Category: Europe

  • MIL-OSI United Kingdom: Housing maintenance and improvement

    Source: Scotland – City of Dundee

    A SERIES of major policy documents aimed at protecting and enhancing public housing in Dundee are set to be discussed by councillors.
    Updated versions of Dundee City Council’s empty homes strategy, five-year strategic investment plan and the annual review of rents will be tabled next week.
    Mark Flynn, convener of the neighbourhood regeneration, housing and estate management committee said: “To be able to deliver strong communities where people feel empowered, safe, and proud to live and where the root causes of poverty are being tackled needs a good supply of warm, easy to heat homes.
    “But these things do not appear from nowhere, they need detailed, well thought out and realistic documents like these to put down in black and white what we need to do, how we are going to do it and how long it is going to take to get where we want to be.”
    Lynne Short, the committee’s deputy convener added: “The framework that these policies and others provides is crucial not only to delivering on our goals, but also in allowing people to see what progress is being made towards them over time.”
    The new 22-page empty homes strategy aims to build on the 132 empty homes already brought back into use by using the 1,067 unoccupied houses in the city to provide accommodation. This figure is put into context in the report which notes that there were 1,430 new homeless applications made to Dundee City Council in 2022/2023.
    Empty homes are classified as dwellings that have been empty for six months or more and are liable for council tax. The most recent figures published by the Scottish Government in September 2023, show that almost 75% of the long-term empty properties in Dundee are privately owned.
    It has been developed through a clear understanding of the impact of empty homes across Dundee on neighbourhoods, communities, homeowners and residents.
    The Strategic Housing Investment Plan (SHIP) 2025-2030 sets out Dundee’s affordable housing priorities for the next five years and aims to ensure that the city continues to successfully deliver new-build affordable housing for rent.
    It reveals that 286 new build social homes are expected to be completed before spring 2027, with more than 500 more “in the pipeline” with start dates between 2025 and 2028.
    According to the SHIP. the council will work with partners to ensure that all new build properties constructed within the investment programme meet or surpass the current building regulations.
    In addition, where possible energy efficiency measures such as insulation, solar energy, wind power or other suitable measures will be integrated into the construction to help reduce carbon emissions, address fuel poverty and ensure that tenants live in warm, affordable homes.
    It also includes additional accessible housing for adults with learning, physical or mental health disabilities, to allow them to receive the appropriate care and support that they need within their local community.
    Members of the neighbourhood regeneration, housing and estate management committee will be asked to approve discussions with tenants on annual increases ranging from an average of £3.92 to £4.36 per week.
    Council house tenants could be consulted on three proposed rent increases between 4.5% and 5% if councillors back the move.
    During the two-month consultation as many tenants as possible will be encouraged to share their views on the three options before a report is prepared and considered in January.
    Cllr Flynn added: “Every year we try to offer tenants a balanced choice between services remaining at the same high standard they have now or giving the council additional resources to spend more on the things tenants have told us that they want, such as tackling anti-social behaviour.”
    As well as using as many ways as possible of gauging tents’ opinions including face to face engagement, social media and continued collaboration with Dundee Federation of Tenants Association and registered tenants’ organisations; information will also be made available about the support services available for people affected by the cost-of-living crisis.
    The neighbourhood resources, housing and estate management committee meets on Monday (October 28).

    MIL OSI United Kingdom

  • MIL-OSI Russia: Students, postgraduates and young scientists discussed current issues of modern construction at a conference at SPbGASU

    Translation. Region: Russian Federation –

    Source: Saint Petersburg State University of Architecture and Civil Engineering – Saint Petersburg State University of Architecture and Civil Engineering – Information Systems and Technologies Section

    The LXXVII National Scientific and Practical Conference of Students, Postgraduates and Young Scientists “Current Issues of Modern Construction” was held at the Saint Petersburg State University of Architecture and Civil Engineering from October 15 to 18. The conference brought together more than 1,000 participants and listeners not only from SPbGASU, but also from Moscow State University of Geodesy and Cartography, National Research Moscow State University of Civil Engineering, Chuvash State University named after I.N. Ulyanov, Saint Petersburg State University of Railway Engineering named after Emperor Alexander I, Novosibirsk State University of Architecture and Civil Engineering, Donbass National Academy of Civil Engineering and Architecture and other universities, giving them the opportunity to exchange ideas and test scientific results.

    The topics of the reports covered a wide range of issues in modern construction, including those related to computer science, information systems and technologies, technosphere safety, economic security, legal regulation of urban development and transport, and many others. The work was organized within 31 sections.

    Several reports at the architectural design section were devoted to the topic of Arctic development. Nikita Milov, a second-year master’s student at the SPbGASU Faculty of Architecture, presented a report entitled “Functional Zoning of a Site and Planning Structure of a Marine Terminal in the Northern Conditions (the City of Kandalaksha)” (supervised by Aleksey Mikhalychev, Associate Professor of the Department of Architectural Design).

    According to the author of the report, Kandalaksha can become a cultural and tourist hub for water routes of river and sea cruise transport. Nikita proposed breathing new life into this city by creating a new sea passenger terminal in it. It could include hotels, exhibition transformable spaces, and office centers.

    Museum complexes are necessary in the cities of the Far North, says Artem Martynenko, a second-year master’s student at the Faculty of Architecture of our university (his academic supervisor is Associate Professor of the Department of Architectural Design Sergey Ivanov). According to Artem, the development of territories located in the Arctic zone is one of the main tasks of the Russian Federation. To do this, it is necessary to create a pleasant, well-maintained environment, including for cultural leisure. It is also worth considering the modern policy aimed at patriotic education of youth and awakening interest in studying the history and culture of our country. Given these factors, the design and construction of museum complexes is becoming an urgent task for architects. Artem formulated the principles of designing museum complexes beyond the Arctic Circle: multifunctionality, which allows the complex to gather the maximum number of consumers and remain in demand all year round, taking into account climatic features when choosing design solutions, etc.

    Anzhelika Ivanikhina, a fourth-year bachelor’s student at the Faculty of Architecture (supervised by Milena Zolotareva, Deputy Dean for Research, Associate Professor of the Department of History and Theory of Architecture), spoke about the algorithm for using generative neural networks to form an architectural concept using the example of creating a glamping site at the section on the history and theory of architecture. The audience learned how work on one of the projects was carried out in the workshop where the student works. According to Anzhelika, there is nothing wrong with using generative neural networks. You need to start with analyzing the territory and the initial data; then you should develop a functional plan and functional zoning, determine the concept of a specific part of the general plan and develop sketches. After that, you can start creating a prototype for the neural network, then analyze and adjust it. The final stage will be color correction of the result, post-processing in editing programs.

    The architectural and spatial features of Omsk, using the central part of the city as an example, became the topic of the report by the second-year undergraduate student of the Faculty of Architecture Arina Peteshova (supervised by Milena Zolotareva). Arina believes that the central part of Omsk has unique architectural and spatial characteristics that can be successfully used for the further development of the city. It is necessary to optimize the planning of the urban environment, pay attention to the development of integration solutions for historical and modern buildings, and study the impact of new architectural projects on the existing urban structure.

    The creation of tools for processing data on the working hours of the organization’s employees is being carried out by a second-year master’s student of the Faculty of Engineering Ecology and Urban Economy Egor Abramov under the supervision of the acting head of the Department of Information Systems and Technologies Olga Yarkova. Egor gave a report on the topic of his research at the section of information systems and technologies. The student analyzed the information environment of the enterprise, formulated the requirements for the developed tools, and determined the methods and technologies for implementation. The researcher plans to develop an application for solving work tasks and performing additional functions.

    The conference “Current Problems of Modern Construction” was held within the framework of a subsidy from the federal budget to educational institutions of higher education for the implementation of events aimed at supporting student scientific communities No. 075-15-2024-854. Scientific materials of the conference will be published in a collection of materials indexed in the Russian Science Citation Index.

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

    MIL OSI Russia News

  • MIL-OSI: Suspended trading due to challenges with NAV calculations

    Source: GlobeNewswire (MIL-OSI)

                                                                                                              Lysaker, 23 October 2024

    The below funds are suspended from the live trading on Nasdaq Copenhagen due to technical issues which affect NAV calculations, and hence, challenges to provide intrinsic values for the funds.

    Regards

    Storebrand Asset Management AS

    Contacts:

    Kim Toftegaard Andreassen, Director, Kim.Toftegaard.Andreassen@storebrand.com

    Frode Aasen, Product Manager, fdc@storebrand.com

    Fund name and share class Symbol ISIN
    SKAGEN Focus A SKIFOA NO0010735129
    SKAGEN Global A SKIGLO NO0008004009
    SKAGEN Kon-Tiki A SKIKON NO0010140502
    SKAGEN m2 A SKIM2 NO0010657356
    SKAGEN Vekst A SKIVEK NO0008000445
    Storebrand Indeks – Alle Markeder A5 STIIAM NO0010841588
    Storebrand Indeks – Nye Markeder A5 STIINM NO0010841570
    Storebrand Global ESG Plus A5 STIGEP NO0010841604
    Storebrand Global Solutions A5 STIGS NO0010841612
    Storebrand Global Multifactor A5 STIGM NO0010841596

    Storebrand is Norway’s largest private asset manager with an AuM of around DKK 900 billions, and also a leading Nordic provider of sustainable pensions and savings. The company has been a global pioneer in ESG investing for over 25 years, offering broad and scalable solutions for both institutional and private investors in the Nordic region and other European countries. Storebrand delivers sustainable investment solutions and client value through a multi-boutique platform, with the brands Delphi Funds, SKAGEN Funds and Storebrand Funds.

    The MIL Network

  • MIL-OSI Russia: Irina Dolzhenko, People’s Artist of Russia

    Translation. Region: Russian Federation –

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

    Mikhail Mishustin congratulated the opera singer, teacher, and soloist of the Bolshoi Theater on her anniversary.

    The telegram states, in particular:

    “Your uniquely beautiful voice, artistry and rare charm have brought you professional recognition and the love of opera lovers. Your teaching activities and worthy contribution to the preservation and development of the best traditions of the national opera school deserve special respect.

    I wish you new creative ideas, inexhaustible inspiration, good health and prosperity.”

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

    MIL OSI Russia News

  • MIL-OSI Europe: Second extrapolation for 2024: Confederation reckoning on financing deficit of CHF 900 million

    Source: Switzerland – Department of Finance

    The Federal Council was informed about the current extrapolation on 23 October 2024. The Confederation is reckoning on a financing deficit of CHF 900 million for this year. The expected deficit is thus likely to be lower than forecast in the June extrapolation (-1.6 bn) and in the budget (-2.6 bn), as a result of lower expenditure and the deferral to next year of the extraordinary capital contribution to SBB.

    MIL OSI Europe News

  • MIL-OSI United Kingdom: The London Fire Brigade: Is its culture changing?

    Source: Mayor of London

    Two years on from a review which identified institutional misogyny, racism and issues in handling mental health, what progress has the London Fire Brigade (LFB) made in tackling its cultural problems?

    Tomorrow, the London Assembly Fire Committee will ask academics, unions, and women in the fire service about how much progress has been made since the review and what work can still be done.

    Members will closely examine whether the LFB’s recently launched Professional Standards Unit and its External Complaints Service are working effectively to drive up standards in the service, and will learn more about the challenges of the delivery of complex cultural change in other institutions.

    The guests are:

    Panel 1: 10am-10.45am

    • Ann-Marie Barlow, Director, Energise Development
    • Suzanne McCarthy, Independent Chair, Fire Standards Board
    • Dr Jessica White, Acting Director of Terrorism and Conflict Studies, Royal United Services Institute
    • Dr Rowena Hill MBE, Professor of Resilience, Emergencies and Disaster Science, Nottingham Trent University

    Panel 2: 10.55am-12.15pm

    • Paula Lyons, Company Secretary, Women in the Fire Service
    • Anna Snelson, LFB Women in the Fire Service
    • Gareth Cooke, London Regional Organiser, Fire Brigades Union
    • Adam Shaw, London Regional Treasurer, Fire Brigades Union
    • Deborah Riviere Williams, Chair of Unison within the LFB

    The meeting will take place on Thursday 24 October from 10am, in the Chamber at City Hall, Kamal Chunchie Way, E16 1ZE.

    Media and members of the public are invited to attend.

    The meeting can also be viewed LIVE or later via webcast or YouTube.

    Follow us @LondonAssembly.

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: On your marks – 100 days to file Self Assessment

    Source: United Kingdom – Executive Government Non-Ministerial Departments 2

    Self Assessment customers encouraged to prepare and file their tax return early as 31 January deadline is in sight.

    • People have 100 days until 31 January deadline to file their Self Assessment tax return and pay tax owed  
    • Self Assessment customers urged to prepare and file their tax return early 

    The countdown clock has begun as HM Revenue and Customs (HMRC) reminds customers they have 100 days to file and pay their Self Assessment tax return before the 31 January deadline. 

    Anyone who is yet to start, can access information and guidance on GOV.UK to help them complete their tax return. 

    More than 3.5 million have already beaten the clock and submitted their returns. HMRC is reminding others that starting their Self Assessment early means they are more likely to complete an accurate tax return, avoid any last-minute panic plus they will know what they owe sooner and can budget. 

    Myrtle Lloyd, HMRC’s Director General for Customer Services, said: 

    The countdown to the Self Assessment deadline has begun but there is still time to thoroughly prepare and file an accurate tax return by 31 January. You can access online help and support to help you file. Search ‘help with Self Assessment’ on GOV.UK to find out more. 

    More than 12 million people need to file a tax return for the 2023 to 2024 tax year and pay any tax owed by the 31 January 2025 deadline.  

    HMRC has produced a series of  YouTube videos to help people complete their return and a step-by-step guide to check what customers need to do to file their first tax return.    

    Customers who are unsure if they need to file a tax return can visit GOV.UK to check if they need to send a Self Assessment tax return.  

    Anyone who is new to Self Assessment needs to register to receive their Unique Taxpayer Reference before they can send a tax return for the 2023 to 2024 tax year. 

    People who no longer need to file a tax return should tell HMRC as soon as possible to avoid any penalties. HMRC has produced 2 videos explaining how customers can go online and stop Self Assessment if they are self-employed and those who are not self-employed.  

    How to go online and stop Self Assessment if you’re self-employed

    How to go online and stop Self Assessment if you’re not self-employed

    HMRC recommends that anyone who regularly sell goods or provides a service through an online platform to find out more about selling online and paying taxes. The information on GOV.UK will help them decide if their activity should be treated as a trade and if they need to complete a Self Assessment tax return. 

    Criminals use emails, phone calls and texts to try to steal information and money from taxpayers. Before sharing their personal or financial details, people should search ‘HMRC tax scams’ on GOV.UK to access a checklist to help them decide if the contact they have received is a scam 

    People should never share their HMRC login information with anyone. Someone could use them to steal from them or claim benefits or a refund in their name.

    Further Information

    More information on Self Assessment 

    The deadlines for tax returns for 2023 to 2024 tax year are 31 October 2024 for paper returns and 31 January 2025 for online returns. 

    More than 97% of Self Assessment returns are filed online. 

    People can use the HMRC app to find out how to register for Self Assessment, check their Unique Taxpayer Reference, get their National Insurance number and employment income and history and pay their tax bill.

    Updates to this page

    Published 23 October 2024

    MIL OSI United Kingdom

  • MIL-OSI Video: UK How did the Speaker mark Black History Month 2024?

    Source: United Kingdom UK Parliament (video statements)

    Last week, the Speaker of the House of Commons welcomed Members, House staff and special guests to Speaker’s House to mark Black History Month.

    This month offers an opportunity to unite in reflection but also to learn about the culture and history of those in the community, past and present. Thank you to the cast of ‘Just My Imagination’ – The Temptations tribute act, showcasing some of the best of British performing arts.

    https://www.youtube.com/watch?v=YKAQvNdzdS0

    MIL OSI Video

  • MIL-OSI Russia: GUU at the forum “Voice of the generation. Vice-rectors, teachers”

    Translation. Region: Russian Federation –

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

    A team of teachers from the State University of Management took part in the program “Voice of a Generation. Vice-Rectors Teachers”, held with the support of the Federal Agency for Youth Affairs and the Ministry of Science and Higher Education of the Russian Federation.

    Representatives of more than 50 universities of our country gathered at the Mashuk Knowledge Center in Pyatigorsk.

    This year, the main topic of the meeting was educational work, which was examined from different points of view: psychology, law, neurobiology.

    The delegation of the State University of Management included: Deputy Director of the Institute of Economics and Finance for educational work Valeria Ivanova, Deputy Director of the Institute of Social and Cultural Studies and the Bureau of Culture Svetlana Grishaeva, Deputy Director of the Institute of Information Systems for educational work Kirill Putilov, Deputy Head of the Department of Management in the Sphere of Culture, Cinema, Television and Entertainment Industry Anna Akopyan and Lecturer of the Department of Marketing Alina Gorchakova.

    The forum’s guests of honor were Deputy Minister of Science and Higher Education of the Russian Federation Olga Petrova and Advisor to the Head of the Federal Agency for Youth Affairs Madeleine Baturina.

    The forum program included not only the usual presentations by speakers, master classes and seminars, but also other formats of work: quiz, business games, round tables, reflection and an immersive game with immersion, where teachers together decided what the future world will be like in terms of values, specialties and what the student of the future will be like.

    During four days of intensive work, the team from each university had the opportunity not only to reconsider their views on the educational process at the university, but also to plan specific actions applicable in their work, as well as to exchange experiences with colleagues from other universities and even make their own proposals for changing the points of the educational work program at their university.

    At the end of the final evening, all participating teams had to formulate a phrase describing the main insight after completing the program.

    The quote from the GUU team is: “The happiness of discovering yourself through discovering others.”

