Category: Europe

MIL-OSI Europe: Frontex reintegration assistance: supporting returnees in their home countries

Source: Frontex

Frontex is responsible for implementing the EU Reintegration Programme (EURP), which helps individuals who return both voluntarily and non-voluntarily to their home countries re-establish their lives. The programme provides a range of support services, from accommodation to starting a business, helping returnees to integrate into their communities and build a sustainable future. The Agency works closely with local partners to ensure the successful implementation of these services, while also monitoring the delivery to ensure they meet the EU standards.

In the past months, Frontex has conducted several monitoring missions in different regions as part of its commitment to ensuring the effectiveness of the reintegration programme. These missions help the Agency assess the support provided to returnees, gather feedback from beneficiaries, and identify areas for improvement. Recent monitoring missions were carried out in Morocco, Bangladesh, and Armenia, offering valuable insights into the programme’s impact on returnees’ lives.

Monitoring missions to Morocco, Bangladesh, and Armenia

One of these missions took place in Morocco, where the Agency brought a visit to its local reintegration partner, Fondation Orient-Occident (FOO), to discuss technical issues encountered with the EURP delivery. The reintegration assistance provided in Morocco includes professional training and business start-up support, which helps returnees become self-sufficient and contribute to their local economy.

During the mission, Frontex officers and fundamental right monitor had an opportunity to discuss with FOO staff daily challenges related to their work as well as its results. FOO workers explained that the reintegration programme helped the returnees to establish small businesses, using financial support to purchase equipment and launch their ventures. Despite some challenges with accessibility in rural areas, FOO colleagues ensured that EURP beneficiaries were satisfied in general with the assistance received, and in particular with securing income-generating activities.

“Reintegration support allows returnees to come back to their countries with a sense of dignity. NGOs working in the area of reintegration need to navigate a complex landscape to successfully provide the assistance,” shared Ewa, a reintegration specialist.

“Fondation Orient Occident impressed us with their premises and facilities at the Headquarter in Rabat, which invite people to discuss, learn, create, work, and simply spend time together. They have rooms dedicated to different activities such as crafting, music, conference room, as well as some dedicated to children care and education. Migrants have opportunity to expose and sell their products in a small marketplace situated in the heart of the FOO Headquarter,” added Karolina, a reintegration expert.

In Bangladesh, the mission revealed the impact of the reintegration programme on returnees’ livelihoods. The local partner, BRAC, works with returnees to provide comprehensive support, including medical care, psychological services, and financial aid. Many returnees have used this financial assistance to start small businesses, with some beneficiaries investing in livestock, such as cows, to provide ongoing income for their families. One of the highlights of the mission was visiting a farm where returnees proudly showcased the cows they had purchased with funds from the programme, enabling them to support themselves and their communities.

Frontex observed that the EU Reintegration Programme is successfully meeting returnees’ essential needs while offering them a path to sustainable reintegration. Returnees expressed their satisfaction with the support received, praising the programme for providing them with the means to rebuild their lives and establish stable incomes. The mission also identified opportunities for improving the programme’s delivery to ensure it continues to meet the needs of returnees in the most efficient way possible.

“It was fascinating to see how reintegration assistance is implemented on the ground. Visiting cattle markets, meeting returnees at their farms or businesses, and witnessing the positive impact of the programme was very insightful. I was impressed by BRAC’s dedication and professionalism, going beyond the EURP provisions to support returnees, sometimes using their own resources. Seeing their work across all districts was truly inspiring,” said Robert, a reintegration expert.

“Our visit allowed us to see the real people behind the program documentation, both the counsellors and the beneficiaries. The honesty with which they shared their experiences, successes, and challenges, as well as their migration stories allowed us to understand their reality better,” added Natalia, EURP reintegration specialist.

“Living conditions in countries like Bangladesh are difficult. Reintegration programmes are essential to making a real impact, helping people stay and rebuild their lives,” concluded Grigorios Tsioukas, Frontex Deputy Fundamental Rights Officer.

The most recent mission took place in Armenia to monitor the delivery of assistance to returnees provided by Frontex local reintegration partner, Armenian Caritas. The mission allowed Frontex to assess how financial assistance and economic counselling help returnees re-establish themselves in their communities. During the mission, the team met several returnees who had used financial assistance to launch small businesses, such as a returnee who opened a fruit and vegetable shop and a taxi driver.

Returnees expressed satisfaction with the assistance they received, highlighting the importance of business support in helping them become self-sufficient. The mission team, which included a Fundamental Rights Monitor, found that Armenian Caritas’ services align with the programme specifications and EU standards.

Katarzyna, EURP reintegration specialist explains how important support for vulnerable groups is: “To fully understand the reintegration processes, its essential to recognise the unique characteristics of Armenia, where the migration landscape primarily involves families with children and elderly. Support for vulnerable groups is especially important and requires communication and coordination between the Member State, Frontex and Reintegration Partner to ensure timely and tailored assistance. Armenian Caritas is a very well-established organisation able to refer returnees to other services for specialised support, such as medical clinics or social services.”

More about Frontex reintegration assistance

The EU Reintegration Programme offers comprehensive support to individuals returning voluntarily to their home countries, including financial aid, healthcare, vocational training, and psychological support. Frontex’s monitoring missions help ensure that these services meet returnees’ needs and meet the EU standards. The Agency works with local reintegration partners to ensure returnees can successfully rebuild their lives and become active members of their communities.

Click here for more information.

MIL OSI Europe News –

January 25, 2025
MIL-OSI United Kingdom: expert reaction to flash floods in south-eastern Spain

Source: United Kingdom – Executive Government & Departments

October 30, 2024

Scientists comment on flash floods in Valencia, Spain.

The comment below was provided by our friends at the Spanish SMC:

Dr Ernesto Rodríguez Camino, Senior State Meteorologist and member of Spanish Meteorological Association, said:

What relationship can we say that this type of event has with climate change?

“In general terms, what we know is that, in the context of climate change, these types of intense and exceptional, rare rainfall events are going to become more frequent and more intense and, therefore, destructive.

“That is in general terms. Events of this type, which used to occur many decades apart, are now becoming more frequent and their destructive capacity is greater.

“Associating a particular event like this to climate change, i.e. asking the question that if we had not had climate change we would have suffered an event like this, requires a posteriori studies and can always be said in probabilistic terms, but not on the fly. This is something that will be analysed and these very destructive or very violent cases, then give rise to many studies that are done in academic and research fields.

“We can’t say anything on the fly, except that in the context of climate change, these types of events will be more frequent and more intense.”

What role do warnings play in these extreme events?

“What we have to bear in mind is that warnings are issued for relatively large areas, at the county level, and then the most extreme consequences are at the point level, often at the municipality level, and this depends on many other things that have nothing to do with precipitation.

“The warnings issued by the State Meteorological Agency, AEMET, refer to precipitation, which is AEMET’s responsibility. But whether that rainfall then has more or less destructive effects also depends on the orography (geography dealing with the formation and features of mountains), on rainfall upstream, on public works, on where the municipalities are located, on whether there are obstacles or not…. All of this is something very particular. Between heavy rainfall and its destructive power, there is a whole chain of actions that must also be considered.”

Declared interests

No reply to our request for DOIs was received.

MIL OSI United Kingdom –

January 25, 2025
MIL-OSI Economics: Northern Ireland Named As The UK’s Future ‘Silicon Valley’

Source: Samsung

LONDON, UK – October 30, 2024 – Samsung Electronics Co. (UK) Ltd has unveiled that Northern Ireland is set to become the ‘Silicon Valley’ of the United Kingdom, with a staggering 77% of young people in the country looking to pursue a career in technology. The findings align with data from the Intellectual Property Office, which shows that patent applications have increased by 33% in Northern Ireland between 2022-23, compared to an increase of just 11% in London.

Whilst a high proportion of young people living in the Capital are considering working in technology (69%), other potential hotbeds for future innovators include the West Midlands (63%), North-East (63%), East of England (62%), East Midlands (61%) and Yorkshire and The Humber (57%).

In terms of cities, Coventry scored highly (79%), with Cambridge (76%) and Birmingham (71%) also being seen as future hotbeds for inventions and tech.

When it comes to motivation, almost half (48%) of young people polled were confident that they could invent or develop a technology product that would positively impact society. This desire for ‘tech for good’ can also be seen amongst the 85% of young people who believe that a career in technology would allow them to positively contribute to society, and the 20% who would be interested in working in tech start-ups with societal purpose. Other key areas of technology young people aspire to have a career in include app development (41%), cybersecurity (35%), AI for Good (31%) and health-based technology (30%).

The findings have been released as Samsung launches its fifth Solve for Tomorrow competition, which aims to find and support young innovators across the UK.

The research revealed that although young people are particularly ambitious when it comes to their ability to make positive change to the world through tech, they are facing challenges in making this a reality. In fact, the study found 39 per cent of those polled believe there are too few resources for them to make a change in society through technology. This is despite a third (33%) believing they have what it takes to create the next big tech invention.

Breaking Barriers To Entry

Despite the ambition of young people across the country, there’s still a strong sense that making a change in the world through tech isn’t an option for everyone. When asked, 96% of young people believed there are barriers to entering the tech industry, and 65% believe that their personal background impacts their ability to harness their creativity through tech.

A lack of education (40%), practical experience (36%) and lack of contacts or mentors in the industry (31%) were listed as the top barriers to entry for young people.

Samsung’s Solve for Tomorrow competition asks 16–25-year-olds to come up with ideas that help solve societal challenges, then help bring them to life through offering free educational workshops, mentoring, funding and support.

Commenting on the competition launch, Soohyun Jessie Park, Head of Corporate Social Responsibility at Samsung Electronics UK, said: “We’re beyond excited to kick-off our fifth year of Solve for Tomorrow. Innovation is for everyone and no young person should ever feel discouraged to pursue a good idea. This is why we’re proud to be working with our partners Social Mobility Foundation and InnovateHer again this year. Our research shows the UK is full of young people with confidence and potential, but they still feel like they don’t have the support they need to make a difference through tech. That’s what the Solve for Tomorrow programme aims to address.”

Applications to the competition are now open, following a panel discussion launch event held at Samsung KX to inspire future changemakers, and featuring rapper and entrepreneur, Krept. The competition offers two age categories – 16-18 and 18-25. Winning teams in both categories receive £10,000 cash prize in funding, and three months expert mentoring with a personalised action plan, to help bring their ideas to life. Young people across the country can visit the Solve For Tomorrow website for more information, and enter here.

About his role as a Solve for Tomorrow ambassador, British musician, broadcaster and entrepreneur, Krept. said: “As an entrepreneur, I’ve been in the position where you have an idea but you don’t know how to make it a reality. It’s a struggle everyone faces, but unfortunately, it’s easier for some to get around that than others. Programmes like Solve for Tomorrow from Samsung are great – they help remove the barriers young people face, whether it’s not having a degree or not knowing the right person – I’m thrilled to be involved in this initiative.”

Talking at the panel event at KX, Sarah Atkinson, CEO of Social Mobility Foundation, said of the programme partnership: “Talent is everywhere, but opportunity is not. At The Social Mobility Foundation, we work towards creating a culture where young people from all social backgrounds can thrive, leading to more representation and innovation. Solve for Tomorrow equips and empowers young minds to create solutions to real-world issues and we are proud to be partnering again with Samsung on this exciting initiative.”

Chelsea Slater, CEO at InnovateHer, also commented: “We’re thrilled to partner with Samsung on the Solve for Tomorrow initiative, which aligns perfectly with InnovateHer’s mission to empower the next generation of diverse innovators. This programme gives young people, especially girls, the opportunity to tackle real-world problems using technology, while building essential skills for the future. By working together, we’re ensuring that more young women are inspired, included, and equipped to lead in the tech industry—helping to create a more inclusive and innovative future for everyone.”

To enter this year’s competition, go to: www.samsung.com/uk/solvefortomorrow/competition/

Methodology Consumer research was commissioned to 1,000 UK teenagers aged 13-19 between the 4th and 10th October 2024 by OnePoll. Onepoll are members of ESOMAR and comply with the ESOMAR guidelines for online research.
Patent information was obtained via the Intellectual Property Office.

MIL OSI Economics –

January 25, 2025
MIL-OSI Russia: Strong winds are expected in the capital

Translation. Region: Russian Federation –

Source: Moscow Government – Government of Moscow –

The weather in the capital will worsen in the coming hours. According to weather forecasters, the wind will increase, its gusts can reach 14 meters per second.

Citizens are asked to be careful on the street. It is important not to take shelter under trees or park cars near them. In addition, such weather is unfavorable for high-rise and construction and installation work.

In case of emergency, call 101 or 112.

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.

