NewzIntel.com

Category: Education

  • MIL-OSI: QUADIENT SA: Appointment and renewals to Quadient’s Board of directors to be proposed to the Annual General Meeting on June 13, 2025

    Source: GlobeNewswire (MIL-OSI)

    Appointment and renewals to Quadient’s Board of directors to be proposed to the Annual General Meeting on June 13, 2025

    • Delphine Segura Vaylet to be proposed to the Annual General Meeting on June 13, 2025 for appointment as non-executive and independent director
    • Didier Lamouche and Nathalie Wright to be proposed for renewal to the Annual General Meeting on June 13, 2025
    • Martha Bejar and Paula Felstead will not stand for re-election, and resignation of Vincent Mercier with effect at the close of the Board meeting which will be held on 2 June 2025
    • Downsizing of the Board of directors from 10 to 8 members (excluding employee directors)​ as from the next Annual General Meeting, on June 13, 2025

    Paris, 26 March 2025

    Upon recommendation of the Appointments and Remuneration Committee, Quadient’s Board of directors (the “Board”) has approved the list of Directors for appointment and renewal to be put forward at the Company’s Annual General Meeting  that will be held on June 13, 2025.

    At the next Annual General Meeting, shareholders will be asked to approve the appointment of Delphine Segura Vaylet as a new independent Director for a three-year term, until the Annual General Meeting approving the financial statements for the fiscal year ending January 31, 2028.

    Shareholders will also be asked to approve the renewal for additional three-year terms of:

    • Didier Lamouche, with the Board’s intention, if renewed, to subsequently reappoint him as Chairman of the Board, and
    • Nathalie Wright, with the Board’s intention, if renewed, to subsequently appoint her as Chair of the Appointments and Remuneration Committee, replacing Martha Bejar.

    Additionally, it is noted that Martha Bejar and Paula Felstead will not stand for re-election, and that Vincent Mercier will step down from the Board with effect at the close of the meeting to be held on 2 June 2025.

    The Board wishes to express its sincere gratitude for their dedication and significant contributions to the Company — Paula for her thoughtful oversight as a member of the Audit Committee, Martha for her leadership and governance as Chair of the Appointment and Remuneration Committee, and Vincent for his 16 years of committed service across various strategic and leadership roles. Their expertise, integrity, and steadfast support have been instrumental in guiding the Company through key phases of growth and transformation.

    Following these changes, subject to shareholders approval of the resolutions, the Board, which consists of 10 members (excluding employee directors) until June 2, 2025, will be reduced to 8 members (excluding employee directors) after the June 13, 2025 Annual General Meeting. The Board’s composition will continue to align with best governance practices, keeping a highly independent representation, with 75% independent directors, and complying with French legal parity rules, with a balanced structure of 5 men and 3 women, while ensuring a well-balanced mix of experience.

    Delphine Segura Vaylet is 54 years old and a French citizen. She holds a Master’s degree (DEA) in Social Law, European  Law from the University of Paris I Panthéon-Sorbonne. Delphine Segura Vaylet began her career at Groupe Bayard Press from 1993 to 1994 before joining Thales in 1994, where she held various operational Human Resources (HR) leadership roles until 2006. In 2007, she joined STMicroelectronics as HR Director for the Digital Consumer division. In parallel, she led Talent and Organizational Development as well as Training at the Group level for four years. In 2014, she became Group HR Director of Zodiac Aerospace, serving as a member of the Executive Committee until the company’s acquisition by Safran. She then joined Total in 2017 as Vice-President Strategy and HR Policy. Since January 2021, Delphine Segura Vaylet held the position of  Senior Executive Vice President Human Resources at Groupe SEB. She also holds non-executive roles at Soitec and Artelia.

    Didier Lamouche has been the Chairman of the Board of Quadient S.A. since June 28, 2019. He holds a PhD in Semiconductor Technology from École Centrale de Lyon. Didier Lamouche has had a distinguished career, including serving as President and CEO of Idemia until 2018, the world leader in cyber security and digital identity technologies, which he had headed since 2013. From 2005 to 2013, he also held key leadership roles at ST-Microelectronics, ST-Ericsson, and Bull Group, where he successfully turned the company around and repositioned on growth segments. Earlier in his career, Didier Lamouche worked at Philips, IBM Microelectronics, Motorola Semiconductor, and Altis Semiconductor. Didier Lamouche has extensive experience in corporate governance, in both public and private environments, having served as a director of eight public and four private-equity backed companies for nearly 20 years.

    Nathalie Wright has been a member of the Board of Quadient S.A. since September 25, 2017. Nathalie Wright is a graduate in economics from Paris Assas University, IAE, and INSEAD. She began her career at Digital Equipment France and NewBridge Networks France, later holding roles at MCI, Easynet, and AT&T, where she oversaw commercial strategy for Southern Europe and the Middle East. In 2009, she joined Microsoft, serving as director of the Public Sector division and General Manager for Enterprise & Strategic Alliances. She became Vice President of Software France at IBM in 2017, then joined Rexel in 2018 as Chief Digital Officer and member of the executive committee until September 2023, overseeing digital transformation and ESG strategy. Since 2024, Nathalie Wright has focused on non-executive roles at Quadient, Keolis, and Amundi, supporting organizations with transformation challenges.

    ***

    CALENDAR

    • 26 March 2025: FY2024 results release (after close of trading on the Euronext Paris regulated market)
    • 3 June 2025: Q1 2025 sales release (after close of trading on the Euronext Paris regulated market)
    • 13 June 2025: Annual General Meeting

    ***

    About Quadient®

    Quadient is a global automation platform powering secure and sustainable business connections through digital and physical channels. Quadient supports businesses of all sizes in their digital transformation and growth journey, unlocking operational efficiency and creating meaningful customer experiences. Listed in compartment B of Euronext Paris (QDT) and part of the CAC® Mid & Small and EnterNext® Tech 40 indices, Quadient shares are eligible for PEA-PME investing.

    For more information about Quadient, visit https://invest.quadient.com/en-US.

    Contacts

    Attachment

    The MIL Network –

  • MIL-OSI Global: Signal chat group affair: unprecedented security breach will seriously damage US international relations

    Source: The Conversation – UK – By Robert Dover, Professor of Intelligence and National Security & Dean of Faculty, University of Hull

    Plans for an attack against an enemy target are classified in America. But the private views of high-ranking officials about allies, communicated within government, must also count as intelligence to be protected.

    The recent communication of this category of information over the Signal messaging app has been dismissed by the US president, Donald Trump as a mere “glitch”. It is definitely that. But it also raises the prospect that in his first two months of office, key parts of the administration might have inadvertently been leaving sensitive information vulnerable to enemy interception. That would be one of the most serious intelligence breaches in modern history.

    National security advisor, Mike Waltz, has subsequently “taken responsibility” for the episode – but, so far at least, remains in post. Instead, the administration has decided to launch bitter ad hominem attacks against the journalist that revealed this breach of security, the editor-in-chief of The Atlantic, Jeffrey Goldberg.

    Storied national security reporter: The Atlantic’s editor-in-chief Jeffrey Goldberg.
    US Secretary of Defense

    Trump called Goldberg a “total sleazebag”, defense secretary Pete Hegseth referred to him as “deceitful and highly discredited”. Walz called him “the bottom scum of journalists”.

    The recent chat group reported exchange involved the adminstration’s most senior national security officials: Waltz, Hegseth, Vice-President J.D. Vance, secretary of state Marco Rubio and director of national intelligence Tulsi Gabbard, among others.

    As we know now, it also, accidentally, included Goldberg, himself a storied national security reporter before he took up the editorship of the Atlantic. It’s a national security blunder almost without parallel.

    Interestingly, some of the people on this chat were among those who savaged Hilary Clinton’s use of a personal email address during her time as secretary of state. This was controversial, but did not meet the standard for prosecution. Most of her work-related emails were archived into federal records by their recipients on government email. It was poor practice, and regulations were significantly tightened after.

    If an inquiry is set up about this most recent incident, it will be interesting to see whether these messages are treated as federal records. This would be signficant because the messages would need to be handed over to officials to classify and archive as part of the public record. That would certainly clear up whether this was indeed a “glitch” or whether classified information was indeed shared – something the administration still denies.

    Sign up to receive our weekly World Affairs Briefing newsletter from The Conversation UK. Every Thursday we’ll bring you expert analysis of the big stories in international relations.

    For such an elevated group of US government officials to use a consumer messaging app to talk business invites an easy win for enemy intelligence agencies. America’s key intelligence competitors invest billions of dollars in techniques and technologies to break the toughest encryption. For phone-based communications, we know that apps such as NSO Group’s Pegasus can be used to bypass the encryption on phones.

    The Guardian newspaper’s investigative work has highlighted how journalists and activists were targeted by countries using this technology and the interception capability of capable intelligence nations is far stronger. So the standard security induction to officials would cover communications, devices and protocols.

    It is not clear whether the protocols cover the use of emojis. Waltz’s use of a fist, fire and flag emoji is certainly unusual in diplomatic cables that have been aired publicly.

    Even worse, the communication between these officials was prior to a deployment of US military assets against an enemy target, the Houthi rebels in Yemen. This potentially placed the success of the operation and those assets at risk.

    That the Yemenis did not move assets that had been targeted does not conclusively prove that the communications remained safe. It has long been a practice to pick and choose when to risk revealing that communications are being intercepted.

    Zero accountability

    An ordinary intelligence officer who communicated about highly sensitive and classified deployments through a platform with security that is not accredited or controlled by the intelligence community, would certainly face disciplinary action. An officer who accidentally invited a journalist into this chat would be likely to face even stiffer sanctions. Trump seems to have rallied around his officials, however.

    The US has recent form in vigorously pursuing journalists who publish classified materials. The Edward Snowden leaks caused considerable damage to transatlantic intelligence and Snowden was forced to take up residence in Moscow to avoid prosecution.

    The newspapers who published his papers were subject to strong action from the governments in their countries. The publication of Chelsea Manning’s leaked cables – known as Cablegate – by Julian Assange and Wikileaks resulted in a lengthy process to try and prosecute Assange (Manning herself was prosecuted and was sentenced to 35 years in jail, serving seven).

    But instead, Trump has chosen to spearhead a backlash against The Atlantic – the “messenger”. It fits in with Trump’s antipathy towards the mainstream media and his strong preference for some social media outlets. It might also signal a more serious turn towards intolerance to investigative journalism.

    Diplomatic disaster

    What the Signal messages also reveal is a contempt for European allies among Trump’s most senior people. That will be difficult to repair. Describing allies who have lost thousands of soldiers supporting American foreign policy aims as “pathetic” and “freeloaders” will make it very difficult for those governments to underplay the significance of the comments.

    What we have seen in the Signal messages might herald a new era of diplomacy and policy making, by officials who are not afraid to break established patterns. What we can definitely say is that it is radically different to the diplomacy the rest of the west is used to, and it will be nearly impossible to unsee.

    The western allies will be accelerating their plans to be less dependent on the US – and this will be to America’s detriment.

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

    – ref. Signal chat group affair: unprecedented security breach will seriously damage US international relations – https://theconversation.com/signal-chat-group-affair-unprecedented-security-breach-will-seriously-damage-us-international-relations-253090

    MIL OSI – Global Reports –

  • MIL-OSI Global: Spring statement: defence spending boosted as further disability benefit cuts announced – experts react

    Source: The Conversation – UK – By Shampa Roy-Mukherjee, Vice Dean and Professor in Economics, University of East London

    Not even six months on from Labour’s first budget, and the world is a much-changed place. Geopolitical tensions and uncertainties, already high last year, have risen further, and with them the cost of the UK’s debt, while economic growth has stalled. As such, Chancellor Rachel Reeves has confronted an array of unpalatable choices – notably cutting disability benefits – to enable her to increase defence spending and stabilise the public finances. Here’s what our panel of experts made of the statement:

    Falling inflation wasn’t enough to prevent further disability cuts

    Shampa Roy-Mukherjee, Vice Dean and Professor in Economics, University of East London

    The independent Office for Budget Responsibility (OBR) has halved the UK’s 2025 growth forecast to 1%, down from the previously projected 2%. This sluggish growth, coupled with increased borrowing costs, has effectively eliminated the government’s £9.9 billion “fiscal headroom” – its financial buffer – resulting in a £4.1 billion shortfall by 2029-30.

    There was some short-term relief in the latest inflation figures. These showed a slowdown in price rises in February (2.8% against 3% in January). The dip was caused by discounting of items like clothing. But given around half of businesses are considering price rises to combat tax hikes and the national living wage increase coming in April, this relief is likely to be short-lived. The OBR forecasts that inflation will climb back up to 3.2% this year.

    The government had previously set out its controversial plans for £5 billion in welfare cuts. But the OBR rejected the claim that the reforms would save that much, estimating the savings at £3.4 billion, leaving Reeves with a £1.6 billion shortfall. As such, she has had to announce additional welfare reforms.

    These include freezing the universal credit health element until 2030 and reducing it to £50 a week for new claimants. This is aimed at saving an additional £500 million by 2030 – and combined with other planned welfare reforms could affect more than 3 million people. But the standard allowance for universal credit will see an above-inflation increase from 2026-27 and the incomes of those with the most severe lifelong conditions will be protected.

    Civil service administrative budgets are also to be reduced – by 15% by 2029-30. This, along with other efficiency and productivity improvements, will lead to annual savings of £3.5 billion. These cuts will focus on areas like human resources, policy advice, and office management, rather than frontline services.

    Reeves resorted to tricks and ‘efficiency savings’

    Steve Schifferes, Honorary Research Fellow, City St George’s, University of London

    Reeves has announced a series of tweaks to her spending plans to address the economic situation which has meant that she is in danger of breaking her self-imposed fiscal rules. The chancellor was at pains to say that these rules are “non-negotiable”.

    But these are unlikely to tackle the deeper problem – that in the short term she cannot rely on economic growth to square the circle of Labour’s three contradictory election pledges. These were more spending on public services, lower taxes and strict fiscal rules.

    The UK, in fact, is particularly vulnerable to the disruption of global trade that is likely to result from US president Donald Trump’s tariff wars. And the productivity gains from her long-term infrastructure plans will take years – if not a decade – to translate into higher growth.

    Like many chancellors, Reeves has resorted to various tricks – such as counting money moved to the defence budget to build tanks and aircraft as capital spending (and therefore exempt from the borrowing rules). And she has called for “efficiency savings” in the civil service and government departments that are unlikely to be realised.

    But the biggest savings are coming from deeper than expected cuts in disability payments and other welfare payments, reducing the income of more than 3 million people. This is upsetting many Labour MPs. Her big sweetener – £2 billion for social housing next year – is actually less than that already allocated by the previous Conservative government.

    Crucially, the further savings likely to be demanded in the spending review (announced on June 11) from unprotected departments including local government, justice and environment, will certainly look a lot like a return to austerity.

    In the end – and possibly as soon as the autumn budget – the chancellor will have to accept that as well as spending cuts, she will have to consider tax increases and possibly even a revision of the fiscal rules.

    Otherwise, she will remain at the mercy of the markets and the forecasters. Any long-term strategy will be strangled by the need to continually adjust policy to meet the fiscal “headroom” target she has set which leaves little room for manoeuvre. This requires an implausibly accurate prediction of the state of the economy in five years’ time by the OBR.

    The Civil Service could see 10,000 jobs axed.
    pxl.store/Shutterstock

    Commitment to financial stability is actually increasing uncertainty

    Linda Yueh, Fellow and Adjunct Professor of Economics, University of Oxford

    The chancellor’s self-imposed fiscal rules are intended to provide stability – one of the foundations of economic growth. One of those rules, which Rachel Reeves has said she will not bend, is that government day-to-day spending must be balanced by tax receipts by the end of this parliament.

    This is intended to provide transparency on fiscal policy. And Reeves clearly understands the importance of how international financial markets react to the UK’s level of spending – and its public debt (currently about 100% of GDP).

    But the world is not a stable place. And with the OBR halving its 2025 GDP growth forecast from 2% to 1%, unplanned cuts to public spending followed.

    Consistency in fiscal policy helps households and business to plan for the future. But during times of heightened uncertainty with global tariffs looming, GDP is likely to remain volatile. This makes not changing the government’s fiscal stance particularly challenging.

    It is also challenging for chancellor personally, as she would prefer to have one “fiscal event” a year, rather than two. But the OBR is obliged to provide economic forecasts twice a year, and when it slashes expected growth, she is duty bound to respond.

    Somewhat ironically then, the government’s stability rule is having the unintended consequence of adding policy uncertainty to an already uncertain overall economic environment – and more frequent changes to fiscal policy.

    ‘Let’s shake on increasing defence spending, bigly.’
    Joshua Sukoff/Shutterstock

    Modest defence spending boost will struggle to reverse years of decline

    Jamie Gaskarth, Professor of Foreign Policy and International Relations, the Open University

    In two months, the UK defence sector has been turned upside down – primarily by Donald Trump. His administration has made implied threats to invade a NATO ally (Denmark), challenged the sovereignty of another (Canada) and pulled support for Ukraine, openly siding with Russia in ceasefire negotiations. There is a real chance the US will draw down its security presence in Europe.

    If European countries are to meet the full cost of their own security, this will have to mean a dramatic increase in defence budgets. So far, the UK has redistributed aid money to help fund an increase in defence spending to 2.5% of GDP (from 2.3%) by 2027, with the ambition to raise it to 3% in the next parliament.

    It has also offered an extra £2 billion to underwrite defence exports. But this is small beer.

    As with many areas of public spending, dramatic cuts to the defence budget during the years of austerity (22% in real terms) have meant delays to procurement, crumbling estates and a chronic lack of investment.

    This will take a substantial uplift to redress. Recent increases under the Conservatives were eaten up by capital costs and inflation.

    And while ideas such as the £400 million ringfenced to support innovation in AI and new technology are welcome, these are tiny amounts in the grand scheme of things. The UK is not going to be a “defence industrial superpower” any time soon if budget announcements are this small, and increases so modest.

    Promise to disabled people in tatters

    William E. Donald, Associate Professor of Sustainable Careers and Human Resource Management, University of Southampton

    In November, social security and disability minister Sir Stephen Timms spoke passionately at the Shaw Trust Disability Power 100 awards, vowing to undo past injustices and declaring: “We now want to put that right.” As a disabled person, I cheered. That promise now lies in ruins.

    Despite government claims there will be no return to austerity, sick and disabled people face a real-terms cut to their incomes and the criteria for claiming personal independence payment (Pip) will become stricter than ever. This isn’t just a policy to save £5 billion, it’s cruelty and a devastating attack on disabled people.

    Pip isn’t means-tested and is paid regardless of whether you work. It exists because, according to disability charity Scope, disabled households need an additional £1,010 a month to achieve the same standard of living as others. Stripping this support away while NHS mental health waiting lists grow, energy and food prices rise, and the disability pay gap sits at 12.7% won’t push people into work. It will push them into crisis.

    Last year, Labour promised to break barriers for disabled people. Instead, they are building new ones. These cuts come at the expense of society’s most vulnerable. The consequences will be catastrophic.

    Building a future?
    Ian Dyball/Shutterstock

    Social housing boost – but homes could be improved now

    Nicky Shaw, Senior Lecturer in Operations Management, Leeds University Business School, and Simon Williams, Associate Faculty, Leeds University Business School

    The chancellor’s £2 billion investment in new homes will certainly help to increase the availability of affordable social housing. Everyone agrees that access to decent, affordable homes is important, but the quality and maintenance of existing social houses remains critical. Replacing cladding, for example, is stubbornly challenging.

    But beyond just building more social housing, our research has explored key measures of tenant satisfaction. The potential ways for digital tools such as AI to improve the efficiency of tasks like repairs and maintenance in future are numerous.

    But social housing’s tenant demographic includes many people who are more vulnerable, some of whom prefer not to – or simply cannot – engage with digital services. This means that sustaining face-to-face contact with tenants is critical. Investing in tenants’ experience now could really deliver tangible benefits for some of Britain’s most vulnerable people.

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

    – ref. Spring statement: defence spending boosted as further disability benefit cuts announced – experts react – https://theconversation.com/spring-statement-defence-spending-boosted-as-further-disability-benefit-cuts-announced-experts-react-253149

    MIL OSI – Global Reports –

  • MIL-OSI United Kingdom: Reserved places policy for Perth and Kinross schools to be agreed

    Source: Scotland – City of Perth

    Reserved places are the spaces held back in schools to accommodate children from families moving into new catchment areas, ensuring that pupils can attend their nearest schools.

    Reserved places are crucial for managing school admissions, particularly in areas experiencing population growth or residential developments.

    By holding back a designated number of spaces, Perth and Kinross Council aims to ensure that families moving into the catchment area during the year can enrol their children in their local school.

    If children have to attend school outside the catchment area it can incur additional transport costs for the Council and create inconvenience for families.

    Historical patterns of migration, residential developments, and anticipated population shifts have been carefully analysed to determine the reserved places for the next school year.

    While the reserved places system has been in place since 1997, it is reviewed annually to reflect changing demographics and ensure fairness. The success of this system is evident in the high percentage of pupils able to attend their first-choice schools in recent years.

    Councillors will also discuss adjustments to reserved places at certain schools due to fluctuations in rolls, new housing developments, and changes to school infrastructure.

    Councillor John Rebbeck, convener of Perth and Kinross Council’s Learning and Families Committee, said: “Planning for reserved places is essential to ensuring pupils can attend their nearest school.

    “It is a hugely complicated but vital process and I am sure parents and carers appreciate this work as much as I do.”

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: New mobile phone policy for Perth and Kinross Schools

    Source: Scotland – City of Perth

    Digital technology is an integral part of the lives of many children, young people and families across Perth & Kinross.   

    Used responsibly, devices such as phones and tablets can be powerful tools to support learning and teaching, communication and social experiences.  

    However, they can also cause disruption to learning and when used inappropriately can impact children and young people’s health and wellbeing.  

    This policy is designed to provide clear information and guidance on the safe, responsible and legal use of mobile technologies in schools, while protecting staff, children and young people from the consequences of inappropriate use or abuse.  It will support calm and inclusive learning environments that are fully focussed on learning and teaching. 

    Learning and Families Committee convener Councillor John Rebbeck said: “This policy will allow our school leaders to work with their individual communities to ensure that everyone is clear on if, when and how mobile technology can be used.

    “Safeguarding the wellbeing of our children and young people is our priority and this policy provides a framework to support the development of responsible citizens, recognising and respecting children and young people’s rights, and will support the development of positive relationships and behaviour. 

     “We can’t uninvent mobile phones but it is important we set boundaries for behaviour during class. 

    “We spoke to teachers, parent councils and, importantly, pupils themselves about mobile phones and what sort of learning environments are best for our children and young people. 

    “This new policy gives schools the flexibility to adopt an approach that is right for them.” 

    MIL OSI United Kingdom –

  • MIL-OSI: Quadient SA: FY 2024 results: Solid 1st year delivery of “Elevate to 2030” strategic plan, with Digital Solution achieving €267m in revenue and 61% EBITDA growth to €47m

    Source: GlobeNewswire (MIL-OSI)

    Quadient FY 2024 results:
     Solid 1st year delivery of “Elevate to 2030” strategic plan, with Digital Solution achieving €267m in revenue and 61% EBITDA growth to €47m

    Key highlights

    • FY 2024 financial targets achieved
    • Two operating profitability milestones reached:
    • Digital EBITDA margin at 17.5%, up 5.7pts yoy, reflecting strong profitability improvement
    • All three solutions are EBITDA positive
    • Consolidated sales of €1,093 million, up +2.8% on a reported basis, including the contribution of the latest acquisitions
    • FY 2024 subscription-related revenue up +10.2% in Digital and up +11.5% in Lockers
    • FY 2024 subscription-related revenue of €777m, representing 71% of total revenue, up +€30m yoy,
      vs. +      €90m 2026 target
    • FY 2024 Group current EBIT of €146 million, up +2.2% organically
    • Proposed dividend of €0.70 per share, up by €0.05 for the fourth consecutive year
    • FY 2025 outlook: acceleration both in organic revenue growth and in current EBIT organic growth vs. 2024

    Paris, 26 March 2025

    Quadient S.A. (Euronext Paris: QDT), an Intelligent automation platform powering secure and sustainable business connections, today announces its 2024 fourth-quarter consolidated sales and full-year results (period ended on 31 January 2025). The full year 2024 results were approved by the Board of Directors during a meeting held on 25 March 2025.