    Subscribe to the TG channel “Our GUU” Date of publication: 23.10.2024

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

    MIL OSI Russia News

  • MIL-OSI United Kingdom: South China Sea conference 2024: speech by UK Minister for the Indo-Pacific

    Source: United Kingdom – Executive Government & Departments

    Minister Catherine West gave a keynote speech to the South China Sea conference in Ha Long, Vietnam.

    Good morning everybody, and it’s lovely to be here on such a perfect morning with those beautiful mountains and sea in front of us.

    As we’ve heard from Dr Dung and Vice Minister Viet, thank you to our local government partners who’ve put on such a beautiful event for us. And thank you to our Indonesian collaborator who spoke first, it was so good to hear from him.

    In the UK we have a relatively new government, elected in July this year…

    … and many people have asked me as the new Minister for the Indo-Pacific, “how do we know that the UK is committed to the Indo-Pacific?”.

    After three weeks my boss, David Lammy, who is the Foreign Secretary, visited Vientiane as part of the ASEAN discussions and this is my third country in the region to visit since July.

    So we know that working together with European partners and with others in the region, we can be allies with all of the partners in ASEAN and we can join together to have a very good discussion about peace and security.

    On Monday, I will go to Manila for the Women, Peace and Security conference, which will I think create a really deep understanding for myself as a new Minister as to the challenges in the region. And also the importance of promoting women’s leadership around this area of partnerships, rooted in respect and mutual trust. 

    Positioning the UK as a long-term reliable partner of the Indo-Pacific, underpinned by a shared respect for ASEAN leadership and centrality. And after that conference I will return to the UK, bringing back news of the conference and your thoughts.

    Because we know that after nearly 25 years of the landmark UN Security Council Resolution 1325,… 

    …in which the UK played a leading role,… 

    …I will underline that our commitment to advancing participation in conflict prevention, reduction and resolution is unwavering, both in ASEAN but also globally.  

    And it is in the same spirit that I join you here today, to set out the UK’s support for collective efforts to maintain regional security and uphold international law.

    Global Maritime Security  

    Let me begin by stating unambiguously that the UK wants a free and open Indo-Pacific.  

    Because put simply, our collective global prosperity hinges on keeping the vital sea-lanes in the South China Sea open. Or the East Sea, as I believe in Vietnam you call it.

    Our shared security interests also demand that we stand-up for principles of sovereignty and territorial integrity… 

    …through the international legal framework that protects these principles,… 

    …for example, the UN Convention on the Law of the Sea – or UNCLOS as we call it.    

    But it’s not just the Indo-Pacific.   

    Undermining international law in any situation, in any context… 

    … has the potential to corrode the wider system of global governance that protects security and prosperity. 

    Take for example the sustainable development goals.  

    We can hardly hope to achieve those goals without peace and security spurring on economic growth.  

    And all of that relies heavily on having stable seas where the rule of law is upheld.  

    And this year we’ve seen a serious and sustained series of incidents,… 

    …representing one of the sharpest spikes in tensions over recent years.  

    The use of water cannons, blocking, and ramming manoeuvres have interfered… 

    …with Philippine rights and freedom of navigation.  

    These actions, and the responses they may incite, raise the risk of serious miscalculation… 

    …as well as posing a direct threat to international law. 

    And last month Chinese law enforcement attacked Vietnamese fishermen, leaving them seriously injured.  

    The grave risk of instability and escalation that these incidents pose is a significant concern for the international community. 

    Not just because of the impact it could have on global prosperity and security, but also on livelihoods and local biodiversity.   

    That is why the UK has and will continue to protest any action which threatens peace and stability… 

    …or seeks to undermine the primacy of UNCLOS.  

    Keeping the South China Sea safe is our priority. 

    And the only way we can achieve that is by working together with partners including those represented here today.  

    Climate and nature security 

    Now another crucial element to our security and prosperity is climate and nature.

    After this session I will be going to visit some of the areas affected by Typhoon Yagi, to understand more deeply how the Red Cross is working to mitigate those terrible floods and hear from local people as to how they’re managing about those floods.

    We were among the first countries to sign the Biodiversity Beyond National Jurisdiction Agreement… 

    …and we remain focussed on its ratification.   

    Home to over a third of world’s coral reefs – this region is critical… 

    …to halting and reversing the loss of the natural ecosystem. 

    Rising sea levels risk leading to worsening maritime disputes. 

    And we cannot tackle the various risks unless we understand them well.  

    So the UK is using its expertise to help.  

    For example, the UK Met Office is studying how changes in sea surface temperature affect migratory fish and coastal ecosystems,… 

    …playing a role not just on food security but also on addressing the poor environmental impact of rising temperatures.

    Back home, we have also set a landmark goal – to be the first major economy to deliver clean energy power by 2030.  

    But acting alone is not a solution.  

    That is why we want to work with you and partners across the world to accelerate the clean energy transition. 

    So we are boosting progress by building on existing programmes. 

    Such as the Just Energy Transition Partnerships – JETP – in Indonesia and Vietnam,… 

    …supporting innovative clean energy… 

    …and the expansion of grids and storage. 

    Growth and Technology 

    Technology also plays a key role… 

    …and is something the UK is keen to harness to help solve global challenges.  

    Modern maritime ecosystems is becoming increasingly interconnected and digital in its nature.  

    And more and more sophisticated technology supports improved port operations across the globe,… 

    …the development of Autonomous Surface Ships will reduce the number of seafarers needed to operate a vessel. 

    We know how essential undersea telecoms cables are.  

    And they will only grow in importance with the use of AI becoming more widespread.  

    That is why the UK is working transparently with partners to develop inclusive global norms and standards… 

    …for the responsible and ethical use of technology and AI, including in maritime contexts. 

    Working together 

    Finally, we know that we live in a rapidly changing world where the more closely we work, the stronger we are.   

    Next year, the UK will hold its third Regional Maritime Security Symposium in Southeast Asia to discuss collaboration on a range of maritime issues. 

    It’s so encouraging to be here today and to work with Asia-Pacific partners, and as I speak, HMS Spey and HMS Tamar, our two Offshore Patrol Vessels, continue their operations in the Indo-Pacific,… 

    …exercising with partners,… 

    …responding to humanitarian disasters,… 

    …and tackling maritime challenges.

    Thank you so much for the opportunity to speak today, and I look forward to questions afterwards.

    Thank you.

    Updates to this page

    Published 23 October 2024

    MIL OSI United Kingdom

  • MIL-OSI Security: Meet Hedwige Lauwaert, who supported NATO’s media relations for more than 25 years

    Source: NATO

    During her long career at NATO, Hedwige Lauwaert served as the principal assistant to four NATO Spokespersons. In this behind-the-scenes role, she helped the Alliance communicate with thousands of international journalists – and witnessed turning points in NATO history, such as the accession of the first countries from the former Eastern Bloc in 1999, NATO’s operation Allied Force conducted in March 1999 to halt the humanitarian catastrophe that was then unfolding in Kosovo, and the invocation of Article 5 after the 9/11 terrorist attacks against the United States.

    The journey to NATO’s press office

    Hedwige was born in the Belgian city of Ninove in 1950, just a year after Belgium became a founding member of NATO. She studied modern languages and worked for 12 years in the private sector, for air transportation and engineering companies, before applying for a job at NATO Headquarters in Brussels.

    Hedwige’s journey at NATO started in 1984, when she joined the International Military Staff at the Allied Long Lines Agency (ALLA). ALLA’s mission was to ensure telecommunication services in times of conflict and peace, and to provide support to NATO and the Allies in commercial procurement.

    After one year of working in ALLA, Hedwige transferred to a new role in NATO’s Office of Information and Press, where she was part of the team in charge of organising visits to NATO Headquarters and offering group briefings to students, opinion makers, government officials and academics in English, French and Dutch. Additionally, she assisted the Dutch Liaison Officer in organising visits and conferences for groups from the Netherlands.

    “When I worked in the Visits Section, I realised how important communication was for NATO’s image. It was a difficult time for the Alliance because of the protests against the storage of cruise missiles on European military bases in the 1980s and nuclear activism demonstrations, so when I was offered the position of personal assistant to soon-to-be Spokesperson Jamie Shea at the Press Office, I accepted it immediately.”

    Working with the NATO Spokespersons

    From 1995 to 2011, Hedwige served as the principal assistant to the NATO Spokesperson, working with Jamie Shea, Yves Brodeur, James Appathurai and Oana Lungescu. Hedwige’s main role was to organise interviews for the Spokesperson, the NATO Secretary General and other NATO officials with journalists and media outlets from all over the world, and to accompany the Spokesperson to NATO summits and ministerial meetings abroad.

    During her sixteen years working for the NATO Spokesperson, Hedwige witnessed key episodes in the Alliance’s history. One particularly challenging moment was the Kosovo crisis in 1999. The pace of work was relentless, with daily press conferences, non-stop calls, long working hours and a considerable amount of stress as Spokesperson Jamie Shea explained NATO’s intervention over a 78-day air campaign to halt the humanitarian catastrophe.

    “The Kosovo crisis was probably the most intense period of my career at NATO. Every day felt like a summit day. At the time, our offices were located in the entrance hall of the press building, and journalists would constantly approach us until a Media Operations Centre was created in the secure zone.”

    Another key event of 1999 was NATO’s 50th anniversary summit in Washington, D.C. – where the North Atlantic Treaty had been signed in 1949.

    “I remember this meeting as being quite historical, because the Heads of State and Government of the new NATO members – Czechia, Hungary and Poland – were participating in their first NATO summit meeting,” Hedwige recalls. “This was also the time when I first visited the CNN studios, where I met my media contact for many years to come.”

    The 9/11 terrorist attacks

    The 9/11 terrorist attacks were a turning point in NATO’s history. Hedwige remembers the moment she learned about the collapse of the World Trade Center in New York City and the never-ending night when the crisis team scrambled to understand what had happened, with no sustenance other than leftover birthday cake.

    “Then-Spokesperson Yves Brodeur had just briefed a group of Finnish journalists when he returned to the office and told me to turn on the TV to see the images of the plane impact. Essential staff were required to stay working that night while all catering facilities were closed on the premises. It also happened to be the birthday of Jamie Shea, at the time the Director of Information and Press, and his cake was the only thing to eat all evening and night, and it had to be shared with approximately 20 people.”

    Over the following days and weeks, Hedwige supported the Spokesperson and the Secretary General as they communicated NATO’s response to the world – including the invocation of Article 5 for the first time in NATO’s history.

    During her time as contact point for international journalists, Hedwige learned about some of the professional difficulties they faced, particularly when it came to covering NATO’s meetings abroad. For this reason, on the occasion of the Foreign Ministers’ Meeting in Reykjavik in May 2002, Hedwige established a partnership with the Belgian Ministry of Defence that allowed her to use one of their planes as a means of transportation for journalists to such events. Hedwige’s creativity and innovation were commended by Secretary General Lord Robertson with NATO’s Award of Excellence, a recognition dedicated to honouring the professionalism of hard-working NATO staff members.

    Life after NATO

    Hedwige retired from NATO in 2011 and currently lives in Provence, France. She has become a keen gardener and helps to organise visits to the gardens in the region for the organisation ‘Mediterranean Gardening France’.

    Hedwige Lauwaert’s message for the Alliance’s 75th anniversary

    “It is probably a cliché, but I hope that NATO will be around for another 75 years, and longer, to make sure that future generations will live in peace.

    There have always been difficult periods in NATO’s history, and frequently its relevance was put into question, but in the current hostile world, NATO is the only guarantee to stability and hopefully peace.”

    This article is part of the 75th anniversary #WeAreNATO series.

    These interviews feature former NATO staff members who share their personal stories and first-hand experiences related to the Alliance’s key moments and historic turning points, such as the Cold War and 1989, the first out-of-area missions, partnerships, 9/11 and more.

    MIL Security OSI

  • MIL-OSI Global: Why Trump’s messaging is becoming more extreme, a mathematician explains

    Source: The Conversation – UK – By Dorje C. Brody, Professor of Mathematics, University of Surrey

    “Talk about extreme.” That was the response of Democratic presidential nominee Kamala Harris at September’s televised debate, after her rival, Donald Trump, made the baseless claim that migrants had been eating the dogs and cats of their neighbours in Springfield, Ohio.

    Despite mounting criticism, Trump doubled down on the accusation. Likewise, during the more recent vice-presidential debate, Trump’s running mate, JD Vance, falsely claimed that the migrants in Springfield are illegal.

    The arrival of hurricanes Milton and Helene then gave them more opportunities to disseminate disinformation. Trump’s team attacked the government over its response to the disaster, claiming that government money earmarked for disaster victims has been spent on migrants who crossed illegally into the US.

    “Kamala spent all her Fema [Federal Emergency Management Agency] money – billions of dollars – on housing for illegal migrants”, Trump said at a rally in Michigan. This point was also repeated by Vance in an opinion piece on October 8 in the Wall Street Journal.

    The claim is false. But does it make sense for Trump’s team to spread such extreme disinformation? Mathematical analysis suggests it can.

    The positions of the candidates on the various issues, such as migration, can be represented on the political spectrum from the left to the right. It is fair to say that Trump places himself at the right end of the spectrum, while Harris sits at the centre.

    If you are at the far end of the spectrum, left or right, then you want to move people as far in your direction as possible. So, given that these days, in the US at least, there appear to be no consequences for disseminating disinformation, you want your messages to be extreme.

    By consistently hyping up the dangers of migrants, for example, more voters will start feeling that something needs to be done, even if they have never encountered an issue themselves.

    Indeed, mathematical models show that the probability of a candidate positioned at the end of the spectrum winning an election can, at least theoretically, reach 100%, if the messages are nothing but extreme. The same does not apply to a candidate positioned in the middle.

    We have seen this effect manifesting itself in the recent elections in Germany and France. Unless the public already has a strong appetite for the centre ground, which was the case for July’s general election in the UK, positions at the centre are often precarious.

    The path to victory for Harris therefore remains steep. But there are means for an effective counteroffensive.

    Clear communication

    Political messages have two purposes: communicating where the candidate stands on the various issues, and making the voters feel that those positions are desirable. We can apply the mathematics of communication, which explains our cognitive response to digesting information, to infer the impact of political messages.

    In particular, we can study how different messages on a given issue combine and interact. This, of course, only concerns voters who consume a variety of information sources, as opposed to those confined to an information echo chamber.

    For those who consume both Democratic and Republican messages, the effect of combining them can be subtle. But, in many cases, they combine in an additive way with some weights on each message.

    You can think of it as a weighted average of the two information sources. For example, if Harris says one thing and Trump says something opposite on a particular issue, then the net effect is each message muting the other slightly.

    So, if Trump says the illegal Haitian migrants in Springfield are eating people’s pets, and Harris says the migrants are there legally and are not eating anyone’s pets, then people might come to the conclusion that, while there may be illegal Haitian migrants in Springfield, they may not be eating pets.

    However, in some cases, one of the weights can take a negative value. This means that rather than adding them, the receiver of the two messages will subtract them. When this happens, the effect of that message is unexpectedly reversed.

    For example, when clear and convincing evidence of the legal status of the migrants in Springfield is presented, the prevailing noise about their pet-eating habits will, in anything, strengthen people’s belief that the claim is false.

    This can happen when the message from Harris is sufficiently loud and clear. Importantly, this does not mean Harris should loudly deny the disinformation. Provided that Harris sticks to her own messages in a clear and transparent manner, the mathematics of communication predicts that disinformation can turn itself against its spreader, for the following reasons.

    The idea, roughly speaking, goes as follows. Suppose that a recipient of the messages is unaware of the prevalence of disinformation, and that there is a considerable gap between the unsubstantiated disinformation and reliable information, with the latter being communicated very clearly.

    In this situation, communication theory shows that the receiver will dismiss disinformation more strongly than someone who is aware of the prevalence of disinformation.

    It is reminiscent of the Japanese martial art judo where the ultimate aim is to use your opponent’s momentum, rather than your own force.

    Disinformation should be challenged. And, indeed, both Harris and her predecessor Joe Biden have come out to condemn Trump’s “onslaught of lies” in relation to the two hurricanes.

    But merely focusing on challenging disinformation is counterproductive. What is more important is for their own message to be communicated loud and clear.

    No crystal ball can tell us whether the Democrats will retain the White House in November. But simply repeating the point that Trump is a threat to democracy, as Biden was prone to do, will not cut it.

    Dorje C. Brody has received funding from UKRI.

    ref. Why Trump’s messaging is becoming more extreme, a mathematician explains – https://theconversation.com/why-trumps-messaging-is-becoming-more-extreme-a-mathematician-explains-239421

    MIL OSI – Global Reports

  • MIL-OSI United Kingdom: Scottish Greens call for introduction of ‘mansion tax’ in Scottish budget

    Source: Scottish Greens

    Scottish Greens are calling for a range of revenue-increasing levies such as ‘mansion tax’ to protect people and planet from budget cuts.

    The introduction of a ‘mansion tax’ on the sale of the most expensive homes is one of a number of property tax changes proposed by the Scottish Greens, with the money raised being used to protect public services from further cuts.

    Scottish Greens finance spokesperson Ross Greer has called for the Scottish Government to use the upcoming budget to introduce a new band of Land and Buildings Transaction Tax, set at 15% for the purchase of homes costing over £1 million.

    Currently, the top rate of Land and Buildings Transaction Tax for residential properties is 12% on £750,000 and above. The Scottish Greens are proposing a new 12% rate starting at £650,000 and a 15% rate from £1 million.

    Mr Greer said: “14 years of Tory cuts have left Scotland’s budget in a dire state. Sadly, the new Labour government shows every sign of going further and deeper with their own cuts to public services. We must use every tool available to us here in Scotland to protect people and planet from the damage these budget cuts would do.

