Category: European Union

MIL-OSI Global: India and Pakistan have fought many wars in the past. Are we on the precipice of a new one?

Source: The Conversation – Global Perspectives – By Ian Hall, Professor of International Relations, Griffith University

India conducted military strikes against Pakistan overnight, hitting numerous sites in Pakistan-controlled Kashmir and deeper into Pakistan itself. Security officials say precision strike weapon systems, including drones, were used to carry out the strikes.

Pakistan says at least eight civilians have been killed and many more injured.

While there’s still much uncertainty around what’s happened, it is clear both sides are closer to a major conflict than they have been in years – perhaps decades.

We’ve seen these kinds of crises before. India and Pakistan have fought full-scale wars many times over the years, in 1947, 1965, 1971 and 1999.

There were also cross-border strikes between the two sides in 2016 and 2019 that did not lead to a larger war.

These conflicts were limited because there was an understanding, given both sides possess nuclear weapons, that escalating to a full-scale war would be very dangerous. That imposed some control on both sides, or at least some caution.

There was also external pressure from the United States and others on both occasions not to allow those conflicts to spiral out of control.

While it’s possible both sides will exercise similar restraint now, there may be less pressure from other countries to compel them to do so.

In this context, tensions can escalate quickly. And when they do, it’s difficult to get both sides to back down and return to where they were before.

Why did India strike now?

India says it was retaliating for a terror attack last month on mostly Indian tourists in heavily militarised Kashmir, which both sides claim. The attack left 26 dead.

There was a claim of responsibility after the attack from a group called the Resistance Front, but it was subsequently withdrawn, so there’s some uncertainty about that.

Indian sources suggest this group, which is relatively new, is an extension of a pre-existing militant group, Lashkar-e-Taiba, which has been based in Pakistan for many years.

Pakistan has denied any involvement in the tourist attack. However, there’s been good evidence in the past suggesting that even if the Pakistani government hasn’t officially sanctioned these groups operating on its territory, there are parts of the Pakistani establishment or military that do support them. This could be ideologically, financially, or through other types of assistance.

In previous terror attacks in India, weapons and other equipment have been sourced from Pakistan. In the Mumbai terror attack in 2008, for instance, the Indian government produced evidence it claimed showed the gunmen were being directed by handlers in Pakistan by phone.

But as yet, we have no such evidence demonstrating Pakistan is connected to the tourist attack in Kashmir.

India has also repeatedly asked Pakistan to shut down these groups. While the leaders have occasionally been put in jail, they’ve later been released, including the alleged mastermind of the 2008 Mumbai attack.

And madrassas (religious schools) that have long been accused of supplying recruits for militant groups are still permitted to operate in Pakistan, with little state control.

Pakistan, meanwhile, claims that attacks in Kashmir are committed by local Kashmiris protesting against Indian “occupation” or Pakistanis spontaneously moved to take action.

These two positions obviously don’t match up in any way, shape or form.

A political cost to pay for not acting

It remains to be seen what cost either side is willing to pay to escalate tensions further.

From an economic standpoint, there’s very little cost to either side if a larger conflict breaks out. There’s practically no trade between India and Pakistan.

New Delhi has likely calculated that its fast-growing economy will not be harmed by its strikes and others will continue to trade and invest in India. The conclusion of a trade deal with the United Kingdom, after three years of negotiations, will reinforce that impression. The deal was signed on May 6, just before the Pakistan strikes.

And from the standpoint of international reputation, neither side has much to lose.

In past crises, Western countries were quick to condemn and criticise military actions committed by either side. But these days, most take the view that the long-simmering conflict is a bilateral issue, which India and Pakistan need to settle themselves.

The main concern for both sides, then, is the political cost they would suffer from not taking military action.

Before the terrorist attack on April 22, the government of Indian Prime Minister Narendra Modi had claimed the security situation in Kashmir was improving, and ordinary Indians could safely travel in the region. Those claims were undermined by what occurred that day, making it crucial for the government to respond.

And now, if Pakistan doesn’t react to the Indian strikes, its government and especially its military would have a cost to pay, too.

Despite a patchy record of success, Pakistan’s army has long justified its outsize role in national politics by claiming that it alone stands between the Pakistani people and Indian aggression. If it fails to act now, that claim might look hollow.

Little external mediation to bank on

So, how does this play out? The hope would be there’s limited military action, lasting a few days, and then things calm down rapidly, as they have in the past. But there are no guarantees.

And there are few others willing to step in and help deescalate the dispute. US President Donald Trump is mired in other conflicts in Ukraine, Gaza and with the Houthi rebels in Yemen, and his administration’s diplomacy has so far been inept and ineffective.

When asked about the Indian strike today, Trump replied it was a “shame” and he “hopes” it ends quickly.

That’s very different from the strong rhetoric we’ve seen from US presidents in the past when India and Pakistan have come to blows.

New Delhi and Islamabad will likely have to settle this round themselves. And for whoever decides to blink or back down first, there may be a substantial political cost to pay.

Ian Hall receives funding from the Department of Foreign Affairs and Trade. He is also an honorary academic fellow of the Australia India Institute at the University of Melbourne.

– ref. India and Pakistan have fought many wars in the past. Are we on the precipice of a new one? – https://theconversation.com/india-and-pakistan-have-fought-many-wars-in-the-past-are-we-on-the-precipice-of-a-new-one-256080

MIL OSI – Global Reports –

May 7, 2025
MIL-OSI Global: The Conversation Africa’s first 10 years: a story of new media powered by generosity

Source: The Conversation – Africa – By Candice Bailey, Strategic Initiatives Editor

Starting from scratch is daunting. And exhilarating. Your heart pounds, you can taste adrenaline, the sense of urgency and anticipation makes you high. I can recall each of these sensations 10 years after the thrilling moment when The Conversation Africa went live, and our first newsletter was sent out. Thanks to some nifty software, we were able to watch readers open their emails in real time in cities and towns in South Africa, Kenya, Nigeria, Ghana, Senegal, Malawi, Zimbabwe as well as beyond in the US, the UK, India, France, Japan and Australia.

We’d gone live. People were reading us. We’d launched and there was no going back.

It was a tiny team that celebrated the moment: nine of us in an office in Johannesburg plus two colleagues from TC Australia who’d flown over to show us the ropes. Our promise when we launched was that we would “work with academics across Africa and internationally to bring informed expertise to a global audience”.

It’s a promise we’ve kept. From a small team in an office in Johannesburg we’ve gone on to open offices in Kenya, Nigeria, Ghana and Senegal. We’ve published 11,775 articles about African research, written by 7,540 academics, attracting over 180 million reads, helped by 935 republishers.

It’s a model that works because of the generosity of donors, universities, academics and readers. And because we offer evidence-based insight you can trust.

In retrospect the whole idea might have seemed mad. The impact of the 2008 financial crisis was still being felt. Nobody was in an expansive mood: governments were cutting budgets, economic growth was slow. At the time the media landscape was in bad shape as more titles hit the wall and those that elected to keep going were shrinking their operations.

What tipped the balance to go for it was that The Conversation offered the opportunity of building – at scale – a partnership between academics and journalists anchored on the simple premise that researchers would be the writers, and the journalists would be the editors.

The second factor was that the prototype had been built and was working extremely well. Four years prior to our launch The Conversation Australia (the mothership) had gone live. This was followed by editions in the UK, then in the US.

All three were incredibly successful. It was clear to me that tapping into the vast world of academic research as the primary source of articles, and coupling this with the skills of journalists trained as editors, was a winning formula. Academics were keen to write (without being paid), there were journalists eager to apply their editing skills, and media outlets were hungry to pick up articles put out under a Creative Commons licence.

The “why” all made sense. The “how” proved to be trickier.

Money was a problem. The university sectors in other regions were the mainstay of the earlier editions. But universities on the continent were cash-strapped and hardly in a position to bankroll our endeavour. The answer was two-fold: find donors that were supporting the higher education sector in the hope that they would see the merits of the project; and secondly, ask universities for support, either in the form of money or by offering us rent-free accommodation.

Both strategies worked. We raised enough cash to pay for the small team based in rent-free offices at the University of the Witwatersrand.

The second tricky bit was fulfilling the promise of being The Conversation Africa. An office in Johannesburg wasn’t going to cut it. We set about finding more money so that we could expand our footprint. By 2017 our team could boast a colleague in Kenya working from an office gifted by the African Population and Health Research Centre. It took another two years to fulfil the promise with colleagues in Lagos (in an office at the Nigerian Academy of Sciences) and a colleague in Accra. The final piece of the puzzle fell into place with the launch of TC Afrique in 2023 with a team of two in Dakar.

I put The Conversation Africa’s success down to generosity. The generosity of spirit of my colleagues. The generosity of donors. The generosity of universities. The generosity of academics who have volunteered to share their knowledge and approached the rigours of our editing with grace and forbearance. And finally the generosity of you, our readers, who express your appreciation in a host of different ways, not least by sharing articles you come across far and wide. Thank you.

It’s been a remarkable and hugely fulfilling 10 years. The Conversation Africa has established itself as the source of articles you can trust. A rare commodity in these tricky times. Please continue to support us. We need you in our corner.

– ref. The Conversation Africa’s first 10 years: a story of new media powered by generosity – https://theconversation.com/the-conversation-africas-first-10-years-a-story-of-new-media-powered-by-generosity-256011

MIL OSI – Global Reports –

May 7, 2025
MIL-OSI Security: Police and retailer collaboration brings down organised crime groups
Source: United Kingdom National Police Chiefs Council

Offenders brought to justice responsible for £8m of thefts
- National intelligence unit sees 148 arrests in first year of operation
- 50% reduction in offending from organised crime groups identified
- Retailers praise dedication of team in affecting criminal justice outcomes
A national policing intelligence unit set up in partnership with retailers to tackle organised retail crime has been operational one year (1 May) and continues to reap results, identifying and bringing to justice crime groups responsible for £8m financial impact of offending.

Funded by the Home Office and the Pegasus Partnership (a collaboration between retailers and policing coordinated by CC Amanda Blakeman and PCC Katy Bourne), the team within Opal (policing’s national intelligence unit for serious organised acquisitive crime) collects and develops intelligence around organised retail crime from retailers and police forces.

Since 1 May 2024, the team has received 153 referrals from retailers and police forces across England and Wales with 313 offenders and 105 linked vehicles identified as a result. Action taken following a referral can range from simply identifying an individual or vehicle right through to a complex investigation of an organised criminal network. 37 operations have been adopted from referrals totalling nearly 5,000 offences nationwide (4,710) with 148 arrests to date and 33 court outcomes resulting in custodial sentences and deportations where the offenders are foreign nationals.

Of the organised crime groups identified and monitored through Opal’s work, there has been a 50 per cent reduction in offending since 1 May 2024, demonstrating a clear impact in disrupting these high harm offenders and networks.1

The Pegasus Partnership was set up in October 2023 to bring policing and retailers together in tackling shop theft through improved information sharing, best practice and upskilling. A number of high profile convictions include; three offenders responsible for over 100 crimes nationwide brought to justice by Surrey Police and Opal, an individual who stole more than £50,000 worth of goods from Boots stores across the country investigated by South Wales Police and an offender who worked across 16 police force areas to steal high value electricals and perfumes who was convicted by Devon and Cornwall Police.

Chief Constable Amanda Blakeman is National Police Chiefs’ Council lead for volume crime. She said:

“Partnership and collaboration is vital in our fight against retail crime, policing cannot do this alone and through Pegasus we have built strong relationships and information sharing which enables us to target resources where they are most needed.

“Without the national intelligence coordination from Opal’s highly skilled team, many of these offenders brought to justice over the last year may never have been identified or at the very least, the huge scale of their offending may not have been identified. And in a lot of cases, the scale and level of offending is what has led to the most significant court outcomes.

“I’d like to thank the retailers and Government for their commitment to making the partnership the success it so clearly is and we look forward to seeing our collective impact continue.”

Jason Towse, Managing Director, Business Services at Mitie said:

“We’re proud to have supported the formation of Pegasus and despite only being a year the results are overwhelming. Through technology and collaboration, Pegasus is joining the dots between retailers and the police to secure appropriate outcomes for offenders and in turn drive safer communities across the UK.

“The financial impact of retail crime is only one piece of the puzzle and what the figures don’t show is the psychological impact of the current situation on shopworkers, many of whom feel unsafe in their workplace due to threat of attacks. The tide must turn, and this can only happen through effective data sharing agreements between retailers, security and police that leave violent criminals with no place to hide.”

Katy Bourne is Sussex Police & Crime Commissioner and APCC joint lead for Business and Retail Crime. She said:

“It was very clear that retailers were suffering from shop theft on an industrial scale and needed results, including a better method to share information and intelligence with police forces nationally. This is why, one year ago, I convened our Pegasus Partnership – a unique collaboration of the country’s top retailers joining together to fund a specialist policing team and analysts. The results published today, on our first anniversary of operation, speak for themselves and show the power of collaboration, trust and hard work, leading to nearly 150 criminals arrested and put before the courts.

“I want to acknowledge the support of Chief Constable Blakeman and the OPAL team in galvanising a national police response to shop theft. The Opal team have exceeded the expectations of our Pegasus Partnership and the retailers have seen their investment return valuable results against organised retail crime groups and persistent offenders.

“As we look ahead, it is evident we have built a well-positioned and strong foundation for tackling organised retail crime gangs and I look forward to seeing these results increase. I am delighted that the Government can see the value too with an additional £5million given to extend OPAL’s capacity. This really is a huge step forwards in the fightback against shop theft that will benefit all retailers up and down our country.”

Policing Minister Dame Diana Johnson said:

“Through concerted police, retailer and government action, we can fight back against the currently unacceptable levels of shop theft blighting our communities.

“This is why we are providing £5 million pounds over the next three years to continue to support this work, significantly increasing funding and making government the largest financial backer of this initiative.

“But we can and must go further, which is why I will be discussing with police and retailers at our forthcoming Retail Crime Forum what more we can do to tackle this issue as a whole, targeting not just organised crime gangs and prolific offenders but all perpetrators of shop theft who bring misery to our high streets.

“And it is why through our Plan for Change we are putting 13,000 neighbourhood officers and PCSOs on the beat in every corner of the country – soon to be equipped with new powers to tackle assaults on shop workers and thefts under £200.”

Kari Rodgers is UK Retail Director at Primark. She said:

“Pegasus has been a significant step forward in fostering change and improving safety on our high streets and we welcome the collaboration and intelligence sharing it has facilitated. Our collective job in tackling retail crime is far from over and we remain fully committed to standing shoulder to shoulder with fellow retailers, local police forces and the government to continue driving forward the progress made so far.”

Ben McDonald is Senior Senior Corporate Protection Manager at Morrisons. He said:

“We are delighted to be working in partnership with Pegasus to keep our communities safe. The partnership provides Morrisons with the opportunity to work closely with the police in order to prioritise organised retail offenders and bring them to justice. We hope this sends out the necessary deterrent to prevent further crime groups from offending.”

The organised retail crime team within Opal take referrals from retailers of any size, whether or not they are part of the Pegasus Partnership, and will work in a number of different ways to develop intelligence. This could be as simple as identifying an offender, linked offenders and/or vehicles through the Police National Database, looking at patterns of offending and MO’s which are repeated and working with retailers to share information packs about prolific offenders. The team will then support local police forces through an investigation, sharing intelligence, but also working with the Crown Prosecution Service and additional agencies as required.

Results from the Opal Organised Retail Crime team since 1 May 2024 include:
- 153 referrals impacting retail businesses, a third of which came from supermarkets.
- 313 offenders identified
- Offenders identified responsible for £8m loss to retailers
- 105 vehicles identified
- 37 operations (criminal investigations) adopted
- 1,407 positive outcomes
- 33 sentences handed out
- Total custodial sentences for all offenders of over 39 years
- 128 upskilling sessions run with retailers and retail organisations
MIL Security OSI –
May 7, 2025
MIL-OSI Security: Policing Took Action – Now Others Must Step Up
Source: United Kingdom National Police Chiefs Council

We welcome today’s His Majesty’s Inspectorate of Constabulary and Fire & Rescue Services’ (HMICFRS) final report on last summer’s disorder, which rightly recognises the bravery and professionalism of officers who acted decisively to protect communities and restore order. This was a successful operation, despite the complexity of events.
Since the summer, 1,840 arrests have been made, with 1,103 individuals charged, reinforcing policing’s commitment to justice.

The report fails to accurately assess policing’s role in countering harmful online content. It overlooks the reality that law enforcement cannot and should not regulate social media, placing unrealistic expectations on policing while ignoring the critical responsibility of platform providers and regulators. Without robust detection, moderation, and removal of false narratives, misinformation will continue to fuel unrest unchecked.

Policing cannot function effectively when digital platforms allow harmful content to spread without consequence. The lack of accountability in the report undermines the broader need for a multi-agency response to misinformation and disorder.

Public education also has a critical role to play. Equipping communities with the tools to assess online content critically must be a shared effort across government, tech companies, and civil society. Tackling misinformation requires a coordinated, multi-sector approach.

We note the Inspectorate’s concerns about national debriefing. However, policing has already conducted multiple operational debriefs, covering both intelligence and crime, with extensive feedback gathered across forces. These insights, alongside HMICFRS recommendations, are being taken forward under NPCC leadership.

Policing is advancing innovative technology solutions to enhance monitoring of misinformation and disinformation, building on social listening platforms used during the disorder. Strengthening collaboration with the Cabinet Office, we are now more closely integrated across government and policing to improve coordination.

The Neighbourhood Policing Guarantee has expanded the capacity for force neighbourhood teams to engage more effectively with their communities. Additionally, we have been developing advanced technology to better assess real-time public sentiment through enhanced community tensions monitoring.

Policing will continue working with partners to implement these recommendations decisively, ensuring a proactive and resilient approach to disorder prevention while maintaining our commitment to public safety.

Chief Constable BJ Harrington is the NPCC Lead for Operations and the former Gold Commander of Operation Navette. He said:

“We appreciate the Inspectorate’s dedication in engaging with representatives from across policing and for recognising the professionalism and bravery demonstrated by our officers and staff during an extremely challenging period. The commitment of frontline officers to maintaining public safety, often in the face of significant personal risk, deserves acknowledgment, and we are pleased to see this reflected in the report.

“The assertion that no debrief took place does not reflect the extensive review work that has been undertaken since the events last summer. In response to the disorder, policing conducted national debriefs covering both intelligence and crime, ensuring key insights were gathered and shared across forces. These debriefs, convened by the College of Policing and individual forces, allowed policing to review its approach, strengthen intelligence-sharing, and refine operational strategies.

“We welcome the Inspectorate’s recommendations and we’ll continue working with partners to refine and improve our response to fast-moving and unpredictable disorder. However, it is important to recognise the broader role of communications in operational success and ensure a more comprehensive approach to tackling misinformation.”

Chief Constable Gavin Stephens is Chair of the NPCC. He added:

“Following the events of last summer, it was right that policing was questioned and scrutinised, and we recognise the Inspectorate’s role in that process.

“However, a more balanced assessment is needed, particularly regarding policing’s role in tackling misinformation and disinformation. While there are lessons to learn, it is crucial to acknowledge that law enforcement does not – and should not – regulate online content. Responsibility for ensuring information is accurate and does not fuel harm lies with those posting it, platform providers and regulatory bodies.

“The report states that policing has “no proper answer” for tackling misinformation and disinformation, but the issue extends far beyond law enforcement. No public sector organisation or body responsible for public safety is fully equipped to address the scale and complexity of the problem. Policing alone cannot be expected to lead or resolve this volatile challenge; it requires a coordinated, cross government approach. This reality must be acknowledged.

“The report did not fully recognise the successes of the media strategy, particularly in delivering behaviour change and deterrence messaging, which are essential in countering rapidly spreading false narratives that can incite disorder. I pay tribute to colleagues in local policing and communications, who worked tirelessly with media colleagues to ensure accurate information, and the consequences of involvement in violent disorder, were widely known and understood.

“A proactive communication model is needed, one that enables policing to engage directly with communities, providing accurate and timely information without overreliance on traditional media. However, achieving this requires resources that policing simply does not currently have, as financial pressures continue to mount.

“Strengthening intelligence alone is not enough to mitigate the risks posed by misinformation. A comprehensive approach is required – one that incorporates education during peacetime, stronger regulatory oversight, and independent messaging strategies extending beyond policing.

“We remain committed to learning from these events, refining our approach, and ensuring policing is prepared, resilient, and proactive in facing future challenges.”

Notes to editors

The national policing response launched by NPCC – Operation Navette – was created to provide effective national coordination for the planning and response to demonstrations and disorder, as well as engagement and communication with forces, government and key national stakeholders. This included:
- A national Gold group established and led by the NPCC Public Order and Public Safety Lead.
- An intelligence coordination group led by the NPCC Intelligence Lead.
- The activation of the national mobilisation plan and the development of national strategic public order research, with NPoCC assuming a central coordination function for all public order assets across the country.
MIL Security OSI –
May 7, 2025
MIL-OSI United Kingdom: Cowardly criminals forced to face victims under flagship Bill
Source: United Kingdom – Executive Government & Departments

Press release

Cowardly criminals forced to face victims under flagship Bill

Victims will be better protected than ever thanks to new measures across the justice system following the introduction of the Victims and Courts Bill (7 May).
New powers for judges to punish offenders who refuse to attend sentencing

Parental responsibility to be restricted for perpetrators of child sex offences

New powers for Victims’ Commissioner to hold government to account

For the first time ever, judges will be able to hand down prison punishments for cowardly criminals who refuse to attend their sentencing hearing.

The powers of the Victims’ Commissioner will also be strengthened, empowering them to play a greater role in individual cases and requiring them to produce an independent report on compliance with the Victims’ Code.

Lord Chancellor and Secretary of State for Justice Shabana Mahmood said:

This Bill will deliver long overdue reforms to ensure victims see justice done and are given the vital support they need as they rebuild their lives.

There is still more work to do as we fix a justice system that was left on the brink of collapse, but this Bill is a step towards rebuilding victims’ confidence through our Plan for Change.

Measures in the Bill to force offenders to attend their sentencing will go further than ever before. In recognition that those facing long sentences or Whole Life Orders may not be deterred solely by additional time behind bars, this government is going further and giving judges the power to impose a range of prison sanctions on top of additional years on their sentence to ensure heinous criminals who refuse to attend can be appropriately punished.