Please note; This information is raw content directly from the information source. It is accurate to what the source is stating and does not reflect the position of MIL-OSI or its clients.

https://vvv.mos.ru/nevs/item/145964073/

MIL OSI Russia News –

January 25, 2025
MIL-OSI Russia: Forum “Youth Initiative”: a journey into the world of good deeds

Translation. Region: Russian Federation –

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

The fifth anniversary forum of leaders “Youth Initiative” was held in the estate of the first director of the Polytechnic Institute Prince Andrei Gagarin. Its mission is to strengthen the community of socially active students who create significant projects and develop volunteerism and charity. Volunteer students of the Dobro.Center SPbPU and the campaign gathered at the site of the historical estate

“Youth Initiative” has always been a special event for active Polytechnic students. The number of student leaders (organizers, heads of volunteer and public activities at the university, authors of grant projects and winners of all-Russian and international competitions), successful Polytechnic graduates who began their journey with this forum, is already in the tens. It is not without reason that “accordionists” consider Kholomki a place of power. Three intense days in a wonderful atmosphere of history, inspiration and creative opportunities are incredibly motivating for both experienced guys (mentors) and first-year students. Moreover, both undergraduate and graduate students, including even foreign students, – said Tatyana Nam, Director of the Dobro.Center “Harmony”.

The architecture of the forum program consists of educational, practical and cultural-creative parts. The first director of the Polytechnic Institute, Prince Andrei Gagarin, said that the institute was created not only to teach, but also to form a comprehensively developed personality.

The first day began with an interactive program on the bus. On the way to Kholomki, the students not only met, learned interesting facts and useful information, but also made travel collages as a keepsake. Upon arrival at the estate, the participants went on an excursion with immersion in the history of the Polytechnic University, and also solemnly laid flowers at the memorial to Prince Andrei Gagarin.

At the Youth Initiative forum, participants learned about the possibilities

We worked on the script for the literary salon with great interest, enthusiasm and dedication in order to convey not only creativity but also the atmosphere of the era. The performance turned out to be fascinating, many viewers later shared that the performance impressed them to the point of goosebumps, which means we succeeded! I am very glad that the actors and viewers enjoyed it and I hope that together with the talented guys from the PolyNova author’s club of the Polytechnic’s Dobro.Harmony Center, we will be able to make a full-length performance based on this artistic sketch, – shared a 2nd year student, head of the cultural and creative direction

The Polytechnicians’ vigorous morning on the second day of the forum began with health-improving wushu in the fresh air. They plunged into a volunteer quest consisting of five stations with particular zeal. Creating T-shirts with an individual design of the campaign

Getting to know volunteerism is impossible without overcoming stereotypes and debunking myths. The Dobro.Center “Harmony” team introduced the participants to the SPbPU volunteer ecosystem and proved that if everyone helps to the best of their ability, the possibilities for good will become limitless. Then the participants learned about serendipity (the ability to draw deep conclusions from random observations) and learned why luck is not just a coincidence, but attentiveness and the ability to use opportunities. They mastered time management skills and even became real detectives by attending a master class on fingerprinting. There, everyone learned how to take prints and create a fingerprint card.

After a short break, the participants were treated to a mini-course on first aid and psychological training, which helped them better understand and express their experiences through creativity and imaginative thinking. As part of the campaign

The Youth Initiative Forum is warmth, happiness and the most eventful weekend of autumn. Together with the Harmony team, we were able to organize useful trainings, intensive courses and interesting master classes. In three days, we managed to show the real life of a volunteer. We managed to charge the guys with kindness and set them up for positivity. I am very pleased to be part of such a large-scale event, it is a great experience and inspiration, – shared a second-year student, an activist of the headquarters

At the end of the evening, the participants got acquainted with the brightest and largest events of the SPbPU Dobro.Center, and also took part in the evening reflection, where everyone could speak about their emotions and impressions, thank each other for communication and the joint experience of participating in the volunteer forum.

Thanks to the team of organizers for your work, thanks to all the participants! Without their openness, sincerity, readiness to trust new people, the trip would not have been so heartfelt! Thanks to Tatyana Anatolyevna Nam for her care for everyone, for showing us how cool it is to do what you love. Thanks to all the lecturers who spoke about their experience with love and professionalism. It was a trip after which I returned home filled with only bright feelings, motivated, with very pleasant impressions and memories! Well, and the most important thing is the people! We are all so different, but I am sure that after the off-site forum we became a little closer, – shared her impressions the head of the school of GI elders Ksenia Kopylova.

The next day, the polytechnicians gathered for the ceremonial closing of the forum. All participants, volunteers and organizers were awarded certificates and letters of gratitude. And so, the road back to St. Petersburg, all charged and happy, but with a little sadness in their eyes because of the imminent farewell.

Mikhail Lomonosov once said: “A nation that does not know its past has no future.” In my opinion, this phrase perfectly describes the purpose of our trip to the estate of the first director of the Polytechnic University, Andrei Gagarin. The forum was filled with educational lectures, the speakers spoke in a very interesting and accessible way about how to subjugate creativity, how to prevent emotional burnout, and much more. I would like to separately highlight the high-quality work of the entire Dobro.Center team. It is evident how they try to make every minute spent at the forum happier. After the “Youth Initiative”, absolutely every participant wanted to join the ranks of the best volunteer headquarters to help all those in need. In general, it was a great cultural and educational forum, where the participants rested their souls and developed their personal skills! – Kirill Grishin, a first-year student of the Institute of Economics and Technology, shared his impressions.

The Youth Initiative Forum is held by the Dobro.Harmony Center of SPbPU with the support of the Polytechnic University Endowment Fund, Vice-Rector for Youth Policy and Communication Technologies Maxim Pasholikov, Director of the Humanitarian Institute Natalia Chicherina, and the educational and historical reserve “Prince A.G. Gagarin’s Estate “Kholomki”.

Photographer: Sofya Ryabinina

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 –

January 25, 2025
MIL-OSI USA: Department of Labor finds construction contractors failed to protect rigger from fatal 30-story fall at Fort Lauderdale high-rise
Source: US Department of Labor

FORT LAUDERDALE, FL – A U.S. Department of Labor investigation found two contractors could have prevented a crane collapse at a Fort Lauderdale residential construction site in April 2024, which caused a 27-year-old rigger to suffer fatal injuries after falling approximately 30 stories.

Investigators with the department’s Occupational Safety and Health Administration learned that two workers employed by Phoenix Rigging & Erecting LLC were installing a section on a tower crane to increase its height when a support cable failed and the platform on which they stood became displaced. One worker, who was wearing the required fall protection and tied off, was rescued. Another worker, whose lanyard was not connected to an anchor point was fatally injured.

OSHA cited Phoenix Rigging & Erecting in Mableton, Georgia, for three serious violations for failing to do the following:

The agency also cited a Canonsburg, Pennsylvania, crane rental company, Maxim Crane Works LP, for two serious violations for failing to do the following:
- Observing deficiencies to significantly corroded and cracked pins and bolts, and improperly applying end connections.
- Allowing employees to start work without conducting pre-inspections of crane components, including but not limited to U-bolt clamps, bolts, pins, thimbles and wire ropes, to ensure those were inspected adequately by a qualified person for damage or excessive wear.
“Neglecting workplace safety requirements can be a matter of life or death,” said OSHA Area Director Condell Eastmond in Fort Lauderdale, Florida. “If these companies had made safety a priority, a young man’s family, friends, and co-workers wouldn’t be facing this preventable loss. Construction employers are responsible for ensuring that workers use fall protection in hazardous situations, and we will hold all employers accountable for failing to provide safe working conditions.”

OSHA cited the construction contractors for five serious violations and proposed $61,299 in penalties, the maximum amount that OSHA can legally recommend.

The Bureau of Labor Statistics reports that 1,056 construction workers were fatally injured on the job in 2022, with 423 of those fatalities related to falls from elevation, slips or trips.

Phoenix Rigging & Erecting LLC conducts crane assembly and dismantling. Maxim Crane Works LP rents heavy-lift equipment, including hydraulic truck cranes, rough terrain cranes, crawler cranes, tower cranes, conventional truck cranes and boom trucks at more than 50 locations nationwide.

The contractors have 15 business days from receipt of their citations and penalties to comply, request an informal conference with OSHA’s area director, or contest the findings before the independent Occupational Safety and Health Review Commission.

Visit OSHA’s website for information on developing a workplace safety and health program. Employers can also contact the agency for information about OSHA’s compliance assistance resources and for free help on complying with OSHA standards.

Under the Occupational Safety and Health Act of 1970, employers are responsible for providing safe and healthful workplaces for their employees. OSHA’s role is to ensure these conditions for America’s working men and women by setting and enforcing standards, and providing training, education and assistance. For more information, visit OSHA’s website to learn more.

MIL OSI USA News –
January 25, 2025

MIL-OSI: Dayforce Reports Third Quarter 2024 Results¹

Source: GlobeNewswire (MIL-OSI)

Dayforce® recurring revenue of $333.2 million, up 19%

Total revenue of $440.0 million, up 17%

Year-to-date net cash provided by operating activities of $200.1 million, up 54%

MINNEAPOLIS and TORONTO, Oct. 30, 2024 (GLOBE NEWSWIRE) — Dayforce, Inc. (“Dayforce” or the “Company”) (NYSE:DAY) (TSX:DAY), a global leader in human capital management (“HCM”) technology, today announced its financial results for the third quarter ended September 30, 2024.

“Our dedicated team achieved excellent results in the third quarter, positioning us to finish 2024 with strength,” said David Ossip, Chair and CEO of Dayforce. “Dayforce recurring revenue grew 19% year-over-year, and year-to-date cash flows from operating activities were up 54%, underscoring our ability to both grow and generate profits at scale. We continue to see organizations across the globe realize greater value as they simplify their people operations with the all-in-one Dayforce platform.”

“In the third quarter, we repurchased approximately $30 million worth of shares under our $500 million share repurchase program that we launched last quarter highlighting our progress in enhancing our overall profit profile and the flexibility of our cash-generative business model,” said Jeremy Johnson, CFO of Dayforce. “Looking forward, we are excited to meet many of our investors in-person at our inaugural Investor Day alongside our Dayforce Discover conference in Las Vegas where we will outline our strategy for future growth.”

Financial Highlights for the Third Quarter 2024¹

Total revenue was $440.0 million, an increase of 16.6%, or 16.7% on a constant currency basis.
Dayforce recurring revenue was $333.2 million, an increase of 19.2%, or 19.3% on a constant currency basis. Excluding float revenue, Dayforce recurring revenue was $292.0 million, an increase of 18.9%, or 19.0% on a constant currency basis.
Cloud recurring gross margin was 79.0%, compared to 77.0%. Adjusted cloud recurring gross margin was 79.9%, compared to 78.3%.
Operating profit was $20.8 million compared to $26.5 million. Adjusted operating profit was $103.2 million compared to $89.4 million.
Net income was $2.0 million, compared to net loss of $3.8 million. Adjusted net income was $74.5 million, compared to $58.3 million.
Adjusted EBITDA was $126.1 million, compared to $107.2 million.
Diluted net income per share was $0.01, compared to diluted net loss per share of $0.02. Adjusted diluted net income per share was $0.47, compared to $0.37.
Net cash provided by operating activities for the nine months ended September 30, 2024 was $200.1 million, compared to $129.6 million for the nine months ended September 30, 2023. Free cash flow for the nine months ended September 30, 2024 was $117.3 million, compared to $41.3 million for the nine months ended September 30, 2023.

Supplemental Detail

6,730 customers were live on the Dayforce platform as of September 30, 2024, an increase of 73 customers since June 30, 2024 and an increase of 384 customers since September 30, 2023, or 6.1% year-over-year.²
Dayforce recurring revenue per customer was $159,496 for the trailing twelve months ended September 30, 2024, an increase of 14.9%.³
The average float balance for Dayforce’s customer funds during the quarter was $4.48 billion and the average yield on Dayforce’s float balance was 4.0%, an increase of 20 basis points year-over-year. Float revenue from invested customer funds was $45.6 million for the three months ended September 30, 2024.
The average U.S. dollar to Canadian dollar foreign exchange rate was $1.36 for the three months ended September 30, 2024, compared to $1.34 for the three months ended September 30, 2023. Dayforce presents percentage change in revenue on a constant currency basis in order to exclude the effect of foreign currency rate fluctuations, which it believes is useful to management and investors. Percentage change in revenue was calculated on a constant currency basis by applying the average foreign exchange rate in effect during the comparable prior period.

¹ The financial highlights are on a year-over-year basis, unless otherwise stated. All financial results are reported in United States (“U.S.”) dollars and in accordance with accounting principles generally accepted in the U.S. (“GAAP”), unless otherwise stated.
² Excluding Ascender, ADAM HCM, and eloomi.
³ Excluding float revenue, Ascender, ADAM HCM, and eloomi revenue, and on a constant currency basis. Please refer to the “Non-GAAP Financial Measures” section for discussion of percentage change in revenue on a constant currency basis.