    “A mansion tax on the biggest and most luxurious houses is one of many ways we can raise more money to support services like the NHS while only impacting the very wealthiest people.

    “There is more than enough wealth in Scotland to end child poverty tomorrow, but far too much of it is in the hands of a very small number of extremely rich people and big companies. The powers needed to tax them fairly mostly sit at Westminster rather than Holyrood, but we can use tools like Scottish property taxes to make sure the richest people in society pay a bit more when they are buying a new house.

    “A mansion tax could be introduced by the SNP now. It would raise crucial funds we could use to tackle child poverty and the climate emergency.”

    Mr Greer added: “The Scottish Greens have already delivered an income tax system for Scotland which raises £1.5 billion more every year for public services like our schools. If we want to protect these services though, we need to go further. That’s why we are proposing a range of options to the SNP. 

    “If they want Green votes to pass the government’s budget, they know that the price of our support is more funding to tackle child poverty and the climate crisis. We are being clear about where that money could be raised from.”

    In 2023, the Scottish Greens delivered new powers to double Council Tax on second homes and increased the Additional Dwelling Supplement, which is paid by those purchasing a property which is not their primary home, such as “buy to let” landlords and those buying second homes. The purpose of these changes was to raise additional funds and to discourage the purchase of holiday homes in areas where they are causing acute housing shortages.

    The Party also introduced the Housing Bill which is currently working its way through Parliament. If passed, this would provide permanent rent controls and protections for tenants.

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: Donanemab licensed for early stages of Alzheimer’s disease in adult patients who have one or no copies of apolipoprotein E4 gene

    Source: United Kingdom – Executive Government & Departments

    The Medicines and Healthcare products Regulatory Agency (MHRA) has today, 23 October 2024, approved a licence for the medicine donanemab (Kisunla) for use in the early stages of Alzheimer’s disease, following a thorough review of the benefits and risks.

    Donanemab works by removing a sticky protein called beta-amyloid from the brain that is believed to cause Alzheimer’s disease, and in the trials conducted the medicine showed some evidence of efficacy in slowing its progression.

    As for any new medicine, this decision was made with expert scientific advice on the benefit risk of donanemab from the Commission on Human Medicines (CHM), the government’s independent advisory body.

    Julian Beach, MHRA Interim Executive Director, Healthcare Quality and Access, said:

    Licensing medicines which meet acceptable standards of safety, quality and efficacy is a key priority for us.

    We’re assured that, together with the conditions of the licence approval, the appropriate regulatory standards for this medicine have been met.

    As with all medical products, we will keep its safety under close review, and with a safety study to be undertaken after licensing, we will ensure that the benefit risk of donanemab is closely followed up post-authorisation.

    Donanemab is approved to treat adults in the early stages of Alzheimer’s disease who have one or no copies of the apolipoprotein E4 gene (ApoE4). A person can have no copies, one copy or two of this gene. Approximately 15% of those diagnosed with Alzheimer’s disease have two copies of this gene, known as homozygous patients, and are at increased risk of developing Alzheimer’s disease, while people with one copy also have an increased risk.

    The patient’s doctor will perform testing to make sure that donanemab is right for them.

    Donanemab was evaluated in a main study (Phase III Study TRAILBLAZER-ALZ 2) involving 1,736 patients with early Alzheimer’s disease who had mild cognitive impairment, mild dementia and evidence of amyloid pathology. The patients in the study also had evidence of a protein called ‘tau’ in their brain which is involved in Alzheimer’s disease.

    The study looked at changes in patients’ brain cognition and function, measured by clinical tools such as the integrated Alzheimer’s Disease Rating Scale (iADRS). Other tools used included the Clinical Dementia Rating Scale – Sum of Boxes (CDR-SB), ADAS-Cog13, and ADCS-iADL. These tools are used by doctors to measure Alzheimer’s disease and were measured at the start (baseline) and then throughout the study.

    In this study, the patients received either 700 mg donanemab every 4 weeks for the first 3 doses, and then 1400 mg every 4 weeks (860 patients) or placebo (a dummy infusion, 876 patients) for up to 72 weeks.

    At week 76 of the study, patients treated with donanemab had statistically significantly less clinical progression in their Alzheimer’s disease compared to patients that were treated with the placebo. This was assessed by change in iADRS score from baseline. Patients with low to medium levels of tau protein showed 35% slowing of clinical progression which equated to 4.4 months of delay in disease progression. In the overall population treated with donanemab, there was a 22% slowing of clinical progression, translating to a 1.4-month delay in disease progression.

    Donanemab treatment in both carriers and non-carriers was associated with less decline on iADRS and CDR-SB scores and a significant reduction in amyloid plaque compared with placebo (this is consistent with previous data from phase 2 for carriers but not for non-carriers which previously were not seen to benefit). However, among carriers, the reduced decline in iADRS and CDR-SB was driven by those with one ApoE4 gene. Those with two ApoE4 genes did not demonstrate a significant slowing in decline. Reduction in amyloid plaque was observed regardless of the number of ApoE4 genes an individual had, but the reduction was smaller among those with two ApoE4 genes.

    ApoE4 homozygous patients who received donanemab were also at higher risk of developing Amyloid Related Imaging Abnormalities (ARIAs), which are most commonly seen as temporary swelling in one or more areas of the brain (ARIA-E) or small spots of bleeding in or on the surface of the brain (ARIA-H).

    The CHM therefore advised that the risk benefit of donanemab was favourable in the patients who were ApoE4 non-carriers or heterozygous but not in the homozygous group, and that testing for the ApoE4 gene should be carried out before treatment.

    Use of donanemab in patients who are on anticoagulants (blood thinners, including warfarin) or have been diagnosed with cerebral amyloid angiopathy (CAA) on MRI before starting treatment is contraindicated as the risks in these patients are considered to outweigh the benefits.

    Donanemab is a monoclonal antibody which binds to a protein called amyloid beta in Alzheimer’s disease, where clumps of amyloid beta protein form plaques in the brain. Donanemab works by binding to these clumps and reducing them, therefore slowing the progression of the disease.

    The recommended dose of donanemab is 1400mg, with the patient receiving this dose once every four weeks in a healthcare setting. When starting treatment, the patient will initially receive a 700mg dose every week for the first three rounds of treatment. Donanemab is administered intravenously, with each infusion lasting at least 30 minutes. The total duration of treatment should not exceed 18 months.  

    The most common side effects of the medicine are infusion-related reactions (which can cause fever and flu-like symptoms), headaches and ARIA.

    In placebo-controlled studies, the incidence of ARIA was lower in non-carriers (24.1% donanemab vs 11.3% placebo) and heterozygotes (37.4% donanemab vs 13.4% placebo) than in homozygotes (58.3% donanemab vs 21.3% placebo).

    Among patients treated with donanemab, symptomatic ARIA-E occurred in 4.1% of non-carriers and 6.1% of heterozygotes compared with 7.7% of homozygotes. Serious events of ARIA occurred in approximately 0.7% of non-carriers, 1.7% heterozygotes and 3% of homozygotes. Among patients treated with donanemab, the rate of severe radiographic ARIA-E was lower in non-carriers 1.0% (3/291) and heterozygotes 2.1% (11/522) compared to homozygotes 4.2% (7/168). The rate of severe radiographic ARIA-H was lower in non-carriers 4.5% (13/291) and heterozygotes 9.2% (48/522) compared to homozygotes 24.4% (41/168).

    A full list of all side effects reported with this medicine is available in the patient information leaflet or from the product information published on the MHRA website.   

    As with any medicine, the MHRA will keep the safety and effectiveness of donanemab under close review. To promote safe and effective use and keep the safety and efficacy of donanemab under close review, initiation of treatment in any patients will be through a central registration system implemented as part of a controlled access programme.

    A post-authorisation safety study will be conducted to investigate the safety and benefit-risk profile of donanemab in routine clinical practice, particularly in relation to incidence and severity of ARIAs and intracerebral haemorrhage, and long-term safety.

    Additional risk minimisation activities will be implemented for donanemab. These activities include the following:

    • educational materials for prescribers and radiologists on important safety risks related to the use of donanemab such as ARIA-E ARIA-H and intracerebral haemorrhage >1 cm
    • a patient card designed to enhance the awareness and knowledge of patients and caregivers about the safety concerns with donanemab as well as inform physicians of ARIA differential in an emergency setting.

    Anyone who suspects they are having a side effect from this medicine should to talk to their doctor, pharmacist or nurse and report it directly to the MHRA Yellow Card scheme website or via the Yellow Card app available on Google Play or Apple App stores. 

    ENDS

    Notes to editors  

    1. The authorisation for donanemab was granted on 23 October 2024 to Eli Lilly.
    2. More information can be found in the Summary of Product Characteristics and Patient Information leaflets which will be published on the MHRA Products website.
    3. The Medicines and Healthcare products Regulatory Agency (MHRA) is responsible for regulating all medicines and medical devices in the UK by ensuring they work and are acceptably safe.  All our work is underpinned by robust and fact-based judgements to ensure that the benefits justify any risks.
    4. The MHRA is an executive agency of the Department of Health and Social Care.
    5. The Commission on Human Medicines (CHM) advises ministers on the safety, efficacy and quality of medicinal products. CHM is an advisory non-departmental public body, sponsored by the Department of Health and Social Care.
    6. For media enquiries, please contact the news centre on 020 3080 7651 or newscentre@mhra.gov.uk

    Updates to this page

    Published 23 October 2024

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: City council celebrates the contribution of children of foster carers

    Source: City of Stoke-on-Trent

    Published: Wednesday, 23rd October 2024

    The city council held a Kids of Carers Celebration Day last weekend to thank all the children in Stoke-on-Trent who welcome children into their home.

    It’s part of the city council celebrating The Fostering Network’s Children of Foster Carers Month, a UK-wide campaign to celebrate the significant contribution of children of foster carers to successful foster care. It marks the importance of the children of foster carers and the vital role they play in the lives of fostered children.

    The Kids of Carers group offers support to foster carers’ own children and thanks them for all that they do. It recognises that being the child of a foster parents means sharing your home and family and welcoming another child into your life.

    Lauren, aged 15, said: “I think Kids of Carers makes the kids of foster parents feel valued and appreciated and is also a good opportunity to speak with other people who understand what it like living in a fostering family with fostered children. It’s also nice to meet other people who are doing the same thing.”

    Tia, aged 11, said: “I have been part of Kids of Carers for over 4 years now and I have enjoyed meeting other children that also foster and everybody is so friendly. I enjoy all the activities and know that there is always somebody I can talk too if I need too. I would encourage all children to and meet new friends and have a good time with people that understand fostering.”

    Daisy aged 15, said: “I wanted to start Kids of Carers due to how much fun my older sister had when she was there. When dropping her off to all the fun activities, I was so excited when I was seven so I could join.

    “When I first started I was scared but I was made to feel welcome and I really enjoyed it. I met so many amazing people who were in the same boat as me and understood what it was like fostering – something I had never experienced before and it was so lovely. I highly recommend everyone going, as I have been going for 8 years now and it is so good every time and if you join you will never regret it.”

    Kole aged 13, said: “I enjoy Kids of Carers because you get to meet new people, and Marie and her team always make you feel special. We get to do fun things that are just for us.”

    Kids of Carers thanks children for their support through activities and days out including:

    • Bowling
    • Games
    • Craft activities
    • Trips to football matches

    … and much more.

    New initiatives in the city like higher skills payments and grants for adaptations to home to make them suitable for fostering mean that more people in the city can now foster. Here, there is no typical foster carer and Stoke-on-Trent City Council fostering team is keen to hear from anyone who wants to find out more about opening their heart and home to a child.

    We encourage applications from all people who want to make a difference to children regardless of age, gender, religious, or cultural background, sexual orientation or relationship status. We are looking for people from all walks of life whether you are interested in fostering full time, or can only offer short breaks or emergency care.

    Councillor Sarah Hill, cabinet member for children’s services said: “I’d like to thank all the children and young people who welcome children into their homes. We know it’s not always easy to share your parents, grandparents, aunts and uncles so we want to give you a huge thank you. We want to support you all as much as possible through things like our support group, Kids of Carers.

    “We’re always on the look out for more foster carers to enable more children to be cared for locally in a supportive home environment. I’d urge anyone who has a spare bedroom and wants to make a difference to the lives of children in Stoke-on-Trent to consider fostering. As a city council we’re committed to reducing the number of children in care and finding children safe, loving homes.”

    Anyone who would like to know more about becoming a foster carer in Stoke-on-Trent can visit https://fostering.stoke.gov.uk or call 01782 234555.

     

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: Work begins on new Community-Led Housing project in Ryde 23 October 2024 Work begins on new Community-Led Housing project in Ryde

    Source: Aisle of Wight

    Work is underway on a new Community-Led Housing project in Ryde — one of the first of its kind on the Island.

    The innovative development will offer a mix of studio and one-bedroom flats, available at truly affordable rents.

    The scheme is the first to be funded under the Isle of Wight Council’s Community-Led Housing project and is due to welcome its first residents in June next year.

    John Prickett, the council’s Community-Led Housing officer, has been supporting Aspire Ryde to purchase and re-purpose the charity’s High Street building.

    Last month work started to convert the upper two floors into seven self-contained flats for Island people, including veterans, who would otherwise be in danger of homelessness.

    The ARCH Community Hub and shop will be retained on the ground floor.

    Aspire will support people with their tenancies with the view to their eventual move to a suitable permanent home.

    Councillor Ian Stephens, the council’s Cabinet member for housing, said: “We’re excited that we’re finally able to start work on this important, Community-Led Housing project in partnership with Aspire Ryde.

    “We recognise the issues facing the Island and remain absolutely committed to the delivery of affordable housing.

    “We hope developments such as this will encourage more Community-Led Housing schemes to come forward and help us to provide the affordable homes we so desperately need for Islanders.”

    Aspire has been able to fund the purchase and development of the project through a mix of specific Community-Led Housing funding from the Isle of Wight Council, and a long-term loan from Charity Bank.

    Grants from Charity Bank, the Armed Forces Covenant Trust and the B&Q Foundation have also been secured to fund the finishes to the flats.

    The designers for the project, who worked with Aspire through various re-designs, were local practice Arid Design (Ltd) and the building contractor is DN Associates Limited.

    Trevor Nicholas, chief executive of Aspire Ryde, said: “We are thrilled to have got to this point with the project and are extremely grateful to John Prickett and the Isle of Wight Council, alongside Charity Bank and other grant funders for their support and commitment to providing homes for those in the greatest need.

    “It is fantastic to see Community-Led Housing taking shape here and we hope that this will act as a catalyst for other projects across the Island. We are so looking forward to welcoming our first residents.”

    Photo shows: JD Viette (project manager for Aspire), John Prickett, Trevor Nicholas and council Leader Councillor Phil Jordan.

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: ODS and Oxford City Council Launch Recycling Trial for Flats to Reduce Waste Contamination

    Source: City of Oxford

    Published: Wednesday, 23 October 2024

    ODS, in partnership with Oxford City Council, has launched a new recycling and waste management trial at some flat sites in Oxford to improve recycling and reduce contamination.

    ODS, which manages domestic recycling and waste collections on behalf of Oxford City Council, is exploring a new approach to waste management at six blocks of Council flats across the city.  

    Blocks of flats typically share bin stores for recycling, rubbish, and food waste, often leading to high contamination rates. This trial aims to address these issues by testing new approaches.  

    The initiative is part of a six-month trial, which will see the Council and ODS trialing different approaches to waste management, to encourage increased participation in recycling efforts and reduce contamination, and identify which approach works best.  

    The Council and ODS have identified six blocks of flats that have recognised concerns around recycling contamination and overflowing waste. The blocks of flats that are participating in the trial are: 

    • Henry Taunt Close  
    • Field Avenue (blocks 113-139) 
    • Hawksmoor (blocks 1-12) 
    • Williamson Way (blocks 2-24) 
    • Mason Road (blocks 69-103) 
    • Wolseley and Riley House 

    At the start of each trial, residents in participating blocks of flats were visited by Recycling Officers, and received a letter and informational leaflet detailing what can and cannot be disposed of in each bin. Signage located near the bins at each block has also been updated to reflect the trial.  

    ODS and the Council will be monitoring and reviewing feedback from residents as well as recycling and waste collection crews. Each approach will be assessed before making any decisions about permanent changes or expanding the new approaches across the city.  

    There will be no change for blocks of flats that are not participating in the trial, and these residents are encouraged to continue to follow their regular recycling and waste advice.   

    “We can all improve our recycling habits. We are committed to increasing recycling rates and reducing costly contamination, which is why we’re trialing these new approaches. We will be working closely with residents in the blocks of flats throughout the trial and will be asking for their feedback before making any permanent changes.”

    Councillor Nigel Chapman, Cabinet Member for Citizen Focused Services and Council Companies (including ODS)

    “We’re excited to launch a new recycling initiative aimed at tackling the unique challenges faced by residents in Oxford who use shared bins. Our pilot programme, starting at six flat sites, will trial innovative strategies to reduce fly-tipping, cut down on contamination, and make recycling easier. If successful, we would look to expand this approach to other flat sites across the city.” 

    Michelle Bradbury, Recycling Team Leader, ODS

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: Local Area Energy Plan adopted by Lancaster City Council Lancaster City Council has adopted a pioneering new strategy that aims to shape future energy planning, reduce carbon emissions and support economic prosperity.

    Source: City of Lancaster

    Lancaster City Council has adopted a pioneering new strategy that aims to shape future energy planning, reduce carbon emissions and support economic prosperity.

    Front cover of the Local Area Energy Plan

    On Tuesday (October 22) the council’s cabinet approved a Local Area Energy Plan (LAEP), which sets out a long-term vision for decarbonising the district by 2040 and looks beyond the council’s own 2030 target for its direct activities.

