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Category: Europe

  • MIL-OSI United Kingdom: Council partners on largest affordable housing development in years 13 February 2025 Council partners to deliver largest affordable housing development in years

    Source: Aisle of Wight

    The Isle of Wight Council is supporting its partners in the delivery of a new affordable housing scheme on the Island — the largest of its kind in several years.

    A recent event at the Three Oaks development on the outskirts of Newport showcased the council’s commitment to the delivery of affordable housing, whether doing it themselves or supporting partners.

    At the event, three new homes were constructed in a single day, demonstrating the potential of modern methods of construction (MMC) and the impressive capability of the local workforce.

    Organised by Sovereign Network Group and their construction partner Captiva Homes, the event highlighted the progress of the 145 affordable homes project at Three Oaks.

    The first homes are due to be ready for occupation from summer 2025 and anyone interested in one of the homes for rent should ensure they are registered on the Island Homefinder website.

    Senior representatives from the council, including council Leader Councillor Phil Jordan and deputy leader and Cabinet member for housing, Councillor Ian Stephens, were present to witness this significant milestone.

    Three Oaks is a priority project within the council’s broader strategy to meet the growing housing demands on the Island, especially in light of a 60 per cent increase in the need for temporary accommodation over the past two years.

    The council’s housing and planning teams have worked closely with Sovereign Network Group and Captiva Homes to ensure that the housing mix at Three Oaks meets local needs.

    The development comprises 87 homes available for social rent and 58 for Shared Ownership, aimed at supporting the local community.

    Councillor Jordan said: “Affordable housing being delivered on the Isle of Wight is a major priority for the council.

    “Achieving this on a large scale requires innovation and close collaboration, and this event has been an excellent demonstration of both.

    “It has also provided a vital platform to discuss the best ways forward with local stakeholders and see first-hand the impressive plans Sovereign Network Group and Captiva Homes have for Three Oaks.”

    Attendees observed the staged assembly process, beginning with the ground floor panels being lifted into place in the morning, followed by first-floor cassettes, and culminating with the roofing structure in the afternoon.

    The precision and close collaboration between teams demonstrated how MMC can be effectively applied in residential construction, highlighting the local construction expertise on the Island.

    The event also included a tour of the nearby Gibbs Timber Frame factory, providing insights into the off-site construction process that underpins MMC.

    Additionally, six new employment positions have been created at Gibbs Timber Frame as a result of the Three Oaks contract, emphasising the broader local economic benefits of new housebuilding.

    By embracing MMC and fostering strong partnerships, Councillor Stephens said the council continues to demonstrate its commitment to creating sustainable, affordable housing for its residents.

    He said: “The shortage of affordable homes on our Island is a critical issue that demands innovative solutions and unwavering determination.

    “The collaboration between Sovereign Network Group and Captiva Homes, with the support of the Isle of Wight Council, on the Three Oaks development exemplifies our commitment to the delivery of affordable new homes for our community.

    “We must ensure that families, young people starting out on the housing ladder, and those struggling to find a place to live, whether rented or bought, have access to quality, affordable housing.”

    MIL OSI United Kingdom –

    February 13, 2025
  • MIL-OSI United Kingdom: Attracting and retaining nurses and midwives

    Source: Scottish Government

    Taskforce report highlights recommended actions.

    A taskforce has published 44 recommended actions on how to improve working conditions for Scotland’s nurses and midwives.

    The Nursing and Midwifery Taskforce was established by the Scottish Government in 2023 to build on efforts to make Scotland the best place for nurses and midwives to work.  Chaired by Health Secretary Neil Gray, it brings together key stakeholders, including the Royal Colleges of Nursing and Midwifery, to engage with nursing and midwifery staff, understand the challenges they face and recommend ways to improve the profession.

    A key part of this work was the Listening Project, which gathered insights from more than 4,000 nurses, midwives, students and academics to shape future improvements. The findings from the Listening Project have led to 44 recommended actions designed to improve recruitment and retention of staff and workplace conditions.

    These actions include:

    • ensuring appropriate staffing levels so that all staff can take the breaks they are entitled to
    • reviewing data-inputting and paperwork requirements to reduce the administrative burden on nurses and midwives
    • developing national guidance on rostering and flexible working to ensure better work-life balance
    • ensuring nurses and midwives can participate in decision making and planning
    • widening entry routes into nursing and midwifery careers

    The next stage of the taskforce will focus on implementation, with a dedicated group developing a detailed work plan and timeline that ensures these recommended actions are delivered effectively.

    Accepting all 44 recommendations, Cabinet Secretary for Health, Neil Gray said:

    “Our nurses and midwives are the backbone of Scotland’s healthcare system and we are committed to ensuring they have the support, flexibility and workplace conditions to thrive.

    “The publication of the Nursing and Midwifery Taskforce report marks an important milestone; we have heard directly from staff about what matters most to them, and this has shaped the recommended actions which will deliver real change for nurses and midwives. I am very grateful to everyone who has taken the time to take part in this important piece of work. The Scottish Government will now work with our partners to deliver the actions contained in the report.”

    Colin Poolman, RCN Scotland Director, said:

    “This is the culmination of two years of collaborative working, and we welcome the recommended actions announced today. We see this as a significant step and, as the implementation board begins its work, the recommendations should provide a strategic roadmap to begin to tackle the nursing retention and recruitment challenges in Scotland.

    “Implementation of the recommendations will take time and investment, we look forward to playing a key role in the Implementation Board to ensure delivery and enable Scottish government to meet its aspiration of making Scotland the best place for nurses and midwives to work.”

    Background 

    The report and recommended actions of the Ministerial Scottish Nursing and Midwifery Taskforce – gov.scot

    Listening Project: You shared, we listened – gov.scot

    Nursing and Midwifery Taskforce – gov.scot

    MIL OSI United Kingdom –

    February 13, 2025
  • MIL-OSI United Kingdom: University of Aberdeen secures third place in national work experience ranking The University of Aberdeen has been listed as one of the top three Universities in the UK for Work Experience in the 2025 Rate My Placement Awards.

    Source: University of Aberdeen

    The University of Aberdeen has been listed as one of the top three Universities in the UK for Work Experience in the 2025 Rate My Placement Awards.
    Five hundred of the industry’s finest came together celebrate the outstanding achievements of Employers and Universities in providing work experience for students and to find out where they’d placed in the rankings.
    Coming third in the top 50 Universities for Work Experience, a rise of 12 places since 2024, is particularly special given the ranking is solely based on student feedback on the support provided by their University.
    Tracey Innes, Head of the University’s Careers Service, said: “We really do put our students at the heart of everything we do, so this is a terrific result for the Careers and Employability Service team.
    “In addition to supporting students to independently secure work experience, the team have work extremely hard to develop, launch and continually grow the now fully formed ABDN Internship Programme which provides high-quality, paid internships for students.
    “In the short time since its inception, the programme has seen over 135 students interning with over 100 organisations. The programme provides a true win-win, as students bring the kinds of skills needed to make a real impact on projects in the host organisation, while students build evidence of the skills and experience needed for their own career success.”

    The programme provides a true win-win, as students bring the kinds of skills needed to make a real impact on projects in the host organisation, while students build evidence of the skills and experience needed for their own career success.” Tracey Innes, Head of the University’s Careers Service

    Designed to be fully inclusive, the ABDN Internship Programme is open to all students across every discipline and all study levels. One student highlighted its accessibility, stating: “No previous work experience is required,” and praised the 10-hour-per-week structure as manageable alongside studies.
    The team has worked tirelessly to develop efficient, fair and effective application and selection processes, using innovative shortlisting methods. The system and process minimises the time burden for employers in selecting the best candidates, while ensuring applicants can learn from the application experience through constructive feedback, and gain valuable insights to improve future applications.
    The employer engagement team continues to expand partnerships to secure diverse opportunities that align with students’ aspirations. One employer praised the interns, saying: “The engagement and interest from the interns was amazing… the quality of the end result was better than expected.” 
    Commenting on the award, Gary Coull, Employer Engagement Manager recognises the role employers play in supporting students: “I’d also like to give a special thank you to our brilliant employer partners for giving students such impactful and career-enhancing experiences. This is a true partnership and we

    MIL OSI United Kingdom –

    February 13, 2025
  • MIL-OSI United Kingdom: New Culture Derby director appointed

    Source: City of Derby

    The new director of Culture Derby has pledged to work with communities to raise Derby’s profile as a creative and cultural city. 

    Alix Manning-Jones will head up the new strategic development agency to drive the growth and impact of the Derby’s culture and creative sectors. Culture Derby will work alongside the sectors as an advocate and champion, building relationships and working to increase investment.

    Funded by Arts Council England and Derby City Council for an initial two-year period, Culture Derby stems from the Derby Cultural Compact and the UK City of Culture 2025 bid. The Culture Derby Board will bring a wide range of professional skills and experience that is representative of the city, led by the director who will drive forward the plans and secure resources to achieve the project’s goals.

    Alix, who will take up her post at the beginning of April, said:

    Culture Derby will create a vibrant city centre, with culture at the heart. We know that the arts are struggling nationally and locally, and it’s important that we support the cultural sector by maintaining their presence through Culture Derby. 

    I’m committed to delivering high quality, accessible and enjoyable experiences for everyone, to celebrate our city. This is a shared vision and we’ll be working closely with our communities, partners, and businesses. 

    To be able to re-imagine culture in our city, we need to start with listening to our communities and young people and providing opportunities to help shape the programme. I hope to bring a fresh perspective and a new way of working in partnership across all sectors to bring Culture Derby to life.

    Our city needs a cultural beating heart and I’m really looking forward to making that happen.

    Alix has a strong background in the cultural sector. She started her career at the Royal Shakespeare Company and has worked in theatres across the country delivering and producing large-scale festival projects. In 2016 she was appointed as Derby’s Cultural Education Producer and then as Derby’s Opportunity Area Programme Manager, co-producing the This is Derby celebration in 2018. Most recently, Alix has worked at Derby City Council spearheading the city’s Family Hubs programme.

    Councillor Nadine Peatfield, Leader of Derby City Council, said:

    I’m delighted to welcome Alix as Director of Culture Derby. Derby is a city that has always had creativity and innovation at its heart and we believe that every resident and visitor should benefit from the power that arts and culture have to change people’s lives for the better.

    It’s an exciting time in the city, as we look forward to the opening of Becketwell Live and Derby Market Hall. We’re on a mission to create a vibrant hub that celebrates culture and offers something for everyone and I’m excited to work with Culture Derby and our other partners to make that happen.

    Rebecca Blackman, Arts Council England’s Director of Engagement and Communities and Area Director for the Midlands, said:

    We’re delighted to welcome Alix Manning-Jones as Culture Derby’s new director, bringing a wealth of sector experience across the cultural sector, local government, and local communities in Derby.

    Culture Derby is an important new strategic development for Derby, and Alix’s extensive experience in creating collaborative partnerships across culture, education, health, business and the voluntary sector will be a great benefit to Culture Derby. We look forward to working with her.

    Artcore CEO Ruchita Shaikh was part of the interview panel for the director role. She said:

    I am optimistic about the opportunities this new role will bring to the cultural sector in Derby. With fresh perspectives and dedicated support, I am confident that the new director will play a pivotal role in strengthening and enhancing our city’s vibrant cultural landscape. I warmly welcome Alix on board and look forward to the positive impact their leadership will have on Derby’s cultural scene.

    Tony Butler OBE, Executive Director for Derby Museums, who was also on the interview panel, said:

    I want to see culture permeate every area of public policy within our city, from public health to social care, from the environment and net zero, to education and skills. Alix’s great experience in working in the front line and strategically developing cultural programmes in Derby means the cultural sector will be more allied and be able to respond to the needs of the city. She will be a fantastic advocate and connector for culture.

    Dr Rhiannon Jones, Associate Professor (Civic Practice). Head of Civic and Communities University of Derby said: 

    This is an exciting moment for the city, recognising the value of culture as a driver for change which is a key aspect of our Civic University Agreement. We welcome the announcement of Alix as the Culture Derby Director post holder; a role that is crucial and a critical opportunity to support the bold and exciting ambitions for both our communities and for Derby and beyond.

    MIL OSI United Kingdom –

    February 13, 2025
  • MIL-OSI Russia: The semi-final of the “Star of Polytechnic” competition was held at SPbPU

    Translartion. Region: Russians Fedetion –

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

    On February 10, the semi-final of the largest student creative project “Polytech Star” took place in the White Hall. It has been revealing new names of talented singers and presenters for 17 seasons in a row.

    The participants went through castings and numerous rehearsals. The White Hall stage featured everything from original songs to world pop hits. It is worth noting that each of the 15 vocal numbers was carefully prepared and directed by the project organizers’ team under the direction of Maxim Pilyugin. Both the organizers themselves and representatives of the PolyDance dance studio acted as choreographers. The event was held with the support of the Student Club and the help of volunteers from the KOrgi Organizers’ Team.

    We have been preparing the semi-final for a long time and painstakingly, and we managed to make it grandiose and fun at the same time. Now we know how our audience behaves, we can fully adjust the future scenario of the competition final to the viewer, – commented the finalist in the nomination “Hosts”, 2nd year student of the Institute of Culture and Science Vladislava Chanysheva.

    Monday evening was remembered by viewers for its bright and dynamic numbers, unique media support and sincere emotions of the participants and support groups.

    In the semi-final, I experienced a whole range of feelings – from incredible awe, which you only experience when something is truly dear to you, to an absolute feeling of pleasure that penetrated every cell of the body, – shared the finalist of the 17th season, a second-year student of the IPMET Ivan Umrikhin.

    The performances were assessed by experienced experts, for whom creativity, music and youth initiatives have become an integral part of life: Director of the Center for Youth Trajectories “Polytech Tower” Andrey Dolgirev, Chairman of the SPbPU PROF Maxim Susorov, Head of the SPbPU MSN Dmitry Oshkin, as well as finalists of previous seasons of the project Alexey Papin and Adelina Borozdina.

    This season, the gap between the castings and the semi-final was longer than ever, and during this time, the organizers and participants managed to become very attached to each other. Of course, it is sad to realize that our work with some participants has ended, but “Polytech Star” is not only a competition, but also a real friendship and a warm family atmosphere, which we have maintained for many years now and are always happy to see the finalists and semi-finalists of past seasons at our events and rehearsals, – shared the project manager Maxim Pilyugin.

    Of the 22 semi-finalists, 13 made it to the final. The final stage of the competition will be held on April 28 in the White Hall. Then the name of the new “Polytech Star” will be announced. We wish the finalists determination and successful performances. See you in the final!

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

    MIL OSI Russia News –

    February 13, 2025
  • MIL-OSI Russia: NSU Track and Field Athletes Awards

    Translartion. Region: Russians Fedetion –

    Source: Novosibirsk State University – Novosibirsk State University –

    The winter track and field competition season is in full swing, and NSU students are successfully competing in it.

    Nika Sigunova (EF) won two silver medals at the Siberian Federal District Championship in Irkutsk (1500 and 3000 m), won the Novosibirsk Region Cup in 3000 m running and became the regional champion in the 800 m distance.

    Nikita Bosak (MMF) won the 800m race, came in second in the 1500m race at the Novosibirsk Region Championship and took 5th and 6th places at the All-Russian competitions in Tomsk in the same disciplines.

    Yana Stepanchuk (FEN) won a silver medal at the Regional Championship and a bronze medal at the Regional Cup in long jump.

    Alexey Chviruk (MMF) came in third at the Regional Championship among juniors under 23 years old at a distance of 1500 m and entered the top ten at the All-Russian competitions in Tomsk.

    Also at the Novosibirsk Region Championship among juniors under 20 and under 23 years old, the following became prize winners:

    Tatyana Nefedova (GI) – 1st place in the 3000 m distance

    Anastasia Osmushkina (IMPZ) – 2nd place in the 1500 m race

    Alexander Lapushinsky (FIT) – 3rd place in the 2000 m steeplechase

    Gleb Mamonov (MMF) – 3rd place in the 1500 m distance.

    In addition, Daria Zavalishina and Olga Trofimova (MMF), Miron Gaskov and Irina Katsuk (FIT), Ksenia Zubareva (FEN) and Artem Golovin (GI) performed well in the competitions, but so far have remained without prizes.