    Geoffrey Godet, Chief Executive Officer of Quadient S.A., stated: “We have delivered a solid first year of our Elevate to 2030 strategic plan.

    Our Digital Automation platform has reached the record level of c.€270 million in revenue thanks to both the addition of 2,600+ new customers and the contribution from the increased usage and upsell from our existing 16,500 customer base. This strong revenue increase has been delivered together with a significant improvement in profitability with EBITDA rising by 61% to reach €47 million. We are now in a good position to exceed the 20% EBITDA margin ambition set for 2026.

    2024 also saw the highest level of Digital cross-sold deals into our Mail customer base while at the same time our Mail business continues to outpace competition. In Lockers, investments made over the past couple of years are paying off, contributing to a strong performance in H2 with double digit growth in revenue thanks to increased usage of the locker base across all regions. In addition, Lockers have reached EBITDA breakeven over the full year and profitability will further improve as we continue to increase the size of our network, grow its usage and take advantage of the recent addition of Package Concierge in the US residential sector.

    At Company level, this solid performance translates into a €30 million increase in annual recurring revenue, well on track to deliver the €90 million increase targeted by 2026. Based on this solid start to the strategic plan, we are confident in our ability to continue building a €1bn recurring revenue platform by 2030, generating €250 million current EBIT. Therefore, we are proposing to increase our dividend for the fourth consecutive year in a row, to €0.70.

    While macro uncertainties have recently been growing, we are expecting an acceleration of organic growth in revenue and current EBIT in 2025 against 2024 levels.”

    Comments on FY 2024 performance

    Group sales came in at €1,093 million in FY 2024, a +2.8% increase on a reported basis, and +0.4% organic growth compared to FY 2023, in line with Quadient’s expectations. The reported growth includes a positive currency impact of €2 million and a positive scope effect of €24 million, which is related to the acquisitions of Daylight (September 2023), Frama (February 2024) and Package Concierge (December 2024).

    In the fourth quarter of 2024, reported revenue growth stood at +4.1% and organic revenue growth was broadly flat, at -0.2%, compared to Q4 2023.

    Subscription-related revenue reached €777 million in FY 2024, growing +1.6% organically, and representing 71% of total sales. This represents a €30 million increase year-on-year (compared to the +€90 million target by 2026), progressing toward the €1 billion subscription-related revenue target by 2030. Performance in the fourth quarter of 2024 was steady, up 2.1% organically against Q4 2023, driven by a double-digit organic increase in Digital and in Lockers. Non-recurring revenue declined by 2.4% organically in FY 2024, including a 5.1% decline in Q4 2024, essentially due to a high comparison basis in Mail hardware sales.

    By geography, North America (58% of revenue) continued to outperform other regions with a +2.8% organic growth achieved in FY 2024.

    Consolidated sales and EBITDA by Solution

    FY 2024 consolidated sales

    In € million FY 2024 FY 2023 Change Organic change
    Digital 267 245 +9.1% +7.7%
    Mail 732 729 +0.4% (2.5)%
    Lockers 94 88 +5.7% +4.3%
    Group total 1,093 1,062 +2.8% +0.4%

     

    EBITDA and EBITDA margin

      FY 2024 FY 2023
    In € million EBITDA EBITDA margin EBITDA EBITDA margin
    Digital 47 17.5% 29 11.8%
    Mail 200 27.4% 218 29.9%
    Lockers 1 0.6% (3) (3.0)%
    Group total 247 22.6% 244 23.0%
     

    Digital

    In FY 2024, revenue from Digital reached €267 million, up 7.7% organically (+10.1% in Q4 2024 vs. Q4 2023) and up 9.1% on a reported basis (including the contribution from Daylight) compared to FY 2023.

    This solid performance was driven by a strong 10.2% organic growth in subscription-related revenue in FY 2024 (+10.5% in Q4 2024 vs. Q4 2023), including a good contribution from North America and continued positive commercial trends across the platform with further solid cross-selling and up-selling. In FY 2024, subscription-related revenue was representing 82% of Digital total sales, a further increase compared to 80% in FY 2023.

    At the end of FY 2024, annual recurring revenue (ARR), which is a forward-looking indicator of future subscription-related revenue, reached €232 million, up from €206 million at the end of FY 2023, representing a 12.7% organic growth.

    EBITDA for Digital was €47 million in FY 2024, up +61% year-on-year. EBITDA margin was at 17.5%, a strong improvement of 5.7 points compared to FY 2023. In H2 2024, EBITDA margin further improved, reaching 19.1%, after 15.7% in H1 2024. This positive evolution in profitability reflects the combination of subscription-related revenue growth and platform maturity. The Digital solution is well on track to reach its target of EBITDA margin greater than 20% in 2026.

    As part of its customer acquisition strategy, Digital continues to demonstrate strong commercial momentum. Over
    2,600 new customers were added     in FY 2024 thanks in particular to robust cross-selling with Mail, especially in North America. Digital experienced a dynamic fourth quarter, with several key deals secured in the US. Additionally, a new partnership was established with Avaloq to deliver Customer Communications Management capabilities to the financial services industry.

    As part of the customer expansion process, the focus continues to be on further increasing up-selling, notably in financial automation process. Several platform innovations have been made, to bring added value to customers, including the ramp-up and extension of Repay for direct supplier invoice payments in the US and Canada, and new electronic invoice formats (UBL, CII, Factur-X) to align with upcoming European e-invoicing regulation.

    In Quadient’s core geographies, the addressable demand for its Digital automation platform is set to grow from
    c.€6 billion in 2023 to c.€9 billion in 2027, representing a +10% CAGR, creating substantial growth opportunities in both communication and financial automation.

    To capture this growth, Quadient is strongly positioned, leveraging on:

    • a sound base of highly predictable business, with over 16,500 customers, 82% subscription-based revenue,
      and a churn rate well below 5%,
    • a highly recognized platform in financial & communication automation, and 84.5% of Saas customers,
      across three regions,
    • a fully scalable and modulable platform, for small to large customers, driving new client acquisition (+2,600 in FY 2024) and record cross-sell of Digital solutions into Quadient Mail customers and increased upsell opportunities among existing customers,
    • an efficient go-to-market organisation that driving a 34% year-on-year increase in bookings in Q4 2024 and +12.7% growth of ARR at the end of the year.

    Mail

    Mail revenue reached €732 million in FY 2024, down 2.5% on an organic basis (-4.6% in Q4 2024 vs. Q4 2023). The reported growth stood at +0.4%, including the contribution of Frama.

    Hardware sales recorded a minor -1.7% organic decline in FY 2024, despite a 7.3% drop registered in Q4 2024, mainly reflecting a high comparison basis related to deals signed in H2 2023.

    Subscription-related revenue (68% of Mail sales) recorded a 2.9% organic decline in FY 2024.

    EBITDA for Mail was €200 million for FY 2024. EBITDA margin reached 27.4%, down 2.5 points compared to FY 2023. Mail EBITDA margin was impacted by the dilutive effect of Frama acquisition, including integration costs. Frama’s performance is due to improve significantly from 2025 onward, with positive current EBIT already reached in FY 2024 and payback of the acquisition expected in FY 2025.

    Thanks to its strong focus on customer acquisition, Quadient’s Mail business continues to outperform the market. In Q4 2024, commercial performance remained resilient in North America, particularly in highly regulated industries where secure mail communications are key.

    As part of the customer expansion focus, outlook remains strong driven by a high customer satisfaction rate of 95.7% and robust cross-selling performance, especially in the US where a record-breaking performance in placement of Digital solutions was recorded in Q4 2024. Mail business also benefited from the positive impact of the ongoing US mailing systems decertification, though this impact is expected to conclude in Q1 2025. Lastly, Quadient aims at upgrading Frama’s installed base and initiating some cross-selling to promote its Digital offer to Frama’s customers.

    At the end of January 2025, already 42.4% of Quadient installed base has been upgraded with its newest technology.

    Lockers

    Lockers revenue reached €94 million in FY 2024, a +4.3% increase on an organic basis, with strong momentum in the latter part of the year (+8.0% in Q4 2024 vs. Q4 2023, after a strong Q3 2024, up +14.3% year-on-year) and a +5.7% increase on a reported basis compared to FY 2023, including a marginal contribution from Package Concierge.

    Subscription-related revenue was up 11.5% organically in FY 2024 (+19.6% in Q4 2024 vs. Q4 2023), benefiting from:

    • the continued strong volumes ramp up in the British and the French open networks;
    • the sustained strong momentum in the US, driven by higher monetization of usage fees;
    • a resilient performance in Japan, despite an unfavorable e-commerce environment.

    Overall, subscription-related revenue stood at 64% of total revenue in FY 2024, up from 61% in FY 2023.

    Non-recurring revenue (license & hardware sales and professional services) were down 6.8% organically in FY 2024. Hardware sales were still impacted by slower new installations in North America.

    Quadient’s global locker installed base reached c.25,700 units at the end of FY 2024, including c. 3,000 units from Package Concierge, vs. c.20,200 units at the end of FY 2023. This is reflecting an acceleration in the pace of installation of new lockers, notably in the UK, fueled by the partnerships signed by Quadient to host parcel lockers in new suitable locations.

    EBITDA for Lockers was above breakeven, at €1 million in FY 2024. EBITDA margin stood at 0.6%, up by 3.6 points compared to FY 2023. This significant profitability improvement, illustrated by a 6.7% EBITDA margin in H2 2024, was driven by growing recurring revenue and increased usage. Additionally, the revised commercial agreement with Yamato for the Japanese installed base was implemented at the beginning of H2 2023.

    As part of the customer acquisition focus, Quadient is accelerating the pace of installation for new lockers in its open networks in Europe, mostly in France and the UK, with installed base up 145% year-on-year. This is supported by the additional deals signed for premium locations (including Morrisons Daily Stores and ScotRail…). Additionally, the trend for new installations in North America has turned positive in Q4, where market share leadership position in Residences and Universities remains robust.

    As part of the customer expansion strategy, volumes from both pick-up and drop-off in European open networks saw a significant increase, growing sevenfold between Q4 2023 and Q4 2024. The momentum in North America for the locker network, particularly across the multifamily sector and higher education campuses was strong in Q4 2024. In Japan, macroeconomic conditions have impacted parcel volumes, but new initiatives, such as the new partnership with Japan Post, are aimed at driving volume growth and increasing adoption.

    REVIEW OF 2024 FULL-YEAR RESULTS

    Simplified P&L

    In € million FY 2024 FY 2023 Change
    Sales 1,093 1,062 +2.8%
    Gross profit 818 788 +3.7%
    Gross margin 74.8% 74.2%  
    EBITDA 247 244 +1.2%
    EBITDA margin 22.6% 23.0%  
    Current EBIT 146 147 (0.5)%
    Current EBIT margin 13.4% 13.8%  
    Optimization expenses and other operating income & expenses (23) (15) +58.0%
    EBIT 123 132 (7.0)%
    Financial income/(expense) (39) (31) +24.8%
    Income before tax 84 101 (16.8)%
    Share of results of associated companies 1 (0) n/a
    Income taxes (17) (17) +2.8%
    Net income of continued operations 68 84 (19.4)%
    Net income from discontinued operations (0) (14) (98.7)%
    Net attributable income 66 69 (3.4)%
    Earnings per share 1.94 2.02  
    Diluted earnings per share 1.94 2.01  
     

    Gross margin stood at 74.8% in FY 2024 slightly up compared to FY 2023, due to lower cost of sales.

    EBITDA(1) for the Group reached €247 million in FY 2024, up €3 million compared to FY 2023. EBITDA grew by 3.0% organically, driven by strong growth of 80% in Digital and improved profitability in Lockers, which more than compensated for the softer EBITDA performance in Mail. The EBITDA margin reached 22.6% in FY 2024. It was almost stable compared to FY 2023: despite the impact of the change in revenue mix and the dilutive effect of Frama acquisition, the Group EBITDA margin was supported by significant profitability gains in Digital and Lockers.

    Depreciation and amortization stood at €101 million in FY 2024, compared to €98 million in FY 2023. This slightly higher depreciation mainly reflects the increase in Lockers’ asset base.

    Current operating income (current EBIT) reached €146 million in FY 2024 compared to €147 million in FY 2023, up 2.2% on an organic basis. Current EBIT margin stood at 13.4% of sales in FY 2024 compared to 13.8% in FY 2023.

    Optimization costs and other operating expenses stood at €23 million in FY 2024, versus €15 million in FY 2023. This increase mainly relates to the write-off of an IT project, additional office optimization and Frama restructuring costs.

    Consequently, EBIT reached €123 million in FY 2024, versus €132 million recorded in FY 2023.

    Net attributable income

    Net cost of debt was up from €29 million in FY 2023 to €39 million in FY 2024, impacted by higher interest rates. The currency gains & losses and other financial items was broadly flat in FY 2024, compared to a loss of €2 in FY 2023. Overall, net financial result was a loss of €39 million in FY 2024 compared to a loss of €31 million in FY 2023.

    Income tax expense was stable year-on-year at €17 million.

    Net income from discontinued operations of the Mail Italian subsidiary was null in FY 2024, compared to a €14 million loss in FY 2023. This loss included exceptional charges related to the sale process for this subsidiary, which was sold to a local mail distribution company in October 2024.

    Net attributable income after minority interests amounted to €66 million in FY 2024 compared to €69 million in FY 2023.

    Earnings per share(2) stood at €1.94 in FY 2024 compared to €2.02 in FY 2023. The fully diluted earnings per share(2) was €1.94 in FY 2024 compared to €2.01 in FY 2023.

    Cash flow generation

    The change in working capital was a net cash inflow of €9 million in FY 2024 compared to a net cash outflow of €6 million in FY 2023, mostly reflecting the positive impact from timing on prepaid expenses and customers deposits.

    The leasing portfolio and other financing services stood at €623 million as of 31 January 2025, compared to €598 million as of 31 January 2024, up on an organic basis (i.e. excluding currency impact of €18 million) for the first time in several years thanks to good hardware placements in Mail. While generating future subscription-related revenue, this increase in lease receivables resulting from the good performance in the placement of new equipment translates into a cash outflow of
    €7 million in FY 2024. At the end of FY 2024, the default rate of the leasing portfolio stood at around 1.1% compared to c.1.3% at the end of FY 2023.

    Interest and taxes paid increased to €67 million in FY 2024 versus the amount of €55 million paid in FY 2023. The difference was mostly explained by higher interest rates in FY 2024.

    Capital expenditure reached €108 million in FY 2024, up €7 million compared to FY 2023, mostly due to UK locker open network deployment. Capex for Digital reached €24 million in FY 2024, slightly up compared to €22 million in FY 2023 and was mainly focused on R&D and platform development. Capex for Mail remained at fairly high level of €51 million
    (vs. €53 million in FY 2023), due to continued high placement of machines related to the US decertification, which is expected to end in Q1 2025. Capex for Lockers increased from €26 million to €33 million to support the ramp-up of the deployment of the open network in the UK. The sale of Frama real estate in Switzerland generated €6 million in cash inflows in FY 2024.

    All in all, cash flow after capital expenditure (free cash flow) reached €66 million in FY 2024, compared to €64 million in FY 2023.

    Leverage and liquidity position

    Net debt stood at €741 million as of 31 January 2025, a slight increase against €709 million as of 31 January 2024. In FY 2024, Quadient successfully raised approximately €325 million in new facilities, including the following transactions in H2 2024:

    • in October 2024, the Company secured EBRD financing, including a €25 million Schuldschein;
    • in December 2024, the Company secured a USD 50 million bank loan;
    • in January 2025, Quadient further strengthened its financial position with the issuance of a USD 100 million USPP.

    These new facilities enabled Quadient to repay post-closing its €260 million bond due in February 2025 and settle the repayment of Schuldschein loans for €29 million, also due in early 2025. As a result of these transactions, the Company’s average debt maturity has been extended to four years as of the end of February 2025, compared to three years at the end of FY 2023.

    The leverage ratio (net debt/EBITDA) remained broadly stable at 3.0x(3) as of 31 January 2025 compared to 2.9x(3) as of 31 January 2024. Excluding leasing, Quadient leverage ratio remained stable at 1.7x(3) as of 31 January 2025, despite the acquisitions of Frama and Package Concierge in 2024, as well as the implementation of a share buyback programs.

    As of 31 January 2025, the Group had a strong liquidity position of €667 million, split between €367 million in cash and a €300 million undrawn credit line, maturing in 2029.

    Shareholders’ equity stood at €1,113 million as of 31 January 2025 compared to €1,069 million as of 31 January 2024. The gearing ratio(4) stood at 66.6% as of 31 January 2025.

    SHAREHOLDER’ RETURN

    Proposed dividend for FY 2024 stands at €0.70 per share, representing an 8% increase against FY 2023, and a payout ratio of 36.1% of net income, higher than Quadient’s minimum 20% pay-out ratio of net income as per the Group’s dividend policy. This represents a €0.05 year-on-year increase, for the fourth consecutive year. The dividend is subject to approval by the Annual General Meeting, scheduled for 13 June 2025, and will be paid in cash in one instalment on 6 August 2025.

    In addition, Quadient’s announced in September 2024 the launch of a share buyback program for a total consideration of up to €30 million. To date, €10 million worth of shares have been repurchased, with the program set to be executed over an
    18-month(5) period. This operation demonstrates Quadient’s confidence in the value creation potential of its “Elevate to 2030” strategic plan, its ability to reach its FY 2026 leverage ratio target(6) and is in line with the capital allocation policy of the Company, while improving shareholders’ return.

    OUTLOOK

    The evolving dynamics within Quadient’s business portfolio, characterized by strong growth in Digital and Lockers revenue alongside a moderate decline in Mail revenue, will naturally drive a year-on-year acceleration in the Company’s total revenue growth.

    As Digital and Lockers continue to expand their share of Quadient’s revenue and profit, while simultaneously improving their profitability, this shift is expected to contribute to a higher growth in current EBIT

    As a result, Quadient targets an acceleration in organic revenue growth and in current EBIT organic growth in 2025 compared to 2024.

    Quadient also confirms its 3-year guidance for the 2024-2026 period of minimum 1.5% organic revenue CAGR and minimum 3% organic current EBIT CAGR.

    Q4 2024 BUSINESS HIGHLIGHTS

    Avaloq and Quadient Partner to Elevate Client Communications for Financial Services
    On 3 December 2024, Quadient and Avaloq announced today their partnership to offer unrivaled customer communications management (CCM) capabilities for the financial services industry. Avaloq has selected Quadient Inspire as its standard CCM solution, seamlessly integrating it into the Avaloq platform.

    Quadient Launches SimplyMail in Europe to Help Small Businesses Leverage Digital Solutions to Enhance Efficiency in Mail Operations
    On 11 December 2024, Quadient announced the launch in Europe of SimplyMail, a solution designed to address the growing needs for smaller businesses to automate and optimize their mail operations with ease.

    Quadient Named a Worldwide Automated Document Generation and CCM Leader by IDC
    On 12 December 2024, Quadient announced it has been named a Leader in the IDC MarketScape: Worldwide Automated Document Generation and Customer Communication Management 2024 Vendor Assessment.

    Quadient Recognized in Two IDC MarketScape Reports for Accounts Receivable Automation Applications
    On 16 December 2024, announced it has been named a Leader in the IDC MarketScape: Worldwide Accounts Receivable Automation Applications for Small and Midmarket 2024 Vendor Assessment. Additionally, Quadient has been recognized for the first time as a Major Player in the IDC MarketScape: Worldwide Accounts Receivable Automation Applications for the Enterprise 2024 Vendor Assessment.

    Quadient Surpasses 25,000 Global Locker Installations with US Package Concierge Acquisition, Setting Sights on Exceeding €100M of Locker Revenue in 2025
    On 18 December 2024, Quadient announced the acquisition of US-based parcel management solutions provider Package Concierge®, exceeding the 25,000-unit mark in its global installed base. Package Concierge provides innovative digital locker technology that addresses the growing challenges of package management in residential, commercial, retail and university campuses across the United States.

    Quadient strengthens its financial position with a USD50 million bank loan from Bank of America
    On 20 December 2024, announced a USD50 million bank loan from Bank of America. This new credit facility, which comes with a 3-year maturity at a variable rate, strengthens Quadient’s financial position ahead of debt maturities due in 2025.

    Report by Leading Analyst Firm Shows Quadient Recorded the Fastest Growth in 2023 Among CCM Market Leaders
    On 10 January 2025, Quadient announced that a newly released report by market research and consulting firm IDC shows Quadient rapidly closing the gap on the top position. Quadient’s 13.7% year-on-year revenue growth in 2023 has accelerated from its 11% growth in 2022. This is also the fastest growth among the major Customer Communications Management (CCM) vendors globally, outperforming the overall market growth.

    Quadient Secures New c.$1.6 Million Contract to Enhance US Government Agency’s Mail Automation Capacity
    On 14 January 2025, Quadient announced that it has been selected by a US government agency to modernize its mail automation infrastructure in a contract valued at c.$1.6 million. This follows a previous announcement in October 2024, where Quadient was awarded a contract worth nearly $1 million for a similar modernization project with another federal agency.

    Leading Human Resources Technology Company Selects Quadient for Accessibility Compliance in Customer Communications
    On 16 January 2025, Quadient announced that a leading US provider of integrated benefits, payroll, and human resources cloud solutions has selected customer communications management (CCM) platform Quadient Inspire to ensure accessibility compliance for its US federal agency client.

    Quadient Partners with ScotRail to Introduce Parcel Lockers at Stations Across Scotland
    On 21 January 2025, Quadient announced a partnership with ScotRail to deploy Parcel Pending by Quadient automated lockers across Scotland’s rail network. ScotRail, Scotland’s national rail operator, is enhancing its passenger experience and operational efficiency with the installation of parcel lockers in its stations.

    Quadient strengthens its financial position through a USD100 million US Private Placement from MetLife
    On 22 January 2025, Quadient announced that it has signed a new USD100 million US Private Placement (USPP) with MetLife Investment Management (“MIM”), reinforcing its financial position. This new USPP of USD 100 million senior notes has a
    7-year average maturity and comes with an additional shelf facility allowing the issue of senior notes for a maximum aggregate principal amount of USD50 million.

    Quadient Teams Up with Buzz Bingo to Bring Convenient Parcel Lockers to Bingo Clubs Across the UK
    On 28 January 2025, Quadient announced a partnership with Buzz Bingo to deploy Parcel Pending by Quadient automated lockers in 35 of its 81 bingo clubs across the UK, with plans for further installations in the future. This collaboration enhances parcel collection, delivery, and return convenience while improving the customer experience at Buzz Bingo locations.

    Leading US Law Firm Chooses Quadient in a Deal Over $1M to Streamline Mailing, Shipping, and Accounting Processes
    On 30 January 2025, Quadient announced a new contract with one of the largest injury law firms in the US, transitioning the firm from its long-standing provider to Quadient. Under the new agreement, worth over 1 million dollars, the firm is rolling out nearly 100 Quadient iX-Series mailing systems at offices across the country, all seamlessly integrated with Quadient’s cloud-based S.M.A.R.T. accounting and shipping software.

