	479
Net income – Group share	458	322	341	280	364	384	366	337

Corporate & Investment Banking: quarterly series

CORPORATE & INVESTMENT BANKING
€m	Q1-23	Q2-23	Q3-23	Q4-23	Q1-24	Q2-24	Q3-24	Q4-24
Net banking income	1,074	1,056	1,002	1,034	1,102	1,133	1,118	1,087
Operating expenses	(661)	(651)	(650)	(703)	(706)	(694)	(751)	(738)
Gross operating income	412	405	352	331	396	439	367	349
Cost of risk	21	(90)	(28)	(62)	(54)	(91)	(39)	(98)
Income before tax	437	318	328	255	346	352	333	262
Net income – Group share	321	233	247	176	255	261	242	194

Asset & Wealth Management: quarterly series

ASSET & WEALTH MANAGEMENT
€m	Q1-23	Q2-23	Q3-23	Q4-23	Q1-24	Q2-24	Q3-24	Q4-24
Net banking income	781	773	764	874	830	850	858	968
Operating expenses	(644)	(636)	(633)	(691)	(662)	(673)	(664)	(763)
Gross operating income	137	137	131	183	168	178	194	205
Cost of risk	6	(1)	11	(12)	(5)	9	(2)	12
Income before tax	184	136	143	165	163	187	192	217
Net income – Group share	137	89	94	105	109	123	124	143

Corporate center: quarterly series

CORPORATE CENTER
€m	Q1-23	Q2-23	Q3-23	Q4-23	Q1-24	Q2-24	Q3-24	Q4-24
Net banking income	57	(3)	(21)	(22)	57	(58)	46	(73)
Operating expenses	(785)	(52)	(170)	(237)	(236)	(186)	(223)	(186)
Gross operating income	(728)	(55)	(191)	(259)	(179)	(244)	(176)	(259)
Cost of risk	(46)	1	0	(28)	(28)	(2)	(59)	46
Share in income of associates	2	0	1	(9)	3	0	1	5
Gains or losses on other assets	(0)	0	(0)	(0)	(6)	1	3	(8)
Income before tax	(771)	(54)	(189)	(296)	(210)	(245)	(232)	(215)
Net income – Group share	(776)	(63)	(210)	(211)	(198)	(215)	(226)	(196)

DISCLAIMER

This document may contain forward-looking statements and comments relating to the objectives and strategy of Groupe BPCE. By their very nature, these forward-looking statements inherently depend on assumptions, project considerations, objectives and expectations linked to future events, transactions, products and services as well as on suppositions regarding future performance and synergies.

No guarantee can be given that such objectives will be realized; they are subject to inherent risks and uncertainties and are based on assumptions relating to the Group, its subsidiaries and associates and the business development thereof; trends in the sector; future acquisitions and investments; macroeconomic conditions and conditions in the Group’s principal local markets; competition and regulation. Occurrence of such events is not certain, and outcomes may prove different from current expectations, significantly affecting expected results. Actual results may differ significantly from those anticipated or implied by the forward-looking statements. Groupe BPCE shall in no event have any obligation to publish modifications or updates of such objectives.

Information in this presentation relating to parties other than Groupe BPCE or taken from external sources has not been subject to independent verification; the Group makes no statement or commitment with respect to this third-party information and makes no warranty as to the accuracy, fairness, precision or completeness of the information or opinions contained in this press release. Neither Groupe BPCE nor its representatives shall be held liable for any errors or omissions or for any harm that may result from the use of this presentation or of its contents or any related material, or of any document or information referred to in this presentation.

The financial information presented in this document relating to the fiscal period ended December 31, 2024 has been drawn up in compliance with IFRS standards, as adopted in the European Union.
This financial information is not the equivalent of summary financial statements for an interim period as defined by IAS 34 “Interim Financial Reporting”.

Preparation of the financial information requires Management to make estimates and assumptions in certain areas regarding uncertain future events.

These estimates are based on the judgment of the individuals preparing this financial information and the information available at the date of the balance sheet. Actual future results may differ from these estimates. For further information, see chapter 5, part 5.1, note 2.3 “Use of estimates and judgments” of the Universal Registration Document 2023 filed with the Autorité des Marchés Financiers, the French financial markets authority.
With respect to the financial information of Groupe BPCE for the quarter ended December 31, 2024, and in view of the context mentioned above, attention should be drawn to the fact that the estimated increase in credit risk and the calculation of expected credit losses (IFRS 9 provisions) are largely based on assumptions that depend on the macroeconomic context.

Significant factors liable to cause actual results to differ from those anticipated in the projections are related to the banking and financial environment in which Groupe BPCE operates, which exposes it to a multitude of risks. These potential risks liable to affect Groupe BPCE’s financial results are detailed in the “Risk factors & risk management” chapter of the latest amendment to the 2023 Universal Registration Document filed with the Autorité des Marchés Financiers.

Investors are advised to consider the uncertainties and risk factors liable to affect the Group’s operations when examining the information contained in the projection elements.

The financial results contained in this presentation have not been reviewed by the statutory auditors. The quarterly financial information of Groupe BPCE for the period ended December 31, 2024, approved by the Management Board at a meeting convened on February 3, 2025, were verified and reviewed by the Supervisory Board at a meeting convened on February 5, 2025.

The sum of the values shown in the tables and analyses may differ slightly from the total reported owing to rounding effects.

About Groupe BPCE
Groupe BPCE is the second-largest banking group in France. Through its 100,000 staff, the group serves 35 million customers – individuals, professionals, companies, investors and local government bodies – around the world. It operates in the retail banking and insurance fields in France via its two major networks, Banque Populaire and Caisse d’Epargne, along with Banque Palatine and Oney. It also pursues its activities worldwide with the wholesale banking expertise of Natixis Corporate & Investment Banking and with the asset & wealth management services provided by Natixis Investment Managers.
The Group’s financial strength is recognized by four financial rating agencies: Moody’s (A1, stable outlook), Standard & Poor’s (A+, stable outlook), Fitch (A+, stable outlook) and R&I (A+, stable outlook).

groupebpce.com

Attachment

Groupe BPCE_PR_Results_Q4-24 & 2024_FV

The MIL Network –

February 6, 2025

MIL-OSI USA: Governor Stein Announces Cold Storage Company Will Create 123 Jobs In Robeson County

Source: US State of North Carolina

Headline: Governor Stein Announces Cold Storage Company Will Create 123 Jobs In Robeson County

Governor Stein Announces Cold Storage Company Will Create 123 Jobs In Robeson County
bwood
Wed, 02/05/2025 – 11:25

Raleigh, NC

Today, Governor Josh Stein announced that Cold-Link Logistics, a cold storage management firm, will create 123 new jobs in Robeson County. The company will invest $85.5 million to build a cold storage warehouse in Lumberton.

“North Carolina is consistently ranked as a top state to do business thanks to our skilled workforce, robust transportation infrastructure, and friendly business climate,” said Governor Josh Stein. “We are proud to welcome Cold-Link Logistics to our state and to partner with them to bring more jobs to Robeson County.”

A subsidiary of family-owned Mandich Group, Cold-Link Logistics is a full-service third-party logistics cold storage company. Headquartered in Florida, the company’s cold storage locations provide customized product handling, storage, order picking and load preparation, blast freezing, and other value-added logistics services. Cold-Link Lumberton will be a modern 233,000-square-foot temperature-controlled building that will serve the local and regional poultry business, as well as a broad variety of other food companies, manufacturers, and distributors. The company is building on 55 acres in the new Southeast Crossroads Industrial Park.

“We are excited to expand our footprint into the great State of North Carolina,” said Michael Mandich, Managing Partner of Cold-Link Logistics. “We have listened to our customers and their need for additional cold storage warehousing in the Southeast regions surrounding Lumberton. There’s a strong interest among the protein and other food manufacturers in this area to work with a family owned and operated company like Cold-Link that can offer first-class, value-added services. The Robeson County Community has welcomed us with open arms. After looking into many areas to expand our business we knew this was the right place to locate our 10th facility.”

“North Carolina’s supply chain for food and agriculture has always been an economic driver for our state,” said N.C. Commerce Secretary Lee Lilley. “Our agricultural legacy and commitment to innovation will help companies like Cold-Link establish its operations and increase its footprint in the southeastern United States.”

New positions for the company include managers, supervisors, warehouse staff, and shipping and receiving personnel. Wages for the positions will vary, but altogether, the average annual salary will be $50,128, which exceeds the Robeson County average of $42,964. These new jobs could create a potential annual payroll impact of more than $6.1 million.

A performance-based grant of $375,000 from the One North Carolina Fund has been awarded to MG88 Lumberton Cold Storage, LLC, which does business under the name Cold-Link Logistics Lumberton, LLC, to support the project locating to Robeson County. The OneNC Fund provides financial assistance to local governments to help attract economic investment and to create jobs. Companies receive no money upfront and must meet job creation and capital investment targets to qualify for payment. All OneNC grants require a matching participation from local governments, and any award is contingent upon that condition being met.

“This is fantastic news for region and the entire state,” said Senator Danny Earl Britt, Jr. “Being situated along the I-95 corridor, Lumberton is a great location for warehouse and distribution companies looking to invest in growing markets with a solid pipeline of talent.”

“Cold-Link’s decision to build in the Southeast Crossroads Industrial Park is yet another symbol of the strong collaboration to grow our state’s economy,” said Representative Jarrod Lowery. “We are grateful for all the state, regional, and local partners that helped prepare the site and Robeson County for economic development wins such as this.”

In addition to the North Carolina Department of Commerce and the Economic Development Partnership of North Carolina, other key partners in this project include the North Carolina General Assembly, North Carolina Community College System, Golden LEAF Foundation, Electricities, Robeson County, Robeson County Committee of 100, North Carolina’s Southeast, and the City of Lumberton.

Feb 5, 2025

MIL OSI USA News –

February 6, 2025
MIL-OSI: TrendPulse Quantitative Think Tank Center Leads Innovation in FinTech Under Johnathan Walker

Source: GlobeNewswire (MIL-OSI)

Denver, CO, Feb. 05, 2025 (GLOBE NEWSWIRE) — TrendPulse Quantitative Think Tank Center continues to lead innovation in the financial technology (FinTech) space, under the guidance of Johnathan Walker. The center’s commitment to integrating advanced technologies into financial strategies has created groundbreaking tools for investors looking to stay ahead of market trends, manage risk more effectively, and streamline investment processes.

Pioneering Financial Technology

In an era where the financial landscape is rapidly evolving, TrendPulse has positioned itself at the forefront of FinTech innovation. The center has developed cutting-edge solutions that integrate powerful data analytics, machine learning, and automation to reshape investment strategies. By combining quantitative investment models with state-of-the-art technology, TrendPulse provides investors with the tools they need to make better decisions and drive growth in an increasingly competitive market.

Empowering Investors with Data and Automation

A key pillar of TrendPulse’s success has been its ability to harness the power of data and automation. Under Johnathan Walker’s leadership, the center has introduced machine learning algorithms that analyze vast amounts of market data, enabling real-time predictions and automated trading. These tools allow investors to react quickly to market changes, optimize their portfolios, and execute strategies with minimal manual intervention. As a result, investors can capitalize on opportunities faster and more efficiently, significantly improving their potential for returns.

The center’s use of automated systems also reduces human error, enhances accuracy, and provides a scalable solution that adapts to changing market conditions. Whether institutional investors or individual clients, TrendPulse’s automated solutions make it easier for users to optimize their investments while minimizing risks.

Transforming Investment Strategy with Predictive Analytics

One of the standout features of TrendPulse’s offerings is its use of predictive analytics to forecast market trends and guide decision-making. By leveraging advanced algorithms and big data, the center helps investors identify emerging opportunities, detect potential risks, and allocate assets more strategically. This approach enables investors to stay ahead of the curve, making data-driven decisions that have a higher probability of success.

TrendPulse’s predictive tools have proven particularly valuable for identifying undervalued assets, recognizing short-term trading opportunities, and optimizing long-term investment strategies. The integration of these data-driven insights ensures that investors are not just reacting to market movements, but proactively shaping their portfolios for better outcomes.

A Vision for the Future of FinTech

Looking forward, TrendPulse Quantitative Think Tank Center aims to further expand its FinTech capabilities. The center plans to incorporate even more advanced technologies such as artificial intelligence and blockchain into its offerings, providing an even greater level of sophistication in its investment tools. Johnathan Walker’s vision for the future is clear: to provide users with next-generation technology that empowers them to navigate the complexities of modern financial markets with confidence.

The goal is not just to keep up with market changes, but to stay ahead of them. By continuously refining its investment tools and integrating the latest technological advancements, TrendPulse remains at the cutting edge of the FinTech industry.

Building a Stronger Investment Ecosystem

TrendPulse is not just creating innovative tools for individual investors; it is also fostering a broader investment ecosystem. The center has built a collaborative platform where investors can share knowledge, engage in discussions, and learn from each other. By promoting a community-driven environment, TrendPulse ensures that users not only have access to advanced technologies but also a network of like-minded individuals who are committed to shared financial success.

Conclusion

TrendPulse Quantitative Think Tank Center’s commitment to innovation in financial technology is reshaping the way investors approach the markets. Through advanced data analytics, machine learning, and automation, the center has empowered users to make smarter, data-driven decisions. As Johnathan Walker continues to lead the charge, TrendPulse will undoubtedly remain at the forefront of the FinTech revolution, providing investors with the tools, insights, and community needed to succeed in a rapidly evolving financial landscape.

The MIL Network –

February 6, 2025

MIL-OSI: SOITEC REPORTS FY’25 THIRD QUARTER REVENUE

Source: GlobeNewswire (MIL-OSI)

SOITEC REPORTS FY’25 THIRD QUARTER REVENUE

Reaching €226m, Q3’25 revenue was almost stable vs. Q2’25 and down 10% at constant exchange rates and perimeter compared with Q3’24
9M’25 revenue reached €564m, down 12% on a reported basis and decreased by 13% at constant exchange rates and perimeter vs. 9M’24
FY’25 guidance revised: revenue expected to decrease by high single digit year-on-year at constant exchange rates and perimeter (compared to flat previously), and EBITDA¹margin²expected between 32% and 34% (compared to around 35% previously)
Given the current lack of visibility on end markets, Soitec expects at this stage quite limited growth for FY’26

Bernin (Grenoble), France, February 5^th, 2025 – Soitec (Euronext Paris), a world leader in designing and manufacturing innovative semiconductor materials, today announced consolidated revenue of 226 million Euros for the third quarter of FY’25 (ended December 29^th, 2024), down 6% on a reported basis compared to the third quarter of FY’24. This reflects a 10% decline at constant exchange rates and perimeter, a positive currency impact of 5% and a negative scope effect³ of 1%.

Pierre Barnabé, Soitec’s CEO, commented: “After a very strong sequential rebound in the second quarter, we maintained the third-quarter revenue at a fairly similar level. The good performance of the Mobile Communications division was driven by sustained momentum in POI, and a seasonal tailwind in RF-SOI sales. Despite seasonal restocking in the second half of the fiscal year, the customers continue to optimize RF-SOI inventory levels based on seasonality and market conditions, which will keep driving fluctuations over the next few quarters. At the same time, we are strengthening our position as a leader, notably with the introduction of new innovative 300mm products. The Automotive and Industrial division continues to be impacted by a weak automotive market. In Edge & Cloud AI, the momentum remains strong, supported by significant investments in cloud infrastructure across the industry to accelerate AI computing power, as well as increasing demand at the edge for lower energy consumption and processing costs.

Due to worsening conditions in the Automotive and Consumer markets, a couple of customers have requested to put some delivery requests on hold. As a consequence, we are adjusting our guidance for fiscal year 2025, with annual revenue expected to decrease by high single digit year-on-year. We are managing our EBITDA margin to be between 32% and 34%.

With the lack of visibility on our end markets for now, it is also too early to provide specific guidance for fiscal year 2026. Given current market conditions, we expect at this stage quite limited growth for fiscal year 2026.

Our fundamentals remain solid and will allow us to accelerate as end markets recover. We continue to enhance our technology leadership, to strengthen our SOI positioning with both existing and new customers, and to deploy our expansion into compound semiconductors with the acceleration of POI volumes and a fifth customer in qualification on SmartSiC^TM.”

Third quarter FY’25 consolidated revenue (unaudited)

	Q3’25	Q3’24	*Q3’25/Q3’24*


(Euros millions)			*change reported*	*chg. at const. exch. rates & perimeter*

Mobile Communications	154	130	*+18%*	*+11%*
Automotive & Industrial	25	44	*-43%*	*-47%*
Edge & Cloud AI	47	65	*-28%*	*-30%*

Revenue	226	240	*-6%*	*-10%*

Q3’25 revenue reached 226 million Euros. After the sharp sequential increase achieved in Q2’25, it was up 4% versus Q2’25 on a reported basis (down 2% at constant exchange rates and perimeter). Compared to Q3’24, it was down 10% at constant exchange rates and perimeter.

Q3’25 revenue reflected an improved performance in Mobile Communications and a weaker performance in Automotive & Industrial as well as in Edge & Cloud AI which was due to a different phasing in Imager-SOI wafer sales.

Mobile Communications

Mobile Communications revenue reached 154 million Euros in Q3’25, up 11% at constant exchange rates and perimeter compared to Q3’24. In the context of a healthier smartphone market and inventory situation, Mobile Communications revenue continued to recover in Q3’25 after the sharp rebound already experienced in Q2’25.

As expected, growth in RF-SOI wafer sales has resumed. Q3’25 sales were significantly higher than in Q2’25, and also higher than in Q3’24. While reflecting different situations, inventories in the overall supply chain now seem to progressively normalize. Soitec is confident that growth in RF-SOI wafer sales will continue in Q4’25. Soitec continues to reinforce its strong customer intimacy, leveraging state-of-the-art Innovation capabilities to develop leading-edge products, as evidenced by the announcement of its commitment to provide GlobalFoundries with its latest generation of RF-SOI 300mm wafers to support GF’s most advanced 9SW platform.

Sales of POI (Piezoelectric-on-Insulator) wafers dedicated to RF filters continue to grow quarter after quarter, as the adoption of Surface Acoustic Wave (SAW) filters on POI is accelerating with ten active customers in production, and more than ten in qualification. Q3’25 POI wafer sales were significantly higher than in Q2’25 and Q3’24. Soitec is engaged with all leading US fabless companies.

Sales of FD-SOI wafers, the only solution for fully integrated 5G mmWave system-on-chip, have made further progress in Q3’25, showing an increase from Q2’25 as well as growth compared to Q3’24.

Automotive & Industrial

Automotive & Industrial revenue reached 25 million Euros in Q3’25, lower than in Q2’25 and down 47% at constant exchange rates and perimeter compared Q3’24, reflecting the ongoing difficulties of the automotive market.

Power-SOI wafer sales reached a particularly low level in Q3’25, as the ongoing weakness of the automotive market is leading to some inventory adjustments at customer level. Power-SOI remains a key component for gate drivers, in vehicle networking and in Battery Management ICs.

Conversely, FD-SOI wafers recorded a better level of sales in Q3’25 than in Q3’24. Automotive FD-SOI continue to be mostly driven by adoption for microcontrollers, radar and wireless connectivity, delivering on superior performance and power efficiency.

Further SmartSiC^TM samples and prototypes were delivered during Q3’25, paving the way for new qualifications. Soitec has engaged with a fifth customer in a qualification process. The current weakness of the automotive market and the longer than initially anticipated customers’ qualification cycles confirm a delay in the expected wafer production ramp-up, as stated earlier this year.

Edge & Cloud AI

Edge & Cloud AI revenue reached 47 million Euros in Q3’25, down 30% at constant exchange rates and perimeter compared to Q3’24. Performance was however contrasted from one product to another.

Demand in Photonics-SOI wafers continue to benefit from a very positive momentum driven by high investments in Cloud infrastructure. Sales of Photonics-SOI were much stronger in Q3’25 than in Q2’25, and significantly higher than in Q3’24. This reflects the need for more powerful and more energy-efficient data centers to support the exponential growth of AI-related computing power capabilities. Photonics-SOI has become a standard technology platform for high-speed and high bandwidth optical interconnections in data centers, adopted in pluggable optical transceivers, and used for the development of Co-Packaged Optics.

