NewzIntel.com

Category: European Union

  • MIL-OSI: Immediate attention required for LocalBitcoins.com users

    Source: GlobeNewswire (MIL-OSI)

    HELSINKI, Finland, April 29, 2025 (GLOBE NEWSWIRE) — LocalBitcoins.com, a peer-to-peer cryptocurrency trading platform, has ceased its operations. Users who have previously maintained accounts on the platform are strongly advised to promptly check their account balances.

    It is critical to verify if there are any remaining funds in your LocalBitcoins account, unless you have already done so. Should you find a remaining balance, please immediately initiate a withdrawal request to ensure the secure transfer of your assets.

    LocalBitcoins.com emphasizes that users act without delay to safeguard their cryptocurrency holdings.

    For assistance or further information, users should contact LocalBitcoins customer support directly through the website Localbitcoins.com.

    About LocalBitcoins

    Founded in 2013 and headquartered in Helsinki, Finland, LocalBitcoins Oy was a pioneer in the peer-to-peer cryptocurrency space. The company provided a global online marketplace that enabled users to buy and sell Bitcoin directly with one another in a secure and user-friendly environment. The closure of its services was officially announced on February 16, 2023.

    Media contact:
    Nikolaus Kangas, CEO
    nikolaus.kangas@localbitcoins.com

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

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

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/b2c1630a-a2e7-4e3e-bbe2-75a1436990f8

    The MIL Network –

  • MIL-OSI: Subsea7 and SLB OneSubsea awarded EPCI contract for bp’s Ginger project

    Source: GlobeNewswire (MIL-OSI)

    Luxembourg – 29 April 2025 – Subsea 7 S.A. (Oslo Børs: SUBC, ADR: SUBCY) today announced the award of a substantial1 engineering, procurement, construction, and installation (EPCI) contract by bp to Subsea Integration Alliance (SIA) for the Ginger project offshore Trinidad and Tobago.

    The Ginger project is a notable project award under the new global framework agreement between bp and Subsea Integration Alliance partners SLB OneSubsea and Subsea7.

    Building on a long-standing successful relationship, this agreement establishes a new way of working that enables system-level optimisation through increased transparency and early engagement. Further, the framework defines a novel commercial model that effectively aligns incentives for accelerated and maximised value creation among all stakeholders involved, throughout the life of joint projects.

    For the Ginger EPCI project, Subsea7 will supply a diver-installed tie-in system, a flexible production flowline, and associated infrastructure. SLB OneSubsea will deliver four standardised vertical monobore subsea trees and tubing hangers, optimised for speed of delivery and installation. It will also deliver the first high-integrity pressure protection system (HIPPS) manifold in the region, which will unlock considerable safety, efficiency and environmental gains. bp’s Ginger development is located off the southeast coast of the island of Trinidad, at water depths of up to 90 metres.

    Project management and engineering activities will begin immediately at Subsea7’s office in Houston, Texas, with offshore operations scheduled for 2026.

    Craig Broussard, Senior Vice President for Subsea7 for Gulf of Mexico said, “This is a significant project for the region, and one which will benefit from decades of collaboration between bp, Subsea7, and SLB OneSubsea. Our combined expertise and efforts are focused on achieving bp’s goal of first gas in 2026.”

    Olivier Blaringhem, CEO of Subsea Integration Alliance said, “This is an exciting and important project for our novel global framework with bp, which expands our EPCI collaboration to Trinidad and Tobago. Through the capability and agility of our partners Subsea7 and SLB OneSubsea, we provide key assets and expertise to create value for the long-term and deliver the best possible total cost of ownership on the Ginger project.”

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

    *******************************************************************************
    Subsea7 is a global leader in the delivery of offshore projects and services for the evolving energy industry, creating sustainable value by being the industry’s partner and employer of choice in delivering the efficient offshore solutions the world needs.
    Subsea Integration Alliance (SIA) is a strategic global alliance combining the strengths of SLB OneSubsea and Subsea7. Working closely with SIA gives customers unique access to integrated subsea solutions—including field development planning, EPCI contracting models, end-to-end project delivery—and total life cycle solutions.
    Subsea7 is listed on the Oslo Børs (SUBC), ISIN LU0075646355, LEI 222100AIF0CBCY80AH62.

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

    Contact for investment community enquiries:
    Katherine Tonks
    Investor Relations Director
    Subsea7
    Tel +44 20 8210 5568
    ir@subsea7.com

    Contact for media enquiries:
    Ashley Shearer
    Communications Manager
    Subsea7
    Tel +1-713-300-6792
    ashley.shearer@subsea7.com

    Moira Duff
    Director of External Communications
    SLB
    Tel: +1 (713) 375-3407
    Email: media@slb.com

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

    This information is inside information pursuant to the EU Market Abuse Regulation and is subject to the disclosure requirements pursuant to Section 5-12 the Norwegian Securities Trading Act.

    This stock exchange release was published by Katherine Tonks, Investor Relations, Subsea7, on 29 April 2025 at 19:30 CET.

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    The MIL Network –

  • MIL-OSI United Kingdom: Short Term Lets Licensing Statistics, to 31 December 2024

    Source: Scottish Government

    An Official Statistics Publication for Scotland.

    • There were at least 33,952 applications for a short-term licence as of end December 2024. 31,416 of these applications were validated. Not all authorities report applications still to be validated to the Scottish Government as they are not required to.
    • The majority (76%; 25,827) of all applications were received before the 1 October 2023 cut off for existing hosts and operators to apply for a provisional licence to continue operating whilst waiting for a full licence confirmation.
    • The majority (24,315 or 77%) of validated applications relate to secondary letting (i.e. where a non-primary residence is let out), with 3,159 (10%) being for home sharing, 2,338 (7%) for home letting, and 1,604 (5%) for a mixture of home sharing and letting. Similar proportions are reported for licences granted.
    • 27,406 licences or exemptions were in operation as of 31 December 2024. Full licences and renewals accounted for 94% (25,772) of this number and 6% (1,537) were provisional licences pending a final decision. There were 97 temporary licences and exemptions.

    Background

    The full publication is available at Short Term Lets Licensing Statistics, Scotland, to 31 December 2024.

    This statistical publication reports on the operation of the short term lets licensing scheme under the Civic Government (Scotland) Act 1982 (Licensing of Short-term Lets) Order 2022.

    Official statistics are produced in accordance with the Code of Practice for Statistics.

    As advised in our October publication, there was likely to be a revision to the number of validated applications reported in the quarter before the October 2023 cut off for existing operators to apply and continue operation provisionally. As local authorities worked to validate large numbers of applications received. As expected, we report a large revision upwards (from 14,116 to 18,149) for July to September 2023, with smaller revisions in other quarters.

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: £37.3million winter heating help paid to people in Scotland

    Source: Scottish Government

    Over half a million people get payments for winter 2024/2025

    Last winter over half a million children and families across Scotland enjoyed warmer homes after receiving a total of £37.3million towards their heating bills from Social Security Scotland.

    Winter Heating Payment is paid automatically to people who get certain low-income benefits, including households with young children, disabled people or older people. It has replaced the Department for Work and Pensions’ (DWP) Cold Weather Payment in Scotland.

    It is a guaranteed payment that everyone who is eligible receives, no matter what the weather. Cold Weather Payment is only paid if the average temperature falls – or is forecast to fall – to freezing or below for a full week. 

    Child Winter Heating Payment was introduced by the Scottish Government in November 2020 and is only available in Scotland. It is paid once a year to children and young people if they are under 19 years old and get certain benefits.

    The figures, taken from statistics released today (Tuesday 29 April), also show that 95% of Winter Heating Payments were made by December 2024 and 93% of Child Winter Heating Payments were made by October 2024.

    A total of 465,510 Winter Heating Payments, worth £27.3million, were made for 2024/2025, along with 39,590 Child Winter Heating Payments, worth £10million.

     Social Justice Secretary Shirley-Anne Somerville said:

    “We have issued over 505,100 payments to families on low incomes, and those supporting children or young people with a disability, to help with the cost of heating their homes.

    “Many people are struggling with the cost-of-living crisis and higher energy bills. The importance of these payments was brought home to everyone this month with the Energy Price Cap rising by 6.4%. Ofgem estimates that this will add £9.25 a month to the typical household’s energy bill.  

    “This year we will also be providing extra support to pensioners. While the DWP’s Winter Fuel Payment will only be available to some pensioners, Pension Age Winter Heating Payment will provide money to every pensioner household in the country. The Scottish Government will continue to protect pensioners and people on low incomes in Scotland.”

    Background

     Link to the latest statistics:

    Winter Heating Benefits: Statistics for Winter 2024/2025

    Energy price cap will rise by 6.4% from April | Ofgem

    The information for Winter Heating Payments comes from the Department of Work and Pensions (DWP). The last of four data files was received from the DWP in late March 2025.

    Winter Heating Payment is paid automatically to people who were getting any of these benefits during the qualifying week:

    ·      Universal Credit

    ·      Pension Credit

    ·      Income Support

    ·      Income-based Jobseekers Allowance

    ·      Support for Mortgage Interest

    Some restrictions apply for some of these benefits. For example, for those qualifying through Income Support may also have to have a child under 5, a disability premium or a pensioner premium.

    Children and young people in Scotland can get Child Winter Heating Payment if they are under 19 years old and get one of the following qualifying benefits:

    • highest rate of the care component of Child Disability Payment
    • highest rate of the care component of Disability Living Allowance for children
    • enhanced rate of the daily living component of Personal Independence Payment
    • enhanced rate of the daily living component of Adult Disability Payment

    They must be getting this on at least one day in the week starting with the third Monday of September (called the ‘qualifying week’). In 2024, this was Monday 16 September to Sunday 22 September.

    The qualifying week for Winter Heating Payment was Monday 4 November 2024 to Sunday 10 November 2024.

    We will introduce a universal Pension Age Winter Heating Payment in winter 2025/2026 for all pensioner households in Scotland. This universal payment will provide much needed support not available anywhere else in the UK and will support older people across Scotland as we had always intended to do before the UK Government’s decision to cut the payment.

    From winter 2025/26, pensioners in Scotland in receipt of a relevant qualifying benefit, such as Pension Credit, and who will receive payments of £200 or £300 this winter, depending on their age, will continue to receive those payments automatically. Additionally, we will introduce universal payments of £100 to every other pensioner household.

    MIL OSI United Kingdom –

  • MIL-OSI: Credit Agricole Sa: Evolution of Crédit Agricole S.A.’s governance

    Source: GlobeNewswire (MIL-OSI)

    Press release

    Montrouge, 29 April 2025

    Evolution of Crédit Agricole S.A.’s governance

    At Crédit Agricole S.A.’s Board meeting of 29 April 2025 chaired by Dominique Lefebvre, Olivier Gavalda, CEO of Crédit Agricole S.A. as of the 14th of May 2025, presented his future organisation.

    Olivier Gavalda will propose to the Board of Directors following Crédit Agricole S.A. general shareholders’ meeting which will be held the 14th of May 2025, that Jérôme Grivet be appointed as sole Deputy Chief Executive Officer and second executive director of Crédit Agricole S.A.

    As of the 1st of June 2025, the General Management of Crédit Agricole S.A. will be organised around seven divisions, the Corporate Secretary and the control functions.

    Five divisions and the General Secretary will be under the direct supervision of Olivier Gavalda:

    • Universal Retail Banks, bringing together LCL under the responsibility of its CEO, Serge Magdeleine, and Crédit Agricole Italia under the responsibility of its CEO, Hugues Brasseur.
    • International Banking and Services, under the responsibility of Stéphane Priami as Deputy General Manager. This new division will be composed of Crédit Agricole Personal Finance & Mobility, Crédit Agricole Leasing & Factoring, the International Banking Development department and BforBank.
    • Major Clients, gathering Crédit Agricole CIB and CACEIS, under the responsibility of Jean-François Balaÿ, CEO of Crédit Agricole CIB.
    • Client, Development and Innovation, under the responsibility of Gérald Grégoire as Deputy General Manager. This division gathers the Retail Markets department, the Transformation/Distribution and Development department, the Brand and Customer Communication department, the regional Banks’ relationships department, the Payments, the startup studio’s La Fabrique and Crédit Agricole Immobilier.
    • Transformation, Human Resources and Transitions, under the responsibility of Grégory Erphelin as Deputy General Manager. This new division will gather the Group Human Resources, Technological Transformation, Sustainability and Impact, Agri-Agro, Guarantee and Capital Development departments, Crédit Agricole Transitions & Energies and Crédit Agricole Santé & Territoires.

      In this division, the Technological Transformation department will be under the responsibility of Olivier Biton and will gather Crédit Agricole Group Infrastructure Platform, Data/AI teams, and the Information Systems Department.

    • Corporate Secretary, under the responsibility of Véronique Faujour gathers the Group Communication department, the Board of Director’s secretary, General affairs, Security/Safety, and Grameen Crédit Agricole Foundation, the Public Affairs department and Uni-Medias.

    Two divisions and the control functions will be under the direct supervision of Jérôme Grivet:

    • Finance and Steering, under the responsibility of Clotilde L’Angevin as Deputy General Manager. This division gathers Finance, Financial Communication & Investors relations, Subsidiaries and Investments, Strategic studies, Legal, Economic studies and Procurement departments.
    • Savings and Wealth Management, this new division will gather Amundi, under the responsibility of its CEO, Valérie Baudson, Crédit Agricole Assurances, under the responsibility of its CEO, Nicolas Denis and Indosuez Wealth Management, under the responsibility of its CEO, Jacques Prost.
    • Group Risks, under the responsibility of Alexandra Boleslawski.
    • Group Compliance, under the responsibility of Hubert Reynier.
    • Group Internal Audit, under the responsibility of Laurence Renoult.
       

    As of 1 June 2025, Crédit Agricole S.A.’s Executive Committee will be thus composed of 18 members:

    • Olivier Gavalda, CEO
    • Jérôme Grivet, Deputy CEO
    • Clotilde L’Angevin, Deputy General Manager, in charge of Finance and Steering division
    • Grégory Erphelin, Deputy General Manager, in charge of Transformation, Human Resources and Transitions division
    • Gérald Grégoire, Deputy General Manager, in charge of the Customer, Development and Innovation division
    • Stéphane Priami, Deputy General Manager, in charge of International Banking and Services division
    • Jean-François Balaÿ, CEO of Crédit Agricole CIB, in charge of Major Clients division
    • Valérie Baudson, CEO of Amundi
    • Hugues Brasseur, CEO of Crédit Agricole Italia and Senior Country Officer for the Group
    • Nicolas Denis, CEO of Crédit Agricole Assurances
    • Serge Magdeleine, CEO of LCL
    • Olivier Biton, Director of Technological Transformation
    • Eric Campos, Chief Sustainability and Impact Officer
    • Bénédicte Chrétien, Group Head of Human Resources
    • Véronique Faujour, Corporate Secretary
    • Alexandra Boleslawski, Group Chief Risk Officer
    • Laurence Renoult, Group Head of Internal Audit
    • Hubert Reynier, Group Head of Compliance

    Jean-Paul Mazoyer, on his own initiative, will now provide strategic advice to the Chief Executive Officer of Crédit Agricole SA. 

    The Board of Directors expressed its warm thanks to Philippe Brassac and Xavier Musca for their commitment and action during a decade of strong development for the Group.

    Biographies

    Clotilde L’Angevin started her career in 2003 at the National Institute of Statistics and Economic Studies, before joining the Treasury Department in 2005 as deputy head of the “Economic and Monetary Union” division. In 2007, she became technical adviser to the Prime Minister on macroeconomic and economic forecasts.
    In 2009, she joined the Ministry of Finance as Head of the “International Diagnostics and Forecasts” division, before being appointed General Secretary of the Paris Club and Head of the “International Debt” division in the Treasury Department in 2011.
    She joined the Crédit Agricole Group in 2015, as Head of Strategy for Crédit Agricole S.A. In 2019, she was appointed Head of Financial Communication at Crédit Agricole S.A. where she was responsible for relations with individual shareholders, institutional debt investors and rating agencies, as well as financial communication and relations with institutional equity investors.
    Since 2023, she has been Deputy Chief Executive Officer of Crédit Agricole d’Ile-de-France.
    Aged 46, Clotilde L’Angevin is a graduate of the Ecole Polytechnique (class 1998), the Ecole Nationale de la Statistique et de l’Administration Économique (2002), and obtained a master’s degree in economics from the London School of Economics (2003).  

