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Category: Europe

  • MIL-OSI Russia: Israel Strikes Yemeni Red Sea Ports

    Translation. Region: Russian Federal

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

    An important disclaimer is at the bottom of this article.

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

    SANAA/JERUSALEM, July 7 (Xinhua) — Israel launched a series of airstrikes on Yemen’s Red Sea ports in the western province of Hodeida late Sunday.

    The strikes came minutes after the Israeli military issued an urgent evacuation warning on the X social media platform. Witnesses reported explosions in several locations along Yemen’s west coast, including the port of Hodeida.

    Israeli Defense Minister Israel Katz said in a statement that the strikes targeted what he described as Houthi strongholds, including the ports of Hodeida, al-Salif and Ras Isa, the Ras Katib power plant and the Galaxy Leader ship, which was captured by Houthi forces in November 2023.

    He suggested that a wider escalation could follow. “Yemen will be treated the same way as Tehran,” he said. “The Houthis will continue to pay a high price for their actions.”

    Earlier on Sunday, a rocket fired by Houthi forces triggered air raid sirens in southern Israel and was intercepted without casualties, the Israeli army said. The Houthis said it was a hypersonic missile aimed at Ben Gurion Airport near Tel Aviv.

    Israel has carried out several strikes on key ports and infrastructure in Yemen in recent months, while the Houthis continue to fire rockets into Israel while declaring solidarity with the Palestinians in Gaza. –0–

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

    .

    MIL OSI Russia News –

  • MIL-OSI Russia: Second direct international air route between Shanxi Province and Moscow officially launched

    Translation. Region: Russian Federal

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

    An important disclaimer is at the bottom of this article.

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

    BEIJING, July 7 (Xinhua) — A direct international air route between Datong City in North China’s Shanxi Province and Moscow was officially launched on Sunday, marking the opening of a second tourist air route between the Russian capital and China’s Shanxi Province, Zhongxinshe News Agency reported.

    Flights Y7535/Y7536 on this route will be operated once a week. According to the schedule, the aircraft departs Moscow on Saturdays at 18:45 Moscow time and arrives in Datong at 08:50 the next day Beijing time. The return flight is operated on Sundays at 10:30 Beijing time from Datong, landing at Moscow airport at 15:35 local time.

    Let us recall that in April of this year, a charter flight Taiyuan-Moscow was opened. From the 17th to the beginning of the 20th century, the famous Great Tea Road connected the modern province of Shanxi and Russia. And the opening of flights Taiyuan-Moscow and Datong-Moscow will allow the two sides to deepen their friendship and intensify interactions.

    According to Li Zhiwei, CEO of Baohua Travel, Moscow and St. Petersburg are very attractive to Chinese travelers. Shanxi Province, where many attractions have been preserved, is also an interesting destination for Russian tourists. -0-

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

    .

    MIL OSI Russia News –

  • MIL-OSI Russia: A forum on entering the Russian market was held in Dongguan, southern China

    Translation. Region: Russian Federal

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

    An important disclaimer is at the bottom of this article.

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

    BEIJING, July 7 (Xinhua) — The “Entering the Russian Market” forum was successfully held in Dongguan, south China’s Guangdong Province, on Thursday. The event brought together government, business, science and research leaders to discuss new opportunities in the Russian market for enterprises in the Guangdong-Hong Kong-Macao Greater Bay Area.

    According to the Phoenix news portal, Zhang Yuliang, vice-mayor of Hunchun City (Jilin Province, Northeast China), delivered a welcoming speech. He emphasized Hunchun’s advantageous geographical position as an important city bordering Russia in the area of cross-border cooperation, outlining bright prospects for Chinese-Russian trade and economic cooperation for the participants.

    Then, Chen Ping, an official from Dongguan Association for the Promotion of Trade, presented an in-depth analysis of the opportunities and ways for enterprises in the Greater Bay Area to enter the Russian market, offering practical recommendations.

    At the roundtable, participants launched an active discussion on the topic “The Russian market in 2025: advantages, risks, breakthrough strategies and integration paths.” Experts proposed multifaceted approaches to entering the Russian market, examining issues of coordinating political measures and guidelines, platform business activities, ensuring supply chains and other aspects.

    During the interactive session, participants actively asked questions, and experts gave detailed answers, creating a lively atmosphere. As the discussion deepened, participants’ understanding of the Russian market became clearer, and their vision of ways to enter the Russian market became clearer. -0-

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

    .

    MIL OSI Russia News –

  • MIL-OSI: Ellomay and Statkraft Sign Long-Term Power Purchase Agreements for Three Operating Italian Solar Plants

    Source: GlobeNewswire (MIL-OSI)

                             

    Tel-Aviv, Israel / Milan, Italy, July 07, 2025 (GLOBE NEWSWIRE) — Ellomay Capital Ltd. (NYSE American; TASE: ELLO) (“Ellomay” or the “Company”), a renewable energy and power generator and developer of renewable energy and power projects in Europe, USA and Israel, announced today that three Italian project companies in which the Company indirectly holds a 51% interest signed long-term (9-year) power purchase agreements (“PPAs”) with Statkraft, Europe’s largest generator of renewable energy. The PPAs cover 75% of the capacity (at P50) of three operating solar plants in Italy’s central-southern zone (CSUD), with a combined capacity of approximately 38 MW.

    Ran Fridrich, CEO and Board member of Ellomay, said: “This transaction reinforces Ellomay’s strategy of enhancing the value and stability of its renewable platform across key European markets. The collaboration with Statkraft—one of Europe’s most respected and experienced offtakers—strengthens the foundation of this deal. Together with Ellomay’s disciplined development strategy and high-performing asset base, these PPAs set a benchmark for quality-driven growth in utility-scale renewables. Ellomay aims to structure similar agreements for other projects, including its remaining Italian solar portfolio that currently consists of 160 MW under construction processes (51% owned), 124 MW that received construction permits and additional 140 MW that are expected to receive permits in the near future.”

    Maya Shaltiel, CEO of Maya International Strategic Alliances Ltd. (“MISA“), who led the negotiation and structuring of the transaction on behalf of Ellomay, said: “We are proud to have delivered bankable and resilient PPAs for Ellomay, in close collaboration with Statkraft. The PPAs support long-term stability for strong renewable assets in Italy and reflect a structure designed to thrive amid market complexity. In a period of high volatility and growing demand for green energy, we secured long-term certainty while preserving merchant upside — a structure that reflects strategic clarity and adaptability to evolving market conditions. We deeply appreciate Statkraft’s partnership and look forward to continuing to support energy transition efforts across Europe.”

    Gennaro D’Annucci, Head of Origination Italy at Statkraft, said: “We are pleased to collaborate with Ellomay on this important transaction, which underscores Statkraft’s role as a leading force in the European PPA market. This agreement further strengthens our substantial renewable energy portfolio in Italy and enables us to offer innovative and competitive green supply solutions tailored to the needs of Italian corporates and industrials. It reflects our enduring commitment to driving the energy transition forward and delivering value through clean energy.”

    About Ellomay Capital Ltd.

    Ellomay is an Israeli based company whose shares are registered with the NYSE American and with the Tel Aviv Stock Exchange under the trading symbol “ELLO”. Since 2009, Ellomay focuses its business in the renewable energy and power sectors in Europe, USA and Israel.

    To date, Ellomay has evaluated numerous opportunities and invested significant funds in the renewable, clean energy and natural resources industries in Israel, Italy, Spain, the Netherlands and Texas, USA, including:

    • Approximately 335.9 MW of operating solar power plants in Spain (including a 300 MW solar plant in owned by Talasol, which is 51% owned by the Company) and 51% of approximately 38 MW of operating solar power plants in Italy;
    • 9.375% indirect interest in Dorad Energy Ltd., which owns and operates one of Israel’s largest private power plants with production capacity of approximately 850 MW, representing about 6%-8% of Israel’s total current electricity consumption;
    • Groen Gas Goor B.V., Groen Gas Oude-Tonge B.V. and Groen Gas Gelderland B.V., project companies operating anaerobic digestion plants in the Netherlands, with a green gas production capacity of approximately 3 million, 3.8 million and 9.5 million Nm3 per year, respectively;
    • 83.333% of Ellomay Pumped Storage (2014) Ltd., which is involved in a project to construct a 156 MW pumped storage hydro power plant in the Manara Cliff, Israel;
    • 51% of solar projects in Italy with an aggregate capacity of 160 MW that commenced construction processes;
    • Solar projects in Italy with an aggregate capacity of 134 MW that have reached “ready to build” status; and
    • Solar projects in the Dallas Metropolitan area, Texas, USA with an aggregate capacity of approximately 27 MW that are connected to the grid and an additional 22 MW that are awaiting connection to the grid.

    For more information about Ellomay, visit http://www.ellomay.com.

    About Statkraft

    Statkraft – Europe’s largest renewable energy producer – is a company with 7,000 employees in over 20 countries that develops and manages hydropower, wind, solar and storage system assets, also offering PPA (Power Purchase Agreement) solutions for energy buying and selling. With a history and experience of 130 years, Statkraft operates in Italy since 2020, inspired by the group’s core values: We act responsibly, We grow together, We make an impact. Principles that have always guided us towards sustainable and socially responsible action. Indeed, the management of stakeholder relations is respectful of the highest standards of corporate compliance, thus ensuring an ethical approach to business and excellent feedback from the communities that welcome our green investments.

    For more information about Statkraft, visit http://www.statkraft.com

    About Maya International Strategic Alliances Ltd.

    MISA specializes in structuring and negotiating strategic transactions in the energy and infrastructure space. With deep expertise in European and Asian energy markets, MISA supports sponsors and investors in delivering commercially sound, bankable solutions tailored to local and global dynamics.

    Information Relating to Forward-Looking Statements

    This press release contains forward-looking statements that involve substantial risks and uncertainties, including statements that are based on the current expectations and assumptions of the Company’s management. All statements, other than statements of historical facts, included in this press release regarding the Company’s plans and objectives, expectations and assumptions of management are forward-looking statements. The use of certain words, including the words “estimate,” “project,” “intend,” “expect,” “believe” and similar expressions are intended to identify forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. The Company may not actually achieve the plans, intentions or expectations disclosed in the forward-looking statements and you should not place undue reliance on the Company’s forward-looking statements. Various important factors could cause actual results or events to differ materially from those that may be expressed or implied by the Company’s forward-looking statements, including changes in electricity prices and demand, regulatory changes, increases in interest rates and inflation, changes in the supply and prices of resources required for the operation of the Company’s facilities (such as waste and natural gas) and in the price of oil, the impact of the war and hostilities in Israel and Gaza and between Israel and Iran, the impact of the continued military conflict between Russia and Ukraine, technical and other disruptions in the operations or construction of the power plants owned by the Company, inability to obtain the financing required for the development and construction of projects, inability to advance the expansion of Dorad, increases in interest rates and inflation, changes in exchange rates, delays in development, construction, or commencement of operation of the projects under development, failure to obtain permits – whether within the set time frame or at all, climate change, and general market, political and economic conditions in the countries in which the Company operates, including Israel, Spain, Italy and the United States. and general market, political and economic conditions in the countries in which the Company operates, including Israel, Spain, Italy and the United States. These and other risks and uncertainties associated with the Company’s business are described in greater detail in the filings the Company makes from time to time with Securities and Exchange Commission, including its Annual Report on Form 20-F. The forward-looking statements are made as of this date and the Company does not undertake any obligation to update any forward-looking statements, whether as a result of new information, future events or otherwise.