The Bill also extends the eligibility to all cases in the Crown Court, meaning that all offenders who attempt to evade justice could be subject to tough sanctions – such as confinement to their cell and loss of privileges, like extra time in the gym – as well as up to two more years behind bars.

Offenders who have been ordered to attend by a judge but whose disruptive and disrespectful behaviour results in their removal from the courtroom will also be punishable by the same means.

Minister Davies-Jones said:

I would like to thank the remarkable families of Olivia Pratt-Korbel, Jan Mustafa, Sabina Nessa and Zara Aleena and countless others who have campaigned tirelessly for offenders to have to face the reality of their crimes by attending their sentencing.

Justice isn’t optional – we’ll make sure criminals face their victims.

The Bill will also provide greater protection to victims by automatically restricting parental responsibility for vile offenders sentenced for a serious sexual abuse offence against their own child.

Predatory parents will be prevented from actively taking steps in the child’s life, including requesting updates about the child’s schooling or seeking to interfere with their activities, better enabling the family to move forwards with their lives.

London’s Independent Victims’ Commissioner, Claire Waxman OBE, said:

For too long, offenders found guilty of some of the most heinous crimes have refused to attend sentencing hearings and face justice, their victims, and their victims’ families.

I have worked closely with Jebina Islam, Farah Naz, and Ayse Hussein in spearheading this campaign and I want to pay tribute to their tireless campaigning, and also thank the family of Olivia Pratt-Korbel, who have fought so hard for this. Over the last few years, I have met with Ministers, the Judiciary, and justice partners to help shape these proposals to ensure they meet the needs of victims. I am pleased this Government has listened and acted on our concerns and have included other measures, such as prison sanctions, which I hope will put an end to this cruel injustice.

This Bill will also bring in other important reforms I have long called for, such as measures to remove parental responsibility from convicted child sex offenders, to ensure these victims are better protected, and new powers to strengthen the vital work of the Victims’ Commissioner. These are all welcome changes and I’ll continue to do everything I can to ensure victims’ and survivors’ voices and experiences are at the heart of criminal justice reform.

To ensure the government and other agencies are held to account in delivering for victims, the Bill also bolsters the role of the Victims’ Commissioner. Under the new legislation, the Commissioner will be able to play a greater role in individual cases which raise systemic issues ensuring lessons are learned to benefit other victims or witnesses.

The Victims’ Commissioner for England and Wales, Baroness Newlove, said:

These important and welcome reforms give the Victims’ Commissioner the statutory powers needed to deliver on the role’s promise: championing victims’ rights, scrutinising compliance with the Victims’ Code, holding agencies to account, and spotlighting the true victim experience to drive meaningful change. This marks a step towards a more accountable system that puts victims first.

Crucially, it introduces much-needed oversight and accountability to how agencies respond to anti-social behaviour – an area where victims have too often felt unheard and unsupported.

Taken together, the Bill delivers on multiple manifesto commitments and the Government’s Plan for Change – giving victims greater confidence in the justice system.

Further information

The Commissioner will also be required to produce an independent report on compliance with the Victims’ Code, holding agencies to account on their statutory requirement to comply with the Code. Providing independent scrutiny from a victim-focused perspective and calling out agencies who are not fulfilling their duty will ensure victims are aware of their rights, improving their experience of the justice system.

Further measures within the Bill include:

Updating the Victim Contact Scheme and establishing a new Victim Helpline so victims have a clear route to request information about an offender’s release

Placing a duty on local authorities and social housing providers to co-operate with the Victims’ Commissioner in relation to victims ASB

Increased flexibility for the Director of Public Prosecutions in appointing Crown Prosecutors

Lord Chancellor can now prescribe, through Regulations, rates at which private prosecutors may recover their costs from Central Funds

Increased time limit for the Attorney General to refer a sentence to the Court of Appeal on the grounds that it is unduly lenient where a request is made to the Attorney General in the last 14 days of the current 28-day time-limit

Share this page

The following links open in a new tab

Share on Facebook (opens in new tab)

Share on Twitter (opens in new tab)

Updates to this page

Published 7 May 2025
MIL OSI United Kingdom –
May 7, 2025
MIL-OSI Video: UK Prime Minister’s Questions (PMQs) – 7 May 2025

Source: United Kingdom UK Parliament (video statements)

Watch PMQs with British Sign Language (BSL) – https://youtube.com/live/ldKrOs3XaXE

Prime Minister’s Question Time, also referred to as PMQs, takes place every Wednesday the House of Commons sits. It gives MPs the chance to put questions to the Prime Minister, Sir Keir Starmer MP, or a nominated minister.

In most cases, the session starts with a routine ‘open question’ from an MP about the Prime Minister’s engagements. MPs can then ask supplementary questions on any subject, often one of current political significance.

The Leader of the Opposition, Kemi Badenoch MP, asks six questions and the leader of the second largest opposition party asks two. If another minister takes the place of the Prime Minister, opposition parties will usually nominate a shadow minister to ask the questions.

Want to find out more about what’s happening in the House of Commons this week? Follow the House of Commons on:

Twitter: https://www.twitter.com/HouseofCommons
Facebook: https://www.facebook.com/ukhouseofcommons
Instagram: https://www.instagram.com/ukhouseofcommons

https://www.youtube.com/watch?v=1ofIfSls-To

MIL OSI Video –

May 7, 2025
MIL-OSI United Kingdom: SNP announce candidates for 2026 Scottish Parliament elections

Source: Scottish National Party

The Scottish National Party has published the list of its candidates selected for constituencies in the 2026 Scottish Parliament Elections.

The Chair of the SNP’s election campaign committee, Angus Robertson MSP, described those selected by local party members as “a group of brilliant, talented and diverse candidates” to take forward the SNP’s positive vision for Scotland’s future at next year’s Scottish Parliament elections.

“Under John Swinney’s leadership, the SNP will be offering the people of Scotland the opportunity to vote for party laser focussed on creating a vibrant economy in every part of our country” Mr Robertson said.

He added that the candidates would equally be focussed on “tackling the challenges faced by our public services, and creating a better future for everyone who lives here”.

Mr Robertson concluded by saying: “When people go to the ballot box next year, they can be assured that a vote for the SNP is a vote for a party who will always be on Scotland’s side.”

The candidates selected by local SNP associations and members can be read below:

MIL OSI United Kingdom –

May 7, 2025
MIL-OSI Video: UK Prime Minister’s Questions with British Sign Language (BSL) – 7 May 2025

Source: United Kingdom UK Parliament (video statements)

Prime Minister’s Question Time, also referred to as PMQs, takes place every Wednesday the House of Commons sits. It gives MPs the chance to put questions to the Prime Minister, Sir Keir Starmer MP, or a nominated minister.

In most cases, the session starts with a routine ‘open question’ from an MP about the Prime Minister’s engagements. MPs can then ask supplementary questions on any subject, often one of current political significance.

The Leader of the Opposition, Kemi Badenoch MP, asks six questions and the leader of the second largest opposition party asks two. If another minister takes the place of the Prime Minister, opposition parties will usually nominate a shadow minister to ask the questions.

Want to find out more about what’s happening in the House of Commons this week? Follow the House of Commons on:

Twitter: https://www.twitter.com/HouseofCommons
Facebook: https://www.facebook.com/ukhouseofcommons
Instagram: https://www.instagram.com/ukhouseofcommons

https://www.youtube.com/watch?v=ldKrOs3XaXE

MIL OSI Video –

May 7, 2025
MIL-OSI Video: UK Restoring the Palace of Westminster 🔧

Source: United Kingdom UK Parliament (video statements)

Apprentices from @BradfordCollege shared their thoughts with Judith Cummins MP, Chair of the Restoration and Renewal Programme Board, on the planned restoration of the Palace of Westminster.

This major project will create jobs across the UK and offer a chance to work on one of our most historic and iconic buildings.

https://www.youtube.com/watch?v=euAvYmX0NhY

MIL OSI Video –

May 7, 2025
MIL-OSI Video: UK Judith Cummins MP meets Bradford College apprentices | Restoring the Palace of Westminster

Source: United Kingdom UK Parliament (video statements)

Apprentices from @BradfordCollege shared their thoughts with Judith Cummins MP, Chair of the Restoration and Renewal Programme Board, on the planned restoration of the Palace of Westminster.

This major project will create jobs across the UK and offer a chance to work on one of our most historic and iconic buildings.

Specialists involved will help preserve this UNESCO World Heritage Site and protect the home of UK democracy for generations to come.

For further information about the Restoration and Renewal Programme visit https://www.restorationandrenewal.uk

https://www.youtube.com/watch?v=oW3Baw5jV9M

MIL OSI Video –

May 7, 2025

MIL-OSI: OP Mortgage Bank: Interim Report 1 January–31 March 2025

Source: GlobeNewswire (MIL-OSI)

OP Mortgage Bank
Interim Report 1 January–31 March 2025
Stock Exchange Release 7 May 2025 at 10.00 EEST

OP Mortgage Bank: Interim Report 1 January–31 March 2025

OP Mortgage Bank (OP MB) is the covered bond issuing entity of OP Financial Group. Together with OP Corporate Bank plc, its role is to raise funding for OP Financial Group from money and capital markets.

Financial standing

The intermediary loans of OP MB totalled EUR 14,800 million (14,800)* at the end of March. Bonds issued by OP MB totalled EUR 14,800 million (14,800) at the end of March.

OP MB’s covered bonds after 8 July 2022 are issued under the Euro Medium Term Covered Bond (Premium) programme (EMTCB), pursuant to the Finnish Act on Mortgage Credit Banks and Covered Bonds (151/2022). The collateral is added to the EMTCB cover pool from the member cooperative banks’ balance sheets via the intermediary loan process on the issue date of a new covered bond.

At the end of March, 79 OP cooperative banks had a total of EUR 14,800 million (14,800) in intermediary loans from OP MB.

Impairment loss on receivables related to loans in OP MB’s balance sheet totalled EUR 0.0 million (0.0). Loss allowance was EUR 0.0 million (0.0) following the sale of the loan portfolio.

Operating profit was EUR 1.7 million (2.3). The company’s financial standing remained stable throughout the reporting period.

* The comparatives for 2024 are given in brackets. For income statement and other aggregated figures, January–March 2024 figures serve as comparatives. For balance-sheet and other cross-sectional figures, figures at the end of the previous financial year (31 December 2024) serve as comparatives.

Collateralisation of bonds issued to the public

The European covered bonds (premium) issued under the EMTCB programme worth EUR 25 billion established on 11 October 2022, in accordance with the Act on Mortgage Credit Banks and Covered Bonds (151/2022), totalled EUR 6,250 million. The cover pool included a total of EUR 6,882 million in loans serving as collateral at the end of March. Overcollateralisation exceeded the minimum requirement under the Act (151/2022).

The covered bonds issued under the Euro Medium Term Covered Note programme worth EUR 20 billion established on 12 November 2010, in accordance with the Act on Mortgage Credit Banks (Laki kiinnitysluottopankkitoiminnasta, 688/2010), totalled EUR 8,550 million. The cover pool included a total of EUR 9,468 million in loans serving as collateral at the end of March. Overcollateralisation exceeded the minimum requirement under the Act (688/2010).

Capital adequacy

OP MB’s Common Equity Tier 1 (CET1) ratio stood at 372.0% (797.0) at the end of March. The ratio decreased due to an increase in total risk exposure amount based on a
regulatory change. The changes in the EU Capital Requirements Regulation (CRR3), which entered into force on 1 January 2025, particularly affected the calculation of total risk exposure amount. The figures for the comparative period have been calculated based on the regulation in force in 2024. The minimum CET1 capital requirement is 4.5% and the requirement for the capital conservation buffer is 2.5%. The minimum total capital requirement is 8% (or 10.5% with the increased capital conservation buffer). OP MB fully covers its capital requirements with CET1 capital, which in practice means that it has a CET1 capital requirement of 10.5%. Estimated profit distribution has been subtracted from earnings for the reporting period.

The capital adequacy requirement for credit risk is measured using the Standardised Approach (SA).

OP MB belongs to OP Financial Group. As part of the Group, OP MB is supervised by the European Central Bank. OP Financial Group presents capital adequacy information in its financial statements bulletins and interim and half-year financial reports in accordance with the Act on the Amalgamation of Deposit Banks. OP Financial Group also publishes Pillar 3 disclosures.

Own funds and capital adequacy, TEUR	31 Mar 2025	31 Dec 2024
Equity capital	365,998	368,122
Common Equity Tier 1 (CET1) before deductions	365,998	368,122
Excess funding of pension liability
Proposed profit distribution	-1,341	-3,466
Share of unaudited profits
Insufficient coverage for non-performing exposures

CET1 capital	364,657	364,656
Tier 1 capital (T1)	364,657	364,656
Tier 2 capital (T2)
Total own funds	364,657	364,656

Total risk exposure amount, TEUR	31 Mar 2025	31 Dec 2024
Credit and counterparty risk	3,185	18,581
Operational risk (Standardised Approach)	94,841	26,636
Other risks*	7	538
Total risk exposure amount	98,034	45,755
* Risks not otherwise covered.
Ratios, %	31 Mar 2025	31 Dec 2024
CET1 capital ratio	372.0	797.0
Tier 1 capital ratio	372.0	797.0
Capital adequacy ratio	372.0	797.0
Capital requirement, TEUR
Own funds	364,657	364,656
Capital requirement	10,294	4,804
Buffer for capital requirements	354,363	359,852

Joint and several liability of amalgamation

Under the Act on the Amalgamation of Deposit Banks (599/2010), the amalgamation of cooperative banks comprises the organisation’s central cooperative (OP Cooperative), the central cooperative’s member credit institutions and the companies belonging to their consolidation groups, as well as credit and financial institutions and service companies in which the above together hold more than half of the total votes. This amalgamation is supervised on a consolidated basis. On 31 March 2025, OP Cooperative’s member credit institutions comprised 79 OP cooperative banks, OP Corporate Bank plc, OP Mortgage Bank and OP Retail Customers plc.

The central cooperative is responsible for issuing instructions to its member credit institutions concerning their internal control and risk management, their procedures for securing liquidity and capital adequacy, and for compliance with harmonised accounting policies in the preparation of the amalgamation’s consolidated financial statements.

As a support measure referred to in the Act on the Amalgamation of Deposit Banks, the central cooperative is liable to pay any of its member credit institutions the amount necessary to preventing the credit institution from being placed in liquidation. The central cooperative is also liable for the debts of a member credit institution which cannot be paid using the member credit institution’s assets.

Each member bank is liable to pay a proportion of the amount which the central cooperative has paid to either another member bank as a support measure or to a creditor of such a member bank in payment of an overdue amount which the creditor has not received from the member bank. Furthermore, if the central cooperative defaults, a member bank has unlimited refinancing liability for the central cooperative’s debts as referred to in the Co-operatives Act.

Each member bank’s liability for the amount the central cooperative has paid to the creditor on behalf of a member bank is divided between the member banks in proportion to their last adopted balance sheets. OP Financial Group’s insurance companies do not fall within the scope of joint and several liability.

According to section 25 of the Act on Mortgage Credit Banks (688/2010), which was valid at that time, the creditors of covered bonds issued prior to 8 July 2022 have the right to receive payment, before other claims, for the entire term of the bond, in accordance with the terms and conditions of the bond, out of the funds entered as collateral, without this being prevented by OP MB’s liquidation or bankruptcy. A similar and equal priority also applies to derivative contracts entered in the register of bonds, and to marginal lending facilities referred to in section 26, subsection 4 of said Act. For mortgage-backed loans issued prior to 8 July 2022 and included in the total amount of collateral of covered bonds, the priority of the covered bond holders’ payment right is limited to the amount of loan that, with respect to home loans, corresponds to 70% of the value of shares or property serving as security for the loan and entered in the bond register at the time of the issuer’s liquidation or bankruptcy declaration.

Under section 20 of the Act on Mortgage Credit Banks and Covered Bonds (151/2022), which entered into force on 8 July 2022, the creditors of bonds issued after 8 July 2022, including the related management and clearing costs, have the right to receive payment from the collateral included in the cover pool, before other creditors of OP MB or the OP cooperative bank which is the debtor of an intermediary loan. A similar priority also applies to creditors of derivative contracts related to covered bonds, including the related management and clearing costs. Interest and yield accruing on the collateral, and any substitute assets, fall within the scope of said priority.

Section 44, subsection 3 of the Act on Mortgage Credit Banks and Covered Bonds includes provisions on the creditor’s priority claim regarding cover pool liquidity support. According to said subsection, the creditor has the right to receive payment against the funds contained in the cover pool after claims based on the principal and interest of covered bonds secured by the cover assets included in the cover pool, obligations based on derivatives contracts associated with covered bonds, as well as administration and liquidation costs.

Sustainability and corporate responsibility

As of 2024, OP Financial Group has reported on its sustainability and corporate responsibility in accordance with the European Sustainability Reporting Standards (ESRS) under the EU’s Corporate Sustainability Reporting Directive (CSRD).

Responsible business is one of OP Financial Group’s strategic priorities. OP Financial Group’s sustainability programme guides the Group’s actions and is built around three themes: Climate and the environment, People and communities, and Corporate governance. Read more about the sustainability programme at www.op.fi/en/op-financialgroup/corporate-social-responsibility/corporate-social-responsibility-programme.

At OP Financial Group, sustainability and corporate responsibility are guided by a number of principles and policies. OP Financial Group is committed to complying not only with all applicable laws and regulations, but also with a number of international initiatives that guide operations. The Group is committed to complying with the ten principles of the UN Global Compact initiative in the areas of human rights, labour rights, the environment and anti-corruption. OP Financial Group is a Founding Signatory of the Principles for Responsible Banking under the United Nations Environment Programme Finance Initiative (UNEP FI). Furthermore, OP Financial Group is committed to complying with the UN Principles for Responsible Investment and the UN Principles for Sustainable Insurance. OP Financial Group’s biodiversity roadmap includes measures to promote biodiversity. OP Financial Group aims to grow its nature positive handprint by 2030. ‘Nature positive’ means that OP Financial Group’s operations will have a net positive impact (NPI) on nature.

OP Financial Group has drawn up a Human Rights Statement and Human Rights Policy. The Group respects all recognised human rights. The Human Rights Statement includes the requirements and expectations that OP Financial Group has set for itself and actors in its value chains. OP Financial Group is committed to perform remediation actions if its operations have adverse human rights impacts.

In March 2025, OP MB published a Green Covered Bond Report on the allocation and impacts of Finland’s first green covered bonds issued in March 2021 and April 2022. Under OP MB’s Green Covered Bond Framework, proceeds from the bonds have been allocated to mortgages with energy-efficient residential buildings as collateral. The environmental impacts allocated to the green covered bonds in 2024 were 58,000 MWh of energy use avoided per year and 5,500 tonnes of CO2-equivalent emissions avoided per year.

Personnel

At the end of the reporting period, OP MB had six employees. OP MB has been digitising its operations and purchases all key support services from OP Cooperative and its subsidiaries, reducing the need for its own personnel.

Governing body members

The Board composition is as follows:

Chair	Mikko Timonen	Chief Financial Officer, OP Cooperative
Members	Satu Nurmi	Business Lead, SME Financing, OP Retail Customers plc
	Mari Heikkilä	Head of Group Treasury & ALM, OP Corporate Bank plc

OP MB’s Managing Director is Sanna Eriksson. The deputy Managing Director is Tuomas Ruotsalainen, Senior Covered Bonds Manager at OP MB.

Risk profile

OP MB has a strong capital base, capital buffers and risk-bearing capacity. OP MB’s most significant risks are related to the quality of collateral and to structural liquidity and interest rate risks on the balance sheet, for which limits have been set in the Banking Risk Policy. The key credit risk indicators in use show that OP MB’s credit risk exposure is stable. OP MB has used interest rate swaps to hedge against its interest rate
risk. Interest rate swaps have been used to swap home loan interest, intermediary loan interest and interest on issued bonds onto the same basis rate. OP MB has concluded all derivative contracts for hedging purposes, applying fair value hedges which have OP Corporate Bank plc as their counterparty. OP MB’s interest risk exposure is under control and has been within the set limit.

The liquidity buffer for OP Financial Group is centrally managed by OP Corporate Bank and therefore exploitable by OP MB. At the end of the reporting period, OP Financial Group’s Liquidity Coverage Ratio (LCR) was 202% and the Net Stable Funding Ratio (NSFR) was 129%. OP MB monitors its cash flows on a daily basis to secure funding liquidity and its structural funding risk on a regular basis as part of the company’s internal capital adequacy assessment process (ICAAP).

An analysis of OP MB’s risk exposure should always take account of OP Financial Group’s risk exposure, which is based on the joint and several liability of all its member credit institutions. The member credit institutions are jointly liable for each other’s debts. All member banks must participate in support measures, as referred to in the Act on the Amalgamation of Deposit Banks, to support each other’s capital adequacy.

OP Financial Group analyses the business environment as part of its ongoing risk assessment activities and strategy process. Megatrends and worldviews behind OP Financial Group’s strategy reflect driving forces that affect the daily activities, conditions and future of the Group and its customers. Factors currently shaping the business environment include climate, biodiversity loss, scientific and technological innovations, polarisation, demography and geopolitics. External business environment factors are considered thoroughly, so that their effects on customers’ future success are understood. OP Financial Group provides advice and makes business decisions that promote the sustainable financial success, security and wellbeing of its owner-customers and operating region while managing the Group’s risk profile on a longer-term basis. Advice for customers, risk-based service sizing, contract lifecycle management, decision-making, management and reporting are based on correct and comprehensive information.

Outlook

The global economic outlook has weakened due to increased tariffs and a higher level of uncertainty. The Finnish economy is likely to grow less than previously expected and the outlook is exceptionally uncertain. The escalation of geopolitical crises or a rise in trade barriers may affect capital markets and the economic environment of OP Financial Group and its customers.

OP MB’s capital adequacy is expected to remain strong and its risk exposure favourable. This enables issuance of covered bonds in the future.

