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  • MIL-OSI: BTC Miner Announces Million-Dollar Cloud Mining Opportunity After Bitcoin’s Surge

    Source: GlobeNewswire (MIL-OSI)

    New York City, NY, July 07, 2025 (GLOBE NEWSWIRE) — You may have missed the Bitcoin surge, but the opportunity isn’t over. BTC Miner offers you a low-barrier, high-reward investment opportunity where you can easily participate in Bitcoin, Ethereum, and other cryptocurrencies mining, while earning stable income. Cloud mining has become the investment method of choice for global investors, and BTC Miner is at the forefront of this emerging market. Are you ready to seize the next big wealth opportunity?

    Why is BTC Miner an Opportunity You Can’t Afford to Miss?

    1. No Hardware Required, Easy Profits
      Traditional Bitcoin mining involves expensive hardware, high electricity bills, and complex technical setups. With BTC Miner, you can skip all that hassle. The platform provides powerful computing resources from global data centers, and all you need to do is choose a mining contract. BTC Miner will handle the rest and automatically deliver stable returns. No hardware, no power concerns—just profits.
    2. Cloud Mining with High-Efficiency Returns and Low Risk
      With BTC Miner, you can choose from short-term high returns or long-term stable growth contracts. Each contract is automatically settled every 24 hours, and the platform optimizes mining performance for maximum returns. You don’t need to worry about market fluctuations; your returns remain steady and reliable.
    3. $500 Free Trial for New Users—Zero Risk
      To help new investors get started, BTC Miner offers a $500 free trial upon registration. This means you can begin mining immediately without any upfront investment. Test out the platform, experience the stable returns, and start earning risk-free.

    Why Are Big Capitalists Quietly Joining BTC Miner for High Returns?

    It’s not just individual investors—big capitalists and institutional investors are quietly flocking to BTC Miner, attracted by the platform’s low entry barriers, high returns, and flexibility. These investors realize that cloud mining offers a more efficient and sustainable way to profit from cryptocurrency without the risks and complexities of traditional mining. With the vast potential of Bitcoin, Ethereum, and other digital assets, these high-net-worth individuals see BTC Miner as the ideal entry point into the booming crypto market.

    New User Registration: $500 Free Trial and Referral Rewards

    To make it easy for you to start, BTC Miner offers $500 free trial for new users. Once you register, you’ll receive this bonus to buy mining contracts and begin mining with zero initial investment. Additionally, BTC Miner has a referral reward program that allows you to earn 7% first-level referral rewards and 2% second-level referral rewards. By sharing the platform, you can earn extra income while helping others benefit from cloud mining.

    How to Join BTC Miner Cloud Mining and Start Earning High Returns

    1. Quick Registration and $500 Free Trial
       Simply visit the BTC Miner website https://btcminer.net, sign up, and you’ll immediately receive a $500 free trial. No initial investment is required, so you can start earning right away.
    2. Choose a Contract and Start Mining
       Select a mining contract that fits your investment goals. Whether you’re looking for high short-term returns or steady long-term growth, BTC Miner offers flexible contracts to suit every investor. Once your contract is activated, the platform will automatically manage everything for you.
    3. Automatic Daily Settlements, Easy Withdrawals
       BTC Miner automatically settles your earnings every 24 hours. You can view and withdraw your earnings easily, with fast, secure transactions in multiple cryptocurrencies such as USDT, BTC,XRP, ETH, and more.
    4. Referral Program—Earn More
       Take advantage of BTC Miner’s referral rewards by inviting others to join the platform. For each referral, you’ll earn 7% of the first-level investment and 2% of second-level investments. It’s an easy way to earn extra rewards while helping others get started with cloud mining.

    Customer Testimonials: Real Stories from Successful Investors

    “I missed Bitcoin’s surge, but since joining BTC Miner, I’ve found a reliable way to earn passive income. The platform is so easy to use, and I no longer have to worry about hardware issues. My earnings have been stable and consistent, which is exactly what I was looking for.”
    — David M., Investor

    “I’ve always been interested in cryptocurrency, but I didn’t know where to start. BTC Miner made it easy to get involved. No technical skills required, and my returns have been steadily growing. I’ve already recommended it to several friends, and they are just as satisfied.”
    — Sophia W., Investor

    “BTC Miner has given me the opportunity I’ve been waiting for. With automatic daily earnings and easy-to-manage contracts, it has made cryptocurrency mining accessible to anyone. I feel secure with my investment and have even earned extra rewards from referrals.”
    — Michael T., Investor

    The Future of BTC Miner Cloud Mining

    As the global cryptocurrency market continues to grow, BTC Miner is leading the way in cloud mining innovation. The platform is committed to expanding its mining pools, improving efficiency, and ensuring that every investor benefits from the growing crypto market. BTC Miner’s goal is to become the most trusted and innovative cloud mining platform, helping investors secure a steady stream of passive income from cryptocurrency for years to come.

    Learn More at:https://btcminer.net

    Attachment

    The MIL Network –

  • MIL-OSI Asia-Pac: Music Office’s Instrumental Music Training Scheme invites applications from beginners

    Source: Hong Kong Government special administrative region – 4

         The Instrumental Music Training Scheme, organised by the Music Office of the Leisure and Cultural Services Department, is now recruiting beginners for its 2025-26 Elementary Year 1 courses. Children and youths aged between 6 and 14 with no instrumental experience with the selected instruments are welcome to apply. The deadline for applications is August 4.
     
         The scheme provides training in almost 30 Chinese and Western musical instruments including erhu, pipa, suona, sheng, zhongruan, clarinet, oboe, bassoon, French horn, trombone, euphonium, violin, viola, cello, double bass and others, with supplementary training in musicianship and theory for children and youths to develop their interest and potential in music.
     
         One-hour group lessons are conducted weekly in Cantonese at the Music Office’s five music centres in Wan Chai, Kwun Tong, Mong Kok, Sha Tin and Tsuen Wan. An annual tuition fee of $2,394 for the first year and $2,926 for the second year are payable in four instalments. A fee remission scheme is available for trainees in need of financial assistance.
     
         Interested persons can visit the Music Office website (www.lcsd.gov.hk/en/mo/training/instrumentalmusictrainingscheme.html) for more details and application submission. Course pamphlets and application forms are also available at all Music Office’s music centres. Applicants who meet the age requirement will be invited to attend a music aptitude test and an interview on August 24. They will be notified of the results in October and the training will commence in November.
     
         For enquiries, please call the Music Office’s music centres at 2802 0657 (Wan Chai), 2796 2893 (Kwun Tong), 2399 2200 (Mong Kok), 2158 6462 (Sha Tin) and 2417 6429 (Tsuen Wan).

    MIL OSI Asia Pacific News –

  • MIL-OSI United Kingdom: Lily’s passion for politics sees her swap Aberdeen for Washington DC A passion for politics will take Lily Macdonald from Aberdeen to Washington DC later this summer where the opportunity of a lifetime awaits.

    Source: University of Aberdeen

    Lily will head to Washington DC to study at America University’s School of Public Affairs

    A passion for politics will take Lily Macdonald from Aberdeen to Washington DC later this summer where the opportunity of a lifetime awaits.
    Leaving with a first class MA (Hons) in Politics and International Relations to her name, graduation is just the start of the adventure for the 21-year-old who has secured a coveted Fulbright-American University Scholarship.
    The only UK student offered a place at American University this year under the Fulbright award, Lily will be jetting off to the US capital in August to study at America University’s School of Public Affairs where she will learn from some of the best in the business, including a former speech writer for President Obama and a former Senate Chief of Staff.
    “I still can’t really believe it. I’ve been interested in American politics for a long time so this is like a dream come true,” she said. “I think I was in shock for about two days after finding out because it didn’t feel real and then all of a sudden I thought, ‘oh wow, this is actually happening’ and just started crying.”
    With a background in community development and volunteering, the scholarship blends Lily’s extracurricular activities with her academic interests. She has been actively involved in community integration projects for the past seven years, focusing on topics including intergenerational work with ACE Voices, youth empowerment as part of Aberdeen Youth Movement and inclusive networking for neurodiverse individuals and their families.
    “My research proposal is about exploring the pipeline between American political infrastructure and community grassroots conflict. How disengagement and polarisation manifest into violence at a local level, what that conflict looks like, and what we can do to heal it.
    “I feel quite passionately about it because I think political polarisation is almost exclusively explored at a national or international level, but actually if you can work to heal communities at a local level that’s when real change can be made.”
    Not only is Lily leaving with a first, Lily is also the proud recipient of the 2025 Grant Jordan prize for the Best Politics Dissertation.
    “Winning the prize is the icing on the cake,” she said. “It’s especially meaningful because two years ago I never would have thought any of this would be possible.”
    After feeling she’d had to work extra hard to maintain good grades at secondary school, Lily was diagnosed with dyslexia and dysgraphia in her second year at university.

    I’m very excited about what comes next but I’ve loved being at the University of Aberdeen so I’m also sad to leave” Lily McDonald

    “I’d always put in the effort and was a straight A student but, after getting my diagnosis, a lot of things I’d found really difficult over the years suddenly made sense,” she said.
    “The support the University gave me was fantastic. My lecturer, Dr Malcolm Harvey, in particular was brilliant, he really changed my life. Along with the Student Support team he helped me find alternative ways to absorb the information I needed, like sourcing audio versions of data science visuals which I find a challenge.
    “Taking that pressure off gave me the space to be able to spend more time putting my thoughts to paper like everyone else, rather than working hard just trying to keep up.”
    Dr Harvey was also instrumental in encouraging Lily to apply for the Fulbright award.
    “Throughout my degree I’ve specialised in American domestic politics and foreign policy. I spoke to him about doing a Masters and he said, ‘go to America’. It never crossed my mind that would be possible but he told me about Fulbright and while it was an extremely tough process, he encouraged me and made me believe it could happen.
    “I was over the moon the day I found out I’d got it. I’m very excited about what comes next but I’ve loved being at the University of Aberdeen so I’m also sad to leave.
    “The idea of community is in my DNA. I’ve felt part of a community at the University and in a research capacity I want to see what community healing looks like in America and take that back to the projects that I’m already involved with here.
    “I can see myself going into some sort of advisory role further down the line. It’s not an easy path, but neither was Fulbright so I’m optimistic about the future.”
    Until then Lily, a keen musician, is looking forward to her two years in DC which will include exploring the local music scene.

    MIL OSI United Kingdom –

  • MIL-OSI Russia: Over 700 Chinese and Russian teenagers gathered in Mudanjiang for cultural exchanges

    Translation. Region: Russian Federal

    Source: People’s Republic of China in Russian – People’s Republic of China in Russian –

    An important disclaimer is at the bottom of this article.

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

    BEIJING, July 7 (Xinhua) — The 2025 Second China-Russia Youth Cultural Exchange Festival of Heilongjiang Province (northeast China) kicked off in the city of Mudanjiang in the same province on Thursday. More than 700 teenagers from China and Russia gathered there to learn about each other’s cultures and strengthen mutual friendship through interactive exchanges, the Heilongjiang Daily reported.

    The opening ceremony was divided into two parts: a cultural exchange platform for Chinese and Russian teenagers and a gala concert. In particular, the cultural exchange platform featured 10 interactive zones dedicated to intangible cultural heritage, culinary traditions, creative products, handicrafts, etc.

    During the gala concert, Russian participants presented graceful waltz, classical ballet, modern dances and other performances, while Chinese teenagers demonstrated traditional Chinese culture by performing Tibetan, Xinjiang and other ethnic dances, traditional musical instruments, Chinese opera and wushu.

    The current festival will feature more than 20 events, which will involve over 2,000 young representatives from both countries to deepen cultural exchanges.

    The event was jointly organized by the Mudanjiang Municipal Committee of the Communist Youth League of China, the Foreign Affairs Office of the Mudanjiang Municipal People’s Government, the Mudanjiang Municipal Bureau of Education and the Bureau of Culture, Sports, Radio, Television and Tourism. -0-

    Please note: This information is raw content obtained directly from the source of the information. It is an accurate report of what the source claims and does not necessarily reflect the position of MIL-OSI or its clients.

    .

    MIL OSI Russia News –

  • MIL-OSI Russia: From Leningrad Oblast to Dagestan: Polytechnic University’s student teaching team opens work season

    Translation. Region: Russian Federal

    Source: Peter the Great St. Petersburg Polytechnic University –

    An important disclaimer is at the bottom of this article.

    The student teaching team “SOzvezdie” is once again giving children unforgettable impressions and vivid emotions in the summer work season. The students have gone to different regions of Russia. In the Leningrad Region, they work in the children’s health camps “Volna” and “Gorizont”. Another group is spending a shift in the children’s health and career guidance camp “Vremya Dela” in the Republic of Dagestan.

    The season of pedagogical teams is notable for the fact that students can work in different positions. Counselors organize children’s leisure time, conduct entertainment programs and monitor safety. Administrative staff coordinates the work of the camp and solves organizational issues. Club leaders lead creative and sports sections, helping children to discover their talents. A special role is played by the press center workers, who cover the events of the camp and manage social networks.

    We went to Dagestan for the first time to work there in the already familiar to us camp “Time of Business”. This is an unusual experience: a different climate, cultural features of the region, incredibly beautiful nature. Despite the completely new conditions, the members of our squad are very happy to work with the children in the camp and help them spend their holidays cheerfully and usefully, – said SPO “SOzvezdie” fighter Elena Larina.

    Thanks to the professionalism and enthusiasm of the participants of “SOzvezdie”, every day in the camps is filled with bright events. Creative events are held – concerts, competitions, theatrical performances. Sports competitions are organized – tournaments, relay races, team games. The counselors do not forget about educational programs – master classes and educational games.

    Students enthusiastically take on any job, striving to make each summer special for their charges. And they themselves gain invaluable experience working with children, improve their teaching skills and find new friends. For many, this becomes an important stage in their professional development and personal growth.

    Please note: This information is raw content obtained directly from the source of the information. It is an accurate report of what the source claims and does not necessarily reflect the position of MIL-OSI or its clients.

    .

    MIL OSI Russia News –

  • MIL-OSI Russia: From Leningrad Oblast to Dagestan: Polytechnic University’s student teaching team opens work season

    Translation. Region: Russian Federal

    Source: Peter the Great St. Petersburg Polytechnic University –

    An important disclaimer is at the bottom of this article.

    The student teaching team “SOzvezdie” is once again giving children unforgettable impressions and vivid emotions in the summer work season. The students have gone to different regions of Russia. In the Leningrad Region, they work in the children’s health camps “Volna” and “Gorizont”. Another group is spending a shift in the children’s health and career guidance camp “Vremya Dela” in the Republic of Dagestan.

    The season of pedagogical teams is notable for the fact that students can work in different positions. Counselors organize children’s leisure time, conduct entertainment programs and monitor safety. Administrative staff coordinates the work of the camp and solves organizational issues. Club leaders lead creative and sports sections, helping children to discover their talents. A special role is played by the press center workers, who cover the events of the camp and manage social networks.

    We went to Dagestan for the first time to work there in the already familiar to us camp “Time of Business”. This is an unusual experience: a different climate, cultural features of the region, incredibly beautiful nature. Despite the completely new conditions, the members of our squad are very happy to work with the children in the camp and help them spend their holidays cheerfully and usefully, – said SPO “SOzvezdie” fighter Elena Larina.

    Thanks to the professionalism and enthusiasm of the participants of “SOzvezdie”, every day in the camps is filled with bright events. Creative events are held – concerts, competitions, theatrical performances. Sports competitions are organized – tournaments, relay races, team games. The counselors do not forget about educational programs – master classes and educational games.

    Students enthusiastically take on any job, striving to make each summer special for their charges. And they themselves gain invaluable experience working with children, improve their teaching skills and find new friends. For many, this becomes an important stage in their professional development and personal growth.

    Please note: This information is raw content obtained directly from the source of the information. It is an accurate report of what the source claims and does not necessarily reflect the position of MIL-OSI or its clients.

    .

    MIL OSI Russia News –

  • MIL-OSI Russia: Rosneft presented a new tourist route in the Voronezh region

    Translation. Region: Russian Federal

    Source: Rosneft – An important disclaimer is at the bottom of this article.

    Rosneft and the Voronezh Tourist Information Centre (TIC) have presented a new tourist automobile route, Cave Temples, which will allow travellers to see the most picturesque places in the region.

    Rosneft actively supports initiatives to develop domestic tourism and aims to create comfortable conditions for car travelers. Developing roadside service and improving the level of customer service provided at Rosneft filling stations is one of the Company’s priority areas of activity.

    The presentation of the new route took place as part of the summer festival “Night in Divnogorye”, which took place on July 5 in the museum-reserve “Divnogorye”. Entertainment events and a quiz with memorable prizes were held for the guests. Coloring books “Mishutka’s Journey through the Voronezh Region” were also prepared for children.

    The Cave Temples route starts in Voronezh and ends in Belogorye. Its total length one way is 286 km. The route passes through the infrastructure of Rosneft roadside services, where tourists can fill up their cars with high-quality fuel, rest and have a snack.

    There are several cave temples in the Voronezh Region: these are passages cut into soft chalk rocks, historically used as religious buildings – underground churches and monasteries. Following the new route along the M4 “Don” highway from Voronezh to the south, travelers can visit all three cave temple complexes – in the Liski and Podgorensky districts.

    There are two cave temples in the Divnogorye Reserve that are accessible to visitors. One of them, the icon of the Mother of God of Sicily in Bolshie Diva, is located directly on the territory of the museum-reserve. It is carved into the base of a chalk remnant-div, has two tiers connected by a staircase. You can visit the inside of the temple as part of excursions conducted by the staff of the museum-reserve. You can walk to the cave temple in honor of the feast of the Nativity of John the Baptist in Malye Diva in 30-40 minutes.

    The second complex is located in the village of Kostomarovo in the Podgorensky district. Of particular interest is the Church of the Savior Not Made by Hands. It includes a labyrinth of cave corridors and has a throne, considered the most ancient, and an icon of the Mother of God “Blessed Heaven” revered by believers.

    About 80 km to the south you can see the Voskresensky Belogorsky Monastery in Belogorye. The length of the caves of the Belogorsky Voskresensky Monastery is more than 2 km, they are the longest of the artificially laid passages in the mountains. The temple is open daily from 10 am to 4 pm. Guides work on site.

    Rosneft and the Voronezh Region have a Memorandum of Cooperation in the Development of Domestic Tourism, signed in 2024 at the St. Petersburg International Economic Forum. The company, together with the region, has already presented four routes for car travel in Voronezh and the Voronezh Region in the following directions: North, South, West, East. The routes include popular tourist destinations located both in Voronezh itself and near federal highways.

    Reference:

    Rosneft’s retail network is the largest in the country in terms of geographic coverage and number of stations. It includes almost 3,000 petrol stations in 62 regions of the Russian Federation, as well as in the Republic of Belarus, Abkhazia and Kyrgyzstan.

    Guests of Rosneft filling stations have access to a wide range of goods and services: from shops and cafes to roadside services. For example, you can stay overnight in roadside hotels at filling stations and multifunctional complexes of the Company.

    Rosneft is developing a new customer service area, “cafe on wheels” – food trucks. They are available at gas stations in Moscow, St. Petersburg and other regions where the retail chain is present.

    In 2023, Rosneft launched a special information and service platform, Horizons of Russia: Come with Us! It allows you to plan a trip to interesting places through the infrastructure of roadside services and Rosneft gas stations in constructor mode. Currently, tourists have access to 14 developed routes, both regional and federal.