Sales of FD-SOI wafers remained as strong as in Q2’25 but were lower than in Q3’24. FD-SOI technology is a key enabler for AI-driven consumer and industrial IoT applications due to its unique power efficiency, performance, thermal management and reliability advantages.

Sales of Imager-SOI wafers for 3D imaging applications are down year-on-year, reflecting the phase out of this product.

First nine months FY’25 consolidated revenue (unaudited)

	9M’25	9M’24	*9M’25/9M’24*

(Euros millions)			*change reported*	*chg. at const. exch. rates & perimeter*

Mobile Communications	326	388	*-16%*	*-18%*
Automotive & Industrial	84	119	*-29%*	*-31%*
Edge & Cloud AI	154	133	*+15%*	*+16%*

Revenue	564	641	*-12%*	*-13%*

Consolidated revenue reached 564 million Euros in 9M’25, down 13% at constant exchange rates and perimeter compared to 641 million Euros in 9M’24.

Overall, the decrease in Soitec’s 9M’25 revenue essentially reflects lower volumes in both RF-SOI and Power-SOI wafers, partly offset by strong performances in POI, Photonics-SOI and Imager-SOI wafers.

Mobile Communications revenue reached 326 million Euros in 9M’25 (58% of total revenue), down 18% at constant exchange rates and perimeter compared to 9M’24, with significant improvement quarter after quarter over FY’25.

Automotive & Industrial revenue amounted to 84 million Euros in 9M’25 (15% of total revenue), down 31% at constant exchange rates and perimeter compared to 9M’24, reflecting the current weakness of the automotive market.

Edge & Cloud AI revenue reached 154 million Euros in 9M’25 (27% of total revenue), up 16% at constant exchange rates and perimeter compared to 9M’24, supported by strong growth of photonics SOI products.

FY’25 outlook

Soitec expects FY’25 revenue to be down high single digit year on year, at constant exchange rates and perimeter (compared to flat revenue previously) as a couple of customers requested to put some deliveries on hold on the back of worsening conditions in the Automotive and Consumer markets. This implies strong sequential growth in Q4’25, primarily driven by the continued recovery in RF-SOI wafer sales supported by some seasonal restocking. Additionally, Soitec will continue to benefit from strong demand for Photonics-SOI products and the growing adoption of POI.

Soitec is managing FY’25 EBITDA¹margin² to be between 32% and 34%.

FY’26 outlook

With the lack of visibility on our end markets for now, it is too early to provide specific guidance for fiscal year 2026. Given current market conditions, Soitec expects at this stage quite limited growth for fiscal year 2026.

Q3’25 key events

Divestment of Dolphin Design’s main businesses

Dolphin Design’s mixed-signal IP activities have been acquired on November 5^th, 2024, by Jolt Capital, a private equity firm specializing in European deeptech investments. Dolphin Design’s ASIC activities were sold to NanoXplore, a major player in SoC and FPGA semiconductor design, on December 30^th, 2024.

Dolphin Design, acquired by Soitec in 2018, has long been at the forefront of delivering cutting-edge semiconductor design solutions in mixed-signal IP and ASICs.The sale of Dolphin Design’s two main business activities will support Soitec’s focus on strategic development and growth opportunities in its core advanced semiconductor materials business.

Following these operations, Dolphin Design revenue will no longer be reported from Q4’25 onwards, and will have no impact on Soitec financial statements from FY’26.

Appointment of Frédéric Lissalde as Chairman of the Board

During the meeting of the Board of Directors held on November 20^th, 2024, upon recommendation of the Compensation and Nominations Committee, Frédéric Lissalde, who has been Director since the Annual General Meeting held on July 23^rd, 2024, was appointed as Chairman of the Board of Directors as of March 1^st, 2025, for the remainder of his term of office as Director.

Soitec to collaborate with GlobalFoundries in the production of high-performance RF-SOI semiconductors

On December 4^th, 2024, Soitec announced its commitment to deliver 300mm RF-SOI substrates to GlobalFoundries (GF) for the production of GF’s leading RF-SOI technology platforms, including the company’s most advanced RF solution, 9SW. Building on the longstanding relationship between the two companies, this commitment will ensure the supply of advanced RF-SOI engineered substrates required for 5G, 5G-Advanced, Wi-Fi, and other smart mobile device Radio Frequency Front-End (RFFE) modules. To support advanced connectivity, GF’s 9SW RF-SOI platform with its superior switching, low-noise amplifiers (LNA) and logic processing capabilities offers significant advantages and value for premium smartphones by delivering enhanced RF performance, improved power efficiency and scalability. These features are critical for ensuring a superior user experience in high-end devices.

Soitec continues its collaboration with MIT’s Microsystems Technology Laboratories, thereby strengthening its presence in the United States

On December 12^th, 2024, Soitec announced the continuation of its research collaboration with the Microsystems Technology Laboratories (MTL) of the Massachusetts Institute of Technology (MIT). This agreement covers research in innovative semiconductor materials for diverse applications, including mobile communications, power devices, sensors and quantum computing. Soitec is thereby further solidifying its presence in the North American semiconductor sector, intensifying its efforts amidst favorable industrial and regulatory dynamics supporting semiconductor development.

# # #

Analysts conference call to be held in English on Thursday 6^thFebruary at 8:00 am CET.

To listen this conference call, the audiocast is available live and in replay at the following address: https://channel.royalcast.com/soitec/#!/soitec/20250206_1

# # #

Agenda

FY’25 results are due to be published on May 27^th, 2025, after market close.

# # #

Disclaimer

This document is provided by Soitec (the “Company”) for information purposes only.

The Company’s business operations and financial position are described in the Company’s 2023-2024 Universal Registration Document (which notably includes the Annual Financial Report) which was filed on June 5^th, 2024, with the French stock market authority (Autorité des Marchés Financiers, or AMF) under number D.24-0462, as well as in the Company’s 2024-2025 half-year financial report released on November 20^th, 2024. The French versions of the 2023-2024 Universal Registration Document and the 2024-2025 half-year financial report, together with English courtesy translations for information purposes of both documents, are available for consultation on the Company’s website (www.soitec.com), in the section Company – Investors – Financial Reports.

Your attention is drawn to the risk factors described in Chapter 2.1 (Risk factors and controls mechanism) of the Company’s 2023-2024 Universal Registration Document.

This document contains summary information and should be read in conjunction with the 2023-2024 Universal Registration Document and the 2024-2025 half-year financial report.

This document contains certain forward-looking statements. These forward-looking statements relate to the Company’s future prospects, developments and strategy and are based on analyses of earnings forecasts and estimates of amounts not yet determinable. By their nature, forward-looking statements are subject to a variety of risks and uncertainties as they relate to future events and are dependent on circumstances that may or may not materialize in the future. Forward-looking statements are not a guarantee of the Company’s future performance. The occurrence of any of the risks described in Chapter 2.1 (Risk factors and controls mechanism) of the 2023-2024 Universal Registration Document may have an impact on these forward-looking statements.

The Company’s actual financial position, results and cash flows, as well as the trends in the sector in which the Company operates may differ materially from those contained in this document. Furthermore, even if the Company’s financial position, results, cash-flows and the developments in the sector in which the Company operates were to conform to the forward-looking statements contained in this document, such elements cannot be construed as a reliable indication of the Company’s future results or developments.

The Company does not undertake any obligation to update or make any correction to any forward-looking statement in order to reflect an event or circumstance that may occur after the date of this document.

This document does not constitute or form part of an offer or a solicitation to purchase, subscribe for, or sell the Company’s securities in any country whatsoever. This document, or any part thereof, shall not form the basis of, or be relied upon in connection with, any contract, commitment or investment decision.

Notably, this document does not constitute an offer or solicitation to purchase, subscribe for or to sell securities in the United States. Securities may not be offered or sold in the United States absent registration or an exemption from the registration under the U.S. Securities Act of 1933, as amended (the “Securities Act”). The Company’s shares have not been and will not be registered under the Securities Act. Neither the Company nor any other person intends to conduct a public offering of the Company’s securities in the United States.

# # #

About Soitec

Soitec (Euronext – Tech Leaders), a world leader in innovative semiconductor materials, has been developing cutting-edge products delivering both technological performance and energy efficiency for over 30 years. From its global headquarters in France, Soitec is expanding internationally with its unique solutions, and generated sales of 1 billion Euros in fiscal year 2023-2024. Soitec occupies a key position in the semiconductor value chain, serving three main strategic markets: Mobile Communications, Automotive and Industrial, and Edge & Cloud AI (previously Smart Devices). The company relies on the talent and diversity of its 2,300 employees, representing 50 different nationalities, working at its sites in Europe, the United States and Asia. Soitec has registered over 4,000 patents.

Soitec, SmartSiC™ and Smart Cut™ are registered trademarks of Soitec.

For more information: https://www.soitec.com/en/ and follow us on X: @Soitec_Official

# # #

Appendix

Consolidated revenue per quarter (Q3’25 unaudited)

Quarterly revenue	Q1’24	Q2’24	Q3’24	Q4’24	Q1’25	Q2’25	Q3’25	9M’24	*9M’25*
(Euros millions)

Mobile Communications	89	169	130	222	48	124	154	388	*326*
Automotive & Industrial	37	38	44	44	26	33	25	119	84
Edge & Cloud AI	31	37	65	70	46	61	47	133	*154*

Revenue	157	245	240	337	121	217	226	641	*564*

Change in quarterly revenue	Q1’25/Q1’24		Q2’25/Q2’24		Q3’25/Q3’24		*9M’25/9M’24*
	Reported change	Organic change¹	Reported change	Organic change¹	Reported change	Organic change¹	Reported change	Organic change¹
(vs. previous year)

Mobile Communications	-45%	*-46%*	-27%	*-25%*	+18%	*+11%*	-16%	*-18%*
Automotive & Industrial	-29%	*-31%*	-13%	*-11%*	-43%	*-47%*	-29%	*-31%*
Edge & Cloud AI	+49%	*+47%*	+62%	*+66%*	-28%	*-30%*	+15%	*+16%*

Revenue	-23%	*-24%*	-11%	*-9%*	-6%	*-10%*	-12%	*-13%*

At constant exchange rates and comparable scope of consolidation (there was no scope effect in Q1’25 and Q2’25 vs. Q1’24 and Q2’24 – in Q3’25 Soitec sold Dolphin Design’s mixed signal IP activities on November 5^th, 2024)

# # #

¹ The EBITDA represents operating income (EBIT) before depreciation, amortization, impairment of non-current assets, non-cash items relating to share-based payments, provisions for impairment of current assets and for contingencies and expenses, and disposals gains and losses. This alternative indicator of performance is a non-IFRS quantitative measure used to measure the company’s ability to generate cash from its operating activities. EBITDA is not defined by an IFRS standard and must not be considered an alternative to any other financial indicator

² EBITDA margin = EBITDA from continuing operations / Revenue

³ The scope effect is related to the divestment of Dolphin Design’s mixed signal IP activities which was completed on November 5^th, 2024

Attachment

Soitec Q3’25 revenue VUK 05 02 25_Published

The MIL Network –

February 6, 2025

MIL-OSI United Kingdom: Net Zero Council relaunched to supercharge Clean Energy Superpower Mission
Source: United Kingdom – Executive Government & Departments

Government relaunches an expanded Net Zero Council, bringing together business, civil society and local authorities to drive the clean energy transition as part of the Plan for Growth.
New Net Zero Council is tasked with ensuring the clean energy transition drives economic growth and creates jobs as part of government’s Plan for Change

brings together a broader range of representatives from organisations including World Wildlife Fund, Design Council and Local Government Association, alongside others including Siemens, HSBC and Nestle

Council to deepen public-private partnership to maximise economic opportunities for the UK

Leaders from major businesses, civil society and local authorities have backed the government’s pro-growth and clean energy superpower missions following a meeting of the relaunched Net Zero Council (5 February), with a plan to help sectors accelerate to net zero and support thousands of jobs.

Co-chaired by Energy Secretary Ed Miliband and Co-operative Group CEO Shrine Khoury-Haq, the Council brings together leaders from some of the UK’s biggest businesses, charities and organisations, as well as trade unions and local authorities.

New members include representatives from the Trades Union Congress and Design Council, bringing expertise of green skills and jobs creation to the council to support the government’s mission for clean energy growth on the path to net zero.

This broader coalition strengthens the Council’s ability to unlock the opportunities of decarbonisation, with major industry players such as Siemens, Nestle and HSBC returning to the Council alongside new members including the Local Government Association and Aviva Investors to seize the growth opportunities of decarbonising the economy.

The first meeting focused on agreeing the Council’s priorities for 2025/26, which will include:

a new focus on providing expert input to inform government strategies relating to net zero

supporting the development and delivery of sector roadmaps, helping businesses to develop transition plans and investors to identify opportunities

supporting small and medium-sized enterprises to decarbonise while maximising the benefits of the transition

informing the government’s approach to public engagement and developing products to support public participation with net zero

A new Delivery Group will oversee the Council’s workstreams and help to drive progress.

The relaunch reflects a new mission-led approach, ensuring government actively engages with a broad range of industry leaders and stakeholders to drive progress towards net zero. This will support the Plan for Change to help deliver new jobs and economic opportunities while ensuring a fair transition.

Energy Secretary Ed Miliband said:

Businesses and leaders across our country recognise that clean power and accelerating towards net zero represents the economic opportunity of the 21st century.

It is one which will protect bills, create jobs, and tackle the climate crisis. This Council is about mission-driven leadership, bringing government, business and civil society together to turn ambition into action.

By working in partnership, we can drive the investment, innovation and industrial transformation needed to make the UK a clean energy superpower.

Climate Minister Kerry McCarthy said:

The relaunch of the Net Zero Council comes at a critical moment in the UK’s journey towards a clean energy future.

Bringing together leaders from across business, finance and civil society, the Council will play a crucial role in accelerating net zero ambitions, driving economic growth and creating thousands of jobs.

Shirine Khoury-Haq, CEO of The Co-operative Group, said:

Working urgently for a faster, fairer transition to a greener, cleaner economy is an absolute imperative. For the sake of our planet and for every community here in the UK and around the globe, it’s crucial we work together to unlock the significant opportunities the transition will bring for economic growth too.

I’m therefore delighted to be continuing in my role as Co-chair of the Net Zero Council. The science couldn’t be clearer that we must act collectively and decisively, and co-operation between businesses, civic society and government is what we need now more than ever.

While the Council itself is made up of senior leaders from key sectors, it is committed to an inclusive engagement strategy, ensuring a broad range of voices contribute to net zero delivery beyond formal members. This approach will ensure that businesses, communities and experts across the UK have opportunities to inform strategy, share best practices and help shape the transition.

Statements from Net Zero Council and Delivery Group members

Bev Cornaby, Director of the UK Corporate Leaders Group (CLG UK), said:

The relaunch of the Net Zero Council marks an important step in strengthening collaboration between government, business, civil society, and local government to accelerate the UK’s transition to net zero. Businesses are ready to lead, invest, and innovate, but they need the right policy framework and long-term clarity to unlock the full potential of a clean, competitive economy. The UK Corporate Leaders Group welcomes the opportunity to bring business leadership and ambition to the Council, supporting accelerated delivery and ensuring that government strategies are informed by real-world insights and that industry can play a central role in delivering a net zero future.

David Thomas, Chief Executive of Barratt Redrow, said:

I’m pleased to join the Net Zero Council at a critical time for the environment and as we scale up to build the new high quality, energy efficient homes the UK desperately needs.

Government has set out its clear ambition to shift to clean energy, meanwhile the homebuilding industry is making good progress towards delivering net zero homes and places – but we must unite behind one plan and work together to build a sustainable future.

Minnie Moll, Chief Executive of the Design Council, said:  

I am honoured to join the Net Zero Council to contribute to this crucial national mission and represent the voice of design as a transformative tool for innovation. Design has the power to cut across sectors, fuelling innovative thinking, embracing circular approaches, and turning the challenges of climate change into opportunities for economic growth, improved quality of life, and a cleaner, more sustainable future for all. We are excited to bring our expertise to this ambitious mission and support the UK’s leadership in becoming a clean energy superpower.

John Scanlon, Chief Executive Officer for SUEZ recycling and recovery UK said:

I am delighted to bring SUEZ’s expertise in the circular economy to the Net Zero Council. Often unseen, the work of the waste and resources sector sits at the core of the delivery of the Industrial Strategy – at the same time as we are taking steps to decarbonise our own operations, the sector is helping other sectors to decarbonise by providing secondary resources for manufacturing, and energy and fuels for transport, homes and industry. A resource efficient economy is a thriving economy and I’m looking forward to working in partnership with industry peers to advance the Government’s mission to become a Clean Energy Superpower.

Ian Simm, Founder & Chief Executive, Impax Asset Management said:

It’s very encouraging to see the Net Zero Council relaunched and I welcome the decision to expand its membership to include representatives from civil society and local government. The Council has a vital role to play at a moment when pivotal decisions are being made that will decide the future shape of the UK economy, not least on housing, infrastructure, and energy supply. I look forward to providing an investor’s view regarding how the Council can maximise its impact and effectiveness, both in helping to shape the shift to a net-zero economy and in supporting the Government’s broader and much needed growth agenda.

 Jennifer Beckwith, Senior Manager, CBI, said:

Accelerating to net zero and achieving growth is society’s defining economic challenge – one that can only be achieved through industry and government partnership. Inaction on the transition is costlier than action and business wants to play its part in achieving sustainable growth.

Increasing decarbonisation beyond the power sector is the big opportunity to grow clean energy markets, scale infrastructure and advance green technologies. The government leading collaboration across business and finance sectors powerfully signals to investors a focus on delivery that can help get capital moving.

Ed Lockhart, Convenor, Broadway Initiative, said:

UK businesses need certainty, including on the transition to a clean energy future, to invest, grow and ultimately improve living standards.

By launching the Net Zero Council aligned to the clean energy mission, the Government is providing a much-needed platform for the business community, financial institutions, civil society and Government to work in partnership on a shared and inclusive long-term plan.

The Broadway Initiative looks forward to bringing business and environmental organisations together to make the most of this opportunity.

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Published 5 February 2025
MIL OSI United Kingdom –
February 6, 2025
MIL-OSI United Kingdom: Isle of Wight Council unveils 2025/26 budget amid financial pressures 5 February 2025 Isle of Wight Council unveils 2025/26 budget amid financial pressures

Source: Aisle of Wight

In the face of escalating costs and funding challenges, the Isle of Wight Council has today (Wednesday) unveiled its budget for 2025/26, with a spotlight on community protection and essential improvements.

The draft budget seeks to tackle the substantial pressures on public finances while safeguarding the wellbeing of residents and preserving the essential frontline services that many Islanders depend on.

The financial climate for local government remains tough, with costs climbing faster than income and funding. The council faces the daunting task of additional spending of £15.8 million in children’s services and adult social care next year, merely to maintain services at existing levels.

This significant increase is driven by rising demand and the need to ensure vulnerable residents receive the care and support they require.

In response, the council proposes a five per cent council tax increase, including two per cent specifically for adult social care. This is in line with the majority of councils across the country, which are facing similar pressures, although some authorities are contemplating increases as high as 15 to 25 per cent. The Isle of Wight Council is striving to keep increases as low as possible.

The council’s strategy relies on careful use of reserves to manage its underlying budget deficit over time. However, it’s crucial to maintain these reserves at responsible levels to ensure financial stability and to be able to continue providing services at sustainable levels.

Of the £1.5 million savings needed next year, efficiencies and income generation will deliver the required savings without cutting services. This includes streamlining operations and exploring new revenue streams to maintain service levels.

After listening to the needs of local businesses and residents, the council is proposing to freeze parking charges at their current levels for the second consecutive year. This measure aims to alleviate the financial strain on household budgets and support the high street. Additionally, crossing charges on the floating bridge will remain unchanged.