    Quadient Reports Strong Year-End Locker Usage Growth in Multifamily and Higher Education Campuses in North America
    On 31 January 2025, Quadient announced strong year-end momentum in the adoption and usage of its Parcel Pending by Quadient locker network across multifamily and higher education campuses in North America.

    POST-CLOSING EVENTS

    Morrisons Partners with Quadient for Convenient Parcel Delivery at its Morrisons Daily Stores
    On 18 February 2025, Quadient announced a new partnership with Morrisons. The partnership will see Parcel Pending by Quadient parcel lockers installed at 230 Morrisons Daily stores by spring 2025.

    Quadient Enables New Shipping Service with Japan Post on its Open Locker Network, Driving Convenience and Increased Parcel Volume
    On 3 March 2025, Quadient announced an expanded partnership between Japan Post and Packcity Japan, a joint venture between Quadient and Yamato Transport. Thanks to the extended partnership, consumers will not only receive Japan Post deliveries at Packcity Japan’s nationwide open network of automated parcel lockers, but they will also now be able to ship parcels from the lockers, called PUDO stations. Consumers using Japan Post’s Yu-Pack parcel service use a mobile app to ship from a PUDO station, eliminating the need to wait at delivery counters or manually handling shipping slips.

    Quadient Maintains Leader Position on Aspire Leaderboard for Customer Communications and Interaction Experience Software
    On 13 March 2025, Quadient announced it has maintained its leadership position on the Aspire Leaderboard. Produced by independent advisory firm Aspire CCS, the Aspire Leaderboard highlights and compares vendors in the customer communications management (CCM) and customer experience management software space. It is updated in real-time as vendors release enhancements and adjust strategies.

    To know more about Quadient’s news flow, previous press releases are available on our website at the following address: https://invest.quadient.com/en/newsroom.

    CONFERENCE CALL & WEBCAST

    Quadient will host a conference call and webcast today at 6:00 pm Paris time (5:00 pm London time).

    To join the webcast, click on the following link: Webcast.

    To join the conference call, please use one of the following phone numbers:

    ▪ France: +33 (0) 1 70 37 71 66.
    ▪ United States: +1 786 697 3501.
    ▪ United Kingdom (standard international): +44 (0) 33 0551 0200.

    Password: Quadient

    A replay of the webcast will also be available on Quadient’s Investor Relations website for 12 months.


     

    Calendar

    • 3 June 2025: Q1 2025 sales release (after close of trading on the Euronext Paris regulated market)
    • 13 June 2025: Annual General Meeting

    About Quadient®

    Quadient is a global automation platform provider powering secure and sustainable business connections through digital and physical channels. Quadient supports businesses of all sizes in their digital transformation and growth journey, unlocking operational efficiency and creating meaningful customer experiences. Listed in compartment B of Euronext Paris (QDT) and part of the CAC® Mid & Small and EnterNext® Tech 40 indices, Quadient shares are eligible for PEA-PME investing.

    For more information about Quadient, visit https://invest.quadient.com/en/.

    Contacts

    APPENDIX

    Digital: New name for Intelligent Communication Automation

    Mail: New name for Mail-Related Solutions

    Lockers: New name for Parcel Locker Solutions

    FY 2024 and Q4 2024 consolidated sales

    FY 2024 consolidated sales by geography

    In € million 2024 2023 Change Organic
    change
    North America 632 607 +4.0% +2.8%
    Main European countries(a) 369 354 +4.5% (2.0)%
    International(b) 92 101 (9.7)% (5.4)%
    Group total 1,093 1,062 +2.8% +0.4%
    1. Including Austria, Benelux, France, Germany, Ireland, Italy (excluding Mail), Switzerland, and the United Kingdom
    2. International includes the activities of Digital, Mail and Lockers outside of North America and the Main European countries

    Q4 2024 consolidated sales by Solution

    In € million Q4 2024 Q4 2023 Change Organic change
    Digital 73 65 +11.5% +10.1%
    Mail 196 196 (0.3)% (4.6)%
    Lockers 27 22 +20.2% +8.0%
    Group total 295 284 +4.1% (0.2)%
     

    Q4 2024 consolidated sales by geography

    In € million Q4 2024 Q4 2023 Change Organic
    change
    North America 171 160 +7.0% +2.5%
    Main European countries(a) 100 97 +3.3% (2.9)%
    International(b) 24 27 (10.7)% (6.9)%
    Group total 295 284 +4.1% (0.2)%
    1. Including Austria, Benelux, France, Germany, Ireland, Italy (excluding Mail), Switzerland, and the United Kingdom
    2. International includes the activities of Digital, Mail and Lockers outside of North America and the Main European countries

    Financial statements – Full-year 2024

    Consolidated income statement

    In € million FY 2024
    (period ended
    on 31 January 2025)    		 FY 2023
    (period ended
    on 31 January 2024)
    Sales 1,093 1,062
    Cost of sales (275) (274)
    Gross margin 818 788
    R&D expenses (63) (63)
    Sales and marketing expenses (287) (275)
    Administrative and general expenses (187) (176)
    Service and support expenses (116) (109)
    Employee profit-sharing, share-based payments and other expenses (10) (7)
    M&A and strategic projects expenses (8) (11)
    Current operating income 146 147
    Optimization expenses and other operating income & expenses (23) (15)
    Operating income 123 132
    Financial income/(expense) (39) (31)
    Income before taxes 84 101
    Income taxes (17) (17)
    Share of results of associated companies 1 (0)
    Net income from continued operations 68 84
    Net income of discontinued operations (0) (14)
    Net income 67 70
    Of which:

    • Minority interests
    		 1 1
    • Net attributable income
    		 66 69

    Simplified consolidated balance sheet

    Assets
    In € million    		 FY 2024
    (period ended
    on 31 January 2025)    		 FY 2023
    (period ended
    on 31 January 2024)
    Goodwill 1,131 1,082
    Intangible fixed assets 119 121
    Tangible fixed assets 170 156
    Other non-current financial assets 65 65
    Other non-current receivables 2 2
    Leasing receivables 623 598
    Deferred tax assets 38 17
    Inventories 75 67
    Receivables 240 228
    Other current assets 79 84
    Cash and cash equivalents 367 118
    Current financial instruments 1 2
    Assets held for sale 0 9
    TOTAL ASSETS 2,910 2,550
    Liabilities
    In € million    		 FY 2024
    (period ended
    on 31 January 2025)    		 FY 2023
    (period ended
    on 31 January 2024)
    Shareholders’ equity 1,113 1,069
    Non-current provisions 12 12
    Non-current financial debt 722 715
    Current financial debt 347 66
    Lease obligations 38 46
    Other non-current liabilities 3 2
    Deferred tax liabilities 101 104
    Financial instruments 5 5
    Trade payables 104 79
    Deferred income 223 212
    Other current liabilities 242 225
    Liabilities held for sale 0 15
    TOTAL LIABILITIES 2,910 2,550

    Simplified cash flow statement

     

    In €millions

    		 FY 2024
    (period ended
    on 31 January 2025)    		 FY 2023
    (period ended
    on 31 January 2024)
    EBITDA 247 244
    Other elements (15) (19)
    Cash flow before net cost of debt and income tax 233 225
    Change in the working capital requirement 9 (6)
    Net change in leasing receivables (7) (0)
    Cash flow from operating activities 235 219
    Interest and tax paid (67) (55)
    Net cash flow from operating activities 168 165
    Capital expenditure (108) (101)
    Disposal of assets 6 0
    Net cash flow after investing activities 66 64
    Impact of changes in scope (37) (5)
    Net cash flow after acquisitions and divestments 29 59
    Dividends paid (22) (21)
    Change in debt and others 219 (39)
    Net cash flow after financing activities 226 (1)
    Cumulative translation adjustments on cash (6) (2)
    Net cash from discontinued operations (1) (9)
    Change in net cash position 219 (11)

    ([1]) EBITDA = current operating income + provisions for depreciation of tangible and intangible fixed assets.
    ([2]) For the FY 2024, the average compounded number of shares is 34,114,060. Diluted number of shares is 34,486,288.
    ([3]) Including IFRS 16
    ([4]) Net debt / shareholder’s equity
    ([5]) Subject to the renewal of the share buyback authorizations at the 2025 AGM
    ([6]) FY 2026 leverage ratio excluding leasing target of 1.5x

    Attachment

    The MIL Network –

  • MIL-OSI USA: Armstrong, Strinden announce support for phone-free schools to improve student learning and well-being

    Source: US State of North Dakota

    Gov. Kelly Armstrong, First Lady Kjersti Armstrong and Lt. Gov. Michelle Strinden today joined state legislators, education and student representatives, and others in announcing support for new legislation designed to improve learning and well-being by requiring public schools to adopt policies that require students’ cell phones to be securely stored during the school day.

    “We want to give something back to students: the freedom to learn and grow in school without the distraction of their personal electronic devices and social media,” Gov. Armstrong said. “Adopting bell-to-bell phone-free school policies will improve academic performance, mental health and well-being and give our students the best chance to reach their full potential, while also allowing teachers to focus more time on instruction instead of distraction.”

    Amendments introduced today to Senate Bill 2354 and House Bill 1160 would require all personal electronic communication devices to be turned off, securely locked away and inaccessible to students from the start of the school day until dismissal at the end of the school day. Schools would have flexibility in deciding how to stow the devices, such as secure lockable pouches or phone lockers, with $1.5 million in funding proposed to cover equipment expenses.

    “We’ve seen how inconsistent phone policies from school to school and classroom to classroom can create confusion and frustration for students, parents and teachers alike,” said Strinden, who testified in support of the proposal to the House and Senate education committees before this morning’s press conference. “Establishing a baseline with a bell-to-bell phone-free policy will ensure students in every public school have the same opportunity to learn without the distraction of cell phones and social media while in school. This legislation offers a common starting point, not a one-size-fits-all solution.”

    The proposal still allows for the use of tablets and other school-issued electronic devices for learning, while also including exceptions for students who need personal electronic devices for medical reasons or as part of an individual education plan, or IEP.

    Social psychologist Jonathan Haidt, author of “The Anxious Generation” and an advisor for the Phone-Free Schools Movement, submitted testimony in support of the proposal, citing research that phone-free schools are likely to reduce distraction and increase student focus.

    “Parents and teachers worldwide have seen the damage to students’ attention, education and mental health caused by spending much of the school day on their phones, texting, scrolling, posting on social media, watching videos and playing video games,” Haidt said. “Bell-to-bell phone-free school legislation can be implemented at little cost to the schools or the state. I applaud North Dakota for taking this step to drastically improve the educational experience for students.”

    Sen. Michelle Axtman of Bismarck, who introduced SB 2354, and Rep. Jim Jonas of West Fargo, lead sponsor of HB 1160, both agreed to fully amend their bills with the phone-free school language. House Majority Leader Mike Lefor and Senate Majority Leader David Hogue also supported the amendments.

    “The most effective way to reverse the negative trends we have been witnessing and start increasing test scores, combating mental health issues, and reducing classroom disturbances is to support our schools and our students by enacting a clear and concise state wide, bell-to-bell device-free policy,” Axtman said in prepared testimony.

    Sixteen states have enacted some level of phone-free school policies, and more than two dozen states have policies under consideration, according to anxiousgeneration.com. Last month, Arkansas passed a “Bell to Bell, No Cell Act” requiring public schools to enact policies banning the use of cell phones during the school day.

    Addyson Rademacher-Nyame, an eighth-grader at Mandan Middle School, testified in favor of the proposal, calling it “a great start to building healthy habits.”

    “If this bill passes many schools could flourish. It will promote in-person conversations, help engage learning and enhance social interactions,” she said in prepared testimony. “As someone who will be directly affected by the outcome of this bill, I would ask you to vote to pass this bill. Please consider this affects not only my generation but all of those that will follow. “

    MIL OSI USA News –

  • MIL-OSI USA: President Pro Tempore John F. Kennedy Celebrates Final Passage of Legislation to Combat Absenteeism

    Source: US State of Georgia

    ATLANTA (March 26, 2025) — Yesterday, the Georgia House of Representatives passed Senate Bill 123 with strong, bipartisan support. Authored by Senate President Pro Tempore John F. Kennedy (R–Macon), SB 123 takes meaningful steps to address the growing chronic absenteeism crisis in Georgia schools by ensuring students cannot be expelled solely for missing school. The bill also mandates a more localized and individualized approach to reviewing chronic absenteeism cases., requiring local boards of education to adopt policies that identify and support students who are chronically absent.

    “The final passage of Senate Bill 123 is a major victory for students across our state,” said Sen. Kennedy. “Last year alone, nearly 360,000 students missed 10% or more of the school year, missing out on critical opportunities to reach their full potential because they were not in the classroom. Once SB 123 is signed into law, school systems will be better equipped to understand the root causes of absenteeism, intervene earlier, and build a stronger system for recognizing and addressing warning signs. Our goal is to respond to absenteeism fairly and constructively, not punitively, and this legislation is a positive step toward real reform in Georgia’s education system for the benefit of our children.”

    With passage in both chambers, SB 123 now heads to Governor Kemp’s desk. The bill will require School Climate Committees to develop a comprehensive framework to improve student attendance if signed into law. Additionally, it will create local attendance review teams who will assess individual student attendance cases. The School Climate Committees must report their progress to the Georgia General Assembly, ensuring accountability and continued focus on this critical issue.

    For more information about the legislation, click here.

    # # # #

    Sen. John F. Kennedy serves as the President Pro Tempore of the Georgia State Senate. He represents the 18th Senate District, which includes Crawford, Monroe, Peach and Upson counties, as well as portions of Bibb and Houston counties. He may be reached at (404) 656-6578 or by email at John.Kennedy@senate.ga.gov.

    For all media inquiries, please reach out to SenatePressInquiries@senate.ga.gov.

    MIL OSI USA News –

  • MIL-OSI Global: Spring statement: defence spending boosted as further disability benefit cuts announced

    Source: The Conversation – UK – By Shampa Roy-Mukherjee, Vice Dean and Professor in Economics, University of East London

    Not even six months on from Labour’s first budget, and the world is a much-changed place. Geopolitical tensions and uncertainties, already high last year, have risen further, and with them the cost of the UK’s debt, while economic growth has stalled. As such, Chancellor Rachel Reeves has confronted an array of unpalatable choices – notably cutting disability benefits – to enable her to increase defence spending and stabilise the public finances. Here’s what our panel of experts made of the statement:

    Falling inflation wasn’t enough to prevent further disability cuts

    Shampa Roy-Mukherjee, Vice Dean and Professor in Economics, University of East London

    The independent Office for Budget Responsibility (OBR) has halved the UK’s 2025 growth forecast to 1%, down from the previously projected 2%. This sluggish growth, coupled with increased borrowing costs, has effectively eliminated the government’s £9.9 billion “fiscal headroom” – its financial buffer – resulting in a £4.1 billion shortfall by 2029-30.

    There was some short-term relief in the latest inflation figures. These showed a slowdown in price rises in February (2.8% against 3% in January). The dip was caused by discounting of items like clothing. But given around half of businesses are considering price rises to combat tax hikes and the national living wage increase coming in April, this relief is likely to be short-lived. The OBR forecasts that inflation will climb back up to 3.2% this year.

    The government had previously set out its controversial plans for £5 billion in welfare cuts. But the OBR rejected the claim that the reforms would save that much, estimating the savings at £3.4 billion, leaving Reeves with a £1.6 billion shortfall. As such, she has had to announce additional welfare reforms.

    These include freezing the universal credit health element until 2030 and reducing it to £50 a week for new claimants. This is aimed at saving an additional £500 million by 2030 – and combined with other planned welfare reforms could affect more than 3 million people. But the standard allowance for universal credit will see an above-inflation increase from 2026-27 and the incomes of those with the most severe lifelong conditions will be protected.

    Civil service administrative budgets are also to be reduced – by 15% by 2029-30. This, along with other efficiency and productivity improvements, will lead to annual savings of £3.5 billion. These cuts will focus on areas like human resources, policy advice, and office management, rather than frontline services.

    The Civil Service could see 10,000 jobs axed.
    pxl.store/Shutterstock

    Reeves resorted to tricks and ‘efficiency savings’

    Steve Schifferes, Honorary Research Fellow, City St George’s, University of London

    Reeves has announced a series of tweaks to her spending plans to address the economic situation which has meant that she is in danger of breaking her self-imposed fiscal rules. The chancellor was at pains to say that these rules are “non-negotiable”.

    But these are unlikely to tackle the deeper problem – that in the short term she cannot rely on economic growth to square the circle of Labour’s three contradictory election pledges. These were more spending on public services, lower taxes and strict fiscal rules.

    The UK, in fact, is particularly vulnerable to the disruption of global trade that is likely to result from US president Donald Trump’s tariff wars. And the productivity gains from her long-term infrastructure plans will take years – if not a decade – to translate into higher growth.

    Like many chancellors, Reeves has resorted to various tricks – such as counting money moved to the defence budget to build tanks and aircraft as capital spending (and therefore exempt from the borrowing rules). And she has called for “efficiency savings” in the civil service and government departments that are unlikely to be realised.

    But the biggest savings are coming from deeper than expected cuts in disability payments and other welfare payments, reducing the income of more than 3 million people. This is upsetting many Labour MPs. Her big sweetener – £2 billion for social housing next year – is actually less than that already allocated by the previous Conservative government.

    Crucially, the further savings likely to be demanded in the spending review (announced on June 11) from unprotected departments including local government, justice and environment, will certainly look a lot like a return to austerity.

    In the end – and possibly as soon as the autumn budget – the chancellor will have to accept that as well as spending cuts, she will have to consider tax increases and possibly even a revision of the fiscal rules.

    Otherwise, she will remain at the mercy of the markets and the forecasters. Any long-term strategy will be strangled by the need to continually adjust policy to meet the fiscal “headroom” target she has set which leaves little room for manoeuvre. This requires an implausibly accurate prediction of the state of the economy in five years’ time by the OBR.

    More reaction to follow shortly.

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

    – ref. Spring statement: defence spending boosted as further disability benefit cuts announced – https://theconversation.com/spring-statement-defence-spending-boosted-as-further-disability-benefit-cuts-announced-253149

    MIL OSI – Global Reports –

  • MIL-OSI Global: When Canadian snowbirds don’t flock south, the costs are more than financial

    Source: The Conversation – Canada – By Valorie A. Crooks, Professor, Department of Geography, Simon Fraser University

    Every winter, hundreds of thousands of older Canadians spend the winter in the United States. But in recent weeks, we’ve seen many Canadian snowbirds shifting their attention to other matters.

    First, stories started to emerge from those who said they would no longer participate in this seasonal migration because of political events in the U.S. Another related concern was the weakened Canadian dollar. This trend has prompted some to consider selling their winter properties in the U.S.

    More recently, attention has shifted to the potential for changed border rules to lessen snowbirds’ access to the U.S. for long stays. Snowbirds are concerned about administrative and procedural requirements that may ultimately make cross-border travel less convenient.

    During the COVID-19 pandemic, some Canadian snowbirds experienced challenges crossing into the U.S. for the winter or returning to Canada. Closures of borders to non-essential travel did not dissuade some from planning to winter in the U.S.

    Drawing on research in snowbird communities, we found out that affordability and ease of movement are two important enablers of long-stay seasonal travel.

    Because of this, it’s not surprising that we’re hearing from snowbirds again in light of recent developments.

    CBC News reports on Québec snowbirds reaction to the Donald Trump administration’s new measures for travellers to the U.S.

    Economic and political disruptions

    While COVID-era travel disruptions didn’t stop some snowbirds from going south for the winter, the current economic and political disruptions are another story. Florida is a popular destination for Canadian snowbirds. In fact, a 2023 survey named eight of the 10 best American destination communities as being in Florida.

    If Canadian snowbirds are talking about cancelling travel plans and selling properties, people in Florida should be paying attention.

    Instead, in early March, Florida Gov. Ron DeSantis downplayed what it would mean for Canadians to avoid travel to the state. Citing a recent tourism industry report, he noted that only 3.3 million of the 142.9 million visitors to Florida in 2024 were from Canada.

    DeSantis went on to say “that’s not much of a boycott, in my book.” But 91.5 per cent of Florida’s annual visitors were from the U.S. This means that the 2.3 per cent of visitors who were Canadian were actually a substantial portion of the states’s international visitors.

    DeSantis’s recent comments were also not in line with concerns raised during the COVID-19 pandemic that signalled substantial negative economic impacts for the state if Canadian snowbirds did not arrive for the winter.

    Community members

    Aside from these economic impacts, something we’ve learned through our years of research with Canadians who winter in the U.S. is that many become vital members of destination communities. From participating in public health outreach programs to volunteering at local hospitals, our research has shown that many embrace opportunities to be active in the places they reside for the winter.

    Any drop in the numbers of seasonal travellers going to U.S. destinations will have social costs for communities beyond the quantifiable economic losses.

    Many popular U.S. destination communities for snowbirds have health systems that are designed to expand and retract with dramatically different seasonal populations. Our research has observed this most closely in Yuma, Ariz., where entire areas of the main local hospital are closed in the summer and staffed seasonally in the winter.

    Additionally, some of the seasonal nursing staff who arrive for the winter are from Canada. Any retreat from these destinations by Canadian snowbirds may have significant implications for health systems and allied sectors. This can ultimately impact the quality of care they can provide to a more limited local patient base.

    Intangible impacts

    While the economic impacts of the seeming loss of long-stay older Canadians in these communities are important to consider, there will be other — less measurable but no less important — impacts. Just as the long friendship between the U.S. and Canada is now being tested, blended snowbird communities of older North Americans are at risk of diminishing.

    Business owners in U.S. destinations spoke up about losses when fewer Canadian snowbirds went south during the COVID-19 pandemic. Some Canadian business sectors and communities discovered opportunities emerging from these shifts in consumer’ movements.

    As snowbirds debate whether to navigate new border complexities and return to the U.S. next winter, we must be attentive to the stories behind the numbers to understand the true impacts of their decisions. And as comments made by DeSantis and other politicians have made clear, Canadian snowbirds are now faced with new economic and emotional considerations.

    Valorie A. receives funding from the Canadian Institutes of Health Research, Social Science and Humanities Research Council of Canada, BC Women’s Health Research Institute and MITACS.

    Jeremy Snyder receives funding from the Social Sciences and Humanities Research Council of Canada and the Canadian Institutes of Health Research.

    – ref. When Canadian snowbirds don’t flock south, the costs are more than financial – https://theconversation.com/when-canadian-snowbirds-dont-flock-south-the-costs-are-more-than-financial-252125

    MIL OSI – Global Reports –

  • MIL-OSI Global: More than just an animal: Losing a pet deserves more attention and compassion

    Source: The Conversation – Canada – By Renata Roma, Postdoctoral fellow, Center of Behavioural Sciences and Justice Studies/Pawsitive Connections Lab, University of Saskatchewan

    Losing a pet can be an isolating experience and perceptions of judgment may exacerbate the pain of loss. (Shutterstock)

    When my dog passed away four years ago, coping with the loss was challenging. I know I am not alone. People turn to their pets when they need comfort and a non-judgmental presence. However, pets have a short life span, and losing a companion animal is a common experience.

    Research shows that losing a pet can be as devastating as losing a family member, yet the grief over a companion animal is often overlooked in society. As a result, losing a pet can be an isolating experience.

    Perceptions of judgment may exacerbate the pain of loss, affect mental health and lead to social isolation. Some may think: “It’s just an animal.” However, words like these dismiss the pain and make an already difficult experience even lonelier.

    As a researcher who has studied the human-animal bond for more than a decade, and as someone who has shared her life with pets, I understand that while having a pet is deeply fulfilling, the grieving process can be profoundly difficult.