    Department of Information and AdvertisingPJSC NK RosneftJuly 7, 2025

    Please note: This information is raw content obtained directly from the source of the information. It is an accurate report of what the source claims and does not necessarily reflect the position of MIL-OSI or its clients.

    .

    MIL OSI Russia News –

  • MIL-OSI: Danske Bank share buy-back programme: transactions in week 27

    Source: GlobeNewswire (MIL-OSI)

    Company announcement no. 32 2025

    Danske Bank

    Bernstorffsgade 40

    DK-1577 København V

    Tel. + 45 33 44 00 00

    07 July 2025

    Page 1 of 1

    Danske Bank share buy-back programme: transactions in week 27

    On 7 February 2025, Danske Bank A/S announced a share buy-back programme for a total of DKK 5 billion, with a maximum of 45,000,000 shares, in the period from 10 February 2025 to 30 January 2026, at the latest, as described in company announcement no. 6 2025.

    The Programme is carried out in accordance with Article 5 of Regulation (EU) No 596/2014 of the European Parliament and Council of 16 April 2014 (the “Market Abuse Regulation”) and the Commission Delegated Regulation (EU) 2016/1052 of 8 March 2016 (together with the Market Abuse Regulation, the “Safe Harbour Rules”).

    The following transactions on Nasdaq Copenhagen A/S were made under the share buy-back programme in week 27:
      Number of shares VWAP DKK Gross value DKK
    Accumulated, last announcement 7,767,490 232.3095 1,804,461,787
    30 June 2025 50,000 257.8734 12,893,670
    01 July 2025 45,861 256.1282 11,746,295
    02 July 2025 75,000 257.5588 19,316,910
    03 July 2025 89,779 258.8913 23,243,002
    04 July 2025 11,650 258.3993 3,010,352
    Total accumulated over week 27 272,290 257.8509 70,210,229
    Total accumulated during the share buyback programme 8,039,780 233.1745 1,874,672,016

    With the transactions stated above, the total accumulated number of own shares under the share buy-back programme corresponds to 0.963% of Danske Bank A/S’ share capital.

    Danske Bank

    Contact: Claus Ingar Jensen, Head of Group Investor Relations, tel. +45 25 42 43 70

    This information is subject to the disclosure requirements pursuant to Section 5-12 the Norwegian Securities Trading Act

    Attachment

    The MIL Network –

  • MIL-OSI: Danske Bank share buy-back programme: transactions in week 27

    Source: GlobeNewswire (MIL-OSI)

    Company announcement no. 32 2025

    Danske Bank

    Bernstorffsgade 40

    DK-1577 København V

    Tel. + 45 33 44 00 00

    07 July 2025

    Page 1 of 1

    Danske Bank share buy-back programme: transactions in week 27

    On 7 February 2025, Danske Bank A/S announced a share buy-back programme for a total of DKK 5 billion, with a maximum of 45,000,000 shares, in the period from 10 February 2025 to 30 January 2026, at the latest, as described in company announcement no. 6 2025.

    The Programme is carried out in accordance with Article 5 of Regulation (EU) No 596/2014 of the European Parliament and Council of 16 April 2014 (the “Market Abuse Regulation”) and the Commission Delegated Regulation (EU) 2016/1052 of 8 March 2016 (together with the Market Abuse Regulation, the “Safe Harbour Rules”).

    The following transactions on Nasdaq Copenhagen A/S were made under the share buy-back programme in week 27:
      Number of shares VWAP DKK Gross value DKK
    Accumulated, last announcement 7,767,490 232.3095 1,804,461,787
    30 June 2025 50,000 257.8734 12,893,670
    01 July 2025 45,861 256.1282 11,746,295
    02 July 2025 75,000 257.5588 19,316,910
    03 July 2025 89,779 258.8913 23,243,002
    04 July 2025 11,650 258.3993 3,010,352
    Total accumulated over week 27 272,290 257.8509 70,210,229
    Total accumulated during the share buyback programme 8,039,780 233.1745 1,874,672,016

    With the transactions stated above, the total accumulated number of own shares under the share buy-back programme corresponds to 0.963% of Danske Bank A/S’ share capital.

    Danske Bank

    Contact: Claus Ingar Jensen, Head of Group Investor Relations, tel. +45 25 42 43 70

    This information is subject to the disclosure requirements pursuant to Section 5-12 the Norwegian Securities Trading Act

    Attachment

    The MIL Network –

  • MIL-OSI: Danske Bank share buy-back programme: transactions in week 27

    Source: GlobeNewswire (MIL-OSI)

    Company announcement no. 32 2025

    Danske Bank

    Bernstorffsgade 40

    DK-1577 København V

    Tel. + 45 33 44 00 00

    07 July 2025

    Page 1 of 1

    Danske Bank share buy-back programme: transactions in week 27

    On 7 February 2025, Danske Bank A/S announced a share buy-back programme for a total of DKK 5 billion, with a maximum of 45,000,000 shares, in the period from 10 February 2025 to 30 January 2026, at the latest, as described in company announcement no. 6 2025.

    The Programme is carried out in accordance with Article 5 of Regulation (EU) No 596/2014 of the European Parliament and Council of 16 April 2014 (the “Market Abuse Regulation”) and the Commission Delegated Regulation (EU) 2016/1052 of 8 March 2016 (together with the Market Abuse Regulation, the “Safe Harbour Rules”).

    The following transactions on Nasdaq Copenhagen A/S were made under the share buy-back programme in week 27:
      Number of shares VWAP DKK Gross value DKK
    Accumulated, last announcement 7,767,490 232.3095 1,804,461,787
    30 June 2025 50,000 257.8734 12,893,670
    01 July 2025 45,861 256.1282 11,746,295
    02 July 2025 75,000 257.5588 19,316,910
    03 July 2025 89,779 258.8913 23,243,002
    04 July 2025 11,650 258.3993 3,010,352
    Total accumulated over week 27 272,290 257.8509 70,210,229
    Total accumulated during the share buyback programme 8,039,780 233.1745 1,874,672,016

    With the transactions stated above, the total accumulated number of own shares under the share buy-back programme corresponds to 0.963% of Danske Bank A/S’ share capital.

    Danske Bank

    Contact: Claus Ingar Jensen, Head of Group Investor Relations, tel. +45 25 42 43 70

    This information is subject to the disclosure requirements pursuant to Section 5-12 the Norwegian Securities Trading Act

    Attachment

    The MIL Network –

  • MIL-OSI Economics: Samsung Unveils M9: AI-powered 4K QD-OLED Smart Monitor That Transforms Work, Streaming and Gaming

    Source: Samsung

     
    Samsung, India’s largest consumer electronics brand, announced its all-new Smart Monitor family, featuring the luxurious M9 (M90SF), alongside enhanced editions of the M8 (M80SF) and M7 (M70F). With advanced AI features across the lineup, the new offerings provide a more personalized and connected screen for work and entertainment.
     
    “By combining Samsung’s 4K QD-OLED brilliance with intuitive vision AI, the M9 elevates the display into something more than a monitor. With real time picture and sound optimization, a sleek all-in-one design and seamless access to your favorite streaming and work tools, the M9 delivers a sharper, smarter and truly immersive experience,” said Puneet Sethi, Vice President, Enterprise Business, Samsung India.
     

    Flagship M9: A Leap in Display Innovation

    The M9 introduces QD-OLED technology to the Smart Monitor lineup for the first time. Merging flagship-level visuals with TV-grade smart functionality, the 32-inch M9 is engineered to deliver stunning contrast, vibrant colors, and immersive visuals. With a sleek, all-metal chassis, it blends museum-quality aesthetics with functional elegance, apt for a chic design studio or the coveted corner office.
     
    Samsung’s Smart Monitor M9 introduces OLED Safeguard+ to maintain screen integrity over time, featuring a proprietary cooling system that minimizes the risk of burn-in. Its Glare-Free display reduces reflections, ensuring consistent visibility and comfort even in bright environments.
     
    The M9 leverages AI-driven technologies like AI Picture Optimizer, 4K AI Upscaling Pro, and Active Voice Amplifier (AVA) Pro to enhance picture and sound quality in real time, adapting automatically to content and surroundings for optimized performance.
     
    As a smart entertainment hub, the M9 offers access to popular streaming apps, Samsung TV Plus, and Samsung Gaming Hub, enabling cloud-based gaming without a console or PC. With a 165Hz refresh rate, 0.03ms response time, and NVIDIA G-SYNC compatibility, it delivers smooth, high-performance visuals ideal for gaming and other demanding tasks.
     
    Paired with its 4K QD-OLED display, the monitor delivers visuals that align with content creators’ intentions, offering clarity and confidence for any application.
     

    M8 and M7: Smarter Everyday Displays for Work and Play

    The Smart Monitor M8 and M7 expand Samsung’s smart monitor lineup with 32-inch 4K UHD screens powered by advanced VA panel technology for sharp detail and rich contrast. Both models feature AI-powered tools like Click to Search and Tizen OS Home for intuitive content discovery and personalized recommendations.
     
    All three models integrate seamlessly with SmartThings, support Multi Control between Samsung devices, and offer Multi View for multitasking. With Microsoft 365 access, users can create and edit documents directly from the monitor without a PC, making them versatile solutions for modern work and entertainment setups.
     
    Prices and Offers
     

    Model
    Price (in INR)
    Coupon/add to cart (in INR)

    M90SF 32”
    125999
    3000

    M80SF 31”
    49299
    3000

    M70F 32″ (Black)
    30699
    1500

    M70F 32″ (White)
    31199
    1500

    M70F 43”
    34299
    1500

     
    As a part of launch starting from July 7 and July 20, 2025, consumers can avail benefits with instant cart discount up to INR 3000 across all channels.

    MIL OSI Economics –

  • MIL-Evening Report: Peter Russell-Clarke’s greatest gift was how he made you feel like one of the family

    Source: The Conversation (Au and NZ) – By Wendy Hunt, Senior Lecturer, Academic Chair, Food Science and Nutrition, Murdoch University

    Impressions/Getty Images

    Throughout my teenage years, our lounge room sang “Come and get it, come and get it” and all in earshot would carol back, “with Peter. Russell. Clarke!”

    The chef, restaurateur, cookbook author and illustrator, artist, cartoonist, TV presenter and media personality Peter Russell-Clarke has died after a stroke, aged 89. As Australia’s first television chef, he changed the way we thought about how to prepare food from local ingredients, championing food that was both healthy and tasty.

    Having always been fascinated by food, how it is produced and prepared, Russell-Clarke’s five minute program Come and Get It, which ran for 900 episodes over nine years from 1983 to 1992, had everything I was passionate about. He provided a lens into our food as it journeyed from farm to fork, a focus on healthy food – and, of course, a charismatic Aussie bloke at the helm.

    New flavours and new health messaging

    Television chefs and cooking show celebrities were not a thing in the 1980s.

    Reality TV had followed the adventures of naturalist Harry Butler and travel documentarians the Leyland Brothers from the mid-1970s, but we had not seen anything like Peter Russell-Clarke.

    On Come and Get It, Russell-Clarke shared his love of food with a smattering of classic Aussie idioms, a smile and a laugh.

    He was perhaps Australia’s first celebrity chef – and we couldn’t get enough.

    Come and Get It was launched at a time where our Australian diets were changing. Immigration in the 1970s and ‘80s saw a rise in Italian, Greek, Chinese, Indian and Vietnamese foods.

    Come and Get It included recipes with ingredients such as oxtail, tongue and lamb’s fry, but there was also chicken curry, bolognese pie, ravioli salad, dressed olives and vegetable fondue. Russell-Clarke even authored his own Italian cookbook.

    Not only were new and exotic foods available and new recipes passed about from treasured cookbooks, but we were becoming more aware of the impact of diet on our health. Iconic public health promotion campaigns were launched.

    In 1977, cartoon character Norm featured in the “Life be in it” campaign. He lay in his recliner, resting his TV remote on his “big stomach bones” and said, “I wouldn’t want to catch obesity.”

    In the 1980s we received our first version of the Healthy Eating Pyramid from the Australian Nutrition Foundation; the Heart Foundation Tick started to appear on food products; and a range of low-fat foods hit our shelves.

    Against this backdrop, Russell-Clarke was teaching kids and families where their food came from, the grass roots of it (literally), and how to prepare delicious and healthy meals.

    Russell-Clarke’s recipes tended towards fresh farm produce, and he avoided food waste. He strongly featured vegetables and would frequently talk about the health benefits of food.

    One of the family

    Russell-Clarke was the ambassador for many different agricultural products over the span of his career, including honey, trout and eggs.

    In my mind, he was inseparable from Philadelphia and Coon cheeses with his legendary “where’s the cheese?” catchphrase and promotion of the Australian dairy industry.

    I still have his Family Cook Book and use his recipes today. They actually work!

    The index, however, is terrible, largely because of his recipes start with “My” or “Peter’s”. For example, My Mum’s Muffins, My Weekend Soup, My Mate’s Bacon and Egg Muffins, My Dad’s Bubble and Squeak Fritters, Peter’s Salmon Patties and Peter’s Ripper Barbecue Sauce.

    To be honest, I don’t need that index anyway. I know where to find my go-to recipes; the pages naturally open there.

    First stop, his creamy chicken and broccoli casserole, which is still one of my feelgood favourites today.

    Possibly Russell-Clarke’s biggest gift to aspiring foodies was just that, the feelgood factor. Wholesome, delicious, feelgood food, prepared and presented in a way that made you feel like you were one of the family.

    Wendy Hunt receives funding from the Fisheries Research and Development Council and the Grains Research and Development Council.

    – ref. Peter Russell-Clarke’s greatest gift was how he made you feel like one of the family – https://theconversation.com/peter-russell-clarkes-greatest-gift-was-how-he-made-you-feel-like-one-of-the-family-260587

    MIL OSI Analysis – EveningReport.nz –

  • MIL-Evening Report: Peter Russell-Clarke’s greatest gift was how he made you feel like one of the family

    Source: The Conversation (Au and NZ) – By Wendy Hunt, Senior Lecturer, Academic Chair, Food Science and Nutrition, Murdoch University

    Impressions/Getty Images

    Throughout my teenage years, our lounge room sang “Come and get it, come and get it” and all in earshot would carol back, “with Peter. Russell. Clarke!”

    The chef, restaurateur, cookbook author and illustrator, artist, cartoonist, TV presenter and media personality Peter Russell-Clarke has died after a stroke, aged 89. As Australia’s first television chef, he changed the way we thought about how to prepare food from local ingredients, championing food that was both healthy and tasty.

    Having always been fascinated by food, how it is produced and prepared, Russell-Clarke’s five minute program Come and Get It, which ran for 900 episodes over nine years from 1983 to 1992, had everything I was passionate about. He provided a lens into our food as it journeyed from farm to fork, a focus on healthy food – and, of course, a charismatic Aussie bloke at the helm.

    New flavours and new health messaging

    Television chefs and cooking show celebrities were not a thing in the 1980s.

    Reality TV had followed the adventures of naturalist Harry Butler and travel documentarians the Leyland Brothers from the mid-1970s, but we had not seen anything like Peter Russell-Clarke.

    On Come and Get It, Russell-Clarke shared his love of food with a smattering of classic Aussie idioms, a smile and a laugh.

    He was perhaps Australia’s first celebrity chef – and we couldn’t get enough.

    Come and Get It was launched at a time where our Australian diets were changing. Immigration in the 1970s and ‘80s saw a rise in Italian, Greek, Chinese, Indian and Vietnamese foods.

    Come and Get It included recipes with ingredients such as oxtail, tongue and lamb’s fry, but there was also chicken curry, bolognese pie, ravioli salad, dressed olives and vegetable fondue. Russell-Clarke even authored his own Italian cookbook.

    Not only were new and exotic foods available and new recipes passed about from treasured cookbooks, but we were becoming more aware of the impact of diet on our health. Iconic public health promotion campaigns were launched.

    In 1977, cartoon character Norm featured in the “Life be in it” campaign. He lay in his recliner, resting his TV remote on his “big stomach bones” and said, “I wouldn’t want to catch obesity.”

    In the 1980s we received our first version of the Healthy Eating Pyramid from the Australian Nutrition Foundation; the Heart Foundation Tick started to appear on food products; and a range of low-fat foods hit our shelves.

    Against this backdrop, Russell-Clarke was teaching kids and families where their food came from, the grass roots of it (literally), and how to prepare delicious and healthy meals.

    Russell-Clarke’s recipes tended towards fresh farm produce, and he avoided food waste. He strongly featured vegetables and would frequently talk about the health benefits of food.

    One of the family

    Russell-Clarke was the ambassador for many different agricultural products over the span of his career, including honey, trout and eggs.

    In my mind, he was inseparable from Philadelphia and Coon cheeses with his legendary “where’s the cheese?” catchphrase and promotion of the Australian dairy industry.

    I still have his Family Cook Book and use his recipes today. They actually work!

    The index, however, is terrible, largely because of his recipes start with “My” or “Peter’s”. For example, My Mum’s Muffins, My Weekend Soup, My Mate’s Bacon and Egg Muffins, My Dad’s Bubble and Squeak Fritters, Peter’s Salmon Patties and Peter’s Ripper Barbecue Sauce.

    To be honest, I don’t need that index anyway. I know where to find my go-to recipes; the pages naturally open there.

    First stop, his creamy chicken and broccoli casserole, which is still one of my feelgood favourites today.

    Possibly Russell-Clarke’s biggest gift to aspiring foodies was just that, the feelgood factor. Wholesome, delicious, feelgood food, prepared and presented in a way that made you feel like you were one of the family.

    Wendy Hunt receives funding from the Fisheries Research and Development Council and the Grains Research and Development Council.

    – ref. Peter Russell-Clarke’s greatest gift was how he made you feel like one of the family – https://theconversation.com/peter-russell-clarkes-greatest-gift-was-how-he-made-you-feel-like-one-of-the-family-260587

    MIL OSI Analysis – EveningReport.nz –

  • MIL-Evening Report: Peter Russell-Clarke’s greatest gift was how he made you feel like one of the family

    Source: The Conversation (Au and NZ) – By Wendy Hunt, Senior Lecturer, Academic Chair, Food Science and Nutrition, Murdoch University

    Impressions/Getty Images

    Throughout my teenage years, our lounge room sang “Come and get it, come and get it” and all in earshot would carol back, “with Peter. Russell. Clarke!”

    The chef, restaurateur, cookbook author and illustrator, artist, cartoonist, TV presenter and media personality Peter Russell-Clarke has died after a stroke, aged 89. As Australia’s first television chef, he changed the way we thought about how to prepare food from local ingredients, championing food that was both healthy and tasty.

    Having always been fascinated by food, how it is produced and prepared, Russell-Clarke’s five minute program Come and Get It, which ran for 900 episodes over nine years from 1983 to 1992, had everything I was passionate about. He provided a lens into our food as it journeyed from farm to fork, a focus on healthy food – and, of course, a charismatic Aussie bloke at the helm.

    New flavours and new health messaging

    Television chefs and cooking show celebrities were not a thing in the 1980s.

    Reality TV had followed the adventures of naturalist Harry Butler and travel documentarians the Leyland Brothers from the mid-1970s, but we had not seen anything like Peter Russell-Clarke.

    On Come and Get It, Russell-Clarke shared his love of food with a smattering of classic Aussie idioms, a smile and a laugh.

    He was perhaps Australia’s first celebrity chef – and we couldn’t get enough.

    Come and Get It was launched at a time where our Australian diets were changing. Immigration in the 1970s and ‘80s saw a rise in Italian, Greek, Chinese, Indian and Vietnamese foods.