    Olivier Biton started his career at Crédit Lyonnais in 2002, as IT project manager. He moved to the United States in 2005 where he was a research assistant at the University of Pennsylvania.
    Upon his return to France in 2007, he joined the Crédit Agricole Group and held various project management positions at CA Payment & Services. He was appointed Head of the Flow Business Line in 2014 and then Head of Information Systems and Projects in 2016.
    He joined LCL in 2017 as Head of Digital Solutions and Information Systems and joined the Executive Committee in 2020. Since 2023, Olivier Biton has been Chief Executive Officer of Crédit Agricole Group Infrastructure (CAGIP).
    Aged 45, Olivier Biton is a computer engineer and a graduate of the Polytech Paris Sud school.

    Grégory Erphelin started his career in 2001 at the French Ministry of Agriculture as Head of the Credit and Insurance bureau. In 2005, he joined the French Direction Générale du Trésor, in charge of the regulation of property and liability insurance. He joined the Crédit Agricole Group in 2008 as Head of Financial Management for Predica (personal insurance subsidiary of Crédit Agricole Assurances). In 2012, he was appointed Chief Financial Officer of Crédit Agricole Assurances.
    In 2015, he also became Chief Financial Officer of Predica and joined the Executive Committee of the Crédit Agricole Assurances Group. In 2017, he was appointed Head of Finance, Procurement, Legal Affairs, Credit commitments and recovery, and member of the LCL Executive Committee.
    Since May 2022, he has been Chief Executive Officer of the Fédération Nationale du Crédit Agricole.
    Aged 49, Grégory Erphelin is a graduate of the Ecole Polytechnique (class 1996), Water and Forestry Engineer and holds an MBA from the Collège des ingénieurs.  

    Jean-François Balaÿ started his career in 1989 at Crédit Lyonnais in the Corporate Banking Markets and held several managerial positions in London, Paris and Asia. In 2001, he joined Crédit Lyonnais in the Loan Syndication business line, first as Head of Origination for Europe, then for Western Europe within Calyon from 2004. In 2006, he was appointed Deputy Head of Syndication for the EMEA region. In 2009, he became Global Head of Loan Syndication at Crédit Agricole CIB. In 2012, he was appointed Head of Debt Optimisation and Distribution. In 2016, he became Head of Risk and Permanent Control. He was appointed Deputy General Manager of Crédit Agricole CIB in 2018 and Deputy CEO of Crédit Agricole CIB in 2021.
    Aged 59, Jean-François Balaÿ holds a master’s degree in economics and management and a master’s degree in banking and finance from Lyon II Lumière University.

    Press contacts Crédit Agricole S.A.

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    The MIL Network –

  • MIL-OSI United Kingdom: Time for Republicans to Come Clean on Kingsmill

    Source: Traditional Unionist Voice – Northern Ireland

    Statement by TUV Leader and North Antrim MP Jim Allister:

    “Today’s report by the Police Ombudsman highlights troubling issues concerning the police investigation at a time when Northern Ireland was enduring horrendous sectarian violence.

    However, this report must not obscure the fundamental facts relating to Kingsmill — namely, that this was an IRA massacre of innocent men returning from their workplace, murdered solely because they were Protestant.

    Despite Sinn Féin’s honeyed words, this report should once again prompt Republicans to confront their role in these heinous acts.

    While the police response has been scrutinised in detail, the so-called First Minister for All continues to lead a movement that, far from offering the Kingsmill families any truth, persists in the preposterous fiction that these murders were not the work of their malevolent IRA.

    The real scandal this report underscores is the utter unfitness of Ms O’Neill to hold any position in the government of Northern Ireland — let alone one that carries responsibility for victims’ interests.”

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Liverpool launches landmark 2040 plan to create “framework for a better future”

    Source: City of Liverpool

    A detailed, data-led report looking at how to create a better future for Liverpool’s half a million residents over the next 15 years has been published.

    The Liverpool 2040 Plan, which has been published online, sets out a step-by-step framework to foster greater collaborations across dozens of key organisations to make Liverpool the UK’s leading city of opportunity – for all.

    This strategic vision, documented in a 37-page publication, has been launched with a commitment from city leaders “to work closer together than ever before” on a series of common issues and to influence and guide public sector reform on key areas such as education, employment, housing and health.

    Set out as “a framework for a better future”, the wide-ranging plan has been developed by the Liverpool Strategic Partnership, whose membership has been increased to include more than 20 organisations. Collectively the LSP has a combined workforce of more than 60,000 people and an annual spend of £10bn a year.

    The overall aim of the Liverpool 2040 Plan is to offer greater opportunities to the city’s residents, of all ages and backgrounds, in a united effort to make it a better city to live, learn, work and play in.

    The Liverpool 2040 plan also sets out how city partners will collaborate to improve life-long educational standards whilst addressing deep rooted socio-economic and health inequalities, as well as global challenges such as climate change.

    Work is already on some fronts, with Liverpool last week being awarded Marmot City status for its work in tackling health inequalities and has been appointed the world’s first UN Accelerator City for its work on reduce the carbon footprint in the entertainment industry.

    However, Liverpool, whose population is set to grow by 10% over the coming decade, is a city where a third of residents are classed as economically inactive and where one in five have a disability. And at a neighbourhood level, life expectancy can vary by up to 14 years for residents living just four miles apart.

    Such challenges, set against unprecedented pressures on public finances, has led city leaders to come together in a renewed effort to identify and align common priorities. This approach is underpinned by a commitment to analyse and share intelligence to inform and strengthen joint-working to identify and maximise opportunities presented by new government policies.

    The 2040 timeline also aligns with other key data-rich programmes as identified in the State of Health in the City: Liverpool 2040 report and the city region goal to achieve New Zero status also by 2040.

    This shared ambition is set around eight key priorities, each to be measured against five specific outcomes, with a clear intent to provide a long-term vision for the type of city the next generation should be inheriting.

    The eight pillars of the 2040 plan are:

    1. The Next Generation – key aim: For Liverpool to be UNICEF Child Friendly City.
    2. Healthy Lives – key aim: To improve life expectancy and reduce health inequalities in poorest communities.
    3. A Fair Transition to Net Zero – key aim: For Liverpool to be a zero-waste city.
    4. Safe, Cohesive and Clean Communities – key aim: To improve safety at neighbourhood level.
    5. Quality Homes – key aim: To work at eliminating homelessness and rough sleeping.
    6. Inclusive Economic Growth – key aim: To develop city-wide innovation and skills strategy.
    7. An Exciting and Distinctive City – key aim: For Liverpool to build on top 5 UK visitor city destination status.
    8. Vibrant Public Services – key aim: To be a leading innovator based on data-led evidence.

    The LSP, overseen by a board of chief executives, chaired by the chief executive of Liverpool City Council, has also been refreshed in response to the Strategic Futures Panel’s recommendations around strengthening the city’s approach to public service reform.

    The LSP has also been devised to enable Liverpool to speak with one voice to national government and its departments. It also provides a shared platform for the city to take advantage of any new government opportunities.

    The Liverpool 2040 Plan has also identified a priority focus on public service reform, with an emphasis on what makes sense for local areas to meet the needs of local people.  This will build on key initiatives including Liverpool City Council’s new neighbourhood model, the Health Determinants Research Collaboration (HDRC), the Complex Lives project, the North Liverpool Public Service Reform Prototype, and the development of an Office of Public Service Innovation.

    The Liverpool 2040 plan, which has been endorsed by Liverpool City Council’s cabinet, replaces the former City Plan that was published in 2020.

    This previous city plan was in need of a refresh to reflect on the lessons and consequences of Covid-19 pandemic, the commissioner-led intervention to improve Council performance, as well as recent socio-political issues like a new UK government, last summer’s civil unrest. It also needed to respond to wider issues like the global energy crisis caused by the Russian invasion of Ukraine as well as the rise of AI and understanding and identifying the challenges and opportunities it presents.

    Member of the Liverpool Strategic Partnership are:

    • Liverpool City Council
    • University of Liverpool
    • Liverpool John Moores University
    • Liverpool Hope University
    • Liverpool School of Tropical Medicine
    • City of Liverpool College
    • Liverpool Chamber of Commerce
    • Liverpool Charity and Voluntary Service
    • Torus
    • The Riverside Group
    • Onward Homes
    • Merseyside Police
    • Merseyside Fire and Rescue Service
    • HMPS – Liverpool Prison
    • Mersey Care NHS Foundation Trust
    • NHS Cheshire and Merseyside Health and Care Partnership
    • Liverpool University Hospitals NHS Foundation Trust
    • Alder Hey Children’s Hospital Trust
    • Liverpool Heart and Chest Hospital
    • Walton Centre NHS Foundation Trust
    • Department for Work and Pensions, North West

    Councillor Liam Robinson, Leader of Liverpool City Council, said: “The Liverpool 2040 Plan sets out the beginning of a 15-year journey to shape Liverpool as the UK’s leading city of opportunity – for all.

    “The Liverpool 2040 Plan sets out a clear vision of how to be a better city and sets the foundations to guide the changes needed well into the rest of the 21st century.

    “it’s clear our major organisations need to work much harder and smarter together. For Liverpool to be a better city, we need to do better on a lot of levels – and I’m heartened by the desire and commitment in so many of our partner organisations to do that.

    “This is the city that delivered both the best-ever European Capital of Culture and Eurovision. Through a potent mix of imagination, inspiration and collaboration we saw mass participation on an unprecedented scale, delivering remarkable results with huge economic benefits. Under the biggest spotlight and phenomenal pressure, Liverpool performs. And excels. Like few cities can.

    “But on another level, too many of our residents are not living their best life. Opportunity is not knocking in the way it should in the world of education and employment. The health and wealth for a lot of our residents is below the national average. Much of our housing is poor quality, so many of our children are not benefitting from the best possible start in life. That is unacceptable. That needs to change.

    “This Liverpool 2040 plan provides the best possible platform for us to start that journey, informed by data every step of the way to ensure we all make the right decisions to ensure we create an environment that nurtures and fosters talent and opportunity.

    “We need to fully address the fundamental issues we face – in education, employment, health, housing, transport and employment – and its eight guiding priorities will shape how we respond to the challenges and maximise the opportunities over these next 15 years.

    “I’m deeply encouraged by how many partners right across the public, private and voluntary sector have signed up to a vision of offering greater opportunities than ever before to our residents. We all have a role to play in making Liverpool the best place to grow up, grow a family, and grow a business – where no-one is left behind.

    “Rest assured myself, my cabinet and this Council will work tirelessly with the Metro Mayor and the city region combined authority to make our case to the UK Government where and when it is needed. The Council cannot make these improvements alone. And not all the solutions are financial – reform and policy changes are just as vital to delivering the changes we need.

    “Lasting change takes time, which is why we have set a 15-year timeline for our vision. Despite this, we are determined that our residents will see immediate and incremental improvements in the here and now, and I am deeply optimistic about the progress we can make together on an ongoing basis.”

    Andrew Lewis, Chair of the Liverpool Strategic Partnership and Chief Executive of Liverpool City Council said: “Public services across the country, and particularly here in Liverpool, are facing unprecedented challenges, including rising demand for services, limited public funding and increasing complexity of needs. 

    “These challenges cannot be met by any one organisation acting alone. So it’s vital to have a strong strategic partnership across Liverpool.  Together we represent the full range of public services for our city, committing to work together on a shared strategy for Liverpool 2040, prioritising our investments, sharing data and evidence, and transforming services together.”

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Innovative ‘collective’ pension funds to deliver higher incomes and lower risks for future pensioners

    Source: United Kingdom – Executive Government & Departments

    Press release

    Innovative ‘collective’ pension funds to deliver higher incomes and lower risks for future pensioners

    Pensioners of the future will benefit from innovative ‘collective’ pension schemes to boost their income in retirement and productive investment across the economy, under plans announced today [29 April]

    • Wide reaching reforms to make innovative “collective” pension funds more commonplace will reduce risk and volatility for savers.
    • Collective Defined Contribution (CDC) schemes pool investment and longevity risks, unlocking productive investment potential as well as supporting more predictable returns for savers at no extra cost for employers. 
    • With new regulations to allow for multiple employer CDCs planned for the Autumn, more savers are set to benefit from CDCs as part of the Government’s Plan for Change.

    More people than ever are saving into a workplace pension – £28 billion more in 2020 than in 2012 – with most of these pension pots being Defined Contribution (DC) schemes, where the employee is automatically enrolled to save a proportion of their salary tax-free and the employer contributes at least 3% of their salary to the pot too. 

    But a lack of innovation and reform of the DC savings landscape risks some future pensioners bearing large risks, in terms of the value of their investments and whether their savings will provide an income throughout their retirement. 

    Collective Defined Contribution (CDCs) are a new type of pension scheme that sees both the employer and employee contribute to a collective fund. Due to the scale of these funds and the pooling of risk for members, they can aim to provide a target pension income for life – similar to Defined Benefit (DB) schemes, sometimes called an average or final salary pension, but without the risk of significant unexpected bills for employers.  

    In the UK, Royal Mail have already launched a CDC scheme for their employees which has over 100,000 members who are offered a combination of a cash lump sum and an income for life in retirement. 

    Speaking at the LCP Conference in London today, the Minister for Pensions confirmed new regulations, set to be laid in the Autumn, will allow for multiple employer CDC schemes to be established, so that a range of unconnected employers can pool their employees’ pension pots into a collective fund, boosting returns for savers. 

    These pooled pension investments will mean higher incomes in retirement, and help individuals manage the uncertainty about how long that retirement will be. These measures will provide more options for savers and employers to choose between and are part of wider reforms to the pensions landscape, as part of our Plan for Change to put more money into people’s pockets.

    Minister for Pensions, Torsten Bell said: 

    Success in the world of pensions isn’t just about getting people saving, it’s ensuring their savings work as hard as possible for them. 

    Making sure more employers and savers have the option of an innovative Collective Defined Contribution Pension scheme is an important part of making that happen.

    Too often at present we are leaving individuals to face significant risks, about how their individual investments perform and how long their retirements last. Pooling some of those risks will drive higher incomes for pensioners and greater investments in productive assets across the economy.

    The Minister also confirmed his desire to deliver decumulation only CDC schemes. These schemes would allow certain savers with DC schemes to access CDCs, offering retirees the chance to buy longer term, pooled retirement products that deliver stability for pensioners. 

    Modelling from the PPI suggests that single employer CDCs could deliver a significantly greater average replacement rate (47%) than currently delivered through annuities (40%) with even higher benefits seen for multi-employer CDCs as longevity risks are pooled. (69%). 

    And due to their size, CDCs can also be a more efficient vehicle for economic growth, with similar collective funds in Canada and Australia having proved an efficient way of supporting economic growth, investing in a wider range of sectors and assets.

    CDC schemes can invest in illiquid and more productive investments over the long term, including in UK businesses and infrastructure projects, supporting the Government’s growth mission while providing employers with greater freedoms as well as reducing the risks of over or under spending in retirement by paying pensioners based on life expectancy.

    These measures aim to drive economic growth and improve retirement outcomes for working people as part of the Plan for Change. 

    Today’s announcement will provide clarity to the industry ahead of the upcoming Pensions Investment Review and Pension Schemes Bill, and in time give working people and employers a new option when considering what pension scheme works best for them

    Additional Information

    • The Pensions Investment Review: interim report sets out proposals which the government has consulted on to deliver scale and consolidation of the Defined Contribution (DC) market and the Local Government Pension Scheme in England and Wales (LGPS). The report can be viewed here: Pensions Investment Review: interim report – GOV.UK
    • The government plans to introduce legislation in Autumn 2025, and subject to parliamentary approval, intends to bring the legislation and an updated Regulator’s Code into force as soon as practicable. 
    • The government will continue to work with industry stakeholders to develop decumulation CDC.  
    • The UK’s first CDC scheme, the Royal Mail Collective Pension Plan launched in 2024 which was a truly landmark moment for the UK pension landscape.
    • There are now several organisations are actively looking to set up an unconnected multiple employer CDC scheme.

    Updates to this page

    Published 29 April 2025

    MIL OSI United Kingdom –

  • MIL-OSI: ASM announces start of €150 million share buyback program

    Source: GlobeNewswire (MIL-OSI)

    Almere, The Netherlands
    April 29, 2025, 6:00 p.m. CET

    ASM International N.V. (Euronext Amsterdam: ASM) today announces that it will start a share buyback program of ASM’s common shares of €150 million. 

    This program follows on ASM’s announcement on February 25, 2025, that the Management Board authorized a share buyback program for up to €150 million. The program commences on April 30, 2025, and is to end as soon as the aggregate purchase price of the common shares acquired by ASM has reached €150 million, but ultimately by January 2026.