    The LAEP sets out the changes required to transition the Lancaster district energy system and built environment to net zero while also addressing fuel poverty. It details what changes are required, where, when and by whom.

    It also provides a high-level overview of the likely scale of investment that will be required to achieve net zero.

    This includes:

    • Domestic fabric upgrades – 38,000 domestic properties (approximately 54% of all buildings) are recommended to be retrofitted with fabric upgrade measures
       
    • Low carbon heating – installing heat pumps to 52,000 – 65,000 and having approximately 75% of non-domestic building floorspace being heated by heat pumps in the future
       
    • Installation of electric vehicle charge points – The LAEP recommends the deployment of up to 1,250 public charge points to plug the gaps. It is estimated that 45% of households will not have the ability to charge at home
       
    • Local renewable generation – The district has a significant opportunity to generate renewable energy locally from solar PV and onshore wind. Up to 575 GWh of annual generation is recommended
       
    • Energy Networks: The plan illustrates the importance of investment in the electricity network to ensure there is capacity for the rapid growth of low carbon technologies. The council has been working closely with Electricity North-West to develop the LAEP

    Councillor Paul Stubbins, cabinet member with responsibility for climate action, said: “The city council set itself an ambitious target to decarbonise its services by 2030 and we are well on the way to delivering on that aim.

    “The next step is to set out how the whole district can transition to a low carbon future, and that’s what the LAEP is all about. But it’s not just a blueprint for reducing emissions, it’s a vision for a sustainable future and supporting the local economy.

    “The city council will need to collaborate closely with key local stakeholders along the way but this is an exciting start to delivering a net zero district.”

    To find out more about the plan visit Lancaster.gov.uk/laep .

    Last updated: 23 October 2024

    MIL OSI United Kingdom

  • MIL-OSI Europe: The EBA releases a first draft of the technical package for its 4.0 reporting framework

    Source: European Banking Authority

    The European Banking Authority (EBA) published today a draft technical package for version 4.0 of its reporting framework. This publication aims to provide an early version of the 4.0 release given that its reporting obligations will apply as of the first half of 2025. This package, whose final version will be released in December 2024, will facilitate a smoother transition to the new data point model (DPM) semantic glossary and the capabilities of the DPM 2.0 model.

    The package provides the standard specifications that include the validation rules, the DPM and the XBRL taxonomies to support the following reporting obligations:

    This draft technical package includes a version of the data dictionary contents in both formats the DPM 1.0 and the new format DPM 2.0.

    The  DPM Query Tool has also been updated to reflect the current release. 

    Background and next steps

    The final version of the technical package for the 4.0 reporting framework will be published in December and will include the changes suggested by the three ESAs in the Opinion, published on 15 October, on the European Commission’s (EC) rejection of the draft ITS on the registers of information under the Digital Operational Resilience Act (DORA). Together with this technical package the EBA is publishing a set of Q&As providing additional explanations, including on the next steps as well as on the package to be published in December.

    The EBA published in June new Implementing Technical Standards specifying the reporting obligations under Regulation (EU) 2023/1114 on Markets in Crypto-Assets (MiCAR).

    MIL OSI Europe News

  • MIL-OSI Europe: ASIA/BAHRAIN – “Finding Beauty in the Other: Inclusion and Humanitarian Service Among Believers. The Example of the Trinitarian Order”

    Source: Agenzia Fides – MIL OSI

    Wednesday, 23 October 2024

    AB

    Manama (Agenzia Fides) – “Mutual respect and coexistence are possible, even when the region is going through difficult times and inter-community tensions”, said the Apostolic Vicar of Northern Arabia Aldo Berardi, O.SS.T., at the international congress ‘Finding Beauty in the Other: Inclusion and Humanitarian Service Among Believers’ just concluded at the King Hamad Global Center for Peaceful Coexistence in Manama, during which authorities from the institutional, academic, diplomatic and religious world discussed the theme of inclusion and dialogue in an era of conflict.“On the occasion of the 825th anniversary of the Rule of the Catholic Order of the Holy Trinity, O.SS.T., my appointment as Apostolic Vicar in this part of the Gulf, which includes Qatar, Bahrain, Kuwait and Saudi Arabia, based on our history and the important documents of the past and the present time, we thought of organizing this International Congress highlighting a practice and a dialogue that has crossed the centuries,” said Bishop Berardi.Among the objectives of the congress, the speakers and participants presented the example of collaboration between Christians and Muslims that can help today in the search for sincere relationships between believers of different religions; as well as the proposal of a concrete commitment to dialogue and peace as well as cooperation between the congress itself and the various institutions that support dialogue and peaceful coexistence, such as the King Hamad Global Center for Peaceful Coexistence.“This – continues the Apostolic Vicar – is not another conference on interreligious dialogue, but an exchange that connects knowledge of the past, re-reads history and seeks to point out values for greater inclusive and concrete collaboration. The Order of the Most Holy Trinity and of the Captives, founded in a time of conflict and misunderstanding between civilizations, wanted to respond with a peaceful and dialogical practice. Violence cannot be responded to forever with violence, which leads to more violence, destruction and death. There are other possible paths. New paths to discover or inventBut it is necessary to have a peaceful heart and a mind open to dialogue. We must discover the beauty of the other and in the other. Inclusion and humanitarian service are possible among believers who are rooted in a vibrant tradition and deep spirituality. ”“The good relations maintained between the Apostolic Vicariate of North Arabia and the King Hamad Global Center for Peaceful Coexistence allowed the visit of Pope Francis to Bahrain but also mutual respect and excellent collaboration,” remarked Berardi.“In the light of history and the current situation, our Congress therefore seeks to identify the values that unite us, to detect what leads to hatred and rejection of the other, to promote a discourse of peace and respect that builds bridges between cultures and religions. A fraternal model is needed and can help in the education of the new generation. Everyone will contribute to the construction of the edifice which is intended to be the home of all.”Berardi insisted on making ideals and wishes concrete, moving from words to deeds, and proposing a project of common utility at the service of the good of the communities. “The Congress is the result of this collaboration and I would like to thank the King Hamad Global Center for Peaceful Coexistence for its support, logistics, professionalism and reflection.”“Under the patronage of His Majesty King Hamad Bin Isa El Khalifa, Bahrain has been and continues to be a witness to the possible dialogue between religions and philosophies. Through mutual respect for beliefs and mutual dialogue, we can build a more fraternal world where everyone can find their place in peace,” the Apostolic Vicar concluded.Key points of the Congress concluded yesterday, October 22, 2024, and proposed by Bishop Berardi last January on the occasion of a meeting of the Board of the King Hamad Global Center for Peaceful Coexistence (see Fides, 31/1/2024), were the Declaration of the Kingdom of Bahrain, signed by King Hamad on July 3, 2017, as a global document for religious freedoms, and the hosting by the Kingdom of many international conferences and events, the signing of the Document on Human Fraternity by Pope Francis and the Grand Imam of Al-Azhar, Ahmad Al-Tayyeb, in 2019, the visit of Pope Francis in November 2022.As reported at the beginning, another highlight of the event was the celebration of the 825th anniversary of the birth of an Order of religious (1198 / 595H), non-military and completely unarmed, with the aim of freeing prisoners of holy wars: Christians from the hands of Muslims and Muslims from the handsChristians. As a rule of life, these redeemers had to invest a third of their income for the work of redeeming prisoners, a third for assisting the poor and had to live on only a third of their income. Another characteristic that shows their being completely unarmed is the obligation to use only donkeys as mounts. As well as the celebration of the 825th anniversary of the letter of Pope Innocent III sent to Abū ‘Abd Allāh Muḥammad al-Nāṣir, Amīr al-Mu’minīn, head of the Almohads, since this initiative was communicated at a diplomatic level to the emir of the Almohads on March 8, 1199/595H (March 8, 2024/ 27 Sha’ban 1445). With this letter of high diplomacy, the Pope presents the Trinitarian redeemers inflamed with the love of God and their work of redemption and liberation defined as a “work of common utility”.(AP) (Agenzia Fides, 23/10/2024)
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    MIL OSI Europe News

  • MIL-OSI: Resume trading for the SKAGEN funds

    Source: GlobeNewswire (MIL-OSI)

                                                                                                              Lysaker, 23 October 2024

    The suspension is lifted for the five below funds, and the live trading on Nasdaq Copenhagen can resume.

    Regards

    Storebrand Asset Management AS

    Contacts:

    Kim Toftegaard Andreassen, Director, Kim.Toftegaard.Andreassen@storebrand.com

    Frode Aasen, Product Manager, fdc@storebrand.com

    Fund name and share class Symbol ISIN
    SKAGEN Focus A SKIFOA NO0010735129
    SKAGEN Global A SKIGLO NO0008004009
    SKAGEN Kon-Tiki A SKIKON NO0010140502
    SKAGEN m2 A SKIM2 NO0010657356
    SKAGEN Vekst A SKIVEK NO0008000445

    Storebrand is Norway’s largest private asset manager with an AuM of around DKK 900 billions, and also a leading Nordic provider of sustainable pensions and savings. The company has been a global pioneer in ESG investing for over 25 years, offering broad and scalable solutions for both institutional and private investors in the Nordic region and other European countries. Storebrand delivers sustainable investment solutions and client value through a multi-boutique platform, with the brands Delphi Funds, SKAGEN Funds and Storebrand Funds.

    The MIL Network

  • MIL-OSI United Kingdom: New initiative to boost growth and innovation for Winchester district businesses

    Source: City of Winchester

    IncuHive Chief Executive Officer George Scott-Welsh and Cabinet member for Business and Culture Cllr Lucille Thompson

    Entrepreneurs, early-stage startups, and small- to medium-sized businesses across the Winchester district are being encouraged to get involved in a new initiative to boost their growth and inspire innovation.

    The Business Growth Factory, delivered by IncuHive in partnership with Winchester City Council, will provide businesses with crucial skills, such as the ability to identify target markets, effectively manage finances and make successful investment pitches.

    The programme itself features a mix of tailored support, expert-led mentoring and hands-on workshops to help participants make the most of the support on offer and make sure they have the tools and insights needed to thrive in competitive marketplaces.

    The programme is provided completely free of charge thanks to funding from the UK government through the UK Shared Prosperity Fund.

    Winchester City Council’s Cabinet Member for Business and Culture, Councillor Lucille Thompson, said:

    “Local entrepreneurship is a vital part of our district’s vibrant local economy and it’s hugely important that our start-ups and small businesses have the support they need.

    “I’m really pleased that we’ve been able to partner with IncuHive on this fantastic initiative to empower our local business community by equipping them with important skills for growth”.

    The Business Growth Factory is open to new entrepreneurs, early-stage startups and small businesses in the Winchester district.

    Those interested can apply by visiting incuhive.co.uk/acceleration-investment/winchester-cc-business-growth-factory and completing the online application form.

    MIL OSI United Kingdom

  • MIL-OSI: Aktia’s interim report for January–September will be published on Wednesday 6 November 2024 at 8.00 a.m.

    Source: GlobeNewswire (MIL-OSI)

    Aktia Bank Plc
    Press release
    23 October 2024 at 1.00 p.m.

    Aktia’s interim report for January–September will be published on Wednesday 6 November 2024 at 8.00 a.m.

    Aktia’s interim report for January–September 2024 will be published on Wednesday 6 November 2024 at 8.00 a.m. (EET). The interim report is available at Aktia’s website http://www.aktia.com after the publication.

    Briefing for analysts, investors and media

    Aktia’s briefing for analysts, investors and media will be held in English at Flik Studio Eliel (Sanoma House, 1st floor, Töölönlahdenkatu 2, Helsinki) on Wednesday 6 November 2024 at 10.30 a.m. Aktia’s CEO Aleksi Lehtonen and interim CFO Karri Varis will be presenting the results. Attendees are kindly asked to register before 1 November 2024 by email at the address ir@aktia.fi.

    The briefing can be seen live as a webcast or as a recording after the briefing at https://aktia.videosync.fi/aktia-pankki-oyj-q3-report-2024. Questions can be asked in writing during the live webcast.

    The presentation material in English is available at Aktia’s website http://www.aktia.com before the briefing.

    Aktia Bank Plc

    Further information:
    Oscar Taimitarha, Director, Investor Relations, tel. +358 40 562 2315

    Distribution:
    Nasdaq Helsinki Ltd
    Mass media
    http://www.aktia.com

    Aktia is a Finnish asset manager, bank and life insurer that has been creating wealth and wellbeing from one generation to the next for 200 years. We serve our customers in digital channels everywhere and face-to-face in our offices in the Helsinki, Turku, Tampere, Vaasa and Oulu regions. Our award-winning asset management business sells investment funds internationally. We employ approximately 850 people around Finland. Aktia’s assets under management (AuM) on 30 June 2024 amounted to EUR 14.1 billion, and the balance sheet total was EUR 12.4 billion. Aktia’s shares are listed on Nasdaq Helsinki Ltd (AKTIA). aktia.com.

    The MIL Network

  • MIL-OSI Europe: NRRP: institutional meetings and technical working groups to be held from today until 24 October as part of the sixth visit by the European Commission

    Source: Government of Italy (English)

    21 Ottobre 2024

    The sixth visit by the European Commission to discuss in detail the next stages of implementation of Italy’s NRRP (National Recovery and Resilience Plan) is planned from today until Thursday 24 October.

    Around forty working groups will be held, focusing on the Plan’s strategic measures, the new REPowerEU mission, and the progress of reforms and investments. The meetings will closely examine the milestones and targets for the seventh instalment and for the last three instalments of Italy’s NRRP, while  the verification phase is finalised regarding the milestones and targets for the sixth instalment in order to allow its disbursement.

    The visit, which has been coordinated by the NRRP task force at the Presidency of the Council of Ministers in constructive cooperation with the European Commission services, will see the active participation of the ministries and institutions involved. The meetings are part of the well-established dialogue which provides for the planning of strategic events for coordination and liaison between the European Commission services and Member States, in order to allow for timely verification of the implementation status of National Recovery and Resilience Plans. 
    Technical working groups on specific topics with all administrations involved will be held together with high-level institutional meetings, all of which are of significant importance ahead of Italy submitting the payment request for the seventh instalment of its NRRP. The aim is to share with the European Commission the path that will lead Italy to achieve the important objectives set by the Plan.

    MIL OSI Europe News

  • MIL-OSI United Kingdom: UK-Germany Trinity House Agreement on Defence – Joint Communique

    Source: United Kingdom – Executive Government & Departments

    A commitment to improve and enhance bilateral defence co-operation between the Ministry of Defence of the Federal Republic of Germany and the Ministry of Defence of the United Kingdom of Great Britain and Northern Ireland.

    In July this year, the Ministry of Defence of the Federal Republic of Germany and the Ministry of Defence of the United Kingdom of Great Britain and Northern Ireland committed to improve and further enhance bilateral defence co-operation to better meet the common challenges of the 21st Century and to best secure the common interests of both countries in defence-related areas. We outlined escalating security concerns, exacerbated by Russia’s war of aggression against Ukraine. We said that the deteriorating strategic environment demanded a unified response to ensure the preservation of European security.

    As we confront these challenges together with Allies and partners, we are guided by our shared values of democracy, freedom, and the rule of law. Recognising the imperative for closer collaboration in the face of evolving geopolitical challenges and shared security threats, we aim to promote stability on NATO’s eastern flank, in Europe as a whole, and beyond for the Euro-Atlantic area. Strategic defence co-operation is an important first pillar in the new relationship between Germany and the United Kingdom, which will be codified in the forthcoming bilateral treaty in 2025.

    Recognising the imperative, we have worked at pace to create our response through this historic, first-of-its kind, defence agreement between our two great nations. Our shared strategic objective is to sustain effective deterrence against would-be aggressors by building credible, resilient defence forces and defence industries, working towards the vision of a peaceful and stable Euro-Atlantic area. To do this, our agreement will become a crucial element in the broader architecture of European security; it is explicitly designed to support our Allies and strengthen the European contribution to NATO. In particular, it complements our respective existing bilateral agreements with France, laying the foundation for increasingly close co-operation between the E3.

    Through this agreement, we have brought focus, resource, and ambition to our previously stated objectives: Strengthening Defence Industries, Reinforcing Euro-Atlantic Security, Enhancing Interoperability, Addressing Emerging Threats, Supporting Ukraine, and Deep Precision Strike. In addition to new governance structures, we will bring these objectives to life through the creation of totemic lighthouse projects, which will serve as beacons for unprecedented levels of co-operation and integration between our respective Armed Forces.

    Deep Precision Strike and Defence: The UK and Germany will work jointly to rapidly develop extended Deep Precision Strike capabilities, to provide a conventional deterrent in Europe and strengthen European Integrated Air and Missile Defence. We will do this in the short term through:

    • Undertaking a comprehensive exercise to compare capability needs and identify synergies.
    • Developing common requirements and military doctrine to aid the development of long-range systems, working in co-operation with Allies and partners, in particular through the European Long Range Strike Approach.
    • Identifying opportunities for industrial collaboration and investment to achieve closer working on countering threats through Integrated Air and Missile Defence.

    And in the medium term through:

    • Joint development and procurement of new extended Deep Precision Strike capabilities in close co-ordination with Allies and partners, giving special focus to new capabilities which far exceed today’s ranges.
    • Joint development of a common approach to deploying extended Deep Precision Strike in all physical domains.
    • Cohering Integrated Air and Missile Defence activity through the European Sky Shield Initiative, NATO’s Multinational Procurement Initiatives, and the UK’s DIAMOND initiative.

    Uncrewed Aerial Systems and Future Connectivity: The UK and Germany will work jointly, in close co-ordination with Allies and partners, to develop and employ Uncrewed Aerial and Offboard Air Systems to ensure interoperability between Future Combat Air Systems. We will do this in the short term through:

    • Joint integration of common missile systems into drone fleets to enhance precision strike capabilities, drawing benefit from each nations’ previous experience, e.g. the integration of Brimstone to UK Uncrewed Air Systems.
    • Sharing plans on integration of capabilities between Current and Future Combat Air Systems, to enable development of interoperable offboard systems.