    Come and Get It included recipes with ingredients such as oxtail, tongue and lamb’s fry, but there was also chicken curry, bolognese pie, ravioli salad, dressed olives and vegetable fondue. Russell-Clarke even authored his own Italian cookbook.

    Not only were new and exotic foods available and new recipes passed about from treasured cookbooks, but we were becoming more aware of the impact of diet on our health. Iconic public health promotion campaigns were launched.

    In 1977, cartoon character Norm featured in the “Life be in it” campaign. He lay in his recliner, resting his TV remote on his “big stomach bones” and said, “I wouldn’t want to catch obesity.”

    In the 1980s we received our first version of the Healthy Eating Pyramid from the Australian Nutrition Foundation; the Heart Foundation Tick started to appear on food products; and a range of low-fat foods hit our shelves.

    Against this backdrop, Russell-Clarke was teaching kids and families where their food came from, the grass roots of it (literally), and how to prepare delicious and healthy meals.

    Russell-Clarke’s recipes tended towards fresh farm produce, and he avoided food waste. He strongly featured vegetables and would frequently talk about the health benefits of food.

    One of the family

    Russell-Clarke was the ambassador for many different agricultural products over the span of his career, including honey, trout and eggs.

    In my mind, he was inseparable from Philadelphia and Coon cheeses with his legendary “where’s the cheese?” catchphrase and promotion of the Australian dairy industry.

    I still have his Family Cook Book and use his recipes today. They actually work!

    The index, however, is terrible, largely because of his recipes start with “My” or “Peter’s”. For example, My Mum’s Muffins, My Weekend Soup, My Mate’s Bacon and Egg Muffins, My Dad’s Bubble and Squeak Fritters, Peter’s Salmon Patties and Peter’s Ripper Barbecue Sauce.

    To be honest, I don’t need that index anyway. I know where to find my go-to recipes; the pages naturally open there.

    First stop, his creamy chicken and broccoli casserole, which is still one of my feelgood favourites today.

    Possibly Russell-Clarke’s biggest gift to aspiring foodies was just that, the feelgood factor. Wholesome, delicious, feelgood food, prepared and presented in a way that made you feel like you were one of the family.

    Wendy Hunt receives funding from the Fisheries Research and Development Council and the Grains Research and Development Council.

    – ref. Peter Russell-Clarke’s greatest gift was how he made you feel like one of the family – https://theconversation.com/peter-russell-clarkes-greatest-gift-was-how-he-made-you-feel-like-one-of-the-family-260587

    MIL OSI Analysis – EveningReport.nz –

  • MIL-Evening Report: Peter Russell-Clarke’s greatest gift was how he made you feel like one of the family

    Source: The Conversation (Au and NZ) – By Wendy Hunt, Senior Lecturer, Academic Chair, Food Science and Nutrition, Murdoch University

    Impressions/Getty Images

    Throughout my teenage years, our lounge room sang “Come and get it, come and get it” and all in earshot would carol back, “with Peter. Russell. Clarke!”

    The chef, restaurateur, cookbook author and illustrator, artist, cartoonist, TV presenter and media personality Peter Russell-Clarke has died after a stroke, aged 89. As Australia’s first television chef, he changed the way we thought about how to prepare food from local ingredients, championing food that was both healthy and tasty.

    Having always been fascinated by food, how it is produced and prepared, Russell-Clarke’s five minute program Come and Get It, which ran for 900 episodes over nine years from 1983 to 1992, had everything I was passionate about. He provided a lens into our food as it journeyed from farm to fork, a focus on healthy food – and, of course, a charismatic Aussie bloke at the helm.

    New flavours and new health messaging

    Television chefs and cooking show celebrities were not a thing in the 1980s.

    Reality TV had followed the adventures of naturalist Harry Butler and travel documentarians the Leyland Brothers from the mid-1970s, but we had not seen anything like Peter Russell-Clarke.

    On Come and Get It, Russell-Clarke shared his love of food with a smattering of classic Aussie idioms, a smile and a laugh.

    He was perhaps Australia’s first celebrity chef – and we couldn’t get enough.

    Come and Get It was launched at a time where our Australian diets were changing. Immigration in the 1970s and ‘80s saw a rise in Italian, Greek, Chinese, Indian and Vietnamese foods.

    Come and Get It included recipes with ingredients such as oxtail, tongue and lamb’s fry, but there was also chicken curry, bolognese pie, ravioli salad, dressed olives and vegetable fondue. Russell-Clarke even authored his own Italian cookbook.

    Not only were new and exotic foods available and new recipes passed about from treasured cookbooks, but we were becoming more aware of the impact of diet on our health. Iconic public health promotion campaigns were launched.

    In 1977, cartoon character Norm featured in the “Life be in it” campaign. He lay in his recliner, resting his TV remote on his “big stomach bones” and said, “I wouldn’t want to catch obesity.”

    In the 1980s we received our first version of the Healthy Eating Pyramid from the Australian Nutrition Foundation; the Heart Foundation Tick started to appear on food products; and a range of low-fat foods hit our shelves.

    Against this backdrop, Russell-Clarke was teaching kids and families where their food came from, the grass roots of it (literally), and how to prepare delicious and healthy meals.

    Russell-Clarke’s recipes tended towards fresh farm produce, and he avoided food waste. He strongly featured vegetables and would frequently talk about the health benefits of food.

    One of the family

    Russell-Clarke was the ambassador for many different agricultural products over the span of his career, including honey, trout and eggs.

    In my mind, he was inseparable from Philadelphia and Coon cheeses with his legendary “where’s the cheese?” catchphrase and promotion of the Australian dairy industry.

    I still have his Family Cook Book and use his recipes today. They actually work!

    The index, however, is terrible, largely because of his recipes start with “My” or “Peter’s”. For example, My Mum’s Muffins, My Weekend Soup, My Mate’s Bacon and Egg Muffins, My Dad’s Bubble and Squeak Fritters, Peter’s Salmon Patties and Peter’s Ripper Barbecue Sauce.

    To be honest, I don’t need that index anyway. I know where to find my go-to recipes; the pages naturally open there.

    First stop, his creamy chicken and broccoli casserole, which is still one of my feelgood favourites today.

    Possibly Russell-Clarke’s biggest gift to aspiring foodies was just that, the feelgood factor. Wholesome, delicious, feelgood food, prepared and presented in a way that made you feel like you were one of the family.

    Wendy Hunt receives funding from the Fisheries Research and Development Council and the Grains Research and Development Council.

    – ref. Peter Russell-Clarke’s greatest gift was how he made you feel like one of the family – https://theconversation.com/peter-russell-clarkes-greatest-gift-was-how-he-made-you-feel-like-one-of-the-family-260587

    MIL OSI Analysis – EveningReport.nz –

  • MIL-OSI: Shell second quarter 2025 update note

    Source: GlobeNewswire (MIL-OSI)

    The following is an update to the second quarter 2025 outlook and gives an overview of our current expectations for the second quarter. Outlooks presented may vary from the actual second quarter 2025 results and are subject to finalisation of those results, which are scheduled to be published on July 31, 2025. Unless otherwise indicated, all outlook statements exclude identified items. 

    See appendix for the definition of the non-GAAP measure used and the most comparable GAAP measure.

       Integrated Gas

    $ billions Q1’25 Q2’25 Outlook Comment
    Adjusted EBITDA:
    Production (kboe/d) 927 900 – 940  
    LNG liquefaction volumes (MT) 6.6 6.4 – 6.8  
    Underlying opex 1.0 1.0 – 1.2  
    Adjusted Earnings:
    Pre-tax depreciation 1.4 1.4 – 1.8  
    Taxation charge 0.8 0.3 – 0.6  
    Other Considerations:
    Trading & Optimisation is expected to be significantly lower than Q1’25.

     Upstream

    $ billions Q1’25 Q2’25 Outlook Comment
    Adjusted EBITDA:
    Production (kboe/d) 1,855 1,660 – 1,760 Reflects scheduled maintenance and the completed sale of SPDC in Nigeria.
    Underlying opex 2.2 1.9 – 2.5  
    Adjusted Earnings:
    Pre-tax depreciation 2.2 2.0 – 2.6  
    Taxation charge 2.6 1.6 – 2.4  
    Other Considerations:
    The share of profit / (loss) of joint ventures and associates in Q2’25 is expected to be ~$0.2 billion. Q2’25 exploration well write-offs are expected to be ~$0.2 billion.

     Marketing

    $ billions Q1’25 Q2’25 Outlook Comment
    Adjusted EBITDA:
    Sales volumes (kb/d) 2,674 2,600 – 3,000  
    Underlying opex 2.4 2.3 – 2.7  
    Adjusted Earnings:
    Pre-tax depreciation 0.6 0.5 – 0.7  
    Taxation charge 0.4 0.2 – 0.6  
    Other Considerations:
    Marketing adjusted earnings are expected to be higher than Q1’25.

      Chemicals and Products

    $ billions Q1’25 Q2’25 Outlook Comment
    Adjusted EBITDA:
    Indicative refining margin* $6.2/bbl $8.9/bbl  
    Indicative chemicals margin* $126/tonne $166/tonne The Chemicals sub-segment adjusted earnings are expected to be a loss.
    Refinery utilisation 85% 92% – 96%  
    Chemicals utilisation 81% 68% – 72% Chemicals utilisation impacted by unplanned maintenance at Monaca.
    Underlying opex 2.0 1.7 – 2.1  
    Adjusted Earnings:
    Pre-tax depreciation 0.9 0.8 – 1.0  
    Taxation charge / (credit) 0.1 (0.3) – 0.2  
    Other Considerations:
    Trading & Optimisation is expected to be significantly lower than Q1’25. The Chemicals & Products segment adjusted earnings is expected to be below break-even in Q2’25.

    *See appendix

     Renewables and Energy Solutions

    $ billions Q1’25 Q2’25 Outlook Comment
    Adjusted Earnings — (0.4) – 0.2 Trading & Optimisation is expected to be lower than Q1’25.

    Corporate

    $ billions Q1’25 Q2’25 Outlook Comment
    Adjusted Earnings (0.5) (0.6) – (0.4)  

    Shell Group

    $ billions Q1’25 Q2’25 Outlook Comment
    CFFO:
    Tax paid 2.9 2.8 – 3.6  
    Derivative movements — (1) – 3  
    Working capital (2.7) (1) – 4  
    Other Shell Group Considerations:
    – 

    Guidance

    The ‘Quarterly Databook’ contains guidance on Indicative Refining Margin, Indicative Chemicals Margin and full-year price and margin sensitivities.

    Consensus

    The company compiled consensus, managed by Vara Research, is expected to be published on July 23, 2025.

    Appendix

    Indicative Margins

    Chemicals & Products Q1’25 Q2’25 Updated Outlook
    Indicative refining margin $6.2/bbl $8.9/bbl
    Indicative chemicals margin $126/tonne $166/tonne

    The formulas for Indicative refining margin (IRM) and Indicative chemicals margin (ICM) have been updated following the completion of the Singapore divestment. Applying the previous formula for Q2’25 the IRM would have been: $7.5/bbl and the ICM $143/tonne. 

    Volume Data

    Operational Metrics Q1’25 Q2’25 QPR Outlook Q2’25 Updated Outlook
    Integrated Gas      
    Production (kboe/d) 927 890 – 950 900 – 940
    LNG liquefaction volumes (MT) 6.6 6.3 – 6.9 6.4 – 6.8
    Upstream      
    Production (kboe/d) 1,855 1,560 – 1,760 1,660 – 1,760
    Marketing      
    Sales volumes (kb/d) 2,674 2,600 – 3,100 2,600 – 3,000
    Chemicals & Products      
    Refinery utilisation 85% 87% – 95% 92% – 96%
    Chemicals utilisation 81% 74% – 82% 68% – 72%

    Underlying Opex

    Underlying operating expenses is a measure aimed at facilitating a comparative understanding of performance from period to period by removing the effects of identified items, which, either individually or collectively, can cause volatility, in some cases driven by external factors. For further details see the 1st Quarter 2025 unaudited results.

    $ billions Q1’25 Q1’25 Adjusted Q2’25 Updated Outlook
    Production and manufacturing expenses 5.5    
    Selling, distribution and administrative expenses 2.8    
    Research and development 0.2    
    Operating Expenses (Opex) 8.6 8.6  
    Less: Identified Items   0.1  
    Underlying Opex   8.5  
        of which:      
        Integrated Gas 1.0 1.0 1.0 – 1.2
        Upstream 2.2 2.2 1.9 – 2.5
        Marketing 2.4 2.4 2.3 – 2.7
        Chemicals and Products 2.1 2.0 1.7 – 2.1
        Renewables and Energy Solutions 0.7 0.7  

    Depreciation, depletion and amortisation

    $ billions Q1’25 Q1’25 Adjusted Q2’25 Updated Outlook
    Depreciation, Depletion & Amortisation 5.4 5.4  
    Less: Identified Items   0.3  
    Pre-tax depreciation (as Adjusted)   5.1  
        of which:      
        Integrated Gas 1.4 1.4 1.4 – 1.8
        Upstream 2.2 2.2 2.0 – 2.6
        Marketing 0.5 0.6 0.5 – 0.7
        Chemicals and Products 1.1 0.9 0.8 – 1.0
        Renewables and Energy Solutions 0.1 0.1  

    Taxation Charge

    $ billions Q1’25 Q1’25 Adjusted Q2’25 Updated Outlook
    Taxation Charge 4.1 4.1  
    Less: Identified Items and Cost of supplies adjustment   0.3  
    Taxation Charge (as Adjusted)   3.8  
        of which:      
        Integrated Gas 0.8 0.8 0.3 – 0.6
        Upstream 3.0 2.6 1.6 – 2.4
        Marketing 0.4 0.4 0.2 – 0.6
        Chemicals and Products — 0.1 (0.3) – 0.2
        Renewables and Energy Solutions — 0.1  

    Adjusted Earnings

    The “Adjusted Earnings” measure aims to facilitate a comparative understanding of Shell’s financial performance from period to period by removing the effects of oil price changes on inventory carrying amounts and removing the effects of identified items. These items are in some cases driven by external factors and may, either individually or collectively, hinder the comparative understanding of Shell’s financial results from period to period. This measure excludes earnings attributable to non-controlling interest. For further details see the 1st Quarter 2025 unaudited results.

    $ billions Q1’25 Q1’25 Adjusted Q2’25 Updated Outlook
    Income/(loss) attributable to Shell plc shareholders 4.8 4.8  
    Add: Current cost of supplies adjustment attributable to Shell plc shareholders   —  
    Less: Identified items attributable to Shell plc shareholders   (0.8)  
    Adjusted Earnings   5.6  
        of which:      
        Renewables and Energy Solutions (0.2) — (0.4) – 0.2
        Corporate (0.5) (0.5) (0.6) – (0.4)

    Enquiries

    Media International: +44 (0) 207 934 5550

    Media U.S. and Canada: Contact form

    Cautionary Note

    The companies in which Shell plc directly and indirectly owns investments are separate legal entities. In this announcement “Shell”, “Shell Group” and “Group” are sometimes used for convenience to reference Shell plc and its subsidiaries in general. Likewise, the words “we”, “us” and “our” are also used to refer to Shell plc and its subsidiaries in general or to those who work for them. These terms are also used where no useful purpose is served by identifying the particular entity or entities. ‘‘Subsidiaries’’, “Shell subsidiaries” and “Shell companies” as used in this announcement refer to entities over which Shell plc either directly or indirectly has control. The terms “joint venture”, “joint operations”, “joint arrangements”, and “associates” may also be used to refer to a commercial arrangement in which Shell has a direct or indirect ownership interest with one or more parties.  The term “Shell interest” is used for convenience to indicate the direct and/or indirect ownership interest held by Shell in an entity or unincorporated joint arrangement, after exclusion of all third-party interest.

    The numbers presented in this announcement may not sum precisely to the totals provided and percentages may not precisely reflect the absolute figures due to rounding.

    Forward-Looking statements
    This announcement contains forward-looking statements (within the meaning of the U.S. Private Securities Litigation Reform Act of 1995) concerning the financial condition, results of operations and businesses of Shell. All statements other than statements of historical fact are, or may be deemed to be, forward-looking statements. Forward-looking statements are statements of future expectations that are based on management’s current expectations and assumptions and involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those expressed or implied in these statements. Forward-looking statements include, among other things, statements concerning the potential exposure of Shell to market risks and statements expressing management’s expectations, beliefs, estimates, forecasts, projections and assumptions. These forward-looking statements are identified by their use of terms and phrases such as “aim”; “ambition”; ‘‘anticipate’’; “aspire”; “aspiration”; ‘‘believe’’; “commit”; “commitment”; ‘‘could’’; “desire”; ‘‘estimate’’; ‘‘expect’’; ‘‘goals’’; ‘‘intend’’; ‘‘may’’; “milestones”; ‘‘objectives’’; ‘‘outlook’’; ‘‘plan’’; ‘‘probably’’; ‘‘project’’; ‘‘risks’’; “schedule”; ‘‘seek’’; ‘‘should’’; ‘‘target’’; “vision”; ‘‘will’’; “would” and similar terms and phrases. There are a number of factors that could affect the future operations of Shell and could cause those results to differ materially from those expressed in the forward-looking statements included in this announcement, including (without limitation): (a) price fluctuations in crude oil and natural gas; (b) changes in demand for Shell’s products; (c) currency fluctuations; (d) drilling and production results; (e) reserves estimates; (f) loss of market share and industry competition; (g) environmental and physical risks, including climate change; (h) risks associated with the identification of suitable potential acquisition properties and targets, and successful negotiation and completion of such transactions; (i) the risk of doing business in developing countries and countries subject to international sanctions; (j) legislative, judicial, fiscal and regulatory developments including tariffs and regulatory measures addressing climate change; (k) economic and financial market conditions in various countries and regions; (l) political risks, including the risks of expropriation and renegotiation of the terms of contracts with governmental entities, delays or advancements in the approval of projects and delays in the reimbursement for shared costs; (m) risks associated with the impact of pandemics, regional conflicts, such as the Russia-Ukraine war and the conflict in the Middle East, and a significant cyber security, data privacy or IT incident; (n) the pace of the energy transition; and (o) changes in trading conditions. No assurance is provided that future dividend payments will match or exceed previous dividend payments. All forward-looking statements contained in this announcement are expressly qualified in their entirety by the cautionary statements contained or referred to in this section. Readers should not place undue reliance on forward-looking statements. Additional risk factors that may affect future results are contained in Shell plc’s Form 20-F and amendment thereto for the year ended December 31, 2024 (available at www.shell.com/investors/news-and-filings/sec-filings.html and www.sec.gov). These risk factors also expressly qualify all forward-looking statements contained in this announcement and should be considered by the reader. Each forward-looking statement speaks only as of the date of this announcement, July 7, 2025. Neither Shell plc nor any of its subsidiaries undertake any obligation to publicly update or revise any forward-looking statement as a result of new information, future events or other information. In light of these risks, results could differ materially from those stated, implied or inferred from the forward-looking statements contained in this announcement.

    Shell’s net carbon intensity
    Also, in this announcement we may refer to Shell’s “net carbon intensity” (NCI), which includes Shell’s carbon emissions from the production of our energy products, our suppliers’ carbon emissions in supplying energy for that production and our customers’ carbon emissions associated with their use of the energy products we sell. Shell’s NCI also includes the emissions associated with the production and use of energy products produced by others which Shell purchases for resale. Shell only controls its own emissions. The use of the terms Shell’s “net carbon intensity” or NCI is for convenience only and not intended to suggest these emissions are those of Shell plc or its subsidiaries.