    Contact:
    Kalia Rubenbach (Weintraub)
    CFO
    Tel: +972 (3) 797-1111
    Email: hilai@ellomay.com

    The MIL Network –

  • MIL-OSI: Ellomay and Statkraft Sign Long-Term Power Purchase Agreements for Three Operating Italian Solar Plants

    Source: GlobeNewswire (MIL-OSI)

                             

    Tel-Aviv, Israel / Milan, Italy, July 07, 2025 (GLOBE NEWSWIRE) — Ellomay Capital Ltd. (NYSE American; TASE: ELLO) (“Ellomay” or the “Company”), a renewable energy and power generator and developer of renewable energy and power projects in Europe, USA and Israel, announced today that three Italian project companies in which the Company indirectly holds a 51% interest signed long-term (9-year) power purchase agreements (“PPAs”) with Statkraft, Europe’s largest generator of renewable energy. The PPAs cover 75% of the capacity (at P50) of three operating solar plants in Italy’s central-southern zone (CSUD), with a combined capacity of approximately 38 MW.

    Ran Fridrich, CEO and Board member of Ellomay, said: “This transaction reinforces Ellomay’s strategy of enhancing the value and stability of its renewable platform across key European markets. The collaboration with Statkraft—one of Europe’s most respected and experienced offtakers—strengthens the foundation of this deal. Together with Ellomay’s disciplined development strategy and high-performing asset base, these PPAs set a benchmark for quality-driven growth in utility-scale renewables. Ellomay aims to structure similar agreements for other projects, including its remaining Italian solar portfolio that currently consists of 160 MW under construction processes (51% owned), 124 MW that received construction permits and additional 140 MW that are expected to receive permits in the near future.”

    Maya Shaltiel, CEO of Maya International Strategic Alliances Ltd. (“MISA“), who led the negotiation and structuring of the transaction on behalf of Ellomay, said: “We are proud to have delivered bankable and resilient PPAs for Ellomay, in close collaboration with Statkraft. The PPAs support long-term stability for strong renewable assets in Italy and reflect a structure designed to thrive amid market complexity. In a period of high volatility and growing demand for green energy, we secured long-term certainty while preserving merchant upside — a structure that reflects strategic clarity and adaptability to evolving market conditions. We deeply appreciate Statkraft’s partnership and look forward to continuing to support energy transition efforts across Europe.”

    Gennaro D’Annucci, Head of Origination Italy at Statkraft, said: “We are pleased to collaborate with Ellomay on this important transaction, which underscores Statkraft’s role as a leading force in the European PPA market. This agreement further strengthens our substantial renewable energy portfolio in Italy and enables us to offer innovative and competitive green supply solutions tailored to the needs of Italian corporates and industrials. It reflects our enduring commitment to driving the energy transition forward and delivering value through clean energy.”

    About Ellomay Capital Ltd.

    Ellomay is an Israeli based company whose shares are registered with the NYSE American and with the Tel Aviv Stock Exchange under the trading symbol “ELLO”. Since 2009, Ellomay focuses its business in the renewable energy and power sectors in Europe, USA and Israel.

    To date, Ellomay has evaluated numerous opportunities and invested significant funds in the renewable, clean energy and natural resources industries in Israel, Italy, Spain, the Netherlands and Texas, USA, including:

    • Approximately 335.9 MW of operating solar power plants in Spain (including a 300 MW solar plant in owned by Talasol, which is 51% owned by the Company) and 51% of approximately 38 MW of operating solar power plants in Italy;
    • 9.375% indirect interest in Dorad Energy Ltd., which owns and operates one of Israel’s largest private power plants with production capacity of approximately 850 MW, representing about 6%-8% of Israel’s total current electricity consumption;
    • Groen Gas Goor B.V., Groen Gas Oude-Tonge B.V. and Groen Gas Gelderland B.V., project companies operating anaerobic digestion plants in the Netherlands, with a green gas production capacity of approximately 3 million, 3.8 million and 9.5 million Nm3 per year, respectively;
    • 83.333% of Ellomay Pumped Storage (2014) Ltd., which is involved in a project to construct a 156 MW pumped storage hydro power plant in the Manara Cliff, Israel;
    • 51% of solar projects in Italy with an aggregate capacity of 160 MW that commenced construction processes;
    • Solar projects in Italy with an aggregate capacity of 134 MW that have reached “ready to build” status; and
    • Solar projects in the Dallas Metropolitan area, Texas, USA with an aggregate capacity of approximately 27 MW that are connected to the grid and an additional 22 MW that are awaiting connection to the grid.

    For more information about Ellomay, visit http://www.ellomay.com.

    About Statkraft

    Statkraft – Europe’s largest renewable energy producer – is a company with 7,000 employees in over 20 countries that develops and manages hydropower, wind, solar and storage system assets, also offering PPA (Power Purchase Agreement) solutions for energy buying and selling. With a history and experience of 130 years, Statkraft operates in Italy since 2020, inspired by the group’s core values: We act responsibly, We grow together, We make an impact. Principles that have always guided us towards sustainable and socially responsible action. Indeed, the management of stakeholder relations is respectful of the highest standards of corporate compliance, thus ensuring an ethical approach to business and excellent feedback from the communities that welcome our green investments.

    For more information about Statkraft, visit http://www.statkraft.com

    About Maya International Strategic Alliances Ltd.

    MISA specializes in structuring and negotiating strategic transactions in the energy and infrastructure space. With deep expertise in European and Asian energy markets, MISA supports sponsors and investors in delivering commercially sound, bankable solutions tailored to local and global dynamics.

    Information Relating to Forward-Looking Statements

    This press release contains forward-looking statements that involve substantial risks and uncertainties, including statements that are based on the current expectations and assumptions of the Company’s management. All statements, other than statements of historical facts, included in this press release regarding the Company’s plans and objectives, expectations and assumptions of management are forward-looking statements. The use of certain words, including the words “estimate,” “project,” “intend,” “expect,” “believe” and similar expressions are intended to identify forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. The Company may not actually achieve the plans, intentions or expectations disclosed in the forward-looking statements and you should not place undue reliance on the Company’s forward-looking statements. Various important factors could cause actual results or events to differ materially from those that may be expressed or implied by the Company’s forward-looking statements, including changes in electricity prices and demand, regulatory changes, increases in interest rates and inflation, changes in the supply and prices of resources required for the operation of the Company’s facilities (such as waste and natural gas) and in the price of oil, the impact of the war and hostilities in Israel and Gaza and between Israel and Iran, the impact of the continued military conflict between Russia and Ukraine, technical and other disruptions in the operations or construction of the power plants owned by the Company, inability to obtain the financing required for the development and construction of projects, inability to advance the expansion of Dorad, increases in interest rates and inflation, changes in exchange rates, delays in development, construction, or commencement of operation of the projects under development, failure to obtain permits – whether within the set time frame or at all, climate change, and general market, political and economic conditions in the countries in which the Company operates, including Israel, Spain, Italy and the United States. and general market, political and economic conditions in the countries in which the Company operates, including Israel, Spain, Italy and the United States. These and other risks and uncertainties associated with the Company’s business are described in greater detail in the filings the Company makes from time to time with Securities and Exchange Commission, including its Annual Report on Form 20-F. The forward-looking statements are made as of this date and the Company does not undertake any obligation to update any forward-looking statements, whether as a result of new information, future events or otherwise.

    Contact:
    Kalia Rubenbach (Weintraub)
    CFO
    Tel: +972 (3) 797-1111
    Email: hilai@ellomay.com

    The MIL Network –

  • MIL-OSI: Shell second quarter 2025 update note

    Source: GlobeNewswire (MIL-OSI)

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

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

       Integrated Gas

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

     Upstream

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

     Marketing

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

      Chemicals and Products

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

    *See appendix

     Renewables and Energy Solutions

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

    Corporate

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

    Shell Group

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

    Guidance

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

    Consensus

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

    Appendix

    Indicative Margins

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

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

    Volume Data

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

    Underlying Opex

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

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

    Depreciation, depletion and amortisation

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

    Taxation Charge

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

    Adjusted Earnings

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

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

    Enquiries

    Media International: +44 (0) 207 934 5550

    Media U.S. and Canada: Contact form

    Cautionary Note

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

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

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

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

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

    Forward-Looking Non-GAAP measures

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

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

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

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

    LEI number of Shell plc: 21380068P1DRHMJ8KU70

    The MIL Network –

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

    Source: GlobeNewswire (MIL-OSI)

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

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

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

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

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

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

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

    Contact:
    SHAJAN SKARIA
    media@lightchain.ai

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

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

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

    The MIL Network –

  • MIL-Evening Report: A test of political courage: Yoorrook’s final reports demand action, not amnesia

    Source: The Conversation (Au and NZ) – By Jeremie M Bracka, Law Lecturer and Transitional Justice Academic, RMIT University

    Australia’s colonial era may be formally over but its legacies of inequality, land dispossession and systemic racism continue to shape daily life for First Peoples.

    Last week, the Victorian Yoorrook Justice Commission delivered its two final reports to the Victorian governor, concluding the most ambitious effort yet to reckon with these injustices.

    The reports, Yoorrook for Transformation and Yoorrook Truth Be Told, contain 100 detailed recommendations across five volumes. They deliver a devastating account of dispossession, family separation, cultural erasure and structural racism, past and present.

    Their scope is historic. But the question remains: will they change anything?

    A bold innovation in truth-telling

    Yoorrook is not just another inquiry.

    Established in 2021, it is Australia’s first formal truth commission and the only one globally to be established alongside a Treaty process in a settler-colonial democracy.

    It was designed by the First Peoples’ Assembly of Victoria and has been led and shaped by Aboriginal communities.

    Its mandate is wide: to investigate both historical and ongoing injustices across all areas of life from land, law, health and education to housing, finance and child protection.

    Over the past four years, Yoorrook has compelled testimony from ministers and senior bureaucrats, visited prisons and out-of-home care facilities, and travelled across the state to conduct on-country truth-telling with Elders.

    In the words of one witness, Aunty Stephanie Charles:

    Our Land, Our Language, Our
    Lore and Our Lives have been denied
    for far too long. In order to move
    forward these must be recognised
    an respected. This is Yoo-rrook.

    Why truth commissions matter

    Truth commissions emerged most famously in South Africa, where they were used to document atrocities during apartheid.

    In recent years, however, they’ve also appeared in stable democracies grappling with colonial legacies: Canada’s commission on residential schools, Belgium’s commission on its African empire, and multiple United States commissions examining slavery, segregation and systemic racism.

