Category: European Union

  • MIL-OSI Economics: Advancing healthcare AI innovation at HLTH Europe 2025

    Source: Microsoft

    Headline: Advancing healthcare AI innovation at HLTH Europe 2025

    The global healthcare landscape is complex and challenging. Workforce shortages,1 clinician burnout, and lack of access to essential health services2 are placing increasing pressure on healthcare systems in Europe, and around the world. However, advancements in AI present a tremendous opportunity to help. In Europe, for example, hospital Trusts have made good progress migrating data to the cloud and adopting AI to enhance efficiency.3 

    To keep the momentum around innovation, AI leaders, innovators, startups, researchers, scientists, and policymakers are coming together at HLTH Europe 2025 to stand up their latest AI use cases. Microsoft will showcase our commitment to advancing AI for better health by focusing on accelerating life-saving breakthroughs, transforming the healthcare experience, and enabling global health equity. These areas are central to our mission to help shape a future for every person on the planet to live healthier.  

    Explore Microsoft Dragon Copilot capabilities

    Accelerating life-saving breakthroughs

    Advancements in AI are also playing a pivotal role in accelerating life-saving breakthroughs and transforming healthcare into a more precise and efficient domain. Microsoft and the Mayo Clinic are leveraging multimodal data imaging models for chest X-rays lines and tubes to drive innovations in disease detection, and treatment while advancing the state of precision medicine. Jonathan Carlson, Vice President Managing Director at Microsoft Health Futures, and Dr. Matthew Carlson, Vice President Chair of Radiology at Mayo Clinic, will spotlight the collaboration and the ways in which unified data, intelligence, and generative AI are adding value to clinician workflows and patient care. 

    Transforming the healthcare experience  

    At the heart of every clinical consultation is a human moment. But in an era of increasing clinical demands, empathy is at risk of becoming a casualty of efficiency. Our recent global survey, featuring insights from over 13,500 patients across 10 European countries and Australia, revealed a growing disconnect in the clinician-patient interaction but more importantly, an opportunity to rebuild that connection with the help of AI.  

    Earlier this year, we announced Microsoft Dragon Copilot, a new groundbreaking AI solution that transforms the way clinicians work. At HLTH Europe 2025 we are bringing Dragon Copilot to life with Dr. Markus Vogel, Chief Medical Information Officer, Microsoft DACH, Dr. Simon Wallace, Chief Medical Information Officer, Microsoft United Kingdom, and Dr. Joost Juiskens, Chief Medical Information Officer, Microsoft Netherlands, who will demonstrate how Dragon Copilot combines proven technologies with advanced generative AI and healthcare-focused safeguards to revolutionize clinical workflows and enhance patient care across Europe. 

    Dragon Copilot represents a significant step forward in scalable, AI-powered clinical productivity and will be generally available to European markets later this year. Ambient AI, when responsibly implemented, is transforming clinical documentation, lightening administrative burdens, and making healthcare more human-centered. Healthcare leaders should feel empowered to harness AI to restore what matters most—meaningful and empathetic connections between patients and clinicians. 

    Enabling global health equity, responsibly  

    Demonstrating a steadfast commitment to bringing AI technologies to life, we are dedicated to enabling global health equity through responsible innovation. By prioritizing health literacy, fostering trust, and aligning with Microsoft’s responsible AI practices, Microsoft is tackling real-world challenges in healthcare. We are focused on inclusive and equitable solutions that help ensure advancements in AI are accessible and impactful for every community. Through ongoing efforts to promote understanding and confidence in AI-powered healthcare, we are shaping a future where transformative technology benefits patients, clinicians, and populations worldwide. 

    The future of healthcare starts now  

    At Microsoft, we’re not just imagining meaningful change—we’re making it happen. Through strategic collaborations, responsible innovation, and deep commitment to the human side of healthcare, we are realizing the mission of AI for better health for every patient, provider, and population on the planet. 

    Learn more about Microsoft Healthcare solutions  

    Microsoft Dragon Copilot

    An extensible AI workspace that scales across specialties, care settings, and devices


    1 World Health Organization, Health workforce.

    2 World Health Organization, Billions left behind on the path to universal health coverage, September 18, 2023.

    3 NHS England, AWS NHS migration case studies.

    MIL OSI Economics

  • MIL-OSI: Broadcom Delivers the Modern Private Cloud with VMware Cloud Foundation 9.0

    Source: GlobeNewswire (MIL-OSI)

    PALO ALTO, Calif., June 17, 2025 (GLOBE NEWSWIRE) — Broadcom Inc. (NASDAQ: AVGO) is announcing the general availability of VMware Cloud Foundation (VCF) 9.0, the platform for the modern private cloud. With VCF 9.0, customers gain a consistent operating model for the private cloud, spanning data centers, edge, and managed cloud infrastructure from service providers and hyperscalers. VCF 9.0 combines the agility and scalability of public cloud with the security, performance, architectural control and total cost of ownership (TCO) benefits of an on-premises environment.

    VCF 9.0 delivers a single unified platform that supports all applications—traditional, modern, or AI—with consistent operations, governance, and controls across the private cloud environment. With VCF 9.0, customers benefit from a modern private cloud that:

    • Accelerates innovation with out-of-box self-service offerings and a consistent experience that frees development teams to focus on applications instead of infrastructure.
    • Controls cost through deep visibility and insights into resource usage that allow better planning, predicting, and optimization of cloud spend.
    • Enables sovereignty and security with data control that supports better compliance, cyber resilience at scale and fleet-level management that helps ensure the latest patches are applied quickly, security controls are up to date, and policy compliance continues.

    “With this next generation of our cloud platform, VMware Cloud Foundation 9.0, we are again raising the bar for the modern private cloud by vastly simplifying the deployment, operations, and developer experience of the cloud,” said Krish Prasad, senior vice president and general manager, VCF Division, Broadcom. “Most enterprises are now looking to the private cloud to run both traditional mission-critical and new AI and containerized applications. VMware Cloud Foundation 9.0 is the ideal platform for running these modern applications, enabling our customers to be more innovative, efficient, resilient, and secure. We are very excited to see that customers of all sizes are embracing VCF at a rate that has exceeded even our own high expectations.”

    “VMware Cloud Foundation has enabled us to execute on our private cloud strategy by breaking down IT silos, removing technical debt, and allowing teams to shift from focusing on keeping the lights on to higher value projects that move our business forward,” said Roger Joys, Principal Technology Strategy Advisor, Cloud & Data, GCI Communications. “By delivering an ‘everything as code’ private cloud platform, we simply do everything faster and more securely now. Security patches are easier to implement, new applications are deployed in minutes rather than months, and services are updated and rolled out to customers in a fraction of the time. These are all benefits people only thought were possible in the public cloud. We are doing these things in our modern private cloud.

    “VMware Cloud Foundation is at the core of our Digital Application Platform. Using VCF, we have expanded our on-prem delivery capabilities while improving operational efficiency,” said Paolo Bazzica, chief information officer, IPZS. “At IPZS, we feel that we are now on the right track to continue supporting Italy’s digital transition with a modern private cloud that enables full use of our competences to deliver cloud native applications. Compared to more traditional on-prem setup, we saw a steep IT manual tasks reduction by up to 70% through automation while improving our business resilience.”

    “With VMware Cloud Foundation, we can offer our customers a private cloud operating model from our own data center,” said Michael Heier, Head of Managed Workplace, Ratiodata. “VCF offers a significantly more flexible and easier-to-manage IT infrastructure with its automation, advanced security features, dynamic networking capabilities, and comprehensive cloud management. VMware vSphere Kubernetes Service enables us to deliver a unified platform for both VM and containerized apps, while VMware Private AI allows us to securely harness AI capabilities across this infrastructure. Increased server performance and superior VM density will reduce our total number of servers, lowering power consumption and costs by an estimated 25–30%.”

    “Previously we had a large-scale legacy IT infrastructure that needed to evolve into something that was very agile, flexible, cost-optimized and secure,” said Keith Woolley, Chief Digital and Information Officer, University of Bristol. “With VMware Cloud Foundation, University of Bristol has built a modern private cloud that completely revolutionizes the way we operate and deliver services to our academic community. VCF enables us to run our AI jobs. It gives us the sovereignty we were seeking. And we know there’s hidden benefits in the VCF platform that we’re only just starting to discover.”

    The Fundamental Shifts in VMware Cloud Foundation 9.0​
    VMware Cloud Foundation 9.0 boasts a completely new architecture that empowers IT admins and application teams to accomplish far more and spend far less. The platform delivers a streamlined experience for building, operating, and securing a modern private cloud across on-premises data centers, in hyperscaler and VMware Cloud Service provider clouds, and at the edge. VCF 9.0 is uniquely designed to remove the friction between infrastructure and application teams.

    One Interface for Private Cloud Operations
    VCF 9.0 introduces a unified interface for cloud administrators, offering a holistic view of private cloud operations. The new Quick Start App significantly reduces setup time and complexity. Integrated cost management and policy enforcement enables immediate compliance and operational efficiency. Scalable fleet management allows administrators to plan, schedule, and execute upgrades across clusters efficiently, increasing daily productivity up to 10x1. Centralized identity and access management, including single sign-on, password policies, and certificates, enable consistency across environments. Consolidated log management delivers insights twice as fast1, allowing for rapid response. Advanced analytics help administrators understand workload behavior, enabling targeted responses for security and performance optimization.

    Frictionless Cloud Consumption Experience
    VCF 9.0 offers a unified interface for platform and development teams, simplifying infrastructure service delivery and consumption. Platform teams can effectively organize, provision, and manage tenant resources with granular control. More secure, role-based access is enabled through streamlined administration of both admin and tenant identities. Compliance across all deployments is maintained by built-in governance policies, while pre-configured blueprints simplify provisioning, lessen manual tasks, and guarantee repeatable, compliant infrastructure. Developers gain access to automated and elastic self-service IaaS services, creating a genuine cloud-like experience.

    Unified VM, Container and Kubernetes Platform
    VCF 9.0 takes a significant leap forward as a unified platform for traditional, cloud native and AI applications. The embedded vSphere Kubernetes Service (VKS) enables both virtual machines (VMs) and containers to be treated equally. This allows customers to build, deploy, and run Kubernetes and virtualized workloads together and eliminates complex DevOps stacks and integrations. Developers can immediately begin building and deploying, while IT maintains security and consistency. A single interface and operational model manages VM-based applications, cloud-native workloads, AI/ML applications, and traditional enterprise databases.

    Superior Cloud Cost Transparency
    VCF 9.0 offers distinct cost predictability and transparency advantages over public cloud. Comprehensive insights extend beyond infrastructure, incorporating software licensing, operational expenses, and data center costs, thus providing a holistic TCO perspective. Additionally, built-in analytics enable predictive cost modeling for effective infrastructure planning and forecasting, helping organizations avoid unforeseen financial challenges. Automated resource optimization dynamically reclaims underutilized capacity to enhance workload efficiency and prevent unnecessary infrastructure sprawl. Finally, detailed showback and chargeback data, grounded in resource allocation, provide a clear return on infrastructure investment.

    Sovereign and Secure
    VCF 9.0 is engineered to provide robust data control, compliance, and resilience, empowering IT operations amidst regulatory complexities and geopolitical uncertainty. A key feature is the new SecOps dashboard, offering a quick view of platform security and data controls, along with integrated compliance policies. Regulatory guardrails facilitate consistent governance. VCF 9.0’s support for the latest confidential computing technologies from AMD and Intel will enable organizations to leverage the newest generation of secure enclaves, encrypted memory, and attestation capabilities, allowing IT teams to deploy confidential workloads across heterogeneous infrastructure while maintaining consistent security policies and operational workflows.

    Core Innovation Delivers Meaningful Customer Outcomes
    VCF 9.0 is built on industry-leading compute, networking, and storage technologies, and Broadcom continues to innovate around these core capabilities to deliver significant customer value. Advanced Memory Tiering for NVMe can deliver 38%1 lower memory and server TCO. VMware vSAN ESA with Global Dedupe2 can reduce storage TCO by 34%1. VMware NSX enhanced data path can deliver as much as 3x1 switching performance to maximize throughput. New vSAN-to-vSAN data protection with deep snapshots enables more efficient, native recovery from disasters or ransomware attacks. As a platform for modern AI applications, VCF delivers virtually zero performance overhead when compared to bare metal3 while providing the ability to support zero-downtime vMotion for AI applications.

    New Innovation Across Advanced Services for VCF Portfolio
    Advanced services for VMware Cloud Foundation are ready-to-deploy solutions that enable customers to accelerate innovation in their private cloud environments. This diverse library of private cloud solutions is similar to what enterprises have come to expect from the public cloud, allowing them to access the tools and technologies they need to rapidly address a variety of use cases and business opportunities. With VCF 9.0, Broadcom is delivering new innovations across the advanced services portfolio:

    • VMware ​Private AI​ Foundation​ with NVIDIA: This joint AI solution from Broadcom and NVIDIA is built on VMware Cloud Foundation and includes the VMware private AI package and NVIDIA AI Enterprise. The solution offers air-gap support for isolated deployments; GPU-as-a-Service with multi-tenancy support for AI workloads; NVIDIA vGPU C-Series profile visibility to eliminate manual capacity tracking; improved resource utilization with enhanced GPU and vGPU monitoring capabilities; simplified model usage and scalability with Model Runtime; NVIDIA NIM for easy, high-performance AI model inference; and more efficient creation of AI Agents with Agent Builder Service.​
    • VMware Live Recovery: A single solution for managing cyber and disaster recovery across VMware Cloud Foundation (VCF) deployments, VMware Live Recovery now delivers increased data sovereignty through an on-premises isolated clean room / recovery environment (IRE) for cyber recovery (available as a VMware Validated Solution); flexibility to recover to a VCF isolated clean room on-premises or an existing cloud option; up to 200 immutable snapshots per VM enabled by native replication; and more efficient scaling through the ability to expand storage independently of compute with vSAN storage clusters
    • VMware vDefend: This advanced service for VCF provides built-in threat detection and response, zone- and application-level micro-segmentation, distributed lateral security, reduced attack surface, and zero trust enforcement across VCF environments. With VCF 9.0, vDefend has added self-service microsegmentation; VPC-aware lateral security with delegated administration; VCF Import integration to streamline transition of existing vDefend deployments into VCF 9.0; and global IDS/IPS policy management for consistent threat defense policies across multi-site VCF deployments.​ Read the news blog here.
    • VMware Data Services Manager (DSM): As an advanced service for VCF, DSM 9.0 currently provides enterprise support for PostgreSQL and MySQL, and is now in Tech Preview with Microsoft SQL Server​. New integration with VCF Automation enables IT teams to deliver database as a service (DBaaS), while additional DSM enhancements increase the operational efficiency for large database fleet management.
    • Avi Load Balancer: This service provides plug-and-play load balancing services for VM and Kubernetes workloads with built-in global server load balancer (GSLB), application health and latency analytics, and web application firewall (WAF). With VCF 9.0, Avi Load Balancer now supports load balancing as self-service, streamlined operations and lifecycle management, and VPC-aware deployments. Read the news blog here.