    The share buyback program will take place within the limits of relevant laws and regulations, the existing authority granted at ASM’s AGM held on May 13, 2024, and the authority (if granted) by the AGM meeting on May 12, 2025, and will be executed by a third party. ASM intends to use the repurchased shares to cover existing and expected future obligations under ongoing share programs for employees and board members. The total number of shares to be purchased in connection with the share buyback program shall not exceed 4,714,465.

     ASM will update the market on the progress of the share buyback program on a weekly basis, starting on May 5, 2025. This information will also be published on ASM’s website (www.asm.com).

    About ASM International
    ASM International N.V., headquartered in Almere, the Netherlands, and its subsidiaries design and manufacture equipment and process solutions to produce semiconductor devices for wafer processing, and have facilities in the United States, Europe, and Asia. ASM International’s common stock trades on the Euronext Amsterdam Stock Exchange (symbol: ASM). For more information, visit ASM’s website at www.asm.com.
    Cautionary note regarding forward-looking statements: All matters discussed in this press release, except for any historical data, are forward-looking statements. Forward-looking statements involve risks and uncertainties that could cause actual results to differ materially from those in the forward-looking statements. These include, but are not limited to, economic conditions and trends in the semiconductor industry generally and the timing of the industry cycles specifically, currency fluctuations, corporate transactions, financing and liquidity matters, the success of restructurings, the timing of significant orders, market acceptance of new products, competitive factors, litigation involving intellectual property, shareholders or other issues, commercial and economic disruption due to natural disasters, terrorist activity, armed conflict or political instability, changes in import/export regulations, epidemics, pandemics and other risks indicated in the company’s reports and financial statements. The company assumes no obligation nor intends to update or revise any forward-looking statements to reflect future developments or circumstances.

    This press release contains inside information within the meaning of Article 7(1) of the EU Market Abuse Regulation.

    Contact

    Investor and media relations

    Victor Bareño
    T: +31 88 100 8500
    E: investor.relations@asm.com

    		  

    Investor relations

    Valentina Fantigrossi
    T: +31 88 100 8502
    E: investor.relations@asm.com

    The MIL Network –

  • MIL-OSI: Valstybės investicinis kapitalas UAB audited Annual information for the year 2024

    Source: GlobeNewswire (MIL-OSI)

    Valstybės investicinis kapitalas UAB submits Financial Statements for the year 2024, prepared according to the International Financial Reporting Standards as adopted by the European Union, together with the Independent Auditor’s Report hereto, as well as the Management Report.

    The Company’s net profit for the year 2024 is EUR 8 135 864 and the Company’s retained earnings for the year 2024 are EUR 6 811 856.
    A decision on the distribution of the company’s profits will be taken by 15 May this year, when the Government of the Republic of Lithuania will decide on the reduction of the dividends paid by UAB Valstybės investicinis kapitalas for the shares owned by the State.

    The rights of the general shareholders’ meeting are exercised, and all shares of UAB “Valstybės investicinis kapitalas” are managed by the Ministry of Finance.

    Enclosed:

    Financial Statements of Valstybės investicinis kapitalas UAB for the year 2024, prepared according to the International Financial Reporting Standards as adopted by the European Union, provided together with the Independent Auditor’s Report hereto, as well as the Management Report of Valstybės investicinis kapitalas UAB.

    Contact person:
    Vaidas Daktariunas
    Valstybės investicinis kapitalas UAB, Chief Executive Officer
    Phone: +370 618 29216
    E-mail: vaidas.daktariunas@vika.lt

    Attachments

    The MIL Network –

  • MIL-OSI: SCOR SE Combined Shareholders’ Meeting held on Tuesday 29 April 2025 – Approval of all resolutions by SCOR SE shareholders

    Source: GlobeNewswire (MIL-OSI)

    Press release
    29 April 2025 – N°09

    SCOR SE Combined Shareholders’ Meeting
    held on Tuesday 29 April 2025

    Approval of all resolutions by SCOR SE shareholders

    The Ordinary and Extraordinary Shareholders’ Meeting of SCOR SE (the “Company”) was held today at the Company’s registered office, 5, avenue Kléber, 75016 Paris, France, under the chairmanship of Fabrice Brégier.

    All the resolutions proposed by the Board of Directors were approved.

    In particular, the shareholders decided on the payment of a dividend of EUR 1.80 per share for the 2024 financial year. The ex-dividend date is set for 2 May 2025, with payment scheduled for 6 May 2025.

    The shareholders approved the renewal of the terms of office as directors of Fabrice Brégier, Martine Gerow and Fields Wicker-Miurin by a large majority.

    They also appointed Diane Côté and Doina Palici-Chehab as directors, and Jacques Aigrain as an observer.

    Fabrice Brégier, Chairman of the Board of Directors, warmly thanked Natacha Valla and Zhen Wang, whose terms of office expired at the close of the Combined Shareholders’ Meeting, for their valuable contribution to the Board’s work.

    The details of the resolution voting results have been posted on the Company’s website at: https://www.scor.com/en/2025-combined-shareholders-meeting.

    *

    *        *

    SCOR, a leading global reinsurer

    As a leading global reinsurer, SCOR offers its clients a diversified and innovative range of reinsurance and insurance solutions and services to control and manage risk. Applying “The Art & Science of Risk,” SCOR uses its industry-recognized expertise and cutting-edge financial solutions to serve its clients and contribute to the welfare and resilience of society.

    The Group generated premiums of EUR 20.1 billion in 2024 and serves clients in more than 150 countries from its 37 offices worldwide.

    For more information, visit: www.scor.com

    		 Media Relations
    Alexandre Garcia
    media@scor.com

    Investor Relations
    Thomas Fossard
    InvestorRelations@scor.com

    Follow us on LinkedIn
     

    All content published by the SCOR group since January 1, 2024, is certified with Wiztrust. You can check the authenticity of this content at wiztrust.com.

    Attachment

    The MIL Network –

  • MIL-OSI: 2025 first-quarter results

    Source: GlobeNewswire (MIL-OSI)

    Paris (France), April 29, 2025

    A SOLID START TO THE YEAR, WITH SUCCESSFUL REFINANCING 
    AND VESSEL CAPACITY AGREEMENT TERMINATED

        Q11
    Revenue2   $301M (+10%)
    Adjusted EBITDA2   $143M (+35%)
    Net Cash Flow   $(20)M (vs $30M)

    Including a $42M interest payment in March 2025 (historically paid in Q2)

    Sophie Zurquiyah, Chief Executive Officer of Viridien:

    “The first quarter of 2025 was marked by two significant milestones for the Group: the termination of the vessel capacity agreement, completing our transition toward an asset-light model, and the successful refinancing of our bonds. The end of the vessel capacity agreement opens a new chapter of enhanced flexibility in our cost base and stronger cash generation, while our bond refinancing reflects the financial market’s confidence in the execution of our strategy and our long-term potential.

    In parallel, our financial results for the first quarter of 2025 confirm the robust performance of our business, with commercial wins, solid profitability, and cash generation fully aligned with our long-term ambitions.

    Assuming moderate fluctuations in the oil market, we expect to achieve our target of approximately $100M in Net Cash Flow generation for the year and to continue our deleveraging journey.”

    Q1 2025 Highlights2

    • Group
      • IFRS Revenue, EBITDA and Net Income of respectively $258 million, $99 million, $(28) million
      • Group revenue increased thanks to sustained momentum in Geoscience and successful Earth Data sales. Sensing & Monitoring comparison base returned to a more normalized level
    • Group Adjusted EBITDA of $143 million, up 35%, benefited from (i) revenue growth at Geoscience, (ii) revenue growth and the end of vessel commitment penalty fees at Earth Data, and (iii) cost reductions at Sensing & Monitoring
    • Cash flow of $22 million before the $42 million bond interest payment in Q1 (historically paid in Q2). Net Cash Flow of $(20) million after interest payment and negative working capital impact
    • Final milestones of our financial roadmap achieved: successful refinancing of our April 2027 $447 million and €578 million notes, replaced with $450 million 10% and €475 million 8.5% senior secured notes due October 2030
    • Net debt at $974 million and liquidity at $257 million
    • Digital, Data and Energy Transition (DDE)
      • Revenue at $214 million, up 16% with growth both at Geoscience (+25%) and Earth Data (+7%)
      • Adjusted EBITDA at $137 million, up 32%
        • Geoscience:
          • Revenue at $110 million (+25%)
          • Solid performance driven by continued adoption of our most advanced Elastic FWI technologies worldwide
          • North America outperforming and sustained interest of MENA clients for high-quality imaging
          • Low Carbon: minerals study in Saudi Arabia and new win for carbon sequestration in the North Sea
          • HPC & Digital: new HPC customers in Materials Science and Image Rendering operating on our platform
        • Earth Data:
          • Revenue at $104 million (+7%)
          • Cash EBITDA at $39 million (+12%)
          • Early results show game-changing imaging at Laconia and environmental permit received for a program in Brazil. Active on multiple reprocessing projects worldwide
          • Low Carbon: CCUS screening package projects funded by industrial emitters in Europe
    • Sensing and Monitoring (SMO)
      • Revenue at $87 million, nearly stable (-2%), with a return to a more normalized comparison base
      • Adjusted EBITDA at $14 million (+37%), driven by cost reduction impact on profitability
        • Sustained activities in Land with strong momentum on nodal systems
        • New Businesses: new infrastructure monitoring contracts signed in North America; pursuing several geotechnical monitoring opportunities in rail and mining sectors worldwide; awarded a new project for our Marlin Ports & Logistics solution in Asia
    • Full-Year 2025 financial outlook
      • In 2025, assuming a stable E&P Capex environment, performance is expected to be driven by:
        • Geoscience: growth supported by industry-leading technology and strong backlog
    • Earth Data: stronger Cash EBITDA KPI following the end of vessel commitment penalty fees
      • Sensing & Monitoring: further savings expected from the restructuring plan
      • New Businesses: growth and first- year positive contribution to Group profitability
    • Financial objective:
      • Net Cash Flow of approximately $100 million, assuming moderate oil market fluctuations
    • Following the successful refinancing completed in Q1, Viridien will continue focusing on cash flow generation and deleveraging
    • Q1 2025 Conference call
      • The press release and presentation will be available on our website www.viridiengroup.com at 5:45 p.m. (CET)
      • An English-language analysts’ conference call is scheduled today at 6:00 p.m. (CET)
      • Participants should register for the call here to receive a dial-in number and access code, or participate via the live webcast here
      • A replay of the conference call will be available the following day for a period of 12 months in audio format on the Company’s website

    The Board of Directors met on April 29, 2025, and closed the consolidated financial statements as of
    March 31, 2025. Please note that the figures and information published in this press release have not been audited nor have they been subject to any limited review by Viridien’s statutory auditors.

    About Viridien:

    Viridien (www.viridiengroup.com) is an advanced technology, digital and Earth data company that pushes the boundaries of science for a more prosperous and sustainable future. With our ingenuity, drive and deep curiosity we discover new insights, innovations, and solutions that efficiently and responsibly resolve complex natural resources, digital, energy transition and infrastructure challenges. Viridien employs around 3,400 people worldwide and is listed as VIRI on the Euronext Paris SA (ISIN: FR001400PVN6).

    Investors contact:

    VP Investor Relations and Corporate Finance
    Alexandre Leroy
    alexandre.leroy@viridiengroup.com
    +33 6 85 18 44 31

    Q1 2025 – Financial Results

    Key Segment P&L figures (1)
    (in millions of $)    		 2024 2025 Var.
    %
    Q1 Q1
    Exchange rate euro/dollar 1.09 1.04 (5%)
    Segment revenue 273 301 10%
    DDE 185 214 16%
    Geoscience 88 110 25%
    Earth Data 97 104 7%
    SMO 89 87 (2%)
    Land 45 51 14%
    Marine 34 25 (26%)
    Beyond the core 11 11 4%
    Segment EBITDAs 105 142 36%
    Adjusted (2)Segment EBITDAS 106 143 35%
    DDE 104 137 32%
    SMO 10 14 37%
    Corporate and other (8) (8) -1%
    Segment operating income 28 65 136%
    Adjusted (2)Segment operating income 29 66 130%
    DDE 35 66 87%
    SMO 2 8 303%
    Corporate and other (9) (9) -1%
    1) Unaudited figures
    2) Adjusted for non-recurring charges and gains    		      
    Other KPI (1)
    (in millions of $)    		 2024 2025 Var.
    %
    Q1 Q1
    Geoscience Backlog 227 329 45%
    Total Capex 58 61 5%
    EDA Library net book value (2) 471 489 4%
    Liquidity 440 257 -42%
    o.w. undrawn RCF 90 110 (3) 22%
    Gross debt (2) 1 316 1 120 -15% 
    o.w. accrued interests 43 2 -96%
    o.w. lease liabilities 108 124  15%
    Net debt (2) 966 974 1%
    1)   Unaudited figures
    2)   Post IFRS15 and 16
    3)   $125M RCF fully undrawn, o/w. $15M ancillary guarantee facility    		      
    Consolidated IFRS Income Statements (1)
    (in millions of $)    		 2024 2025 Var.
    %
    Q1 Q1
    Exchange rate euro/dollar 1.09 1.04 (5%) 
    Revenue 249 258 4%
    EBITDA 80 99 24%
    Operating Income 20 56 185%
    Equity from Investment (0) (0) 2%
    Net cost of financial debt (24) (26) 6%
    Other financial income (loss) 0 (46) –
    Income taxes 2 (13) –
    Net Income / Loss from continuing operations (3) (29) –
    Net Income / Loss from discontinued operations 0 1 –
    Net Income / (Loss) (3) (28) –
    Shareholder’s net income / (loss) (3) (28) –
    Basic Earnings per share in $ (0.42) (3.88) –
    Basic Earnings per share in € (0.38) (3.74) –

    1)   Unaudited figures

    Cash Flow items (1)
    (in millions of $)    		 2024 2025 Var.
    %
    Q1 Q1
    Segment EBITDA 105 142 36%
    Income Tax Paid (3) (4) (26%)
    Change in Working Capital & Provisions (0) (47) –
    Other Cash Items (1) (1) 13%
    Cash provided by Operating Activity 102 91 (9%)
    Total Capex (58) (61) (5%)
    Acquisitions and Proceeds of Assets 0 (1) –
    Cash from Investing Activity (58) (62) (7%)
    Paid Cost of Debt 2 (39) –
    Lease Repayment (12) (10) 17%
    Cash from Financing Activity (10) (49) –
    Discontinued Operations Acquisitions (3) (0) 89%
    Net Cash Flow 30 (20) –
    Financing cash flow (3) (129) –
    Forex and other (4) (6) –
    Net increase/(decrease) in cash 23 (155) –

    1)   Unaudited figures

    CONSOLIDATED FINANCIAL STATEMENTS – March 31, 2025

    Unaudited Interim Consolidated statement of operations

        Three months ended March 31,
    (In millions of US$, except per share data) Notes 2025 2024
    Operating revenues   257.5 248.6
    Other income from ordinary activities   0.1 0.1
    Total income from ordinary activities   257.6 248.7
    Cost of operations   (171.0) (192.8)
    Gross profit   86.6 55.9
    Research and development expenses – net   (4.0) (4.9)
    Marketing and selling expenses   (7.7) (8.8)
    General and administrative expenses   (18.1) (21.3)
    Other revenues (expenses) – net 5 (0.3) (1.1)
    Operating income (loss)   56.4 19.8
    Cost of financial debt – gross   (27.4) (27.4)
    Income provided by cash and cash equivalents   1.6 3.1
    Cost of financial debt, net   (25.8) (24.3)
    Other financial income (loss) 6 (46.2) (0.0)
    Income (loss) before incomes taxes and share of income (loss) from companies accounted for under the equity method   (15.5) (4.5)
    Income taxes   (12.9) 2.1
    Net income (loss) before share of income (loss) from companies accounted for under the equity method   (28.4) (2.4)
    Net income (loss) from companies accounted for under the equity method   (0.2) (0.2)
    Net income (loss) from continuing operations   (28.6) (2.6)
    Net income (loss) from discontinued operations   0.7 0.0
    Consolidated net income (loss)   (28.0) (2.6)
    Attributable to:      
    Owners of Viridien S.A. $ (27.8) (3.0)
    Non-controlling interests $ (0.2) 0.4
    Net income (loss) per share      
    Basic (a) $ (3.88) (0.42)
    Diluted (a) $ (3.88) (0.42)
    Net income (loss) from continuing operations per share      
    Basic (a) $ (3.97) (0.42)
    Diluted (a) $ (3.97) (0.42)
    Net income (loss) from discontinued operations per share (a)      
    Basic (a) $ 0.09 (0.00)
    Diluted (a) $ 0.09 (0.00)