    Shell’s net-zero emissions target
    Shell’s operating plan and outlook are forecasted for a three-year period and ten-year period, respectively, and are updated every year. They reflect the current economic environment and what we can reasonably expect to see over the next three and ten years. Accordingly, the outlook reflects our Scope 1, Scope 2 and NCI targets over the next ten years.  However, Shell’s operating plan and outlook cannot reflect our 2050 net-zero emissions target, as this target is outside our planning period. Such future operating plans and outlooks could include changes to our portfolio, efficiency improvements and the use of carbon capture and storage and carbon credits. In the future, as society moves towards net-zero emissions, we expect Shell’s operating plans and outlooks to reflect this movement. However, if society is not net zero in 2050, as of today, there would be significant risk that Shell may not meet this target.

    Forward-Looking Non-GAAP measures

    This announcement may contain certain forward-looking non-GAAP measures such as Adjusted Earnings, Adjusted EBITDA, Cash flow from operating activities excluding working capital movements, Cash capital expenditure, Net debt and Underlying operating expense.

    Adjusted Earnings and Adjusted EBITDA are measures used to evaluate Shell’s performance in the period and over time.
    The “Adjusted Earnings” and Adjusted EBITDA are measures which aim to facilitate a comparative understanding of Shell’s financial performance from period to period by removing the effects of oil price changes on inventory carrying amounts and removing the effects of identified items.
    Adjusted Earnings is defined as income/(loss) attributable to shareholders adjusted for the current cost of supplies and excluding identified items. “Adjusted EBITDA (CCS basis)” is defined as “Income/(loss) for the period” adjusted for current cost of supplies; identified items; tax charge/(credit); depreciation, amortisation and depletion; exploration well write-offs and net interest expense. All items include the non-controlling interest component.
    Cash flow from operating activities excluding working capital movements is a measure used by Shell to analyse its operating cash generation over time excluding the timing effects of changes in inventories and operating receivables and payables from period to period. Working capital movements are defined as the sum of the following items in the Consolidated Statement of Cash Flows: (i) (increase)/decrease in inventories, (ii) (increase)/decrease in current receivables, and (iii) increase/(decrease) in current payables. Cash capital expenditure is the sum of the following lines from the Consolidated Statement of Cash flows: Capital expenditure, Investments in joint ventures and associates and Investments in equity securities. Net debt is defined as the sum of current and non-current debt, less cash and cash equivalents, adjusted for the fair value of derivative financial instruments used to hedge foreign exchange and interest rate risks relating to debt, and associated collateral balances. Underlying operating expenses is a measure of Shell’s cost management performance and aimed at facilitating a comparative understanding of performance from period to period by removing the effects of identified items, which, either individually or collectively, can cause volatility, in some cases driven by external factors. Underlying operating expenses comprises the following items from the Consolidated statement of Income: production and manufacturing expenses; selling, distribution and administrative expenses; and research and development expenses and removes the effects of identified items such as redundancy and restructuring charges or reversals, provisions or reversals and others.

    We are unable to provide a reconciliation of these forward-looking non-GAAP measures to the most comparable GAAP financial measures because certain information needed to reconcile those non-GAAP measures to the most comparable GAAP financial measures is dependent on future events some of which are outside the control of Shell, such as oil and gas prices, interest rates and exchange rates. Moreover, estimating such GAAP measures with the required precision necessary to provide a meaningful reconciliation is extremely difficult and could not be accomplished without unreasonable effort. Non-GAAP measures in respect of future periods which cannot be reconciled to the most comparable GAAP financial measure are calculated in a manner which is consistent with the accounting policies applied in Shell plc’s consolidated financial statements.
    The contents of websites referred to in this announcement do not form part of this announcement.

    We may have used certain terms, such as resources, in this announcement that the United States Securities and Exchange Commission (SEC) strictly prohibits us from including in our filings with the SEC.  Investors are urged to consider closely the disclosure in our Form 20-F, File No 1-32575, available on the SEC website www.sec.gov.

    LEI number of Shell plc: 21380068P1DRHMJ8KU70

    The MIL Network –

  • MIL-OSI: Lightchain AI Concludes 15 Presale Phases and Launches Bonus Round With Developer Grant Program

    Source: GlobeNewswire (MIL-OSI)

    SHREWSBURY, United Kingdom, July 07, 2025 (GLOBE NEWSWIRE) — Lightchain AI, a blockchain infrastructure project focused on AI-native applications, has completed all 15 presale phases without delays and is now entering its Bonus Round. The project has raised $21 million to date, with tokens continuing to be available at a fixed price of $0.007.

    In parallel with the Bonus Round launch, Lightchain AI has announced a major update to its tokenomics. The original 5% team allocation has been removed and reallocated to developer grant and protocol development programs. This shift enables the creation of a $150,000 grant pool for builders, which will provide milestone-based funding, technical support, and visibility within the Lightchain ecosystem.

    “The completion of all 15 phases on schedule and the Bonus Round launch are key moments for the project,” said a Lightchain AI spokesperson. “We’re aligning resources toward builders and long-term development to create the infrastructure needed for scalable decentralized AI.”

    Lightchain AI features a sharded Layer 1 architecture designed for high-throughput AI processing. The network supports parallelized computation, dynamic gas pricing, and compatibility with Ethereum-based tools. These components are intended to power real-time decentralized AI applications such as inference engines, model marketplaces, and agent coordination systems.

    The Bonus Round marks the final phase of Lightchain AI’s presale ahead of its next technical milestone: testnet launch in Q3 2025. Token buyers can participate via the official platform using Ethereum (ETH) or Tether (USDT) on the ERC-20 network.

    About Lightchain AI
    Lightchain AI is a Layer 1 blockchain purpose-built to support AI workloads and decentralized computation. Its architecture emphasizes parallel execution, low latency, and support for AI-native smart contracts. The platform is currently conducting its Bonus Round offering after completing 15 presale phases and raising $21 million in preparation for testnet launch.

    For more information:
    Website: https://lightchain.ai
    Whitepaper: https://lightchain.ai/lightchain-whitepaper.pdf
    Telegram: https://t.me/LightchainProtocol
    X (Twitter): https://x.com/LightchainAI

    Contact:
    SHAJAN SKARIA
    media@lightchain.ai

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

    Legal Disclaimer: This media platform provides the content of this article on an “as-is” basis, without any warranties or representations of any kind, express or implied. We assume no responsibility for any inaccuracies, errors, or omissions. We do not assume any responsibility or liability for the accuracy, content, images, videos, licenses, completeness, legality, or reliability of the information presented herein. Any concerns, complaints, or copyright issues related to this article should be directed to the content provider mentioned above.

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/d8659015-cc73-4196-8efe-73201d61bb33

    The MIL Network –

  • MIL-Evening Report: In Texas, parents search flood debris for missing kids. Are Australians ready for our own sudden floods?

    Source: The Conversation (Au and NZ) – By Erica Kuligowski, Vice-Chancellor’s Senior Research Fellow, School of Engineering, RMIT University

    Harrowing stories are emerging in the wake of catastrophic and sudden flooding over the fourth of July weekend in Texas – where many people were camping, and children were at riverside summer camp.

    More than 80 people are confirmed dead (28 of whom were children) and 12 people are still missing. Parents have described finding children’s bodies while picking through flood debris searching for their own missing kids.

    In Texas, the floodwaters rose very rapidly and in the middle of the night. Authorities had issued flood warnings but many people were still caught off-guard.

    Sudden floods can also happen in Australia, as seen recently in New South Wales around Taree and Lismore, in the wake of ex-Cyclone Alfred.

    As climate change makes severe weather events more frequent, it’s worth asking: how ready is Australia for its next sudden flood? And what could help to encourage people to leave while there’s still time?

    It’s hard to appreciate how suddenly floods happen

    Decades of research shows disasters can emerge and change very quickly. Hazards at night are especially difficult, because much can change while people are sleeping.

    Even when flood warnings are issued, authorities can struggle to convince people the problem will affect them.

    People often base their risk assessments on what’s happened in the past. So, if they live in an area that has experienced minor flooding before, they may think the current flood will be similarly minor.

    Research also shows people often wait for extra evidence to confirm the initial warnings from officials. They might look to see if people around them are preparing to leave, or look for cues from the environment such as a sudden burst of loud rain.

    Unfortunately, waiting can mean you miss the opportunity to leave. A road may close, or services may be overwhelmed and evacuation may no longer be an option. Escape options can narrow incredibly quickly, especially when people are asleep.

    What about early warning systems?

    The Albanese government announced in 2023 it would spend A$236 million over a decade to establish a national flood warning network. This will involve buying and upgrading flood gauges across Australia and trying to repair what the government has called “patchwork flood gauge network”.

    That’s important, and it’s also positive to see other research on ways we can use existing technology infrastructure such as mobile phone towers to get early warnings on rising floodwaters.

    But technology is only one part of the bigger picture. As growing body of research shows, many people do not evacuate even when warned about floods or fire.

    Communicating risk in a disaster

    Authorities must find ways to communicate disaster risk in a way that people will respond to.

    Research shows getting the message out through as many channels as possible is crucial. People need to hear about the warnings on TV and on radio and online through various platforms and via local groups as well as national authorities.

    The evidence also suggests people are more likely to trust messages coming from others in their community.

    So, emergency agencies should work through community “champions” to help spread the word about an impending flood threat. It could be the principal of a school, a trusted source in a non-English speaking community, local emergency services volunteers or the manager of a local neighbourhood centre.

    Emergency and government agencies need to identify trusted sources in communities, and build connections with them, before the crisis arrives to ensure information is disseminated smoothly in an emergency.

    Tailoring information is key

    Many people hear warnings and believe a flood is coming, but may think the worst impacts won’t happen in their area. This is a very common misconception.

    That’s why information should be tailored so people understand the risk at their particular location.

    Helping people understand the consequences of not evacuating is also vital. This might mean messaging such as “if you don’t leave now, the floods will be over your roof and we may not be able to come and rescue you or your children or pet”.

    Residents may not understand how fast floodwaters can move, that conditions may be very choppy and windy, or that large and dangerous debris will be coming at them and their children in a flood. This should also be communicated clearly.

    Education prior to the crisis event can help people understand what flood waters can do at their location. This community awareness should be conducted in flood-prone areas at regular intervals.

    Localised, tailored information can help people understand what will happen to them and their families if they don’t leave early enough – hopefully preventing devastating death tolls of the kind Texas is now grappling with.

    Erica Kuligowski has received funding from the Australian Research Council and from Natural Hazards Research Australia.

    – ref. In Texas, parents search flood debris for missing kids. Are Australians ready for our own sudden floods? – https://theconversation.com/in-texas-parents-search-flood-debris-for-missing-kids-are-australians-ready-for-our-own-sudden-floods-260581

    MIL OSI Analysis – EveningReport.nz –

  • MIL-Evening Report: In Texas, parents search flood debris for missing kids. Are Australians ready for our own sudden floods?

    Source: The Conversation (Au and NZ) – By Erica Kuligowski, Vice-Chancellor’s Senior Research Fellow, School of Engineering, RMIT University

    Harrowing stories are emerging in the wake of catastrophic and sudden flooding over the fourth of July weekend in Texas – where many people were camping, and children were at riverside summer camp.

    More than 80 people are confirmed dead (28 of whom were children) and 12 people are still missing. Parents have described finding children’s bodies while picking through flood debris searching for their own missing kids.

    In Texas, the floodwaters rose very rapidly and in the middle of the night. Authorities had issued flood warnings but many people were still caught off-guard.

    Sudden floods can also happen in Australia, as seen recently in New South Wales around Taree and Lismore, in the wake of ex-Cyclone Alfred.

    As climate change makes severe weather events more frequent, it’s worth asking: how ready is Australia for its next sudden flood? And what could help to encourage people to leave while there’s still time?

    It’s hard to appreciate how suddenly floods happen

    Decades of research shows disasters can emerge and change very quickly. Hazards at night are especially difficult, because much can change while people are sleeping.

    Even when flood warnings are issued, authorities can struggle to convince people the problem will affect them.

    People often base their risk assessments on what’s happened in the past. So, if they live in an area that has experienced minor flooding before, they may think the current flood will be similarly minor.

    Research also shows people often wait for extra evidence to confirm the initial warnings from officials. They might look to see if people around them are preparing to leave, or look for cues from the environment such as a sudden burst of loud rain.

    Unfortunately, waiting can mean you miss the opportunity to leave. A road may close, or services may be overwhelmed and evacuation may no longer be an option. Escape options can narrow incredibly quickly, especially when people are asleep.

    What about early warning systems?

    The Albanese government announced in 2023 it would spend A$236 million over a decade to establish a national flood warning network. This will involve buying and upgrading flood gauges across Australia and trying to repair what the government has called “patchwork flood gauge network”.

    That’s important, and it’s also positive to see other research on ways we can use existing technology infrastructure such as mobile phone towers to get early warnings on rising floodwaters.

    But technology is only one part of the bigger picture. As growing body of research shows, many people do not evacuate even when warned about floods or fire.

    Communicating risk in a disaster

    Authorities must find ways to communicate disaster risk in a way that people will respond to.

    Research shows getting the message out through as many channels as possible is crucial. People need to hear about the warnings on TV and on radio and online through various platforms and via local groups as well as national authorities.

    The evidence also suggests people are more likely to trust messages coming from others in their community.

    So, emergency agencies should work through community “champions” to help spread the word about an impending flood threat. It could be the principal of a school, a trusted source in a non-English speaking community, local emergency services volunteers or the manager of a local neighbourhood centre.

    Emergency and government agencies need to identify trusted sources in communities, and build connections with them, before the crisis arrives to ensure information is disseminated smoothly in an emergency.

    Tailoring information is key

    Many people hear warnings and believe a flood is coming, but may think the worst impacts won’t happen in their area. This is a very common misconception.

    That’s why information should be tailored so people understand the risk at their particular location.

    Helping people understand the consequences of not evacuating is also vital. This might mean messaging such as “if you don’t leave now, the floods will be over your roof and we may not be able to come and rescue you or your children or pet”.

    Residents may not understand how fast floodwaters can move, that conditions may be very choppy and windy, or that large and dangerous debris will be coming at them and their children in a flood. This should also be communicated clearly.

    Education prior to the crisis event can help people understand what flood waters can do at their location. This community awareness should be conducted in flood-prone areas at regular intervals.

    Localised, tailored information can help people understand what will happen to them and their families if they don’t leave early enough – hopefully preventing devastating death tolls of the kind Texas is now grappling with.

    Erica Kuligowski has received funding from the Australian Research Council and from Natural Hazards Research Australia.

    – ref. In Texas, parents search flood debris for missing kids. Are Australians ready for our own sudden floods? – https://theconversation.com/in-texas-parents-search-flood-debris-for-missing-kids-are-australians-ready-for-our-own-sudden-floods-260581

    MIL OSI Analysis – EveningReport.nz –

  • MIL-Evening Report: In Texas, parents search flood debris for missing kids. Are Australians ready for our own sudden floods?

    Source: The Conversation (Au and NZ) – By Erica Kuligowski, Vice-Chancellor’s Senior Research Fellow, School of Engineering, RMIT University

    Harrowing stories are emerging in the wake of catastrophic and sudden flooding over the fourth of July weekend in Texas – where many people were camping, and children were at riverside summer camp.

    More than 80 people are confirmed dead (28 of whom were children) and 12 people are still missing. Parents have described finding children’s bodies while picking through flood debris searching for their own missing kids.

    In Texas, the floodwaters rose very rapidly and in the middle of the night. Authorities had issued flood warnings but many people were still caught off-guard.

    Sudden floods can also happen in Australia, as seen recently in New South Wales around Taree and Lismore, in the wake of ex-Cyclone Alfred.

    As climate change makes severe weather events more frequent, it’s worth asking: how ready is Australia for its next sudden flood? And what could help to encourage people to leave while there’s still time?

    It’s hard to appreciate how suddenly floods happen

    Decades of research shows disasters can emerge and change very quickly. Hazards at night are especially difficult, because much can change while people are sleeping.

    Even when flood warnings are issued, authorities can struggle to convince people the problem will affect them.

    People often base their risk assessments on what’s happened in the past. So, if they live in an area that has experienced minor flooding before, they may think the current flood will be similarly minor.

    Research also shows people often wait for extra evidence to confirm the initial warnings from officials. They might look to see if people around them are preparing to leave, or look for cues from the environment such as a sudden burst of loud rain.

    Unfortunately, waiting can mean you miss the opportunity to leave. A road may close, or services may be overwhelmed and evacuation may no longer be an option. Escape options can narrow incredibly quickly, especially when people are asleep.

    What about early warning systems?

    The Albanese government announced in 2023 it would spend A$236 million over a decade to establish a national flood warning network. This will involve buying and upgrading flood gauges across Australia and trying to repair what the government has called “patchwork flood gauge network”.

    That’s important, and it’s also positive to see other research on ways we can use existing technology infrastructure such as mobile phone towers to get early warnings on rising floodwaters.

    But technology is only one part of the bigger picture. As growing body of research shows, many people do not evacuate even when warned about floods or fire.

    Communicating risk in a disaster

    Authorities must find ways to communicate disaster risk in a way that people will respond to.

    Research shows getting the message out through as many channels as possible is crucial. People need to hear about the warnings on TV and on radio and online through various platforms and via local groups as well as national authorities.

    The evidence also suggests people are more likely to trust messages coming from others in their community.

    So, emergency agencies should work through community “champions” to help spread the word about an impending flood threat. It could be the principal of a school, a trusted source in a non-English speaking community, local emergency services volunteers or the manager of a local neighbourhood centre.

    Emergency and government agencies need to identify trusted sources in communities, and build connections with them, before the crisis arrives to ensure information is disseminated smoothly in an emergency.

    Tailoring information is key

    Many people hear warnings and believe a flood is coming, but may think the worst impacts won’t happen in their area. This is a very common misconception.

    That’s why information should be tailored so people understand the risk at their particular location.

    Helping people understand the consequences of not evacuating is also vital. This might mean messaging such as “if you don’t leave now, the floods will be over your roof and we may not be able to come and rescue you or your children or pet”.

    Residents may not understand how fast floodwaters can move, that conditions may be very choppy and windy, or that large and dangerous debris will be coming at them and their children in a flood. This should also be communicated clearly.

    Education prior to the crisis event can help people understand what flood waters can do at their location. This community awareness should be conducted in flood-prone areas at regular intervals.

    Localised, tailored information can help people understand what will happen to them and their families if they don’t leave early enough – hopefully preventing devastating death tolls of the kind Texas is now grappling with.

    Erica Kuligowski has received funding from the Australian Research Council and from Natural Hazards Research Australia.

    – ref. In Texas, parents search flood debris for missing kids. Are Australians ready for our own sudden floods? – https://theconversation.com/in-texas-parents-search-flood-debris-for-missing-kids-are-australians-ready-for-our-own-sudden-floods-260581

    MIL OSI Analysis – EveningReport.nz –

  • MIL-Evening Report: In Texas, parents search flood debris for missing kids. Are Australians ready for our own sudden floods?

    Source: The Conversation (Au and NZ) – By Erica Kuligowski, Vice-Chancellor’s Senior Research Fellow, School of Engineering, RMIT University

    Harrowing stories are emerging in the wake of catastrophic and sudden flooding over the fourth of July weekend in Texas – where many people were camping, and children were at riverside summer camp.

    More than 80 people are confirmed dead (28 of whom were children) and 12 people are still missing. Parents have described finding children’s bodies while picking through flood debris searching for their own missing kids.

    In Texas, the floodwaters rose very rapidly and in the middle of the night. Authorities had issued flood warnings but many people were still caught off-guard.