    Having support makes a huge difference in these moments. Rituals, comforting words, the space to talk about what happened, and primarily, validation — these things help us process loss. But the reality is that when someone loses a pet, finding that support is harder.

    Offering non-judgmental support and developing inclusive strategies, such as pet bereavement leave, can be valuable initiatives to help. Raising awareness of ways to provide effective and compassionate support to those grieving a pet can help us challenge the idea that the loss of a companion animal is less significant than losing a beloved human.

    People turn to their pets when they need comfort and a non-judgmental presence. However, pets have a short life span, and losing a companion animal is a common experience.
    (Shutterstock)

    Navigating pet loss

    Several studies show that living with a pet can have a positive impact on people’s physical, psychological and social health. These bonds run deep, and 95 per cent of Canadians consider their companion animals family.

    The journey through pet loss is unique for each individual, but it usually involves complex feelings like relief and guilt, besides physical and intellectual symptoms like aches, headache and rumination.

    One of the most important barriers to finding support is the lack of social recognition and validation regarding pet grief. People often feel judged when they express their feelings of grief over a pet. These perceptions of judgment exacerbate the pain and increase social isolation. This, in turn, can increase the risk of mental health issues, particularly among those with a history of childhood trauma.

    Factors shaping pet grief

    Several factors can shape how people grieve, including the way people lose their pets. Even when a pet dies by natural causes or old age, people may experience intense feelings of loss. Situations involving euthanasia can lead to uncertainty regarding the best moment to do it and self-blame. When a pet dies, people may feel guilty and left with a feeling that they failed to care for the pet.

    Attachment styles also play a role. This refers to the type of bond between people and their pets and the feelings involved in this relationship. For instance, perceiving pets as good friends leads to less intense grief than seeing them as children. If the person lived alone and the pet was their only company, it may be more challenging, too.

    At the same time, having social support provides a sense of belonging. Those who have room to voice their feelings and share their pain tend to navigate the stages of grief better. A more compassionate and pet-inclusive approach can be valuable in the pet grief journey. This type of support can help to prevent depression, stress and social isolation.

    One of the most important barriers to finding support is the lack of social recognition and validation regarding pet grief.
    (Shutterstock)

    Support in workplaces

    Regardless of differences in pet attachment and how a person lost their pet, initiatives to increase social support during these difficult experiences can have a significant impact on people’s ability to cope.

    Take workplaces, for instance. People are often expected to show up and function as if nothing happened, carrying their grief in silence. However, some companies have adjusted their policies to a more pet-inclusive approach, and the result is promising.

    Companies that offer more pet-inclusive policies, including pet bereavement leave, can help reduce employee stress while also increasing job satisfaction, building a sense of connectedness and leading to higher retention rates.

    Considering that among younger people, there is a preference for pets over kids, this type of policy can not only offers a concrete demonstration of empathy but could also attract some employees and increase productivity. By providing the necessary time to heal, the company can have more loyal and productive employees.

    As pets increasingly become integral to our emotional lives, acknowledging the relevance of this relationship is fundamental. This includes providing support for people facing the difficult experience of losing a pet after a life of sharing daily moments with them.

    Each person’s grief is personal and should be respected, without comparison or judgment. We cannot take away each other’s grief but we can stand beside one another in it. That, in itself, makes all the difference.

    Validation and emotional support from family and friends and pet-inclusive policies such as pet bereavement leave can also make a real difference. They send a powerful message: We care about your pain. You are not alone.

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

    – ref. More than just an animal: Losing a pet deserves more attention and compassion – https://theconversation.com/more-than-just-an-animal-losing-a-pet-deserves-more-attention-and-compassion-251889

    MIL OSI – Global Reports –

  • MIL-OSI Global: Trump’s push for AI deregulation could put financial markets at risk

    Source: The Conversation – Canada – By Sana Ramzan, Assistant Professor in Business, University Canada West

    As Canada moves toward stronger AI regulation with the proposed Artificial Intelligence and Data Act (AIDA), its southern neighbour appears to be taking the opposite approach.

    AIDA, part of Bill C-27, aims to establish a regulatory framework to improve AI transparency, accountability and oversight in Canada, although some experts have argued it doesn’t go far enough.

    Meanwhile, United States President Donald Trump’s is pushing for AI deregulation. In January, Trump signed an executive order aimed at eliminating any perceived regulatory barriers to “American AI innovation.” The executive order replaced former president Joe Biden’s prior executive order on AI.



    Read more:
    How the US threw out any concerns about AI safety within days of Donald Trump coming to office

    Notably, the U.S. was also one of two countries — along with the U.K. — that didn’t sign a global declaration in February to ensure AI is “open, inclusive, transparent, ethical, safe, secure and trustworthy.”

    Eliminating AI safeguards leaves financial institutions vulnerable. This vulnerability can increase uncertainty and, in a worst-case scenario, increase the risk of systemic collapse.



    Read more:
    The Paris summit marks a tipping point on AI’s safety and sustainability

    The power of AI in financial markets

    AI’s potential in financial markets is undeniable. It can improve operational efficiency, perform real-time risk assessments, generate higher income and forecast predictive economic change.

    My research has found that AI-driven machine learning models not only outperform conventional approaches in identifying financial statement fraud, but also in detecting abnormalities quickly and effectively. In other words, AI can catch signs of financial mismanagement before they spiral into a disaster.

    In another study, my co-researcher and I found that AI models like artificial neural networks and classification and regression trees can predict financial distress with remarkable accuracy.

    Artificial neural networks are brain-inspired algorithms. Similar to how our brain sends messages through neurons to perform actions, these neural networks process information through layers of interconnected “artificial neurons,” learning patterns from data to make predictions.

    Similarly, classification and regression trees are decision-making models that divide data into branches based on important features to identify outcomes.

    Our artificial neural networks models predicted financial distress among Toronto Stock Exchange-listed companies with a staggering 98 per cent accuracy. This suggests suggests AI’s immense potential in providing early warning signals that could help avert financial downturns before they start.

    However, while AI can simplify manual processes and lower financial risks, it can also introduce vulnerabilities that, if left unchecked, could pose significant threats to economic stability.

    The risks of deregulation

    Trump’s push for deregulation could result in Wall Street and other major financial institutions gaining significant power over AI-driven decision-making tools with little to no oversight.

    When profit-driven AI models operate without the appropriate ethical boundaries, the consequences could be severe. Unchecked algorithms, especially in credit evaluation and trading, could worsen economic inequality and generate systematic financial risks that traditional regulatory frameworks cannot detect.

    Algorithms trained on biased or incomplete data may reinforce discriminatory lending practices. In lending, for instance, biased AI algorithms can deny loans to marginalized groups, widening wealth and inequality gaps.

    In addition, AI-powered trading bots, which are capable of executing rapid transactions, could trigger flash crashes in seconds, disrupting financial markets before regulators have time to respond. The flash crash of 2010 is a prime example where high-frequency trading algorithms aggressively reacted to market signals causing the Dow Jones Industrial Average to drop by 998.5 points in a matter of minutes.

    Furthermore, unregulated AI-driven risk models might overlook economic warning signals, resulting in substantial errors in monetary control and fiscal policy.

    Striking a balance between innovation and safety depends on the ability for regulators and policymakers to reduce AI hazards. While considering financial crisis of 2008, many risk models — earlier forms of AI — were wrong to anticipate a national housing market crash, which led regulators and financial institutions astray and exacerbated the crisis.

    A blueprint for financial stability

    My research underscores the importance of integrating machine learning methods within strong regulatory systems to improve financial oversight, fraud detection and prevention.

    Durable and reasonable regulatory frameworks are required to turn AI from a potential disruptor into a stabilizing force. By implementing policies that prioritize transparency and accountability, policymakers can maximize the advantages of AI while lowering the risks associated with it.

    A federally regulated AI oversight body in the U.S. could serve as an arbitrator, just like Canada’s Digital Charter Implementation Act of 2022 proposes the establishment of an AI and Data Commissioner. Operating with checks and balances inherent to democratic structures would ensure fairness in financial algorithms and stop biased lending policies and concealed market manipulation.

    Financial institutions would be required to open the “black box” of AI-driven alternatives by mandating transparency through explainable AI standards — guidelines that are aimed at making AI systems’ outputs more understandable and transparent to humans.

    Machine learning’s predictive capabilities could help regulators identify financial crises in real-time using early warning signs — similar to the model developed by my co-researcher and me in our study.

    However, this vision doesn’t end at national borders. Globally, the International Monetary Fund and the Financial Stability Board could establish AI ethical standards to curb cross-border financial misconduct.

    Crisis prevention or catalyst?

    Will AI still be the key to foresee and stop the next economic crisis, or will the lack of regulatory oversight cause a financial disaster? As financial institutions continue adopt AI-driven models, the absence of strong regulatory guardrails raises pressing concerns.

    Without proper safeguards in place, AI is not just a tool for economic prediction — it could become an unpredictable force capable of accelerating the next financial crisis.

    The stakes are high. Policymakers must act swiftly to regulate the increasing impact of AI before deregulation opens the path for an economic disaster.

    Without decisive action, the rapid adoption of AI in finance could outpace regulatory efforts, leaving economies vulnerable to unforeseen risks and potentially setting the stage for another global financial crisis.

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

    – ref. Trump’s push for AI deregulation could put financial markets at risk – https://theconversation.com/trumps-push-for-ai-deregulation-could-put-financial-markets-at-risk-251208

    MIL OSI – Global Reports –

  • MIL-OSI United Kingdom: expert reaction to study on first genetically modified pig-to-human liver transplantation

    Source: United Kingdom – Executive Government & Departments

    A study published in Nature looks at a genetically modified pig-to-human liver xenotransplantation.

    Prof Peter Friend, Professor of Transplantation, University of Oxford, said:

    “This is an important study because it advances the field of xenotransplantation from non-human primates to human, enabling assessment of transgenic xenografts in the context of human immunological and physiological systems.

    “This is a very elegant surgical technique which allows the insertion of a (relatively small) xeno-liver with limited disruption to the anatomy of the existing liver (i.e. it is potentially feasible in a clinical setting as a temporary bridging technique).

    “The genetic modifications are similar (although not identical) to those used in the recently reported heart and kidney clinical xeno-transplants, and also the xeno-liver cross-circulation studies performed at the University of Pennsylvania.

    “The presence of the brain-dead donor’s native liver means that we cannot extrapolate the extent to which this xenograft would have supported a patient in liver failure. However, this study does demonstrate that these genetic modifications allow the liver to avoid hyperacute rejection and (significantly) that the thrombocytopenia associated with liver xenotransplantation is self-limiting, with the platelet count recovering within 7 days. The mechanism of this phenomenon is not fully understood.

    “Although the maintenance of normal coagulation parameters (e.g. INR) is reassuring, because the clotting factors produced by the xenograft were not measured directly, the data do not definitively prove that this is a function of the xenograft rather than the native liver.”

     

     

    Comments provided by our friends at SMC Spain:

    Rafael Matesanz, creator and founder of the National Transplant Organisation (Spain), said:

    “A frequent approach in the development of xenotransplants of different organs, before moving on to the clinical phase, is to perform them in patients in brain death but with haemodynamic stability, so that the evolution of the organ and the impact on the deceased person’s organism can be assessed at least in the short term, but with circulation maintained.

    “At least three kidney transplants have been performed in the United States since 2021 – one with up to 61 days of follow-up in brain-dead patients – and two heart transplants, which served to accumulate a number of useful lessons. In both modalities, they preceded the first clinical experiences in living people, which so far have resulted in two heart transplants (both deceased) and four kidney transplants, two of which have survived after several months of evolution.

    “The team at the Xi’an Military Hospital in China has had extensive experience in experimental transplantation of all types of organs from pigs to monkeys for more than a decade. This is the world’s first case of a transplant of a genetically modified pig liver into a brain-dead human. The ultimate goal of the experiment was not to achieve a standard liver transplant, but to serve as a ‘bridge organ’ in cases of acute liver failure, while awaiting a human organ for a definitive transplant. The experience lasted 10 days and the porcine organ remained in good condition, with acceptable basic metabolic function and no signs of acute rejection, indicating that the procedure was successful for its intended purpose and could be used in vivo in the near future.

    “In short, this is an important experiment, which opens up a different path to what has been tried so far in both vital organs (heart) and non-vital organs (kidney), such as the temporary replacement of the diseased liver until a human liver can be obtained for the definitive transplant’.”

    Iván Fernández Vega, Professor of Pathological Anatomy at the University of Oviedo (Spain), Scientific Director of the Principality of Asturias Biobank (BioPA) and Coordinator of the Organoid hub of the ISCIII Biomodels and Biobanks Platform, said:

    “I found the work very relevant, but we have to be cautious. The study represents a milestone in the history of liver xenotransplantation, describing for the first time a transplantation of a genetically modified porcine liver into a human being (in this case, a brain-dead human).The quality of the work is very high, both in terms of scientific rigour and the exhaustive clinical, immunological, histological and haemodynamic characterisation of the procedure. Sophisticated genetic modifications have been applied to the graft to prevent hyperacute rejection, one of the most critical complications in preclinical models of xenotransplantation.

    “The clinical implications are highly relevant, as optimising this approach could expand the pool of available organs and save lives in liver emergencies. This work complements and extends the existing evidence on previous pig-to-human heart and kidney xenotransplantation. It provides several relevant novelties:

    • It is the first study to demonstrate that a genetically modified porcine liver can survive and exert basic metabolic functions (albumin and bile production) in the human body.
    • It shows that there was no major coagulation dysfunction, in contrast to what was observed in other models, such as the first human cardiac xenotransplantation, where microthrombi and severe disorders were detected.
    • He points out the need to assess possible myocardial damage in early postoperative phases, given the early elevation of AST and cardiac enzymes, which can be confused with liver damage.
    • The use of xenograft as a bridging therapy is proposed, especially in patients with acute liver failure awaiting a human graft, although not as a definitive solution, as bile and albumin production was limited for long-term support.

    “However, the study has relevant limitations:

    • A major limitation of the study is that it is a single case (n=1), which precludes drawing generalisable conclusions or establishing robust patterns of clinical and immunological response. Although this is a pioneering advance, studies with a larger sample and in living recipients will be necessary to confirm the safety, efficacy and reproducibility of the procedure.
    • Limited duration of follow-up (10 days), by decision of the recipient’s family, which prevents assessment of medium- and long-term viability of the graft. Therefore, it does not add information in relation to acute and chronic rejection of xenotransplantation.
    • Only basic liver functions (albumin synthesis and bile secretion) were assessed, with no data on other complex liver functions such as drug metabolism, detoxification or immune function.
    • The heterotopic helper transplantation procedure would not allow resection of the original liver, which invalidates it as a strategy for example in patients with hepatocarcinoma awaiting transplantation.”

    ‘Gene-modified pig-to-human liver xenotransplantation’ by Wang et al. was published in Nature at 16:00 UK time on Wednesday 26th March.

    DOI: 10.1038/s41586-025-08799-1

    Declared interests

    Iván Fernández Vega “He declares that he has no conflicts of interest.”

    Prof Peter Friend: “Please note I have an association with OrganOx Ltd, a spin-out company from the University of Oxford: I am a co-founder and Chief Medical Officer. OrganOx manufactures a liver perfusion device for use in liver transplantation (the OrganOx metra); this is being adapted for potential use in liver support using extra-corporeal liver perfusion. OrganOx is now working in collaboration with eGenesis, the University of Pennsylvania and the University of Oxford to test the use of genetically-modified pigs as a source of organs for extra-corporeal liver support.”

    For all other experts, no reply to our request for DOIs was received.

    MIL OSI United Kingdom –

  • MIL-OSI: JMU announces Dr. James C. Schmidt as seventh president

    Source: GlobeNewswire (MIL-OSI)

    HARRISONBURG, Va., March 26, 2025 (GLOBE NEWSWIRE) — James Madison University has announced that Dr. James C. Schmidt will serve as the university’s next president. Earlier today the JMU Board of Visitors voted to affirm his appointment.  

    Schmidt has over 30 years of experience working in higher education and currently serves as the chancellor of the University of Wisconsin-Eau Claire; he has been in this role since 2013. 

    During his tenure, UW-Eau Claire has been ranked among the top 10 regional public universities in the Midwest by U.S. News & World Report. It was named the top masters-level university for excellence in undergraduate research by the Council for Undergraduate Research in 2016 and is currently the only master’s-level university in Wisconsin among the top 20 nationally for student participation in study abroad. UW-Eau Claire has produced two Rhodes scholars since 2005 and leads master’s level institutions in Wisconsin and Minnesota in the number of Fulbright students.  

    In addition to UW-Eau Claire’s national recognition, Schmidt has been a stellar fundraiser and visionary for elevating academic excellence. He recently brought in one of the largest gifts in Wisconsin history at $70 million to help construct an indoor athletics facility and event center. Even more relatable to JMU, they are set to complete a 330,000-square-foot science and health sciences building through an innovative public-private funding partnership. 
     
    Previous tenures included service as vice president for university advancement at Winona State University in Winona, Minnesota, and vice president for student affairs at Riverland Community College in Austin, Minnesota. He holds a doctorate in educational policy and administration from the University of Minnesota, a master’s degree in business administration from the University of St. Thomas in Saint Paul, Minnesota, and a bachelor’s degree in political science from Winona State University. 

    Schmidt’s appointment will begin July 1, 2025.  

    “I am honored to serve as the next president of James Madison University,” said Schmidt. “Over three decades in public higher education has prepared me to lead this great institution into the future, and I am committed to leading JMU’s vision and strategic direction, enhancing academic excellence and research, and ensuring an exceptional student experience,” added Schmidt. 

    Former JMU President Jonathan Alger announced in March 2024 that he would be stepping down as president and accepted the presidency at American University in Washington, D.C. Charlie King became JMU’s interim president on July 1, 2024. 

    “It is an honor to welcome Jim into the JMU community,” said King, the current interim president of JMU. “I look forward to our partnership in the coming months as we will collectively work to ensure this transition continues to be seamless. I take great pride in this institution and will do everything I can to support the board and our new president during this transition.”  

    Kay Coles James, chair of the search committee, said Schmidt’s strategic vision, leadership and passion for higher education were among the factors that led to his selection as the next JMU president.  

    “Jim Schmidt’s commitment to JMU’s values, bold vision-casting, student-centered outlook, and his community-building experience will be invaluable assets to lead JMU boldly into the future,” said James. 

    Rector of JMU’s Board of Visitors Suzanne Obenshain said, “We are incredibly grateful for Charlie King’s leadership during this transitional moment – particularly his never-ending commitment to JMU. Charlie has been a steady leader, and his legacy is firmly rooted throughout our campus.”  
      
    “It is an exciting time in the university’s history to welcome  Jim into the JMU community. I am confident his leadership and skillset will continue JMU’s positive momentum into the future with an entrepreneurial mindset that will encourage innovation, creativity, collaboration and big thinking,” added Obenshain. 

    Schmidt has been active in academic and athletics circles at the national level. 

    Ted Mitchell, president of the American Council on Education, a major coordinating body for the nation’s colleges and universities, said, “Higher education shapes the world for the better and helps to build America. James Madison University’s story is one of insistent progress, and this great institution will continue to prepare enlightened and productive citizens who will be well-equipped to make lasting, positive impacts on our country and beyond under Jim Schmidt’s steadfast watch.” 

    American Association of State Colleges and Universities President and CEO Charles L. Welch said, “James Madison University has long been a leader in driving transformative civic engagement and preparing its student body to be active and responsible participants in a representative democracy. Jim Schmidt is the perfect person to take that ethos one step further and ensure future Dukes are actively engaged on the local level and ready to impact our world for the common good.” 
     
    The search committee thoroughly reviewed and rated candidates for consideration and was assisted by the search firm Russell Reynolds Associates, ensuring a comprehensive and fair assessment of each candidate’s qualifications and alignment with JMU’s needs and aspirations. 

    Additional information is available here. 

    The MIL Network –

  • MIL-OSI United Kingdom: Team praised for work to reduce parental conflict

    Source: City of Wolverhampton

    The Reducing Parental Conflict Team and Family Learning Team received the Amity Collective Excellence Award for their work around reducing parental conflict.

    Lisa Raghunanan, Service Manager for Children’s Services, collected the award on behalf of colleagues including Julie Baker, Nicola Shelton, David Clinton, Charlotte Maher-Butler, Glenn Evans and Adele Aldred recently.

    Judges said that, under their leadership, the council has implemented a ‘robust, multi agency strategy’ which has trained over 180 professionals in reducing parental conflict awareness. A further 150 have been trained in the Amity Relationship Toolkit, a resource for frontline professionals who work with families.

    They added that the teams have ‘secured lasting change through major city wide events, including engagement sessions with over 100 professionals from across voluntary, health, education, social care and law enforcement sectors – each attendee making a personal pledge to address parental conflict in their role’.

    They have also ‘embedded clear pathways of support, ensuring that over 300 parents have accessed online resources – helping families find guidance and professionals build confidence in their interventions’.

    Judges concluded: “Their collective energy, people skills and drive have motivated countless others to take action, leading to more secure family relationships, improved child outcomes, and stronger multi agency collaboration.”

    Councillor Jacqui Coogan, Cabinet Member for Children, Young People and Education, said: “Parental conflict is unsurprisingly a cause of poor outcomes for children, particularly when that conflict is frequent, intense and poorly resolved.

    “There is growing awareness of the need to tackle this and, as a council, we were successful in a bid for funding from the Government’s Reducing Parental Conflict Programme.

    “We have used this to raise, enhance and embed awareness of this issue within the council and within our partner organisations to create a skilled workforce that is confident in supporting and addressing issues relating to parental conflict with families at the earliest opportunity.

    “This work is having a profound impact on outcomes for children, young people and their families, and this recognition from Amity is richly deserved for everyone involved in this important piece of work.”

    Amity provides relationship training, support and resources for professionals working with children, adults and families.

    MIL OSI United Kingdom –

  • MIL-OSI Global: Trump’s purported ‘Art of the Deal’ negotiating skills aren’t likely to end the Russia-Ukraine war

    Source: The Conversation – Canada – By Anton Oleinik, Professor of Sociology, Memorial University of Newfoundland

    The White House says Russia and Ukraine have agreed to a ceasefire in the Black Sea, with Ukrainian President Volodymyr Zelenskyy asserting the truce was effective immediately while also accusing Russia of lying about the deal’s terms.

    Needless to say, it’s far from clear that United States President Donald Trump’s supposed “Art of the Deal” negotiating skills are enough to broker sustainable peace between Russia and Ukraine given the protagonists’ unwillingness to make concessions and the volatile nature of attempts to broker a peace agreement.

    The war waged by Russia has reached the stage where both Russian and Ukrainian officials fear losing face if they make concessions.

    Both view their enemy as an existential threat. Russian President Vladimir Putin has argued Russian defeat would spell “the end of the 1,000-year history of the Russian state,” while Zelenskyy says Russia’s protracted assault is an overt existential threat and the absence of U.S. support threatens the very survival of his country.

    Both sides have seemed prepared to fight until the bitter end. The involvement of a mediator in the form of the United States, therefore, could potentially change the deadly dynamics of the conflict.

    ‘Love to beat them’

    Trump declares being up to this formidable task. He positions himself as a mediator occupying a middle ground between the protagonists, unlike his predecessor in the Oval Office who supported Ukraine.

    In his ghost-written book The Art of the Deal, Trump claimed to enjoy these sorts of challenges:

    “In New York real estate… you are dealing with some of the sharpest, toughest, and most vicious people in the world… I happen to love to go up against these guys, and I love to beat them.”

    But if mediators, including Trump, are to successfully persuade opposing sides to make a deal, they need to properly understand each side’s motives. To what extent is each side malleable so some common ground can be found? Making a deal always requires compromises and concessions.