    (a)   As a result of the July 31, 2024 reverse share split, the calculation of basic and diluted earnings per share for 2023 has been adjusted retrospectively. The number of ordinary shares outstanding has been adjusted to reflect the proportionate change in the number of shares

    See the notes to the Unaudited Interim Consolidated Financial Statements

    Unaudited Interim Consolidated statement of comprehensive income (loss)

        Three months ended March 31,
    (In millions of US$) Notes 2025 (a) 2024 (a)
    Net income (loss) from statements of operations   (28.0) (2.6)
    Net gain (loss) on cash flow hedges   (0.3) 0.3
    Variation in translation adjustments   9.9 (5.8)
    Net other comprehensive income (loss) to be reclassified in profit (loss) in subsequent period (1)   9.6 (5.5)
    Net gain (loss) on actuarial changes on pension plan   (0.5) 0.0
    Net other comprehensive income (loss) not to be reclassified in profit (loss) in subsequent period (2)   (0.5) 0.0
    Total other comprehensive income (loss) for the period,
    net of taxes (1) + (2)    		   9.1 (5.5)
    Total comprehensive income (loss) for the period   (18.9) (8.1)
    Attributable to:      
    Owners of Viridien S.A.   (18.8) (8.4)
    Non-controlling interests   (0.1) 0.3

    (a) Including other comprehensive income related to discontinued operations which is not material

    Unaudited Interim Consolidated statement of financial position

    (In millions of US$) Notes March 31, 2025 December 31, 2024
    ASSETS      
    Cash and cash equivalents   146.6 301,7
    Trade accounts and notes receivable, net   343.7 339,9
    Inventories and work-in-progress, net   162.4 163,3
    Income tax assets   13.5 22,9
    Other current assets, net   78.1 74,0
    Assets held for sale, net   26.4 24,5
    Total current assets   770.7 926,2
    Deferred tax assets   39.5 43,6
    Other non-current assets, net   8.6 8,9
    Investments and other financial assets, net   24.2 25,7
    Investments in companies under the equity method   5.9 1,1
    Property, plant and equipment, net   212.1 220,6
    Intangible assets, net   569.3 535,4
    Goodwill, net   1,086.4 1,082,8
    Total non-current assets   1,946.0 1,918,1
    TOTAL ASSETS   2,716.7 2,844,3
    LIABILITIES AND EQUITY      
    Financial debt – current portion 3 43.8 56,9
    Trade accounts and notes payables   101.3 120,9
    Accrued payroll costs   92.4 84,5
    Income taxes payable   17.8 20,4
    Advance billings to customers   18.1 19,2
    Provisions — current portion   18.8 19,7
    Other current financial liabilities   0.0 0,5
    Other current liabilities   207.7 182,5
    Liabilities associated with non-current assets held for sale   2.2 2,4
    Total current liabilities   502.1 507,0
    Deferred tax liabilities   18.4 18,4
    Provisions — non-current portion   30.9 28,8
    Financial debt – non-current portion 3 1,076.4 1,165,6
    Other non-current financial liabilities   0.0 0,0
    Other non-current liabilities   1.8 1,7
    Total non-current liabilities   1,127.5 1,214,5
    Common stock: 11,214,681 shares authorized and 7,161,465 shares with a €1.00 nominal value outstanding at March 31, 2025   8.7 8,7
    Additional paid-in capital   118.7 118,7
    Retained earnings   1,009.0 1,036,5
    Other Reserves   37.5 55,2
    Treasury shares   (20.1) (20,1)
    Cumulative income and expense recognized directly in equity   (1.4) (1,1)
    Cumulative translation adjustment   (103.3) (113,3)
    Equity attributable to owners of Viridien S.A.   1,049.2 1,084,7
    Non-controlling interests   38.0 38,1
    Total equity   1,087.2 1,122,8
    TOTAL LIABILITIES AND EQUITY   2,716.7 2,844,3

    See the notes to the Unaudited Interim Consolidated Financial Statements

    Unaudited Interim Consolidated statement of cash flows

        Three months ended March 31,
    (In millions of US$) Notes 2025 2024
    OPERATING ACTIVITIES      
    Consolidated net income (loss)   (28.0) (2.6)
    Less: Net income (loss) from discontinued operations   (0.7) (0.0)
    Net income (loss) from continuing operations   (28.6) (2.6)
    Depreciation, amortization and impairment   21.2 24.2
    Impairment and amortization of Earth Data Surveys   24.3 39.0
    Depreciation and amortization of Earth Data surveys, capitalized   (4.2) (3.8)
    Variance on provisions   (0.7) 0.3
    Share-based compensation expenses   1.1 0.9
    Net (gain) loss on disposal of fixed and financial assets   0.1 –
    Share of (income) loss in companies recognized under equity method   0.2 0.2
    Other non-cash items   30.9 1.2
    Net cash-flow including net cost of financial debt and income tax   44.3 59.4
    Less: Cost of financial debt   25.8 24.3
    Less: Income tax expense (gain)   12.9 (2.1)
    Net cash-flow excluding net cost of financial debt and income tax   83.0 81.6
    Income tax paid   (4.1) (3.2)
    Net cash-flow before changes in working capital   78.9 78.4
    Changes in working capital   11.6 22.3
    – change in trade accounts and notes receivable   24.9 33.6
    – change in inventories and work-in-progress   6.3 0.2
    – change in other current assets   (0.2) (2.1)
    – change in trade accounts and notes payable   (19.8) 15.4
    – change in other current liabilities   0.0 (24.8)
    Net cash-flow from operating activities   90.5 100.7
           
    INVESTING ACTIVITIES      
    Total capital expenditures (tangible and intangible assets) net of variation of fixed assets suppliers   (61.2) (58.2)
    Proceeds from disposals of tangible and intangible assets   0.0 0.5
    Dividends received from investments in companies under the equity method   – 0.2
    Total net proceeds from financial assets   – –
    Variation in other non-current financial assets   2.3 (3.3)
    Net cash-flow from investing activities   (58.9) (60.8)
        Three months ended March 31,
    (In millions of US$) Notes 2025 2024
    FINANCING ACTIVITIES      
    Repayment of long-term debt   (1,074.2) (0.2)
    Total issuance of long-term debt   964.2 –
    Call premium   (21.9) –
    Refinancing transaction costs paid   (11.7) –
    Lease repayments   (9.8) (11.8)
    Financial expenses paid   (38.8) 2.0
    Dividends paid and share capital reimbursements:      
    — to owners of Viridien   – –
    — to non-controlling interests of integrated companies   – –
    Net cash-flow from financing activities   (192.2) (10.0)
           
    Effects of exchange rates on cash   6.0 (4.1)
    Net cash flows incurred by discontinued operations   (0.3) (2.9)
    Net increase (decrease) in cash and cash equivalents   (155.0) 22.9
    Cash and cash equivalents at beginning of year   301.7 327.0
    Cash and cash equivalents at end of period   146.6 349.9

    See the notes to the Interim Consolidated Financial Statements

    Unaudited Interim Consolidated statements of changes in equity

    Amounts in millions of
    US$, except share data    		 Number of Shares issued Share capital Additional paid-in capital Retained earnings Other reserves Treasury shares Income and expense recognized directly in equity Cumulative translation adjustment Equity attributable to owners of Viridien S.A. Non-controlling interests Total equity
    Balance at January 1, 2024 7,136,763 8.7 118.7 980.4 27.3 (20.1) (1.4) (90.8) 1,022.8 41.5 1,064.3
    Net gain (loss) on actuarial changes on pension plan (1)       0.0         0.0   0.0
    Net gain (loss) on cash flow hedges (2)             0.3   0.3   0.3
    Net gain (loss) on translation adjustments (3)               (5.7) (5.7) (0.1) (5.8)
    Other comprehensive income (1)+(2)+(3) – – – 0.0 – – 0.3 (5.7) (5.4) (0.1) (5.5)
    Net income (4)       (3.0)         (3.0) 0.4 (2.6)
    Comprehensive income (1)+(2)+(3)+(4) – – – (3.0) – – 0.3 (5.7) (8.4) 0.3 (8.1)
    Exercise of warrants                      
    Dividends                 –   –
    Cost of share-based payment       0.8         0.8   0.8
    Variation in translation adjustments generated by the parent company         9.7       9.7   9.8
    Balance at March 31, 2024 7,136,763(a) 8.7 118.7 978.2 37.0 (20.1) (1.1) (96.5) 1,024.9 41.8 1,066.7
    Amounts in millions of
    US$, except share data    		 Number of Shares issued Share capital Additional paid-in capital Retained earnings Other reserves Treasury shares Income and expense recognized directly in equity Cumulative translation adjustment Equity attributable to owners of Viridien S.A. Non-controlling interests Total equity
    Balance at January 1, 2025 7,161,465(b) 8.7 118.7 1,036.5 55.2 (20.1) (1.1) (113.3) 1,084.7 38.1 1,122.8
    Net gain (loss) on actuarial changes on pension plan (1)       (0.5)         (0.5)   (0.5)
    Net gain (loss) on cash flow hedges (2)             (0.3)   (0.3)   (0.3)
    Net gain (loss) on translation adjustments (3)               9.9 9.9 0.0 9.9
    Other comprehensive income (1)+(2)+(3)       (0.5) – – (0.3) 9.9 9.0 0.0 9.1
    Net income (loss) (4)       (27.8)         (27.8) (0.2) (28.0)
    Comprehensive income (1)+(2)+(3)+(4)       (28.4)     (0.3) 9.9 (18.8) (0.1) (18.9)
    Dividends                 – – –
    Cost of share-based payment       0.7         0.7   0.7
    Variation in translation adjustments generated by the parent company         (17.7)       (17.7)   (17.7)
    Changes in consolidation scope and other       0.2         0.2   0.2
    Balance at March 31, 2025 7,161,465 8.7 118.7 1,009.0 37.5 (20.1) (1.4) (103.3) 1,049.2 38.0 1,087.2

    (a)   Pro forma following Reverse Share Split
    (b)   Reverse Share Split: Pursuant to a delegation from the Combined General Meeting of shareholders of May 15, 2024, and a sub-delegation from the Board of Directors held on the same day, the Company’s Chief Executive Officer has decided to implement a reverse share split on the basis of 1 new share of €1.00 nominal value for 100 old shares of €0.01 nominal value

    1All variations refer to the same period last year
    2Unless otherwise stated, all figures and comments are referring to “Segment” (i.e. pre-IFRS 15), as defined in the 2024 Universal Registration Document’s glossary, under section 8.7

    Attachment

    The MIL Network –

  • MIL-OSI: RUBIS: Publication of the 2024 Universal Registration Document

    Source: GlobeNewswire (MIL-OSI)

    Paris, 29 April 2025, 17:45 pm

    Rubis filed its 2024 Universal Registration Document with the Autorité des marchés financiers (the French Financial Markets Authority – AMF), in ESEF format, on 28 April 2025.

    This document is available on the Company’s website (www.rubis.fr/en) in the section “Investors – Regulated Information – Universal registration document including the Annual Financial Report”, on the AMF’s website (www.amf-france.org) and at the company’s registered office (46, rue Boissière – 75116 Paris – France).

    The 2024 Universal Registration Document includes notably:

    • the Annual Financial Report;
    • the Supervisory Board’s report on corporate governance;
    • the Sustainability report;
    • the Statutory Auditors’ reports on the annual financial statements, on the consolidated financial statements and on related-party agreements;
    • the report on the certification of sustainability information and verification of the disclosure requirements under Article 8 of Regulation (EU) 2020/852;
    • the description of the share buyback programme.

    The Annual Financial Report’s cross-reference table is displayed on page 446 of the 2024 Universal Registration Document.

    The English version of the 2024 Universal Registration Document will soon be released on the Company’s website.

    Contact
    RUBIS – Legal Department
    Tel: +33 (0)1 44 17 95 95

    Attachment

    The MIL Network –

  • MIL-OSI: 2025 Q1 Revenue Report

    Source: GlobeNewswire (MIL-OSI)

    • 2025 Q1 revenue of €232.4 million, down -12.3%
      • Continued implementation of selectivity strategy with priority given to margins, primarily in telecoms in France and Spain
      • High comparison basis: +3.8% in Q1 2024 compared to -5.8% for the full year 2024
    • Growth drivers remain well-oriented
      • Energy up +19.1% (+30.1% in France), representing 18% of the Group’s Q1 revenue
      • Strong momentum in Germany, where the Group has a solid presence, with growth of +20.7% in Q1
    • Ongoing measures to improve performance in the Other Countries segment
      • Growth resumes in Italy: +14.6%, with gradually improving economic conditions
      • Restructuring of Connectivity activities in Spain, with strategic refocusing on Energy and Technology
    In millions of euros (unaudited) Q1 2025 Q1 2024 % change
    Revenue 232.4 265.0         -12.3%
    Benelux 88.7 100.7         -12.0%
    France 76.3 97.9         -22.0%
    Germany 21.9 18.2 +20.7%
    Other Countries 45.5 48.3         -5.8%

    Gianbeppi Fortis, Chief Executive Officer of Solutions30, stated: “In a mixed market environment, we remain firmly committed to our strategy, maintaining a clear focus on margins and cash generation over revenue growth. In France in particular, faced with a fiber deployment market that has reached maturity, we are maintaining a highly selective approach and continuing to refocus on energy services, which now account for 30% of our revenue. In the Benelux, where the market is undergoing reorganization, our telecom business has stabilized compared to the fourth quarter of 2024, and we anticipate a return to growth during the second half of the year. In Germany, we continue to deliver profitable growth in a structured manner, and the investment plan recently announced by the local government reinforces our confidence in the market’s long-term potential. Lastly, in Other Countries, we are progressing with the performance improvement measures announced at our Capital Markets Day, particularly in Spain, where we are undertaking a deep transformation of our operations. We remain confident in the relevance of our multi-technical and multi-local model, the strength of our growth drivers, and our ability to achieve our 2026 targets.”

    Consolidated Revenue

    Solutions30’s Q1 2025 consolidated revenue amounted to €232.4 million, down -12.3% year-on-year against a particularly high comparison basis, as Q1 2024 marked the strongest quarterly growth of 2024, at +3.8%. The comparison basis will be significantly more favorable over the balance of the year, as the last three quarters of 2024 recorded declines of -4.3% in Q2, -10.1% in Q3, and -11.4% in Q4.        

    Revenue change in Q1 includes an organic contraction of -12.8%, the impact of recent acquisitions for +0.2%, and a favorable currency effect of +0.3%.

    Revenue from Connectivity activities amounted to €164.2 million, down -20.0%, in a context of increased selectivity in the Group’s most mature markets, notably France and Spain. Revenue from Energy activities amounted to €41.3 million, up +19.1%, driven by very favorable market trends, particularly in photovoltaic systems in France. Revenue from Technology activities amounted to €26.9 million, up +7.3%, with increased volumes of IT support services.

    Benelux

    The Benelux posted Q1 revenue of €88.7 million, representing 38% of total revenue, down -12.0%. This includes an organic contraction of -12.5%, and the impact from the acquisition of Xperal for +0.5%. Connectivity posted revenue of €67.9 million, down -14% compared to Q1 2024, which did not yet reflect the delays caused, from Q2 onwards, by negotiations between Belgian telecom service providers aimed at streamlining their investments. However, revenue stabilized compared with Q4 2024 (€67.3 million). In the home connect segment, the adaptation of operational processes following Proximus acquiring 100% of Fiberklaar is nearing completion, positioning the business to return to normal at some point in the second half of the year.

    Revenue from Energy activities decreased by -16% to €14.1 million. The first phase of smart meter deployment in Flanders is nearing completion, with tenders for the second phase expected to be launched later this year. At the same time, the gradual ramp-up of the contract with Fluvius for the modernization of the low-voltage electricity grid has begun.

    Technology activities posted revenue of €6.7 million in Q1 2025, up significantly by +26%.

    France

    In France, Q1 revenue amounted to €76.3 million, or 33% of the total, down -22% on a purely organic basis. Revenue from Connectivity fell sharply by -43% to €36.8 million, reflecting the impact of selectivity measures implemented from Q2 2024 onwards. In the context of a structural slowdown in the fiber deployment market, the Group has significantly reduced its exposure to certain contracts that no longer met its profitability standards. While this led to a sharp revenue decline from Q2 onwards, it resulted in an improvement in margins over the full year 2024.