    In postcolonial states such as Australia, truth-telling is particularly powerful and necessary, because harm has not only been inflicted but denied.

    As anthropologist W.E.H. Stanner put it in 1968, Australia has long maintained a “great Australian silence” – a wilful forgetting of how the nation was built on the dispossession of others.

    Yoorrook challenges this silence. It has created an official record of Victoria’s colonial and ongoing harms, and opened a rare space for Indigenous people to define harm on their own terms, including what justice and healing should look like.

    Structural injustice laid bare

    The commission’s final reports lay out both stories and statistics. These include:

    • in the past, Victoria explicitly authorised child removals on racial grounds and controlled every aspect of Aboriginal life under protectionist laws
    • today, the state still removes Aboriginal children at more than 20 times the rate of non-Indigenous children
    • Aboriginal people remain vastly over-represented in police custody, prison populations and cases of public housing exclusion.

    Yoorrook is connecting these dots, showing how the injustices of colonisation did not end but evolved into contemporary legal and institutional forms.

    Importantly, the commission has not shied away from naming these harms. It has condemned Victoria’s systemic racism – including alleged genocide – and called for radical change not just recognition.

    Among its recommendations are calls to return land and water to Traditional Owners, to embed First Peoples’ control over education and child protection, and to establish reparations and shared governance structures across public institutions.

    Will this lead to real change?

    Yoorrook’s reports could be transformative if acted on – but this is far from guaranteed.

    The Canadian experience is instructive. While its Truth and Reconciliation Commission garnered attention, many Canadians today are unfamiliar with its findings and progress on its recommendations has been slow.

    In Australia, there’s a similar risk that Yoorrook may preach to the choir while political leaders move on. Despite a public apology in 2008, most recommendations of the 1991 Royal Commission into Aboriginal Deaths in Custody remain unfulfilled.

    Since then, more than 500 additional Indigenous people have died in custody.

    We must resist the cycle of “truth without justice.”

    In recent hearings, Yoorrook commissioners pressed ministers to move beyond rhetoric. While several public apologies were made, including from Victoria’s attorney-general and the police minister, the commission rightly warned apologies without action are hollow.

    Where to from here?

    The failure of the Voice referendum in 2023 showed just how contested questions of history, race and recognition remain in Australia.

    But it also underscored the need for renewed engagement with the truth, not just in parliaments but in homes, schools, workplaces and media.

    Yoorrook’s challenge is not only to shape policy but to shift public consciousness. In this sense, it must speak to all Victorians.

    Without broader buy-in, even the best-designed truth commission risks being forgotten.

    A test of political courage

    Yoorrook has done its part. It has listened to more than 1,500 voices. It has built the record. It has made the case for transformation.

    Now, the Victorian government and indeed all of us must decide what to do with that truth. Will we confront it? Will we act on it? Or will we retreat once more into silence?

    Yoorrook has narrowed the range of permissible lies in this country. But narrowing lies is not the same as achieving justice. That next step is ours to take.

    Jeremie M Bracka was awarded the Malcolm Moore Industry Research Grant to support the implementation of the Final Reports of the Yoorrook Justice Commission.

    – ref. A test of political courage: Yoorrook’s final reports demand action, not amnesia – https://theconversation.com/a-test-of-political-courage-yoorrooks-final-reports-demand-action-not-amnesia-260580

    MIL OSI Analysis – EveningReport.nz –

  • MIL-OSI New Zealand: New governance for Health New Zealand

    Source: New Zealand Government

    The Government is today announcing the reestablishment of the Health New Zealand Board, with new appointments to drive its priority of ensuring timely, quality healthcare for all New Zealanders, Health Minister Simeon Brown says.  The re-established Health New Zealand Board will take over from the Commissioner and Deputy Commissioners appointed last year to stabilise the organisation and set a clear direction.  “Under Professor Lester Levy’s leadership as Commissioner, Health New Zealand has delivered a strong financial plan, and a clear Health Delivery Plan is now in place. He is refocusing the organisation on patients and driving progress on the Government’s health targets, which are seeing waitlists reduced,” Mr Brown says.  Professor Levy has been appointed Chair of Health New Zealand for a 12-month term to ensure continuity of leadership. His appointment will maintain momentum on the Government’s health targets and keep the focus firmly on patients. Mr Brown also announced his intention to begin a nomination process later this year for a permanent Chair to take effect from 1 July 2026.  “I have also appointed an experienced team of Board members who will support Health New Zealand to deliver for patients, including the appointment of Dr Andrew Connolly as Deputy Chair. Dr Connolly is an experienced surgeon and clinical director who has also held numerous appointments across Governments, including Chair of the Medical Council, Crown Monitor, and Commissioner on District Health Boards.  “I am also appointing Hamiora Bowkett as a Crown Observer to keep a close watch on performance and support the Board with independent oversight. This role will focus on supporting the Board’s re-establishment and ensuring Health New Zealand delivers on the Government’s health targets. Mr Bowkett will advise me directly, with a particular focus on Health New Zealand’s financial position and the delivery of health targets.” “We’re also tackling one of the biggest barriers to better care – our ageing health infrastructure – by establishing a dedicated Infrastructure Committee to make sure our Government’s significant investment in health infrastructure delivers modern facilities, on time and on budget.  “This is about accountability. Patients care about seeing a doctor sooner, getting their hip surgery faster, being treated in a hospital that works. That’s what these governance changes are designed to achieve.”  The key appointments include: 
     

    Professor Lester Levy, currently Commissioner of Health New Zealand and Chair of the Health Research Council, has been appointed Chair of the Health New Zealand Board for a 12-month term.
    Dr Andrew Connolly, a senior surgeon and clinical leader, is appointed Deputy Chair.
    Board members include Roger Jarrold, Dr Frances Hughes, Parekawhia McLean, Peter McCardle, and Terry Moore.
    Hamiora Bowkett is appointed as Crown Observer to support and monitor Health New Zealand.
    A new Infrastructure Committee, chaired by Dr Margaret Wilsher, will oversee the delivery of critical health projects, supported by experienced members: Mark Binns, James Christmas, Sarah Sinclair, Evan Davies, and Roger Jarrold. 

    “I want to acknowledge the work of Professor Levy as Commissioner, and thank Deputy Commissioners Roger Jarrold, Ken Whelan, and Kylie Clegg for the rapid progress they have made in refocusing Health New Zealand on patients.  “There is still much work to do, and I look forward to working with the Health New Zealand Board to deliver for patients, achieve the Government’s health targets, and continue driving progress on the key priorities I announced in March.  “These changes ensure we have the right people in the right roles to get it done.”  Appointed members will assume their roles on 23 July 2025, when the Commission ends. 

    MIL OSI New Zealand News –

  • MIL-OSI: Indosat Ooredoo Hutchison and Nokia partner to reduce energy demand and support AI-powered, sustainable operations

    Source: GlobeNewswire (MIL-OSI)

    Press Release
    Indosat Ooredoo Hutchison and Nokia partner to reduce energy demand and support AI-powered, sustainable operations

    • Nokia Energy Efficiency, part of the company’s Autonomous Networks portfolio, will enable Indosat Ooredoo Hutchison to shut idle and unused radio equipment automatically during low network demand periods.
    • The agreement supports Indosat Ooredoo Hutchison’s commitment to sustainability and digital innovation, and its transformation into an AI-powered TechCo, building a smarter, greener, and more inclusive Indonesia.

    7 July 2025
    Espoo, Finland – Indosat Ooredoo Hutchison (Indosat or IOH), Indonesia’s leading digital telecommunications company, has deployed Nokia Energy Efficiency, part of Nokia’s Autonomous Networks portfolio, to reduce energy demand and carbon dioxide emissions across its nationwide radio access network (RAN).

    Using artificial intelligence and machine learning algorithms to analyse real-time traffic patterns, Nokia Energy Efficiency enables Indosat to adjust or shut idle and unused radio equipment automatically during low network demand periods. The solution, engineered with intelligent thermal management to cut network cooling energy needs, is available in a SaaS model that eliminates large up-front capital expenditure and avoids the need to perform on-site software maintenance and updates, contributing to greener network operations.

    The multi-vendor, AI-driven energy management solution can reduce energy costs and carbon footprint with no negative impact on network performance or customer experience. It can be rolled out in a matter of weeks.

    The initiative marks another critical step in Indosat’s broader transformation journey—from a conventional telecom operator into an AI TechCo—powered by intelligent technologies, cloud-based platforms, and a commitment to sustainability. By embedding automation and intelligence into network operations, Indosat is unlocking new levels of efficiency, agility, and environmental responsibility across its infrastructure.

    “As data consumption continues to grow, so does our responsibility to manage resources wisely. This collaboration reflects Indosat’s unwavering commitment to environmental stewardship and sustainable innovation, using AI to not only optimize performance, but also reduce emissions and energy use across our network.” said Desmond Cheung, Director and Chief Technology Officer, Indosat Ooredoo Hutchison.

    Indosat’s commitment to sustainability has already earned it regional recognition. It was the first operator in Southeast Asia to achieve ISO 50001 certification for energy management—underscoring its pledge to minimize environmental impact through operational excellence. The collaboration with Nokia builds upon a successful pilot project, in which the AI-powered solution demonstrated its ability to reduce energy consumption in live network conditions.

    Following the pilot project, Nokia deployed its Energy Efficiency solution to the entire Nokia RAN footprint in Sumatra, Kalimantan, Central and East Java.

    “We are very pleased to be helping Indosat deliver on its commitments to sustainability and environmental responsibility, establishing its position both locally and internationally. Nokia Energy Efficiency reflects the important R&D investments that Nokia continues to make to help our customers optimize energy savings and network performance simultaneously,” said Henrique Vale, Vice President, Cloud and Network Services, APAC, Nokia.

    Nokia’s Autonomous Networks portfolio, including its Autonomous Networks Fabric solution, utilizes Agentic AI to deliver advanced security, analytics, and operations capabilities that provide operators with a holistic, real-time view of the network so they can reduce costs, accelerate time-to-value, and deliver the best customer experience.

    Autonomous Networks Fabric is a unifying intelligence layer that weaves together observability, analytics, security, and automation across every network domain; allowing a network to behave as one adaptive system, regardless of vendor, architecture, or deployment model.

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

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

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

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

    Follow us on social media
    LinkedIn X Instagram Facebook YouTube  

    The MIL Network –

  • MIL-OSI: Indosat Ooredoo Hutchison and Nokia partner to reduce energy demand and support AI-powered, sustainable operations

    Source: GlobeNewswire (MIL-OSI)

    Press Release
    Indosat Ooredoo Hutchison and Nokia partner to reduce energy demand and support AI-powered, sustainable operations

    • Nokia Energy Efficiency, part of the company’s Autonomous Networks portfolio, will enable Indosat Ooredoo Hutchison to shut idle and unused radio equipment automatically during low network demand periods.
    • The agreement supports Indosat Ooredoo Hutchison’s commitment to sustainability and digital innovation, and its transformation into an AI-powered TechCo, building a smarter, greener, and more inclusive Indonesia.