    Partner Ecosystem Commentary

    “AMD and VMware continue to push the boundaries of enterprise infrastructure. The latest release of VMware Cloud Foundation 9.0 builds on our shared vision to deliver solutions with great performance, exceptional total cost of ownership, and advanced security with AMD EPYC™ processors featuring SEV-SNP. Customers can confidently and efficiently scale modern workloads—from virtualization to AI—across secure hybrid cloud environments.” – Raghu Nambiar, Corporate Vice President, Silicon Design Engineering, AMD

    “Azure VMware Solution (AVS) is a fully managed VCF service that provides customers the flexibility to combine VMware Cloud Foundation private clouds with the scale and flexibility of Azure. As customers adopt the latest innovations in VMware Cloud Foundation 9.0, they will be able to take advantage of Microsoft’s support for VCF license portability to extend VMware workloads to Azure as is, with minimal to no refactoring, and benefit from the continuity, scale, and fast provisioning for VMware workloads on global Azure infrastructure.” – Brett Tanzer, Vice President, Product Management for the Azure Solutions and Ecosystem Team

    “As organizations face increasing demands for data security, control and scalability, they’re turning to Dell Technologies to help them easily build private cloud environments. VMware Cloud Foundation 9.0 on Dell infrastructure will deliver a private cloud solution that eliminates IT silos, reduces risk and boosts operational efficiency.” – Gil Shneorson, Senior Vice President, Solutions Platform, Dell Technologies

    “Our strong partnership with Broadcom is key to delivering the latest VMware innovations on Google Cloud. With VMware Cloud Foundation 9.0, we’re particularly excited about the unified interface for private cloud operations, which streamlines management, and the frictionless cloud consumption experience, which empowers both platform and development teams. We look forward to bringing these advanced capabilities and more to Google Cloud VMware Engine, further enabling our customers to accelerate innovation and optimize their cloud environments.” – Nirav Mehta, Vice President, Product Management, Google Cloud

    “As enterprises embrace hybrid operating models, IT teams are under increasing pressure to modernize infrastructure without adding complexity or compromising on security and resilience. HPE GreenLake for VMware Cloud Foundation with VCF 9.0 will offer a co-engineered, validated solution with flexible consumption, multi-layered security and pre-integrated technology—all designed to streamline an organization’s private cloud journey.” – Rajeev Bhardwaj, Vice President and Chief Product Officer, Private Cloud and Flex Solutions, HPE

    “VMware Cloud Foundation 9.0 on Intel® Xeon® 6 platforms brings new levels of cost optimization and advanced security to the modern private cloud. With greater hardware consolidation and Intel® TDX enabling confidential computing, our mutual customers can lower total cost of ownership, enhance trust and data protection, and accelerate their AI adoption.” – Greg Ernst, CVP, Sales and Marketing Group, Intel Corporation

    “Lenovo ThinkAgile VX Series, a co-engineered solution with VMware Cloud Foundation, enables enterprises to implement a hybrid cloud environment using a turnkey solution for faster deployments, seamless lifecycle management and full-stack monitoring with Lenovo XClarity. Built on trusted Lenovo servers that are reliable and secure, this workload-ready solution is tested, optimized and validated for compliance to handle various workloads, including demanding AI projects. With VCF 9.0, Lenovo will offer customers a unified platform for all applications, blending public cloud agility with on-premises security and resilience.” – Stuart McRae, Executive Director and General Manager, Data Storage Solutions, Lenovo ISG

    “Enterprises building AI factories need solutions for integrating AI into the heart of their operations. VMware Private AI Foundation with NVIDIA fast-tracks enterprise AI deployments with a secure, full-stack platform for building, customizing and running AI models, agents and applications.” – John Fanelli, Vice President, Enterprise AI Software at NVIDIA

    Additional Resources

    Sources
    1-Based on internal Broadcom engineering estimates or test results, subject to change. March 2025.
    2-vSAN Global Dedupe requires RPQ. Contact account team for details.
    3-MLPerf Inference v5 Benchmark results, April 2025.

    About Broadcom
    Broadcom Inc. (NASDAQ: AVGO) is a global technology leader that designs, develops, and supplies a broad range of semiconductor, enterprise software and security solutions. Broadcom’s category-leading product portfolio serves critical markets including cloud, data center, networking, broadband, wireless, storage, industrial, and enterprise software. Our solutions include service provider and enterprise networking and storage, mobile device and broadband connectivity, mainframe, cybersecurity, and private and hybrid cloud infrastructure. Broadcom is a Delaware corporation headquartered in Palo Alto, CA. For more information, go to www.broadcom.com.

    Broadcom, the pulse logo, and Connecting Everything are among the trademarks of Broadcom. The term “Broadcom” refers to Broadcom Inc., and/or its subsidiaries. Other trademarks are the property of their respective owners.

    Media Contact:
    Roger T. Fortier
    VCF Division, Broadcom
    +1.408.348.1569
    roger.fortier@broadcom.com

    The MIL Network

  • MIL-OSI: Solutions30 Annual General Meeting Results – June 17, 2025

    Source: GlobeNewswire (MIL-OSI)

    Approval of all resolutions

    Nomination of new Supervisory Board members

    The Solutions 30 SE General Meeting was held in Luxembourg on June 17, 2025, chaired by Gianbeppi Fortis, Chairman of the Management Board.

    All resolutions proposed at the Annual General Meeting were adopted, including:

    • Approval of the annual accounts and the consolidated accounts of the Company for the financial year ended on 31 December 2024, and allocation of results;
    • Approval of the nomination of Mrs. Maria Zesch et de Mr. Olivier Domergue as members of the Supervisory Board, and approval of the renewal of Mrs. Pascale Mourvillier’s mandate as member of the Supervisory Board;
    • Re-appointment of PKF Audit & Conseil S. à r.l. as approved statutory auditor;
    • Appointment of PKF Audit & Conseil S. à r.l in relation to the assurance opinion on the sustainability reporting included in the management report for the financial year 2025;
    • Approval of the annual remuneration of the Supervisory Board members;
    • Approval of the remuneration report (advisory vote);     

    Solutions30 thanks its shareholders for their support and trust.

    Results of the votes will be available today on the Group’s website: www.solutions30.com.

    About Solutions30 SE

    Solutions30’s mission is to make the technological developments that are transforming our daily lives accessible to everyone, individuals and businesses alike, especially with regard to the digital transformation and the energy transition. With its network of more than 16,000 technicians, Solutions30 has completed over 65 million call-outs since its inception and led over 500 renewable energy projects with a combined maximum output surpassing 1800 MWp. Every day, Solutions30 is doing its part to build a more connected and sustainable world. Solutions30 has become an industry leader in Europe with operations in 10 countries: France, Italy, Germany, the Netherlands, Belgium, Luxembourg, Spain, Portugal, the United Kingdom, and Poland. The capital of Solutions30 SE consists of 107,127,984 shares, equal to the number of theoretical votes that can be exercised. Solutions30 SE is listed on the Euronext Paris exchange (ISIN FR0013379484- code S30). Indices : CAC Mid & Small | CAC Small | CAC Technology | Euro Stoxx Total Market Technology | Euronext Tech Croissance.

    Visit our website to learn more: www.solutions30.com

    Contact

    Individual Shareholders:
    Tel: +33 1 86 86 00 63 – shareholders@solutions30.com

    Investor relations
    Investor.relations@solutions30.com

    Press – Image 7:

    Charlotte Le Barbier – Tel: +33 6 78 37 27 60 – clebarbier@image7.fr

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  • MIL-OSI: RIBER completes phase I of ROSIE with a partnership agreement signed with NQCP, a leading research center in Denmark

    Source: GlobeNewswire (MIL-OSI)

    RIBER completes phase I of ROSIE with a partnership agreement signed with NQCP, a leading research center in Denmark

    Bezons (France), June 17, 2025 – 6:00pm (CET) – RIBER, the global leader in Molecular Beam Epitaxy (MBE) equipment for the semiconductor industry, announces the signing of a three-year collaborative partnership with the Novo Nordisk Foundation Quantum Computing Programme (NQCP), a world-class research center based in Denmark.

    A strategic partnership to qualify the ROSIE process, the first 300 mm machine dedicated to photonics and compatible with silicon fabs

    This partnership marks a major milestone in RIBER’s ambition to become an integral part of silicon fab production lines. It focuses on the industrial qualification of ROSIE (Riber Oxide Silicon Epitaxy), a platform specifically designed for oxide growth on 300 mm wafers and fully compliant with SEMI standards.

    ROSIE is aimed at several strategic markets:

    • ultra-fast optical communications, particularly the Datacom / Telecom segments;
    • optical computing;
    • photonic quantum technologies.

    First ROSIE system sold

    The partnership includes the sale of the first ROSIE unit to NQCP, with delivery scheduled for the second half of 2025. The system will be integrated into a pilot line dedicated to photonic technologies. The program involves joint development work to optimize the process, which will be standardized in the equipment to enable rapid production ramp-up and fast-track achievement of the productivity levels expected by customers.

    A French-born platform supported by France 2030 to tackle global silicon industry challenges

    Developed since 2021, ROSIE embodies RIBER’s commitment to breakthrough innovation, combining cutting-edge MBE expertise with full compatibility with the industrial requirements of silicon production lines. The project has received support from the Île-de-France Region through the Innov’Up program and from Bpifrance under the France 2030 investment plan.

    An exceptional collaboration

    Partnering with Professor Krogstrup’s team was a natural choice.

    “The scientific environment, the team’s outstanding expertise, and their enthusiasm were decisive in our decision,” comments Dr. Jean-Louis Guyaux, Chief Technology Officer of RIBER Lab.

    Annie Geoffroy, Chairwoman and CEO of RIBER, adds: “Our partnership with a leading European lab in integrated silicon photonics is a strategic lever to accelerate the development of innovative processes. This collaboration will help us better meet growing market demands for performance, miniaturization, and energy efficiency, while also strengthening our capacity for innovation.

    Driving a European innovation forward

    Through this partnership, RIBER confirms its driving force in the European ecosystem for applied photonics research. It showcases the ability of a French industrial SME to bring cutting-edge technology to a global stage and underlines the power of collaboration between industry and science in shaping tomorrow’s technologies.

    This collaboration launches Phase II of the ROSIE journey – industrialization. It is a source of pride for RIBER to see a French technology emerge as a key enabler for next-generation quantum components,” concludes Annie Geoffroy.

    About NQCP

    The Novo Nordisk Foundation Quantum Computing Programme (NQCP) is a research initiative launched by the Novo Nordisk Foundation, in collaboration with the Niels Bohr Institute at the University of Copenhagen. The program aims to develop a fault-tolerant quantum computing (FTQC) hardware and quantum algorithms that solve complex life-science problems.
    NQCP takes an interdisciplinary approach, exploring multiple qubit technologies to identify the most promising platform. It leverages a global network of academic and industrial partners. The program also includes the creation of the Quantum Foundry Copenhagen, a facility dedicated to new manufacturing processes for high-precision quantum components, essential for the future generation of quantum computing processors.
    More information: https://nqcp.ku.dk/

    About RIBER

    Founded in 1964, RIBER is the global market leader for MBE – molecular beam epitaxy – equipment. It designs and produces equipment for the semiconductor industry and provides scientific and technical support for its clients (hardware and software), maintaining their equipment and optimizing their performance and output levels. Accelerating the performance of electronics, RIBER’s equipment performs an essential role in the development of advanced semiconductors that are used in numerous applications, from information technologies to photonics (lasers, sensors, etc.), 5G telecommunications networks and research, including quantum computing. RIBER is a BPI France-approved innovative company and is listed on the Euronext Growth Paris market (ISIN: FR0000075954).
    www.riber.com

    Contacts

    RIBER
    Annie Geoffroy | tel: +33 (0)1 39 96 65 00 | invest@riber.com

    ACTUS FINANCE & COMMUNICATION
    Cyril Combe | tel: +33 (0)1 53 67 36 36 | ccombe@actus.fr

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    The MIL Network

  • MIL-OSI United Kingdom: Putting Scotland’s Future in Scotland’s Hands

    Source: Scottish National Party

    Read John Swinney’s speech on independence at Scotland 2050 below:

    Thank you for that warm welcome.  It is encouraging to see so many people here today, invested in the future of our country and keen to work together to build it.  

    This is not only about the future of our country.  It is about our future.  And that of our children and our grandchildren.  

    I am up here speaking as a father, and grandfather, as well as First Minister.  This is about the world we build for Scotland’s next generation.  And how we make our nation – and, as much as we can, our world – the best it can possibly be.

    I spend a great deal of time thinking about this – about what we want our shared future to look like, and what we must do today to create it.

    But first, before turning to the Scotland we seek and the Scotland we have the ability to make, I want to share some details of a new analysis the government has published, Future Trends for Scotland.

    Drawing on a wide range of practitioner and other expert views, and shaped also by insights from young Scots, it sets out the trends we think are most likely to shape Scotland in the next 10 to 20 years. I hope that it can in some way shape your thinking, as it certainly will ours.

    It is about challenges as well as opportunities, and both are important. The challenges facing Scotland, known in the present and possible in the future, are many, but the opportunities are more. We must never forget that reality. 

    Each generation faces its challenges, many as great, greater even than the ones our generation faces today, and, let us remind ourselves, we have always found a way through. 

    With the Future Trends horizon scan, we have the best available Scotland specific analysis to inform our decisions, both now and for the future. 

    You will recognise some of the trends the work has identified.

    A growing risk to our democracy because of mis- and disinformation, with trust in institutions falling.

    Conflicts more frequent.

    Climate change impacting soil quality, biodiversity, food supply. 

    Global progress on inequality stalling.

    And, as a result of these and other global trends, increasing voluntary and involuntary migration.

    No guarantee living standards will increase, but a real risk of ongoing wealth and income inequality at home and significant budgetary pressures as we struggle to meet the demands of an aging population.

    But also, growing success for Scotland in fields such as space and life sciences, new opportunities in energy, and widespread adoption of AI alongside the emergence of quantum technology.

    Both hurdles and new horizons for our society and economy. Warnings where we need to change, or up the pace, but also doors opening, if we have the courage to walk through them with confidence, with boldness and self-belief.

    And it is by shaping strategy and policy towards achieving long-term outcomes that we will be ready for this new world as it evolves.  

    That is one of the reasons we are reforming the National Performance Framework so that it can provide us with a clear north star, with ambitious, citizen-centred outcomes to guide our choices and actions as we navigate this emerging new world.

    A reformed NPF will help reshape government in Scotland. It will enable us to better focus budgets, to reduce compartmentalisation and encourage collaboration between spheres of government, and with partners in the third sector and the business community. 

    It is one part, but an important part of focusing government on delivering on the priorities of the people of Scotland as we build towards our vision of a Scotland that is more vibrant, more successful, more ambitious even than the Scotland of today. 

    But before looking forward, I wish to first look back.

    As others have observed, the Scotland of 2050 is as far removed from us today as the Scotland into which our parliament was born.

    Over the past quarter century, much has changed but the Scotland of today is not some alien land compared to the Scotland of then. 

    We can see clearly the threads connecting our reality now with choices made in the years between. 

    Yes, day-to-day life in Scotland has been fundamentally altered by technology – from the iPhone and the internet to emergent AI – and by geopolitics – from the rise of China to the impact of Russia’s invasion of Ukraine. By climate change, globalisation, deindustrialisation. 

    Changed also as a direct result of our disastrous withdrawal from the EU and by the wholly negative impacts of austerity in the UK on the vitality of our public services or on people’s living standards and quality of life. 