    Trump is well aware of this, saying recently of any prospective Russia-Ukraine agreement: “You’re going to have to always make compromises. You can’t do any deals without compromises.”

    Understanding motivations

    David McClelland’s theory of human motivation may be relevant in terms of attempts to broker peace between Ukraine and Russia. The social psychologist argued that three motives — the need for achievement, the need for affiliation and the need for power — explains most human behaviour:

    1. The need for achievement explains the desire to be productive and get results;
    2. Concern about establishing, maintaining or restoring a positive relationship with another person or people underpins the need for affiliation;
    3. The will to dominate, to have an impact on another person or people, is the essence of the need for power.

    McClelland predicted that when the need for power significantly exceeds the need for affiliation, conflicts and wars are likely. He viewed a high “power-minus-affiliation” gap as indicative of what he called the “imperial power motive syndrome.”



    Read more:
    Too much power can do very odd things to a leader’s head

    The metaphor of an empire lies at its origin. The empire’s declared mission is to enlighten, civilize and bring order to its subjects. Leaders with the imperial power motive syndrome show reformist zeal to save others, whether they like it or not.

    The social psychologist Robert Hogenraad subsequently adapted McClelland’s theory for computer-assisted content analysis by developing dictionaries of the three needs.

    If the words associated with the need for power — control, domination, victory, for example — occur more often in a text, speech or news reports than words associated with the need for affiliation — like love, family, friends — then the speaker has the imperial power motive syndrome.

    Hawks vs. doves

    My recently published analysis of war-related speeches delivered by Russian, Ukrainian, American, British and French leaders during the three years of Russia’s full-scale invasion of Ukraine gives some clues about the motivations of the parties involved.

    Compared with their western counterparts, Putin and Zelenskyy exhibit the strongest imperial power motive syndrome and are “hawks.” Their need for power, as expressed through their public speeches, significantly exceeds their need for affiliation. Trump, however, appears similar to that of his arch-rival, former president Joe Biden. Both are closer to the “dovish” end of the scale.

    The preliminary outcomes of talks on a potential ceasefire reveal the challenges faced by mediators.

    First, the talks being held in Saudi Arabia were bilateral, with American officials meeting separately with Russian and Ukrainian delegations, as opposed to trilteral.

    Second, no joint statement followed the talks, although it was widely expected.

    Third, the White House issued two separate statements, one on talks with Ukraine’s representatives and the other on discussions with Russia’s representatives.

    The Ukraine statement includes the commitment to continue the exchange of prisoners of war, the release of civilian detainees and the return of forcibly transferred Ukrainian children, whereas the statement on the talks with Russia does not mention any of this.

    This is despite the fact that the International Criminal Court has accused Putin of committing war crimes via the unlawful deportation of children.

    Trump’s antipathy toward Zelenskyy

    The prospects of a peace agreement is further complicated by the history of Trump’s attempts to broker deals in Ukraine.

    The war in Ukraine actually began in 2014 with the annexation of Crimea and a proxy war in Donbas. Trump was elected president two years later.

    His discourse about Ukraine did not differ significantly from Obama’s and Biden’s until his first impeachment in 2020 for soliciting “the interference of a foreign government, Ukraine, to benefit his re-election.”

    His call to Zelenskyy in July 2019 triggered the impeachment. He pushed for two investigations aimed at helping his re-election bid — one into Hunter Biden’s business dealings in Ukraine and another into the hack of Democratic National Committee servers in 2016 — in exchange for releasing about $400 million of military assistance already approved by Congress and inviting Zelenskyy to the White House at that time.

    During and after the first impeachment, Trump’s language on Ukraine significantly diverged from Obama’s and Biden’s. He began using words like “corruption,” “lies” and “hoax” in relation to Ukraine.

    Moving forward

    All this suggests that Trump’s first impeachment has had a lasting impact on his perception of Ukraine and its leader.

    And so in addition to dealing with two protagonists who are unwilling to make concessions, Trump as a mediator faces challenges related to his past.

    One protagonist, Zelenskyy, may unwittingly remind him of one of the darkest moments in his political career — his first impeachment. This fact should be kept in mind when trying to make sense of the treatment received by Zelenskyy during his most recent visit to the White House and Trump’s references to him as a “dictator.”

    To truly succeed in mediation, Trump must move forward, leaving biases and prejudices related to Ukraine and its leader in the past. But can he?

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

    – ref. Trump’s purported ‘Art of the Deal’ negotiating skills aren’t likely to end the Russia-Ukraine war – https://theconversation.com/trumps-purported-art-of-the-deal-negotiating-skills-arent-likely-to-end-the-russia-ukraine-war-252666

    MIL OSI – Global Reports –

  • MIL-OSI: LambdaTest’s Chandni Chopra Wins 2025 DE&I Leadership Award for Championing Inclusive Innovation

    Source: GlobeNewswire (MIL-OSI)

    Delhi/San Francisco, March 26, 2025 (GLOBE NEWSWIRE) — LambdaTest, a unified agentic AI and cloud engineering platform is proud to announce that Chandni Chopra, VP of People and Culture, has been honored with the DE&I in Tech Leadership Award at The RISING 2025, India’s biggest summit celebrating women in tech and AI, hosted by Analytics India Magazine. The award ceremony took place on March 21, 2025, in Bengaluru.

    The RISING 2025 shines a spotlight on changemakers who are reimagining what inclusive leadership looks like. The DE&I in Tech Leadership Award recognizes individuals who champion equity, actively dismantle barriers and create opportunities for underrepresented communities in the tech ecosystem.

    Over the past five years, Chandni Chopra has been the heart of LambdaTest’s culture journey—moving beyond traditional HR practices to build a workplace where inclusion shows up in daily behavior. She led the creation of Employee Resource Groups (ERGs) like The Phoenix Project for women, which provided mentorship opportunities, mental wellness support, and a safe space for honest dialogue. Through carefully curated self-care journals and mental health workshops, women across LambdaTest found new confidence and connection within their teams.

    Chandni also spearheaded LambdaTest’s Diversity & Inclusion Learning Initiative—a comprehensive framework that introduced cultural sensitization workshops, policy reforms for accessibility, and a globally compliant DEI charter backed by a dedicated budget. These efforts have elevated LambdaTest’s workplace into one where equity is not aspirational—it’s operational.

    “What began as a vision to create an inclusive, empowering environment has become the very foundation of LambdaTest’s culture,” said Chandni Chopra, VP of People and Culture, LambdaTest. “This award isn’t just a personal milestone—it’s a collective win for every voice that’s been amplified, every stereotype we’ve challenged, and every door we’ve opened for others to walk through.”

    LambdaTest’s commitment to DE&I goes far beyond policy. As a company, it believes innovation thrives when everyone belongs. The company’s initiatives are embedded in its DNA—whether it’s inclusive hiring, equitable growth paths, or safe spaces for open conversations. The result is a workplace where authenticity is valued and diverse perspectives lead to transformative outcomes.

    “At LambdaTest, we’ve always believed that building great products starts with building inclusive teams,” said Asad Khan, CEO and Founder of LambdaTest. “Chandni’s recognition is a testament to the culture we’re proud of—a place where people feel seen, heard, and empowered. This award is just the beginning.”

    To learn more about The RISING 2025 and this year’s DE&I champions, click here.

    About LambdaTest

    LambdaTest is an AI-native, omnichannel software quality platform that empowers businesses to accelerate time to market through intelligent, cloud-based test authoring, orchestration, and execution. With over 15,000 customers and 2.3 million+ users across 130+ countries, LambdaTest is the trusted choice for modern software testing.

    • Browser & App Testing Cloud: Enables manual and automated testing of web and mobile apps across 10,000+ browsers, real devices, and OS environments, ensuring cross-platform consistency.
    • HyperExecute: An AI-native test execution and orchestration cloud that runs tests up to 70% faster than traditional grids, offering smart test distribution, automatic retries, real-time logs, and seamless CI/CD integration.
    • KaneAI: The world’s first GenAI-native testing agent, leveraging LLMs for effortless test creation, intelligent automation, and self-evolving test execution. It integrates directly with Jira, Slack, GitHub, and other DevOps tools.

    For more information, please visit, https://lambdatest.com

    The MIL Network –

  • MIL-OSI USA: Daily physical activity, even at light intensities, linked to lower cancer risk

    Source: US Department of Health and Human Services – 2

    News Release
    Wednesday, March 26, 2025

    NIH study finds number of steps taken daily may be more important for cancer risk than the intensity of activity.
    What
    In a prospective cohort study of more than 85,000 adults in the United Kingdom, researchers at the National Institutes of Health (NIH) and University of Oxford found that individuals who engaged in light- and moderate-to-vigorous-intensity daily physical activity had a lower risk of cancer than individuals who were more sedentary. The findings, published March 26, 2025, in British Journal of Sports Medicine, are among the first to evaluate the cancer risk reduction associated with light intensity activities such as doing errands and performing household chores.
    Previous studies have shown an inverse association between physical activity and cancer risk, but most of these studies relied on self-reported questionnaires, which may not accurately capture the intensity of different activities. Earlier studies that used objective measures were focused on higher-intensity physical activity. In the new study, led by researchers from NIH’s National Cancer Institute, participants in the UK Biobank study (median age of 63) wore wrist accelerometers that tracked total daily activity, activity intensity, and daily step count over a period of one week. The researchers then looked at the relationship between the daily averages and incidence of 13 cancer types, including breast and colorectal cancer, previously associated with physical activity.
    After a mean follow-up of 5.8 years, 2,633 participants had been diagnosed with one of the 13 cancer types. Individuals with the highest total amount of daily physical activity had a 26% lower risk of developing cancer than individuals who had the lowest amount of daily physical activity. The researchers also explored the impact of replacing daily sedentary time with light- and moderate-to-vigorous-intensity physical activity and found that this shift was associated with a reduced risk of cancer. The associations between physical activity and cancer risk remained even after researchers adjusted for demographic factors, lifestyle factors, body mass index (BMI), and other health conditions.
    Higher daily step count, but not the pace of the steps (step intensity), was also associated with a lower risk of cancer. Compared with cancer risk in those taking 5,000 steps per day, cancer risk was 11% lower for those taking 7,000 steps per day and 16% lower for those taking 9,000 steps per day. Beyond 9,000 steps, the risk reduction plateaued. The researchers suggested that less physically active individuals may lower their cancer risk by incorporating more walking, at any pace, into their daily routine.
    Who
    Alaina Shreves, M.S., Division of Cancer Epidemiology and Genetics, National Cancer Institute, and Nuffield Department of Population Health, University of Oxford
    Reference
    “Amount and intensity of dail total physical activity, step count and risk of incident cancer in the UK Biobank” appears March 26, 2025, in British Journal of Sports Medicine.
    About the National Cancer Institute (NCI): NCI leads the National Cancer Program and NIH’s efforts to dramatically reduce the prevalence of cancer and improve the lives of people with cancer. NCI supports a wide range of cancer research and training extramurally through grants and contracts. NCI’s intramural research program conducts innovative, transdisciplinary basic, translational, clinical, and epidemiological research on the causes of cancer, avenues for prevention, risk prediction, early detection, and treatment, including research at the NIH Clinical Center—the world’s largest research hospital. Learn more about the intramural research done in NCI’s Division of Cancer Epidemiology and Genetics. For more information about cancer, please visit the NCI website at cancer.gov or call NCI’s Cancer Information Service, at 1-800-4-CANCER (1-800-422-6237).
    About the National Institutes of Health (NIH): NIH, the nation’s medical research agency, includes 27 Institutes and Centers and is a component of the U.S. Department of Health and Human Services. NIH is the primary federal agency conducting and supporting basic, clinical, and translational medical research, and is investigating the causes, treatments, and cures for both common and rare diseases. For more information about NIH and its programs, visit www.nih.gov.
    NIH…Turning Discovery Into Health®
    ###

    MIL OSI USA News –

  • MIL-OSI Russia: “Studying at the University of Bologna is very different from how we study at the HSE”

    Translartion. Region: Russians Fedetion –

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

    Alina Pakhomova

    Photo from personal archive

    Alina Pakhomova, 4th year student of the educational program “Computer Science and Engineering» MIEM HSE, studied for six months at the oldest university in Europe — the University of Bologna. She went to Italy under the academic mobility program, and upon returning to Moscow, she told about her impressions of life and study in another country, leisure, new friends and, of course, the famous Italian cuisine.

    University of Bologna and the educational system

    The University of Bologna is considered the oldest university in the Western world, where Dante Alighieri, Francesco Petrarca, Nicolaus Copernicus, and Umberto Eco studied. In addition, it is one of the top universities in Italy. Therefore, when I saw that Bologna was on the list of universities to which HSE had the opportunity to apply, there was no doubt: I applied only there. Besides, the programs at other universities, to be honest, were not very suitable.

    When you go on mobility, you replace your courses with those at the university where you will study, regardless of the field. I am in my 4th year of bachelor’s degree, and it turned out that I studied on master’s courses, since they were the best fit for replacement. In addition, there are more master’s programs in English than bachelor’s, which means there is more choice.

    The semester lasts from September to February. Exams were, as in HSE, in autumn and winter, but, unfortunately, in winter they are there both before and after the New Year. After the free winter holidays at HSE, it was difficult to sit and chat during the winter holidays in Italy…

    Lectures and practical classes

    Studying at the University of Bologna is very different from how we study at the HSE. Classes last three hours, sometimes two. Frankly, you lose focus after the usual hour and a half. In Italy, it is important to sit down after a class and reread the lectures, delve into the material and take notes, otherwise you simply won’t remember anything. At the HSE, seminars are very helpful in consolidating the material, which the University of Bologna doesn’t have.

    There are laboratory works, but, unlike HSE, where you most often do the work at home, and in the practical class you only ask questions or already defend the work, in Bologna they are done by students right in the practical classes and only finished at home, which happens rarely, only if you did not have time.

    Probably my favorite course is Artificial Intelligence in Industry, because it was a course where you delve into how everything works in real life, and lectures were often given by invited lecturers from foreign companies. By the way, in Bologna, another common practice in IT areas is a project as an exam. That is, you just pass one big project, and the grade for it is your final grade for the course.

    Where to live in Bologna

    Housing is hard here. The university does not provide dormitories: they are there, but it is almost impossible to get them. If you do not have 1000 euros for a room in a student co-living, where exchange students from other European countries (Erasmus students) usually live, then welcome to the “Hunger Games”. Here you will not choose an apartment, but the landlord (landlord) will choose the one he likes best from the mass of students who want to rent housing.

    Then you need to look for either a double (bed in a double room) or a single (bed in a single room). The prices are 350 and 500 euros respectively. Another option is to join someone and rent the entire apartment.

    Tip 1: try to look for housing through acquaintances or students who were on mobility before you, and do it in advance. Also look through chats, as students often post the housing they lived in and find a replacement.

    Tip 2: Don’t be upset if you can’t find anything in advance. You can rent temporary accommodation and then continue searching in Bologna itself once you’ve arrived there.

    What did you like most about Italy?

    Here it is easy to arrange a mini-vacation and travel to another city or country. For example, I flew for the weekend to France, Denmark and other European countries, because the tickets cost 15-20 euros (1500-2000 rubles) one way. And the journey takes very little time.

    Speaking about Italy itself, it really helped me slow down. In Moscow, you are constantly in some kind of hustle and bustle, constantly going somewhere on the metro, wasting a lot of time on it. In Bologna, on foot, 20 minutes — and you are already there. Here, it is much easier to meet for a short walk or a get-together in a cafe, invite someone for a coffee before work or for an Aperol after classes.

    How the vision of the future profession has changed

    Before Italy, I thought I had decided on the direction I wanted to develop in. My study and work experience combines several areas: IT, marketing, and events. All this makes me an excellent devrel. But after studying abroad, I realized that I don’t want to stop there. I plan to continue my education in a master’s degree. Now I am most interested in product management in the field of high technologies.

    Communication and extracurricular student life

    People and networking were one of the main goals of my trip. There were 7 of us from HSE who went on mobility, and we didn’t know each other before Italy. But the circumstance of finding ourselves alone in another country and trying to figure out a lot of new rules and bureaucratic requirements really brought us together. In Moscow, we would most likely never have crossed paths, and even if we had, we would hardly have become friends: we are all very different. But in another country, everything is different, the very circumstances of life brought us closer. And communication with completely different people, unlike your usual environment in Moscow, changes you a lot.

    In Europe, there is an organization called ESN (Erasmus Student Network). Their branches are usually in every student city. Either students or graduates work there. They organize various meetings and events for dating, trips and travel with big discounts. They also have partners, and you can get discounts in establishments or companies with an ESN member card (it costs 10 euros). For example, one of the partners is a low-cost airline that provides 10% discounts and free luggage space with an ESN card.

    I wouldn’t say that there is some kind of super-organization of all events, but there are simply a lot of them. The events are mainly aimed at introducing people, uniting them by interests and providing an opportunity to have a good time together. For example, one of the events is The Babel Nights: people gather in different audiences and communicate in a certain language. English, Italian, Spanish, French, German – you can choose whichever is closer to you and go to the right audience. You can also go to the theater together (cheaper with ESN) and to exhibitions. In general, everyone will find something to their liking.

    There are other student clubs. For example, some guys just organized a hiking chat and every Saturday they go somewhere on a short day hike. When I left, they decided to expand and create sub-chats for basketball and volleyball fans.

    It’s easy to meet anyone here, but the common problem is that communication is very superficial. To be honest, sometimes you get tired of the huge amount of small talk.

    Local cuisine and favourite dishes

    Food in Italy is a separate topic. What is interesting here is not so much what food is the most delicious, but how Italians treat their food and the order of eating. Take a cappuccino after 12, order a pizza for two, drink autumn special coffee from Starbucks with pumpkin syrup – get ready for deportation, as we often joked when doing something like this. Italians are very sensitive to their gastronomic culture and really don’t like it when someone doesn’t follow the rules.

    My favorite dishes are: croissant with pistachio, cappuccino and lasagne. I won’t mention pizza and pasta because I feel sick from eating so much of them. I don’t understand how Italians can eat pasta every day. Once we asked a friend: “Are there days when you don’t eat pasta for lunch?” His answer perfectly describes the Italian culture: “Of course, but then I’ll definitely have it for dinner.”

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

    MIL OSI Russia News –

  • MIL-OSI United Nations: Yemen: Ten Years of War, a Lifetime of Loss 

    Source: United Nations 2

    Humanitarian Aid

    Marking a decade of war in Yemen, Othman Belbeisi, Regional Director for Middle East and North Africa at the UN International Organization for Migration (IOM), highlights the resilience of its people, the deepening humanitarian crisis, and the urgent need for global action.

    Ten years. That’s how long Yemenis have been putting their lives on hold – through airstrikes, through hunger, through loss. A decade of war has left Yemen’s infrastructure in ruins and its people exhausted. And yet, as the eleventh year begins, the world seems not to notice Yemen’s plight.

    Today, close to 20 million people in Yemen depend on aid to survive. Nearly five million remain displaced, pushed from one place to another by violence or disaster. The international community, once moved by the staggering images of war and suffering, has switched its focus to new emergencies. But for those who work in Yemen – and for those who live this crisis every day – the story is far from over.

    Ten years. That’s how long Yemenis have been putting their lives on hold – through airstrikes, through hunger, through loss. And yet, as the eleventh year begins, the world seems not to notice Yemen’s plight.

    No one feels this reality more deeply than our Yemeni colleagues, who have remained at their posts through it all to help their own people. Many have worked through airstrikes, instability, and loss, all while worrying about the safety of their families. Now, with rising tensions and deepening funding cuts, they fear for their jobs too. Unlike most of us, they don’t have the option to simply start over. They can’t rely on savings or opportunities elsewhere – their passport alone often determines how far their future can stretch.

    This is the daily reality in a country that, too often, is reduced to headlines about war. But Yemen is so much more than a crisis zone. It is a place of stunning landscapes, ancient cities, rich traditions, warm hospitality and the kind of food that stays in your memory long after you’ve left. But these aren’t the stories that make headlines. Instead, Yemenis are seen only through the lens of conflict and poverty. It’s time we remember the people behind the statistics.

    Like Basma, a mother from Al Hodeidah who was forced to flee with her children to Al Makha in search of safety and water. She used to walk for hours every day just to fill a few jerrycans. Her youngest child once fainted from thirst while waiting in the heat. For years, clean water was a dream until a recently completed water project finally brought some relief to her village.

    IOM Video | Yemen: Ten Years of Crisis and Why We Must Act Now

    Or Ibrahim, a 70-year-old man displaced by heavy floods in Ma’rib. When the waters swept through the settlement, he carried his adult son, who lives with a disability, on his back to safety. They lost everything – their shelter, belongings, and sense of stability – butIbrahim never complained. He focused only on finding help for his son. Now, they live in a temporary tent exposed to the elements, dependent on aid that may not arrive in time or at all.

    Or Mohammed, a young man from Ethiopia who crossed deserts and conflict zones with nothing but the hope of reaching a better life. He never made it to the Gulf. Instead, he found himself stranded in Yemen – detained, beaten, and left without food or shelter. By the time he reached IOM’s Migrant Response Point, he was weak, traumatized, and desperate to go home. The only option left was to register for voluntary return – a journey home that many others never get to take.

    Yemenis are not just victims, They are survivors, caregivers, builders, teachers, mothers, fathers, and children with hopes and ambitions like anyone else.

    These are just three among millions of lives caught in the margins of this protracted crisis. One of the poorest countries in the Arab world is getting poorer – not because of its people, but because the world is slowly turning its back. This war didn’t start yesterday, but its consequences grow heavier by the day. Yemenis are not to blame for what is happening in the world, and yet, they bear the weight of it all. They don’t need our pity – they need our solidarity. Let this be the year we turn empathy into action.

    As the international community gathers in conferences, makes pledges, and sets priorities, Yemen must not be left behind. Yemenis are not just victims. They are survivors, caregivers, builders, teachers, mothers, fathers, and children with hopes and ambitions like anyone else. But words alone will not keep people safe, fed, or sheltered. Don’t let these conversations remain just talk – Yemen needs action. To look away now would not just be a failure of diplomacy – it would be a failure of humanity.

    Originally published on IOM Blogs on 26 March 2025.

    MIL OSI United Nations News –

  • MIL-OSI Global: To address the environmental polycrisis, the first step is to demand more honesty

    Source: The Conversation – UK – By Mike Berners-Lee, Professor of Sustainability, Lancaster University

    Minerva Studio/Shutterstock

    Climate breakdown is major threat to life as we know it, but it is just one element of a much wider environmental polycrisis that includes biodiversity loss, energy and pollution, food security, population growth and disease outbreaks. That can feel overwhelming and make people feel helpless, especially when we see that global emissions are higher than ever – even after three decades of UN climate summits.

    The good news is that, despite our failure so far, it is possible for us to do better. And the sticking point has not been lack of technology. To look for the point of maximum leverage that all of us can have, we need to look deeply into the reasons behind our frustrating lack of progress to date.

    In my new book, A Climate of Truth, I argue that society radically needs to become more honest. In politics, media and business. The worst failure in our attempts to tackle the world’s environmental and societal problems have deceit at their core.

    By holding power to account, insisting on transparency and shining a light on any greenwash, we can start to build the conditions under which the quality of decision-making and action that we so desperately need can become possible at last.

    Dishonesty, to be clear, isn’t just about clearcut lies. These are just the tip of the iceberg. Just as dangerous are such techniques as subtle twists, misdirections of attention, biased selection of evidence, using loopholes and failing to call out deceitful colleagues.

    Bullshit, as defined by American professor of philosophy Harry Frankfurt, is a blend of fact and fiction concocted to persuade. The craft of misleading the public has been refined over decades by corporate interests, advertising executives, media moguls and the worst politicians for their own financial gain, social standing or power.