    Congratulations to the winners of the competition and their coach Anton Mamekov! We wish you further success in the sports arena!

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

    MIL OSI Russia News –

    February 13, 2025
  • MIL-OSI Russia: Rosneft produced 145 millionth ton of oil at Uvat project

    Translartion. Region: Russians Fedetion –

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

    The accumulated production of RN-Uvatneftegaz (part of the oil production complex of NK Rosneft) has reached 145 million tons of oil since the start of operation of the Uvat project fields located in the south of the Tyumen region. The company provides about 80% of the total volume of oil produced in the region.

    High production indicators were achieved thanks to the introduction of new technologies by RN-Uvatneftegaz specialists, successful exploration work, and the efficient operation of the production fund, which numbers a thousand wells at 24 discovered hydrocarbon fields.

    During the year, more than 380 geological and technical measures were carried out at the Uvat project on the existing well stock, which is 10% higher than the previous period, with additional oil production of more than 500 thousand tons. In 2024, the volume of production drilling amounted to 628 thousand meters. Last year, a new field, Severo-Nemchinovskoye, was put into operation at the Uvat project, and the first commercial oil flow was obtained at the Yuzhno-Venikhyartskaya area. The starting flow rate of the horizontal well was three times higher than the average for the region and amounted to more than 300 tons of oil per day.

    The company is actively expanding its resource base by exploring new license areas. In geological exploration in 2024, the drilling exceeded 27 thousand meters, the success rate of exploration drilling was 100%. Field seismic exploration work was carried out at new sites of Yelovaya, Uspeshnaya and Vostochno-Gerasimovskaya. Based on the results of exploration, 9 new hydrocarbon deposits were discovered.

    To effectively develop deposits in hard-to-reach marshy terrain, the Uvat project uses a strategy to create hubs – centers with a single infrastructure, to which smaller satellite deposits are gradually added. Currently, there are four hubs operating in Uvat: Vostochny, Protozanovsky, Tyamkinsky and Kalchinsky, the infrastructure of which is constantly expanding.

    The construction of new oil and gas production and preparation facilities, interfield pipelines, power generation facilities and social infrastructure continues at the Uvat project fields. In 2024, the company began creating the industrial infrastructure of the Tavricheskoye field, and also commissioned a new Taltsiya 110/10 kV 2×6.3 MVA electrical substation, which will meet the future needs of the production infrastructure of the Protozanovsky hub.

    To improve production efficiency, the company is actively implementing innovative developments from Rosneft, such as the Sfera 3D information technology system, which contains more than 3,000 digital twins of objects and more than 5,700 twins of vehicles. The system allows for prompt, correct technical decisions.

    Last year, the company conducted seven pilot industrial tests of new equipment and technologies, which yielded significant economic benefits.

    RN-Uvatneftegaz is the largest enterprise of Rosneft in the Tyumen region, one of the main subsoil users, taxpayers and employers of the region. Today, the implementation of the Uvat project is ensured by more than 2.7 thousand employees of the enterprise and almost 7 thousand employees of contractors. RN-Uvatneftegaz creates conditions for their comfortable living, including at autonomous fields. Based on the results of work in the social sphere, the enterprise became the winner of the regional stage of the competition “Russian Organization of High Social Efficiency” in several nominations at once, including for the best conditions for employees with families.

    The Uvat project uses modern technologies that ensure a high level of environmental protection, industrial safety and labor protection. The company carries out systematic work on reforestation and conservation of aquatic biological resources of the region. Over the past five years, RN-Uvatneftegaz has planted 6 million pine and spruce seedlings, and released more than 6.6 million juveniles of valuable fish species into the rivers of the Ob-Irtysh basin. In addition, the company supports scientific research, for example, on the conservation of the forest reindeer population in the Tyumen region, and carries out active environmental education work.

    For almost 25 years, RN-Uvatneftegaz has played a significant role in the socio-economic development of the Tyumen Region. Under the current agreement between Rosneft and the region, the company annually provides support to medical, sports, cultural and educational institutions. As part of the corporate continuous education program “School-College/University-Enterprise”, “Rosneft-Classes” have been operating in the region for 10 years, preparing future specialists for the oil industry from school.

    The company also closely cooperates with the indigenous peoples of the Uvatsky District, helping to preserve their unique national culture and way of life.

    Department of Information and Advertising of PJSC NK Rosneft February 13, 2025

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

    MIL OSI Russia News –

    February 13, 2025
  • MIL-OSI Russia: Rosneft Launches Unique Project Dedicated to 80th Anniversary of Great Victory

    Translartion. Region: Russians Fedetion –

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

    Rosneft has launched a historical research project, The Great Patriotic War in the History of My Family, dedicated to the 80th anniversary of the Great Victory. Its goal is to find unknown and lost information about veterans, home front workers, concentration camp prisoners and children of war.

    The first enterprise of the Company to launch the project was RN-Nyaganneftegaz (part of the oil production unit of Rosneft).

    The unique project involves employees of the enterprise, production veterans and students of the Rosneft Class. During 2025, the participants will send documents, photographs and stories of their relatives related to the war to the corporate museum.

    The surviving letters from the front and the soldiers’ diary entries will later be included in the Victory Museum project “Voices of Victory: Bringing History to Life Through Letters from the Front.”

    In addition, all collected historical data will form the basis of a series of patriotic events “RN-Nyaganneftegaz”, and will also replenish the collection of the country’s main Victory Museum, located on Poklonnaya Hill in Moscow.

    Reference:

    “RN-Nyaganneftegaz” is the main oil producing enterprise in the city of Nyagan. The enterprise carries out industrial exploitation of the Krasnoleninsky set of fields in licensed areas located in the territory of the Khanty-Mansiysk Autonomous Okrug – Yugra.

    Department of Information and Advertising of PJSC NK Rosneft February 13, 2025

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

    MIL OSI Russia News –

    February 13, 2025
  • MIL-OSI Submissions: Energy Sector – Equinor appeals fine for violation of market regulations in France

    Source: Equinor

    The French Energy Regulatory Commission (CRE) has imposed a fine of 4 million Euros on Equinor for two cases of REMIT* violation in connection with the booking of annual gas transmission capacities, one in 2019 and one in 2020. Equinor will appeal the decision.

    The case concerns the booking of annual gas transmission capacities on capacity auctions relating to the French-Spanish network interconnection point Pirineos (PIR) back in 2019 and 2020. CRE finds that Equinor has colluded with Danske Commodities in the first round of the same annual gas capacity auctions by reserving more than the maximum volume of capacity offered for sale. Danske Commodities have been fined 8 million Euros and will appeal the decision.

    “Market compliance is fundamental in Equinor and we have standards and routines in place to ensure that we comply with regulations and conduct rules in the markets we operate in. We have found no signs of collusion and on that basis we do not agree with the decision from CRE that the alleged collusion took place. We will appeal the decision,” says Irene Rummelhoff, executive vice president for Marketing, Midstream and Processing in Equinor.

    From Equinor’s acquisition of Danske Commodities and onwards, market compliance measures have included information barriers in systems and organizational setup as well as training and follow-up by separate market compliance units. Equinor maintain that Equinor and Danske Commodities acted independently, and that Equinor booked capacity solely in order to keep access to the Spanish capacity booking platform and therefore ensure access to the Spanish gas market.

    Equinor will appeal the case to Conseil d’État, the highest court in France for handling cases involving public administration.

    *Regulation on Wholesale Energy Market Integrity and Transparency

    MIL OSI – Submitted News –

    February 13, 2025
  • MIL-OSI Europe: Envisioning Tomorrow: The Role of CBDCs in Europe’s Digital Financial Ecosystem | Frankfurt Digital Finance Conference

    Source: Deutsche Bundesbank in English

    Check against delivery.
    1 Introduction
    Good morning ladies and gentlemen and thank you very much for your warm welcome.
    I am honoured to have been invited back to this year’s Frankfurt Digital Finance Conference in this wonderful building here in Frankfurt’s Palmengarten and to have been asked to hold a keynote to kick off today’s event.
    Allow me to begin my keynote this morning with a quote attributed to Oscar Wilde: The future belongs to those who recognise opportunities before they become obvious. These words, ladies and gentlemen, could not be any better suited to our financial ecosystem. 
    And it is precisely opportunities that I wish to address in my keynote today – the opportunities provided by central bank digital currencies, or CBDCs for short. A subject that is as timely as it is significant.
    2 The future is digital
    We are at the cusp of a new era. One in which the digitalisation of the financial sector is not just an option but a necessity. New technologies are venturing into the realm of payments and new forms of money, such as digital central bank currencies and stablecoins, are also emerging as alternatives to physical cash.
    These developments all pose new challenges for central banks. Ultimately, central banks must continue to ensure secure and efficient payments in line with their mandate and redefine their role in an increasingly digitalised world in order to maintain the public’s trust in our monetary system.
    The question that we therefore now face is: how do we respond to these technological challenges?
    And that is precisely why we in the Eurosystem – by that I mean the European Central Bank and the national central banks of the euro-area member states, including the Bundesbank – are taking a proactive approach to actively help shape the future of Europe’s digital financial ecosystem.
    3 What are we aiming to achieve with the introduction of a digital euro?
    One could argue that the Eurosystem already offers enough sufficiently well-functioning products, be it physical banknotes and coins or cashless payment instruments. After all, these have proven their worth for decades. Yet at the same time, we cannot simply ignore the evolving world around us. In an increasingly digitalised society, we must adapt to the changing needs and demands of consumers and rethink our payment services. 
    Let me outline the three key motivations behind the possible introduction of a retail CBDC in Europe – a digital euro, which we sometimes like to summarise as resilience, autonomy and efficiency.
    Let me first start with resilience. The foundation of an independent and efficient monetary policy is the adoption and use of the euro. By providing our common currency – the euro – in its form as legal tender and as a modern “all-in-one” digital payment solution, we are paving the way for our currency to enter the digital age, making it “future-proof” and fit for purpose in an increasingly digital society.
    The digital euro would thereby help to preserve the euro’s fulfilment of the core monetary functions and shield the euro area from competing foreign currencies as well as foreign – and potentially unregulated – stablecoins by safeguarding the anchor function of central bank money.
    Second, the digital euro is necessary to improve the autonomy of the European payment system. In its current form, the European payments landscape is highly dependent on non-European providers. Almost 25 years after the introduction of the euro, we still do not have a digital payment solution that can be used across the entire euro area and that runs on a European infrastructure, which, in my view, is not compatible with the concept of a single European market. Although a small number of successful payment innovations have emerged across the euro area over the past years, such as iDEAL in the Netherlands or BIZUM in Spain, the reach of these payment solutions usually ends at national borders.
    As a result, payments in Europe are largely dependent on international schemes, primarily those in the United States. At present, just under two thirds of all card payments in the euro area are processed by non-European providers. And I believe that Europe’s dependencies in the digital age are likely to increase if we do not fundamentally take matters into our own hands. 
    Third, is the issue of efficiency. By creating a pan-European payment rail in a technically modern form, we would foster competition and innovation in payments across Europe, which we believe is the best path towards efficiency in payments. The payment initiatives we have today, such as BIZUM or WERO, would be able to integrate the digital euro into their payment applications, thereby enabling them to gain instant European reach.
    4 What would a digital euro be for the common citizen?
    Although the issues I have just touched upon are very important, they are not necessarily of primarily relevance for the daily life of a majority of citizens in Europe. Hence, what would the digital euro be from the perspective of the customer?
    I believe that the digital euro would not just be a commitment to Europe’s autonomy, increase the resilience of our payment system and foster competition and innovation, it would also improve payments and make life easier for the 350 million residents of the euro area.
    The digital euro would serve as an additional means of payment alongside cash. As a digital upgrade of banknotes and coins, it would be an “all-in-one payments solution”, as we like to call it, which means it can be used in almost all everyday payment situations, including at retail checkouts, transactions among family and friends, online purchases, and payments to or from public authorities. Furthermore, it would be the first digital currency which could be used both online and offline. That is to say, also in the event of a loss of internet reception.
    Moreover, the design of the digital euro would ensure that it would offer the highest possible level of user privacy, comparable only to cash. No other digital means of payment in Europe currently offers all these features.
    Despite the many benefits the digital euro would bring for Europe as a whole, we must, nevertheless, proceed with caution. The introduction of a digital euro raises important questions about privacy, security, and the impact on financial stability and monetary policy. We must ensure that the digital euro upholds the highest standards of data protection, that it is resilient against cyber threats, and that it does not have a negative impact on financial stability.
    5 Wholesale CBDC
    Digitalisation raises questions not only in terms of how we intend to continue providing access to central bank money for our European citizens in future, but also in terms of how we intend to supply money to our wholesale customers. It is and will remain essential that we are able to settle digital transactions using new and innovative technologies, such as distributed ledger technology (DLT) in central bank money. An entire ecosystem is currently evolving around the tokenisation of securities, which involves all parts of the financial system.
    Like other financial players, the Bundesbank, and also the Eurosystem as a whole, see the significant benefits that the use of these new technologies can bring. The advantages of DLT, such as automated settlement by means of smart contracts and reduced reconciliation needs, are clear.
    But to fully harness this potential, we also need an innovative settlement mechanism for the cash leg – one which settles transactions in central bank money. We are therefore working on developing wholesale solutions that enable banks to settle DLT-based financial market transactions in central bank money. 
    The Eurosystem recently completed an exploration phase together with the market, which ran from May to November 2024, during which we tested various new technologies for wholesale central bank money settlement using real transactions. The Bundesbank also participated in this exploration phase with its “Trigger solution”, which builds a bridge between DLT platforms and the conventional TARGET payment system. The feedback we have received from the market so far has been very positive. I think we can already say that the exploration phase was a complete success.
    The anticipated benefits of DLT are seen as having the potential to address and overcome the ecosystem’s current shortcomings, such as fragmentation, complexity, over-intermediation, and technological inefficiencies, which hinder the growth of a digital capital markets union. 
    By developing a new ecosystem from the ground up, it could be made more integrated and harmonised, featuring a “common set of rails” – a shared ledger or a network of fully interoperable ledgers – that would guarantee reachability, open access, and compatibility across the services of all participants.
    Our primary focus is now on implementing a short-term wholesale solution to meet the immediate and growing demands of the market. This will buy us some much-needed time to continue working on a vision for a long-term solution for wholesale CBDC. A solution which must ultimately go hand in hand with the evolving financial market ecosystem.
    6 Business-to-business (B2B) payments
    Alongside its work into the possible introduction of a digital euro and the exploration of wholesale CBDC, the ECB, together with the Eurosystem, has also been turning its focus to another area of payments – one which is increasingly gaining traction: business-to-business payments, or B2B payments for short.
    To fully leverage the potential of the evolving payments landscape in the area of CBDCs, last October the ECB organised a special focus workshop on innovations in B2B payments and the role central bank money could play. 
    This workshop provided a one-of-a-kind platform to learn more about the potential use cases out there in the market. Given the high level of interest shown in the first focus workshop, I’m sure this will not be the last one of its kind.
    7 Outlook
    Ladies and gentlemen,
    The introduction of the digital euro and the exploration of wholesale CBDC and B2B use cases are not just a technical exercise, but a clear commitment to the innovative strength and competitiveness of Europe.
    The Bundesbank and the Eurosystem are determined to play an active role in shaping this digital transformation.
    It is, however, crucial that we continue working together and pool our resources and expertise in order to fully exploit the opportunities offered by digitalisation to create a strong, stable and future-proof digital financial ecosystem for Europe.
    Thank you for your attention.

    MIL OSI

    MIL OSI Europe News –

    February 13, 2025
  • MIL-OSI Economics: Global deal activity down 8.4% YoY in January 2025, reveals GlobalData

    Source: GlobalData

    Global deal activity (mergers & acquisitions (M&A), private equity (PE) and venture financing) experienced an 8.4% decline year-on-year (YoY) in January 2025 with decrease in deal volume observed across all the regions. Asia-Pacific and Europe faced the sharpest declines, while certain markets like India, Japan, and Germany saw growth according to GlobalData, a leading data and analytics company.

    An analysis of GlobalData’s Deals Database revealed that a total of 3,800 deals were announced globally during January 2025, which is a fall from 4,148 deals announced globally during the same period in the previous year.