    But it has also been shaped, and changed for the better, by the Scottish Parliament’s ban on smoking, by minimum pricing on alcohol, or by our decisions to rapidly expand early learning and childcare, introduce HPV vaccination and modernise our school estate.

    Yes, the Scotland of 2050 will be shaped by a series of unpredictable forces, by new technologies we have only half-imagined in the pages of science fiction, by conflicts now only simmering, by people who are only just born. 

    But it will also be shaped by us. By the decisions we take, the policy choices we implement, the vision and path forward that we set out.

    That is a great responsibility, but for me it is also exciting, inspiring, and a he privilege to shape it as First Minister.

    So how do we get from where we are to where we want to be?

    A big part of the answer is ensuring that we are in charge of our own destiny. That we have our hands on all the levers we need to make the biggest difference.

    A fiscal squeeze, better dealt with if we are fully in charge of our nation’s finances.

    The complexities of navigating climate change, much easier if we are in charge of energy policy and our vast energy resources.

    Making sure we have a big enough working population to meet the demands of an aging population, more options, more solutions possible, if we are in charge of our immigration policy, or members again of the EU.

    But I will come back to that, to how we can truly put Scotland’s future in Scotland’s hands.

    As we look around our land in 2050, my hope is that we see a modern, dynamic Scotland, a compassionate, enterprising, forward-looking nation state, back where it belongs at the heart of Europe.

    We have taken the climate challenge and seen it as an opportunity for a complete redesign of our ways of living. For example, district heating schemes in every community, an everyday part of life, delivering low-cost heating, and significantly lower energy bills. More liveable communities, full of climate positive, modern, affordable homes, with rethought and rediscovered High Streets. More of our food grown locally, and technology enabling more of what we use every day to be produced locally. 

    We are a clean energy nation, with the vast amounts of low-cost renewable energy that we produce fuelling a host of new business opportunities. Data centres, research centres, energy intensive manufacturing industries. Low-energy costs making it cheaper to produce food. Low-energy costs making it cheaper to heat our homes. Scotland a clean energy powerhouse. An energy rich Scotland finally meaning also energy rich Scots.

    We are a high-tech, clean tech country, with our public realm digitally transformed, high-tech solutions delivering more effective, more personalised health interventions, the right systems in place to manage the acute and support us more effectively as we enter old age.

    We have seen too-high levels of child poverty not in terms of handouts, but as a handbrake on our potential, as a limit on the success our nation can achieve. And we have acted decisively to eradicate child poverty in our land. As a result, we have released the potential of tens of thousands of ambitious, eager and talented young Scots, young men and women who are playing a crucial role, a fundamental role, in building our nation anew. 

    We have looked at our place in this world and decided that the union that offers the greatest opportunity, that provides the greatest security is the European Union.

    How do we get there? 

    In part, through the perhaps mundane reality of good government. That has been my focus since I became First Minister. Interventions in that vein like a realistic medium-term finance strategy, an effective population health strategy and a clear-eyed and mobilising programme of public sector reform – all initiatives being launched over the coming week.

    By having government focused on a clear set of priorities, and producing policy that is determined by the real-world, real-life needs of people rather than what might best suit the system. 

    Eradicating child poverty. Boosting economic growth. Delivering climate action. Improving public services, especially the NHS. This prioritisation of government action on those things that matter most to people, those things that will deliver the most for people, is at the very heart of what I am trying to achieve as First Minister. Listening to the public and addressing the strain they fell over the cost of living.

    It is also about collectively owning the vision and uniting in our determination to get there. It is about focusing our efforts behind a sharp and clear set of national outcomes and ambitious short-, medium- and longer-term national goals.

    However, most importantly, it is about deciding to take Scotland’s future into our own hands. 

    It is only by taking charge of our own destiny, with our own hand on the tiller, that we are better able to ride the waves of change, that we are better able to shape our own future.

    That does not mean a Scotland standing alone, but rather a nation that has worked out its place in the world, and the contribution it wants to make to the world. An ongoing deep and rich partnership with the other nations of these isles, absolutely, but ultimately as a nation state in our own right, as a Member State of the world’s largest trading block, the world’s biggest social and economic community, the European Union. 

    I have long believed that Scotland is an afterthought to successive UK governments. Scotland is not on Westminster’s radar in the same way, say, as London, the Midlands or the Southeast. From a UK perspective that is completely understandable, but from a Scottish perspective, to accept it is total madness. 

    It holds us back in ways big and small, leaving us waiting and praying, hoping that decisions taken at Westminster are not too damaging. 

    We are prey to a broken system and a failing economic model – a system that delivers for a very few at the very top, while living standards stagnate and real wages are squeezed for the vast majority.

    It means, as a nation, that we must try to thrive on what amounts, at worst, to poison pills and, at best, policy scraps from the UK table. 

    All this when we have the capacity to stand and flourish on our own two feet.

    I know there are many in this room who are not yet persuaded by the case for independence, and others who will never be. I respect that.

    But independence is the defining choice for this generation, have no doubt. Because the UK status quo has proved itself incapable of delivering on the hopes and ambitions of the people of Scotland.

    That is why, like a clear majority of Scots, I believe that our nation should have the right to choose.

    If this is a voluntary union, as Westminster politicians insist, then it is completely untenable that there is no mechanism for Scotland to leave the Union if it so wishes.

    Whether it is Keir Starmer, Kemi Badenoch or Nigel Farage, no Westminster politician should have the ability to deny Scotland her right to national self-determination. 

    I want to close today with a piece of poetry that I think perfectly captures this moment in time for our nation. It was written by Liz Lochhead, Scotland’s Makar from 2011 to 2016. It has just been given pride of place, alongside many other inspirational lines of poetry and prose, on the Canongate wall of the Scottish Parliament.

    She wrote,

    this

    our one small country . . .

    our one, wondrous, spinning, dear green place.

    What shall we build of it together

    in this our one small time and space?

    Today, you have heard something of my answer, something of my ambition for Scotland. It is a vision of a country that is fairer, wealthier, more at peace with itself than the Scotland of today. 

    A Scotland that is modern, dynamic and forward-looking, living in anticipation of what more can be done, what else can be achieved. Moving forward as one, moving forward with hope and self-belief.

    Such a Scotland is within reach, I have no doubt. But if we want it, we have to work for it, we have to vote for it, we have to actively, purposefully, and I hope also joyfully, make it happen.

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: UK-Ukraine TechBridge: London Tech Week 2025 Communiqué

    Source: United Kingdom – Executive Government & Departments

    News story

    UK-Ukraine TechBridge: London Tech Week 2025 Communiqué

    UK-Ukraine TechBridge Investment Accelerator at London Tech Week 2025

    9 – 11 June 2025 

    During London Tech Week, UK Government, in collaboration with 1991 Ventures and Ukraine’s Ministry of Digital Transformation (MDT), strengthened the UK-Ukraine bilateral relationship through a series of key meetings and events under the UK-Ukraine TechBridge programme, a component of the 100 Year Partnership agreement. 

    9 June 

    On the Startup Stage at London Tech Week, the UK-Ukraine TechBridge Investment Accelerator project concluded with a pitching session. Ukrainian Deputy Minister for Digital Transformation, Oleksandr Bornyakov (MDT), and Denis Gursky of 1991 Ventures joined Rodney Berkeley, Director of Infrastructure and Technology at the Department for Business & Trade (DBT), in delivering opening remarks. Pitches were delivered by 11 high potential Ukrainian tech start-ups providing innovative solutions from databases to support clinical trials, AI-powered Software as a Service (SaaS), and direct air carbon capture technology for agriculture. The Investment Accelerator project aimed at upskilling Ukrainian tech founders to scale up their businesses in the UK. 

    10 June 

    A breakfast event was hosted by the Embassy of Ukraine focused on promoting Ukraine’s CodeUA (B2B platform) initiative and connecting highly skilled Ukrainian tech companies with global business representatives. The event provided valuable insights into Ukraine’s tech ecosystem and facilitated new, collaborative opportunities for those wanting to invest in innovative, and secure technology partnerships. 

    The day concluded with an evening reception at the London Stock Exchange Group, supported by the UK-Ukraine TechBridge and DiiaCity Utd. This event celebrated the global potential of Ukraine’s tech ecosystem, bringing together Ukrainian and UK government representatives, investors, tech companies, and thought leaders to deepen cooperation between our two nations.

    Updates to this page

    Published 17 June 2025

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: Local government reorganisation: letter to the leaders of the borough councils of Reigate and Banstead, and Crawley

    Source: United Kingdom – Executive Government & Departments

    Correspondence

    Local government reorganisation: letter to the leaders of the borough councils of Reigate and Banstead, and Crawley

    Letter to the council leaders about their joint submission for unitary local government.

    Applies to England

    Documents

    Letter to the leaders of the borough councils of Reigate and Banstead and Crawley

    Request an accessible format.
    If you use assistive technology (such as a screen reader) and need a version of this document in a more accessible format, please email alternativeformats@communities.gov.uk. Please tell us what format you need. It will help us if you say what assistive technology you use.

    Details

    On 17 June 2025, the Minister of State for Local Government and English Devolution, Jim McMahon MP OBE, wrote to the leaders of the borough councils of Reigate and Banstead, and Crawley to inform them that their joint submission would not be consulted upon as part of the Surrey local government reorganisation consultation.

    Updates to this page

    Published 17 June 2025

    Sign up for emails or print this page

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: Local government reorganisation: letter to Surrey council leaders

    Source: United Kingdom – Executive Government & Departments

    Correspondence

    Local government reorganisation: letter to Surrey council leaders

    Letter to inform council leaders of the launch of the Surrey local government reorganisation consultation.

    Applies to England

    Documents

    Letter to Surrey council leaders

    Request an accessible format.
    If you use assistive technology (such as a screen reader) and need a version of this document in a more accessible format, please email alternativeformats@communities.gov.uk. Please tell us what format you need. It will help us if you say what assistive technology you use.

    Details

    On 17 June 2025, the Minister of State for Local Government and English Devolution, Jim McMahon MP OBE, wrote to the leaders of Surrey councils to inform them of the launch of the Surrey local government reorganisation consultation.

    Updates to this page

    Published 17 June 2025

    Sign up for emails or print this page

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: Help shape the future of your local Healthwatch service 17 June 2025 Your voice matters — help shape the future of your local Healthwatch service

    Source: Aisle of Wight

    Islanders are being encouraged to take part in a new survey that will help shape how Healthwatch services are provided on the Isle of Wight in the years ahead.

    The Isle of Wight Council is preparing to award a new contract for the delivery of this important statutory service, as the current arrangement is due to end on 31 December 2025.

    Before that happens, the council wants to hear from local people about what they expect from their Healthwatch service — and how it should be delivered.

    What is Healthwatch?

    Healthwatch is the independent voice for people who use health and social care services. It listens to the experiences of residents, shares that feedback with those in charge, and helps ensure services are meeting the needs of the community.

    From helping someone find the right support for a loved one, to advising on how to make a complaint, or simply passing on praise for a job well done, Healthwatch plays a vital role in making sure local services work for the people who use them.

    It also provides clear, accessible information and advice to help residents understand their options and make informed decisions about their care. In some cases, Healthwatch can even recommend that national bodies such as the Care Quality Commission (CQC) carry out formal reviews or investigations.

    Why your views matter

    The council is keen to ensure that the next Healthwatch contract reflects the needs and priorities of the Island’s diverse communities. To do that, they need to hear directly from the people who live here.

    “We hope to get a clear picture of what the public expect from their local Healthwatch service,” said Laura Gaudion, the council’s strategic director for adult social care and housing.

    “This isn’t just a tick-box exercise — it’s about listening to the people who use health and care services every day and making sure their voices shape how the next service is designed.

    “Whether it’s about how easy it is to get advice, how well feedback is acted upon, or how visible and approachable the service is in our communities, we want to hear it all.

    “The more people who take part, the better we can ensure the new Healthwatch provider truly reflects the needs and priorities of Islanders.”

    Whether you’ve used Healthwatch before or not, your views are valuable.

    The survey asks about how you’ve heard of Healthwatch, whether you’ve used its services, and how you’d prefer to engage with it in future. It also invites suggestions for improvement and gives you the chance to share your own experiences.

    How to take part

    The survey is available online via the Isle of Wight Council’s website, and paper copies can be picked up at libraries across the Island. The closing date for comments is 11 August 2025.

    It only takes a few minutes to complete, and all responses will be treated in confidence.

    Photo: Getty Images

    MIL OSI United Kingdom

  • MIL-OSI Canada: Prime Minister Carney meets with Secretary General of NATO Mark Rutte

    Source: Government of Canada – Prime Minister

    Today, the Prime Minister, Mark Carney, met with the Secretary General of the North Atlantic Treaty Organization (NATO), Mark Rutte, at the 2025 G7 Leaders’ Summit in Kananaskis, Alberta.

    Prime Minister Carney shared his government’s plan to rebuild, rearm, and reinvest in the Canadian Armed Forces – meeting the NATO 2 per cent target this year and accelerating those investments in the years to come.

    Prime Minister Carney emphasized the new government’s mandate to assert Canada’s sovereignty and increase collaboration with the NATO Alliance. The leaders discussed trans-Atlantic security and helping Ukraine achieve a just and lasting peace, including through the provision of military assistance.

    The Prime Minister looked forward to meeting again with the Secretary General at the upcoming NATO Summit in The Hague, the Netherlands, from June 24 to 25.

    Associated Link

    MIL OSI Canada News

  • MIL-OSI Security: Man charged with attempted rape

    Source: United Kingdom London Metropolitan Police

    Met Detectives investigating an attempted rape at a cinema in Finchley Road have charged a man.

    On Tuesday, 17 June, Cyrille Henri Moreau, 67 (05.02.1958) of Ainger Road, Camden, was charged with attempted rape.

    He had been arrested the previous day.

    Moreau has been remanded into custody to appear at Highbury Corner Magistrates’ Court the morning of Wednesday, 18 June.

    This relates to an incident on Wednesday, 11 June.

    MIL Security OSI

  • MIL-OSI: 74Software Appoints Julia Siepmann as Group Chief Human Resources Officer

    Source: GlobeNewswire (MIL-OSI)

    Press Release

    74Software Appoints Julia Siepmann as Group Chief Human Resources Officer

    Paris, June 17, 2025 – 74Software today announces the appointment of Julia Siepmann as Group Chief Human Resources Officer, effective as of 19th May 2025.

    Julia Siepmann brings over 20-years of global experience in strategic human resources management within technology-driven companies undergoing companywide transformation. Throughout her career, she has demonstrated a strong ability to lead deep cultural evolutions, implement global HR frameworks, and foster inclusive, engaging, and high-performing work environments.

    Prior to joining 74Software, Julia served as Chief Human Resources Officer at Nielsen, Analytics Portfolio Organizations. She previously spent over 15 years at Teradata where she held Global HR leadership roles based in London and Singapore. Known for her thoughtful and structured approach, she has led numerous Global programs focused on HR transformation, employee engagement, and inclusion. Julia is based in London, United Kingdom.

    Patrick Donovan, Chief Executive Officer of 74Software, stated:

    “Julia’s appointment marks an important step in driving our development. We are committed to our team and their development, and her proven leadership and deep expertise in organizational transformation and talent management will be key assets in strengthening our corporate culture and sustaining our growth. We are pleased to welcome her to the executive leadership team.”