    Sudden floods can also happen in Australia, as seen recently in New South Wales around Taree and Lismore, in the wake of ex-Cyclone Alfred.

    As climate change makes severe weather events more frequent, it’s worth asking: how ready is Australia for its next sudden flood? And what could help to encourage people to leave while there’s still time?

    It’s hard to appreciate how suddenly floods happen

    Decades of research shows disasters can emerge and change very quickly. Hazards at night are especially difficult, because much can change while people are sleeping.

    Even when flood warnings are issued, authorities can struggle to convince people the problem will affect them.

    People often base their risk assessments on what’s happened in the past. So, if they live in an area that has experienced minor flooding before, they may think the current flood will be similarly minor.

    Research also shows people often wait for extra evidence to confirm the initial warnings from officials. They might look to see if people around them are preparing to leave, or look for cues from the environment such as a sudden burst of loud rain.

    Unfortunately, waiting can mean you miss the opportunity to leave. A road may close, or services may be overwhelmed and evacuation may no longer be an option. Escape options can narrow incredibly quickly, especially when people are asleep.

    What about early warning systems?

    The Albanese government announced in 2023 it would spend A$236 million over a decade to establish a national flood warning network. This will involve buying and upgrading flood gauges across Australia and trying to repair what the government has called “patchwork flood gauge network”.

    That’s important, and it’s also positive to see other research on ways we can use existing technology infrastructure such as mobile phone towers to get early warnings on rising floodwaters.

    But technology is only one part of the bigger picture. As growing body of research shows, many people do not evacuate even when warned about floods or fire.

    Communicating risk in a disaster

    Authorities must find ways to communicate disaster risk in a way that people will respond to.

    Research shows getting the message out through as many channels as possible is crucial. People need to hear about the warnings on TV and on radio and online through various platforms and via local groups as well as national authorities.

    The evidence also suggests people are more likely to trust messages coming from others in their community.

    So, emergency agencies should work through community “champions” to help spread the word about an impending flood threat. It could be the principal of a school, a trusted source in a non-English speaking community, local emergency services volunteers or the manager of a local neighbourhood centre.

    Emergency and government agencies need to identify trusted sources in communities, and build connections with them, before the crisis arrives to ensure information is disseminated smoothly in an emergency.

    Tailoring information is key

    Many people hear warnings and believe a flood is coming, but may think the worst impacts won’t happen in their area. This is a very common misconception.

    That’s why information should be tailored so people understand the risk at their particular location.

    Helping people understand the consequences of not evacuating is also vital. This might mean messaging such as “if you don’t leave now, the floods will be over your roof and we may not be able to come and rescue you or your children or pet”.

    Residents may not understand how fast floodwaters can move, that conditions may be very choppy and windy, or that large and dangerous debris will be coming at them and their children in a flood. This should also be communicated clearly.

    Education prior to the crisis event can help people understand what flood waters can do at their location. This community awareness should be conducted in flood-prone areas at regular intervals.

    Localised, tailored information can help people understand what will happen to them and their families if they don’t leave early enough – hopefully preventing devastating death tolls of the kind Texas is now grappling with.

    Erica Kuligowski has received funding from the Australian Research Council and from Natural Hazards Research Australia.

    – ref. In Texas, parents search flood debris for missing kids. Are Australians ready for our own sudden floods? – https://theconversation.com/in-texas-parents-search-flood-debris-for-missing-kids-are-australians-ready-for-our-own-sudden-floods-260581

    MIL OSI Analysis – EveningReport.nz –

  • MIL-OSI: Capgemini to acquire WNS to create a global leader in Agentic AI-powered Intelligent Operations

    Source: GlobeNewswire (MIL-OSI)

    Media relations:
    Victoire Grux
    Tel.: +33 6 04 52 16 55
    victoire.grux@capgemini.com

    Investor relations:
    Vincent Biraud
    Tel.: +33 1 47 54 50 87
    vincent.biraud@capgemini.com

    Capgemini to acquire WNS to create a global leader in Agentic AI-powered Intelligent Operations

    • Creation of a leader in Intelligent Operations to capture enterprise investment in Agentic AI to transform their end-to-end business processes
    • Acquisition of a leading player in Digital BPS (Business Process Services) to combine capabilities and scale to address the strategic opportunity driven by Agentic AI
    • Transaction immediately accretive to Capgemini’s revenue growth and operating margin
    • Expected accretion to Capgemini’s normalized EPS of 4% before synergies in 2026, and 7% post-synergies in 2027
    • Definitive transaction agreement entered into pursuant to which Capgemini will acquire WNS for a cash consideration of 76.50 USD per share
    • Transaction unanimously approved by the board of directors of both companies and expected to close by the end of the year

    Paris, July 7, 2025 – Capgemini (Euronext Paris: CAP), a global business and technology transformation partner, and WNS (NYSE: WNS), a leading digital-led business transformation and services company, today announced that they have entered into a definitive transaction agreement pursuant to which Capgemini will acquire WNS for a cash consideration of 76.50 USD per WNS share, which represents a premium of 28% to the last 90-day average1 share price, of 27% to the last 30-day average1 share price and a premium of 17% to the last closing share price on July 3, 2025. The total cash consideration will amount to $3.3 billion, excluding WNS net financial debt2. The transaction will be accretive to Capgemini’s normalized EPS by 4% before synergies in 2026 and 7% post synergies in 2027. The transaction has been unanimously approved by both Capgemini’s and WNS’ Boards of Directors.

    “Enterprises are rapidly adopting Generative AI and Agentic AI to transform their operations end-to-end. Business Process Services will be the showcase for Agentic AI. Capgemini’s acquisition of WNS will provide the Group with the scale and vertical sector expertise to capture that rapidly emerging strategic opportunity created by the paradigm shift from traditional BPS to Agentic AI-powered Intelligent Operations,” comments Aiman Ezzat, Chief Executive Officer of Capgemini. “Together we will create a leader in Intelligent Operations, uniquely positioned to support organizations in their AI-powered business process transformation, blending the critical capabilities needed from consulting, technology and platforms to deep process and industry expertise. This will address the client needs for Agentic AI-driven process transformation to deliver efficiency and agility through hyper-automation while achieving superior business outcomes.

    WNS brings to the Group its high growth, margin accretive and resilient Digital Business Process Services, which is the springboard to Intelligent Operations, while further increasing our exposure to the US market. Immediate cross-selling opportunities will be unlocked through the integration of our complementary offerings and clients. I am looking forward to welcoming the WNS global team to Capgemini.”

    “As a recognized leader in the Digital Business Process Services space, we see the next wave of transformation being driven by intelligent, domain-centric operations that unlock strategic value for our clients. Organizations that have already digitized are now seeking to reimagine their operating models by embedding AI at the core—shifting from automation to autonomy,” said Keshav R. Murugesh, Chief Executive Officer of WNS. “By combining our deep domain and process expertise with Capgemini’s global reach, cutting-edge Gen AI and Agentic AI capabilities, a robust partner ecosystem, and advanced technology platforms, we are creating a powerful proposition that accelerates enterprise reinvention. WNS’ complementary portfolio of horizontal and industry-specific solutions will significantly enhance Capgemini’s rapidly growing Business Services footprint, enabling next-generation, data-driven operations across sectors. Just as importantly, our shared values, cultural alignment, and complementary client relationships ensure a seamless integration—unlocking exciting opportunities for innovation, co-creation, and growth across all stakeholder groups.”

    “WNS and Capgemini share a bold, future-focused vision for Intelligent Operations. I’m confident that Capgemini is the ideal partner at the right time in WNS’ journey to extend our capabilities, accelerate innovation, and establish a leadership position in this rapidly evolving market,” said Timothy L. Main, Chairman of WNS Board of Directors. “This marks a pivotal chapter in WNS’ growth—enhancing the resilience and agility of our clients through advanced AI-driven solutions, creating sustained value for our investors, and opening up new avenues for our employees to thrive within a global technology powerhouse.”

    WNS, a leader in the resilient high-growth and margin accretive Digital BPS market

    WNS is a leading and trusted business transformation and services partner that uniquely blends deep industry knowledge with business process management, technology, analytics and AI expertise to create market differentiation for clients. With digital-led transformation solutions deployed to clients across 8 industries where it deploys its highly automated platforms to deliver stronger business outcomes, WNS is a leader in Digital Business Process Services (BPS). This operating model enables strategic engagements that are critical to clients’ daily operations materialized in long-term contracts with recurring revenues streams. Through an expanded ecosystem of partners and network of delivery centers, WNS serves a large portfolio of blue-chip clients, such as3 United Airlines, Aviva, M&T Bank, Centrica and McCain Foods.

    The high-quality business model of WNS, supported by non-linear pricing models and superior profitability has driven a c.+9% constant currency revenue growth on average over the last 3 fiscal years4, to reach $1,266 million of revenue5 in fiscal year 20254 with an 18.7%6 operating margin.

    Global organizations are in constant need of strategic partners to support their transformation to enhance efficiency and accelerate growth. This continues to be a key driver of the Digital BPS market and WNS targets revenue growth of +7% to +11% for FY2026.

    Immediate unlocking of value

    This transaction will position Capgemini as a leader in Digital BPS blending horizontal and vertical process expertise, with a global footprint. With combined revenues of €1.9 billion in 2024 in Digital BPS, this will strengthen Capgemini’s ability to accompany clients on their business and technology transformation journeys.

    The mix of WNS and Capgemini’s complementary offerings and clients will immediately unlock cross-selling opportunities. It will also lay down the foundations to build the capabilities to seize the Intelligent Operations strategic market opportunity.

    Intelligent Operations – Agentic AI creates a paradigm shift that opens a strategic opportunity

    The largest opportunity for global organizations to create value with Gen AI and Agentic AI lies in the fundamental redesign of their operations and business processes. It will attract a significant share of their AI investments as they seek to become AI-powered companies to lead their market. This is creating demand for a new type of business process services: Intelligent Operations.

    Intelligent Operations answers these business needs, providing a consulting-led approach to transform and operate horizontal and vertical business processes leveraging Gen AI and Agentic AI. It addresses clients’ goal of efficiency, speed and agility through process hyper-automation, while significantly improving business outcomes by combining data, AI and digital.

    AI technologies trigger a paradigm shift in delivering business process services: from labor-intensive services to being consulting-led and tech-driven. In parallel, client focus has shifted from efficiency gains toward end-to-end value creation and business outcomes, opening opportunities to add non-linear revenues (i.e. transaction-based, subscription-based or outcome-based models). This is creating a rapidly growing market opportunity.

    Combining the capabilities and scale required to lead in Intelligent Operations

    Both Capgemini and WNS are already pioneering Intelligent Operations. Capgemini with its consulting-led end-to-end transformation of processes, advanced AI tools and technology stacks, and BPS platforms, while WNS has developed a set of sector-specific AI-led solutions recently augmented by the acquisition of Kipi.ai7 to strengthen its data, analytics and AI capabilities.

    The combination of Capgemini and WNS will act as a catalyst to lead in Intelligent Operations providing the required scale and unique set of capabilities from Strategy & Transformation consulting, to horizontal and sector expertise, platform offerings to deep AI and technology capabilities.

    This combination will also leverage the significant investments made by Capgemini in AI through training, offers and its 25 strategic partnerships, including Microsoft, Google, AWS, Mistral AI and NVIDIA. The Group’s leadership is recognized by its clients, with over €900 million of Gen AI bookings in 2024, and by market analysts such as Forrester, IDC and ISG.

    This transaction will reinforce Capgemini as a business and transformation partner to those enterprises who want to become AI-powered businesses.

    Value creation

    Based on calendar year 2024 published information, the combined entities would have generated a revenue of €23.3 billion at a 13.6% operating margin6 in 2024.

    The Group expects accretion to normalized EPS, before synergies from the combination, of 4% in 2026.

    Capgemini expects revenue synergies run-rate of €100 million to €140 million by the end of 2027. Costs and operating model synergies are anticipated to reach an annual pretax run-rate of between €50 million and €70 million by the end of 2027.

    With the benefits of these synergies, the accretion on normalized earnings per share should reach 7% in 2027.

    Smooth integration

    WNS and Capgemini have a natural cultural fit and share common values that will facilitate a smooth integration of the teams, helped by the Group’s track record of successful integrations. Furthermore, the integration will be straightforward into Capgemini’s Global Business Services activities.

    Key transaction terms and timeline

    The contemplated transaction will be implemented by way of a Court-sanctioned scheme of arrangement under the laws of Jersey. The transaction has been unanimously approved by both Capgemini’s and WNS’ Boards of Directors.

    The transaction is subject to approval by the Royal Court of Jersey and WNS’ shareholders, as well as to receipt of customary regulatory approvals and other conditions. The closing of the transaction is expected to occur by the end of the year.

    Full details of the terms and conditions of the transaction are set out in the transaction agreement, which may be obtained, free of charge, on the SEC’s website (http://www.sec.gov) when available, and WNS’ website at https://www.WNS.com.

    Financing

    Capgemini has secured a bridge financing of €4.0 billion, covering the purchase of securities ($3.3 billion), as well as the gross debt and similar obligations8 of around $0.4 billion and the €0.8 billion Capgemini bond redeemed in June 2025.

    The Group plans to refinance the bridge with available cash for around €1.0 billion and the balance by debt issuance.

    Q2 and H1 2025 performance

    The Group expects Q2 2025 year-on-year growth at constant currency to be slightly better than the -0.4% reported in Q1 2025. The Group also expects for H1 2025 the operating margin to be stable year-on-year at 12.4%.

    Due to the nature and timing of this announcement, the actual Q2 and H1 2025 performance may slightly differ from the above-mentioned expectations. H1 2025 publication will take place as planned on July 30, 2025.

    Outlook

    Capgemini’s financial targets for 2025 do not take into account this transaction and are therefore unchanged:

    • Revenue growth of -2.0% to +2.0% at constant currency;
    • Operating margin of 13.3% to 13.5%;
    • Organic free cash flow of around €1.9 billion.

    Conference call

    Aiman Ezzat, Chief Executive Officer, accompanied by Nive Bhagat, Chief Financial Officer, will comment on this announcement during two audio webcasts (in English only) to be held today:

    • at 8.00 a.m. Paris time (CET)
      • for “listen-only” participants: https://edge.media-server.com/mmc/p/npdpfjyy
        • for investors and financial analysts who wish to take part in the Q&A session, please pre-register on the following link to receive the dial-in information
    • and at 3.00 p.m. Paris time (CET)
      • for “listen-only” participants: https://edge.media-server.com/mmc/p/y5nk6iup
        • for investors and financial analysts who wish to take part in the Q&A session, please pre-register on the following link to receive the dial-in information

    Replays of both calls will be available, from the same links, shortly after the event and for a period of one year.

    All documents relating to this publication will be posted on the Capgemini investor website at https://investors.capgemini.com/en/.

    IMPORTANT NOTICE

    This announcement is for information purposes only and is not intended to and does not constitute or form part of, an offer, invitation or the solicitation of an offer to purchase, otherwise acquire, subscribe for, sell or otherwise dispose of any securities or the solicitation of any vote or approval in any jurisdiction in contravention of applicable law. In connection with the Transaction, WNS will provide to its shareholders and file with the U.S. Securities and Exchange Commission (the “SEC”) a circular relating to the Transaction (the “scheme document”) and may also file other documents with the SEC.

    The scheme document will contain the full terms and conditions of the Transaction, including details with respect to the WNS shareholder vote in respect of the Transaction and will be sent or otherwise disseminated to WNS’ shareholders and will contain important information about the Transaction and related matters. Any decision in respect of, or other response to, the Transaction should be made only on the basis of the information contained in the scheme document.

    SHAREHOLDERS OF WNS ARE ADVISED TO READ THE SCHEME DOCUMENT AND OTHER RELEVANT DOCUMENTS FILED WITH THE SEC WHEN THEY BECOME AVAILABLE, BECAUSE THEY WILL CONTAIN IMPORTANT INFORMATION ABOUT THE TRANSACTION.

    The scheme document and other relevant documents may be obtained, free of charge, on the SEC’s website (http://www.sec.gov), when available. WNS’ shareholders may obtain free copies of the scheme document once it is available from WNS by going to WNS’ website at https://www.wns.com.

    PARTICIPANTS IN THE SOLICITATION

    Capgemini, WNS and certain of their respective directors and officers may be deemed participants in the solicitation of proxies of WNS’ shareholders in connection with the Transaction. Additional information regarding the foregoing persons, including their direct and indirect interests, by security holdings or otherwise, will be set forth in the scheme document and other relevant documents to be filed with the SEC. WNS’ shareholders and other interested persons may obtain, without charge, more detailed information regarding the directors and officers of WNS in WNS’ periodic reports filed with the SEC available on WNS’ website at https://www.wns.com, and regarding the directors and officers of Capgemini in Capgemini’s most recent Universal Registration Document (Document d’Enregistrement Universel) available on Capgemini’s website (https://www.capgemini.com/us-en/).

    FORWARD LOOKING STATEMENTS

    Certain information in this announcement, as well as oral statements made regarding the Transaction, and other information published by WNS, Capgemini or any member of the Capgemini Group contain statements which are, or may be deemed to be “forward-looking statements”, including, but not limited to, the acceleration of Capgemini and WNS’ growth and the value-additive nature of the Transaction for Capgemini shareholders. The words “anticipates”, “expects”, “believes”, “intends, “estimates”, “plans”, “projects”, “may”, “would”, “will”, “should”, “continue”, or the negative of these terms and similar expressions are intended to identify forward-looking statements. Such forward looking statements are prospective in nature and are not based on historical facts, but rather on current expectations and on numerous assumptions regarding the business strategies and the environment in which Capgemini, any member of the Capgemini Group, including WNS and its subsidiaries following the Transaction (“Post-Transaction Group”) shall operate in the future and are subject to risks and uncertainties that could cause actual results to differ materially from those expressed or implied by those statements. The forward looking statements contained in this announcement relate to Capgemini, any member of the Capgemini Group or the Post-Transaction Group’s future prospects, developments and business strategies, the expected timing and scope of the Transaction and other statements other than historical facts. For a discussion of some of the risks and important factors that could affect such forward-looking statements, please refer, without limitations, to the risks identified in Capgemini’s most recent Universal Registration Document (Document d’Enregistrement Universel) available on Capgemini’s website (https://www.capgemini.com/us-en/). Factors which could have a material adverse effect on the Company’s operations and future prospects include, but are not limited to, the following risks relating to the Transaction, including in respect of the satisfaction of closing conditions to the Transaction on a timely basis or at all, including the ability to obtain required regulatory approvals and the required scheme shareholder approval; unanticipated difficulties and/or expenditures relating to the Transaction and any related financing; uncertainties as to the timing of the Transaction; litigation relating to, or other challenges to, the Transaction; the impact of the Transaction on each company’s business operations (including the threatened or actual loss of employees, clients or suppliers); the inability to obtain, or delays in obtaining cost savings and synergies from the Transaction; incurrence of unexpected costs and expenses in connection with the Transaction; risks related to changes in the financial, equity and debt markets; and risks related to political, economic and market conditions. In addition, the risks to which WNS’ business is subject, including those risks described in WNS’ periodic reports filed with the SEC, could adversely affect the Transaction and, following the completion of the Transaction, the Company’s operations and future prospects. New risks and uncertainties emerge from time to time, and it is not possible for Capgemini and WNS to predict or assess the impact of every factor that may cause actual results to differ from those contained in any forward-looking statements.

