NewzIntel.com

Category: European Union

  • MIL-OSI Video: UK Prime Minister’s Questions (PMQs) – 26 March 2025

    Source: United Kingdom UK Parliament (video statements)

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

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

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

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

    Twitter: / houseofcommons
    Facebook: / ukhouseofcommons
    Instagram: / ukhouseofcommons

    https://www.youtube.com/watch?v=a_z-Rw3GgLM

    MIL OSI Video –

  • MIL-OSI Canada: Speaking to Americans about the value of Alberta ties

    Source: Government of Canada regional news (2)

    MIL OSI Canada News –

  • MIL-OSI Security: Two arrests following fatal collision in Colindale

    Source: United Kingdom London Metropolitan Police

    Detectives investigating a fatal collision in Colindale have made two arrests.

    Two men – aged 18 and 19 – were arrested on Wednesday, 26 March on suspicion of causing death by dangerous driving and failing to stop. Both are currently in police custody.

    This follows an incident in Grahame Park Way, NW9 on Tuesday, 25 March where a car was in collision with a female pedestrian.

    Despite the best efforts of the emergency services, the woman – aged in her 60s – died at the scene.

    Her family are being kept updated with the progress of this investigation and continue to be supported by specially trained officers.

    The car involved did not stop but was later found abandoned in nearby Franco Avenue.

    Detectives from the Met’s Serious Collision Investigation Unit are investigating the collision and are appealing for witnesses to come forward. They are keen to hear from anyone who saw the incident or anyone leaving the car in Franco Avenue, including road users who have camera footage, to get in contact.

    You can call detectives on 020 8246 9820 or dial 101 and quote CAD4453/25March. You can also provide information anonymously to the independent charity Crimestoppers on 0800 555 111.

    MIL Security OSI –

  • MIL-Evening Report: Every 3 years, we play the election date waiting game. Are fixed terms the solution?

    Source: The Conversation (Au and NZ) – By Jill Sheppard, Senior Lecturer, School of Politics and International Relations, Australian National University

    With another election campaign unofficially underway, voters may feel it hasn’t been long since they were last at the voting booth.

    Australia’s Constitution dictates:

    every House of Representatives shall continue for three years from the first meeting of the House, and no longer, but may be sooner dissolved by the Governor-General.

    This allows the sitting government to call an election sooner than three years after taking office, but recent norms are for governments to use the full term length available to them.

    But how do politicians and the public feel about this format, and could this change anytime soon?

    Early elections

    In 1998, the John Howard Liberal government called an early election seeking voters’ support for its ambitious plans to introduce a goods and service tax. It came very close to defeat, but clawed its way to victory and nine more years of power.

    In 2016, the Malcolm Turnbull Liberal government took a similar punt, calling an early double dissolution election ostensibly on the issue of union corruption. Again, it came very close to defeat but clawed its way to victory (and six more years of power).

    Despite their reasons for calling early elections, both Howard and Turnbull faced declining global economic conditions and arguably moved tactically to avoid campaigning in the worst of the headwinds.

    Most governments have less appetite for capitalising on external events – like interest rate cuts – when calling an election. Voters already largely distrust politicians, and cynical early elections will only confirm their beliefs.

    Fixed versus non-fixed parliamentary terms

    The ability of a government to unilaterally decide the election date is unusual.

    The political systems most similar to Australia – New Zealand, Canada, the United Kingdom, the United States – all have fixed election dates. Australian states and territories have also increasingly moved to fixed dates, where the government of the day has no discretion over election timing.

    As prime minister, Julia Gillard effectively relinquished her right to manipulate the 2013 election date in her favour. She announced it more than seven months ahead of time. Her government lost the subsequent election.

    Unsurprisingly, there is little political will to move to fixed dates for federal elections. Only current Special Minister of State Don Farrell has expressed even passing support for the idea (and then, only if voters were clearly in favour).

    Fixed terms would undoubtedly benefit voters, who could plan their calendars well in advance. They would also benefit non-government parties and independent candidates, who could budget and plan campaigns around a known election date.

    Who wants longer terms?

    Prime Minister Anthony Albanese supports four-year terms, reflecting long-term Labor Party policy.

    The Liberal Party has generally been more ambivalent. Howard was supportive but “not mad keen” in 2005 and supportive, but resigned to failure in 2024.

    Current leader Peter Dutton also backs longer terms, but observes that, among voters, “generally, there is a reluctance to do anything that makes the life of a politician easier”.

    Beyond voters’ reluctance to grant a one-year extension to politicians’ tenure, the issue of senate term lengths is an obstacle to reform.

    Current tradition sets senate terms twice the length of House of Representatives terms, however, Penny Wong has argued that eight-year terms are too long.

    Both New South Wales and South Australia have experience with eight-year terms in their upper houses, but no other states have yet followed.

    How could (and will) terms be changed?

    Any change to federal parliamentary terms would require a successful referendum. The question has been put to Australians once before, in 1988. Only 33% of voters supported the proposal, and no state achieved majority support.

    Polling from April 2024 finds only 38% support, with 18% unsure. Independent and minor party voters – the fastest growing group in Australian politics – were also the most strongly opposed to longer terms.

    As Dutton noted, voters have been reluctant to support “politician-friendly” referendums in the past. There seems almost no chance the 48th parliament would consider a referendum on the issue.

    Would 4-year terms make politics better?

    David Coleman, recently promoted to the Liberal Party’s frontbench, has confidently declared “businesses and consumers tend to hold off on investment during election periods and the phoney war that precedes them”, and so longer terms would improve the domestic economy.

    The business sector seems to agree.

    Are they right? And what about non-economic outcomes?

    Academic research backs up the assumption governments are less likely to announce major tax reforms in the months leading into an election. Shorter terms might also make governments less likely to introduce austerity (strict cost-cutting) measures.

    The weight of academic evidence suggests that whichever party is in power matters far more than the length of the electoral cycle.

    Researchers have struggled to find differences in how politicians with longer terms (usually four years) behave from those with shorter terms (usually two years). Activity levels for the shorter-term politicians appear slightly more frenetic – more fundraising and expenditure, more campaigning – but the outcomes are similar.

    Longer terms do not seem destined to fix Australia’s political malaise.

    Jill Sheppard receives funding from the Australian Research Council.

    – ref. Every 3 years, we play the election date waiting game. Are fixed terms the solution? – https://theconversation.com/every-3-years-we-play-the-election-date-waiting-game-are-fixed-terms-the-solution-250273

    MIL OSI Analysis – EveningReport.nz –

  • MIL-OSI Canada: Alberta taps into Germany’s markets

    Source: Government of Canada regional news

    MIL OSI Canada News –

  • MIL-OSI United Nations: Secretary-General Outlines Four Areas of Focus in Implementing Pact for Future

    Source: United Nations General Assembly and Security Council

    Following are UN Secretary-General António Guterres’ remarks to the informal interactive dialogue on the implementation of the Pact for the Future, in New York today:

    I thank the President of the General Assembly for convening this important dialogue — the first of three in the coming months.  From day one of the Pact for the Future’s adoption, the President has been its active champion.  I deeply appreciate your efforts, Mr. President, and your leadership.

    Adopting the Pact was the beginning of the process, not the end.  Today, I want to focus on what we have done over the last six months — and what we need to do.

    We face a long list of challenges.  Conflicts and climate disasters are intensifying.  The Sustainable Development Goals (SDGs) are far off-track — as is the funding required to achieve them.  Geopolitical divisions and mistrust are blocking effective action, with some actively questioning the value of international cooperation and the multilateral system itself.

    But, let me be very clear.  It is exactly because of these divides and these mistrusts that the Pact for the Future and the two parallel documents are more important than ever.  And the bigger the obstacle, the bigger will be my determination to make things move forward in line with the will expressed by Member States in the Summit of the Future.

    Meanwhile, critical funding is being drastically cut for people in desperate need — with more reductions to come.  Resources are shrinking across the board — and they have been for a long time.

    From day one of my mandate, we embarked on an ambitious agenda to become more effective and cost-effective across our Organization.  Earlier this month, I announced the “UN80” initiative to continue this work and intensify it.

    We’re reviewing efficiencies and improvements to current arrangements, the implementation of mandates handed down by Member States, and structural changes and programme realignment.  All these will contribute for a more effective implementation of the Pact for the Future.

    We’ve wasted no time moving into the implementation phase of the Pact.  From an operational perspective, we established a principal-level steering committee — which I chair — overseeing six working groups focused on action and reforms in key areas:  Sustainable Development Goals acceleration; peace and security; international financial architecture; digital technologies; UN governance; and youth.

    We’ve created two task teams focusing on future generations and the need to look beyond GDP [gross domestic product] as a measure of progress and guide to policymaking.

    And we’re establishing an internal tracking system to monitor our progress on Pact implementation.  Today, I’d like to report on our efforts since the Pact was adopted and outline the work ahead in four areas.

    First, peace and security.  United Nations peace operations help safeguard people and communities in some of the most desperate corners of the world.  The Pact represents a commitment to strengthen tools to prevent and address conflict, to ensure that our peace efforts respond to new and emerging threats.

    In November, I issued a report on peacebuilding which included concrete suggestions to strengthen the Peacebuilding Commission and Fund.  We’re actively working on the second independent progress study on the positive contribution of young people to peace processes.

    And we’re progressing on a review of all forms of peace operations, as requested in the Pact.  Our recent proposals to the Security Council regarding Haiti are a case in point where new approaches can be developed to complex security challenges.

    The review will be an opportunity to help adapt peace operations to today’s realities, and ensure they’re guided by clear and sequenced mandates that are realistic and achievable — with viable exit strategies and transition plans.

    It will also recognize the limitations of our operations where there is little or no peace to keep.  We will also continue pushing forward on other peace-related priorities of the Pact — including disarmament commitments around nuclear, biological and chemical weapons, lethal autonomous weapons and the growing weaponization of outer space.

    And we will continue advocating — including through the intergovernmental negotiations process — for the Pact’s call to make the Security Council more representative of today’s world and more effective in the capacity to promote peace in the world.

    Second, finance for development.  Since the Pact’s adoption, we’ve taken action on several fronts. For example, our resident coordinators and country teams are now mapping out how we can accelerate progress at the national levels in close cooperation with the Governments.

    We’ve begun analysing the impact of military expenditure on the achievement of the SDGs and on our own work at the UN — with a final report out by September.  The Expert Group called for in the Pact to develop measures of progress that go beyond gross domestic product will soon be announced and will work throughout the year before an intergovernmental process takes over in 2026.

    And we’ve been working closely with the World Bank and the International Monetary Fund (IMF) to follow-up on the Pact’s action points addressing improvements to the international financial system.

    Developing countries must be represented fairly in the governance of the very institutions they depend on.  We know the environment is not favourable.  But we must not give up.

    Since the Pact’s adoption, I have also established an expert group to identify practical steps for action on debt.  In the coming weeks, they will propose a list of achievable outcomes — and release a full report in June in advance of the Financing for Development Conference in Spain.

    Debt relief is a central issue if we want the implementation and the Pact for the Future a reality.  At the same time, we will continue advocating to increase the lending capacity of multilateral development banks, to make them bigger and bolder.  This includes both stretching their balance sheets and recapitalization.

    And we must ensure that concessional finance is deployed where it is most needed.  Many of these actions depend on decisions of other multilateral institutions and of Member States, but we will not relent in our constant advocacy for what the Pact for the Future has clearly indicated as the way to pursue.

    Three, youth and future generations. Our efforts must deliver for young people and the generations to come.  The Pact’s central promise to young people is to listen to their concerns and ideas and including them at the decision-making table.

    Following the establishment of a UN Youth Office in 2022, young people played a key role in shaping the Pact’s priorities.  With the Pact’s adoption, we’re now progressing towards establishing a Youth Investment Platform to ensure that national funding mechanisms and investment platforms are focused on the needs of young people.

    And we’re developing core principles to strengthen youth engagement across our work at the United Nations — including by broadening the representation of younger colleagues within our organizational structures.

    Through the Declaration on Future Generations, we’re also looking to the generations yet to be born.  We’ve established a Strategic Foresight Network and Community of Practice to ensure our policies, programmes and field operations are based on long-term thinking.  And later this year, I will appoint a Special Envoy for Future Generations to scale up these efforts.

    Fourth, technology.  We’re implementing the Global Digital Compact’s calls to close all digital divides and ensure all people benefit from a safe and secure digital space.  Artificial intelligence (AI) is a particular focus.

    We’re developing a report on innovative voluntary financing options for AI capacity-building to help the global South harness AI for the greater good, taking into account the recommendations of my High-Level Advisory Body.

    The zero-draft resolution to establish the International Independent Scientific Panel on AI and convene a Global Dialogue on AI Governance was also circulated last week — thanks to the work of the co-facilitators, Spain and Costa Rica.

    I urge the General Assembly to act swiftly to establish this Panel and ensure that AI expertise and knowledge are available to all countries, while supporting the Global Dialogue.  The UN system stands ready to support this work.

    As we push for these priorities, we’re also improving the efficiency and effectiveness of our operations, as called for by the Pact.

    Last fall, we undertook a comprehensive assessment across UN entities to harness the potential of innovation, data analytics, digital transformation and foresight across our work — as called for in the UN 2.0 initiative.

    We’re already seeing results:  from speeding up disaster assessments in the Asia-Pacific [region], to strengthening social security programmes in Malawi, to consolidating information technology functions across the UN system.  This work must continue, especially in light of the funding challenges we face.  We’re counting on your support as we move forward.

    The Pact for the Future is an essential part of this process of constant renewal, as we reshape the multilateral system for the challenges of today’s world.  We cannot dilute our efforts.

    We need to sustain the same spirit and determination in which the Pact was forged and adopted.  We count on you to inform, inspire and guide the implementation work ahead.  Once again, thank you for your ideas and commitment.

    MIL OSI United Nations News –

  • MIL-OSI: Dassault Systèmes: filing of the English version of the 2024 Universal Registration Document

    Source: GlobeNewswire (MIL-OSI)

    Press Release
    VELIZY-VILLACOUBLAY, France — March 26, 2025

    Publication of the English version of the 2024 Universal Registration Document

    Dassault Systèmes (Euronext Paris: FR0014003TT8, DSY.PA) announces that the English version of its 2024 Universal Registration Document (constituting the Annual Financial Report) is now available on Dassault Systèmes’ website at https://investor.3ds.com/ (sections Regulated information or Events & Publications/Reports).