The council will also continue to invest in highway drainage schemes to reduce flooding and fund repairs to footpaths and bridleways damaged by the recent winter storms. These investments are crucial for maintaining safe and accessible infrastructure across the Island. A key highlight of the budget is the investment in schemes to support coastal protection, crucial for protecting the homes and livelihoods of residents in vulnerable coastal regions.

This includes repairs or improvements to promenades, seawalls, railings and groyne refurbishment, which are essential for mitigating the impacts of coastal erosion and climate change.

The budget also includes improvements at Beaulieu House, the children’s disability residential and respite home in Newport, ensuring it can continue to provide essential services and support to those in need. These upgrades will enhance the facility’s capacity to deliver high-quality care and support. Meanwhile, the council is introducing schemes specifically designed to help young people who are leaving the care system find stable and long-term housing options.

The budget also prioritises responsible repairs and renewals in public spaces. By maintaining and improving the public realm, the council aims to create a safe, functional, and welcoming environment for all residents and visitors. This includes replacing play equipment, litter bins and benches where necessary.

In addition, the council has planned investments in capital schemes for school maintenance and adaptations to disabled residents’ homes as part of a £13 million capital programme. These projects will improve educational facilities across the Island and enable disabled residents to live independently in their own homes.

Furthermore, there is more planned investment in the Gouldings care home in Freshwater and the Parklands Dementia Hub in Cowes, building on the significant improvements already made in these important facilities.

Council leader, Councillor Phil Jordan, said: “Despite the challenging financial climate, our commitment to protecting and improving our community remains steadfast. We are dedicated to ensuring our community continues to thrive, even in the face of economic pressures.

“One of our top priorities is the protection of our coastal areas. By investing in coastal infrastructure, we are taking proactive steps to safeguard our coastal regions from erosion and flooding. This investment goes beyond infrastructure; it’s about securing the homes and livelihoods of our residents.

“The council continues to advocate for fair funding for the Island from the government. By maximising spend from minimal funding, keeping charges down, investing in capital schemes, balancing the budget responsibly, using reserves wisely, and re-structuring where possible, we are working hard to minimise any adverse impacts on our residents.

“This draft budget is about balancing our financial responsibilities with the needs of our community, and I believe it strikes that balance effectively.”

Looking ahead, the council acknowledges the need for ongoing savings and has forecast a savings requirement of £2.5 million for 2026/27 and £2 million per annum for the subsequent years, to ensure long-term financial sustainability.

The budget will be considered by the council’s Cabinet on Thursday, 13 February, and by Full Council on Wednesday, 26 February.

MIL OSI United Kingdom –

February 6, 2025
MIL-OSI Economics: coincapitals.net and easyinvestingpro.com: BaFin warns against websites

Source: Bundesanstalt für Finanzdienstleistungsaufsicht – In English

The operators of the websites appear under the names CoinCapitals and EasyInvestingPro, without using a legal form. They do not provide any information about their place of business.

Recently, a large number of websites with almost identical content have already come to light, and BaFin has also issued warnings about these. In the vast majority of, cases the presentation on the websites begins with the following sentence: “Step into the trading arena with confidence & [name of website]”. However, this introductory sentence has been changed in some cases, as on the website easyinvestingpro.com, to: “Step into the world of trading with [name of website]” or “Step confidently into the world of trading with [name of website]”. However, the rest of the content on the websites has remained essentially the same.

Anyone offering financial or investment services or crypto-asset services in Germany requires a license from BaFin. However, some companies offer such services without the required license. Information on whether a particular company is authorized by BaFin can be found in the company database.

The information provided by BaFin is based on Section 37 (4) of the German Banking Act (KWG) and Section 10 (7) of the German Crypto Markets Supervision Act (KMAG).

Please be aware:

BaFin, the German Federal Criminal Police Office (Bundeskriminalamt – BKA) and the German state criminal police offices (Landeskriminalämter) recommend that consumers seeking to invest money online should exercise the utmost caution and do the necessary research beforehand in order to identify fraud attempts at an early stage.

MIL OSI Economics –

February 6, 2025
MIL-OSI Economics: Global Trade Verein: BaFin warns against website gtv-holdings.com

Source: Bundesanstalt für Finanzdienstleistungsaufsicht – In English

The German Federal Financial Supervisory Authority (BaFin) warns against offers on the website gtv-holdings.com. According to its findings, the Global Trade Verein, Zurich, Switzerland, offers financial and investment services there without a license.

Der Betreiber tritt auf seiner Website unter der Bezeichnung Global Trade Verein auf, ohne Nennung einer Rechtsform. Unter diesem Namen lässt sich kein Eintrag im Schweizer Handelsregister finden.

The operator appears on its website under the name Global Trade Verein, without mentioning a legal form. No entry can be found under this name in the Swiss commercial register.

Anyone offering financial or investment services or crypto-asset services in Germany requires a license from BaFin. However, some companies offer such services without the required license. Information on whether a particular company is authorized by BaFin can be found in the company database.

The information provided by BaFin is based on Section 37 (4) of the German Banking Act (KWG) and Section 10 (7) of the German Crypto Markets Supervision Act (KMAG).

Please be aware:

BaFin, the German Federal Criminal Police Office (Bundeskriminalamt – BKA) and the German state criminal police offices (Landeskriminalämter) recommend that consumers seeking to invest money online should exercise the utmost caution and do the necessary research beforehand in order to identify fraud attempts at an early stage.

MIL OSI Economics –

February 6, 2025
MIL-OSI Economics: Resolution planning: a competitive advantage for Europe

Source: Bundesanstalt für Finanzdienstleistungsaufsicht – In English

SRM Vision 2028, our strategy that we are currently implementing, is designed to further strengthen our resolution framework and to make our work more inclusive, transparent, focused and ultimately efficient for the SRB, the national resolution authorities and the banks.

Streamlining practices or reporting requirements should not be confused with deregulation. Resolution needs to remain a credible option for ensuring financial stability. Resolution is credible if banks have the right capabilities in place. An adequate buffer of loss-absorbing liabilities and robust management information systems capable of producing, at short notice, the information and data required for a bail-in or a valuation are, for instance, key ingredients to a successful resolution. Without capabilities such as these ones, resolution loses its teeth, jeopardising financial stability.

A strong crisis management framework is a crucial pillar of a resilient and competitive banking sector. It ensures that, like any other business, a bank can fail without destabilising the wider economy or burdening taxpayers with debt. This requires correctly aligned incentives for shareholders and bondholders, and effective mechanisms for managing the fallout when failures occur. This is the core purpose of resolution: to prevent bail-outs and to safeguard financial stability. This is particularly vital given the limited fiscal capacity of some EU Member States.

The proposed reform of the European crisis management and deposit insurance framework (CMDI) would be a step toward more financial stability. Unfortunately, CMDI has been facing important headwinds while some of its features would enrich the current toolkit, benefitting both depositors, taxpayers and financial stability at large – at a negligible cost for the industry.

Banks benefit too from a good crisis management toolkit and preparedness. Financial stability is the bedrock of a healthy and competitive economy. The recent strong performance of European banks, while partly attributable to a favourable macroeconomic environment, also reflects the resilience built into the system by the Banking Union over the past decade.

This resilience, fostered by resolution planning, protects depositors, taxpayers and – ultimately – the banks’ own long-term interests, especially during times of crisis. A complete crisis management toolkit provides a key competitive advantage for Europe and the Banking Union. Resolution planning allows banks to grow, innovate and even fail without jeopardising past economic gains.

Looking ahead, the SRB’s work will double down on its efforts to further strengthening the Banking Union’s resilience. It is important that policymakers are aware that providing us with the necessary tools to deal with the next crisis will be essential for achieving their own long-term growth objectives.

MIL OSI Economics –

February 6, 2025
MIL-OSI United Kingdom: Redeveloped Derby Market Hall built with accessibility and inclusion as key priority

Source: City of Derby

When the newly redeveloped Derby Market Hall opens in the spring, it will be one of the most accessible and inclusive public buildings in Derby and the wider region.

Through thoughtful design with access and inclusion as a key priority, the £31.5m transformation of the historic building, part funded with £9.43m from the Government’s Future High Street Fund (FHSF), will ensure that the Market Hall and its surrounding areas, including Osnabruck Square, are easily accessible and inclusive to all visitors who can navigate the space with ease.

The redevelopment includes a new lift to provide seamless access between the ground and first floors. The flooring has also been levelled to facilitate step free access, removing any barriers, and creating an inclusive public space.

A key addition to the Market Hall’s new facilities is the installation of a changing places toilet, which is the fifth in Derby’s city centre. These larger than standard toilets are equipped with extra features such as hoist, changing bed, shower and height adjustable wash basin.

With accessibility and inclusion at the core of the Market Hall’s restructure, the Market Hall’s colours remain the same but have now been muted to support visually impaired visitors. Additionally, the lighting has been designed at the correct lumens to improve visibility. Fixtures, fittings and furniture have also been specifically coloured contrasted to enhance accessibility.

Beyond the Market Hall, Osnabruck Square has been transformed with accessibility and inclusion in mind. Featuring new inclusive benches with arm rests to assist with getting on and off, the outside space will also be accessible. A modern linear drainage system has also been installed to remove surface water, ensuring a smooth experience for disabled people.

Additionally, Osnabruck Square will also feature three designated blue badge parking spaces, making it easier for blue badge holders to access the Market Hall and surrounding areas.

Councillor Nadine Peatfield, Leader of the Council, and Cabinet Member for City Centre, Regeneration, Strategy and Policy said:

Accessibility and inclusion are at the heart of our work in the city centre and beyond. I am so proud that accessibility features have been key priorities in the redevelopment of the Market Hall from the beginning through to construction.

Derby is an inclusive city for all, and the new features available at the Market Hall sets a new benchmark for regeneration and development projects both in Derby and the wider region. We hope that this space will be welcoming for everyone, and I am looking forward to welcoming visitors to the inclusive and accessible Market Hall when it opens in Spring 2025.

The Market Hall redevelopment is a £31.5m project part funded with £9.43m from the Government’s Future High Street Fund (FHSF). It is in the second phase of the transformation, focusing on refurbishing the interior and developing the public space outside at Osnabruck Square.

Located at the heart of the City Centre, linking Derbion and St Peter’s Quarter with the Cathedral Quarter and Becketwell, the new Market Hall will play a key role in widening the diversity of the City Centre and will generate £3.64m for the local economy every year.

MIL OSI United Kingdom –

February 6, 2025
MIL-OSI: RapidCents Enhances Merchant Payment Processing and Chargeback Protection with DeepSeek AI

Source: GlobeNewswire (MIL-OSI)

TORONTO, Feb. 05, 2025 (GLOBE NEWSWIRE) —

RapidCents, the payment processing platform, that specializes in secure transactions and automated billing, has announced an expansion to better serve merchants across North America. The investment aims to cover the development of the application and the investment of USD 500,000 in advanced AI infrastructure and specialized hardware + GPUs, according to the organization, which was led by Founder and CEO Mani Rahnama.

As a result, Rahnama says this major investment in machine learning is expected to lead to major advances in fraud protection, chatbot assistance, security, and marketing. These developments — which Rahnama said condensed projected timelines — explained that “There’s a growth roadmap that could have taken two to three years is now deliverable in less than six months with our AI platform. And we are doubling down on our company to accelerate progress and better serve our merchants.”

Virtual Terminals: Process Payments on-the-go
The RapidCents platform today includes an intuitive virtual terminal that allows merchants to take payments from anywhere. This function is advantageous for businesses with orders from the phone or email and those with no point-of-sale system. The solution seeks to empower companies of all sizes with fast and transparent payment experiences, by enabling merchants to securely accept credit cards regardless of location.

Subscription Payments: Automated Billing
Recurring billing is important for many subscription-based businesses, fitness facilities, and SaaS providers. RapidCents automates these recurring payment cycles with the least human participation. Its service is designed to allow businesses to automate billing and minimize mistakes, better manage cash flow, and keep customers in the longer term.

Introduction to Chargeback Protection
“Chargebacks can have a serious impact on a business operation, and erode trust,” Rahnama said. “RapidCents significantly reduces this risk by including in its low-fee payment processor over 70 machine-learning-based fraud-detection parameters. Such an approach helps maintain compliance, limit financial losses, and protect merchants’ revenue streams.”

Integrated Engineering Capabilities and customized Solutions
RapidCents enables integration with popular platforms such as WooCommerce and Microsoft 365 via simple plug-ins or sophisticated API connections. Key features of the platform include multi-currency support, subscription management, and detailed analytics. This payment plugin empowers businesses to tailor payment flows to meet their specific requirements while also maintaining a regulatory balance via a built-in chargeback prevention system.

Investing in AI infrastructure in a smart way
The recent Investment in AI hardware and GPUs by RapidCents supports the machine learning program through DeepSeek V3, 671B. The technology, already in immersive heavy training, boosts chatbot functions or security protocols, fraud detection even marketing. According to Rahnama, the initiative allows for more rapid and resilient growth across various aspects of the company, noting that future iterations of RapidCents will now be able to deploy “in a month” which would take years without AI.

About RapidCents
RapidCents is a payment processing solution that includes secure virtual terminals, automated recurring billing, and powerful chargeback protection. Through AI-guided attributes and advanced crypto security protocols, RapidCents is built to help merchants from all verticals who need fast, scalable, and secure payment options. Users can learn more, by visiting https://rapidcents.com.

Contact

Carlo
John
RapidCents Inc
ea@rapidcents.com
+1 (844) 957-2743

Photos accompanying this announcement are available at:

https://www.globenewswire.com/NewsRoom/AttachmentNg/d3bc921d-f303-4d8e-ae74-5f4e51820cec

https://www.globenewswire.com/NewsRoom/AttachmentNg/339b627d-b63c-4372-8d93-9bca6721b383

The MIL Network –

February 6, 2025
MIL-OSI Africa: Violent crime in South Africa happens mostly in a few hotspots: police resources should focus there – criminologist
Source: The Conversation – Africa – By Guy Lamb, Criminologist / Senior Lecturer, Stellenbosch University

Crime researchers use murder (or homicide) rate per 100,000 as a crude measure of the general level of violent interpersonal crime globally. According to the United Nations Office for Drugs and Crime, South Africa’s murder rate of 45 per 100,000 (2023/24) is the second highest for countries that publish crime data.

The South African Police Service crime data shows that levels of attempted murder, armed robbery and robberies at homes have soared over the past 10 years. Other categories of violent crime, such as assault and sexual violence, also remain high.

High crime rates have had considerable negative effects on the country’s economy. The destructive impact of violent crime is estimated to cost the equivalent of 15 % of GDP.

In 2019, President Cyril Ramaphosa indicated that government would seek to reduce violent crime by 50% within a decade. The police budget increased by 24% from 2018/19 to 2024/25. But the murder rate increased by 25%, from 36 per 100,000 in 2018/19 to 45 per 100,000 in 2023/24.

I have spent 25 years researching violent crime and policing in South Africa. I also wrote a 2022 book, Policing and Boundaries in a Violent Society, and conducted various studies for the Institute for Security Studies.

In my view, the logical approach for government is to attend to the top 100 high crime areas. I’ll show why below. It must use the resources of the departments in its justice, crime prevention and security cluster to intervene in targeted, evidence-based ways, to combat and prevent crime.

Where crime is happening and what police are doing

Violent crime in South Africa has consistently been highly concentrated in a small number of urban areas. For example, 20% of all reported murders occur in just 30 policing areas (2.6% of the 1,149 policing areas). About 50% of all violent crime occurs in 100 policing areas (9% of the precincts).

Place-based crime reduction interventions have yielded positive results in high crime cities in a variety of countries, such as the US, Argentina and Trinidad and Tobago.

But in South Africa, the approach to fighting crime has focused instead on arrests and on force. This is why increasing the funding hasn’t had results.

The police arrested around 1.5 million criminal suspects a year between 2019/20 and 2023/24. (The exception was 2020/1, with 2.8 million arrests due to COVID-19 lockdown violations.)

A negative outcome of this police action has been rising civil claims against police, amounting to R67.4 billion (US$3.6 billion) as of March 2024 (47,818 claims).

The police have also used militarised approaches, such as Operation Shanela. Officers have been encouraged to be more forceful against alleged criminals.

There is very little evidence to suggest that militarised policing reduces violent crime. It can actually contribute to declining public trust in the police. Only 27% of the population consider police trustworthy (from 47% in 1999).

Despite the police budget increasing in recent years, their effectiveness has been undermined by declining personnel numbers. In 2018, there were 150,639 police personnel. This has dropped to 140,048 in recent years. There has also been a substantial reduction in the police reserve force.

A gangster shows off his gun and ammunition at the Cape Flats, Cape Town. Rodger Bosch/AFP via Getty Images.

A further challenge is the high rate of recidivism (re-offending). An estimated 90% of offenders commit crime again after leaving prison.

Six actions for 100 worst areas

I argue that six things need to happen in the 100 worst crime areas:
- reduce the number of firearms in circulation
- improve the number of court-ready police dockets
- improve place-based crime intelligence
- reduce alcohol harms
- provide rehabilitation and support services for offenders
- boost community safety organisations.
Firearms control

Firearms are the leading weapon used in murders and in several categories of robberies. They are also commonly used in sexual violence, and feature in gangsterism and organised crime.

Confiscating illegal firearms and ammunition, and securing convictions for those found in possession of illegal firearms, will have a positive impact in the target areas.

This requires a close working relationship between police and the National Prosecuting Authority to collect appropriate evidence and prepare court dockets adequately.

Rulings by magistrates that declare certain people unfit to possess licensed firearms must be monitored regularly.

Court-ready police dockets

The National Prosecuting Authority has undergone reforms over the past six years to improve the efficiency and effectiveness of the criminal justice system. As a result, it has secured high conviction rates for several categories of violent crimes. However, many police dockets lack sufficient reliable evidence for the prosecutors to present so as to secure convictions in court.

As the table below shows, the vast majority of recorded violent crime cases do not result in a court conviction.

Police officials in high crime areas are typically overwhelmed by the large number of criminal cases they need to investigate. That means only a small number of dockets that have a likelihood of securing a conviction are prepared.

More resources are needed to increase cooperation between the police and prosecutors.

Place-based crime intelligence

Better crime intelligence could result in better control of illegal firearms and higher quality police dockets.

Police crime intelligence and other departments in the justice and security cluster must cooperate and share information.

Alcohol harms

Several forms of violent crime are linked to excessive alcohol consumption. Unregulated alcohol outlets present the most risky context for committing violence. There is an opportunity for police, prosecutors (especially through the Community Prosecutions Initiative) and municipalities to collaborate to reduce alcohol related crime and harms in the top 100 high crime areas.

This requires more effective monitoring and policing of alcohol outlets to ensure better compliance with liquor laws.

Rehabilitation and support services for offenders

It is likely that recidivism rates would be reduced if former prisoners and their families had better rehabilitation services in the top 100 high crime areas. Studies suggest that the most effective and practical programmes are those that focus on substance abuse, restorative justice, mental health, education and income generation.

Such services could give former inmates a means to generate an income legally.

Community safety organisations

Studies have shown that crime can be reduced when police and other government entities work closely with community organisations to devise solutions.

Community police forums and neighbourhood watches are examples of these kinds of arrangements.

They can collect intelligence and help the authorities design and implement evidence-based crime prevention actions that focus on the areas where crime is concentrated, and on the situations that tend to drive crime.

– Violent crime in South Africa happens mostly in a few hotspots: police resources should focus there – criminologist
– https://theconversation.com/violent-crime-in-south-africa-happens-mostly-in-a-few-hotspots-police-resources-should-focus-there-criminologist-248233

MIL OSI Africa –
February 6, 2025
MIL-OSI Europe: EU takes action for safe and sustainable e-commerce imports
Source: European Union 2

In 2024, around 4.6 billion low-value consignments (worth €150 or less) entered the EU market – 12 million parcels daily and twice as many as the year before. Many of these products were non-compliant with EU laws, raising concerns over harmful products entering the EU, unfair competition for compliant EU sellers, and the environmental impact of mass shipping.

