NewzIntel.com

Category: European Union

  • Sabalenka stands tall, Norrie survives to reach Wimbledon quarter-finals

    Source: Government of India

    Source: Government of India (4)

    Women’s top seed Aryna Sabalenka and men’s defending champion Carlos Alcaraz both survived tough tests to reach the Wimbledon quarter-finals and Cameron Norrie kept alive British singles hopes after surviving a five-set thriller on Sunday.

    Sabalenka ruined home favourite Emma Raducanu’s dream in the previous round but had the Centre Court crowd cheering her on as she beat Elise Mertens 6-4 7-6(4) in a high-quality duel.

    Wimbledon’s new automated line-calling technology came under fire after an embarrassing malfunction robbed Anastasia Pavlyuchenkova of a point during her last-16 victory over Britain’s Sonay Kartal on Centre Court.

    Spaniard Alcaraz came through a ferocious firefight against Russian 14th seed Andrey Rublev 6-7(5) 6-3 6-4 6-4 to stay on course for a third successive title.

    “Andrey is one of the most powerful players we have on Tour and is so aggressive with the ball. He forces you to the limit on each point,” Alcaraz, bidding to become only the fourth man to win back-to-back French Open and Wimbledon titles multiple times, said on court.

    The 22-year-old second seed extended his current winning streak to 22 matches and will take on Norrie for a place in the semi-finals after the unseeded Briton soaked up 46 aces from towering Chilean Nicolas Jarry to win a feisty Court One battle 6-3 7-6(4) 6-7(7) 6-7(5) 6-3.

    While Alcaraz seeks a Wimbledon hat-trick, Sabalenka is eyeing her first title on the London lawns after missing last year’s tournament with injury and the 2022 edition due to the ban on Russian and Belarusian players, and the 27-year-old made a fast start against Mertens.

    Sabalenka, who claimed doubles titles at the U.S. Open and Australian Open partnering Mertens, was then put through the wringer before raising her level to prevail.

    The victory improved her win-loss record against Belgian Mertens to 11-2 and she said the growing adoration of the crowd made a big difference after fans were on the other side of the fence when she met Raducanu on Friday.

    “I definitely felt the support. It was so amazing playing and feeling the support. I didn’t have to pretend that they were cheering for me because they were really cheering for me,” said Sabalenka, who will face the 37-year-old German Laura Siegemund in the quarter-finals.

    “What can be better than that? I really enjoyed it. I hope it can stay the same all the way, and they help me energy-wise to stay strong and to face all of the challenges.”

    HEAVY SHOWERS

    Siegemund, the second-oldest player to start in the women’s draw this year, swatted aside plucky Argentine lucky loser Solana Sierra with a 6-3 6-2 victory in a Court Two match interrupted by the heavy showers that prompted organisers to shut the roofs for the day’s play on Centre Court and Court One.

    While Sierra was the first lucky loser to reach the last 16 in the professional era, Siegemund created her own slice of history by becoming the oldest woman to reach her first Wimbledon quarter-final.

    Explaining her run, Siegemund said it was simple.

    “It’s like you have an opponent. Either you find good solutions and you execute well, you go forward, or you don’t, and you don’t go forward. So it’s very simple,” she said.

    Sierra’s fellow South American, Jarry, fought back brilliantly against Norrie after saving a match point in the third-set tiebreak but fell short in a needle match.

    Jarry seemed irritated at times during the heat of battle and the players exchanged words at the end.

    “Cameron played unbelievable. Not unbelievable, played great. He did his job. He plays like that,” said qualifier Jarry, whose total ace count reached a tournament-leading 111.

    Asked what happened, Norrie said there had been no problem.

    “I think he just said I was being a little bit too vocal,” he said. “Honestly, nothing but credit to Nico for his performance. I guess we both really wanted to win.”

    Norrie, a 2022 semi-finalist, is the last British hope after the unseeded Kartal’s run ended with a 7-6(3) 6-4 defeat by experienced Russian Pavlyuchenkova.

    The big talking point in that match was the malfunction of the Electronic Line Calling system, which left the Russian former French Open runner-up seething after being robbed of a game point at 4-4 in the opening set when there was no ‘out’ call despite a Kartal shot landing over the baseline.

    Umpire Nico Helwerth sought advice from tournament organisers via telephone and then ruled that the point should be replayed, with Pavlyuchenkova going on to have her serve broken.

    “We were waiting for a decision as the system was down, but I was expecting to hear if they said the ball was in or out,” she said. “I expected a different decision. I just thought also the chair umpire could take the initiative.

    “That’s why he’s there sitting on the chair. He also saw it (was) out, he told me after the match. I thought he would do that, but he didn’t. I think it’s also difficult for him. He probably was scared to take such a big decision.”

    Organisers said it had been caused by the system being ‘deactivated in error’.

    American fifth seed Taylor Fritz marched on after his Australian opponent Jordan Thompson retired with a thigh injury at 6-1 3-0 down in their fourth-round meeting.