    Hard copies of the 2024 Universal Registration Document in English are also available upon request at Dassault Systèmes’ headquarters (10, rue Marcel Dassault, CS 40501 – 78946 Vélizy-Villacoublay, France).

    ###

    ABOUT DASSAULT SYSTÈMES

    Dassault Systèmes is a catalyst for human progress. Since 1981, the company has pioneered virtual worlds to improve real life for consumers, patients and citizens. With Dassault Systèmes’ 3DEXPERIENCE platform, 350 000 customers of all sizes, in all industries, can collaborate, imagine and create sustainable innovations that drive meaningful impact. For more information, visit www.3ds.com.

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

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

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

    Attachment

    The MIL Network –

  • MIL-OSI United Nations: ‘Renewables are renewing economies’, UN chief tells top climate forum

    Source: United Nations MIL OSI b

    Climate and Environment

    Ministers from 40 countries met on Wednesday at the first major climate forum of 2025 to discuss progress in renewable energy generation and the rising toll of inaction over rising temperatures. 

    2025 marks a milestone: the tenth anniversary of the Paris Agreement and the deadline for countries to submit their updated Nationally Determined Contributions (NDCs), designed to keep the global goal alive of limiting temperature rise to 1.5°C above pre-industrial levels.

    Addressing the 16th Petersberg Climate Dialogue (PCD) in Berlin – the first official gathering on climate since last year’s COP29 summit in Baku – the UN Secretary-General António Guterres issued a strong call for decisive climate action.

    He said the year had begun against a backdrop of geopolitical instability and widespread cuts to overseas aid budgets.

    “There is much uncertainty and instability in our world,” which is why “every country must step up and play their part,” he emphasised.

    Renewables: A bright spot

    Despite global tensions, Mr. Guterres pointed to a promising development: 2024 was officially a record year for global renewable energy production, according to the International Renewable Energy Agency (IRENA).

    Renewables made up over 92 per cent of all new electricity capacity installed last year – equivalent to the total electricity capacity of Brazil and Japan combined.

    Europe’s capacity rose by nine per cent, with Germany contributing over a quarter of that growth. Meanwhile, Africa’s grew by nearly seven per cent.

    “All of this is another reminder of a 21st century truth: Renewables are renewing economies,” Mr. Guterres said. They are “powering growth, creating jobs, lowering energy bills, and cleaning our air.”

    Wind power has dropped in cost by 60 per cent since 2010; solar is now 90 per cent cheaper.

    Clean energy contributed significantly to economic growth in 2023 – accounting for five per cent of India’s GDP growth, six per cent of the US’, and one-third of the EU’s.

    The rising toll of inaction

    Nevertheless, climate challenges are piling up, the UN chief continued.

    “It seems records are shattered at every turn – the hottest day of the hottest month of the hottest year of the hottest decade ever,” Mr. Guterres said.

    Those suffering most are the world’s most vulnerable – grappling with rising food and insurance costs, displacement and growing insecurity.

    The World Meteorological Organization confirmed in late December that 2024 was another year of alarming climate records. For the first time, global temperatures were 1.5°C above pre-industrial levels during a calendar year.

    “Scientists are clear – it is still possible to meet the long-term 1.5 degree limit,” the Secretary-General stressed. “But it requires urgent action. And it requires leadership.”

    Call for ambition

    New NDCs are due by September 2025. These plans must align with the 1.5°C target and collectively cut emissions by 60 per cent by 2035, compared with 2019 levels.

    “These new plans are a unique opportunity to deliver – and lay out a coherent vision for a just green transition,” Mr. Guterres said.

    He reiterated that efforts must be made according to the principle of common but differentiated responsibilities but added: “Everybody must do more.”

    The G20 most industralised nations – responsible for most global emissions – must lead the way.

    The UN Climate Promise is already supporting 100 countries in preparing their next plans. A high-level event in September will take stock of progress and push for greater action.

    Financing action

    Implementation of the COP29 finance agreement is crucial to support developing countries.

    “I count on the leadership of the COP29 and COP30 Presidencies to deliver a credible roadmap to mobilise $1.3 trillion a year by 2035,” said the Secretary-General.

    He also called for doubling adaptation finance to at least $40 billion annually by the end of this year and for serious contributions to the Loss and Damage Fund.

    To get there, stronger collaboration – across governments, societies, and sectors – is vital.

    Looking ahead

    As the Petersberg Dialogue sets the tone for the year ahead, Mr. Guterres issued a final rallying cry:

    “Those who lag behind must not discourage us but rather strengthen our resolve. The rewards are there for the taking, for all those ready and willing to lead the world through these troubled times.”

    “We are at a turning point.  I urge you to seize this moment; and seize the prize,” he concluded. 

    Soundcloud

    MIL OSI United Nations News –

  • MIL-OSI United Kingdom: Andy’s career change journey earns a place in national final A University of Aberdeen geology student has reached the final of the UK Career Change Awards after embarking on a degree following service as a Royal Marine Commando and rope access technician on offshore installations.

    Source: University of Aberdeen

    A University of Aberdeen geology student has reached the final of the UK Career Change Awards after embarking on a degree following service as a Royal Marine Commando and rope access technician on offshore installations.
    Andy Rycroft, who lives in Turriff, had written off his chances of succeeding in education with a succession of school reports citing that he was ‘easily distracted, doesn’t listen to instructions, presentation is poor’.
    With no qualifications he enlisted in the Royal Marines and after 32 weeks of the most arduous basic military training in the world, became a Royal Marines Commando serving in Afghanistan and on operations in Canada and the UK.
    The military gave him his first taste of formal training and he gained and NVQ and apprenticeship in engineering.
    But when he left in 2012 he again turned to his practical skills training as a Rope Access Inspection Technician and later worked in the Oil and Gas industry as a project planner.
    It was not until Covid slowed down the pace of the world that he asked what really inspired him and decided to follow his passion for earth and planetary science, signing up to a part-time distance learning course with the University of London Birkbeck.
    During the enrolment process he took a learning differences screening and was diagnosed with dyslexia, making sense of the negative school reports.
    Andy said: “With correct allowances in place and modern technology like recording lectures, Grammarly, reading back aloud and extra reading time in exams, I unlocked the cheat code in my mind.
    “After achieving a distinction in the planetary science certificate, I was eager to complete the degree but decided to come closer to home and accelerate it to full-time learning.
    “So, after 11 years in the Oil industry, I left and the University of Aberdeen accepted me to year two of BSc Geology, where I achieved my proudest grade to date. A 3500 report on the history of earth life with an A1 grade, has given me a huge confidence boost going into my honours years.
    “I am currently in year 3 and getting ready to undertake my mapping project dissertation in the summer of 2025. After I complete my degree in 2026, I will become the first in my family to have a university degree.”
    This remarkable career change has secured him a place as one of only 10 finalists the targetjobs UK Career Change Award Grand Final to be held in London April 25.
    And Andy has plans to put his academic passion for earth sciences to practical use once he has completed his degree.
    “I want to be part of something that makes a tangible impact on people’s lives,” he added. “The current energy crisis in the UK, where some people have to choose between heating and eating, is not something we can sit by and do nothing about. This can only be achieved by investing in wind, battery storage, and electric car charging infrastructure using clean energy sources. I am keen to transition into an industry where I can apply these passions.
    “I’m honoured to be selected for the final out of hundreds of nationwide applications. I had the privilege of meeting representatives from Clifford Chance, the award sponsor and seeing first-hand how seriously they value career changers.
    “Being invited to their stunning HQ in Canary Wharf along with 20 other shortlisted candidates was an incredible and humbling experience. I had the opportunity to pitch my career change journey and present an innovation that breaks down barriers for career changers, showcasing its benefits for both individuals and organisations.”

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Three Isle of Wight Council by-elections set for Thursday 1 May 26 March 2025 Three Isle of Wight Council by-elections set for Thursday 1 May

    Source: Aisle of Wight

    Three Isle of Wight Council by-elections will take place on Thursday 1 May 2025 in the wards of Central Rural, Freshwater South and Lake North. 

    Nominations to stand in the the three electoral divisions close at 4pm on Wednesday 2 April. 

    For anyone wishing to vote in these elections, the following dates are relevant:

    • Register to vote: Friday 11 April
    • To apply for a postal vote: Monday 14 April, 5pm
    • To apply for free voter ID (Voter Authority Certificate): Wednesday 23 April, 5pm

    Further information, together with links to the various forms for voters can be found on the Isle of Wight Council by-elections 2025 page.

    There are also town, parish and community council elections across the Island on Thursday 1 May and the same deadlines apply. Polling stations for all contested elections will be open from 7am to 10pm.

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Successful Intergenerational Partnership in Craigavon brings generations together

    Source: Northern Ireland City of Armagh

    A recent intergenerational project in Craigavon has successfully brought together young and older generations, fostering a new and meaningful partnership between Eire Og Golden Years and Tullygally Primary School.

    Organised by Armagh City, Banbridge and Craigavon Borough Council, the programme ran from January to March, spanning six weeks of exciting and enriching activities aimed at encouraging interaction and building lasting connections across generations.

    The programme featured a variety of engaging sessions, including clay modelling and painting, bingo, drumming workshops, Ceili dancing and window box making. These activities allowed participants to share experiences, learn from one another, and cultivate strong bonds while having fun.

    The initiative was designed to challenge the traditional boundaries between generations, offering young children the chance to interact with older adults and gain wisdom and life experiences, while providing older people with the joy of connecting with younger members of the community.

    “The success of this intergenerational project highlights the power of community and the positive impact of bringing different age groups together,” commented Councillor Kyle Savage, Deputy Lord Mayor of Armagh City, Banbridge and Craigavon.

    “The activities have not only provided fun and creativity but also created new friendships and fostered mutual understanding between the young and the elderly. We are proud to support such initiatives that enrich our community and strengthen our social fabric.”

    The partnership between Eire Og Golden Years and Tullygally Primary School has set the stage for future collaboration, with plans for similar projects in the works.

    The programme was organised by the ABC Council’s Community Development department with funding from the Northern Ireland Executive’s ‘Together: Building a United Community’ (T:BUC) Strategy, which is aimed at improving community relations.

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Council to commence summer opening hours

    Source: Northern Ireland – City of Derry

    Council to commence summer opening hours

    26 March 2025

    Visitors to local cemeteries including the City, Ballyoan and Altnagelvin Cemeteries, should note that summer opening times will commence from this weekend.

    The new extended opening times will see sites remain open from 8am to 8pm, seven days a week, running from Saturday 29th March 2025 until October 24th 2025.

    In line with the clocks going forward this weekend, Recycling Centres will also change to their Summer opening times from Monday March 31st, as follows:

    Pennyburn, Strathfoyle and Strahan’s Road Recycling Centres will open Monday to Friday 8am to 8pm, Saturday 8am to 6pm and Sunday 1pm to 5pm.

    Claudy, Domemana and Glendermot Recycling Centres will also remain the same, opening Tuesday to Friday from 9:30am until 5pm and Saturday 9:30am to 4:30pm.

    Eglinton, Park and Plumbridge will now open on Mondays from 12pm until 7pm and from 11:30am until 7pm on Tuesdays to Fridays.

    Newtownstewart Recycling Centre will open on Tuesday to Friday 11.30am to 7pm and Saturday 9:30am to 4:30pm. Spamount will be open 10am until 5pm on Mondays and from 9:30am to 5pm on Tuesday to Fridays.

    For more information on opening hours, please visit https://www.derrystrabane.com/services/opening-hours

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Updates to major City Centre and Beach Masterplan construction sites

    Source: Scotland – City of Aberdeen

    Progress continues to be made on major construction works across Aberdeen as part of the £150million City Centre and Beach Masterplan (CCBMP), a committee heard today.

    The updates to the Council’s Finance and Resources Committee included that the start of works to the Castlegate will take place immediately after the Tall Ships event finishes in July this year, and updates to continuing works to Union Street Central and the beachfront.

    Finance and Resources Committee convener Councillor Alex McLellan said: “Aberdeen City Council is investing in the significant transformation of the city centre and beachfront to make place people want to live, work, study, do business or invest.

    “The Castlegate works will be running alongside the existing construction taking place on Union Street and the beachfront and, once finished, these developments will make a major difference to the city and ensure our city centre is a place both residents and visitors can continue to enjoy.”

    Councillor Ian Yuill, Co-leader said: “The city centre and beach areas will be significantly improved through the agreed construction works. These are major investments to upgrade the city for the benefit of all.

    “The beachfront will experience its biggest redevelopment for 35 years. The new facilities will offer amazing new facilities to young people, families and individuals of all ages. The aim is to make the city centre and beach a more attractive and desirable place for all to enjoy.”

    The report to committee said the works to the Castlegate will mean it will play an important part in delivery of the city’s events programme, capable of hosting a range of small-scale events, as well as being an important gateway to the beach. The project comprises public realm and streetscaping improvements including street furniture, public art, improved lighting, enhanced street greening, and an active travel route towards the beachfront.

    An area of loose flagstones has been lifted in the area and replaced with a temporary tarmac surface for public safety. Further site investigation works will take place so the main construction works can start after the Tall Ships event in July 2025.

    The report said the works to Union Street Central will mean the space will be reapportioned in favour of walking, wheeling, and riding users, and public transport whilst still allowing for service vehicle access. It includes a new two-way 3m wide cycle track on the north side, public seating at key locations, and will offer welcoming amenity to all and opportunities for rest for the less able whilst encouraging a wide range of visitors to the city centre.

    The report said since the start of the project, there has been additional works associated with the removal of tram sleepers embedded within the existing concrete basecourse and an undocumented redundant water main.

    The report said practical completion of phase A of the beachfront works – including a beach park, events park, and Broad Hill – should be reached in late summer 2026.The core play park will create a focus for activity and will act as a key ‘gateway’ into the wider park and the beach.

    The Events Park is intended as a flexible space capable of holding events including festivals, larger concerts and gatherings. The Field will be the central focus of this area, semi-enclosed by woodland planting, providing definition and increased shelter.

    The vision for Broadhill is to enhance the natural environment of this distinctive feature through additional planting, furthering the diversity of habitat, and ecological value.

    The report said works on site to all areas progressing on programme. The updates include:

    Beach park:

    • Drainage well progressed;
    • Foundations work has started on the canopy and gateway building;
    • The hub building consents are now in place;
    • Superstructure orders are being procured by the contractor.