    Aurojyoti Bose, Lead Analyst at GlobalData, comments: “The decline in deal activity across all the regions reflects the current challenges and uncertainties. Asia-Pacific and Europe experienced the most significant downturns, with their respective deal volume declining by 10.2% and 14.5% YoY during January 2025.”

    On the other hand, the total number of deals announced in North America, Middle East and Africa, and South and Central American regions were down by 1.9%, 5.5% and 23.8%, respectively.

    Among the select key markets, China, the UK, Canada, South Korea, France and Australia experienced YoY decline in their deal volume by 30.4%, 20.5%, 18.9%, 28.3%, 16.7% and 17.3% respectively, while markets such as India, Japan, and Germany showed improvement in deal activity by 27.3%, 35% and 8.2%, respectively.

    Meanwhile the trend remained a mixed bag across the different deal types under coverage. Venture financing deals volume saw YoY decline of 9.4% during January 2025 while the number of M&A deals fell by 8.6%. However, private equity deals experienced improvement in volume by 4.5% during the review period.

    Bose concludes: “The data reveals a challenging landscape for global deal activity, with a broad decline in deal volumes, particularly in certain key markets. In this shifting environment, it will be crucial for investors to stay vigilant, closely monitor these trends, and adjust their strategies to effectively navigate the evolving market dynamics.”

    MIL OSI Economics –

    February 13, 2025
  • MIL-OSI Russia: Polytech and Element signed a cooperation agreement

    Translartion. Region: Russians Fedetion –

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

    The St. Petersburg branch of the Russian Academy of Sciences hosted a ceremonial signing of a cooperation agreement between Peter the Great St. Petersburg Polytechnic University (SPbPU) and Specialized Developer Element LLC (SZ Element).

    The rector of SPbPU Andrey Rudskoy, vice-rector for additional and pre-university education Dmitry Tikhonov, academic secretary of SPbPU Dmitry Karpov, director of the Civil Engineering Institute Marina Petrochenko took part in the ceremony. The founder of SZ Element Andrey Skoblov, general director Vitaly Korobov, operational director Alexander Smirnov, head of PR Anna Teterina, assistant to the operational director Daria Ivanova were present.

    Andrey Rudskoy and Vitaly Korobov signed a cooperation agreement and a roadmap for interaction between SPbPU and SZ Element. The document includes joint activities to develop partnerships in the field of scientific, technical and educational cooperation: organizing internships for students of the Civil Engineering Institute, holding open lectures and master classes with the participation of leading specialists of SZ Element, developing a mentoring system and supporting talented students through grants, scholarships and research competitions, creating joint master’s and additional professional education programs in development and construction, and developing a MOOC course on modern construction technologies.

    The cooperation document that we signed is a continuation of fruitful work in the field of development of modern construction technologies and training of highly qualified engineering personnel with the aim of achieving technological leadership in the construction industry, noted Andrey Rudskoy.

    Limited Liability Company “Specialized Developer “Element” (Element Development) is a progressive developer of innovative projects in St. Petersburg. The company specializes in the integrated development of urban areas, implementing projects primarily in the business class segment. Its portfolio includes about two million square meters of constructed real estate. The company’s main projects are: an apartment complex in Sestroretsk “Bereg. Kurortny”, an ultra-modern collection house “Collection House 1919”, a new architectural symbol of the south of the Northern capital and an outstanding example of high-tech filling of premium housing, the Shepilevskiy residential complex. During its activity, Element has established itself as a promising developer, successfully implementing projects in St. Petersburg and its suburbs.

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

    MIL OSI Russia News –

    February 13, 2025
  • MIL-OSI Security: Family of innocent dad shot dead in Barking appeal for witnesses

    Source: United Kingdom London Metropolitan Police

    The family of an innocent man who was fatally shot outside a birthday party have appealed for the public’s help to get justice.

    Hanif Redwood, a 32-year-old father of two, was attacked in Linton Road, Barking in the early hours of Sunday, 13 October.

    He had been attending a party at the Factory 15 venue and was stood outside when, at around 04:33hrs, he was fatally shot by the gunman. He died at the scene.

    Four months on from his murder, Hanif’s family and the officers leading the investigation are appealing for any information that could lead to the arrest, charge and prosecution of those responsible.

    In an appeal for information, Hanif’s family said: “Hanif was a bright spark whose light has been dimmed far too soon. He was an innocent, hardworking and loving father of two, and it is heartbreaking to think that he has been taken away from us.

    “As his family, we are imploring anyone with information to make their voices heard, and to help us get justice for our beloved Hanif.

    “To those who may know or may have seen or heard what took place on that horrific night, any information you have will be of great value to us to help the authorities apprehend those that carried out such a dreadful act.”

    Detective Chief Inspector Mark Rogers, who is leading the investigation, said: “Hanif was an innocent man. His death has devastated his family and friends, as well as many in the local community.

    “We have continued to support Hanif’s family and update them at every point possible. While we have made significant progress with our enquiries, we are yet to secure a conviction and get the justice that they deserve.

    “I’m appealing for anyone who has any information to come forward. Were you out in Barking on that Saturday night? Perhaps you had also been at the birthday party at Factory 15 or at another event nearby? Did you see or hear the shooting or anything else that struck you as being unusual?

    “Someone must have seen or heard something, or must know why this shooting took place. No piece of information is too small. It could be the crucial clue that leads us to identify Hanif’s murderer.”

    Anyone with information is urged to call 101 or message @MetCC on X, giving the reference 1295/13OCT. Information, including photos or videos, can also be easily uploaded to our dedicated appeal page.

    To provide information anonymously, call Crimestoppers on 0800 555 111. They are an independent charity, separate from the police. They won’t ask for your name and can’t trace your call.

    Two men who were arrested on suspicion of murder, were subsequently released on bail. A further 7 people have since been arrested in connection with the murder and either released on bail or released pending further investigation.

    MIL Security OSI –

    February 13, 2025
  • MIL-OSI United Kingdom: New Homes Accelerator call for evidence: response

    Source: United Kingdom – Executive Government & Departments

    A letter to respondents to the New Homes Accelerator call for evidence.

    Applies to England

    Documents

    New Homes Accelerator call for evidence: response

    HTML

    Details

    This letter is being sent to all respondents to the New Homes Accelerator call for evidence, which was published on 29 August 2024 and closed on 31 October 2024.

    Updates to this page

    Published 13 February 2025

    Sign up for emails or print this page

    MIL OSI United Kingdom –

    February 13, 2025
  • MIL-OSI Russia: Deputy Head of Rossotrudnichestvo Pavel Shevtsov visited Polytech

    Translartion. Region: Russians Fedetion –

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

    Deputy Head of Rossotrudnichestvo Pavel Shevtsov paid a working visit to the Polytechnic University. Rossotrudnichestvo is a leading Russian agency. Its main mission is to strengthen Russia’s humanitarian influence in the world. The organization is represented in more than 70 countries.

    The tour of the university began with the Main Academic Building. Vice-Rector for International Affairs Dmitry Arsenyev and Director of the SPbPU History Museum Valery Klimov introduced Pavel Shevtsov to the gallery of outstanding polytechnic scientists, told him about the most important events and interesting facts from the history of the Polytechnic University, and presented key exhibits. The Deputy Head of Rossotrudnichestvo visited the White Hall and the Fundamental Library of the Polytechnic University.

    Pavel Anatolyevich got acquainted with the structure of the Research Building “Technopolis Polytech”, where he visited the halls “Semyonov” and “Kapitsa”. Dmitry Arsenyev also showed him a model of the SPbPU campus.

    After that, a working meeting was held at the international campus of the Polytechnic University. Pavel Anatolyevich visited the Information Center, Admission Office and got acquainted with the procedure for accepting foreign applicants to SPbPU.

    During the negotiations with international services, the main issues of international education development were discussed, including the admission of foreign students within the Russian government quota. They also noted the use of successful SPbPU practices in the activities of the Russian-African Network University consortium to promote engineering education in African countries.

    Particular attention at the meeting was paid to the issues of adaptation of foreign students in Russia, learning the Russian language, and the participation of the Polytechnic University in the International Olympiad “Open Doors: Russian Scholarship”. Pavel Shevtsov highly praised the university’s efforts in creating a comfortable environment for the study and residence of foreigners, including the work of the Information Center, Admission Office, and the Unified Center for Registration of Foreign Citizens.

    Pavel Anatolyevich noted the importance of SPbPU’s work in attracting talented foreign students and scientists, emphasizing that the university is one of the flagships of Russian education and science.

    Pavel Anatolyevich thanked the university management for the warm welcome and expressed confidence that the interaction between Rossotrudnichestvo and the Polytechnic University will contribute to the further development of international education and the strengthening of humanitarian ties between Russia and other countries.

    Dmitry Arsenyev, in turn, expressed his readiness to actively develop partnership relations with Rossotrudnichestvo and support initiatives aimed at promoting Russian education abroad. The parties agreed to hold regular meetings to discuss current and new projects, as well as to work together to implement strategic tasks in the field of international cooperation.

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

    MIL OSI Russia News –

    February 13, 2025
  • MIL-OSI United Kingdom: Multi-Agency Safeguarding Hub now delivered by Isle of Wight Children 13 February 2025 Multi-Agency Safeguarding Hub now delivered by Isle of Wight Children

    Source: Aisle of Wight

    The delivery of the Isle of Wight’s Multi-Agency Safeguarding Hub (MASH) for children and families on the Isle of Wight is changing.

    As of Monday 24 February, the Isle of Wight Children’s Services will have its own Multi-Agency Safeguarding Hub (MASH), following the ending our partnership with Hampshire County Council. The Multi-Agency Safeguarding Hub (MASH) is a collaborative initiative that unites professionals from various sectors, including children’s social care, police, health providers, and education. The primary goal of the MASH is to share critical information and make timely, informed decisions to ensure the safety and promote the welfare of children. By working together, these professionals can identify risks early, provide appropriate interventions, and promote the well-being of children in our community.

    The Isle of Wight Council, along with its partner agencies, holds a statutory duty to safeguard children and promote their welfare. This duty is fulfilled through coordinated efforts and a shared commitment to protecting children from harm. By leveraging the collective expertise and resources of all involved agencies, the MASH ensures that children receive the support and protection they need in a timely and effective manner.

    If Island residents are worried about the welfare or safety of a child they can report any concerns through the Isle of Wight Council’s website or by calling 01983 823435.

    To reflect these changes, from the 24 February the  Inter-Agency Referral Form (IARF)  will be found on the Isle of Wight Council’s website, and the Isle of Wight Safeguarding Children Partnership website. The link will be shared via email with all partner agencies

    Statement from the Director of Children’s Services

    ”We are delighted to announce that the multi-agency safeguarding hub for our children and families on the Island is now being delivered in-house by Isle of Wight Children’s Services. This significant milestone reflects our unwavering commitment to providing the highest level of care and protection for the children in our community.

    We extend our heartfelt gratitude to Hampshire County Council for their invaluable support and collaboration over the past years. We also extend our thanks to the Isle of Wight Safeguarding Children Partnership, their expertise and dedication have been instrumental in helping us reach this point, and we look forward to continuing our strong partnership as we move forward.

    Together, we are making a profound difference in the lives of children and families on the Isle of Wight.”

    Further information on what this means can be found on the Isle of Wight Council’s website.

    MIL OSI United Kingdom –

    February 13, 2025
  • MIL-OSI United Kingdom: York furniture charity gets boosted through council-funded scheme

    Source: City of York

    Through a partnership between City of York Council and York Centre for Voluntary Services (CVS), charities across the city can access expert support to maximise their social impact.

    One of the charities that has benefited from the project is York Community Furniture Stores (CFS), which has tackled furniture and digital poverty across North Yorkshire for over three decades by collecting pre-loved home furnishings and selling them back to the community at an affordable price, with additional discounts availble for those on means-tested benefits.

    Through the Organisational Health Check programme, supported by the council through the nationwide UK Shared Prosperity Fund, York charities can access the services of freelance, expert consultants to take a detailed look at all aspects of their organisation and understand which areas could be improved. They then work with the consultants on issues that could include fundraising, HR, structure and governance, and develop strategies to help the charities run more smoothly, become more cost-effective and build future resilience in the face of the challenges currently facing the voluntary sector.

    York CFS initially sought help with a merger process, combining their three branches in York, Selby and Scarborough, but through working with Adrian Ashton, a consultant specialising in voluntary sector governance, developed a broader plan for the organisation’s future.

    Speaking in a new video celebrating the project, Katy Ridsdill-Smith, CEO of York CFS, explained:

    What I thought would be a relatively straightforward project – merging the three charities into one – has transformed into a larger organisational change programme which will include a rebrand, the launch of a bold anti-poverty strategy and a new organisational structure.

    “The support has enabled to us to think critically about the level of support we provide to our local communities and how we can be more effective in our work. It’s a really exciting time for CFS!”

    Alison Semmence, Chief Executive of York CVS, said:

    Our work with York Community Furniture Store provides an excellent example of how the partnership has enabled us to connect voluntary, community and social enterprise (VCSE) sector organisations in York with specialist expertise, to not only support the sector’s ability to navigate challenges, but so that organisations can seize opportunities, grow their impact, and continue to deliver meaningful change across our city.

    Cllr Pete Kilbane, Executive Member for Economy and Culture at City of York Council, said:

    Like so many of York’s voluntary organisations, York Community Furniture Store plays a vital role in supporting the whole community, especially those who need great quality furniture at an affordable price.

    “Through this partnership with York CVS, who are experts in our city’s voluntary sector, we’re delighted to have helped organisations like York CFS become more resilient and run more efficiently, meaning they’ll be better able to support our communities for years to come.”

    To find out more about how York CFS benefited from the scheme, watch our video about supporting York charities.

    MIL OSI United Kingdom –

    February 13, 2025
  • MIL-OSI Africa: Bluewater to Sell Apex International Energy, Highlighting Full-Cycle Private Equity (PE) Investment Model in Africa’s Oil and Gas Sector

    Source: Africa Press Organisation – English (2) – Report:

    PARIS, France, February 13, 2025/APO Group/ —

    Private equity is playing an increasingly pivotal role in Africa’s energy sector, driving growth and innovation in the continent’s oil and gas markets. This week, specialist energy private equity firm Bluewater announced the sale of Apex International Energy – transformed under its stewardship into a leading player in Egypt’s energy market – to a subsidiary of Hong Kong-listed United Energy Group. The transaction underscores the full-cycle nature of private equity investing and its potential to unlock value in Africa’s resource-rich markets. 

    Bluewater, which invested in Apex in 2018 as part of its second fund, saw the opportunity to develop the Houston-based company into a significant contributor to Egypt’s oil and gas industry. Under Bluewater’s stewardship, Apex grew from a small, independent exploration and production company into a top-ten producer in Egypt. Over the course of six years, Apex expanded its portfolio to include interests in eight concessions, with production averaging over 11,000 barrels of oil equivalent per day in 2024. 

    This transformation was driven by strategic acquisitions, new discoveries and a laser focus on operational excellence. Key milestones included the 2021 oil discovery in the Southeast Meleiha concession, which saw first production later that year. In 2023, Apex expanded its footprint with the acquisition of six concessions in Egypt’s Western Desert from Italian energy giant Eni, as well as began first gas production. These strategic moves not only boosted Apex’s production levels, but also reinforced its position as a key contributor to Egypt’s energy security. 

    For Bluewater, this growth was a result of carefully managed investments that allowed Apex to capitalize on Egypt’s favorable energy market while navigating the complexities of local regulations and political landscapes. By taking a hands-on approach to governance and working closely with Apex’s leadership team, Bluewater was able to foster a culture of growth and innovation that delivered tangible results. 

    The sale exemplifies how private equity firms complete the full investment cycle – starting with identifying a promising asset, nurturing its growth and ultimately realizing value through a sale or exit strategy. In this case, the sale to United Energy Group positions Apex for continued growth and expansion under new ownership, while providing Bluewater with a profitable return on its investment. This model of buying, growing and exiting is at the heart of private equity’s role in driving value creation and economic development in emerging markets like Africa. 

    The transaction also underscores the increasing confidence that private equity investors are placing in Africa’s energy sector. Despite challenges like fluctuating commodity prices and complex regulatory environments, the energy sector in countries like Egypt offers substantial growth opportunities. For private equity firms, the continent’s untapped reserves, coupled with a growing demand for energy, make it an attractive destination for long-term investments. 