    Energy activities continue to make strong progress, with growth of +30% in Q1 and revenue of €22.8 million, now representing 30% of the total. The good momentum in photovoltaics continues, despite the usually unfavorable seasonal effect in winter. Growth is also being supported by services to electricity and gas distribution networks, where Solutions30 is successfully diversifying its activities.

    In Technology, the momentum in IT support services continues, driven by contract extensions. Revenue amounted to €16.7 million, up +7%.

    Germany

    In Germany, Q1 revenue amounted to €21.9 million, or 9% of the total, up +20.7% on a purely organic basis. Connectivity, which accounts for 95% of the total, posted growth of +22%, driven by fiber deployment activities, which continue to ramp up, while coaxial network services remain solid.

    Although still at an early stage, representing around 5% of revenue, Energy activities offer strong growth potential. Germany is Europe’s leading market for photovoltaics, currently accounting for the bulk of Solutions30’s revenue from Energy activities, while the energy storage and rail signaling infrastructure markets offer particularly attractive growth prospects.

    For both Connectivity and Energy, the investment plan recently announced by the local government reinforces the long-term growth potential of the German market, which is set to play an increasingly important role in Solutions30’s business portfolio.

    Other Countries

    In other countries, the Group posted Q1 revenue of €45.5 million, or 20% of the total, down -5.8%. This includes a -7.2% organic contraction, reflecting the selectivity strategy implemented in Spain and the United Kingdom in 2024. The currency effect was positive at +1.4%, driven by the appreciation of the Polish zloty and the British pound against the euro during the period.

    In Poland, growth remained solid at +11.4%, taking Q1 revenue to €16.2 million. The Polish telecoms market continues to benefit from favorable trends, and Solutions30 is delivering profitable growth there.

    Italy returned to growth, posting a +14.6% increase in Q1, with revenue of €14.9 million. The situation with the Group’s main Italian telecoms customer has now been resolved.

    In Spain, revenue amounted to €7.3 million, down -37.2%. The Group has accelerated the restructuring of its Connectivity business, faced with a mature fiber market, while continuing to refocus on its Energy and Technology businesses, that are supported by favorable underlying trends.

    Finally, in the United Kingdom, revenue totaled €7.1 million, down -22.3% against a high comparison basis (+10% in Q1 2024), as selectivity measures aimed at improving margins in the mobile telecommunications business were not implemented until Q2 2024.

    Appendix

    Breakdown of Q1 revenue by segment:

    In millions of euros (unaudited) Q1 2025 Q1 2024 % change

    Benelux

    		 88.7 100.7         -12.0%
    Connectivity                                  67.9 78.7 -13.8%
    Energy                                  14.1 16.7 -15.8%
    Technology                                    6.7      5.3 +25,7%
           
    France 76.3 97.9         -22.0%
    Connectivity                                  36.8 64.7 -43.2%
    Energy                                  22.8 17.5 +30,1%
    Technology                                  16.7 15.6 +7,1%
           
    Germany 21.9 18.2 +20.7%
           
    Other Countries 45.5 48.3         -5.8%
    Poland                                  16.2 14.6 +11,4%
    Italy                                 14.9 13.0 +14,6%
    Spain 7.3 11.6 -37.2%
    United Kingdom 7.1 9.2 -22.3%
    Group revenue 232.4 265.0         -12.3%

    Upcoming Events

    TPICAP Conference Paris                   May 15, 2025
    Annual General Meeting                     June 17, 2025
    2025 Half-Year Earnings Report         September 17, 2025 (after market close)
    2025 Q3 Revenue Report                  November 5, 2025 (after market close)

    About Solutions30 SE

    Solutions30 provides consumers and businesses with access to the key technological advancements that are shaping our everyday lives, especially those driving the digital transformation and energy transition. With its network of more than 16,000 technicians, Solutions30 has completed over 65 million call-outs since its inception and led over 500 renewable energy projects with a combined maximum output surpassing 1800 MWp. Every day, Solutions30 is doing its part to build a more connected and sustainable world. Solutions30 has become an industry leader in Europe with operations in 10 countries: France, Italy, Germany, the Netherlands, Belgium, Luxembourg, Spain, Portugal, the United Kingdom, and Poland. The capital of Solutions30 SE consists of 107,127,984 shares, equal to the number of theoretical votes that can be exercised. Solutions30 SE is listed on the Euronext Paris exchange (ISIN FR0013379484- code S30). Indices: CAC Mid & Small | CAC Small | CAC Technology | Euro Stoxx Total Market Technology | Euronext Tech Croissance.
    Visit our website to learn more: www.solutions30.com.

    Contact

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

    Analysts/Investors:
    investor.relations@solutions30.com

    Press – Image 7:
    Charlotte Le Barbier – Tel: +33 6 78 37 27 60 – clebarbier@image7.fr

    Attachment

    The MIL Network –

  • MIL-OSI: ASM reports first quarter 2025 results

    Source: GlobeNewswire (MIL-OSI)

    Almere, The Netherlands
    April 29, 2025, 6 p.m. CET

    Solid start of the year, Q1 sales supported by continued AI-related strength

    ASM International N.V. (Euronext Amsterdam: ASM) today reports its Q1 2025 results (unaudited).

    Financial highlights

    € million Q1 2024 Q4 2024 Q1 2025
    New orders 697.9 731.4 834.2
    yoy change % at constant currencies 10% 8% 14%
           
    Revenue 639.0 809.0 839.2
    yoy change % at constant currencies (8%) 27% 26%
           
    Gross profit 337.8 407.2 447.8
    Gross profit margin % 52.9 % 50.3 % 53.4 %
           
    Operating result 187.1 222.3 266.2
    Operating result margin % 29.3  % 27.5  % 31.7  %
           
    Adjusted operating result 1 191.8 227.0 271.0
    Adjusted operating result margin %1 30.0  % 28.1  % 32.3  %
           
    Net earnings (losses) 173.1 225.8 (28.9)
    Adjusted net earnings  1 178.9 231.5 191.9

    1 Adjusted figures are non-IFRS performance measures.  Refer to Annex 3 for a reconciliation of non-IFRS performance measures.

    • New orders of €834 million in Q1 2025 increased by 14% over the same period last year at constant currency (increased by 20% as reported), supported by strong GAA 2nm orders, and a relatively solid contribution from the Chinese market in the quarter.
    • Revenue of €839 million increased by 26% at constant currencies (increased by 31% as reported) from Q1 of last year, above the midpoint of the guidance (€810-850 million).
    • Gross profit margin increased to 53.4%, up from both Q1 of last year (52.9%) and up from prior quarter (50.3%). The increase compared to prior quarter was driven by a favorable product and customer mix.
    • Adjusted operating result margin of 32.3% is an improvement of 2.3% points compared to the same period last year, and an increase by 4.2% points compared to the previous quarter. This was mainly due to higher gross profit margin and moderated operating expenses (with year-on-year SG&A reducing from 11.4% to 9.1% as a percentage of revenue).
    • Our reported net results included an impairment of €215 million from our stake in ASMPT, triggered by the reduced market valuation in the recent period. There is no cash impact. Following the impairment, and in line with our accounting policy, the changes in the market value of ASMPT will be included in our quarterly net results in case of further decline or until the impairment charge has been reversed.

    Comment

    “ASM continued to deliver strong results in the first quarter of 2025. Sales increased by 26% at constant currencies, to €839 million, which was above the midpoint of our €810-850 million guidance,” said Hichem M’Saad, CEO of ASM. “The year-on-year increase was largely driven by robust sales in the leading-edge logic/foundry segment as leading customers continued moving towards high-volume manufacturing of the 2nm gate-all-around (GAA) node.

    Market conditions continued to be mixed in the first quarter. Demand in the AI-related segments, including leading-edge logic/foundry and DRAM HBM memory, remained strong, while most of the other market segments remained sluggish. Bookings increased to €834 million in Q1 2025, up 14% year-on-year at constant currencies. Strong GAA orders, healthy demand from memory customers, especially for HBM-related DRAM applications, and solid demand from Chinese customers mainly contributed to the solid bookings. The cash position increased to a strong level of slightly more than €1.1 billion on the back of robust free cash flow of €264 million.

    The gross margin increased to a high level of 53.4%, largely driven by product and customer mix. The gross margin also benefited from ongoing cost reduction programs. For the full year 2025, we now expect the gross margin to be in the upper half of the target range of 46%-50%. This excludes any potential direct impact from tariffs, which at this point is difficult to predict. We have prepared various scenarios to mitigate potential financial impact, leveraging our global supply chain capabilities and diversified manufacturing operations in combination with passing on impact into the value chain.”

    Outlook

    Global trade tensions and recent announcements of reciprocal tariffs have increased macroeconomic uncertainty. It is too early to tell what the impact on GDP and the semiconductor market will be. So far, our discussions with key customers have not materially changed. 

    We expect our sales in 2025 to grow by a double-digit percentage range of a 10-20% year on year, at constant currencies, and ahead of the WFE market, which is forecast to grow slightly this year. While we have reasonable visibility that we will achieve the lower end of the range, achieving the higher end will require some upside opportunities to materialize which at this point is still uncertain. In view of the recently increased exchange rate volatility and ASM’s significant US$ revenue exposure (>80% of sales) we decided to change our guidance from absolute Euro amounts to growth rates at constant currencies. 

    For Q2 2025 we expect sales to increase compared to Q1 by a range of +1% to +6% at constant currencies. This implies continued double-digit year-on-year sales growth in Q2 2025 at constant currencies.

    We continue to be confident that our gate-all-around sales will increase strongly in 2025. Supported by robust HBM-related DRAM demand, we expect healthy memory sales in full year 2025, albeit lower than the very strong level in 2024. The power/analog/wafer market is still in a cyclical downturn and the outlook for this segment has further weakened for the rest of the year. 

    Underpinned by strong R&D engagements, we believe ASM remains well positioned in the coming years to benefit from increasing ALD and Epi intensity with the transition to a tighter and more complex device architecture in logic with GAA and in DRAM with 4F2.

    Annual General Meeting

    On March 27, 2025, ASM published the agenda, convocation, and other materials for the 2025 Annual General Meeting (AGM), to be held on May 12, 2025, in Almere, which as also earlier announced, includes, amongst other things, resolutions on:

    • the annual accounts of 2024;
    • the remuneration report 2024;
    • the proposal to declare a regular dividend of €3.00 (three euros) per common share;
    • the reappointment of Mr. Verhagen (for two years) as member of the Management Board;
    • the reappointment of Ms. Van der Meer Mohr (for four years), Mr. Sanchez (for four years) and Ms. Kahle-Galonske (for one year) as members of the Supervisory Board;
    • the appointment of EY Accountants B.V. as auditor to audit the annual accounts for the financial year 2026 and as assurance provider of sustainability information for the financial years 2025 and 2026.

    Please refer to the AGM documents available on our website for more detailed information.

    Share buyback program

    In our Q4 press release, ASM announced that the Management Board has authorized a new share repurchase program of up to €150 million of the company’s common shares for the 2025/2026 period. As announced in a separate press release today, the share buyback program will start on April 30, 2025.

    About ASM

    ASM International N.V., headquartered in Almere, the Netherlands, and its subsidiaries design and manufacture equipment and process solutions to produce semiconductor devices for wafer processing, and have facilities in the United States, Europe, and Asia. ASM International’s common stock trades on the Euronext Amsterdam Stock Exchange (symbol: ASM). For more information, visit ASM’s website at www.asm.com.

    Cautionary Note Regarding Forward-Looking Statements: All matters discussed in this press release, except for any historical data, are forward-looking statements. Forward-looking statements involve risks and uncertainties that could cause actual results to differ materially from those in the forward-looking statements. These include, but are not limited to, economic conditions and trends in the semiconductor industry generally and the timing of the industry cycles specifically, currency fluctuations, corporate transactions, financing and liquidity matters, the success of restructurings, the timing of significant orders, market acceptance of new products, competitive factors, litigation involving intellectual property, shareholders or other issues, commercial and economic disruption due to natural disasters, terrorist activity, armed conflict or political instability, changes in import/export regulations, pandemics, epidemics and other risks indicated in the company’s reports and financial statements. The company assumes no obligation nor intends to update or revise any forward-looking statements to reflect future developments or circumstances.

    This press release contains inside information within the meaning of Article 7(1) of the EU Market Abuse Regulation.

    Quarterly earnings conference call details

    ASM will host the quarterly earnings conference call and webcast on Wednesday, April 30, 2025, at 3:00 p.m. CET. Conference-call participants should pre-register using this link to receive the dial-in numbers, passcode and a personal PIN, which are required to access the conference call. 
    A simultaneous audio webcast and replay will be accessible at this link.

    Contacts  
    Investor and media relations Investor relations
    Victor Bareño Valentina Fantigrossi
    T: +31 88 100 8500 T: +31 88 100 8502
    E: investor.relations@asm.com E: investor.relations@asm.com

    The MIL Network –

  • MIL-OSI United Kingdom: British Steel: ministerial direction

    Source: United Kingdom – Executive Government & Departments

    Correspondence

    British Steel: ministerial direction

    Letters requesting and confirming the ministerial direction relating to British Steel.

    Documents

    Letter from the Secretary of State for Business and Trade to the Permanent Secretary, 12 April 2025

    PDF, 103 KB, 1 page

    Letter from the Permanent Secretary to the Secretary of State for Business and Trade, 12 April 2025

    PDF, 199 KB, 3 pages

    Details

    The first letter requests a ministerial direction on British Steel. It is from the Permanent Secretary to the Secretary of State for Business and Trade. The reasons for the request are also set out in this letter.

    The second letter confirms the ministerial direction on British Steel. It is from the Secretary of State for Business and Trade to the Permanent Secretary. The reasons for the confirmation are also set out in this letter.

    Updates to this page

    Published 29 April 2025

    Sign up for emails or print this page

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: New school improvement team sets ambitious goals for schools 29 April 2025 New school improvement team sets ambitious goals for Isle of Wight schools

    Source: Aisle of Wight

    The Isle of Wight Council has introduced its new school improvement team — a group of seasoned education professionals dedicated to enhancing the quality of education across the Island.

    The newly formed team boasts more than 40 years of collective experience in education. Their diverse backgrounds include classroom teaching, senior leadership, and strategic development, with a strong focus on raising standards and closing gaps for the most vulnerable learners.

    Leading the initiative is Beth Dyer, the former head teacher of Nine Acres Primary School in Newport. Under her leadership, Nine Acres became the first Island primary school in over a decade to be rated ‘outstanding’ by Ofsted.

    Beth, now serving as the service manager, brings her extensive expertise and commitment to the forefront of this ambitious project.
    However, it is important to note that improvements will take time.

    The team’s efforts are part of the council’s education strategy, approved by Cabinet last week. This long-term plan aims to make sure the Island’s education system improves in a lasting and meaningful way.

    Here, Beth discusses the team, their motivations, and plans for the future.

    Can you introduce yourselves and share a bit about your background in education and school improvement?

    Between us we have worked in education for over 40 years, holding a variety of leadership roles in a range of school settings.

    Our backgrounds span classroom teaching, senior leadership, and strategic development, with a strong focus on raising outcomes and closing gaps for our most vulnerable learners.

    Between us we have successfully led school improvement initiatives across primary and secondary phases and have a deep commitment to inclusive, high-quality education for all children on the Isle of Wight.

    What inspired you to join the school improvement team at the Isle of Wight Council?

    The Isle of Wight Council has a strong sense of community and ambition for its schools. There’s a real opportunity here to make a difference — not just through standards, but by developing a sustainable, values-led culture where children thrive.

    The chance to work collaboratively across a unique and diverse local context is incredibly motivating. It provides an opportunity to co-construct a school improvement approach that reflects the strengths and needs of our communities.

    We are excited to bring our experience to a system that values collaboration, champions inclusivity and is committed to securing better outcomes for every child and young person on the Island.

    What is your vision for school improvement on the Island?

    Our vision is for every child and young person on the Island to attend a school or setting that offers consistently high-quality education, where they are known, valued, and supported to flourish.

    We want to build a culture of continual improvement where staff feel empowered, leadership is strong, and success is shared across all settings.

    What are the top priorities you plan to address in the first year?

    • Ensuring inclusive practice is embedded in every setting.
    • Improving outcomes in key areas such as reading, maths, and attendance.
    • Increasing access to high-quality professional development and school-to-school collaboration.

    What are the key goals you aim to achieve in the next 1–3 years, and how do you plan to sustain improvement over time?