    Up next for Fritz is a meeting with Russian 17th seed Karen Khachanov who thumped Poland’s Kamil Majchrzak 6-4 6-2 6-3.

    Fritz is not the only American to reach the quarter-finals, after 13th seed Amanda Anisimova beat Linda Noskova 6-2 5-7 6-4 in the day’s final action.

    (Reuters)

  • MIL-OSI United Kingdom: New lease of life given to local park thanks to local business partnership

    Source: City of Stoke-on-Trent

    A popular Stoke-on-Trent park has been given a new lease of life as part of the city’s ongoing Centenary celebrations.

    A popular Stoke-on-Trent park has been given a new lease of life as part of the city’s ongoing Centenary celebrations.

    Newstead Park has been revamped with freshly painted and cleaned play equipment, new safety pads under play equipment, new goal posts, upgraded bins, safety signage and planted new trees.

    Local business, Goodwin International Ltd, approached Stoke-on-Trent City Council earlier this year to offer their support for the Centenary and to give back to the city that has been home to their headquarters since 1883.

    The project focused on regenerating the park as a safe, welcoming space for local families and residents to enjoy for years to come. The team from Goodwin International Ltd also carried out a litter pick and a general clean up of the park.

    Councillor Amjid Wazir OBE, cabinet member for city pride, enforcement and sustainability said: “This is a big year for Stoke-on-Trent and it’s been fantastic to see local people and businesses stepping up to play their part.

    “We are a city proud of our award-winning parks, green spaces and over one million trees. Projects like this are a brilliant example of how we can work together to keep improving these vital green spaces – places that support families, boost mental and physical wellbeing and protect wildlife.

    “A huge thank you to Goodwin International Ltd. for not only donating their time, but also the funding to bring this area back to life. What an amazing team effort to help rejuvenate the park and give back to the community.”

    Paul Root, General Manager and Director at Goodwin International Ltd, said: “Goodwin International are proud to have worked closely with Stoke-on-Trent City Council to deliver significant improvements to outdoor space for the residents of the Newstead Estate to enjoy for years to come.  Goodwin International and the Goodwin Group have entwined historic ties to Stoke-on-Trent dating back to 1883.

    “Upon the occasion of the city Centenary, whilst we reflect with pride on what has gone before, we look forward to the next century with great ambition both for ourselves and for the City of Stoke-on-Trent.”

    Hanford, Trentham and Newstead Ward Councillors, Maxine Clark and Daniel Jellyman said: “First and foremost, thank you to the team from Goodwin International Ltd for helping to rejuvenate Newstead Park. The much-loved park is a hive of activity for local residents and their families, and the new work has proved popular.

    “The Centenary year is having a positive impact on all corners of the city, and it has been brilliant to see that impact be felt at ward level.”

    The revamp of Newstead Park is one of many local initiatives taking place across Stoke-on-Trent as part of the city’s Centenary celebrations.

    For more information on the city’s Centenary, visit sot100.org.uk

    A popular Stoke-on-Trent park has been given a new lease of life as part of the city’s ongoing Centenary celebrations.

    Newstead Park has been revamped with freshly painted and cleaned play equipment, new safety pads under play equipment, new goal posts, upgraded bins, safety signage and a planted new trees.

    Local business, Goodwin International Ltd, approached Stoke-on-Trent City Council earlier this year to offer their support for the Centenary and to give back to the city that has been home to their headquarters since 1883.

    The project focused on regenerating the park as a safe, welcoming space for local families and residents to enjoy for years to come. The team from Goodwin International Ltd also carried out a litter pick and a general clean up of the park.

    Councillor Amjid Wazir OBE, cabinet member for city pride, enforcement and sustainability said: “This is a big year for Stoke-on-Trent and it’s been fantastic to see local people and businesses stepping up to play their part.

    “We are a city proud of our award-winning parks, green spaces and over one million trees. Projects like this are a brilliant example of how we can work together to keep improving these vital green spaces – places that support families, boost mental and physical wellbeing and protect wildlife.

    “A huge thank you to Goodwin International Ltd. for not only donating their time, but also the funding to bring this area back to life. What an amazing team effort to help rejuvenate the park and give back to the community.”

    Paul Root, General Manager and Director at Goodwin International Ltd, said: “Goodwin International are proud to have worked closely with Stoke-on-Trent City Council to deliver significant improvements to outdoor space for the residents of the Newstead Estate to enjoy for years to come.  Goodwin International and the Goodwin Group have entwined historic ties to Stoke-on-Trent dating back to 1883.

    “Upon the occasion of the city Centenary, whilst we reflect with pride on what has gone before, we look forward to the next century with great ambition both for ourselves and for the City of Stoke-on-Trent.”

    Hanford, Trentham and Newstead Ward Councillors, Maxine Clark and Daniel Jellyman said: “First and foremost, thank you to the team from Goodwin International Ltd for helping to rejuvenate Newstead Park. The much-loved park is a hive of activity for local residents and their families, and the new work has proved popular.