    Looking to the future, the role of private equity in African oil and gas is expected to grow further. The upcoming Invest in African Energy Forum in Paris will serve as a key platform for private equity firms to explore investment opportunities in Africa’s growing energy sector, where strategic partnerships and capital infusion are driving innovation and growth. In particular, firms that focus on full-cycle investment strategies – such as Bluewater’s approach with Apex – are well-positioned to thrive in this evolving landscape. They can bring capital, technical expertise and a deep understanding of local markets, enabling them to navigate challenges and capitalize on emerging opportunities in Africa’s energy sector. 

    IAE 2025 (https://apo-opa.co/3CMcOXk) is an exclusive forum designed to facilitate investment between African energy markets and global investors.Taking place May 13-14, 2025 in Paris, the event offers delegates two days of intensive engagement with industry experts, project developers, investors and policymakers. For more information, please visit www.Invest-Africa-Energy.com. To sponsor or participate as a delegate, please contact sales@energycapitalpower.com.

    MIL OSI Africa –

    February 13, 2025
  • MIL-OSI Russia: Ethiopian Master’s Student Yared Dejene Jifar: “I Dreamed of Studying in Russia”

    Translartion. Region: Russians Fedetion –

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

    Ethiopian graduate student Yared Dejene Jifar received a bachelor’s degree in civil engineering from Adam University of Science and Technology (ASTU). Inspired by stories of friendship between the countries, he decided to continue his studies in Russia. In an interview, Yared talked about how adaptation in another country is going and shared his plans for the future.

    — Why did you decide to study in Russia?

    — I have always liked your country. My friends who studied here in the 1980s told me about the strong friendship between our countries. These stories inspired me to study civil engineering technologies in Russia.

    — Were your expectations from living in Russia met?

    — First of all, I was impressed by the level of infrastructure development in the country. An example of well-thought-out design is the metro. The language barrier was a serious challenge for me. I am trying to learn Russian, but the process is slow. Although I understand that knowledge of the language is the key to successful adaptation.

    — Why did you choose the Polytechnic University?

    — When I was looking for a university with a civil engineering program in English, I chose the Polytechnic University. Your university has a unique atmosphere for studying and developing. Advanced laboratories, highly qualified professors, incredible opportunities, modern technologies and much more.

    I always dreamed of studying in Russia, a country with a rich history, deep culture and the highest standards of education. I learned about the international Olympiad Open Doors: Russian Scholarship, which offers a unique chance to study in Russia for free.

    — What got you interested in civil engineering?

    — I plan to improve the construction sector in my country. I am especially interested in modern technologies, such as BIM (building information modeling). This is the future of construction, and I want to be part of this process.

    — Tell us what you do besides studying.

    — We recently visited the building of the Levashovsky bread factory, which after reconstruction turned into a cultural and business center. During the tour, we learned about the unique engineering solutions that allowed us to preserve the historical building and its role in the history of St. Petersburg. We were especially impressed by the years of the siege of Leningrad. I pay tribute to the fallen heroes.

    I was doing financial analysis of the renovation of Soviet-era buildings, and this tour gave me useful information on how heritage can be preserved and adapted for new purposes without demolition.

    — Share your plans for what you will do after completing your Master’s degree.

    — I plan to work in Russia to gain practical experience and then return to Ethiopia. I hope to introduce modern construction technologies and materials to change traditional construction methods, which are still limited to concrete and steel reinforcement.

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

    MIL OSI Russia News –

    February 13, 2025
  • MIL-OSI Russia: “Beryozovo” for employees of SPbGASU: a recreation center and the beginning of big trips

    Translartion. Region: Russians Fedetion –

    Source: Saint Petersburg State University of Architecture and Civil Engineering – Saint Petersburg State University of Architecture and Civil Engineering – View of the bay

    SPbGASU employees and their families have a wonderful opportunity to relax on the shore of the Lehmalakhti Bay of Lake Ladoga in a historic mansion, which has become even more beautiful and comfortable after restoration work. We are talking about the departmental recreation center “Beryozovo”, which operates all year round.

    Over the long years of its existence, the base has already hosted several generations of our university employees. Many of those who once came here, then choose this place for rest again. Deputy Head of the Personnel Department Svetlana Goltsvart has already visited here twice.

    “I was on holiday with my husband and teenage daughter. The first time we went there out of curiosity: it was interesting to see what the recreation centre at our university was like, how the historic cottage had been restored, what the nature was like in this place. That’s why we only planned a 24-hour trip last July. We spent most of our time on the bay. Even the swings that my daughter had chosen had an amazing view of the lake. There was silence, calm and peace here. With such relaxation, the day flew by in an instant, and when we left, we already knew for sure that we would definitely come back here in August for a longer holiday. That’s what we did, and we are very happy about it,” said Svetlana Aleksandrovna.

    According to her, they booked a room with amenities, so thanks to the comfort and fresh air, beautiful nature, they had a pleasant experience and gained strength for a long time.

    Head of the Department of Structural Mechanics Nikita Maslennikov recalls how he used to vacation in “Beryozovo” as a child with his parents. At one time, his father headed this department for a quarter of a century.

    “I know this place well, but after years I wanted to visit it again, see how the cottage has changed after the work was done, and just relax in nature. My wife and I invited two friends for the company, so we rented two rooms. We cooked shashlik, fortunately there is a barbecue here, and swam. The advantageous location of the recreation center makes it possible to think over a meaningful, educational program of excursions both in the surrounding area and over longer distances. In the village of Beryozovo there is a Museum of Living History “Border Outpost”. Priozersk is nearby, where there are many attractions, including the Korela Fortress, founded at the turn of the 13th-14th centuries, Konevets Island, the courtyard of the Valaam Spaso-Preobrazhensky Monastery, from where, if desired, you can go with an excursion group to Valaam. The city has a well-equipped beach. Also nearby is Sortavala, the eco-park “Valley of Waterfalls”. Thus, the recreation center can become a stronghold for a pleasant trip. That’s why my wife and I are planning to come here with our granddaughter. It’s already a family tradition for us,” said Nikita Aleksandrovich.

    He is sure that the university management will continue the course of improving the recreation center. He would like an equipped place for swimming in the bay, improvement of the territory of the center, a multifunctional hall for celebrations, expansion of the seating places in the kitchen and an increase in the number of household appliances there.

    “Last year we already started improvement work: we fenced the area, built the necessary outbuildings, and outlined further plans in this direction,” said Vladimir Solovyov, Vice-Rector for Security and Administrative and Economic Work at SPbGASU.

    “Works on the comprehensive improvement of the territory are planned: the construction of a small beach on the southern – the sunniest shore, the layout of a network of pedestrian paths in the hard surface, the placement of separate areas for recreation, sports games and picnics. Landscaping of the territory is also planned. Decorative shrubs, seasonal flower arrangement should create additional coziness and comfort for vacationers. We consider it necessary to provide for a children’s playground with modern play equipment,” explained the chief architect, director of the design studio of SPbGASU Svetlana Bochkareva.

    Recreation center “Beryozovo”

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

    MIL OSI Russia News –

    February 13, 2025
  • MIL-OSI Russia: Marat Khusnullin: Facade work on the new building of the State Historical Museum in Moscow is more than half complete

    Translartion. Region: Russians Fedetion –

    Source: Government of the Russian Federation – An important disclaimer is at the bottom of this article.

    New branch of the State Historical Museum

    The installation of facades in the new branch of the State Historical Museum near the Novodevichy Convent in Moscow is more than 50% complete, Deputy Prime Minister Marat Khusnullin reported.

    “Museum activities play an important role in preserving cultural heritage and forming historical memory. In modern conditions, museums in Russia are acquiring special significance, as they help to cultivate patriotism and strengthen national identity. The Russian construction complex contributes to the development of museum activities. A new branch of the State Historical Museum is currently being built in Moscow. The construction of the exhibition complex will significantly expand the exhibition space and attract more visitors – it will be able to receive up to 400 people per day. The roofing has already been completed, interior decoration is underway, and engineering systems are being installed. Facade work is more than 50% complete,” the Deputy Prime Minister said.

    The central exhibition of the museum center will be dedicated to the 500th anniversary of the founding of the Novodevichy Convent, which was celebrated in 2024. It is planned to begin the installation of the exhibition and its semantic content after the completion of all construction and installation works in early 2026.

    “Construction work in the new museum building is being carried out within the framework of the comprehensive state program “Construction”, supervised by the Ministry of Construction of Russia. The branch will be equipped with modern technologies, which will improve the quality of exhibitions and increase the level of comfort for visitors. The exhibition center will be equipped with the necessary display and stock equipment. All conditions will be created here for studying and displaying collections, as well as for the safe storage of museum valuables,” said Deputy Minister of Construction and Housing and Public Utilities Yuri Gordeev.

    The area of the modern building will be more than 10 thousand square meters. It will not only house museum exhibits, but also multifunctional and lecture halls, a storage facility, an excursion bureau, as well as premises for holding cultural events.

    “The construction of the new museum center started in October 2023. As of today, monolithic works have been fully completed on the site – all five floors of the building, including the underground floor, have already been erected. In the future, the territory of the center will also be landscaped with pedestrian zones, lawns and flower beds, which will contribute to the creation of a comfortable urban environment for residents,” said Karen Oganesyan, General Director of the Unified Customer PPC.

    The construction of the new exhibition and display centre is being carried out within the boundaries of the buffer zone of the Novodevichy Convent ensemble, which is included in the UNESCO World Heritage List.

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

    MIL OSI Russia News –

    February 13, 2025
  • MIL-OSI: Ooredoo Qatar taps Nokia 5G Standalone Core to deliver advanced network services and generate new revenue streams

    Source: GlobeNewswire (MIL-OSI)

    Press Release
    Ooredoo Qatar taps Nokia 5G Standalone Core to deliver advanced network services and generate new revenue streams

    • Nokia will deliver a modernized core network that enables Ooredoo Qatar to offer more advanced services using network slicing.
    • Network will generate new consumer and enterprise revenue streams across industries such as ports, mining and natural gas.

    13 February 2025
    Espoo, Finland – Ooredoo Qatar, the leading telecommunications company in Qatar with more than 3.4 million customers, has selected Nokia to modernize the operator’s core network to enable the delivery of more advanced services, using network slicing and the integration of AI and machine learning capabilities that strengthen network performance, reliability, and the overall customer experience.

    The modernization will support Ooredoo Qatar’s network evolution to unlock more value faster from its network assets through new business models and consumer and enterprise revenue streams.

    Sheikh Ali Bin Jabor Al-Thani, Chief Executive Officer at Ooredoo Qatar, said: “Our vision is about enriching people’s digital lives and taking this important step with Nokia, of moving to a 5G standalone core network, supports our group-wide project initiatives of evolving our network operations with new digital capabilities and business models that strengthen the customer and enterprise experience.”

    The deal includes Nokia 5G voice core, packet core, and subscriber data management, which will provide Ooredoo Qatar with the capabilities to deliver ultra-low latency bandwidth and multi-access edge computing, which are needed to provide real-time industrial automation and high-quality gaming experiences at scale. 

    Nokia’s core solutions give communication service providers the flexibility required to operate multi-vendor networks. Ooredoo Qatar will also be able to create thousands of virtual networks on a single physical network infrastructure, with each “slice” tailored to specific requirements for different applications, services, and customers. 

    Raghav Sahgal, President of Cloud and Network Services at Nokia, said: “As a leading operator in the Middle East, Ooredoo Qatar continues to drive transformation projects that meet its customers’ evolving digital needs. We are delighted to grow Nokia’s strong partnership with Ooredoo Qatar by providing our flexible 5G standalone Core capabilities and supporting the operator’s multi-level network requirements.”

    Ooredoo Qatar will also use Nokia’s MantaRay NM solution for a consolidated and automated network view that optimizes network monitoring and management.

    The deal includes the rollout of Nokia Data Center Fabric solution, which enables data centers and cloud environments to easily scale, adapt, and operate. As part of the solution, Nokia’s 7220 Interconnect Router (IXR) system will be deployed, allowing Ooredoo Qatar to provide its services at higher efficiency, reduced energy consumption, and increased capacity.

    Nokia had the most 5G Standalone Core communication service provider customers, with 123 in total, at the end of 2024.

    About Nokia
    At Nokia, we create technology that helps the world act together.

    As a B2B technology innovation leader, we are pioneering networks that sense, think and act by leveraging our work across mobile, fixed and cloud networks. In addition, we create value with intellectual property and long-term research, led by the award-winning Nokia Bell Labs, which is celebrating 100 years of innovation.

    With truly open architectures that seamlessly integrate into any ecosystem, our high-performance networks create new opportunities for monetization and scale. Service providers, enterprises and partners worldwide trust Nokia to deliver secure, reliable and sustainable networks today – and work with us to create the digital services and applications of the future.

    Media inquiries
    Nokia Press Office
    Email: Press.Services@nokia.com

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    The MIL Network –

    February 13, 2025
  • MIL-OSI: Valeura Energy Inc.: Record Reserves and Resources at Year-End 2024: 2P Reserves Replacement Ratio of 245%

    Source: GlobeNewswire (MIL-OSI)

    SINGAPORE, Feb. 13, 2025 (GLOBE NEWSWIRE) — Valeura Energy Inc. (TSX:VLE, OTCQX:VLERF) (“Valeura” or the “Company”) is pleased to announce the results of its third-party independent reserves and resources assessment as at year-end 2024.

    Highlights

    • Record high year-end reserves: 32 MMbbl proved (1P), 50 MMbbl proved plus probable (2P) and 60 MMbbl proved plus probable plus possible (3P) reserves;
    • 2P reserves replacement ratio of 245% even after annual production increase of 12%;
    • 2P reserves and end of field life (“EOFL”) increased at every field;
    • 2P reserves net present value before tax of US$934 million and US$752 million after tax(1);
    • Considering year-end 2024 cash position of US$259 million, Company net asset value (“NAV”) is US$1,012 million, equating C$13.6 per common share(2);
    • Contingent resources(3) of 48 MMbbl, more than double the total at end 2023; and
    • Decommissioning costs significantly reduced through engineering studies and increased EOFL to beyond 2030.
    (1) Discounted at 10% (NPV10)
    (2) Proved plus probable (2P) NPV10after tax plus cash of US$259.4 million (no debt), using US$/C$ exchange rate of 1.435, and 106.65 million common shares outstanding, as at December 31, 2024
    (3) Unrisked 2C (best estimate) contingent resources

    Dr. Sean Guest, President and CEO commented:

    “I am pleased to announce the results of our end 2024 reserves and resources evaluation, which shows again that our aggressive work programme can increase the ultimate potential of our fields and add value to our Company. In our second full year of operations we have again added more than double the reserves we produced, achieving a 2P reserves replacement ratio of 245%. This is a significant feat, considering we also increased production by 12% relative to 2023.

    We also added to the ultimate potential of our portfolio, with all Thailand fields now having an economic field life lasting beyond 2030. Since taking over these assets, we have added at least four additional years of production life to each field. This means more years of future cash flow and is therefore a prime example of one key element of our strategy in action – driving further organic growth.

    The net asset value of our business is now over US$1 billion – a record high, equating to more than C$13.6 per common share. This is based on our 2P after tax NPV10increasing by 76% year-on-year, coupled with a new record year-end cash position.

    In addition to discovering volumes through the drill bit and aggressively working to build our understanding of the intricate subsurface environment, various other financial and engineering studies have also added value. Our field abandonment costs have been reduced further through updated engineering studies which are benchmarked to actual abandonment operations in the Gulf of Thailand. The effect of this, combined with extended field life across the portfolio, is expected to reduce our Asset Retirement Obligation (“ARO”) on our balance sheet by more than 50% since we first assumed operatorship of these assets.

    We are relentless in our pursuit of value and we remain focussed on allocating capital efficiently. Moreover, we see exciting reserves-adding opportunities ahead through the potential Wassana field redevelopment, as well as through ongoing infill development and appraisal drilling across the portfolio, and the selective exploration targets we will pursue this year.

    At the same time, inorganic growth remains a key part of our strategy, and we are actively evaluating several opportunities to assess fit with our strict screening criteria.”