    And in the medium term through:

    • Joint exploration and development of cross-system Combat Cloud capabilities across aircraft fleets.
    • Joint exploration and development of new Maritime Uncrewed Air System capabilities.
    • Joint exploration and development of common offboard systems compatible with respective Future Combat Air Systems to enable, inter alia, data sharing, to support interoperability and integration of those systems.
    • Supporting implementation of NATO-agreed common standards to ensure connectivity and collaboration between fighter aircraft, reinforcing inter-generation and (un)crewed teaming.

    Strengthening the Eastern Flank through a new Land Strategic Partnership: Using our Forward Land Forces and shared enduring commitment to NATO’s eastern flank as a catalyst, the UK and Germany will work to strengthen NATO by developing doctrine, uncrewed systems, and enabling capabilities to transform our land forces; sustaining continuous land-based deterrence within Europe. We will do this in the short term through:

    • Working jointly in the Armour Capability Coalition to drive innovation in the land domain, through support to Ukraine.
    • Working jointly with Canada and the Baltic States, including through the 3+3 format, to rapidly transform the capability and effectiveness of our respective Forward Land Forces and tap the full potential of synergies of the Forward Land Forces in the Baltic States
    • Co-ordination of UK and German exercises between the Forward Land Forces, with the goal of combined exercises.
    • Working together to tackle the challenges in the shortage of NATO Corps troops across the Alliance. Equipping, training, and exercising the German-British Amphibious Engineer Battalion 130 in Minden to fulfil tasks as one entity within the NATO Force Model.
    • Fostering a deep Industrial Partnership between UK and German Defence Industries, including assisting respective prime contractors wishing to expand production facilities in each other’s countries. Our will to develop industrial co-operation is illustrated by developing plans between the UK MOD and Rheinmetall for a new barrel factory to be opened in the UK, further strengthening the defence industrial links between the UK and Germany.
    • Close collaboration in the BOXER User Group, conducting regular consultations on the “strategic pipeline”, and joint exploration of new capabilities and variants, striving for a closer exchange of BOXER In-Service-Experience topics, and close co-operation in the area of BOXER training and operation. Beyond BOXER, we will pursue joint procurement and through-life capability management initiatives around land vehicles.

     And in the medium term through:

    • Joint development of common offboard systems for Future Ground Combat Systems to support interoperability between those systems, in co-ordination with Allies and Partners
    • Joint development of military doctrines for future land warfighting, supported by Artificial Intelligence and Emerging Disruptive Technologies.

    Undersea Co-operation in the Northern Seas: The UK and Germany will work jointly to strengthen UK-German naval co-operation with a focus on the North Atlantic and North Sea. We will aim to establish and share a clear and concise picture of underwater activity, significantly contributing to the protection of Critical Undersea Infrastructure and Sea Lines of Communications. We will do this in the short term through:

    • Co-ordination of combined and joint operations in the North Atlantic, in close co-operation with Allies and partners, focussing on Anti-Submarine Warfare with ships, submarines, and aircraft. We will enable forward deployments of each other’s units and goods between our countries when required.
    • Episodic deployments of German P-8A Poseidon Maritime Patrol Aircraft in the UK to support interoperability and collaborative Anti-Submarine Warfare operations in the North Atlantic, following their entry into service.
    • Joint development of common training for our Maritime Patrol Aircraft crews.
    • Promoting a common co-operative procurement of the UK’s Lightweight Torpedo STINGRAY MOD 2 for our Maritime Patrol Aircraft.
    • Contributing to the strengthening of NATO’s work strand on Critical Undersea Infrastructure.

    And in the medium term through: 

    • Exploring new offboard undersea surveillance capabilities to improve detection of adversary activity and support the protection of Critical Undersea Infrastructure, supported by Artificial Intelligence and Emerging Disruptive Technologies.

    In addition, we are committed to working together for as long as it takes to support and enable Ukraine to counter Russian aggression. Our combined will is unequivocal, we will continue to ensure Ukraine has the military capabilities it requires. Our specialist teams and our Defence Industries will work ever more closely to ensure that Ukraine will prevail and achieve a fair and lasting peace. In the short term, we will collectively provide Ukraine with a new offensive capability, supporting fitting German donated Sea King Helicopters with modern missile systems. In the longer term, we will work increasingly closely through the Capability Coalitions for Ukraine using the lessons learnt there to continuously develop our co-operation. The UK will increase its support to the German and Polish-led Armour Coalition, Germany will support the UK and Latvian led drone coalition.

    Through our agreed mechanisms, enhanced dialogue, and increased political leadership, we will drive co-operation for decades to come. We will regularly review the content and our collaboration. We will consistently raise our ambitions to meet tomorrow’s threats wherever they come from: on Land, at Sea, or in the Air, in Space or in the Cyber domain; and irrespective of whether these threats are caused by hostile actors or are a result of natural disasters or Climate Change.

    We will confront such threats across all domains and between each of our Armed Forces and joint organisations, with co-operation in Cyber, Communications, and Information Systems forming the backbone and connective tissue required to embark on such an ambitious programme of work.

    John Healey Boris Pistorius
    Secretary of State for Defence of the United Kingdom Federal Minister of Defence of the Federal Republic of Germany

    UK-Germany Trinity House Agreement on Defence

    Updates to this page

    Published 23 October 2024

    MIL OSI United Kingdom

  • MIL-OSI Russia: We invite students and young employees of the State University of Management to take part in the all-Russian survey on the topic of value orientations

    Translation. Region: Russian Federation –

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

    The Department of Public and Municipal Administration of the State University of Management, with the support of the Ministry of Science and Higher Education of Russia, is beginning to study the value orientations of Russian youth in 2024.

    Part of this research is a nationwide youth survey, in which all interested students and young teachers of our university aged 14 to 35 are invited to participate. The research can be helped by distributing information among friends from other universities.

    The survey is available at the link: https://anketolog.ru/s/868311/C21VB50m

    According to the head of the research team, head of the department of state and municipal administration of the State University of Management Sergey Chuev, the scientific project will assess changes in the attitudes and guidelines of young people since 2017.

    “Conducting this type of research allows us to dynamically assess a number of indicators in the youth environment, including changes in the life priorities of young people, the level of patriotism, and attitudes toward the most pressing social issues,” said Sergei Chuev.

    This work will allow us to assess and significantly reduce the risks of deviant behavior of young people and unpredictable reactions of the student environment and its surroundings to various events at both the regional and federal levels.

    Let us recall that this is the second such study by the State University of Management. Our university conducted the first one in 2017 as part of the preparation of the report to the Government of the Russian Federation “On the implementation of the state youth policy”. Results of the study.

    Subscribe to the tg channel “Our State University” Announcement date: 10.23.2024

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

    MIL OSI Russia News

  • MIL-OSI Russia: Expeditionary corps opens at GUU

    Translation. Region: Russian Federation –

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

    On October 25 at 12:00, the State University of Management will host the grand opening of the student expeditionary corps, a public organization whose goal is to conduct student expeditions of historical, patriotic and environmental focus.

    The grand opening will be attended by:

    Deputy Minister of Science and Higher Education of the Russian Federation Konstantin Mogilevsky, Rector of the State University of Management Vladimir Stroyev, Deputy Director General of the Presidential Fund for Cultural Initiatives Evgeny Murakhveli, Vice-Rector of the Russian Technical University MIREA Igor Tarasov, as well as invited guests and students.

    The expedition team members will share their impressions, successes in the work they have done, and demonstrate their findings.

    In 2024, the State University of Management joined the unique inter-university project “Arctic Team” and began to actively develop cooperation with RTU MIREA and other higher education institutions in organizing and conducting volunteer expeditions.

    As a result of the expeditions, the remains of seven soldiers who died defending the borders of our Motherland were found and ceremoniously buried, two unique pillboxes (long-term firing points) were cleaned, which were part of the “Stalin Line” erected to protect the western borders of the USSR. Parts of German military equipment and insignia of German officers were found. In one of the pillboxes of the Sebezh fortified area, students of the State University of Management and the Russian Technical University of Radio Engineering and Electronics set up an exhibition, the exhibits of which are items from the Great Patriotic War found on the territory of the fortified area, and which can be visited during a shift as part of an organized excursion.

    Students of the State University of Management took part in 10 expeditions, including search operations in the Sebezh fortified area at the sites of battles of the Great Patriotic War, went to the Arctic to clean up scrap metal – about 120 tons of scrap metal were collected, helped restore a kindergarten in the territory of the ethno-settlement “Land of Hope” (Yamalo-Nenets Autonomous Okrug).

    Having assessed the high activity and involvement of students in expedition trips, a decision was made to open our own expeditionary corps in order to expand the possibilities and geography of travel.

    We are waiting for everyone on October 25 at 12:00 at the Information Technology Center of the State University of Management.

    Subscribe to the tg channel “Our State University” Announcement date: 10/25/2024

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

    MIL OSI Russia News

  • MIL-OSI: TransUnion Announces Third Quarter 2024 Results

    Source: GlobeNewswire (MIL-OSI)

    • Exceeded third quarter 2024 financial guidance for revenue and earnings
    • Accelerated revenue growth to 12 percent, driven by U.S. Financial Services, Insurance, Consumer Interactive and International, while executing on technology modernization and transformation program savings
    • Voluntarily prepaid $25 million in debt, bringing total prepayments to $105 million in 2024
    • Raising 2024 financial guidance, we now expect to deliver 9 percent revenue growth for the year

    CHICAGO, Oct. 23, 2024 (GLOBE NEWSWIRE) — TransUnion (NYSE: TRU) (the “Company”) today announced financial results for the quarter ended September 30, 2024.

    Third Quarter 2024 Results

    Revenue:

    • Total revenue for the quarter was $1,085 million, an increase of 12 percent (12 percent on a constant currency basis), compared with the third quarter of 2023.

    Earnings:

    • Net income attributable to TransUnion was $68 million for the quarter, compared with a loss of $319 million for the third quarter of 2023. Diluted earnings per share was $0.35, compared with a loss per share of $1.65 in the third quarter of 2023. Net income attributable to TransUnion margin was 6.3 percent, compared with a loss of 32.9 percent in the third quarter of 2023. Our third quarter 2023 net income (loss) attributable to TransUnion, diluted loss per share and net income (loss) attributable to TransUnion margin were impacted by a $414 million non-cash goodwill impairment expense for our United Kingdom reporting unit in the period.
    • Adjusted Net Income was $205 million for the quarter, compared with $177 million for the third quarter of 2023. Adjusted Diluted Earnings per Share was $1.04, compared with $0.91 in the third quarter of 2023.
    • Adjusted EBITDA was $394 million for the quarter, compared with $356 million for the third quarter of 2023, an increase of 11 percent (11 percent on a constant currency basis). Adjusted EBITDA margin was 36.3 percent, compared with 36.8 percent in the third quarter of 2023.

    “In the third quarter, TransUnion exceeded financial guidance,” said Chris Cartwright, President and CEO. “U.S. Markets grew by double-digits against stable market conditions, driven by mortgage strength, improving non-mortgage financial services, accelerating insurance growth and large breach remediation wins. Our International segment delivered double-digit organic constant currency revenue growth across India, Latin America, Asia Pacific and Africa.”

    “We continue to progress well against our transformation program. We now expect to capture $85 million of operating expense savings in 2024, driven by strong execution against our operating model optimization to expand our Global Capability Center network. Additionally, our technology modernization is accelerating our pace of innovation with several new capabilities and products launched in the quarter, powered by OneTru.”

    “We are raising our 2024 guidance and now expect to deliver 9 percent revenue growth, reflecting third quarter outperformance, stronger mortgage volumes and broad-based strength across the portfolio.”

    Third Quarter 2024 Segment Results

    U.S. Markets:

    U.S. Markets revenue was $848 million, an increase of 12 percent compared with the third quarter of 2023.

    • Financial Services revenue was $367 million, an increase of 17 percent compared with the third quarter of 2023.
    • Emerging Verticals revenue was $307 million, an increase of 3 percent compared with the third quarter of 2023.
    • Consumer Interactive revenue was $174 million, an increase of 21 percent compared with the third quarter of 2023.

    Adjusted EBITDA was $320 million, an increase of 9 percent compared with the third quarter of 2023.

    International:

    International revenue was $242 million, an increase of 11 percent (12 percent on a constant currency basis) compared with the third quarter of 2023.

    • Canada revenue was $39 million, an increase of 7 percent (9 percent on a constant currency basis) compared with the third quarter of 2023.
    • Latin America revenue was $33 million, an increase of 7 percent (13 percent on a constant currency basis) compared with the third quarter of 2023.
    • United Kingdom revenue was $58 million, an increase of 6 percent (4 percent on a constant currency basis) compared with the third quarter of 2023.
    • Africa revenue was $17 million, an increase of 12 percent (10 percent on a constant currency basis) compared with the third quarter of 2023.
    • India revenue was $68 million, an increase of 21 percent (23 percent on a constant currency basis) compared with the third quarter of 2023.
    • Asia Pacific revenue was $26 million, an increase of 11 percent (11 percent on a constant currency basis) compared with the third quarter of 2023.

    Adjusted EBITDA was $110 million, an increase of 14 percent (15 percent on a constant currency basis) compared with the third quarter of 2023.

    Liquidity and Capital Resources

    Cash and cash equivalents was $643 million at September 30, 2024 and $476 million at December 31, 2023.

    For the nine months ended September 30, 2024, cash provided by operating activities was $579 million, compared with $444 million in 2023. The increase in cash provided by operating activities was primarily due to improved operating performance, partially offset by employee separation payments and a penalty paid for the early termination of a facility lease, both of which were in connection with our operating model optimization program. For the nine months ended September 30, 2024, cash used in investing activities was $195 million, compared with $231 million in 2023. The decrease in cash used in investing activities was due primarily to prior year investments in non-consolidated affiliates and lower capital expenditures. For the nine months ended September 30, 2024, capital expenditures were $199 million, compared with $213 million in 2023. Capital expenditures as a percent of revenue represented 6% and 7% for the nine months ended September 30, 2024 and 2023, respectively. For the nine months ended September 30, 2024, cash used in financing activities was $220 million, compared with $375 million in 2023. The decrease in cash used in financing activities was primarily due to a decrease in debt prepayments.

    Fourth Quarter and Full Year 2024 Outlook

    Our guidance is based on a number of assumptions that are subject to change, many of which are outside of the control of the Company, including general macroeconomic conditions, interest rates and inflation. There are numerous evolving factors that we may not be able to accurately predict. There can be no assurance that the Company will achieve the results expressed by this guidance.

        Three Months Ended December 31, 2024   Twelve Months Ended December 31, 2024
    (in millions, except per share data)   Low   High   Low   High
    Revenue, as reported   $ 1,014     $ 1,034     $ 4,161     $ 4,181  
    Revenue growth1:                
    As reported     6 %     8 %     9 %     9 %
    Constant currency1, 2     6 %     8 %     8 %     9 %
    Organic constant currency1, 3     6 %     8 %     8 %     9 %
                     
    Net income attributable to TransUnion   $ 65     $ 77     $ 284     $ 295  
    Net income attributable to TransUnion growth     n/m       n/m       238 %     243 %
    Net income attributable to TransUnion margin     6.4 %     7.4 %     6.8 %     7.1 %
                     
    Diluted Earnings per Share   $ 0.34     $ 0.39     $ 1.45     $ 1.51  
    Diluted Earnings per Share growth   n/m       n/m       237 %     243 %
                     
    Adjusted EBITDA, as reported5   $ 360     $ 375     $ 1,488     $ 1,503  
    Adjusted EBITDA growth, as reported4     10 %     15 %     11 %     12 %
    Adjusted EBITDA margin     35.5 %     36.2 %     35.8 %     36.0 %
                     
    Adjusted Diluted Earnings per Share5   $ 0.92     $ 0.98     $ 3.87     $ 3.93  
    Adjusted Diluted Earnings per Share growth     14 %     21 %     15 %     17 %
    1. Additional revenue growth assumptions:
      1. The impact of changing exchange rates is expected to have an insignificant impact for Q4 2024 and FY 2024.
      2. There is no impact from recent acquisitions for Q4 2024 and FY 2024.
      3. The impact of mortgage is expected to be approximately 5 points of benefit for Q4 2024 and approximately 4 points of benefit for FY 2024.
    2. Constant currency growth rates assume foreign currency exchange rates are consistent between years. This allows financial results to be evaluated without the impact of fluctuations in foreign currency exchange rates.
    3. Organic constant currency growth rates are constant currency growth excluding inorganic growth. Inorganic growth represents growth attributable to the first twelve months of activity for recent business acquisitions. There is no impact from recent business acquisitions in Q4 2024 and FY 2024.
    4. Additional Adjusted EBITDA assumptions:
      1. The impact of changing foreign currency exchange rates is expected to have an insignificant impact for Q4 2024 and FY 2024.
    5. For a reconciliation of the above non-GAAP financial measures to the most directly comparable GAAP financial measures, refer to Schedule 7 of this Earnings Release.

    Earnings Webcast Details

    In conjunction with this release, TransUnion will host a conference call and webcast today at 8:30 a.m. Central Time to discuss the business results for the quarter and certain forward-looking information. This session and the accompanying presentation materials may be accessed at http://www.transunion.com/tru. A replay of the call will also be available at this website following the conclusion of the call.