    Events field:

    • Drainage is well progressed across the area;
    • Canopy foundations are in place;
    • Amphitheatre foundations have started;
    • Car park drainage and formation work is complete.

    Broadhill:

    • Access steps from Links Road are in place and moving towards completion;
    • Seating and viewing points are due for installation over the next month;
    • Landscaping work has started.

    The £150million commitment by Aberdeen City Council towards the City Centre and Beach Master Plan includes major improvement works underway at Union Street Central, the new market building, and at the city’s beach area. They will create vibrant and accessible areas to help make the city a destination of choice for the benefit of residents, visitors, and businesses.

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: New Tillydrone primary school to open before the summer holidays

    Source: Scotland – City of Aberdeen

    Good progress on a new primary school for the area of Tillydrone has been made and the new building is expected to open before the summer holidays.

    Members of Aberdeen City Council’s Finance and Resources Committee today (26 March 2025) agreed a report which gave an update on the construction work for the replacement for Riverbank school.

    Finance and Resources Committee convener Councillor Alex McLellan said: “Aberdeen City Council is investing significantly in the education estate across Aberdeen, delivering new schools such as the new Tillydrone Primary School, to ensure children and young people have the best learning environment.

    “I am pleased the new Tillydrone Primary School will be completed in the coming weeks and officials are working hard to ensure pupils can access the building from May 2025.”

    Councillor Martin Greig, convener of Education and Children’s Services Committee, said: “The new school will provide top-class facilities for all of its pupils including a 3G sports pitch and external outdoor play. The building will be a tremendous boost for the local area as well as being a fantastic learning facility for pupils at the start of their education. It is an excellent and improved asset for the community.”

    A report to committee said the major contractors are confident that practical completion can be achieved with the purpose of achieving an opening in May 2025. This would allow the pupils of the existing Riverbank Primary School to decant to the new school in advance of the summer recess.

    The report also said the building works have been affected by a number of factors, including poor weather and new utility connections which are out with the control of the main contractor.

    The three-stream primary school with Early Learning and Childcare (ELC) provision will also include a 3G sports pitch and external outdoor play and learning facilities.

    The new school is being built on the site of the former Tillydrone Infant School and on part of the former St Machar Primary School site. 

    MIL OSI United Kingdom –

  • MIL-OSI Security: Man given hospital order after attack which led to death of man in Harrow

    Source: United Kingdom London Metropolitan Police

    A man has been sentenced following two violent assaults that left one his victims dying from stab wounds.

    Abdul Khan, 27 (14.08.97), of Durham Road, Harrow was sentenced to an indefinite hospital order under Section 37 of the Mental Health Act at the Old Bailey on Tuesday, 25 March.

    Khan was also placed under an additional Section 41 order, which means that only the Secretary of State for Justice or a tribunal can give approval for him to be discharged from hospital.

    Khan pleaded guilty to the manslaughter – through diminished responsibility – of Bohdan Vandzhura, and possession of an offensive weapon. He was also admitted to the attempted murder in relation to a second man who he attacked in Harrow. He was also found guilty of ABH in relation to this victim.

    His father, Khalid Khan, 62 (22.04.62) of Durham Road, Harrow was sentenced to four years’ imprisonment for assisting an offender in relation to this incident.

    Detective Chief Inspector Tom Williams, who led the investigation, said:

    “Our thoughts remain with Mr Vandzhura’s family and friends.

    “Bohdan was a loving father-of-two who was assaulted, unprovoked, and tragically died from his injuries.

    “Abdul Hussain demonstrated a pattern of violent behaviour and posed a clear threat to the public.

    “He will now remain in a safe place to get the treatment he needs.”

    An investigation was launched by the Specialist Crime Command after police were called on the morning of 8 July 2023 to reports of a stabbing on Pinner Road in North Harrow.

    Officers attended along with the London Ambulance Service and London’s Air Ambulance. At the scene, they found 49-year-old Bohdan with stab wounds. Despite their efforts he died.

    A post-mortem examination carried out the following day confirmed he died as a result of multiple stab wounds to the chest and neck.

    Detectives reviewed CCTV footage from the area and were able to track Khan’s movements, capturing him disposing of the weapon and walking away from Bohdan’s home.

    This led them to quickly identify and then arrest Khan.

    The footage also provided them with evidence of his father – Khalid Khan – leaving his home with a carrier bag that was later discovered to contain his son’s bloodied clothing.

    Abdul Khan was arrested on 8 July and charged within 24 hours. He pleaded guilty to manslaughter – through diminished responsibility – and possession of an offensive weapon.

    As part of this investigation, detectives also established that Khan was a suspect for two further offences that predated the death of Bohdan.

    On 20 August 2022, in Pinner Road, Harrow, Khan punched a 43-year-old man to the ground before repeatedly stamping on him, leaving him unconscious.

    He also attacked the same man on a second occasion on 10 February 2023.

    Officers carried out an investigation at the time but were unable to identify a suspect. However, following the investigation into the assault of Bohdan, detectives were able to piece together evidence which made it clear that Khan was the chief suspect of the assault.

    MIL Security OSI –

  • MIL-OSI: QUADIENT SA: Appointment and renewals to Quadient’s Board of directors to be proposed to the Annual General Meeting on June 13, 2025

    Source: GlobeNewswire (MIL-OSI)

    Appointment and renewals to Quadient’s Board of directors to be proposed to the Annual General Meeting on June 13, 2025

    • Delphine Segura Vaylet to be proposed to the Annual General Meeting on June 13, 2025 for appointment as non-executive and independent director
    • Didier Lamouche and Nathalie Wright to be proposed for renewal to the Annual General Meeting on June 13, 2025
    • Martha Bejar and Paula Felstead will not stand for re-election, and resignation of Vincent Mercier with effect at the close of the Board meeting which will be held on 2 June 2025
    • Downsizing of the Board of directors from 10 to 8 members (excluding employee directors)​ as from the next Annual General Meeting, on June 13, 2025

    Paris, 26 March 2025

    Upon recommendation of the Appointments and Remuneration Committee, Quadient’s Board of directors (the “Board”) has approved the list of Directors for appointment and renewal to be put forward at the Company’s Annual General Meeting  that will be held on June 13, 2025.

    At the next Annual General Meeting, shareholders will be asked to approve the appointment of Delphine Segura Vaylet as a new independent Director for a three-year term, until the Annual General Meeting approving the financial statements for the fiscal year ending January 31, 2028.

    Shareholders will also be asked to approve the renewal for additional three-year terms of:

    • Didier Lamouche, with the Board’s intention, if renewed, to subsequently reappoint him as Chairman of the Board, and
    • Nathalie Wright, with the Board’s intention, if renewed, to subsequently appoint her as Chair of the Appointments and Remuneration Committee, replacing Martha Bejar.

    Additionally, it is noted that Martha Bejar and Paula Felstead will not stand for re-election, and that Vincent Mercier will step down from the Board with effect at the close of the meeting to be held on 2 June 2025.

    The Board wishes to express its sincere gratitude for their dedication and significant contributions to the Company — Paula for her thoughtful oversight as a member of the Audit Committee, Martha for her leadership and governance as Chair of the Appointment and Remuneration Committee, and Vincent for his 16 years of committed service across various strategic and leadership roles. Their expertise, integrity, and steadfast support have been instrumental in guiding the Company through key phases of growth and transformation.

    Following these changes, subject to shareholders approval of the resolutions, the Board, which consists of 10 members (excluding employee directors) until June 2, 2025, will be reduced to 8 members (excluding employee directors) after the June 13, 2025 Annual General Meeting. The Board’s composition will continue to align with best governance practices, keeping a highly independent representation, with 75% independent directors, and complying with French legal parity rules, with a balanced structure of 5 men and 3 women, while ensuring a well-balanced mix of experience.

    Delphine Segura Vaylet is 54 years old and a French citizen. She holds a Master’s degree (DEA) in Social Law, European  Law from the University of Paris I Panthéon-Sorbonne. Delphine Segura Vaylet began her career at Groupe Bayard Press from 1993 to 1994 before joining Thales in 1994, where she held various operational Human Resources (HR) leadership roles until 2006. In 2007, she joined STMicroelectronics as HR Director for the Digital Consumer division. In parallel, she led Talent and Organizational Development as well as Training at the Group level for four years. In 2014, she became Group HR Director of Zodiac Aerospace, serving as a member of the Executive Committee until the company’s acquisition by Safran. She then joined Total in 2017 as Vice-President Strategy and HR Policy. Since January 2021, Delphine Segura Vaylet held the position of  Senior Executive Vice President Human Resources at Groupe SEB. She also holds non-executive roles at Soitec and Artelia.

    Didier Lamouche has been the Chairman of the Board of Quadient S.A. since June 28, 2019. He holds a PhD in Semiconductor Technology from École Centrale de Lyon. Didier Lamouche has had a distinguished career, including serving as President and CEO of Idemia until 2018, the world leader in cyber security and digital identity technologies, which he had headed since 2013. From 2005 to 2013, he also held key leadership roles at ST-Microelectronics, ST-Ericsson, and Bull Group, where he successfully turned the company around and repositioned on growth segments. Earlier in his career, Didier Lamouche worked at Philips, IBM Microelectronics, Motorola Semiconductor, and Altis Semiconductor. Didier Lamouche has extensive experience in corporate governance, in both public and private environments, having served as a director of eight public and four private-equity backed companies for nearly 20 years.

    Nathalie Wright has been a member of the Board of Quadient S.A. since September 25, 2017. Nathalie Wright is a graduate in economics from Paris Assas University, IAE, and INSEAD. She began her career at Digital Equipment France and NewBridge Networks France, later holding roles at MCI, Easynet, and AT&T, where she oversaw commercial strategy for Southern Europe and the Middle East. In 2009, she joined Microsoft, serving as director of the Public Sector division and General Manager for Enterprise & Strategic Alliances. She became Vice President of Software France at IBM in 2017, then joined Rexel in 2018 as Chief Digital Officer and member of the executive committee until September 2023, overseeing digital transformation and ESG strategy. Since 2024, Nathalie Wright has focused on non-executive roles at Quadient, Keolis, and Amundi, supporting organizations with transformation challenges.

    ***

    CALENDAR

    • 26 March 2025: FY2024 results release (after close of trading on the Euronext Paris regulated market)
    • 3 June 2025: Q1 2025 sales release (after close of trading on the Euronext Paris regulated market)
    • 13 June 2025: Annual General Meeting

    ***

    About Quadient®

    Quadient is a global automation platform powering secure and sustainable business connections through digital and physical channels. Quadient supports businesses of all sizes in their digital transformation and growth journey, unlocking operational efficiency and creating meaningful customer experiences. Listed in compartment B of Euronext Paris (QDT) and part of the CAC® Mid & Small and EnterNext® Tech 40 indices, Quadient shares are eligible for PEA-PME investing.

    For more information about Quadient, visit https://invest.quadient.com/en-US.

    Contacts

    Attachment

    The MIL Network –

  • MIL-OSI Global: Spring statement: defence spending boosted as further disability benefit cuts announced – experts react

    Source: The Conversation – UK – By Shampa Roy-Mukherjee, Vice Dean and Professor in Economics, University of East London

    Not even six months on from Labour’s first budget, and the world is a much-changed place. Geopolitical tensions and uncertainties, already high last year, have risen further, and with them the cost of the UK’s debt, while economic growth has stalled. As such, Chancellor Rachel Reeves has confronted an array of unpalatable choices – notably cutting disability benefits – to enable her to increase defence spending and stabilise the public finances. Here’s what our panel of experts made of the statement:

    Falling inflation wasn’t enough to prevent further disability cuts

    Shampa Roy-Mukherjee, Vice Dean and Professor in Economics, University of East London

    The independent Office for Budget Responsibility (OBR) has halved the UK’s 2025 growth forecast to 1%, down from the previously projected 2%. This sluggish growth, coupled with increased borrowing costs, has effectively eliminated the government’s £9.9 billion “fiscal headroom” – its financial buffer – resulting in a £4.1 billion shortfall by 2029-30.

    There was some short-term relief in the latest inflation figures. These showed a slowdown in price rises in February (2.8% against 3% in January). The dip was caused by discounting of items like clothing. But given around half of businesses are considering price rises to combat tax hikes and the national living wage increase coming in April, this relief is likely to be short-lived. The OBR forecasts that inflation will climb back up to 3.2% this year.

    The government had previously set out its controversial plans for £5 billion in welfare cuts. But the OBR rejected the claim that the reforms would save that much, estimating the savings at £3.4 billion, leaving Reeves with a £1.6 billion shortfall. As such, she has had to announce additional welfare reforms.

    These include freezing the universal credit health element until 2030 and reducing it to £50 a week for new claimants. This is aimed at saving an additional £500 million by 2030 – and combined with other planned welfare reforms could affect more than 3 million people. But the standard allowance for universal credit will see an above-inflation increase from 2026-27 and the incomes of those with the most severe lifelong conditions will be protected.

    Civil service administrative budgets are also to be reduced – by 15% by 2029-30. This, along with other efficiency and productivity improvements, will lead to annual savings of £3.5 billion. These cuts will focus on areas like human resources, policy advice, and office management, rather than frontline services.

    Reeves resorted to tricks and ‘efficiency savings’

    Steve Schifferes, Honorary Research Fellow, City St George’s, University of London

    Reeves has announced a series of tweaks to her spending plans to address the economic situation which has meant that she is in danger of breaking her self-imposed fiscal rules. The chancellor was at pains to say that these rules are “non-negotiable”.

    But these are unlikely to tackle the deeper problem – that in the short term she cannot rely on economic growth to square the circle of Labour’s three contradictory election pledges. These were more spending on public services, lower taxes and strict fiscal rules.

    The UK, in fact, is particularly vulnerable to the disruption of global trade that is likely to result from US president Donald Trump’s tariff wars. And the productivity gains from her long-term infrastructure plans will take years – if not a decade – to translate into higher growth.

    Like many chancellors, Reeves has resorted to various tricks – such as counting money moved to the defence budget to build tanks and aircraft as capital spending (and therefore exempt from the borrowing rules). And she has called for “efficiency savings” in the civil service and government departments that are unlikely to be realised.

    But the biggest savings are coming from deeper than expected cuts in disability payments and other welfare payments, reducing the income of more than 3 million people. This is upsetting many Labour MPs. Her big sweetener – £2 billion for social housing next year – is actually less than that already allocated by the previous Conservative government.