    7 July 2025
    Espoo, Finland – Indosat Ooredoo Hutchison (Indosat or IOH), Indonesia’s leading digital telecommunications company, has deployed Nokia Energy Efficiency, part of Nokia’s Autonomous Networks portfolio, to reduce energy demand and carbon dioxide emissions across its nationwide radio access network (RAN).

    Using artificial intelligence and machine learning algorithms to analyse real-time traffic patterns, Nokia Energy Efficiency enables Indosat to adjust or shut idle and unused radio equipment automatically during low network demand periods. The solution, engineered with intelligent thermal management to cut network cooling energy needs, is available in a SaaS model that eliminates large up-front capital expenditure and avoids the need to perform on-site software maintenance and updates, contributing to greener network operations.

    The multi-vendor, AI-driven energy management solution can reduce energy costs and carbon footprint with no negative impact on network performance or customer experience. It can be rolled out in a matter of weeks.

    The initiative marks another critical step in Indosat’s broader transformation journey—from a conventional telecom operator into an AI TechCo—powered by intelligent technologies, cloud-based platforms, and a commitment to sustainability. By embedding automation and intelligence into network operations, Indosat is unlocking new levels of efficiency, agility, and environmental responsibility across its infrastructure.

    “As data consumption continues to grow, so does our responsibility to manage resources wisely. This collaboration reflects Indosat’s unwavering commitment to environmental stewardship and sustainable innovation, using AI to not only optimize performance, but also reduce emissions and energy use across our network.” said Desmond Cheung, Director and Chief Technology Officer, Indosat Ooredoo Hutchison.

    Indosat’s commitment to sustainability has already earned it regional recognition. It was the first operator in Southeast Asia to achieve ISO 50001 certification for energy management—underscoring its pledge to minimize environmental impact through operational excellence. The collaboration with Nokia builds upon a successful pilot project, in which the AI-powered solution demonstrated its ability to reduce energy consumption in live network conditions.

    Following the pilot project, Nokia deployed its Energy Efficiency solution to the entire Nokia RAN footprint in Sumatra, Kalimantan, Central and East Java.

    “We are very pleased to be helping Indosat deliver on its commitments to sustainability and environmental responsibility, establishing its position both locally and internationally. Nokia Energy Efficiency reflects the important R&D investments that Nokia continues to make to help our customers optimize energy savings and network performance simultaneously,” said Henrique Vale, Vice President, Cloud and Network Services, APAC, Nokia.

    Nokia’s Autonomous Networks portfolio, including its Autonomous Networks Fabric solution, utilizes Agentic AI to deliver advanced security, analytics, and operations capabilities that provide operators with a holistic, real-time view of the network so they can reduce costs, accelerate time-to-value, and deliver the best customer experience.

    Autonomous Networks Fabric is a unifying intelligence layer that weaves together observability, analytics, security, and automation across every network domain; allowing a network to behave as one adaptive system, regardless of vendor, architecture, or deployment model.

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

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

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

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

    Follow us on social media
    LinkedIn X Instagram Facebook YouTube  

    The MIL Network –

  • MIL-OSI: Indosat Ooredoo Hutchison and Nokia partner to reduce energy demand and support AI-powered, sustainable operations

    Source: GlobeNewswire (MIL-OSI)

    Press Release
    Indosat Ooredoo Hutchison and Nokia partner to reduce energy demand and support AI-powered, sustainable operations

    • Nokia Energy Efficiency, part of the company’s Autonomous Networks portfolio, will enable Indosat Ooredoo Hutchison to shut idle and unused radio equipment automatically during low network demand periods.
    • The agreement supports Indosat Ooredoo Hutchison’s commitment to sustainability and digital innovation, and its transformation into an AI-powered TechCo, building a smarter, greener, and more inclusive Indonesia.

    7 July 2025
    Espoo, Finland – Indosat Ooredoo Hutchison (Indosat or IOH), Indonesia’s leading digital telecommunications company, has deployed Nokia Energy Efficiency, part of Nokia’s Autonomous Networks portfolio, to reduce energy demand and carbon dioxide emissions across its nationwide radio access network (RAN).

    Using artificial intelligence and machine learning algorithms to analyse real-time traffic patterns, Nokia Energy Efficiency enables Indosat to adjust or shut idle and unused radio equipment automatically during low network demand periods. The solution, engineered with intelligent thermal management to cut network cooling energy needs, is available in a SaaS model that eliminates large up-front capital expenditure and avoids the need to perform on-site software maintenance and updates, contributing to greener network operations.

    The multi-vendor, AI-driven energy management solution can reduce energy costs and carbon footprint with no negative impact on network performance or customer experience. It can be rolled out in a matter of weeks.

    The initiative marks another critical step in Indosat’s broader transformation journey—from a conventional telecom operator into an AI TechCo—powered by intelligent technologies, cloud-based platforms, and a commitment to sustainability. By embedding automation and intelligence into network operations, Indosat is unlocking new levels of efficiency, agility, and environmental responsibility across its infrastructure.

    “As data consumption continues to grow, so does our responsibility to manage resources wisely. This collaboration reflects Indosat’s unwavering commitment to environmental stewardship and sustainable innovation, using AI to not only optimize performance, but also reduce emissions and energy use across our network.” said Desmond Cheung, Director and Chief Technology Officer, Indosat Ooredoo Hutchison.

    Indosat’s commitment to sustainability has already earned it regional recognition. It was the first operator in Southeast Asia to achieve ISO 50001 certification for energy management—underscoring its pledge to minimize environmental impact through operational excellence. The collaboration with Nokia builds upon a successful pilot project, in which the AI-powered solution demonstrated its ability to reduce energy consumption in live network conditions.

    Following the pilot project, Nokia deployed its Energy Efficiency solution to the entire Nokia RAN footprint in Sumatra, Kalimantan, Central and East Java.

    “We are very pleased to be helping Indosat deliver on its commitments to sustainability and environmental responsibility, establishing its position both locally and internationally. Nokia Energy Efficiency reflects the important R&D investments that Nokia continues to make to help our customers optimize energy savings and network performance simultaneously,” said Henrique Vale, Vice President, Cloud and Network Services, APAC, Nokia.

    Nokia’s Autonomous Networks portfolio, including its Autonomous Networks Fabric solution, utilizes Agentic AI to deliver advanced security, analytics, and operations capabilities that provide operators with a holistic, real-time view of the network so they can reduce costs, accelerate time-to-value, and deliver the best customer experience.

    Autonomous Networks Fabric is a unifying intelligence layer that weaves together observability, analytics, security, and automation across every network domain; allowing a network to behave as one adaptive system, regardless of vendor, architecture, or deployment model.

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

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

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

    Media inquiries
    Nokia Press Office
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    The MIL Network –

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

    Source: GlobeNewswire (MIL-OSI)

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

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

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

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

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

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

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

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

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

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

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

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

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

    Immediate unlocking of value

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

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

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

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

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

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

    Combining the capabilities and scale required to lead in Intelligent Operations

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

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

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

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

    Value creation

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

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

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

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

    Smooth integration

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

    Key transaction terms and timeline

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

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

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

    Financing

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

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

    Q2 and H1 2025 performance

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

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

    Outlook

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

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

    Conference call

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

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

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

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

    IMPORTANT NOTICE

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

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

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

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

    PARTICIPANTS IN THE SOLICITATION

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

    FORWARD LOOKING STATEMENTS

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

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

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

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

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

    ABOUT CAPGEMINI

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

    Get the Future You Want | www.capgemini.com

    ABOUT WNS

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

    For more information, visit www.wns.com

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

    Attachment

    The MIL Network –

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

    Source: GlobeNewswire (MIL-OSI)

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

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

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

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

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

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

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

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

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

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

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

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

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

    Immediate unlocking of value

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

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

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

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

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

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

    Combining the capabilities and scale required to lead in Intelligent Operations

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

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

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

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

    Value creation

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

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

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

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

    Smooth integration

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

    Key transaction terms and timeline

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

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

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

    Financing

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

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

    Q2 and H1 2025 performance

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

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

    Outlook

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

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

    Conference call

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

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

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

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

    IMPORTANT NOTICE

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

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

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

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

    PARTICIPANTS IN THE SOLICITATION

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

    FORWARD LOOKING STATEMENTS

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

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

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

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

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

    ABOUT CAPGEMINI

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

    Get the Future You Want | www.capgemini.com

    ABOUT WNS

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

    For more information, visit www.wns.com

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

    Attachment

    The MIL Network –

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

    Source: GlobeNewswire (MIL-OSI)

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

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

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

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

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

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

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

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

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

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

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

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

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

    Immediate unlocking of value

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

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

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

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

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

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

    Combining the capabilities and scale required to lead in Intelligent Operations

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

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

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

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

    Value creation

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

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

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

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

    Smooth integration

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

    Key transaction terms and timeline

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

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

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

    Financing

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

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

    Q2 and H1 2025 performance

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

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

    Outlook

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

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

    Conference call

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

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

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

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

    IMPORTANT NOTICE

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

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

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

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

    PARTICIPANTS IN THE SOLICITATION

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

    FORWARD LOOKING STATEMENTS

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

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

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

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

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

    ABOUT CAPGEMINI

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

    Get the Future You Want | www.capgemini.com

    ABOUT WNS

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

    For more information, visit www.wns.com

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

    Attachment

    The MIL Network –

  • MIL-OSI Submissions: Australia – Albanese Government Must Act, CSIRO Research Fuels Calls for Deep Sea Mining Moratorium

    Source: Deep Sea Mining Campaign

    As the peak international body on deep sea mining begins a three-week meeting, CSIRO has released a series of reports commissioned by mining proponent The Metals Company (TMC) that underscore the severe environmental risks and scientific uncertainty surrounding the dangerous industry.

    The findings confirm international consensus; the deep ocean is too poorly understood to proceed with deep sea mining safely or responsibly, prompting major environmental organisations to call on the Albanese Government to support a moratorium.

    The timing of the CSIRO reports appears to align with what was, until recently, TMC’s plan to submit an application to the ISA on June 27 – plans the company has now abandoned in favour of a controversial U.S. based pathway via a dormant 1980s law and enabled by the Trump administration. 

    Pressure is mounting on the Albanese Government to adopt a precautionary stance supporting a moratorium at the ISA in line with many of its major partners, including the UK, Canada, France, Germany and New Zealand. Currently, 37 countries back a deep sea mining moratorium.

    TMC continues to apply pressure on international regulators to accelerate approvals for this high-risk untested industry. With a state-funded agency producing research likely to be used to legitimise mining in international waters, ocean advocates are calling on the Albanese Government to direct CSIRO to take no further actions on behalf of TMC. 

    The CSIRO reports confirm the likely damage to the seafloor and to the marine environment that civil society, Indigenous Pacific communities, and independent scientists have warned about; deep sea mining is too destructive and there is too much uncertainty to proceed. 