The Commission has proposed the following actions in its toolbox for safe and sustainable e-commerce:
- Customs reform: urging swift adoption of the Customs Union Reform and proposing to remove the duty exemption for low-value parcels, to allow rapid implementation of new rules to level the playing field
- Reinforcing measures for imported goods: launching coordinated controls between customs and market surveillance authorities and coordinated actions on product safety
- Protecting consumers on online marketplaces: enforcing the Digital Services Act, Digital Markets Act, General Product Safety Regulation, and Consumer Protection Cooperation Regulation
- Using digital tools: supervising e-commerce landscape through the Digital Product Passport and new AI tools
- Enhancing environmental measures: adopting an action plan on Ecodesign for Sustainable Products Regulation and supporting amendments to the Waste Framework Directive
- Raising awareness: informing consumers and traders about their rights and risks
- Boosting international cooperation and trade: training non-EU partners on EU product safety and tackling dumping and subsidisation
The Commission calls on EU countries, co-legislators and stakeholders to work together and implement these measures. Within a year, the Commission will evaluate the effectiveness of these actions and may propose further measures if necessary.

Around 70% of Europeans regularly shop online, including on non-EU e-commerce platforms. While e-commerce brings many benefits for consumers, businesses and the EU economy, it also presents certain challenges. The new initiative aims to balance consumer protection, fair competition, and sustainability, while fostering a safe and high-quality e-commerce market in the EU.

For more information

Press release: Commission announces actions for safe and sustainable e-commerce imports

Communication on a comprehensive EU toolbox for safe and sustainable e-commerce

Factsheet on the Communication

Questions and Answers on the Communication

Safety Gate: the EU rapid alert system for dangerous non-food products
MIL OSI Europe News –
February 6, 2025
MIL-OSI USA: Governor Josh Stein Announces Additional $5 Million to Fund Grants for Small Businesses Impacted by Hurricane Helene
Source: US State of North Carolina

Headline: Governor Josh Stein Announces Additional $5 Million to Fund Grants for Small Businesses Impacted by Hurricane Helene

Governor Josh Stein Announces Additional $5 Million to Fund Grants for Small Businesses Impacted by Hurricane Helene
bwood
Wed, 02/05/2025 – 10:16

Raleigh, NC
Today, Governor Josh Stein announced that the Duke Endowment has committed $5 million to the Western North Carolina Small Business Initiative grant program, which will support small businesses impacted by Hurricane Helene. Since its initial announcement on January 31, the WNCSBI grant program has already seen nearly 900 applicants—a number that is increasing daily.

“I am grateful that the Duke Endowment has joined our private-public partnership to ensure that small businesses in western North Carolina can get on the road to recovery,” said Governor Josh Stein. “This program is making a difference for the economy, but the need is great. I encourage more North Carolina philanthropies to support this critical work.”

“Small businesses are essential to the social and economic fabric of Western North Carolina,” said Duke Endowment president Rhett Mabry. “As communities work to recover from the devastation caused by Hurricane Helene, The Duke Endowment remains steadfast in its commitment to support rebuilding efforts, such as this, ensuring small businesses have the resources they need to emerge stronger than before.”

The Duke Endowment joins the Dogwood Health Trust in participating with the state on this initiative. Funds will be managed by Appalachian Community Capital, with the partnership of the Community Reinvestment Fund on the application process. Eligible businesses can apply through the portal here. Eligibility requirements are below:

Businesses with an annual revenue of up to and including $2.5 million

Businesses in the 28 counties and the Eastern Band of Cherokee Indians that are covered by President Biden’s federal disaster declaration or in Dogwood Health Trust’s 18-county footprint, including: Alexander, Alleghany, Ashe, Avery, Buncombe, Burke, Caldwell, Catawba, Cherokee, Clay, Cleveland, Gaston, Graham, Haywood, Henderson, Jackson, Lincoln, Macon, Madison, McDowell, Mitchell, Polk, Rutherford, Surry, Swain, Transylvania, Watauga, Wilkes, Yadkin, Yancey.
Feb 5, 2025

MIL OSI USA News –
February 6, 2025
MIL-OSI: BitMart Introduces Credit/Debit Card Payment for Crypto Purchases with Zero Fees & Exclusive Rewards
Source: GlobeNewswire (MIL-OSI)

Mahe, Seychelles , Feb. 05, 2025 (GLOBE NEWSWIRE) — BitMart, a leading global cryptocurrency exchange, is excited to announce the launch of its new Credit/Debit Card Buy Crypto feature. This new service allows users worldwide to purchase cryptocurrencies directly using fiat currencies such as USD, EUR, and GBP, providing a seamless and efficient way to enter the crypto market.

Key Features & Benefits
- Convenient Transactions: BitMart Users can buy crypto directly with their credit or debit cards without navigating complex deposit processes.
- Multi-Currency Support: A wide range of fiat currencies are accepted, catering to global users.
- Broad Crypto Selection: Supports the purchase of major cryptocurrencies, including BTC, ETH, USDT, and more.
- Faster & Cheaper: Instant transaction confirmation with lower fees compared to traditional payment methods.
- Integrated Experience: No need to switch to third-party services—users can complete transactions smoothly and efficiently within BitMart’s platform.
Global Reach & Enhanced Security

This feature enables BitMart users from regions including EEA, North America, South America, and Asia to fund their accounts effortlessly. BitMart has partnered with leading global payment service providers to ensure top-tier security for all transactions, giving users peace of mind when purchasing digital assets.

Limited-Time Zero Fee Promotion & Exclusive Rewards – Share 15,000 USDT

To celebrate the launch, BitMart is introducing an exclusive Zero-Fee Promotion along with additional incentives from Feb. 05 – March 04:
1. Zero Processing Fees: Users who buy crypto with a credit or debit card during the promotion period will enjoy zero transaction fees.
2. Referral Bonus: The first 100 users daily who purchase at least 100 USDT in crypto and invite a friend to do the same will receive a 5 USDT reward each.
3. 3% Cashback for Futures Trading: Users who transfer funds to their futures account can earn up to 3% cashback on transferred assets.
4. VIP Savings Privilege: Users who accumulate at least 500 USDT in crypto purchases will gain VIP access to exclusive savings products for seven days.
Total Rewards Pool: 15,000 USDT available for participants, distributed on a first-come, first-served basis.

Join the Future of Crypto Transactions Today

BitMart’s new Credit/Debit Card Buy Crypto feature simplifies crypto purchases, lowers entry barriers, and enhances user experience. Don’t miss out on this opportunity to trade seamlessly with zero fees and exciting rewards.

For more details, visit BitMart’s official website.

About BitMart
BitMart is the premier global digital asset trading platform. With millions of users worldwide and ranked among the top crypto exchanges on CoinGecko, it currently offers 1,600+ trading pairs with competitive trading fees. Constantly evolving and growing, BitMart is interested in crypto’s potential to drive innovation and promote financial inclusion. To learn more about BitMart, visit their Website, follow their X (Twitter), or join their Telegram for updates, news, and promotions. Download BitMart App to trade anytime, anywhere.

Disclaimer:

Use of BitMart services is entirely at your own risk. All crypto investments, including earnings, are highly speculative in nature and involve substantial risk of loss. Past, hypothetical, or simulated performance is not necessarily indicative of future results. The value of digital currencies can go up or down and there can be a substantial risk in buying, selling, holding, or trading digital currencies. You should carefully consider whether trading or holding digital currencies is suitable for you based on your personal investment objectives, financial circumstances, and risk tolerance. BitMart does not provide any investment, legal, or tax advice.

The MIL Network –
February 6, 2025
MIL-OSI: FirstBank Reports Strong Q4 Results and a Record-Setting Colorado Gives Day
Source: GlobeNewswire (MIL-OSI)

LAKEWOOD, Colo., Feb. 05, 2025 (GLOBE NEWSWIRE) — FirstBank, one of the nation’s largest privately held banks with a focus on “banking for good,” announced its 2024 fourth-quarter summary of the company’s holdings and activities. The bank reported the following year-end and quarter-over-quarter results:
- Net income for 2024 was $226.1 million
- Total deposits increased by 0.4% in the fourth quarter to $24 billion
- Net loan balance remained unchanged during Q4 at $16.1 billion
- Total assets decreased by 0.7% to $27.2 billion from Sept. 30, 2024 to Dec. 31, 2024
In addition to growing both customer relationships and deposits in the fourth quarter, the bank reported over $3 billion in loan originations throughout the 2024 calendar year and recently expanded its instant payment offerings to include the FedNow Service. FirstBank now offers multiple instant payment options that are transmitted instantaneously and are available 24 hours a day, 365 days a year.

The bank and Colorado Gives Foundation also helped raise a record-setting $54.6 million for Colorado Gives Day this past December, benefiting more than 4,200 area nonprofits. To promote the online giving movement, FirstBank surprised several deserving individuals, who were encouraged to “Give It Forward” to their favorite Colorado Gives Day nonprofits.

“We’re committed to long-term, sustainable success, and sound financial management,” says Kevin Classen, CEO of FirstBank. “Our focus on smart, strategic growth not only ensures a stronger financial foundation, it allows us to reinvest in the well-being of our customers, communities, and employees, so everyone can thrive.”

As part of FirstBank’s commitment to increased affordable housing, the bank financed $23.8 million in Q4 to support Habitat for Humanity of Roaring Fork Valley’s efforts to make homeownership more accessible. The loan will help bring nearly 100 deed-restricted, for-sale units to Glenwood Springs.

FirstBank closed out 2024 as Colorado’s second-largest bank by deposits, capturing over 12% of the state’s deposit market share. It was also ranked among Forbes’ “World’s Best Banks” and “Best-in-State-Banks.”

About FirstBank

FirstBank began providing banking services in 1963. Today, it’s known as an industry leader in digital banking. It has grown to be one of the top-performing and largest privately held banks in the United States. FirstBank offers a variety of consumer deposit accounts, home equity loans, mortgages, rental property loans, and a full range of commercial banking services, including business financing, commercial real estate loans, treasury management, and more. Since 2000, FirstBank has been recognized as a top corporate philanthropist, contributing more than $90 million and thousands of volunteer hours to charitable organizations. The company is also unique in that a large portion of its stock is owned by management and employees, giving employees a financial stake in the bank’s success through its Employee Stock Ownership Program. For more information, visit www.efirstbank.com. Member FDIC.

Media Contact
Chandra Brin
303.235.1402
Chandra.Brin@efirstbank.com

The MIL Network –
February 6, 2025
MIL-OSI Global: Violent crime in South Africa happens mostly in a few hotspots: police resources should focus there – criminologist
Source: The Conversation – Africa – By Guy Lamb, Criminologist / Senior Lecturer, Stellenbosch University

Crime researchers use murder (or homicide) rate per 100,000 as a crude measure of the general level of violent interpersonal crime globally. According to the United Nations Office for Drugs and Crime, South Africa’s murder rate of 45 per 100,000 (2023/24) is the second highest for countries that publish crime data.

The South African Police Service crime data shows that levels of attempted murder, armed robbery and robberies at homes have soared over the past 10 years. Other categories of violent crime, such as assault and sexual violence, also remain high.

High crime rates have had considerable negative effects on the country’s economy. The destructive impact of violent crime is estimated to cost the equivalent of 15 % of GDP.

In 2019, President Cyril Ramaphosa indicated that government would seek to reduce violent crime by 50% within a decade. The police budget increased by 24% from 2018/19 to 2024/25. But the murder rate increased by 25%, from 36 per 100,000 in 2018/19 to 45 per 100,000 in 2023/24.

I have spent 25 years researching violent crime and policing in South Africa. I also wrote a 2022 book, Policing and Boundaries in a Violent Society, and conducted various studies for the Institute for Security Studies.

In my view, the logical approach for government is to attend to the top 100 high crime areas. I’ll show why below. It must use the resources of the departments in its justice, crime prevention and security cluster to intervene in targeted, evidence-based ways, to combat and prevent crime.

Where crime is happening and what police are doing

Violent crime in South Africa has consistently been highly concentrated in a small number of urban areas. For example, 20% of all reported murders occur in just 30 policing areas (2.6% of the 1,149 policing areas). About 50% of all violent crime occurs in 100 policing areas (9% of the precincts).

Place-based crime reduction interventions have yielded positive results in high crime cities in a variety of countries, such as the US, Argentina and Trinidad and Tobago.

But in South Africa, the approach to fighting crime has focused instead on arrests and on force. This is why increasing the funding hasn’t had results.

The police arrested around 1.5 million criminal suspects a year between 2019/20 and 2023/24. (The exception was 2020/1, with 2.8 million arrests due to COVID-19 lockdown violations.)

A negative outcome of this police action has been rising civil claims against police, amounting to R67.4 billion (US$3.6 billion) as of March 2024 (47,818 claims).

The police have also used militarised approaches, such as Operation Shanela. Officers have been encouraged to be more forceful against alleged criminals.

There is very little evidence to suggest that militarised policing reduces violent crime. It can actually contribute to declining public trust in the police. Only 27% of the population consider police trustworthy (from 47% in 1999).

Despite the police budget increasing in recent years, their effectiveness has been undermined by declining personnel numbers. In 2018, there were 150,639 police personnel. This has dropped to 140,048 in recent years. There has also been a substantial reduction in the police reserve force.

A further challenge is the high rate of recidivism (re-offending). An estimated 90% of offenders commit crime again after leaving prison.

Six actions for 100 worst areas

I argue that six things need to happen in the 100 worst crime areas:
- reduce the number of firearms in circulation
- improve the number of court-ready police dockets
- improve place-based crime intelligence
- reduce alcohol harms
- provide rehabilitation and support services for offenders
- boost community safety organisations.
Firearms control

Firearms are the leading weapon used in murders and in several categories of robberies. They are also commonly used in sexual violence, and feature in gangsterism and organised crime.

Confiscating illegal firearms and ammunition, and securing convictions for those found in possession of illegal firearms, will have a positive impact in the target areas.

This requires a close working relationship between police and the National Prosecuting Authority to collect appropriate evidence and prepare court dockets adequately.

Rulings by magistrates that declare certain people unfit to possess licensed firearms must be monitored regularly.

Court-ready police dockets

The National Prosecuting Authority has undergone reforms over the past six years to improve the efficiency and effectiveness of the criminal justice system. As a result, it has secured high conviction rates for several categories of violent crimes. However, many police dockets lack sufficient reliable evidence for the prosecutors to present so as to secure convictions in court.

As the table below shows, the vast majority of recorded violent crime cases do not result in a court conviction.

Police officials in high crime areas are typically overwhelmed by the large number of criminal cases they need to investigate. That means only a small number of dockets that have a likelihood of securing a conviction are prepared.

More resources are needed to increase cooperation between the police and prosecutors.

Place-based crime intelligence

Better crime intelligence could result in better control of illegal firearms and higher quality police dockets.

Police crime intelligence and other departments in the justice and security cluster must cooperate and share information.

Alcohol harms

Several forms of violent crime are linked to excessive alcohol consumption. Unregulated alcohol outlets present the most risky context for committing violence. There is an opportunity for police, prosecutors (especially through the Community Prosecutions Initiative) and municipalities to collaborate to reduce alcohol related crime and harms in the top 100 high crime areas.

This requires more effective monitoring and policing of alcohol outlets to ensure better compliance with liquor laws.

Rehabilitation and support services for offenders

It is likely that recidivism rates would be reduced if former prisoners and their families had better rehabilitation services in the top 100 high crime areas. Studies suggest that the most effective and practical programmes are those that focus on substance abuse, restorative justice, mental health, education and income generation.

Such services could give former inmates a means to generate an income legally.

Community safety organisations

Studies have shown that crime can be reduced when police and other government entities work closely with community organisations to devise solutions.

Community police forums and neighbourhood watches are examples of these kinds of arrangements.

They can collect intelligence and help the authorities design and implement evidence-based crime prevention actions that focus on the areas where crime is concentrated, and on the situations that tend to drive crime.

Guy Lamb receives funding from the Research Council of Norway and the British Academy.

– ref. Violent crime in South Africa happens mostly in a few hotspots: police resources should focus there – criminologist – https://theconversation.com/violent-crime-in-south-africa-happens-mostly-in-a-few-hotspots-police-resources-should-focus-there-criminologist-248233
MIL OSI – Global Reports –
February 6, 2025

MIL-OSI Russia: IMF Executive Board Concludes 2024 Article IV Consultation with Chile

Source: IMF – News in Russian

February 5, 2025

Washington, DC: The Executive Board of the International Monetary Fund (IMF) concluded the Article IV consultation^[1] with Chile on February 3, 2025 and endorsed the staff appraisal without a meeting on a lapse-of-time basis.^[2]

The economy’s imbalances have been largely resolved. Real GDP is expected to expand by 2.2 percent in 2024, close to its potential pace, driven by the strong mining and service exports, and 2-2.5 percent in 2025, related to an expected recovery in domestic demand. However, the recovery has been uneven across industries, with the construction sector lagging and the unemployment rate remaining high. Inflation is set to return to the 3-percent target in early 2026, after the impact of the significant increase in electricity tariffs between June 2024 and early 2025 subsides. The current account deficit has continued to narrow and is projected to reach around 2½ percent of GDP in 2024 and 2025.

External risks and uncertainty remain elevated. The commodity price volatility linked to the economic outlook of Chile’s main trading partners and the pace of the global green transition is a key external risk. Moreover, the uncertainty surrounding monetary and fiscal policies in advanced economies could lead to tight financial conditions for longer periods of time and higher financial volatility. Domestically, concerns about crime, migration, and inequality persist; and political polarization is hindering the structural reform progress.

Policies have supported macroeconomic stability. The Central Bank of Chile lowered the monetary policy rate by 325 basis points since January 2024 to 5 percent in December 2024. The headline fiscal deficit is projected to reach 2.7 percent of GDP in 2024 due to a notable revenue underperformance and despite significant spending restraint compared to the budget. The 2025 budget envisions a notable deficit reduction within a medium-term fiscal plan toward a broadly balanced fiscal position by 2027. By setting the neutral level of the countercyclical capital buffer at 1 percent of risk-weighted assets with a gradual and state-contingent implementation path from the current level of 0.5 percent, the Central Bank of Chile has provided banks with planning certainty for strengthening financial resilience.

Executive Board Assessment

The economy is broadly balanced but external risks are elevated. Chile’s macroeconomic position is sound due to its very strong fundamentals, policies, and policy frameworks. Real GDP is growing around its potential and inflation is expected to reach the 3-percent target in early 2026. The current account deficit has continued to narrow, and the 2024 external position is assessed as moderately weaker than implied by medium-term fundamentals. Public debt is still relatively low and sustainable with high probability. However, the external environment is unstable and uncertain, which calls for policies that further strengthen economic buffers to provide additional policy space for future shocks.

Lifting Chile’s growth potential is a must to raise living standards and tackle social and fiscal pressures. Taking a consultative approach, the government is advancing several growth initiatives, including: (i) expediting investment permit applications and environmental evaluations to encourage investment, (ii) fostering the development of emerging industries, particularly those related to renewable energy to maximize the benefits from the global green transition, and (iii) facilitating R&D. Swift and consistent implementation of these initiatives is crucial, especially in rationalizing the regulatory burden and improving essential infrastructure. Additionally, better integrating women into the labor market could partially offset the unfavorable demographic trends. The proposed new development bank requires a targeted mandate, sound risk management practices, and robust corporate governance.

The goal of a broadly balanced fiscal position by 2027 remains appropriate but has become more challenging. The authorities’ commitment to fiscal restraint by adjusting spending plans in 2024 and 2025 is welcome. To achieve a balanced fiscal position over the next three years, a gap of at least 1 percent of GDP needs to be filled. This could be achieved largely from the important tax compliance law if its implementation yields the planned additional revenue and is not used for new spending initiatives. It is therefore crucial to carefully monitor developments in tax compliance and remain flexible to adjust current spending in case revenue mobilization falls short of plans, while aiming to preserve public investment outlays in support of medium-term growth. Ensuring that any structural spending increases align with higher structural revenues is vital for fiscal sustainability, while unifying fragmented social programs could enhance access and effectiveness for the most vulnerable.