    Crucially, the further savings likely to be demanded in the spending review (announced on June 11) from unprotected departments including local government, justice and environment, will certainly look a lot like a return to austerity.

    In the end – and possibly as soon as the autumn budget – the chancellor will have to accept that as well as spending cuts, she will have to consider tax increases and possibly even a revision of the fiscal rules.

    Otherwise, she will remain at the mercy of the markets and the forecasters. Any long-term strategy will be strangled by the need to continually adjust policy to meet the fiscal “headroom” target she has set which leaves little room for manoeuvre. This requires an implausibly accurate prediction of the state of the economy in five years’ time by the OBR.

    The Civil Service could see 10,000 jobs axed.
    pxl.store/Shutterstock

    Commitment to financial stability is actually increasing uncertainty

    Linda Yueh, Fellow and Adjunct Professor of Economics, University of Oxford

    The chancellor’s self-imposed fiscal rules are intended to provide stability – one of the foundations of economic growth. One of those rules, which Rachel Reeves has said she will not bend, is that government day-to-day spending must be balanced by tax receipts by the end of this parliament.

    This is intended to provide transparency on fiscal policy. And Reeves clearly understands the importance of how international financial markets react to the UK’s level of spending – and its public debt (currently about 100% of GDP).

    But the world is not a stable place. And with the OBR halving its 2025 GDP growth forecast from 2% to 1%, unplanned cuts to public spending followed.

    Consistency in fiscal policy helps households and business to plan for the future. But during times of heightened uncertainty with global tariffs looming, GDP is likely to remain volatile. This makes not changing the government’s fiscal stance particularly challenging.

    It is also challenging for chancellor personally, as she would prefer to have one “fiscal event” a year, rather than two. But the OBR is obliged to provide economic forecasts twice a year, and when it slashes expected growth, she is duty bound to respond.

    Somewhat ironically then, the government’s stability rule is having the unintended consequence of adding policy uncertainty to an already uncertain overall economic environment – and more frequent changes to fiscal policy.

    ‘Let’s shake on increasing defence spending, bigly.’
    Joshua Sukoff/Shutterstock

    Modest defence spending boost will struggle to reverse years of decline

    Jamie Gaskarth, Professor of Foreign Policy and International Relations, the Open University

    In two months, the UK defence sector has been turned upside down – primarily by Donald Trump. His administration has made implied threats to invade a NATO ally (Denmark), challenged the sovereignty of another (Canada) and pulled support for Ukraine, openly siding with Russia in ceasefire negotiations. There is a real chance the US will draw down its security presence in Europe.

    If European countries are to meet the full cost of their own security, this will have to mean a dramatic increase in defence budgets. So far, the UK has redistributed aid money to help fund an increase in defence spending to 2.5% of GDP (from 2.3%) by 2027, with the ambition to raise it to 3% in the next parliament.

    It has also offered an extra £2 billion to underwrite defence exports. But this is small beer.

    As with many areas of public spending, dramatic cuts to the defence budget during the years of austerity (22% in real terms) have meant delays to procurement, crumbling estates and a chronic lack of investment.

    This will take a substantial uplift to redress. Recent increases under the Conservatives were eaten up by capital costs and inflation.

    And while ideas such as the £400 million ringfenced to support innovation in AI and new technology are welcome, these are tiny amounts in the grand scheme of things. The UK is not going to be a “defence industrial superpower” any time soon if budget announcements are this small, and increases so modest.

    Promise to disabled people in tatters

    William E. Donald, Associate Professor of Sustainable Careers and Human Resource Management, University of Southampton

    In November, social security and disability minister Sir Stephen Timms spoke passionately at the Shaw Trust Disability Power 100 awards, vowing to undo past injustices and declaring: “We now want to put that right.” As a disabled person, I cheered. That promise now lies in ruins.

    Despite government claims there will be no return to austerity, sick and disabled people face a real-terms cut to their incomes and the criteria for claiming personal independence payment (Pip) will become stricter than ever. This isn’t just a policy to save £5 billion, it’s cruelty and a devastating attack on disabled people.

    Pip isn’t means-tested and is paid regardless of whether you work. It exists because, according to disability charity Scope, disabled households need an additional £1,010 a month to achieve the same standard of living as others. Stripping this support away while NHS mental health waiting lists grow, energy and food prices rise, and the disability pay gap sits at 12.7% won’t push people into work. It will push them into crisis.

    Last year, Labour promised to break barriers for disabled people. Instead, they are building new ones. These cuts come at the expense of society’s most vulnerable. The consequences will be catastrophic.

    Building a future?
    Ian Dyball/Shutterstock

    Social housing boost – but homes could be improved now

    Nicky Shaw, Senior Lecturer in Operations Management, Leeds University Business School, and Simon Williams, Associate Faculty, Leeds University Business School

    The chancellor’s £2 billion investment in new homes will certainly help to increase the availability of affordable social housing. Everyone agrees that access to decent, affordable homes is important, but the quality and maintenance of existing social houses remains critical. Replacing cladding, for example, is stubbornly challenging.

    But beyond just building more social housing, our research has explored key measures of tenant satisfaction. The potential ways for digital tools such as AI to improve the efficiency of tasks like repairs and maintenance in future are numerous.

    But social housing’s tenant demographic includes many people who are more vulnerable, some of whom prefer not to – or simply cannot – engage with digital services. This means that sustaining face-to-face contact with tenants is critical. Investing in tenants’ experience now could really deliver tangible benefits for some of Britain’s most vulnerable people.

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

    – ref. Spring statement: defence spending boosted as further disability benefit cuts announced – experts react – https://theconversation.com/spring-statement-defence-spending-boosted-as-further-disability-benefit-cuts-announced-experts-react-253149

    MIL OSI – Global Reports –

  • MIL-OSI United Kingdom: Chancellor delivers security and national renewal for Northern Ireland in new era of global change

    Source: United Kingdom – Executive Government & Departments

    Press release

    Chancellor delivers security and national renewal for Northern Ireland in new era of global change

    The UK Chancellor delivered the Spring Statement today (Wednesday 26 March 2025)

    • Chancellor vows to bring about “new era of security and national renewal” as she delivered a Spring Statement to kickstart economic growth, protect working people and keep Britain safe. 

    • People across the UK to be on average £500 a year better off by the end of this parliament compared to under the previous government, putting more money in people’s pockets. 

    • Growth at the heart of Plan for Change as £13 billion of additional capital spend allocated alongside £2.2 billion defence funding boost next year will get Britain building. 

    People across the UK will be on average £500 better off from 2029, relative to OBR’s autumn forecast, helping to deliver the Plan for Change as the Chancellor today (Wednesday 26 March) announced a Spring Statement to grasp the opportunities in a changing world. 

    The OBR also confirmed that the UK economy is expected to grow faster than expected from 2026 and will be larger by 2029 compared to its autumn forecast – up to 9.5% compared to 9.2%.  

    The Chancellor also set out how the government is protecting national security and maximising the growth potential of the UK defence sector by confirming a £2.2 billion increase in the UK-wide defence budget in 2025-26. 

    The Spring Statement delivers UK Government spending plans focused on its core objectives, bringing security and stability for working people across the UK.  

    It follows the Budget in the autumn where the Chancellor announced that the Northern Ireland Executive will be provided with an £18.2 billion settlement in 2025/26 – the largest in real terms in the history of devolution. This includes an additional £1.5 billion through the Barnett formula, with £1.2 billion for day-to-day spending and £270 million for capital investment.  

    The measures taken today top these Barnett consequentials up by a further £14 million in 2025/26. The Northern Ireland Executive are receiving over 24% more per person than equivalent UK Government spending in the rest of the UK, including the 2024 restoration financial package. 

    The Northern Ireland Executive’s block grant funding from 2026-27 onwards will be confirmed at Phase 2 of the Spending Review, which concludes on 11 June 2025. The Chief Secretary to the Treasury will meet with his counterparts from the devolved governments to discuss their priorities ahead of its conclusion.  

    Secretary of State for Northern Ireland Hilary Benn said:  

    I welcome the fact that Northern Ireland will receive a £14 million boost in Barnett consequentials as a result of today’s announcements, building on the record £18.2 billion settlement which was confirmed by the UK Government last Autumn. 

    This also follows a  £235 million package to transform public services in Northern Ireland, which will support the transformation of key public services which make a real impact on people’s lives, including health, education, planning and justice. 

    Importantly, today’s announcement reinforces the economic growth potential of the UK defence sector, and follows  the Prime Minister’s announcement of a £1.6bn deal to provide air defence missiles for Ukraine, which will create 200 jobs in Northern Ireland and demonstrates the strength of the local defence industry. 

    From next week, working people across Northern Ireland and the UK will also benefit from an increase to the National Living Wage, putting more money into the pockets of hard-working people. 

    And the UK Government continues to provide support  across Northern Ireland through City and Growth deal packages, having confirmed the Mid-South West and Causeway Coast and Glens City deal last year.    

    Taken together, these measures will foster growth in Northern Ireland, creating jobs, supporting public services, and boosting the quality of life for local people.” 

    Growth 

    Kickstarting economic growth is the number one mission of this government, putting more money in people’s pockets. 

    The UK Government has already made considerable progress on growth in Northern Ireland, including confirming the Mid-South West and Causeway Coast and Glens City deal. Earlier this month, the Prime Minister also announced a £1.6bn deal to provide air defence missiles for Ukraine, which will create 200 jobs in Northern Ireland. In February we launched Intertrade UK which will advise on how businesses can take advantage of the full opportunities of the UK internal market.   

    The actions of this government across the Autumn Budget and Spring Statement, if sustained, lead to a 0.6% rise in the level of real GDP by 2034-25. 

    The OBR concluded that the stability rule is met by £9.9 billion and the investment rule is met by £15.1 billion. Both rules are met two years early, meaning from 2027-28 the government is only borrowing for investment and net financial debt is falling. 

    The government is not satisfied with short-term growth figures, and is going further and faster today to improve this. 

    The Chancellor has announced a further £13 billion of capital investment over the Parliament to go further on growth, on top of the £100 billion uplift announced at Autumn Budget. This will deliver the projects needed to catalyse private investment, boost growth and drive forward the UK’s modern industrial strategy. 

    Taken together, this greater capital investment more than offsets the modest savings on day-to-day spending and means the total departmental spending will increase over the next five years, when compared with plans in the Autumn. 

    Defence 

    The world is changing before our eyes, reshaped by global instability, including Russian aggression in Ukraine. Europe is facing a once-in-a-generation moment for its collective security, with conflicts overseas undermining security and prosperity at home.  

    A month ago, the Prime Minister announced the biggest sustained increase in defence spending since the Cold War as a result of the changing global picture, now reaching 2.5% of GDP by April 2027, and with an ambition to reach 3% in the next Parliament subject to economic and fiscal conditions.  

    We are going further and faster to protect our national security and maximise the economic growth potential of the UK defence sector.  

    • Increasing the defence budget by £2.2 billion in 2025-26, taking additional spending on defence to over £5 billion since the Autumn Budget. 

    • This raises spending on defence to 2.36% next year and will be invested in fitting Royal Navy ships with Directed Energy Weapons five years earlier than planned, providing better homes for military families and modernising His Majesty’s Naval Base Portsmouth.  

    • Setting a minimum 10 percent ringfence for equipment spending on emerging technologies like drones and autonomous systems, dual-use technology, and AI-powered capabilities, so that British troops have the tools they need to fight and win in modern warfare.   

    • Getting this new tech into the hands of our armed forces quicker by cutting away bureaucracy, with a new UK Defence Innovation unit within the Ministry of Defence spearheading efforts to identify promising technology and ensure these get to the frontline at speed, while also bolstering the UK tech sector and crowding in private investment.  

    • Creating bespoke procurement processes for different types of military equipment, learning lessons from our rapid support for Ukraine to drive faster timescale targets for operationalising new tanks, aircraft and other essential tools for modern warfare.  

    • This government is determined to transform the defence sector into an engine for growth by focusing this investment on where it boosts the productive capacity of the economy such as investment in innovation and novel technologies. As a result of the increase in defence spending to 2.5%, the government estimates this could lead to around 0.3% higher GDP in the long run, equivalent to around £11 billion of GDP in today’s money. 

    • The government’s investment in defence will also support its number one mission to deliver economic growth. UK citizens will be protected from threats at home whilst creating a stable environment in which businesses can thrive, and supporting highly skilled jobs and apprenticeships across the whole of the UK. 

    Reform 

    The UK Government is determined to make the public sector more productive and to improve services for working people. But the changing world means we need to go further and faster to ensure we can deliver the public services that working people care most about. 

    The government has shown its commitment to taking the difficult decisions required to drive efficiencies and reform the state – reducing bureaucratic inefficiencies and duplication; and driving out wasteful government spend through cancelling thousands of government credit cards. 

    Getting more people into jobs is also central to the government’s growth mission. The broken welfare system is letting people down by asking them to prove what they can’t do, rather than focusing on what they could do with the right support – trapping people due to fear of trying work, lack of support and poor financial incentives. 

    The Chancellor has confirmed the creation of a £3.25 billion Transformation Fund to support the fundamental reform of public services, seize the opportunities of digital technology and Artificial Intelligence (AI), and transform frontline delivery to release savings for taxpayers over the long-term. 

    The UK Government provided £235 million to transform public services in Northern Ireland as part of the £3.3 billion restoration package for the Executive. This month we agreed to allocate £129 million of that funding to projects across several priority public services including health, education, planning and justice. The funding will see £61 million go towards expanding the multi-disciplinary teams in GP clinics across Northern Ireland, and support five other projects across justice, special education and infrastructure which represent key priorities in the Executive’s Programme for Government. 

    Looking Forward 

    This Spring Statement builds on the Autumn Budget and the decisions taken since required to deliver stability to the British economy and kickstart economic growth. 

    The government will set out its plans for spending and key public sector reforms at the Spending Review which will conclude on 11 June 2025. 

    Notes to editors 

    • Government calculations for the long-run impacts of higher defence spending are based on estimates from Antolin-Diaz and Surico (2025), forthcoming in the American Economic Review (AER), of the GDP impact of higher defence spending on GDP. Their estimates of the GDP multiplier stabilise after ten years at around 1.6, which is assumed to reflect an appropriate long-run multiplier for potential output, as any demand-side effects are likely to have dissipated at the ten-year horizon. 