    Julia will play a central role in shaping and executing a human resources strategy aligned with 74Software’s development ambitions. Her mission will be to enhance organizational performance by fostering cohesion across entities, supporting talent development, and embedding a company culture rooted in respect, equity, and well-being.

    “I am delighted to be joining 74Software at a pivotal time in its growth as a portfolio company uniting several strong technology brands around shared values and a common culture,” said Julia Siepmann. “In a constantly evolving and competitive environment, HR plays a critical role in supporting this momentum and shaping a compelling, forward-looking employee value proposition. I look forward to contributing to the development of an inclusive, high-performing, and sustainable organization.”

    With this appointment, the Executive Committee of 74Software now comprises 9 members representing 4 nationalities:

    • Patrick Donovan, Chief Executive Officer
    • Éric Bierry, Deputy CEO, CEO of SBS
    • Roland Royer, CEO of Axway
    • Tobias Unger, Chief Financial Officer
    • Xavier Rebeuf, Chief R&D Operations
    • Paul French, Chief of Staff
    • Philippe Buisson, Chief of Integration and Secretary
    • Yann Metz-Pasquier, Chief Strategy Officer
    • Julia Siepmann, Chief Human Resources Officer

    About 74Software

    74Software is an enterprise software group founded through the combination of Axway and SBS – independently operated leaders with unique experience and capabilities to deliver mission-critical software for a data driven world. A pioneer in enterprise integration solutions for 25 years, Axway supports major brands and government agencies around the globe with its core line of MFT, B2B, API, and Financial Accounting Hub products. SBS empowers banks and financial institutions to reimagine tomorrow’s digital experiences with a composable cloud-based architecture that enables deposits, lending, compliance, payments, consumer, and asset finance services and operations to be deployed worldwide. 74Software serves more than 11,000 companies, including over 1,500 financial service customers. To learn more, visit 74Software.com

    Contacts – Investor Relations:

    Arthur Carli – +33 (0)1 47 17 24 65 – acarli@74software.com

    Chloé Chouard – +33 (0)1 47 17 21 78 – cchouard@74software.com

    Attachment

    The MIL Network

  • MIL-OSI Economics: Breaking down the chaos of a seemingly infinite workday

    Source: Microsoft

    Headline: Breaking down the chaos of a seemingly infinite workday

    In our recent 2025 Work Trend Index Annual Report, we charted the emergence of the Frontier Firm—powered by intelligence on tap, run by human-agent teams, and defined by a new role for every employee, the agent boss. These firms are redesigning business processes around AI and agents to scale rapidly, operate with agility, and generate value faster than traditional companies.

    But organizations will never complete their journey to becoming a Frontier Firm by concentrating on process alone. Our research, based on trillions of globally aggregated and anonymized Microsoft 365 productivity signals, reveals a challenging new roadblock: a seemingly infinite workday. 

    AI offers a way out of the mire, especially if paired with a reimagined rhythm of work. Otherwise, we risk using AI to accelerate a broken system. To get a handle on this barrier to transformation, let’s start our infinite workday. 

    The workday often begins before a lot of people are out of bed. By 6 am, many Microsoft 365 users are scanning overflowing inboxes in hopes of getting ahead. Our telemetry data shows:  

    • 40% of people who are online at 6 am are reviewing email for the day’s priorities. 

    • The average worker receives 117 emails daily—most of them skimmed in under 60 seconds. 

    • Mass emails with 20+ recipients are up 7% in the past year, while one-on-one threads are on the decline (-5%). 

    The inbox may still be the front door to work, but too often it opens to a flood of unprioritized chaos. 

    The chaos of the infinite workday

    It starts early, mostly in email, and quickly swells to a focus-sapping flood of messages, meetings, and interruptions. 

    By 8 am, Microsoft Teams overtakes email as the dominant communication channel, shifting the day into high gear.  

    • The average worker receives 153 Teams messages per weekday. 

    • Messages per person are up 6% YOY globally—more than 20% in regions like Central and Eastern Europe, the Middle East, and Africa, and over 15% in the UK and South Korea. 

    Each email or message notification may seem small, but together they can set a frenetic tempo for the day ahead.  

    The most valuable hours of the workday are often ruled by someone else’s agenda. Half (50%) of all meetings take place between 9–11 am and 1–3 pm—precisely when, as research shows, many people have a natural productivity spike in their day, due to their circadian rhythms. But our data reveals that we fill this time with meetings, leaving little room for deep focus. Tuesdays now carry the heaviest meeting load (23%), while Fridays taper to just 16%. Instead of deep work, these prime hours are spent cycling through a carousel of calls. 

    Meetings hijack prime focus time

    Studies show that many people have two natural performance spikes each day, but our data reveals that we fill one of them with meetings, leaving little room for focus work.

    An area chart showing average productivity levels for workers between the hours of 6 am and 12 am, indicating that a high percentage of meetings are often scheduled during peak productivity hours, leaving workers with less time to dedicate to focus work.

    But meetings aren’t the only force fracturing attention. By 11 am—peak productivity for many—message activity also surges, with 54% of users active. According to our telemetry data it’s the most overloaded hour of the day, as real-time messages, scheduled meetings, and constant app switching converge, making focus on any one task nearly impossible. 

    Calendars may show a break in meetings after lunch, but that could also be a mirage. During this time we see Word, Excel, and PowerPoint (WXP) usage surge as employees attempt focus work like writing, analyzing data, and creating decks—but that time is fragmented. Our telemetry data shows that, on average, employees using Microsoft 365 are interrupted every 2 minutes by a meeting, email, or notification. That competing digital noise doesn’t appear on calendars, but as many information workers will likely attest, it’s deeply felt. In fact, our global Work Trend Index survey shows that nearly half of employees (48%)—and more than half of leaders (52%)—say their work feels chaotic and fragmented. 

    The issue isn’t just volume—it’s sprawl. Our data shows that modes of communication are changing, coordination is more complex, and mental load is heavier.  

    • 57% of meetings are ad hoc calls without a calendar invite—and 1 in 10 scheduled meetings are booked at the last minute.  

    • Large meetings (65+ attendees) are the fastest-growing type—likely a result of employees navigating increasingly complex, cross-functional teams. 

    • Nearly a third of meetings now span multiple time zones—up 35% since 2021. 

    • And in the final 10 minutes before a meeting, PowerPoint edits spike 122%—the digital equivalent of cramming before an exam. 

    For many, the workday now feels like navigating chaos—reacting to others’ priorities and losing focus on what matters most. In a time when every hour counts, that drift could quietly drain energy and stall business progress. 

    The shift to the triple peak day that started during the pandemic is no longer a trend—for many, it’s the norm. Today’s workday stretches well into the evening. Our telemetry data shows that meetings after 8 pm are up 16% year over year, with global and flexible teams accounting for much of the increase. And it’s not just meetings: the average employee now sends or receives more than 50 messages outside of core business hours, and by 10 pm, nearly a third (29%) of active workers dive back into their inboxes, pointing to a steady rise in after-hours activity. 

    But “working late” can be experienced differently. A recent study from Microsoft Research found that remote workers often see evening hours as a productive window for quiet catch-up. Hybrid workers, by contrast, are more likely to experience that same time as a source of stress. For managers and leaders, this isn’t just a footnote—it’s a signal that can help set clearer expectations, shape team culture, and better support teams. 

    And for some, this pressure spills into the weekend—making Sunday feel like just another Monday:  

    • Our telemetry data shows a notable bump in weekend email usage. Nearly 20% of employees actively working on the weekend are checking their email before noon on Saturday and Sunday—waking up to work, even on typical days off. And over 5% are back in email on Sunday evenings (6 pm and later)—the Sunday scaries are real and measurable. 

    • And while email patterns mimic the workweek, other apps tell a different story: over the weekend, usage of WXP overtakes Teams messages as employees finally carve out time for uninterrupted focus work. 

    The infinite workday bleeds into evenings and weekends

    Boundaries are eroding as 1 in 3 employees say the pace of work over the past five years makes it impossible to keep up.

    This points to a larger truth: the modern workday for many has no clear start or finish. As business demands grow more complex and expectations continue to rise, time once reserved for focus or recovery may now be spent catching up, prepping, and chasing clarity. It’s the professional equivalent of needing to assemble a bike before every ride. Too much energy is spent organizing chaos before meaningful work can begin.  

    Leaders are feeling the squeeze. With flat budgets and rising pressure to perform, 1 in 3 employees in our global Work Trend Index survey responded that the pace of work over the past five years has made it impossible to keep up. The signals are clear: it’s time to break the cycle. The future of work won’t be defined by how much drudgery we automate, but by what we choose to fundamentally reimagine. AI can give us the leverage to redesign the rhythm of work, refocus our teams on new and differentiating work, and fix what has become a seemingly infinite workday. The question isn’t whether work will change. It’s whether we will. 

    Adopting AI isn’t enough. What you need now is a Frontier Firm mindset—one that questions how time is spent, how work gets done, and what truly drives impact. Here are three places to start: 

    1. Follow the 80/20 rule. In a world of flat budgets and shrinking attention, activity is not the same as progress. The most effective organizations know this—and act on it. Frontier Firms are putting the Pareto Principle into practice, focusing on the 20% of work that delivers 80% of the outcomes. AI makes this not only possible but scalable. By deploying AI and agents to streamline low-value tasks—status meetings, routine reports, admin churn—leaders can reclaim time for what moves the business: deep work, fast decisions, and focused execution. The companies that can win in the age of AI won’t just work harder—they’ll work smarter and sharper. Not sure where to start? Watch this leadership keynote from the Microsoft 365 Community Conference on Building the Future Firm.  

    2. Redesign for the Work Chart. Today, teams are organized by static functions like finance, marketing, and engineering. But with expertise available on demand through AI and agents, rigid structures add unnecessary friction. Take a product launch: content lives in marketing, data in analytics, budget in finance, and messaging with comms. A simple update like a price adjustment can take days and multiple meetings. It’s time to move from the org chart to the Work Chart—an agile, outcome-driven model in which lean teams form around a goal and use AI to fill skill gaps and move fast. At Supergood, an AI-first agency formerly called Supernatural, employees use a platform powered by decades of ad strategy to access insights instantly—no need to loop in a strategist on every brief. 

    3. Become an agent boss. There’s a new generation of professionals rising through the chaos—not by working more, but by working smarter. We call them agent bosses. Take Alex Farach, a researcher at Microsoft who uses a trio of agents to supercharge his work: one collects new research daily, the next runs statistical analysis, and the third drafts briefs to help connect the dots. Instead of getting bogged down in manual work, Farach can focus on what matters—fast, high-quality insights that benefit the entire team. This is the future of work: human-agent teams built to adapt and scale. 


    Methodology 

    Microsoft 365 Telemetry  
    All data is based on aggregated and anonymized Microsoft 365 productivity signals, ending February 15, 2025. Data excludes education (Edu) and European Union (EU) tenants. 

    • Interruptions 
      Employees are interrupted every two minutes during core work hours—275 times a day—by meetings, emails, or chats.  
      Calculated as a rolling 28-day sum of pings (meeting invites, emails, chats) per unique user per workday. The two-minute figure reflects the average time between pings during an eight-hour workday. The 275 is based on the 24-hour day. Based on the top 20% of users by ping volume received. 

    • Last-Minute PowerPoint Edits  
      Edits in PowerPoint spike 122% in the final 10 minutes before a meeting.  
      Calculated as a rolling 28-day sum of PowerPoint view and edit actions per meeting participant, measured across fixed time windows before meetings. 

    • Ad Hoc Meetings  
      60% of meetings are unscheduled or ad hoc.  
      Based on a rolling 28-day volume of unique meetings per user per workday. Represents the top 20% of users by meeting volume. 

    • After-Hours Chats  
      Chats sent outside the standard 9-to-5 workday are up 15% year over year, with an average of 58 messages per user now arriving before or after hours.  
      Calculated as a rolling 28-day sum of chats sent outside of Monday–Friday, 9 am–5 pm 

    • Late-Night Meetings & Cross–Time Zone Work  
      Meetings starting after 8 pm are up 16% year over year, driven by an increase in cross–time zone collaboration. 30% of meetings now span multiple time zones—a figure that has risen 8 percentage points since 2021.  
      Measured as a rolling 28-day sum of meetings starting between 8 pm and 11:59 pm, adjusted for each participant’s local time. 

    Work Trend Index Survey  
    The Work Trend Index survey was conducted by an independent research firm, Edelman Data x Intelligence, among 31,000 full-time employed or self-employed knowledge workers across 31 markets between February 6, 2025 and March 24, 2025. This survey was 20 minutes in length and conducted online, in either the English language or translated to local languages across markets. 1,000 full-time workers were surveyed in each market, and global results have been aggregated across all responses to provide an average. In the US, an additional sample of 4,500 full-time employed or self-employed knowledge workers was collected across nine sub-regions/metros. 

    Global markets surveyed include:   
    Argentina, Australia, Brazil, Canada, China, Colombia, Czech Republic, Finland, France, Germany, Hong Kong, India, Indonesia, Italy, Japan, Malaysia, Mexico, Netherlands, New Zealand, Philippines, Poland, Singapore, South Korea, Spain, Sweden, Switzerland, Taiwan, Thailand, United Kingdom, United States, and Vietnam. 

    Sub-regions/Metros in the United States surveyed include: Atlanta, Austin, Boston, DC Metro, Houston, New York City, North Carolina, Pittsburgh, and the San Francisco Bay Area. 

    Audiences mentioned in the report are defined as follows: 

    • Knowledge workers: Those who typically work at a desk (whether in an office or at home). This group includes those who are in person or working remotely in some capacity. 

    • Leaders: Knowledge workers in mid to upper job levels (e.g., SVP, VP, Sr. Director, General Manager, EVP, C-Suite, President, etc.) who have at least some decision-making influence related to hiring, budgeting, employee benefits, internal communications, operations, etc. 

    • Employees: Knowledge workers who are not in mid to upper job levels or have no influence on decision-making related to hiring, budgeting, employee benefits, internal communications, operations, etc. 

    • Managers: Knowledge workers who manage a team or group of employees. Managers can be business decision makers or non-business decision makers. 

    • Frontier Firms: Leaders who say their company has organization-wide deployment of AI and believe their organization is a leader in actively investing in AI, and is measuring ROI on these investments. They say they have seen some ROI from implementation of AI and believe it is critical to their long-term success as an organization. They believe agents will be key to realizing a return on their company’s AI investments. These leaders say they work at organizations that are currently using agents or other AI tools that bring previously outsourced skill sets in-house, or are using multi-agent systems that collaborate to achieve a goal or execute complex workflows. Their company plans to moderately or extensively incorporate agents into its AI strategy over the next 12–18 months. 

    MIL OSI Economics

  • MIL-OSI United Kingdom: Crossbench Peerages June 2025

    Source: United Kingdom – Prime Minister’s Office 10 Downing Street

    Press release

    Crossbench Peerages June 2025

    The King has been graciously pleased to signify His intention of conferring Peerages of the United Kingdom for Life.

    The King has been graciously pleased to signify His intention of conferring Peerages of the United Kingdom for Life upon the undermentioned:

    Nominations for Crossbench Peerages:

    1. Sir Tim Barrow GCMG LVO MBE – lately National Security Adviser. Former Second Permanent Under-Secretary and Political Director at the Foreign, Commonwealth & Development Office (FCDO).