Business Highlights

Dayforce was named a Leader in the 2024 Gartner Magic Quadrant for Cloud HCM Suites for 1,000+ Employee Enterprises for the fifth consecutive year in October 2024. The Company also scored highest in both North American Compliance Suite 1,000-2,500 and North American Compliance Suite 2,500+ in the 2024 Critical Capabilities report for Cloud HCM Suites for Enterprises with 1000+ Employees.
The Company earned a 2024 Top HR Products of the Year Award from Human Resources Executive Magazine for Dayforce Career Explorer and placed on the Constellation ShortList™ within four categories: Workforce Management Suites, HCM Suites with a North American Focus, Global HCM Suites, and Payroll for North American SMBs.
Dayforce attained a five-star rating for the second year in a row on Newsweek’s list of America’s Greenest Companies 2025, recognized by TIME Magazine as one of the World’s Most Sustainable Companies 2024, named a Top 10 company for workers by JUST Capital, placed on the Most Loved Workplaces list for young professionals, and awarded a TrustRadius Tech Cares award for the company’s efforts in social responsibility and volunteerism.

Sales Highlights

A North American hospitality company that specializes in managing and developing luxury hotels and resorts selected the full Dayforce suite to support 22,000 employees across U.S., Mexico, and Canada.
A major multi-brand Australian retailer has selected Dayforce as its unified HCM solution to support their 12,000 employees across Australia and New Zealand.
A global manufacturing and distribution leader, operating in over 12 countries, selected the full Dayforce suite to enhance the experience of 8,500 employees across the United States and Canada.
A wholesale distributor of food service and janitorial supplies, with 7,200 employees in the U.S. and Canada chose Dayforce as its comprehensive human capital management solution, opting for the full Dayforce suite of products with Managed Benefits.
A world-leading manufacturer and retailer of footwear chose the full Dayforce suite to support its 5,300 employees globally.
A U.S.-based online gaming and sports entertainment company chose Dayforce Managed Payroll Services to support its 4,100 employees across the U.S., Canada, and the United Kingdom (“U.K.”).
A U.K.-based clothing retailer chose the full Dayforce Talent suite and Global Payroll to effectively manage its workforce of 3,800 employees across 12 countries.
A U.S. construction company selected the full Dayforce suite for consolidating and modernizing its systems across 48 states and 32 unique FEINs for its 3,500 employees.
A regional commuter railroad corporation in the U.S. has chosen Dayforce as its unified HCM solution, including the full Talent Suite, to effectively manage its workforce of 3,300 employees.
A global manufacturer and distributor of medical devices operating in 33 countries, chose Dayforce for Global Pay, Time, and Managed Benefits in the U.S. to support 2,300 employees.

New Customer Highlights

A British multinational hotel and restaurant company with 38,000 employees went live across the U.K. with Dayforce Managed Payroll, HR, Workforce Management, and Talent.
A prominent U.S. manufacturer recently went live with Dayforce HR, Payroll, Time, Wallet, Document Management for its 10,000 employees.
A U.K. fashion retailer with 400 stores and 10,000 employees has recently implemented Dayforce HR, Workforce Management, Payroll, and Dayforce Wallet.
A leading senior living organization recently deployed the full Dayforce suite, supporting 6,300 active employees across the U.S.
A well-established U.S. logistics company has gone live with the full Dayforce suite to support its 5,200 employees.
A well-established U.S.-based insurance company has gone live with the full Dayforce suite supporting its 4,800 employees across North America.
A North American technology company migrated to Dayforce Managed Payroll to support nearly 4,700 U.S. employees.
A global office furniture manufacturer has implemented Dayforce HR, Payroll, Time, Analytics, and Dayforce Wallet for almost 4,000 U.S. employees.
A U.S.-based energy services company with 1,200 employees has implemented Dayforce Payroll, Benefits, Time, Core HR, Onboarding, and Recruiting.
A nonprofit organization dedicated to the governance and promotion of golf in America recently undertook a full-suite implementation of Dayforce to support its 400 employees.

Product Roadmap Highlights

In the third quarter, Dayforce launched new product capabilities to help Dayforce customers realize quantifiable value through enriched workforce engagement, enhanced analytics, and improved employee financial wellness, and to update their compliance capabilities.

The new Dayforce Learning was announced, with enhancements that will better equip organizations with the advanced learning and development capabilities needed to grow, engage, and enrich their workforces.
Dayforce People Analytics enhancements include:
- Measures, a new KPI and performance management tool, that surfaces performance across 28+ metrics, allowing organizations to configure intelligent nudges that can surface changes requiring their attention
- Data Cards display Measures in the Advanced Experience Hub, embedding awareness of performance metrics across the organization
- Machine learning enhanced prediction gives organizations a view into future performance
Dayforce Wallet updates include a new Savings feature, which allows users to route some of their earnings into a saving plan, a new Cashless Tips feature, which allows employers to pay out pre-tax or net tips by automating their distribution at the end of a shift, and a new Dayforce Wallet widget that integrates on-demand pay into Dayforce Hub, allowing employees to view and request available pay directly. As of September 30, 2024, over 1,290 customers were live on Dayforce Wallet.
Dayforce Payroll enhancements include a reimagined payroll experience that offers real-time insight into pay variances, helping users detect anomalies by highlighting areas needing attention.
240+ compliance updates up to the end of the third quarter, will bolster the Company’s industry-leading position in compliance by addressing changes in regional taxes, workers’ compensation, garnishments, and multiple state and city rate changes.

Business Outlook

Based on information available as of October 30, 2024, Dayforce is issuing the following guidance for the fourth quarter and full year of 2024 as indicated below. Comparisons are on a year-over-year basis, unless stated otherwise.

Guided Metrics	Full Year 2024	Fourth Quarter 2024
Total revenue	$1,747 million to $1,752 million, an increase of 15% to 16% on a GAAP basis or 16% on a constant currency basis.	$452 million to $457 million, an increase of 13% to 14% on a GAAP basis or 13% to 15% on a constant currency basis.
Dayforce recurring revenue, excluding float	$1,163 million to $1,168 million, an increase of 21% on a GAAP and on a constant currency basis.	$311 million to $316 million, an increase of 21% to 23% on a GAAP and on a constant currency basis.
Float revenue	$192 million	$37 million
Adjusted EBITDA	$492 million to $507 million	$120 million to $135 million

Dayforce is also providing an initial outlook for full year 2025 as follows:

Total revenue growth, excluding float, between 14% and 15%, on a constant currency basis
Adjusted EBITDA margin above 31%
Free cash flow as a percentage of total revenue above 12%

Dayforce has not reconciled the Adjusted EBITDA ranges, Adjusted EBITDA margin, or free cash flow for the fourth quarter or full years of 2024 or 2025 to the directly comparable GAAP financial measures because applicable information for the future period, on which these reconciliations would be based, is not available without unreasonable efforts due to uncertainty regarding, and the potential variability of, depreciation and amortization, share-based compensation expense and related employer taxes, changes in foreign currency exchange rates, and other items.

Foreign Exchange

For the fourth quarter of 2024, Dayforce’s guidance assumes an average U.S. dollar to Canadian dollar foreign exchange rate of $1.38, which results in an average rate of $1.37 for the full year of 2024, compared to an average rate of $1.36 and $1.35 for the fourth quarter and full year of 2023, respectively.

Conference Call Details

Dayforce will host a live webcast and conference call to discuss the third quarter 2024 earnings at 8:00 a.m. Eastern Time on October 30, 2024. Those wishing to participate via the webcast should access the call through the Investor Relations section of the Dayforce website. Those wishing to participate via the telephone may dial in at 877-497-9071 (USA) or 201-689-8727 (International). The webcast replay will be available through the Investor Relations section of the Dayforce website.

About Dayforce

Dayforce makes work life better. Everything we do as a global leader in HCM technology is focused on improving work for thousands of customers and millions of employees around the world. Our single, global people platform for HR, Pay, Time, Talent, and Analytics equips Dayforce customers to unlock their full workforce potential and operate with confidence. To learn how Dayforce helps create quantifiable value for organizations of all sizes and industries, visit dayforce.com.

Forward-Looking Statements

This press release contains forward-looking statements that are subject to risks and uncertainties. All statements other than statements of historical fact or relating to present facts or current conditions included in this press release are forward-looking statements. Forward-looking statements give Dayforce’s current expectations and projections relating to its financial condition, results of operations, plans, objectives, future performance, and business. Users can identify forward-looking statements by the fact that they do not relate strictly to historical or current facts. Forward-looking statements in this press release include statements relating to the fourth quarter and full fiscal years of 2024 and 2025, as well as those relating to future growth initiatives. These statements may include words such as “anticipate,” “estimate,” “expect,” “assume”, “project,” “seek,” “plan,” “intend,” “believe,” “will,” “may,” “could,” “continue,” “likely,” “should,” and other words and terms of similar meaning in connection with any discussion of the timing or nature of future operating or financial performance or other events, but not all forward-looking statements contain these identifying words. The forward-looking statements contained in this press release are based on assumptions that Dayforce has made in light of its industry experience and its perceptions of historical trends, current conditions, expected future developments and other factors that it believes are appropriate under the circumstances. As users consider this press release, it should be understood that these statements are not guarantees of performance or results. These assumptions and Dayforce’s future performance or results involve risks and uncertainties (many of which are beyond its control). In particular:

its inability to maintain its high Cloud solutions growth rate, manage its domestic and international growth effectively, or execute on its growth strategy;
the impact of disruptions to the movement of funds to initiate payroll-related transactions on behalf of customers;
its failure to manage its aging technical operations infrastructure;
system breaches, interruptions or failures, including cyber-security breaches, identity theft, or other disruptions that could compromise customer information or sensitive company information, including its ongoing consent order with the Federal Trade Commission regarding data protection;
its failure to comply with applicable privacy, data protection, information security, and financial services laws, regulations and standards;
its inability to successfully compete in the markets in which Dayforce operates and expand its current offerings into new markets or further penetrate existing markets due to competition;
its failure to properly update its solutions to enable its customers to comply with applicable laws;
its failure to provide new or enhanced functionality and features, including those that may involve artificial intelligence or machine learning;
its inability to maintain necessary third-party relationships, and third-party software licenses, and identify errors in the software it licenses;
its inability to offer and deliver high-quality technical support, implementation, and professional services;
its inability to attract and retain senior management employees and highly skilled employees;
the impact of its outstanding debt obligations on its financial condition, results of operations, and value of its common stock;
its ability to maintain effective internal control over financial reporting, and the effect of the existing material weakness in its internal control over financial reporting on its business, financial condition, and results of operations; or
the impact of adverse economic and market conditions on its business, operating results, or financial condition.

Although Dayforce has attempted to identify important risk factors, additional factors or events that could cause Dayforce’s actual performance to differ from these forward-looking statements may emerge from time to time, and it is not possible for Dayforce to predict all of them. Should one or more of these risks or uncertainties materialize, or should any of Dayforce’s assumptions prove incorrect, its actual financial condition, results of operations, future performance, and business may vary in material respects from the performance projected in these forward-looking statements. In addition to any factors and assumptions set forth above in this press release, the material factors and assumptions used to develop the forward-looking information include, but are not limited to: the general economy remains stable; the competitive environment in the HCM market remains stable; the demand environment for HCM solutions remains stable; Dayforce’s implementation capabilities and cycle times remain stable; foreign exchange rates, both current and those used in developing forward-looking statements, specifically U.S. dollar to Canadian dollar, remain stable at, or near, current rates; Dayforce will be able to maintain its relationships with its employees, customers, and partners; Dayforce will continue to attract qualified personnel to support its development requirements and the support of its new and existing customers; and that the risk factors noted above, individually or collectively, do not have a material impact on Dayforce. Any forward-looking statement made by Dayforce in this press release speaks only as of the date on which it is made. Dayforce undertakes no obligation to publicly update or revise any forward-looking statement, whether as a result of new information, future developments or otherwise, except as may be required by law.