    “The Centenary year is having a positive impact on all corners of the city, and it has been brilliant to see that impact be felt at ward level.”

    The revamp of Newstead Park is one of many local initiatives taking place across Stoke-on-Trent as part of the city’s Centenary celebrations.

    For more information on the city’s Centenary, visit sot100.org.uk

    MIL OSI United Kingdom –

  • 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: 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
    Email: Press.Services@nokia.com

    Follow us on social media
    LinkedIn X Instagram Facebook YouTube  

    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 –

  • 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 –

  • 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 –

  • 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 –

  • MIL-OSI China: Arsenal sign Martin Zubimendi from Real Sociedad

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

    Arsenal has completed the signing of Spain international midfielder Martin Zubimendi on a “long-term” contract.

    The 26-year-old, who had spent all of his career with Real Sociedad, joined last season’s Premier League runner-up for 51 million pounds (70 million U.S. dollars) and becomes the second player from the San Sebastian outfit to join Arsenal, after the arrival of Mikel Merino last summer.

    Jude Bellingham (R) of Real Madrid vies with Martin Zubimendi of Real Sociedad during the Copa del Rey semifinal 2nd leg football match between Real Madrid and Real Sociedad, in Santiago Bernabeu Stadium, Madrid, Spain, on April 1, 2025. (Photo by Gustavo Valiente/Xinhua)

    “This is a huge moment in my career. It’s the move I was looking for and one I wanted to make. As soon as you set foot here, you realize how big this club and this team are,” said Zubimendi, who had also attracted interest from Real Madrid and has 19 caps for Spain.

    “I set my sights on Arsenal because their style of play is a good fit for me. They have shown their potential recently and the best is yet to come,” he added in words published on the Arsenal website.

    Arsenal coach Mikel Arteta welcomed the signing of one of his club’s key summer targets.

    “We welcome Martin and his family to the club. We look forward to him settling in with his teammates and are very excited to see him playing in an Arsenal shirt.”

    “Martin is a player who will bring a huge amount of quality and football intelligence to our team. He will fit in really well, and he has all the attributes to be a key player for us.”

    “The standard he has consistently performed at over the last few seasons for both club and country is exactly why we are so excited to have him with us,” added Arteta.

    Arsenal is also thought to be closing in on a deal to sign Noni Madueke from Chelsea, with the England winger said to have agreed to a five-year contract at the Emirates. 

    MIL OSI China News –

  • MIL-OSI China: Late drama as Real Madrid, PSG storm to Club World Cup semis

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

    Real Madrid will face Paris Saint-Germain in the FIFA Club World Cup semifinals after both sides claimed quarterfinal victories on Saturday.

    In New Jersey, Real Madrid survived a late scare to secure a 3-2 win over a fast-finishing Borussia Dortmund while Paris Saint-Germain overcame Bayern Munich 2-0 in Atlanta.

    Kylian Mbappe (L) of Real Madrid scores with a volley during the quarterfinal match between Real Madrid (Spain) and Borussia Dortmund (Germany) at the FIFA Club World Cup 2025 in New Jersey, the United States, July 5, 2025. (Xinhua/Wu Xiaoling)

    Fifteen-time UEFA Champions League winners Real Madrid looked to be cruising as they entered second-half stoppage time with a 2-0 lead courtesy of first-half goals from Gonzalo Garcia and Fran Garcia at MetLife Stadium.

    Maximilian Beier pulled one back in the 93rd minute before Kylian Mbappe appeared to settle Madrid’s nerves a minute later by volleying home his first goal of the tournament.

    But Serhou Guirassy reduced the deficit again by converting from the penalty spot after he was dragged down by Dean Huijsen, an offense that earned the Spain international defender a straight red card.

    The Spanish side held on to set up a duel with PSG at the same venue next Wednesday for a place in the final.

    “Everything was under control but the last 10 minutes were kind of crazy,” Real Madrid manager Xabi Alonso said after the match. “We lost a little bit of our shape, our intensity and luckily we managed to hold on. Overall, it was a good eighty minutes but the last 10 minutes showed we need to improve.”

    Alonso hailed the impact of Gonzalo Garcia, who has four goals in five games this tournament, as well as an assist.

    “He is doing great work for the team,” the former Spain midfielder said. “He is helping the team and he is running into the right positions in the box. He is a proper No. 9, and we are happy that he is doing that work.”

    Borussia Dortmund manager Niko Kovac said his team paid the price for a poor start.

    “I don’t think we played well in the first half,” the former Croatia midfielder said. “We were too passive, just waiting and not aggressive enough. It was a bit better after the break.”

    He reserved special praise for Real Madrid goalkeeper Thibaut Courtois, who denied Marcel Sabitzer an equalizer in the final seconds.

    “That final save was unbelievable,” Kovac said. “I really thought that shot would go in but this is a world-class goalkeeper. We lost the game in the first half, not the second.”

    Earlier, late goals from Desire Doue and Ousmane Dembele gave nine-man Paris Saint-Germain victory over Bayern Munich.