    • Defence spending as a share of GDP is set to rise from 2.3% to 2.5%, an increase of 0.2 percentage points. Applying an elasticity of 1.6 to this change implies a long-run increase in the level of potential output of approximately 0.3%. A long-run increase to the level of potential output of 0.3% is equivalent to around £11 billion of GDP in the long run, in today’s prices.

    Updates to this page

    Published 26 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Reserved places policy for Perth and Kinross schools to be agreed

    Source: Scotland – City of Perth

    Reserved places are the spaces held back in schools to accommodate children from families moving into new catchment areas, ensuring that pupils can attend their nearest schools.

    Reserved places are crucial for managing school admissions, particularly in areas experiencing population growth or residential developments.

    By holding back a designated number of spaces, Perth and Kinross Council aims to ensure that families moving into the catchment area during the year can enrol their children in their local school.

    If children have to attend school outside the catchment area it can incur additional transport costs for the Council and create inconvenience for families.

    Historical patterns of migration, residential developments, and anticipated population shifts have been carefully analysed to determine the reserved places for the next school year.

    While the reserved places system has been in place since 1997, it is reviewed annually to reflect changing demographics and ensure fairness. The success of this system is evident in the high percentage of pupils able to attend their first-choice schools in recent years.

    Councillors will also discuss adjustments to reserved places at certain schools due to fluctuations in rolls, new housing developments, and changes to school infrastructure.

    Councillor John Rebbeck, convener of Perth and Kinross Council’s Learning and Families Committee, said: “Planning for reserved places is essential to ensuring pupils can attend their nearest school.

    “It is a hugely complicated but vital process and I am sure parents and carers appreciate this work as much as I do.”

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: New mobile phone policy for Perth and Kinross Schools

    Source: Scotland – City of Perth

    Digital technology is an integral part of the lives of many children, young people and families across Perth & Kinross.   

    Used responsibly, devices such as phones and tablets can be powerful tools to support learning and teaching, communication and social experiences.  

    However, they can also cause disruption to learning and when used inappropriately can impact children and young people’s health and wellbeing.  

    This policy is designed to provide clear information and guidance on the safe, responsible and legal use of mobile technologies in schools, while protecting staff, children and young people from the consequences of inappropriate use or abuse.  It will support calm and inclusive learning environments that are fully focussed on learning and teaching. 

    Learning and Families Committee convener Councillor John Rebbeck said: “This policy will allow our school leaders to work with their individual communities to ensure that everyone is clear on if, when and how mobile technology can be used.

    “Safeguarding the wellbeing of our children and young people is our priority and this policy provides a framework to support the development of responsible citizens, recognising and respecting children and young people’s rights, and will support the development of positive relationships and behaviour. 

     “We can’t uninvent mobile phones but it is important we set boundaries for behaviour during class. 

    “We spoke to teachers, parent councils and, importantly, pupils themselves about mobile phones and what sort of learning environments are best for our children and young people. 

    “This new policy gives schools the flexibility to adopt an approach that is right for them.” 

    MIL OSI United Kingdom –

  • MIL-OSI: Sidetrade Annual Results for 2024: Operating Margin exceeds 15% of Revenue and Net Profit up 40%

    Source: GlobeNewswire (MIL-OSI)

    New record in year-over-year bookings (+13% in ACV)

    Strong revenue growth: up 26% with SaaS subscriptions up 22%

    Operating margin (3)exceeds 15% of revenue (+45%)

    Surge in net profit to €7.9 million, up 40%

    Operating cash flow strongly supporting the acquisition of SHS Viveon

    Recognized ESG commitment: Platinum by EthiFinance and Silver by EcoVadis

    Sidetrade, the global leader in AI-powered Order-to-Cash applications, today announces a 26% increase in revenue for 2024, with a surge in operating margin (3)of €8.4 million (+45%) and in net profit of €7.9 million (+40%).

    Sidetrade

    (€m)

    		 2024 2023 Change
           
    Revenue 55.0 (1) 43.7 +26%
    SaaS subscriptions 45.5 (2) 36.6 +22%
           
    Gross margin 43.1 35.3 +22%
           
    Operating expenses (OPEX) (34.6) (29.4) +18%
           
    Operating margin (3) 8.4 5.8 +45%
    as a % of revenue 15% 13%  
    Net profit 7.9 5.6 +40%

    2024 information is from consolidated, unaudited data.
    (1) includes €4.4m in SHS Viveon revenue
    (2) includes €3.0m in SHS Viveon recurring revenue
    (3) Operating margin corresponds to operating profit based on 2024 accounting standards in France, including the French Research Tax Credit.

    Olivier Novasque, CEO of Sidetrade commented:

    “2024 once again illustrates the strength of Sidetrade’s business model, combining growth with profitability. Our 26% revenue increase was driven by a major breakthrough in the North American market, a leading-edge AI offering embraced by large enterprises, and the acquisition of SHS Viveon in Germany, which has further solidified our leadership in Order-to-Cash solutions across Europe. For the first time in our history, we have surpassed €8 million in operating profit, a significant 45% increase, highlighting the effectiveness and balance of our expansion strategy. But the real story goes beyond this impressive performance. We are witnessing an accelerated revolution in how businesses leverage artificial intelligence, marked by the emergence of specialized AI agents. Unlike traditional automation models that rely on rigid rule-based programming and constant human oversight, AI agents bring a new level of autonomous decision-making and real time operational optimization. These are no longer mere automation tools; they are intelligent entities capable of anticipating needs and acting independently within a company’s IT infrastructure, with minimal human intervention. Where traditional software simply organizes workflows using pre-defined rules, an AI agent trains, learns, adapts, and executes complex processes on its own. And this agentic revolution is only just beginning! At Sidetrade, Aimie represents the next generation of AI, evolving into an agentic AI that will orchestrate a network of AI agents, each managing a specific link in the Order-to-Cash cycle: risk, disputes, collections, cash application, and more. Aimie will direct, coordinate, and interconnect these high-specialized agents. Backed by the Sidetrade Data Lake, the most unique in the Order-to-Cash market and built on $7.2 trillion in B2B transactions spanning over 39.9 million businesses, Aimie is already powered by a one-of-a-kind training dataset in our field that will give its AI agents unmatched intelligence. Thanks to intensified R&D investments in 2024, we are set to launch our first next-gen AI agent in 2025, one that will redefine the boundaries of autonomy and capability. Companies that fail to embrace this paradigm shift will be rapidly outpaced by those that embed AI agents at the core of their operational excellence. With Aimie, Sidetrade is fully aligned with this AI agent revolution and is uniquely positioned to lead the race in its field.”

    New record in year-over-year bookings (+13% in ACV)
    Sidetrade maintained its growth trajectory in 2024 and set a new record with Annual Contract Value (ACV) reaching €12.73 million, up 13% compared to 2023. Annual Recurring Revenue (New ARR), increased by 6%, amounting to €6.53 million while Services bookings grew by 21%, totaling €6.2 million.

    Bookings by new customers (“New Business”) accounted for 63% of total new bookings in 2024, while contract extensions (“Cross-sell”) and additional modules to existing customers (“Upsell”) contributed 18% and 19% of bookings, respectively.

    Strong revenue growth in 2024: up 26% with SaaS subscriptions up 22%

    In 2024, Sidetrade reported annual revenue of €55.0 million, marking a 26% increase compared to the previous year, and a 16% increase on a reported basis (excluding the acquisition of SHS Viveon finalized in June 2024). Several factors contributed to this strong performance:

    • Sustained organic growth: Overall revenue (excluding the acquisition of SHS Viveon) grew by 16%, while SaaS subscriptions increased by 15%. Meanwhile, Services showed impressive growth of 24%, driven by global implementation projects.
    • Strategic acquisition of SHS Viveon opening the DACH region: Since July 1, 2024, SHS Viveon has contributed €4.4 million to Sidetrade’s revenue, now accounting for 15% of total revenue in the second half of 2024.
    • Expanding international reach: The integration of SHS Viveon has increased the share of revenue generated outside of France to 65%. With 70% of its workforce now based internationally, Sidetrade demonstrates its ability to scale globally while maintaining strong local client relationships, key to building trust and driving operational efficiency.
    • Outstanding performance in North America: North America recorded the highest growth in 2024, with a 36% increase, bringing annual revenue to €16.6 million. This strategic market is central to Sidetrade’s ambitions.

    Sidetrade continues to strengthen its position among multinationals, with a 44% increase in subscriptions from companies generating over €2.5 billion in revenue. These contracts now represent 50% of total subscriptions. More broadly, companies generating over €1 billion in revenue account for 79% of the portfolio, cementing Sidetrade’s status as a preferred partner for large enterprises.

    Gross margin and operating margin: strongly accelerating performance

    • Strong growth in gross margin: +22% with an increase of €7.8 million

    The sustained momentum in subscription growth continued to drive the expansion of the gross margin in 2024. On a like-for-like basis (excluding SHS Viveon), the gross margin rate for subscriptions remained particularly high at 92%, compared to 93% in 2023. SaaS subscriptions now represent 97% of the total gross margin.

    Sidetrade’s overall gross margin rate on a like-for-like basis stood at 80%, versus 81% the previous year. Including the impact of SHS Viveon acquisition, the consolidated gross margin rate reached 78% of total revenue for the 2024 fiscal year.

    In total, in 2024, Sidetrade delivered an incremental gross margin increase of €7.8 million compared to 2023, representing a +22% year-over-year growth.

    • Operating margin exceeding 15% of revenue (vs 13% in 2023)

    Sidetrade’s operating margin showed a remarkable increase, reaching €8.4 million in 2024, up 45% from €5.8 million in 2023. This profitability is driven by sustained business growth, an excellent gross margin and disciplined cost management.

    Thanks to this momentum, Sidetrade has continued its investment strategy, with an increase in expenditure of €5.2 million over 2023, and a particular focus on R&D (+€2.4 million), notably to accelerate the integration of generative AI into its core product offering.

    The 2024 operating margin includes a French Research Tax Credit of €2.6 million (versus €2.4 million in 2023) as well as activation of €0.16 million in marginal R&D costs, i.e., 2% of R&D costs for the full year.

    As a result, Sidetrade’s operating margin stands at 15% of revenue versus 13% in 2023, representing a 2-point gain year-over-year.

    Surge in net profit to €7.9 million: up 40%

    Sidetrade’s financial income, recorded as of December 31, 2024, stands at €0.7 million, up significantly from 2023 (€0.4 million). This performance is mostly due to interest earned on short-term investments during the year and the foreign exchange gains realized over the period.

    Corporate income tax for 2024 is estimated at €1.1 million, versus €0.6 million in 2023.

    All told, Sidetrade’s net profit for 2024 was €7.9 million, an increase of 40%, confirming the solid balance between growth and profitability.

    Operating cash flow strongly supporting the acquisition of SHS Viveon

    In 2024, Sidetrade generated a solid operating cash flow of €9.6 million, up €3.3 million (excluding the timing impact of the French Research Tax Credit refund). This level of cash generation enabled the Company to fully self-finance the acquisition of SHS Viveon, with a net cash outlay of €5.2 million (€6.6 million for the purchase of shares, offset by €1.4 million in available cash held by SHS Viveon).

    As of December 31, 2024, Sidetrade reported €25.2 million in gross cash, up €1.3 million compared to year-end 2023.

    In addition, Sidetrade held 85,437 of its own shares, valued at €19.1 million as of December 31, 2024.

    Financial debt stood at €7.9 million, down €2.3 million year-over-year. Even after the SHS Viveon acquisition, Sidetrade retains substantial investment capacity, well-positioned to support its continued expansion strategy.

    Recognized ESG commitment: Platinum by EthiFinance and Silver by EcoVadis

    In 2024, Sidetrade accelerated its transition toward becoming a more responsible company and was awarded a Platinum medal from EthiFinance and a Silver medal from EcoVadis, with respective scores of 84/100 and 70/100. Now ranked among the top 15% of the most highly rated companies audited by EcoVadis, demonstrating its leadership in social responsibility.

    These accolades confirm the relevance of Sidetrade’s strategy and its ability to anticipate the environmental and social challenges of tomorrow.

    Sidetrade looks ahead to the fiscal year 2025 with confidence and a clear vision, and has the resources to fulfill its ambitions.

    Next financial announcement
    First Quarter Revenue for 2025: April 15, 2025, after the stock market closes.
    Investor relations
    Christelle Dhrif                00 33 6 10 46 72 00           cdhrif@sidetrade.com
    Media relations @Sidetrade
    Becca Parlby                  00 44 7824 5055 84           bparlby@sidetrade.com

    About Sidetrade (www.sidetrade.com)
    Sidetrade (Euronext Growth: ALBFR.PA) provides a SaaS platform designed to revolutionize how cash flow is secured and accelerated. Leveraging its next-generation AI, nicknamed Aimie, Sidetrade analyzes $7.2 trillion worth of B2B payment transactions daily in its Cloud, thereby anticipating customer payment behavior and the attrition risk of 39.9 million buyers worldwide. Aimie recommends the best operational strategies, dematerializes and intelligently automates Order-to-Cash processes to enhance productivity, results and working capital across organizations.
    Sidetrade has a global reach, with 400+ talented employees based in Europe, the United States and Canada, serving global businesses in more than 85 countries. Amongst them: Bidcorp, Biffa, Bunzl, Engie, Inmarsat, KPMG, Lafarge, Manpower, Page, Randstad, Saint-Gobain, Securitas, Tech Data, UGI, and Veolia.
    Sidetrade is a participant of the United Nations Global Compact, adhering to its principles-based approach to responsible business.

    For further information, visit us at www.sidetrade.com and follow @Sidetrade on LinkedIn.
    In the event of any discrepancy between the French and English versions of this press release, only the French version is to be taken into account.

    Attachment

    The MIL Network –

  • MIL-OSI: Quadient SA: FY 2024 results: Solid 1st year delivery of “Elevate to 2030” strategic plan, with Digital Solution achieving €267m in revenue and 61% EBITDA growth to €47m

    Source: GlobeNewswire (MIL-OSI)

    Quadient FY 2024 results:
     Solid 1st year delivery of “Elevate to 2030” strategic plan, with Digital Solution achieving €267m in revenue and 61% EBITDA growth to €47m

    Key highlights

    • FY 2024 financial targets achieved
    • Two operating profitability milestones reached:
    • Digital EBITDA margin at 17.5%, up 5.7pts yoy, reflecting strong profitability improvement
    • All three solutions are EBITDA positive
    • Consolidated sales of €1,093 million, up +2.8% on a reported basis, including the contribution of the latest acquisitions
    • FY 2024 subscription-related revenue up +10.2% in Digital and up +11.5% in Lockers
    • FY 2024 subscription-related revenue of €777m, representing 71% of total revenue, up +€30m yoy,
      vs. +      €90m 2026 target
    • FY 2024 Group current EBIT of €146 million, up +2.2% organically
    • Proposed dividend of €0.70 per share, up by €0.05 for the fourth consecutive year
    • FY 2025 outlook: acceleration both in organic revenue growth and in current EBIT organic growth vs. 2024

    Paris, 26 March 2025

    Quadient S.A. (Euronext Paris: QDT), an Intelligent automation platform powering secure and sustainable business connections, today announces its 2024 fourth-quarter consolidated sales and full-year results (period ended on 31 January 2025). The full year 2024 results were approved by the Board of Directors during a meeting held on 25 March 2025.