Schedule for Interim Reports in 2025

Half-year Financial Report 1 January–30 June 2025	30 July 2025
Interim Report 1 January–30 September 2025	28 October 2025

Helsinki, 7 May 2025

OP Mortgage Bank
Board of Directors

For more information, please contact:
Sanna Eriksson, Managing Director, tel. +358 10 252 2517

DISTRIBUTION
LSE London Stock Exchange
Euronext Dublin (Irish Stock Exchange)
Officially Appointed Mechanism (OAM)
Major media
op.fi

The MIL Network –

May 7, 2025

MIL-OSI: Elcogen and Casale SA sign Memorandum of Understanding
Source: GlobeNewswire (MIL-OSI)

TALLINN, Estonia, May 07, 2025 (GLOBE NEWSWIRE) — Elcogen, a leading European manufacturer of technology that enables the efficient production of affordable green hydrogen and emission-free electricity, today announced that it has entered into a Memorandum of Understanding (MoU) with Casale, a global provider of technologies and integrated engineering solutions to produce ammonia and other base chemicals. This is a non-exclusive Memorandum that will enable the parties to collaborate on green ammonia and other Power-to-X (P2X) projects.

Under this MoU, the two companies will explore commercial projects of mutual interest, with a view to integrating Elcogen’s solid oxide electrolysis stack and stack module technology into Casale’s plants, and potentially other P2X applications globally. In turn, Elcogen can provide their technology platform and related technical services to support Casale in its process design efforts for developers on the international market.

This partnership marks a significant milestone in the green energy transition, with the possibility of combining Casale’s proven, mature process design expertise with Elcogen’s cutting-edge Solid Oxide Electrolysis Cell (SOEC) technology for highly efficient green hydrogen production.

Driving the future of sustainable solutions with green hydrogen

Ammonia production, which today relies primarily on hydrogen derived from natural gas, has traditionally been dependent on fossil fuels, making it a significant source of CO2 emissions. However, by coupling green hydrogen technology into ammonia production and leveraging renewable energy sources, the new process can significantly reduce emissions, offering a cleaner and more sustainable solution for the industry. Combining Elcogen’s efficient SOEC technology with Casale’s high-performance ammonia solutions, the parties will be able to propose leading solutions to the green ammonia market. SOEC is ideally suited to integration with industrial processes, producing hydrogen directly where it is needed as feedstock.

“Solid oxide technology is on track to reach cost parity with PEM and Alkaline systems soon, and once it does, it will offer even greater value. With a lower levelised cost of hydrogen, greater scalability, and a lack of reliance on precious materials like iridium and platinum, it’s a future-proof technology that’s expected to become a key player in the green ammonia space as it matures. This will provide a competitive advantage to both companies,” said Mikael Jansen, Director of Business Development at Elcogen, adding, “This MoU is an exciting step forward. With over 100 years of experience, Casale is a world-class player, and we are humbled that a major ammonia technology provider shares our same vision. Together, we are making a tangible contribution to world sustainability goals. We’re poised to set a new standard for sustainable ammonia production”.

SOEC technology offers unparalleled advantages compared to water electrolysis. It requires less electricity to produce hydrogen due to faster and more efficient kinetics, and it can use steam generated from the waste heat of industrial processes – such as ammonia production – further reducing the electricity needed for hydrogen production. Unlike water electrolysis, it produces little to no waste heat itself. The elcoStack® technology platform operates at a lower temperature compared to many other solutions while retaining high efficiency and power densities, providing a simpler and more cost-efficient solution for integrating solid oxide technology into an electrolyser system.

“Observing Elcogen’s achievements in solid oxide technology, we see a highly complementary fit with Casale’s deep expertise in process integration and plant design. This collaboration opens new possibilities for industrial applications of green hydrogen, particularly in ammonia production and also in other technologies. We believe this partnership will allow both companies to explore innovative solutions in the Power-to-X space, building on our shared commitment to accelerate the energy transition,” said Federico Zardi, CEO of Casale SA.

Elcogen Contact: Laura Quinton, Communications Manager, Laura.Quinton@elcogen.com +358(0)456163133

Casale Contact: Maria San Antonio Alonso, Marketing & Communications Manager, m.sanantonio@casale.ch +41 91 6419330

About Casale

Founded in 1921, Casale is a privately-owned Swiss company headquartered in Lugano, Switzerland, with over a century of expertise offering integrated technologies, engineering, contracting and construction solutions for the chemical and fertilizer industries. With more than 450 professionals across Switzerland, the Czech Republic, China, India, the United States, the United Arab Emirates and Brazil, Casale is a global leader in sustainable fertilizer production technologies.

Casale is among the few licensors that can provide the entire fertilizer production chain of ammonia, urea, nitric acid, nitrates, phosphates, in addition to key chemicals such as melamine, methanol. Focused to build sustainable plants for a better planet, the portfolio of solutions also includes innovative technologies to produce green and blue ammonia, methanol, and hydrogen delivering thus a complete range of solutions for new plants and for plants retrofits (revamping).

Casale delivers, both for plant revamping and new plants, a comprehensive range of services and products including:
- know-how and licensing of core technologies
- full range of engineering services, from feasibility studies to basic, FEED, and detail design
- equipment and materials supply
- EP/EPC project contracting
- digital solutions for plant control and management
- repair and maintenance services
Casale offers a full range of services consistently prioritizing continuous innovation and operational excellence. Casale’s ability to weave its deep commitment to the research and development of clean technologies into every aspect of its design, construction and renovation projects underlines its leadership in energy transition and sustainability.

www.Casale.ch

About Elcogen

Elcogen develops and supplies solid oxide fuel cell and electrolysis technologies, enabling the production of affordable green hydrogen and emission-free electricity across diverse sectors, from residential to large-scale industrial applications. Founded in 2001, the Company has its registered office in the UK, its main headquarters in Tallinn, Estonia, and R&D centres of excellence in both Estonia and Finland. Serving a growing global customer base, Elcogen’s fuel and electrolyser cells, stacks, and modules are integrated into third-party systems, delivering exceptional performance and reliability. In addition to the supply of components, Elcogen offers comprehensive services to support technology integration, ensuring seamless adoption and optimal functionality of its solutions in various applications. These systems are designed to unlock the full potential of renewable energy, offering superior efficiency compared to traditional technologies. Together with its partners, Elcogen is shaping a sustainable energy landscape and leading the way to a net-zero future.

www.elcogen.com

The MIL Network –
May 7, 2025
MIL-OSI: Dassault Systèmes: declaration of the number of outstanding shares and voting rights as of April 30, 2025
Source: GlobeNewswire (MIL-OSI)

Press Release
VELIZY-VILLACOUBLAY, France — May 7, 2025


Declaration of the number of outstanding shares and
voting rights as of April 30, 2025

Dassault Systèmes (Euronext Paris: FR0014003TT8, DSY.PA) today announced below the total number of its outstanding shares and voting rights as of April 30, 2025, according to articles 223-16 and 221-3 of the General Regulation of the Autorité des marchés financiers.

Number of outstanding shares: 1,340,781,968

Number of voting rights*: 2,013,969,163

*The total number of voting rights is calculated on the basis of the total number of outstanding shares, even if the voting rights attached thereto are suspended, pursuant to Article 223-11 of the General Regulation of the Autorité des marchés financiers relating to the method for calculating the percentages of holdings in shares and in voting rights. We invite our shareholders to refer to this article should they need to declare crossing of thresholds.

Declarations related to crossing of threshold must be sent to:
Dassault Systèmes, Investor Relations Service, 10, rue Marcel Dassault, CS 40501, 78946 Vélizy-Villacoublay Cedex (France). E-mail address: Investors@3ds.com

###

ABOUT DASSAULT SYSTÈMES

Dassault Systèmes is a catalyst for human progress. Since 1981, the company has pioneered virtual worlds to improve real life for consumers, patients and citizens. With Dassault Systèmes’ 3DEXPERIENCE platform, 370 000 customers of all sizes, in all industries, can collaborate, imagine and create sustainable innovations that drive meaningful impact. For more information, visit www.3ds.com

Dassault Systèmes Investor Relations Team                FTI Consulting
Béatrix Martinez :                                        Arnaud de Cheffontaines: +33 1 47 03 69 48
+33 1 61 62 40 73                                        Jamie Ricketts : +44 20 3727 1600
investors@3ds.com

Dassault Systèmes Press Contacts
Corporate / France
Arnaud Malherbe: +33 1 61 62 87 73
arnaud.malherbe@3ds.com

© Dassault Systèmes. All rights reserved. 3DEXPERIENCE, the 3DS logo, the Compass icon, IFWE, 3DEXCITE, 3DVIA, BIOVIA, CATIA, CENTRIC PLM, DELMIA, ENOVIA, GEOVIA, MEDIDATA, NETVIBES, OUTSCALE, SIMULIA and SOLIDWORKS are commercial trademarks or registered trademarks of Dassault Systèmes, a European company (Societas Europaea) incorporated under French law, and registered with the Versailles trade and companies registry under number 322 306 440, or its subsidiaries in the United States and/or other countries. All other trademarks are owned by their respective owners. Use of any Dassault Systèmes or its subsidiaries trademarks is subject to their express written approval.

Attachment
- Dassault Systèmes: declaration of the number of outstanding shares and voting rights as of April 30, 2025
The MIL Network –
May 7, 2025
MIL-OSI: Netflix Nation: Brits devote 60 days a year to watching streaming services

Source: GlobeNewswire (MIL-OSI)

CAMBRIDGE, United Kingdom, May 07, 2025 (GLOBE NEWSWIRE) — Over one in ten Brits (13%) now spend the equivalent of 60 full days a year watching content on streaming services like Netflix, Disney+, and Prime Video, clocking up more than 1,460 hours of watchtime per year. That’s the same as spending 182 work days watching streaming services.

The data, released by subscription bundling platform Bango (AIM:BGO), is based on insights from 40,000 UK consumers, and shows just how embedded streaming services have become in everyday life.

More than a third (34%) of Brits now watch two or more hours of streaming content per day, the equivalent of 730 hours a year, putting the UK ahead of its European neighbours. In Spain, 29% stream at least two hours daily, compared to 21% in Italy and France, and 18% in Greece.

Streaming also tops the chart for time spent on digital media. UK adults are now more likely to stream content for two or more hours a day (34%) than browse social media (21%), stream music (18%), or scroll TikTok and Reels (13%).

Gen Z watches the most, but Gen X pays the bill

Gen Z leads the way in streaming consumption, with 40% watching at least two hours daily. But it’s Gen X who are footing the bill with 62% covering the cost of streaming services, compared to 51% of Gen Z.

Instead, Gen Z are using those savings on other subscriptions. They’re the most likely to pay for music subscriptions (40%) and are also more likely to shell out for premium social media features (9%), such as Snapchat+ or X Premium.

But Americans still spend the most time streaming

While the UK is ahead of some of its European neighbours, the US remains firmly in first place. 40% of Americans watch at least two hours of streaming content daily, and nearly one in five (18%) watch over four hours every single day.

And it’s not just streaming. In the US, Gen Z is beginning to pay more for other digital experiences too. According to Bango’s Subscriptions Assemble report, almost a quarter (23%) of Gen Z Americans now pay to access premium social media platforms, highlighting a global trend in how younger consumers engage with content.

Many are also accessing these services indirectly through bundles, like those offered by mobile or broadband providers. In fact, the average American now pays for 5.4 subscriptions, with two of those typically paid for as part of a bundle package.

Paul Larbey, CEO of Bango said, “We’re seeing a shift in how younger people are engaging with subscriptions. Gen Z are streaming more than anyone, but they’re selective about where their money goes. They’re investing in experiences that offer personal value — like music and premium social media — rather than footing the bill for standard streaming services.

“Consumers are also turning to bundles, accessing subscriptions through mobile or broadband deals for better value and convenience. This is increasingly common in the US, and we can expect to see a similar trend in the UK. The rise of services like Snapchat+ in telco bundles shows how packaging and flexibility are now just as important as content itself.

“At Bango, we’re driving this change, helping telcos and other service providers deliver the kind of smart, seamless subscription experiences today’s users expect.”

Methodology

Research created by Bango using the GWI consumer insights platform

60 days calculation — 13% of Brits spend 4+ hours per day watching streaming services. 4 x 365 = 1,460 hours / 24 = 60.8 Days

About Bango
Bango enables content providers to reach more paying customers through global partnerships. Bango revolutionized the monetization of digital content and services, by opening-up online payments to mobile phone users worldwide. Today, the Digital Vending Machine® is driving the rapid growth of the subscriptions economy, powering choice and control for subscribers.

The world’s largest content providers, including Amazon, Google and Microsoft trust Bango technology to reach subscribers everywhere.

Bango, where people subscribe. For more information, visit www.bango.com

Media contacts
Henry Soundy / Imogen Nichols
Wildfire
bango@wildfirepr.com

The MIL Network –

May 7, 2025
MIL-Evening Report: Cheap overseas, ruinous in Australia: here’s how to make double-glazed windows the norm
Source: The Conversation (Au and NZ) – By Trivess Moore, Associate Professor in Property, Construction and Project Management, RMIT University

New Africa/Shutterstock

In Europe, double-glazed windows are standard. But in Australia, these energy-saving windows are remarkably uncommon.

Correctly installed, the effect of double-glazing is remarkable. Instead of a house losing or gaining huge amounts of heat through its windows, double-glazed windows help keep the indoor temperature at a consistent temperature – reducing the need to crank up the air-con or heater.

In hot parts of Australia, these windows would keep out heat. In cold, they would keep heat in. They also slash outside noise. Houses with double-glazing can add resale value and even improve occupant health.

Why are they not standard? There are several reasons. But our research in Victoria found the main one is cost – double-glazing costs much more than a standard single-glazed window.

Heat loss and gain through windows is responsible for about 1.5% of Australia’s total energy use. As climate change intensifies, making double-glazing standard in Australia would cut household energy bills and make life indoors more pleasant. Other countries are moving to even higher performance triple-glazed windows. But Australia is stuck.

Why does double glazing work so well?

Windows let light and often air into a home. But they can also be the main way heat enters or leaves. Double-glazing works by adding a gap between two panes, often filled with dense argon gas, which doesn’t transfer heat well. The window frame material is important, too, to reduce heat transfer.

We measure the insulating quality of a window with a U-value – essentially, how much heat can be transferred through the glass. The lower this value, the more insulating the window.

A basic single-glazed window has a U-value of about 6. On a typical Australian home, these windows mean significant air conditioning is often required to maintain a comfortable temperature indoors during summer and winter.

Double-glazed windows with advanced design features common in North America and Europe typically have a U-value of 2.4 or less. When combined with wall and roof insulation, they can significantly reduce the need for heating or cooling. Triple-glazed are better still, with a U-value of 0.8 or less.

Many countries with snowy winters have taken to double-glazed windows as a way to reduce heating costs.
brizmaker/Shutterstock

Standard overseas, rare in Australia

In the United States, Canada, the United Kingdom and much of Europe, double-glazed windows have been the norm for several decades. Commonly, these windows use argon gas between the two sheets and improve insulation further with low emittance coatings, thin transparent layers of metal which block solar rays.

In many of these countries, single-glazed windows have largely disappeared and retrofitting older houses with double-glazing is routine.

Anyone embarking on a renovation in Australia will soon discover double-glazing tends to be seen as a specialist eco-retrofit measure rather than something done as standard.

In 2016, only 6% of windows installed in new houses in Australia had U-values below 4. In 2024, that figure was 19%, indicating high performance windows are slowly becoming more common. But there’s still much to do to make them the norm.

Why is progress slow? We spoke to stakeholders in window manufacturing and building in Australia.

These industry experts explained why Australia is lagging:
- historically low-cost energy means the typical response to heat or cold is to install air conditioning
- single-glazed windows have long been the norm
- Australians often haven’t heard of high-performance windows or understand why they matter
- only a few companies make these windows in Australia, meaning competition is limited and costs remain high
- at present, there’s no requirement to include double-glazed windows in new builds or renovations
- housing affordability issues mean owners want to keep upfront construction costs as low as possible.
Window manufacturers in Australia are interested in moving into double-glazing, but the demand isn’t there yet.
Anatoliy Cherkas/Shutterstock

What should be done?

In our research, many windows industry insiders told us they were ready to scale up production of higher performance windows. The skills and technologies needed are here. What’s missing was the demand.

When we interviewed builders, they told us the choice of windows wasn’t simple. They had to weigh up material costs, existing supplier relationships and industry practices. Some told us it was cheaper at times to import from Europe or Asia than to buy Australian-made.

In part, this is a chicken and egg problem. Prices are high because there’s little demand and demand is limited because prices are high.

So what should be done?

Overseas experience has shown boosting demand is the key. If double-glazed windows become more common, more manufacturers will enter the Australian market and prices will drop.

The quickest way to do this would be to require their use in new construction and renovation.

At first, the industry might struggle to meet this demand. But that would create clear incentives for new players here or overseas to meet the demand.

Government support could help window manufacturers upgrade machinery and processes to be able to meet new demand.

Subsidies could help offset the costs to households, if designed to sunset after a set period. Any subsidies should target groups such as vulnerable older Australians affected by energy poverty as well as renters on low incomes.

Making this a reality is doable. After all, New Zealand did exactly this. In 2007, policymakers introduced new minimum performance requirements for windows. It took about four years to shift the market from single-glazed to predominantly double-glazed. Australia could do the same.

Trivess Moore has received funding from various organisations including the Australian Research Council, Australian Housing and Urban Research Institute, Victorian government and various industry partners. He is a trustee of the Fuel Poverty Research Network.

Lisa de Kleyn received funding from Sustainability Victoria, Melbourne, Victoria, Australia, 3000, for a short-term research project on the high performance window industry in 2023.

Ralph Horne has received funding from various sources including the Australian Research Council, the Australian Housing and Urban Research Institute and the Victorian government to support research related to this topic.

Tom Simko 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. Cheap overseas, ruinous in Australia: here’s how to make double-glazed windows the norm – https://theconversation.com/cheap-overseas-ruinous-in-australia-heres-how-to-make-double-glazed-windows-the-norm-250280
MIL OSI Analysis – EveningReport.nz –
May 7, 2025
MIL-Evening Report: ‘Under no illusions’ about France, says author of new Rainbow Warrior book

Pacific Media Watch

The author of the book Eyes of Fire, one of the countless publications on the Rainbow Warrior bombing almost 40 years ago but the only one by somebody actually on board the bombed ship, says he was under no illusions that France was behind the attack.

Journalist David Robie was speaking last month at a Greenpeace Aotearoa workship at Mātauri Bay for environmental activists and revealed that he has a forthcoming new book to mark the anniversary of the bombing.

“I don’t think I had any illusions at the time. For me, I knew it was the French immediately the bombing happened,” he said.

Eyes of Fire . . . the earlier 30th anniversary edition in 2015. Image: Little Island Press/DR

“You know with the horrible things they were doing at the time with their colonial policies in Kanaky New Caledonia, assassinating independence leaders and so on, and they had a heavy military presence.

“A sort of clamp down in New Caledonia, so it just fitted in with the pattern — an absolute disregard for the Pacific.”

He said it was ironic that four decades on, France had trashed the goodwill that had been evolving with the 1988 Matignon and 1998 Nouméa accords towards independence with harsh new policies that led to the riots in May last year.

Dr Robie’s series of books on the Rainbow Warrior focus on the impact of nuclear testing by both the Americans and the French, in particular, on Pacific peoples and especially the humanitarian voyages to relocate the Rongelap Islanders in the Marshall Islands barely two months before the bombing at Marsden wharf in Auckland on 10 July 1985.

Detained by French military
He was detained by the French military while on assignment in New Caledonia a year after Eyes of Fire: The Last Voyage of the Rainbow Warrior was first published in New Zealand.

His reporting won the NZ Media Peace Prize in 1985.

[embedded content]
David Robie’s 2025 talk on the Rainbow Warrior. Video: Greenpeace Aotearoa

Dr Robie confirmed that Little island Press was publishing a new book this year with a focus on the legacy of the Rainbow Warrior.

Plantu’s cartoon on the Rainbow Warrior bombers from the slideshow. Image: David Robie/Plantu

“This edition is the most comprehensive work on the sinking of the first Rainbow Warrior, but also speaks to the first humanitarian mission undertaken by Greenpeace,” said publisher Tony Murrow.

“It’s an important work that shows us how we can act in the world and how we must continue to support all life on this unusual planet that is our only home.”

Little Island Press produced an educational microsite as a resource to accompany Eyes of Fire with print, image and video resources.

The book will be launched in association with a nuclear-free Pacific exhibition at Ellen Melville Centre in mid-July.

Find out more at the microsite: eyes-of-fire.littleisland.co.nz

MIL OSI Analysis – EveningReport.nz –

May 7, 2025
MIL-OSI Europe: Sweden increases support to independent media by SEK 70 million

Source: Government of Sweden

Sweden is the world’s third-largest donor in support of free and independent media. This position is now being strengthened with its new SEK 70 million in support to one of the world’s foremost networks for investigative journalism, the Organized Crime and Corruption Reporting Project (OCCRP).

MIL OSI Europe News –

May 7, 2025
MIL-OSI Security: NPCC creating Nine Policing Academic Centres of Excellence (P-ACEs)
Source: United Kingdom National Police Chiefs Council

NPCC, in partnership with UK Research and Innovation (UKRI), have funded £4.5 million to launch nine Policing Academic Centres of Excellence (P-ACEs) in October 2025.
Working closely with Forces, the P-ACEs will drive collaboration among academia and policing. They will ensure that policing is shaped by the latest and best scientific expertise, and that the UK’s leading researchers are able to challenge and innovate in partnership with policing as together we strive to improve public safety.

Each Policing Academic Centre of Excellence will be promoted across the policing sector as an accessible source of leading academic experts aligned with Policing’s Areas of Research Interest (ARIs) and evidence needs. The P-ACEs will support policing with adopting new technologies, developing new tools and techniques, improving training and skills, and increasing public safety.

Professor Paul Taylor, Police Chief Scientific Adviser, said:

“Academia and policing have a long history of collaborative working on issues as diverse as forensic science, crime prevention, and analytical technologies. The P-ACEs will fortify this connection, providing a focal point for research and knowledge exchange.

I’m particularly excited about what the P-ACEs can bring to early career scientists who are interested in tackling the complex challenge of keeping the UK public safe. The P-ACE community will, I hope, provide them more opportunities and greater support as we look to forge deep and lasting partnerships over the next decade.”