    2. Dr Simon Case CVO – lately Cabinet Secretary and Head of the Civil Service. Former Private Secretary to HRH Prince William, Duke of Cambridge. Former Principal Private Secretary to the Prime Minister.

    3. Dame Katherine Grainger DBE – Chair of the British Olympic Association, former Chair of UK Sport and former Olympian. Former Chancellor of Oxford Brookes University, currently Chancellor of the University of Glasgow.

    4. Dame Sharon White, Lady Chote, DBE – former Chair of the John Lewis Partnership, former Chief Executive of the Ofcom and former Second Permanent Secretary at HM Treasury.

    Citations

    Sir Tim Barrow GCMG LVO MBE

    Sir Tim Barrow served as National Security Adviser from 2022 to 2024. Prior to this he was the Second Permanent Secretary and Political Director at the Foreign, Commonwealth and Development Office (FCDO). As Political Director, he worked on the biggest foreign policy issues facing the country, including playing a leading role in the UK’s diplomatic response to Putin’s illegal war in Ukraine.

    Sir Tim was the Permanent Representative of the United Kingdom to the European Union from 2017 to 2020 and the British Ambassador to the European Union from 2020 to 2021 and played an important role in the United Kingdom’s Brexit negotiations with the EU.

    Sir Tim’s civil service career began at the Foreign and Commonwealth Office (FCO) in 1986. He served in London, Kyiv, Moscow and Brussels before his appointment as the British Ambassador to Ukraine in 2006. In 2008, he became the Ambassador to the Western European Union and the UK Representative to the Political and Security Committee. From 2011 to 2016, he served as the British Ambassador to Russia before returning to London as the Foreign, Commonwealth and Development Office’s Political Director.

    Dr Simon Case CVO

    Dr Simon Case was Cabinet Secretary and Head of the Civil Service from September 2020 to December 2024. As Cabinet Secretary he supported four Prime Ministers in responding to the Covid-19 pandemic, the war in Ukraine and the delivery of the funeral arrangements for Queen Elizabeth II. Before this he was appointed Permanent Secretary at No.10.

    Simon has had a long and varied career as a senior public servant. He served as Private Secretary to HRH Prince William, Duke of Cambridge and as Principal Private Secretary to the Prime Minister from 2016 to 2017. He has also served as Director General for Northern Ireland and Ireland and Director General for the UK-EU relationship, both at the Department for Exiting the European Union, and Director of Strategy at GCHQ.

    Since leaving Government, he has been appointed as the independent Chair of the Barrow Delivery Board Barrow Transformation Fund, a £200m government package to deepen and develop Barrow’s crucial role at the heart of UK national security and nuclear submarine-building, overseen by the Defence Nuclear Enterprise. He is also a Non-Executive Director at the Ministry of Defence. Simon holds a PhD in political history from Queen Mary’s University of London.

    Dame Katherine Grainger DBE

    Dame Katherine Grainger is Britain’s most decorated female rower and the only female athlete – in any sport – to gain medals in five consecutive Olympic Games. Following her completion of two terms as Chair of UK Sport, Dame Katherine was appointed as Chair of the British Olympic Association.

    Born in Glasgow, Dame Katherine read law at the University of Edinburgh and then obtained a Masters in law from the University of Glasgow and a PhD from King’s College London. Dame Katherine began rowing in 1993, winning a silver medal at the Sydney, Athens and Beijing Olympics, before winning a gold medal in London, and a further silver medal in Rio de Janeiro, as well as eight World Championship medals, including six gold medals.

    Dame Katherine is on the board of the Youth Sport Trust and is patron of Netball Scotland, Winning Scotland and the National Coastwatch Institution. She was appointed a DBE in 2017, following previous awards of MBE and CBE. Katherine was previously Chancellor of Oxford Brookes University and is currently the Chancellor of the University of Glasgow and Honorary Colonel of the 215 (Scottish) Multirole Medical Regiment of the British Army. She is also the Honorary President of Scottish Rowing.

    Dame Sharon White DBE

    Dame Sharon White has spent much of her career in public service, holding a number of the most senior positions in the Civil Service.  She was the first black person and second woman to be a Permanent Secretary at HM Treasury, serving as the Second Permanent Secretary between 2013 and 2015, after which she was CEO of Ofcom from March 2015 to November 2019.

    Dame Sharon joined the Civil Service in 1998, working at HM Treasury, the British Embassy in Washington, the 10 Downing Street Policy Unit and the World Bank, before becoming a Director General in the Department for International Development, followed by the MoJ, DWP and HMT. Dame Sharon was appointed DBE in 2020 for Public Service. Dame Sharon is an honorary fellow at Nuffield College, University of  Oxford, and was a Non-Executive Director for Barratt Developments.

    Since leaving the Civil Service, Dame Sharon has become the Managing Director and Head of Europe for Caisse de dépôt et placement du Québec (the Quebec Deposition and Investment Fund), having previously been the Chair of the John Lewis Partnership from February 2020 until September 2024.

    Updates to this page

    Published 17 June 2025

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: Anyone could be vulnerable to sim-swap fraud

    Source: Anglia Ruskin University

    By Hossein Abroshan, Anglia Ruskin University

    The cyberattack that has targeted Marks & Spencer (M&S) is the latest in a growing wave of cases involving something called sim-swap fraud. While the full technical details remain under investigation, a report in the Times suggests that cyber attackers used this method to access M&S internal systems, possibly by taking control of an employee’s mobile number and convincing IT staff to reset critical login credentials.

    Sim-swap fraud is not a new phenomenon, but it is becoming increasingly dangerous and more prevalent. According to CIFAS, the UK’s national fraud prevention service, Sim-swap incidents have surged from under 300 in 2022 to almost 3,000 in 2023. What had been mainly a risk to cryptocurrency investors or online influencers is now much more prevalent.

    This form of cyberattack shows how major companies and ordinary people can be compromised through a tactic that exploits human factors, such as trust and how we have built our digital identities around mobile phones.

    Sim-swap fraud begins when a scammer convinces a mobile operator to transfer a victim’s number to a new sim card, or even an esim (one that’s embedded in the device), under the scammer’s control.

    This can be done over the phone, through an online chat, or even with the help of a bribed insider. Once the number is transferred, all calls and texts intended for the victim are redirected to the scammer. This includes those crucial verification codes used for logging into email, banking, messaging apps such as WhatsApp, and government services such as HMRC.

    This alone would be dangerous. But what makes sim-swap fraud so influential is that the cyber scammer often already has access to a patchwork of personal data about their target. That information may have been collected from data breaches, phishing attacks, low-reputation websites, or even the victim’s social media.

    People often underestimate the extent to which they reveal themselves online: a birthday posted on Instagram, a phone number included in a job posting, or a home address used in an online giveaway. Scammers combine this data to build a convincing profile, enough to fool a mobile operator’s customer service staff into believing they’re talking to the real account holder.

    How the sim-swap fraud works

    Once the scammer gains control of a number, the consequences are extensive. Attackers can access sensitive information, including personal documents and request and receive password reset links for the user’s other accounts. They can log in to WhatsApp or Telegram accounts, read private messages, impersonate the user, and even contact friends or family members to conduct further scams.

    The victims might see false messages posted in their names or fraudulent transactions made from their accounts. This can lead to financial loss, reputation damage, as well as emotional and mental health issues on the part of the victims.

    In the case of M&S, attackers apparently used this access to manipulate internal processes and gain access to sensitive systems. This highlights a broader risk: many companies still rely on phone numbers as a secondary verification method for staff, making their systems vulnerable to the same cyberattack used against individuals.

    How sim-Swap fraud works – Hossein Abroshan

    Reducing the risk

    While real-time detection of mobile number hijacking remains difficult, taking specific steps can significantly reduce the likelihood of being targeted and victimised. People should avoid sharing personal data unnecessarily, especially across multiple platforms and, very importantly, on unknown or untrusted websites.

    Many attackers don’t obtain all the necessary information from a single source. Instead, they collect it incrementally, using public profiles, marketing databases and past leaks to form a comprehensive picture.

    Being mindful of where you share your phone number, birthday or other identifiers can make it harder for others to impersonate you. It is also crucial to learn how phishing works and how to recognise it, so you will not submit your sensitive information to phishing or fake websites.

    Avoiding SMS-based authentication, where possible, is another key step. Many services now support authenticator apps, such as Google Authenticator, Microsoft Authenticator, Due or Authy, which are not tied to your mobile number. For mobile accounts themselves, setting up a unique pin or password to your account, which must be provided to authorise any changes, can add an extra layer of protection. This makes it harder for someone to initiate a sim swap without that code. However, users alone cannot fulfil this duty.

    Mobile network operators must strengthen identity verification practices, moving beyond basic questions about names and addresses that can be easily gathered or guessed. Banks and other financial institutions should reconsider using SMS or, at the very least, SMS-only as the default method for sensitive authentication. And companies, particularly those handling personal data or financial assets, need to train their IT and customer service teams to recognise the signs of identity based attacks.

    Sim-swap fraud is effective not because it’s highly technical, but because it exploits our trust in phone numbers for identity verification. The M&S case and similar examples show how fragile that trust can be – and why securing our mobile identities is no longer optional.

    Hossein Abroshan, Senior Lecturer, School of Computing and Information Science, Anglia Ruskin University

    This article is republished from The Conversation under a Creative Commons license. Read the original article.

    The opinions expressed in VIEWPOINT articles are those of the author(s) and do not necessarily reflect the views of ARU.

    If you wish to republish this article, please follow these guidelines: https://theconversation.com/uk/republishing-guidelines

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: Social enterprise café opens at Keady TMAC Centre

    Source: Northern Ireland City of Armagh

    (L-R) Elaine Leonard, Manager, The Appleby Trust; Lord Mayor of Armagh City, Banbridge and Craigavon, Alderman Stephen Moutray; Thomas O’Hanlon, Chairman of The Appleby Trust pictured at the launch of the new social enterprise café ‘The Gathering Rooms’ at the TMAC in Keady.

    A warm and welcoming space, friendly faces and good food at reasonable prices are on the menu at a new social enterprise café launched at the Tommy Makem Arts and Community Centre (TMAC) in Keady!

    Armagh City, Banbridge and Craigavon Borough Council is delighted to welcome The Gathering Rooms to operate a café at the TMAC – a new venture following on from The Gathering Rooms Café in Armagh, which is run by local charity, The Appleby Trust. The charity has been training and employing young people with autism since 2019.

    Since opening its doors five years ago, the project has helped over 100 young people with autism to develop practical employment and social skills to build confidence, boost independence and help to secure employment opportunities within the hospitality sector.

    The Lord Mayor of Armagh City, Banbridge and Craigavon, Alderman Stephen Moutray said:

    Community facilities aim to be vibrant and inclusive places for people to meet and connect through social activities, workshops and classes, thereby reducing loneliness and social isolation, particularly in rural areas. This initiative will support this aim and provide training and employment opportunities to young people who may otherwise experience barriers to employment.

    “We encourage new users to visit the facility to find out more about the programme of events and activities on offer, along with support and funding available to community groups.”

    Under supervision, the young people learn how to work in the kitchen and front of house serving customers. They also get involved with the day-to-day running of the café by helping with orders and deliveries.

    Thomas O’Hanlon, Chair of The Appleby Trust said:

    “This is an exciting new venture for The Appleby Trust. As a social economy project operating across Armagh, Lurgan and Banbridge, we are committed to creating meaningful, supported employment opportunities. Through our Print It companies and our coffee shop in the Gathering Rooms, we provide valuable services while supporting those who rely on us. 

    “This new outreach marks a significant step forward — not only in expanding our footprint but in continuing our mission to support and empower individuals in our communities. We are initially operating two days a week from the TMAC, and we’re optimistic about extending this service to other locations in the future.”

    The Gathering Rooms at the TMAC will be open Mondays and Thursdays, 10am – 2pm, serving tea and coffee with freshly made scones and traybakes along with healthy breakfast options and light snacks.

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: A peaceful and secure country is in the interests of all Syrians and the wider region: UK statement at the UN Security Council

    Source: United Kingdom – Executive Government & Departments 3

    Speech

    A peaceful and secure country is in the interests of all Syrians and the wider region: UK statement at the UN Security Council

    Statement by Ambassador Barbara Woodward, UK Permanent Representative to the UN, at the emergency UN Security Council meeting on Syria.

    President, I will make three points today.

    First, this remains a pivotal, but fragile, moment for Syria as it seeks a more stable and prosperous future. A peaceful and secure country is in the interests of all Syrians, and the wider region.

    There is a clear risk, as others have highlighted this morning, that the current crisis in the Middle East escalates, with serious implications for security across the region and beyond, including in Syria. We encourage all actors to avoid any activity that will further destabilise the region at this precarious moment.

    Second, June marks six months since the fall of the brutal Assad regime. We welcome the positive steps the Syrian Government has taken so far in advancing a peaceful political transition. 

    This includes diverse Cabinet appointments and internal agreements, including with the Syrian Democratic Forces. We look forward to progress on implementation.

    We welcome the formation, in recent days, of the Supreme Electoral Committee for the People’s Assembly Elections. 

    This is an important step in building legislative and electoral processes that serve the Syrian people and keeping up momentum on the transition process. 

    We urge those involved in the process to prioritise inclusivity and representation in the appointment and election of People’s Assembly members.

    Finally, we note progress on accountability efforts in Syria that pursue justice for victims and survivors, and initiatives for seeking truth for the families of those still awaiting answers.

    We encourage the newly formed National Commissions on Transitional Justice and Missing Persons to work in close partnership with Syrian civil society and the United Nations.
     

    As Ms Khoulani emphasised so eloquently, it is key that efforts are transparent and shaped by the experiences of survivors and families.

    We encourage the Syrian Government to continue to engage positively with UN mechanisms including the Commission of Inquiry, the Independent Institution on Missing Persons, and the International, Impartial and Independent Mechanism, and use their expertise effectively as they lay out the next steps for their own accountability agenda in Syria.

    Updates to this page

    Published 17 June 2025

    MIL OSI United Kingdom

  • MIL-OSI Analysis: China’s support for Mali’s military carries risks: researcher outlines what they are

    Source: The Conversation – Africa – By Paa Kwesi Wolseley Prah, Postdoctoral Fellow, Dublin City University

    Mali, a landlocked Sahelian nation of 25 million people, has faced significant instability since 2012, marked by terrorism, state neglect and armed conflicts.

    That year a Tuareg rebellion started in northern Mali and President Amadou Toumani Touré was ousted in a military coup. Constitutional rule was suspended. Rebels in northern Mali went on to seize cities like Timbuktu, Gao and Kidal, declaring an independent Islamic State of Azawad and imposing sharia law.

    They also destroyed cultural heritage sites, including 14 of Timbuktu’s 16 Unesco-listed mausoleums. The crisis prompted international intervention, including a UN authorised mission, which retook northern cities within weeks. Islamist rebels retreated into civilian populations and remote areas.

    Despite these efforts, violence against civilians by extremist groups and community militias has continued. By 2023, 8.8 million Malians needed humanitarian assistance. Over 375,500 were internally displaced, primarily women and children.

    Meanwhile, the former French colony had turned to China for military assistance. Between 2012 and 2013, China provided €5 million (about US$5.8 million) in logistical equipment to improve the Malian army’s mobility.




    Read more:
    China’s interests in Africa are being shaped by the race for renewable energy


    In August 2013, the Chinese People’s Liberation Army gave the Malian army military supplies totalling 1.6 billion CFA francs (about US$2.8 million). China made similar donations between 2014 and 2023.