Continuous enhancements to Chile’s already very strong fiscal framework would foster fiscal policy formulation and transparency. For instance, providing more details on debt-creating flows outside the fiscal deficit (“below-the-line” items) would strengthen the monitoring of fiscal pressures. Updating fiscal forecasting methods, in line with the government’s plans, could improve revenue projections in the context of economic and policy shifts. Adopting a medium-term strategy to rebuild the size of the Economic and Social Stabilization Fund (ESSF) would help provide resources to respond to future shocks. Finally, simplifying the presentation of the fiscal targets and budget execution in the Public Finance Report could deepen the understanding of the fiscal balance rule framework.

A pension reform is essential to ensure adequate pensions and address the fiscal costs of population aging. Raising contribution rates and the number of contribution periods is vital for sustainably self-financing old-age pensions. The minimum guaranteed pension (PGU) has strengthened the system’s solidarity, increased replacement ratios, and reduced old-age poverty, but it also incurs high fiscal costs. With the ratio of pensioners to the working-age population set to nearly double in two decades, it is crucial to manage public spending pressures while maintaining a solid safety net. Targeting the PGU to the most vulnerable elderly, linking the retirement age to life expectancy, and implementing the proposed unemployment insurance for pension contributions could further strengthen the system.

A cautious data dependent approach to the pace of monetary policy easing is warranted. The BCCh’s monetary policy adjustments have been in line with its inflation-targeting framework. The real monetary policy rate is close to its estimated neutral range. With near-term inflation risks tilted to the upside, future cuts to the policy rate should remain contingent on evidence that inflation is heading decisively back to its target.

Rebuilding international reserve buffers is important for enhancing resilience. While the flexible exchange rate plays a critical role as a shock absorber, the Central Bank of Chile’s access to international liquidity can provide an additional shield against potential external shocks. This underscores the importance of incorporating a comprehensive international liquidity framework into the central bank’s longer-term financial stability strategy. The strategy and operational design should continue to follow high transparency standards, be persistent and robust to changes in external risks, and minimize distortions in the foreign exchange market.

The financial system remains resilient despite rising vulnerabilities related to the real estate sector and lower financial market depth. The real estate sector is expected to recover modestly as long-term interest rates gradually decline, and there are several mitigants to credit risk associated with lending to this sector. Nevertheless, supervisors need to carefully monitor banks and insurers’ portfolio quality and buffers, including by closing commercial real estate data gaps and enhancing stress test models. Rebuilding the depth of local financial markets by increasing pension contributions, which would increase the pool of investable savings, is important to help reduce market volatility and sensitivity to shocks.

Financial sector policies need to continue reinforcing resilience. The recent adoption of a positive neutral level of the counter-cyclical capital buffer with a gradual and state-contingent implementation provides banks with planning certainty. The ongoing implementation of Basel III capital and liquidity requirements needs to be completed. Prompt implementation of the Financial Market Resilience Law would enhance the BCCh’s ability to respond to financial distress situations. Other priorities continue to include adopting an industry-funded deposit insurance and a bank resolution framework, providing budget independence to the CMF, further enhancing bank corporate governance, and implementing the Consolidated Debt Registry.

Table 1. Chile: Selected Economic Indicators, 2023-27

GDP (2023), in trillions of pesos	282		Quota
GDP (2023), in billions of U.S. dollars	336		in millions of SDRs		1,744
Per capita (2023), U.S. dollars	16,815		in % of total		0.37
Population (2023), in millions	19.96
Main products and exports	Copper
Key export markets	China, U.S., Euro area
			Proj.
	2023	2024	2025	2026	2027

Output	(Annual percentage change, unless otherwise specified)
Real GDP	0.2	2.2	2.2	2.3	2.3
Total domestic demand	-4.2	1.0	2.4	2.3	2.3
Consumption	-3.9	1.6	1.9	2.2	2.1
Fixed capital formation	-1.1	-1.0	4.3	3.4	3.7
Exports of goods and services	-0.3	5.5	4.3	4.7	3.9
Imports of goods and services	-12.0	1.2	4.4	4.3	3.2
Output gap (in percent)	0.0	-0.1	-0.1	0.0	0.0

Employment
Unemployment rate (in percent, annual average)	8.7	8.5	8.2	8.0	7.8

Prices
GDP deflator	6.6	6.0	4.1	2.9	2.7
Change of CPI (end of period)	3.9	4.5	3.5	3.0	3.0
Change of CPI (period average)	7.6	3.9	4.2	3.1	3.0

Public Sector Finances	(In percent of GDP, unless otherwise specified)
Central government revenue	22.9	22.1	23.0	23.8	23.9
Central government expenditure	25.3	24.8	24.8	24.7	24.3
Central government fiscal balance	-2.4	-2.7	-1.8	-0.8	-0.4
Central government structural fiscal balance 1/	-3.4	-3.1	-2.1	-1.2	-0.5
Central government gross debt	39.4	42.7	43.7	44.1	43.5
Public sector gross debt 2/	70.2	73.5	74.5	74.9	74.4

Balance of Payments
Current account balance (% of GDP) 3/	-3.5	-2.3	-2.5	-2.5	-2.7
Foreign direct investment net flows (% of GDP) 3/	-4.6	-4.0	-2.6	-2.9	-2.9
Gross external debt (% of GDP) 4/	71.1	77.5	76.5	76.6	75.7
Sources: Central Bank of Chile, Ministry of Finance, Haver Analytics, and IMF staff calculations and projections.
1/ The structural fiscal balance includes adjustments for output, copper prices, and lithium revenues based on IMF calculations. The lithium adjustment starts in 2022.
2/ Includes liabilities of the central government, the Central Bank of Chile and public enterprises. Excludes Recognition Bonds.
3/ Calculated as a share of US$ GDP.
4/ Data from Dipres for the government and from BCCh for all other sectors. Calculated as a share of US$ GDP.

[1] Under Article IV of the IMF’s Articles of Agreement, the IMF holds bilateral discussions with members, usually every year. A staff team visits the country, collects economic and financial information, and discusses with officials the country’s economic developments and policies. On return to headquarters, the staff prepares a report, which forms the basis for discussion by the Executive Board.

[2] The Executive Board takes decisions under its lapse-of-time procedure when the Board agrees that a proposal can be considered without convening formal discussions.

IMF Communications Department

MEDIA RELATIONS

PRESS OFFICER: Jose Luis De Haro

Phone: +1 202 623-7100Email: MEDIA@IMF.org

https://www.imf.org/en/News/Articles/2025/02/04/pr25027-chile-imf-executive-board-concludes-2024-article-iv-consultation

MIL OSI

MIL OSI Russia News –

February 6, 2025

MIL-OSI Security: Attorney General Loretta E. Lynch Delivers Remarks at Press Conference Announcing Law Enforcement Action Related to FIFA

Source: United States Attorneys General 13

Remarks as prepared for delivery

Good afternoon, and thank you all for being here. I know for many of you, the horrific events of San Bernardino are at the top of your mind. I do want to take a moment before we begin to address yesterday’s shooting. The FBI has a leadership role in the investigation, working in conjunction with state and local law enforcement, as well as the ATF and U.S. Marshals Service. And as this investigation unfolds, we intend to provide any and all assistance necessary to local authorities and to the people of San Bernardino who have been so profoundly affected by this unspeakable crime.

As I said this morning, I know that I stand with all Americans when I say that my thoughts and prayers – and those of my colleagues at every level of the Department of Justice – are with the families and loved ones of the victims, and with the brave public safety officials who put themselves in harm’s way in order to save others.

I am joined today by U.S. Attorney [Robert] Capers of the Eastern District of New York, Director [James] Comey of the FBI and Chief of Investigation [Richard] Weber of the IRS’s Criminal Investigation Division. Six months ago, the Department of Justice announced a 47-count indictment charging 14 defendants with pervasive and long-running conspiracies in the world of organized soccer. We alleged that the defendants – including high-ranking FIFA officials; leaders of governing bodies under the FIFA umbrella; and sports marketing executives – had corrupted the business of worldwide soccer to serve their interests and enrich themselves. We stated our determination to end these practices; to root out corruption; and to bring wrongdoers to justice. And we pledged to work with our partners around the world to hold additional co-conspirators and corrupt individuals accountable.

Today, we are announcing a superseding indictment, which includes new charges against new defendants, as well as additional arrests and guilty pleas in connection with our ongoing investigation. A federal grand jury in Brooklyn has returned a 92-count superseding indictment, which includes charges against 16 new defendants, all of whom are current or former soccer officials. These defendants include the sitting presidents of two of FIFA’s six continental soccer confederations – CONCACAF, which covers North and Central America and the Caribbean, and CONMEBOL, which covers South America. Both of these defendants, Alfredo Hawit of Honduras and Juan Ángel Napout of Paraguay, are also FIFA vice presidents and members of its executive committee. In addition, the superseding indictment charges high-ranking officials of other soccer governing bodies, including current and former presidents of national soccer federations in Central and South America. Each of the 16 new defendants is charged with racketeering conspiracy and other crimes in connection with their sustained abuse of their positions for financial gain.

Earlier today, Swiss authorities arrested two of the new defendants, Alfredo Hawit and Juan Angel Napout, as they gathered to attend FIFA meetings in Zurich. We are now working to extradite those defendants to the United States, just as we are working to secure the arrest and extradition of additional defendants residing in other countries.

In addition to naming new defendants, the superseding indictment also expands the bribery and corruption charges set forth in the original indictment unsealed last May. In the original indictment, we alleged that between 1991 and the present, two generations of soccer officials conspired to solicit and receive well over $200 million, often through an alliance with sports marketing executives who sought to obtain lucrative contracts and shut out competitors through the systematic payment of bribes and kickbacks. We also alleged bribes and kickbacks in connection with the sponsorship of the Brazilian soccer federation by a major U.S. sportswear company, the selection of the host country for the 2010 World Cup and the 2011 FIFA presidential election.

The new charges highlight corruption schemes principally involving soccer officials in Central and South America and sports-marketing companies based in South America and the United States. Consistent with the intergenerational nature of the corruption schemes, they involve payments relating to tournaments that have already been played, as well as matches scheduled into the next decade – including multiple cycles of FIFA World Cup qualifiers and international friendly matches involving six Central American member associations; a bribery scheme relating to the sale of broadcasting rights implicating nearly all of the top CONMEBOL officials; and an Argentinian sports marketing company’s scheme to bribe Central American soccer officials. Not content to hijack the world’s most popular sport for decades of ill-gotten gains, these defendants, as alleged, sought to institutionalize their corruption to ensure that it lived on, not for the good of the game but for their own personal aggrandizement and gain.

The roles of several of the defendants in these schemes illustrate the depth as well as the persistence of the alleged corruption. The defendant Héctor Trujillo currently serves as a judge on the Constitutional Court of Guatemala, purportedly dispensing justice by day while allegedly soliciting bribes and selling his influence within FIFA. Another, Alfredo Hawit, ascended to the position of CONCACAF president that was left open when we charged his predecessor with corruption in May – and then, as alleged, assumed the mantle of those same corrupt practices. The defendant Ariel Alvarado is a member of FIFA’s Disciplinary Committee, entrusted with stamping out the corrupt behavior in which he is now alleged to be involved.

The betrayal of trust set forth here is outrageous. The scale of corruption alleged herein is unconscionable. And the message from this announcement should be clear to every culpable individual who remains in the shadows, hoping to evade our investigation: You will not wait us out. You will not escape our focus.

Many have already heeded that warning. Today, I can report that eight additional defendants have agreed to plead guilty for their involvement in the corruption schemes we have outlined. After the initial charges were filed in May, these eight defendants came forward and accepted responsibility for their criminal conduct. Five of them were not named in the original indictment. As I have stated before, anyone who seeks to live in the past and to return soccer to its old ways is on the wrong side of progress, and does a disservice to the integrity of this beautiful sport. The Department of Justice is committed to ending the rampant corruption we have described amidst the leadership of international soccer – not only because of the scale of the schemes alleged earlier and today, or the brazenness and breadth of the operation required to sustain such corruption, but also because of the affront to international principles that this behavior represents.

After all, global sports like soccer exemplify, in FIFA’s own words, “unifying, educational, cultural and humanitarian values.” They are one of the primary ways we teach our children about character, about fair play and about teamwork. International tournaments promote understanding between nations, and embody an acknowledgement of our common humanity – something that is desperately important, particularly in these times of global challenge. That’s why this investigation does more than address corruption in a worldwide sports organization. It also reaffirms the ideals that have always guided our society – and, most importantly, our young people – toward the fair and just future they deserve. This Department of Justice intends to uphold those values – throughout this ongoing investigation, and always.

I want to thank our international partners – particularly the Swiss authorities – for the close cooperation and invaluable assistance they continue to provide. They have been instrumental in bringing these wrongdoers to justice and helping to restore the integrity of a vital athletic tradition. Today’s action also relied on the tireless work of federal investigators and prosecutors in the U.S. Attorney’s Office for the Eastern District of New York, in the FBI’s New York Field Office and in the Los Angeles Field Office of the IRS’s Criminal Investigation Division. I am so grateful to all of the agents, analysts and attorneys who continue to devote their time and their talents to this important investigation.

At this time, I’d like to introduce U.S. Attorney Capers, who has done an outstanding job leading this effort since his appointment in October, and who will provide additional details on today’s announcement.

MIL Security OSI –

February 6, 2025
MIL-OSI Security: Assistant Attorney General John P. Carlin Delivers Remarks at Practising Law Institute’s Coping with U.S. Export Controls and Sanctions 2015 Conference
Source: United States Attorneys General 13

Remarks as prepared for delivery

Thank you for that introduction, and for the opportunity to be a part of this important discussion.

As you all know, foreign governments and other non-state adversaries of the United States are engaged in an aggressive campaign to evade U.S. sanctions regimes and acquire sensitive U.S. technology. In so doing, they threaten our economy, our prosperity and, most importantly, our national security. Disrupting these national security threats is among the highest priorities of the Department of Justice, and the National Security Division.

But the responsibility of protecting our nation from these threats is a shared one. Your clients – the companies you represent – and thus, you, have a critical role to play.

Because our companies have our nation’s crown jewels in their possession. They house information targeted by thieves ranging from foreign powers bent on economic and military superiority, to individual criminals who know the market demand for this information, to terrorists who wish to create weapons of mass destruction.

Of course, companies have a responsibility to comply with the export control and sanctions regime. We must also recognize that our companies are not immune from becoming unwitting victims of thieves and spies. We live in an age where the threats we face are not limited to unlawful shipments and deliveries of goods. Threats are also posed by insiders and through cyberspace. Therefore, to protect what we value, our national assets, companies must learn how to comply with the law and how to protect themselves.

That is why it is good to see such a strong turnout. Lawyers are on the front line helping clients adapt to an ever evolving export control regime. Lawyers shape strategy – hardening collective defenses and counseling companies on best practices.

For example, sitting here today, you know to help your clients comply with export controls and sanctions. Regimes designed to keep export controlled data and trade secrets out of the hands of rogue nations or terrorists.

But have you had the chance to counsel those same clients when a cyber-hacker exfiltrated that information? If you have not, unfortunately, it may only be a matter of time. Cases involving the theft of export-controlled information via hacking are no longer uncommon.

Recently, we’ve brought cases where hackers targeted cleared U.S. defense contractors and stole massive amounts of sensitive data related to military technology, including export-controlled software. These cases are not the first of their kind, and they will almost certainly not be the last.

You have the power to help your clients protect themselves. In a modern, interconnected world, there is quickly emerging a blending of practice areas. Trade controls blends with data privacy, and export controls and sanctions trigger questions not only of compliance but of cybersecurity.

It is a fascinating time to be a practicing lawyer in this area, but one that brings with it grave responsibility.

Today, we’ll talk about a broad range of issues that go into being a modern export control practitioner.

National Security Division

But first, I can explain a bit about the National Security Division of the Department of Justice.

The National Security Division was created in the wake of the September 11th terrorist attacks, in part in response to a specific recommendation from the WMD Commission.

The Commission identified intelligence failures that contributed to the attacks. It highlighted the danger of the so-called wall between foreign intelligence and law enforcement. We needed to be able to connect the dots. We needed to change.

So in 2006, Congress created the National Security Division, creating the first new litigating division in the Department in almost half a century. The National Security Division brings all of the department’s resources to bear. We bring down the wall, uniting prosecutors and law enforcement officials with intelligence attorneys and the Intelligence Community.

We are responsible for executing the highest priority of the Department of Justice – to protect this nation from the full range of national security threats we face. We are proud to have this essential mission.

At the top of our priority list is protecting our nation from terrorist threats. In recent days, you’ve heard everyone from the president to the attorney general and the director of the FBI speaking at length about the steps we are taking to combat that threat each and every day.

Just yesterday, we arrested Jalil Ibn Ameer Aziz, 19, a U.S. citizen and resident of Harrisburg, Pennsylvania, on charges of conspiring to provide, and attempting to provide, material support to the Islamic State of Iraq and the Levant (ISIL). Aziz is alleged to have served as an intermediary between ISIL supporters. Passing location information, including maps and a phone number, to assist persons seeking to travel and travel to and wage jihad with ISIL.

Although it may not seem so at first, fighting terrorism and preventing the illegal export of U.S. technology are interrelated goals. Take the case of Feras Diri. Diri is indicted in the very same district as Aziz. We allege he was involved in a scheme to illegally export U.S. goods to Syria in violation of U.S. sanctions. Some of these good were dual-use items. It doesn’t take much to imagine the consequences of those items falling into the wrong hands once it reaches Syria.

One of the most significant national security threats we face, is the protection of our nation’s assets – including export controlled information, as well as other sensitive information that may be targeted by nation states and terrorists. In so doing, we take an intelligence-driven, threat-based approach.

We have an entire section devoted to this work – the Counterintelligence and Export Control Section, or simply CES. We changed the name as part of a restructure to reflect the significance of export control and sanctions enforcement. This year, CES also finalized a new Strategic Plan, setting forth an aggressive, comprehensive approach. We know from experience that those seeking to do us harm will look for any available vulnerability to exploit. They use all tools against us; it is our responsibility to do the same. Our strategy is driven by the intelligence picture we see, which helps us prioritize and focus on the areas of most significant threat.

Our Priorities and Our Regime

Two of our highest priority areas involve China and WMDs. Both are subject to export controls and regulations.

Our economy profits from exports, and we support the flow of goods across borders. But we must balance economic gain with the real threat to national security posed by certain technologies falling into the wrong hands.

That is why our export control regime is so important. It is the best way to keep sensitive military and dual-use technologies, or even information that could be used in weapons of mass destruction, from ending up in the hands of terrorists and other adversaries. They protect our innovation from being turned against us.

With an ever-growing and evolving set of threats targeting our sensitive technologies and information, we must be vigilant. We must look at how transactions could make us more vulnerable, and do everything in our power to mitigate those vulnerabilities.

Take China – despite a long-standing U.S. arms embargo, China continues to surge efforts to acquire advanced U.S. military technology. China seeks U.S. persons with expertise to illegally provide services and know-how related to sensitive, export-controlled U.S. technology for military gain. As an example, they targeted U.S. experts on jet engines to assist in developing Chinese-made engines. If successful, our military edge over China is reduced; our country is put at greater risk. Knowing what China seeks and why is essential to any sound export compliance and training program.

Iranian Sanctions

Likewise, a high priority remains Iran.

Earlier this year, the United States, Iran, the E.U. and five other nations reached a Joint Comprehensive Plan of Action (JCPOA).

The sanctions relief specified in the JCPOA does not go into effect until Implementation Day – which does not occur until after Iran has completed all necessary nuclear steps, as verified by the International Atomic Energy Agency.

Even after Implementation Day, sanctions relief will not affect most laws and regulations enforced by the Department of Justice.

With few exceptions, U.S. or foreign persons involved in the export or re-export of U.S. goods or services to Iran remain subject to prosecution under the Iranian Transactions and Sanctions Regulations, as do U.S. persons involved in Iranian transactions.

The only sanctions relief relates to:
- the export, re-export, sale, lease or transfer to Iran of commercial passenger aircraft, parts and services for civil end-uses;
- the import of Iranian-origin carpets and foodstuffs; and
- certain transactions involving Iran by foreign entities owned or controlled by a U.S. person.
Looking beyond the sanctions to other U.S. export regulations, the JCPOA will have no effect on the International Traffic in Arms Regulations (ITAR) and Export Administration Regulations (EAR). Likewise, our commitment to prosecuting cases where defense articles on the U.S. Munitions List (USML), defense services and items subject to the EAR are exported to Iran remains as strong as ever.