    The result was overshadowed by a serious ankle injury suffered by Bayern midfielder Jamal Musiala in a collision with PSG goalkeeper Gianluigi Donnarumma just before halftime.

    Doue put the European champions ahead in the 78th minute with a long-range effort that beat goalkeeper Manuel Neuer at his near post.

    The Parisian side was then reduced to nine men after Willian Pacho and Lucas Hernandez were both shown straight red cards within 10 minutes.

    Despite the double setback, Dembele swept home PSG’s second goal in stoppage time following Achraf Hakimi’s cross.

    “It’s always difficult to play against a great team like Bayern Munich,” PSG manager Luis Enrique told a post-match news conference. “And thinking about the last part of the match where we played with one man less and then two, it was very difficult.

    “We have to recover and focus on the semifinal. In this very long season, to come here with that attitude that we see from the team in each training session and each game, I think we deserve to be here. I also think our fans deserve to see this. I hope we’ll keep improving and be able to play another final. That’s our goal.”

    Bayern Munich manager Vincent Kompany said the final scoreline did not accurately reflect the match.

    “We weren’t rewarded for a performance that was exactly what was required against PSG,” he said. “That’s a shame. I knew it would be a close game. It could’ve finished 1-0 or 2-0 to us or them. That’s how it turned out. It was a game with high intensity and high quality.

    “Tomorrow we fly home and have three weeks off. It’s important that the boys can also mentally switch off a bit now. We need to regain our strength for next season.”

    Kompany said the club’s thoughts were with Musiala and wished the German international a prompt recovery.

    “I’ve rarely been so angry at halftime, not against my players – I know there are much more important things in life, but for these guys it’s their life,” the former Belgium international defender said.

    “Someone like Jamal lives for this. He just came back from a setback, and now this happens. You feel powerless. My blood is still boiling right now, not because of the result, that’s football. But because it happened to someone who enjoys the game so much.”

    MIL OSI China News –

  • MIL-OSI China: Bayern’s Musiala set for lengthy layoff after horror injury

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

    Bayern Munich’s Jamal Musiala faces a lengthy spell on the sidelines after suffering a serious ankle injury during his side’s 2-0 FIFA Club World Cup quarterfinal defeat to Paris Saint-Germain.

    Jamal Musiala (R) of FC Bayern Munich passes the ball during the quarterfinal match between Paris Saint-Germain (FRA) and FC Bayern Munich (GER) at the FIFA Club World Cup 2025 at the Mercedes-Benz Stadium, Atlanta, Georgia, the United States, July 5, 2025. (Xinhua/Li Ming)

    The 22-year-old sustained a fibula fracture and multiple torn ligaments in his left ankle following a collision with PSG goalkeeper Gianluigi Donnarumma in Atlanta. The scene left teammates and opponents visibly shaken, and after an agonizing 15-minute deliberation pitchside, Bayern team doctor Peter Hahne and sporting director Christoph Freund confirmed that Musiala would return to Germany for treatment.

    Images of the incident showed Musiala’s ankle bending unnaturally, prompting an emotional reaction from Donnarumma, who broke into tears and knelt on the pitch, covering his face with his gloves. Players from both teams, including Harry Kane, Joshua Kimmich, Michael Olise, Kingsley Coman and PSG defender Willian Pacho, reacted in visible distress as Musiala screamed in pain.

    Musiala’s injury is a significant blow for both Bayern and the Germany national team ahead of the 2026 FIFA World Cup. The midfielder had only recently returned from a muscle injury in April and was making his first start back in the lineup for the tournament in the United States.

    The incident overshadowed Bayern’s defeat and the final appearance of 35-year-old club legend Thomas Muller, who is departing after 25 years with the club.

    Tributes and messages of support flooded social media. Brazilian star Neymar wrote, “Football needs your unique talent; I hope you are back soon,” while new Liverpool signing Florian Wirtz added: “All prayers are with you. Stay strong, buddy.” PSG teammates Achraf Hakimi and Donnarumma also offered public messages of support.

    “It was a highly emotional moment,” Bayern head coach Vincent Kompany said. “At halftime, my blood was boiling.”

    Muller echoed the sentiment. “We’re not robots. You try to stay focused, but we have deep personal connections. He’s been through a lot in recent months.”

    Initial medical assessments suggest Musiala will be out for at least six months. He rejoined his teammates in Orlando after the match and is expected to return to Germany late Sunday local time.

    “He is extremely frustrated,” said Bayern board member Max Eberl. “The Bayern family will be there for him every step of the way on his long road to recovery.”

    MIL OSI China News –

  • MIL-OSI China: Chelsea confirm Jamie Gittens transfer from Dortmund

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

    Chelsea continued with its movement in the summer transfer market with the club on Saturday announcing the signing of England winger Jamie Gittens from Borussia Dortmund.