    I am an international security and global governance researcher. My recent research explored the impact of China’s security sector assistance on Mali’s fragility.

    China’s assistance to Mali aims to equip the country to address terrorism and insurgency. But I argue that it may have unintended consequences and cause further damage to the country.

    The heavy reliance on Chinese supply exposes Mali to vulnerabilities, including supply disruptions, diminished bargaining power, and limited strategic flexibility. This could destabilise security even more should China face manufacturing issues or supply chain disruptions leading to delays or shortages in the production of weapons.

    It also raises concerns about the potential influence of China on Mali’s defence policies and decision-making processes. In turn this could entrench the Malian military government’s position. China takes a hands-off approach to the governance structures of the countries it engages with. Hopes of democratisation in the country could be affected.




    Read more:
    US trade wars with China – and how they play out in Africa


    Rich in resources

    Mali has significant natural resources, including 800 tons of gold reserves (it’s Africa’s fourth-largest producer), iron ore, manganese, lithium, and potential uranium and hydrocarbon deposits.

    In 2019, gold production generated US$734 million, or 9.7% of Mali’s GDP, supporting over 10% of the population.

    Chinese firms, such as Ganfeng Lithium and China National Nuclear Corporation, have invested heavily in Mali’s mining sector. They are involved in a US$130 million lithium project and uranium exploration in the Kidal and Falea regions.

    Despite security risks, including attacks on Chinese personnel in 2015 and 2021, China remains committed due to Mali’s resource potential.

    Beyond mining, China has invested in Mali’s infrastructure. A US$2.7 billion railway modernisation project connects Bamako to Dakar, facilitating resource exports like iron ore and bauxite.

    The total of Mali’s external debt to China is not explicitly stated. But the 2014 loan agreement of US$11 billion and the 2016 loan of US$2.7 billion alone suggest Mali’s debt to China could be at least US$13 billion. This is without including loans for projects like the Bamako-Ségou expressway, and bridges in Bamako.

    This has often been criticised as “debt trap diplomacy”, increasing recipient countries’ dependence on Beijing. In Mali, I believe this risks entrenching economic vulnerability and giving China geopolitical leverage.




    Read more:
    China reaps most of the benefits of its relationship with Africa: what’s behind the imbalance


    China’s security sector assistance to Mali

    Historically, Mali relied on France. More recently, it’s used Russia’s expeditionary corps, formerly known as Wagner Group, for security support.

    In 2011, China provided US$11.4 million in grants, US$8.1 million in zero-interest loans, and a US$100.8 million concessional loan to foster bilateral cooperation.

    China’s participation in the United Nations Multidimensional Integrated Stabilisation Mission in Mali, starting in 2013 with 395 personnel, marked a shift in its security engagement.

    Chinese peacekeepers, including engineers, medical personnel and security guards, repaired infrastructure, provided medical aid and supported Mali’s 2013 elections.

    Their professionalism earned praise from the UN special envoy Albert Gerard Koenders for helping to ensure a smooth election.

    China’s involvement in Mali challenged traditional European approaches to peacekeeping, particularly France’s military-heavy strategy.




    Read more:
    China-Africa relations: new priorities have driven major shifts over the last 24 years – 5 essential reads


    How China’s assistance contributes to Mali’s fragility

    In spite of the positives, China’s security sector assistance contributes to Mali’s fragility in several ways.

    First, its no-strings-attached nature allows Mali’s military junta to consolidate power without making democratic or governance reforms.

    This lack of accountability enables corrupt military factions to operate unchecked. Governance weaknesses and authoritarianism can continue.

    Second, the heavy reliance on Chinese supply raises concerns about the potential influence of China on Mali’s defence decisions.

    This over-reliance on military solutions risks escalating conflicts and could lead to human rights abuses by security forces, as seen in increased violence against civilians. It doesn’t address root causes of conflict like social cohesion or local governance.

    Third, Mali’s growing dependence on Chinese aid — both military and economic — makes it vulnerable to disruptions from geopolitical tensions, supply chain issues, or changes in China’s foreign policy. This limits Mali’s ability to diversify its military capabilities or respond to evolving threats.

    Finally, China’s infrastructure investments, such as the US$1.48 billion (750 billion CFA francs) Bamako-Dakar railway loan, creates “debt trap diplomacy”.

    This pattern deepens economic dependence and reduces policy autonomy, further weakening state resilience.




    Read more:
    Maps showing China’s growing influence in Africa distort reality – but some risks are real


    The way forward

    To mitigate the risks of Chinese security sector assistance and promote sustainable stability, Mali must adopt a multifaceted strategy.

    First, it should collaborate with China to align security sector assistance with civilian-led security approaches.

    Second, Mali should diversify security and economic partnerships with donors like the US, the UK, and the EU.

    Third, transparent guidelines, developed through consultation with stakeholders, should assess the impacts of assistance to avoid deepening dependence.

    Fourth, engaging civil society and publishing regular reports on security sector assistance use and outcomes will foster public trust.

    Finally, promoting regional economic integration and ties with global powers will bolster Mali’s economic resilience.

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

    ref. China’s support for Mali’s military carries risks: researcher outlines what they are – https://theconversation.com/chinas-support-for-malis-military-carries-risks-researcher-outlines-what-they-are-257738

    MIL OSI Analysis

  • MIL-OSI Canada: Canada-Italy Joint Statement

    Source: Government of Canada – Prime Minister

    Today in Kananaskis, Alberta, Prime Ministers Mark Carney and Giorgia Meloni met on the margins of the G7 Summit and reaffirmed the vitality and strategic value of the Canada-Italy partnership and their fruitful cooperation within the UN, NATO and the G7 to foster global peace, the rule of law, economic growth and prosperity and strong international institutions.

    The Prime Ministers took stock of the implementation of the Italy-Canada Roadmap for Enhanced Collaboration, including the launch of a Joint Advisory Group on Artificial Intelligence, a Joint Statement on Critical Minerals and Critical Raw Materials Cooperation, actions to enhance cooperation in defence, outer space, science, technology and innovation, and mutual economic prosperity. As agreed during Prime Minister Carney’s recent visit to Rome, a Canada-Italy Energy Dialogue will be launched in the coming months to enhance cooperation on critical minerals, conventional and clean energies, and hydrogen.

    Acknowledging the unprecedented challenges facing the world since the Roadmap was launched last year, and the need to seize on new opportunities, Prime Ministers Carney and Meloni announced additional cooperation between Canada and Italy the following areas:

    Prosperity and Innovation

    Building on the strong foundation enabled by the Canada-EU Comprehensive Economic and Trade Agreement, the Leaders committed to deepening commercial ties and diversifying trade between Canada and Italy. This would include organizing high level business and investment trade missions, aimed at foster greater engagement between respective industry and private capital stakeholders, in priority sectors such as energy, life sciences, defence and infrastructure.

    Noting also the recent high tempo of interaction between Canadian and Italian researchers and industrial stakeholders on artificial intelligence, quantum computing, clean technologies, nuclear and photonics, the Prime Ministers encouraged the pursuit of further opportunities for cooperation between Italian and Canadian organizations in areas such as nuclear energy and medical isotopes, hydrogen, AI and supercomputing and quantum. They likewise looked forward to proposals for future work by the Joint Advisory Group on Artificial Intelligence on AI for Health and AI for Science.

    Security and Defence

    The two Leaders signaled the importance of closer collaboration as NATO Allies, including through information exchange and high-level dialogue to address current and future security challenges. They also recognized the opportunities for increased engagement and expanded commercial ties in the defence sector, as both countries seek to enhance their respective industrial defence bases.

    Finally, the two leaders expressed appreciation for the continuity of priorities and results between their respective G7 Presidencies and signaled the importance of close coordination on key global challenges, including in the lead up to the upcoming NATO Summit in The Hague.

    Associated Link

    MIL OSI Canada News

  • MIL-OSI Security: Led by IAEA, International Team Samples Treated Water under Additional Measures at Fukushima Daiichi Nuclear Power Station

    Source: International Atomic Energy Agency – IAEA

    The International Atomic Energy Agency (IAEA) led a team of international experts to collect samples today of ALPS treated water stored at Japan’s Fukushima Daiichi Nuclear Power Station (FDNPS) prior to the water’s dilution with seawater and its discharge to the sea.

    The sampling mission is the fourth under the additional measures, which focus on expanding international participation and transparency. These measures permit third parties to independently verify that water discharge which Tokyo Electric Power Company Holdings (TEPCO) – operator of the FDNPS – began in August 2023 continues to be consistent with international safety standards.

    International experts from Belgium, the People’s Republic of China, the Republic of Korea, the Russian Federation and Switzerland, along with IAEA staff, conducted hands-on sampling of the water stored in tanks designated for the 14th batch of ALPS-treated water to be discharged.

    The IAEA initiated the first practical steps of the additional measures in October last year. This fourth mission follows the mission in April which sampled diluted water just prior to its discharge into the sea, and a mission in February when IAEA Director General Grossi presided over the additional measures to  collect seawater samples in the vicinity of FDNPS.

    The samples collected in today’s mission will be analysed by the participating laboratories – the Belgian Nuclear Research Centre, the China Institute of Atomic Energy, the Korean Institute for Nuclear Safety, the Institute for Problems of Environmental Monitoring of the Research and Production Association “Typhoon” in Russia and the Spiez Laboratory in Switzerland – as well as by the IAEA’s laboratory and TEPCO in Japan. All laboratories are members of the IAEA’s Analytical Laboratories for the Measurement of Environmental Radioactivity (ALMERA) network, which are selected for their high level of expertise and analytical proficiency.

    MIL Security OSI

  • MIL-OSI Security: Nuclear Techniques Make Waves at UN Ocean Conference

    Source: International Atomic Energy Agency – IAEA

    IAEA Director General Rafael Grossi during the high-level event on combatting marine pollution at the United Nations Conference in Nice, France  (Photo: E. McDonald/IAEA)

    The IAEA highlighted the role of nuclear science in protecting our oceans at the 2025 United Nations Oceans Conference held last week in Nice, France.

    Co-hosted by France and Costa Rica, the conference convened over 10,000 participants, including scientists, diplomats and politicians, to address the triple planetary crisis of climate change, biodiversity loss and pollution. It aimed to accelerate progress towards SDG14, Life Below Water, through innovative technologies and action. The IAEA took center stage at the event to share how nuclear technology is boosting ocean health and tackling critical threats such as marine plastic pollution.

    The IAEA organized and participated in more than a dozen events at the conference, and on research vessels in the Port of Nice. Experts from the IAEA’s Marine Environment Laboratories in Monaco highlighted how isotopic tools can help monitor and reduce plastic pollution in the ocean.

    Plastic waste is not only infiltrating our oceans, but also the human body in the form of microplastics. Without urgent action, the amount of plastic entering the ocean each year could reach 37 million metric tons by 2040, according to UN estimates, becoming a threat to marine and human life.

    Plastic pollution featured prominently throughout the conference, with a focus on the ongoing negotiations for the development of an internationally legally binding instrument to end plastic pollution, including in the marine environment. The negotiations for the United Nations Environment Programme (UNEP)-led treaty are expected to conclude later this year in Geneva, following five previous sessions.

    At the conference, IAEA Director General Rafael Grossi spoke about the IAEA’s work to combat plastic pollution and emphasized the need to share data data between scientists, policymakers and environmental agencies.

    “Four years ago, at the last UN Ocean Conference, I announced NUTEC Plastics, an initiative that gives countries the tools they need to address the issue of marine microplastic pollution. Today, I am delighted to report that we have made significant progress with 99 countries involved, and we have been equipping more than 100 Member State laboratories all over the world. We are building the capacity that countries need to translate data into policies and action.”

    NUTEC Plastics is an IAEA flagship initiative that supports countries in researching microplastics and using nuclear techniques to improve recycling techniques.

    Director of the IAEA Marine Environment Laboratories Florence Descroix-Comanducci (left), highlighted the work of the IAEA’s Marine environment laboratories at the 2025 UN Ocean Conference in France (Photo: E.McDonald/IAEA)

    “Nuclear and isotopic techniques add incredible value to boost ocean health,” said Florence Descroix-Comanducci, Director of the IAEA Marine Environment Laboratories. “Our laboratories in Monaco support Member States in the implementation and use of these techniques, and to develop harmonized methods to generate globally comparable data, especially in light of the forthcoming plastics treaty.”

    At events organized by the IAEA, panelists highlighted the need to address the top of the plastic life cycle to prevent further pollution, employing a “source to sea approach” to reduce marine litter and, by extension, marine plastic pollution. “Our metrics on marine litter are moving in the right direction,” said Martin Adams, Head of the Environment Department at the European Environment Agency. “Timely and relevant data are increasingly important, but we don’t need to know everything. We just need to know enough to act.” Other events organized by the IAEA focused on ocean-based carbon dioxide removal, ocean acidification, IAEA support for Small Island Developing States (SIDS), and nuclear energy and ocean health.

    The IAEA’s unique expertise in nuclear applications is contributing to both mitigations, by using radiation technology for waste recycling, and monitoring, by using isotopic techniques to monitor and assess impacts of microplastic pollution. Through the NUTEC Plastics initiative, 99 countries are participating in marine monitoring of microplastics, and 52 around the world are developing innovative recycling technology.

    The International High-Level Forum on NUTEC Plastics, organized by the IAEA on 25–26 November 2025, in Manila, Philippines, will highlight the progress achieved to date, address current challenges, and chart course to strengthen regional and international cooperation in the sustainable management of plastic waste through innovative nuclear technologies.

    MIL Security OSI

  • MIL-OSI Africa: China’s support for Mali’s military carries risks: researcher outlines what they are

    Source: The Conversation – Africa – By Paa Kwesi Wolseley Prah, Postdoctoral Fellow, Dublin City University

    Mali, a landlocked Sahelian nation of 25 million people, has faced significant instability since 2012, marked by terrorism, state neglect and armed conflicts.

    That year a Tuareg rebellion started in northern Mali and President Amadou Toumani Touré was ousted in a military coup. Constitutional rule was suspended. Rebels in northern Mali went on to seize cities like Timbuktu, Gao and Kidal, declaring an independent Islamic State of Azawad and imposing sharia law.

    They also destroyed cultural heritage sites, including 14 of Timbuktu’s 16 Unesco-listed mausoleums. The crisis prompted international intervention, including a UN authorised mission, which retook northern cities within weeks. Islamist rebels retreated into civilian populations and remote areas.

    Despite these efforts, violence against civilians by extremist groups and community militias has continued. By 2023, 8.8 million Malians needed humanitarian assistance. Over 375,500 were internally displaced, primarily women and children.

    Meanwhile, the former French colony had turned to China for military assistance. Between 2012 and 2013, China provided €5 million (about US$5.8 million) in logistical equipment to improve the Malian army’s mobility.


    Read more: China’s interests in Africa are being shaped by the race for renewable energy


    In August 2013, the Chinese People’s Liberation Army gave the Malian army military supplies totalling 1.6 billion CFA francs (about US$2.8 million). China made similar donations between 2014 and 2023.

    I am an international security and global governance researcher. My recent research explored the impact of China’s security sector assistance on Mali’s fragility.

    China’s assistance to Mali aims to equip the country to address terrorism and insurgency. But I argue that it may have unintended consequences and cause further damage to the country.