Dayforce, Inc. Condensed Consolidated Balance Sheets (Unaudited)

	September 30,			December 31,
	2024			2023
(In millions, except per share data)
Assets
Current assets:
Cash and equivalents	$	494.1		$	570.3
Restricted cash		—			0.8
Trade and other receivables, net		255.8			228.8
Prepaid expenses and other current assets		153.3			126.7
Total current assets before customer funds		903.2			926.6
Customer funds		4,000.7			5,028.6
Total current assets		4,903.9			5,955.2
Right of use lease assets, net		14.7			19.1
Property, plant, and equipment, net		228.3			210.1
Goodwill		2,394.5			2,293.9
Other intangible assets, net		228.3			230.2
Deferred sales commissions		215.6			192.1
Other assets		131.7			110.3
Total assets	$	8,117.0		$	9,010.9

Liabilities and stockholders’ equity
Current liabilities:
Current portion of long-term debt	$	7.3		$	7.6
Current portion of long-term lease liabilities		6.0			7.0
Accounts payable		73.1			66.7
Deferred revenue		42.7			40.2
Employee compensation and benefits		77.9			92.9
Other accrued expenses		66.3			30.4
Total current liabilities before customer funds obligations		273.3			244.8
Customer funds obligations		4,004.6			5,090.1
Total current liabilities		4,277.9			5,334.9
Long-term debt, less current portion		1,209.9			1,210.1
Employee benefit plans		25.0			27.7
Long-term lease liabilities, less current portion		14.0			18.9
Other liabilities		34.2			21.1
Total liabilities		5,561.0			6,612.7
Commitments and contingencies
Stockholders’ equity:
Common stock, $0.01 par, 500.0 shares authorized, 157.8 and 156.3 shares issued and outstanding, respectively		1.6			1.6
Additional paid in capital		3,291.5			3,151.1
Accumulated deficit		(340.5	)		(317.8	)
Accumulated other comprehensive loss		(396.6	)		(436.7	)
Total stockholders’ equity		2,556.0			2,398.2
Total liabilities and stockholders’ equity	$	8,117.0		$	9,010.9


Dayforce, Inc. Condensed Consolidated Statements of Operations (Unaudited)

	Three Months Ended September 30,						Nine Months Ended September 30,
	2024			2023			2024		2023
(In millions, except per share data)
Revenue:
Recurring	$	375.9		$	325.4		$	1,123.6	$	958.2
Professional services and other		64.1			52.1			171.2		155.8
Total revenue		440.0			377.5			1,294.8		1,114.0
Cost of revenue:
Recurring		87.4			80.5			265.1		239.4
Professional services and other		75.1			66.1			210.8		197.0
Product development and management		55.4			53.3			166.8		153.5
Depreciation and amortization		20.8			17.1			58.6		47.4
Total cost of revenue		238.7			217.0			701.3		637.3
Gross profit		201.3			160.5			593.5		476.7
Selling and marketing		86.4			61.8			248.5		177.5
General and administrative		94.1			72.2			269.4		204.9
Operating profit		20.8			26.5			75.6		94.3
Interest expense, net		8.8			8.9			33.2		27.2
Other (income) expense, net		(6.3	)		5.1			5.7		6.6
Income before income taxes		18.3			12.5			36.7		60.5
Income tax expense		16.3			16.3			29.4		51.3
Net income (loss)	$	2.0		$	(3.8	)	$	7.3	$	9.2
Net income (loss) per share:
Basic	$	0.01		$	(0.02	)	$	0.05	$	0.06
Diluted	$	0.01		$	(0.02	)	$	0.05	$	0.06
Weighted average shares outstanding:
Basic		158.1			155.7			157.6		155.0
Diluted		159.7			155.7			159.9		158.2


Dayforce, Inc. Condensed Consolidated Statements of Cash Flows (Unaudited)

	Nine Months Ended September 30,
	2024			2023
(In millions)
Cash flows from operating activities
Net income	$	7.3		$	9.2
Adjustments to reconcile net income to net cash provided by operating activities:
Deferred income tax (benefit) expense		(27.5	)		13.9
Depreciation and amortization		151.5			84.1
Amortization of debt issuance costs and debt discount		3.2			3.3
Loss on debt extinguishment		4.3			—
Provision for doubtful accounts		4.7			4.2
Net periodic pension and postretirement cost		7.6			0.9
Share-based compensation expense		118.4			118.0
Change in fair value of contingent consideration		9.0			11.8
Other		(1.2	)		0.3
Changes in operating assets and liabilities, excluding effects of acquisitions:
Trade and other receivables		(26.2	)		(62.0	)
Prepaid expenses and other current assets		(4.5	)		(20.1	)
Deferred sales commissions		(22.9	)		(25.9	)
Accounts payable and other accrued expenses		5.9			8.5
Deferred revenue		(6.5	)		7.5
Employee compensation and benefits		(16.1	)		(23.2	)
Accrued taxes		22.5			11.0
Payment of contingent consideration		(20.9	)		—
Other assets and liabilities		(8.5	)		(11.9	)
Net cash provided by operating activities		200.1			129.6

Cash flows from investing activities
Purchases of customer funds marketable securities		(483.2	)		(252.0	)
Proceeds from sale and maturity of customer funds marketable securities		283.4			326.4
Purchases of marketable securities		(10.0	)		—
Proceeds from sale and maturity of marketable securities		7.6			—
Expenditures for property, plant, and equipment		(8.7	)		(15.4	)
Expenditures for software and technology		(74.1	)		(72.9	)
Acquisition costs, net of cash acquired		(173.1	)		—
Other		—			(1.0	)
Net cash used in investing activities		(458.1	)		(14.9	)

Cash flows from financing activities
(Decrease) increase in customer funds obligations, net		(1,049.9	)		311.0
Proceeds from issuance of common stock under share-based compensation plans		22.0			40.3
Repurchases of common stock		(28.8	)		—
Proceeds from debt issuance		650.0			—
Repayment of long-term debt obligations		(646.5	)		(6.0	)
Payment of debt refinancing costs		(11.4	)		—
Payment of contingent consideration		(3.0	)		—
Net cash (used in) provided by financing activities		(1,067.6	)		345.3

Effect of exchange rate changes on cash, restricted cash, and equivalents		(18.2	)		5.1
Net (decrease) increase in cash, restricted cash, and equivalents		(1,343.8	)		465.1
Cash, restricted cash, and equivalents at beginning of period		3,421.4			3,151.2
Cash, restricted cash, and equivalents at end of period	$	2,077.6		$	3,616.3

Reconciliation of cash, restricted cash, and equivalents to the condensed consolidated balance sheets
Cash and equivalents	$	494.1		$	510.3
Restricted cash		—			0.8
Restricted cash and equivalents included in customer funds		1,583.5			3,105.2
Total cash, restricted cash, and equivalents	$	2,077.6		$	3,616.3


Dayforce, Inc. Revenue Financial Measures (Unaudited)

	Three Months Ended September 30,				Percentage change in revenue			Impact of changes in foreign currency (a)			Percentage change in revenue on a constant currency basis (a)
	2024		2023		2024 vs. 2023						2024 vs. 2023
	(In millions)
Revenue:
Recurring revenue:
Dayforce recurring, excluding float	$	292.0	$	245.6		18.9	%		(0.1	)%		19.0	%
Dayforce float		41.2		34.0		21.2	%		(0.3	)%		21.5	%
Total Dayforce recurring		333.2		279.6		19.2	%		(0.1	)%		19.3	%
Powerpay recurring, excluding float		20.2		19.6		3.1	%		(2.0	)%		5.1	%
Powerpay float		4.2		4.4		(4.5	)%		(2.2	)%		(2.3	)%
Total Powerpay recurring		24.4		24.0		1.7	%		(2.0	)%		3.7	%
Total Cloud recurring		357.6		303.6		17.8	%		(0.3	)%		18.1	%
Other recurring (b)		18.3		21.8		(16.1	)%		0.9	%		(17.0	)%
Total recurring revenue		375.9		325.4		15.5	%		(0.2	)%		15.7	%
Professional services and other (c)		64.1		52.1		23.0	%		(—	)%		23.0	%
Total revenue	$	440.0	$	377.5		16.6	%		(0.1	)%		16.7	%

a)	Dayforce has calculated percentage change in revenue on a constant currency basis by applying the average foreign exchange rate in effect during the comparable prior period. Please refer to the “Non-GAAP Financial Measures” section for discussion of percentage change in revenue on a constant currency basis.
b)	Float attributable to Other recurring was $0.2 million and $0.4 million for the three months ended September 30, 2024, and 2023, respectively.
c)	For the three months ended September 30, 2024, Professional services and other consisted of $61.8 million and $2.3 million associated with Dayforce and Other, respectively. For the three months ended September 30, 2023, Professional services and other consisted of $48.2 million, $3.8 million, and $0.1 million associated with Dayforce, Other, and Powerpay, respectively.

	Nine Months Ended September 30,				Percentage change in revenue			Impact of changes in foreign currency (a)			Percentage change in revenue on a constant currency basis (a)
	2024		2023		2024 vs. 2023						2024 vs. 2023
	(In millions)
Revenue:
Recurring revenue:
Dayforce recurring, excluding float	$	852.1	$	706.5		20.6	%		(0.2	)%		20.8	%
Dayforce float		139.9		112.5		24.4	%		(0.2	)%		24.6	%
Total Dayforce recurring		992.0		819.0		21.1	%		(0.2	)%		21.3	%
Powerpay recurring, excluding float		60.6		58.8		3.1	%		(1.2	)%		4.3	%
Powerpay float		14.4		13.4		7.5	%		(0.7	)%		8.2	%
Total Powerpay recurring		75.0		72.2		3.9	%		(1.1	)%		5.0	%
Total Cloud recurring		1,067.0		891.2		19.7	%		(0.3	)%		20.0	%
Other recurring (b)		56.6		67.0		(15.5	)%		(1.0	)%		(14.5	)%
Total recurring revenue		1,123.6		958.2		17.3	%		(0.3	)%		17.6	%
Professional services and other (c)		171.2		155.8		9.9	%		(0.2	)%		10.1	%
Total revenue	$	1,294.8	$	1,114.0		16.2	%		(0.3	)%		16.5	%

a)	Dayforce has calculated percentage change in revenue on a constant currency basis by applying the average foreign exchange rate in effect during the comparable prior period. Please refer to the “Non-GAAP Financial Measures” section for discussion of percentage change in revenue on a constant currency basis.
b)	Float attributable to Other recurring was $0.9 million and $1.6 million for the nine months ended September 30, 2024, and 2023, respectively.
c)	For the nine months ended September 30, 2024, Professional services and other consisted of $164.4 million, $6.6 million, and $0.2 million associated with Dayforce, Other, and Powerpay, respectively. For the three months ended September 30, 2023, Professional services and other consisted of $144.6 million, $11.1 million, and $0.1 million associated with Dayforce, Other, and Powerpay, respectively.


Dayforce, Inc. Share-Based Compensation Expense and Related Employer Taxes (Unaudited)

	Three Months Ended September 30,				Nine Months Ended September 30,
	2024		2023		2024		2023
	(in millions)
Cost of revenue – Cloud	$	3.0	$	3.9	$	9.6	$	11.9
Cost of revenue – Other		0.6		0.5		1.7		1.2
Professional services and other		4.0		4.4		11.7		13.5
Product development and management		8.1		7.8		25.0		25.7
Sales and marketing		9.4		6.4		27.2		19.0
General and administrative		14.5		13.4		43.2		47.0
Total	$	39.6	$	36.4	$	118.4	$	118.3


Dayforce, Inc. Reconciliation of GAAP to Non-GAAP Financial Measures (Unaudited)

The following tables reconcile Dayforce’s reported results to its non-GAAP financial measures:

	Three Months Ended September 30, 2024
	As reported		As reported margins (a)			Share-based compensation		Amortization		Other (b)			As adjusted (b)		As adjusted margins (a)
	(Dollars in millions, except per share data)
Cost of Cloud recurring revenue	$	75.1		79.0	%	$	3.0	$	—	$	0.1		$	72.0		79.9	%

Operating profit	$	20.8		4.7	%	$	39.6	$	29.6	$	13.2		$	103.2		23.5	%

Net income	$	2.0		0.5	%	$	39.6	$	29.6	$	3.3		$	74.5		16.9	%
Interest expense, net		8.8					—		—		—			8.8
Income tax expense (c)		16.3					—		—		(4.0	)		20.3
Depreciation and amortization		52.1					—		29.6		—			22.5
EBITDA	$	79.2				$	39.6	$	—	$	7.3		$	126.1		28.7	%

Net income per share – diluted (d)	$	0.01				$	0.25	$	0.19	$	0.02		$	0.47

a)	Cloud recurring gross margin is defined as total Cloud recurring revenue less cost of Cloud recurring revenue as a percentage of total Cloud recurring revenue. Operating profit margin and net profit margin are determined by calculating the percentage operating profit and net (loss) income are of total revenue. Please refer to the “Non-GAAP Financial Measures” section for additional information on the as adjusted margins.
b)	The as adjusted column is a non-GAAP financial measure, adjusted to exclude share-based compensation expense and related employer taxes, amortization of acquisition-related intangible assets, and certain other items including $9.0 million related to the fair value adjustment for the DataFuzion contingent consideration, $3.2 million of restructuring expenses, $3.2 million of costs associated with the planned termination of its frozen U.S. pension plan, $1.0 million of fees associated with initiating the receivables securitization program, and $9.1 million of foreign exchange gain, along with a $4.0 million net adjustment for the effect of income taxes related to these items. Please refer to the “Non-GAAP Financial Measures” section for additional information on the as adjusted metrics.
c)	Income tax effects have been calculated based on the statutory tax rates in effect in the U.S. and foreign jurisdictions during the period.
d)	GAAP and Adjusted diluted net income per share are calculated based upon 159.7 million weighted average shares of common stock.