So as a practical matter, what does this mean? Bottom line, companies and individuals, whether U.S. or foreign, need to remain vigilant when it comes to any possible commercial or financial interactions with Iran. We will continue to investigate and, where appropriate, prosecute U.S. export control and sanctions cases involving Iran under our domestic authorities. Because anything else is simply unacceptable.

The export control and sanctions regime in place exists to protect this nation from the proliferation threat. From sensitive information and technology that could pose a grave danger in the wrong hands making its way to terrorists. From our innovation being used to develop weapons of mass destruction or ballistic missiles.

Iran remains a designated state sponsor of terrorism, and we will not take our eye off of countering Iran’s efforts to support international terrorism and other destabilizing activities in the region.

Corporate Misconduct

U.S. companies – particularly in large international corporate structures, must understand this reality.

The risks – not only compliance-based risks, but security risks – must be front of mind, and we hope that as the lawyers who counsel, advise and represent these companies, you will talk frankly about them.

At the Department of Justice, we continue to prioritize corporate misconduct related to export control and sanctions violations. The deputy attorney general issued guidance and directed changes to the U.S. Attorneys’ Manual to reflect the department’s sharpened focus in this area including on individual corporate defendants.

To provide you clarity as you advise clients, we will provide guidance to make clear our current practices on voluntary self-disclosure of export and sanctions criminal violations. We want to be transparent about our process and the factors we consider when assessing voluntary self-disclosures. That way, the benefits for your clients are clear, and you can provide clear counsel.

Because when a company voluntarily self-discloses export control and sanctions misconduct, fully cooperates and appropriately remediates, we will grant the company a significantly reduced penalty. That can include a non-prosecution agreement (NPA), a reduced period of supervised compliance, a reduced fine and forfeiture and no requirement for a monitor.

If one or more aggravating factors are present to a substantial degree – like numerous willful shipments of defense articles to a foreign terrorist organization – a more stringent resolution might be necessary. In all cases, however, the company that voluntary discloses will find itself in a better position one that does not.

We are also discussing these issues with our regulatory partners to help you understand how the Department of Justice fits in to the broader regime. The Department of Justice guidance we ultimately issue on VSDs will not supplant or supersede obligations to regulators. Our ultimate goal is to be more transparent, so that companies will have more certainty about the benefits of self-disclosure are when dealing with prosecutors. In the end, we think this is good for our national security mission and good for business.

Voluntary self-disclosure is responsible. But even if you choose not to pursue the route of voluntary self-disclosure and cooperation, your corporate clients need to remain vigilant or they may suffer serious consequences.

Time and again, we have shown that willfully facilitating illegal transactions will not go unpunished.

Earlier this year, Schlumberger Oilfield Holdings Ltd. (SOHL), a wholly-owned subsidiary of Schlumberger Ltd., one of the largest oil and gas services companies in the world, pleaded guilty and agreed to pay a penalty of over $232 million for conspiring to violate the International Emergency Economic Powers Act (IEEPA) by willfully facilitating illegal transactions and engaging in trade with Iran and Sudan.

What it ultimately came down to, was that one subsidiary failed to adequately train its employees to ensure that all U.S. persons, including non-U.S. citizens who resided in the United States, complied with Schlumberger Ltd.’s sanctions policies and compliance procedures.

We will not hesitate to prosecute individuals and entities that facilitate illegal transactions in violation of U.S. sanctions.

Vigilance is essential. Policies and procedures are simply not enough. They must be fully executed and reinforced. Simply “checking the box” by implementing an export control and sanctions compliance program without the proper support or follow through will not insulate a company from prosecution.

Another point to keep in mind is the need to know your markets and your people. When you’re part of a large corporate family with many segments located overseas, some subject to very different export control laws in foreign countries, you have be careful to ensure that conduct illegal in the U.S. does not become practice here. If you have doubts, check with your regulator. Something a foreign national employee does overseas may have been entirely legal there, but once transferred here, is a crime.

When working with your clients on these and other difficult issues, implore them to be vigilant. These are complicated areas, and it takes sound advice and a high level of scrutiny to ensure compliance.

Insider Threats

Unfortunately, compliance is only one piece of the puzzle. Because, in addition to the compliance risks that are common in global operations, your corporate clients – and, in fact, even potentially their outside counsel –also are vulnerable to the threats from insiders and hackers.

Insider threats – threats from trusted employees and contractors – is now a significant problem. And they are threat to national security when they steal sensitive export-controlled technology.

For instance, Mozaffar Khazaee stole materials from each of three defense contractors who employed him, including materials relating to the F35 Joint Strike Fighter. He attempted to illegally export a shipping container’s worth of those proprietary, export-controlled materials to Iran in order to gain employment there. After pleading guilty, he received 97 months in prison.

Although that sentence sends a strong message to any insider who would consider violating the trust of his or her employer, deterrence alone is not enough.

So what can you do to address this problem? Report incidents of suspected insider theft as soon as they are detected. Create detailed internal training and compliance programs designed to neutralize threats before they even occur, and provide evidence of willful or knowing conduct in the event an insider is not deterred.

Cyber-Enabled Export Violations

That helps with threats from within our perimeters. But unfortunately, we also face them from outside our borders. That is why another of our export control enforcement priorities is to combat cyber exfiltration of sensitive U.S. technologies, including ITAR-controlled technical data.

In the digital age, foreign nations and their agents can now steal information, including export-controlled technical data and technology, without setting foot on American soil. Left unchecked, cyber espionage can erode our strategic advantages across commercial and military spectrums.

When possible, we will use investigations, arrests and prosecutions, to disrupt efforts to steal from you and your clients. We will also look to use all other legally available tools to deter, like sanctions, designations, diplomacy and other tactics.

But your partnership is critical. You can harden your defenses, create resilient systems, evaluate your cyber hygiene and cooperate with law enforcement when your defenses simply aren’t enough.

That is why we at the National Security Division and others throughout the U.S. government, including the FBI, have made cooperation with the private sector a key component of our export control strategy.

Outreach

We work with U.S. companies, across all industry sectors, to ensure that our national security interests are protected. We have spent time and energy in face-to-face sit downs so that we may better understand the concerns and challenges faced by U.S. companies, share guidance and information, and be there to help with protection, detection, attribution and response. We can warn our companies that manufacture or sell targeted U.S. parts and technology when certain bad actors are seeking the particular parts and technology they make.

Corporate outreach helps sensitize industry to the threat and thereby maximizes the prevention of export control and sanctions violations. We believe that through such efforts we can help stem the flow of those sensitive goods out of the U.S. to malicious end-users that would use them to threaten our national security interests and the safety of our warfighters.

It’s likely that many of you here today have clients that we’ve already met with recently to discuss these types of issues. If you do not, we would certainly welcome the opportunity to do so in the future.

Conclusion

In conclusion, we recognize that our export control laws and sanctions regimes are complex and have a significant impact on the U.S. economy. But they are there to protect against the many threats we face.

And you play a critical role in that effort. You and your clients can successfully negotiate the current export control and sanctions regimes and help keep America safe.

Scrutinize closely each and every transaction undertaken with a foreign counterparty, whether a good or a financial transaction.

Make sure that you understand the relevant compliance and sanctions regimes and how they apply.

Make a voluntary self-disclosure to the National Security Division when you discover a willful violation of U.S. export control laws.

Develop robust training and compliance programs.

Focus not only on internal compliance, but on the threats posed by insiders and through cyberspace.

Harden your cyber defenses.

Develop a relationship with law enforcement, so that we may share valuable information with you to help you protect yourself, and be there to help you respond when your defense may simply not be enough.

Profits may be the lifeblood of our corporations, but cutting corners here in the interest of the bottom line, is potentially catastrophic. You and your clients risk enforcement actions, financial penalties and prison time. But perhaps more significantly, doing so can provide a dangerous capability to an adversary who wishes to bring about damage, destruction or death to many. So understanding and addressing how to comply with these regimes and neutralize these threats is not only the responsible thing to do, but the only thing to do.

The National Security Division will continue to approach export controls and sanctions with a broad and varied toolkit. We will continue to vigorously pursue and prosecute those who violate our nation’s export control laws, but that is not how we define success. Success is working with you to increase education and compliance and to prevent sensitive controlled technologies from falling into the wrong hands. We will combat threats posed by insiders and through cyberspace. And we will coordinate with our colleagues throughout the federal government to use an all tools approach – prosecution, listing, sanctions and other means of disruption – to combat national security threats.

With the careful calibration of these tools and with an eye toward mitigating vulnerabilities and defending against threats, we can protect the national security while simultaneously fostering economic growth and job creation.

Thank you for inviting me here this morning, and for your interest in these issues.

MIL Security OSI –
February 6, 2025
MIL-OSI Security: Attorney General Loretta E. Lynch Delivers Remarks at the American Correctional Association Winter Conference

Source: United States Attorneys General 13

Good afternoon and thank you for that warm welcome. I want to thank Governor [John Bel] Edwards for that very kind introduction; for his lifelong commitment to law enforcement; and for his thoughtful leadership in promoting evidence-based, proven strategies for strengthening the work that we are here to discuss. I also want to thank Executive Director [Jim] Gondles for inviting me to address you and for his decades of outstanding work in law enforcement and corrections. Thanks to all of the distinguished experts and passionate advocates who are here with us today. And I want to take a moment to thank our extraordinary correctional staff and to recognize the outstanding and challenging work that they perform every day. Your efforts may not often make headlines and they rarely receive the praise they deserve. But I know, as you do, that your work as law enforcement officers – and you are law enforcement officers in the clearest sense – is profoundly important, deeply necessary and essential to fulfilling the Justice Department’s sacred mission. You defend the American people and protect our values; you build safer communities and reduce crime and exploitation. I am proud to serve alongside you in that effort.

It’s a pleasure to join you all here in New Orleans as we explore new ways to protect public safety and promote justice throughout the United States. That effort is an essential part of this country’s founding mission to provide liberty, justice and equality for all – and for more than 140 years, the American Correctional Association (ACA) has been devoted to holding our correctional institutions to those ideals. By maintaining the highest ethical standards among correctional workers and administrators at all levels, you ensure that incarcerated people are treated fairly, with decency and with respect for their humanity. By advancing research, you help the public and policymakers understand where our system falls short and how it can be made stronger. And by promoting rehabilitation and reentry, you stand for the principle that those who have done their time deserve a meaningful second chance at a better life; that all of us are more than the worst thing we have ever done. As your founders wrote a century and a half ago in the ACA’s Declaration of Principles: “The state has not discharged its whole duty to the criminal when it has punished him, nor even when it has reformed him. Having raised him up, it has further duty to aid in holding him up.” You have always been at the forefront of corrections policy in the United States and as a result of your efforts, our society is fairer, safer and stronger today.

It is essential that we recognize and celebrate the progress made by organizations like the ACA – but we must also leverage that progress to propel us forward. The criminal justice system as a whole still faces real and important challenges. A cycle of poverty and incarceration cuts through too many of our communities. Harsh mandatory sentences continue to strain our prisons and jails with too many individuals who have committed nonviolent, low-level drug crimes, making it difficult to allocate scarce resources effectively. Funding for rehabilitation is hard to come by, denying too many inmates the programs and skills they need to successfully return home. And even those who do receive training are released into a society filled with unnecessary roadblocks to getting a job and finding a place to live – a counterproductive system that makes it easier for them to slip back into the patterns that landed them in jail in the first place.

Addressing these issues is central to the mission of the ACA. It is also central to the work of the Justice Department and the Obama Administration. In 2013, my predecessor, Attorney General Eric Holder, launched the Smart on Crime initiative – a landmark effort to make federal law enforcement more efficient, more effective and more fair. We shifted our approach away from harsh mandatory sentences for low-level drug offenses, which enabled us to focus on more dangerous defendants and more violent crimes. We also placed an emphasis on rehabilitation and reentry programs that can reduce recidivism and promote public safety. And I am pleased to say that, during the time that Smart on Crime has been in effect, we have seen a reduction in crowding, making our prisons safer while allowing for the delivery of reentry and rehabilitative programs that are so critical to changing lives.

Improving rehabilitation programs and smoothing reentry isn’t just good for inmates; it’s also good for correctional staff and for our communities as a whole. More than 600,000 people are released from federal, state and local prisons every year. These are 600,000 people who are someone’s father, someone’s mother; someone’s brother or sister and someone’s child. Preparing them to find good housing, to be reliable employees, to contribute to their communities and to abide by the law is a critical component of our responsibilities and it has tremendous implications for the safety of our neighborhoods, the health of our economy and the strength of our nation. If we can reduce recidivism by helping motivated individuals successfully reenter society, we can reduce crime across the country – and make our neighborhoods better places to live, work and raise our children.

At the Department of Justice, we are taking our efforts even further. In the last fiscal year alone, our Office of Justice Programs (OJP) has disbursed $53 million in Second Chance Act grants to promising state and local reentry efforts, with a particular focus on populations at the greatest risk of recidivism, including justice-involved youth and people with mental illness. Last year, the Department hired its first-ever Second Chance Fellow, Daryl Atkinson – a formerly incarcerated individual who went on to earn a law degree and who now advises the Justice Department on issues related to reentry. And through the Federal Interagency Reentry Council, which I have the privilege of chairing, the department is working closely with a number of Cabinet-level agencies to promote innovative approaches to reintegration – from expanding Pell Grant eligibility with the Department of Education; to studying ways to reduce homelessness with the Department of Health and Human Services; to assisting municipalities with record-cleaning and expungement alongside the Department of Labor.

Of course, we recognize that the work of helping incarcerated individuals succeed outside prison must begin inside prison. That not only involves ensuring humane and safe conditions for inmates and staff – an area in which our Civil Rights Division has collaborated closely with correctional leaders around the country. It also requires commitment to a correctional philosophy that promotes rehabilitation from day one. For decades, the heart of that commitment has been Federal Prison Industries (FPI), which President Franklin Roosevelt established in 1934 to employ thousands of incarcerated people. Today, FPI remains the Bureau of Prisons’ (BOP) largest and most successful reentry program, helping men and women find a new sense of purpose and develop concrete skills that they can bring back to their communities. I am proud of the work that FPI is doing. My dedication to its continued success is unwavering. And I am pleased to welcome its new CEO, Gary Simpson – an expert in manufacturing operations with 28 years of experience. Over the next few years, Gary will spearhead a business transformation plan to expand FPI’s activities – using a business model that results in no costs to the taxpayers – to ensure that more incarcerated individuals can take advantage of this vital program. I am excited about where his work will take us.

In addition to reinforcing tried-and-true programs like FPI, the Department of Justice is also forging new pathways to better reentry outcomes. This administration took a major step when the Bureau of Prisons created the Reentry Services Division, which has expanded mental health resources, supported substance abuse treatment programs and improved work and educational opportunities that prepare inmates for success after release. BOP also launched a comprehensive assessment of its educational offerings, identifying opportunities for improvement across its correctional institutions. You will hear more about our innovative approach to prison education and adult literacy in the weeks to come. But so far, BOP is more effectively serving inmates between the ages of 18 and 21 who require special learning accommodations and it has also inspired a specialized pilot curriculum for inmates who need instruction at the Pre-K through fifth-grade levels.

Beyond these advances, we are determined to reform areas of longstanding correctional policy that aren’t effective. For decades, prison systems have sought to better manage their facilities by removing certain inmates from the general population – placing them in “restrictive housing” and solitary confinement. While there are times when this practice is necessary for the protection of inmates, personnel, or the public, there is little doubt that has sometimes been used without due consideration and without good cause. We also know that it is possible to reduce the use of restrictive housing while also enhancing staff safety – creating better conditions for inmates and for the brave and hardworking officers charged with their protection. Since January 2012, the federal Bureau of Prisons – under the outstanding leadership of former Director Charles Samuels – has cut its restrictive housing population by 25 percent while achieving significant reductions in staff assaults at the same time. This only serves to underscore that we can change our practices without compromising a bedrock principle of corrections: that the safety of our officers and our inmates comes first.

Last July, in order to examine our own practices further and identify areas for improvement, President Obama directed me to lead a review of restrictive housing across American prisons. I am pleased to say that we have completed our review and delivered our report to the President. And the President has directed the department to implement our recommendations.

In conducting this review, the Department of Justice drew on the extensive experience and collective wisdom of BOP under the leadership of former Director Charles Samuels, advocates and stakeholders who are invested in this issue and, of course, the ACA itself. We developed a series of guiding principles that reflect our values and our goals. For example, we believe that inmates should be housed in the least restrictive setting necessary to ensure their own safety, as well as the safety of staff, other inmates and the public. Correctional systems should always be able to clearly articulate why an inmate is in restrictive housing and those reasons should be supported by objective evidence. And restrictive housing should always serve a specific purpose – with a “step-down” program in place to ultimately return the inmate involved to less restrictive conditions. As you all know, one of the challenges in trying to improve restrictive housing practices is that it currently serves multiple purposes: it is used to address inmates who violate disciplinary rules; to protect inmates who face threats within the prison system; and to isolate inmates who can’t function safely in the general population. And so, in order to make lasting reforms and ensure restrictive housing is used in accordance with these principles, we need a multi-pronged strategy.

To that end, in addition to the guiding principles, the report identifies several specific steps that we must take: We must put reasonable limits on when, why and for how long an inmate can be placed in restrictive housing. We must enhance our efforts to divert high-risk, high-needs inmates – such as those with serious mental illness, or verified security threats – to alternative forms of housing, where they can receive specialized services in less restrictive conditions. We must conduct regular, multidisciplinary staff reviews of inmates’ placement in restrictive housing. We must improve the conditions within restrictive housing to ensure that individuals have more time out of their cells and receive needed programming. We must focus on reentry and make special efforts to ensure that inmates are not placed in restrictive housing during the final months of their prison terms. And we must enhance protections for vulnerable populations, such as pregnant women; gay, lesbian and transgender inmates; and especially young people.

Among the actions I will direct BOP to take to meet these goals is an across-the-board reduction of maximum penalties for punitive segregation to curb excessive use of restrictive housing and solitary confinement as punishment – including a ban on restrictive housing as discipline for low-level offenses. I will direct the Bureau to establish new protective custody units so that inmates who need protective custody won’t be unnecessarily placed in solitary confinement. I will direct wardens to increase out-of-cell time in restrictive housing. I will direct the Bureau to allocate $24 million in additional mental health services for federal restrictive housing inmates – a request that will be included in the President’s budget for Fiscal Year 2017. And I am proud to say that, in line with this report’s recommendation, I will direct the Bureau of Prisons to terminate the practice of placing children and juveniles in restrictive housing. In the interest of our children’s safety; in the interest of their development; and in the interest of ensuring their ability to succeed, we are ending this practice once and for all.

I am confident that these policies will help all of us move towards greater transparency, efficiency and effectiveness and they will serve as a valuable roadmap for future reforms in the federal system and in correctional facilities across the country. I know that the ACA is preparing its own recommendations for reducing our reliance on restrictive housing – many of which are in line with our own guiding principles – and I want to applaud you for your leadership and your commitment to this vital issue. I look forward to drawing on your wisdom and experience and collaborating with all of you as we move ahead together.

At the federal level, we’re already addressing one of the main reasons we rely on restrictive housing: the unprecedented growth in the federal prison population over the last three decades. The swelling number of inmates has maxed out our facilities, jeopardized our rehabilitation efforts and made it harder for correctional officers to safely and effectively do their jobs – which are already among the most difficult in law enforcement. To address this problem, Congress established the bipartisan Charles Colson Task Force on Federal Corrections – an independent working group that for the past year has studied overcrowding in federal prisons – and this week, I received the task force’s recommendations. They describe a series of concrete steps that we can take in some of the areas we’ve discussed today. They call for a reassessment of whom we incarcerate and for how long, so that we can be sure that we’re using our system wisely and effectively. They advocate for a culture of safety and rehabilitation in our prisons, including through the use of risk-reduction programming. They augment our reintegration practices by emphasizing supervision and support. And they bolster transparency and accountability to ensure that these goals are being met. The task force also requests federal funding to support these reforms and I urge Congress to take appropriate action. I further call on Congress to pass the Sentencing Reform and Corrections Act of 2015, a bill that was voted out of the Senate Judiciary Committee on a strong bipartisan basis, as soon as possible. That bill would represent an important step forward on many of these critical issues – and will help us put federal prisons on a path that is more fair and more sustainable for inmates, correctional officers and taxpayers alike.