    “These findings echo the concerns we’ve heard right across the Pacific region – that the deep ocean is a highly complex, precious environment, and that accelerating deep sea mining would be dangerous,” said Phil McCabe, Pacific Regional Coordinator at the Deep Sea Conservation Coalition.

    There remains a severe lack of real-world data about deep sea ecosystems – particularly in relation to the long-term environmental impacts and the risk of toxic pollution entering the food chain. Scientists warn that many of these impacts are likely to be irreversible in human timeframes. The CSIRO reports acknowledge the potential for heavy metals to bioaccumulate in marine life, including tuna, swordfish, whales, and dolphins. 

    “We’ve seen this before; traffic light systems, digital twin technology, adaptive management systems – all designed to give the illusion of sustainable management,” said Dr. Helen Rosenbaum, Research Coordinator at the Deep Sea Mining Campaign. “When the science is this uncertain, the only responsible signal is red.”

    TMC’s recent decision to abandon its application to the ISA and instead issue permits through a dormant U.S. law has been widely condemned by governments and legal experts as a direct challenge to international law and multilateralism. The move undermines the ISA’s authority just as states prepare to negotiate key regulations. 

    “Australia’s credibility is on the line,” said Duncan Currie, International Lawyer and advisor to the Deep Sea Conservation Coalition. “CSIRO’s involvement with The Metals Company (TMC) risks implicating Australia in their attempt to sidestep international governance. The Albanese Government must now draw a clear line; support a moratorium at the International Seabed Authority, and ensure CSIRO takes no further action on TMC’s behalf.”

    “At the ISA, a moratorium or precautionary pause on deep sea mining is the only viable path to protecting the deep sea,” said Shiva Gounden, Head of Pacific at Greenpeace Australia Pacific. “Delegates at the ISA must listen to the science and the voices of Pacific nations and back a moratorium to stop deep sea mining before it starts.”

    The Deep Sea Mining Campaign, Deep Sea Conservation Coalition, Greenpeace Australia Pacific, and Surfrider Australia call on the Albanese Government to announce its support for a Moratorium at the upcoming ISA meeting in Jamaica; and direct CSIRO to take no further actions on behalf of TMC.

    MIL OSI – Submitted News –

  • Trump says US nears trade deals as tariff deadline delayed

    Source: Government of India

    Source: Government of India (4)

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    ‘I HEAR GOOD THINGS’

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

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

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

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

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

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

    The Vietnam deal was “fantastic,” Miran said.

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

    (Reuters)

  • MIL-OSI China: Switzerland reopens embassy in Iran

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

    The Swiss embassy in Tehran reopened on Sunday after being temporarily closed on June 20 due to instability in Iran.

    Ambassador Nadine Olivieri Lozano and a small team returned to Tehran on Saturday, the Federal Department of Foreign Affairs (FDFA) said in a statement.

    According to the FDFA, the decision to resume operations followed a comprehensive risk assessment.

    The current conditions allow for a gradual resumption of embassy activities on site, the FDFA noted. However, consular services, including the issuing of visas, remain suspended for the time being.

    Switzerland continues to closely monitor developments in the region and remains in regular contact with its international partners, the FDFA added.

    MIL OSI China News –

  • MIL-OSI Russia: New molecular engineering laboratory created at NSU

    Translation. Region: Russian Federal

    Source: Novosibirsk State University –

    An important disclaimer is at the bottom of this article.

    In the structure Institute of Medicine and Medical Technologies (IMMT) NSU A new laboratory of molecular engineering has been created; it will become the first specialized laboratory beyond the Urals that will comprehensively deal with such promising areas of modern medicine as the cultivation of microorganism cells, the study of virome and metagenomic analysis, and the prediction of protein structure based on the analysis of the data obtained.

    In early 2026, after the delivery of the new building of the NSU IMMT, which is part of the second stage of the NSU campus, built within the framework of the national project “Youth and Children”, the laboratory will be located on the premises of the new campus. The creation of the laboratory is part of the strategic project “Center for the Integration of Personalized Biomedicine, Pharmacy and Synchrotron, Binary Technologies”, financed within the framework of Priority 2030 programs.

    Currently, the laboratory employs 5 people, including representatives of leading research centers in Novosibirsk and Tomsk. Also, students, postgraduates and graduate students of the Institute of Medicine and Medical Technologies, the Faculty of Natural Sciences and other faculties of NSU will be involved in the work in the laboratory, who, as part of the preparation of their diploma and scientific papers, will participate in the implementation of the laboratory’s projects. The laboratory is headed by Elena Prokopyeva, PhD in Biology, research fellow at the IMMT NSU.

    The laboratory is fully focused on solving applied problems facing the modern pharmaceutical industry and biomedicine. First of all, we are talking about the rapid implementation of new methods of pharmaceutical development, expansion of interdisciplinary research, integration of artificial intelligence and big data analysis in biology and medicine; as well as the formation of a modern educational environment for training new generation specialists, including students from different countries.

    The main areas of work of the laboratory:

    creation and improvement of biotechnological protocols for cultivating prokaryotic and eukaryotic microorganisms in laboratory and industrial bioreactors; creation of innovative methods for identifying and quantitatively analyzing viral particles using accelerator mass spectrometry; study of the diversity, structure and dynamics of viral communities (virosphere) in various ecological niches using modern methods of metagenomics and bioinformatics.

    — One of the promising areas for the laboratory is the analysis of viromes (a set of viruses) using metagenomic and bioinformatics analysis in partnership with research institutes of the Siberian Branch of the Russian Academy of Sciences. This is an advanced area in science. Metagenomic analysis is based on next-generation sequencing methods, which can be used to “read” several sections of different genomes in different samples at the same time. However, today the problem is the analysis of billions of available sequences, the number of which increases exponentially every year. Thus, advanced technologies will speed up the process of identifying new viruses, even based on already available and published metagenomic data, — said Elena Prokopyeva.

    The lab plans to use machine learning models to analyze biomedical data, such as genomic, transcriptomic, and proteomic data, as these methods can effectively identify complex patterns and relationships in large and multidimensional data sets. The use of machine learning in biomedical research opens up new opportunities for deep understanding of biological processes and improving clinical practice.

    Another area of the laboratory’s work is education. By the end of 2025, an interactive educational web application will be finalized. HTTP: //histology. HSU.ru, which includes a collection of digital microscope slides on histology, embryology and cytology.

    — Thus, this project will create a comprehensive scientific and technical platform that will unite disparate areas (bioreactors, metagenomics, molecular diagnostics, digitalization of education and biomedical developments) into a single ecosystem, increase the efficiency of research and accelerate the introduction of innovations in industry and medicine, — Elena Prokopyeva emphasized.

    The industrial and scientific partners of the laboratory are industry leaders — Technoprom LLC, research institutes of the SB RAS (G.I. Budker Institute of Nuclear Physics SB RAS, G.K. Boreskov Institute of Catalysis SB RAS, Federal Research Center Institute of Cytology and Genetics SB RAS), FBSI SRC VB Vector of Rospotrebnadzor, Federal Research Center for Fundamental and Translational Medicine (FRC FTM). The laboratory also cooperates with foreign partners, such as Qinghai University and East China Normal University (China), RSE Institute of Genetics and Physiology (Kazakhstan).

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

    .

    MIL OSI Russia News –

  • MIL-Evening Report: The hard questions NZ must ask about the claimed economic benefits of fast-track mining projects

    Source: The Conversation (Au and NZ) – By Glenn Banks, Professor of Geography, School of People, Environment and Planning, Te Kunenga ki Pūrehuroa – Massey University

    Getty Images

    Much of the debate about the fast-track applications by a number of new or extended mining projects has, understandably, focused on their environmental impacts. But the other side of the equation – economic growth and investment, the government’s rationale for new mines – is rarely interrogated.

    In fact, the environmental and economic debates are inseparable. Section 85(3)(b) of the Fast Track Approval Act allows for project applications to be declined if any “adverse impacts are sufficiently significant to be out of proportion to the project’s regional or national benefits”.

    So, the claims of economic benefits from the current round of proposals need to be scrutinised closely. If those benefits don’t stack up, any adverse environmental impacts become harder to justify.

    Having spent more than 35 years researching and consulting on mining projects and mineral policy in the Pacific, I have noted several important economic characteristics of the mining industry.

    First, the capital spend – the setup cost of an operation – is typically largely spent offshore. In the case of Trans-Tasman Resources, currently seeking to fast-track seabed mining off the Taranaki coast, this amounts to 95% of the $1 billion construction estimate. This will largely be spent on the building in China of a huge, sophisticated barge and two 450-tonne seabed crawlers.

    The government’s recent Investment Boost policy will also mean 20% of this investment is an immediate tax deduction for the company – money lost offshore to the foreign investor.

    Second, any estimate of annual revenue, operational costs, taxation and distribution of net profit has to come with a caveat. Annual variations in all these factors are typical across the sector due to commodity price volatility, high rates of depreciation on capital expenditure, unexpected events, and exposure to changing operating costs.

    The same applies to average annual figures for taxes and royalties. Mineral resource companies cannot be regarded as stable sources of government revenue. For example, foreign-owned OceanaGold – the largest gold producer in the country and operator of the MacRaes Flat and Waihi mines – paid no corporate income tax in 2021 or 2023 on gold production worth hundreds of millions of dollars.

    Essentially, the country can often receive a minimal share of the value of its own natural resources. Unlike forestry, dairy, wine, tourism and other major sectors, with mining we don’t get a second chance: when the resource is gone, it’s really gone.

    If New Zealand does decide to expand mineral resource extraction, however, there are four things that could be done to ensure the country benefits more.

    1. Adopt international best practice

    Over the past 30 years, the international mining sector has developed a range of best-practice guidelines, such as those developed by the International Council on Metals and Mining.

    These have been adopted by leading global mining corporations elsewhere to ensure ethical behaviours, high levels of social and environmental performance, inclusive stakeholder engagement, and conservation of biodiversity.

    International bodies such as the Extractive Industries Transparency Initiative also provide a means for signatory countries and their citizens to track the economic contributions mining (and oil) companies make.

    2. Capture a fair share of resource value

    Aside from being levied a small 2% royalty on the value of the minerals produced (or 10% of net profits, whichever is higher), mining companies are effectively treated like any other sector. But the price of mining commodities and revenues, and the operational costs, are highly volatile.

    A better model might involve a simple calculation made each year to determine the total value of mineral exports from each operation. An agreed, a mandatory proportion – half or two-thirds, perhaps – would then be required to accrue within New Zealand.

    This proportion of the value of the mineral resource exported should take into account local employment, locally sourced operational expenses, taxes and royalties. An additional tax could then be applied that brings the local share of the export value up to the agreed proportion, if needed.

    3. Mandate a return to communities

    Another common mechanism found in many countries is the community-level or regional development agreement. These exist at some New Zealand mine sites now, but they are not mandatory. They return a share of the value of the government’s take from the sector back to the communities or regions where the resource has come from.