    Jamie Bynoe-Gittens (L) of Dortmund vies with Phillipp Steinhart of 1860 Munich during a German Cup first round football match between TSV 1860 Munich and Borussia Dortmund in Munich, Germany, July 29, 2022. (Photo by Philippe Ruiz/Xinhua)

    The 20-year-old Gittens has agreed a contract until the end of June 2032 and has cost an initial 48.5 million pounds (66.25 million U.S. dollars).

    He is the third attacking player to join Chelsea this summer, following Liam Delap from Ipswich and Joao Pedro from Brighton.

    Pedro joined up with Chelsea in the USA earlier this week and will be able to play for the club in the remaining rounds of the FIFA Club World Cup, but Gittens won’t be able to do that as he has already appeared for Dortmund, who plays Real Madrid in the quarter-finals later on Saturday.

    Gittens can play on either wing and he made 107 appearances for Dortmund after joining from Manchester City in 2021.

    “It feels great… It’s a great feeling to join such a big club as Chelsea.”

    “I can’t wait to learn from everyone in the team and to push myself to the max here. It’s an amazing feeling,” Gittens said on the Chelsea website. 

    MIL OSI China News –

  • MIL-OSI United Kingdom: Workers in line for £29,000 boost thanks to landmark Pensions Bill

    Source: United Kingdom – Executive Government & Departments

    Press release

    Workers in line for £29,000 boost thanks to landmark Pensions Bill

    The Bill is set to transform the pensions landscape for years to come and put more money in people’s pockets as part of the Plan for Change

    • Pension Schemes Bill could boost returns to pension saving by thousands of pounds
    • Changes will also make it easier for savers to access and manage their pensions

    Working people on an average salary who save into a pension pot over their career, could benefit by up to £29,000 by the time they retire thanks to major Government reforms that will consolidate small pension pots, ensure schemes are value for money, and create larger pension schemes.

    The figure was revealed as the Pension Schemes Bill returns to Parliament for its second reading today [7 July 2025].

    Reforms in the Bill, which have received wide-spread support from the pensions industry and consumer groups, will support 20 million pension savers to get more from their pension pots and be better prepared for retirement.

    The Bill will bring together small pension pots worth £1,000 or less into one pension scheme that is certified as delivering good value to savers, making pension saving less hassle and more rewarding. At present many people struggle to keep track of multiple small pensions as they move jobs and can pay high fees as a result.

    In future pension schemes will also need to prove they are value for money, helping savers understand whether their scheme is giving them good returns and protecting them from getting stuck in underperforming schemes for years on end.

    These measures will lay the foundation for the upcoming Pensions Review to examine how we get to a fair and sustainable pensions system, supporting growth and delivering on the government’s Plan for Change by putting more money into people’s pockets.

    Minister for Pensions Torsten Bell said:

    We’re ramping up the pace of pension reform, to ensure that people’s pension savings works as hard for them as they worked to save.

    The measures in our Pension Schemes Bill will drive costs down and returns up on workers’ retirement savings – putting more money in people’s pockets to the tune of up to £29,000 for an average earner and delivering on our Plan for Change.

    Other measures include:

    • New rules creating multi-employer DC scheme “megafunds” of at least £25 billion, so that bigger and better pension schemes can drive down costs and invest in a wider range of assets.
    • Simplifying retirement choices, with all pension schemes offering default routes to an income in retirement.
    • Increased flexibility for Defined Benefit (DB) pension schemes to safely release surplus worth collectively £160 billion, to support employers’ investment plans and to benefit scheme members.

    The reforms will also unlock long-term investment in the UK economy by removing barriers to growth, strengthening the security and governance of pension schemes and ultimately delivering better returns for people saving for their retirement.

    The pace of pension reform has ramped up with measures in the Bill set to revolutionise the pensions landscape in the coming years. While the benefits of the Bill are clear, significant challenges still remains with these benefits varied for different workers and different groups. This is why the upcoming Pensions Review will examine challenges such as pension adequacy to ensure underserved groups do not miss out on the benefits arising from these measures.

    Reforms announced as part of the Bill will also future proof the Local Government Pension Scheme (LGPS) by leading to the consolidation of all £400 billion of assets into a small number of expert asset pools which can invest in local areas infrastructure, housing and clean energy.

    Minister for Local Government and English Devolution Jim McMahon OBE said:

    This Bill will ensure the Local Government Pension Scheme is fit for the future and harness its full potential, with assets due to reach £1 trillion by 2040, and will strengthen investment in local communities to accelerate growth as part of our Plan for Change.

    Zoe Alexander, Director of Policy and Advocacy for PLSA:

    The introduction of the Pension Schemes Bill is a significant milestone, bringing forward necessary legislation to enact important reforms that have the full backing of the pensions industry. This includes small pots consolidation, the Value for Money regime, decumulation options and changes to give DB funds more options for securing member benefits over the long-term.

    Once fully implemented, these measures should reduce the cost of administering pensions, remove complexity for savers and help ensure schemes are maximising the value they provide members.