    Valeura commissioned Netherland, Sewell & Associates, Inc. (“NSAI”) to assess reserves and resources for all of its Thailand assets as of December 31, 2024. NSAI’s evaluation is presented in a report dated February 13, 2025 (the “NSAI 2024 Report”). This follows previous evaluations conducted by the same firm for December 31, 2023 (the “NSAI 2023 Report”) and December 31, 2022 (the “NSAI 2022 Report”).

    Oil and Gas Reserves by Field Based on Forecast Prices and Costs

        Gross (Before Royalties) Reserves, Working Interest Share (Mbbl)
    Reserves by Field Jasmine
    (Light/Medium)
    Manora
    (Light/Medium)
    Nong Yao
    (Light/Medium)
    Wassana
    (Heavy)
    Total
    Proved Producing Developed 5,268 1,370 6,541 2,894 16,073
    Non-Producing Developed 703 433 153 242 1,531
    Undeveloped 4,713 705 3,742 5,490 14,650
    Total Proved (1P) 10,684 2,509 10,436 8,626 32,255
    Total Probable (P2) 6,108 848 6,500 4,297 17,753
    Total Proved + Probable (2P) 16,792 3,357 16,936 12,923 50,008
    Total Possible (P3) 3,647 718 4,297 1,027 9,689
    Total Proved + Probable + Possible (3P) 20,440 4,075 21,233 13,950 59,697

     
    Summary of Reserves Replacement, Value, and Field Life

    As compared to the NSAI 2023 Report, the NSAI 2024 Report indicates an addition of 2.4 MMbbl of proved (1P) reserves and 12.1 MMbbl of proved plus probable (2P) reserves, after having produced 8.4 MMbbl of oil in 2024. This reflects a 1P reserves replacement ratio of 128% and a 2P reserves replacement ratio of 245%.

    Based on the mid-point of the Company’s 2025 production guidance of 23.0 – 25.5 Mbbl/d (24.25 Mbbl/d), on a 2P reserves basis as of December 31, 2024, the Company estimates its reserves life index (“RLI”) to be approximately 5.6 years. Using the same 2025 production estimate and 2P reserves as of December 31, 2023 and December 31, 2022, the RLI was approximately 4.3, and 3.3 years, respectively.

    The net present value of estimated future revenue after income taxes, based on a 10% discount rate has increased between the NSAI 2023 Report and the NSAI 2024 Report from US$193.9 million to US$358.6 million on a 1P basis, an increase of 85%. On a 2P basis, the net present value of estimated future revenue after income taxes, based on a 10% discount rate has increased from US$428.5 million to US$752.2 million, an increase of 76%.

    The Company estimates that, based on the 2P net present value of estimated future revenue after income taxes in the NSAI 2024 Report, based on a 10% discount rate, plus the Company’s 2024 year-end cash position of US$259.4 million, as disclosed on January 8, 2025, the Company has a 2P net asset value (“NAV”) of US$1,011.6 million. Using the year-end count of common shares outstanding (being 106.65 million) and foreign exchange rates, Valeura’s NAV equates to approximately C$13.6/share.

      1P NPV10 2P NPV10 3P NPV10
      Before Tax After Tax Before Tax After Tax Before Tax After Tax
    NPV10(US$ million) 360.7 358.6 933.9 752.2 1,339.1 990.2
    Cash at December 31, 2024 (US$ million)(1) 259.4 259.4 259.4 259.4 259.4 259.4
    Net Asset Value (US$ million) 620.1 618.0 1,193.3 1,011.6 1,598.5 1,249.6
    Common shares (million)(2) 106.65 106.65 106.65 106.65 106.65 106.65
    Estimated NAV per basic share (C$ per share)(3) 8.3 8.3 16.1 13.6 21.5 16.8
    (1) Cash at December 31, 2024 of US$259.4 million, debt nil
    (2) Issued and outstanding common shares as of December 31, 2024
    (3) US$/C$ exchange rate of 1.435 as at December 31, 2024

    The NSAI 2024 Report indicates a further extension in the anticipated end of field life for all assets in Valeura’s Thailand portfolio, as compared to the NSAI 2023 Report.

      Gross (Before Royalties) 2P Reserves, Working Interest Share End of Field Life 2P NPV10After Tax (US$ million)
    Fields December 31, 2023
    (MMbbl)
    2024 Production
    (MMbbl)
    Additions
    (MMbbl)
    December 31, 2024
    (MMbbl)
    Reserves Replacement Ratio (%) NSAI 2023 Report NSAI 2024 Report December 31, 2023 December 31, 2024
    Jasmine 10.4 (2.9 ) 9.2 16.8 324 % Dec 2028 Aug 2031 81.8 163.9
    Manora 2.2 (0.9 ) 2.1 3.4 223 % Jul 2027 Apr 2030 21.2 45.7
    Nong Yao 12.4 (3.1 ) 7.7 16.9 245 % Dec 2028 Dec 2033 185.6 416.1
    Wassana 12.9 (1.4 ) 1.5 12.9 102 % Jun 2032 Dec 2035 139.9 126.6
    Total 37.9 (8.4 ) 20.5 50.0 245 %     428.5 752.2

     
    Valeura has demonstrated two consecutive years of growth in both aggregate 2P reserves and the associated after-tax 2P NPV10 value.

      Gross (Before Royalties) 2P Reserves,
    Working Interest Share (MMbbl)
    2P NPV10After Tax
    (US$ million)
    Fields December 31, 2022 December 31, 2023 December 31, 2024 December 31, 2022 December 31, 2023 December 31, 2024
    Jasmine 10.0 10.4 16.8 37.1 81.8 163.9
    Manora 1.8 2.2 3.4 12.1 21.2 45.7
    Nong Yao 11.2 12.4 16.9 145.5 185.6 416.1
    Wassana 6.1 12.9 12.9 66.3 139.9 126.6
    Total 29.1 37.9 50.0 261.0 428.5 752.2

     
    The NSAI 2024 Report does not assume a new redevelopment concept for the Wassana field and therefore does not include potential upside volumes associated with the Company’s contemplated redevelopment. Valeura is targeting readiness for a final investment decision (“FID”) in early Q2 2025. Should the Company opt to proceed with the redevelopment, management anticipates a higher production profile, with longer field life than is currently reflected in the NSAI 2024 Report.

    Net Present Values of Future Net Revenue Based on Forecast Prices and Costs

    Net present values of future net revenue from oil reserves are based on cost estimates as of the date of the NSAI 2024 Report, and forecast Brent crude oil reference prices of US$75.58, US$78.51, US$79.89, US$81.82, and US$83.46 per bbl for the years ending December 31, 2025, 2026, 2027, 2028, and 2029, respectively, with 2% escalation thereafter. NSAI assumes cost inflation of 2% per annum. Price realisation forecasts for each field are based on the Brent crude oil reference prices above, and adjusted for oil quality, and market differentials.

    Based on Valeura’s revised corporate structure, as modified by the reorganisation completed in November 2024, values estimated by NSAI assume a combined, single tax filing for all of the Company’s Thai III fiscal concessions, covering the Wassana, Nong Yao, and Manora fields. The Jasmine field, being a Thai I fiscal concession, is outside this scope.

    All estimated costs associated with the eventual decommissioning of the Company’s fields are included as part of the calculation of future net revenue, specifically within the Proved Producing Developed category.

        Before Tax NPV10(US$ million)
    Future Net Revenue by Field Jasmine Manora Nong Yao Wassana Total
    Proved Producing Developed (124.7)   (27.6)   146.2 (160.7)   (166.8)  
    Non-Producing Developed 35.3   27.9   7.0 16.2   86.4  
    Undeveloped 93.6   7.9   108.1 231.5   441.0  
    Total Proved (1P) 4.2   8.2   261.3 87.0   360.7  
    Total Probable (P2) 217.4   39.1   204.5 112.3   573.3  
    Total Proved + Probable (2P) 221.5   47.3   465.8 199.3   933.9  
    Total Possible (P3) 168.8   29.6   150.7 56.1   405.1  
    Total Proved + Probable + Possible (3P) 390.3   76.9   616.5 255.4   1,339.1  
        After Tax NPV10(US$ million)
    Future Net Revenue by Field Jasmine Manora Nong Yao Wassana Total
    Proved Producing Developed (131.4)   (27.6)   146.2 (160.7)   (173.4)  
    Non-Producing Developed 33.9   27.9   7.0 16.2   85.1  
    Undeveloped 99.6   7.9   108.1 231.5   447.0  
    Total Proved (1P) 2.1   8.2   261.3 87.0   358.6  
    Total Probable (P2) 161.8   37.4   154.8 39.6   393.6  
    Total Proved + Probable (2P) 163.9   45.7   416.1 126.6   752.2  
    Total Possible (P3) 96.7   20.4   93.3 27.6   238.0  
    Total Proved + Probable + Possible (3P) 260.6   66.1   509.3 154.2   990.2  

     
    Asset Retirement Obligations

    During 2024, the Company conducted extensive engineering studies into the eventual decommissioning of its fields. These studies utilised costs benchmarked to current decommissioning activities underway elsewhere within the Gulf of Thailand. Valeura’s work since acquiring the assets in early 2023 has resulted in a reduction of 32% in the anticipated cost to decommission the assets (US$ real basis).  

    In addition, the significant extensions to the economic life of all of the Company’s fields means the timing for decommissioning expenditure has shifted further into the future. The combined effect is estimated to be a material reduction in the ARO liability to be shown on the Company’s balance sheet. While the final ARO is still to be reviewed by the Company’s auditor, management estimates that the ARO as at December 31, 2024 will have been reduced by approximately 35% from year-end 2023 and more than 50% relative to the Company’s first estimate upon assuming operatorship of the Thai portfolio in Q1 2023.

    Resources

    NSAI assessed the Company’s contingent resources of its Thailand assets for additional reservoir accumulations and reported estimates in the NSAI 2024 Report, the NSAI 2023 Report, and the NSAI 2022 Report. Contingent resources are heavy crude oil and light/medium crude oil, and are further divided into two subcategories, being Development Unclarified and Development Not Viable (see oil and gas advisories). Each subcategory is assigned a percentage risk, reflecting the estimated chance of development. Aggregate totals are provided below.

    Contingent Resources NSAI 2022 Report
    Gross (Before Royalties) Working Interest Share
    NSAI 2023 Report
    Gross (Before Royalties) Working Interest Share
    NSAI 2024 Report
    Gross (Before Royalties) Working Interest Share
    Unrisked (MMbbl) Risked (MMbbl) Unrisked (MMbbl) Risked (MMbbl) Unrisked (MMbbl) Risked (MMbbl)
    Low Estimate (1C) 10.4 1.8 15.2 6.5 29.4 9.2
    Best Estimate (2C) 14.1 2.5 19.9 8.9 48.4 13.5
    High Estimate (3C) 22.1 3.9 27.9 11.6 72.1 18.0

     
    Comparing the NSAI 2023 Report to the NSAI 2024 Report, the Company has recorded an increase in the best estimate (2C) unrisked contingent resources of 143%.

    The Company last completed an independent assessment of its prospective resources in Türkiye, effective December 31, 2018, which is available under Valeura’s issuer profile on SEDAR+ at www.sedarplus.com. Valeura has no reserves or contingent resources associated with its properties in Türkiye.

    Further Disclosure and Webcast
    Valeura intends to disclose a summary of the NSAI 2024 Report to Thailand’s upstream regulator later in February 2025. Thereafter, the Company will publish its estimates of reserves and resources in accordance with the requirements of National Instrument 51-101 – Standards of Disclosure for Oil and Gas Activities along with its annual information form for the year ended December 31, 2025, on approximately March 26, 2025.

    Valeura’s management team will host an investor and analyst webcast at 08:00 Calgary / 15:00 London / 22:00 Bangkok / 23:00 Singapore on Thursday, February 13, 2025 to discuss its reserves and contingent resources. Please register in advance via the link below.

    Registration link: https://events.teams.microsoft.com/event/a527dbad-61ff-47b1-8330-a10c28cfd2ee@a196a1a0-4579-4a0c-b3a3-855f4db8f64b

    As an alternative, an audio only feed of the event is available by phone using the Conference ID and dial-in numbers below.

    Thailand: +66 2 026 9035,,817613646#
    Singapore: +65 6450 6302,,817613646#
    Canada: (833) 845-9589,,817613646#
    Türkiye: 0800 142 034779,,817613646#
    United States: (833) 846-5630,,817613646#
    United Kingdom: 0800 640 3933,,817613646#

    Phone conference ID: 817 613 646#

    For further information, please contact:

    Valeura Energy Inc. (General Corporate Enquiries)                +65 6373 6940
    Sean Guest, President and CEO
    Yacine Ben-Meriem, CFO
    Contact@valeuraenergy.com

    Valeura Energy Inc. (Investor and Media Enquiries)                +1 403 975 6752 / +44 7392 940495
    Robin James Martin, Vice President, Communications and Investor Relations
    IR@valeuraenergy.com

    Contact details for the Company’s advisors, covering research analysts and joint brokers, including Auctus Advisors LLP, Canaccord Genuity Ltd (UK), Cormark Securities Inc., Research Capital Corporation, and Stifel Nicolaus Europe Limited, are listed on the Company’s website at www.valeuraenergy.com/investor-information/analysts/.

    About the Company

    Valeura Energy Inc. is a Canadian public company engaged in the exploration, development and production of petroleum and natural gas in Thailand and in Türkiye. The Company is pursuing a growth-oriented strategy and intends to re-invest into its producing asset portfolio and to deploy resources toward further organic and inorganic growth in Southeast Asia. Valeura aspires toward value accretive growth for stakeholders while adhering to high standards of environmental, social and governance responsibility.

    Additional information relating to Valeura is also available on SEDAR+ at www.sedarplus.ca.

    Oil and Gas Advisories

    Reserves and contingent resources disclosed in this news release are based on an independent evaluation conducted by the incumbent independent petroleum engineering firm, NSAI with an effective date of December 31, 2024. The NSAI estimates of reserves and resources were prepared using guidelines outlined in the Canadian Oil and Gas Evaluation Handbook and in accordance with National Instrument 51-101 – Standards of Disclosure for Oil and Gas Activities. The reserves and contingent resources estimates disclosed in this news release are estimates only and there is no guarantee that the estimated reserves and contingent resources will be recovered.

    This news release contains a number of oil and gas metrics, including “NAV”, “reserves replacement ratio”, “RLI”, and “end of field life” which do not have standardised meanings or standard methods of calculation and therefore such measures may not be comparable to similar measures used by other companies. Such metrics are commonly used in the oil and gas industry and have been included herein to provide readers with additional measures to evaluate the Company’s performance; however, such measures are not reliable indicators of the future performance of the Company and future performance may not compare to the performance in previous periods.

    “NAV” is calculated by adding the estimated future net revenues based on a 10% discount rate to net cash, (which is comprised of cash less debt) as of December 31, 2024. NAV is expressed on a per share basis by dividing the total by basic common shares outstanding. NAV per share is not predictive and may not be reflective of current or future market prices for Valeura.

    “Reserves replacement ratio” for 2024 is calculated by dividing the difference in reserves between the NSAI 2024 Report and the NSAI 2023 Report, plus actual 2024 production, by the assets’ total production before royalties for the calendar year 2024.

    “RLI” is calculated by dividing reserves by management’s estimated total production before royalties for 2025.

    “End of field life” is calculated by NSAI as the date at which the monthly net revenue generated by the field is equal to or less than the asset’s operating cost.

    Reserves

    Reserves are estimated remaining quantities of commercially recoverable oil, natural gas, and related substances anticipated to be recoverable from known accumulations, as of a given date, based on the analysis of drilling, geological, geophysical, and engineering data, the use of established technology, and specified economic conditions, which are generally accepted as being reasonable. Reserves are further categorised according to the level of certainty associated with the estimates and may be sub-classified based on development and production status.

    Proved reserves are those reserves that can be estimated with a high degree of certainty to be recoverable. It is likely that the actual remaining quantities recovered will exceed the estimated proved reserves.

    Developed reserves are those reserves that are expected to be recovered from existing wells and installed facilities or, if facilities have not been installed, that would involve a low expenditure (e.g., when compared to the cost of drilling a well) to put the reserves on production.

    Developed producing reserves are those reserves that are expected to be recovered from completion intervals open at the time of the estimate. These reserves may be currently producing or, if shut in, they must have previously been on production, and the date of resumption of production must be known with reasonable certainty.