    While mining companies often make voluntary “corporate social responsibility” contributions to local communities, these are not community-led programs funded from a share of the mining royalties collected from the region.

    Regional Development Minister Shane Jones has said he is looking at redirecting a greater share of mining royalties to the regions where mining takes place, particularly the west coast of the South Island.

    4. Establish a form of sovereign wealth fund

    Famously, Norway and the US state of Alaska have established hundred-billion-dollar trust funds by putting aside a proportion of mining and oil revenues.

    These funds now support national budgets, lower or eliminate taxes, and provide a mechanism for the intergenerational transfer of mineral resource wealth.

    New Zealand’s current oil, gas and mining sector is not of these magnitudes. But if the country does decide to significantly expand its extractive sector, we should be thinking about a “fair share” in intergenerational terms, too.

    A local sovereign wealth fund might not be huge to begin with. But if it were used effectively, it could grow and deliver ongoing benefits from non-renewable mineral resources.

    Without proper attention to the economic implications of mining, New Zealand risks
    being doubly worse off: few guaranteed long-term economic benefits from its own mineral resource, but still living with the inevitable environmental effects of those mines.

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

    – ref. The hard questions NZ must ask about the claimed economic benefits of fast-track mining projects – https://theconversation.com/the-hard-questions-nz-must-ask-about-the-claimed-economic-benefits-of-fast-track-mining-projects-259779

    MIL OSI Analysis – EveningReport.nz –

  • MIL-Evening Report: New US directive for visa applicants turns social media feeds into political documents

    Source: The Conversation (Au and NZ) – By Samuel Cornell, PhD Candidate in Public Health & Community Medicine, School of Population Health, UNSW Sydney

    Angel DiBiblio/Shutterstock

    In recent weeks, the US State Department implemented a policy requiring all university, technical training, or exchange program visa applicants to disclose their social media handles used over the past five years. The policy also requires these applicants to set their profiles to public.

    This move is an example of governments treating a person’s digital persona as their political identity. In doing so, they risk punishing lawful expression, targeting minority voices, and redefining who gets to cross borders based on how they behave online.

    Anyone seeking one of these visas will have their social media searched for “indications of hostility” towards the citizens, culture or founding principles of the United States. This enhanced vetting is supposed to ensure the US does not admit anyone who may be deemed a threat.

    However, this policy changes how a person’s online presence is evaluated in visa applications and raises many ethical concerns. These include concerns around privacy, freedom of expression, and the politicisation of digital identities.

    Digital profiling

    The Trump administration has previously taken aim at higher education with the goal of changing the ideological slant of these institutions, including making changes to international student enrolment and the role of foreign nationals in US research institutions.

    Digital rights advocates have expressed concerns this new requirement could lead to self-censorship and hinder freedom of expression.

    It is unknown exactly which specific online actions will trigger a visa refusal, as the US government hasn’t disclosed detailed criteria. However, guidance to consular officers indicates that digital behaviour suggesting “hostility” toward the US or its values may be grounds for concern.

    Internal advice suggests officers are trained to look for social media content that may reflect extremist views, criminal associations or ideological opposition to the US.

    Political ‘passport’

    In a sense, this policy turns a visa applicant’s online presence into a kind of political passport. It allows for scrutiny not just of past behaviour but also of ideological views.

    Digital identity is not just a technical construct. It carries legal, philosophical and historical weight. It can influence access to rights, recognition and legitimacy, both online and offline.

    Once this identity is interpreted by state institutions, it can become a tool for control shaped by institutional whims. Governments justify digital surveillance as a way to spot threats. But research consistently shows it leads to overreach.

    A recent report found that US social media monitoring programs have frequently flagged activists and religious minorities. It also found the programs lacked transparency and oversight.

    Digital freedom nonprofit Electronic Frontier Foundation has warned these tools risk punishing people for lawful expression or for simply being connected to certain communities.

    The US is not alone in integrating digital surveillance into border security. China has implemented social credit systems. And the United Kingdom is exploring digital ID systems for immigration control. There are even calls for Australia to use artificial intelligence to facilitate digital border checks.

    The United Nations has raised concerns about the global trend toward digital vetting at borders, especially when used without judicial oversight or transparency.

    A free speech issue

    These new checks could have a chilling effect on self-expression. This is particularly true for those with views that don’t align with governments or who are from minority backgrounds.

    We’ve seen this previously. After whistleblower Edward Snowden revealed widespread use of data gathering by US intelligence agencies, people stopped visiting politically sensitive Wikipedia articles. Not because they were told to, but because they feared being watched.

    This policy won’t just affect visa applicants. It could shift how people use social media in general. That’s because there is no clear rulebook for what counts as “acceptable”. And when no one knows where the line is, people self-censor more than is necessary.

    What can you do?

    If you think you might apply for an affected visa in the future, here are some tips.

    1. Audit your social media history now. Old posts, “likes” or follows from years ago may be reviewed and judged out of context. Review your public posts on platforms such as Instagram, Facebook and X. Delete or archive anything that might be misconstrued.

    2. Separate personal and professional online identities. Consider keeping distinct accounts for private and public engagement. Use pseudonyms for creative or informal content. Immigration authorities are far less likely to misinterpret context when your online presence is clearly tied to your educational or professional goals.

    3. Understand your online visibility and history. Even if you have privacy settings enabled, tagged content, public “likes”, comments and follows can still be seen. Algorithms expose content based on associations, not just what you post. Don’t assume your visibility is limited to your followers.

    4. Keep records of any deleted or misinterpreted posts. If you think something might be questioned or if you delete posts ahead of an application, keep a backup. Consular officials may request clarification or evidence. It’s better to be prepared than to be caught off-guard without explanation.

    Your social media is no longer a personal space. It may be used by governments to determine whether you fit in.

    Samuel Cornell receives funding from an Australian Government Research Training Program Scholarship.

    Daniel Angus receives funding from Australian Research Council through Linkage Project ‘Young Australians and the Promotion of Alcohol on Social Media’. He is a Chief Investigator with the ARC Centre of Excellence for Automated Decision Making & Society.

    T.J. Thomson receives funding from the Australian Research Council. He is an affiliate with the ARC Centre of Excellence for Automated Decision Making & Society.

    – ref. New US directive for visa applicants turns social media feeds into political documents – https://theconversation.com/new-us-directive-for-visa-applicants-turns-social-media-feeds-into-political-documents-260201

    MIL OSI Analysis – EveningReport.nz –

  • MIL-OSI: Lightchain AI Opens Final Bonus Round Following $21M Presale Completion and Ecosystem Tool Launch

    Source: GlobeNewswire (MIL-OSI)

    SHREWSBURY, United Kingdom, July 06, 2025 (GLOBE NEWSWIRE) — Lightchain AI, the decentralized AI Layer 1 protocol, has officially entered its final Bonus Round after completing all 15 presale stages and securing over $21 million in early contributions. Priced at a fixed $0.007125, the Bonus Round gives developers and early supporters one last opportunity to acquire LCAI tokens before the upcoming mainnet launch in July.

    The Bonus Round marks more than a token sale milestone—it coincides with the rollout of key infrastructure designed to fuel developer participation and decentralized activity across the Lightchain ecosystem.

    Meme Launchpad Goes Live

    As part of its roadmap execution, Lightchain AI has launched its Meme Launchpad, a toolset enabling creators to deploy meme tokens directly on Lightchain’s native network. Projects benefit from built-in liquidity support, optimized transaction costs, and instant exposure to a growing on-chain community. This launch positions Lightchain as a home for creative and experimental use cases while demonstrating the network’s real-world readiness.

    Public Repositories and Builder Tools Set for Deployment

    The project’s GitHub repositories are preparing to go live, offering transparent access to its Artificial Intelligence Virtual Machine (AIVM), Proof-of-Intelligence consensus model, and cross-chain infrastructure. Accompanying APIs and SDKs are being finalized for developers eager to build applications, tools, and DeFi protocols tailored to AI-enhanced execution.

    The network’s architecture also includes gas optimization features that automatically adjust transaction fees based on AI task complexity, improving usability while supporting high-throughput AI processing.

    Tokenomics Built for Sustainability

    Lightchain AI’s tokenomics model reinforces long-term utility. Of the total token supply, 40% is allocated to presale participants, 28.5% to staking rewards, and 26.5% toward liquidity, marketing, development, and grants. Notably, the originally reserved 5% team allocation has been fully redirected to ecosystem growth, developer incentives, and community contributions—reinforcing the platform’s decentralized and community-first approach.

    Mainnet Launch on the Horizon

    With validator onboarding underway and contributor nodes in testing, Lightchain AI is on track for a July 2025 mainnet launch. The Bonus Round, currently in progress, is expected to close shortly before deployment.

    Supporters and developers can access token information, whitepaper documentation, and project details via official channels:

    Website: https://lightchain.ai
    Whitepaper: https://lightchain.ai/lightchain-whitepaper.pdf
    Twitter: https://x.com/LightchainAI
    Telegram: https://t.me/LightchainProtocol

    Contact:
    SHAJAN SKARIA
    media@lightchain.ai

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

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

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/dbe6c2f6-787d-48ad-94d3-317af7538602

    The MIL Network –

  • MIL-OSI Analysis: Ageing bridges around the world are at risk of collapse. But there’s a simple way to safeguard them

    Source: The Conversation – Global Perspectives – By Andy Nguyen, Senior Lecturer in Structural Engineering, University of Southern Queensland

    The Story Bridge, with its sweeping steel trusses and art deco towers, is a striking sight above the Brisbane River in Queensland. In 2025, it was named the state’s best landmark. But more than an icon, it serves as one of the vital arteries of the state capital, carrying more than 100,000 vehicles daily.

    But a recent report revealed serious structural issues in the 85-year-old bridge. These included the deterioration of concrete, corrosion and overloading on pedestrian footpaths.

    The findings prompted an urgent closure of the footpath for safety reasons. They also highlighted the urgency of Brisbane City Council’s planned bridge restoration project.

    But this example – and far more tragic ones from around the world in recent years – have also sparked a broader conversation about the safety of ageing bridges and other urban infrastructure. A simple, proactive step known as structural health monitoring can help.

    A number of collapses

    In January 2022, the Fern Hollow Bridge in Pittsburgh, Pennsylvania, in the United States collapsed and injured several people. This collapse was caused by extensive corrosion and the fracturing of a vital steel component. It stemmed from poor maintenance and failure to act on repeated inspection recommendations. These problems were compounded by inadequate inspections and oversight.

    Three years earlier, Taiwan’s Nanfang’ao Bridge collapsed. Exposure to damp, salty sea air had severely weakened its suspension cables. Six people beneath the bridge died.

    In August 2018, Italy’s Morandi Bridge fell, killing 43 people. The collapse was due to corrosion in pre-stressed concrete and steel tendons. These factors were worsened by inspection and maintenance challenges.

    In August 2007, a bridge in the US city of Minneapolis collapsed, killing 13 people and injuring 145. This collapse was primarily due to previously unnoticed problems with the design of the bridge. But it also demonstrated how ageing infrastructure, coupled with increasing loads and ineffective routine visual inspections, can exacerbate inherent weaknesses.