Stian Westlake, Executive Chair of the Economic and Social Research Council (ESRC), said:

“The Policing Academic Centres of Excellence will forge closer relationships between police forces and researchers, providing the police with data and evidence to make the justice system work better. By bringing experts in policing practice together with social scientists and data scientists across the country, the centres will provide knowledge and insights to drive service improvement. These centres of excellence demonstrate our commitment to reducing crime and making Britain a safer place.”

The two key functions of the P-ACEs are to:
- mobilise, showcase and make accessible to policing key insights, findings and outputs from their work
- respond to the evidence needs, questions and problems raised by policing and work with policing to co-develop new research and knowledge exchange activities
The following universities have been selected to be P-ACEs:
- Edinburgh Napier University, with Glasgow Caledonian University, University of St Andrews and University of Edinburgh
- Lancaster University
- Manchester Metropolitan University, with University of Manchester
- Nottingham Trent University
- University College London
- University of Bath
- University of Birmingham, with Aston University and University of Leicester
- University of Leeds, with University of York
- University of Portsmouth
For updates about the P-ACEs visit: Policing Academic Centres of Excellence
MIL Security OSI –
May 7, 2025
MIL-OSI: Best New Online Casinos: JACKBIT Voted #1 Online Casino for New Crypto Players
Source: GlobeNewswire (MIL-OSI)

LARNACA, Cyprus, May 06, 2025 (GLOBE NEWSWIRE) — After spending time exploring different crypto casinos, we quickly realized that many just didn’t meet expectations. The bonuses felt small, the game selections were limited, and the overall experience wasn’t very memorable.

Then we got to know about JACKBIT, and it made a real difference. From the moment we signed up, it impressed us with a generous welcome bonus, fast crypto payments, and a wide variety of games. The platform was easy to use, and everything worked seamlessly. JACKBIT truly stands out as one of the best new online casinos available.

✅JOIN JACKBIT TODAY AND START PLAYING INSTANTLY — NO KYC REQUIRED!

Our Favourite Overall New Crypto Casino: JACKBIT

JACKBIT has solidified its position as the best new online casino for 2025, offering a perfect blend of innovation, variety, and player-focused features. This brand-new online casino sets itself apart with its no-KYC policy, ensuring total anonymity for players who prioritize privacy. With over 7,000 games powered by 85 leading software providers, JACKBIT caters to every gaming preference, from slots to live dealer tables and a sportsbook featuring over 82,000 live monthly events. Its seamless support for 17+ cryptocurrencies and fiat options like Visa and Apple Pay makes it accessible to a global audience, reinforcing its status among the best crypto casinos.

The platform’s intuitive design and lightning-fast crypto transactions create a hassle-free experience for both casual players and high rollers. JACKBIT’s commitment to delivering value through generous promotions, such as weekly giveaways and a robust VIP program, keeps players engaged. Whether you’re spinning slots or betting on sports, this new online casino offers a dynamic and rewarding experience that’s hard to beat. Its rapid rise since its 2022 launch underscores its credibility as a leader in the best new online casinos.

JACKBIT Casino Features

JACKBIT’s feature-rich platform makes it a standout in the best new online casinos, combining cutting-edge technology with user-centric design. Here’s a detailed look at what sets it apart:
- License and Security: JACKBIT operates under a Curacao Gaming License, ensuring a regulated and fair gaming environment. Its no-KYC policy enhances privacy, making it a top anonymous online casino, though some players may prefer stricter licenses like those from Malta or the UKGC. SSL encryption protects all transactions and data, aligning with industry standards.
- Bonuses and Promotions: New players are welcomed with a 30% Rakeback and 100 free spins on their first deposit. Ongoing offers include $10,000 weekly giveaways, 10,000 free spins, a VIP program with up to 30% Rakeback, social media bonuses, and Pragmatic Drops & Wins with a €2,000,000 prize pool. These promotions add significant value for players.
- Game Library: With over 7,000 games, JACKBIT offers slots, table games (blackjack, roulette, poker, baccarat), live dealers, and a sportsbook covering 140+ sports with 4,500+ betting options. This diversity ensures every player finds something to enjoy.
- Game Providers: JACKBIT partners with industry leaders like NetEnt, Microgaming, Evolution Gaming, Pragmatic Play, and Betsoft, guaranteeing high-quality, immersive gameplay across all categories.
- Banking Options: The platform supports 17+ cryptocurrencies, including Bitcoin, Ethereum, Tether, and Solana, alongside fiat methods like Visa, MasterCard, Google Pay, and Apple Pay. Crypto transactions are instant and fee-free, making it a top Pay ID casino alternative.
- Customer Support: 24/7 live chat in multiple languages (English, German, French, Spanish) provides prompt, professional assistance. An extensive FAQ section further enhances user trust.
- Mobile Experience: Fully optimized for iOS and Android, JACKBIT delivers seamless gameplay without a dedicated app, ensuring accessibility on the go.
These features collectively position JACKBIT as a trailblazer in the best new online casinos, offering a comprehensive and enjoyable gaming experience for all players. Its focus on privacy, variety, and speed makes it a go-to choice for modern gamblers.

✅CLAIM YOUR 100 FREE SPINS NOW AT JACKBIT CASINO!

What Makes JACKBIT Better Than Other New Crypto Casinos

JACKBIT stands out among the best new online casinos due to its unique combination of privacy, variety, and innovative features. Here’s why it surpasses its competitors:
- Unmatched Privacy with No KYC: Unlike many crypto casinos that require identity verification, JACKBIT’s no-KYC policy allows players to enjoy a fully anonymous online casino experience. This makes it the best choice for those prioritizing discretion, setting it apart from other new online casinos.
- Expansive Game Library: With over 7,000 games, JACKBIT offers a broader selection than most competitors. From high-RTP slots to live dealer tables and a sportsbook with 140+ sports, it ensures every player finds their niche, making it a leader in the best crypto casinos.
- Superior Payment Flexibility: Supporting 17+ cryptocurrencies and fiat options like Google Pay and Apple Pay, JACKBIT provides faster, fee-free payouts compared to many other platforms. This flexibility enhances its appeal among the best new online casinos.
- Innovative Bonuses: JACKBIT’s 30% Rakeback and 100 free spins welcome offer, combined with unique promotions like social media bonuses and weekly giveaways, deliver more value than standard deposit matches found at other brand new online casinos.
- Robust Sportsbook: While many crypto casinos focus solely on casino games, JACKBIT’s sportsbook, with 82,000+ live events and 4,500+ betting types, caters to sports betting enthusiasts, adding a unique dimension to its offerings.
- Global Accessibility: Multilingual support in English, German, French, and Spanish, paired with a mobile-optimized platform, makes JACKBIT more inclusive than region-locked competitors, reinforcing its position in the best new online casinos.
JACKBIT’s ability to combine privacy, variety, and innovative rewards creates a gaming experience that’s hard to match. Its player-centric approach and global reach make it a top contender among the best crypto casinos, appealing to both casual players and seasoned gamblers.

What We Like and Don’t Like About JACKBIT Casino

Like any platform, JACKBIT has its strengths and areas for improvement. Here’s a balanced look at what makes it shine and where it could grow among the best new online casinos.

Advantages
- No KYC Requirement: JACKBIT’s no-KYC policy makes it the best anonymous online casino, offering unparalleled privacy for players who value discretion.
- Massive Game Library: With over 7,000 titles, including slots, table games, live dealers, and a comprehensive sportsbook, JACKBIT caters to every gaming preference.
- Diverse Payment Options: Supporting 17+ cryptocurrencies and fiat methods like Visa and Google Pay, JACKBIT ensures fast, secure, and fee-free transactions, rivaling top Pay ID casino platforms.
- Generous Bonuses: From a 30% Rakeback and 100 free spins welcome offer to weekly giveaways and a rewarding VIP program, JACKBIT keeps players engaged with valuable rewards.
- Instant Crypto Payouts: Players can access winnings quickly, thanks to fee-free, instant crypto withdrawals, a key feature of the best new online casinos.
- 24/7 Multilingual Support: Live chat in multiple languages ensures global players receive prompt, professional assistance at any time.
- Comprehensive Sportsbook: With 140+ sports and 82,000+ live events, JACKBIT’s sportsbook adds a dynamic layer to its casino offerings, appealing to sports betting fans.
Disadvantages
- Curacao License: While reputable, the Curacao Gaming License may be seen as less stringent than those from Malta or the UKGC, which could concern some players.
- Limited Game Category Details: Certain games, like craps, lack detailed information in some reviews, which could improve transparency for players exploring the best new online casinos.
- No Dedicated Mobile App: Although the mobile site is highly responsive, the absence of a dedicated app might disappoint some users who prefer app-based gaming.
Overall, JACKBIT’s strengths far outweigh its minor drawbacks, making it a top choice among the best new online casinos. Its focus on privacy, variety, and player rewards ensures a standout experience, even as it continues to refine its offerings.

How We Selected the Best New Online Casino

Selecting the best new online casinos involves a meticulous evaluation of critical factors to ensure a safe, enjoyable, and rewarding experience. Our process for choosing JACKBIT as a leader in this category is thorough and transparent. Here’s how we assessed it:
- License and Security: A valid license is non-negotiable for trust and compliance. JACKBIT’s Curacao Gaming License ensures legal operation and regular audits for fairness. Its no-KYC policy enhances privacy, making it a top anonymous online casino, while SSL encryption safeguards player data and transactions.
- Bonuses and Promotions: Competitive bonuses attract and retain players. JACKBIT’s 30% Rakeback and 100 free spins welcome offer, combined with weekly $10,000 giveaways, 10,000 free spins, and a VIP program, provide exceptional value compared to other new online casinos.
- Game Variety: A diverse game library is essential for player satisfaction. JACKBIT’s 7,000+ games, including slots, table games, live dealers, and a sportsbook with 140+ sports, cater to all preferences, setting it apart in the best new online casinos.
- Casino Game Providers: Partnerships with top providers guarantee quality and innovation. JACKBIT collaborates with industry leaders like NetEnt, Microgaming, Evolution Gaming, and Pragmatic Play, ensuring cutting-edge gameplay across all categories.
- Banking Methods: Flexible and secure payment options are vital. JACKBIT supports 17+ cryptocurrencies (Bitcoin, Ethereum, Tether) and fiat methods (Visa, Google Pay, Apple Pay), with instant, fee-free crypto transactions, making it a strong Pay ID casino alternative.
- Customer Support: Reliable support builds trust and enhances the user experience. JACKBIT’s 24/7 live chat in multiple languages, coupled with a comprehensive FAQ section, ensures players receive prompt, professional assistance.
- User Experience: An intuitive interface and mobile compatibility are key to accessibility. JACKBIT’s sleek design and fully optimized mobile platform deliver seamless gameplay on desktops, tablets, and smartphones, a hallmark of the best new online casinos.
This rigorous evaluation process confirms JACKBIT’s position as a leader in the best new online casinos, offering a secure, diverse, and player-focused experience that meets the needs of modern gamblers.

How We Chose JACKBIT as the Best Online Casino

Our methodology for selecting the best crypto casinos prioritizes player satisfaction, reliability, and innovation. JACKBIT emerged as a top contender among the best new online casinos due to its exceptional performance across these key criteria:
- User Experience: A seamless, intuitive platform is critical for player enjoyment. JACKBIT’s clean design, easy navigation, and mobile-friendly interface make it accessible to all users, from beginners to seasoned players, setting it apart from other brand-new online casinos.
- Game Quality and Innovation: High-quality games from trusted providers ensure fairness and engagement. JACKBIT’s partnerships with NetEnt, Evolution Gaming, and Pragmatic Play deliver top-tier experiences, with innovative features like provably fair games and immersive live dealer tables.
- Bonus Fairness: Promotions should offer genuine value with transparent terms. JACKBIT’s 30% Rakeback, 100 free spins, and weekly giveaways are player-friendly, providing more rewards than many competitors in the best new online casinos.
- Payment Speed and Security: Fast, secure transactions are essential for a modern casino. JACKBIT’s instant crypto payouts, fee-free withdrawals, and robust encryption set a high standard, making it a top choice for players seeking a Pay ID casino alternative.
- Reputation and Feedback: Player reviews and industry standing are critical indicators of credibility. Since its 2022 launch, JACKBIT has earned positive feedback on platforms like Trustpilot and AskGamblers, confirming its reliability among the best crypto casinos.
- Responsible Gambling: Tools like deposit limits, self-exclusion, and reality checks promote safe play. JACKBIT’s commitment to responsible gaming aligns with the standards of the best new online casinos, ensuring player well-being.
By excelling in these areas, JACKBIT proves itself as a leader in the best crypto casinos, delivering a reliable, innovative, and rewarding experience for players worldwide.

How to Join JACKBIT

Joining JACKBIT, one of the best new online casinos, is a quick and straightforward process, thanks to its streamlined, no-KYC registration. This makes it an ideal choice for players seeking an anonymous online casino. Follow these simple steps to get started:
1. Visit JACKBIT’s official website using a secure browser.
2. Locate and click the “Sign Up” or “Register” button in the top-right corner of the homepage.
3. Provide minimal details, such as an email address, password, and preferred currency, to maintain anonymity.
4. Choose a payment method from 17+ cryptocurrencies (e.g., Bitcoin, Ethereum) or fiat options (e.g., Visa, Google Pay) and make your first deposit.
5. Claim the 30% Rakeback and 100 free spins welcome bonus to boost your gaming experience.
6. Start exploring the 7,000+ games or dive into the sportsbook for betting action.
The entire process takes less than five minutes, making JACKBIT one of the most accessible new online casinos. Before signing up, ensure you meet your jurisdiction’s legal gambling age, typically 18 or 19, to comply with regulations. JACKBIT’s user-friendly onboarding process reinforces its position as a top choice among the best new online casinos, offering instant access to a world of gaming excitement.

✅SIGN UP AT JACKBIT AND ENJOY FAST, ANONYMOUS PLAY!

The Selection Process: Defining Excellence in Online Gaming

Our selection process for identifying the best new online casinos is rigorous and transparent, focusing on measurable criteria that define excellence in online gaming. JACKBIT excels across these key areas, earning its place as a leader in the industry:
- Game Quality and Variety: A diverse, high-quality game library is essential for player satisfaction. JACKBIT’s 7,000+ titles, including slots, table games, live dealers, and a sportsbook with 140+ sports, set a benchmark for variety and quality in the best new online casinos.
- User Experience: Intuitive navigation and cross-device compatibility are critical for accessibility. JACKBIT’s responsive design ensures seamless gameplay on desktops, tablets, and smartphones, making it a standout among brand new online casinos.
- Bonuses and Fairness: Promotions should enhance gameplay without excessive restrictions. JACKBIT’s 30% Rakeback, 100 free spins, and weekly giveaways are generous and transparent, offering more value than many competitors in the best crypto casinos.
- Payment Flexibility: Secure, diverse payment methods cater to modern player needs. JACKBIT’s support for 17+ cryptocurrencies and fiat options like Apple Pay provides unmatched convenience, positioning it as a top Pay ID casino alternative.
- Security and Trust: Licensing, encryption, and fair play are paramount for player confidence. JACKBIT’s Curacao Gaming License, SSL encryption, and no-KYC policy build trust, making it a leading anonymous online casino.
- Innovation: Features like crypto integration and anonymous play set top casinos apart. JACKBIT’s no-KYC approach, extensive crypto support, and innovative promotions make it a pioneer in the best new online casinos.
This comprehensive process confirms JACKBIT’s excellence, redefining standards for online gaming and solidifying its position as a top choice among the best new online casinos in 2025.

Games Offered in JACKBIT

JACKBIT’s game library is a cornerstone of its appeal, offering over 7,000 titles across multiple categories. This extensive selection makes it a standout among the best new online casinos, catering to every type of player. Below is a detailed exploration of its offerings:

1. Slots

Slots dominate JACKBIT’s catalog, with over 5,000 titles, including 180+ Megaways and progressive jackpots. These games range from classic fruit machines to modern video slots with cinematic graphics and immersive storylines. Popular titles include:
- Gold Party: A high-volatility slot with massive payout potential, ideal for thrill-seekers.
- Chilli Heat: A vibrant, medium-variance slot with engaging free spins features, perfect for casual players.
- Wolf Gold: A fan-favorite with stacked wilds and jackpot opportunities, offering exciting gameplay.
Regular slot tournaments and free spins promotions enhance the experience, making JACKBIT a top destination for slot enthusiasts in the best new online casinos.

2. Table Games

JACKBIT offers a robust selection of table games for players who enjoy strategy and skill-based gaming:
- Craps: A thrilling dice game with multiple betting options, available in RNG format and possibly live dealer versions, appealing to risk-takers.
- Blackjack: Variants like Power Blackjack, Blackjack VIP, and Infinite Blackjack offer low house edges and strategic depth, catering to both novices and experts.
- Roulette: Options include European, American, and Lightning Roulette, each with unique gameplay and betting limits to suit different preferences.
- Poker: Titles like Texas Hold’em, Caribbean Stud, and video poker variants such as Jacks or Better provide diverse options for poker fans.
- Baccarat: Features Mini Baccarat, VIP Baccarat, and Speed Baccarat for quick-play enthusiasts seeking fast-paced action.
These table games combine skill and excitement, reinforcing JACKBIT’s position among the best new online casinos.

3. Live Dealer Games

JACKBIT’s live dealer section, powered by industry leaders like Evolution Gaming and Pragmatic Play, delivers an authentic casino experience:
- Live Blackjack: Multiple tables with low-stakes and VIP options, featuring real-time interaction with professional dealers.
- Live Roulette: Variants like Immersive Roulette and Auto Roulette provide dynamic gameplay with high-definition streaming.
- Live Baccarat: Includes No Commission Baccarat and Punto Banco, offering fast-paced action for baccarat fans.
- Game Shows: Titles like Dream Catcher, Mega Wheel, and Crazy Time add interactive fun with big win potential, appealing to players seeking entertainment.
High-definition streaming, professional dealers, and real-time chat create an immersive environment, making JACKBIT a top choice for live gaming fans in the best crypto casinos.

4. Sportsbook

JACKBIT’s sportsbook is a standout feature, offering:
- 140+ sports, including football, basketball, tennis, cricket, and e-sports like Dota 2 and Counter-Strike.
- 82,000+ live monthly events and 75,000+ pre-match events, ensuring constant betting opportunities.
- 4,500+ betting types, from moneylines to prop bets, with competitive odds and live streaming for select events.
The sportsbook’s depth and variety make it a go-to for sports betting enthusiasts, complementing JACKBIT’s casino offerings and reinforcing its status as a leader in the best new online casinos.

5. Specialty Games

JACKBIT also offers low-stakes, high-fun options for casual players:
- Bingo: Over 20 titles, such as Shamrock Bingo and Burning Pearl Bingo, provide quick, entertaining gameplay.
- Scratch Cards: Digital scratch games with instant-win mechanics, perfect for fast-paced fun.
- Mini-Games: Crypto-friendly options like Aviator and Plinko, known for their simplicity and high RTPs, appeal to players seeking unique experiences.
These specialty games add diversity to JACKBIT’s portfolio, catering to a wide audience in the best new online casinos.

6. Virtual Sports

JACKBIT’s virtual sports section includes simulated events like virtual football, horse racing, and greyhound racing. Powered by advanced algorithms, these games offer 24/7 betting opportunities with realistic graphics and quick results, making them a great addition for sports fans.

This extensive game variety ensures JACKBIT remains a top choice among the best new online casinos, offering something for every player, from slot enthusiasts to sports bettors.

Additional Gaming Features

JACKBIT enhances its gaming experience with several unique features that elevate it among the best new online casinos:
- Tournaments: Regular slot and table game tournaments offer cash prizes and free spins, adding a competitive edge for players seeking excitement.
- Progressive Jackpots: Slots like Mega Moolah and Divine Fortune provide the chance for life-changing payouts, attracting high-stakes players.
- Demo Mode: Many games offer free play, allowing players to test strategies or explore new titles without risking funds, a valuable feature for beginners.
- Multi-Language Support: Games are available in multiple languages, including English, German, French, and Spanish, catering to a global audience and enhancing accessibility.
These features make JACKBIT a dynamic and engaging platform, solidifying its reputation as a leader in the best crypto casinos. By offering competitive tournaments, massive jackpots, and flexible play options, JACKBIT ensures players have a rewarding and personalized experience.

✅PLAY THOUSANDS OF GAMES WITH INSTANT PAYOUTS AT JACKBIT!

Payment Options in JACKBIT

JACKBIT’s payment system is designed for flexibility, speed, and security, making it a top pick among the best new online casinos. It supports both cryptocurrencies and fiat methods, catering to a diverse player base. Here’s a comprehensive overview:

1. Cryptocurrencies

JACKBIT accepts over 17 cryptocurrencies, ensuring fast, secure, and fee-free transactions:
- Bitcoin (BTC): The most popular choice, offering instant deposits and withdrawals with full anonymity.
- Ethereum (ETH): Known for quick processing and low transaction costs, ideal for frequent players.
- Tether (USDT): A stablecoin that ensures value stability, perfect for consistent payouts.
- Solana (SOL): Offers ultra-fast transactions and minimal fees, appealing to tech-savvy players.
- Ripple (XRP): Provides rapid processing for seamless deposits and withdrawals.
- Additional Cryptos: Includes Litecoin (LTC), Cardano (ADA), Dogecoin (DOGE), and more, providing ample options.
Crypto transactions are processed instantly, with no fees, making JACKBIT a leader in the best crypto casinos for players seeking efficiency and privacy.

2. Fiat Methods

For players preferring traditional banking, JACKBIT offers:
- Visa/MasterCard: Secure credit/debit card deposits are processed instantly, though withdrawals may take 1-3 days, depending on the provider.
- Google Pay: A convenient option for mobile users, offering quick and secure deposits.
- Apple Pay: Provides instant, secure deposits for iOS users, enhancing accessibility.
- Bank Transfers: Reliable for larger transactions, though withdrawals may take 3-5 days and could incur minor fees.
While JACKBIT doesn’t explicitly mention Pay ID casino support, its fiat options provide similar convenience for traditional banking users, ensuring accessibility for all players.