    About TransUnion (NYSE: TRU)

    TransUnion is a global information and insights company with over 13,000 associates operating in more than 30 countries. We make trust possible by ensuring each person is reliably represented in the marketplace. We do this with a Tru™ picture of each person: an actionable view of consumers, stewarded with care. Through our acquisitions and technology investments we have developed innovative solutions that extend beyond our strong foundation in core credit into areas such as marketing, fraud, risk and advanced analytics. As a result, consumers and businesses can transact with confidence and achieve great things. We call this Information for Good® — and it leads to economic opportunity, great experiences and personal empowerment for millions of people around the world.

    http://www.transunion.com/business 

    Availability of Information on TransUnion’s Website

    Investors and others should note that TransUnion routinely announces material information to investors and the marketplace using SEC filings, press releases, public conference calls, webcasts and the TransUnion Investor Relations website. While not all of the information that the Company posts to the TransUnion Investor Relations website is of a material nature, some information could be deemed to be material. Accordingly, the Company encourages investors, the media and others interested in TransUnion to review the information that it shares on http://www.transunion.com/tru.

    Forward-Looking Statements

    This earnings release contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. These statements are based on the current beliefs and expectations of TransUnion’s management and are subject to significant risks and uncertainties. Actual results may differ materially from those described in the forward-looking statements. Any statements made in this earnings release that are not statements of historical fact, including statements about our beliefs and expectations, are forward-looking statements. Forward-looking statements include information concerning possible or assumed future results of operations, including our guidance and descriptions of our business plans and strategies. These statements often include words such as “anticipate,” “expect,” “guidance,” “suggest,” “plan,” “believe,” “intend,” “estimate,” “target,” “project,” “should,” “could,” “would,” “may,” “will,” “forecast,” “outlook,” “potential,” “continues,” “seeks,” “predicts,” or the negatives of these words and other similar expressions.

    Factors that could cause actual results to differ materially from those described in the forward-looking statements, or that could materially affect our financial results or such forward-looking statements include:

    • macroeconomic effects and changes in market conditions, including the impact of inflation, risk of recession, and industry trends and adverse developments in the debt, consumer credit and financial services markets, including the impact on the carrying value of our assets in all of the markets where we operate;
    • our ability to provide competitive services and prices;
    • our ability to retain or renew existing agreements with large or long-term customers;
    • our ability to maintain the security and integrity of our data;
    • our ability to deliver services timely without interruption;
    • our ability to maintain our access to data sources;
    • government regulation and changes in the regulatory environment;
    • litigation or regulatory proceedings;
    • our ability to effectively manage our costs;
    • our efforts to execute our transformation plan and achieve the anticipated benefits and savings;
    • our ability to remediate existing material weakness in our internal control over financial reporting and maintain effective internal control over financial reporting and disclosure controls and procedures;
    • economic and political stability in the United States and international markets where we operate;
    • our ability to effectively develop and maintain strategic alliances and joint ventures;
    • our ability to timely develop new services and the market’s willingness to adopt our new services;
    • our ability to manage and expand our operations and keep up with rapidly changing technologies;
    • our ability to acquire businesses, successfully secure financing for our acquisitions, timely consummate our acquisitions, successfully integrate the operations of our acquisitions, control the costs of integrating our acquisitions and realize the intended benefits of such acquisitions;
    • our ability to protect and enforce our intellectual property, trade secrets and other forms of unpatented intellectual property;
    • our ability to defend our intellectual property from infringement claims by third parties;
    • geopolitical conditions and other risks associated with our international operations;
    • the ability of our outside service providers and key vendors to fulfill their obligations to us;
    • further consolidation in our end-customer markets;
    • the increased availability of free or inexpensive consumer information;
    • losses against which we do not insure;
    • our ability to make timely payments of principal and interest on our indebtedness;
    • our ability to satisfy covenants in the agreements governing our indebtedness;
    • our ability to maintain our liquidity;
    • share repurchase plans; and
    • our reliance on key management personnel.

    There may be other factors, many of which are beyond our control, that may cause our actual results to differ materially from the forward-looking statements, including factors disclosed in our Annual Report on Form 10-K for the year ended December 31, 2023, and any subsequent Quarterly Report on Form 10-Q or Current Report on Form 8-K filed with the Securities and Exchange Commission. You should evaluate all forward-looking statements made in this report in the context of these risks and uncertainties.

    The forward-looking statements contained in this earnings release speak only as of the date of this earnings release. We undertake no obligation to publicly release the result of any revisions to these forward-looking statements to reflect the impact of events or circumstances that may arise after the date of this earnings release.

    For More Information

    TRANSUNION AND SUBSIDIARIES
    Consolidated Balance Sheets (Unaudited)
    (in millions, except per share data)

        September 30,
    2024
      December 31,
    2023
    Assets        
    Current assets:        
    Cash and cash equivalents   $ 643.2     $ 476.2  
    Trade accounts receivable, net of allowance of $18.2 and $16.4     798.4       723.0  
    Other current assets     228.2       275.9  
    Total current assets     1,669.8       1,475.1  
    Property, plant and equipment, net of accumulated depreciation and amortization of $858.3 and $804.4     181.5       199.3  
    Goodwill     5,184.5       5,176.0  
    Other intangibles, net of accumulated amortization of $3,055.8 and $2,719.8     3,356.9       3,515.3  
    Other assets     661.1       739.4  
    Total assets   $ 11,053.8     $ 11,105.1  
    Liabilities and stockholders’ equity        
    Current liabilities:        
    Trade accounts payable   $ 319.4     $ 251.3  
    Short-term debt and current portion of long-term debt     66.5       89.6  
    Other current liabilities     609.8       661.8  
    Total current liabilities     995.7       1,002.7  
    Long-term debt     5,134.9       5,250.8  
    Deferred taxes     481.8       592.9  
    Other liabilities     120.2       153.2  
    Total liabilities     6,732.6       6,999.6  
    Stockholders’ equity:        
    Common stock, $0.01 par value; 1.0 billion shares authorized at September 30, 2024 and December 31, 2023, 201.4 million and 200.0 million shares issued at September 30, 2024 and December 31, 2023, respectively, and 194.9 million and 193.8 million shares outstanding as of September 30, 2024 and December 31, 2023, respectively     2.0       2.0  
    Additional paid-in capital     2,524.3       2,412.9  
    Treasury stock at cost, 6.6 million and 6.2 million shares at September 30, 2024 and December 31, 2023, respectively     (333.0 )     (302.9 )
    Retained earnings     2,312.6       2,157.1  
    Accumulated other comprehensive loss     (289.5 )     (260.9 )
    Total TransUnion stockholders’ equity     4,216.4       4,008.2  
    Noncontrolling interests     104.8       97.3  
    Total stockholders’ equity     4,321.2       4,105.5  
    Total liabilities and stockholders’ equity   $ 11,053.8     $ 11,105.1  
     

    TRANSUNION AND SUBSIDIARIES
    Consolidated Statements of Operations (Unaudited)
    (in millions, except per share data)

        Three Months Ended
    September 30,
      Nine Months Ended
    September 30,
         2024     2023     2024     2023 
    Revenue   $ 1,085.0     $ 968.7     $ 3,147.0     $ 2,876.9  
    Operating expenses                
    Cost of services (exclusive of depreciation and amortization below)     448.7       368.8       1,261.7       1,136.8  
    Selling, general and administrative     305.7       290.8       922.1       867.7  
    Depreciation and amortization     133.6       131.3       400.5       391.1  
    Goodwill impairment           414.0             414.0  
    Restructuring     40.5             66.8        
    Total operating expenses     928.6       1,205.0       2,651.0       2,809.6  
    Operating income (loss)     156.4       (236.3 )     495.9       67.3  
    Non-operating income and (expense)                
    Interest expense     (66.6 )     (72.7 )     (203.2 )     (217.2 )
    Interest income     7.8       5.0       19.9       15.1  
    Earnings from equity method investments     4.7       3.7       14.0       11.7  
    Other (expense) and income, net     (5.4 )     8.7       (26.2 )     (16.3 )
    Total non-operating income and (expense)     (59.6 )     (55.4 )     (195.4 )     (206.8 )
    Income (loss) from continuing operations before income taxes     96.8       (291.7 )     300.5       (139.5 )
    Provision for income taxes     (24.9 )     (22.2 )     (68.9 )     (60.1 )
    Income (loss) from continuing operations     71.9       (313.9 )     231.6       (199.6 )
    Discontinued operations, net of tax           (0.5 )           (0.7 )
    Net income (loss)     71.9       (314.4 )     231.6       (200.3 )
    Less: net income attributable to the noncontrolling interests     (3.9 )     (4.3 )     (13.4 )     (11.9 )
    Net income (loss) attributable to TransUnion   $ 68.0     $ (318.8 )   $ 218.2     $ (212.2 )
                     
    Basic earnings (loss) per common share from:                
    Income (loss) from continuing operations attributable to TransUnion   $ 0.35     $ (1.65 )   $ 1.12     $ (1.09 )
    Discontinued operations, net of tax                        
    Net income (loss) attributable to TransUnion   $ 0.35     $ (1.65 )   $ 1.12     $ (1.10 )
    Diluted earnings (loss) per common share from:                
    Income (loss) from continuing operations attributable to TransUnion   $ 0.35     $ (1.65 )   $ 1.11     $ (1.09 )
    Discontinued operations, net of tax                        
    Net income (loss) attributable to TransUnion   $ 0.35     $ (1.65 )   $ 1.11     $ (1.10 )
    Weighted-average shares outstanding:                
    Basic     194.6       193.4       194.3       193.3  
    Diluted     197.0       193.4       196.3       193.3  
                                     

    As a result of displaying amounts in millions, rounding differences may exist in the table above.

    TRANSUNION AND SUBSIDIARIES
    Consolidated Statements of Cash Flows (Unaudited)
    (in millions)

        Nine Months Ended September 30,
         2024    2023
    Cash flows from operating activities:        
    Net income (loss)   $ 231.6     $ (200.3 )
    Less: Discontinued operations, net of tax           0.7  
    Income (loss) from continuing operations     231.6       (199.6 )
    Adjustments to reconcile net income (loss) to net cash provided by operating activities:        
    Depreciation and amortization     400.5       391.1  
    Goodwill impairment           414.0  
    Loss on repayment of loans     2.6       3.0  
    Deferred taxes     (94.1 )     (101.3 )
    Stock-based compensation     85.6       72.9  
    Loss on early termination of lease     40.5        
    Other     17.9       13.1  
    Changes in assets and liabilities:        
    Trade accounts receivable     (88.9 )     (104.2 )
    Other current and long-term assets     31.4       (42.4 )
    Trade accounts payable     44.2       16.9  
    Other current and long-term liabilities     (92.8 )     (19.7 )
    Cash provided by operating activities of continuing operations     578.5       443.8  
    Cash used in operating activities of discontinued operations           (0.2 )
    Cash provided by operating activities     578.5       443.6  
    Cash flows from investing activities:        
    Capital expenditures     (198.7 )     (213.2 )
    Proceeds from sale/maturities of other investments           63.9  
    Purchases of other investments           (43.7 )
    Investments in nonconsolidated affiliates     (5.9 )     (36.9 )
    Proceeds from the sale of investments in nonconsolidated affiliates     3.8        
    Payment related to disposal of discontinued operations           (0.5 )
    Other     5.7       (0.1 )
    Cash used in investing activities     (195.1 )     (230.5 )
    Cash flows from financing activities:        
    Proceeds from term loans     934.9        
    Repayments of term loans     (927.9 )      
    Repayments of debt     (141.0 )     (310.9 )
    Debt financing fees     (13.5 )      
    Proceeds from issuance of common stock and exercise of stock options     24.5       23.1  
    Dividends to shareholders     (61.7 )     (61.4 )
    Employee taxes paid on restricted stock units recorded as treasury stock     (30.1 )     (17.6 )
    Distributions to noncontrolling interests     (4.7 )     (8.5 )
    Cash used in financing activities     (219.5 )     (375.3 )
    Effect of exchange rate changes on cash and cash equivalents     3.1       (2.2 )
    Net change in cash and cash equivalents     167.0       (164.4 )
    Cash and cash equivalents, beginning of period     476.2       585.3  
    Cash and cash equivalents, end of period   $ 643.2     $ 420.9  
     

    As a result of displaying amounts in millions, rounding differences may exist in the table above.

    TRANSUNION AND SUBSIDIARIES
    Non-GAAP Financial Measures

    We present Consolidated Adjusted EBITDA, Consolidated Adjusted EBITDA Margin, Adjusted Net Income, Adjusted Diluted Earnings per Share, Adjusted Provision for Income Taxes, Adjusted Effective Tax Rate and Leverage Ratio for all periods presented. These are important financial measures for the Company but are not financial measures as defined by GAAP. These financial measures should be reviewed in conjunction with the relevant GAAP financial measures and are not presented as alternative measures of GAAP. Other companies in our industry may define or calculate these measures differently than we do, limiting their usefulness as comparative measures. Because of these limitations, these non-GAAP financial measures should not be considered in isolation or as substitutes for performance measures calculated in accordance with GAAP, including operating income, operating margin, effective tax rate, net income attributable to the Company, diluted earnings per share or cash provided by operating activities. Reconciliations of these non-GAAP financial measures to their most directly comparable GAAP financial measures are presented in the tables below.

    We present Consolidated Adjusted EBITDA, Consolidated Adjusted EBITDA Margin, Adjusted Net Income, Adjusted Diluted Earnings per Share, Adjusted Provision for Income Taxes and Adjusted Effective Tax Rate as supplemental measures of our operating performance because these measures eliminate the impact of certain items that we do not consider indicative of our cash operations and ongoing operating performance. These are measures frequently used by securities analysts, investors and other interested parties in their evaluation of the operating performance of companies similar to ours.

    Our board of directors and executive management team use Adjusted EBITDA as an incentive compensation measure for most eligible employees and Adjusted Diluted Earnings per Share as an incentive compensation measure for certain of our senior executives.

    Under the credit agreement governing our Senior Secured Credit Facility, our ability to engage in activities such as incurring additional indebtedness, making investments and paying dividends is tied to our Leverage Ratio which is partially based on Adjusted EBITDA. Investors also use our Leverage Ratio to assess our ability to service our debt and make other capital allocation decisions.

    Consolidated Adjusted EBITDA

    Management has excluded the following items from net income attributable to TransUnion in order to calculate Adjusted EBITDA for the periods presented:

    • Discontinued operations, net of tax, as reported on our Consolidated Statements of Operations. We exclude discontinued operations, net of tax because we believe it does not reflect the underlying and ongoing performance of our business operations.
    • Net interest expense is the sum of interest expense and interest income as reported on our Consolidated Statements of Operations.
    • Provision for income taxes, as reported on our Consolidated Statements of Operations.
    • Depreciation and amortization, as reported on our Consolidated Statements of Operations.
    • Stock-based compensation is used as an incentive to engage and retain our employees. It is predominantly a non-cash expense. We exclude stock-based compensation because it may not correlate to the underlying performance of our business operations during the period since it is measured at the grant date fair value and it is subject to variability as a result of performance conditions and timing of grants. These expenses are reported within cost of services and selling, general and administrative on our Consolidated Statements of Operations.
    • Operating model optimization program represents employee separation costs, facility lease exit costs, and other business process optimization expenses incurred in connection with the transformation plan discussed further in “Results of Operations – Factors Affecting Our Results of Operations” in our Quarterly Report on Form 10-Q for the three and nine months ended September 30, 2024. We exclude these expenses as we believe they are not directly correlated to the underlying performance of our business. Further, these costs will vary and may not be comparable during the transformation initiative as we progress toward an optimized operating model. These costs are reported primarily in restructuring and selling, general and administrative on our Consolidated Statements of Operations.
    • Accelerated technology investment includes Project Rise and the final phase of our technology investment announced in November 2023. Project Rise was announced in February 2020 and was originally expected to be completed in 2022. Following our acquisition of Neustar in December 2021, we recognized the opportunity to take advantage of Neustar’s capabilities to enhance and complement our cloud-based technology already under development as part of Project Rise. As a result, we extended Project Rise’s timeline to 2024 and increased the total estimated cost to approximately $240 million. In November 2023, we announced our plans to further leverage Neustar’s technology to standardize and streamline our product delivery platforms and to build a single global platform for fulfillment of our product lines. The additional investment is expected to be approximately $90 million during 2024 and 2025 and represents the final phase of the technology investment in our global technology infrastructure and core customer applications. We expect that the accelerated technology investment will fundamentally transform our technology infrastructure by implementing a global cloud-based approach to streamline product development, increase the efficiency of ongoing operations and maintenance and enable a continuous improvement approach to avoid the need for another major technology overhaul in the foreseeable future. The unique effort to build a secure, reliable and performant hybrid cloud infrastructure requires us to dedicate separate resources in order to develop the new cloud-based infrastructure in parallel with our current on-premise environment by maintaining our existing technology team to ensure no disruptions to our customers. The costs associated with the accelerated technology investment are incremental and redundant costs that will not recur after the program has been completed and are not representative of our underlying operating performance. Therefore, we believe that excluding these costs from our non-GAAP measures provides a better reflection of our ongoing cost structure. These costs are primarily reported in cost of services and therefore do not include amounts that are capitalized as internally developed software.
    • Mergers and acquisitions, divestitures and business optimization expenses are non-recurring expenses associated with specific transactions (exploratory or executed) and consist of (i) transaction and integration costs, (ii) post-acquisition adjustments to contingent consideration or to assets and liabilities that occurred after the acquisition measurement period, (iii) fair value and impairment adjustments related to investments and call and put options, (iv) transition services agreement income, and (v) a loss on disposal of a business. We exclude these expenses as we believe they are not directly correlated to the underlying performance of our business operations and vary depending upon the timing of such transactions. These expenses are reported in costs of services, selling, general and administrative and other income and (expenses), net, on our Consolidated Statements of Operations.
    • Net other adjustments principally relate to: (i) deferred loan fee expense from debt prepayments and refinancing, (ii) currency remeasurement on foreign operations, (iii) other debt financing expenses consisting primarily of revolving credit facility deferred financing fee amortization and commitment fees and expenses associated with ratings agencies and interest rate hedging, (iv) legal and regulatory expenses, net, and (v) other non-operating (income) expense. We exclude these expenses as we believe they are not directly correlated to the underlying performance of our business and create variability between periods based on the nature and timing of the expense or income. These costs are reported in selling, general and administrative and in non-operating income and expense, net as applicable based on their nature on our Consolidated Statements of Operations.