These are all important steps forward and I am personally committed to expanding on this work in the days and months ahead, while ensuring that we continue to protect our hardworking correctional workers from harm. I am always mindful of the fact that, in performing your duties, you and your colleagues risk your personal safety – and even your lives – every day. And while the Bureau of Prisons took some major steps to bolster protections over the past couple of years, we intend to continue exploring new technologies and new strategies to make your difficult jobs as safe as possible.

It is encouraging that, as a result of the renewed attention these matters are receiving in research, advocacy and media coverage, a growing number of Americans have begun to join our shared call for progress in criminal justice. Particularly in the last few years, thanks in no small part to the leadership and dedication of the people in this room, that chorus has expanded to encompass people from across the political spectrum and from all walks of life. At this critical moment of rare bipartisan agreement, it is more important than ever that we harness this momentum and continue to push forward. With the help of extraordinary partners like you and with the determination and fortitude that you have always shown, I believe that we will make the most of this unique moment of consensus. I believe that we will give every American their chance to lead lives of meaning and purpose. And I believe that when we are finished, we will have left our children a society that is safer, more prosperous and more just.

Thank you for your enduring commitment to this important issue. Thank you for all that you’ve done and continue to do on behalf of the safety and well-being of the American people. And thank you for your steadfast partnership in holding this nation to its own timeless principles. I look forward to all that we will accomplish – together – in the days ahead.

MIL Security OSI –

February 6, 2025

MIL-OSI Economics: IMF Executive Board Concludes 2024 Article IV Consultation with Chile

Source: International Monetary Fund

February 5, 2025

Executive Board Assessment

Table 1. Chile: Selected Economic Indicators, 2023-27

GDP (2023), in trillions of pesos	282		Quota
GDP (2023), in billions of U.S. dollars	336		in millions of SDRs		1,744
Per capita (2023), U.S. dollars	16,815		in % of total		0.37
Population (2023), in millions	19.96
Main products and exports	Copper
Key export markets	China, U.S., Euro area
			Proj.
	2023	2024	2025	2026	2027

Output	(Annual percentage change, unless otherwise specified)
Real GDP	0.2	2.2	2.2	2.3	2.3
Total domestic demand	-4.2	1.0	2.4	2.3	2.3
Consumption	-3.9	1.6	1.9	2.2	2.1
Fixed capital formation	-1.1	-1.0	4.3	3.4	3.7
Exports of goods and services	-0.3	5.5	4.3	4.7	3.9
Imports of goods and services	-12.0	1.2	4.4	4.3	3.2
Output gap (in percent)	0.0	-0.1	-0.1	0.0	0.0

Employment
Unemployment rate (in percent, annual average)	8.7	8.5	8.2	8.0	7.8

Prices
GDP deflator	6.6	6.0	4.1	2.9	2.7
Change of CPI (end of period)	3.9	4.5	3.5	3.0	3.0
Change of CPI (period average)	7.6	3.9	4.2	3.1	3.0

Public Sector Finances	(In percent of GDP, unless otherwise specified)
Central government revenue	22.9	22.1	23.0	23.8	23.9
Central government expenditure	25.3	24.8	24.8	24.7	24.3
Central government fiscal balance	-2.4	-2.7	-1.8	-0.8	-0.4
Central government structural fiscal balance 1/	-3.4	-3.1	-2.1	-1.2	-0.5
Central government gross debt	39.4	42.7	43.7	44.1	43.5
Public sector gross debt 2/	70.2	73.5	74.5	74.9	74.4

Balance of Payments
Current account balance (% of GDP) 3/	-3.5	-2.3	-2.5	-2.5	-2.7
Foreign direct investment net flows (% of GDP) 3/	-4.6	-4.0	-2.6	-2.9	-2.9
Gross external debt (% of GDP) 4/	71.1	77.5	76.5	76.6	75.7
Sources: Central Bank of Chile, Ministry of Finance, Haver Analytics, and IMF staff calculations and projections.
1/ The structural fiscal balance includes adjustments for output, copper prices, and lithium revenues based on IMF calculations. The lithium adjustment starts in 2022.
2/ Includes liabilities of the central government, the Central Bank of Chile and public enterprises. Excludes Recognition Bonds.
3/ Calculated as a share of US$ GDP.
4/ Data from Dipres for the government and from BCCh for all other sectors. Calculated as a share of US$ GDP.

[2] The Executive Board takes decisions under its lapse-of-time procedure when the Board agrees that a proposal can be considered without convening formal discussions.

IMF Communications Department

MEDIA RELATIONS

PRESS OFFICER: Jose Luis De Haro

Phone: +1 202 623-7100Email: MEDIA@IMF.org

MIL OSI Economics –

February 6, 2025

MIL-OSI Global: Trump’s second tone: authoritarian, radical and triumphalist in a divided US

Source: The Conversation – France – By Jérôme Viala-Gaudefroy, Spécialiste de la politique américaine, Auteurs historiques The Conversation France

US President Donald Trump’s inaugural address on January 20 revealed the key themes of his rhetoric–triumphalism and overt authoritarianism–and provided insight into the programme he wants to implement. However, accomplishing his goals will not be easy amid deep divisions within the country that narrowly elected him.

The triumphant hero: martyr and messiah

In his 2017 inaugural address, Trump delivered a populist message decrying “the establishment” for the “carnage” afflicting “forgotten Americans”. Eight years later, in the longest inaugural speech in four decades, he painted a starkly different picture–one of a victorious and ambitious country with himself as both its savior and an embodiment of its triumph.

Trump used the words “I,” “me” and “my” 50 times in his 2025 address, compared to just four in 2017, deliberately merging his personal identity with that of the nation.

J. Viala-Gaudefroy, Fourni par l’auteur

He cast himself as both a hero-martyr –“tested and challenged more than any president in our 250-year history”– and the sole leader capable of solving the country’s problems. He linked his personal journey to divine intervention, declaring that God had saved him on July 13, the day he survived an assassination attempt in Pennsylvania, “I was saved by God to make America great again.”

A radical crackdown on immigration

Trump’s stance on immigration is significantly more extreme than his 2017 agenda. While his first term focused on reinforcing borders, he now frames illegal immigration as an “invasion” requiring military intervention. On inauguration day, the president signed several executive orders, including one seeking to eliminate birthright citizenship despite its protection under the 14th Amendment. His hardline approach energizes supporters within his conservative base, some of whom subscribe to the “great replacement” theory and view his policies as necessary to preserve American identity.

Culture wars: race, gender and education

In his second inaugural address, Trump expanded his rhetoric to encompass culture war issues, aggressively targeting diversity, equity, and inclusion (DEI) policies in US workplaces. He accused the state of “socially engineering race and gender into every aspect of public and private life”, and then began dismantling programmes promoting equality, including recruitment efforts aimed at hiring racial and sexual minorities within the federal government.

His executive orders rescind measures dating back to the Civil Rights era, including one from president Lyndon B. Johnson mandating equal opportunity policies for federal contractors. Echoing president Ronald Reagan, Trump framed these actions in anti-racist language –“We will forge a society that is colorblind and merit-based”– disregarding the well-documented realities of systemic racism.

Trump also asserted that “there are only two genders, male and female”, and has signed an order recognizing only biological sex at birth. Framing this move as a defense of women, he argues that their “safe spaces”, including bathrooms and sports competitions, must be protected from individuals who “identify” as female.

In education, he decried critical perspectives on US history as “unpatriotic”, insisting that schools instill national pride instead of “teaching our children to hate our country”. His plan includes reducing or eliminating federal funding for schools that teach “inappropriate racial, sexual, or political content” or mandate vaccines and mask-wearing–despite education policy largely falling under state jurisdiction.

Reviving founding myths

Trump’s historical narrative is steeped in romanticized patriotism. He revived the myth of “the frontier”, a late 19th century ideal portraying westward expansion as the ultimate symbol of American dynamism. This narrative ignores histories of the genocide of indigenous peoples and environmental destruction.

His vision of “inexhaustible” natural resources –particularly shale oil and gas, described as “liquid gold”– reflects this ideology of relentless economic expansion and 19th century “bonanza economics”. By rejecting US conservationist traditions, Trump is prioritizing industrial growth over environmental sustainability.

Expansionism reimagined: from the frontier to space

Trump draws inspiration from president William McKinley (1897–1901), an advocate of expansionism during the Spanish-American War, which brought territories such as the Philippines and Puerto Rico under US control. Reviving the concept of “manifest destiny”, he merged exceptionalism with expansionism, vowing to “plant the American flag on Mars.”

Trump restated his intention to rename the Gulf of Mexico the “Gulf of America”–a gesture with little practical impact given that much of the gulf lies outside US territory. While he has expressed interest in purchasing Greenland (which he has also claimed to be willing to take over) and even annexing Canada, he mentioned neither in his inaugural speech. However, he did promise to take control of the Panama Canal, justifying the move with a series of lies and exaggerations regarding its history and operation.

A new golden age or “Gilded Age”?

Trump’s admiration for McKinley extends to his economic policies. He envisions a protectionist strategy driving national reindustrialization. Yet, McKinley’s era–the “Gilded Age”–was marked by extreme inequality, a lack of income and corporate taxes, minimal regulation and rampant corruption. The wealthiest figures of the time, later dubbed “robber barons”, mirror the oligarchic ambitions of Trump’s current supporters.

Ironically, as economist Douglas A. Irwin notes, the economic prosperity of the late 19th century was not driven by tariffs but by mass immigration. Between 1870 and 1913, the US population doubled due to an influx of unskilled laborers, a reality at odds with Trump’s strict immigration agenda.

A nation divided under an assertive authoritarianism

Trump’s vision, as outlined in his speech, is one of maximal presidential power, where justice is subordinated to political goals. His decision to pardon over 1,500 individuals convicted for their involvement in the January 6, 2021 Capitol riot underscores this authoritarian approach, reinforcing the idea that traditional laws do not apply to his most loyal and even violent supporters.

He has also launched a sweeping purge of the federal administration, citing “integrity, competence, and loyalty” as guiding values. Additionally, he has openly planned to use the Justice Department and FBI for political purposes.

Unlike previous presidents, Trump made no effort to unite a deeply divided nation during his address. He ignored the tradition of acknowledging his predecessor, Joe Biden, and instead declared his electoral victory proof that “the entire nation is rallying behind our agenda.”

However, the US remains fractured politically. Trump secured less than 50% of the popular vote in the November election, his party holds the narrowest House majority since the 1930s, and he entered office with one of the lowest initial approval ratings in 70 years–just 47%. His personal favorability was even lower, hovering around 41% (Reuters, NPR).

This polarization is evident in the public reaction to his most controversial policies, such as his pardoning of the January 6 rioters just after his inaugural address. While his base celebrates these decisions, the broader American public largely disapproves. The fundamental question remains: can US institutions withstand the growing tensions? Without majority support, realising Trump’s most radical societal and political agenda may prove an uphill battle.

Jérôme Viala-Gaudefroy ne travaille pas, ne conseille pas, ne possède pas de parts, ne reçoit pas de fonds d’une organisation qui pourrait tirer profit de cet article, et n’a déclaré aucune autre affiliation que son organisme de recherche.

– ref. Trump’s second tone: authoritarian, radical and triumphalist in a divided US – https://theconversation.com/trumps-second-tone-authoritarian-radical-and-triumphalist-in-a-divided-us-248502

MIL OSI – Global Reports –

February 6, 2025
MIL-OSI USA: Cornyn, Fetterman Introduce Bill to Help Strengthen At-Risk Homes Against Natural Disasters
US Senate News:
Source: United States Senator for Texas John Cornyn

WASHINGTON – U.S. Senators John Cornyn (R-TX) and John Fetterman (D-PA) today introduced the Promoting Resilient Buildings Act, which would improve the resilience of homes at risk of being impacted by natural disasters by allowing more states and local communities to be eligible for the Federal Emergency Management Agency’s (FEMA) Pre-Disaster Mitigation Program:

“Natural disasters can wreak havoc on homes and cause devastating and costly hardships for Texans in their aftermath,” said Sen. Cornyn. “This legislation would help homeowners update at-risk homes in a cost-efficient way and help more families in Texas and across the country prepare for future storms.”

“Too many American families have seen their homes damaged or destroyed by extreme weather and other disasters,” said Sen. Fetterman. “We can’t afford to keep rebuilding the same way and expecting different results. Just look at the devastation from Hurricane Debby—thousands of Pennsylvania families lost everything last summer and are still struggling to recover. This bill is a practical solution that will help make it easier for people to secure their homes before disaster strikes. I’m proud to team up with Senator Cornyn to get this done.”

Background:

This legislation would improve resilience of homes by allowing more states and local communities to be eligible for the Federal Emergency Management Agency’s (FEMA) Pre-Disaster Mitigation Program. It would ensure state and local governments retain control over the building code adoption process while advancing housing resilience through a practical, targeted approach. A key component of this legislation is the Residential Retrofit and Resilience Pilot Program, which provides a cost-effective way to strengthen older and at-risk homes against natural disasters without imposing unnecessary mandates on new construction and limits funding to 10% of Building Resilient Infrastructure and Communities (BRIC) program’s annual budget.

The Promoting Resilient Buildings Act would:
- Strengthen at-risk homes by providing funding for elevations, flood-proofing, tornado-safe rooms, seismic retrofits, wildfire mitigation, and wind-resistant construction;
- Preserve local authority and prevents unfunded mandates by restoring the definition of “latest published editions” of building codes for FEMA’s Pre-Disaster Mitigation Program to include the two most recent editions, allowing states to adopt the most appropriate codes for their communities;
- Improve access to FEMA mitigation funding and prioritize financial need;
- And establish a pilot program under Federal Emergency Management Agency’s (FEMA) Building Resilient Infrastructure and Communities (BRIC) program to provide grants for residential resilience retrofits in a fiscally responsible way and prioritize the homes most vulnerable to disasters.
This legislation is endorsed by the National Association of Homebuilders.
MIL OSI USA News –
February 6, 2025
MIL-OSI Security: Acting Assistant Attorney General Renata Hesse of the Antitrust Division Delivers Remarks at the American Bar Association Fall Forum
Source: United States Attorneys General 13

Protecting Competition Across 50 United States: Advocacy and Cooperation in Antitrust Enforcement

Good morning and thank you for that introduction. It was an honor to be invited to speak to you all this morning. Getting to speak to folks like you is one of the benefits of serving as the Acting Assistant Attorney General for Antitrust at the Department of Justice, which is both a challenging and rewarding role. Wow, have we been busy lately. In addition to an unprecedented litigation and investigation caseload, with the FTC last month we issued new guidelines for human resources professionals, two weeks ago we proposed revisions to our international guidelines and we’re finalizing revisions to our intellectual property guidelines. It’s an incredible time at the Antitrust Division.

On top of all that, I’ve had a fair number of these speaking opportunities lately, and I’ve been using them to discuss the great work the Antitrust Division has been doing. A few months ago I spoke about our successes in civil enforcement, and more recently I’ve talked about the tremendous work of our criminal enforcers and the successes we’ve had in building relationships with our international counterparts. I’ve intended these speeches not as exercises in chest-beating, but instead to be thoughtful assessments of where we are today, looking back over several decades of enforcement as we also look forward to the coming transition. With this speech, I’d like to complete that retrospective by focusing on two particularly important, related areas of the Antitrust Division’s work: cooperation with our counterpart state enforcers and competition advocacy at the state level.

I say state cooperation and competition advocacy are related because they both incorporate the recognition that, notwithstanding the hard work of the Antitrust Division and the FTC, protecting competition is not a job the federal government can or should do alone. Even as concentration has increased by certain metrics, our economy remains relatively disaggregated and threats to competition come in all shapes and sizes across our country.

Instead of just relying on prosecutorial work at the state and federal level, we combine enforcement with advocacy, and we partner with the states, other agencies and the business community to promote a competitive economy. The states feature prominently in that mission. As Alexander Hamilton told the New York Ratifying Convention: The “states must…be considered as essential component parts of the union.” That’s certainly true in antitrust enforcement, where they are essential component parts of the worthy effort to protect and promote competition throughout the American economy.

By the way I was going to do my best Lin Manuel Miranda impression for that Hamilton quote, but Bill MacCleod told me we weren’t allowed to rap at the Fall Forum.

Cooperative federalism works best on issues where the state and federal governments have a mutuality of interest, and that is certainly the case for antitrust enforcement. The states and the federal government each hope to preserve and promote the competitive process that is the central organizing principle of our free market economy—our mutual economic strength relies on competition playing out across connected local and national markets. While there may be some issues where state and federal goals diverge, antitrust is generally not one of them.

Then and Now – Antitrust Division Cooperation with State Antitrust Enforcers

Although we are united in our goal of promoting competition, I cannot say there are never disagreements on how to achieve that goal. As I’m sure you’ll hear today there are many perspectives on antitrust policy, and state enforcers share in that debate. There have been times in the past where those policy disagreements were stark. At the start of my career at the division, federal and state enforcers sometimes had very different views on how to apply the antitrust laws to promote competition. In that environment cooperation between state and federal enforcers was less common, and tensions occasionally arose from differing perspectives on how to approach important enforcement decisions.

More recently, however, agreement has been much more common than disagreement, and the cooperation between state and federal antitrust enforcers has been excellent. That success is no accident. Constant nurturing from a great many hardworking people in state and federal government – and attention at all levels, from our career staffs right up to the top of our organizations – have helped foster the productive working relationships we enjoy today.

Christine Varney set a great tone in her 2009 speech on state cooperation, and she advanced that cause when she brought on Mark Tobey as the Antitrust Division’s Special Counsel for State Relations and Agriculture. I have to give credit to Mark for his tireless efforts to make the partnership work well for the benefit of competition and the American consumer. I know Edith Ramirez has also helped drive the federal side of the partnership in her role at the FTC.

Meanwhile the state attorneys general have contributed to the relationship with a number of important advocates. I’d like to recognize the contributions of Vic Domen and Kathleen Foote, the current and immediately prior leaders of the National Association of Attorneys General (NAAG) Multistate Antitrust Task Force, who are both here today, along with many others working through the Task Force and in the antitrust sections of State Attorneys General throughout the country.

Successful Cooperation in Civil Antitrust Enforcement

These consistent efforts to nurture the federal-state relationship have paid real enforcement dividends. We’re proud at the division of our record of success. As I’ve talked about before, our civil program is going strong, blocking 43 anticompetitive deals in important consumer industries like wireless, broadband, software, and appliances. And we’ve brought a number of conduct cases in industries from publishing to high tech hiring to health care. Our state partners have featured prominently in many of those cases. I can fairly say that if you’ve recently used a health insurer, flown on a commercial airline, or paid a cell phone bill, then you’ve directly benefitted from cases where state cooperation played an important role.

The numbers bear out the level of cooperation we’ve enjoyed with our state partners. Each of the six civil trial sections in the division has worked on enforcement matters with the states; collectively we have worked with all 50 States plus Washington, D.C. and Puerto Rico. In the last seven years we have brought 25 cases with the states resulting in settlement or final disposition after trial. Five others are pending.

The Apple e-books case is a remarkable example of effective federal-state cooperation. The Texas Attorney General’s Office opened the original investigation into the conduct of the e-book publishers and Apple and investigated for a period of time before calling the Antitrust Division. Early fact investigation work by Texas and Connecticut enabled the division to get up to speed quickly about the nature of the industry and the anticompetitive conduct that occurred. In fact, some testimony from early depositions taken by Texas and Connecticut proved to be very important in the liability phase of the trial. And, as a further result of productive coordination, the states’ economist testified at trial about price and output effects of the alleged conspiracy, testimony which worked in tandem with expert testimony from the division’s retained economist to tell a compelling economic story.