Additional Notes
- Minimum Deposits: Typically $10-$20 (or crypto equivalent), making JACKBIT accessible to players with varying budgets.
- Withdrawal Limits: High limits, such as $10,000 weekly, cater to high rollers, with crypto withdrawals offering greater flexibility.
- Security: SSL encryption and blockchain technology ensure safe transactions across all methods, aligning with the standards of the best new online casinos.
JACKBIT’s diverse payment options, combined with its focus on speed and security, make it a top choice for players seeking a reliable and flexible gaming platform.

Regulation of the Best Online Casinos

Regulation is a cornerstone of trust in online gambling, and JACKBIT operates under a Curacao Gaming License, a common choice for crypto casinos due to its flexibility and global reach. This license ensures legal operation and regular audits for fairness, aligning with the standards of the best new online casinos. Key regulatory aspects include:
- Licensing: The Curacao license guarantees compliance with international gaming standards, providing players with a safe and fair environment.
- Data Protection: SSL encryption safeguards personal and financial data, ensuring secure transactions and privacy for all users.
- Fair Play: Random Number Generators (RNGs) and provably fair games ensure unbiased outcomes, giving players confidence in the integrity of JACKBIT’s offerings.
- Responsible Gambling: Tools like deposit limits, self-exclusion, and reality checks promote safe play, demonstrating JACKBIT’s commitment to player well-being.
- Age Verification: JACKBIT enforces legal gambling age requirements (18 or 19, depending on jurisdiction), ensuring compliance with local regulations.
While the Curacao license is reputable, some players may prefer casinos licensed by stricter authorities like the Malta Gaming Authority or UK Gambling Commission. However, JACKBIT’s no-KYC policy and robust security measures make it a trustworthy choice for those seeking an anonymous online casino. Its adherence to regulatory standards reinforces its position among the best crypto casinos.

The Most Popular Payout Methods at JACKBIT

JACKBIT’s payout methods are optimized for speed, convenience, and privacy, with cryptocurrencies leading the way due to their alignment with the platform’s no-KYC ethos. Here are the most popular options among players:
- Bitcoin (BTC): The fastest and most widely used method, offering instant, fee-free withdrawals with complete anonymity, making it ideal for players in the best new online casinos.
- Ethereum (ETH): Popular for its quick processing and low transaction costs, providing a seamless payout experience for frequent players.
- Tether (USDT): A stablecoin that ensures consistent payout values, perfect for players seeking stability in their withdrawals.
- Ripple (XRP): Known for ultra-fast transactions and minimal fees, offering a reliable option for quick payouts.
- Visa/MasterCard: A dependable choice for fiat users, though withdrawals take 1-3 days and may incur minor fees, depending on the provider.
Cryptocurrency payouts dominate due to their speed and privacy, aligning with JACKBIT’s status as a top anonymous online casino. Fiat options remain popular for players transitioning from traditional banking, offering flexibility similar to a Pay ID casino. JACKBIT’s focus on instant, secure payouts ensures players can access their winnings with ease, reinforcing its position among the best new online casinos.

Responsible Gambling at JACKBIT

JACKBIT prioritizes player well-being with a comprehensive suite of responsible gambling tools, ensuring a safe and enjoyable experience for all users. These features align with the standards of the best new online casinos and demonstrate JACKBIT’s commitment to promoting healthy gaming habits:
- Deposit Limits: Players can set daily, weekly, or monthly caps on their deposits to manage spending and maintain control over their gaming budget.
- Self-Exclusion: Options to temporarily or permanently suspend accounts allow players to take a break if needed, supporting long-term well-being.
- Reality Checks: Periodic reminders of playtime and spending help players stay aware of their gaming activity, encouraging mindful play.
- Support Resources: JACKBIT provides links to organizations like GamCare and Gambling Therapy, offering professional support for players seeking assistance.
These tools empower players to game responsibly, ensuring JACKBIT remains a safe and trusted platform. By prioritizing player well-being, JACKBIT reinforces its reputation as a leader in the best crypto casinos, catering to a global audience with care and integrity.

✅JOIN NOW AND CLAIM YOUR SHARE OF MASSIVE REWARDS!

Commonly Asked Questions
1. Why is JACKBIT considered one of the best new online casinos?
  JACKBIT’s no-KYC policy, 7,000+ games, instant crypto payouts, and generous bonuses make it a top choice for 2025, offering a seamless and rewarding experience.
2. What bonuses does JACKBIT offer?
  New players receive a 30% Rakeback and 100 free spins, plus weekly giveaways, VIP rewards, and Pragmatic Drops & Wins with a €2,000,000 prize pool.
3. Which payment methods are most popular at JACKBIT?
  Bitcoin, Ethereum, Tether, and Visa/MasterCard are widely used for their speed, security, and reliability, making JACKBIT a strong Pay ID casino alternative.
4. Is JACKBIT a brand-new online casino?
  Launched in 2022, JACKBIT is a relatively new online casino but has quickly gained prominence due to its innovative features and player-focused approach.
5. Does JACKBIT support Pay ID casino options?
  While not explicitly mentioned, JACKBIT’s fiat options like Visa, Google Pay, and Apple Pay offer similar convenience for traditional banking users.
EMAIL: support@jackbit.com

Disclaimer and Affiliate Disclosure

General Disclaimer

This article is for informational and entertainment purposes only and does not constitute legal or financial advice. The content is based on research and user reviews, but no warranties are made. Players must verify all information before acting, as online gambling carries inherent risks. Ensure you meet your jurisdiction’s legal gambling age before participating.

Casino and Gambling Disclaimer

Online gambling involves risks and may not be suitable for everyone. Gambling laws vary by jurisdiction, and compliance is your responsibility. We do not promote gambling, and participation is at your own risk. JACKBIT is a third-party platform, and we are not liable for any losses or disputes arising from its use. Always gamble responsibly and seek professional advice if needed.

Affiliate Disclosure

This article may contain affiliate links, which earn us a commission at no additional cost to you for qualifying actions. These links help support our content creation. Our reviews remain unbiased, and we only recommend products and platforms we believe offer genuine value. Conduct your own research before signing up or making deposits to ensure JACKBIT meets your needs.

A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/4f15aa58-806e-4a39-80fd-fcdaa1a6ef34

The MIL Network –
May 7, 2025
MIL-OSI USA: Kaine Statement on President Trump’s Threats to Use Military Force in Mexico and Greenland

US Senate News:

Source: United States Senator for Virginia Tim Kaine
WASHINGTON, D.C. – Today, U.S. Senator Tim Kaine (D-VA), a member of the Senate Armed Services Committee and the lead Democrat on the Senate Foreign Relations Committee’s Western Hemisphere subcommittee, released the following statement regarding President Donald Trump’s statements threatening to use U.S. military force to violate Mexican sovereignty and invade a NATO ally:
“Throughout my travels in Virginia, I’m hearing about the need to stabilize our economy and lower prices—not start new wars right across our southern border in Mexico, or with our NATO ally Denmark. Using U.S. military personnel in this manner would be a waste of taxpayer money and military resources at a time when we should be focusing on how to best counter real adversaries like China, Russia and Iran, and on serious law enforcement initiatives to tackle the threats posed by cartels.
“The Constitution gives Congress the authority to declare wars and to authorize the use of military force; there is no authorization for military action within Mexican or Danish territory. Should Trump order unauthorized military action in Mexico or Greenland, I will immediately file legislation to force a vote to stop it. If we’re going to order our young men and women in uniform to risk their lives in conflict, we owe it to them to have a robust debate and vote.”
For years, Kaine has been the leading voice in Congress raising concerns over Presidents’ efforts to expand the use of military force without congressional authorization. In September of 2017, Kaine wrote a piece in TIME warning of the consequences if Trump pulled out of the nuclear deal with Iran. In July of 2018, Kaine wrote a piece in The Atlantic warning that President Trump was blundering toward war with Iran. In 2020, Kaine’s bipartisan war powers resolution seeking to avoid a needless war with Iran passed both houses of Congress with bipartisan majorities. Kaine’s bipartisan legislation to repeal the 1991 and 2002 Authorizations of Military Force and formally end the Gulf and Iraq Wars was passed by the Senate in 2023.

MIL OSI USA News –

May 7, 2025

MIL-OSI: Sampo Group’s results for January-March 2025

Source: GlobeNewswire (MIL-OSI)

Sampo plc, interim statement, 7 May 2025 at 8:30 am EEST

Sampo Group’s results for January-March 2025

Top-line growth stood at 9 per cent on a currency adjusted basis on the back of continued strong development in target growth areas within the private operations in the Nordics and the UK.
Underwriting margins benefited from a benign winter and large claims, and a continued positive underlying trend in the Nordics, leading the combined ratio to improve to 84.6 per cent.
The underwriting result increased by 30 per cent on a currency adjusted basis to EUR 336 million as a result of the strong growth and improvement in margins.
Operating EPS strengthened by 9 per cent to EUR 0.11, as the strong underwriting result more than offset softer investment returns and an increase in the share count.
Following a detailed assessment, estimated synergies from the Topdanmark integration have been raised to EUR 140 million in 2028 from EUR 95 million (pre-tax) on higher expected cost benefits.
After the strong first quarter performance, the outlook for 2025 underwriting result has been increased to EUR 1,400–1,500 million from EUR 1,350–1,450 million.
Solvency II coverage increased to 180 per cent from 177 per cent at year end, and financial leverage amounted to 25.8 per cent.

“The first quarter of 2025 has provided a strong start to the year, underpinned by robust growth, disciplined pricing, and continued high retention from satisfied customers. We are confident in our ability to build on this positive momentum throughout the year and remain an attractive asset for shareholders who value stability and operational excellence”, says Torbjörn Magnusson, Sampo Group CEO.

Key figures

EURm	1–3/2025	1–3/2024	Change, %
Gross written premiums	3,616	3,297	10
Insurance revenue, net	2,188	2,020	8
Underwriting result	336	260	29
Net financial result	101	265	-62
Profit before taxes	377	465	-19
Net profit	285	343	-17
Operating result	297	253	17
Earnings per share (EUR)	0.11	0.14	-22
Operating EPS (EUR)	0.11	0.10	9

	1–3/2025	1–3/2024	Change
Risk ratio, %	58.9	62.4	-3.5
Cost ratio, %	25.7	24.7	1.0
Combined ratio, %	84.6	87.1	-2.5
Solvency II ratio (incl. dividend accrual), %	180	180	–

Gross written premiums and insurance revenue include broker revenues. Net profit for the comparison period refers to Net profit for the equity holders. Per share figures for the comparison period are adjusted for the share split in February 2025. The figures in this report have not been audited.

GROUP CEO’S COMMENT

Sampo delivered an excellent first quarter with growth of 9 per cent in the top-line and 30 per cent in underwriting profits on a currency adjusted basis, as we continued to capitalise on our strong positioning and rational markets conditions. We remain confident in the outlook for the year and have increased the estimated synergies from the integration of Topdanmark significantly.

As a northern European P&C insurer, the first quarter is typically the reporting period most influenced by weather. This year, Norway saw a fairly cold and snowy winter with some flooding and storms, while conditions in the other Nordic countries and the UK were more benign. However, underlying margin development also remained good and in line with recent trend with a 20 basis point improvement in the Nordic underlying risk ratio.

In the Private Nordic business, we kept our normal focus on customer value and on setting the right prices. Retention levels continued to increase slightly, and the combined ratio came down to 83.8 per cent, a very strong start of the year. We continued to observe a gradual but persistent movement of customers toward our digital tools with digital sales increasing by 20 per cent year on year. In Private UK, we negotiated with a competitive but rational market by finding pockets of attractively priced business in home, van, and bike insurance as well as in telematics. The latter has been transformed by new technology recently, enabling more accurate driving data to be collected and interpreted at a lower cost. With normal weather, we produced a combined ratio of 88.7 per cent.

This solid development in the private business drove a 9 per cent top-line increase at group level, continuing the strong growth momentum from recent years with growth of 12 and 11 per cent in 2024 and 2023, respectively. Now and then, there are regulatory reviews of various aspects of our business. We always strive to achieve good long-term relationships with our customers, where high retentions, stability, customer satisfaction, and fair claims settlements are key. This has even meant that we have gained advantages from some previous regulatory reforms, like GIPP in the UK, and a focus on these aspects of stability for our customers is as important as sales.

For modern P&C insurers, efficiency gains are primarily achieved through investments in digitalisation and technology, and the corresponding processes. With this in mind, the acquisition of Topdanmark enables us to supercharge our performance in Denmark. Since completing the deal in October last year, we have re-assessed the synergy potential available, now with full insight into the business, and increased our synergy estimate to EUR 140 million pre-tax in 2028, from the original EUR 95 million. All of the increase comes from cost synergies. The majority will derive from IT transformation, as we plan to overhaul our Danish operations with new, state-of-the-art core systems and applications, to the benefit of both customers and shareholders.

Conditions in the Nordic and UK P&C insurance markets in which we operate have remained very healthy with rational competition. Demand for P&C insurance products has been stable as it tends to be through the economic cycle, particularly in our resilient Northern European economies and our balance sheet continues to be in excellent shape. Although no company is an island, I feel that we are as well positioned as one can be to weather the potential effects from the recent increase in political and economic uncertainty. Indeed, given our strong cash flow profile and solid balance sheet, capital returns remain a central discussion point with our investors. Sampo has a strong track-record of attractive shareholder returns that we intend to stay true to. As mentioned with our full-year 2024 results, we expect to launch a share buyback programme in 2025 and we will give an update on this no later than with our second quarter 2025 results, which will be roughly 12 months after the launch of our last programme. In the interim, I hope to gain additional clarity on potential holding company asset disposals.

To conclude, the first quarter of 2025 has provided a strong start to the year, underpinned by robust growth, disciplined pricing, and continued high retention from satisfied customers. We are confident in our ability to build on this positive momentum throughout the year and remain an attractive asset for shareholders that value stability and operational excellence.

Torbjörn Magnusson
Group CEO

OUTLOOK

Operating environment and assumptions

The operating environment in the markets in which Sampo operates remains broadly unchanged from the start of 2025, both in terms of competitive and claims cost development dynamics. The first quarter saw better than expected weather and large claims below budget but these do not change Sampo’s forward view of claims cost development.

Outlook for 2025

Following a favourable outcome on weather claims relative to normal levels, and, to a lesser degree, benign large claims and increased Topdanmark synergies, Sampo has decided to adjust its 2025 financial outlook to:

Group insurance revenue: EUR 8.8–9.1 billion (from EUR 8.7–9.0 billion), representing growth of 5–9 per cent year-on-year.
Group underwriting result: EUR 1,400–1,500 million (from EUR 1,350–1,450 million), representing growth of 6–14 per cent year-on-year.

Any forecast of Sampo’s underwriting result is subject to estimates for weather claims, large claims, prior year development, and certain other items that may vary periodically and are out of Sampo’s control, meaning regular updates of the forecast are needed to reflect actual outcomes. Moderate deviations against normal and budget levels are typical on a quarterly basis and Sampo intends to broadly reflect these in the outlook statement in its quarterly reports. In addition to the underwriting result, Sampo derives a material share of its earnings from returns on its investment portfolio and insurance finance income and expense, meaning changes in the outlook cannot be assumed to translate one-for-one into net profit. Sampo does not provide an outlook for its net financial result.

The outlook for 2025 is consistent with Sampo’s 2024–2026 financial targets of delivering a combined ratio below 85 per cent annually and operating EPS growth of more than 7 per cent annually on average.

The outlook is subject to uncertainty related to occurrence and estimation of the cost of P&C claims, foreign exchange rates, and competitive dynamics. Revenue forecasts, in particular, are subject to competitive conditions, which may change rapidly in some areas, such as the UK motor insurance market. The revenue and underwriting profit figures in the outlook are based on currency exchange rates as of the latest reporting date.

SAMPO PLC
Board of Directors

The Interim Statement for January-March 2025 in its entirety, the Investor Presentation and a video review with Group CEO Torbjörn Magnusson are available at www.sampo.com/result.

A conference call for investors and analysts will be arranged today 7 May at 11:30 am Finnish time (9:30 am UK time). To ask questions, please join the teleconference by registering using the following link: https://palvelu.flik.fi/teleconference/?id=50051475

The conference call can also be followed live at www.sampo.com/result. A recorded version and a transcript will later be available at the same address.

For more information, please contact

Knut Arne Alsaker, Group CFO, tel. +358 10 516 0010
Sami Taipalus, Head of Investor Relations, tel. +358 10 516 0030
Maria Silander, Communications Manager, Media Relations, tel. +358 10 516 0031

Distribution:
Nasdaq Helsinki
Nasdaq Stockholm
Nasdaq Copenhagen
London Stock Exchange
FIN-FSA
The principal media
www.sampo.com

Attachment

Interim Statement for January – March 2025

The MIL Network –

May 7, 2025

MIL-OSI: OP Financial Group’s Interim Report for 1 January–31 March 2025: OP Financial Group reports a good first quarter in an uncertain operating environment

Source: GlobeNewswire (MIL-OSI)

OP Financial Group
Interim Report 1 January–31 March 2025
Stock Exchange Release 7 May 2025 9.00 am EEST

OP Financial Group’s Interim Report for 1 January–31 March 2025: OP Financial Group reports a good first quarter in an uncertain operating environment

Operating profit decreased by 31% to EUR 423 million (618).
Net interest income decreased by 11% to EUR 631 million (709). Insurance service result was EUR 2 million (-10) and net commissions and fees were EUR 206 million (205). Income from customer business, that is, net interest income, insurance service result and net commissions and fees, decreased by a total of 7% to EUR 839 million (904).
Impairment loss on receivables reversed came to EUR 24 million (-39), representing -0.10% of the loan and guarantee portfolio (0.15).
Investment income decreased by 88% to EUR 19 million (151).
Total expenses grew by 10% to EUR 590 million (537). The cost/income ratio weakened to 60% (45).
In the year to March, the loan portfolio grew by 1% to EUR 99.1 billion (98.4). Deposits increased by 5% to EUR 77.5 billion (73.6).
The CET1 ratio was 20.0% (21.5), which exceeds the minimum regulatory requirement by 6.9 percentage points. The changes in the collateral management process decreased capital adequacy. The changes in the EU Capital Requirements Regulation (CRR3), which took effect on 1 January 2025, caused a slight reduction in the capital adequacy of OP Financial Group.
The Retail Banking segment’s operating profit decreased by 23% to EUR 291 million (379). Net interest income decreased by 17% to EUR 464 million (558). Impairment loss on receivables reversed came to EUR 26 million (-27). Net commissions and fees increased by 2% to EUR 190 million (187). The cost/income ratio weakened to 60% (46). In the year to March, the loan portfolio grew by 0.4% to EUR 71.0 billion (70.6). Deposits increased by 4% to EUR 64.0 billion (61.8). Assets under management grew by 6% to EUR 94.4 billion (89.4).
Corporate Banking segment’s operating profit grew by 13% to EUR 145 million (129). Net interest income decreased by 0.5% to EUR 165 million (166). Impairment loss on receivables decreased by 89% to EUR 1 million (12). Net commissions and fees decreased by 10% to EUR 21 million (23). The cost/income ratio was 33% (32). In the year to March, the loan portfolio grew by 1% to EUR 28.2 billion (27.8). Deposits increased 14% by to EUR 14.2 billion (12.5).
The Insurance segment’s operating loss was EUR -14 million (118). The insurance service result grew to EUR 2 million (-10). Investment income fell to EUR -17 million (129). The combined ratio reported by non-life insurance improved to 99.5% (108.9).
Group Functions’ operating profit was EUR 23 million (-5). Net interest income grew to EUR 2 million (-6).
OP Financial Group increased the OP bonuses to be earned by owner-customers for 2025 by 40% compared to the normal level of 2022. Additionally, owner-customers get daily banking services without monthly charges in 2025. Together, these benefits added up to EUR 104 million in value for owner-customers during the reporting period.
Outlook: OP Financial Group’s operating profit for 2025 is expected to be at a good level but lower than that for 2023 and 2024. For more detailed information on the outlook, see “Outlook”.

OP Financial Group’s key indicators

€ million	Q1/2025	Q1/2024	Change, %	Q1–4/2024
Operating profit, € million	423	618	-31.4	2,486
Retail Banking***	291	379	-23.4	1,328
Corporate Banking***	145	129	12.8	520
Insurance	-14	118	-111.5	578
Group Functions	23	-5	–	19
New OP bonuses accrued to owner-customers, € million	-81	-75	7.6	-314
Total income**	989	1,194	-17.1	4,844
Total expenses	-590	-537	10.0	-2,262
Cost/income ratio, %/*	59.7	45.0	14.7	46.7
Return on equity (ROE), %*	7.5	12.1	-4.5	11.6
Return on equity, excluding OP bonuses, %*	8.8	13.4	-4.6	13.0
Return on assets (ROA), %*	0.85	1.25	-0.40	1.24
Return on assets, excluding OP bonuses, %*	0.99	1.39	-0.39	1.39
	31 Mar 2025	31 Mar 2024	Change, %	31 Dec 2024
CET1 ratio, %*	20.0	19.6	0.3	21.5
Loan portfolio, € billion	99.1	98.4	0.7	98.9
Deposits, € billion	77.5	73.6	5.4	77.7
Assets under management, € billion****	94.4	89.4	5.6	93.3
Ratio of non-performing exposures to exposures, %*	2.48	3.04	-0.56	2.64
Ratio of impairment loss on receivables to loan and guarantee portfolio, %*	-0.10	0.15	-0.25	0.09
Owner-customers (1,000)	2,121	2,095	1.3	2,115

Comparatives for the income statement items are based on the corresponding figures in 2024. Unless otherwise specified, figures from 31 December 2024 are used as comparatives for balance-sheet and other cross-sectional items.
* Change in ratio, percentage point(s).
** OP bonuses to owner-customers, which were previously shown on a separate line in the income statement, have been divided under the following items based on their accrual: interest income, interest expenses, and commission income from mutual funds. The line ‘OP bonuses to owner-customers’ is no longer shown in the income statement. Comparative information of Q1 2024 has been adjusted accordingly. For more detailed information on the change, see Note 1 to the Half-year Financial Report 1 January–30 June 2024, Accounting policies and changes in accounting policies and presentation.
*** As of 1 January 2025, OP Asset Management Ltd, OP Fund Management Company Ltd and OP Real Estate Asset Management Ltd, including subsidiaries, are reported as part of the Retail Banking segment. Comparative information of 2024 has been adjusted accordingly.
**** The presentation of assets under management was changed at the beginning of 2025. Comparatives have been adjusted to correspond to the current definition.