    Consolidated Adjusted EBITDA Margin

    Management defines Consolidated Adjusted EBITDA Margin as Consolidated Adjusted EBITDA divided by total revenue as reported.

    Adjusted Net Income

    Management has excluded the following items from net income attributable to TransUnion in order to calculate Adjusted Net Income for the periods presented:

    • Discontinued operations, net of tax (see Consolidated Adjusted EBITDA above).
    • Amortization of certain intangible assets presents non-cash amortization expenses related to assets that arose from our 2012 change in control transaction and business combinations occurring after our 2012 change in control. We exclude these expenses as we believe they are not directly correlated to the underlying performance of our business operations and vary dependent upon the timing of the transactions that give rise to these assets. Amortization of intangible assets is included in depreciation and amortization on our Consolidated Statements of Operations.
    • Stock-based compensation (see Consolidated Adjusted EBITDA above).
    • Operating model optimization program (see Consolidated Adjusted EBITDA above).
    • Accelerated technology investment (see Consolidated Adjusted EBITDA above).
    • Mergers and acquisitions, divestiture and business optimization (see Consolidated Adjusted EBITDA above).
    • Net other is consistent with the definition in Consolidated Adjusted EBITDA above except that other debt financing expenses and certain other miscellaneous income and expense that are included in the adjustment to calculate Adjusted EBITDA are excluded in the adjustment made to calculate Adjusted Net Income.
    • Total adjustments for income taxes relates to the cumulative adjustments discussed below for Adjusted Provision for Income Taxes. This adjustment is made for the reasons indicated in Adjusted Provision for Income Taxes below. Adjustments related to the provision for income taxes are included in the line item by this name on our consolidated statement of operations.

    Adjusted Diluted Earnings Per Share

    Management defines Adjusted Diluted Earnings per Share as Adjusted Net Income divided by the weighted-average diluted shares outstanding.

    Adjusted Provision for Income Taxes

    Management has excluded the following items from our provision for income taxes for the periods presented:

    • Tax effect of above adjustments represents the income tax effect of the adjustments related to Adjusted Net Income described above. The tax rate applied to each adjustment is based on the nature of each line item. We include the tax effect of the adjustments made to Adjusted Net Income to provide a comprehensive view of our adjusted net income.
    • Excess tax expense (benefit) for stock-based compensation is the permanent difference between expenses recognized for book purposes and expenses recognized for tax purposes, in each case related to stock-based compensation expense. We exclude this amount from the Adjusted Provision for Income Taxes in order to be consistent with the exclusion of stock-based compensation from the calculation of Adjusted Net Income.
    • Other principally relates to (i) deferred tax adjustments, including rate changes, (ii) infrequent or unusual valuation allowance adjustments, (iii) return to provision, tax authority audit adjustments, and reserves related to prior periods, and (iv) other non-recurring items. We exclude these items because they create variability that impacts comparability between periods.

    Adjusted Effective Tax Rate

    Management defines Adjusted Effective Tax Rate as Adjusted Provision for Income Taxes divided by Adjusted income from continuing operations before income taxes. We calculate adjusted income from continuing operations before income taxes by excluding the pre-tax adjustments in the calculation of Adjusted Net Income discussed above and noncontrolling interest related to these pre-tax adjustments from income from continuing operations before income taxes.

    Leverage Ratio

    Management defines Leverage Ratio as net debt divided by Consolidated Adjusted EBITDA for the most recent twelve-month period including twelve months of Adjusted EBITDA from significant acquisitions. Since the Leverage Ratio is calculated on a trailing twelve month basis, prior period goodwill impairment is excluded as this expense may not directly correlate to the underlying performance of our business operations during that period and may vary significantly between periods. Net debt is defined as total debt less cash and cash equivalents as reported on the balance sheet as of the end of the period.

    This earnings release presents constant currency growth rates assuming foreign currency exchange rates are consistent between years. This allows financial results to be evaluated without the impact of fluctuations in foreign currency exchange rates. This earnings release also presents organic constant currency growth rates, which assumes consistent foreign currency exchange rates between years and also eliminates the impact of our recent acquisitions. This allows financial results to be evaluated without the impact of fluctuations in foreign currency exchange rates and the impacts of recent acquisitions.

    Free cash flow is defined as cash provided by operating activities less capital expenditures and is a measure we may refer to.

    Refer to Schedules 1 through 7 for a reconciliation of our non-GAAP financial measures to the most directly comparable GAAP financial measure.

    SCHEDULE 1
    TRANSUNION AND SUBSIDIARIES
    Revenue and Adjusted EBITDA growth rates as Reported, CC, and Organic CC
    (Unaudited)

        For the Three Months Ended September 30, 2024 compared with
    the Three Months Ended September 30, 2023
      For the Nine Months Ended September 30, 2024 compared with
    the Nine Months Ended September 30, 2023
        Reported   CC Growth1   Organic CC
    Growth2
      Reported   CC Growth1   Organic CC
    Growth2
    Revenue:                        
    Consolidated   12.0 %   12.2 %   12.2 %   9.4 %   9.4 %   9.4 %
    U.S. Markets   12.5 %   12.5 %   12.5 %   8.4 %   8.4 %   8.4 %
    Financial Services   17.1 %   17.1 %   17.1 %   13.5 %   13.5 %   13.5 %
    Emerging Verticals   3.3 %   3.3 %   3.3 %   4.0 %   4.0 %   4.0 %
    Consumer Interactive   21.4 %   21.3 %   21.3 %   6.0 %   6.0 %   6.0 %
    International   11.3 %   12.1 %   12.1 %   13.4 %   13.5 %   13.5 %
    Canada   6.8 %   8.6 %   8.6 %   11.5 %   12.7 %   12.7 %
    Latin America   7.2 %   12.7 %   12.7 %   11.8 %   10.9 %   10.9 %
    United Kingdom   6.0 %   3.7 %   3.7 %   4.9 %   2.5 %   2.5 %
    Africa   12.3 %   9.5 %   9.5 %   8.3 %   10.4 %   10.4 %
    India   21.5 %   23.1 %   23.1 %   25.4 %   27.0 %   27.0 %
    Asia Pacific   11.1 %   11.5 %   11.5 %   13.6 %   14.2 %   14.2 %
                             
    Adjusted EBITDA:                        
    Consolidated   10.5 %   10.9 %   10.9 %   10.9 %   11.0 %   11.0 %
    U.S. Markets   9.0 %   9.0 %   9.0 %   8.2 %   8.2 %   8.2 %
    International   13.9 %   15.3 %   15.3 %   17.4 %   17.9 %   17.9 %
    1.  Constant Currency (“CC”) growth rates assume foreign currency exchange rates are consistent between years. This allows financial results to be evaluated without the impact of fluctuations in foreign currency exchange rates.
       
    2.  We have no inorganic revenue or Adjusted EBITDA for the periods presented. Organic CC growth rate is the CC growth rate less the inorganic growth rate.

    SCHEDULE 2
    TRANSUNION AND SUBSIDIARIES
    Consolidated and Segment Revenue, Adjusted EBITDA, and Adjusted EBITDA Margin (Unaudited)
    (dollars in millions)

      Three Months Ended
    September 30,
      Nine Months Ended
    September 30,
       2024    2023    2024    2023
    Revenue:              
    U.S. Markets gross revenue              
    Financial Services $ 367.2     $ 313.7     $ 1,077.6     $ 949.6  
    Emerging Verticals   307.2       297.3       913.1       877.9  
    Consumer Interactive   173.7       143.1       455.1       429.4  
    U.S. Markets gross revenue $ 848.1     $ 754.0     $ 2,445.9     $ 2,256.9  
                   
    International gross revenue              
    Canada $ 39.4     $ 36.9     $ 115.9     $ 103.9  
    Latin America   33.5       31.2       100.9       90.2  
    United Kingdom   57.8       54.5       168.6       160.7  
    Africa   17.1       15.2       48.0       44.3  
    India   68.2       56.1       202.8       161.8  
    Asia Pacific   25.6       23.1       77.1       67.9  
    International gross revenue $ 241.6     $ 217.1     $ 713.3     $ 628.9  
                   
    Total gross revenue $ 1,089.6     $ 971.2     $ 3,159.2     $ 2,885.8  
                   
    Intersegment revenue eliminations              
    U.S. Markets $ (2.8 )   $ (1.0 )   $ (7.4 )   $ (4.6 )
    International   (1.9 )     (1.5 )     (4.8 )     (4.3 )
    Total intersegment revenue eliminations $ (4.7 )   $ (2.5 )   $ (12.3 )   $ (8.9 )
                   
    Total revenue as reported $ 1,085.0     $ 968.7     $ 3,147.0     $ 2,876.9  
                   
    Adjusted EBITDA:              
    U.S. Markets $ 319.9     $ 293.7     $ 920.9     $ 850.9  
    International   110.5       97.0       318.1       271.0  
    Corporate   (36.7 )     (34.5 )     (110.6 )     (104.3 )
    Adjusted EBITDA Margin:1              
    U.S. Markets   37.7 %     38.9 %     37.6 %     37.7 %
    International   45.7 %     44.7 %     44.6 %     43.1 %
    1.  Segment Adjusted EBITDA Margins are calculated using segment gross revenue and segment Adjusted EBITDA. Consolidated Adjusted EBITDA Margin is calculated using total revenue as reported and consolidated Adjusted EBITDA.
      Three Months Ended
    September 30,
      Nine Months Ended
    September 30,
       2024     2023     2024    2023 
    Reconciliation of Net income (loss) attributable to TransUnion to consolidated Adjusted EBITDA:              
    Net income (loss) attributable to TransUnion $ 68.0     $ (318.8 )   $ 218.2     $ (212.2 )
    Discontinued operations, net of tax         0.5             0.7  
    Income (loss) from continuing operations attributable to TransUnion $ 68.0     $ (318.3 )   $ 218.2     $ (211.5 )
    Net interest expense   58.9       67.8       183.3       202.1  
    Provision for income taxes   24.9       22.2       68.9       60.1  
    Depreciation and amortization   133.6       131.3       400.5       391.1  
    EBITDA $ 285.4     $ (97.0 )   $ 870.8     $ 441.8  
    Adjustments to EBITDA:              
    Stock-based compensation   33.8       27.0       85.7       73.3  
    Goodwill impairment1         414.0             414.0  
    Mergers and acquisitions, divestitures and business optimization2   7.3       (6.0 )     17.1       24.5  
    Accelerated technology investment3   21.8       16.3       58.6       53.5  
    Operating model optimization program4   47.3             86.4        
    Net other5   (2.0 )     1.8       9.7       10.6  
    Total adjustments to EBITDA $ 108.3     $ 453.1     $ 257.5     $ 575.8  
    Consolidated Adjusted EBITDA $ 393.7     $ 356.1     $ 1,128.4     $ 1,017.6  
                   
    Net income (loss) attributable to TransUnion margin   6.3 %     (32.9 )%     6.9 %     (7.4 )%
    Consolidated Adjusted EBITDA margin5   36.3 %     36.8 %     35.9 %     35.4 %
                                   

    As a result of displaying amounts in millions, rounding differences may exist in the tables above and footnotes below.

     1.  During the three and nine months ended September 30, 2023, we recorded a goodwill impairment of $414.0 million related to our United Kingdom reporting unit in our International segment.
     2.  Mergers and acquisitions, divestitures and business optimization consisted of the following adjustments:
          Three Months Ended
    September 30,
      Nine Months Ended
    September 30,
           2024    2023     2024    2023 
      Transaction and integration costs   $ 3.6   $ 5.8     $ 7.0   $ 21.0  
      Fair value and impairment adjustments         (10.7 )     0.8     0.8  
      Post-acquisition adjustments     3.7           9.4     5.1  
      Transition services agreement income         (1.1 )         (2.4 )
      Total mergers and acquisitions, divestitures and business optimization   $ 7.3   $ (6.0 )   $ 17.1   $ 24.5  
     3.  Represents expenses associated with our accelerated technology investment to migrate to the cloud. There are three components of the accelerated technology investment: (i) building foundational capabilities, which includes establishing a modern, API-based and services-oriented software architecture, (ii) the migration of each application and customer data to the new enterprise platform, including the redundant software costs during the migration period, as well as the efforts to decommission the legacy system, and (iii) program enablement, which includes dedicated resources to support the planning and execution of the program. The amounts for each category of cost are as follows:
          Three Months Ended
    September 30,
      Nine Months Ended
    September 30,
          2024   2023   2024   2023
      Foundational Capabilities   $ 9.9   $ 8.0   $ 25.0   $ 27.7
      Migration Management     11.0     7.2     29.9     21.9
      Program Enablement     0.9     1.1     3.8     3.9
      Total accelerated technology investment   $ 21.8   $ 16.3   $ 58.6   $ 53.5
     4.  Operating model optimization consisted of the following adjustments:
          Three Months Ended
    September 30,
      Nine Months Ended
    September 30,
           2024    2023    2024    2023
      Employee separation   $   $   $ 24.7   $
      Facility exit     40.5         42.1    
      Business process optimization     6.8         19.6    
      Total operating model optimization   $ 47.3   $   $ 86.4   $
     5.  Net other consisted of the following adjustments:
          Three Months Ended
    September 30,
      Nine Months Ended
    September 30,
           2024     2023     2024     2023 
      Deferred loan fee expense from debt prepayments and refinancing   $ 0.1     $ 1.0     $ 9.2     $ 3.1  
      Other debt financing expenses     0.5       0.3       1.6       1.5  
      Currency remeasurement on foreign operations     (1.7 )     0.8       (0.4 )     6.5  
      Other non-operating (income) expense     (0.8 )     (0.3 )     (0.7 )     (0.5 )
      Total other adjustments   $ (2.0 )   $ 1.8     $ 9.7     $ 10.6  
     6.  Consolidated Adjusted EBITDA margin is calculated by dividing Consolidated Adjusted EBITDA by total revenue.


    SCHEDULE 3

    TRANSUNION AND SUBSIDIARIES
    Adjusted Net Income and Adjusted Diluted Earnings Per Share (Unaudited)
    (in millions, except per share data)

        Three Months Ended
    September 30,
      Nine Months Ended
    September 30,
        2024   2023   2024   2023
    Income (loss) from continuing operations attributable to TransUnion   $ 68.0     $ (318.3 )   $ 218.2     $ (211.5 )
    Discontinued operations, net of tax           (0.5 )           (0.7 )
    Net income (loss) attributable to TransUnion   $ 68.0     $ (318.8 )   $ 218.2     $ (212.2 )
                     
    Weighted-average shares outstanding:                
    Basic     194.6       193.4       194.3       193.3  
    Diluted     197.0       193.4       196.3       193.3  
                     
    Basic earnings (loss) per common share from:                
    Income (loss) from continuing operations attributable to TransUnion   $ 0.35     $ (1.65 )   $ 1.12     $ (1.09 )
    Discontinued operations, net of tax                        
    Net income (loss) attributable to TransUnion   $ 0.35     $ (1.65 )   $ 1.12     $ (1.10 )
    Diluted earnings (loss) per common share from:                
    Income (loss) from continuing operations attributable to TransUnion   $ 0.35     $ (1.65 )   $ 1.11     $ (1.09 )
    Discontinued operations, net of tax                        
    Net income (loss) attributable to TransUnion   $ 0.35     $ (1.65 )   $ 1.11     $ (1.10 )
                     
    Reconciliation of Net income (loss) attributable to TransUnion to Adjusted Net Income:                
    Net income (loss) attributable to TransUnion   $ 68.0     $ (318.8 )   $ 218.2     $ (212.2 )
    Discontinued operations, net of tax           0.5             0.7  
    Income (loss) from continuing operations attributable to TransUnion   $ 68.0     $ (318.3 )   $ 218.2     $ (211.5 )
    Adjustments before income tax items:                
    Amortization of certain intangible assets1     71.5       72.1       214.9       221.2  
    Stock-based compensation     33.8       27.0       85.7       73.3  
    Goodwill impairment2           414.0             414.0  
    Mergers and acquisitions, divestitures and business optimization2     7.3       (6.0 )     17.1       24.5  
    Accelerated technology investment3     21.8       16.3       58.6       53.5  
    Operating model optimization program4     47.3             86.4        
    Net other5     (2.1 )     1.8       8.6       9.6  
    Total adjustments before income tax items   $ 179.6     $ 525.2     $ 471.3     $ 796.0  
    Total adjustments for income taxes6     (43.1 )     (29.5 )     (112.9 )     (85.2 )
    Adjusted Net Income   $ 204.5     $ 177.4     $ 576.6     $ 499.3  
                     
    Weighted-average shares outstanding:                
    Basic     194.6       193.4       194.3       193.3  
    Diluted     197.0       194.6       196.3       194.8  
                     
    Adjusted Earnings per Share:                
    Basic   $ 1.05     $ 0.92     $ 2.97     $ 2.58  
    Diluted   $ 1.04     $ 0.91     $ 2.94     $ 2.56  
        Three Months Ended
    September 30,
      Nine Months Ended
    September 30,
        2024   2023   2024   2023
    Reconciliation of Diluted earnings (loss) per share from Net income (loss) attributable to TransUnion to Adjusted Diluted Earnings per Share:                
    Diluted earnings (loss) per common share from:                
    Net income (loss) attributable to TransUnion   $ 0.35     $ (1.65 )   $ 1.11     $ (1.10 )
    Discontinued operations, net of tax                        
    Income (loss) from continuing operations attributable to TransUnion   $ 0.35     $ (1.65 )   $ 1.11     $ (1.09 )
    Adjustments before income tax items:                
    Amortization of certain intangible assets1     0.36       0.37       1.09       1.14  
    Stock-based compensation     0.17       0.14       0.44       0.38  
    Goodwill impairment2           2.13             2.13  
    Mergers and acquisitions, divestitures and business optimization3     0.04       (0.03 )     0.09       0.13  
    Accelerated technology investment4     0.11       0.08       0.30       0.27  
    Operating model optimization program5     0.24             0.44        
    Net other6     (0.01 )     0.01       0.04       0.05  
    Total adjustments before income tax items   $ 0.91     $ 2.70     $ 2.40     $ 4.09  
    Total adjustments for income taxes7     (0.22 )     (0.15 )     (0.57 )     (0.44 )
    Adjusted Diluted Earnings per Share   $ 1.04     $ 0.91     $ 2.94     $ 2.56  
     

    Each component of earnings per share is calculated independently, therefore, rounding differences exist in the table above.