    Additional Information

    • To build scale in the pensions industry and stimulate UK investment, the Pension Schemes Bill will:

    • Require multi-employer Defined Contribution schemes used for automatic enrolment, unless exempt, to have at least £25 billion of assets in their main default arrangement by 2030 or be on route to achieving that scale by 2035 through having £10 billion in their main default.
    • Allow more flexibility for trustees of well-funded Defined Benefit pension schemes to share surplus funds with employers and their scheme members, with strict funding safeguards, unlocking some of the £160 billion surplus funds to be reinvested across the UK economy, boosting business productivity and delivering for members.
    • Create a legislative framework for the regulation of superfunds to encourage growth of the superfund market and underpin the security of members’ benefits.
    • Relax restrictions to allow the Board of the Pension Protection Fund (PPF) to reduce the annual pension protection levy it collects from pension schemes, when it is not required and collect less from businesses up and down the country.
    • Extend the definition of ‘terminal illness’ in the Pension Protection Fund and Financial Assistance Scheme legislation, so that eligible members who are diagnosed as terminally ill can receive payments at an earlier stage of their illness.

    • Lead to all Local Government Pension Scheme in England and Wales (LGPS) investments being managed by FCA-regulated asset pools, who will be responsible for implementing investment strategies set by their partner LGPS Administering Authorities.

    • To ensure better outcomes for savers, the Pension Schemes Bill will:

    • Introduce powers to create a Value for Money framework to enable a shift in focus from cost towards value and protect savers from becoming stuck in underperforming arrangements for extended periods.

    • Implement Guided Retirement Options which will place duties on trustees to provide default solutions for their members, unless the member chooses to opt-out. The default will provide an income in later life, including consideration for longevity protection – which could include CDC provision.
    • Enable authorisation of providers to act as a consolidator scheme. This will also aid the building of scale with pots worth £1,000 or less consolidated into a small number of large, good value schemes.

    • Facilitate PPF and FAS information to be displayed on dashboards.

    • The Competent Court measure in the Bill will confirm the legal standing of The Pensions Ombudsman (TPO) to make enforceable determinations in pensions overpayment recoupment cases without requiring a county court judge’s order, leading to quicker customer journeys and shorter waiting times.
    • The £29,000 boost to retirement pots is estimated through assuming greater investment performance through addressing underperformance and increasing diversification, reducing costs which could be passed onto savers and by investing for longer, ensuring worker’s pension pots work harder, for longer.
    • These figures are based on published annual earnings averages, which shows a full-time male will earn just over £37,000 a year and a woman just under £32,000.
    • Measures in the Bill mean that an average male earner at the start of their career could see up to £31,000 more in their retirement fund by the time they retire while a women could see £26,000 more in their retirement fund. See the Pension Schemes Bill Impact Assessment for further details on the calculations.
    • More information on the Government’s Pension Investment Review can be found here: Pensions Investment Review: Final Report – GOV.UK

    Updates to this page

    Published 7 July 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Kenya: Call for bids for provision of packaged natural mineral water

    Source: United Kingdom – Government Statements

    World news story

    Kenya: Call for bids for provision of packaged natural mineral water

    The British High Commission Nairobi is inviting bids for the supply of packaged natural mineral water.

    On behalf of the Secretary of State for the Foreign, Commonwealth & Development Office, the British High Commission (BHC) in Nairobi are seeking the services for the provision of packaged natural mineral water at British High Commission Nairobi. We are therefore looking for a Supplier that has the relevant professional skills, experience, technical resources and financial capability to provide supply packaged natural mineral water.

    Full details on the requirements, including instructions for interested bidders and registration are available via the FCDO’s e-Procurement portal, which requires registration. Registering is quick, easy, free and is the only way in which one is able to review the tender documents

    Competent and financially stable suppliers are invited to access the invitation to tender documents by following these steps:

    1. Open the https://fco.bravosolution.co.uk website, register and sign in
    2. Navigate to provision of packaged natural mineral water at the British High Commission Nairobi CPG/12632/2025. ITT 7148. Project 12632

    Contact the Regional Procurement Manager; Thabang.Mokoena@fcdo.gov.uk for any queries. Kindly note that the responses are required to be in English.

    Deadlines

    Please note that the invitation to tender documents should be completed and uploaded on the BRAVOSolution e-Procurement Portal by 15:00 EAT on 28 July 2025.

    Disclaimer

    The BHC reserves the right not to select any service provider and will only reply to the best-suited organisation.

    The BHC will not meet any expenses incurred in preparing your Invitation to tender documents.

    Updates to this page

    Published 6 July 2025

    MIL OSI United Kingdom –

  • MIL-Evening Report: ‘The customer is always right’: why some uni teachers give higher grades than students deserve

    Source: The Conversation (Au and NZ) – By Ciprian N. Radavoi, Associate Professor in Law, University of Southern Queensland

    Pixels Effect/ Getty Images

    Grade inflation happens when teachers knowingly give a student a mark higher than deserved. It can also happen indirectly, when the level of difficulty of a course is deliberately lowered so students achieve higher grades.