Comments by the President and Group Chief Executive Officer:

Geopolitical tensions and the trade war are making the economic outlook uncertain

In the first quarter of 2025, the business environment was marked by uncertainty and an exceptionally tense geopolitical situation. The war in Ukraine has continued for more than three years, no solution is in sight for the Middle-East conflict, and the trade war ignited by US tariff rises is creating exceptional uncertainty in the world economy. As the tectonic plates of geopolitics and world trade structures shift, it is difficult to see where they will settle. The golden age of globalisation, which began in the late nineties, already appears to be over for now; free global trade seems unlikely to return to its former course. Mounting trade barriers will slow global growth and increase inflationary pressures.

Due to the uncertainty, the most recent analyses revise economic forecasts downwards: OP Financial Group’s latest projection envisages GDP growth of 1% in Finland this year. The world economy is expected to grow by only 2.5%, which is a relative slowdown in terms of global growth. However, given the exceptional uncertainty in growth prospects, positive changes in the outlook are also possible.

Gloomy economic expectations have spurred cuts in interest rates and the markets expect short-term market rates to keep falling in the euro zone. Conversely, long-term rates have risen due to concerns that public debt will continue to rise in the euro zone.

The uncertainty seems to be dampening consumer confidence and companies’ willingness to invest. Despite this, the housing market continues its gradual recovery.

The trade war has magnified the unusual volatility in stock market prices. In many markets, the early-year rise in stock prices was wiped out as Q1 ended: in late March, the global equity index was 2.1% lower than at the end of 2024. European share markets defied this trend, rising by 5.2% after the year-end; the Nasdaq Helsinki closed 4.2% higher.

OP Financial Group performed well, despite the turbulence in capital markets

Regardless of the challenging business environment, OP Financial Group’s profitability remained high and its operating profit was EUR 423 million. This represents a decrease of 31% compared to the same period in 2024. Our strong profit performance will enable us to continue providing outstanding benefits for our more than 2.1 million owner-customers in 2025. This year again, we will use benefits to help ease the strain on households in economically challenging times. We will pay 40% extra (compared to the normal level of 2022) on OP bonuses earned in 2025 and will not charge our owner-customers monthly fees for daily services throughout the year. Together, these benefits will add up to more than EUR 400 million in value for our owner-customers. Being customer-owned, OP Financial Group will continue to share its financial success through a range of financial and other benefits for owner-customers.

Strong capital adequacy and excellent liquidity provide security in the uncertain and often unpredictable business environment. At the end of March, OP Financial Group’s CET1 ratio was 20.0%, which exceeds the minimum regulatory requirement by 6.9 percentage points. OP Financial Group is one of the most financially solid large banks in Europe. Furthermore, our liquidity remained excellent. Strong capital adequacy, excellent liquidity and broad trust among customers and other stakeholders are vital for banks and insurance companies, particularly in these uncertain times. All of these are in excellent shape at OP Financial Group.

Income from OP Financial Group’s business operations was EUR 989 million in January–March, which was 17% less year-on-year. In particular, net interest income fell by 11% due to decreases in market rates. Net commissions and fees were at the same level year-on-year.

The insurance service result was a EUR 2 million profit, compared to a EUR 10 million loss for Q1 in 2024. This was due to a more favourable claims trend than a year earlier, although the insurance service result for this year’s Q1 was weighed down by growing operating expenses and the poor profitability of health insurance.

Due to turbulence in the markets, income from investment activities was modest at EUR 19 million, compared to EUR 151 million at the end of March last year.

Totalling EUR 590 million, OP Financial Group’s expenses were higher by 10% year-on-year, mainly due to rising personnel costs and higher investments in ICT development. At 60%, OP Financial Group’s cost-income ratio clearly deteriorated compared to Q1 2024.

Of the three business segments, the best performer was Corporate Banking, which had an operating profit of EUR 145 million in January–March, a year-on-year increase of 13%. Despite a 23% decrease, Retail Banking’s operating profit of EUR 291 million was also a good performance. The segment was particularly affected by falling market rates: net interest income decreased by 17%. Due to a poor investment result, the Insurance segment recorded a EUR 14 million operating loss. This compares to the segment’s operating profit of EUR 118 million for Q1 in 2024.

Both deposit and loan volumes are growing – impairment loss on receivables was exceptionally positive

The deposit portfolio grew by 5% year-on-year, total deposits being EUR 77.5 billion at the end of March. OP Financial Group’s market share of deposits has been growing markedly over the last couple of years.

Moreover, its loan portfolio, which grew by around 1% year-on-year, was EUR 99.1 billion: with this, the Group held onto its position as Finland’s leading provider of home loans. The home loan market has shown signs of recovery in recent months: for example, the euro amount of new home loans granted by OP Financial Group in March 2025 was 28% higher than in March 2024. OP’s home loan customers have continued to repay their loans diligently and on schedule. The number of loan modification applications was lower than in the same period in 2024. Year-on-year, the number of corporate loans under special monitoring declined.

The ratio of non-performing exposures to the loan and guarantee portfolio decreased to 2.5%. Exceptionally, reversals of impairment loss on receivables totalled EUR 24 million in January–March, compared to EUR -39 million recognised for Q1 a year earlier.

Savings and investments are growing strongly – OP First Investment for babies incentivises long-term investment

Alongside our aim to coach our customers in making better financial choices, we have focused on making personal financial management easier for them, while enabling and supporting long-term saving and investing. Wealth management is one of our growth focus areas and we aim to make a clear growth leap in this business activity. Despite the volatility on stock markets, our customers retained a strong interest in securing their financial futures and accumulating wealth.

Customers were interested in systematically investing in funds – they made almost 57,000 new systematic investment agreements with us, which is a 22% increase compared to Q1 in 2024. There are already more than 1.4 million OP mutual fund unitholders. In addition, the number of active equity investors grew by 34%. Reaching almost EUR 94 billion in value, investment assets managed by OP Financial Group grew by 6% compared to January–March 2024.

OP Financial Group member cooperative banks will make an OP First Investment donation – a EUR 100 investment in the OP-World Index fund – to every baby born in Finland this year. The wellbeing of children and youths is one of OP’s values and part of its approach to corporate responsibility. With OP First Investment, we want to encourage families to engage in systematic, long-term saving and investment. Based on last year’s figures, the estimated aggregate value of OP First Investment donations may exceed EUR 4.3 million. OP First Investment can be received from May 2025, when it will become available for babies born in 2025 (including those born before May).

The mild winter had a positive impact on claims, but health insurance claims expenditure continued to grow considerably

Pohjola Insurance’s premiums written grew by 1% compared to the first quarter of last year. Premiums written grew by more than 8% regarding personal customers, but decreased by 2% in the case of corporate customers.

Pohjola Insurance’s claims expenditure fell by 16% year-on-year. Due to the mild winter, building claims were 36% down and compensation paid for vehicle claims was 2% lower than for Q1 in 2024. On the other hand, health insurance compensation grew by 14% compared to the first three months of last year.

Compensation was paid for a total of 94% of all claims, which was the same level as a year earlier.

Use of digital services is still growing – phone number-based payment is becoming more versatile

Use of digital services grew substantially again. Our personal and corporate customers increasingly use digital channels for banking and insurance. OP-mobile was logged into more than 60 million times in March. The app already has more than 1.7 million active users. Use of OP Aina – which was launched in June last year as a personal assistant for customers using OP-mobile – grew in the first quarter to 1.5 million service interactions. We use OP Aina to provide customers with services that are even more personalised than before and continuously available.

Siirto Brand Oy, a joint venture between OP and Nordea, began operating: the company provides Finnish solutions for easy and secure payment. With just a phone number, users can make payments to friends or online stores, and a feature for ordering recurring or single e-invoices is planned. These services will expand opportunities to make account-based payments in Finland. Siirto already has 1.5 million registered users.

A historically large structural change is underway among OP cooperative banks

New plans were published during the first quarter for mergers between OP cooperative banks around Finland. The mergers announced and decided so far will reduce the number of OP cooperative banks from 93 at the end of 2024 to 54 by the end of 2025. In addition, several projects (both published and unpublished) for mergers between OP cooperative banks are being planned.

Key drivers of mergers between OP cooperative banks include ensuring that they can provide the most comprehensive, highest quality banking services possible in their operating regions, while keeping pace with the increase in banking regulations.

In uncertain times, we need pioneers that point the way to futures filled with hope

OP Financial Group is in excellent shape to support customers in various ways in the uncertain business environment. We want to be a pioneer pointing the way to futures filled with hope in Finnish society – we will pursue this objective through a number of measures this year. An example is our new partnership with the Hive coding school, through which we aim to promote work-based immigration and the training of people from diverse backgrounds for high-level roles in IT. The future success and wellbeing of Finland and its people depend on stepping up work-based immigration and solving the challenges posed by the ageing of society, as Finland’s working-age population decreases.

My warm thanks to all our customers for the trust they showed in OP Financial Group in early 2025. We aim to continue being worthy of the confidence you place in us. I would also like to thank our employees and governing bodies for their excellent work in the first quarter of 2025.

Timo Ritakallio
President and Group CEO

January–March

OP Financial Group’s operating profit was EUR 423 million (618), down by 31.4% or EUR 194 million year on year. Income from customer business (net interest income, net commissions and fees and insurance service result) decreased by a total of 7.2% to EUR 839 million (904). The cost/income ratio weakened to 59.7% (45.0). New OP bonuses accrued to owner-customers increased by 7.6% to EUR 81 million.

As a result of lower market interest rates, net interest income decreased by 11.0% to EUR 631 million. Net interest income reported by the Retail Banking segment decreased by 16.9% to EUR 464 million and that by the Corporate Banking segment decreased by 0.5% to EUR 165 million. OP Financial Group’s loan portfolio grew by 0.7% to EUR 99.1 billion while deposits grew by 5.4% to EUR 77.5 billion, year on year. Household deposits increased by 4.1% year on year, to EUR 49.0 billion. New loans drawn down by customers during the reporting period totalled EUR 6.1 billion (4.5).

Impairment loss on receivables reversed came to EUR 24 million (-39). Final credit losses totalled EUR 16 million (12). At the end of the reporting period, loss allowance was EUR 784 million (824), of which management overlay accounted for EUR 58 million (77). Non-performing exposures decreased, accounting for 2.5% (3.0) of total exposures. Impairment loss on loans and receivables accounted for -0.10% (0.15) of the loan and guarantee portfolio.

Net commissions and fees grew by 0.4% to EUR 206 million. Owner-customers’ use of daily banking services has been free of monthly charges since October 2023. Net commissions and fees for payment transfer services increased by EUR 3 million to EUR 58 million, and those for mutual funds by EUR 2 million to EUR 46 million.

The insurance service result was EUR 2 million (-10). Insurance service result includes EUR 142 million (129) in operating expenses. Non-life insurance net insurance revenue, including the reinsurer’s share, decreased by 1.1% to EUR 419 million. Net claims incurred after the reinsurer’s share decreased by 15.8% to EUR 287 million. The combined ratio reported by non-life insurance improved to 99.5% (108.9).

Investment income (net investment income, net insurance finance expenses and income from financial assets held for trading) decreased by a total of 87.5% to EUR 19 million. Investment income decreased as a result of the decrease in the value of equity investments and notes and bonds in particular. Net investment income together with net finance income describe investment profitability in the insurance business. The combined return on investments at fair value of OP Financial Group’s insurance companies was -1.1% (2.0).

Net income from financial assets recognised at fair value through profit or loss, or notes and bonds, shares and derivatives, totalled EUR -448 million (744). Net income from investment contract liabilities totalled EUR 184 million (-359). Net insurance finance expenses totalled EUR 229 million (-250).

In banking, net income from financial assets held for trading came to EUR 53 million (8) as a result of changes in the value of derivatives.

Other operating income totalled EUR -11 million (9). A EUR 23 million valuation adjustment in patient insurance policies with full risk for own account decreased other operating income.

Total expenses grew by 10.0% to EUR 590 million. Personnel costs rose by 9.4% to EUR 280 million. The increase was affected by headcount growth and pay increases. OP Financial Group’s personnel increased by more than 800 year on year. The number of employees increased in areas such as sales, customer service, service development, risk management and compliance. Depreciation/amortisation and impairment loss on PPE and intangible assets decreased by 4.1% to EUR 32 million. Other operating expenses increased by 12.4% to EUR 278 million. ICT costs totalled EUR 139 million (123). Development costs were EUR 101 million (83) and capitalised development expenditure EUR 13 million (14). Charges of financial authorities were EUR 1 million (1). The EU’s Single Resolution Board (SRB) does not collect stability contributions from banks for 2025.

At EUR 73 million (69), OP bonuses for owner-customers are included in earnings and are divided under the following items based on their accrual: EUR 33 million (35) under interest income, EUR 22 million (19) under interest expenses, EUR 13 million (11) under commission income from mutual funds, and EUR 4 million (4) under the insurance service result.

Income tax amounted to EUR 85 million (125). The effective tax rate for the reporting period was 20.1% (20.3). Comprehensive income after tax totalled EUR 362 million (509).

OP Financial Group’s equity amounted to EUR 18.2 billion (18.1). Equity included EUR 3.1 billion (3.3) in Profit Shares, terminated Profit Shares accounting for EUR 0.2 billion (0.4).

OP Financial Group’s funding position and liquidity are strong. The Group’s LCR was 202% (193) and NSFR was 129% (129).

OP Cooperative’s Annual Cooperative Meeting

On 9 April 2025, OP Cooperative held its Annual Cooperative Meeting which elected members of the Supervisory Council, the auditor and the sustainability reporting assurer.

The Supervisory Council comprises 36 members. The Annual Cooperative Meeting re-elected the following members to the Supervisory Council who were due to resign: Managing Director Jouni Hautala, Lawyer Taija Jurmu, Managing Director Pekka Lehtonen, Vicar Toivo Loikkanen, Managing Director Kari Mäkelä, Chair of the Board of Directors Annukka Nikola, Managing Director Ulf Nylund, Managing Director Teemu Sarhemaa and Managing Director Ari Väänänen.

New Supervisory Council members elected were entrepreneur Erkki Haavisto, Managing Director Sanna Metsänranta, Managing Director Pertti Purola, Product Manager Sanna Tefke, Director of Rural Administration Hannu Tölli and Managing Director Mikko Vepsäläinen.

At its reorganising meeting on 9 April 2025, the Supervisory Council elected the Chairs of the Supervisory Council. Chair of the Board of Directors Annukka Nikola was elected as Chair and Lawyer Taija Jurmu and Managing Director Ari Väänänen as Vice Chairs of the Supervisory Council.

The Annual Cooperative Meeting elected PricewaterhouseCoopers Oy, an audit firm, to act as auditor for the financial year 2025, with APA Lauri Kallaskari as the chief auditor.

The Annual Cooperative Meeting elected PricewaterhouseCoopers Oy, a sustainability audit firm, to assure OP Financial Group’s sustainability reporting for the financial year 2025, with Tiina Puukkoniemi, ASA, acting as the chief authorised sustainability auditor.

Outlook

OP Financial Group’s operating profit for 2025 is expected to be at a good level but lower than that for 2023 and 2024.

The most significant uncertainties affecting OP Financial Group’s earnings performance are associated with developments in the business environment, changes in the interest rate and investment environment, and developments in impairment loss on receivables. Forward-looking statements in this Interim Report expressing the management’s expectations, beliefs, estimates, forecasts, projections and assumptions are based on the current view on developments in the economy, and actual results may differ materially from those expressed in the forward-looking statements.

Press conference

OP Financial Group’s financial performance will be presented to the media by the President and Group Chief Executive Officer Timo Ritakallio in a press conference on 7 May 2025 at 11am at Gebhardinaukio 1, Vallila, Helsinki. Media enquiries: OP Corporate Communications, tel. +358 10 252 8719, viestinta@op.fi

OP Corporate Bank plc and OP Mortgage Bank plc will publish their own interim reports.

Schedule for 2025 Interim Reports and Half-year Financial Report:

Half-year Financial Report 1 January–30 June 2025	30 July 2025
Interim Report 1 January–30 September 2025	28 October 2025
OP Amalgamation Pillar 3 Disclosures 31 March 2025	Week 19
OP Amalgamation Pillar 3 Disclosures 30 June 2025	Week 33
OP Amalgamation Pillar 3 Disclosures 30 September 2025	Week 45

Helsinki, 7 May 2025

OP Cooperative
Board of Directors

Additional information:

Timo Ritakallio, President and Group Chief Executive Officer, tel. +358 (0)10 252 4500
Mikko Timonen, Chief Financial Officer, tel. +358 (0)10 252 1325
Piia Kumpulainen, Chief Communications Officer, tel. +358 10 252 7317

DISTRIBUTION

Nasdaq Helsinki Ltd
Euronext Dublin (Irish Stock Exchange)
London Stock Exchange
Major media
op.fi

OP Financial Group is Finland’s largest financial services group, with more than two million owner-customers and over 14,000 employees. We provide a comprehensive range of banking and insurance services for personal and corporate customers. OP Financial Group consists of OP cooperative banks, its central cooperative OP Cooperative, and the latter’s subsidiaries and affiliates. Our mission is to promote the sustainable prosperity, security and wellbeing of our owner-customers and operating region. Together with our owner-customers, we have been building Finnish society and a sustainable future for 120 years now. www.op.fi

The MIL Network –

May 7, 2025

MIL-OSI: Cybernet and Nokia redefine Pakistan’s network landscape with 1.2T-per-lambda backbone
Source: GlobeNewswire (MIL-OSI)

Press Release
Cybernet and Nokia redefine Pakistan’s network landscape with 1.2T-per-lambda backbone
- Cybernet has selected Nokia’s innovative 1830 Global Express (GX) platform with integrated optical line system capabilities and ICE7 coherent optics.
- Cybernet’s new network will provide connectivity services to over 25 cities across Pakistan.
- The Nokia solution will help Cybernet meet growing customer bandwidth demands with high-capacity services at market-competitive cost and power per bit.
7 May 2025

Espoo, Finland – Nokia today announced that Cybernet, Pakistan’s leading fiber broadband provider, has chosen Nokia’s cutting-edge optical transport solution for its new long-haul Optical Fiber Cable (OFC) network. Designed to deliver 1.2 terabits per second (Tbps) per wavelength, this next-generation infrastructure will power Cybernet’s national backbone. The network will connect over 25 cities in its initial phase and deliver more than 50 Tbps of long-haul capacity.

This deployment will support data center interconnect, enterprise and carrier networks, as well as Cybernet’s flagship consumer broadband service, StormFiber.

Cybernet provides comprehensive connectivity solutions across Pakistan, serving enterprise, corporate, and residential customers, in addition to offering carrier and transit services to international telecom operators. To support its growing data demands and build a terabit-scale infrastructure, Cybernet is deploying Nokia’s 1830 GX platform, integrated with 1.2T ICE7 coherent optics. The new network will expand capacity along resilient, diverse routes and enable a high-speed, low-latency terrestrial backbone that spans the entire country.

In addition to connecting cities and communities through Cybernet’s digital highways, the new backbone will also support cross-border transit services for carriers and internet service providers in Central Asia. By delivering scalable, high-capacity services at globally competitive rates, this initiative will ultimately accelerate Pakistan’s digital transformation and foster regional connectivity.

“By enhancing our network with cutting-edge technology, we’re able to keep pace with our customers’ rapidly evolving connectivity needs and deliver a superior end-user experience. Nokia is a trusted technology leader with the expertise and innovation to support our modernization goals. The 1830 GX-based solution will form the foundation for high-capacity services connecting Pakistan—and the region—to the global digital economy,” said Maroof Ali Shahani, Chief Operating Officer of Cybernet.

“Deploying state-of-the-art optical solutions ensures networks are not just keeping pace with, but even staying ahead in the race to meet surging bandwidth demands. As Cybernet prepares to modernize its network infrastructure, Nokia is proud to be helping transform Pakistan’s connectivity landscape with a 1.2T backbone, seamlessly interconnecting data centers, powering government networks, and delivering direct-to-home services,” said James Watt, Senior Vice President and General Manager, Optical Networks at Nokia.

Multimedia, technical information and related news
Product Page: ICE7 1.2Tb/s high-performance coherent optics

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

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

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

About Cybernet

Cybernet is a leading fixed-line telecommunications provider in Pakistan with over 25 years of experience delivering high-quality connectivity solutions. Operating the country’s largest and most resilient FTTX network, Cybernet serves enterprise, carrier, and residential customers nationwide. It has international points of presence in France, the UAE, Oman, Singapore, and Hong Kong. Its service portfolio includes Carrier Ethernet, IPLC, DIA, MPLS, IP Transit, Wholesale Voice, Peering, cross-border and submarine transit capacities, as well as cloud and carrier-grade hosting. Cybernet is also the parent company of StormFiber, a fast-growing fiber broadband provider active in over 25 cities across Pakistan. Through sustained investment in infrastructure and innovation, Cybernet is helping to shape the future of Pakistan’s digital ecosystem.

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

Follow us on social media
LinkedIn X Instagram Facebook YouTube

The MIL Network –
May 7, 2025

MIL-OSI: Agillic releases Q1 2025 financial results: YoY, ARR from subscriptions is up 4%, EBITDA is up DKK 0.2 million, and cash flow from operations improved by DKK 1.9 million

Source: GlobeNewswire (MIL-OSI)

Announcement no. 08 – Copenhagen, 7 May 2025 – Agillic A/S

ARR from subscriptions increased by 4% in Q1 2025 vs. Q1 2024 due to new clients and stabilisation of churn. Agillic expects growth from both existing clients and new clients in 2025.

Total revenue decreased by 1% in Q1 2025 YoY due to lower revenue following last year’s high churn level. Total revenue is expected to increase in 2025 as per 2025 guidance.

EBITDA increased by 20% in Q1 2025 vs. Q1 2024. The increase is driven by reduced employee costs following the organisational changes in Q4 2024.

Cash flow from operations was DKK 1.9 million in Q1 2025, an increase of DKK 1.9 million YoY. The improved cash flow derives from a positive development in working capital.