    Developed non-producing reserves are those reserves that either have not been on production, or have previously been on production, but are shut in, and the date of resumption of production is unknown.

    Undeveloped reserves are those reserves expected to be recovered from known accumulations where a significant expenditure (e.g., when compared to the cost of drilling a well) is required to render them capable of production. They must fully meet the requirements of the reserves classification (proved, probable, possible) to which they are assigned.

    Probable reserves are those additional reserves that are less certain to be recovered than proved reserves. It is equally likely that the actual remaining quantities recovered will be greater or less than the sum of the estimated proved plus probable reserves.

    Possible reserves are those additional reserves that are less certain to be recovered than probable reserves. It is unlikely that the actual remaining quantities recovered will exceed the sum of the estimated proved plus probable plus possible reserves. There is a 10% probability that the quantities actually recovered will equal or exceed the sum of the estimated proved plus probable plus possible reserves.

    The estimated future net revenues disclosed in this news release do not necessarily represent the fair market value of the reserves associated therewith.

    The estimates of reserves and future net revenue for individual properties may not reflect the same confidence level as estimates of reserves and future net revenue for all properties, due to the effects of aggregation.

    Contingent Resources

    Contingent resources are those quantities of petroleum estimated, as of a given date, to be potentially recoverable from known accumulations using established technology or technology under development, but which are not currently considered to be commercially recoverable due to one or more contingencies. Contingencies are conditions that must be satisfied for a portion of contingent resources to be classified as reserves that are: (a) specific to the project being evaluated; and (b) expected to be resolved within a reasonable timeframe.

    Contingent resources are further categorised according to the level of certainty associated with the estimates and may be sub‐classified based on a project maturity and/or characterised by their economic status. There are three classifications of contingent resources: low estimate, best estimate and high estimate. Best estimate is a classification of estimated resources described in the Canadian Oil and Gas Evaluation Handbook as the best estimate of the quantity that will be actually recovered; it is equally likely that the actual remaining quantities recovered will be greater or less than the best estimate. If probabilistic methods are used, there should be at least a 50 percent probability that the quantities actually recovered will equal or exceed the best estimate.

    The project maturity subclasses include development pending, development on hold, development unclarified and development not viable. The contingent resources disclosed in this news release are classified as either development unclarified or development not viable.

    Development unclarified is defined as a contingent resource that requires further appraisal to clarify the potential for development and has been assigned a lower chance of development until commercial considerations can be clearly defined. Chance of development is the likelihood that an accumulation will be commercially developed.

    Conversion of the development unclarified resources referred to in this news release is dependent upon (1) the expected timetable for development; (2) the economics of the project; (3) the marketability of the oil and gas production; (4) the availability of infrastructure and technology; (5) the political, regulatory, and environmental conditions; (6) the project maturity and definition; (7) the availability of capital; and, ultimately, (8) the decision of joint venture partners to undertake development.

    The major positive factor relevant to the estimate of the contingent development unclarified resources referred to in this news release is the successful discovery of resources encountered in appraisal and development wells within the existing fields. The major negative factors relevant to the estimate of the contingent development unclarified resources referred to in this news release are: (1) the outstanding requirement for a definitive development plan; (2) current economic conditions do not support the resource development; (3) limited field economic life to develop the resources; and (4) the outstanding requirement for a final investment decision and commitment of all joint venture partners.

    Development not viable is defined as a contingent resource where no further data acquisition or evaluation is currently planned and hence there is a low chance of development, there is usually less than a reasonable chance of economics of development being positive in the foreseeable future. The major negative factors relevant to the estimate of development not viable referred to in this news release are: (1) current economic conditions do not support the resource development; and (2) availability of technical knowledge and technology within the industry to economically support resource development.

    If these contingencies are successfully addressed, some portion of these contingent resources may be reclassified as reserves.

    Of the best estimate 2C contingent resources estimated in the NSAI 2024 Report, on a risked basis: 74% of the estimated volumes are light/medium crude oil, with the remainder being heavy oil; 77% are categorised as Development Unclarified, with the remainder being Development Not Viable. Development Unclarified 2C resources have been assigned an average chance of development for the four fields ranging from 30% to 50% depending on oil type, while 2C Development Not Viable resources have been assigned an average chance of development ranging from 16% to 17%.

    Resources Project
    Maturity Subclass
    Light and Medium Crude Oil
    (Development Unclarified)
    Chance of Development (%)
    Unrisked Risked
    Gross (Mbbl) Net (Mbbl) Gross (Mbbl) Net (Mbbl)
    Contingent Low Estimate (1C) Development Unclarified 8,267 7,334 3,108 2,742 38 %
    Contingent Best Estimate (2C) Development Unclarified 14,178 12,538 4,227 3,728 30 %
    Contingent High Estimate (3C) Development Unclarified 21,072 18,644 5,289 4,673 25 %
    Resources Project
    Maturity Subclass
    Heavy Crude Oil
    (Development Unclarified)
    Chance of Development (%)
    Unrisked Risked
    Gross (Mbbl) Net (Mbbl) Gross (Mbbl) Net (Mbbl)
    Contingent Low Estimate (1C) Development Unclarified 7,807 7,358 4,045 3,813 52 %
    Contingent Best Estimate (2C) Development Unclarified 10,641 10,029 5,325 5,018 50 %
    Contingent High Estimate (3C) Development Unclarified 14,524 13,689 6,560 6,182 45 %
    Resources Project
    Maturity Subclass
    Light and Medium Crude Oil
    (Development Not Viable)
    Chance of Development (%)
    Unrisked Risked
    Gross (Mbbl) Net (Mbbl) Gross (Mbbl) Net (Mbbl)
    Contingent Low Estimate (1C) Development Not Viable 11,294 10,502 1,694 1,575 15 %
    Contingent Best Estimate (2C) Development Not Viable 21,539 19,965 3,652 3,319 17 %
    Contingent High Estimate (3C) Development Not Viable 33,503 30,964 5,363 4,802 16 %
    Resources Project
    Maturity Subclass
    Heavy Crude Oil
    (Development Not Viable)
    Chance of Development (%)
    Unrisked Risked
    Gross (Mbbl) Net (Mbbl) Gross (Mbbl) Net (Mbbl)
    Contingent Low Estimate (1C) Development Not Viable 2,069 1,950 310 293 15 %
    Contingent Best Estimate (2C) Development Not Viable 2,091 1,971 341 321 16 %
    Contingent High Estimate (3C) Development Not Viable 3,003 2,830 815 768 27 %

    The NSAI estimates have been risked, using the chance of development, to account for the possibility that the contingencies are not successfully addressed. Due to the early stage of development for the development unclarified resources, NSAI did not perform an economic analysis of these resources; as such, the economic status of these resources is undetermined and there is uncertainty that any portion of the contingent resources disclosed in this new release will be commercially viable to produce.

    Glossary

    bbl                barrels of oil
    Mbbl              thousand barrels of oil
    MMbbl            million barrels of oil

    Advisory and Caution Regarding Forward-Looking Information

    Certain information included in this news release constitutes forward-looking information under applicable securities legislation. Such forward-looking information is for the purpose of explaining management’s current expectations and plans relating to the future. Readers are cautioned that reliance on such information may not be appropriate for other purposes, such as making investment decisions. Forward-looking information typically contains statements with words such as “anticipate”, “believe”, “expect”, “plan”, “intend”, “estimate”, “propose”, “project”, “target” or similar words suggesting future outcomes or statements regarding an outlook.

    Forward-looking information in this news release includes, but is not limited to, the Company’s belief that it has added to the ultimate potential of its portfolio; the anticipated economic life of its portfolio; expectations regarding future cash flow; the expectation that ARO on its December 31, 2024 balance sheet will indicate a reduction of approximately 35% versus December 31, 2023 and more than 50% since first assuming operatorship of its assets; business objectives and targets; organic and inorganic growth opportunities; the anticipated end of life for Valeura’s Thailand assets; the potential for adding reserves through the Wassana field redevelopment as well as through ongoing infill development, appraisal drilling, and exploration targets; statements related to the Company’s 2025 production guidance of 23.0 – 25.5 Mbbl/d; estimates of the Company’s RLI; timing for FID readiness on the potential Wassana field redevelopment; management’s anticipation of a higher production profile with longer field life from the Wassana field, should it opt to proceed with the redevelopment; forecast Brent crude oil reference prices; assumption of a single tax filing; estimated costs for the eventual decommissioning of its fields; the intention to disclose a summary of the NSAI 2024 Report to Thailand’s upstream regulator; the anticipated filing date of the Company’s annual information form along with its estimates of reserves and resources; and the timing of the investor and analyst webcast.

    In addition, statements related to “reserves” and “resources” are deemed to be forward-looking information

    as they involve the implied assessment, based on certain estimates and assumptions, that the resources can

    be discovered and profitably produced in the future.

    Although the Company believes the expectations and assumptions reflected in such forward-looking information are reasonable, they may prove to be incorrect.

    Forward-looking information is based on management’s current expectations and assumptions regarding, among other things: political stability of the areas in which the Company is operating; continued safety of operations and ability to proceed in a timely manner; continued operations of and approvals forthcoming from governments and regulators in a manner consistent with past conduct; ability to achieve extensions to licences in Thailand and Türkiye to support attractive development and resource recovery; future drilling activity on the required/expected timelines; the prospectivity of the Company’s lands; the continued favourable pricing and operating netbacks across its business; future production rates and associated operating netbacks and cash flow; decline rates; future sources of funding; future economic conditions; the impact of inflation of future costs; future currency exchange rates; interest rates; the ability to meet drilling deadlines and fulfil commitments under licences and leases; future commodity prices; the impact of the Russian invasion of Ukraine; the impact of conflicts in the Middle East; royalty rates and taxes; management’s estimate of cumulative tax losses being correct; future capital and other expenditures; the success obtained in drilling new wells and working over existing wellbores; the performance of wells and facilities; the availability of the required capital to funds its exploration, development and other operations, and the ability of the Company to meet its commitments and financial obligations; the ability of the Company to secure adequate processing, transportation, fractionation and storage capacity on acceptable terms; the capacity and reliability of facilities; the application of regulatory requirements respecting abandonment and reclamation; the recoverability of the Company’s reserves and contingent resources; future growth; the sufficiency of budgeted capital expenditures in carrying out planned activities; the impact of increasing competition; the availability and identification of mergers and acquisition opportunities; the ability to successfully negotiate and complete any mergers and acquisition opportunities; the ability to efficiently integrate assets and employees acquired through acquisitions; global energy policies going forward; international trade policies; future debt levels; and the Company’s continued ability to obtain and retain qualified staff and equipment in a timely and cost efficient manner. In addition, the Company’s work programmes and budgets are in part based upon expected agreement among joint venture partners and associated exploration, development and marketing plans and anticipated costs and sales prices, which are subject to change based on, among other things, the actual results of drilling and related activity, availability of drilling, offshore storage and offloading facilities and other specialised oilfield equipment and service providers, changes in partners’ plans and unexpected delays and changes in market conditions. Although the Company believes the expectations and assumptions reflected in such forward-looking information are reasonable, they may prove to be incorrect.

    Forward-looking information involves significant known and unknown risks and uncertainties. Exploration, appraisal, and development of oil and natural gas reserves and resources are speculative activities and involve a degree of risk. A number of factors could cause actual results to differ materially from those anticipated by the Company including, but not limited to: the ability of management to execute its business plan or realise anticipated benefits from acquisitions; the risk of disruptions from public health emergencies and/or pandemics; competition for specialised equipment and human resources; the Company’s ability to manage growth; the Company’s ability to manage the costs related to inflation; disruption in supply chains; the risk of currency fluctuations; changes in interest rates, oil and gas prices and netbacks; the risk that the Company’s tax advisors’ and/or auditors’ assessment of the Company’s cumulative tax losses varies significantly from management’s expectations of the same; potential changes in joint venture partner strategies and participation in work programmes; uncertainty regarding the contemplated timelines and costs for work programme execution; the risks of disruption to operations and access to worksites; potential changes in laws and regulations, including international treaties and trade policies; the uncertainty regarding government and other approvals; counterparty risk; the risk that financing may not be available; risks associated with weather delays and natural disasters; and the risk associated with international activity. See the most recent annual information form and management’s discussion and analysis of the Company for a detailed discussion of the risk factors.

    Certain forward-looking information in this news release may also constitute “financial outlook” within the meaning of applicable securities legislation. Financial outlook involves statements about Valeura’s prospective financial performance or position and is based on and subject to the assumptions and risk factors described above in respect of forward-looking information generally as well as any other specific assumptions and risk factors in relation to such financial outlook noted in this news release. Such assumptions are based on management’s assessment of the relevant information currently available, and any financial outlook included in this news release is made as of the date hereof and provided for the purpose of helping readers understand Valeura’s current expectations and plans for the future. Readers are cautioned that reliance on any financial outlook may not be appropriate for other purposes or in other circumstances and that the risk factors described above or other factors may cause actual results to differ materially from any financial outlook.

    The forward-looking information contained in this news release is made as of the date hereof and the Company undertakes no obligation to update publicly or revise any forward-looking information, whether as a result of new information, future events or otherwise, unless required by applicable securities laws. The forward-looking information contained in this news release is expressly qualified by this cautionary statement.

    This news release does not constitute an offer to sell or the solicitation of an offer to buy securities in any jurisdiction, including where such offer would be unlawful. This news release is not for distribution or release, directly or indirectly, in or into the United States, Ireland, the Republic of South Africa or Japan or any other jurisdiction in which its publication or distribution would be unlawful.

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

    This information is provided by Reach, the non-regulatory press release distribution service of RNS, part of the London Stock Exchange. Terms and conditions relating to the use and distribution of this information may apply. For further information, please contact rns@lseg.com or visit www.rns.com.

    The MIL Network –

    February 13, 2025
  • MIL-OSI Russia: 80 years since the liberation of Budapest

    Translartion. Region: Russians Fedetion –

    Source: State University of Management – Official website of the State –

    On February 13, 1945, the Budapest operation of Soviet troops during the Great Patriotic War ended, as a result of which the central regions of Hungary, including its capital, were liberated, and the puppet “Government of National Unity” lost power over the country.

    By the end of 1944, Germany’s position was already unenviable, it had to fight on three fronts: in Italy, France and against the Red Army rapidly advancing from the east. The defense of Budapest was of paramount importance, because its loss meant the loss of the last major source of oil, so Hitler even declared that it was better to surrender Berlin than to lose Hungarian oil. The Germans built three lines of defense around Budapest and significantly fortified the city itself, which was defended by Army Group South and the remnants of the Hungarian armed forces.

    The Soviet offensive on Budapest began on October 29. They failed to take the city on the move. The second attempt also met with fierce resistance. In December, the Germans even attempted to counterattack and pushed the Russians back in some areas of the front. However, on December 26, their forces were completely surrounded, with 188,000 people trapped in the cauldron. And they had no intention of surrendering; moreover, they shot the envoys sent with an ultimatum to capitulate. Their counterattacking tanks numbered 50-60 units per kilometer of front – a density of equipment unseen throughout the war. Having had the bloody experience of the Battle of Stalingrad and the Battle of Kursk, the Red Army responded with a deeply echeloned defense, effective reconnaissance, and preemptive strikes. The Germans were unable to break out of the encirclement, and in early February, their counteroffensive finally petered out in all directions.

    The heaviest urban battles in some areas began on January 18. That same day, our troops liberated about 70,000 Jews from the Budapest ghetto. Now, when the organized counteroffensive of the Germans had failed, they rushed out of Budapest chaotically and with particular despair. From the memoirs of Soviet Major General Andrei Kovtun-Stankevich:

    “Everyone takes part in the battle, including the telephone operators. Telephone operator Zoya Vasilchenko destroyed up to 15 fascists with a machine gun. The battalion captured more prisoners than it had personnel.”

    “The commander of the medical battalion, Krutilov, arrived and proudly handed me a “combat” report. It turns out that the medical battalion had fought a battle today, as a result of which 49 Germans were killed and 56 were taken prisoner. Everyone took part in the battle, including the wounded who were able to fire. Even the pharmacist, an elderly woman, fired a pistol.”