    The practice threatens to undermine the quality of a university degree and the prestige of higher education.

    Is it happening in Australia and if so, why?

    To better understand grade inflation, we sought the opinions of those closest to the phenomenon: university teachers. The findings of our survey were recently published in the Journal of Academic Ethics.

    Increases in grades

    Over the past 50 years, many countries have reported an increase in higher university grades. This includes the United States, United Kingdom, Germany and Australia.

    For example, a 2024 Australian report found a 234% increase in the number of distinction grades awarded to students at the University of Sydney between 2011 and 2021.

    But are grades improving due to changes in teaching and student performance, or rather is marking generally more lenient to keep students happy?

    Our study

    To investigate the causes of grade inflation in Australian universities, we surveyed lecturers and tutors who have direct contact with students, teaching them and marking their work.

    Our main question was:

    [What is] your opinion regarding grade inflation? Does it occur, and if yes, why, and how does it impact the student, profession, institutional reputation, society, and yourself?

    In July 2024, we sent the survey to the deans (heads) of research at all Australian universities, asking them to distribute it to their academics. Academics then had two months to answer the questions.

    In total, we had 110 respondents, of which 88 answered all the questions of the survey. The majority were aged 31-55 (55%), women (56%), born in Australia (about 70%), with more than five years in academia (more than 80%). There were more respondents from regional Australia (44%) than from urban locations (24.5%). About 30% had experience in both types of locations.

    The disciplines most represented were legal studies (37%), education (21%), science, nursing and psychology (each around 7%).

    Overall opinions

    The majority (73%) said they had seen grade inflation in their universities.

    Academics’ dominant feelings about grade inflation were frustration (50% of respondents), powerlessness (44%) and dissatisfaction (31%).

    Of those surveyed, about 11% were indifferent and 7% were satisfied with the situation they experienced around grade inflation.

    The fact that many academics surveyed felt frustrated and powerlessness indicates they do not inflate grades willingly. Previous studies have suggested university management encourages grade inflation as students are seen as clients and they want to keep the client happy.

    Pressure from university administration

    Our respondents supported this idea. Most said grade inflation was due to student evaluations – and the role they play in management decisions about staff.

    Student evaluations are anonymous questionnaires completed by students after the course about their teachers’ performance. Studies, including those in Australia, have shown the results can be insulting and even abusive, often a “punishment” of unpopular teachers. These studies also question students’ capacity to objectively assess the quality of their educators.

    Because students evaluations are commonly used in promotion and retention decisions, this means teachers may inflate grades to get positive evaluations. One respondent to our survey explained the link between these evaluations and grade inflation:

    there is a lot of pressure […] as students will often provide strong negative feedback in [student evaluations].

    Other academics similarly lamented how the quality of their teaching was assessed “based on student surveys”. Or as another academic told us:

    Everyone I know who admits to grade inflation cites student evaluations, promotion, and workload as drivers.

    Complaints generate more work

    On top of this, if a student complains about their grade, there is automatically more work for an academic who needs to review it and potentially respond to seniors or others in university management. As one academic admitted:

    I have inflated grades slightly for students who have failed the course by less than two marks. This saves hundreds of hours of work time.

    In this climate, university teachers told us they do not feel supported if a student challenges their grades. They reported it was “very hard” to fail a student and described a “fear” of students’ reactions.

    The customer is always right and if they are not happy, you are asked to grade again.

    Is it always a problem?

    Some respondents justified grade inflation as an acceptable trade-off when done to a limited extent, or as something morally neutral. As one noted, higher grades are the result of more people studying at university:

    It is simply a corollary of shifting from tertiary education for the elites to tertiary education for the masses. It is no big deal.

    Another said if the increase was small – depending on the context – it would not make a big difference.

    1–5 marks do not make a significant difference on professional competence for some course content.

    Only three respondents presented grade inflation in a positive light, as an act of social justice or compassion. As one noted:

    Students experience many competing demands and many experience mental health issues. Teachers need to be compassionate to students’ situation.

    An honest discussion is needed

    While countless studies debate grade inflation, ours was the first to invite academics to express their feelings. Despite the relatively small sample, the survey suggests a worrying picture of a frustrated and at times, fearful academic workforce.

    Meanwhile, the extent of grade inflation reported raises questions about the quality of some degrees, and more generally about the culture of learning in Australian universities.

    To maintain the quality and reputation of higher education in Australia, we need to have an open and honest discussion about grade inflation in our universities.

    The authors do not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.

    – ref. ‘The customer is always right’: why some uni teachers give higher grades than students deserve – https://theconversation.com/the-customer-is-always-right-why-some-uni-teachers-give-higher-grades-than-students-deserve-258923

    MIL OSI Analysis – EveningReport.nz –

  • MIL-Evening Report: ‘The customer is always right’: why some uni teachers give higher grades than students deserve

    Source: The Conversation (Au and NZ) – By Ciprian N. Radavoi, Associate Professor in Law, University of Southern Queensland

    Pixels Effect/ Getty Images

    Grade inflation happens when teachers knowingly give a student a mark higher than deserved. It can also happen indirectly, when the level of difficulty of a course is deliberately lowered so students achieve higher grades.