    Many people in the west have become careless in their requirement for this basic standard from their leaders. We have allowed a growing a false narrative, propagated by the most dishonest among us, that lies are a normal and inevitable part of everyday life. And the results of our post-truth experiment are now starting to come in, with, sadly, plenty more consequences yet to come.

    It is now high time not just for a reset on honesty, but to raise the bar beyond anything the global community has ever known. Why do we need a higher standard than ever? Because deceit throws a spanner into any decision-making process and our complex, urgent polycrisis demands the highest quality, wisest decision-making that we can possibly attain.

    How can we achieve a culture of basic honesty when that very complexity makes deceit easier than ever? The answer is to create a high enough price for being caught. We need to treat deliberate deception as a form of abuse.

    Just one incident tells us that a politician does not have our best interests at heart and is unfit for office – although we might have to vote for the least un-fit politician to gradually raise the bar – plus that their colleagues who stayed quiet in the knowledge of their deceit are also unfit for office. The same goes for businesses and media. This is something we can collectively and consistently insist upon.

    The push for integrity

    In practice, the starting point is to ask the most careful and discerning questions that we can. We need to look at the track record of people, and the ownership and track records of media empires and companies.

    We need to switch wherever we can to the most honest alternatives. We can achieve that by disowning unfit politicians, starving out bad media, supporting the best media that we find, and spending our money on companies that act with integrity for a better world. We need to challenge those around us who are not so discerning and initiate conversations with friends, relatives and colleagues to encourage the quest for more truthful leadership.

    These actions are so simple yet so important because we cannot even begin to make progress without raising this standard. Whichever aspect of environmental or social change you care about most, this is your point of maximum leverage – and your route to maximum agency.

    Don’t have time to read about climate change as much as you’d like?

    Get a weekly roundup in your inbox instead. Every Wednesday, The Conversation’s environment editor writes Imagine, a short email that goes a little deeper into just one climate issue. Join the 40,000+ readers who’ve subscribed so far.

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

    – ref. To address the environmental polycrisis, the first step is to demand more honesty – https://theconversation.com/to-address-the-environmental-polycrisis-the-first-step-is-to-demand-more-honesty-251742

    MIL OSI – Global Reports –

  • MIL-OSI United Kingdom: ESFA Update: 26 March 2025

    Source: United Kingdom – Executive Government & Departments

    Correspondence

    ESFA Update: 26 March 2025

    Latest information and actions from the Education and Skills Funding Agency for academies, schools, colleges, local authorities and further education providers.

    Applies to England

    Documents

    ESFA Update further education: 26 March 2025

    HTML

    ESFA Update academies: 26 March 2025

    HTML

    ESFA Update local authorities: 26 March 2025

    HTML

    Details

    Latest for further education

    Article Title
    Information Transfer of Education and Skills Funding Agency (ESFA) functions to the Department for Education (DfE)
    Information Updated adult skills fund – funding rates and formula guidance 2024 to 2025
    Information 16 to 19 funding rates and formula 2025 to 2026
    Information Provider data self-assessment toolkit updated
    Information New college financial framework documents for the financial year 2024 to 2025
    Information Good practice guidance for colleges and academy trusts on novel, contentious and repercussive transactions
    Information Publishing the 2025 to 2026 apprenticeship funding rules

    Latest information for academies

    Article Title
    Information Transfer of Education and Skills Funding Agency (ESFA) functions to the Department for Education (DfE)
    Information Pupil premium conditions of grant and technical note for the 2025 to 2026 financial year
    Information 16 to 19 funding rates and formula 2025 to 2026
    Information Academy national non-domestic rates claims guidance updated for 2025 to 2026
    Information Academies Accounts Direction for 2024 to 2025
    Information Good practice guidance for colleges and academy trusts on novel, contentious and repercussive transactions
    Information Related Party Transactions (RPTs) online form portal downtime
    Events and webinars Risk protection arrangement members only – stress workshop

    Latest information for local authorities

    Article Title
    Information Transfer of Education and Skills Funding Agency (ESFA) functions to the Department for Education (DfE)
    Information Pupil premium conditions of grant and technical note for the 2025 to 2026 financial year
    Information Updated adult skills fund – funding rates and formula guidance 2024 to 2025
    Information 16 to 19 funding rates and formula 2025 to 2026
    Information Updated dedicated schools grant (DSG) management plan template and accompanying guidance for 2025 to 2026
    Information The national non-domestic rates (NNDR) operational guidance for billing authorities updated for 2025 to 2026
    Events and webinars Risk protection arrangement members only – stress workshop

    Updates to this page

    Published 26 March 2025

    Sign up for emails or print this page

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Sir Martyn Oliver’s speech to Parentkind

    Source: United Kingdom – Executive Government & Departments

    Speech

    Sir Martyn Oliver’s speech to Parentkind

    Sir Martyn Oliver, Ofsted’s Chief Inspector, spoke to Parentkind on the role of parents in education.

    Thank you, thank you to Jason [Elsom, CEO, Parentkind] to everyone whether you’re in the room or online. It’s wonderful to be here, I want to thank Parentkind for the opportunity, and for all of the work they do. It’s always fantastic to speak directly to parents and carers. It’s so important that you are involved in the dialogue around education. That your voices, and the voices of your children are heard.

    I know from all my time as a teacher, a head, a multi-academy trust leader and now as His Majesty’s Chief Inspector at Ofsted, that education works best when children, families and schools all work together.

    Education is a team sport, and you need every member of the team to be pulling in the same direction.

    The power of education

    I saw this in my time as an art teacher, if you can believe it. I loved my job. I loved being able to see the impact that education can have on an individual child. You do all that you can to pass on knowledge and skills, but you also want to light a fire in children so they enjoy and keep learning throughout their lives. Teachers do this remarkable work every single day. But it’s in these roles that you also see the limitations of what can be achieved if something in the child’s home life isn’t working.

    My biggest fear as a headteacher wasn’t Ofsted nor was it the responsibility of the actual job itself, it was the fear that there may be or there will be a child in one of my schools whose needs were not being met and that they wouldn’t go on to have the remarkable impact on society that they could have had: a child not able to attend PE enrichment and misses out on a sport they may have excelled at and gone to represent the country in, or a child not taking the right exam option and not going to make a break-through discovery in that field. These are the real-world and long-lasting consequences to what happens in education.

    I saw it again when I became a head of sixth form. It was a wonderful role, helping to prepare young people for the world. But again, it only worked if the child and their family are also active participants in education and that progression.

    In my first school, I stayed and taught art for 7 years and I was really fortunate enough to be given a few classes who I could see through from Year 7 all the way through to taking the their GCSEs and the first A-level class in that school when they got to Year 12. Seeing one generation through the school from start to finish and working with both the children and their parents as they flourished at GCSE and then A-level art before going on to university and having really successful careers is incredibly powerful, and satisfying as a career. The open and honest relationship with parents was critical each and every step of the way.

    And I saw it as a headteacher. In that role, you’re working not just for the community within the school gates, but also the community outside those gates. You need to make sure that the children in the school are getting all the education and the opportunities that they can.

    But you also need to be heavily invested in what happens before they arrive and when they leave school at the end of the day. In some cases, you need to understand why they are not coming in the first place. You need to support the aspirations of children and also the aspirations of their parents and carers. And you need to make sure everyone gets to work together to support the development of every child.

    Beyond the individual

    Of course, we want all parents to be involved in their children’s learning. To read to them, and to read with them. To support them with homework. To challenge and encourage them. I’m sure all of you involved in Parentkind exemplify this.

    But what’s even more encouraging is when parents get involved in the life of the school itself. When they begin to help not only their child’s learning, but the learning of all children at that school, including those who may not have strong parental advocacy.

    We know that schools with strong parent engagement thrive and succeed. As Parentkind regularly point out, it has been linked to improvements in attendance, behaviour, and academic achievement.

    And PTAs are a fantastic way to do that, and I know many of you, here and online, are involved in that way. The same can be said for parent governors, again I know many of you have taken that route.

    I was lucky enough to work with some fantastic PTAs and governors – in my first year of teaching I joined my school’s PTA and by the second year, incredibly, I chaired the group! You can imagine the impact it had on me as a young teacher chairing a group which consisted of the headteacher and chair of governors. Yet again though, I saw the power of parents and the school working together – this time not for the benefit of any one child, but of all children in that community.

    But whether or not you join the PTA or the governing board, parents should understand what schools are doing and why they take the decisions they take. This requires active engagement from the parent, and active communication from the school. In loco parentis only works if the parents and teachers trust each other. It’s a two-way street.

    When it’s done right, when parents and carers really buy in to the school and its ethos, then they become part of a united community, working together.

    When the relationship breaks

    But of course, we have also heard a lot recently about what can happen when this relationship and community is not there. When there is breakdown of trust between parents and schools. Sometimes this results in friction, or even outright hostility between parents and school leaders.

    A survey of teachers called Teacher Tapp reported recently that over 40% of teachers and school leaders reported seeing negative online comments from parents about staff or their school since September.

    In another Teacher Tapp survey at the end of the last school year, 9% of teachers said they had been the subject of an allegation from a parent. Obviously, some of these are legitimate grievances, and parents should be able to raise concerns. But nearly 1 in 10 of teachers feels high to me.

    Other teacher representatives talk about abuse of teachers becoming more of a problem.

    This sort of relationship breakdown can be hard to recover from. Trust is not built overnight, and once it’s lost it can take months or even years to rebuild. But the only way to tackle that is more openness and transparency.

    We want to encourage parental engagement. Engagement in the right way, the way so many of you will be doing it.

    We know how social media has come to influence the dynamics of school communities – positively and negatively. It’s such a powerful tool, and it can be an amazing way to bring people together. But it can also hand a microphone to the pub bore, a megaphone to the bully and help the rabble rouser find his or her rabble without leaving their armchair.

    The world seems to be getting more antagonistic and adversarial. So, you can understand why a school leader might be wary of engaging with parents. But I always found that the way to defuse tensions, tackle rumours and build common purpose with parents is more communication, not less. More openness, not less. And more information sharing, not less. So, I say: join the PTA, don’t join the pile on!

    Because I know from my experience, it will be welcomed. And Parentkind’s survey backs this up too. You found that 85% of teachers agree that parental engagement in school life has benefits and 75% agree that it improves outcomes for young people.

    So I want Ofsted to play its part in better communication.

    Our new report cards

    I hope that our proposals for new report cards, to be introduced from November, will prove a game-changer.

    They are based on what we heard from parents in the Big Listen. You told us that you wanted a broad evaluative approach with clear reporting on what your child’s school or nursery or college is doing well and what it needs to work on.

    That’s exactly what we think we have designed. A report card that provides more detailed and nuanced information for you.

    Now I know some of you were happy with the old system. After all, the one-word overall judgement was praised for its simplicity. But that simplicity also frustrated many parents who wanted more detailed information – more tailored to the needs of their children.

    One-word judgements could also have unintended consequences. Where parents had a choice in schools – in cities and larger towns – the one-word judgement could lead to schools being over or under subscribed. This is frustrating for parents and potentially damaging for schools who could find their local reputation ‘locked’ for years, with a knock-on effect on everything from recruitment and retention of teachers, to local house prices.

    The changes we’re proposing will do things differently. We will report on a much wider range of areas. Things that matter, I hope, to you. Things like behaviour, achievement, attendance, teaching and the curriculum, leadership and governance, and inclusion – really looking in detail at how schools make sure their pupils all have a sense of belonging, especially those who are disadvantaged, vulnerable, or have special educational needs. For each area, you will be able to see a clear grade, and a description of what we found when we inspected the school.

    Report cards will help give a more balanced picture of schools. Because the best schools aren’t perfect and have areas where they could do better, and the schools which might be seen as ‘weaker’ will have aspects of their work that they do really well. In that way a school’s report card will be much closer to a child’s school report. Going back to my art teacher days, the one-word grade paints a monochrome picture of a school; and now we want to paint it in colour.

    Wouldn’t it be great if more balanced reporting, acknowledging both strengths and weaknesses, put paid to the idea that a school is seen as a 100% ‘success’ or a 100% ‘failure’. And instead parents had the information they needed to choose schools based on the specific things they thought were most important to their children.

    Somewhere with great standards of behaviour. Somewhere with exceptional support for children with special educational needs or disabilities. Somewhere which delivers great outcomes and achievements. Somewhere that really prioritises the wellbeing and personal development of its pupils. Parents and carers will be able to see how local schools perform on these. That might change the way schools are seen by their communities and change established patterns of school applications.

    But I know for many of you – particularly if you live outside of cities – there really isn’t much choice between schools. I still think more detailed information will really help you. You’ll be able to see what’s working well and what needs attention at your local school. And I believe this level of information will help inform a better, more constructive conversation between school leaders and their communities – to address some of those tensions I spoke about a few minutes ago.

    And we want to do more to encourage this constructive dialogue. As I said, we know that an engaged community leads to a better school. So, our proposals for inspecting the leadership and governance of a school talk explicitly about the need for leaders to ‘engage with and work effectively with parents and carers and the local community to support pupils’ achievement and well-being.’ – that’s a direct quote from our school inspection toolkit. I know that’s something that Parentkind has welcomed.

    Driving higher standards

    Above all, we hope this approach will drive ever higher standards for children. It will give schools an independent and expert assessment of what they’re doing well and where they could improve. It will validate, assure, and celebrate their hard work, and shine a light on how they can do even better.

    And it will help you, as parents, meaningfully engage with the school on the issues that need attention. Sometimes, it may validate your concerns, other times it may reassure you that an individual experience is not the norm.

    It will also help the government better target support where it is needed. By reporting specifically on topics like attendance or behaviour, we can help government decide when and where to provide expert assistance to those who need it most. And we also want to help schools – as well as nurseries and further education colleges – to see which of their peers are really blazing a trail, through our new exemplary grade. So, we will highlight some of the best national examples of where schools are doing something truly exceptional.

    Initial support from parents

    Of course, what I’ve set out today are our proposals, they are not set in stone. Our consultation on a new way of inspecting is open until 28th April and it’s on our website – ‘gov.uk/Ofsted’. Please, please read the proposals and give us every one of your views.

    I’m sure there are things that could be better. Things we could refine. But we are encouraged that parents seem to support the broad approach that we have set out.

    We recently commissioned independent research from YouGov. They polled parents on our proposed report cards and have just shared the results with us.

    Almost 7 out of 10 of the parents surveyed said they prefer the new-look report cards to our current inspection reports. Just 15% said they preferred the old system.

    And nearly 9 out of 10 parents said the report cards are easy to understand. 84% thought that the colour-coding we propose to use on the reports is helpful.

    And it’s worth adding that two thirds of parents said they support Ofsted continuing to grade schools. That is important, as grading does come in for some criticism – but parents are consistent: they told us in the Big Listen they wanted it and they’ve told us again in this new survey.

    It’s great to see this level of support. But obviously, we need a system that works for everyone. It needs to work for you as parents and, most importantly, it needs to work for children. But it also needs to work for those working in schools and nurseries and colleges.

    Sometimes that’s a balancing act. But I do not see the two as in opposition. After all, you and your children want happy teachers. You don’t want to see high turnover any more than leaders do. And you want schools to be able to focus on what really matters and provide the best possible education.

    So, we’ve tried to design a system that does just that. That drives higher standards for children, that improves reporting for you and enables engagement for you, and that reduces pressure on everyone working in education.

    Conclusion

    So, it’s really important that we capture parents’ opinions in the consultation. So, thank you for all of you who have already taken part – and thank you in advance if you plan to do so.

    And I’d like to end by recognising the incredible work so many of you do as PTA members, or parent governors. Thank you for supporting schools, for contributing to your communities, and for improving the education prospects not just of your own children, but of all the children in your neighbourhoods. So thank you for the work you do, it’s so important. It’s been a pleasure talking to you. Thank you.

    Updates to this page

    Published 26 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Fast Stream opens doors for North East civil servant Keiron

    Source: United Kingdom – Executive Government & Departments

    Case study

    Fast Stream opens doors for North East civil servant Keiron

    Meet Keiron Ringwood who is among the one in nine fast streamers in 2024 who joined the accelerated development scheme from within the Civil Service.

    Keiron Ringwood

    For Keiron Ringwood, being able to build a career on his home turf has always been a big priority.

    So, after joining the Civil Service straight from university, he wanted to be able to grow his career while continuing to live in his beloved North East of England.

    After working as an administration officer for HMRC in Durham and an executive officer for DEFRA in Newcastle, he applied for the Civil Service’s prestigious Fast Stream accelerated development scheme and secured a place on his second attempt.

    Though it’s best known as one of the UK’s top graduate employers, the Civil Service’s Fast Stream is also open to existing civil servants who made up around one in nine of successful applicants in 2024.

    Keiron’s role as a Fast Stream policy advisor in His Majesty’s Treasury in Darlington has broadened his horizons in ways he never imagined.

    Its combination of formal training and enriched workplace opportunity has set him on a path which should see him become a Grade 7 at the end of three years.

    “What I enjoy most is the chance the Fast Stream gives you to learn about the way the government works and to meet people from different backgrounds and from different parts of the country,” he said.

    “I’m making the most of the experience and learning as much as I can from the people, the training and workplace opportunities I’m getting.” 

    Keiron was brought up in Hartlepool. After getting Cs and Bs in his GCSEs at his local comprehensive school, he came into his own during his Sixth Form years and achieved distinctions in BTEC business and law qualifications. Throughout his studies he also managed to support himself through hospitality jobs at his local McDonalds and Hartlepool Catholic Club.

    Despite gaining a First Class degree in journalism at nearby Sunderland University, he decided against a career in the media and opted instead to follow his parents into the Civil Service.

    “My mum and step dad have been administration officers in DWP for more than 30 years and I was attracted to the structure and security of a Civil Service role,” he said.

    “I put a lot into all my posts, but securing a place on the Fast Stream gave me confidence that the Civil Service was an organisation in which I could progress. If it hadn’t been, I would have left and gone elsewhere.”

    While Keiron did not get into the Fast Stream on his first try, he succeeded on his second attempt and could not have been more delighted to learn the scheme could, in his case, accommodate his request for a local placement 

    “My friends and family are in the region so staying where my roots are is a non-negotiable for me,” he said.

    Keiron currently leads on the policy relating to tax-free childcare, developing the policy in a way that improves take-up.

    Being on the Fast Stream has set him on a steep development path that has seen his confidence increase.

    “I used to feel inferior because of my background and accent,” he said.

    “But I’m learning alongside people with very different upbringings and feel I fit in as I am just fine.”

    Find out more about the Fast Stream here.

    Updates to this page

    Published 26 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Spring Statement 2025 speech

    Source: United Kingdom – Executive Government & Departments 3

    Speech

    Spring Statement 2025 speech

    Spring Statement 2025 speech as delivered by Chancellor Rachel Reeves.

    Mr Speaker, [political content redacted]. 

    To provide security for working people. 

    And to deliver a decade of national renewal. 

    That work began in July – and I am proud of what we have delivered in just nine months. 

    Restoring stability to our public finances…  

    … giving the Bank of England the foundation to cut interest rates…  

    … three times since the General Election.  

    Rebuilding our public services… 

    … with record investment in our NHS… 

    … bringing waiting lists down for 5 months in a row.   

    And increasing the National Living Wage… 

    … to give 3 million people a pay rise from next week.  

    Now our task is to secure Britain’s future… 

    … in a world that is changing before our eyes.  

    The threat facing our continent was transformed when Putin invaded Ukraine. 

    It has since escalated further…  

    … and continues to evolve rapidly.  

    At the same time, the global economy has become more uncertain…  

    … bringing insecurity at home… 

    … as trading patterns become more unstable… 

    … and borrowing costs rise for many major economies.  

    Mr Speaker, the job of a responsible government is not simply to watch this change. 

    This moment demands an active government. 

    A government not stepping back, but stepping up.  

    A government on the side of working people…  

    … helping Britain to reach its potential.  

    We have the strengths to do just that… 

    … as one of the world’s largest economies … 

    … an ally to trading partners across the globe…  

    … and a hub for global innovation.  

    These strengths… 

    … and the progress we have made so far… 

    … mean we can act quickly and decisively in a more uncertain world… 

    … to secure Britain’s future… 

    … and to deliver prosperity for working people. 

    Mr Speaker, as I set out at the Budget last year… 

    … I am today returning to the House to provide an update on our public finances… 

    … supported by a new forecast from the independent Office for Budget Responsibility… 

    … ahead of a full Spending Review in June. 

    I will then return to the House in the autumn to deliver a budget… 

    … in line with our commitment to deliver just one major fiscal event a year. 

    So let me turn now to the OBR’s forecasts… 

    … and I want to thank Richard Hughes and his team for their dedicated work. 

    The increased global uncertainty has had two consequences. 

    First, on our public finances. 

    And second, on our economy. 

    I will take each in turn.  

    In the autumn, I set out new fiscal rules that would guide this government. 

    These fiscal rules are non-negotiable. 

    They are the embodiment of this government’s unwavering commitment… 

    … to bring stability to our economy… 

    … and to ensure security for working people. 

    [political content redacted]

    But we must earn that trust every single day.  

    The two fiscal rules that I set out at the Budget were… 

    First, our “Stability Rule”, which ensures that public spending is under control… 

    … balancing the current budget by 2029-30… 

    … so that day-to-day spending is met by tax receipts.  

    Second, our “Investment Rule” to drive growth in the economy… 

    … ensuring that net financial debt falls by the end of the forecast period…  

    … while enabling us to invest alongside business. 

    Turning first to the Stability Rule, the OBR’s forecast shows that… 

    … before the steps that I will take in this statement…  

    … the current budget would have been in deficit by £4.1bn in 2029-30… 

    … having been in surplus by £9.9bn in the autumn…  

    … as the UK, alongside our international peers like France and Germany… 

    … has seen the cost of borrowing rise during this period of heightened uncertainty in global markets. 

    As a result of the steps that I am taking today… 

    … I can confirm that I have restored in full our headroom against the “stability rule”…  

    … moving from a deficit of £36.1bn in 2025-26 and £13.4bn in 2026-27… 

    … to a surplus of £6.0bn in 2027-28, £7.1bn in 2028-29 and a surplus of £9.9bn in 2029-30. 

    [political content redacted]

    That means that we are continuing to meet the Stability Rule two years early…  

    … building resilience to shocks in this, a more uncertain world.  

    The OBR forecast that the “investment rule” is also met two years early… 

    … with net financial debt of 82.9% of GDP in 2025-26 and 83.5% in 2026-27… 

    … before falling from 83.4% in 2027-28, to 83.2% in 2028-29 and 82.7% in 2029-30…  

    … providing headroom of £15.1bn in the final year of the forecast… 

    … broadly unchanged from the autumn.  

    [political content redacted]

    … debt interest payments now stands at £105.2bn this year… 

    … Mr Speaker, that is more than we allocate on Defence, the Home Office and Justice combined. 

    [political content redacted]

    So the responsible choice is to reduce our levels of debt and borrowing in the years ahead… 

    … so that we can spend more on the priorities of working people. And that is exactly what this government will do. 

    Mr Speaker. 

    I said that our fiscal rules were non-negotiable. 

    And I meant it. 

    I will always deliver economic stability. 

    And I will always put working people first.  

    [political content redacted]

    I said it at the Budget. 

    And I say it again today. 

    Let me now set out the steps the government has taken.  

    At the Budget we protected working people… 

    … by keeping our promise not to raise their rates of National Insurance, income tax or VAT. 

    At the same time, we began to rebuild our public services…  

    [political content redacted]

    Ours were the right choices, the right choices for stability and the right choices for renewal… 

    … funded by the decisions that we took on tax.  

    As I promised in the autumn, this Statement does not contain any further tax increases.  