    A technology-driven solution

    Structural health monitoring is a technology-driven approach to assessing the condition of infrastructure. It can provide near real-time information and enable timely decision-making. This is crucial when it comes to managing ageing structures.

    The approach doesn’t rely solely on occasional periodic inspections. Instead it uses sensors, data loggers and analytics platforms to continuously monitor stress, vibration, displacement, temperature and corrosion on critical components.

    This approach can significantly improve our understanding of bridge performance compared to traditional assessment models. In one case, it updated a bridge’s estimated fatigue life – the remaining life of the structure before fatigue-induced failure is predicted to occur– from just five years to more than 52 years. This ultimately avoided unnecessary and costly restoration.

    Good structural health-monitoring systems can last several decades. They can be integrated with artificial intelligence techniques and bridge information modelling to develop digital twin-based monitoring platforms.

    The cost of structural health monitoring systems varies by bridge size and the extent of monitoring required. Some simple systems can cost just a few thousand dollars, while more advanced ones can cost more than A$300,000.

    These systems require ongoing operational support – typically 10% to 20% of the installation cost annually – for data management, system maintenance, and informed decision-making.

    Additionally, while advanced systems can be costly, scalable structural health monitoring solutions allow authorities to start small and expand over time.

    A model for proactive management

    The design of structural health monitoring systems has been incorporated into new large-scale bridge designs, such as Sutong Bridge in China and Governor Mario M. Cuomo Bridge in the US.

    But perhaps the most compelling example of these systems in action is the Jacques Cartier Bridge in Montreal, Canada.

    Opened in 1930, it shares design similarities with Brisbane’s Story Bridge. And, like many ageing structures, it faces its own challenges.

    Opened in 1930, the Jacques Cartier Bridge in Montreal, Canada, shares design similarities with Brisbane’s Story Bridge.
    Pinkcandy/Shutterstock

    However, authorities managing the Jacques Cartier Bridge have embraced a proactive approach through comprehensive structural health monitoring systems. The bridge has been outfitted with more than 300 sensors.

    Acoustic emission monitoring enables early detection of micro-cracking activity, while long-term instrumentation tracks structural deformation and dynamic behaviour across key spans.

    Satellite-based radar imagery adds a remote, non-intrusive layer of deformation monitoring, and advanced data analysis ensures that the vast amounts of sensor data are translated into timely, actionable insights.

    Together, these technologies demonstrate how a well-integrated structural-health monitoring system can support proactive maintenance, extend the life of ageing infrastructure – and ultimately improve public safety.

    A way forward for Brisbane – and beyond

    The Story Bridge’s current challenges are serious, but they also present an opportunity.

    By investing in the right structural health monitoring system, Brisbane can lead the way in modern infrastructure management – protecting lives, restoring public confidence, preserving heritage and setting a precedent for cities around the world.

    As climate change, urban growth, and ageing assets put increasing pressure on our transport networks, smart monitoring is no longer a luxury – it’s a necessity.

    Andy Nguyen receives funding from the Queensland government, through the Advance Queensland fellowship. He is on the executive committee of Australian Network of Structural Health Monitoring.

    – ref. Ageing bridges around the world are at risk of collapse. But there’s a simple way to safeguard them – https://theconversation.com/ageing-bridges-around-the-world-are-at-risk-of-collapse-but-theres-a-simple-way-to-safeguard-them-260005

    MIL OSI Analysis –

  • BRICS: Indonesia joins as full member, 10 countries welcomed as partners

    Source: Government of India

    Source: Government of India (4)

    Leaders of the BRICS nations on Sunday welcomed Indonesia as a full member of the group, along with the inclusion of 10 countries — Belarus, Bolivia, Kazakhstan, Nigeria, Malaysia, Thailand, Cuba, Vietnam, Uganda, and Uzbekistan — as partner countries.

    In a joint declaration issued at the 17th BRICS Summit in Rio de Janeiro, the leaders said, “We welcome the Republic of Indonesia as a BRICS member, as well as the Republic of Belarus, the Plurinational State of Bolivia, the Republic of Kazakhstan, the Republic of Cuba, the Federal Republic of Nigeria, Malaysia, the Kingdom of Thailand, the Socialist Republic of Vietnam, the Republic of Uganda, and the Republic of Uzbekistan as BRICS partner countries.”

    The declaration also highlighted key initiatives adopted during the summit, including the BRICS Leaders’ Framework Declaration on Climate Finance, the BRICS Leaders’ Statement on the Global Governance of Artificial Intelligence, and the launch of the BRICS Partnership for the Elimination of Socially Determined Diseases. 

    During the BRICS session on ‘Peace and Security and Reform of Global Governance,’ Prime Minister Narendra Modi emphasised that the expansion demonstrates BRICS’ ability to evolve with changing times. He called for urgent reforms in global institutions such as the United Nations Security Council, the World Trade Organisation (WTO), and Multilateral Development Banks.

    “The expansion of BRICS and the inclusion of new partners reflect its ability to evolve with the times. Now, we must demonstrate the same determination to reform institutions like the UN Security Council, the WTO, and Multilateral Development Banks. In the age of AI, where technology evolves every week, it’s unacceptable for global institutions to go eighty years without reform. You can’t run 21st-century software on 20th-century typewriters,” the Prime Minister said.

    BRICS was originally established as BRIC after the leaders of Russia, India, China, and Brazil met during the G8 Outreach Summit in 2006. The grouping formalised its cooperation with the first BRIC Summit in Russia in 2009. South Africa joined in 2010, expanding the group to BRICS.

    A further expansion took place in 2024 with Egypt, Ethiopia, Iran, and the UAE becoming full members from January 1. Indonesia became a full member in January 2025, while Belarus, Bolivia, Kazakhstan, Cuba, Malaysia, Nigeria, Thailand, Uganda, and Uzbekistan were inducted as BRICS partner countries.

    (ANI)

     

  • MIL-OSI United Nations: Secretary-General’s remarks at the 17th BRICS Summit Session on “Strengthening Multilateralism, Economic-Financial Affairs and Artificial Intelligence” [as delivered] 

    Source: United Nations secretary general

    Prezado Presidente Lula, muito obrigado pelo seu amável convite e pela sua hospitalidade tão amiga.
     
    Excellencies,
     
    Artificial intelligence is reshaping economies and societies.
     
    The fundamental test is how wisely we will guide this transformation.
     
    How we minimize the risks and maximize the potential for good. 
     
    I am particularly concerned with the weaponization of AI, in a world where peace is more necessary than ever.
     
    Peace in Palestine, based on building the two-State solution, starting by an immediate, permanent ceasefire in Gaza, the immediate and unconditional release of hostages, free and unimpeded humanitarian aid delivery, and the ending of the crippling annexation and violence in the West Bank.
     
    A just and sustainable peace in Ukraine, in line with the UN Charter, international law and relevant UN resolutions.
     
    Silencing the guns in Sudan, where civilians have also suffered too much.
    And the list goes on, from the DRC to Somalia, from the Sahel to Myanmar.
     
    Excellencies,
     
    Artificial intelligence needs a multilateral response grounded in equity and human rights.
     
    The Pact for the Future, approved by the General Assembly of the United Nations, calls for a new architecture of trust and cooperation – starting with the establishment by the UN of an Independent International Scientific Panel on Artificial Intelligence.
     
    This Panel should provide impartial, evidence-based guidance available to all Member States.
     
    The Pact also calls for a periodic Global Dialogue on AI within the UN, with all the Member States and relevant stakeholders. 
     
    The AI can’t be a club of the few, but must benefit all, and in particular, developing countries which must have a real voice in global AI governance.
     
    I will also soon present a report outlining innovative voluntary financing options to support AI capacity-building in developing countries, and I urge the BRICS’ support and your support for these efforts.
     
    But we cannot govern AI effectively – and fairly – without confronting deeper, structural imbalances in our global system.
     
    We are in a multipolar era.
     
    Power relations are shifting.
     
    A multipolar world requires multilateral governance – with global institutions tuned for the times, in particular the Security Council and the international financial architecture.
     
    They were designed for a bygone age, a bygone world, with a bygone system of power relations.
     
    The reform of the Security Council is crucial.
     
    The message from the Financing for Development Conference last week in Sevilla was clear:
     
    Ensuring that developing countries have a greater participation in global economic governance and its institutions;
     
    Putting into place an effective debt restructuring mechanism;
     
    And tripling the lending capacity of multilateral development banks, in particular, with concessional funding and in local currencies.
     
    All this is crucial for countries, especially in the Global South – to bridge the digital divide and fully harness artificial intelligence’s potential, making AI a powerful driver for inclusive growth and sustainable development.
     
    Excellencies,
     
    At a time when multilateralism is being undermined, let us remind the world that cooperation is humanity’s greatest innovation.
     
    That begins with trust, and trust begins with all countries respecting International Law without exceptions.
     
    Let us rise to this moment – and reform and modernize multilateralism, including the UN and all the systems and institutions to make it work for everyone, everywhere.
     
    Thank you.
     

    MIL OSI United Nations News –

  • MIL-OSI Banking: Global Topic: FC Barcelona and Panasonic agree contract for Espai Barça

    Source: Panasonic

    Headline: Global Topic: FC Barcelona and Panasonic agree contract for Espai Barça

    Wiesbaden, Germany – FC Barcelona and Panasonic have signed a sponsorship agreement whereby the Japanese multinational will become the new “Heating Ventilation Air Conditioning Provider” for Espai Barça for four seasons up to 30 June 2028. This association adds another strategic partner for Espai Barça, ensuring the highest possible energy efficiency, with precision technology and a high level of interior air quality in the new installations, with a view to providing the highest possible comfort for every member and fan visiting the Spotify Camp Nou.

    Part of the sponsorship programme associated with the future Spotify Camp Nou, this agreement will see Panasonic Heating & Cooling Solutions provide more sustainable heating, ventilation and air conditioning solutions, with air purification (using nanoeTM X technology), and latest generation of air-to-water heat pump systems for each space in the refurbished blaugrana home. Furthermore, high precision heating, ventilation and air conditioning equipment will be used in the technical areas, such as rooms containing the servers and for broadcasting games, where device reliability and quality is essential.
    This is also an opportunity for the sponsorship programme developed specifically for Espai Barça, one of the most important projects in the Club’s history, and which has provided a platform full of new opportunities for both companies that directly target consumers (B2C) and those focused on the business sector (B2B), making the most of FC Barcelona’s global prestige and outreach.

    Espai Barça is a ground-breaking project in the world of sport and entertainment, which includes the refurbishment of the iconic Spotify Camp Nou, which is set to become the best sports complex located in the centre of a major city, providing comfort for every one of its almost 105,000 spectators. Every space in the new stadium will be fitted out with Panasonic solutions, providing the highest possible comfort, energy efficiency and highest quality interior air, offering innovative and high quality solutions for heating, ventilation and air conditioning, and air purification, among others.