    Specifically, statements of estimated cost savings and synergies relate to future actions and circumstances which, by their nature involve, risks, uncertainties and contingencies. As a result, the cost savings and synergies referred to may not be achieved, may be achieved later or sooner than estimated, or those achieved could be materially different from those estimated. Due to the scale of the Post-Transaction Group, there may be additional changes to the Post-Transaction Group’s operations. As a result, and given the fact that the changes relate to the future, the resulting cost synergies may be materially greater or less than those estimated.

    Forward-looking statements contained herein are only based upon currently available information and speak only as of the date of this announcement, and Capgemini expressly disclaims any obligation to release publicly any updates or revisions to any forward-looking statements contained herein to reflect any change in Capgemini’s expectations with regard thereto or change in events, conditions or circumstances on which any statement is based.

    Past performance is not a reliable indicator of future results and should not be relied upon for any reason.

    The anticipated financial impact of the acquisition of WNS and any references to future financial performance should not be viewed as management guidance. Actual results may differ from the statements set forth herein and such differences may be material.

    ABOUT CAPGEMINI

    Capgemini is a global business and technology transformation partner, helping organizations to accelerate their dual transition to a digital and sustainable world, while creating tangible impact for enterprises and society. It is a responsible and diverse group of 340,000 team members in more than 50 countries. With its strong over 55-year heritage, Capgemini is trusted by its clients to unlock the value of technology to address the entire breadth of their business needs. It delivers end-to-end services and solutions leveraging strengths from strategy and design to engineering, all fueled by its market leading capabilities in AI, generative AI, cloud and data, combined with its deep industry expertise and partner ecosystem. The Group reported 2024 global revenues of €22.1 billion.

    Get the Future You Want | www.capgemini.com

    ABOUT WNS

    WNS is a digital-led business transformation and services company. WNS combines deep domain expertise with talent, technology, and AI to co-create innovative solutions for over 600 clients across various industries. WNS delivers an entire spectrum of solutions including industry-specific offerings, customer experience services, finance and accounting, human resources, procurement, and research and analytics to re-imagine the digital future of businesses. As of March 31, 2025, WNS had 64,505 professionals across 64 delivery centers worldwide including facilities in Canada, China, Costa Rica, India, Malaysia, the Philippines, Poland, Romania, South Africa, Sri Lanka, Turkey, the United Kingdom, and the United States.

    For more information, visit www.wns.com

    1 Volume-weighted average
    2 Net financial debt of WNS was negligible as at March 31, 2025
    3 Clients of WNS based on public domain information
    4 WNS fiscal year ends March 31. Last 3 fiscal years end March 2025.
    5 Revenue represents revenue less repair payments
    6 WNS “Adjusted operating profit” restated to expense amortization of intangible assets (software) above operating margin to conform to Capgemini’s definition of operating margin.
    7 See https://ir.wns.com/news-releases/news-release-details/wns-acquires-kipiai-expand-data-analytics-ai-capabilities
    8 Including considerations to be paid in connection with Restricted Share Units

    Attachment

    The MIL Network –

  • MIL-OSI: Capgemini to acquire WNS to create a global leader in Agentic AI-powered Intelligent Operations

    Source: GlobeNewswire (MIL-OSI)

    Media relations:
    Victoire Grux
    Tel.: +33 6 04 52 16 55
    victoire.grux@capgemini.com

    Investor relations:
    Vincent Biraud
    Tel.: +33 1 47 54 50 87
    vincent.biraud@capgemini.com

    Capgemini to acquire WNS to create a global leader in Agentic AI-powered Intelligent Operations

    • Creation of a leader in Intelligent Operations to capture enterprise investment in Agentic AI to transform their end-to-end business processes
    • Acquisition of a leading player in Digital BPS (Business Process Services) to combine capabilities and scale to address the strategic opportunity driven by Agentic AI
    • Transaction immediately accretive to Capgemini’s revenue growth and operating margin
    • Expected accretion to Capgemini’s normalized EPS of 4% before synergies in 2026, and 7% post-synergies in 2027
    • Definitive transaction agreement entered into pursuant to which Capgemini will acquire WNS for a cash consideration of 76.50 USD per share
    • Transaction unanimously approved by the board of directors of both companies and expected to close by the end of the year

    Paris, July 7, 2025 – Capgemini (Euronext Paris: CAP), a global business and technology transformation partner, and WNS (NYSE: WNS), a leading digital-led business transformation and services company, today announced that they have entered into a definitive transaction agreement pursuant to which Capgemini will acquire WNS for a cash consideration of 76.50 USD per WNS share, which represents a premium of 28% to the last 90-day average1 share price, of 27% to the last 30-day average1 share price and a premium of 17% to the last closing share price on July 3, 2025. The total cash consideration will amount to $3.3 billion, excluding WNS net financial debt2. The transaction will be accretive to Capgemini’s normalized EPS by 4% before synergies in 2026 and 7% post synergies in 2027. The transaction has been unanimously approved by both Capgemini’s and WNS’ Boards of Directors.

    “Enterprises are rapidly adopting Generative AI and Agentic AI to transform their operations end-to-end. Business Process Services will be the showcase for Agentic AI. Capgemini’s acquisition of WNS will provide the Group with the scale and vertical sector expertise to capture that rapidly emerging strategic opportunity created by the paradigm shift from traditional BPS to Agentic AI-powered Intelligent Operations,” comments Aiman Ezzat, Chief Executive Officer of Capgemini. “Together we will create a leader in Intelligent Operations, uniquely positioned to support organizations in their AI-powered business process transformation, blending the critical capabilities needed from consulting, technology and platforms to deep process and industry expertise. This will address the client needs for Agentic AI-driven process transformation to deliver efficiency and agility through hyper-automation while achieving superior business outcomes.

    WNS brings to the Group its high growth, margin accretive and resilient Digital Business Process Services, which is the springboard to Intelligent Operations, while further increasing our exposure to the US market. Immediate cross-selling opportunities will be unlocked through the integration of our complementary offerings and clients. I am looking forward to welcoming the WNS global team to Capgemini.”

    “As a recognized leader in the Digital Business Process Services space, we see the next wave of transformation being driven by intelligent, domain-centric operations that unlock strategic value for our clients. Organizations that have already digitized are now seeking to reimagine their operating models by embedding AI at the core—shifting from automation to autonomy,” said Keshav R. Murugesh, Chief Executive Officer of WNS. “By combining our deep domain and process expertise with Capgemini’s global reach, cutting-edge Gen AI and Agentic AI capabilities, a robust partner ecosystem, and advanced technology platforms, we are creating a powerful proposition that accelerates enterprise reinvention. WNS’ complementary portfolio of horizontal and industry-specific solutions will significantly enhance Capgemini’s rapidly growing Business Services footprint, enabling next-generation, data-driven operations across sectors. Just as importantly, our shared values, cultural alignment, and complementary client relationships ensure a seamless integration—unlocking exciting opportunities for innovation, co-creation, and growth across all stakeholder groups.”

    “WNS and Capgemini share a bold, future-focused vision for Intelligent Operations. I’m confident that Capgemini is the ideal partner at the right time in WNS’ journey to extend our capabilities, accelerate innovation, and establish a leadership position in this rapidly evolving market,” said Timothy L. Main, Chairman of WNS Board of Directors. “This marks a pivotal chapter in WNS’ growth—enhancing the resilience and agility of our clients through advanced AI-driven solutions, creating sustained value for our investors, and opening up new avenues for our employees to thrive within a global technology powerhouse.”

    WNS, a leader in the resilient high-growth and margin accretive Digital BPS market

    WNS is a leading and trusted business transformation and services partner that uniquely blends deep industry knowledge with business process management, technology, analytics and AI expertise to create market differentiation for clients. With digital-led transformation solutions deployed to clients across 8 industries where it deploys its highly automated platforms to deliver stronger business outcomes, WNS is a leader in Digital Business Process Services (BPS). This operating model enables strategic engagements that are critical to clients’ daily operations materialized in long-term contracts with recurring revenues streams. Through an expanded ecosystem of partners and network of delivery centers, WNS serves a large portfolio of blue-chip clients, such as3 United Airlines, Aviva, M&T Bank, Centrica and McCain Foods.

    The high-quality business model of WNS, supported by non-linear pricing models and superior profitability has driven a c.+9% constant currency revenue growth on average over the last 3 fiscal years4, to reach $1,266 million of revenue5 in fiscal year 20254 with an 18.7%6 operating margin.

    Global organizations are in constant need of strategic partners to support their transformation to enhance efficiency and accelerate growth. This continues to be a key driver of the Digital BPS market and WNS targets revenue growth of +7% to +11% for FY2026.

    Immediate unlocking of value

    This transaction will position Capgemini as a leader in Digital BPS blending horizontal and vertical process expertise, with a global footprint. With combined revenues of €1.9 billion in 2024 in Digital BPS, this will strengthen Capgemini’s ability to accompany clients on their business and technology transformation journeys.

    The mix of WNS and Capgemini’s complementary offerings and clients will immediately unlock cross-selling opportunities. It will also lay down the foundations to build the capabilities to seize the Intelligent Operations strategic market opportunity.

    Intelligent Operations – Agentic AI creates a paradigm shift that opens a strategic opportunity

    The largest opportunity for global organizations to create value with Gen AI and Agentic AI lies in the fundamental redesign of their operations and business processes. It will attract a significant share of their AI investments as they seek to become AI-powered companies to lead their market. This is creating demand for a new type of business process services: Intelligent Operations.

    Intelligent Operations answers these business needs, providing a consulting-led approach to transform and operate horizontal and vertical business processes leveraging Gen AI and Agentic AI. It addresses clients’ goal of efficiency, speed and agility through process hyper-automation, while significantly improving business outcomes by combining data, AI and digital.

    AI technologies trigger a paradigm shift in delivering business process services: from labor-intensive services to being consulting-led and tech-driven. In parallel, client focus has shifted from efficiency gains toward end-to-end value creation and business outcomes, opening opportunities to add non-linear revenues (i.e. transaction-based, subscription-based or outcome-based models). This is creating a rapidly growing market opportunity.

    Combining the capabilities and scale required to lead in Intelligent Operations

    Both Capgemini and WNS are already pioneering Intelligent Operations. Capgemini with its consulting-led end-to-end transformation of processes, advanced AI tools and technology stacks, and BPS platforms, while WNS has developed a set of sector-specific AI-led solutions recently augmented by the acquisition of Kipi.ai7 to strengthen its data, analytics and AI capabilities.

    The combination of Capgemini and WNS will act as a catalyst to lead in Intelligent Operations providing the required scale and unique set of capabilities from Strategy & Transformation consulting, to horizontal and sector expertise, platform offerings to deep AI and technology capabilities.

    This combination will also leverage the significant investments made by Capgemini in AI through training, offers and its 25 strategic partnerships, including Microsoft, Google, AWS, Mistral AI and NVIDIA. The Group’s leadership is recognized by its clients, with over €900 million of Gen AI bookings in 2024, and by market analysts such as Forrester, IDC and ISG.

    This transaction will reinforce Capgemini as a business and transformation partner to those enterprises who want to become AI-powered businesses.

    Value creation

    Based on calendar year 2024 published information, the combined entities would have generated a revenue of €23.3 billion at a 13.6% operating margin6 in 2024.

    The Group expects accretion to normalized EPS, before synergies from the combination, of 4% in 2026.

    Capgemini expects revenue synergies run-rate of €100 million to €140 million by the end of 2027. Costs and operating model synergies are anticipated to reach an annual pretax run-rate of between €50 million and €70 million by the end of 2027.

    With the benefits of these synergies, the accretion on normalized earnings per share should reach 7% in 2027.

    Smooth integration

    WNS and Capgemini have a natural cultural fit and share common values that will facilitate a smooth integration of the teams, helped by the Group’s track record of successful integrations. Furthermore, the integration will be straightforward into Capgemini’s Global Business Services activities.

    Key transaction terms and timeline

    The contemplated transaction will be implemented by way of a Court-sanctioned scheme of arrangement under the laws of Jersey. The transaction has been unanimously approved by both Capgemini’s and WNS’ Boards of Directors.

    The transaction is subject to approval by the Royal Court of Jersey and WNS’ shareholders, as well as to receipt of customary regulatory approvals and other conditions. The closing of the transaction is expected to occur by the end of the year.

    Full details of the terms and conditions of the transaction are set out in the transaction agreement, which may be obtained, free of charge, on the SEC’s website (http://www.sec.gov) when available, and WNS’ website at https://www.WNS.com.

    Financing

    Capgemini has secured a bridge financing of €4.0 billion, covering the purchase of securities ($3.3 billion), as well as the gross debt and similar obligations8 of around $0.4 billion and the €0.8 billion Capgemini bond redeemed in June 2025.

    The Group plans to refinance the bridge with available cash for around €1.0 billion and the balance by debt issuance.

    Q2 and H1 2025 performance

    The Group expects Q2 2025 year-on-year growth at constant currency to be slightly better than the -0.4% reported in Q1 2025. The Group also expects for H1 2025 the operating margin to be stable year-on-year at 12.4%.

    Due to the nature and timing of this announcement, the actual Q2 and H1 2025 performance may slightly differ from the above-mentioned expectations. H1 2025 publication will take place as planned on July 30, 2025.

    Outlook

    Capgemini’s financial targets for 2025 do not take into account this transaction and are therefore unchanged:

    • Revenue growth of -2.0% to +2.0% at constant currency;
    • Operating margin of 13.3% to 13.5%;
    • Organic free cash flow of around €1.9 billion.

    Conference call

    Aiman Ezzat, Chief Executive Officer, accompanied by Nive Bhagat, Chief Financial Officer, will comment on this announcement during two audio webcasts (in English only) to be held today:

    • at 8.00 a.m. Paris time (CET)
      • for “listen-only” participants: https://edge.media-server.com/mmc/p/npdpfjyy
        • for investors and financial analysts who wish to take part in the Q&A session, please pre-register on the following link to receive the dial-in information
    • and at 3.00 p.m. Paris time (CET)
      • for “listen-only” participants: https://edge.media-server.com/mmc/p/y5nk6iup
        • for investors and financial analysts who wish to take part in the Q&A session, please pre-register on the following link to receive the dial-in information

    Replays of both calls will be available, from the same links, shortly after the event and for a period of one year.

    All documents relating to this publication will be posted on the Capgemini investor website at https://investors.capgemini.com/en/.

    IMPORTANT NOTICE

    This announcement is for information purposes only and is not intended to and does not constitute or form part of, an offer, invitation or the solicitation of an offer to purchase, otherwise acquire, subscribe for, sell or otherwise dispose of any securities or the solicitation of any vote or approval in any jurisdiction in contravention of applicable law. In connection with the Transaction, WNS will provide to its shareholders and file with the U.S. Securities and Exchange Commission (the “SEC”) a circular relating to the Transaction (the “scheme document”) and may also file other documents with the SEC.

    The scheme document will contain the full terms and conditions of the Transaction, including details with respect to the WNS shareholder vote in respect of the Transaction and will be sent or otherwise disseminated to WNS’ shareholders and will contain important information about the Transaction and related matters. Any decision in respect of, or other response to, the Transaction should be made only on the basis of the information contained in the scheme document.

    SHAREHOLDERS OF WNS ARE ADVISED TO READ THE SCHEME DOCUMENT AND OTHER RELEVANT DOCUMENTS FILED WITH THE SEC WHEN THEY BECOME AVAILABLE, BECAUSE THEY WILL CONTAIN IMPORTANT INFORMATION ABOUT THE TRANSACTION.

    The scheme document and other relevant documents may be obtained, free of charge, on the SEC’s website (http://www.sec.gov), when available. WNS’ shareholders may obtain free copies of the scheme document once it is available from WNS by going to WNS’ website at https://www.wns.com.

    PARTICIPANTS IN THE SOLICITATION

    Capgemini, WNS and certain of their respective directors and officers may be deemed participants in the solicitation of proxies of WNS’ shareholders in connection with the Transaction. Additional information regarding the foregoing persons, including their direct and indirect interests, by security holdings or otherwise, will be set forth in the scheme document and other relevant documents to be filed with the SEC. WNS’ shareholders and other interested persons may obtain, without charge, more detailed information regarding the directors and officers of WNS in WNS’ periodic reports filed with the SEC available on WNS’ website at https://www.wns.com, and regarding the directors and officers of Capgemini in Capgemini’s most recent Universal Registration Document (Document d’Enregistrement Universel) available on Capgemini’s website (https://www.capgemini.com/us-en/).

    FORWARD LOOKING STATEMENTS

    Certain information in this announcement, as well as oral statements made regarding the Transaction, and other information published by WNS, Capgemini or any member of the Capgemini Group contain statements which are, or may be deemed to be “forward-looking statements”, including, but not limited to, the acceleration of Capgemini and WNS’ growth and the value-additive nature of the Transaction for Capgemini shareholders. The words “anticipates”, “expects”, “believes”, “intends, “estimates”, “plans”, “projects”, “may”, “would”, “will”, “should”, “continue”, or the negative of these terms and similar expressions are intended to identify forward-looking statements. Such forward looking statements are prospective in nature and are not based on historical facts, but rather on current expectations and on numerous assumptions regarding the business strategies and the environment in which Capgemini, any member of the Capgemini Group, including WNS and its subsidiaries following the Transaction (“Post-Transaction Group”) shall operate in the future and are subject to risks and uncertainties that could cause actual results to differ materially from those expressed or implied by those statements. The forward looking statements contained in this announcement relate to Capgemini, any member of the Capgemini Group or the Post-Transaction Group’s future prospects, developments and business strategies, the expected timing and scope of the Transaction and other statements other than historical facts. For a discussion of some of the risks and important factors that could affect such forward-looking statements, please refer, without limitations, to the risks identified in Capgemini’s most recent Universal Registration Document (Document d’Enregistrement Universel) available on Capgemini’s website (https://www.capgemini.com/us-en/). Factors which could have a material adverse effect on the Company’s operations and future prospects include, but are not limited to, the following risks relating to the Transaction, including in respect of the satisfaction of closing conditions to the Transaction on a timely basis or at all, including the ability to obtain required regulatory approvals and the required scheme shareholder approval; unanticipated difficulties and/or expenditures relating to the Transaction and any related financing; uncertainties as to the timing of the Transaction; litigation relating to, or other challenges to, the Transaction; the impact of the Transaction on each company’s business operations (including the threatened or actual loss of employees, clients or suppliers); the inability to obtain, or delays in obtaining cost savings and synergies from the Transaction; incurrence of unexpected costs and expenses in connection with the Transaction; risks related to changes in the financial, equity and debt markets; and risks related to political, economic and market conditions. In addition, the risks to which WNS’ business is subject, including those risks described in WNS’ periodic reports filed with the SEC, could adversely affect the Transaction and, following the completion of the Transaction, the Company’s operations and future prospects. New risks and uncertainties emerge from time to time, and it is not possible for Capgemini and WNS to predict or assess the impact of every factor that may cause actual results to differ from those contained in any forward-looking statements.

    Specifically, statements of estimated cost savings and synergies relate to future actions and circumstances which, by their nature involve, risks, uncertainties and contingencies. As a result, the cost savings and synergies referred to may not be achieved, may be achieved later or sooner than estimated, or those achieved could be materially different from those estimated. Due to the scale of the Post-Transaction Group, there may be additional changes to the Post-Transaction Group’s operations. As a result, and given the fact that the changes relate to the future, the resulting cost synergies may be materially greater or less than those estimated.

    Forward-looking statements contained herein are only based upon currently available information and speak only as of the date of this announcement, and Capgemini expressly disclaims any obligation to release publicly any updates or revisions to any forward-looking statements contained herein to reflect any change in Capgemini’s expectations with regard thereto or change in events, conditions or circumstances on which any statement is based.