    The heavy reliance on Chinese supply exposes Mali to vulnerabilities, including supply disruptions, diminished bargaining power, and limited strategic flexibility. This could destabilise security even more should China face manufacturing issues or supply chain disruptions leading to delays or shortages in the production of weapons.

    It also raises concerns about the potential influence of China on Mali’s defence policies and decision-making processes. In turn this could entrench the Malian military government’s position. China takes a hands-off approach to the governance structures of the countries it engages with. Hopes of democratisation in the country could be affected.


    Read more: US trade wars with China – and how they play out in Africa


    Rich in resources

    Mali has significant natural resources, including 800 tons of gold reserves (it’s Africa’s fourth-largest producer), iron ore, manganese, lithium, and potential uranium and hydrocarbon deposits.

    In 2019, gold production generated US$734 million, or 9.7% of Mali’s GDP, supporting over 10% of the population.

    Chinese firms, such as Ganfeng Lithium and China National Nuclear Corporation, have invested heavily in Mali’s mining sector. They are involved in a US$130 million lithium project and uranium exploration in the Kidal and Falea regions.

    Despite security risks, including attacks on Chinese personnel in 2015 and 2021, China remains committed due to Mali’s resource potential.

    Beyond mining, China has invested in Mali’s infrastructure. A US$2.7 billion railway modernisation project connects Bamako to Dakar, facilitating resource exports like iron ore and bauxite.

    The total of Mali’s external debt to China is not explicitly stated. But the 2014 loan agreement of US$11 billion and the 2016 loan of US$2.7 billion alone suggest Mali’s debt to China could be at least US$13 billion. This is without including loans for projects like the Bamako-Ségou expressway, and bridges in Bamako.

    This has often been criticised as “debt trap diplomacy”, increasing recipient countries’ dependence on Beijing. In Mali, I believe this risks entrenching economic vulnerability and giving China geopolitical leverage.


    Read more: China reaps most of the benefits of its relationship with Africa: what’s behind the imbalance


    China’s security sector assistance to Mali

    Historically, Mali relied on France. More recently, it’s used Russia’s expeditionary corps, formerly known as Wagner Group, for security support.

    In 2011, China provided US$11.4 million in grants, US$8.1 million in zero-interest loans, and a US$100.8 million concessional loan to foster bilateral cooperation.

    China’s participation in the United Nations Multidimensional Integrated Stabilisation Mission in Mali, starting in 2013 with 395 personnel, marked a shift in its security engagement.

    Chinese peacekeepers, including engineers, medical personnel and security guards, repaired infrastructure, provided medical aid and supported Mali’s 2013 elections.

    Their professionalism earned praise from the UN special envoy Albert Gerard Koenders for helping to ensure a smooth election.

    China’s involvement in Mali challenged traditional European approaches to peacekeeping, particularly France’s military-heavy strategy.


    Read more: China-Africa relations: new priorities have driven major shifts over the last 24 years – 5 essential reads


    How China’s assistance contributes to Mali’s fragility

    In spite of the positives, China’s security sector assistance contributes to Mali’s fragility in several ways.

    First, its no-strings-attached nature allows Mali’s military junta to consolidate power without making democratic or governance reforms.

    This lack of accountability enables corrupt military factions to operate unchecked. Governance weaknesses and authoritarianism can continue.

    Second, the heavy reliance on Chinese supply raises concerns about the potential influence of China on Mali’s defence decisions.

    This over-reliance on military solutions risks escalating conflicts and could lead to human rights abuses by security forces, as seen in increased violence against civilians. It doesn’t address root causes of conflict like social cohesion or local governance.

    Third, Mali’s growing dependence on Chinese aid — both military and economic — makes it vulnerable to disruptions from geopolitical tensions, supply chain issues, or changes in China’s foreign policy. This limits Mali’s ability to diversify its military capabilities or respond to evolving threats.

    Finally, China’s infrastructure investments, such as the US$1.48 billion (750 billion CFA francs) Bamako-Dakar railway loan, creates “debt trap diplomacy”.

    This pattern deepens economic dependence and reduces policy autonomy, further weakening state resilience.


    Read more: Maps showing China’s growing influence in Africa distort reality – but some risks are real


    The way forward

    To mitigate the risks of Chinese security sector assistance and promote sustainable stability, Mali must adopt a multifaceted strategy.

    First, it should collaborate with China to align security sector assistance with civilian-led security approaches.

    Second, Mali should diversify security and economic partnerships with donors like the US, the UK, and the EU.

    Third, transparent guidelines, developed through consultation with stakeholders, should assess the impacts of assistance to avoid deepening dependence.

    Fourth, engaging civil society and publishing regular reports on security sector assistance use and outcomes will foster public trust.

    Finally, promoting regional economic integration and ties with global powers will bolster Mali’s economic resilience.

    – China’s support for Mali’s military carries risks: researcher outlines what they are
    – https://theconversation.com/chinas-support-for-malis-military-carries-risks-researcher-outlines-what-they-are-257738

    MIL OSI Africa

  • MIL-OSI United Kingdom: Scotland in 2050

    Source: Scottish Government

    Opportunities and challenges for the future.

    First Minister John Swinney has launched new analysis on the trends that could shape the future of Scotland in the next 10 to 20 years, saying that Scotland must “take charge of our own destiny” as an independent country to shape our own future.

    Future Trends for Scotland’ sets out the plausible opportunities and challenges facing Scotland, and could inform Scottish Government policy and the work of our partners in Scotland.

    The reports show Scotland can make the most of opportunities including new energy potential, growing success in space and life sciences and widespread adoption of AI alongside the emergence of quantum technology.

    Challenges facing Scotland resonate with those seen across the world including growing risks to democracy because of mis- and disinformation, more frequent conflicts, increasing inequalities and climate change. 

    Addressing the Scotland 2050 conference in Edinburgh, First Minister John Swinney said:

    “The Scotland of 2050 will be shaped by a series of unpredictable forces, by new technologies we have only half-imagined in the pages of science fiction, by conflicts now only simmering, by people who are only just born but it will also be shaped by us. By the decisions we take, the policy choices we implement, the vision and path forward that we set out.

    “That is a great responsibility, but for me it is also exciting, inspiring, and a privilege to shape it as First Minister. 

    “With the Future Trends horizon scan, we have the best available Scotland specific analysis to inform our decisions, both now and for the future. 

    “It shows both hurdles and new horizons for our society and economy. Warnings where we need to change, or up the pace, but also doors opening, if we have the courage to walk through them with confidence, with boldness and self-belief.

    “And it is by shaping strategy and policy towards achieving long-term outcomes that we will be ready for this new world as it evolves.

    “It is only by taking charge of our own destiny, with our own hand on the tiller, that we are better able to ride the waves of change, that we are better able to shape our own future.

    “That does not mean a Scotland standing alone, but rather a nation that has worked out its place in the world, and the contribution it wants to make to the world.

    “An ongoing deep and rich partnership with the other nations of these isles, absolutely, but ultimately as a nation state in our own right, as a Member State of the world’s largest trading block, the world’s biggest social and economic community, the European Union.”

    Background

    Future Trends for Scotland – Findings from the 2024-25 Horizon Scanning Project – gov.scot

    Young People and the Future of Scotland – A Participatory Horizon Scanning Engagement – gov.scot

    Scotland 2050 Conference: First Minister’s Speech – gov.scot

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: Plymouth’s 2025 local climate legends revealed

    Source: City of Plymouth

    Residents across Plymouth have been nominating their local climate heroes, and the winners have now been unveiled. 

    Plymouth local climate legends winners

    Ranging from an eco-friendly school on a mission to change their school culture, a dedicated business finding innovative solutions, and youth, community and citizen legends who have been using their voice to empower others to make change.  

    Over 70 nominations were submitted uncovering amazing stories and triumphs showing the breadth of work going on. 

    The winners will be celebrated at The Big Green Trail on Saturday 21 June, a free event full of fun activities to take part in. 

    The winners are:  

    Business Legend 

    Stiltskin Children’s Theatre 

    Stiltskin Theatre have gone above and beyond ‘business as usual’ to reduce the carbon footprint of the theatre and has found endlessly creative insulation solutions to regulate heating and cool the building by 10 degrees! They have installed hot compost bins, created an award-winning community garden and implemented a zero to landfill waste solution, reusing materials at every opportunity. 

    Employee Legend 

    Sarah Lee 

    Sarah is a Senior Associate at Stride Treglown Architects where she advocates for carbon reduction in the built environment promoting opportunities for learning, upskilling and collaboration across the city. Sarah founded Future Plymouth 2030 and works tirelessly with schools; she actively empowers people with the knowledge and tools to make change and take positive climate action. 

    Citizen Legend 

    Ricky Lowes 

    Ricky, an active member of Climate Action Plymouth, has demonstrated her unwavering passion for looking after our world at a local level. From pursuing accessible active travel for all to challenging others to think differently, she is a leader inspiring those around her to take action for our city.  

    Rob Wick 

    Rob opened the social enterprise THINQTANQ over eight years ago and is a pioneer of several climate initiatives. Rob is always looking to find new community solutions and has since been supporting other social enterprises and collaborating with Fab City, all with a passion for making Plymouth a greener place. 

    Young Person Legend 

    Eva Wakeham 

    Eva, aged 10 years old, is a member of the Ocean City influencers group and has been using her voice to champion our ocean and the importance of climate change action in the home of Plymouth Sound National Marine Park. As part of the group, she has been involved in beach cleans, online blogging and filming. Eva is an inspiring role model and is always sharing her skillset with others to drive change. 

    School Legend 

    Heles Secondary School 

    Mike and Helen, two colleagues at Heles School have built an extraordinary sustainable school culture. Beyond teaching, they empower students to protect the planet, to think bigger, act bolder and care deeper. They have developed an outdoor classroom, been a part of rewilding projects, champion cycling to work and have joined the Green Schools Revolution. 

    Councillor Tom Briars-Delve, Cabinet Member for the Environment and Climate Change, said: “Huge congratulations to our winners, who have been recognised for all their contributions to helping Plymouth on its journey to net zero and the fact they go above and beyond for our planet. 

    “Thanks to the panel of judges for taking the time to select the winners and to all of those who nominated friends, neighbours and colleagues to highlight our worthy unsung heroes. 

    “This really is a huge achievement, and we will all come together to celebrate their awards at the Big Green Trail.” 

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: STATEMENT: UK Government must withdraw support for Israel as conflict grows

    Source: Scottish Greens

    We stand for lasting peace and an end to the UK’s active participation in war

    As the conflict in the Middle East grows threatening a wider war, the Scottish Greens are calling on the UK Government to withdraw their support for the state of Israel. 

    Party co-leader Patrick Harvie MSP has issued this statement:

    The world is an increasingly dangerous place, and the actions of far too many Governments, including the UK, are making that worse.

    Just a few years ago, the vast majority of the world stood solidly against Putin’s invasion of Ukraine and opposed the illegal occupation. Now we’ve seen that unity fractured by a US President who threatens democratic countries and flatters dictators.

    Worse, we have seen a breath-taking failure of the global community to take the same united position against the grotesque violence being inflicted on Palestinians. The US, the UK and others are actively abetting genocide while allowing Israel to block media access to Gaza to prevent the world from seeing the atrocities they are committing. 

    Even a former Israeli Prime Minister has called Netanyahu’s government a gang of thugs, and every day they find new ways to prove him right. 

    Now Israel has expanded its attacks to Iran, in a clear attempt to escalate the conflict and provoke a much wider war. Threats have been made against the whole of Tehran, a city of over 9 million people. 

    The Scottish Greens have long called for a lasting ceasefire and an end to the UK’s active participation in the ongoing genocide of Gaza. The case for boycotts, divestment and sanctions against Israel has grown ever stronger the longer its illegal occupation of Palestine has gone on, and is now urgent.

    Yet Keir Starmer’s Government is still refusing to end the UK’s involvement, actively resourcing and training Israeli forces, and treating the country as an ally instead of the profound threat to global security that it is. 

    The UK must immediately withdraw all support for this violent rogue state, and work with other countries to have its Government held accountable for their war crimes. 

    Any Government, in any country, which fails to act has lives on its conscience, and international law will ultimately hold them complicit for their actions.
     

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: 2 brothers and father pay over £50,000 in confiscation orders

    Source: United Kingdom – Executive Government & Departments

    Press release

    2 brothers and father pay over £50,000 in confiscation orders

    The Environment Agency has successfully secured confiscation orders for over £50,000 for storing illegal material on a site in Skegness, Lincolnshire.

    Skegness site

    A Proceeds of Crime Act case was completed at Leeds Crown Court on Friday 13 June 2025.

    This followed the prosecution of the trio for failing to comply with an environmental permit between June 2015 and April 2017.

    On Friday (13 June), a confiscation order of £1,128 was imposed on Michael Todd, 65, of Leeds Road, Barwick-in-Elmet. He was given 3 months to pay or face a 6 week prison sentence.

    At a previous hearing on February 17 2025, the court imposed the following confiscation orders on:

    Thomas Todd, 36, of Steel Lane, Halifax, was ordered to pay £30,144.74 within 6 weeks or face an 8 month spell in prison.

    His brother, Jamie Todd, 44, of Wakefield Road, Drighlington, Leeds, received an order for £19,336.87 within 3 months or face a 6 month period in prison.

    Though the permit allowed for the processing of mixed waste, it required a fire prevention plan which was never properly implemented.

    Inspections found that waste was being stacked too high and too closely together, creating a fire risk. The waste had also become a health risk following an influx of mice and a problem with flies.

    As a result, the Environment Agency suspended the site’s permit, stopping new material from being brought in between December 2015 and February 2016.  Despite the suspension, the Todds continued to operate.

    Further visits officers between March and May 2016 found that there were no firebreaks between the waste.

    The trio previously received these sentences:

    In May 2023, Thomas and Jamie Todd were both sentenced to 8 months immediate custody and were disqualified from acting as a director of a business for 5 years.

    In May 2023, Michael Todd was sentenced to a 12-month Community Order with 15 rehabilitation activity requirement (RAR) days and 100 hours of unpaid work. He was also disqualified from acting a company director for 5 years.  

    A fourth man, Bryan Walker, 62, of Beckhill Vale, Leeds, was given a 12-month community order with 10 Rehabilitation Activity Requirement Days. He was also disqualified from acting as a director of a business for 5 years.

    A spokesperson for the Environment Agency said:

    “The case shows that we’re not just content to prosecute those who run illegal waste sites, we’ll also come after them to get back the profits they made from their illegal activities and to recoup taxpayers’ money spent on pursuing them. 

    “Waste crime can have a serious environmental impact which puts communities at risk and undermines legitimate business and the investment and economic growth that go with it. 

    “We support legitimate businesses and we are proactively supporting them by disrupting and stopping the criminal element backed up by the threat of tough enforcement as in this case. 

    “We continue to use intelligence-led approaches to target the most serious crimes and evaluate which interventions are most effective. 

    “If you see or suspect waste crime is being committed we urge you to report it immediately to CrimeStoppers on 0800 555 111.”

    Updates to this page

    Published 17 June 2025

    MIL OSI United Kingdom

  • MIL-OSI: Subsea 7 – contract award offshore Norway

    Source: GlobeNewswire (MIL-OSI)

    Luxembourg – 17 June 2025 – Subsea 7 S.A. (Oslo Børs: SUBC, ADR: SUBCY) today announced the award of a substantial1 contract offshore Norway. 