    Geoffrey Godet, Chief Executive Officer of Quadient S.A., stated: “We have delivered a solid first year of our Elevate to 2030 strategic plan.

    Our Digital Automation platform has reached the record level of c.€270 million in revenue thanks to both the addition of 2,600+ new customers and the contribution from the increased usage and upsell from our existing 16,500 customer base. This strong revenue increase has been delivered together with a significant improvement in profitability with EBITDA rising by 61% to reach €47 million. We are now in a good position to exceed the 20% EBITDA margin ambition set for 2026.

    2024 also saw the highest level of Digital cross-sold deals into our Mail customer base while at the same time our Mail business continues to outpace competition. In Lockers, investments made over the past couple of years are paying off, contributing to a strong performance in H2 with double digit growth in revenue thanks to increased usage of the locker base across all regions. In addition, Lockers have reached EBITDA breakeven over the full year and profitability will further improve as we continue to increase the size of our network, grow its usage and take advantage of the recent addition of Package Concierge in the US residential sector.

    At Company level, this solid performance translates into a €30 million increase in annual recurring revenue, well on track to deliver the €90 million increase targeted by 2026. Based on this solid start to the strategic plan, we are confident in our ability to continue building a €1bn recurring revenue platform by 2030, generating €250 million current EBIT. Therefore, we are proposing to increase our dividend for the fourth consecutive year in a row, to €0.70.

    While macro uncertainties have recently been growing, we are expecting an acceleration of organic growth in revenue and current EBIT in 2025 against 2024 levels.”

    Comments on FY 2024 performance

    Group sales came in at €1,093 million in FY 2024, a +2.8% increase on a reported basis, and +0.4% organic growth compared to FY 2023, in line with Quadient’s expectations. The reported growth includes a positive currency impact of €2 million and a positive scope effect of €24 million, which is related to the acquisitions of Daylight (September 2023), Frama (February 2024) and Package Concierge (December 2024).

    In the fourth quarter of 2024, reported revenue growth stood at +4.1% and organic revenue growth was broadly flat, at -0.2%, compared to Q4 2023.

    Subscription-related revenue reached €777 million in FY 2024, growing +1.6% organically, and representing 71% of total sales. This represents a €30 million increase year-on-year (compared to the +€90 million target by 2026), progressing toward the €1 billion subscription-related revenue target by 2030. Performance in the fourth quarter of 2024 was steady, up 2.1% organically against Q4 2023, driven by a double-digit organic increase in Digital and in Lockers. Non-recurring revenue declined by 2.4% organically in FY 2024, including a 5.1% decline in Q4 2024, essentially due to a high comparison basis in Mail hardware sales.

    By geography, North America (58% of revenue) continued to outperform other regions with a +2.8% organic growth achieved in FY 2024.

    Consolidated sales and EBITDA by Solution

    FY 2024 consolidated sales

    In € million FY 2024 FY 2023 Change Organic change
    Digital 267 245 +9.1% +7.7%
    Mail 732 729 +0.4% (2.5)%
    Lockers 94 88 +5.7% +4.3%
    Group total 1,093 1,062 +2.8% +0.4%

     

    EBITDA and EBITDA margin

      FY 2024 FY 2023
    In € million EBITDA EBITDA margin EBITDA EBITDA margin
    Digital 47 17.5% 29 11.8%
    Mail 200 27.4% 218 29.9%
    Lockers 1 0.6% (3) (3.0)%
    Group total 247 22.6% 244 23.0%
     

    Digital

    In FY 2024, revenue from Digital reached €267 million, up 7.7% organically (+10.1% in Q4 2024 vs. Q4 2023) and up 9.1% on a reported basis (including the contribution from Daylight) compared to FY 2023.

    This solid performance was driven by a strong 10.2% organic growth in subscription-related revenue in FY 2024 (+10.5% in Q4 2024 vs. Q4 2023), including a good contribution from North America and continued positive commercial trends across the platform with further solid cross-selling and up-selling. In FY 2024, subscription-related revenue was representing 82% of Digital total sales, a further increase compared to 80% in FY 2023.

    At the end of FY 2024, annual recurring revenue (ARR), which is a forward-looking indicator of future subscription-related revenue, reached €232 million, up from €206 million at the end of FY 2023, representing a 12.7% organic growth.

    EBITDA for Digital was €47 million in FY 2024, up +61% year-on-year. EBITDA margin was at 17.5%, a strong improvement of 5.7 points compared to FY 2023. In H2 2024, EBITDA margin further improved, reaching 19.1%, after 15.7% in H1 2024. This positive evolution in profitability reflects the combination of subscription-related revenue growth and platform maturity. The Digital solution is well on track to reach its target of EBITDA margin greater than 20% in 2026.

    As part of its customer acquisition strategy, Digital continues to demonstrate strong commercial momentum. Over
    2,600 new customers were added     in FY 2024 thanks in particular to robust cross-selling with Mail, especially in North America. Digital experienced a dynamic fourth quarter, with several key deals secured in the US. Additionally, a new partnership was established with Avaloq to deliver Customer Communications Management capabilities to the financial services industry.

    As part of the customer expansion process, the focus continues to be on further increasing up-selling, notably in financial automation process. Several platform innovations have been made, to bring added value to customers, including the ramp-up and extension of Repay for direct supplier invoice payments in the US and Canada, and new electronic invoice formats (UBL, CII, Factur-X) to align with upcoming European e-invoicing regulation.

    In Quadient’s core geographies, the addressable demand for its Digital automation platform is set to grow from
    c.€6 billion in 2023 to c.€9 billion in 2027, representing a +10% CAGR, creating substantial growth opportunities in both communication and financial automation.

    To capture this growth, Quadient is strongly positioned, leveraging on:

    • a sound base of highly predictable business, with over 16,500 customers, 82% subscription-based revenue,
      and a churn rate well below 5%,
    • a highly recognized platform in financial & communication automation, and 84.5% of Saas customers,
      across three regions,
    • a fully scalable and modulable platform, for small to large customers, driving new client acquisition (+2,600 in FY 2024) and record cross-sell of Digital solutions into Quadient Mail customers and increased upsell opportunities among existing customers,
    • an efficient go-to-market organisation that driving a 34% year-on-year increase in bookings in Q4 2024 and +12.7% growth of ARR at the end of the year.

    Mail

    Mail revenue reached €732 million in FY 2024, down 2.5% on an organic basis (-4.6% in Q4 2024 vs. Q4 2023). The reported growth stood at +0.4%, including the contribution of Frama.

    Hardware sales recorded a minor -1.7% organic decline in FY 2024, despite a 7.3% drop registered in Q4 2024, mainly reflecting a high comparison basis related to deals signed in H2 2023.

    Subscription-related revenue (68% of Mail sales) recorded a 2.9% organic decline in FY 2024.

    EBITDA for Mail was €200 million for FY 2024. EBITDA margin reached 27.4%, down 2.5 points compared to FY 2023. Mail EBITDA margin was impacted by the dilutive effect of Frama acquisition, including integration costs. Frama’s performance is due to improve significantly from 2025 onward, with positive current EBIT already reached in FY 2024 and payback of the acquisition expected in FY 2025.

    Thanks to its strong focus on customer acquisition, Quadient’s Mail business continues to outperform the market. In Q4 2024, commercial performance remained resilient in North America, particularly in highly regulated industries where secure mail communications are key.

    As part of the customer expansion focus, outlook remains strong driven by a high customer satisfaction rate of 95.7% and robust cross-selling performance, especially in the US where a record-breaking performance in placement of Digital solutions was recorded in Q4 2024. Mail business also benefited from the positive impact of the ongoing US mailing systems decertification, though this impact is expected to conclude in Q1 2025. Lastly, Quadient aims at upgrading Frama’s installed base and initiating some cross-selling to promote its Digital offer to Frama’s customers.

    At the end of January 2025, already 42.4% of Quadient installed base has been upgraded with its newest technology.

    Lockers

    Lockers revenue reached €94 million in FY 2024, a +4.3% increase on an organic basis, with strong momentum in the latter part of the year (+8.0% in Q4 2024 vs. Q4 2023, after a strong Q3 2024, up +14.3% year-on-year) and a +5.7% increase on a reported basis compared to FY 2023, including a marginal contribution from Package Concierge.

    Subscription-related revenue was up 11.5% organically in FY 2024 (+19.6% in Q4 2024 vs. Q4 2023), benefiting from:

    • the continued strong volumes ramp up in the British and the French open networks;
    • the sustained strong momentum in the US, driven by higher monetization of usage fees;
    • a resilient performance in Japan, despite an unfavorable e-commerce environment.

    Overall, subscription-related revenue stood at 64% of total revenue in FY 2024, up from 61% in FY 2023.

    Non-recurring revenue (license & hardware sales and professional services) were down 6.8% organically in FY 2024. Hardware sales were still impacted by slower new installations in North America.

    Quadient’s global locker installed base reached c.25,700 units at the end of FY 2024, including c. 3,000 units from Package Concierge, vs. c.20,200 units at the end of FY 2023. This is reflecting an acceleration in the pace of installation of new lockers, notably in the UK, fueled by the partnerships signed by Quadient to host parcel lockers in new suitable locations.

    EBITDA for Lockers was above breakeven, at €1 million in FY 2024. EBITDA margin stood at 0.6%, up by 3.6 points compared to FY 2023. This significant profitability improvement, illustrated by a 6.7% EBITDA margin in H2 2024, was driven by growing recurring revenue and increased usage. Additionally, the revised commercial agreement with Yamato for the Japanese installed base was implemented at the beginning of H2 2023.

    As part of the customer acquisition focus, Quadient is accelerating the pace of installation for new lockers in its open networks in Europe, mostly in France and the UK, with installed base up 145% year-on-year. This is supported by the additional deals signed for premium locations (including Morrisons Daily Stores and ScotRail…). Additionally, the trend for new installations in North America has turned positive in Q4, where market share leadership position in Residences and Universities remains robust.

    As part of the customer expansion strategy, volumes from both pick-up and drop-off in European open networks saw a significant increase, growing sevenfold between Q4 2023 and Q4 2024. The momentum in North America for the locker network, particularly across the multifamily sector and higher education campuses was strong in Q4 2024. In Japan, macroeconomic conditions have impacted parcel volumes, but new initiatives, such as the new partnership with Japan Post, are aimed at driving volume growth and increasing adoption.

    REVIEW OF 2024 FULL-YEAR RESULTS

    Simplified P&L

    In € million FY 2024 FY 2023 Change
    Sales 1,093 1,062 +2.8%
    Gross profit 818 788 +3.7%
    Gross margin 74.8% 74.2%  
    EBITDA 247 244 +1.2%
    EBITDA margin 22.6% 23.0%  
    Current EBIT 146 147 (0.5)%
    Current EBIT margin 13.4% 13.8%  
    Optimization expenses and other operating income & expenses (23) (15) +58.0%
    EBIT 123 132 (7.0)%
    Financial income/(expense) (39) (31) +24.8%
    Income before tax 84 101 (16.8)%
    Share of results of associated companies 1 (0) n/a
    Income taxes (17) (17) +2.8%
    Net income of continued operations 68 84 (19.4)%
    Net income from discontinued operations (0) (14) (98.7)%
    Net attributable income 66 69 (3.4)%
    Earnings per share 1.94 2.02  
    Diluted earnings per share 1.94 2.01  
     

    Gross margin stood at 74.8% in FY 2024 slightly up compared to FY 2023, due to lower cost of sales.

    EBITDA(1) for the Group reached €247 million in FY 2024, up €3 million compared to FY 2023. EBITDA grew by 3.0% organically, driven by strong growth of 80% in Digital and improved profitability in Lockers, which more than compensated for the softer EBITDA performance in Mail. The EBITDA margin reached 22.6% in FY 2024. It was almost stable compared to FY 2023: despite the impact of the change in revenue mix and the dilutive effect of Frama acquisition, the Group EBITDA margin was supported by significant profitability gains in Digital and Lockers.

    Depreciation and amortization stood at €101 million in FY 2024, compared to €98 million in FY 2023. This slightly higher depreciation mainly reflects the increase in Lockers’ asset base.

    Current operating income (current EBIT) reached €146 million in FY 2024 compared to €147 million in FY 2023, up 2.2% on an organic basis. Current EBIT margin stood at 13.4% of sales in FY 2024 compared to 13.8% in FY 2023.

    Optimization costs and other operating expenses stood at €23 million in FY 2024, versus €15 million in FY 2023. This increase mainly relates to the write-off of an IT project, additional office optimization and Frama restructuring costs.

    Consequently, EBIT reached €123 million in FY 2024, versus €132 million recorded in FY 2023.

    Net attributable income

    Net cost of debt was up from €29 million in FY 2023 to €39 million in FY 2024, impacted by higher interest rates. The currency gains & losses and other financial items was broadly flat in FY 2024, compared to a loss of €2 in FY 2023. Overall, net financial result was a loss of €39 million in FY 2024 compared to a loss of €31 million in FY 2023.

    Income tax expense was stable year-on-year at €17 million.

    Net income from discontinued operations of the Mail Italian subsidiary was null in FY 2024, compared to a €14 million loss in FY 2023. This loss included exceptional charges related to the sale process for this subsidiary, which was sold to a local mail distribution company in October 2024.

    Net attributable income after minority interests amounted to €66 million in FY 2024 compared to €69 million in FY 2023.

    Earnings per share(2) stood at €1.94 in FY 2024 compared to €2.02 in FY 2023. The fully diluted earnings per share(2) was €1.94 in FY 2024 compared to €2.01 in FY 2023.