     1.  Consists of amortization of intangible assets from our 2012 change-in-control transaction and amortization of intangible assets established in business acquisitions after our 2012 change-in-control transaction.
     2.  During the three and nine months ended September 30, 2023, we recorded a goodwill impairment of $414.0 million related to our United Kingdom reporting unit in our International segment.
     3.  Mergers and acquisitions, divestitures and business optimization consisted of the following adjustments:
          Three Months Ended
    September 30,
      Nine Months Ended
    September 30,
          2024   2023   2024   2023
      Transaction and integration costs   $ 3.6   $ 5.8     $ 7.0   $ 21.0  
      Fair value and impairment adjustments         (10.7 )     0.8     0.8  
      Post-acquisition adjustments     3.7           9.4     5.1  
      Transition services agreement income         (1.1 )         (2.4 )
      Total mergers and acquisitions, divestitures and business optimization   $ 7.3   $ (6.0 )   $ 17.1   $ 24.5  
     4.  Represents expenses associated with our accelerated technology investment to migrate to the cloud. There are three components of the accelerated technology investment: (i) building foundational capabilities which includes establishing a modern, API-based and services-oriented software architecture, (ii) the migration of each application and customer data to the new enterprise platform, including the redundant software costs during the migration period, as well as the efforts to decommission the legacy system, and (iii) program enablement, which includes dedicated resources to support the planning and execution of the program. The amounts for each category of cost are as follows:
          Three Months Ended
    September 30,
      Nine Months Ended
    September 30,
          2024   2023   2024   2023
      Foundational Capabilities   $ 9.9   $ 8.0   $ 25.0   $ 27.7
      Migration Management     11.0     7.2     29.9     21.9
      Program Enablement     0.9     1.1     3.8     3.9
      Total accelerated technology investment   $ 21.8   $ 16.3   $ 58.6   $ 53.5
     5.  Operating model optimization consisted of the following adjustments:
          Three Months Ended
    September 30,
      Nine Months Ended
    September 30,
          2024   2023   2024   2023
      Employee separation   $   $   $ 24.7   $
      Facility exit     40.5         42.1    
      Business process optimization     6.8         19.6    
      Total operating model optimization   $ 47.3   $   $ 86.4   $
     6.  Net other consisted of the following adjustments:
          Three Months Ended
    September 30,
      Nine Months Ended
    September 30,
          2024   2023   2024   2023
      Deferred loan fee expense from debt prepayments and refinancing   $ 0.1     $ 1.0   $ 9.2     $ 3.1
      Currency remeasurement on foreign operations     (1.7 )     0.8     (0.4 )     6.5
      Other non-operating (income) and expense     (0.5 )         (0.2 )    
      Total other adjustments   $ (2.1 )   $ 1.8   $ 8.6     $ 9.6
     7.  Total adjustments for income taxes represents the total of adjustments discussed to calculate the Adjusted Provision for Income Taxes.

    SCHEDULE 4
    TRANSUNION AND SUBSIDIARIES
    Adjusted Provision for Income Taxes and Adjusted Effective Tax Rate (Unaudited)
    (dollars in millions)

      Three Months Ended
    September 30,
      Nine Months Ended
    September 30,
      2024   2023   2024   2023
    Income (loss) from continuing operations before income taxes $ 96.8     $ (291.7 )   $ 300.5     $ (139.5 )
    Total adjustments before income tax items from Schedule 3   179.6       525.2       471.3       796.0  
    Adjusted income (loss) from continuing operations before income taxes $ 276.4     $ 233.5     $ 771.8     $ 656.5  
                   
    Reconciliation of Provision for income taxes to Adjusted Provision for Income Taxes:              
    Provision for income taxes   (24.9 )     (22.2 )     (68.9 )     (60.1 )
    Adjustments for income taxes:              
    Tax effect of above adjustments   (41.8 )     (27.9 )     (108.5 )     (90.1 )
    Eliminate impact of excess tax (benefit) expense for stock-based compensation   (2.3 )     0.7       (1.4 )     2.7  
    Other1   0.9       (2.2 )     (3.0 )     2.2  
    Total adjustments for income taxes $ (43.1 )   $ (29.5 )   $ (112.9 )   $ (85.2 )
    Adjusted Provision for Income Taxes $ (68.0 )   $ (51.7 )   $ (181.8 )   $ (145.3 )
                   
    Effective tax rate   25.7 %     (7.6 )%     22.9 %     (43.1 )%
    Adjusted Effective Tax Rate   24.6 %     22.2 %     23.6 %     22.1 %
                                   

    As a result of displaying amounts in millions, rounding differences may exist in the table above.

      1.  Other adjustments for income taxes include:
          Three Months Ended
    September 30,
      Nine Months Ended
    September 30,
          2024   2023   2024   2023 
      Deferred tax adjustments   $ 3.8     $ (0.2 )   $ (1.4 )   $ 0.6  
      Valuation allowance adjustments     (2.3 )     (1.9 )     (2.1 )     (0.8 )
      Return to provision, audit adjustments, and reserves related to prior periods     (1.2 )     1.4       1.2       2.6  
      Other adjustments     0.7       (1.6 )     (0.7 )     (0.3 )
      Total other adjustments   $ 0.9     $ (2.2 )   $ (3.0 )   $ 2.2  
     

    SCHEDULE 5
    TRANSUNION AND SUBSIDIARIES
    Leverage Ratio (Unaudited)
    (dollars in millions)

        Trailing Twelve
    Months Ended
    September 30, 2024
    Reconciliation of Net income attributable to TransUnion to Consolidated Adjusted EBITDA:    
    Net income attributable to TransUnion   $ 224.2
    Net interest expense     248.6
    Provision for income taxes     53.6
    Depreciation and amortization     533.8
    EBITDA   $ 1,060.2
    Adjustments to EBITDA:    
    Stock-based compensation   $ 113.0
    Mergers and acquisitions, divestitures and business optimization1     27.2
    Accelerated technology investment2     75.6
    Operating model optimization program3     164.0
    Net other4     14.4
    Total adjustments to EBITDA   $ 394.3
    Leverage Ratio Adjusted EBITDA   $ 1,454.5
         
    Total debt   $ 5,201.4
    Less: Cash and cash equivalents     643.2
    Net Debt   $ 4,558.2
         
    Ratio of Net Debt to Net income attributable to TransUnion     20.3
    Leverage Ratio     3.1

    As a result of displaying amounts in millions, rounding differences may exist in the table above.

    1.  Mergers and acquisitions, divestitures and business optimization consisted of the following adjustments:
          Trailing Twelve
    Months Ended
    September 30, 2024
      Transaction and integration costs   $ 16.9  
      Fair value and impairment adjustments     10.3  
      Post-acquisition adjustments     0.1  
      Transition services agreement income     (0.1 )
      Total mergers and acquisitions, divestitures and business optimization   $ 27.2  
    2.  Represents expenses associated with our accelerated technology investment to migrate to the cloud. There are three components of the accelerated technology investment: (i) building foundational capabilities which includes establishing a modern, API-based and services-oriented software architecture, (ii) the migration of each application and customer data to the new enterprise platform including the redundant software costs during the migration period, as well as the efforts to decommission the legacy system, and (iii) program enablement, which includes dedicated resources to support the planning and execution of the program. The amounts for each category of cost are as follows:
          Trailing Twelve
    Months Ended
    September 30, 2024
      Foundational Capabilities   $         33.0        
      Migration Management             37.5        
      Program Enablement             5.1        
      Total accelerated technology investment   $         75.6        
    3.  Operating model optimization consisted of the following adjustments:
          Trailing Twelve
    Months Ended
    September 30, 2024
      Employee separation   $         96.6        
      Facility exit             45.5        
      Business process optimization             21.9        
      Total operating model optimization   $         164.0        
    4.  Net other consisted of the following adjustments:
          Trailing Twelve
    Months Ended
    September 30, 2024
      Deferred loan fee expense from debt prepayments and refinancings   $ 15.4  
      Other debt financing expenses     2.3  
      Currency remeasurement on foreign operations     (2.2 )
      Other non-operating (income) and expense     (1.2 )
      Total other adjustments   $ 14.4  
       

    SCHEDULE 6
    TRANSUNION AND SUBSIDIARIES
    Segment Depreciation and Amortization (Unaudited)
    (in millions)

      Three Months Ended September 30,   Nine Months Ended September 30,
       2024    2023    2024    2023
                   
    U.S. Markets $ 99.3   $ 99.3   $ 299.4   $ 292.3
    International   33.4     31.0     98.1     95.5
    Corporate   1.0     1.1     3.0     3.3
    Total depreciation and amortization $ 133.6   $ 131.3   $ 400.5   $ 391.1
     

    As a result of displaying amounts in millions, rounding differences may exist in the table above.

    SCHEDULE 7
    TRANSUNION AND SUBSIDIARIES
    Reconciliation of Non-GAAP Guidance (Unaudited)
    (in millions, except per share data)

      Three Months Ended December 31, 2024   Twelve Months Ended December 31, 2024
      Low   High   Low   High
    Guidance reconciliation of Net income attributable to TransUnion to Adjusted EBITDA:              
    Net income attributable to TransUnion $ 65     $ 77     $ 284     $ 295  
    Interest, taxes and depreciation and amortization   216       219       868       872  
    EBITDA $ 281     $ 296     $ 1,152     $ 1,167  
    Stock-based compensation, mergers, acquisitions divestitures and business optimization-related expenses and other adjustments1   79       79       336       336  
    Adjusted EBITDA $ 360     $ 375     $ 1,488     $ 1,503  
                   
    Net income attributable to TransUnion margin   6.4 %     7.4 %     6.8 %     7.1 %
    Consolidated Adjusted EBITDA margin2   35.5 %     36.2 %     35.8 %     36.0 %
                   
    Guidance reconciliation of Diluted earnings per share to Adjusted Diluted Earnings per Share:              
    Diluted earnings per share $ 0.34     $ 0.39     $ 1.45     $ 1.51  
    Adjustments to diluted earnings per share1   0.58       0.58       2.42       2.42  
    Adjusted Diluted Earnings per Share $ 0.92     $ 0.98     $ 3.87     $ 3.93  
     

    As a result of displaying amounts in millions, rounding differences may exist in the table above.

    1. These adjustments include the same adjustments we make to our Adjusted EBITDA and Adjusted Net Income as discussed in the Non-GAAP Financial Measures section of our Earnings Release.
    2. Consolidated Adjusted EBITDA margin is calculated by dividing Consolidated Adjusted EBITDA by total revenue.

    The MIL Network

  • MIL-OSI United Kingdom: Designing Defence’s next generation multi-satellite system

    Source: United Kingdom – Government Statements

    Dstl scientific expertise and advice is at the heart of the Ministry of Defence’s ambitions in space.

    Scientists from the Defence Science and Technology Laboratory (Dstl) are at the forefront of designing and developing Defence’s next generation satellite constellation – a system that will bring giant leaps in operational advantage to the armed forces. 

    We have developed new collaborative ways of working with both Space Command and Defence Equipment and Support (DE&S) to deliver the next generation multi-satellite system to support greater global surveillance and intelligence for military operations – known as the ISTARI programme.

    ISTARI will cost £968 million and involves the development of a constellation (group) of satellites to deliver global intelligence, surveillance and reconnaissance and to send data and information rapidly to decision makers across the globe. A series of operational capability demonstrator missions will first be carried out to test the concept.

    Dstl is leading the initial constellation design and development. Using our evidence-based decision-making and systems engineering we are working with DE&S to jointly deliver the missions and bring them into service for Space Command.

    Taking a multi-disciplinary approach enables more rapid decision-making and sharing of best practice across technical, programmatic and operational disciplines. It enables defence to ask the right questions and make the right decisions to develop and deliver capability effectively and efficiently.

    Tyche: MOD’s first sovereign Intelligence Surveillance and Reconnaissance (ISR) satellite

    Space Command’s first satellite, Tyche, launched in August aboard SpaceX Falcon 9. Dstl provided technical assurance to Tyche, which was built by UK industry.

    Space Command’s first satellite, Tyche

    Tyche is an electro-optical imaging satellite capable of collecting images of the ground, and short image sequences of ground locations, to detect moving objects. It also possesses an additional on-board processor for immediate processing of data collected, including the ability to upload Artificial Intelligence and Machine Learning algorithms for data reduction.

    Tyche will be able to communicate with commercial data relays in geostationary orbit to reduce data latency and increase opportunities for tasking.

    A key aspect to the experimentation Tyche will deliver will be the opportunity to demonstrate how the satellite interfaces with the wider emerging MOD space architecture.

    Goonhilly Earth Station: new communications ground stations in Cornwall

    Dstl is also building on the existing ground facilities to enhance space operations. In conjunction with the National Security Strategic Investment Fund (NSSIF), 2 new remote ground stations have been installed at Goonhilly Earth Station (GES) in Cornwall to expand Dstl’s space-to-ground capability and enable increase experimentation.

    Goonhilly Satellite Earth Station (Credit: Shutterstock)

    The powerful 3.9m Safran Legion antennas, to be operated by Dstl, complement Dstl’s Hermes ground station and will track satellites and download Intelligence Surveillance and Reconnaissance (ISR) data – vital to demonstrating the ISTARI concept.

    Dstl is also working with Goonhilly to tailor and assess the suitability of an open standard for booking and scheduling of remote ground terminals within a network; this will broker access between multiple end users.

    Dstl’s in-house expertise is vital to these missions as we help build Defence’s next generation space capability, which will be vital to ensure operational advantage on the frontline. Find out more about our space defence science and technology capability.

    Updates to this page

    Published 23 October 2024

    MIL OSI United Kingdom

  • MIL-OSI: Multitude P.L.C.: The Extraordinary General Meeting of Shareholders Decided on the Approval of the Final Accounts and Discharging the Members of the Board of Directors and the Chief Executive Officer from Liability

    Source: GlobeNewswire (MIL-OSI)

    Multitude P.L.C.: The Extraordinary General Meeting of Shareholders Decided on the Approval of the Final Accounts and Discharging the Members of the Board of Directors and the Chief Executive Officer from Liability 

    Gzira, 23 October 2024 – The Extraordinary General Meeting of Shareholders (“Meeting”) of Multitude P.L.C., a listed European FinTech company, offering digital lending and online banking services to consumers, small and medium-sized businesses, and other FinTechs (WKN: A40G1Q, ISIN: MT0002810100) (“Multitude” or “Company”), has today resolved to adopt and approve the Company’s final accounts including the financial statements and the Board of Directors’ report for the period for which financial statements had not yet been presented at the Shareholders’ General Meeting, i.e., for the period running from 1 January 2024 to 30 June 2024.  

    In addition, the Extraordinary General Meeting of Shareholders resolved, insofar as permitted under the Maltese Companies Act (chapter 386 of the laws of Malta), and in line with Finnish market practice, to discharge the members of the Board of Directors and the CEO from liability for the period covered by the final accounts (i.e., while the Company was still registered in Finland).  

    The Meeting was held following the transfer of the Company’s registered office from Finland to Malta in accordance with Article 8 of the Council Regulation (EC) No 2157/2001 of 8 October 2001 on the Statute for a European company (SE) on 30 June 2024, in order to adopt the Company’s final accounts as required pursuant to Section 11 of the Finnish European Companies Act (742/2004, as amended) and to make certain related resolutions. Accordingly, for the purposes of Section 11 of the Finnish European Companies Act, the Meeting was deemed to be a meeting of shareholders (in Finnish: “osakkeenomistajien kokous”). 

    The full minutes of the October EGM setting out said resolutions which were adopted will be available on the Company’s website no later than one week after the date of the Extraordinary General Meeting, i.e., no later than on 30 October 2024.  

    Contact: 

    Lasse Mäkelä  
    Chief Strategy and IR Officer 
    Phone: +41 79 371 34 17 
    E-Mail: Lasse.makela@multitude.com 

    About Multitude P.L.C.: 

    Multitude is a listed European FinTech company, offering digital lending and online banking services to consumers, small and medium-sized enterprises, and other FinTechs overlooked by traditional banks. The services are provided through three independent business units, which are served by our internal Banking-as-a-Service Growth Platform. Multitude’s business units are Consumer Banking (Ferratum), SME Banking (CapitalBox), and Wholesale Banking (Multitude Bank). Multitude Group employs over 700 people in 25 countries and offers services in 16 countries, achieving a combined turnover of 230 million euros in 2023. Multitude was founded in Finland in 2005 and is listed on the Prime Standard segment of the Frankfurt Stock Exchange under the symbol ‘E4l’. http://www.multitude.com 

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