    In the next 1–3 years, we aim to:

    • reduce the variation in pupil outcomes between schools;
    • embed a robust culture of self-evaluation and accountability;
    • develop a more connected school system where excellence in education is shared.

    Sustaining improvement will depend on strong leadership development, data-informed decision-making, and a commitment to reflective, adaptive practice on every setting.

    What do you see as the biggest challenges to school improvement, and how do you plan to overcome them?

    The biggest challenges include recruitment and retention and the need for a more joined-up approach to inclusion and SEND.
    We’re addressing these by building leadership networks, developing clear improvement pathways, and working closely with partners and stakeholders.

    Children deserve professionals who champion their potential, remove barriers to learning, and lead with ambition and compassion.

    By investing in strong leadership, inclusive practices, and evidence-informed improvement strategies, we can ensure every child on the Island has access to excellent education-regardless of background or need.

    How will you track the progress of your initiatives and measure their impact on student outcomes?

    We’ll use a combination of quantitative data (attainment, attendance, exclusions) and qualitative measures (pupil voice, stakeholder feedback, school visits).

    Termly progress reviews with school leaders and impact reports will help ensure accountability and responsiveness. It is also central to us to listen to our Island community so that improvement strategies are shaped by the voices of those they affect most- children, families, educators , and local partners.

    By grounding our work in local insight and context, we can ensure meaningful sustainable change that reflects the Island’s unique strengths and aspirations.

    What benchmarks or indicators will you use to evaluate success?

    Success will be reflected in:

    • rising outcomes across all key stages to exceed National Averages;
    • narrowing of attainment gaps;
    • improved attendance and engagement;
    • more Island schools nationally recognised for exceptional practice;
    • stronger leadership capacity and positive staff feedback.

    How will you involve teachers, parents, and the community in the improvement process?

    We’re committed to co-production wherever possible. That means listening to the voices of those closest to the classroom and involving them in shaping our approach.

    We’ll create regular opportunities for dialogue, celebrate good practice publicly, and ensure our communications are clear, open, and supportive.

    What motivates you in your work, and what do you find most rewarding about working in school improvement?

    We are motivated by the belief that education transforms lives.

    The most rewarding moments are seeing schools regain their confidence, seeing leaders grow into their roles, staff inspired by moments of breakthrough, when a new strategy lands, a leamer makes progress, or a classroom feels united by purpose.

    Ultimately, it is watching children succeed and have choice over their future pathways. Children who once felt invisible begin to thrive, find their voice and believe in their own potential. That transformation is what drives us every day — it’s why we do this work.

    MIL OSI United Kingdom –

  • MIL-OSI Global: What interviews with ordinary Germans living under the Nazis can teach us about our current politics

    Source: The Conversation – UK – By Melissa Butcher, Professor Emeritus, Social and Cultural Geography, Royal Holloway University of London

    “Nazi” and “fascist” are words being used a lot these days; thrown about as descriptions of contemporary populist leaders or to mark out disagreement with someone. Comparisons with 1930s Germany don’t always suit the complexity of the moment we live in, but there are resonances. The choices people are having to make in the face of authoritarianism is among them.

    Darkness Over Germany, originally published in 1943, is a collection of conversations with people having to make difficult choices as the Nazi party gradually takes control of their country. The author, Amy Buller, lived and studied in Germany between 1912 and 1914, maintaining personal and professional networks there throughout her life.

    Concerned by what she saw happening in the 1930s, she established an Anglo-German discussion group. She took academics from the UK to Germany to try to understand the country’s slide into dictatorship.

    Democracy in decline? The risk and rise of authoritarianism

    Democracy is under pressure around the world in 2025. But is this part of a larger historical cycle or does it signal a deeper, more fundamental shift? Join us for a free event in central London on May 8 to discuss these important questions. Come for a panel discussion and stay for food, drinks and conversation.

    Get tickets here

    The conversations, with teachers, priests, military officers, tradesmen, civil servants, students and lawyers, point to some of the underlying economic and emotional drivers of authoritarianism. People speak of grievances related to humiliation and poverty. This is coupled with a desire for a leader who will make the pain of these things disappear.

    Hitler promised to make Germany great again, for which some expressed gratitude, including a skilled tradesman who had spent four years in the trenches of the first world war: “I would ask you not to sneer at an honest attempt to meet a terrible situation and I might add that I am profoundly grateful to the Führer for this idea, which has saved my own sons from the destruction of unemployment.”

    As Buller remarked in a lecture in 1942: “When men are drowning they will not be very particular about the type of rope that picks them up”.

    Amy Buller’s Darkness over Germany.
    Wikipedia

    Faced with fascism, ordinary Germans had to make difficult choices, described as “agony” by a teacher in Darkness Over Germany. At times, there is no good choice available. There were those who decided it was impossible to stay and chose exile. Some became less visible, keeping their heads down and letting it blow over, fatalistically choosing to do nothing because they felt there was nothing to be done.

    There was a choice to stay but openly defy the authorities, possibly resulting in detention or worse. But also a choice to stay, pay lip service to the regime, and try to undermine it where possible, to prevent regime-aligned people taking up another place. There was also the option to join the regime.

    All these decisions reflect how an individual may imagine the future, with despair for some but for others, a mercurial hope – that a new order will take away the humiliations of the past and bring economic prosperity. Or that the current moment is just an aberration and that this too will pass.

    As a young German officer noted: “I would put up with almost anything if in my lifetime this feeling of defeat could be removed from the German army. I know much is bad in what the Nazis do, but it will not last. It is the sort of thing that happens in revolutions.”

    These descriptions of personal responses to the rise of fascism in 1930s Germany echo what I heard in my research talking to voters across the US leading up to Donald Trump’s re-election. There is economic and social rupture as a result of globalisation, financial crises, the legacies of racism, secularism and an exponentially expanding digital life.

    Emotional drivers emerge, expressed as grievance, shame and humiliation. There is a sense of “losing our country” to an enemy, while precarity and crises are accessed daily in doom-laden echo chambers.

    People try to imagine a future out of this state of perma-crises, one in which they will feel better. There are compromises and trade-offs that have to be made, at times with the added stress of having to make choices on behalf of others, such as children. These are painful struggles that require, at times, holding disparate ideas simultaneously.

    In Darkness Over Germany, Buller showed it was possible for some to “hate the Nazis and love England” while still fighting for Germany, if doing so restored pride and economic security. Likewise in the US today, it is possible to find Trump abhorrent but still vote for him, as some of my interviewees did.

    The slide into authoritarianism isn’t “madness” or “evil”. It rests on millions of individual choices made every day by ordinary people: it is the banal, as philosopher Hannah Arendt pointed out in her work on violence and totalitarianism. It is also exhausting and sometimes dangerous for those living under the strain of compromise, as Buller’s empathetic conversations show.

    Darkness Over Germany is a reminder why such conversations are necessary. Not to condone or to cooperate with authoritarianism, as some recent ill-advised attempts for rapprochement between politicians, media personalities and Maga have shown in the US, but to understand the difficult choices that have to be made at times in order to provide people with alternatives.

    This article is part of a series on democracy and the risk of totalitarianism. Join us to find out more about this topic at a free event in London on May 8. Meet the author and Conversation editors, with food and drink included. Get tickets here.

    Melissa Butcher has received funding from UKRI and the ERC. She is a member of the Green Party.

    – ref. What interviews with ordinary Germans living under the Nazis can teach us about our current politics – https://theconversation.com/what-interviews-with-ordinary-germans-living-under-the-nazis-can-teach-us-about-our-current-politics-255401

    MIL OSI – Global Reports –

  • MIL-OSI Global: From diet to drugs: what really works for long-term weight loss

    Source: The Conversation – UK – By Reiner Jumpertz-von Schwartzenberg, Professorship for Clinical Metabolism and Obesity Research, University Hospital and Medical Faculty, University of Tübingen

    voronaman/Shutterstock

    More than 2.5 billion adults worldwide are currently overweight or obese, according to estimates from the World Health Organization. This staggering number highlights a growing global health crisis. Obesity isn’t just about weight – it’s a powerful risk factor for a range of serious diseases, including type 2 diabetes, kidney disease, heart attacks, and strokes. As awareness grows, more people are asking a critical question: how can I lose weight and stay healthy in the long run?

    Obesity is a complex condition with many contributing factors. It’s not simply a result of eating too much or exercising too little. For many people, emotional and psychological stress plays a major role. Work-related pressure, financial concerns, family issues, or social anxiety can all lead to emotional eating. Others may develop obesity as a result of depression, which often disrupts both eating patterns and motivation for physical activity.

    In addition, modern lifestyles can make it easier than ever to gain weight. Many of us spend long hours sitting – at desks, in cars, or on the couch – and highly processed, calorie-dense foods are readily available and heavily marketed. This combination of behavioural, psychological, social and environmental factors creates a situation where weight gain becomes increasingly difficult to avoid and even harder to reverse.



    Read more:
    Beyond blame: The role of malfunctioning fat tissue in the disease of obesity

    Because obesity has many causes, it also requires a multifaceted solution. The most effective treatments follow a multimodal approach, where healthcare professionals – psychologists, nutritionists, and physicians – work together to support people on their weight loss journey. This team-based approach not only addresses diet and exercise but also tackles underlying emotional and mental health challenges.

    This strategy is especially effective for people with prediabetes, a condition where blood sugar levels are elevated but not yet in the diabetic range. Research has shown that lifestyle changes guided by a multidisciplinary team can significantly reduce the risk of developing full-blown diabetes

    While losing 5–7% of body weight is a good target for reducing health risks, recent research from our team in Tübingen, Germany, shows that combining weight loss with blood sugar control is even more effective. Data from a different study indicates that focusing on both aspects goes along with fewer complications from diabetes, such as kidney damage and issues affecting small blood vessels.

    Visceral fat

    Why is this combination so powerful? It turns out that people who manage to both lose weight and lower their blood sugar levels tend to reduce visceral fat – the type of fat stored around internal organs in the abdomen.



    Read more:
    Belly fat linked to higher risk of premature death, regardless of your weight

    Visceral fat is particularly dangerous because it triggers inflammation in the body, which in turn can reduce the effectiveness of insulin, the hormone that regulates blood sugar.

    Fortunately, certain lifestyle changes specifically help reduce visceral fat. For instance, regular physical activity – especially aerobic exercise – and diets rich in polyunsaturated fatty acids (found in nuts, seeds, fish and plant oils) have been shown to be especially effective. Among various eating plans, the Mediterranean diet, which emphasises whole grains, healthy fats, vegetables and lean proteins, is particularly effective.

    Combining regular exercise with a Mediterranean-style diet is not only good for weight loss but also for long-term cardiovascular and metabolic health. However, maintaining these habits over time remains a challenge for many.

    Research shows that a significant portion of those who lose weight will regain it within a few years. As weight returns, so too do associated health risks like diabetes, high blood pressure and high cholesterol. This cycle of weight loss and regain can be frustrating and emotionally taxing, leading many to seek other options for more sustainable results.

    Medication and surgery

    In recent years, GLP-1 receptor agonists – a class of medications originally developed to treat diabetes – have shown promise in promoting weight loss. These drugs mimic the hormone GLP-1 (glucagon-like peptide-1), which is released by the gut after eating. It helps regulate appetite by promoting feelings of fullness and also encourages the release of insulin, lowering blood sugar.

    However, GLP-1-based medications are increasingly used for cosmetic weight loss, raising ethical and safety concerns. While these drugs can be effective, their long-term impact on people without obesity is still poorly understood. Side effects can include nausea, vomiting and more serious issues, so their use should always be guided by a medical professional.

    One major limitation of GLP-1 medications is that the benefits typically wear off after stopping the medication, resulting in rapid weight regain. So, long-term or even permanent use may be required to maintain health benefits.

    For people with severe obesity, particularly those with serious health complications like type 2 diabetes or heart disease, bariatric surgery can be life-changing. Surgical procedures such as gastric bypass or sleeve gastrectomy reduce the size of the stomach and, in some cases, alter gut hormone signalling. The result is significant, sustained weight loss and a reduced risk of obesity-related diseases, including a significant reduction in the risk of heart disease and premature death. Bariatric surgery isn’t for everyone, but when appropriate, it remains one of the most effective interventions available.

    Researchers are now developing new medications that combine the effects of multiple gut hormones to enhance weight loss. Some of these drugs may achieve results comparable to bariatric surgery, but most are still being tested in clinical trials.

    Winning combination

    For people beginning their weight loss journey, a combination of physical activity and a healthy diet – such as the Mediterranean diet – is still the best place to start. These changes, if sustained, can lead to long-term improvements in weight, blood sugar and overall health.

    For those with elevated blood sugar, targeting visceral fat through combined lifestyle changes and blood sugar management is especially important. And for people who struggle with obesity and related health conditions, medical therapies and surgical options offer powerful tools to support lasting change.

    Ultimately, the key to lasting weight loss and improved health lies in understanding that there is no one-size-fits-all solution. It’s about finding the right combination of support, strategy and science that works for each person.

    Reiner Jumpertz-von Schwartzenberg works for the Institute for Diabetes Research and Metabolic Diseases of the Helmholtz Center Munich at the University of Tübignen, Germany . He receives funding from the German Center for Diabetes Research (DZD), the German Diabetes Society, the Helmholtz Association and the CMFI Cluster of Excellence in Tübingen. He is receiving funds from collaborating in clinical studies with Astra Zeneca, Lilly and Boehringer which all go to the University Clinic Tübingen.

    – ref. From diet to drugs: what really works for long-term weight loss – https://theconversation.com/from-diet-to-drugs-what-really-works-for-long-term-weight-loss-254551

    MIL OSI – Global Reports –

  • MIL-OSI Security: Man arrested over fatal Mitcham stabbing

    Source: United Kingdom London Metropolitan Police

    A man has been arrested following a fatal stabbing in Mitcham.

    Around 19:30hrs on Monday, 28 April, officers attended an address in Maple Close, Mitcham, alongside the London Ambulance Service. A 39-year-old man was treated at the scene for stab injuries. He was taken to hospital, where he sadly died.

    His next of kin have been informed and we await formal identification.

    A man, aged 24, has been arrested on suspicion of murder. He was taken into custody after attending a south London police station on the afternoon of Tuesday, 29 April.

    In light of the incident, patrols are being stepped up in the local area to provide reassurance to residents.

    Detective Chief Inspector Alison Foxwell, from Specialist Crime South – who is leading the investigation – said: “The victim’s loved ones are being supported by specially trained officers. They have our deepest sympathies following this terrible loss.

    “Anybody who witnessed the incident – or who has information – should contact the police on 101, quoting CAD reference 6812/28APR.

    “To remain 100 per cent anonymous, contact Crimestoppers on 0800 555 111.”

    MIL Security OSI –

  • MIL-OSI Global: Sinners: how real stories of Irish and Choctaw oppression inform the film

    Source: The Conversation – UK – By Rachel Stuart, Senior Lecturer in Criminology and Deviant Identities, Brunel University of London

    Warning: this article contains minor spoilers for Sinners.

    Sinners is a vampire film set in Jim Crow-era Mississippi, a time of harsh segregation and racial injustice. The vampire is Irishman Remmick (Jack O’Connell), who is drawn to the blues music played at the Juke Joint, a club set up by identical gangster twins, Smoke and Stack (both played by Michael B. Jordan).

    We first encounter Remmick as he is being chased by a band of indigenous Choctaw vampire hunters, who corner him in the shack of a couple who happen to be part of the Ku Klux Klan. The Choctaw’s claim that Remmick is not who he appears to be falls on deaf ears and the couple soon become Remmick’s first victims.

    Remmick is soon drawn to the Juke Joint, where the music of blues guitarist Sammy “Preacher Boy” Moore (Miles Caton) is said to reach both ancestors and future generations. Keen to feast on the club’s patrons, Remmick tries to draw them outside by singing an Irish ballad from the mid-19th century, The Rocky Road to Dublin.

    Looking for something good? Cut through the noise with a carefully curated selection of the latest releases, live events and exhibitions, straight to your inbox every fortnight, on Fridays. Sign up here.

    The Rocky Road to Dublin tells the story of an Irish man leaving his hometown of Tuam to travel to Liverpool. Tuam was the location of a Catholic mother and baby home, where the bodies of over 700 babies were found in 2015.

    Remmick uses the song to invite the Black Juke Joint patrons to join him and the others he has turned into vampires, offering them the chance to escape Jim Crow Mississippi.