    On February 13, 1945, the German group in Budapest was finally liquidated. The commander, SS-Obergruppenführer Karl Pfeffer-Wildenbruch, dressed in a soldier’s uniform along with all the staff officers, surrendered on his own initiative to the head of the chemical service of the 180th rifle division, Major Skripin.

    In honor of this victory, a salute of 24 salvos from 324 guns was given in Moscow. The result of the successful operation was the complete liquidation of the enemy forces and the withdrawal of Hungary from the war. In addition, the advancement on the remaining sections of the Soviet-German front was noticeably facilitated by the transfer of German troops to Budapest. A threat was created to the Balkan group of the Wehrmacht, which was forced to accelerate its withdrawal from Yugoslavia.

    The State University of Management congratulates on this memorable date and recalls our scientific regiment – employees awarded the medal “For the capture of Budapest”:
    -Hero of the Soviet Union, Alexander Davydov, Guard Lieutenant Colonel, Deputy Head of the Nile MIE-MIU department from 1962 to 1985;
    -Gennady Belykh, Colonel, Head of the educational and methodological department of the MIU;
    -Peter Burov, Major Engineer, Vice-Rector for the Academic Affairs of MIEI from 1952 to 1962;
    -Ivan Steel, Major Engineer, chief of staff of the railway troops of the 3rd Ukrainian Front, associate professor of the Department of structures and structures of MIEI.

    Subscribe to the TG channel “Our GUU” Date of publication: 02/13/2025

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

    MIL OSI Russia News –

    February 13, 2025
  • MIL-OSI: Notice convening the Annual General Meeting of Siili Solutions Plc

    Source: GlobeNewswire (MIL-OSI)

    Notice convening the Annual General Meeting of Siili Solutions Plc

    Siili Solutions Plc Stock Exchange Release 13 February 2025 at 9:10 a.m. (Finnish time)

    The shareholders of Siili Solutions Plc are invited to the Annual General Meeting to be held on Tuesday, 8 April 2025 starting at 2:00 p.m. (Finnish time) at the address Töölönlahdenkatu 2, FI-00100 Helsinki, Finland (event venue Eliel, Sanomatalo). The reception of persons who have registered for the meeting and the distribution of voting tickets will commence at the meeting venue at 1:30 p.m. (Finnish time).

    Shareholders may also exercise their voting rights by voting in advance. Further information on advance voting is presented in section C. 2. of this meeting notice.

    Shareholders can follow the General Meeting via a video stream. Other persons than the Company’s shareholders are also welcome to follow the video stream. Instructions on how to follow the video stream are available on the Company’s website at the address https://sijoittajille.siili.com/general-meeting2025. It is not possible to pose any other questions than those referred to below in this section, make counterproposals, otherwise speak or vote via the video stream. Following the meeting via the video stream or asking questions as referred to below shall not be considered as participation in the General Meeting or as the exercise of shareholder rights. Persons who follow the video stream may ask questions or make comments to the CEO in writing during the CEO’s review in agenda item 6. through the chat functionality. A recording of the video stream will be available on the Company’s website after the General Meeting, no later than on 22 April 2025.

    A. MATTERS ON THE AGENDA OF THE GENERAL MEETING

    The General Meeting shall consider the following matters:

    1. Opening of the meeting
    1. Calling the meeting to order
    1. Election of the persons to scrutinise the minutes and the persons to supervise the counting of votes
    1. Recording the legality of the meeting
    1. Recording the attendance at the meeting and adoption of the list of votes
    1. Presentation of the financial statements, including the consolidated financial statements, the report of the Board of Directors, the auditor’s report and the assurance report on sustainability reporting for the year 2024
    • Presentation of the CEO’s review.

    The annual report, including the report of the Board of Directors, the consolidated financial statements, the financial statements of the parent company, the auditor’s report and the assurance report on sustainability reporting will be available on the Company’s website at https://sijoittajille.siili.com/general-meeting2025 at the latest on 14 March 2025.

    1. Adoption of the financial statements, including the consolidated financial statements
    1. Resolution on the use of the profit shown on the balance sheet and the distribution of dividend

    The Board of Directors proposes to the General Meeting that, based on the adopted balance sheet for the financial period 2024, a dividend of EUR 0,18 per share be paid from the Company’s distributable funds, i.e., approximately EUR 1.46 million in total based on the status of the date of this meeting notice, and that the rest of the distributable funds be retained in equity. 

    The dividend shall be paid to shareholders who on the dividend record date 10 April 2025 are registered in the Company’s shareholders’ register held by Euroclear Finland Oy. The Board of Directors proposes that the dividend be paid on 17 April 2025.

    1. Resolution on the discharge of the members of the Board of Directors and the CEO from liability
    1. Consideration of the Remuneration Report for Governing Bodies

    The remuneration report for governing bodies is available on the Company’s website at the address https://sijoittajille.siili.com/general-meeting2025 at the latest on 14 March 2025.

    1. Resolution on the remuneration of the members of the Board of Directors

    The Shareholders’ Nomination Board proposes that the remuneration of the members of the Board of Directors would remain unchanged and be as follows:

    The Chair of the Board of Directors is paid EUR 3,850 per month, the Deputy Chair EUR 2,500 per month, the Chair of the Audit Committee EUR 2,500 per month and other members EUR 2,000 per month. The Chairs of the Board of Directors’ Committees are paid EUR 200 per month for their work on the Committee, in addition to which all Committee members are paid a meeting fee of EUR 300 per meeting. In addition, the members of the Board of Directors receive compensation for travel expenses in line with the Company’s business travel policy.

    1. Resolution on the number of members of the Board of Directors

    The Shareholders’ Nomination Board proposes that five (5) members be elected to the Board of Directors.

    1. Election of the members of the Board of Directors

    The Shareholders’ Nomination Board proposes the re-election of the current members of the Board of Directors for the next term of office Harry Brade, Jesse Maula, Katarina Cantell and Henna Mäkinen. Tero Ojanperä has informed that he does not stand for re-election to the Board of Directors.

    Consequently, the Nomination Board proposes that Sebastian Nyström shall be elected as new member of the Board of Directors.

    Sebastian Nyström, b. 1974, M.Sc., acts currently as S-Group’s Chief Transformation Officer and EVP, Loyalty, IT and Digital Development. Prior to his current role, Nyström has acted e.g. as S-Group’s EVP Strategy & M&A, as well as in other leading roles in Nokia Corporation over the past 20 years.

    The term of office of the members lasts until the end of the next Annual General Meeting. All persons proposed have given their consent to the election.

    Background information on each person proposed for the Board of Directors is available on the website of Siili Solutions Plc at https://sijoittajille.siili.com/en.

    The proposed members Jesse Maula, Henna Mäkinen, Katarina Cantell and Sebastian Nyström are considered independent of the Company and its significant shareholders. Harry Brade is independent of the Company but non-independent of its significant shareholder Lamy Oy.

    In addition, the Shareholders’ Nomination Board recommends to the Board of Directors that it re-elects Harry Brade as its Chair and Jesse Maula as Deputy Chair.

    In the selection of the Board member candidates, the Nomination Board has emphasized relevant experience and competence of the candidates, especially considering the strategic objectives of the company. Further, in its selection process the Nomination Board has considered the diversity of the Board.

    With regard to the selection procedure of the members of the Board of Directors, the Nomination Board recommends that shareholders take a position on the proposal as a whole at the General Meeting. The Nomination Board, in addition to ensuring that individual nominees for membership of the Board of Directors possess the required competences, is also responsible for making sure that the proposed Board of Directors as a whole also has the best possible expertise and experience for the Company and that the composition of the Board of Directors also meets other requirements of the Finnish Corporate Governance Code for listed companies.

    1. Resolution on the remuneration of the auditor

    The Board of Directors proposes upon proposal of the Audit Committee that the auditor of the Company be paid remuneration in accordance with the auditor’s reasonable invoice approved by the Company.

    1. Election of the auditor

    The Board of Directors proposes upon proposal of the Audit Committee that audit firm KPMG Oy Ab be re-elected as the Company’s auditor for the following term of office. KPMG Oy Ab has stated that if it is elected as the Company’s auditor, Leenakaisa Winberg, APA, will continue as the principal auditor.

    1. Resolution on the remuneration of the sustainability reporting assurer

    The Board of Directors proposes upon proposal of the Audit Committee that the sustainability reporting assurer of the Company be paid remuneration in accordance with the sustainability reporting assurer’s reasonable invoice approved by the Company.

    1. Election of the sustainability reporting assurance provider

    The Board of Directors proposes upon proposal of the Audit Committee that authorised sustainability audit firm KPMG Oy Ab be elected as the Company’s sustainability reporting assurance provider for the following term of office. KPMG Oy Ab has stated that if it is elected as the Company’s sustainability reporting assurance provider, Leenakaisa Winberg, ASA, will continue as the principal sustainability auditor.

    1. Authorisation of the Board of Directors to resolve on the repurchase and/or on the acceptance as pledge of own shares

    The Board of Directors proposes that the General Meeting authorises the Board of Directors to resolve on the repurchase and/or acceptance as pledge of the Company’s own shares under the following terms and conditions:

    Using the Company’s unrestricted equity, a maximum of 814,000 shares may be repurchased and/or accepted as pledge in one or more tranches, which corresponds to approximately 10% of all shares in the Company.

    The shares will be repurchased in trading on Nasdaq Helsinki Oy’s regulated market at a price formed in public trading on the date of repurchase. The Company’s own shares shall be repurchased to be used for carrying out acquisitions or implementing other arrangements related to the Company’s business, for optimising the Company’s capital structure, for implementing the Company’s incentive scheme or otherwise to be transferred further or cancelled.

    Own shares can be repurchased otherwise than in proportion to the shareholdings of the shareholders (directed repurchase). The share purchase will decrease the Company’s distributable unrestricted equity. The Board of Directors resolves on all other terms and conditions for the repurchase and/or acceptance as pledge of the Company’s own shares.

    The authorisation is proposed to remain in force until the end of the next Annual General Meeting, however no later than until 30 June 2026. The authorisation shall revoke earlier unused authorisations to resolve on the repurchase and/or acceptance as pledge of the Company’s own shares.

    1. Authorisation of the Board of Directors to resolve on a share issue and the issuance of special rights entitling to shares

    The Board of Directors proposes that the General Meeting authorise the Board of Directors to resolve on the issuance of shares and the issuance of special rights entitling to shares within the meaning of chapter 10, section 1 of the Finnish Limited Liability Companies Act in one or more tranches either against consideration or free of consideration.

    The number of shares to be issued, including shares received on the basis of the special rights shall not exceed a maximum of 814,000 shares, which corresponds to approximately 10% of all shares in the Company. The Board of Directors may resolve either to issue new shares or to transfer treasury shares held by the Company.

    The authorisation entitles the Board of Directors to resolve on all terms of the share issue and the issuance of special rights entitling to shares, including the right to deviate from the shareholders’ pre-emptive subscription right (directed issue). The authorisation may be used to strengthen the Company’s balance sheet and financial position, to pay purchase prices for acquisitions, in share-based incentive schemes or for other purposes resolved by the Board of Directors.

    The total maximum number of shares to be issued for the purpose of share-based incentive schemes is 162,800 shares, which corresponds to approximately 2.0% of all the shares in the Company. For the avoidance of doubt, the above maximum number of shares intended for the incentive schemes is included in the maximum number of the issuance authorisation referred to above.

    Based on the authorisation, the Board of Directors is also authorised to resolve on a share issue directed to the Company itself, provided that the number of shares held by the Company after the issue would be a maximum of 10% of all the shares in the Company. This number includes all the Company’s own shares held by the Company and its subsidiaries in the manner provided for in chapter 15, section 11(1) of the Limited Liability Companies Act.

    The authorisation is proposed to remain in force until the end of the next Annual General Meeting, however no later than until 30 June 2026. The authorisation shall revoke earlier authorisations concerning share issues and the issuance other special rights entitling to shares.

    1. Closing the meeting

    B. DOCUMENTS OF THE GENERAL MEETING

    This notice of the General Meeting, which includes all the resolution proposals of the Board of Directors and the Shareholders’ Nomination Board on the agenda of the General Meeting, is available on Siili Solutions Plc’s website at the address https://sijoittajille.siili.com/general-meeting2025 as of 13 February 2025. Siili Solutions Plc’s annual report for the year 2024, including the report of the Board of Directors, the consolidated financial statements, the financial statements of the parent company, the auditor’s report and the assurance report on sustainability reporting and the remuneration report for governing bodies will be available on said website at the latest as of 14 March 2025. The resolution proposals and other documents mentioned above will also be made available at the General Meeting.

    The minutes of the General Meeting will be available on the above website at the latest on 22 April 2025.

    C. INSTRUCTIONS FOR MEETING PARTICIPANTS

    1. Shareholders registered in the shareholders’ register

    Shareholders who are registered in the Company’s shareholders’ register held by Euroclear Finland Oy on 27 March 2025 (the record date of the General Meeting) have the right to participate in the General Meeting. A shareholder whose shares are registered on the shareholder’s Finnish book-entry account is registered in the shareholders’ register of the Company.

    The registration period for the General Meeting commences on 14 February 2025 at 10:00 a.m. (Finnish time). A shareholder who is registered in the shareholders’ register of the Company and wishes to participate in the General Meeting shall register no later than on 1 April 2025 at 4:00 p.m. (Finnish time), by which time the registration must be received. A shareholder can register for the General Meeting by one of the following means:

    a) Via the Company’s website at the address https://sijoittajille.siili.com/general-meeting2025. Electronic registration requires strong identification of the shareholder or their legal representative or proxy representative with a Finnish, Swedish or Danish bank ID or a mobile certificate.

    b) By email to the address agm@innovatics.fi. In the email, registering shareholders must submit the registration and advance voting form available on the Company’s website at the address https://sijoittajille.siili.com/general-meeting2025 or equivalent information.

    The requested information, such as the shareholder’s name, date of birth or business ID and contact information (telephone number and/or email address) as well as the name of the shareholder’s assistant and/or the name, date of birth and contact information (telephone number and/or email address) of proxy representative, if any, must be provided in connection with the registration. The personal data disclosed by the shareholders to Siili Solutions Plc, Innovatics Ltd or Inderes Oyj is only used in connection with the General Meeting and the processing of the necessary registrations related thereto.

    Changes in shareholding after the record date of the General Meeting do not affect the right to participate in the General Meeting or the number of votes of the shareholder.

    Upon request, shareholders, their representatives or proxy representatives must be able to prove their identity and/or right of representation at the meeting venue.

    Further information on registration and advance voting is available by telephone during the registration period of the General Meeting by calling Innovatics Ltd at +358 10 2818 909 between 9:00 a.m. and 12:00 p.m. and 1:00 p.m. and 4:00 p.m. (Finnish time) on business days.

    1. Advance voting

    A shareholder whose shares are registered on the shareholder’s personal Finnish book-entry account may vote in advance on certain items on the agenda between 14 February 2025 at 10:00 a.m. (Finnish time) and 1 April 2025 at 4:00 p.m. (Finnish time) in the following ways:

    1. Via the service available on the Company’s website at the address https://sijoittajille.siili.com/general-meeting2025. Shareholders can sign into the advance voting service the same way as to the online registration service referred to above in section C. 1. a) of these instructions.
    1. By email by submitting the advance voting form available on the Company’s website or equivalent information to Innovatics Ltd at agm@innovatics.fi.

    Advance votes must be received by the time the advance voting ends. The submission of votes via the service available on the Company’s website or by email before the end of the registration and advance voting period shall be considered as registration for the General Meeting, provided that it contains the above information required for registration.

    Proposals for resolutions that are subject to advance voting are considered to have been presented unchanged in the General Meeting, and the advance votes are taken into account in a possible vote held at the general meeting venue also in circumstances where an alternative proposal for resolution has been made in the relevant matter. For the advance votes to be considered, the shareholder must be registered in the Company’s shareholder register maintained by Euroclear Finland Oy on the record date of the General Meeting. A shareholder who has voted in advance cannot exercise the right to ask questions or demand a vote under the Limited Liability Companies Act unless they participate in the General Meeting at the meeting venue in person or by proxy representative.  

    Instructions for advance voting will be available on the Company’s website at https://sijoittajille.siili.com/general-meeting2025.