    But when working people are paying their taxes, while still struggling with the cost-of-living…  

    …it cannot be right that others are still evading what they rightly owe in tax.  

    In the Budget, I delivered the most ambitious package of measures that we have ever seen… 

    … to cut down on tax evasion… 

    … raising £6.5bn per year by the end of the forecast.  

    Today, I go further… 

    … continuing our investment in cutting-edge technology … 

    … investing in the HMRC’s capacity to crack down on tax avoidance… 

    … and setting out plans to increase the number of tax fraudsters charged every year by 20%. 

    These changes raise a further £1bn… 

    … taking the total revenue raised from reducing tax evasion under this [political content redacted] government to £7.5bn… 

    … figures verified by the Office for Budget Responsibility…  

    … and I want to thank my Honourable Friend the Exchequer Secretary for his continued work in this area.  

    Mr Speaker, last week my Right Honourable Friend the Secretary of State for Work and Pensions, set out this government’s plans to reform the welfare system.  

    [political content redacted]

    We believe that if you can work, you should work… 

    … but if you can’t work, you should be properly supported.  

    This government inherited a broken system.  

    More than 1,000 people are qualifying for Personal Independence Payments. 

    And 1 in 8 young people are not in employment, education or training. 

    If we do nothing, we are writing off an entire generation.  

    That cannot be right and we will not stand it.  

    It is a waste of their potential and it is a waste of their futures and we will change it. 

    As my Right Honourable Friend said in her statement last week… 

    … the final costings would be subject to the OBR’s assessment. 

    Today, the OBR have said… 

    … that they estimate the package will save £4.8bn in the welfare budget… 

    … reflecting their judgements on behavioural effects and wider factors. 

    This also reflects final adjustments to the overall package… 

    … consistent with the Secretary of State’s statement last week… 

    … and the government’s Pathways to Work Green Paper. 

    The Universal Credit Standard Allowance will increase from £92 per week in 2025-26 to £106 per week by 2029-30… 

    … while the Universal Credit Health element will be cut for new claimants by 50% and then frozen.  

    On top of this, we are investing £1bn to provide guaranteed, personalised employment support to help people back into work… 

    … and £400m to support the Department for Work and Pensions and our Job Centres to deliver these changes effectively and fairly… 

    … taking total savings after that for the package to £3.4bn. 

    Whilst spending on disability and sickness benefits will continue to raise, these plans 

    mean that welfare spending as a share of GDP will fall between 2026-27 and the end of the forecast period.  

    [political content redacted]

    We are reforming our welfare system… 

    … making it more sustainable… 

    … protecting the most vulnerable… 

    … and supporting more people back into secure work lifting them out of poverty.  

    Mr Speaker, at the Budget, I fixed the foundations of our economy to deliver on the promise of change. 

    That work has already begun. 

    2 million extra appointments in our NHS. 

    Waiting lists down.  

    New breakfast clubs opening across England. 

    The largest settlements in real terms for Scotland, Wales and Northern Ireland in the history of devolution.  

    Asylum costs, falling. 

    Promises made, promises kept.  

    [political content redacted]

    At the Budget… 

    … alongside providing an increase in funding for this year and next… 

    … I set the envelope for the Spending Review… 

    … which we will deliver in June… 

    led by my RHF the Chief Secretary to the Treasury 

    … to set departmental budgets until 2028-29 for day-to-day spending… 

    … and until 2029-30 for capital spending.  

    Today, I am reflecting two steps that we have taken in our spending plans.  

    First, because we are living in an uncertain world… 

    … as the Prime Minister has set out… 

    … we will increase defence spending to 2.5% of GDP, reducing overseas aid to 0.3% of Gross National Income. 

    This means we save £2.6bn in day-to-day spending in 2029-30… 

    … to fund our more capital-intensive defence commitments.  

    Second, in recent months, we have begun to fundamentally reform the British state… 

    … driving efficiency and productivity across government… 

    … to deliver tangible savings… 

    … and improve services across our country. 

    Earlier this month, the Prime Minister set out our plans to abolish the arms-length body NHS England… 

    … and ensure that money goes directly to improving the service for patients. 

    My Right Honourable Friend the Health Secretary is driving forward vital reforms to increase NHS productivity… 

    … bearing down on costly agency spend… 

    … to save money so that we can improve patient care. 

    And my Right Honourable Friend the Chancellor of the Duchy of Lancaster is taking forward work to significantly reduce the costs of running government… 

    … by 15%, worth £2bn, by the end of the decade. 

    This work shows that we can make our state leaner, and more agile… 

    … delivering more resources to the frontline…  

    … while ensuring we control day-to-day spending to meet our fiscal rules. 

    Today, I build on that work… 

    … by bringing forward £3.25bn of investment… 

    … to deliver the reforms that our public services need…  

    … through a new Transformation Fund.  

    That is money brought forward now… 

    … to bring down the costs of running government by the end of the forecast period…   

    … by making public services more efficient, more productive and more foucssed on the user. 

    I can confirm today the first allocations from this fund… 

    … including funding for Voluntary Exit Schemes to reduce the size of the Civil Service… 

    … pioneering AI tools to modernise the state… 

    … investment in technology for the Ministry of Justice to deliver probation services more effectively… 

    … and up-front investment so we can support more children in foster care… 

    … to give them the best possible start in life… 

    … and reduce cost pressures in the future. 

    Our work to make government leaner… 

    … more productive… 

    … and more efficient… 

    … will help deliver a further £3.5bn of day-to-day savings by 2029-30. 

    Overall, day-to-day spending will be reduced by £6.1bn by 2029-30…  

    … and it will now grow by an average of 1.2% a year above inflation…  

    … compared to 1.3% in the Autumn. 

    Mr Speaker, I can confirm to the House that day-to-day spending will increase in real terms, above inflation, in every single year of the forecast.  

    And in the Spending Review, apart from the reduction in overseas aid… 

    … day-to-day spending across government has been fully protected.   

    I can also confirm our approach to capital investment.  

    In the Autumn Budget I announced £100bn of additional capital spending…  

    … to crowd in investment from the private sector… 

    … to fix our crumbling infrastructure…  

    … and to create jobs in every corner of our country. 

    [political content redacted]

    Today, I am instead increasing capital spending … 

    … by an average of £2bn per year compared to the Autumn…  

    … to drive growth in our economy… 

    … and to deliver in full our vital commitments on defence. 

    This government will ensure that every pound we spend will deliver for the British people… 

    … by increasing productivity… 

    … driving growth in our economy… 

    … and improving our frontline public services.  

    Mr Speaker, let me turn now to the impact of increased uncertainty on our economy. 

    To deliver economic stability, we must work closely with the Bank of England… 

    … supporting the independent Monetary Policy Committee to meet their 2% inflation target.  

    There have been three interest rate cuts since the General Election and today’s data showed that inflation fell in February. 

    [political content redacted]

    … the OBR forecast that CPI inflation will average 3.2% this year… 

    … before falling rapidly to 2.1% in 2026 and meeting the 2% target from 2027 onwards… 

    … giving families and businesses the security that they need… 

    … and providing our economy with the stable platform it needs to grow. 

    Mr Speaker… 

    … earlier this month, the OECD downgraded this year’s growth forecast for every G7 economy, including the UK. 

    And the OBR have today revised our growth forecast for 2025… 

    … from 2% in the autumn… 

    … to 1% today. 

    I am not satisfied with these numbers. 

    That is why we on this side of the house are serious about taking the action needed to grow our economy.  

    Backing the builders, not the blockers…  

    … with a third runway at Heathrow Airport… 

    … and the Planning and Infrastructure Bill.  

    Increasing investment… 

    … with reforms to our pension system… 

    … and a new National Wealth Fund.  

    And tearing down regulatory barriers… 

    … in every sector of our economy. 

    That is a serious plan for growth. 

    That is a serious plan to improve living standards.  

    That is a serious plan to renew our country.  

    Mr Speaker, a changing world presents challenges.  

    But it also presents new opportunities.  

    For new jobs. 

    … and new contracts… 

    … in our world-class defence industrial centres… 

    … from Belfast to Deeside, and from Plymouth to Rosyth. 

    In February, the Prime Minister set out our government’s commitment to increase spending on defence to 2.5% of GDP from April 2027… 

    The biggest sustained increase in defence spending since the end of the Cold War 

    …and an ambition to spend 3% of GDP on defence in the next parliament. 

    That was the right decision in a more insecure world… 

    … putting an extra £6.4bn into defence spending by 2027. 

    But we have to move quickly in this changing world. 

    And that starts with investment. 

    So today I can confirm that I will provide an additional £2.2bn for the Ministry of Defence in the next financial year… 

    … a further downpayment on our plans to deliver 2.5% of GDP by 2027.  

    This additional investment is not just about increasing our national security…  

    … but increasing our economic security, too.  

    As defence spending rises, I want the whole country to feel its benefits. 

    So I will set out the immediate steps that we are taking to boost Britain’s defence industry… 

    … and to make the UK a defence industrial superpower.  

    We will spend a minimum of 10% of the Ministry of Defence’s equipment budget on novel technologies … 

    … including drones and AI enabled technology… 

    … driving forward advanced manufacturing production in places like Glasgow, in Derby and in Newport… 

    … creating demand for highly skilled engineers and scientists… 

    … and delivering new business opportunities for UK tech firms and start-ups.  

    We will establish a protected budget of £400m within the Ministry of Defence… 

    … a budget that will rise over time for UK Defence Innovation… 

    … with a clear mandate to bring innovative technology to the front line at speed. 

    We will reform our broken defence procurement system… 

    … making it quicker, more agile and more streamlined…. 

    … and giving small businesses across the UK better access to Ministry of Defence contracts. 

    Something welcomed by the Federation of Small Businesses. 

    We will take forward our Plan for Barrow, a town at the heart of our nuclear security… 

    … working with my Honourable Friend the Member for Barrow and Furness…  

    … and providing £200m, supporting the creation of thousands of jobs there. 

    We will regenerate Portsmouth naval base, securing its future…   

    … as called for by my Honourable Friend the Member for Portsmouth South. 

    We will secure better homes for thousands of military families… the homes that they deserve [political content redacted]. 

    … homes for our military families in the constituencies of my Honourable Friends for Plymouth Moor View, Plymouth Sutton & Devonport, York Outer and in Aldershot.  

    That is the difference that this [political content redacted] government is making.  

    Finally, Mr Speaker, we will provide £2bn of increased capacity for UK Export Finance… 

    … to provide loans for overseas buyers of UK defence goods and services… 

    Because I want to do more with our defence budget so we can buy and make and sell things here in Britain.  

    … giving further opportunities for our world leading defence companies and those who work in them… 

    … to grow and create jobs here in Britain… 

    … as military spending rises right across Europe.  

    To oversee all of this vital work… 

    … my Right Honourable Friend the Defence Secretary and I will establish a new Defence Growth Board… 

    … to maximise the benefits from every pound of taxpayers’ money that we spend. 

    And we will put defence at the heart of our modern industrial strategy… 

    … to drive innovation that can deliver huge benefits back into the British economy. 

    Mr Speaker, that is how we make our country a defence industrial superpower… 

    … so the skills of the future… 

    … the jobs of the future… 

    … and the opportunities of the future… 

    … can be found right here in the United Kingdom.  

    Mr Speaker, [political content redacted] there are no shortcuts to economic growth. 

    It will take long-term decisions.  

    It will take hard yards. 

    It will take time for the reforms that we are introducing to be felt in the everyday economy. 

    It is right that the Office for Budget Responsibility consider the evidence… 

    … and look carefully at measures before recognising a growth impact in their forecast.  

    But, Mr Speaker, I can announce to the House…  

    … that the OBR have considered – and have scored – one of the central planks of our plan for growth.  

    In my first week as Chancellor, I announced that we were pursuing the most ambitious set of planning reforms in decades… 

    … to get Britain building again. 

    And in December – we published changes to the National Planning Policy Framework… 

    … driven forward tirelessly by my Right Honourable Friend the Deputy Prime Minister…  

    … reintroducing mandatory housing targets… 

    … and bringing “grey belt” land into scope.  

    The OBR have today concluded that these reforms will permanently increase the level of real GDP… 

    … by point 0.2% by 2029-30… 

    … an additional £6.8bn in our economy… 

    … and by point 0.4% of GDP within 10 years… 

    … an additional £15.1bn in our British economy. 

    Mr Speaker, that is the biggest positive growth impact that the OBR have ever reflected in their forecast, for a policy with no fiscal cost.  

    And taken together with our plans to increase capital spending that we set out in the Budget last year… 

    … this government’s policies will increase the level of real GDP by point 0.6% in the next ten years.  

    Mr Speaker, that is the difference that this [political content redacted] government is making. 

    Policies to grow our economy.

    [political content redacted]

    The OBR have concluded that our reforms will lead to housebuilding reaching a forty-year high… 

    …  of 305,000 a year by the end of the forecast period.  

    And changes to the National Planning Policy Framework alone… 

    … will help build over 1.3 million homes in the UK over the next five years… 

    … taking us within touching distance…  

    … of delivering our manifesto promise to build 1.5 million homes in England in this parliament. 

    [political content redacted]

    The impact on our economy goes further still.  

    [political content redacted]

    We need economic growth.  

    So I can today confirm… 

    … that the effect of our growth policies… 

    … including our planning reforms… 

    … means an additional £3.4 billion to support our public finances and our public services by 2029-30. 

    The proceeds of growth. 

    [political content redacted]

    Mr Speaker, earlier this week…  

    … we provided an additional £2bn of investment in social and affordable homes next year… 

    … delivering up to 18,000 new homes… 

    … and allowing local areas to bid for new developments across our country… 

    … including sites in Thanet, in Sunderland and in Swindon.  

    More security for families across our country. 

    [political content redacted]

    And to build these new homes… 

    … we need people with the right skills. 

    Earlier this week, my Right Honourable Friend the Education Secretary announced more than £600m… 

    … to train up 60,000 more construction workers…  

    … including with 10 new Technical Excellence colleges across every region of our country… 

    … giving working people the chance to fulfil their potential.  

    New opportunities for our young people. 

    [political content redacted]

    Mr Speaker, all this is just the start.  

    The Planning and Infrastructure Bill passed its second reading on Monday. 

    [political content redacted]

    Once this Bill completes its passage… 

    … it will help deliver the homes and infrastructure our country badly needs. 

    [political content redacted] 

    And today, I can confirm to the House… 

    … that the OBR have upgraded their growth forecast next year… 

    … and every single year thereafter…  

    … with GDP growth of 1.9% in 2026, 1.8% in 2027, 1.7% in 2028, and 1.8% in 2029.  

    Mr Speaker, 

    By the end of the forecast… 

    … our economy is larger compared to the OBR’s forecast at the time of the Budget.

    [political content redacted]

    But Mr Speaker, this isn’t just about lines on a graph. 

    It is about improving people’s lives. 

    Working people are still feeling the pinch after a cost of living crisis [political content redacted] that saw prices spiral. 

    So I am pleased that the OBR confirm today … 

    … that Real Household Disposable Income…  

    … will now grow this year at almost twice the rate expected in the autumn.  

    [political content redacted]

    … and after taking into account inflation… 

    … the OBR say today… 

    … that people will be on average over £500 a year better off under this [political content redacted] government. 

    That will mean more money in the pockets of working people. Higher living standards. 

    [political content redacted]

    Mr Speaker, the world is changing. 

    We can see that… 

    … and we can feel it. 

    A changing world demands a government that is on the side of working people. 

    Acting in their interest. 

    Acting in the national interest.  

    Not retreating from challenges.  

    Not stepping back.  

    But a government with the courage to step up…  

    … to secure Britain’s future…  

    … and to seize the opportunities that are out there before us. 

    I am impatient for change, the British people are impatient for change, [political content redacted].

    And we are beginning to see change happen.  

    Our Plan for Change is working. 

    Defence spending is rising. 

    Waiting lists are falling. 

    Wages are up.  

    Interest rates are cut. 

    [political content redacted]

    And today, Mr Speaker… 

    … the OBR confirm… 

    … that our plan to get Britain building… 

    … will drive growth in our economy… 

    … and put more money in people’s pockets. 

    There are no quick fixes. 

    But we have taken the right choices.  

    [political content redacted]

    Delivering security for our country and security for working people.  

    That is what drives this government. 

    That is what drives me as Chancellor. 

    And that is what drives the choices that I have set out today.  

    And I commend this statement to the House.

    Updates to this page

    Published 26 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI USA: NCDHHS Partners with Hazel Health to Provide Virtual Mental Health Services for K-12 Students in North Carolina

    Source: US State of North Carolina

    Headline: NCDHHS Partners with Hazel Health to Provide Virtual Mental Health Services for K-12 Students in North Carolina

    NCDHHS Partners with Hazel Health to Provide Virtual Mental Health Services for K-12 Students in North Carolina
    jwerner

    The North Carolina Department of Health and Human Services today announced students across North Carolina will soon have access to high-quality, virtual mental health care through Hazel Health. This initiative, supported through an investment by UnitedHealthcare, is part of a broader effort announced last year to provide virtual school-centered mental health care for up to one million students across select states nationwide.

    Through this initiative, nearly 400,000 students – amounting to almost 30% of North Carolina’s K-12 student population – will have access to Hazel Health’s mental health services. Once Hazel is implemented, any student who is enrolled within participating districts will be able to access one of Hazel’s on-staff, licensed therapists before, during and after the school day. Hazel Health services will go live in late March 2025, beginning with Harnett County Schools and Durham Public Schools, with more districts to be added in the coming weeks.

    “Services like school-based telehealth are critical to improving access to mental health care because they meet children and families where they are with the care they need,” said NC Health and Human Services Secretary Dev Sangvai. “We look forward to partnering with our public schools and Hazel Health to further the department’s ongoing work to transform North Carolina’s mental health system and create better outcomes for children and families.”

    More than 1 in 3 high school students in North Carolina have reported feeling sad or hopeless, along with almost 1 in 3 middle school students.  While there are early signs signaling improvement, the numbers still paint a grim picture of the health and wellbeing of our nation’s youngest generation.

    “Many children in schools lack access to essential mental health services, with barriers ranging from provider shortages to cost,” said Kelly Crosbie, MSW, LCSW, Director of the NCDHHS Division of Mental Health, Developmental Disabilities, and Substance Use Services.  “Schools are an essential part of a child’s life, so expanding access to direct mental health care in school addresses the gap in care and can improve a child’s wellbeing, academic performance, social relationships and long-term development.” 

    “Mental health challenges—such as anxiety, depression, and trauma—can severely impact a child’s ability to learn, socialize, and thrive,” said Yvonne Copeland, Director of the NCDHHS Division of Child and Family Well-being. “Many students face barriers to accessing professional mental health support, including transportation issues, long wait times, stigma, and financial constraints. By bringing tele-behavioral health care services to schools, we can remove those barriers and address concerns earlier, setting children up for long-term success.”

    “School-based healthcare is essential to removing obstacles to care, such as transportation and time limitations, to allow for early identification and treatment of behavioral conditions for children of all ages,” said Anita Bachmann, CEO, UnitedHealthcare Community Plan of North Carolina. “We are honored to collaborate with NCDHHS and Hazel Health to ensure that students in select districts – including Harnett and Durham Public Schools – have access to critical mental health services to help them be successful in and out of the classroom.”

    “The cross-functional, public-private partnership in North Carolina shows a deep commitment to ensuring that all students have access to the mental health support they need,” said Andrew Post, President, Hazel Health. “When we prioritize student wellbeing and health now, we’re doing more than boosting their academic achievements – we’re building the groundwork for them to thrive throughout their entire lives.”

    Hazel Health, the nation’s largest provider of school-centered telehealth, serves over 5 million students in 18 states. A third-party study conducted by Clemson University found that 75% of students who participated in Hazel’s online therapy program experienced clinically significant reductions in depression and anxiety after an average of six sessions. Additionally, early research also indicates that Hazel’s therapy program can combat chronic absenteeism. One emerging data point: 68% of students who engaged with Hazel’s therapy program improved their attendance–and over 30% had zero absences!–since their referral to Hazel.
    To learn more, please visit hazel.co.

    About Hazel Health
    Hazel Health is the nation’s largest and most trusted provider of school-based telehealth. By partnering with districts and health plans across the country, Hazel transforms schools into the most accessible front door to pediatric healthcare. Today, Hazel’s licensed providers deliver teletherapy and virtual care (in school or at home) to over four million K-12 students, regardless of their ability to pay. Hazel aims to remove all barriers to the mental and physical health care that children need to thrive in school, at home, and in life. Learn more at hazel.co.

    About the North Carolina Department of Health and Human Services
    NCDHHS manages the delivery of health and human services for all North Carolinians, especially our most vulnerable populations – children, people with disabilities, older adults, and low-income families. Our vision is to advance innovative solutions that foster independence, improve health and safety, and promote well-being in every community across the state. The department works closely with health care professionals, community leaders and advocacy groups; local, state and federal entities; and many other stakeholders to make this happen. Visit ncdhhs.gov.

    El Departamento de Salud y Servicios Humanos de Carolina del Norte anunció hoy que los estudiantes de Carolina del Norte pronto tendrán acceso a atención de salud mental virtual de alta calidad a través de Hazel Health. Esta iniciativa, respaldada a través de una inversión de UnitedHealthcare, es parte de un esfuerzo más amplio anunciado el año pasado para proporcionar atención de salud mental virtual centrada en la escuela para hasta un millón de estudiantes en determinados estados del país.

    A través de esta iniciativa, casi 400,000 estudiantes, que representan casi el 30% de la población estudiantil de grados K a 12 de Carolina del Norte, tendrán acceso a los servicios de salud mental de Hazel Health. Una vez que Hazel se haya implementado, cualquier estudiante que esté inscrito dentro de los distritos participantes podrá acceder a uno de los terapeutas con licencia en el personal de Hazel antes, durante y después del día escolar. Los servicios de Hazel Health comenzarán a funcionar a fines de marzo de 2025, comenzando con las Escuelas Públicas de los condados de Harnett y las escuelas públicas del condado de Durham, y se agregarán más distritos en las próximas semanas.

    “Los servicios como la telesalud escolar son fundamentales para mejorar el acceso a la atención de salud mental, ya que reúnen a los niños y las familias donde se encuentran con la atención que necesitan”, dijo Dev Sangvai, secretario de Salud y Servicios Humanos de Carolina del Norte. “Esperamos colaborar con nuestras escuelas públicas y Hazel Health para promover el trabajo continuo del departamento para transformar el sistema de salud mental de Carolina del Norte y crear mejores resultados para los niños y las familias”.

    Más de 1 de cada 3 estudiantes de secundaria en Carolina del Norte han informado sentirse tristes o desesperanzados, junto con casi 1 de cada 3 estudiantes de secundaria. Si bien hay señales tempranas que indican una mejora, los números aún pintan un panorama sombrío de la salud y el bienestar de la generación más joven de nuestra nación.

    “Muchos niños en las escuelas carecen el acceso a servicios esenciales de salud mental, con barreras que van desde la escasez de proveedores hasta el costo”, dijo Kelly Crosbie, MSW, LCSW, directora de la División de Salud Mental, Discapacidades del Desarrollo y Servicios de Uso de Sustancias de NCDHHS.  “Las escuelas son una parte esencial de la vida de un niño, por lo que ampliar el acceso a la atención directa de salud mental en la escuela aborda las carencias en la atención asistencial y puede mejorar el bienestar, el rendimiento académico, las relaciones sociales y el desarrollo a largo plazo de un niño”.