    If Remmick was truly offering freedom, however, he would have tried to tempt them with a song of liberation, such as Oro Se Do Bheatha ‘Bhaile, which was the rebel song sung by the republican army as they overthrew the oppression of the English during the Easter Rising in 1916.

    Instead, the music he chooses, although catchy, is a story of exchanging one form of suffering (life in Tuam during the height of English oppression) for another – life on the English mainland where the ballad tells of victimisation and violence.

    The trailer for Sinners.

    The Choctaw’s hunting of Remmick is particularly interesting. The real Choctaw sent money to the starving Irish during the English-induced famine of the 1840s, when they were themselves experiencing genocide.

    Given that the Choctaw are historical allies of the Irish, by identifying that Remmick is not who he seems, they highlight that he does not represent the Irish spirit of resistance. Instead, he represents the spirit of oppression and his choice of music underscores this.

    Choice of setting

    Sinners is set in the early 1930s, a decade after the liberation of Ireland and five years after the founding of the Tuam mother and baby home. Perhaps Remmick needed new feeding grounds since Ireland was finally throwing off the oppression of the English. Where better than the deep south of the Jim Crow era to find oppression and those desperate to escape it?

    Remmick claims to be attracted to the music of the oppressed but when hoodoo healer Annie (Wunmi Mosaku) is killed by Stack before she can be turned into a vampire, we see his true intent. Remmick is angered by her death because although it appears it is the music he is drawn to, in reality it is Annie’s strength he desires.

    Annie, who is steeped in Black culture and can see the vampire’s real intentions, symbolises the way many Black women can resist a social system that is both capitalist and racist. This system doesn’t allow them to ignore the dangers it brings.

    It is the strength and energy of Africa embodied in Annie’s traditional beliefs that Remmick truly seeks to possess, and he is distraught when she dies without being turned into a vampire.

    Unlike Preacher Boy’s family, Annie has resisted the colonisation of her spirituality by the Christian church. Preacher Boy’s father encourages him to stop playing the blues because of its ability to call the devil. Through her ancestral practices however, Annie is able to recognise and resist the temptations of escape that Remmick offers.

    Sinners is an interesting work by filmmaker Ryan Coogler that leaves a trail of crumbs for future instalments. The Choctaw vampire hunters are only on screen for two minutes, but they represent an interesting aside that needs to be explored in terms of the oppressed reaching out to each other against colonialism.

    Annie, immersed in her African spirituality, resists oppression by calling on the strength of ancestors. It’s a powerful reminder that when we know where we come from it is hard to sell us a story of redemption that is ultimately another form of oppression.

    Rachel Stuart 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. Sinners: how real stories of Irish and Choctaw oppression inform the film – https://theconversation.com/sinners-how-real-stories-of-irish-and-choctaw-oppression-inform-the-film-255291

    MIL OSI – Global Reports –

  • MIL-OSI United Kingdom: Welsh communities ‘can’t afford to wait longer’ for coal tip restoration

    Source: Party of Wales

    Plaid Cymru spokesperson for Climate Change, Delyth Jewell, has criticised Labour’s delay in bringing forward legislation to ensure safety of disused coal tips in Wales.

    On Tuesday, April 28th, the Senedd will debate the general principles of the long-awaited Disused Mine and Quarry Tips Bill.

    The Plaid Cymru MS has judged Labour Governments both in Westminster and Cardiff Bay. She stated that the “£25 million given by the Treasury last year won’t begin to cover the work that needs to be done” and that the legislation is ‘overdue’, and needs strengthening.

    Plaid Cymru spokesperson on Climate Change, Delyth Jewell MS, said:

    “Wales shouldn’t have to pay to clear coal tips from our valleys – they’re a legacy of Westminster’s neglect over decades, and they should be footing the bill.  The bill that’s before the Senedd, though overdue, is welcome, but I’ll be pushing for changes to strengthen it.

    “Governments at both ends of the M4 have known about the danger of these coal tips for years, and it’s dismaying that it’s taken this long for legislation to be brought forward.  With climate change and increased rainfall worsening the dangers these tips pose, we cannot afford to wait to make these tips safe.  What happened at Cwmtillery last year made that shockingly clear.

    “The legislation is silent on one major issue, which is how much funding we’ll receive from Westminster in the future to clear the tips.  The worry that permeates communities living in the shadow of these tips won’t be lifted until we get clarity on when that vital funding will be confirmed.  The £25 million given by the Treasury last year won’t begin to cover the work that needs to be done.  Wales has already waited decades too long for this money.  Our communities can’t afford to wait any longer.”

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: We must reinvest in efforts to achieve a two-state solution: UK statement at the UN Security Council

    Source: United Kingdom – Executive Government & Departments

    Speech

    We must reinvest in efforts to achieve a two-state solution: UK statement at the UN Security Council

    Statement by Lord Collins of Highbury, Minister for Africa and the UN, at the UN Security Council meeting on the Middle East.  

    The human cost on October 7th was horrific. And since that day, the hostages have endured unimaginable cruelty, and Palestinians have faced relentless death and destruction.

     We welcome President Abbas’s call for the hostages to be released, and we echo that call. We also need a return to the ceasefire to end the terrible bloodshed. 

    We are deeply concerned by the World Food Programme’s announcement on Friday that its food stocks in Gaza have run out.

    It is unacceptable that Israel has blocked humanitarian support from entering Gaza for nearly two months, meaning that Palestinian civilians, including one million children, are facing starvation, disease and death. 

    UN and other workers must be able to deliver life-saving assistance safely, and in line with humanitarian principles. 

    We are outraged by recent attacks, including the killing of Palestinian Red Crescent workers and the hit on a UN compound on 19th March. Israel has admitted that this was caused by one of their tanks, despite the compound being known to the IDF as a UN humanitarian facility.

     This is inexcusable. 

    We urge Israel to ensure accurate public statements on such grave incidents. It must conduct full and transparent investigations into these incidents, hold those responsible to account and reinstate an effective deconfliction system to prevent such tragedies.  

    President, the UK believes that lasting peace and security can only be achieved through a two-state solution.

    And we thank France and Saudi Arabia for their leadership in preparing for the conference in June. We should build on the Arab plan for Gaza’s future and develop credible security and governance plans acceptable to both Israelis and Palestinians. Hamas must no longer govern Gaza or pose a threat to Israel and we should build the capability of the Palestinian Authority, which will be central to a future State.

     Finally, we must seize the opportunity to build lasting peace across the region. There has been important progress in Lebanon, where the government has committed to crucial reforms, and in Syria, with moves towards an inclusive political transition. 

    The United Kingdom will continue to support the Lebanese and Syrian people to build on this momentum and we urge all parties to avoid destabilising actions and abide by their international obligations. 

    President, a better future in the Middle East is possible.

    To realise it, we must return to a ceasefire in Gaza, reinvest in efforts to achieve a two-state solution and pursue wider normalisation of relationships for the benefit of Palestinians, Israelis, and all those living in the region. I thank you.

    Updates to this page

    Published 29 April 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Aberdeen pupils to showcase their musical talents in Regensburg

    Source: Scotland – City of Aberdeen

    Pupils and staff representing Aberdeen City Music Service are set to perform in Regensburg this summer to mark the 70th anniversary of the twinning of the two cities.

    Members of the Council’s Education and Children’s Services Committee today (29 April) approved the pupils visit to Regensburg, as it will allow them to showcase their musical talents and enjoy the wider cultural experience. It will also further boost the twinning partnership between the two cities.

    The six musical pupils and two members of staff will perform alongside local young musicians and dancers from Regensburg at a special Scottish-Bavarian music event on the evening of Thursday 19 June.

    The official twinning celebrations will continue through to Sunday 22 June and will also see the group perform at the Bürgerfest – the biggest street festival in Regensburg.

    Councillor Martin Greig, the Convener of Education and Children’s Services Committee, said: “This music visit is an excellent opportunity to celebrate the seventieth anniversary of our city’s twinning arrangement with Regensburg. This is an important partnership link. Our talented pupils will be able to share the joy and goodwill of music making with our friends in Germany. I am delighted that the young people involved can enrich their cultural experiences and bring best wishes from Aberdeen.”

    Councillor Jessica Mennie, Vice-Convener of Education and Children’s Services Committee, said: “We are thankful to the Mayor of Regensburg for her wonderful invitation to our young people.  Aberdeen has been twinned with Regensburg for 70 years, which is why it will be lovely to see our pupils being part of the festivities in Bavaria to mark such an important partnership.”

    The group’s participation in the celebrations followed an invitation from the Mayor of Regensburg Gertrud Maltz-Schwarzfischer.

    The pupils will share photographs and video clips of their trip on social media.

    The Committee members also heard that the Music Service is gearing up for Aberdeen Big Sing 2025 next month, and is working with the Education and Language departments in Clement-Ferrand, a French city which is twinned with Aberdeen.

    These reciprocal partnerships enrich pupil learning and allow them to use their language skills.  The proposed trip to Regensburg will help further develop this work with officers from Clement-Ferrand, who will also be in attendance in Regensburg.

    The travel to Regensburg is estimated at £2,500 and will be met via the approved Music Service budget for 2025/26. Hostel accommodation for the six pupils and two Music Service staff has been gifted by the Mayor of Regensburg’s office.  

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Chancellor speech at Innovate Finance Global Summit 2025

    Source: United Kingdom – Executive Government & Departments 3

    Speech

    Chancellor speech at Innovate Finance Global Summit 2025

    The Chancellor delivered the keynote speech at the Innovate Finance Global Summit 2025 on 29 April.

    Thank you Janine, and good afternoon everyone.

    It’s a pleasure to be here today to mark the 11th year of UK FinTech Week …

    … brought together once again by Innovate Finance…

    …who continue to champion tirelessly our FinTech sector.

    As Chancellor, I’ve always said it’s my job to back the builders…

    … back the wealth creators…

    …and the job creators.

    So my job is to back all of you in this room.

    After all, it’s thanks to your work that the UK is a world leader in FinTech.

    When I was working at the Bank of England 20 years ago…

    …FinTech was in its infancy…

    …an offshoot of financial services…

    …and there was certainly no such thing as FinTech week.

    But times have changed, the industry has changed.

    Last year, the UK’s FinTech sector attracted $3.6 billion of investment – more than any other country bar the US.

    Almost half of Europe’s FinTech unicorns are based here in Britain…

    …and roughly a third of all UK unicorns are FinTechs – a higher share than anywhere else.

    Companies like Allica Bank and Zilch, who were both recently named among the fastest growing companies in Europe by the Financial Times …

    …Or Zopa, for whom 2024 marked another year of extraordinary economic growth.

    Last week when I was in Washington for the IMF Spring Meetings…

    … I spoke to industry, legislators, and policymakers…

    …as well as US firms already operating here in the UK.

    I set out our strengths as an open trading nation with trade links around the world…

    …and as a nation that can provide political and financial stability and certainty to businesses…

    …in an uncertain world.

    The UK has a long history of breaking new ground in Financial Services.

    We were the first country to develop uniform Open Banking standards…

    …and we were one of the first countries to establish a system for near-instant digital payments with the Faster payments system in 2008.

    In my Mansion House speech last year, I published the National Payments Vision…

    … setting out the government’s ambition for seamless account-to-account payments…

    …and demonstrating our commitment to a regulatory environment that cares about managing the burden we put on businesses.

    Something that we will build in with the consolidation of the Payment Systems Regulator into the FCA.

    The UK is Europe’s leading hub for investment…

    …raising more equity capital than the next three European exchanges combined last year.

    I am committed to building on these strong foundations…

    …with an ambitious programme of reforms.

    Last September I chose to extend the UK’s generous venture capital schemes…

    … the Enterprise Investment Scheme and the Venture Capital Trust scheme…

    …which – alongside the Seed Enterprise Investment Scheme – offer generous tax reliefs…

    …in return for investing in British business.

    And we will soon publish the final Pension Investment Review, ahead of the introduction of the Pension Schemes Bill…

    …where we will legislate to unlock up to £80 billion of investment into companies like yours…

    start-up, scale-up, and fast growing businesses.

    …delivering a major consolidation of the Defined Contribution market and the Local Government Pension Scheme…

    …so that pension funds have sufficient scale to invest in growing industries like FinTech.

    I am determined to make sure that the UK remains one of the best places in the world for FinTechs to start-up, scale-up and to list…

    …benefitting from our stable and liquid markets.

    Last July, the FCA implemented a fundamental rewrite of the UK’s Listing Rules, the biggest reforms in a generation.

    These new rules now put the UK in line – or in many cases ahead – of other global markets in giving companies the flexibility to pursue their growth ambitions…

    …backing their aspiration…

    …and allowing them to raise large amounts of capital more easily.

    And for those companies who want to remain private for longer, we are developing the new Private Intermittent Securities and Capital Exchange System – or PISCES…

    …which we will legislate for next month.

    This is a brand new type of stock exchange for trading private company shares…

    …supporting private companies to scale and grow…

    …and providing a steppingstone to IPO.

    Finally, we’ve reformed the rules to allow greater investment research to be produced on UK listed companies…

    …and reducing the burdens imposed on public companies through the UK’s Corporate Governance Code.

    I want the UK to be a place where you can take risks…

    …innovate and experiment…

    …and find new ways to deliver for your customers.

    When I met with senior leaders from across the FinTech sector last month…

    …you told me about the importance of getting the balance of regulation right…

    …especially on digital assets.

    I agree.

    While the UK will always be committed to high international standards…

    …I am determined that our regulatory framework supports economic growth.

    That’s why I’m delighted that we are today publishing draft legislation for the UK’s comprehensive regulatory regime for cryptoassets…

    …engaging with all of you to ensure that the final legislation – planned for later this year – delivers for government and most importantly for the industry…

    …and makes the UK a great place for digital asset companies to invest and innovate.

    For the UK to be a world-leader in digital assets…

    …international cooperation is vital.

    Which is why I discussed continued U.S. and UK engagement with Secretary Bessent last week…

    …including further dialogue at the upcoming UK-U.S. Financial Regulatory Working Group in June…

    …to support the use and responsible growth of digital assets…

    …maintaining the deep historic relationship between the world’s two largest financial centres through this period of significant technological change.

    Regulation must support business, not hold it back.

    Our regulators were among the first to embrace and develop sandboxes…

    …including the Digital Securities Sandbox, where I’m delighted that we already have a broad range of firms all looking at different proposals for tokenising our financial markets.

    Last November, I announced that this government will issue a Digital Gilt Instrument…

    …an entirely new debt instrument…

    …using distributed ledger technology…

    this will enable us to experience first-hand the benefits of digital technologies in debt issuance.

    And I know that there is appetite to go further.

    Last week, Secretary Bessent and I also discussed how our officials could explore opportunities to support industry to innovate cross-border…

    …in line with proposals put forward by US Securities and Exchange Commissioner Hester Peirce about a transatlantic sandbox for digital securities…

    …potentially allowing greater digital collaboration between capital markets in New York and London.

    I’ve talked about what we’ve already done, and some ideas for the future.

    Financial services is one of the key growth-driving sectors in the UK’s modern industrial strategy…

    ….with FinTech as a priority growth opportunity…

    …and I look forward to publishing the Financial Services Growth and Competitiveness Strategy at my upcoming Mansion House address…

    …which I can today confirm will take place on the 15th July.

    At Mansion House last year I set out my vision on economic growth…

    …and the new approach required to build sustainable growth…

    …on a platform of stability.

    At Mansion House this year I’ll talk about how we can go further and faster in realising that growth.

    By publishing the Financial Services Growth and Competitiveness Strategy…

    …I will set out our strategy for the rest of this parliament and beyond…

    …building on our strengths in areas including capital markets, insurance and asset management…

    … supporting firms to innovate by ensuring they can access and develop the talent they need…

     …and promoting the UK as a great place to do business globally.

    Backing the builders in FinTech means improving outcomes for businesses and consumers…

    …revolutionising how we invest and trade…

    And driving growth and prosperity, here in the UK.

    It’s incredible how far Fintech has come in the past decade…

    And I’m enormously optimistic about the future.

    From the huge growth of the sector that has already taken place…

    …to the passion, drive and commitment I see from all of you to make FinTech a huge UK success story…

    …it is clear that our job in government is to back you, back the builders, back the change makers all the way.

    And I am ready to do just that.

    Thank you very much.

    Updates to this page

    Published 29 April 2025

    MIL OSI United Kingdom –

  • MIL-OSI Europe: European Court of Human Rights – Election of a new president, Mattias Guyomar (29.04.25)

    Source: Republic of France in English
    The Republic of France has issued the following statement:

    France welcomes the election of French judge Mattias Guyomar as president of the European Court of Human Rights. He will take up his duties on May 30. The last French judge elected to this position was Jean-Paul Costa, who presided over the ECHR from 2007 to 2011.