    With respect to holders of nominee-registered shares, the advance voting is carried out by the account operators. The account operators may vote in advance on behalf of the holders of nominee-registered shares they represent in accordance with the relevant shareholders’ voting instructions during the registration period applicable to holders of nominee-registered shares.

    1. Holder of nominee-registered shares

    Holders of nominee-registered shares have the right to participate in the General Meeting by virtue of shares, based on which they would be entitled to be registered in the shareholders’ register of the Company held by Euroclear Finland Oy on the record date of the General Meeting, 27 March 2025. In addition, the right to participate in the General Meeting requires that the holders of nominee-registered shares be temporarily entered into the shareholders’ register held by Euroclear Finland Oy based on these shares by 3 April 2025 at 10:00 a.m. (Finnish time) at the latest. As regards nominee-registered shares, this constitutes due registration for the General Meeting. Changes in shareholding after the record date of the General Meeting do not affect the right to participate in the General Meeting or the number of votes of the shareholder.

    Holders of nominee-registered shares are advised to ask their custodian bank in good time for the necessary instructions regarding temporary registration in the Company’s shareholders’ register, the issuing of proxy documents and voting instructions, registration for and participation in the General Meeting as well as advance voting. The account manager of the custodian bank shall temporarily register a holder of nominee-registered shares who wishes to participate in the Annual General Meeting into the shareholders’ register of the Company at the latest by the time stated above. When necessary, the account manager of the custodian bank shall also arrange advance voting on behalf of the holder of nominee-registered shares before the end of the registration period for holders of nominee-registered shares.

    1. Proxy representative and powers of attorney

    A shareholder may participate in the General Meeting and exercise their rights at the meeting by way of a proxy representation. A shareholder’s proxy representative may also elect to vote in advance as described in section C. 2. of these instructions if they so wish.

    The proxy representative shall produce a dated proxy document, or otherwise in a reliable manner prove that the proxy representative is entitled to represent the shareholder at the General Meeting. If a shareholder participates in the General Meeting through several proxies representing the shareholder with shares held in different book-entry accounts, the shares on the basis of which each proxy representative represents the shareholder shall be identified in connection with the registration.

    A proxy template will be available on the Company’s website at https://sijoittajille.siili.com/general-meeting2025.

    Any proxy documents are requested to be submitted preferably as an attachment with the electronic registration or alternatively by mail to Innovatics Oy, General Meeting / Siili Solutions Plc, Ratamestarinkatu 13 A, FI-00520 Helsinki or by email to agm@innovatics.fi before the end of the registration period, by which the proxy documents must be received. In addition to submitting proxy documents, a shareholder or the shareholder’s proxy representative shall register for the General Meeting in the manner described above in this notice.

    As an alternative to a traditional proxy document, a shareholder may authorise a proxy representative by using the Suomi.fi e-authorisation service. The proxy representative is authorised via the Suomi.fi service at www.suomi.fi/e-authorizations (authorisation for ‘Representation at the General Meeting’). When registering for the General Meeting service, the proxy representative must identify themselves by using strong electronic identification, after which the proxy representative can register and vote in advance on behalf of the shareholder the proxy representative represents. Strong electronic identification requires a Finnish, Swedish or Danish bank ID or a mobile certificate. For more information on e-authorisation, please see www.suomi.fi/e-authorizations. The Suomi.fi service can also be used in another way than by authorising a proxy via the authorisation for ‘Representation at the General Meeting’ alternative. For example, a CEO can register the company he/she represents for the General Meeting by using the Suomi.fi service without a separate proxy.

    1. Other instructions/information

    The meeting language is Finnish.

    Pursuant to chapter 5, section 25 of the Limited Liability Companies Act, shareholders who are present at the General Meeting at the meeting venue have the right to request information with respect to the matters to be considered at the meeting.

    On the date of this notice to the General Meeting, Siili Solution Plc has a total of 8,140,263 shares, which represent the same number of votes. On the date of the notice, the Company holds 27,954 treasury shares that do not entitle to participation in the General Meeting according to the Limited Liability Companies Act. 

    Helsinki, 13 February 2025

    SIILI SOLUTIONS PLC

    Board of Directors

    For more information:

    General Counsel, Taru Kovanen

    Phone: +358 (0)40 4176 221, email: taru.kovanen(at)siili.com

    Distribution

    Nasdaq Helsinki Ltd
    Principal media
    www.siili.com

    Siili Solutions in brief

    Siili Solutions Plc is a forerunner in AI-powered digital development. Siili is the go-to partner for clients seeking growth, efficiency and competitive advantage through digital transformation. Our main markets are Finland, the Netherlands, the United Kingdom, and Germany. Siili Solutions Plc’s shares are listed on the Nasdaq Helsinki Stock Exchange. Siili has grown profitably since its founding in 2005. www.siili.com/en

    The MIL Network –

    February 13, 2025
  • MIL-OSI: The Board of Directors of Siili Solutions Plc established a matching share plan for key employees and resolved on a new performance period for the performance share plan

    Source: GlobeNewswire (MIL-OSI)

    The Board of Directors of Siili Solutions Plc established a matching share plan for key employees and resolved on a new performance period for the performance share plan  

    Siili Solutions Plc Stock Exchange Release 13 February 2025 at 9:15 EET

    Matching Share Plan 2025–2027
                                                                                                                                                   
    The Board of Directors of Siili Solutions Plc has resolved to establish a Matching Share Plan directed to the key employees of the Group. The purpose of the plan is to commit the key employees to the company and to offer them a competitive incentive plan that is based on acquiring and accumulating Siili Solutions shares as well as to encourage them to personally invest in the company’s shares. The plan also aims to align the interests of the shareholders and the key employees to increase the value of the company in the long term.

    The Matching Share Plan 2025–2027 consists of one (1) matching period, which covers the years 2025–2027. The prerequisite for participation in the plan and receiving a reward is that a participant personally has acquired Siili Solutions shares within the limits set by the Board of Directors. Furthermore, payment of the reward is based on the participant’s valid employment or director contract upon reward payment. The potential rewards from the plan will be paid after the end of the matching period.

    The target group of the matching period 2025–2027 consists of approximately 30 key employees, including the CEO and members of the Management Team. As a reward for their commitment, Siili Solutions grants the participants a gross reward of two (2) matching shares for every three (3) shares committed to the plan. The rewards will be paid by the end of May 2028.

    Performance period 2025–2027 of the Performance Share Plan 2023–2027

    The Board of Directors of Siili Solutions Plc established the Performance Share Plan 2023–2027 for the key employees of the company in 2023. The Performance Share Plan 2023–2027 comprises three performance periods, covering the calendar years 2023–2025, 2024–2026 and 2025–2027. The key terms of the Performance Share Plan 2023–2027 were published in a stock exchange release on 24 January 2023.

    The Board of Directors of Siili Solutions has resolved on the target group, the amount of the possible rewards and the performance criteria for the performance period 2025–2027.

    During the performance period 2025–2027, the earning of rewards is based on the following performance criteria:

    • Revenue (EUR) in 2025 (weight 40%);
    • EBITA (EUR) in 2025 (weight 60%);
    • Development of shareholder value (TSR) in 2025–2027.

    The target group of the Performance Share Plan during the performance period 2025–2027 consists of approximately 45 key employees, including the Group’s CEO and Management Team. The rewards will be paid by the end of May 2028.

    General

    The rewards to be paid based on the Matching Share Plan 2025-2027 and Performance Share Plan’s performance period 2025-2027 correspond to the value of approximately 160,000 Siili Solutions Plc shares in maximum total, also including the portion to be paid in cash.

    The rewards of the Matching Share Plan and the Performance Share Plan will be paid partly in Siili Solutions Plc shares and partly in cash. The cash proportions of the rewards are intended to cover taxes and social security contributions arising from the rewards to the participants. In general, no reward is paid if the participant’s employment or director contract terminates during the performance period or the matching period.

    A member of the Management Team is obliged to hold all the net shares paid to them under the new plans until the value of their total shareholding in the company corresponds to half of their annual salary. Such number of shares must be held as long as the membership in the Management Team continues.

    Further information

    CEO Tomi Pienimäki
    Phone: +358 (0)40 834 1399, email: tomi.pienimaki(at)siili.com

    CFO Aleksi Kankainen
    Phone: +358 (0)40 534 2709, email: aleksi.kankainen(at)siili.com

    Distribution

    Nasdaq Helsinki Ltd

    Main media

    www.siili.com/en


    Siili Solutions in brief
    Siili Solutions Plc is a forerunner in AI-powered digital development. Siili is the go-to partner for clients seeking growth, efficiency and competitive advantage through digital transformation. Our main markets are Finland, the Netherlands, the United Kingdom, and Germany. Siili Solutions Plc’s shares are listed on the Nasdaq Helsinki Stock Exchange. Siili has grown profitably since its founding in 2005. www.siili.com/en

    The MIL Network –

    February 13, 2025
  • MIL-OSI Europe: Swiss Consumer Price Index in January 2025 – Consumer prices fell by 0.1% in January

    Source: Switzerland – Department of Home Affairs

    The consumer price index (CPI) fell by 0.1% in January 2025 compared with the previous month to 106.8 points (December 2020 = 100). Inflation was +0.4% compared with the same month of the previous year. These are the results of the Federal Statistical Office (FSO).

    MIL OSI Europe News –

    February 13, 2025
  • MIL-OSI Russia: NSU scientists have come up with a way to fix urban infrastructure defects using artificial intelligence

    Translartion. Region: Russians Fedetion –

    Source: Novosibirsk State University – Novosibirsk State University –

    Employees Center for Artificial Intelligence of Novosibirsk State University (NSU Center for Information Technologies) received a patent for a utility model of an electronic computing device for detecting defects in urban infrastructure and making decisions on how to eliminate them.

    — In essence, this is a hybrid boxed solution, which is an intelligent system that, using video recording cameras installed in the city and a specially trained neural network, can identify various defects in urban infrastructure and utility lines with great accuracy (non-working light poles or traffic lights, potholes in the roads, etc.), and then, using a logical-semantic block, formulate a solution to eliminate these problems, — said one of the authors of the development, head of the research department of the Sigma project at the NSU Center for Information Technologies, PhD in Physics and Mathematics Andrey Nechesov.

    “Sigma” is a flagship project, a framework for developing digital twins of smart cities, which allows integrating other practical implementations using the API mechanism. As emphasized by the NSU Center for Informatics, the framework is not only an engineering solution, but also a very serious scientific project based on the achievements of the Siberian school of artificial intelligence, headed by academicians of the Russian Academy of Sciences Yu. L. Ershov and S. S. Goncharov.

    The success of ChatGPT and DeepSeek and other large language models (LLM) has generated a lot of interest in this area. LLM capabilities are constantly growing, and today they are already solving a number of important problems. Of course, this is a huge success, but there is a downside to the models themselves – the black box problem, the hallucination problem, the audit problem, deepfakes, and so on. Therefore, in vital areas, these intelligent systems should be used with caution or under the control of more reliable systems, say, based on logic, which would partially or completely check the work of the LLM. This is the approach taken by the participants of the Sigma project.

    — By combining the vast experience of my colleague and co-author of the patent Andrey Andreev in inventing and managing large industrial enterprises, as well as my experience in mathematics, blockchain technologies, smart contracts and building trusted intelligent systems, we outlined a plan for formalizing and implementing key aspects in building a framework and simultaneously patenting them, — noted Andrey Nechesov.

    The first stage of the plan was an electronic computing device for detecting defects in urban infrastructure; work is currently underway on several more useful models and inventions. As a result, a whole line of solutions will be formed, which will then be integrated into the Sigma framework and can be used to optimize monitoring and management of the state of the urban environment.

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

    MIL OSI Russia News –

    February 13, 2025
  • MIL-OSI China: Malta issues special zodiac stamps to mark Year of the Snake

    Source: China State Council Information Office 3

    Photo taken on Feb. 12, 2025 shows a set of newly released Year of the Snake zodiac postage stamps in Valletta, Malta. MaltaPost unveiled these stamps here on Wednesday, marking the second consecutive year the country has issued stamps celebrating the Chinese Lunar New Year. (Photo by Jonathan Borg/Xinhua)

    MaltaPost unveiled its Year of the Snake zodiac postage stamps on Wednesday in Valletta, marking the second consecutive year the country has issued stamps celebrating the Chinese Lunar New Year.

    The newly released set of two stamps, designed by Maltese artist Fabio Agius and Chinese designer Fang Jun, showcases a unique blend of Maltese and Chinese cultural motifs.

    Agius’s design intricately weaves the sinuous form of a snake with Malta’s iconic floral-patterned ceramic tiles, symbolizing the fusion of ancient heritage and contemporary artistry. Meanwhile, Fang’s creation incorporates the traditional Chinese knot, a symbol of good fortune, alongside the “Eye of Horus,” an ancient Maltese maritime emblem representing protection and safe voyages. Together, the designs embody the themes of growth, peace, and prosperity associated with the Wood Snake year in the Chinese zodiac.

    Speaking at the launch ceremony, MaltaPost Chairman Joseph Said emphasized the stamps’ cultural significance and their role in fostering international friendship. “I am confident that this philatelic initiative will strengthen cultural exchanges between Malta and China, bringing our nations even closer,” he stated.

    A parallel launch event was held in Beijing, co-organized by the Beijing Zodiac Philatelic Research Association and the Beijing Zodiac Culture Theme Post Office.

    Yuan Xikun, director of the Beijing Jintai Art Museum, highlighted the growing global appreciation of zodiac culture as a bridge for cross-cultural dialogue. “The issuance of these stamps is not only a tribute to traditional Chinese culture but also a vivid reflection of the friendship and cooperation between our two nations,” he said. “It will deepen the Maltese people’s understanding of Chinese culture and inject new vitality into cultural exchanges between our countries.”

    Liao Hongyun, president of the Beijing Zodiac Philatelic Research Association, echoed these sentiments, describing the stamp issuance as a testament to the enduring friendship between China and Malta.

    As a key advocate for Malta’s zodiac stamp series, Chen Juheng, councilor of the Maltese Chinese Chamber of Commerce, noted that this marks the first time a Chinese designer’s work has been featured in Malta’s zodiac collection. He expressed hope for further postal collaborations to promote Chinese zodiac culture within Malta’s philatelic community. 

    MIL OSI China News –

    February 13, 2025
  • MIL-OSI Russia: Vice-Rector of SPbGASU presented a medal and books to the Library of the Russian Academy of Sciences

    Translartion. Region: Russians Fedetion –

    Source: Saint Petersburg State University of Architecture and Civil Engineering – Evgeny Korolev (center) and employees of the Library of the Russian Academy of Sciences: Elena Ermoshina, head of the collections and services department; Olga Skvortsova, director; Natalia Kolpakova, deputy director for research, and Natalia Volkova, head of the spr

    Vice-Rector for Research, Professor, Head of the Department of Construction Materials Technology and Metrology at SPbGASU, Academician of the Russian Engineering Academy Evgeny Korolev presented the Library of the Russian Academy of Sciences with a medal “For outstanding achievements in the field of popularization of engineering knowledge” and a set of rare books.

    “The Library of the Russian Academy of Sciences in St. Petersburg was founded in 1714 by Peter the Great and is the oldest in Russia. Today, it is one of the largest libraries in our country and the world. Its collections contain millions of storage units and many unique literary monuments. The library staff supports scientific and research activities, provides a wide range of services, thereby contributing to the popularization of science in general and engineering knowledge in particular. In gratitude, the Presidium of the Russian Engineering Academy decided to award the institution a medal. This award is our appreciation for the work of all library employees,” noted Evgeny Korolev.

    On behalf of SPbGASU, the vice-rector donated rare editions to the library: “Brick Outfit of Nevsky Prospect” and “Brick Saint Petersburg in the 18th–19th Centuries”. Their author is Vsevolod Inchik, Doctor of Technical Sciences, Advisor to the Russian Academy of Architecture and Construction Sciences, Full Member of the Petrovskaya Academy of Sciences and Arts, and the creator of the unique Museum of Saint Petersburg Brick at SPbGASU.

    The library management and staff thanked the Russian Engineering Academy for the high assessment of their work, and SPbGASU for valuable publications. They expressed hope for further fruitful cooperation for the benefit of Russian science and education.

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

    MIL OSI Russia News –

    February 13, 2025
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