A short anecdote from that case illustrates quite concretely the benefits of federal-state cooperation. One of the best documents that provided evidence of the conspiracy to raise e-book prices – a document that wound up being featured in the opening paragraph of the Government’s Trial Brief – was found during document review by a staff attorney from the Arkansas Attorney General’s Office.

No less significant in e-books, the states, using their parens patriae authority, along with private class counsel, negotiated monetary relief totaling over $500 million from the publishers and Apple, returning over 200% of overcharges to e-book buyers. A novel feature of the relief is that consumers who purchased e-books during the damages period could opt to have their payouts transferred directly to customer accounts at the various online e-book stores.

The New York City tour buses case is another noteworthy example of federal-state cooperation. In that case, the division teamed up with the New York Attorney General’s Antitrust Bureau to examine the combination of the two largest hop-on, hop-off sightseeing tour bus companies in New York City at the time – the red buses and the blue buses. The merged entity, called Twin America, had an effective monopoly and seemed determined to try to evade antitrust scrutiny. At various points in time over a period of nearly three years Twin America tried to maneuver the case away from the New York Antitrust Bureau, such as by filing an application for transfer of federal licenses which would be subject to the exclusive jurisdiction of the Surface Transportation Board. The New York Antitrust Bureau kept the matter alive over the course of these gyrations by filing opposition papers every step of the way.

Because of the New York Antitrust Bureau’s work, after the parties removed the jurisdictional impediment, our teams were in a position to conduct a brief investigation and then file a lawsuit in 2012 to unwind the combination and obtain disgorgement of profits obtained from a ticket price increase imposed on consumers by the merged firm. As it happens, that was one of my first matters in my first stint as Acting Assistant Attorney General, back before Bill Baer arrived in 2012. In 2015, after nearly three years of litigation, the parties entered into a joint federal-state settlement that provided substantial disgorgement under state and federal law and forced the parties to give up scarce tour bus stop authorizations from the City so that other firms could compete in the market.

A further illustration of how the division has opened up new and productive relationships with the states, in order to take advantage of unique state statutory powers, involves an initiative one of our Washington, D.C. criminal sections is now taking with the Georgia Department of Law. Under this plan, the division will work with the Consumer Protection Unit of the Georgia Department of Law to distribute nearly $1 million in restitution funds to victims of the real estate foreclosure auction bid-rigging cases brought in the Atlanta area. The Consumer Protection Unit has a long and successful record of returning overcharge damages to victims of all manner of consumer fraud cases and we sought to take advantage of those capabilities by partnering with them. A joint letter from the division and the Department of Law will soon go out to the first group of victims.

Formal Guidance to Shape Conduct and Foster Cooperation

Our cooperation on civil enforcement is bolstered by the formal and informal guidance the division provides through guidelines, workshops, and speeches, to name a few examples. This guidance helps illuminate our current practices and our thinking about critical issues of law and economics, and fosters communication between the division and our state counterparts. Plus, we think it’s just good government to be as transparent and predictable in our approach as possible—it’s the right thing to do.

Over the past several years, our non-litigating sections have been busy updating guidelines and developing new guidance to help educate and inform industry and fellow antitrust enforcers.

Two weeks ago, we released proposed updates to the International Guidelines. We added a chapter on international cooperation to reflect the growing importance of antitrust enforcement in the globalized economy, updated the discussion of the application of U.S. antitrust law to conduct involving foreign commerce, and provided examples that address the issues we most commonly encounter in our international efforts. We’re also updating our IP Guidelines, and are in the process of finalizing them based on the feedback we received through a public comment process.

About a month ago, we released new guidance for human resource professionals to educate them about how the antitrust laws apply to their job responsibilities and inform them of the division’s recent enforcement actions. As part of this guidance, we made clear that going forward employers who conspire to hold down wages or restrict hiring of each other’s workers will be investigated criminally and, if appropriate, prosecuted criminally. Naked “no-poaching” agreements or agreements to fix wages stamp out competition just like agreements to allocate customers or to fix product prices, violations of the law that the division has traditionally investigated criminally and prosecuted as hardcore cartel conduct. We hope this guidance will help HR professionals implement safeguards to prevent inappropriate discussions or agreements with other firms seeking to hire similar employees.

We expect these updates will facilitate even greater coordination with state enforcers in our efforts to protect competition.

State Legislative Efforts and Competition Advocacy

In addition to working with our counterpart antitrust enforcers in the offices of the State Attorneys General, we also work productively with state legislatures and regulatory bodies. Later today I understand there will be discussion about how state law and regulation can work to open, and unfortunately sometimes close, markets. It is important that state lawmakers are mindful of the consequences on competition of their actions and understand how legislation or policies can enhance or cripple competition.

The landscape within which state enforcers operate is different from the federal environment. State attorneys general face the challenge of balancing their role as enforcers of state and federal competition law with the obligation to counsel professional licensing and regulatory agencies about the potential to displace competition. They must balance their institutional role as advocates for free and fair markets with occasional pressure from state lawmakers to restrict markets and insulate local firms from emerging technologies and non-traditional competitors. Recognizing this tension, it can be helpful for the federal antitrust agencies to weigh in regarding proposed state and local legislation to seek to vindicate competition principles.

State officials sometimes seek our views on the competitive significance of state legislation and policies. We welcome those requests and are eager to share our expertise in a way that can help advance both legal frameworks and policies in the direction of more efficient and well-functioning markets, or to shape corporate behavior away from harmful anticompetitive conduct. Additionally, inherent in these competition advocacy efforts is fruitful dialogue and learning that advances the division’s expertise.

States can play a critical role in addressing and preventing anticompetitive conduct through their own legislative efforts. For example, in 2010 the Division sued Blue Cross Blue Shield of Michigan alleging that “most favored nation” provisions in its agreements with hospitals raised prices, discouraged discounts, and prevented competitive insurers from entering the market. About two years later, Michigan enacted a law that banned these harmful clauses. This move alleviated our concerns and now benefits competition and consumers throughout the state of Michigan. Several other states have also enacted similar legislation.

We have also weighed in over the years on how state regulatory or legislative actions can sometimes close markets off from competition. For example, the division, together with the FTC, has long supported repealing or scaling back state certificate of need laws. These laws typically require certain health care providers to obtain state approval before establishing new facilities, providing new services or making certain large capital expenditures. This can create barriers to competition by delaying or prohibiting entry and, as a result, can limit consumer choice and stifle innovation. We’ve shared these views most recently with officials in South Carolina, Virginia, Michigan, Illinois and Florida.

The division, often with the FTC, has also been active in educating legislatures about how scope of practice laws, which define the set of professionals allowed to perform particular services, can limit competition for consumer services. For example:
- In Massachusetts and Puerto Rico we advocated for legislation expanding the scope of practice laws to permit optometrists to provide certain treatments for glaucoma, thereby expanding competition and access to care.
- In the legal services realm, we have discouraged overly broad practice of law definitions that limit competition from non-lawyers for services that are not necessary to address legitimate and substantiated harms. In July, the division and the FTC encouraged the adoption of legislation in North Carolina that would provide consumers with the ability to use interactive software programs to fill out legal forms.
- Similarly in the real estate industry, we’ve weighed in on the benefits of competition from brokers who offer “fee-for-service” options for consumers and have cautioned against restricting these new consumer-friendly competitive choices.
The division also recently submitted a statement on the potential anticompetitive effects of certain legislative proposals in California that would ban or limit contracts between court reporters or service firms and third parties, such as insurance companies, for multi-case contracts.

Whether advocating in favor of state laws that help keep markets open, or working to help state legislatures understand the negative impacts on competition their laws might cause, we have great respect for the state legislative process. While we as antitrust enforcers have a singular goal of competition, legislatures have to balance a host of potentially competing public policy goals that aren’t squarely in our purview. All we can hope to do is foster an increased understanding and a deeper appreciation for the competition dimension of those decisions. That’s the same approach we take in all the advocacy we do with other federal agencies and international enforcers as well.

Looking forward

I hope that what you’ve heard in these remarks is that the Antitrust Division works hard to promote competition not only in our own cases, but also through our cooperation with and advocacy before our state counterparts. And I also hope you’ve gotten some sense for the sustained commitment that this work requires from a great many talented people.

Our work advocating for competition with our state partners is never done. In just four days, trial will start in the Anthem/Cigna merger challenge brought by the division alongside 11 states and Washington, D.C. I won’t comment on pending cases, but we look forward to working with the states as that important matter proceeds.

With an eye toward the future, allow me to conclude with some suggestions on federal-state cooperation in the cases to come.

For practitioners, I suggest embracing federal-state cooperation. It’s not in anyone’s interest to have divergent federal and state investigations and enforcement outcomes. Grant waivers early in investigations, and encourage state participation in Civil Investigative Demand (CID) depositions and party meetings. These steps will often reduce the investigative burdens on your clients and foster a dialogue that will simplify resolution or settlement if possible under the circumstances.

For the federal and state enforcement agencies, I’d encourage continued investment in the relationships that make cooperation work. As I mentioned earlier, those relationships were not always as strong as they are today, and I really believe they benefit from constant nurturing. Today’s event provides a perfect opportunity for the kind of engagement that keeps our organizations connected, and I see many of our state counterparts out in the audience. I look forward to catching up with you all today—enjoy the Fall Forum.

MIL Security OSI –
February 6, 2025
MIL-OSI Security: Principal Deputy Associate Attorney General Bill Baer Delivers Remarks Highlighting Elder Justice at the State Of Financial Fraud in America Event
Source: United States Attorneys General 13

Remarks as prepared for delivery

Thank you Robert for that kind introduction and for your leadership and dedication as CEO of Financial Industry Regulatory Authority (FINRA). And thank you to the Stanford Center on Longevity and the FINRA Investor Education Foundation, for hosting this conference and for the great work that you do. It is an honor to join with the many people in this audience who dedicate their lives to combatting financial fraud and protecting elderly Americans. This is a noble and enduring effort.

As many people here know, financial fraud targeted at the elderly is a serious problem. At the beginning of 2011, the first Baby Boomers reached the age of 65. I reached that milestone myself just last year. Indeed, 10,000 Americans turn 65 every day, and the percentage of Americas over 65 is growing. 5.8 percent of this group experiences identity theft in a given year. I had that ugly experience just last month. 13.8 percent experiences consumer fraud in a given year. 4.5 percent of people over 50 experience financial fraud in a five-year period. While there are varying accounts about how much the overall financial loss is, it is well into the billions of dollars.

Statistics aside, we are here together because we know all too well that this is a problem that takes a personal toll. Almost all of us know someone who has been the victim of financial fraud. And while it affects people of all ages, it can be especially devastating for elderly people, many of whom are dependent on their savings and are concerned about their own mental decline or other people’s perception of their mental decline.

I recently saw letters written by the victims of a set of schemes that we took action against. One described having sent “hundreds of checks” for a company’s “great offers” and tried to explain to the fraudster that “due to bad eyes, [he] has to use magnifying glasses to read” and had “been caught paying many times for th[e] very same offer.” Another, believing that the con men would send him a promised gift, tried to explain that he had sent his prior payments by money order and was now enclosing cash, “all [he] can send.” Another explained that when she gets the vast inheritance she’d been promised, she would use it to help her family, the homeless and needy children.

The nature and scope of elder fraud varies tremendously. At the Department of Justice, we see small, family based schemes, such as caregivers tricking elderly victims out of their savings or abusing powers of attorney. We see institutional schemes, such as nursing homes that provide unnecessary services or bill for services never provided. And we see global fraud networks that are—quite literally—organized crime. These schemes involve networks of businesses with careful divisions of labor. They target millions of Americans, maintain lists of victims, and, once someone has been duped, target those people again and again. One recent victim wrote a letter explaining: “Each day I keep getting more and more offers and it’s almost impossible for me to keep up with them.”

Large and diverse problems like this require broad based solutions. We at the Department of Justice know we can’t solve this problem alone. Coordination is essential not only with our federal partners, but with local, state and international authorities. And public and private partnerships are key to our understanding of the scope of the problem and to the lasting success of any solution.

Research into basic questions, such as why are elderly people vulnerable, and how can we detect fraud and abuse, is critical to attacking the problem. The FINRA Foundation and Stanford Center on Longevity launched the Financial Fraud Research Center five years ago. As some of your ongoing research has demonstrated, there is a natural decline in cognition as people age, especially ability to think fast and process new information. The elderly are sometimes lonely or otherwise socially isolated. Some are uncomfortable with technology. Many have pools of relatively liquid retirement assets. Some are dependent on caregivers. All of these factors make the elderly particularly susceptible to certain schemes.

There is much more to learn. The Department of Justice has invested in partnerships to help us all better understand the causes and risk factors associated with elder financial exploitation. For example, just a few weeks ago, we announced an award of nearly $800,000 to the Urban Institute and the University of Southern California to develop and test prevention programs that will address elder abuse, neglect and financial exploitation. To enhance our understanding of financial exploitation by conservators and guardians, last year our Office for Victims of Crime funded a project to search for innovative, evidence-based programs and practices that successfully detect and remedy conservator fraud. And people like you are furthering our understanding. This conference is highlighting emerging research on susceptibility to fraud and fraud prevention.

Beyond efforts to understand how and why elder fraud occurs, continuing dedication to enforcement is required to stop it. This is not a partisan issue. We have seen Democratic and Republican administrations alike express a shared commitment to using all tools in the Department of Justice’s enforcement arsenal. Back in the 1990s, under Attorney General Reno, the Department of Justice created the Elder Justice Initiative to centralize information, facilitate training, and coordinate within the Department and across the federal government. During the Bush Administration, the Department of Justice initiated an elder mistreatment research grant program, funding cutting edge research on elder abuse and financial exploitation that continues today.

During this Administration, Congress created the Elder Justice Coordinating Council as part of the Affordable Care Act to facilitate interagency cooperation at the highest of levels. At the Department of Justice, we formed the Attorney General’s Advisory Committee’s Elder Justice Working Group, which is comprised of U.S. Attorneys from across the country who are dedicated to improving our information sharing on financial scams targeting the elderly. And just this year, we created ten regional Elder Justice Task Forces that operate throughout the country, partnering with state and local law enforcement and prosecutors to enhance our collective response to elder financial fraud and abuse.

Our Elder Justice Initiative has also been assisting with community capacity building. This includes supporting the training of local law enforcement and prosecutors. And to enhance civil legal aid to seniors, in June 2016, the Department of Justice, in collaboration with the Corporation for National and Community Service, launched the Elder Justice AmeriCorps, the first-ever army of lawyers and paralegals to help elderly victims of abuse and exploitation. The program will support 300 AmeriCorps members throughout the country and is expected to reach over 8,000 older adults over the next two years.

A multi-faceted problem requires coordination between different federal agencies; it demands a whole of government approach. Mail is involved; we must coordinate with the Postal Inspection Service. Money is involved; we must coordinate with the Treasury Department. People target the elderly; we must coordinate with agencies that serve the elderly, such as the Social Security Administration.

And more and more, we are seeing schemes that are highly complex and global. Stopping these schemes require extensive cooperation—not just with state and local authorities, but also across the federal government and with our international counterparts. For example, the Department of Justice’s Consumer Protection Branch co-chairs the International Mass-Marketing Fraud Working Group, a network of civil and criminal law enforcement agencies from Australia, Belgium, Canada, Europol, the Netherlands, Nigeria, Norway, Spain, the United Kingdom and the United States.

We can point to meaningful progress. In the past several years, we have successfully shut down several international lottery scams where con men and women have contacted elderly victims in the United States, told the victims they won cash and prizes, and persuaded them to send thousands of dollars in fees to release the money. Of course, the victims never received cash or prizes in return. In a series of cases, perpetrators made calls from Jamaica using Voice Over Internet Protocol technology that made it appear as if the calls were coming from the United States. They convinced victims to send money to middlemen in South Florida and North Carolina, who forwarded the money to Jamaica. We have had great success breaking up these networks through joint efforts between Jamaican law enforcement and U.S. agencies including the Postal Inspection Service, Department of Homeland Security, U.S. Marshals Service, Federal Trade Commission and Internal Revenue Service. Since 2009, the Department of Justice has prosecuted or is prosecuting over 100 individuals linked to such lottery schemes, and has convicted and sentenced over 40 defendants.

We have had similar success going after global “psychic schemes.” Con men and women send letters purportedly written by “world-renowned psychics” stating that they had a vision revealing that the recipient has the opportunity to obtain great wealth. The letters appear personalized, refer to the recipient by name, and often contain portions that appear handwritten. The solicitations urge victims to purchase products and services that will ensure this good fortune. Investigations by the Department of Justice and Postal Inspection Service, among others, revealed the complexity of these schemes. Not only were there the fraudsters themselves, but there were separate companies performing different roles, such as processing victim payments and maintaining databases of consumers who responded to solicitations. In a two-week period, one company in the United States processed as much as $500,000 in payments for just one psychic scheme. We have discovered similar companies in Quebec, Hong Kong, Switzerland and France.

Perhaps the most significant example of cooperation to date were our wide-ranging enforcement actions taken in September of this year to dismantle a global network of mass mailing schemes targeting elderly and vulnerable victims. The schemes involved a network with components in Canada, France, India, the Netherlands, Singapore, Switzerland, Turkey and the United States. The network included an India-based printer that manufactured solicitations and arranged for bulk shipment to U.S. victims; a mailer in Switzerland; list brokers in the United States who bought and sold lists of victims so that once victims had fallen prey, others could target them; a “caging” service in the Netherlands that collected money; and a Canadian payment processor that, for more than 20 years, helped dozens of international fraudsters gain access to U.S. banks and take money from Americans. Stopping this network involved coordination between the Department of Justice, Department of Treasury, Postal Inspection Service, Federal Trade Commission, Iowa Attorney General’s office and counterparts in other countries. Just to give you a sample of the coordinated actions, on Sept. 22, 2016:
- The Treasury Department’s Office of Foreign Assets Control blocked assets from the Canadian payment processor and a network of individuals and entities across 18 countries.
- The Justice Department filed criminal charges and a civil injunction against a Turkish mass mailer.
- The Justice Department brought a series of civil actions to shut down companies based in the United States, India, Switzerland and Singapore. These companies were responsible for mailing millions of multi-piece solicitations to potential victims throughout the United States.
- The Justice Department entered into a consent decree with two Dutch “caging” businesses that collected and forward money. Our efforts were coordinated with Dutch authorities who executed search warrants on the businesses and took control of the Dutch post office boxes used to receive victims’ funds.
- The Federal Trade Commission filed a case against a related mass-mailer, printer, and list broker.
- The Iowa Attorney General negotiated a compliance agreement with two firms that brokered victim lists.
Of course, what matters even more than going after these schemes is preventing people from falling prey in the first place. Here too, federal agencies are working in cooperation and dedicated to the effort. The Department of Justice has distributed educational materials about these kinds of scams, the U.S. Postal Inspection Service has developed an electronic press kit for media outlets, my former colleagues at the Federal Trade Commission operate a “Pass It On” campaign that encourages people to share information about frauds that affect older Americans, the Social Security Administration is educating beneficiaries through its network of over 1,200 field offices nationwide, and the Consumer Financial Protection Bureau has produced a mail fraud alert placemat in coordination with Meals on Wheels America to distribute to seniors nationwide. Similarly, private organizations that work in the area of elder justice and consumer protection are doing their part. For example, AARP will be posting information through its Fraud Watch Network. And the Consumers Union, the policy arm of Consumer Reports, is alerting consumers about a variety of elder scams.

Going forward, the Department of Justice will continue to work with private, local, state, federal and global partners. And we urge all of you to tell us where the Department can do more. The federal government’s work on behalf of the elderly began long before this Administration, and it will continue long after. I expect that my successors, and my successors’ successors, will share our commitment to making sure our parents, grandparents and friends age with grace and dignity. And I look forward to all of you, who have worked so hard in this area, working with the next Administration to combat financial fraud and protect elderly Americans. Thank you again for having me here today.

MIL Security OSI –
February 6, 2025

Category: Economy

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