	Three Months Ended September 30, 2023
	As reported			As reported margins (a)			Share-based compensation		Amortization		Other (b)			As adjusted (b)		As adjusted margins (a)
	(Dollars in millions, except per share data)
Cost of Cloud recurring revenue	$	69.9			77.0	%	$	3.9	$	—	$	—		$	66.0		78.3	%

Operating profit	$	26.5			7.0	%	$	36.4	$	20.5	$	6.0		$	89.4		23.7	%

Net (loss) income	$	(3.8	)		(1.0	)%	$	36.4	$	20.5	$	5.2		$	58.3		15.4	%
Interest expense, net		8.9						—		—		—			8.9
Income tax expense (c)		16.3						—		—		(5.5	)		21.8
Depreciation and amortization		38.7						—		20.5		—			18.2
EBITDA	$	60.1					$	36.4	$	—	$	10.7		$	107.2		28.4	%

Net (loss) income per share – diluted (d)	$	(0.02	)				$	0.23	$	0.13	$	0.03		$	0.37

a)	Cloud recurring gross margin is defined as total Cloud recurring revenue less cost of Cloud recurring revenue as a percentage of total Cloud recurring revenue. Operating profit margin and net profit margin are determined by calculating the percentage operating profit and net income are of total revenue. Please refer to the “Non-GAAP Financial Measures” section for additional information on the as adjusted margins.
b)	The as adjusted column is a non-GAAP financial measure, adjusted to exclude share-based compensation expense and related employer taxes, amortization of acquisition-related intangible assets, and certain other items including $4.7 million of foreign exchange loss, $4.6 million related to the impact of the fair value adjustment for the DataFuzion contingent consideration, $1.2 million of restructuring expenses, and $0.2 million related to the abandonment of certain leased facilities, along with a $5.5 million net adjustment for the effect of income taxes related to these items. Please refer to the “Non-GAAP Financial Measures” section for additional information on the as adjusted metrics.
c)	Income tax effects have been calculated based on the statutory tax rates in effect in the U.S. and foreign jurisdictions during the period.
d)	GAAP diluted net loss per share is calculated based upon 155.7 weighted average shares of common stock, and Adjusted diluted net income per share is calculated based upon 158.8 million weighted average shares of common stock.

	Nine Months Ended September 30, 2024
	As reported		As reported margins (a)			Share-based compensation		Amortization		Other (b)			As adjusted (b)		As adjusted margins (a)
	(Dollars in millions, except per share data)
Cost of Cloud recurring revenue	$	228.5		78.6	%	$	9.6	$	—	$	0.9		$	218.0		79.6	%

Operating profit	$	75.6		5.8	%	$	118.4	$	87.5	$	25.7		$	307.2		23.7	%

Net income	$	7.3		0.6	%	$	118.4	$	87.5	$	5.5		$	218.7		16.9	%
Interest expense, net		33.2					—		—		—			33.2
Income tax expense (c)		29.4					—		—		(27.0	)		56.4
Depreciation and amortization		151.5					—		87.5		—			64.0
EBITDA	$	221.4				$	118.4	$	—	$	32.5		$	372.3		28.8	%

Net income per share – diluted (d)	$	0.05				$	0.74	$	0.55	$	0.03		$	1.37

a)	Cloud recurring gross margin is defined as total Cloud recurring revenue less cost of Cloud recurring revenue as a percentage of total Cloud recurring revenue. Operating profit margin and net profit margin are determined by calculating the percentage operating profit and net income are of total revenue. Please refer to the “Non-GAAP Financial Measures” section for additional information on the as adjusted margins.
b)	The as adjusted column is a non-GAAP financial measure, adjusted to exclude share-based compensation expense and related employer taxes, amortization of acquisition-related intangible assets, and certain other items including $15.7 million of restructuring expenses, $9.7 million of costs associated with the planned termination of its frozen U.S. pension plan, $9.0 million related to the fair value adjustment for the DataFuzion contingent consideration, $1.0 million of fees associated with initiating the receivables securitization program, and $2.9 million of foreign exchange gain, along with a $27.0 million net adjustment for the effect of income taxes related to these items. Please refer to the “Non-GAAP Financial Measures” section for additional information on the as adjusted metrics.
c)	Income tax effects have been calculated based on the statutory tax rates in effect in the U.S. and foreign jurisdictions during the period.
d)	GAAP and Adjusted diluted net income per share are calculated based upon 159.9 million weighted average shares of common stock.

	Nine Months Ended September 30, 2023
	As reported		As reported margins (a)			Share-based compensation		Amortization		Other (b)			As adjusted (b)		As adjusted margins (a)
	(Dollars in millions, except per share data)
Cost of Cloud recurring revenue	$	204.8		77.0	%	$	11.9	$	—	$	—		$	192.9		78.4	%

Operating profit	$	94.3		8.5	%	$	118.3	$	32.7	$	15.6		$	260.9		23.4	%

Net income	$	9.2		0.8	%	$	118.3	$	32.7	$	(1.8	)	$	158.4		14.2	%
Interest expense, net		27.2					—		—		—			27.2
Income tax expense (c)		51.3					—		—		(22.7	)		74.0
Depreciation and amortization		84.1					—		32.7		—			51.4
EBITDA	$	171.8				$	118.3	$	—	$	20.9		$	311.0		27.9	%

Net income per share – diluted (d)	$	0.06				$	0.75	$	0.21	$	(0.01	)	$	1.00

a)	Cloud recurring gross margin is defined as total Cloud recurring revenue less cost of Cloud recurring revenue as a percentage of total Cloud recurring revenue. Operating profit margin and net profit margin are determined by calculating the percentage operating profit and net income are of total revenue. Please refer to the “Non-GAAP Financial Measures” section for additional information on the as adjusted margins.
b)	The as adjusted column is a non-GAAP financial measure, adjusted to exclude share-based compensation expense and related employer taxes, amortization of acquisition-related intangible assets, and certain other items including $11.8 million related to the impact of the fair value adjustment for the DataFuzion contingent consideration, $5.3 million of foreign exchange loss, $3.4 million of restructuring expenses, and $0.4 million related to the abandonment of certain leased facilities, along with a $22.7 million net adjustment for the effect of income taxes related to these items. Please refer to the “Non-GAAP Financial Measures” section for additional information on the as adjusted metrics.
c)	Income tax effects have been calculated based on the statutory tax rates in effect in the U.S. and foreign jurisdictions during the period.
d)	GAAP and Adjusted diluted net income per share are calculated based upon 158.2 million weighted average shares of common stock.


Dayforce, Inc. Reconciliation of Free Cash Flow (Unaudited)

	Three Months Ended September 30,						Nine Months Ended September 30,
	2024			2023			2024			2023
	(In millions)
Net cash provided by operating activities	$	91.8		$	36.6		$	200.1		$	129.6
Expenditures for property, plant, and equipment		(2.0	)		(5.3	)		(8.7	)		(15.4	)
Expenditures for software and technology		(26.4	)		(26.5	)		(74.1	)		(72.9	)
Free cash flow	$	63.4		$	4.8		$	117.3		$	41.3

Non-GAAP Financial Measures

Dayforce uses certain non-GAAP financial measures in this release including:

Non-GAAP Financial Measure		GAAP Financial Measure
EBITDA		Net (loss) income
Adjusted EBITDA		Net (loss) income
Adjusted EBITDA margin		Net profit margin
Adjusted Cloud recurring gross margin		Cloud recurring gross margin
Adjusted operating profit		Operating profit
Adjusted operating profit margin		Operating profit margin
Adjusted net income		Net (loss) income
Adjusted net profit margin		Net profit margin
Adjusted diluted net income per share		Diluted net (loss) income per share
Free cash flow		Net cash provided by operating activities
Percentage change in revenue, including total revenue and revenue by solution, on a constant currency basis		Percentage change in revenue, including total revenue and revenue by solution
Dayforce recurring revenue per customer		No directly comparable GAAP measure

Dayforce believes that these non-GAAP financial measures are useful to management and investors as supplemental measures to evaluate its overall operating performance including comparison across periods and with competitors. Dayforce’s management team uses these non-GAAP financial measures to assess operating performance because these financial measures exclude the results of decisions that are outside the normal course of its business operations, and are used for internal budgeting and forecasting purposes both for short- and long-term operating plans. Additionally, Adjusted EBITDA is a component of its management incentive plan and Adjusted Cloud recurring gross margin and Adjusted operating profit are components of certain performance based equity awards for its named executive officers. Additionally, Dayforce believes that the non-GAAP financial measure free cash flow is meaningful to investors because it is a measure of liquidity that provides useful information in understanding and evaluating the strength of Dayforce’s liquidity and future ability to generate cash that can be used for strategic opportunities or investing in its business. The exclusion of capital expenditures facilitates comparisons of Dayforce’s liquidity on a period-to-period basis and excludes items that management does not consider to be indicative of Dayforce’s liquidity.

These non-GAAP financial measures are not required by, defined under, or presented in accordance with, GAAP, and should not be considered as alternatives to Dayforce’s results as reported under GAAP, have important limitations as analytical tools, and its use of these terms may not be comparable to similarly titled measures of other companies in its industry. Dayforce’s presentation of non-GAAP financial measures should not be construed to imply that its future results will be unaffected by similar items to those eliminated in this presentation. Please refer to Dayforce’s full financial results, including further discussion of non-GAAP financial measures, on the Investor Relations portion of its website at investors.dayforce.com.

Dayforce defines its non-GAAP financial measures as follows:

EBITDA is defined as net (loss) income before interest, taxes, depreciation, and amortization, and Adjusted EBITDA is EBITDA, as adjusted to exclude share-based compensation expense and related employer taxes, and certain other items.
Adjusted EBITDA margin is determined by calculating the percentage Adjusted EBITDA is of total revenue.
Adjusted Cloud recurring gross margin is defined as Cloud recurring gross margin, as adjusted to exclude share-based compensation and related employer taxes, and certain other items, as a percentage of total Cloud recurring revenue.
Adjusted operating profit is defined as operating profit, as adjusted to exclude share-based compensation expense and related employer taxes, amortization of acquisition-related intangible assets, and certain other items.
Adjusted net income is defined as net (loss) income, as adjusted to exclude share-based compensation expense and related employer taxes, amortization of acquisition-related intangible assets, and certain other items, all of which are adjusted for the effect of income taxes.
Adjusted net profit margin is determined by calculating the percentage Adjusted net income is of total revenue.
Adjusted diluted net income per share is calculated by dividing adjusted net income by diluted weighted average common shares outstanding. When adjusted diluted net income per share is positive, diluted weighted average common shares outstanding incorporate the effect of dilutive equity instruments.
Free cash flow is defined as net cash provided by operating activities, as adjusted to exclude capital expenditures.
Percentage change in revenue, including total revenue and revenue by solution, on a constant currency basis is calculated by applying the average foreign exchange rate in effect during the comparable prior period.
Dayforce recurring revenue per customer is an indicator of the average size of Dayforce recurring revenue customers. To calculate Dayforce recurring revenue per customer, the Company starts with Dayforce recurring revenue on a constant currency basis by applying the same exchange rate to all comparable periods for the trailing twelve months and excludes float revenue and Ascender, ADAM HCM, and eloomi revenue. This amount is divided by the number of live Dayforce customers at the end of the trailing twelve month period, excluding Ascender, ADAM HCM, and eloomi. The Company has not reconciled the Dayforce recurring revenue per customer because there is no directly comparable GAAP financial measure.

Source: Dayforce, Inc.

For further information, please contact:

Investor Relations
1-844-829-9499
investors@dayforce.com

Public Relations
1-647-417-2117
teri.murphy@dayforce.com

The MIL Network –

January 25, 2025

MIL-OSI: Xtract One’s New Gateway Selected to Secure Tift County Schools

Source: GlobeNewswire (MIL-OSI)

TORONTO, Oct. 30, 2024 (GLOBE NEWSWIRE) — Xtract One Technologies (TSX: XTRA)(OTCQX: XTRAF)(FRA: 0PL) (“Xtract One” or the “Company”) today announced their newly-debuted Xtract One Gateway (“Gateway”) has been selected by Tift County Schools in Tifton, Georgia, to protect school entrances, ensuring a welcoming, streamlined, and secure experience for all individuals entering the buildings.