    France commends the dedication and efforts of the outgoing president, Marko Bošnjak, during his term of office.

    France reaffirms its commitment to and support for the European Court of Human Rights, which guarantees the principles of the European Convention for the Protection of Human Rights and Fundamental Freedoms.

    MIL OSI Europe News –

  • MIL-OSI USA: 100 DAYS OF INVESTMENT: $5+ Trillion in New Investment Fuels America’s Future

    US Senate News:

    Source: The White House
    President Donald J. Trump has secured over $5 trillion in new U.S.-based investments in his first 100 days, which will create more than 451,000 new jobs as he sets the stage for a new era of American prosperity. From advanced manufacturing to cutting-edge artificial intelligence infrastructure, these historic investments — spurred by President Trump’s unwavering commitment to revitalizing American industry — will reinforce the U.S. as the global leader in innovation and economic growth.
    The announcements keep coming. In recent days:
    IBM announced a $150 billion investment over the next five years in its U.S.-based growth and manufacturing operations.
    Thermo Fisher Scientific announced it will invest an additional $2 billion over the next four years to enhance and expand its U.S. manufacturing operations and strengthen its innovation efforts.
    Corning announced it is expanding its Michigan manufacturing facility investment to $1.5 billion, adding 400 new, high-paying, advanced manufacturing jobs.
    Merck & Co. announced a $1 billion investment to build a new state-of-the-art biologics manufacturing plant in Delaware, which will create at least 500 new jobs — part of the company’s commitment to invest more than $9 billion over the next four years.
    “Since the advent of the 2017 Tax Cuts and Jobs Act, Merck has allocated more than $12 billion to enhance our domestic manufacturing and research capabilities, with additional planned investments of more than $9 billion over the next four years.”

    Amgen announced a $900 million investment in its Ohio-based manufacturing operation.
    The company credited President Trump’s landmark 2017 tax cuts for enabling its rapid expansion: “Pro-growth policies like the @POTUS @WhiteHouse 2017 Tax Cuts and Jobs Act helped make investments like this possible. Since enactment, Amgen has invested ~$5B in capital expenditures. This amounts to an additional downstream output to the U.S. economy of approximately $12B.”

    The Bel Group announced a $350 million investment to expand its U.S.-based production, including at its South Dakota, Idaho and Wisconsin facilities — which will create 250 new jobs.
    Here is the non-exhaustive list of investments secured in President Trump’s second term:
    Project Stargate, led by Japan-based Softbank and U.S.-based OpenAI and Oracle, announced a $500 billion private investment in U.S.-based artificial intelligence infrastructure.
    Apple announced a $500 billion investment in U.S. manufacturing and training.
    NVIDIA, a global chipmaking giant, announced it will invest $500 billion in U.S.-based AI infrastructure over the next four years amid its pledge to manufacture AI supercomputers entirely in the U.S. for the first time.
    IBM announced a $150 billion investment over the next five years in its U.S.-based growth and manufacturing operations.
    Taiwan Semiconductor Manufacturing Company (TSMC) announced a $100 billion investment in U.S.-based chips manufacturing.
    Johnson & Johnson announced a $55 billion investment over the next four years in manufacturing, research and development, and technology.
    Roche, a Swiss drug and diagnostics company, announced a $50 billion investment in U.S.-based manufacturing and research and development, which is expected to create more than 1,000 full-time jobs.
    Eli Lilly and Company announced a $27 billion investment to more than double its domestic manufacturing capacity.
    United Arab Emirates-based ADQ and U.S.-based Energy Capital Partners announced a $25 billion investment in U.S. data centers and energy infrastructure.
    Novartis, a Swiss drugmaker, announced a $23 billion investment to build or expand ten manufacturing facilities across the U.S., which will create 4,000 new jobs.
    Hyundaiannounced a $21 billion U.S.-based investment — including $5.8 billion for a new steel plant in Louisiana, which will create nearly 1,500 jobs.
    Hyundai also secured an equity investment and agreement from Posco Holdings, South Korea’s top steel maker.

    United Arab Emirates-based DAMAC Properties announced a $20 billion investment in new U.S.-based data centers.
    France-based CMA CGM, a global shipping giant, announced a $20 billion investment in U.S. shipping and logistics, creating 10,000 new jobs.
    Thermo Fisher Scientific announced it will invest an additional $2 billion over the next four years to enhance and expand its U.S. manufacturing operations and strengthen its innovation efforts.
    Merck & Co. announced it will invest a total of $9 billion in the U.S. over the next several years after opening a new $1 billion North Carolina manufacturing facility — including in a new state-of-the-art biologics manufacturing plant in Delaware, which will create at least 500 new jobs.
    Clarios announced a $6 billion plan to expand its domestic manufacturing operations.
    Stellantis announced a $5 billion investment in its U.S. manufacturing network, including re-opening its Belvidere, Illinois, manufacturing plant.
    Regeneron Pharmaceuticals, Inc., a leader in biotechnology, announced a $3 billion agreement with Fujifilm Diosynth Biotechnologies to produce drugs at its North Carolina manufacturing facility.
    NorthMark Strategies, a multi-strategy investment firm, announced a $2.8 billion investment to build a supercomputing facility in South Carolina.
    Corning announced it is expanding its Michigan manufacturing facility investment to $1.5 billion, adding 400 new high-paying advanced manufacturing jobs for a total of 1,500 new jobs.
    Chobani, a Greek yogurt giant, announced a $1.2 billion investment to build its third U.S. dairy processing plant in New York, which is expected to create more than 1,000 new full-time jobs — adding to the company’s earlier announcement that it will invest $500 million to expand its Idaho manufacturing plant.
    GE Aerospace announced a $1 billion investment in manufacturing across 16 states — creating 5,000 new jobs.
    Amgen announced a $900 million investment in its Ohio-based manufacturing operation.
    Schneider Electric announced it will invest $700 million over the next four years in U.S. energy infrastructure.
    GE Vernova announced it will invest nearly $600 million in U.S. manufacturing over the next two years, which will create more than 1,500 new jobs.
    Abbott Laboratories announced a $500 million investment in its Illinois and Texas facilities.
    AIP Management, a European infrastructure investor, announced a $500 million investment to solar developer Silicon Ranch.
    London-based Diageo announced a $415 million investment in a new Alabama manufacturing facility.
    Dublin-based Eaton Corporation announced a $340 million investment in a new South Carolina-based manufacturing facility for its three-phase transformers.
    Germany-based Siemens announced a $285 million investment in U.S. manufacturing and AI data centers, which will create more than 900 new skilled manufacturing jobs.
    The Bel Group announced a $350 million investment to expand its U.S.-based production, including at its South Dakota, Idaho and Wisconsin facilities — which will create 250 new jobs.
    Clasen Quality Chocolate announced a $230 million investment to build a new production facility in Virginia, which will create 250 new jobs.
    Fiserv, Inc., a financial technology provider, announced a $175 million investment to open a new strategic fintech hub in Kansas, which is expected to create 2,000 new, high-paying jobs.
    Paris Baguette announced a $160 million investment to construct a manufacturing plant in Texas.
    TS Conductor announced a $134 million investment to build an advanced conductor manufacturing facility in South Carolina, which will create nearly 500 new jobs.
    Switzerland-based ABB announced a $120 million investment to expand production of its low-voltage electrification products in Tennessee and Mississippi.
    Saica Group, a Spain-based corrugated packaging maker, announced plans to build a $110 million new manufacturing facility in Anderson, Indiana.
    Charms, LLC, a subsidiary of candymaker Tootsie Roll Industries, announced a $97.7 million investment to expand its production plant and distribution center in Tennessee.
    Toyota Motor Corporation announced an $88 million investment to boost hybrid vehicle production at its West Virginia factory, securing employment for the 2,000 workers at the factory.
    AeroVironment, a defense contractor, announced a $42.3 million investment to build a new manufacturing facility in Utah.
    Paris-based Saint-Gobain announced a new $40 million NorPro manufacturing facility in Wheatfield, New York.
    India-based Sygene International announced a $36.5 million acquisition of a Baltimore biologics manufacturing facility.
    Asahi Group Holdings, one of the largest Japanese beverage makers, announced a $35 million investment to boost production at its Wisconsin plant.
    Cyclic Materials, a Canadian advanced recycling company for rare earth elements, announced a $20 million investment in its first U.S.-based commercial facility, located in Mesa, Arizona.
    Guardian Bikes announced a $19 million investment to build the first U.S.-based large-scale bicycle frame manufacturing operation in Indiana.
    Amsterdam-based AMG Critical Minerals announced a $15 million investment to build a chrome manufacturing facility in Pennsylvania.
    NOVONIX Limited, an Australia-based battery technology company, announced a $4.6 million investment to build a synthetic graphite manufacturing facility in Tennessee.
    LGM Pharma announced a $6 million investment to expand its manufacturing facility in Rosenberg, Texas.
    ViDARR Inc., a defense optical equipment manufacturer, announced a $2.69 million investment to open a new facility in Virginia.
    That doesn’t even include the U.S. investments pledged by foreign countries:
    United Arab Emirates announced a $1.4 trillion investment in the U.S. over the next decade.
    Saudi Arabia announced it intends to invest $600 billion in the U.S. over the next four years.
    Japan announced a $1 trillion investment in the U.S.
    Taiwan announced a pledge to boost its U.S.-based investment.

    MIL OSI USA News –

  • MIL-OSI United Kingdom: Exceptional hardship scheme opens: how to apply

    Source: City of Portsmouth

    A new exceptional hardship scheme has opened offering one-off payments for Portsmouth residents who need help to pay for food, bills and other essentials.

    The Portsmouth City Council-run scheme offers individual payments to families and individuals in extreme hardship. The amount awarded is based on individual circumstances.

    It’s open to Portsmouth households based on income levels who meet other criteria, and who have not received an exceptional hardship payment within the last six months. Full details and how to apply: www.portsmouth.gov.uk/household-support-fund

    People can apply for payments towards groceries and energy costs, as well as essential household purchases like a fridge, freezer and white goods, beds, furniture, vehicle repairs and children’s clothing.

    The first application window is open until 12 noon on Thursday 12 June 2025. The scheme will then reopen for a second window in July.

    Residents are encouraged to check online if they’re eligible, and if they need help to apply to call the council’s cost of living helpline: 023 9284 1047.

    It’s the first of a number of local support schemes to open, funded by the latest Household Support Fund (HSF) from the UK Government. Portsmouth has been given a total of £3,327,922 to use until 31 March 2026.

    At an extraordinary cabinet meeting, councillors were updated on the other HSF schemes coming in stages which will further support those in hardship, including:

    • Living cost payments for targeted groups including pensioners, carers, care leavers, people with disabilities
    • Supermarket food vouchers for children who get free school meals (FSM), and a voucher scheme for low-income families who don’t quality for FSM
    • Extending the successful HAF Fun Pompey holiday activities to low-income families who don’t qualify for FSM
    • Grants for local foodbanks, community meals, larders/pantries so they can continue supporting people
    • Funding to continue the cost of living hub website and helpline, offering free advice and help to apply for benefits and payments for those who need it

    Details of all these application-based schemes will be added to the HSF webpage and promoted before they open.

    Portsmouth City Council Leader Cllr Steve Pitt said:

    “People have just seen a huge hike in many of their bills at a time when prices aren’t getting cheaper. There’s evidence that many local people are in more financial hardship than ever, so it’s essential that we allocate this funding to those who most need it.

    “I strongly encourage people to check if they qualify for payment schemes when they open, as well as other benefits, and to contact our cost of living hub for any help.”

    Nearly three-quarters of Portsmouth residents (72%) are finding it quite or very difficult to manage financially, from those who completed a cost of living survey in September 2024. Just over half of respondents have a household income of less than £10,000, and a further 38% earn between £10,000 and £20,000.

    With thousands of Portsmouth residents still not receiving benefit payments like Pension Credit despite being eligible, the council continues to support people to apply through the helpline.

    • Visit the cost of living hub website or call the free helpline 023 9284 1047, open weekdays 9am-5pm (closes 4.30pm Fridays)
    • Find out how to lower your energy bills at Switched on Portsmouth and check if you qualify for a free home energy visit

    MIL OSI United Kingdom –

  • MIL-OSI Europe: Grande Conférence with Nadia Murad, Nobel Peace Prize 2018

    Source: Universities – Science Po in English

    On 25 April 2025, for the last Grande Conférence of this academic year, Sciences Po welcomed the co-recipient of the 2018 Nobel Peace Prize – Nadia Murad. This event was introduced by Luis Vassy, President of Sciences Po, and moderated by Jeremy Perelman, Vice-President for International Affairs at Sciences Po.

    For 150 years, this school, that has been created after the defeat of France against Prussia, has been working on one issue: can democracies be more efficient than authocracies? Can good be more efficient than evil? And you, Nadia, have seen evil in the eyes.

    Luis Vassy, President of Sciences Po

    « Speaking here in front of you, working as an activist, and especially raising awareness of conflict-related sexual violence, is not a life I could have ever imagined for myself. […] I realised that my survival carried with it a responsibility, to share with the world what the women and girls were going through in captivity. »

    Nadia Murad

    Nobel Peace Prize 2018

    Nadia Murad was born and raised a Yazidi in the small village of Kocho in Northern Iraq. On 3 August 2014, the Islamic State (ISIS) began a genocidal campaign against the Yazidi ethno-religious minority in Iraq. Nadia Murad was 21 years old.

    Nadia Murad’s book in French, “Pour que je sois la dernière” (Fayard / Livre de poche). (credits: Livre de poche / Sandrine Gaudin pour Sciences Po)

    World leaders are well aware of the conditions that are associated with the onset of such atrocities, from the studies of previous genocides in Bosnia, Rwanda, Cambodia, the Holocaust, and the list goes on.

    Despite the warnings, the world watched in August 2014 as thousands of ISIS members, including many of our neighbours, brutally attacked Yazidis, village by village, murdering thousands of innocent men and elderly women, including six of my brothers and my mother.

    Young women, including myself, my sisters, my nieces, and my cousins, along with over 6,000 women and children, were forced into sexual slavery. ISIS imposed brutal policies on Yazadi women, viewing them as spoils of war.

    Nadia Murad

    After her captivity, she became a powerful voice for survivors of genocide and sexual violence. In 2016, she was appointed as a United Nations Goodwill Ambassador for the Dignity of Survivors of Human Trafficking.

    In 2018, Nadia Murad was co-awarded the Nobel Peace Prize, along with Congolese doctor Denis Mukwege, as she is a leading advocate for ending the use of sexual violence as a weapon of war and armed conflict. The same year, she published her memoir The Last Girl: My Story of Captivity, and My Fight Against the Islamic State (Virago) and launched a survivor-led NGO, Nadia’s Initiative.

    > Watch the full event:

    MIL OSI Europe News –

  • MIL-OSI United Kingdom: New posters promoting button battery safety

    Source: United Kingdom – Government Statements

    News story

    New posters promoting button battery safety

    New posters promoting button battery safety provide 5 top tips to keep children safe.

    The Office for Product Safety and Standards (OPSS) is sharing new posters which can be downloaded and shared by stakeholders to promote button battery safety and awareness.

    These posters feature top tips that have been developed through collaboration with accident prevention charities, clinicians, manufacturers, online marketplaces and trade associations. 1.

    They warn parents about the risks of button batteries and provide 5 top tips to keep children safe:   

    • Look around your home for button batteries. Think toys, lights, remote controls and more.
    • Check for products with loose backs and button batteries that have dropped out.
    • Store button batteries in a safe place, up high and out of your child’s reach.
    • Dispose of used button batteries as soon as you can. They are still unsafe.
    • Act if you think your child may have swallowed a button battery, go straight to A&E or call an ambulance.

    Used button batteries should not be disposed of in the household rubbish. They should be dropped off for recycling at a collection point at a supermarket, or any other big shop that sells over 32 kg of batteries a year.

    Find out more about button battery safety – Child Accident Prevention Trust website

    1. The button battery top tips were produced by a working group chaired by the Child Accident Prevention Trust with representatives from Amazon, Amdea, Alibaba, British Retail Consortium, British and Irish Portable Battery Association, British Standards Institution, Chartered Trading Standards Institute, eBay, Electrical Safety First, Energizer, Etsy, OPSS and RoSPA and representatives from local authority trading standards services.

    Updates to this page

    Published 29 April 2025

    MIL OSI United Kingdom –