    Cash flow generation

    The change in working capital was a net cash inflow of €9 million in FY 2024 compared to a net cash outflow of €6 million in FY 2023, mostly reflecting the positive impact from timing on prepaid expenses and customers deposits.

    The leasing portfolio and other financing services stood at €623 million as of 31 January 2025, compared to €598 million as of 31 January 2024, up on an organic basis (i.e. excluding currency impact of €18 million) for the first time in several years thanks to good hardware placements in Mail. While generating future subscription-related revenue, this increase in lease receivables resulting from the good performance in the placement of new equipment translates into a cash outflow of
    €7 million in FY 2024. At the end of FY 2024, the default rate of the leasing portfolio stood at around 1.1% compared to c.1.3% at the end of FY 2023.

    Interest and taxes paid increased to €67 million in FY 2024 versus the amount of €55 million paid in FY 2023. The difference was mostly explained by higher interest rates in FY 2024.

    Capital expenditure reached €108 million in FY 2024, up €7 million compared to FY 2023, mostly due to UK locker open network deployment. Capex for Digital reached €24 million in FY 2024, slightly up compared to €22 million in FY 2023 and was mainly focused on R&D and platform development. Capex for Mail remained at fairly high level of €51 million
    (vs. €53 million in FY 2023), due to continued high placement of machines related to the US decertification, which is expected to end in Q1 2025. Capex for Lockers increased from €26 million to €33 million to support the ramp-up of the deployment of the open network in the UK. The sale of Frama real estate in Switzerland generated €6 million in cash inflows in FY 2024.

    All in all, cash flow after capital expenditure (free cash flow) reached €66 million in FY 2024, compared to €64 million in FY 2023.

    Leverage and liquidity position

    Net debt stood at €741 million as of 31 January 2025, a slight increase against €709 million as of 31 January 2024. In FY 2024, Quadient successfully raised approximately €325 million in new facilities, including the following transactions in H2 2024:

    • in October 2024, the Company secured EBRD financing, including a €25 million Schuldschein;
    • in December 2024, the Company secured a USD 50 million bank loan;
    • in January 2025, Quadient further strengthened its financial position with the issuance of a USD 100 million USPP.

    These new facilities enabled Quadient to repay post-closing its €260 million bond due in February 2025 and settle the repayment of Schuldschein loans for €29 million, also due in early 2025. As a result of these transactions, the Company’s average debt maturity has been extended to four years as of the end of February 2025, compared to three years at the end of FY 2023.

    The leverage ratio (net debt/EBITDA) remained broadly stable at 3.0x(3) as of 31 January 2025 compared to 2.9x(3) as of 31 January 2024. Excluding leasing, Quadient leverage ratio remained stable at 1.7x(3) as of 31 January 2025, despite the acquisitions of Frama and Package Concierge in 2024, as well as the implementation of a share buyback programs.

    As of 31 January 2025, the Group had a strong liquidity position of €667 million, split between €367 million in cash and a €300 million undrawn credit line, maturing in 2029.

    Shareholders’ equity stood at €1,113 million as of 31 January 2025 compared to €1,069 million as of 31 January 2024. The gearing ratio(4) stood at 66.6% as of 31 January 2025.

    SHAREHOLDER’ RETURN

    Proposed dividend for FY 2024 stands at €0.70 per share, representing an 8% increase against FY 2023, and a payout ratio of 36.1% of net income, higher than Quadient’s minimum 20% pay-out ratio of net income as per the Group’s dividend policy. This represents a €0.05 year-on-year increase, for the fourth consecutive year. The dividend is subject to approval by the Annual General Meeting, scheduled for 13 June 2025, and will be paid in cash in one instalment on 6 August 2025.

    In addition, Quadient’s announced in September 2024 the launch of a share buyback program for a total consideration of up to €30 million. To date, €10 million worth of shares have been repurchased, with the program set to be executed over an
    18-month(5) period. This operation demonstrates Quadient’s confidence in the value creation potential of its “Elevate to 2030” strategic plan, its ability to reach its FY 2026 leverage ratio target(6) and is in line with the capital allocation policy of the Company, while improving shareholders’ return.

    OUTLOOK

    The evolving dynamics within Quadient’s business portfolio, characterized by strong growth in Digital and Lockers revenue alongside a moderate decline in Mail revenue, will naturally drive a year-on-year acceleration in the Company’s total revenue growth.

    As Digital and Lockers continue to expand their share of Quadient’s revenue and profit, while simultaneously improving their profitability, this shift is expected to contribute to a higher growth in current EBIT

    As a result, Quadient targets an acceleration in organic revenue growth and in current EBIT organic growth in 2025 compared to 2024.

    Quadient also confirms its 3-year guidance for the 2024-2026 period of minimum 1.5% organic revenue CAGR and minimum 3% organic current EBIT CAGR.

    Q4 2024 BUSINESS HIGHLIGHTS

    Avaloq and Quadient Partner to Elevate Client Communications for Financial Services
    On 3 December 2024, Quadient and Avaloq announced today their partnership to offer unrivaled customer communications management (CCM) capabilities for the financial services industry. Avaloq has selected Quadient Inspire as its standard CCM solution, seamlessly integrating it into the Avaloq platform.

    Quadient Launches SimplyMail in Europe to Help Small Businesses Leverage Digital Solutions to Enhance Efficiency in Mail Operations
    On 11 December 2024, Quadient announced the launch in Europe of SimplyMail, a solution designed to address the growing needs for smaller businesses to automate and optimize their mail operations with ease.

    Quadient Named a Worldwide Automated Document Generation and CCM Leader by IDC
    On 12 December 2024, Quadient announced it has been named a Leader in the IDC MarketScape: Worldwide Automated Document Generation and Customer Communication Management 2024 Vendor Assessment.

    Quadient Recognized in Two IDC MarketScape Reports for Accounts Receivable Automation Applications
    On 16 December 2024, announced it has been named a Leader in the IDC MarketScape: Worldwide Accounts Receivable Automation Applications for Small and Midmarket 2024 Vendor Assessment. Additionally, Quadient has been recognized for the first time as a Major Player in the IDC MarketScape: Worldwide Accounts Receivable Automation Applications for the Enterprise 2024 Vendor Assessment.

    Quadient Surpasses 25,000 Global Locker Installations with US Package Concierge Acquisition, Setting Sights on Exceeding €100M of Locker Revenue in 2025
    On 18 December 2024, Quadient announced the acquisition of US-based parcel management solutions provider Package Concierge®, exceeding the 25,000-unit mark in its global installed base. Package Concierge provides innovative digital locker technology that addresses the growing challenges of package management in residential, commercial, retail and university campuses across the United States.

    Quadient strengthens its financial position with a USD50 million bank loan from Bank of America
    On 20 December 2024, announced a USD50 million bank loan from Bank of America. This new credit facility, which comes with a 3-year maturity at a variable rate, strengthens Quadient’s financial position ahead of debt maturities due in 2025.

    Report by Leading Analyst Firm Shows Quadient Recorded the Fastest Growth in 2023 Among CCM Market Leaders
    On 10 January 2025, Quadient announced that a newly released report by market research and consulting firm IDC shows Quadient rapidly closing the gap on the top position. Quadient’s 13.7% year-on-year revenue growth in 2023 has accelerated from its 11% growth in 2022. This is also the fastest growth among the major Customer Communications Management (CCM) vendors globally, outperforming the overall market growth.

    Quadient Secures New c.$1.6 Million Contract to Enhance US Government Agency’s Mail Automation Capacity
    On 14 January 2025, Quadient announced that it has been selected by a US government agency to modernize its mail automation infrastructure in a contract valued at c.$1.6 million. This follows a previous announcement in October 2024, where Quadient was awarded a contract worth nearly $1 million for a similar modernization project with another federal agency.

    Leading Human Resources Technology Company Selects Quadient for Accessibility Compliance in Customer Communications
    On 16 January 2025, Quadient announced that a leading US provider of integrated benefits, payroll, and human resources cloud solutions has selected customer communications management (CCM) platform Quadient Inspire to ensure accessibility compliance for its US federal agency client.

    Quadient Partners with ScotRail to Introduce Parcel Lockers at Stations Across Scotland
    On 21 January 2025, Quadient announced a partnership with ScotRail to deploy Parcel Pending by Quadient automated lockers across Scotland’s rail network. ScotRail, Scotland’s national rail operator, is enhancing its passenger experience and operational efficiency with the installation of parcel lockers in its stations.

    Quadient strengthens its financial position through a USD100 million US Private Placement from MetLife
    On 22 January 2025, Quadient announced that it has signed a new USD100 million US Private Placement (USPP) with MetLife Investment Management (“MIM”), reinforcing its financial position. This new USPP of USD 100 million senior notes has a
    7-year average maturity and comes with an additional shelf facility allowing the issue of senior notes for a maximum aggregate principal amount of USD50 million.

    Quadient Teams Up with Buzz Bingo to Bring Convenient Parcel Lockers to Bingo Clubs Across the UK
    On 28 January 2025, Quadient announced a partnership with Buzz Bingo to deploy Parcel Pending by Quadient automated lockers in 35 of its 81 bingo clubs across the UK, with plans for further installations in the future. This collaboration enhances parcel collection, delivery, and return convenience while improving the customer experience at Buzz Bingo locations.

    Leading US Law Firm Chooses Quadient in a Deal Over $1M to Streamline Mailing, Shipping, and Accounting Processes
    On 30 January 2025, Quadient announced a new contract with one of the largest injury law firms in the US, transitioning the firm from its long-standing provider to Quadient. Under the new agreement, worth over 1 million dollars, the firm is rolling out nearly 100 Quadient iX-Series mailing systems at offices across the country, all seamlessly integrated with Quadient’s cloud-based S.M.A.R.T. accounting and shipping software.

    Quadient Reports Strong Year-End Locker Usage Growth in Multifamily and Higher Education Campuses in North America
    On 31 January 2025, Quadient announced strong year-end momentum in the adoption and usage of its Parcel Pending by Quadient locker network across multifamily and higher education campuses in North America.

    POST-CLOSING EVENTS

    Morrisons Partners with Quadient for Convenient Parcel Delivery at its Morrisons Daily Stores
    On 18 February 2025, Quadient announced a new partnership with Morrisons. The partnership will see Parcel Pending by Quadient parcel lockers installed at 230 Morrisons Daily stores by spring 2025.

    Quadient Enables New Shipping Service with Japan Post on its Open Locker Network, Driving Convenience and Increased Parcel Volume
    On 3 March 2025, Quadient announced an expanded partnership between Japan Post and Packcity Japan, a joint venture between Quadient and Yamato Transport. Thanks to the extended partnership, consumers will not only receive Japan Post deliveries at Packcity Japan’s nationwide open network of automated parcel lockers, but they will also now be able to ship parcels from the lockers, called PUDO stations. Consumers using Japan Post’s Yu-Pack parcel service use a mobile app to ship from a PUDO station, eliminating the need to wait at delivery counters or manually handling shipping slips.

    Quadient Maintains Leader Position on Aspire Leaderboard for Customer Communications and Interaction Experience Software
    On 13 March 2025, Quadient announced it has maintained its leadership position on the Aspire Leaderboard. Produced by independent advisory firm Aspire CCS, the Aspire Leaderboard highlights and compares vendors in the customer communications management (CCM) and customer experience management software space. It is updated in real-time as vendors release enhancements and adjust strategies.

    To know more about Quadient’s news flow, previous press releases are available on our website at the following address: https://invest.quadient.com/en/newsroom.

    CONFERENCE CALL & WEBCAST

    Quadient will host a conference call and webcast today at 6:00 pm Paris time (5:00 pm London time).

    To join the webcast, click on the following link: Webcast.

    To join the conference call, please use one of the following phone numbers:

    ▪ France: +33 (0) 1 70 37 71 66.
    ▪ United States: +1 786 697 3501.
    ▪ United Kingdom (standard international): +44 (0) 33 0551 0200.

    Password: Quadient

    A replay of the webcast will also be available on Quadient’s Investor Relations website for 12 months.


     

    Calendar

    • 3 June 2025: Q1 2025 sales release (after close of trading on the Euronext Paris regulated market)
    • 13 June 2025: Annual General Meeting

    About Quadient®

    Quadient is a global automation platform provider powering secure and sustainable business connections through digital and physical channels. Quadient supports businesses of all sizes in their digital transformation and growth journey, unlocking operational efficiency and creating meaningful customer experiences. Listed in compartment B of Euronext Paris (QDT) and part of the CAC® Mid & Small and EnterNext® Tech 40 indices, Quadient shares are eligible for PEA-PME investing.

    For more information about Quadient, visit https://invest.quadient.com/en/.