Tift County Schools is set to deploy Xtract One Gateway at the entrances of their high school and middle schools, with plans to deploy the system across all K-12 schools in the future. This installation aims to strengthen safety and security measures within the district, and highlights the joint dedication to prioritize the well-being of students and staff while maintaining a positive school atmosphere. By differentiating between everyday items—such as laptops, tablets, 3-ring binders, cell phones, and keys—and potential threats such as firearms, Gateway ensures a smooth and secure entry experience for students and visitors who enter carrying a medium volume of personal belongings. The system features advanced bi-directional screening technology for weapon detection and identification, allowing individuals to keep their personal belongings on them, and reducing the need for separate bag searches, thereby dramatically reducing screening times.

“As a district with 11 schools, nearly 7,700 students, and over 1,000 teachers and staff members, it’s critically important for us to prioritize our students’ learning, well-being, and overall school experience. We’re excited to be using Xtract One Gateway to further our mission to protect and nurture the future generations of Tift County,” said Jonathan Judy, Chief Information Officer at Tift County School District. “We investigated several technologies to secure our facilities and found that Gateway provided a broad set of weapons detection while also significantly reducing unnecessary bag searches, x-ray machines, or complex operations. Our students, teachers, staff, and visitors deserve the best, and with Xtract One’s enhanced security solution, we’ll be able to deliver an atmosphere district-wide for anyone entering our schools that is even more secure, with an experience that still remains inviting.”

“Safe schools are a prerequisite for student achievement and, to a larger extent, an important standard for the well-being of the surrounding community that supports the school. We’re continuing to deliver innovative security solutions that empower schools to address modern threats and enhance safety without compromising the welcoming environment that students deserve,” said Peter Evans, CEO of Xtract One. “With technology like Gateway complementing existing security operations, students will benefit from enhanced, non-invasive security that allows them to walk into school freely without needing to divest their personal belongings. This sets a new standard for school safety and allows students to focus on their education.”

To learn more, visit www.xtractone.com.

About Xtract One
Xtract One Technologies is a leading technology-driven provider of threat detection and security solutions leveraging AI to deliver seamless and secure experiences. The Company makes unobtrusive weapons and threat detection systems that enable facility operators to prioritize and deliver improved “Walk-right-In” experiences while providing unprecedented safety. Xtract One’s innovative portfolio of AI-powered Gateway solutions excels at allowing facilities to discreetly screen and identify weapons and other threats at points of entry and exit without disrupting the flow of traffic. With solutions built to serve the unique market needs for schools, hospitals, arenas, stadiums, manufacturing, distribution, and other customers, Xtract One is recognized as a market leader delivering the highest security in combination with the best individual experience. For more information, visit www.xtractone.com or connect on Facebook, X, and LinkedIn.

Forward Looking Statements
This news release contains forward-looking statements within the meaning of applicable securities laws. All statements that are not historical facts, including without limitation, statements regarding future estimates, plans, programs, forecasts, projections, objectives, assumptions, expectations or beliefs of future performance, are “forward-looking statements”. Forward-looking statements can be identified by the use of words such as “plans”, “expects” or “does not expect”, “is expected”, “estimates”, “intends”, “anticipates” or “does not anticipate”, or “believes”, or variations of such words and phrases or statements that certain actions, events or results “may”, “could”, “would”, “might” or “will” be taken, occur or be achieved. Such forward-looking statements involve known and unknown risks, uncertainties and other factors that may cause actual results, events or developments to be materially different from any future results, events or developments expressed or implied by such forward looking statements. Such risks and uncertainties include, but are not limited to, the risks detailed from time to time in the continuous disclosure filings made by the Company with securities regulations. These factors should be considered carefully, and readers are cautioned not to place undue reliance on such forward-looking statements. Although the Company has attempted to identify important risk factors that could cause actual actions, events or results to differ materially from those described in forward-looking statements, there may be other risk factors that cause actions, events or results to differ from those anticipated, estimated or intended. There can be no assurance that forward-looking statements will prove to be accurate, as actual results and future events could differ materially from those anticipated in forward-looking statements. The Company has no obligation to update any forward looking statement, even if new information becomes available as a result of future events, new information or for any other reason except as required by law.

No securities exchange or commission has reviewed or accepts responsibility for the adequacy or accuracy of this release.

For further information, please contact:
Xtract One Inquiries: info@xtractone.com, http://www.xtractone.com
Investor Relations: Chris Witty, Darrow Associates, cwitty@darrowir.com, 646-438-9385
Media Contact: Kristen Aikey, JMG Public Relations, kristen@jmgpr.com, 212-206-1645

The MIL Network –

January 25, 2025
MIL-OSI Global: Do we need a European DARPA to cope with technological challenges in Europe?
Source: The Conversation – France – By David W. Versailles, Professor, strategic management and innovation management, co-director of PSB’s newPIC chair, PSB Paris School of Business

The headquarters of the Defense Advanced Research Projects Agency (DARPA) in Arlington, Virginia. ajay_suresh/Flickr, CC BY

The US Defense Advanced Research Projects Agency (DARPA) is often held as a model for driving technology advances. For decades, it has contributed to military and economic dominance by bridging the gap between military and civilian applications. European policymakers frequently reference DARPA in discussions, as outlined in the 2024 Draghi Report, but an EU equivalent has yet to materialise. To create such an agency, the governance and management of European innovation programmes would need drastic changes.

DARPA supports disruptive innovation

Founded in 1958, DARPA operates under the US Department of Defense (DoD) with a straightforward mission: to fund high-risk technological programmes that could lead to radical innovation. DARPA provides support throughout the innovation process, focusing on environments where new uses for technology must be invented or adapted. Although part of the DoD, DARPA funds projects that promise technological and economic superiority whether they align with current military priorities or not. DARPA has backed projects like ARPANET, the precursor to the internet, and the GPS. Today, DARPA shows interest in autonomous vehicles for urban areas and new missile technologies.

As part of its core mission, DARPA accepts high financial risks on exploration projects and makes long-term commitments to these projects. Many emblematic successes explain why DARPA is a reference agency. However, the list of failed projects is even longer. Both failures and successes feed the exploration process in emerging industrial sectors. They represent opportunities to learn together and build collective strategies in innovation ecosystems.

Five key principles of DARPA

DARPA’s success stems not just from its stability but from adhering to five organisational principles that allow it to explore deep tech in an open innovation context:
- Independence: DARPA operates independently from other military services, research & development centres and federal agencies, allowing it to explore options outside dominant research paradigms. While cooperation is possible, its decisions and directions are not influenced by other parts of the federal administration.
- Agility: The agency’s flat organisational structure minimises bureaucracy. Its independent decision-making processes and streamlined contracting allow it to pivot quickly, test new concepts and collaborate with academic or private sector partners. Agility also enables DARPA to test new exploration or experimentation methods that are often based on user-centric approaches. Potential military or civilian end-users are involved very early in innovation projects to discuss potential uses and applications. This approach has recently led DARPA to absorb the Strategic Capabilities Office (SCO), where officers from the different military services (Army, Air Force, Navy and Marines) and all military ranks test new technological solutions (from different maturity levels), fostering co-creation processes with military innovators and expanding the agency’s impact.
- Sponsorship: High-ranking executives within the DoD and other federal administrations (NASA, Department of Energy) endorse, but do not commission, DARPA’s projects. This sponsorship model increases a project’s potential impact and allows for swift adaptation if a project fails.
- Community building: DARPA creates innovation communities with a mix of diverse expertise. By bringing different perspectives together, it fosters collective strategies essential for disruptive innovation.
- Diverse leadership: Project managers come from a range of backgrounds, including civilian experts, military officers and private-sector professionals. All have demonstrated scientific and technological expertise and a solid capability to bridge dreams and foresight with reality. All have a perfect command of risk and complexity management. Managers serve three- to four-year terms focused on driving technological disruption and building new innovation ecosystems. Their diverse expertise sets DARPA apart from other federal agencies.
The challenge of a European DARPA

The Draghi Report on European competitiveness suggests that a European DARPA could help bridge technological gaps, reduce dependencies and accelerate the green transition. However, implementing this model would require a seismic shift in how European agencies operate. Creating a new agency would be ineffective without ensuring that all principles underlying the success of DARPA are implemented in Europe.

Even if Europe actively promotes deep tech and devotes significant budgets to it, European public policies and ways of working prevailing in national and European agencies are hardly consistent with the DARPA model. European agencies do not have much autonomy in their decisions about the exploration of new ventures or human resource management. They clearly demonstrate an outcome-focused orientation inconsistent with DARPA’s approach to risk.

Two main challenges

European agencies often lack the stable missions, scope and ambition seen at DARPA. The European Space Agency (ESA), the European Defence Agency (EDA) and Eurocontrol highlight the difficulties in developing cohesive, cross-border innovation ecosystems. A European DARPA would require a unified ambition among EU member states, a challenging feat given the institutional and geopolitical divides within Europe. The debates around the European Defence Fund illustrate how complex it is to reach consensus on shared objectives and funding.

Adopting DARPA’s five organisational principles would represent a cultural revolution for European agencies in relation to EU bureaucratic norms and the budgetary controls of individual member states. Implementing these changes would also disrupt the existing power balance between countries. The DARPA model is inconsistent with the European “fair returns” model that refers to proportionality rules between funding, research operations and then industrial repartition during the production phase between member states in each project. The DARPA model would only focus on existing competencies, excellence, risk-taking approaches and entrepreneurial mindsets.

Establishing a European DARPA would require a fundamental rethinking of public policy management in Europe. Its success would depend on whether European stakeholders are willing to adopt DARPA’s core principles, including its independence, agility and willingness to accept failure. Creating an agency is one thing; ensuring it adheres to the structures that make DARPA effective is another. The question remains: Is Europe ready for this transformation?

David W. Versailles has received funding from the French Ministry of Defence to develop this research.

Valérie Mérindol has received funding from the French Ministry of the Armed Forces to develop this research.

– ref. Do we need a European DARPA to cope with technological challenges in Europe? – https://theconversation.com/do-we-need-a-european-darpa-to-cope-with-technological-challenges-in-europe-240696
MIL OSI – Global Reports –
January 25, 2025
MIL-OSI Europe: Written question – The urgent need to control children’s access to the internet – E-002210/2024
Source: European Parliament
22.10.2024

Question for written answer E-002210/2024
to the Commission
Rule 144
Eleonora Meleti (PPE)

Europe is very concerned to be witnessing the ever increasing use of the internet and social media by children and adolescents. Such use is often linked to addiction problems, mental health issues and aggressive behaviour in the real world. Young people spend a significant amount of time online and are exposed to a plethora of false information and bad role models, leading to increased levels of anxiety, depression and isolation, with worrying consequences for the development of their personality and their healthy mental development.

Countries such as Australia are planning to impose age restrictions on social media use, while others like Belgium and Greece are outlawing the use of mobile phones in schools.

In view of the above:

1.Does the Commission plan on adopting EU-wide measures to restrict children’s access to social media, bearing in mind their effects on mental health and the concerns about addiction and violence?

2.How does it intend to boost children’s digital education so that they learn from a young age how to protect themselves from the dangers of the internet, following up also on the new European strategy for a better internet for kids (BIK+)?

Submitted: 22.10.2024
Last updated: 30 October 2024
MIL OSI Europe News –
January 25, 2025
MIL-OSI Europe: Answer to a written question – Illegal docking of piglet tails in the Netherlands – E-001586/2024(ASW)
Source: European Parliament
1. The recent Fitness Check of the EU Animal Welfare legislation[1] concluded that there is a lack of uniform enforcement regarding the ban on the routine tail docking of pigs.

2. The Commission has no power to impose fines or other economic sanctions on a Member State to enforce the implementation of the directive. Financial sanctions may be ordered by the Court following a request by the Commission in the context of an infringement procedure concerning a failure by a Member State to comply with a judgment of the Court.

3. In line with the Commission enforcement strategy, infringement proceedings are launched as a means of last resort, whereas the Commission continuously seeks to achieve faster and efficient compliance from the Member States by exploring all appropriate tools to achieve legal compliance.

For this reason, the Commission continues efforts to work closely with the Member States through a variety of instruments and fora to ensure the proper implementation of EU animal welfare legislation.

In that context, the Commission recently has set up an animal welfare expert and an animal welfare working group[2] to pursue discussions with all Member States. One of the main topics of discussion is the enforcement of the ban on routine tail docking of pigs.