Key financial and SaaS highlights
(DKK million)

Income statement	Q1 2025	Q1 2024	Change	YTD 2025	YTD 2024	Change
Revenue subscriptions	12.6	12.6	0%	12.6	12.6	0%
Revenue transactions	2.1	2.2	-5%	2.1	2.2	-5%
Total revenue	14.7	14.8	-1%	14.7	14.8	-1%
Gross profit	12.0	12.3	-2%	12.0	12.3	-2%
Gross margin	82%	83%	–	82%	83%	–
Other operating income	0.0	0.2	-100%	0.0	0.2	-100%
Employee costs	-7.6	-8.6	12%	-7.6	-8.6	12%
Operational costs	-3.6	-3.3	-9%	-3.6	-3.3	-9%
EBITDA	0.8	0.6	20%	0.8	0.6	20%
Net profit	-3.0	-3.4	11%	-3.0	-3.4	11%

Financial position
Cash	5.2	7.2	-28%	5.2	7.2	-28%
Cash flow from operations	1.9	0.0	–	1.9	0.0	–

ARR subscriptions
ARR	54.4	52.2	4%	54.4	52.2	4%
Change in ARR	2.2	-2.0	–	2.2	-2.0	–
Change in ARR %	4%	-4%	–	4%	-4%	–

Financial guidance 2025 (announced on 6 February 2025, unchanged)

Revenue	DKK 60-63 million
EBITDA	DKK 5-8 million
ARR subscriptions	DKK 56-60 million

For further information, please contact:
Christian Samsø, CEO
+45 24 88 24 24
christian.samsoe@agillic.com

Jack Sørensen, CFO
+45 53 88 61 48
jack.soerensen@agillic.com

Certified Adviser
HC Andersen Capital
Pernille Friis Andersen

Disclaimer
The forward-looking statements regarding Agillic’s future financial situation involve factors of uncertainty and risk. which could cause actual developments to deviate from the expectations indicated. Statements regarding the future are subject to risks and uncertainties that may result in considerable deviations from the presented outlook. Furthermore, some of these expectations are based on assumptions regarding future events, which may prove incorrect. Please also refer to the overview of risk factors in the ‘risk management’ section of the annual report.

About Agillic A/S
Agillic (Nasdaq First North Growth Market Denmark: AGILC) is a Danish software company offering brands a platform through which they can work with data-driven insights and content to create, automate and send personalised communication to millions. Agillic is headquartered in Copenhagen, Denmark. For further information, please visit www.agillic.com

Attachment

Agillic Company Announcement no. 08-2025

The MIL Network –

May 7, 2025

MIL-OSI: CREDIT AGRICOLE S.A. ANNOUNCES REDEMPTION OF EUR 750,000,000 Subordinated Fixed Rate Resettable Notes issued on June 5, 2020 (ISIN: FR0013516184)
Source: GlobeNewswire (MIL-OSI)

Montrouge, May 7, 2025

CREDIT AGRICOLE S.A. ANNOUNCES REDEMPTION OF

EUR 750,000,000 Subordinated Fixed Rate Resettable Notes issued on June 5, 2020 (ISIN: FR0013516184)*

Crédit Agricole S.A. (the “Issuer”) announces today the redemption (the “Redemption”) with effect on June 5, 2025 (the “Redemption Date”) of all of its outstanding EUR 750,000,000 Subordinated Fixed Rate Resettable Notes issued on June 5, 2020 (ISIN: FR0013516184) (the “Notes”) pursuant to Condition 6(e) (Redemption at the Option of the Issuer) of the terms and conditions of the Notes (the “Terms and Conditions”) included in the base prospectus dated April 9, 2020, which was granted the visa n°20-136 by the Autorité des marchés financiers on April 9, 2020 (as further amended and supplemented, the “Base Prospectus”) at the outstanding nominal amount thereof, together with any accrued interest thereon (the “Redemption Amount”).

On the Redemption Date, the Redemption Amount shall become due and payable and, in accordance with Condition 5(h) (Accrual of Interest) of the Terms and Conditions, unless the Redemption Amount is improperly withheld or refused, each Note shall cease to bear interest on the Redemption Date.

The terms and modalities of the Redemption are set out in the notice to the holders of the Notes appended to this press release.

For further information on Crédit Agricole S.A., please see Crédit Agricole S.A.’s website: https://www.credit-agricole.com/en/finance.

DISCLAIMER

This press release does not constitute an offer to buy or the solicitation of an offer to sell the Notes in the United States of America, Canada, Australia or Japan or in any other jurisdiction. The distribution of this press release in certain jurisdictions may be restricted by law. Persons into whose possession this announcement comes are required to inform themselves about, and to observe, any such restrictions.

No communication or information relating to the redemption of the Notes may be distributed to the public in a country where a registration obligation or an approval is required. No action has been or will be taken in any country where such action would be required. The redemption of the Notes may be subject to specific legal and regulatory restrictions in certain jurisdictions; Crédit Agricole S.A. accepts no liability in connection with a breach by any person of such restrictions.

This press release is an advertisement; and none of this press release, any notice or any other document or material made public and/or delivered, or which may be made public and/or delivered to the holders of the Notes in connection with the redemption of the Notes is or is intended to be a prospectus for the purposes of Regulation (EU) 2017/1129 of the European Parliament and of the Council dated 14 June 2017 (as amended, the “Prospectus Regulation”). No prospectus will be published in connection with the redemption of the Notes for the purposes of the Prospectus Regulation.

This press release does not, and shall not, in any circumstances, constitute an offer to the public of Notes by Crédit Agricole S.A. nor an invitation to the public in connection with any offer in any jurisdiction, including France.

* The ISIN number is included solely for the convenience of the holders of the Notes. No representation is being made as to the correctness or accuracy of the ISIN number as contained herein.

CRÉDIT AGRICOLE S.A. PRESS CONTACT

Alexandre Barat + 33 1 57 72 12 19 alexandre.barat@credit-agricole-sa.fr
Olivier Tassain + 33 1 43 23 25 41 olivier.tassain@credit-agricole-sa.fr

Find our press release on: www.credit-agricole.com – www.creditagricole.info

Crédit_Agricole Groupe Crédit Agricole créditagricole_sa

Attachment
- CASA – Tier 2 call June 2025 – Press release
The MIL Network –
May 7, 2025
MIL-OSI Economics: State of ransomware in 2025

Source: Securelist – Kaspersky

Headline: State of ransomware in 2025

Global ransomware trends and numbers

With the International Anti-Ransomware Day just around the corner on May 12, Kaspersky explores the ever-changing ransomware threat landscape and its implications for cybersecurity. According to Kaspersky Security Network data, the number of ransomware detections decreased by 18% from 2023 to 2024 – from 5,715,892 to 4,668,229. At the same time, the share of users affected by ransomware attacks increased by 0.02 p.p. to 0.44%. This smaller percentage compared to other cyberthreats is explained by the fact that attackers often don’t distribute this type of malware on a mass scale, but prioritize high-value targets, which reduces the overall number of incidents.

That said, if we look at incidents at organizations requiring immediate incident response services that were mitigated by Kaspersky’s Global Emergency Response Team (GERT), we’ll see that 41.6% of them were related to ransomware in 2024, compared to 33.3% in 2023. Targeted ransomware is likely to remain the primary threat to organizations around the world for the foreseeable future.

Below are some of the global trends that Kaspersky observed with ransomware in 2024.

Ransomware-as-a-Service (RaaS) dominance

The RaaS model remains the predominant framework for ransomware attacks, fueling their proliferation by lowering the technical barrier for cybercriminals. In 2024, RaaS platforms like RansomHub thrived by offering malware, technical support and affiliate programs that split the ransom (e.g., 90/10 for affiliates/core group). This model enables less-skilled actors to execute sophisticated attacks, contributing to the emergence of multiple new ransomware groups in 2024 alone. While traditional ransomware still exists, the scalability and profitability of RaaS make it the primary engine, with platforms evolving to include services such as initial access brokering and data exfiltration, ensuring its dominance into 2025.

Some groups continue to go cross-platform, while Windows remains the primary target

Many ransomware attacks still target Windows-based systems, reflecting the operating system’s widespread use in enterprise environments. The architecture of Windows, combined with vulnerabilities in software such as Remote Desktop Protocol (RDP) and unpatched systems, makes it a prime target for ransomware executables. In recent years, however, some attackers have diversified, with groups like RansomHub and Akira developing variants for Linux and VMware systems, particularly in cloud and virtualized environments. While Windows remains the epicenter, the growing focus on cross-platform ransomware signals a shift toward exploiting diverse infrastructures, especially as organizations adopt hybrid and cloud setups. This is not a new trend, and we expect it to persist in the coming years.

Overall ransomware payments down, average ransom payment up

According to Chainalysis, ransomware payments dropped significantly in 2024 to approximately $813.55 million, down 35% from a record $1.25 billion in 2023. On the other hand, Sophos reports that the average ransom payment surged from $1,542,333 in 2023 to $3,960,917 in 2024, reflecting a trend of targeting larger organizations with higher demands. This report also highlights that more organizations paid ransoms to get their data back, although other reports indicate that fewer organizations paid ransoms than in 2023. For example, according to Coveware, a company that specializes in fighting ransomware, the payment rate hit a record low of 25% in Q4 2024, down from 29% in Q4 2023, driven by law enforcement crackdowns, improved cybersecurity and regulatory pressures discouraging payments.

While encryption remains a core component of many ransomware attacks, the primary goal for some groups has shifted or expanded beyond locking data

In 2024, cybercriminals increasingly prioritized data exfiltration alongside, or sometimes instead of, encryption, focusing on stealing sensitive information to maximize leverage and profits or even extending threats to third parties such as customers, partners, suppliers, etc. Encryption is still widely used, but the rise of double and triple extortion tactics shows a strategic pivot. RansomHub and most modern ransomware groups often combine encryption with data theft, threatening to leak or sell stolen data if a ransom is not paid, making exfiltration a critical tactic.

Dismantled or disrupted ransomware actors in 2024

Several major ransomware groups faced significant disruptions in 2024, though the ecosystem’s resilience limited the long-term impact. LockBit, responsible for 27.78% of attacks in 2023, was hit hard by Operation Cronos in February 2024, with law enforcement seizing its infrastructure, arresting members and unmasking its leader, Dmitry Khoroshev. However, despite these efforts, LockBit relaunched its operations and remained active throughout 2024.

ALPHV/BlackCat, another prolific group, was dismantled after an FBI operation in December 2023, though affiliates migrated to other groups such as RansomHub. The Radar/Dispossessor operation was disrupted by the FBI in August 2024, and German authorities seized 47 cryptocurrency exchanges linked to ransomware laundering. Despite these takedowns, groups like RansomHub and Play quickly filled the void, underscoring the challenge of eradicating ransomware networks. However, according to the latest research, the RansomHub group presumably paused their operations as of April 1, 2025.

Some groups disappear, others pick up their work

When ransomware groups disband or disappear, their tools, tactics and infrastructure often remain accessible in the cybercriminal ecosystem, allowing other groups to adopt and enhance them. For example, groups like BlackMatter or REvil, after facing pressure from law enforcement, saw their code and methods reused by successors like BlackCat, which in turn was followed by Cicada3301. Disappearing groups may also sell their source code, exploit kits or affiliate models on dark web forums, enabling emerging or existing gangs to repurpose these resources. In addition, malicious tools are sometimes leaked to the internet, as was the case with LockBit 3.0. As a result, many smaller groups or individuals unrelated to the ransomware developers, including hacktivists and low-skilled cybercriminals, get hold of these tools and use them for their own purposes. This cycle of knowledge transfer accelerates the evolution of ransomware as new actors build on proven strategies, adapt to countermeasures, and exploit vulnerabilities faster than defenders can respond. In telemetry, these new groups using old toolkits can be identified as old groups (e.g., LockBit).

Ransomware groups increasingly developing their own custom toolkits

This is done to increase the effectiveness of their attacks and avoid detection. These toolkits often include exploitation tools, lateral movement tools, password attack tools, etc. that are tailored to specific targets or industries. By creating proprietary tools, these groups reduce their reliance on widely available, detectable exploits and maintain control over their operations. This in-house development also facilitates frequent updates to counter defenses and exploit new vulnerabilities, making their attacks more resilient and harder for cybersecurity measures to mitigate.

General vs. targeted ransomware share

Targeted ransomware attacks, aimed at specific organizations for maximum disruption and payout, focus on high-value targets such as hospitals, financial institutions and government agencies, leveraging reconnaissance and zero-day exploits for precision. General ransomware, which spreads indiscriminately via phishing or external devices, often affects smaller businesses or individuals with weaker defenses. The focus on targeted attacks reflects cybercriminals’ preference for larger ransoms, though general ransomware persists due to its low-effort, high-volume potential.

According to Kaspersky research, RansomHub was the most active group executing targeted attacks in 2024, followed by Play.

Each group’s share of victims according to its data leak site (DLS) as a percentage of all reported victims of all groups during the period under review (download)

AI tools used in ransomware development (FunkSec)

FunkSec emerged as a ransomware group in late 2024 and quickly gained notoriety, claiming multiple victims in December alone and outpacing established groups like Cl0p and RansomHub. Operating on a Ransomware-as-a-Service (RaaS) model, FunkSec employs a double extortion tactic that combines data encryption with exfiltration. The group targets sectors such as government, technology, finance and education in countries including India, Spain and Mongolia.

FunkSec is notable for its heavy reliance on AI-assisted tools, particularly in malware development. Its ransomware features AI-generated code with comments that are perfect from a language perspective, suggesting the use of large language models (LLMs) to streamline development and evade detection. Unlike typical ransomware groups that demand millions, FunkSec’s ransoms are unusually low, adopting a high-volume, low-cost approach.

Bring Your Own Vulnerable Driver attacks continue

Bring Your Own Vulnerable Driver (BYOVD) is an increasingly prevalent technique used in ransomware attacks to bypass security defenses and gain kernel-level access on Windows systems.

With BYOVD, attackers deploy a legitimate but vulnerable driver – often digitally signed by a trusted vendor or Microsoft – on a target system. These drivers, which operate at the kernel level (ring 0) with high privileges, contain exploitable flaws that allow attackers to disable security tools, escalate privileges or execute malicious code undetected. By leveraging signed drivers, attackers can evade Windows’ default security checks.

Although BYOVD is an advanced technique, there is a range of open-source tools like EDRSandblast and Backstab that lower the technical barriers and simplify such attacks. According to the Living Off The Land Drivers (LOLDrivers) project, hundreds of exploitable drivers are known, highlighting the scale of the problem. Attackers continue to find new vulnerable drivers, and tools like KDMapper allow mapping of unsigned drivers into memory via BYOVD, complicating defenses.

Regional ransomware trends and numbers

Share of users whose computers were attacked by crypto-ransomware, by region. Data from Kaspersky Security Network (download)

In the Middle East and Asia-Pacific regions, ransomware affected a higher share of users due to rapid digital transformation, expanding attack surfaces and varying levels of cybersecurity maturity. Enterprises in APAC were heavily targeted, driven by attacks on infrastructure and operational technology, especially in countries with growing economies and new data privacy laws.

Ransomware is less prevalent in Africa due to lower levels of digitization and economic constraints, which reduce the number of high-value targets. However, as countries like South Africa and Nigeria expand their digital economies, ransomware attacks are on the rise, particularly in the manufacturing, financial and government sectors. Limited cybersecurity awareness and resources leave many organizations vulnerable, though the smaller attack surface means the region remains behind global hotspots.

Latin America also experiences ransomware attacks, particularly in countries like Brazil, Argentina, Chile and Mexico. Manufacturing, agriculture, and retail, as well as critical sectors such as government and energy are targeted, but economic constraints and smaller ransoms deter some attackers. The region’s growing digital adoption is increasing exposure. For example, NightSpire ransomware compromised Chilean company EmoTrans, a logistics company serving key industries in Chile such as mining, agriculture and international trade. The group first appeared in March 2025, and attacked government institutions, manufacturers and other companies in various parts of the world. Like many other groups, NightSpire uses the double extortion strategy and has its own data leak site (DLS).

The Commonwealth of Independent States (CIS) sees a smaller share of users encountering ransomware attacks. However, hacktivist groups like Head Mare, Twelve and others active in the region often use ransomware such as LockBit 3.0 to inflict damage on target organizations. Manufacturing, government, and retail are the most targeted sectors, with varying levels of cybersecurity maturity across the region affecting security.

Europe is confronted with ransomware, but benefits from robust cybersecurity frameworks and regulations that deter some attackers. Sectors such as manufacturing, agriculture, and education are targeted, but mature incident response and awareness limit the scale of attacks. The region’s diversified economies and strong defenses make it less of a focal point for ransomware groups than regions with rapid, less secure digital growth.

For example, RansomHub claimed responsibility for a 2024 attack on Kawasaki’s European offices, disrupting operations across multiple countries. The breach compromised customer and operational data, affecting supply chains for Kawasaki’s motorcycle and industrial products in Europe. The regional impact was significant in countries such as Germany and the Netherlands, where Kawasaki has a strong market presence, highlighting vulnerabilities in Europe’s manufacturing sector.

Change in the share of users whose computers were attacked by crypto-ransomware, by region, 2024 compared to 2023. Data from Kaspersky Security Network (download)

Emerging threats and future outlook

Looking ahead to 2025, ransomware is expected to evolve by exploiting unconventional vulnerabilities, as demonstrated by the Akira gang’s use of a webcam to bypass endpoint detection and response systems and infiltrate internal networks. Attackers are likely to increasingly target overlooked entry points like IoT devices, smart appliances or misconfigured hardware in the workplace, capitalizing on the expanding attack surface created by interconnected systems. As organizations strengthen traditional defenses, cybercriminals will refine their tactics, focusing on stealthy reconnaissance and lateral movement within networks to deploy ransomware with greater precision, making it harder for defenders to detect and respond in time.

Ransomware groups are also likely to escalate their extortion strategies, moving beyond double extortion to more aggressive approaches such as threatening to leak sensitive data to regulators, competitors or the public. The Ransomware-as-a-Service model will continue to thrive, allowing less-skilled actors to launch sophisticated attacks by purchasing access to pre-built tools and exploit kits. Geopolitical tensions may further drive hacktivism and state-sponsored ransomware campaigns targeting critical assets, such as energy grids or healthcare systems, as part of hybrid warfare. Smaller organizations with limited cybersecurity budgets will face heightened risks as attackers exploit their weaker defenses. To adapt, businesses must adopt zero-trust security models, secure IoT ecosystems and prioritize employee training to mitigate phishing and social engineering threats.

The proliferation of large language models (LLMs) tailored for cybercrime will further amplify ransomware’s reach and impact. LLMs marketed on the dark web lower the technical barrier to creating malicious code, phishing campaigns and social engineering attacks, allowing even less-skilled actors to craft highly convincing lures or automate ransomware deployment. As more innovative concepts such as RPA (Robotic Process Automation) and LowCode, which provide an intuitive, visual, AI-assisted drag-and-drop interface for rapid software development, are quickly adopted by software developers, we can expect ransomware developers to use them to automate their attacks as well as new code development, making the ransomware threat even more prevalent.

Recommendations

To effectively counter ransomware in 2025, organizations and individuals must adopt a multi-layered defense strategy that addresses the evolving tactics of groups like FunkSec, RansomHub and others that leverage AI, Bring Your Own Vulnerable Driver (BYOVD) and double extortion.

Prioritize proactive prevention through patching and vulnerability management. Many ransomware attacks exploit unpatched systems, so organizations should implement automated patch management tools to ensure timely updates for operating systems, software and drivers. For Windows environments, enabling Microsoft’s Vulnerable Driver Blocklist is critical to thwarting BYOVD attacks. Regularly scan for vulnerabilities and prioritize high-severity flaws, especially in widely used software like Microsoft Exchange or VMware ESXi, which were increasingly targeted by ransomware in 2024.

Strengthen endpoint and network security with advanced detection and segmentation. Deploy robust endpoint detection and response solutions such as Kaspersky NEXT EDR to monitor for suspicious activity like driver loading or process termination. Network segmentation is equally important – limit lateral movement by isolating critical systems and using firewalls to restrict traffic. Implement a zero-trust architecture that requires continuous authentication for access.

Invest in backups, training and incident response planning. Maintain offline or immutable backups that are tested regularly to ensure rapid recovery without paying a ransom. Backups should cover critical data and systems and be stored in air-gapped environments to resist encryption or deletion. User education is essential to combat phishing, which remains one of the top attack vectors. Conduct simulated phishing exercises and train employees to recognize AI-crafted emails used by FunkSec and others for stealth. Kaspersky GERT can help develop and test an incident response plan to minimize potential downtime and costs.

The recommendation to not pay a ransom remains robust, especially given the risk of unavailable keys due to dismantled infrastructure, affiliate chaos or malicious intent, as seen in the 2024 disruptions. By investing in backups, incident response and preventive measures like patching and training, organizations can avoid funding criminals and mitigate the impact. Kaspersky also offers free decryptors for certain ransomware families. If you get hit by ransomware, check to see if there is a decryptor available for the ransomware family used in your case. Note that even if one isn’t available right now, it may be added later.

MIL OSI Economics –

May 7, 2025
MIL-Evening Report: The Premier League champions have already been crowned but there’s still a lot on the line – mainly money

Source: The Conversation (Au and NZ) – By Ronnie Das, Associate Professor in Data Analytics, The University of Western Australia

The English Premier League (EPL) is one of the most prestigious and widely consumed soccer competitions in the world.

Yet it is also manifestly lopsided when it comes to competitive balance. Only a handful of teams are title contenders each season.

The rest mainly aim to avoid relegation to the second-tier Championship, or strive to qualify for lucrative Europe-wide competitions that run alongside the domestic season.

Despite the dominance of a handful of teams, and this year’s title race already being decided in Liverpool’s favour, there is still major fan interest, even among neutrals.

The reason why is prestige and the financial windfalls for the teams that qualify for European leagues.

Soccer’s uneven playing field

Competitiveness in the Premier League has significantly declined since 1997 due to growing overseas investments.

Super-wealthy investors such as Roman Abramovich and Sheikh Mansour have permanently changed the fortunes of Chelsea and Manchester City, respectively. Since foreign acquisitions, these clubs experienced meteoric rises and dominated the league, and in Manchester City’s case, have enjoyed a near-monopoly on the league title in recent years.