    Past performance is not a reliable indicator of future results and should not be relied upon for any reason.

    The anticipated financial impact of the acquisition of WNS and any references to future financial performance should not be viewed as management guidance. Actual results may differ from the statements set forth herein and such differences may be material.

    ABOUT CAPGEMINI

    Capgemini is a global business and technology transformation partner, helping organizations to accelerate their dual transition to a digital and sustainable world, while creating tangible impact for enterprises and society. It is a responsible and diverse group of 340,000 team members in more than 50 countries. With its strong over 55-year heritage, Capgemini is trusted by its clients to unlock the value of technology to address the entire breadth of their business needs. It delivers end-to-end services and solutions leveraging strengths from strategy and design to engineering, all fueled by its market leading capabilities in AI, generative AI, cloud and data, combined with its deep industry expertise and partner ecosystem. The Group reported 2024 global revenues of €22.1 billion.

    Get the Future You Want | www.capgemini.com

    ABOUT WNS

    WNS is a digital-led business transformation and services company. WNS combines deep domain expertise with talent, technology, and AI to co-create innovative solutions for over 600 clients across various industries. WNS delivers an entire spectrum of solutions including industry-specific offerings, customer experience services, finance and accounting, human resources, procurement, and research and analytics to re-imagine the digital future of businesses. As of March 31, 2025, WNS had 64,505 professionals across 64 delivery centers worldwide including facilities in Canada, China, Costa Rica, India, Malaysia, the Philippines, Poland, Romania, South Africa, Sri Lanka, Turkey, the United Kingdom, and the United States.

    For more information, visit www.wns.com

    1 Volume-weighted average
    2 Net financial debt of WNS was negligible as at March 31, 2025
    3 Clients of WNS based on public domain information
    4 WNS fiscal year ends March 31. Last 3 fiscal years end March 2025.
    5 Revenue represents revenue less repair payments
    6 WNS “Adjusted operating profit” restated to expense amortization of intangible assets (software) above operating margin to conform to Capgemini’s definition of operating margin.
    7 See https://ir.wns.com/news-releases/news-release-details/wns-acquires-kipiai-expand-data-analytics-ai-capabilities
    8 Including considerations to be paid in connection with Restricted Share Units

    Attachment

    The MIL Network –

  • MIL-OSI: Capgemini to acquire WNS to create a global leader in Agentic AI-powered Intelligent Operations

    Source: GlobeNewswire (MIL-OSI)

    Media relations:
    Victoire Grux
    Tel.: +33 6 04 52 16 55
    victoire.grux@capgemini.com

    Investor relations:
    Vincent Biraud
    Tel.: +33 1 47 54 50 87
    vincent.biraud@capgemini.com

    Capgemini to acquire WNS to create a global leader in Agentic AI-powered Intelligent Operations

    • Creation of a leader in Intelligent Operations to capture enterprise investment in Agentic AI to transform their end-to-end business processes
    • Acquisition of a leading player in Digital BPS (Business Process Services) to combine capabilities and scale to address the strategic opportunity driven by Agentic AI
    • Transaction immediately accretive to Capgemini’s revenue growth and operating margin
    • Expected accretion to Capgemini’s normalized EPS of 4% before synergies in 2026, and 7% post-synergies in 2027
    • Definitive transaction agreement entered into pursuant to which Capgemini will acquire WNS for a cash consideration of 76.50 USD per share
    • Transaction unanimously approved by the board of directors of both companies and expected to close by the end of the year

    Paris, July 7, 2025 – Capgemini (Euronext Paris: CAP), a global business and technology transformation partner, and WNS (NYSE: WNS), a leading digital-led business transformation and services company, today announced that they have entered into a definitive transaction agreement pursuant to which Capgemini will acquire WNS for a cash consideration of 76.50 USD per WNS share, which represents a premium of 28% to the last 90-day average1 share price, of 27% to the last 30-day average1 share price and a premium of 17% to the last closing share price on July 3, 2025. The total cash consideration will amount to $3.3 billion, excluding WNS net financial debt2. The transaction will be accretive to Capgemini’s normalized EPS by 4% before synergies in 2026 and 7% post synergies in 2027. The transaction has been unanimously approved by both Capgemini’s and WNS’ Boards of Directors.

    “Enterprises are rapidly adopting Generative AI and Agentic AI to transform their operations end-to-end. Business Process Services will be the showcase for Agentic AI. Capgemini’s acquisition of WNS will provide the Group with the scale and vertical sector expertise to capture that rapidly emerging strategic opportunity created by the paradigm shift from traditional BPS to Agentic AI-powered Intelligent Operations,” comments Aiman Ezzat, Chief Executive Officer of Capgemini. “Together we will create a leader in Intelligent Operations, uniquely positioned to support organizations in their AI-powered business process transformation, blending the critical capabilities needed from consulting, technology and platforms to deep process and industry expertise. This will address the client needs for Agentic AI-driven process transformation to deliver efficiency and agility through hyper-automation while achieving superior business outcomes.

    WNS brings to the Group its high growth, margin accretive and resilient Digital Business Process Services, which is the springboard to Intelligent Operations, while further increasing our exposure to the US market. Immediate cross-selling opportunities will be unlocked through the integration of our complementary offerings and clients. I am looking forward to welcoming the WNS global team to Capgemini.”

    “As a recognized leader in the Digital Business Process Services space, we see the next wave of transformation being driven by intelligent, domain-centric operations that unlock strategic value for our clients. Organizations that have already digitized are now seeking to reimagine their operating models by embedding AI at the core—shifting from automation to autonomy,” said Keshav R. Murugesh, Chief Executive Officer of WNS. “By combining our deep domain and process expertise with Capgemini’s global reach, cutting-edge Gen AI and Agentic AI capabilities, a robust partner ecosystem, and advanced technology platforms, we are creating a powerful proposition that accelerates enterprise reinvention. WNS’ complementary portfolio of horizontal and industry-specific solutions will significantly enhance Capgemini’s rapidly growing Business Services footprint, enabling next-generation, data-driven operations across sectors. Just as importantly, our shared values, cultural alignment, and complementary client relationships ensure a seamless integration—unlocking exciting opportunities for innovation, co-creation, and growth across all stakeholder groups.”

    “WNS and Capgemini share a bold, future-focused vision for Intelligent Operations. I’m confident that Capgemini is the ideal partner at the right time in WNS’ journey to extend our capabilities, accelerate innovation, and establish a leadership position in this rapidly evolving market,” said Timothy L. Main, Chairman of WNS Board of Directors. “This marks a pivotal chapter in WNS’ growth—enhancing the resilience and agility of our clients through advanced AI-driven solutions, creating sustained value for our investors, and opening up new avenues for our employees to thrive within a global technology powerhouse.”

    WNS, a leader in the resilient high-growth and margin accretive Digital BPS market

    WNS is a leading and trusted business transformation and services partner that uniquely blends deep industry knowledge with business process management, technology, analytics and AI expertise to create market differentiation for clients. With digital-led transformation solutions deployed to clients across 8 industries where it deploys its highly automated platforms to deliver stronger business outcomes, WNS is a leader in Digital Business Process Services (BPS). This operating model enables strategic engagements that are critical to clients’ daily operations materialized in long-term contracts with recurring revenues streams. Through an expanded ecosystem of partners and network of delivery centers, WNS serves a large portfolio of blue-chip clients, such as3 United Airlines, Aviva, M&T Bank, Centrica and McCain Foods.

    The high-quality business model of WNS, supported by non-linear pricing models and superior profitability has driven a c.+9% constant currency revenue growth on average over the last 3 fiscal years4, to reach $1,266 million of revenue5 in fiscal year 20254 with an 18.7%6 operating margin.

    Global organizations are in constant need of strategic partners to support their transformation to enhance efficiency and accelerate growth. This continues to be a key driver of the Digital BPS market and WNS targets revenue growth of +7% to +11% for FY2026.

    Immediate unlocking of value

    This transaction will position Capgemini as a leader in Digital BPS blending horizontal and vertical process expertise, with a global footprint. With combined revenues of €1.9 billion in 2024 in Digital BPS, this will strengthen Capgemini’s ability to accompany clients on their business and technology transformation journeys.

    The mix of WNS and Capgemini’s complementary offerings and clients will immediately unlock cross-selling opportunities. It will also lay down the foundations to build the capabilities to seize the Intelligent Operations strategic market opportunity.

    Intelligent Operations – Agentic AI creates a paradigm shift that opens a strategic opportunity

    The largest opportunity for global organizations to create value with Gen AI and Agentic AI lies in the fundamental redesign of their operations and business processes. It will attract a significant share of their AI investments as they seek to become AI-powered companies to lead their market. This is creating demand for a new type of business process services: Intelligent Operations.

    Intelligent Operations answers these business needs, providing a consulting-led approach to transform and operate horizontal and vertical business processes leveraging Gen AI and Agentic AI. It addresses clients’ goal of efficiency, speed and agility through process hyper-automation, while significantly improving business outcomes by combining data, AI and digital.

    AI technologies trigger a paradigm shift in delivering business process services: from labor-intensive services to being consulting-led and tech-driven. In parallel, client focus has shifted from efficiency gains toward end-to-end value creation and business outcomes, opening opportunities to add non-linear revenues (i.e. transaction-based, subscription-based or outcome-based models). This is creating a rapidly growing market opportunity.

    Combining the capabilities and scale required to lead in Intelligent Operations

    Both Capgemini and WNS are already pioneering Intelligent Operations. Capgemini with its consulting-led end-to-end transformation of processes, advanced AI tools and technology stacks, and BPS platforms, while WNS has developed a set of sector-specific AI-led solutions recently augmented by the acquisition of Kipi.ai7 to strengthen its data, analytics and AI capabilities.

    The combination of Capgemini and WNS will act as a catalyst to lead in Intelligent Operations providing the required scale and unique set of capabilities from Strategy & Transformation consulting, to horizontal and sector expertise, platform offerings to deep AI and technology capabilities.

    This combination will also leverage the significant investments made by Capgemini in AI through training, offers and its 25 strategic partnerships, including Microsoft, Google, AWS, Mistral AI and NVIDIA. The Group’s leadership is recognized by its clients, with over €900 million of Gen AI bookings in 2024, and by market analysts such as Forrester, IDC and ISG.

    This transaction will reinforce Capgemini as a business and transformation partner to those enterprises who want to become AI-powered businesses.

    Value creation

    Based on calendar year 2024 published information, the combined entities would have generated a revenue of €23.3 billion at a 13.6% operating margin6 in 2024.

    The Group expects accretion to normalized EPS, before synergies from the combination, of 4% in 2026.

    Capgemini expects revenue synergies run-rate of €100 million to €140 million by the end of 2027. Costs and operating model synergies are anticipated to reach an annual pretax run-rate of between €50 million and €70 million by the end of 2027.

    With the benefits of these synergies, the accretion on normalized earnings per share should reach 7% in 2027.

    Smooth integration

    WNS and Capgemini have a natural cultural fit and share common values that will facilitate a smooth integration of the teams, helped by the Group’s track record of successful integrations. Furthermore, the integration will be straightforward into Capgemini’s Global Business Services activities.

    Key transaction terms and timeline

    The contemplated transaction will be implemented by way of a Court-sanctioned scheme of arrangement under the laws of Jersey. The transaction has been unanimously approved by both Capgemini’s and WNS’ Boards of Directors.

    The transaction is subject to approval by the Royal Court of Jersey and WNS’ shareholders, as well as to receipt of customary regulatory approvals and other conditions. The closing of the transaction is expected to occur by the end of the year.

    Full details of the terms and conditions of the transaction are set out in the transaction agreement, which may be obtained, free of charge, on the SEC’s website (http://www.sec.gov) when available, and WNS’ website at https://www.WNS.com.

    Financing

    Capgemini has secured a bridge financing of €4.0 billion, covering the purchase of securities ($3.3 billion), as well as the gross debt and similar obligations8 of around $0.4 billion and the €0.8 billion Capgemini bond redeemed in June 2025.

    The Group plans to refinance the bridge with available cash for around €1.0 billion and the balance by debt issuance.

    Q2 and H1 2025 performance

    The Group expects Q2 2025 year-on-year growth at constant currency to be slightly better than the -0.4% reported in Q1 2025. The Group also expects for H1 2025 the operating margin to be stable year-on-year at 12.4%.

    Due to the nature and timing of this announcement, the actual Q2 and H1 2025 performance may slightly differ from the above-mentioned expectations. H1 2025 publication will take place as planned on July 30, 2025.

    Outlook

    Capgemini’s financial targets for 2025 do not take into account this transaction and are therefore unchanged:

    • Revenue growth of -2.0% to +2.0% at constant currency;
    • Operating margin of 13.3% to 13.5%;
    • Organic free cash flow of around €1.9 billion.

    Conference call

    Aiman Ezzat, Chief Executive Officer, accompanied by Nive Bhagat, Chief Financial Officer, will comment on this announcement during two audio webcasts (in English only) to be held today:

    • at 8.00 a.m. Paris time (CET)
      • for “listen-only” participants: https://edge.media-server.com/mmc/p/npdpfjyy
        • for investors and financial analysts who wish to take part in the Q&A session, please pre-register on the following link to receive the dial-in information
    • and at 3.00 p.m. Paris time (CET)
      • for “listen-only” participants: https://edge.media-server.com/mmc/p/y5nk6iup
        • for investors and financial analysts who wish to take part in the Q&A session, please pre-register on the following link to receive the dial-in information

    Replays of both calls will be available, from the same links, shortly after the event and for a period of one year.

    All documents relating to this publication will be posted on the Capgemini investor website at https://investors.capgemini.com/en/.

    IMPORTANT NOTICE

    This announcement is for information purposes only and is not intended to and does not constitute or form part of, an offer, invitation or the solicitation of an offer to purchase, otherwise acquire, subscribe for, sell or otherwise dispose of any securities or the solicitation of any vote or approval in any jurisdiction in contravention of applicable law. In connection with the Transaction, WNS will provide to its shareholders and file with the U.S. Securities and Exchange Commission (the “SEC”) a circular relating to the Transaction (the “scheme document”) and may also file other documents with the SEC.

    The scheme document will contain the full terms and conditions of the Transaction, including details with respect to the WNS shareholder vote in respect of the Transaction and will be sent or otherwise disseminated to WNS’ shareholders and will contain important information about the Transaction and related matters. Any decision in respect of, or other response to, the Transaction should be made only on the basis of the information contained in the scheme document.

    SHAREHOLDERS OF WNS ARE ADVISED TO READ THE SCHEME DOCUMENT AND OTHER RELEVANT DOCUMENTS FILED WITH THE SEC WHEN THEY BECOME AVAILABLE, BECAUSE THEY WILL CONTAIN IMPORTANT INFORMATION ABOUT THE TRANSACTION.

    The scheme document and other relevant documents may be obtained, free of charge, on the SEC’s website (http://www.sec.gov), when available. WNS’ shareholders may obtain free copies of the scheme document once it is available from WNS by going to WNS’ website at https://www.wns.com.

    PARTICIPANTS IN THE SOLICITATION

    Capgemini, WNS and certain of their respective directors and officers may be deemed participants in the solicitation of proxies of WNS’ shareholders in connection with the Transaction. Additional information regarding the foregoing persons, including their direct and indirect interests, by security holdings or otherwise, will be set forth in the scheme document and other relevant documents to be filed with the SEC. WNS’ shareholders and other interested persons may obtain, without charge, more detailed information regarding the directors and officers of WNS in WNS’ periodic reports filed with the SEC available on WNS’ website at https://www.wns.com, and regarding the directors and officers of Capgemini in Capgemini’s most recent Universal Registration Document (Document d’Enregistrement Universel) available on Capgemini’s website (https://www.capgemini.com/us-en/).

    FORWARD LOOKING STATEMENTS

    Certain information in this announcement, as well as oral statements made regarding the Transaction, and other information published by WNS, Capgemini or any member of the Capgemini Group contain statements which are, or may be deemed to be “forward-looking statements”, including, but not limited to, the acceleration of Capgemini and WNS’ growth and the value-additive nature of the Transaction for Capgemini shareholders. The words “anticipates”, “expects”, “believes”, “intends, “estimates”, “plans”, “projects”, “may”, “would”, “will”, “should”, “continue”, or the negative of these terms and similar expressions are intended to identify forward-looking statements. Such forward looking statements are prospective in nature and are not based on historical facts, but rather on current expectations and on numerous assumptions regarding the business strategies and the environment in which Capgemini, any member of the Capgemini Group, including WNS and its subsidiaries following the Transaction (“Post-Transaction Group”) shall operate in the future and are subject to risks and uncertainties that could cause actual results to differ materially from those expressed or implied by those statements. The forward looking statements contained in this announcement relate to Capgemini, any member of the Capgemini Group or the Post-Transaction Group’s future prospects, developments and business strategies, the expected timing and scope of the Transaction and other statements other than historical facts. For a discussion of some of the risks and important factors that could affect such forward-looking statements, please refer, without limitations, to the risks identified in Capgemini’s most recent Universal Registration Document (Document d’Enregistrement Universel) available on Capgemini’s website (https://www.capgemini.com/us-en/). Factors which could have a material adverse effect on the Company’s operations and future prospects include, but are not limited to, the following risks relating to the Transaction, including in respect of the satisfaction of closing conditions to the Transaction on a timely basis or at all, including the ability to obtain required regulatory approvals and the required scheme shareholder approval; unanticipated difficulties and/or expenditures relating to the Transaction and any related financing; uncertainties as to the timing of the Transaction; litigation relating to, or other challenges to, the Transaction; the impact of the Transaction on each company’s business operations (including the threatened or actual loss of employees, clients or suppliers); the inability to obtain, or delays in obtaining cost savings and synergies from the Transaction; incurrence of unexpected costs and expenses in connection with the Transaction; risks related to changes in the financial, equity and debt markets; and risks related to political, economic and market conditions. In addition, the risks to which WNS’ business is subject, including those risks described in WNS’ periodic reports filed with the SEC, could adversely affect the Transaction and, following the completion of the Transaction, the Company’s operations and future prospects. New risks and uncertainties emerge from time to time, and it is not possible for Capgemini and WNS to predict or assess the impact of every factor that may cause actual results to differ from those contained in any forward-looking statements.

    Specifically, statements of estimated cost savings and synergies relate to future actions and circumstances which, by their nature involve, risks, uncertainties and contingencies. As a result, the cost savings and synergies referred to may not be achieved, may be achieved later or sooner than estimated, or those achieved could be materially different from those estimated. Due to the scale of the Post-Transaction Group, there may be additional changes to the Post-Transaction Group’s operations. As a result, and given the fact that the changes relate to the future, the resulting cost synergies may be materially greater or less than those estimated.

    Forward-looking statements contained herein are only based upon currently available information and speak only as of the date of this announcement, and Capgemini expressly disclaims any obligation to release publicly any updates or revisions to any forward-looking statements contained herein to reflect any change in Capgemini’s expectations with regard thereto or change in events, conditions or circumstances on which any statement is based.

    Past performance is not a reliable indicator of future results and should not be relied upon for any reason.

    The anticipated financial impact of the acquisition of WNS and any references to future financial performance should not be viewed as management guidance. Actual results may differ from the statements set forth herein and such differences may be material.