[1] Commission Staff Working Document Fitness Check of the EU Animal Welfare legislation: https://food.ec.europa.eu/document/download/b9cc1000-c978-4895-8e9b-c2e1296adbfe_en?filename=aw_eval_revision_swd_2022-328_en.pdf

[2] Animal Welfare Expert Group https://food.ec.europa.eu/animals/animal-welfare/animal-welfare-expert-group_en#:~:text=In%202024,%20the%20European%20Commission%20established%20the%20Animal
Last updated: 30 October 2024
MIL OSI Europe News –
January 25, 2025
MIL-OSI Europe: Briefing – The role (and accountability) of the President of the Eurogroup – 29-10-2024

Source: European Parliament

This briefing paper provides an overview of the role and mandate of the Eurogroup and the role and accountability of its President, including the procedures for his/her appointment. This paper includes the following sections: 1) The role of the Permanent President of the Eurogroup; 2) The President of Eurogroup and the European Parliament; 3) The role and mandate of the Eurogroup; and 4) Eurogroup transparency. The paper will be regularly updated.

MIL OSI Europe News –

January 25, 2025
MIL-OSI Europe: Written question – Spanish Government measures’ compatibility with press freedom defended by the EU – E-002172/2024
Source: European Parliament

18.10.2024

Question for written answer E-002172/2024
to the Commission
Rule 144
Jean-Paul Garraud (PfE), Julie Rechagneux (PfE), Mélanie Disdier (PfE), Virginie Joron (PfE), Pascale Piera (PfE), Aleksandar Nikolic (PfE), Julien Sanchez (PfE), Afroditi Latinopoulou (PfE), Marie Dauchy (PfE), Juan Carlos Girauta Vidal (PfE), Julien Leonardelli (PfE), Nikola Bartůšek (PfE), António Tânger Corrêa (PfE), Margarita de la Pisa Carrión (PfE), Pierre Pimpie (PfE), Hermann Tertsch (PfE), Valérie Deloge (PfE), Marie-Luce Brasier-Clain (PfE), Jorge Buxadé Villalba (PfE), Fabrice Leggeri (PfE), Mireia Borrás Pabón (PfE)

The Socialist Spanish Government intends to set up a media register as part of a democracy action plan to combat disinformation. Oversight of the register will fall to the National Markets and Competition Commission, led by Cani Fernandez, former adviser to prime minister Pedro Sánchez. The measure has raised concerns about the government indirectly exercising control over critical media.

The plan comes about at a time when the prime minister’s wife is under investigation for influence peddling and corruption. During the investigation, Mr Sánchez refused to testify before the courts and labelled news outlets covering the story as ‘far-right’ media.

The action plan raises a number of questions, particularly with regard to Article 11 of the Charter of Fundamental Rights of the European Union, which guarantees freedom of the press.
- 1.Is the Commission aware of the measures taken by the Spanish Government, which have the potential to undermine press freedom?
- 2.Has the Commission looked into the compatibility of these measures with Spain’s freedom of expression and freedom of the press obligations under EU law?
- 3.What steps does the Commission intend to take to ensure that the fundamental principles of freedom of the press are upheld in Spain?
Submitted: 18.10.2024
MIL OSI Europe News –
January 25, 2025
MIL-OSI Europe: Written question – Security considerations linked to the reconstruction of Ukraine’s telecom infrastructure – E-002209/2024
Source: European Parliament
22.10.2024

Question for written answer E-002209/2024
to the Commission
Rule 144
Arba Kokalari (PPE)

According to Ukraine’s Ministry of Digital Transformation, Russia has destroyed over 4 300 mobile base stations in Ukraine since the full-scale invasion began in February 2022.

The EU’s extensive support to Ukraine in the reconstruction of the country’s telecom infrastructure is very important. However, as with all infrastructure investments in Europe, there are a number of security considerations.

Chinese state control actors are advancing their positions in Ukraine as a result of tendering procedures that are based solely on price. There are risks of new security problems in the long term, not only for Ukraine but also for Europe as a whole, during the process of integrating Ukraine into the EU.

In light of the above:

1.What conclusions does the Commission draw regarding the security considerations linked to the reconstruction of Ukraine’s telecom infrastructure?

2.Does the Commission consider that procurement processes that are based on EU support to Ukraine for its telecom infrastructure can be carried out on grounds other than price alone?

3.What opportunities does the Commission envisage for including Ukraine and other EU candidate countries in the EU toolbox for 5G security?

Submitted: 22.10.2024
Last updated: 30 October 2024
MIL OSI Europe News –
January 25, 2025
MIL-OSI Europe: Written question – Consumption of water resources by data centres – E-002228/2024
Source: European Parliament
22.10.2024

Question for written answer E-002228/2024
to the Commission
Rule 144
César Luena (S&D)

Article 12 EED[1] establishes an obligation for Member States to require data centres to publish information on their energy performance and sustainability, including water consumption (Annex VII), and mandates the Commission to set up a Union-wide database containing such information.

The database is ready and the energy parameters are defined, but there is no detailed section on water consumption. A recent study[2] (2023) estimated that data centres used for AI could account for up to 6 600 million cubic metres in water consumption in 2027.

1.What measures is the Commission considering to address the consumption of water resources by data centres, including possible measures under the EU Water Resilience Strategy?

2.Are companies obliged to report on the water consumption of data centres?

3.How can the Commission oblige data centre owners and operators to reduce their water consumption?

Submitted: 22.10.2024

[1] Recast Energy Efficiency Directive (EED)

[2] https://arxiv.org/abs/2304.03271
Last updated: 30 October 2024
MIL OSI Europe News –
January 25, 2025
MIL-OSI Europe: Written question – Recognition of boating licences between EU Member States – P-002298/2024
Source: European Parliament
29.10.2024

Priority question for written answer P-002298/2024
to the Commission
Rule 144
Daniel Attard (S&D)

European citizens can easily drive across Europe with their driving licences, but sailing across borders with their boating licences remains a challenge. This gap in the single market not only hinders leisure and tourism businesses, but also affects professional skippers of small commercial vessels, leading to a workforce challenge. The Commission aims to address this by working towards the recognition of boating licences across the EU and moving towards a system of mutual recognition. The International Certificate for Operators of Pleasure Craft already exists and is issued under Resolution No 40 of the UN Economic Commission for Europe. However, only a small number of EU countries have adopted it. Expanding this initiative to a certification system, initially designed for recreational boaters to facilitate crossing borders, could further streamline cross-border boating activities and reduce bureaucratic red tape. This move holds the potential to simplify processes, enhance safety standards, grow the boating industry, and promote a more unified boating experience across Europe.

1.How does the Commission plan to establish the recognition of boating licences across the EU and introduce a harmonised boat licence/licencing system or mutual recognition system in the EU?

2.How can this be expanded to a unified certification system, maybe with the wider application of Resolution No 40 of the UN Economic Commission for Europe?

Submitted: 29.10.2024
Last updated: 30 October 2024
MIL OSI Europe News –
January 25, 2025
MIL-OSI Europe: Written question – Labeling and designation of non-animal origin products – E-002194/2024
Source: European Parliament
21.10.2024

Question for written answer E-002194/2024
to the Commission
Rule 144
Esther Herranz García (PPE), Dolors Montserrat (PPE), Herbert Dorfmann (PPE), Céline Imart (PPE), Paulo Do Nascimento Cabral (PPE), Daniel Buda (PPE), Rosa Estaràs Ferragut (PPE), Susana Solís Pérez (PPE), Antonio López-Istúriz White (PPE), Adrián Vázquez Lázara (PPE), Salvatore De Meo (PPE), Gabriel Mato (PPE), Isabel Benjumea Benjumea (PPE), Nicolás Pascual De La Parte (PPE), Raúl de la Hoz Quintano (PPE), Elena Nevado del Campo (PPE), Maravillas Abadía Jover (PPE), Pablo Arias Echeverría (PPE), Carmen Crespo Díaz (PPE), Pilar del Castillo Vera (PPE), Borja Giménez Larraz (PPE)

The Court of Justice of the European Union recently ruled in case C-438/23[1] that the criteria established by Regulation (EU) No 1169/2011[2] sufficiently protect consumers against misleading information even in cases of total substitution of the only component or ingredient that a consumer may expect to find in a food product referred to by a common or descriptive name that contains certain customary terms.

Problems have arisen from the use of customary terms typically associated with meat products, such as ‘burger’, ‘steak’ or ‘sausage’, to refer to vegetarian or vegan foods.

This judgment could lead to the fragmentation of the single market as it may allow Member States to establish differing legal definitions for such terms.

1.Is the Commission considering drafting a legislative proposal to harmonise the use of these terms at EU level?

2.Given that we are awaiting the proposal on front-of-pack food labeling, is the Commission considering including this issue in that proposal?

Submitted: 21.10.2024

[1] Judgment of 4 October 2024 – Protéines France and Others, C-438/23, ECLI:EU:C:2024:826.

[2] Regulation (EU) No 1169/2011 of the European Parliament and of the Council of 25 October 2011 on the provision of food information to consumers (OJ L 304, 22.11.2011, p. 18, ELI: http://data.europa.eu/eli/reg/2011/1169/oj).
Last updated: 30 October 2024
MIL OSI Europe News –
January 25, 2025
MIL-OSI Europe: Latest news – 9 October 2024 – Constitutive meeting – Delegation for relations with the Pan-African Parliament

Source: European Parliament

At its constitutive meeting on 9 October 2024, the Delegation for relations with the Pan-African Parliament (DPAP) elected the following Bureau members:

Chair: Ms Merja KYLLÖNEN (The Left, Finland)

1st Vice-Chair: Mr Kristoffer STORM (ECR, Denmark)

2nd Vice-Chair: Ms Stine BOSSE (Renew, Denmark)

MIL OSI Europe News –

January 25, 2025
MIL-OSI Europe: Latest news – 10 October 2024 – Ordinary and Bureau meetings – Delegation to the Africa-EU Parliamentary Assembly

Source: European Parliament

On Thursday, 10 October 2024, the DAFR delegation held the following meetings in Strasbourg (room: DE MADARIAGA S1):

– Bureau meeting – from 10:00 to 11:00 (in camera meeting, only for DAFR Bureau members)

– Ordinary meeting – from 11:00 to 12:00 (open to all DAFR members; webstreaming is available)

MIL OSI Europe News –

January 25, 2025
MIL-OSI Europe: Written question – Railway chaos in Madrid and the need to improve rail safety – E-002222/2024
Source: European Parliament
22.10.2024

Question for written answer E-002222/2024
to the Commission
Rule 144
Borja Giménez Larraz (PPE)

On 19 October, an employee of Adif (a Spanish state-owned railway infrastructure manager) had to make the decision to derail a train in the Chamartín-Atocha tunnel (in Madrid) to prevent major human and material damage after it had uncoupled from the main train and was going downhill out of control. This incident led to unprecedented chaos, long delays and cancellations throughout the rail network, while communication with passengers was inadequate.

In recent years, problems have been piling up in the rail sector: a lack of investment in the network, never-ending construction works, outdated trains and overloaded junctions. At the same time, the Spanish Government has called this ‘the greatest moment for railways in our country’, which underscores the need to take action at European level.

In light of the above:

1.Has the Commission requested information from the Spanish Government on the series of safety incidents on the rail network?

2.What mechanisms will be put in place to ensure that national governments take stronger measures on rail safety to prevent a tragedy?

3.Is the Commission planning to take action against Member States that do not comply with EU recommendations?

Submitted: 22.10.2024
Last updated: 30 October 2024
MIL OSI Europe News –
January 25, 2025
MIL-OSI Europe: Latest news – 30 September 2024 – Constitutive meeting – Delegation to the Africa-EU Parliamentary Assembly

Source: European Parliament

At its constitutive meeting on 30 September 2024, the Delegation to the Africa-EU Parliamentary Assembly (DAFR) elected the following Bureau members:

Chair: Hilde VAUTMANS (Renew, Belgium)

1st Vice-Chair: Michal WIEZIK (Renew, Slovakia)

2nd Vice-Chair: Ingeborg TER LAAK (EPP, Netherlands)

3rd Vice-Chair: Nicolas BAY (ECR, France)

4th Vice-Chair: Christophe CLERGEAU (S&D, France)

MIL OSI Europe News –

January 25, 2025
MIL-OSI Europe: Written question – High electricity prices in Romania and other countries in south-east Europe – P-002260/2024

Source: European Parliament

24.10.2024

Priority question for written answer P-002260/2024
to the Commission
Rule 144
Mihai Tudose (S&D)

The European Council meeting of 17-18 October 2024 assessed the high electricity prices in several EU countries and called on the Commission to urgently bring forward proposals to address this issue.

It is regrettable, to say the least, that the Council should need to intervene, as the Commission was aware of these high energy prices, especially in Romania, Bulgaria and Greece.

How and when does the Commission plan to take action, particularly as regards the lack of storage capacity and inadequate cross-border infrastructure in south-east Europe?

Quite apart from the social and economic implications of this situation, the Commission should be aware of the strategic dimension of dysfunctions in the energy sector in our region.