Superior financial backing provides unfair advantages in the player transfer market, wage affordability, and modernising training facilities that domestically funded clubs can’t match.

This is probably a major reason why in 33 years of the EPL’s existence, there have only ever been seven different winners.

This isn’t a unique feature of the English competition.

Among the major European leagues, Barcelona and Real Madrid have combined 18 Spanish La Liga titles since 2004, Bayern Munich has won 15 German Bundesliga championships, and in Italy’s Serie A, Juventus (nine), Inter Milan (seven) and AC Milan (two) have shared the vast majority of titles over the past two decades.

This is an illustration of what economists call industrial concentration – market domination by a small number of organisations.

Normally, a fundamental principle when designing a sports league is the idea that every team should have a chance of winning it.

In US sports, such as the National Basketball Association, this is enshrined within the sport’s rules and governance.

One can argue it has been a long time since there was any such equality in English football.

Despite the criticism, there is still major interest in the Premier League, due mainly to the jostling for European qualification.

Why it’s not all about the title

Liverpool and its fans are still celebrating their title win, which they clinched with four games to spare. The victory, the club’s 20th in top-tier English soccer, equals their arch-rival Manchester United’s record.

The league’s often thrilling relegation battle has also already been decided.

But interest in the league’s final few games is still high because many clubs are jostling for European qualification.

These European-wide competitions are, in descending order of prestige, the Champions League, Europa League and the recently launched Conference League.

Organised by the Union of European Football Associations (UEFA), these competitions bring together the top teams from each major European soccer league to compete against each other.

This year, the top five English clubs (instead of the usual top four) will be offered a confirmed Champions League position. This is due to the collective best performance of English clubs this season in the Champions League.

At the time of writing, there is only a seven-point spread between the six teams still vying for a top-five finish, with three games left to play.

The sixth team in the league table, and the FA Cup winner, also receives the opportunity to join Europe’s second-tier club league tournament, the Europa League.

And the Carabao Cup winner secures a spot in the third-tier Conference League.

With Newcastle United (Carabao Cup winner) and Manchester City (favourite for FA Cup final) likely to finish in the top five Premier League places, the race for Europe is getting more intense with mathematical permutations suggesting up to ten Premier League places may be open to European league qualification.

This means 12 EPL teams are still fighting for every single point.

European qualification delivers enormous financial incentives. For many of the smaller competing clubs, such as Bournemouth, Nottingham Forest and Fulham, this is a once-in-a-generation opportunity.

Money matters

Champions League qualification offers the largest financial rewards, with a €2.467 billion prize pool (A$4.34 billion), and minimum €18.62 million (A$32.7 million) reward per club for participation.

Each victory during the tournament’s league stage also attracts a further €2.1 million (A$3.69 million) performance bonus, and bonuses for qualifying for the knockout stage range from €1 million to €18.5 million (A$1.75 million to $32.4 million) per club, depending on how far they progress.

For Europa League participation, the reward is €4.31 million (A$7.57 million) per team, and €3.17 million (A$5.57 million) for the Conference League.

This money is vital for clubs’ survival, especially as player wages and the transfer market have skyrocketed in recent years.

For example, Manchester City’s Erling Haaland, the highest-paid Premier League player, earns £500,000 (A$1.028 million) per week.

So, having the financial means to purchase top-quality players and sustain a strong team is becoming incredibly difficult for clubs with limited investments and earnings.

For smaller clubs, qualifying for European competition can be a lifeline, which is why there’s still so much interest in the Premier League’s upper mid-table battles – despite Liverpool already being a week into the title celebrations.

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

– ref. The Premier League champions have already been crowned but there’s still a lot on the line – mainly money – https://theconversation.com/the-premier-league-champions-have-already-been-crowned-but-theres-still-a-lot-on-the-line-mainly-money-254700

MIL OSI Analysis – EveningReport.nz –

May 7, 2025
MIL-Evening Report: For 100 years, we have marvelled at planetariums. Here’s a brief history of how humans brought the stars indoors

Source: The Conversation (Au and NZ) – By Martin Bush, Senior Lecturer in History and Philosophy of Science, The University of Melbourne

Ulverstone Planetarium, Hive Tasmania

Picture this: a small audience is quietly ushered into a darkened room. They gasp in awe, as a brilliant night sky shines above. They wonder – as many after them will do – what trickery has made the roof above their heads disappear?

But this is a performance; the stars above an ingenious projection. For the first time a public audience has experienced the spectacle of the opto-mechanical planetarium. The location is the newly opened Deutsches Museum in Munich, built to celebrate science and technology. The date is May 7 1925.

Visualising the heavens

Throughout time, cultures around the world have used the stars to help make sense of the world, to understand where we come from and determine our place in the cosmos.

People have tried to recreate the movements of the stars and planets since antiquity. In the 1700s, the orrery, a clockwork model of the Solar System, was developed. The word “planetarium” was invented to describe orreries that featured the planets.

One room-sized orrery example was built by the self-taught Frisian astronomer Eise Eisinga. It’s still operational today in Franeker, Netherlands.

No human has ever been to the edge of the Solar System to see this view. Orreries, and other mechanical models of the universe like celestial globes, present views from impossible, external perspectives.

Eise Eisinga’s orrery was constructed on a scale of 1mm:1 million km with the pendulum clock that drives the mechanism located in the ceiling above.
Erik Zachte, CC BY-SA

The first planetariums

The desire for a realistic view of the stars and planets, created from a perspective we actually see, gathered pace in the early 20th century as light pollution from growing cities diminished the view of the night sky.

People like Oskar von Miller, first director of the Deutsches Museum in Munich, Germany, wanted to return this vision of the stars and planets to everyone. (Ironically, von Miller’s earlier career was as an electrical engineer, rolling out the city lighting that contributed to light pollution.)

One early attempt to create this view of the night sky was the Atwood Sphere, installed in Chicago in 1913.

Approximately five metres across, it was made of sheet metal perforated with a star map. When viewed from the inside, the light shining through 692 pinholes replicated the Chicago night sky. The whole structure could even be rotated to simulate the motion of the stars.

A realistic display of the stars is one thing. Representing the planets, whose positions in the sky change from night to night, is a different one. Von Miller and others at the Deutsches Museum knew that fixed holes could not represent the complexity of a moving planet.

What if the planets were displayed by projection? If so, couldn’t the stars be projected, as well? With this realisation, a new kind of planetarium was born, borrowing the name from earlier orreries but working in a completely different way.

The task of building such a device was given to the German optical company Carl Zeiss AG. After many setbacks, their first planetarium projector was completed in 1923, with the first performance at the Deutsches Museum a century ago today.

Planetariums were a hit with the public. Within decades, they had spread around the world – the first planetarium in the United States opened in Chicago in 1930, while the first one in Asia opened in Osaka, Japan in 1937. The popularity of planetariums particularly accelerated in the US during the space race of the 1960s.

Australia’s oldest operating planetarium is the Melbourne Planetarium, managed by Museums Victoria since 1965. In Aotearoa New Zealand, Auckland’s Stardome Observatory has been in operation since 1997. The current longest-running planetarium in the southern hemisphere is in Montevideo, Uruguay, operational since 1955.

Changing pace of technology

The opto-mechanical planetarium projector remains a technological wonder of the modern world. Individual plates, perforated with pinholes, are illuminated by a bright central light. Separate lenses focus each projection from one of these star maps to fill the entire dome with about 5,000 stars.

The Sun, Moon and planets have separate projectors driven by gears and rods that mechanically calculate the object’s position in the sky for any time or place.

The Zeiss ZKP-1 star projector was installed at Adelaide Planetarium in 1972.
Adelaide Planetarium

By the 1990s, a digital revolution had begun. With the advent of computers, the positions of the planets could now be calculated digitally. The Melbourne Planetarium became the first digital planetarium in the southern hemisphere when it installed the Digistar II in 1999.

This system, developed by computer graphics company Evans and Sutherland, replaced the multiple lenses of earlier projectors with a fisheye lens. A single beam of light swept across the whole dome so rapidly that it seemed to create a single image – albeit in a bizarre green colour, rendering a starfield of fuzzy green blobs.

The first accurate fly-through of a star field was created by Evans and Sutherland and used as the opening credits of Star Trek II: Wrath of Khan (1982).

The trade-off for a less crisp starfield was a 3D database with more than 9,000 stars. For the first time, planetarium audiences could fly through space, far beyond the edge of the Solar System.

Planetarium technology continues to develop. Today, most planetariums operate through video projection. Known as fulldome, the output from multiple projectors is blended together to create a seamless video, transforming the planetarium into a sophisticated 360-degree theatre.

A still fulldome frame from Melbourne Planetarium’s production Moonbase One, released in 2018.
Museums Victoria

A gateway to the stars

Astronomy has also changed over the last century. Just as Zeiss was completing its first projector, astronomer Edwin Hubble discovered that other galaxies exist beyond our Milky Way galaxy.

The stars shown on the dome in Munich in 1925 turned out to be just a tiny part of the universe that we know today.

Planetariums’ digital systems now incorporate data from telescopes and space agencies around the world. Audiences can fly off Earth, orbit the planets and moons of the Solar System, and explore the billions of known galaxies.

In the planetarium, data from the GAIA spacecraft shows the little Sagittarius Dwarf Galaxy dropping stars like breadcrumbs as it orbits the Milky Way.
Museums Victoria, CC BY-SA

Yet some things have not changed. From orreries and lantern slides to opto-mechanical and digital planetariums, the communication of astronomy has always been about more than just the latest results of science.

The power of the planetarium over the last 100 years has been its ability to evoke wonder and awe. It taps into our enduring fascination with the vast mystery of the night sky.

Tanya Hill works at the Melbourne Planetarium operated by Museums Victoria.

Martin Bush 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. For 100 years, we have marvelled at planetariums. Here’s a brief history of how humans brought the stars indoors – https://theconversation.com/for-100-years-we-have-marvelled-at-planetariums-heres-a-brief-history-of-how-humans-brought-the-stars-indoors-255228

MIL OSI Analysis – EveningReport.nz –

May 7, 2025
MIL-Evening Report: How having no pants in public went from a nightmare to the Met Gala’s hottest fashion trend

Source: The Conversation (Au and NZ) – By Jye Marshall, Lecturer, Fashion Design, School of Design and Architecture, Swinburne University of Technology

While the official theme of the 2025 Met Gala was Superfine: Tailoring Black Style, another trend emerged among those on the red carpet: no pants.

While many might shudder at the thought of wearing their underwear in public, the no-pants trend has picked up steam in recent years, with celebrities such as Kristen Stewart, Kendall Jenner, Bella Hadid, Sydney Sweeney and many more rocking the look.

Lisa’s outfit confuses the internet

Pop singer Sabrina Carpenter and K-pop star Lisa in particular rocked the internet with their pantless outfits at the Met Gala – although the latter has stirred up some controversy.

Social media users were offended by Lisa’s underwear – part of a lacy bodysuit designed by Louis Vuitton – which seems to have an image of civil rights activist Rosa Parks embroidered onto it (although this hasn’t been confirmed), along with a number of other figures.

It’s possible the look wouldn’t seem quite as offensive if the rest of the bodysuit wasn’t concealed by the blazer. Nonetheless, it’s a less successful attempt at marrying the gala’s theme of Black dandyism with one of the hottest trends in fashion right now.

But where exactly does the no-pants trend come from? Is it as “new” as it seems? And do we have Bridget Jones herself to thank?

The modern revival of no pants

The revival of no pants, or mini shorts, marks a shift towards individualism in fashion, and is possibly also leveraging shock value. We’ve seen the trend slowly reemerge since 2022, with celebrity outfits and a series of runway adoptions.

The latest runways have continued to deliver collections with hot pants, mini shorts and simply no pants, including Miu Miu Spring 2024 RTW, Alexander Wang Spring 2025 RTW and Louis Vuitton Spring 2025.

The body positive movement may also be a factor in the way celebrities are expressing themselves. The no-pants trend is a moment to celebrate the legs. It’s also particularly useful for people who are shorter, as it creates the illusion of longer legs by pulling the focus to the torso.

Sabrina Carpenter told Vogue she was specifically advised by Pharrell Williams – Louis Vuitton’s men’s creative director – to not wear pants at the Met Gala due to her short stature.

Back to the origins

While fashion is often seen as frivolous, the way we dress is actually closely linked with cultural, economic and political movements.

Pants for women have a long and complex history. Before the mid-19th century, it was considered unacceptable for women in Western societies to wear bloomers (pants), as this was seen as a threat to male power.

This 1896 satirical cartoon by William H. Walker (1871-1938) shows a navy ship crewed by women.
untitled; William H. Walker Cartoon Collection, MC068, Public Policy Papers, Department of Special Collections, Princeton University Library

The taboo continued up until the early 19th century, with one 1903 men’s magazine presenting a special issue of “bifurcated girls” – that is, women posing in trousers.

And it was only in 2013 that France officially overturned a 200-year-old (unenforced) ban that said women could only wear trousers with permission from the police.

If the no-pants trend seems overtly or subtly transgressive, it is because of the centuries women have spent trying to negotiate how much they can show of their bodies.

Exoticism also has a big role to play in the way women adopted trends to expose their body. In the past, each time women revealed parts of their body they weren’t “supposed to”, they’ve been met with public shock.

As for the no-pants trend, we can probably trace the first contemporary examples of this back to the rise of ballet clothing and dancewear, particularly the leotard, from the 1950s onward.

The workout videos of the 1980s (hello, Jane Fonda) also boosted the popularity of the look.

The fashion life cycle

For women, pants provided practicality and freedom of movement, which was especially important as they took on men’s roles during the first and second world wars. So it’s no surprise womens’ pants became a fashion mainstay.

Other trends, such as going pantless, will usually come into mainstream fashion in one of two ways. Either they trickle down from runways and celebrities, or bubble up from street style or social media.

Trend cycles begin with “innovators” and “early adopters” – the bold among us who are ready to take the risk before others. Research into fashion trends suggests about 1% to 2.5% of the population are innovators who will adopt a style before it gains traction among the public.

Trends will generally die when they hit a point of saturation and people become tired of them. While a trend that’s closer to classic fashion may last ten years, fashion “fads” tend to fizzle out after about one to two years.

Given the Met Gala appearances, I think the no-pants look will be sticking around for at least another year. We can also expect it to dilute as it trickles down into mainstream fashion, which means we might see more mini shorts in stores instead.

Jye Marshall is a member of the Australian Fashion Council and Ethical Clothing Australia Accreditation.

– ref. How having no pants in public went from a nightmare to the Met Gala’s hottest fashion trend – https://theconversation.com/how-having-no-pants-in-public-went-from-a-nightmare-to-the-met-galas-hottest-fashion-trend-255952

MIL OSI Analysis – EveningReport.nz –

May 7, 2025
MIL-Evening Report: COVID is still around and a risk to vulnerable people. What are the symptoms in 2025? And how long does it last?

Source: The Conversation (Au and NZ) – By Meru Sheel, Associate Professor and Epidemiologist, Infectious Diseases, Immunisation and Emergencies (IDIE) Group, Sydney School of Public Health, University of Sydney

Five years ago, COVID was all we could think about. Today, we’d rather forget about lockdowns, testing queues and social distancing. But the virus that sparked the pandemic, SARS-CoV-2, is still circulating.

Most people who get COVID today will experience only a mild illness. But some people are still at risk of severe illness and are more likely to be hospitalised with COVID. This includes older people, those who are immunocompromised by conditions such as cancer, and people with other health conditions such as diabetes.

Outcomes also tend to be more severe in those who experience social inequities such as homelessness. In the United Kingdom, people living in the 20% most deprived areas have double chance of being hospitalised from infectious diseases than those in the least deprived areas.

How many cases and hospitalisations?

In Australia, 58,000 COVID cases have been reported so far in 2025. However, testing rates have declined and not all positive cases are reported to the government, so case numbers in the community are likely much higher.

Latest data from FluCan, a network of 14 hospitals, found 781 people were hospitalised for COVID complications in the first three months of the year. This “sentinel surveillance” data gives a snapshot from a handful of hospitals, so the actual number of hospitalisations across Australia is expected to be much higher.

While deaths are lower than previous years, 289 people died from COVID-related respiratory infections in the first two months of the year.

What can we expect as we head into winter?

We often see an increase in respiratory infections in winter.

However, COVID peaks aren’t just necessarily seasonal. Over the past few years, peaks have tended to appear around every six months.

What are the most common COVID symptoms?

Typical early symptoms of COVID included fever, cough, sore throat, runny nose and shortness of breath. These have remained the most common COVID symptoms across the multiple variant waves.

Early in the pandemic, we realised COVID caused a unique symptom called anosmia – the changed sense of taste or smell. Anosmia lasts about a week and in some cases can last longer.
Anosmia was more frequently reported from infections due to the ancestral, Gamma, and Delta variants but not for the Omicron variant, which emerged in 2021.

However, loss of smell still seems to be associated with some newer variants. A recent French study found anosmia was more frequently reported in people with JN.1.

But the researchers didn’t find any differences for other COVID symptoms between older and newer variants.

Should you bother doing a test?

Yes. Testing is particularly important if you experience COVID-like symptoms or were recently exposed to someone with COVID and are at high-risk of severe COVID. You might require timely treatment.

If you are at risk of severe COVID, you can see a doctor or visit a clinic with point-of-care testing services to access confirmatory PCR (polymerase chain reaction) testing.

Rapid antigen tests (RATs) approved by Australia’s regulator are also still available for personal use.

But a negative RAT doesn’t mean that you don’t have COVID – especially if you are symptomatic.

Read more:
COVID-19 rapid tests still work against new variants – researchers keep ‘testing the tests,’ and they pass

If you do test positive, while you don’t have to isolate, it’s best to stay at home.

If you do leave the house while experiencing COVID symptoms, minimise the spread to others by wearing a well-fitted mask, avoiding public places such as hospitals and avoiding contact with those at higher risk of severe COVID.

How long does COVID last these days?

In most people with mild to moderate COVID, it can last 7–10 days.

Symptomatic people can spread the infection to others from about 48 hours before you develop symptoms to about ten days after developing symptoms. Few people are infectious beyond that.

But symptoms can persist in more severe cases for longer.

A UK study which tracked the persistence of symptoms in 5,000 health-care workers found symptoms were less likely to last for more than 12 weeks in subsequent infections.

General fatigue, for example, was reported in 17.3% of people after the first infection compared with 12.8% after the second infection and 10.8% following the third infection.

Unvaccinated people also had more persistent symptoms.

Read more:
How long are you infectious when you have coronavirus?

Vaccinated people who catch COVID tend to present with milder disease and recover faster. This may be because vaccination prevents over-activation of the innate immune response.

Vaccination remains the best way to prevent COVID

Vaccination against COVID continues to be one of the most effective ways to prevent COVID and protect against it. Data from Europe’s most recent winter, which is yet to be peer reviewed, reports COVID vaccines were 66% effective at preventing symptomatic, confirmed COVID cases.

Most people in Australia have had at least one dose of the COVID vaccine. But if you haven’t, people over 18 years of age are recommended to have a COVID vaccine.

Boosters are available for adults over 18 years of age. If you don’t have any underlying immune issues, you’re eligible to receive a funded dose every 12 months.

Boosters are recommended for adults 65–74 years every 12 months and for those over 75 years every six months.

Adults over 18 years who are at higher risk because of weaker immune systems are recommended to get a COVID vaccine every 12 months and are eligible every six months.

Check your status and eligibility using this booster eligibility tool and you can access your vaccine history here.

A new review of more than 4,300 studies found full vaccination before a SARS-CoV-2 infection could reduce the risk of long COVID by 27% relative to no vaccination for the general adult population.

With ongoing circulation of COVID, hybrid immunity from natural infection supplemented with booster vaccination can help prevent large-scale COVID waves.

Meru Sheel receives funding from National Health and Medical Research Council and Department of Foreign Affairs and Trade. She serves on WHO’s Immunization and Vaccines Related Implementation Research Advisory Committee (IVIR-AC)

– ref. COVID is still around and a risk to vulnerable people. What are the symptoms in 2025? And how long does it last? – https://theconversation.com/covid-is-still-around-and-a-risk-to-vulnerable-people-what-are-the-symptoms-in-2025-and-how-long-does-it-last-253840

MIL OSI Analysis – EveningReport.nz –

May 7, 2025

Category: European Union

Why did India strike now?

A political cost to pay for not acting

Little external mediation to bank on

Chief Constable Amanda Blakeman is National Police Chiefs’ Council lead for volume crime. She said:

Jason Towse, Managing Director, Business Services at Mitie said:

Katy Bourne is Sussex Police & Crime Commissioner and APCC joint lead for Business and Retail Crime. She said:

Policing Minister Dame Diana Johnson said:

Kari Rodgers is UK Retail Director at Primark. She said:

Ben McDonald is Senior Senior Corporate Protection Manager at Morrisons. He said:

Cowardly criminals forced to face victims under flagship Bill

Further information

Share this page

Updates to this page

Why does double glazing work so well?

Standard overseas, rare in Australia

What should be done?

Global ransomware trends and numbers

Ransomware-as-a-Service (RaaS) dominance

Some groups continue to go cross-platform, while Windows remains the primary target

Overall ransomware payments down, average ransom payment up

While encryption remains a core component of many ransomware attacks, the primary goal for some groups has shifted or expanded beyond locking data

Dismantled or disrupted ransomware actors in 2024

Some groups disappear, others pick up their work

Ransomware groups increasingly developing their own custom toolkits

General vs. targeted ransomware share

AI tools used in ransomware development (FunkSec)

Bring Your Own Vulnerable Driver attacks continue

Regional ransomware trends and numbers

Emerging threats and future outlook

Recommendations

Soccer’s uneven playing field

Why it’s not all about the title

Money matters

Visualising the heavens

The first planetariums

Changing pace of technology

A gateway to the stars

Lisa’s outfit confuses the internet

The modern revival of no pants

Back to the origins

The fashion life cycle

How many cases and hospitalisations?

What can we expect as we head into winter?

What are the most common COVID symptoms?

Should you bother doing a test?

How long does COVID last these days?

Vaccination remains the best way to prevent COVID