    Subsea7’s scope includes engineering, procurement, construction and installation (EPCI) of pipeline bundles, spools, protection covers and tie-ins using key vessels from Subsea7’s fleet. 

    Project management and engineering will commence immediately at Subsea7’s offices in Stavanger, Norway and Aberdeen, Scotland. Fabrication of pipeline bundles will take place at Wester, Scotland. Offshore operations are expected to take place in 2025-2027.

    Erik Femsteinevik, Vice President for Subsea7 Norway said: “We are excited to have been awarded this project. Our collaboration with our clients leverages our collective experience from past and current projects. By engaging early in the field development process, we can optimise design solutions and contribute to a positive final investment decision. Subsea7 looks forward to a safe, efficient, and reliable field development.”

    No further details are disclosed at this time.

    1. Subsea7 defines a substantial contract as being between $150 million and $300 million.

    *******************************************************************************
    Subsea7 is a global leader in the delivery of offshore projects and services for the evolving energy industry, creating sustainable value by being the industry’s partner and employer of choice in delivering the efficient offshore solutions the world needs.

    Subsea7 is listed on the Oslo Børs (SUBC), ISIN LU0075646355, LEI 222100AIF0CBCY80AH62.

    *******************************************************************************

    Contact for investment community enquiries:
    Katherine Tonks
    Investor Relations Director
    Tel +44 20 8210 5568
    ir@subsea7.com

    Contact for media enquiries:
    Jan Roger Moksnes
    Communications Manager
    Tel +47 41515777
    janroger.moksnes@subsea7.com
    www.subsea7.com

    Forward-Looking Statements: This document may contain ‘forward-looking statements’ (within the meaning of the safe harbour provisions of the U.S. Private Securities Litigation Reform Act of 1995). These statements relate to our current expectations, beliefs, intentions, assumptions or strategies regarding the future and are subject to known and unknown risks that could cause actual results, performance or events to differ materially from those expressed or implied in these statements. Forward-looking statements may be identified by the use of words such as ‘anticipate’, ‘believe’, ‘estimate’, ‘expect’, ‘future’, ‘goal’, ‘intend’, ‘likely’ ‘may’, ‘plan’, ‘project’, ‘seek’, ‘should’, ‘strategy’ ‘will’, and similar expressions. The principal risks which could affect future operations of the Group are described in the ‘Risk Management’ section of the Group’s Annual Report and Consolidated Financial Statements. Factors that may cause actual and future results and trends to differ materially from our forward-looking statements include (but are not limited to): (i) our ability to deliver fixed price projects in accordance with client expectations and within the parameters of our bids, and to avoid cost overruns; (ii) our ability to collect receivables, negotiate variation orders and collect the related revenue; (iii) our ability to recover costs on significant projects; (iv) capital expenditure by oil and gas companies, which is affected by fluctuations in the price of, and demand for, crude oil and natural gas; (v) unanticipated delays or cancellation of projects included in our backlog; (vi) competition and price fluctuations in the markets and businesses in which we operate; (vii) the loss of, or deterioration in our relationship with, any significant clients; (viii) the outcome of legal proceedings or governmental inquiries; (ix) uncertainties inherent in operating internationally, including economic, political and social instability, boycotts or embargoes, labour unrest, changes in foreign governmental regulations, corruption and currency fluctuations; (x) the effects of a pandemic or epidemic or a natural disaster; (xi) liability to third parties for the failure of our joint venture partners to fulfil their obligations; (xii) changes in, or our failure to comply with, applicable laws and regulations (including regulatory measures addressing climate change); (xiii) operating hazards, including spills, environmental damage, personal or property damage and business interruptions caused by adverse weather; (xiv) equipment or mechanical failures, which could increase costs, impair revenue and result in penalties for failure to meet project completion requirements; (xv) the timely delivery of vessels on order and the timely completion of ship conversion programmes; (xvi) our ability to keep pace with technological changes and the impact of potential information technology, cyber security or data security breaches; (xvii) global availability at scale and commercially viability of suitable alternative vessel fuels; and (xviii) the effectiveness of our disclosure controls and procedures and internal control over financial reporting. Many of these factors are beyond our ability to control or predict. Given these uncertainties, you should not place undue reliance on the forward-looking statements. Each forward-looking statement speaks only as of the date of this document. We undertake no obligation to update publicly or revise any forward-looking statements, whether as a result of new information, future events or otherwise.
    This information is considered to be inside information pursuant to the EU Market Abuse Regulation and is subject to the disclosure requirements pursuant to Section 5-12 the Norwegian Securities Trading Act. 
    This stock exchange release was published by Katherine Tonks, Investor Relations, Subsea7, on 17 June 2025 at 16:40 CET.

    Attachment

    The MIL Network

  • MIL-OSI United Kingdom: UK Project Supports Sustainable Management of Mayan Forests in Guatemala

    Source: United Kingdom – Executive Government & Departments

    World news story

    UK Project Supports Sustainable Management of Mayan Forests in Guatemala

    Deputy Head of Mission of the British Embassy, Paul Huggins, visited Sololá on June 16 as part of a project supporting indigenous communities.

    Residents in Quetzaltenango, Sololá, and Chimaltenango are implementing a project that improves their capacities for inclusive governance and the sustainable use of biodiversity in the so-called Zunil-Atitlán-Balam Juyu´ biocultural and sustainable development corridor. 

    The UK Government, through the Darwin Initiative, and with the support of The Nature Conservancy (TNC) Guatemala, is supporting this initiative, which seeks to improve integrated landscape management to reduce poverty and social inequality in rural indigenous communities. The investment amounts to more than Q4.5 million and is being implemented between June 2023 and March 2026. 

    Representatives of the Vivamos Mejor Association, the project’s implementing partner in Sololá, explained to Deputy Chief Huggins that during the second year of activities, their efforts have focused on planning measures to benefit conservation areas, establishing new protected zones, and coordinating integrated fire management efforts. 

    They highlighted that, thanks to the project, the Integrated Fire Management Strategy (EIMF) was developed in conjunction with the National Forest Institute (INAB), the National Council of Protected Areas (CONAP), and the National Coordinator for Disaster Reduction (CONRED). 

    Another important component in this phase of the project is the updating of four management plans for the Municipal Regional Parks located in the Lake Atitlán Basin Multiple Use Reserve (RUMCLA) in Sololá. Some had not been revised in more than ten years. The update was conducted with the participation of municipalities and local stakeholders and includes geographic, social, economic, and environmental information. 

    The project continues to provide tools to strengthen indigenous cooperatives by providing improved livelihoods for rural poverty reduction through best practices in shade-grown coffee cultivation, beekeeping, and sustainable forest management for local industries. 

    These activities have also been carried out in coordination with government and municipal authorities and conservation area managers in Sololá, Quiché, and Chimaltenango. 

    Paul Huggins, Deputy Chief of Mission, said: 

    We recognize the challenges that remain, such as the effects of climate change, forest fires, and the need to open sustainable markets for local products. But we also see opportunities to continue building capacity, sharing good practices, and scaling up these efforts. The UK will remain a steadfast partner in biodiversity protection, climate action, and sustainable development in Guatemala. 

    Juan Carlos Godoy, Director of TNC Guatemala, said: 

    All these efforts to strengthen inclusive participation and governance of natural resources by its inhabitants will enable sustainable management over time to protect remaining forests, restore the area’s biological connectivity, and improve the local economy through the conservation and sustainable use of biodiversity. 

    Eduardo Secaira, General Director of Asociación Vivamos Mejor Guatemala, said: 

    At Vivamos Mejor, we firmly believe that conservation must go hand in hand with the well-being of communities. This project demonstrates that it is possible to strengthen governance and conserve biodiversity when working together and with respect for ancestral knowledge.

    Updates to this page

    Published 17 June 2025

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: Aberdeen prepares for Armed Forces Day Parade 2025

    Source: Scotland – City of Aberdeen

    More than 1,000 serving military personnel, veterans, reservists and cadet and youth organisations are set to parade through Aberdeen city centre to mark Armed Forces Day on Saturday 28 June.

    Residents and visitors alike are invited to watch the 2025 parade, which will include local pipe bands and vintage military vehicles. 

    The parade will start at Albyn Place at 11am and go along Union Street, Union Terrace, Schoolhill, Upperkirkgate and Broad Street, finishing at the Castlegate. 

    The Lord Provost of Aberdeen, Dr David Cameron, in his role as Lord-Lieutenant will take the salute outside Marischal College in front of the City’s official flagpole on Broad Street.  

    In the interest of public safety, the following temporary road restrictions will be in place:

    From 6pm on Friday 27 June until 12noon on Saturday 28 June 2025

    There will be a suspension of parking on:

    • The north side of Albyn Place between its junctions with Albyn Grove and Rubislaw Place. Vehicles associated with the parade will be exempt.
    • Schoolhill, including the inset road
    • Union Terrace
    • Upperkirkgate
    • Wellington Place, Aberdeen, between its junctions with Crown Street and South College Street. This is to accommodate the bus diversion route.

    From 10am on Saturday 28 June until 1pm on Saturday 28 June 2025

    There will be a suspension of all waiting for any purpose, with the exception of any waiting taxis on:

    • The west side of Chapel Street, north of the junction with Thistle Street for 53 metres or thereby. This area is to provide a temporary Taxi Rank for this period.

    From 9am on Saturday 28 June until 12.30pm on Saturday 28 June

    No driving will be permitted on the following roads:

    • Albyn Place from Albyn Grove to Alford Place
    • Alford Place from Albyn Place to Union Street
    • Rubislaw Place from Albyn Place to Rubislaw Terrace
    • Victoria Street from Alford Place to Thistle Place
    • Union Street from Alford Place to Union Terrace
    • Holburn Street from Alford Place to Union Grove
    • Chapel Street from Union Street to Thistle Street
    • Bon Accord St from Langstane Place to Union Street
    • Union Row from Union Wynd to Union Street
    • Crown Street from Windmill Brae to Union Street
    • Union Terrace from Union Street to Rosemount Viaduct
    • Rosemount Viaduct from Skene Street to Blackfriars Street
    • Blackfriars Street from St Andrew Street to Schoolhill
    • St Andrew Street from Blackfriars Street to Charlotte Street
    • Belmont Street from Gaelic Lane to Schoolhill
    • Back Wynd from Little Belmont Street to Schoolhill
    • Upperkirkgate from Broad Street to Schoolhill
    • Schoolhill from Upperkirkgate to Blackfriars Street
    • Gallowgate from Little John Street to Upperkirkgate
    • Broad Street from Upperkirkgate to Union Street
    • Union Street from Broad Street to Castle Street
    • King Street from Castle Street to West North Street
    • Castle Street in its entirety

    From 10.45am on Saturday 28 June until 12.30pm on Saturday 28 June

    No driving will be permitted on the following roads:

    Taxi Ranks

    Dee Street, Back Wynd, Queen Street & Exchequer Row taxi ranks will be impacted by these road closures between 10.45am until 12.30pm on Saturday 28 June 2025.

    Chapel Street – This rank will be relocated on Chapel Street to outside Holiday Inn Express facing away from Union Street. Access for this rank will be from Thistle Street only. Waiting will be for Taxis only.

    Later opening time for Marischal College car park

    Due to the road closures nearby, Marischal College car park, which is accessed from Queen Street, will open later than usual at 1pm. All other city centre car parks will be open as normal.

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: Manchester launches Public Health Report 2025

    Source: City of Manchester

    Manchester City Council has published its latest annual Public Health Report for 2025.

    The theme of the report, Making Manchester Fairer, provides an overview of the two years since the strategy was launched in the city and the importance of the ongoing work to address inequalities and improve long-term outcomes for people living in the city. 

    Making Manchester Fairer is the council’s roadmap for the coming years, tackling preventable ill health and other inequalities to help eradicate the impact that a variety of factors such as where residents live, work or are educated, may have on their opportunities as well as affecting how long they live. These influences are also known as the social determinants of health. 

    The report looks at the progress that has been made to meet the increasing needs of residents to prevent them from sliding into poverty and improve long-term health outcomes city-wide. It also shows how communities have had direct involvement in both the development and delivery of the Making Manchester Fairer action plan. 

    The eight themes for action within Making Manchester Fairer focus on the social determinants of health in the city covering: 

    • Early years, children and young people 
    • Poverty, income and debt 
    • Work and employment 
    • Prevention of ill health and preventable deaths 
    • Homes and housing 
    • Places, transport and climate change 
    • Tackling systemic and structural racism and discrimination 
    • Communities and power 

    The Making Manchester Fairer strategy underpins the importance of targeting investment into key areas of concern, and the report outlines many achievements to date. 

    For example, the Work and Health Kickstarter focused on removing the barriers that people with physical and mental health conditions can experience when looking for work, keeping their job, staying at work, and progressing in their careers.  

    This specifically included supporting patients in North Manchester with conditions such as back pain, arthritis and osteoporosis who needed help to access employment. An enhanced programme of support with advisers embedded as part of the musculoskeletal programme delivered by Manchester Foundation Trust has also helped to deliver hyper- local programmes to specific minoritised communities. 

    Important work to support the Black Caribbean community through the Healthy and Hearty project is also reaping rewards. Two Black-led Voluntary Community, Faith and Social Enterprise organisations are leading the work with Black Caribbean people who, despite having a higher prevalence of cardiovascular disease, are not being supported in the most appropriate way.  

    Drop-in sessions with a worker from their community to measure blood pressure and to talk about general health and wellbeing has meant that patients feel more comfortable speaking to someone with a similar lived experience who understands the cultural factors for their community. 

    Helping children with intensive support in some schools where speech and language therapists and psychologists work with children who may have not met developmental goals is also making headway.  This is also the subject of the latest Making Manchester Fairer podcast at Heald Place Primary: https://rss.com/podcasts/mmf/ .  

    The podcast looks at health, wealth and key social issues that affect life chances – as Manchester squares up to inequality. 

    Details of the full Public Health Report here – Public Health report 

    Cordelle Ofori, Director of Public Health for Manchester said: 

    “This is my first annual report as Director of Public Health for Manchester. The report shows how Making Manchester Fairer – our approach to tackling health inequalities in the city – is working in practice, building the foundations of good health in communities. 

    “The report describes the progress made over the past couple of years using examples of the ‘Making Manchester Fairer approach’ in action. The Making Manchester Fairer plan included actions within eight key themes to build the foundations of health in communities. It also included early initiatives known as the Kickstarters – projects to ‘kickstart’ delivery and exemplify the approach.”

    Councillor Thomas Robinson, Executive Member for Healthy Manchester said:

    “Poverty, health inequalities and the ongoing cost of living crisis are all issues that cut to the heart of our communities, and unchecked create profound and lasting damage that can take years to reverse. 

    “It is important that we show what the Making Manchester Fairer Programme has achieved so far – and perhaps even more importantly, how it has listened to first-hand experiences from people in our communities and then worked together on bespoke approaches. That partnership is essential and means the next part of the Making Manchester Fairer journey will build on these strong foundations, so that we have a long-lasting delivery model in our neighbourhoods, built and informed by that resident involvement. 

    “Through Manchester Making Fairer we’re determined to do everything we possibly can right now to make sure everyone in Manchester gets the same life chances as people elsewhere – and that includes our children and young people.” 

    MIL OSI United Kingdom