Submitted: 24.10.2024

Last updated: 30 October 2024

MIL OSI Europe News –

January 25, 2025
MIL-OSI Europe: In-Depth Analysis – IMF Lending to Ukraine: State of Play and the Road Ahead – 30-10-2024

Source: European Parliament

This paper provides an overview of the International Monetary Fund (IMF)’s lending to Ukraine, particularly focusing on the IMF response to the Russia’s invasion of Ukraine since February 2022, given the challenging macroeconomic circumstances. If further analyses the key elements of the IMF’ Extended Fund Facility (EFF) programme for Ukraine, including the evolution of core assumptions, risks, fiscal sustainability and conditionality.

MIL OSI Europe News –

January 25, 2025
MIL-OSI Europe: Written question – Urgent measures to protect Apulia’s monumental olive trees threatened by Xylella fastidiosa – E-002195/2024
Source: European Parliament
21.10.2024

Question for written answer E-002195/2024
to the Commission
Rule 144
Valentina Palmisano (The Left), Mario Furore (The Left)

The bacteria Xylella fastidiosa is devastating Apulia’s traditional olive groves; already more than 21 million olive trees have been lost. Among the most endangered specimens are around 350 000 monumental olive trees, some of which are thousands of years old, which represent an incomparable source of wealth not only for Italy but also for Europe as a whole. Their loss would cause irreparable damage to the environment, the economy and Europe’s cultural heritage. Although early grafting has proven to be an effective solution for preserving these trees, significant financial support will be needed we wish to carry it out.

Given the existing EU legislation, such as Regulation (EU) No 1143/2014 on Invasive Alien Species and Directive (EU) 2019/782 on harmonised risk indicators, coordinated action is needed to address this emergency.

In view of the above:

1.What action does the Commission intend to take, under Regulation (EU) No 1143/2014 and Directive (EU) 2019/782, to combat the spread of Xylella and protect Puglia’s monumental olive trees?

2.Is there any special or emergency EU funding to support local, regional and national initiatives to conserve these olive trees, with particular emphasis on early grafting?

3.Does the Commission intend to launch a Europe-wide research and innovation plan to find lasting solutions to deal with Xylella fastidiosa?

Submitted: 21.10.2024
Last updated: 30 October 2024
MIL OSI Europe News –
January 25, 2025
MIL-OSI Europe: Written question – Financial support to Member States to protect themselves from uncontrolled immigration, Islamist terrorism and cross-border crime – E-002170/2024
Source: European Parliament
18.10.2024

Question for written answer E-002170/2024
to the Commission
Rule 144
Jean-Paul Garraud (PfE), Fabrice Leggeri (PfE)

The German Government has recently reintroduced temporary controls at its internal borders to counter threats related to Islamist terrorism and cross-border crime, in particular due to uncontrolled migration flows.

However, the lack of technical and human resources makes it impossible to guarantee the effectiveness of controls. Andreas Roßkopf, Chairman of the Federal Police Union, said the following on regional radio SWR1: ‘Drone surveillance, recognition of number plates, mobile control posts: we are going to need all of this to finally be able to tackle smugglers on an equal footing’[1].

It is thus essential to strengthen Member States’ capacities to protect their internal borders, while respecting their national sovereignty.

Does the Commission intend to make EU funds available to support Member States in acquiring surveillance equipment and equipment to carry out controls, as well as any other materials needed to effectively secure their internal borders?

Submitted: 18.10.2024

[1] https://www.swr.de/swr1/rp/programm/grenzkontrollen-interview-mit-andreas-rosskopf-gdp-bundespolizei-100.html
Last updated: 30 October 2024
MIL OSI Europe News –
January 25, 2025
MIL-OSI Europe: Written question – Breach of the principles of the rule of law in France by the Minister for the Interior – E-002173/2024
Source: European Parliament
18.10.2024

Question for written answer E-002173/2024
to the Commission
Rule 144
Marina Mesure (The Left), Manon Aubry (The Left), Younous Omarjee (The Left), Anthony Smith (The Left), Leila Chaibi (The Left), Arash Saeidi (The Left), Rima Hassan (The Left), Damien Carême (The Left), Emma Fourreau (The Left)

On Saturday 28 September, the French Minister of Interior, Bruno Retailleau, said in Le Journal du dimanche that ‘the rule of law is not inviolable or sacred’. A statement of that kind from the Minister responsible for the proper exercise of civil liberties is more than simply shocking – it is dangerous. More than anything, it is wholly at odds with the values of the European Union, as enshrined in Article 2 of the Treaty on European Union (TEU).

When Hungary severely violated the values of the European Union laid down in Article 2 TEU, as well as the principles of the rule of law, the Commission was able to trigger the procedures provided for in Article 7 TEU and in the Regulation on a general regime of conditionality for the protection of the Union budget.

1.Will the Commission be able to exercise the same vigilance where France is concerned?

2.Is it concerned about the statements made by the French Minister of the Interior?

3.Does it plan to take steps to protect the rule of law?

Submitted: 18.10.2024
Last updated: 30 October 2024
MIL OSI Europe News –
January 25, 2025
MIL-OSI Europe: Written question – Use of the word ‘steak’ for plant-based products – E-002191/2024

Source: European Parliament

21.10.2024

Question for written answer E-002191/2024
to the Commission
Rule 144
Julien Leonardelli (PfE), Gilles Pennelle (PfE), Jean-Paul Garraud (PfE), Pascale Piera (PfE), Mélanie Disdier (PfE), Fabrice Leggeri (PfE)

The decision taken recently by the Court of Justice of the European Union to allow products made exclusively from plants to be called ‘steak’ is completely misleading vis-a-vis real meat products.

Other terms, such as ‘sausage’ and ‘ham’, are also commonly used for plant-based products.

However, those terms pull the wool over consumers’ eyes with regard to the composition, taste and flavour of those products and their actual nutritional content.

The use of those terms is very detrimental to the meat sector as a whole, which is the casualty of this unfair competition.

What is more, calling plant-based products names traditionally associated with meat undermines European food culture and the livestock sector, which provides decent living conditions for both producers and animals.

Farmers are one of the mainstays of Europe, which must not cave in to the very often foreign and artificial ‘plant-based’ producers that dream of replacing our farmers.

Does the Commission plan to propose new labelling legislation that sets aside particular names for real meat products?

Submitted: 21.10.2024

MIL OSI Europe News –

January 25, 2025
MIL-OSI Europe: Written question – Concerns regarding satellite data accuracy in the EU forest monitoring proposal – E-002193/2024
Source: European Parliament
21.10.2024

Question for written answer E-002193/2024
to the Commission
Rule 144
Beatrice Timgren (ECR)

The Commission’s proposal on forest monitoring has raised concerns about the accuracy, cost-efficiency and feasibility of satellite data in monitoring forest activity. For example, satellite data has incorrectly classified selectively thinned forests as fully deforested, creating a misleading picture of forest management.

This reliance on global algorithms, which lack regional specificity, like those from Global Forest Watch, risks undermining long-established national monitoring systems such as Sweden’s National Forest Inventory, leading to unnecessary administrative burdens[1].

1.How does the Commission plan to ensure that satellite data methodologies are regionally accurate, particularly in countries such as Sweden, where major discrepancies have already emerged?

2.What steps will it take to avoid additional administrative burdens and costs on Member States, while fully respecting existing, long-standing forest data systems such as those in Sweden and Finland?

3.How will it address concerns over data confidentiality, including the protection of private property and national security, particularly in avoiding the over-collection of sensitive information through geographically explicit identification systems?

Submitted: 21.10.2024

[1] https://www.svt.se/nyheter/inrikes/sverige-pekas-ut-som-skogsbov-eu-far-fel-uppgifter.
Last updated: 30 October 2024
MIL OSI Europe News –
January 25, 2025
MIL-OSI Europe: Written question – Reform of Medical Devices Regulation required to foster innovation and competitiveness – E-002192/2024
Source: European Parliament
21.10.2024

Question for written answer E-002192/2024
to the Commission
Rule 144
Beatrice Timgren (ECR), Charlie Weimers (ECR), Dick Erixon (ECR)

The implementation of the Medical Devices Regulation (EU) 2017/745 (MDR) in 2021 has placed an immense bureaucratic burden on manufacturers and clinicians, slowing down processes, increasing costs and stifling innovation in the medical sector[1]. Instead of enhancing patient safety, these regulations have led to delays in the availability of life-saving devices, forcing clinicians to use riskier alternatives[2][3]. This bureaucratic overload not only jeopardises the well-being of countless patients but also threatens the EU’s competitiveness in the global medical industry, with potentially devastating consequences, including the loss of lives.

Given the severity of this situation:

1.When will the Commission propose a revision of the MDR to eliminate unnecessary bureaucratic hurdles, especially for small and medium-sized enterprises, and ensure that patient safety and innovation is genuinely prioritised?

2.What steps will it take to address bottlenecks in the work of assessment bodies, which have led to dangerous delays and limited access to life-saving devices?

3.What lessons has it learned from the implementation of the MDR, and how will it ensure that future policies are developed and implemented in a way that prevents similar regulatory burdens and unintended negative consequences?

Submitted: 21.10.2024

[1] https://www.degruyter.com/document/doi/10.1515/bmt-2023-0325/html?lang=en.

[2] https://onlinelibrary.wiley.com/doi/10.1111/apa.16919.

[3] https://pubmed.ncbi.nlm.nih.gov/37068279/.
Last updated: 30 October 2024
MIL OSI Europe News –
January 25, 2025
MIL-OSI Europe: Czech trains to be upgraded with €300 million EIB loan to national railway operator

Source: European Investment Bank

The European Investment Bank (EIB) is lending CZK 7.61 billion Czech korunas (€300 million) to the Czech Republic’s national railway operator, České dráhy, to buy new train carriages and locomotives as well as upgrade existing ones. České dráhy will use the loan to purchase 180 passenger coaches and 20 electric locomotives. The company will also retrofit 219 existing coaches and locomotives with modern technology known as the European Rail Traffic Management System (ERTMS). The improvements, due to be completed by the end of 2028, will benefit Czech cohesion regions and cross-border connections.

“This financing exemplifies our unwavering commitment to sustainable transport,” said EIB Vice-President Kyriacos Kakouris. “By modernising the rolling stock of České dráhy, we are not only enhancing the safety and efficiency of rail services but also advancing the EU’s climate-action goals.”

The loan builds on years of EIB- České dráhy cooperation to upgrade infrastructure and rolling stock. Last year alone, the EIB committed €880 million to Czech rail projects.

“The funds from the European Investment Bank help us to invest into the modernisation of our rolling stock. We are using the funds obtained in this way primarily for improvement of the quality of long-distance trains, including the acquisition of the most modern ComfortJet trainsets, which will run on the lines interconnecting Prague with Germany, Austria, Slovakia or Hungary, as well as for equipment of other vehicles with the on-board part of the European Train Control System (ETCS). Thanks to these investments, we will offer our passengers more comfortable, more convenient, and safer trains and we will further strengthen the competitive edge of the modern and environment-friendly railway transport,” said Lukáš Svoboda, Member of the Board of Directors and Deputy Director General of ČD for Economics and Purchasing.

The new and retrofitted rolling stock will improve service reliability, shorten journey times, and lower maintenance costs.

The use of ERTMS will enhance safety and interoperability across the European rail network. The fleet to be retrofitted with ERTMS is expected to be operated for regional and long-distance connections under public-service contracts mainly in the Czech Republic and to a limited extent in neighbouring countries.

The environmental benefits include reductions in emissions and energy consumption, contributing to the EU’s climate action goals. The project will also support economic and social cohesion by improving mobility for people primarily in the country’s less-developed regions and by strengthening connections to other EU countries.

Furthermore, the initiative is projected to create around 160 permanent jobs, primarily for train drivers, accompanying staff and maintenance personnel.

The EIB loan complements grants under the Connecting Europe Facility (CEF). The CEF is a key EU funding instrument designed to promote growth, jobs, and competitiveness through targeted infrastructure investments.

Background information

About the EIB

The European Investment Bank (EIB) is the long-term lending institution of the European Union. It finances sound investments that contribute to EU policy goals and works closely with other EU institutions to advance shared policy priorities, such as equitable growth and a just transition to climate neutrality. In 2023 alone, the EIB Group provided €1.88 billion for Czech projects. We are significantly investing in the rail sector, with close to €1 billion dedicated to rail projects last year. Since its inception, the EIB has provided substantial financing to the Czech Republic, contributing to the development of its infrastructure and economy.

About České dráhy, a.s

The joint stock company “České dráhy” plays the role of the national carrier in the Czech Republic and on the basis of orders from the state and regions it ensures basic transport services for the state. During recent years it was possible to register a significant rejuvenation of the rolling stock, in both regional and long-distance transport sectors. In its effort of making railway transport more attractive and increasing its competitiveness on the open market the firm has invested dozens of billions of Czech crowns in purchases and modernisation of vehicles.

MIL OSI Europe News –

January 25, 2025

Category: Europe

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