    “Los problemas de salud mental, como la ansiedad, la depresión y el trauma, pueden afectar gravemente la capacidad de un niño para aprender, socializar y prosperar”, dijo Yvonne Copeland, directora de la División de Bienestar Infantil y Familiar de NCDHHS. “Muchos estudiantes enfrentan barreras para acceder al apoyo profesional de salud mental, los problemas de transporte, largos tiempos de espera, estigma y limitaciones financieras. Al llevar los servicios de atención médica teleconductual a las escuelas, podemos eliminar esas barreras y abordar las preocupaciones antes, preparando a los niños para el éxito a largo plazo”.

    “La atención médica escolar es esencial para eliminar los obstáculos a la atención, como el transporte y las limitaciones de tiempo, para permitir la identificación temprana y el tratamiento de las condiciones de comportamiento de los niños de todas las edades”, dijo Anita Bachmann, CEO de UnitedHealthcare Community Plan of North Carolina. “Nos sentimos honrados de colaborar con NCDHHS y Hazel Health para garantizar que los alumnos de las escuelas en distritos seleccionados incluso las escuelas públicas de Harnett y Durham, tengan acceso a servicios críticos de salud mental para ayudarlos a tener éxito dentro y fuera del aula”.

    “La asociación multifuncional público-privada en Carolina del Norte muestra un profundo compromiso para garantizar que todos los estudiantes tengan acceso al apoyo de salud mental que necesitan”, dijo Andrew Post, presidente de Hazel Health. “Cuando priorizamos el bienestar y la salud de los estudiantes ahora, estamos haciendo más que aumentar sus logros académicos: estamos sentando las bases para que prosperen durante toda su vida”.

    Hazel Health, el mayor proveedor nacional de telesalud centrada en la escuela, atiende a más de 5 millones de estudiantes en 18 estados. Un estudio de terceros realizado por la Universidad de Clemson encontró que el 75% de los estudiantes que participaron en el programa de terapia en línea de Hazel experimentaron reducciones clínicamente significativas en la depresión y la ansiedad después de un promedio de seis sesiones. Además, las primeras investigaciones también indican que el programa de terapia de Hazel puede combatir el ausentismo crónico. Un dato emergente: el 68% de los alumnos que participaron en el programa de terapia de Hazel mejoraron su asistencia, ¡y más del 30% tuvieron cero ausencias!, desde su remisión a Hazel.
    Para obtener más información, visite hazel.co.

    Acerca de Hazel Health
    Hazel Health es el proveedor de telesalud escolar más grande y de mayor confianza del país. Al asociarse con distritos y planes de salud en todo el país, Hazel transforma las escuelas en la puerta de entrada más accesible a la atención médica pediátrica. Hoy en día, los proveedores con licencia de Hazel brindan teleterapia y atención virtual (en la escuela o en el hogar) a más de cuatro millones de estudiantes de grados K a 12, independientemente de su capacidad de pago. Hazel tiene como objetivo eliminar todas las barreras a la atención de salud mental y física que los niños necesitan para prosperar en la escuela, en el hogar y en la vida. Más información en hazel.co.

    Acerca del Departamento de Salud Y Servicios Humanos de Carolina del Norte
    NCDHHS gestiona la prestación de servicios de salud y humanos para todos los habitantes de Carolina del Norte, especialmente nuestras poblaciones más vulnerables: niños, personas con discapacidades, adultos mayores y familias de bajos ingresos. Nuestra visión es avanzar en soluciones innovadoras que fomenten la independencia, mejoren la salud y la seguridad, y promuevan el bienestar en todas las comunidades del estado. El departamento trabaja en estrecha colaboración con profesionales de la salud, líderes comunitarios y grupos de abogacía; entidades locales, estatales y federales; y muchas otras partes interesadas para que esto suceda. Visite ncdhhs.gov.

    Mar 26, 2025

    MIL OSI USA News –

  • MIL-OSI Global: Blaming absent dads for the crisis of masculinity is too simplistic – many men want to be more involved

    Source: The Conversation – UK – By Anna Tarrant, Professor of Sociology, University of Lincoln

    imtmphoto/Shutterstock

    Fatherlessness and a lack of male role models are often cited as causes of an apparent crisis of masculinity among boys. This is not new. These arguments have been made for nearly half a century, both in the UK and the US, as the root of a multitude of social issues.

    These are key ideas in the Lost Boys report from thinktank the Centre for Social Justice, cited recently by Gareth Southgate in his Richard Dimbleby lecture on the issues facing boys. In this report, concerns about fatherlessness and a lack of male role models for boys in their homes and schools loom large as part of an explanation about why boys today are “lost” and struggling.

    I am a researcher who works with boys and fathers, especially with those in low-income communities. I have long feared that these explanations fall short. In the report, boys are presented as passive victims of inequalities. Men, as fathers and educators, are considered to be to blame when they are deemed absent, or seen as a way to solve the societal ills that influence and shape the nation’s boys.

    But simply asking fathers to step up and do better isn’t enough. In my research with men as caregivers, including young fathers aged 25 and under, I’ve found they want to be involved in their children’s lives but face numerous challenges that can make this more difficult.

    Whether struggling to secure qualifications and find employment or family-suitable housing that is near to or safe for their children, they come up against serious barriers to support with their parenting.

    The UK remains woefully ill-equipped to support fathers to be involved and present in the lives of their children. Not only do we have among the worst parental leave offers in Europe, but family and public health services do not routinely engage with fathers as effectively as they should.

    Diverse family life

    Lost Boys also presents a bleak picture of family life in Britain. It highlights what is referred to, rather sensationally, as an epidemic of family breakdown.

    The report notes there are “just shy of half of young Britons growing up with only one biological parent … with close to nine out of ten of these being single mothers”. If absent fathers are the problem, then this concern over fatherlessness also presents single mothers bringing up boys as lacking.



    Read more:
    Having a single parent doesn’t determine your life chances – the data shows poverty is far more important

    Further, in the emphasis on the absence of biological fathers from households, it is assumed that the diverse ways we now live family life are also a problem. This obscures the very meaningful family connections that are forged through co-habiting, step-parenting, single-sex parenting and other forms of care – which men also engage in.

    Including fathers

    Working-class communities often bear the brunt of concerns about a gender crisis. Men in these communities, through labels like feckless and absent dads, are portrayed as failing fathers. This often happens despite limited engagement with them to understand their experiences.

    Fathers may face barriers, such as access to nearby work and housing, that prevent them from spending as much time with their children as they want.
    Alex Linch/Shutterstock

    My research with boys and fathers over the last decade has shown there are greater benefits when fathers are directly involved in addressing the systemic challenges shaping their parenting experiences. We have therefore involved fathers in creating dads’ groups and online parenting support, where they challenge negative views and advocate for progressive societal support for boys and men.

    Shifting away from the concept of “fatherless families”, this work promotes the idea of creating societies that are father-inclusive and better at supporting men as fathers. This might be by advocating for increased time to bond with their children through well-funded and affordable parental leave, or through more effective public health and community-based support for fathers through pregnancy and parenthood.

    Focusing on including fathers means we can explore ways that societies can better support men to be involved in caregiving – and role modelling.

    To do this requires collective and collaborative efforts. Building partnerships and fostering dialogues across diverse sectors including education, health, social services, local government and charities – as well as with parents and communities – we are better able to respond to the complexities of the issues boys and men navigate. My work demonstrates the value of developing systemic solutions that are rooted in lived experience and professional insight.

    The issues boys and men navigate are diverse, messy and reflective of the complex machinery of our social world. They’re linked to socioeconomic inequalities, geography and social history.

    Meaningfully addressing the problems boys and young men encounter that play out in our homes, schools and online means broadening the scope of change beyond individuals and families. It means creating the social conditions for happier, healthier journeys into and through adulthood and fatherhood.

    Anna Tarrant receives funding from UK Research & Innovation.

    – ref. Blaming absent dads for the crisis of masculinity is too simplistic – many men want to be more involved – https://theconversation.com/blaming-absent-dads-for-the-crisis-of-masculinity-is-too-simplistic-many-men-want-to-be-more-involved-252408

    MIL OSI – Global Reports –

  • MIL-OSI Global: How scratching monkeys can help us understand emotions and consciousness

    Source: The Conversation – UK – By Bonaventura Majolo, Professor of Social Evolution, University of Lincoln

    A recent study tested Japanese macaque self scratching Tathoms/Shutterstock

    Scientists Sakumi Iki and Ikuma Adachi recently spent a lot of time watching monkeys scratch themselves.

    Self-scratching among non-human primates is known to indicate social tension and anxiety. The two researchers from Kyoto University, Japan, wanted to use this link to work out whether being anxious (and so scratching a lot) made their monkey subjects more pessimistic, or whether their pessimism was what drove their anxiety (and their scratching).

    Their findings suggest the former is true, as the primates were more likely to make a pessimistic choice if they had scratched their body. This not only provides evidence for an important theory about how physiological changes are linked to emotional states, but also shows that monkeys’ body language can reveal some interesting cues about how animal consciousness may differ from that of humans.

    Several studies have previously shown that self-scratching in primates is linked to social tension and emotional state. For instance, a 1991 study found monkeys who were given an anxiety relief drug seemed to scratch themselves less, whereas monkeys who received an anxiety-inducing drug increased self-scratching.

    Research has also shown subordinate capuchin monkeys self-scratch more when they are approached by a dominant individual, perhaps due to the increased risk of aggression. Japanese macaques with a high tendency to scratch themselves are less likely to make peace after a conflict with their group companions.

    Researchers of animal and human behaviour often use self-scratching as a measure of short-term changes in anxiety, social tension and emotional state. Self-scratching is also linked to social tension in humans: people often scratch more during a short period of high anxiety.

    Self-scratching is an example of what behavioural scientists call displacement behaviour, which includes yawning, lip-biting, fumbling and face-touching.

    Research has shown it can also allow us to better cope with anxiety. For example in 2012, UK researchers asked participants to do difficult (and in some cases unsolvable) arithmetic calculations in front of an audience, and found that participants who displayed higher rates of self-scratching during the test also reported a lower level of anxiety after the test.

    Japanese macaques are well known for bathing in hot springs.
    mapman/Shutterstock

    The researchers at Kyoto University found that macaques seem to have a different relationship to displacement behaviour than humans.

    Iki and Adachi worked with six adult Japanese macaques (Macaca fuscata). They used videos of a macaque scratching themselves to induce self-scratching in their study subjects, since this behaviour is contagious, similar to yawning.

    They trained the monkeys to choose between different options on a greyscale touchscreen. The darker the shade of grey, the more likely the monkeys were to get a food reward.

    When they chose the lightest shade of grey, the touchscreen temporarily blanked out. The darkest shade of grey always rewarded the monkeys with food and the three shades in the middle had inconsistent outcomes.

    These stimuli tested whether the monkeys were biased towards optimism or pessimism. The monkeys who self-scratched were more likely to be pessimistic about the outcome of the inconsistent stimuli. The researchers measured pessimism in terms of reaction time.

    The longer it took a monkey to choose the ambiguous shades, the more pessimistic the researchers believed the monkeys to be. Monkeys didn’t seem to hesitate if they didn’t scratch. The researchers argue that scratching was a sign the monkeys were anxious and being anxious made the monkeys more pessimistic about the future.

    Their study was one of the first to test what’s known as the James-Lange theory in non-human animals. The theory argues there is a sequential connection between behavioural and physiological components of emotions and our experience of these emotions. According to this idea, behavioural and physiological responses happen first. This means, for example, that having an irregular heartbeat would make us anxious.

    The new results support the James–Lange theory. Negative emotions (measured by self-scratching) induce pessimism, and not vice-versa. The areas of the brain linked to basic emotions, such as fear, are similar in mammals. However, it is unclear whether the way we experience these emotions is comparable to other species.

    For example, two human subjects who have similar physiological responses in relation to anxiety may perceive it differently. One subject may be OK with anxiety, another subject may struggle to handle such situation. We know non-human primates have individual responses to anxiety, but we don’t fully know why and we can’t ask them.

    This study highlights interesting similarities, but also differences between humans and other species. A possible difference is related to consciousness. Humans have a conscious experience of their bodily responses which affects how we respond to them.

    An irregular heartbeat can make us anxious. This isn’t just because it causes a physiological response that induces stress, but also since we know that something is wrong when we feel that our heartbeat is irregular, which can make us even more anxious.

    I say this is “possibly” a difference because some researchers argue that other animals, like chimpanzees or elephants, may have some form of consciousness.

    Humans, unlike the Japanese macaques of this study, can also have the opposite temporal pattern predicted by the James-Lange theory. If I know that I have an exam tomorrow, this thought may make my heartbeat become irregular.

    The short-term link between emotional responses and the perception of these responses could be shared by many primates (the group of animals that include humans, other apes, monkeys and lemurs) and other mammals too. But research is yet to demonstrate this conclusively.

    Research like the one by Iki and Adachi demonstrates the importance of studying a wide range of species, and not just the ones closest to humans, such as chimpanzees and bonobos, to better understand what factors shape behavioural and cognitive skills in the animal kingdom.

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

    – ref. How scratching monkeys can help us understand emotions and consciousness – https://theconversation.com/how-scratching-monkeys-can-help-us-understand-emotions-and-consciousness-250694

    MIL OSI – Global Reports –

  • MIL-OSI Global: Why your medical condition might be named after a food

    Source: The Conversation – UK – By Adam Taylor, Professor of Anatomy, Lancaster University

    “Strawberry nose” can refer to a skin disorder called rhinophyma or large pores or blackheads on the nose Roman Samborskyi/Shutterstock

    From watermelon stomach to chocolate cysts, you might wonder why doctors decided to name some ailments after foods – after all, it’s enough to put you off your dinner.

    When early physicians and surgeons were studying the body to understand normal function or disease, they lacked modern microscopic and molecular imaging and diagnostic techniques. Instead, they had to rely on basic observational skills and often used easily recognised descriptors to explain the appearance of organs and diseases.

    Food, then, became a convenient way to communicate the appearance of the body – in health and in sickness. This practice is known as eponymophilia and it continues today, particularly in pathology – the study of disease.

    There are lots of eponyms to describe the female reproductive system. Many healthcare workers describe healthy ovaries, for instance, as almond shape and size, while the shape of a typical uterus is often likened to an upside-down pear.

    Different shapes can be down to normal anatomical variation but can also be a sign of disease. Knowing these shapes and sizes allows for rapid identification during imaging assessments or medical examinations.

    Following childbirth and the cutting of the umbilical cord, the mother must deliver the afterbirth. According to 16th century anatomist, Matteo Realdo Colombo, the afterbirth looked like a “flat-cake”, and so he named it “placenta”, which comes from the Latin word for a type of cake.



    Read more:
    How a 16th century Italian anatomist came up with the word ‘placenta’: it reminded him of a cake

    Doctors examine the placenta carefully post-delivery to make sure none is left inside the mother – a condition known as retained placenta – which happens in 0.1-3% of births. Retained placenta can cause post-partum haemorrhage and and even the death of the mother, so checking the placenta looks like a “flat-cake” can save lives.

    While some eponyms, like the flat-cake placenta, seem straightforward, others can seem rather unkind. Take the common descriptions of Cushing’s syndrome for instance.

    People with Cushing’s often have a larger than average abdomen and lean legs, known as “lemon on matchstick” and can develop a “moon face” and a “buffalo hump”.

    Cushing’s disease is caused by long-term exposure to high levels of cortisol, a hormone the body makes to regulate its response to stress. It can develop naturally from tumours forming in the adrenal or pituitary glands, which produce cortisol.

    More commonly, however, it’s caused by some medicines, such as steroids – which contain a synthetic version of cortisol.

    Some eponyms can also function as euphemisms – making a serious, even threatening condition sound less worrying. Take “milky leg syndrome” or “milk leg”, for instance – deep vein thrombosis (DVT) in the iliac veins in the pelvis or the femoral veins at the top of your legs.

    The blockage prevents venous drainage – when veins drain deoxygenated blood and return it to the heart – from the legs, which causes painful, pale and swollen legs.

    Research suggests that 75% of cases of milk leg occur in the left leg and men are more likely to develop the condition than women. There are a number of risk factors, including previous vein blockage, obesity and pregnancy.

    If not treated promptly, the condition can progress to phlegmasia cerulea dolens – a rare but serious complication of DVT causing fluid build-up that prevents arteries from delivering blood into the tissues – which can lead to tissue death and venous gangrene. Sadly, once venous gangrene has set in, amputation and death are common outcomes.

    While this all sounds grim, spare a thought for those who suffer from “hot potato voice”, which describes the sound of someone who has an obstruction somewhere in the upper part of their airway. This blockage prevents the person from forming sounds properly and can be caused by an abscess in or around the tonsils, or a stone lodged in the throat.

    Before I go on, it’s only fair to warn you that if you’re eating or drinking or you haven’t got the stomach for more graphic descriptions, you might not want to read any further.

    Not for the faint-hearted

    Pea soup diarrhoea is an apt description of a deeply unpleasant infection: salmonella. Salmonella – or food poisoning – is an infection with salmonella bacteria that causes diarrhoea, high temperature and stomach pains. It can be transmitted from person to person through contaminated food or water or from touching infected animals, their faeces, or their environment.

    Thankfully, most healthy people recover fully by drinking plenty of fluids and resting. Younger or older people are at greater risk of more severe illness, as are immunocompromised people, and they may be prescribed antibiotics to help them recover from the infection.

    While diarrhoea can look like pea-soup, some STIs can look like cauliflower. Yes, sexually transmitted warts caused by the human papilloma virus can have a “cauliflower-like appearance”.

    They are typically seen on the external genitalia, around the anus and may be present internally too. Certain types of cancers, such as squamous cell carcinomas, also have a cauliflower-like appearance as they develop.

    The thick, white odourless discharge that can be a symptom of thrush is often likened to cottage cheese.

    The vagina usually self-cleans by producing a white or clear discharge. The white colour is most common at the beginning or end of the menstrual cycle; however, if the consistency becomes clumpy or curd-like, this is often a sign of infection.

    Most commonly, it’s a yeast infection but could also be a sexually transmitted disease, such as chlamydia. If there is a problem, this discharge is usually associated with other symptoms such as discomfort, pain, itching or an unpleasant smell.

    While some of these descriptions may seem unpleasant, they can be helpful to identify abnormalities and medical conditions. Food eponyms can help avoid confusion so doctors know what they’re looking for during examinations or surgery.

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

    – ref. Why your medical condition might be named after a food – https://theconversation.com/why-your-medical-condition-might-be-named-after-a-food-247543

    MIL OSI – Global Reports –

  • MIL-OSI Global: Snow White: this opportunity to empower Disney’s first princess falls short at every turn

    Source: The Conversation – UK – By Laura O’Flanagan, PhD Candidate, School of English, Dublin City University

    Snow White and the Seven Dwarfs was a wonder of animation and cinema when it was first released by Disney in 1937. Based on the 1812 German fairy tale by the Brothers Grimm, it tells the story of a princess whose wicked step mother is intimidated by her youthful beauty. Desperate to be the “fairest of them all” the evil queen tries to have Snow White killed. Evading death, she is forced into hiding with seven dwarves.

    It was Disney’s first animated feature-length film and a critical and commercial success. Snow White was also the first Disney princess.

    In the decades since, Disney’s pantheon of princesses has grown. Alongside newer princess, Snow White seems pretty antiquated and uninspiring. She is a passive, innocent character who doesn’t do very much but wait around for her prince with whom she travels into the sunset at the film’s conclusion. In contrast, Moana (2016) and Elsa from Frozen (2013) are strong and independent characters who develop into thoughtful and careful leaders by the end of their stories.

    So, in an age of live-action remakes of some of Disney’s most iconic films it seemed fitting to give the character who started it all an update for modern audiences. However, the production was mired in controversy before it was even released, raising questions about whether Snow White is a story that can ever really be retold in a more empowering way.

    Looking for something good? Cut through the noise with a carefully curated selection of the latest releases, live events and exhibitions, straight to your inbox every fortnight, on Fridays. Sign up here.

    Changing the story to move with the times is in keeping with traditions of oral folk tales. But, controversy has followed the film since it was announced. As a result, Disney scaled back their usual red carpet premieres and it has been critically panned upon release.

    To many, the prospect of an updated, less romantically inclined Snow White was unthinkable. Some online commenters dubbed a Snow White story where the princess is not dreaming of true love “woke”.

    There was also backlash against the choice of Rachel Zegler as Snow White because of her Colombian background. The live-action Snow White isn’t the first remake to be the source of such racism. The ire echoes the hatred which accompanied 2023’s The Little Mermaid, when black actress Halle Bailey was cast as Ariel.

    There were also those who had concerns about the story, particularly the titular seven dwarves. Actor Peter Dinklage, who has a form of dwarfism, has condemned the production’s use of CGI, rather than casting dwarf actors to play Snow White’s mining companions. The story’s representation of people with dwarfism, has led some to say that the story shouldn’t be retold altogether.



    Read more:
    Why the changing representation of dwarfism in Disney’s live action Snow White remake is so important

    However, there are some aspects of the story that could have provided interesting opportunities to explore modern issues.

    For instance, it could have thoughtfully explored female ageing through the character of the evil queen. It could also, perhaps, have commented on the politics of beauty and the pressure for consumers in their teens and twenties, who have started buying beauty products at younger ages than ever before.

    Like Frozen’s tale of sisters saving each other, it could have subverted the trope of the damsel in distress saved by her prince charming. Snow White could have been a strong heroine who can overcome evil on her own terms.

    The story could have revised mistakes of the past and depicted different body types and people of different sizes and statures. It could also have portrayed consensual kisses by updating the kiss Snow White receives while asleep, turning it into a moment she chooses to participate in.

    Unfortunately, the new Snow White does not achieve any of these, or really anything much at all. The result is a dull, pointless story with poorly rendered visuals, cheap-looking costumes and lacklustre musical numbers.

    Falling short

    The 1937 film was a technical marvel and remains one of Disney’s visual masterpieces. Snow White of 2025 looks like she is gallivanting through a theme park ride as she moves through the forest, bathed in permanent evening light among computer-generated woodland creatures in her garish costume.

    The miners are introduced as 274-year-old magical creatures. Their appearance is neither human nor magical creature, landing somewhere uncanny in between. This is the crux of the film’s entire problem. The opportunity to update Snow White fails on every level because it does not go far enough.

    The story largely remains intact, with some expansion in terms of backstory and some additional characters. The evil queen remains a one-dimensional villain obsessed with beauty.

    The script plays with the word “fair”, with it taking on a confused double-meaning in the story. To the queen “fair” is beautiful, in keeping with the 1937 film, but to Snow White, “fair” means just. This is an interesting idea but it becomes muddled as the film progresses, and loses its way.

    Snow White is portrayed with an expanded backstory and is certainly given more motivation than in the 1937 film. For instance, she wants to reinstate “fairness” in the kingdom, which has been under the tyrannical rule of the evil queen since Snow White’s father’s death. But as more characters are introduced to aid Snow White on her journey, these serve as distraction and buffer, preventing her from showing any real development or growth.

    Prince Charming has been replaced by Jonathan, a Robin Hood-style bandit who condescendingly explains to Snow White why she has “princess problems”. He ultimately saves her by giving her true love’s kiss when she is under the queen’s spell. The issue of consent still swirls around this scene and underscores the question: is this an update at all?

    In the end, the queen is ultimately defeated by collective action, compared with a lightning bolt like in 1937. This is a significant development and perhaps the clearest update in the film. In 2025, the defeat of a vain autocrat by collective action is an appealing thought. Perhaps the filmmakers could have leaned into this idea, allowed Snow White to truly become one of the people and a clear democracy could have been established. But, like every other of the film’s updates, it falls short and she remains an unelected autocrat – albeit “the fairest one of all”.

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

    – ref. Snow White: this opportunity to empower Disney’s first princess falls short at every turn – https://theconversation.com/snow-white-this-opportunity-to-empower-disneys-first-princess-falls-short-at-every-turn-253064

    MIL OSI – Global Reports –