    The practice threatens to undermine the quality of a university degree and the prestige of higher education.

    Is it happening in Australia and if so, why?

    To better understand grade inflation, we sought the opinions of those closest to the phenomenon: university teachers. The findings of our survey were recently published in the Journal of Academic Ethics.

    Increases in grades

    Over the past 50 years, many countries have reported an increase in higher university grades. This includes the United States, United Kingdom, Germany and Australia.

    For example, a 2024 Australian report found a 234% increase in the number of distinction grades awarded to students at the University of Sydney between 2011 and 2021.

    But are grades improving due to changes in teaching and student performance, or rather is marking generally more lenient to keep students happy?

    Our study

    To investigate the causes of grade inflation in Australian universities, we surveyed lecturers and tutors who have direct contact with students, teaching them and marking their work.

    Our main question was:

    [What is] your opinion regarding grade inflation? Does it occur, and if yes, why, and how does it impact the student, profession, institutional reputation, society, and yourself?

    In July 2024, we sent the survey to the deans (heads) of research at all Australian universities, asking them to distribute it to their academics. Academics then had two months to answer the questions.

    In total, we had 110 respondents, of which 88 answered all the questions of the survey. The majority were aged 31-55 (55%), women (56%), born in Australia (about 70%), with more than five years in academia (more than 80%). There were more respondents from regional Australia (44%) than from urban locations (24.5%). About 30% had experience in both types of locations.

    The disciplines most represented were legal studies (37%), education (21%), science, nursing and psychology (each around 7%).

    Overall opinions

    The majority (73%) said they had seen grade inflation in their universities.

    Academics’ dominant feelings about grade inflation were frustration (50% of respondents), powerlessness (44%) and dissatisfaction (31%).

    Of those surveyed, about 11% were indifferent and 7% were satisfied with the situation they experienced around grade inflation.

    The fact that many academics surveyed felt frustrated and powerlessness indicates they do not inflate grades willingly. Previous studies have suggested university management encourages grade inflation as students are seen as clients and they want to keep the client happy.

    Pressure from university administration

    Our respondents supported this idea. Most said grade inflation was due to student evaluations – and the role they play in management decisions about staff.

    Student evaluations are anonymous questionnaires completed by students after the course about their teachers’ performance. Studies, including those in Australia, have shown the results can be insulting and even abusive, often a “punishment” of unpopular teachers. These studies also question students’ capacity to objectively assess the quality of their educators.

    Because students evaluations are commonly used in promotion and retention decisions, this means teachers may inflate grades to get positive evaluations. One respondent to our survey explained the link between these evaluations and grade inflation:

    there is a lot of pressure […] as students will often provide strong negative feedback in [student evaluations].

    Other academics similarly lamented how the quality of their teaching was assessed “based on student surveys”. Or as another academic told us:

    Everyone I know who admits to grade inflation cites student evaluations, promotion, and workload as drivers.

    Complaints generate more work

    On top of this, if a student complains about their grade, there is automatically more work for an academic who needs to review it and potentially respond to seniors or others in university management. As one academic admitted:

    I have inflated grades slightly for students who have failed the course by less than two marks. This saves hundreds of hours of work time.

    In this climate, university teachers told us they do not feel supported if a student challenges their grades. They reported it was “very hard” to fail a student and described a “fear” of students’ reactions.

    The customer is always right and if they are not happy, you are asked to grade again.

    Is it always a problem?

    Some respondents justified grade inflation as an acceptable trade-off when done to a limited extent, or as something morally neutral. As one noted, higher grades are the result of more people studying at university:

    It is simply a corollary of shifting from tertiary education for the elites to tertiary education for the masses. It is no big deal.

    Another said if the increase was small – depending on the context – it would not make a big difference.

    1–5 marks do not make a significant difference on professional competence for some course content.

    Only three respondents presented grade inflation in a positive light, as an act of social justice or compassion. As one noted:

    Students experience many competing demands and many experience mental health issues. Teachers need to be compassionate to students’ situation.

    An honest discussion is needed

    While countless studies debate grade inflation, ours was the first to invite academics to express their feelings. Despite the relatively small sample, the survey suggests a worrying picture of a frustrated and at times, fearful academic workforce.

    Meanwhile, the extent of grade inflation reported raises questions about the quality of some degrees, and more generally about the culture of learning in Australian universities.

    To maintain the quality and reputation of higher education in Australia, we need to have an open and honest discussion about grade inflation in our universities.

    The authors do not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.

    – ref. ‘The customer is always right’: why some uni teachers give higher grades than students deserve – https://theconversation.com/the-customer-is-always-right-why-some-uni-teachers-give-higher-grades-than-students-deserve-258923

    MIL OSI Analysis – EveningReport.nz –

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

    Source: The Conversation (Au and NZ) – 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 – EveningReport.nz –