    ABOUT CAPGEMINI

    Capgemini is a global business and technology transformation partner, helping organizations to accelerate their dual transition to a digital and sustainable world, while creating tangible impact for enterprises and society. It is a responsible and diverse group of 340,000 team members in more than 50 countries. With its strong over 55-year heritage, Capgemini is trusted by its clients to unlock the value of technology to address the entire breadth of their business needs. It delivers end-to-end services and solutions leveraging strengths from strategy and design to engineering, all fueled by its market leading capabilities in AI, generative AI, cloud and data, combined with its deep industry expertise and partner ecosystem. The Group reported 2024 global revenues of €22.1 billion.

    Get the Future You Want | www.capgemini.com

    ABOUT WNS

    WNS is a digital-led business transformation and services company. WNS combines deep domain expertise with talent, technology, and AI to co-create innovative solutions for over 600 clients across various industries. WNS delivers an entire spectrum of solutions including industry-specific offerings, customer experience services, finance and accounting, human resources, procurement, and research and analytics to re-imagine the digital future of businesses. As of March 31, 2025, WNS had 64,505 professionals across 64 delivery centers worldwide including facilities in Canada, China, Costa Rica, India, Malaysia, the Philippines, Poland, Romania, South Africa, Sri Lanka, Turkey, the United Kingdom, and the United States.

    For more information, visit www.wns.com

    1 Volume-weighted average
    2 Net financial debt of WNS was negligible as at March 31, 2025
    3 Clients of WNS based on public domain information
    4 WNS fiscal year ends March 31. Last 3 fiscal years end March 2025.
    5 Revenue represents revenue less repair payments
    6 WNS “Adjusted operating profit” restated to expense amortization of intangible assets (software) above operating margin to conform to Capgemini’s definition of operating margin.
    7 See https://ir.wns.com/news-releases/news-release-details/wns-acquires-kipiai-expand-data-analytics-ai-capabilities
    8 Including considerations to be paid in connection with Restricted Share Units

    Attachment

    The MIL Network –

  • Israel attacks Houthi targets in three Yemeni ports and power plant

    Source: Government of India

    Source: Government of India (4)

    Israel has attacked Houthi targets in three Yemeni ports and a power plant, the Israeli military said early on Monday, marking the first Israeli attack on Yemen in almost a month.

    The strikes on Hodeidah, Ras Isa and Salif ports, and Ras Qantib power plant were due to repeated Houthi attacks on Israel, the military added.

    Hours after the strikes, the Israeli military said two missiles were launched from Yemen and attempts were made to intercept them, but the results of interception were still under review.

    The Israeli ambulance service said it had not received any calls regarding missile impacts or casualties following the launches from Yemen.

    Since the start of the war in Gaza in October 2023, the Iran-aligned Houthis have fired at Israel and at shipping in the Red Sea, disrupting global trade, in what it says are acts of solidarity with the Palestinians.

    Most of the dozens of missiles and drones fired toward Israel have been intercepted or fallen short. Israel has carried out a series of retaliatory strikes.

    Israel also attacked Galaxy Leader ship in Ras Isa port, which was seized by Houthis in late 2023, the military added on Monday.

    “The Houthi terrorist regime’s forces installed a radar system on the ship, and are using it to track vessels in international maritime space, in order to promote the Houthi terrorist regime’s activities,” the military said.

    The Houthi military spokesperson said following the attacks that Houthis’ air defences confronted the Israeli attack ‘by using a large number of domestically produced surface-to-air missiles’.

    Residents told Reuters that the Israeli strikes on the Red Sea port city of Hodeidah put the main power station out of service, leaving the city in darkness.

    There were no immediate reports of casualties.

    Houthi-run Al-Masirah TV reported that Israel launched a series of strikes on Hodeidah, shortly after the Israeli military issued an evacuation warning for people at the three Yemeni ports.

    The assault comes hours after a ship was attacked off of Hodeidah and the ship’s crew abandoned it as it took on water.

    No one immediately claimed responsibility for the attack, but security firm Ambrey said the vessel fits the typical profile of a Houthi target.

    Israel has severely hurt other allies of Iran in the region – Lebanon’s Hezbollah and the Palestinian militant group Hamas.

    The Tehran-backed Houthis and pro-Iranian armed groups in Iraq are still standing.

    The group’s leader, Abdul Malik al-Houthi, created the force challenging world powers from a group of ragtag mountain fighters in sandals.

    Under the direction of al-Houthi, the group has grown into an army of tens of thousands of fighters and acquired armed drones and ballistic missiles. Saudi Arabia and the West say the arms come from Iran, though Tehran denies this.

    (Reuters)

  • MIL-OSI Australia: Celebrate NAIDOC Week in Canberra

    Source: Northern Territory Police and Fire Services

    • The 2025 NAIDOC Week theme is The Next Generation: Strength, Vision and Legacy.
    • 2025 NAIDOC Week celebrations will be held from 6 to 13 July 2025.
    • This story lists free and paid 2025 NAIDOC Week events.

    Each year, Canberra celebrates NAIDOC Week with a range of events and activities.

    NAIDOC Week 2025 is a special time to stop, reflect and celebrate the enduring culture, history and achievements of Aboriginal and Torres Strait Islander peoples.

    This year’s theme is ‘The Next Generation: Strength, Vision & Legacy – 50 Years of NAIDOC Week’. It marks an important milestone and honours the voices, culture and strength of Indigenous communities.

    The theme looks back on the past with pride and looks forward with hope. It celebrates the work of young leaders, the dreams of communities and the powerful legacy left by ancestors.

    Museum of Australian Democracy (MoAD), Parkes
    From Sunday, 6 July to Sunday, 13 July
    Hear stories of how First Nations Australians have created change. Learn about Wiradjuri Elders travelling to Old Parliament House, activists who campaigned for a voice and visit heritage spaces of significance.
    Bookings required.
    Cost: free.

    Australian Parliament House
    From Sunday, 6 July to Tuesday, 8 July
    Visit Parliament House to see Michelle Lewis’ breathtaking artwork illuminated on the Parliament House façade. View the striking colours and designs of Michelle’s Tjala Dreaming (Honey Ant), a 2023 artwork.
    To mark the event, a ceremonial lighting will be held on Monday, 7 July from 5:30 pm to 6:00 pm.
    No bookings required.
    Cost: free.

    National Museum of Australia (NMA), Acton
    Thursday, 10 July
    The NMA is featuring a screening of Keeping Country Strong on Thursday, 10 July. This new documentary highlights the critical work of Indigenous Rangers in Indigenous Protected Areas across Australia.  A panel discussion with Traditional Owners will follow.
    Bookings required.
    Cost: $15 for a standard ticket, $12.50 for a concession and $10 for friends.

    National Film and Sound Archive (NFSA), Acton
    Saturday, 12 July
    The NFSA is hosting a dementia-friendly screening of A Day at the Movies: Top End Wedding on Saturday, 12 July.
    Enjoy a warm and light-hearted comedy that celebrates the joyful chaos of family and the strength of community.
    Bookings required.
    Cost: $16 for a full price ticket, $12 for concession card holders and free for carers.

    National Library of Australia, Parkes
    Tuesday, 8 July
    Join Brooke Blurton and Dr Melanie Saward as they yarn about their new young adult novel, A Good Kind of Trouble. They discuss what it means to write Indigenous-led stories for today’s young people. Bookings required. Watch online or attend in person.
    Cost: free.

    Palace Electric Theatre, Canberra
    Tuesday, 8 July
    Come and watch the award-winning film from 10 Indigenous filmmakers from Australia, New Zealand and the South Pacific. It interweaves eight stories – both fictional and non-fictional – that span 1,000 years. Each showcases the resilience and survival of Indigenous peoples.
    Bookings required.
    Cost: admission is free for First Nations attendees and $10 for non-First Nations attendees.

    ANCA Gallery, Dickson
    From Sunday, 6 July to Sunday, 13 July
    Join Thomas Coen Bonson, an emerging artist and one of Australia’s few First Nations jewellers. His solo exhibition is called Elegance in Heritage: First Nations Jewellery Unveiled.
    RSVP required
    Cost: free.

    Belconnen Arts Centre, Belconnen
    Saturday 12, July
    Belco Arts is celebrating the 10th anniversary of NAIDOC in the North. The event is a celebration of Aboriginal and Torres Strait Islander Culture through story, song, art dance and ceremony. Check out a huge program of events. Learn from our local Aboriginal and Torres Strait Islander community through workshops, performances, activities and entertainment.
    No bookings required.
    Cost: free.

    Tuggeranong Arts Centre, Tuggeranong
    From Saturday, 5 July to Sunday, 13 July
    Visit the Arts Centre for a range of events including workshops and exhibitions that celebrate the rich and diverse cultures, traditions and contributions of Aboriginal and Torres Strait Islander peoples. Bookings required.
    Cost: from free to $10.

    ACT Historic Places, Tharwa
    Saturday, 12 July
    Join Ngunawal custodian Wally Bell on a walk at ACT Lanyon Homestead. Learn about Aboriginal connection to the area and the Murrumbidgee River. Discover the significance of the Canoe Tree to the Ngunnawal people and what its presence here tells us of the strong community that lived within the cultural landscape.
    Bookings required.
    Cost: $30 for standard ticket and $25 for concession.

    National Capital Authority (NCA), Reconciliation Place
    From Monday, 7 July to Sunday, 13 July
    Join the NCA for a guided tour along Reconciliation Place that explores the rich history, culture and contributions of First Nations peoples. Bookings required. 
    Cost: free.

    Winnunga Warriors Basketball Club and Basketball ACT
    Friday, 11 July to Sunday, 13 July
    Be part of a fun and exciting event with over 125 teams from around the country. Celebrate Indigenous culture through basketball and enjoy games for all age groups as they honour NAIDOC Week together.  
    No bookings required.
    Cost: free for spectators.

    To learn more about NAIDOC Week and explore upcoming events, visit the official NAIDOC website.

    Get ACT news and events delivered straight to your inbox, sign up to our email newsletter:

    MIL OSI News –

  • Trump says US nears trade deals as tariff deadline delayed

    Source: Government of India

    Source: Government of India (4)

    The United States is close to finalizing several trade pacts in coming days and will notify other countries of higher tariff rates by July 9, President Donald Trump said on Sunday, with the higher rates set to take effect on August 1.

    Since taking office, Trump has set off a global trade war that has roiled financial markets and sent policymakers scrambling to protect their economies, through efforts such as deals with the United States and other countries.

    In April Trump unveiled a base tariff rate of 10% on most countries and additional duties of up to 50%, but later gave a three-week reprieve until Wednesday for all but 10% of them.

    Trump, whose remarks to reporters on Sunday came just before his return to Washington from a weekend golfing in New Jersey, had flagged the August 1 date earlier, but it was unclear if all tariffs would increase then.

    Asked to clarify, Commerce Secretary Howard Lutnick told reporters the higher tariffs would take effect on August 1, but Trump was “setting the rates and the deals right now.”

    In a posting on his Truth Social website, Trump later said the U.S. would start delivering tariff letters from 12:00 pm ET (1600 GMT) on Monday.

    In a separate post, he rolled out a wholly new tariff policy, calling for countries “aligning themselves with the Anti-American policies” of the BRICS developing nations to be charged an extra 10% tariff, with no exceptions to be granted.

    The first BRICS summit in 2009 was attended by leaders from Brazil, China, India and Russia, with South Africa joining later while Egypt, Ethiopia, Indonesia, Iran, Saudi Arabia and the United Arab Emirates were included last year.

    Trump has close ties to leaders of some of those countries, such as Saudi Arabia and UAE, and has been touting the prospect of a trade deal with India for weeks.

    On Sunday, BRICS leaders condemned attacks on Gaza and Iran, called for reforms to global institutions and warned that the rise in tariffs threatened global trade.

    It was not immediately clear if Trump’s tariff threat would derail trade talks with India, Indonesia and other BRICS nations, however.

    Earlier on Sunday, U.S. Treasury Secretary Scott Bessent told CNN’s “State of the Union” that several big trade agreements would be announced in the next days, adding that European Union talks had made good progress.

    Trump would also send letters to 100 smaller countries with which the United States does not have much trade, notifying them of higher tariff rates, he added.

    “President Trump’s going to be sending letters to some of our trading partners saying that if you don’t move things along, then on August 1 you will boomerang back to your April 2 tariff level,” Bessent said.

    “So I think we’re going to see a lot of deals very quickly.”

    Kevin Hassett, who heads the White House National Economic Council, told CBS’s “Face the Nation” program there might be wiggle room for countries engaged in earnest negotiations.

    “There are deadlines, and there are things that are close, and so maybe things will push back past the deadline,” Hassett said, adding that Trump would decide.

    ‘I HEAR GOOD THINGS’

    Stephen Miran, chairman of the White House Council of Economic Advisers, told ABC News’ “This Week” program that countries needed to make concessions to get lower tariff rates.

    “I hear good things about the talks with Europe. I hear good things about the talks with India,” Miran said. “And so I would expect that a number of countries that are in the process of making those concessions … might see their date rolled.”

    Bessent told CNN the Trump administration was focused on 18 important trading partners that account for 95% of the U.S. trade deficit. But he said there had been “a lot of foot-dragging” among countries in finalizing trade deals.

    Thailand, keen to avert a 36% tariff, is now offering greater market access for U.S. farm and industrial goods and more purchases of U.S. energy and Boeing BA.N jets, Finance Minister Pichai Chunhavajira told Bloomberg News on Sunday.

    India and the United States are likely to make a final decision on a mini trade deal in the next 24 to 48 hours, local Indian news channel CNBC-TV18 reported on Sunday, with average tariffs of 10% on Indian goods shipped to the U.S., it said.

    Hassett told CBS News that framework agreements already reached with Britain and Vietnam offered guidelines for other countries. He said Trump’s pressure was prompting countries to move production to the United States.

    The Vietnam deal was “fantastic,” Miran said.

    “It’s extremely one-sided. We get to apply a significant tariff to Vietnamese exports. They’re opening their markets to ours, applying zero tariff to our exports.”

    (Reuters)

  • MIL-OSI China: David Tao’s first album in 12 years set for global release

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

    David Tao, widely known as the godfather of Mandarin R&B, will make his first full-length album in 12 years, “Stupid Pop Songs,” available globally with the support of Universal Music Greater China (UMGC), the company announced Friday.

    A photo of David Tao. [Photo courtesy of UMGC]

    “Stupid Pop Songs” has been available on major digital platforms since April, with a physical worldwide release planned on July 11 through UMGC. The album is the first project under a new partnership among Tao, his company Great Entertainment and UMGC, a division of Universal Music Group. 

    The 15-track album features Tao’s blend of distorted guitars, raw vocals, sweeping ballads and experimental textures. Inspired by years of reflection, the release aims to challenge conventional pop with honesty, humor and soul, and encourages listeners to rediscover joy and authenticity in simplicity, according to UMGC.

    “David Tao is one of the most visionary and influential figures in Mandopop history,” said Timothy Xu, chairman and CEO of UMGC. “His music has shaped the genre and inspired generations with its emotional depth and artistic courage. We are proud to welcome David to the Universal Music family. This alliance underscores our long-term investment in iconic artistry and reinforces our commitment to expanding the global reach of Mandarin pop.”

    David Tao (left), recording artist and founder of Great Entertainment, and Timothy Xu, chairman and CEO of Universal Music Greater China, pose in front of decorations featuring Tao’s new album cover art. [Photo courtesy of UMGC]

    Tao said music has always been a borderless and personal journey for him. 

    “This new chapter with Universal Music allows us to bring our creative work to a broader global stage,” Tao said. “I am grateful for the trust and alignment in vision, and excited to explore new possibilities with Universal Music Greater China to elevate Mandarin pop and share our stories with the world.”

    The singer has played a pivotal role in redefining the sound of Mandarin pop over the past three decades. Before launching his solo career, he was already an in-demand producer.

    His 1997 debut album, “David Tao,” won Golden Melody Awards and was recognized by Billboard as the best Asian singer-songwriter. The album featured hits such as “Love, Very Simple,” which has been covered by artists internationally. Tao’s early trilogy of albums — “David Tao,” “I’m OK” and “Black Tangerine” — blended East-West sounds with emotional honesty, helping establish a new direction for Mandarin pop. 

    Now in his 28th year in music, “Stupid Pop Songs” signals both a comeback and a bold reinvention, according to UMGC’s press release.

    Universal said it remains committed to promoting Chinese pop music internationally through its global network.

    MIL OSI China News –

  • MIL-OSI USA: TOMORROW: Governor Newsom to join federal, state, and local leaders to recognize six-month anniversary of Los Angeles firestorms

    Source: US State of California Governor

    Jul 6, 2025

    LOS ANGELES COUNTY — Governor Gavin Newsom and First Partner Jennifer Siebel Newsom will be joined by federal, state and local leaders to recognize the six month anniversary of the devastating firestorms that hit Los Angeles, as well as the progress made and steps being taken to rebuild and restore the communities affected.

    WHEN: Monday, July 7, at approximately 11:45 a.m.

    LIVESTREAM:  Governor’s Twitter page, Governor’s Facebook page, and the Governor’s YouTube page. This event will also be available to TV stations on the LiveU Matrix under “California Governor.”

    NOTE: This in-person press event will be open to credentialed media only. Media interested in attending must RSVP by clicking here no later than 10 a.m., July 7. Location information will be provided upon confirmation.

    Media advisories, Recent news

    Recent news

    Jul 4, 2025

    News Sacramento, California – Governor Gavin Newsom today issued a proclamation declaring July 4, 2025, as “Independence Day” in the State of California.The text of the proclamation and a copy can be found below: PROCLAMATIONEach year on the Fourth of July, we…

    Jul 3, 2025

    News SACRAMENTO – A day after announcing California has more than doubled its Film and Television Tax Credit Program, Governor Gavin Newsom today signed legislation to further strengthen the state’s commitment to film and television production:AB 1138 by…

    Jul 3, 2025

    News What you need to know: As we approach the Fourth of July holiday and weekend, California is taking steps to keep communities safe during festivities by increasing outreach and highlighting resources. Sacramento, California — As Californians gear up to celebrate…

    MIL OSI USA News –

  • MIL-OSI USA: TOMORROW: Governor Newsom to join federal, state, and local leaders to recognize six-month anniversary of Los Angeles firestorms

    Source: US State of California Governor

    Jul 6, 2025

    LOS ANGELES COUNTY — Governor Gavin Newsom and First Partner Jennifer Siebel Newsom will be joined by federal, state and local leaders to recognize the six month anniversary of the devastating firestorms that hit Los Angeles, as well as the progress made and steps being taken to rebuild and restore the communities affected.

    WHEN: Monday, July 7, at approximately 11:45 a.m.

    LIVESTREAM:  Governor’s Twitter page, Governor’s Facebook page, and the Governor’s YouTube page. This event will also be available to TV stations on the LiveU Matrix under “California Governor.”

    NOTE: This in-person press event will be open to credentialed media only. Media interested in attending must RSVP by clicking here no later than 10 a.m., July 7. Location information will be provided upon confirmation.

    Media advisories, Recent news

    Recent news

    Jul 4, 2025

    News Sacramento, California – Governor Gavin Newsom today issued a proclamation declaring July 4, 2025, as “Independence Day” in the State of California.The text of the proclamation and a copy can be found below: PROCLAMATIONEach year on the Fourth of July, we…

    Jul 3, 2025

    News SACRAMENTO – A day after announcing California has more than doubled its Film and Television Tax Credit Program, Governor Gavin Newsom today signed legislation to further strengthen the state’s commitment to film and television production:AB 1138 by…

    Jul 3, 2025

    News What you need to know: As we approach the Fourth of July holiday and weekend, California is taking steps to keep communities safe during festivities by increasing outreach and highlighting resources. Sacramento, California — As Californians gear up to celebrate…

    MIL OSI USA News –