    “The alliance with Panasonic demonstrates the Club’s willingness to equip the Spotify Camp Nou with the highest quality technology in the market, with the comfort of every member and fan visiting the stadium in mind so they can enjoy a match day in the refurbished installation. This agreement with Panasonic will mean every space is as comfortable as possible for the best possible enjoyment of the matchday experience.”

    Statement by Panasonic Heating & Cooling Europe CEO Hiroshi Komatsubara

    “Panasonic is proud to be involved in this new FC Barcelona project, which will inevitably become a global benchmark in infrastructure. Moreover, in line with the Club’s commitment to sustainability and energy efficiency, Panasonic contributes to the new stadium’s design with its most innovative heating, ventilation, and air conditioning solutions. Using cutting-edge technology, these systems ensure comfort, high indoor air quality, and low CO2 emissions, marking a new era for major facilities in progressive cities worldwide.”

    MIL OSI Global Banks –

  • BRICS leaders back India, Brazil for bigger UN Security Council role

    Source: Government of India

    Source: Government of India (4)

    Leaders of BRICS nations have reiterated their support for “comprehensive” reform of the United Nations, including its Security Council, to make it more democratic, representative, effective and efficient.

    In a joint declaration at the 17th BRICS Summit in Rio de Janeiro, China and Russia — as permanent members of the UN Security Council — reaffirmed their support for the aspirations of Brazil and India to play a greater role in the UN, including the Security Council.

    “We reiterate our support for a comprehensive reform of the United Nations, including its Security Council, with a view to making it more democratic, representative, effective and efficient, and to increase the representation of developing countries in the Council’s membership so that it can adequately respond to prevailing global challenges and support the legitimate aspirations of emerging and developing countries from Africa, Asia and Latin America, including BRICS countries, to play a greater role in international affairs, in particular in the United Nations, including its Security Council. We recognise the legitimate aspirations of African countries, as reflected in the Ezulwini Consensus and Sirte Declaration,” the declaration said.

    “We stress that United Nations Security Council reform must lead to an amplified voice for the Global South. China and Russia, as permanent members of the UN Security Council, reiterate their support for the aspirations of Brazil and India to play a greater role in the United Nations, including its Security Council,” it added.

    India has long sought a permanent seat in the Security Council to better represent the interests of the developing world. The UNSC comprises 15 member states, including five permanent members with veto power and ten non-permanent members elected for two-year terms.

    BRICS leaders also expressed serious concerns over the rise of unilateral tariffs and non-tariff measures that distort trade and violate World Trade Organization (WTO) rules. They reiterated their support for a rules-based, open, transparent, fair, inclusive, equitable, non-discriminatory, consensus-based multilateral trading system with the WTO at its core, with special and differential treatment (S&D T) for its developing members.

    The bloc recalled commitments made at the 12th WTO Ministerial Conference and reaffirmed at the 13th to work towards the necessary reform of the organisation to ensure its relevance and restore the credibility of the multilateral trading system.

    They expressed commitment to restoring an accessible, effective, fully functioning, two-tier binding WTO dispute settlement system and extended support for Ethiopia and Iran’s bids to join the WTO. The group also welcomed the BRICS Declaration on WTO Reform and Strengthening of the Multilateral Trading System, adopted by trade ministers.

    The leaders condemned the imposition of unilateral coercive measures that violate international law and reiterated that such measures — including unilateral economic sanctions and secondary sanctions — have far-reaching negative impacts on human rights, including the rights to development, health and food security.

    “We call for the elimination of such unlawful measures, which undermine international law and the principles and purposes of the UN Charter. We reaffirm that BRICS member states do not impose or support non-UN Security Council authorised sanctions that are contrary to international law,” the declaration said.

    BRICS leaders also voiced concern over ongoing conflicts in various regions and the current state of polarisation and fragmentation in the global order. They expressed alarm at the increasing global military spending, which they said comes at the cost of financing development in the Global South.

    The BRICS Summit, hosted by Brazil, has brought together leaders from Brazil, Russia, India, China and South Africa, along with new members Egypt, Ethiopia, Iran, the UAE and Indonesia.

    ANI

  • MIL-OSI United Kingdom: Corseford College future secured until 2027

    Source: Scottish Government

    Up to £1.4 million in funding for continued pilot.

    Scotland’s first dedicated complex needs college will receive up to £1.4 million to secure its future for the next two years.

    Since launching in 2022, the Corseford College pilot has received over £1 million from the Scottish Government, which has helped to provide 35 students with complex and additional needs an opportunity for further learning beyond school.

    An independent evaluation found the pilot provided valuable support to young people with complex needs. It also included key recommendations for the future model of provision in Scotland which the Government will be considering in the months ahead.

    The College has now received additional funding to continue the pilot for two more years. A total of 41 young people will benefit from specialist support in the 2025-26 academic year starting in August.

    Further Education Minister Graeme Dey said:

    “Corseford College has delivered vital support to many young people with complex additional needs since its launch three years ago. This has been recognised in an independent evaluation of the model, which is why we are securing the College’s future for another two years to ensure that its students can continue to be supported.

    “We are keen to explore a sustainable approach for specialist provision going forward, and the continued pilot at Corseford will help inform this. The evaluation provided a number of important insights and recommendations which we will be reflecting on and will allow us to evolve the best possible model for the future.

    “We are determined to support Scotland’s young people with complex additional needs and disabilities. Last month, we published our first national strategy that ensures young disabled people can access the help they need as they transition to adulthood. Our continued funding for Corseford will support this work.”

    Capability Scotland Chief Executive, Brian Logan, said: 

    “The Scottish Government’s funding decision following the independent evaluation is a vital endorsement of Corseford College’s pioneering approach to specialist post-school education.

    “We would like to thank Minister Graeme Dey and his team for their cooperation and unwavering commitment in making this possible.

    “This success reflects the dedication of the college’s staff, whose work is transforming the lives of young people with complex needs. The funding secures Corseford College’s future, but also marks a key step towards a national solution for those young people living with complex needs across the country.”

    Background

    The Scottish Government published its National Transitions to Adulthood Strategy for Young People in June 2025.

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Brian Cox CBE and Radek Rudnicki to receive honorary degrees Abertay graduation

    Source: University of Abertay

    A world-renowned Scottish actor and a pioneering sound artist will be awarded Honorary Degrees at Abertay University’s summer graduation ceremony later this month.  

    Dundee-born Hollywood star Brian Cox CBE will be recognised for his contribution to the performing arts over the last 50 years, while Radek Rudnicki will be honoured for his innovative work in new media and spatial sound.  

    The ceremony will take place on Friday 11 July at Caird Hall in Dundee, where over 400 graduates from Abertay’s academic schools will gather to celebrate the culmination of their studies.

    Photo credit: Jakub Hader

    Graduates from Abertay’s academic faculties – the Faculty of Design and Informatics and Business, the Faculty of Social and Applied Sciences, and the Graduate School – will be joined by friends, family, and members of the University leadership team, including Chancellor Professor Alice Brown and Vice-Chancellor Professor Liz Bacon, for a memorable day of celebration. 

    Professor Liz Bacon, Principal and Vice-Chancellor, said:

    Graduation is one of the most memorable days in the university calendar, and this summer we’re thrilled to celebrate not only our talented students but also two outstanding individuals whose careers represent the very best of creativity, innovation and dedication. We’re delighted to welcome Brian Cox and Radek Rudnicki to the Abertay community and to honour their extraordinary achievements.

    Brian Cox began his acting career in 1961 at Dundee Repertory Theatre, going on to become a founding member of the Royal Lyceum Theatre in Edinburgh. With a stage and screen career spanning more than six decades, his breakthrough Hollywood role came in 1986’s Manhunter and has since appeared in films such as Braveheart, Adaptation, The Bourne Identity, Troy, 25th Hour and X2: X-Men United, an iconic portrayal of the much-loved Dundee comedy character Bob Servant, and most recently in the award-winning HBO drama Succession. He has received two BAFTAs, an Emmy, and a Golden Globe, and remains deeply connected to his theatrical roots, including a forthcoming return to the Dundee Rep stage in Make It Happen.

    Radek Rudnicki is a new media artist, composer, and sound designer whose work blends spatial audio and immersive storytelling. Currently the lead sound designer for the Precyzja Foundation and director of Wave Folder Records, Radek’s digital studio develops cutting-edge experiences showcased around the world. His career includes collaborations with NASA’s Goddard Institute and the Stockholm Environment Institute, and partnerships with hardware synthesizer manufacturers like Waldorf, Elektron and Cwejman. His accolades include the Emerging Excellence Award, the Provost Award for World-Class Excellence in Research. 

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Six teams announced as finalists for Abertay’s annual video games design competition

    Source: University of Abertay

    Abertay University has announced the finalists for its flagship video game design competition, DARE Academy. 

    Six talented undergraduate teams will spend the summer developing and refining game prototypes, competing for the prestigious DARE trophy and a grand prize of £5,000. 

    A highlight of the university’s calendar, the competition offers students intensive support from academic staff and industry experts. Over the coming months, the teams will work in the university’s state-of-the-art Centre for Excellence in Computer Games, honing their concepts and creating playable prototypes in a professional studio environment. 

    This year’s finalists were selected by a panel of expert judges, who were impressed by the originality, polish and potential of the teams’ pitches. 

    The Dare Academy 2025 finalist teams are: 

    • Fishbowl Studio
    • Bonny Bandits
    • Final Prism Interactive
    • Cosmic Coda
    • Hyperfix
    • Riverboat Games 

    The teams will have the opportunity to showcase their games at two events in Dundee: “Drop in and Play” at DCA on Saturday 30 August, and the awards ceremony at the CoSTAR Realtime Lab at Water’s Edge on Thursday 11 September. 

    DARE has a strong track record of launching careers and start-ups, with former teams going on to form successful indie studios including Pocket Sized Hands and Bit Loom. 

    Dr Dayna Galloway, Head of the Department of Games and Arts, said: 

    We’ve been absolutely blown away by the standard of submissions for this year’s DARE Academy. The creativity, ambition and quality on display have been incredibly exciting to see. A huge thank you goes to our judging panel for their time and input, and we’re thrilled to be working with such brilliant industry mentors and sponsors again this year. Their support will be vital in helping our students grow – not just during DARE, but as they move forward into careers in the games industry.

    Torin Pellegrini, team leader of Fishbowl Studio, said: 

    We’re absolutely thrilled to have made it to the DARE Academy finals – it’s a once in a lifetime opportunity. As Abertay students, we know how much this competition can open doors in the industry, and we’re ready to make the most of it. This year’s line-up is packed with originality and fun, and we can’t wait to work with mentors to develop the best version of our game and contribute to DARE’S amazing legacy. Go Fishbowl!

    Last year’s DARE Academy winners were Triple 7 Studios with their game “Left Upon Read”. They were crowned winners by a panel of top industry judges at the UK’s biggest video games expo, EGX in London.  

    MIL OSI United Kingdom –