    Contacts

    APPENDIX

    Digital: New name for Intelligent Communication Automation

    Mail: New name for Mail-Related Solutions

    Lockers: New name for Parcel Locker Solutions

    FY 2024 and Q4 2024 consolidated sales

    FY 2024 consolidated sales by geography

    In € million 2024 2023 Change Organic
    change
    North America 632 607 +4.0% +2.8%
    Main European countries(a) 369 354 +4.5% (2.0)%
    International(b) 92 101 (9.7)% (5.4)%
    Group total 1,093 1,062 +2.8% +0.4%
    1. Including Austria, Benelux, France, Germany, Ireland, Italy (excluding Mail), Switzerland, and the United Kingdom
    2. International includes the activities of Digital, Mail and Lockers outside of North America and the Main European countries

    Q4 2024 consolidated sales by Solution

    In € million Q4 2024 Q4 2023 Change Organic change
    Digital 73 65 +11.5% +10.1%
    Mail 196 196 (0.3)% (4.6)%
    Lockers 27 22 +20.2% +8.0%
    Group total 295 284 +4.1% (0.2)%
     

    Q4 2024 consolidated sales by geography

    In € million Q4 2024 Q4 2023 Change Organic
    change
    North America 171 160 +7.0% +2.5%
    Main European countries(a) 100 97 +3.3% (2.9)%
    International(b) 24 27 (10.7)% (6.9)%
    Group total 295 284 +4.1% (0.2)%
    1. Including Austria, Benelux, France, Germany, Ireland, Italy (excluding Mail), Switzerland, and the United Kingdom
    2. International includes the activities of Digital, Mail and Lockers outside of North America and the Main European countries

    Financial statements – Full-year 2024

    Consolidated income statement

    In € million FY 2024
    (period ended
    on 31 January 2025)    		 FY 2023
    (period ended
    on 31 January 2024)
    Sales 1,093 1,062
    Cost of sales (275) (274)
    Gross margin 818 788
    R&D expenses (63) (63)
    Sales and marketing expenses (287) (275)
    Administrative and general expenses (187) (176)
    Service and support expenses (116) (109)
    Employee profit-sharing, share-based payments and other expenses (10) (7)
    M&A and strategic projects expenses (8) (11)
    Current operating income 146 147
    Optimization expenses and other operating income & expenses (23) (15)
    Operating income 123 132
    Financial income/(expense) (39) (31)
    Income before taxes 84 101
    Income taxes (17) (17)
    Share of results of associated companies 1 (0)
    Net income from continued operations 68 84
    Net income of discontinued operations (0) (14)
    Net income 67 70
    Of which:

    • Minority interests
    		 1 1
    • Net attributable income
    		 66 69

    Simplified consolidated balance sheet

    Assets
    In € million    		 FY 2024
    (period ended
    on 31 January 2025)    		 FY 2023
    (period ended
    on 31 January 2024)
    Goodwill 1,131 1,082
    Intangible fixed assets 119 121
    Tangible fixed assets 170 156
    Other non-current financial assets 65 65
    Other non-current receivables 2 2
    Leasing receivables 623 598
    Deferred tax assets 38 17
    Inventories 75 67
    Receivables 240 228
    Other current assets 79 84
    Cash and cash equivalents 367 118
    Current financial instruments 1 2
    Assets held for sale 0 9
    TOTAL ASSETS 2,910 2,550
    Liabilities
    In € million    		 FY 2024
    (period ended
    on 31 January 2025)    		 FY 2023
    (period ended
    on 31 January 2024)
    Shareholders’ equity 1,113 1,069
    Non-current provisions 12 12
    Non-current financial debt 722 715
    Current financial debt 347 66
    Lease obligations 38 46
    Other non-current liabilities 3 2
    Deferred tax liabilities 101 104
    Financial instruments 5 5
    Trade payables 104 79
    Deferred income 223 212
    Other current liabilities 242 225
    Liabilities held for sale 0 15
    TOTAL LIABILITIES 2,910 2,550

    Simplified cash flow statement

     

    In €millions

    		 FY 2024
    (period ended
    on 31 January 2025)    		 FY 2023
    (period ended
    on 31 January 2024)
    EBITDA 247 244
    Other elements (15) (19)
    Cash flow before net cost of debt and income tax 233 225
    Change in the working capital requirement 9 (6)
    Net change in leasing receivables (7) (0)
    Cash flow from operating activities 235 219
    Interest and tax paid (67) (55)
    Net cash flow from operating activities 168 165
    Capital expenditure (108) (101)
    Disposal of assets 6 0
    Net cash flow after investing activities 66 64
    Impact of changes in scope (37) (5)
    Net cash flow after acquisitions and divestments 29 59
    Dividends paid (22) (21)
    Change in debt and others 219 (39)
    Net cash flow after financing activities 226 (1)
    Cumulative translation adjustments on cash (6) (2)
    Net cash from discontinued operations (1) (9)
    Change in net cash position 219 (11)

    ([1]) EBITDA = current operating income + provisions for depreciation of tangible and intangible fixed assets.
    ([2]) For the FY 2024, the average compounded number of shares is 34,114,060. Diluted number of shares is 34,486,288.
    ([3]) Including IFRS 16
    ([4]) Net debt / shareholder’s equity
    ([5]) Subject to the renewal of the share buyback authorizations at the 2025 AGM
    ([6]) FY 2026 leverage ratio excluding leasing target of 1.5x

    Attachment

    The MIL Network –

  • MIL-OSI: Bitcoinese Launches Blockchain Research Lab to Accelerate Innovation and Global Collaboration

    Source: GlobeNewswire (MIL-OSI)

    Hamburg, Germany, March 26, 2025 (GLOBE NEWSWIRE) — Bitcoinese has officially launched its new Blockchain Research Lab, a dedicated initiative focused on advancing blockchain infrastructure, smart contract security, cross-chain technology, and applied AI systems. This move positions Bitcoinese at the forefront of blockchain research, aiming to foster innovation through global academic and industry partnerships.

    Establishing a Research-Driven Future for Blockchain Development

    The newly formed Bitcoinese Blockchain Research Lab will serve as a central hub for exploring next-generation blockchain solutions, with a strong emphasis on interdisciplinary collaboration. By uniting researchers, developers, and technologists, the lab will produce whitepapers, prototypes, and open-source frameworks designed to solve complex challenges in digital infrastructure.

    Key areas of focus include:

    Scalable Blockchain Architecture: Researching high-throughput, low-latency consensus mechanisms and energy-efficient systems.

    Smart Contract Security: Developing automated audit tools and formal verification methods for decentralized applications.

    Cross-Chain Protocols: Designing interoperability frameworks for seamless asset transfers between blockchains.

    AI Integration: Investigating the convergence of artificial intelligence and decentralized ledgers for predictive analytics and autonomous finance.

    The lab will operate with a global, open-access model, allowing select external contributors to participate in research programs and collaborate on technical publications.

    Partnerships with Universities and Industry Experts

    To ensure real-world impact, Bitcoinese is forming strategic partnerships with universities, technology institutes, and blockchain research foundations across Europe, Asia, and North America. These collaborations will involve joint publications, co-hosted conferences, and talent development programs aimed at fostering the next generation of blockchain engineers and scientists.

    Bitcoinese will also offer research grants and fellowships to emerging scholars and developers working on critical blockchain advancements. The lab will regularly publish peer-reviewed studies and technical documentation for the public and industry stakeholders.

    Accelerating Open-Source Innovation

    A core goal of the Blockchain Research Lab is to support the open-source blockchain ecosystem. All major findings and tools developed by the lab will be published under open-source licenses, enabling adoption and contribution from global communities.

    Initial projects under development include:

    A modular testing environment for smart contract stress testing.

    A decentralized benchmarking tool for cross-chain bridges.

    An open AI oracle system for autonomous smart contract execution.

    These initiatives are expected to provide essential infrastructure for developers working on DeFi, enterprise blockchain, supply chain, and digital identity solutions.

    Bitcoinese’s Commitment to Long-Term Technological Advancement

    By launching the Blockchain Research Lab, Bitcoinese reinforces its commitment to long-term technological innovation and global cooperation. The company views research as a foundational pillar of its ecosystem and believes that investment in knowledge, transparency, and experimentation is critical to driving the next wave of blockchain adoption.

    Bitcoinese plans to host its first Blockchain Research Forum in the coming year, inviting scholars, developers, and policymakers to engage in discussions around security, regulation, scalability, and ethics in decentralized technology.

    This research-led initiative underscores Bitcoinese’s vision of building a blockchain future grounded in evidence-based development and collaborative progress.

    The MIL Network –

  • MIL-OSI United Nations: Secretary-General Urges Developed Countries to Double Annual Climate Adaptation Finance to $40 Billion

    Source: United Nations MIL OSI b

    Following are UN Secretary-General António Guterres’ remarks to the virtual high-level segment of the Sixteenth Petersberg Climate Dialogue, held in New York today:

    Thank you for this opportunity — and for your focus today on collective climate action and acceleration of implementation.  This could not be more timely.  There is much uncertainty and instability in our world. But, today, we meet in the wake of some good news.

    Just this morning, the International Renewable Energy Agency (IRENA) officially confirmed that 2024 was a record year for renewables additions to global power capacity.  Renewables represented more than 92 per cent of all new electricity-generation capacity installed last year.

    The amount of renewables added represents more than the total electricity capacity of Brazil and Japan combined.  Europe’s capacity grew by 9 per cent — with Germany contributing more than one quarter of that growth.  Africa’s capacity grew by almost 7 per cent.

    All of this is another reminder of a twenty-first century truth:  Renewables are renewing economies.  They are powering growth, creating jobs, lowering energy bills and cleaning our air. And every day, they become an even smarter investment.

    Since 2010, the average cost of wind power has plunged 60 per cent.  Solar is 90 per cent cheaper.  In 2023, clean energy sectors accounted for 5 per cent of economic growth in India and 6 [per cent] in the United States.  It accounted for a fifth of China’s GDP [gross domestic product] growth, and a third of the European Union’s.

    The economic case for — and opportunities of — climate action have become ever clearer — particularly for those who choose to lead. And leadership is what we need — as today’s IRENA report shows:

    To accelerate the shift to renewables and to correct the imbalances in the transition, which is still starving developing countries — outside China — of the investment needed to fully embrace clean energy.

    As the title of this session puts it so well:  we are indeed at a turning point to the future. In the 10 years since Paris, we have seen other important progress.  Ninety per cent of global emissions are now covered by net-zero targets.

    A decade ago, the planet was on course for a global temperature rise of over 4°C.  Today, countries’ national climate plans — or NDCs [nationally determined contributions] — if fully delivered — will take us closer to a 2.6°C rise.

    At the same time, climate challenges are piling up.  It seems records are shattered at every turn — the hottest day of the hottest month of the hottest year of the hottest decade ever.

    All of this is hitting the vulnerable hardest, and everyday people in their pockets — with higher living costs, higher insurance premiums and higher food prices.  Just last week, the World Meteorological Organization (WMO) confirmed that 2024 was another alarming year.

    Almost every climate indicator reached new and increasingly dangerous heights — inflaming displacement and food insecurity and inflicting huge economic losses.  And for the first time, the annual global temperature was 1.5°C hotter than pre-industrial times.

    Scientists are clear:  it is still possible to meet the long-term 1.5°C limit.  But, it requires urgent action.  And it requires leadership. I see two critical fronts to drive action.

    First, new national climate plans — or NDCs — due by September.  Investors need certainty and predictability.  These new plans are a unique opportunity to deliver and lay out a coherent vision for a just green transition.  They must align with the 1.5°C limit, as agreed at COP28 [twenty-eighth Conference of the Parties to the United Nations Framework Convention on Climate Change].  And cover all emissions and the whole economy.

    Together, they must reduce global emissions 60 per cent by 2035 compared to 2019 and contribute to the COP28 global energy transition goals.

    All this must be achieved in line with the principle of common but differentiated responsibilities and respective capabilities, in the light of national circumstances but everybody, everybody must do more.  The Group of 20 (G20) — the largest emitters and economies — must lead.

    Every country must step up and play their part.  The United Nations is with you all.  President Lula and I are working to secure the highest ambition from the largest economies.

    The United Nations Climate Promise is supporting 100 countries to prepare their new climate plans.  And we will convene a special event in September to take stock of the plans of all countries, push for action to keep 1.5°C within reach, and deliver climate justice.

    Second, we must drive finance to developing countries.  The COP29 finance agreement must be implemented in full.  I count on the leadership of the COP29 and COP30 presidencies to deliver a credible road map to mobilize $1.3 trillion a year by 2035.

    We need new and innovative sources of financing, and credible carbon pricing.  Developed countries must honour their promise to double adaptation finance to at least $40 billion a year, by this year.

    And we need serious contributions to the fund for responding to loss and damage, and to get it up and running.

    We can only meet these goals with stronger collaboration between Governments, and across society and sectors.  Those that will lag behind need to be not a reason for us to be discouraged, but an increase in our commitment to move forward.

    The rewards are there for the taking, for all those ready and willing to lead the world through these troubled times.  We are at a turning point.  I urge you to seize this moment; and seize the prize.

    MIL OSI United Nations News –

  • MIL-OSI United Kingdom: Sign your street up for a party to celebrate Victory in Europe Day

    Source: City of Coventry

    Those who wish to celebrate VE Day with a street party this year can now submit their street party applications for the Bank Holiday week.

    People across the country are planning to commemorate the day. This year marks 80 years since World War II ended.

    Residents of Coventry are invited to apply to host their own street party. Streets will be able to select one day over the Bank Holiday week – Monday 5, Friday 9 or Monday 12 May 2025.

    Cllr Abdul Salam Khan, Deputy Leader of Coventry City Council and Cabinet Member for Events, said:

    We know residents of Coventry enjoy holding their own street parties to mark special occasions, and we’re delighted to offer the opportunity to celebrate VE Day outdoors with family and friends.

    It’s a significant event that, as a city, we are proud to remember and commemorate, so we will also be hosting other events and activities across Coventry, which residents will soon hear more about.

    Cllr Patricia Hetherton, Cabinet Member for City Services at Coventry City Council, said:

    VE Day is an important occasion, which is why we are encouraging people to hold street parties by waiving road closure charges.

    We’re providing advance notice of the free applications to enable people to make plans. We do, however, have a strict cut-off date to allow time for traffic management plans to be put in place so those who are holding parties can do so safely.

    We encourage those who are looking to mark the occasion by holding a street party to submit their applications as soon as possible.

    The closing date for VE Day Party applications is 5pm on Sunday, 6 April 2025. Applications received after this date will not be processed.

    You can put in an application and find out more about holding a street party in your community by visiting www.coventry.gov.uk/streetparty or emailing temptm@coventry.gov.uk.

    If you need advice on licensing issues related to arranging a street party, visit www.coventry.gov.uk/licensing-regulation or email licensing@coventry.gov.uk.

    Wednesday, 26th March 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: We must have enduring peace in Ukraine, which ensures Ukraine’s future security and upholds the UN Charter: UK statement at the UN Security Council

    Source: United Kingdom – Executive Government & Departments

    Speech

    We must have enduring peace in Ukraine, which ensures Ukraine’s future security and upholds the UN Charter: UK statement at the UN Security Council

    Statement by Ambassador James Kariuki, UK Deputy Permanent Representative to the UN, at the UN Security Council meeting on Ukraine.

    I would like to start by thanking Assistant Secretary-General Joyce Msuya for the briefing today.

    Colleagues, last month marked three years since President Putin launched his illegal and unprovoked full-scale invasion of Ukraine.

    The invasion displaced over 10 million people. Today, 12.7 million remain in need of urgent humanitarian support.

    The suffering caused by Russian forces is well known to this Council: war crimes, torture of civilians and prisoners of war, mass killings, the forced deportation of thousands of children, the forced cleansing and Russification of areas under their illegal control.

    It is a shocking record for any state, let alone a Permanent Member of the Security Council.

    In recent weeks, Russian drone and missile attacks have intensified nationwide, with daily reports of damage to residential areas and civilian infrastructure across multiple Oblasts.

    According to the UN Human Rights Monitoring Mechanism of Ukraine, in one attack which took place on 7 March, two ballistic missiles hit a residential area in Donetsk Oblast killing 11 people and destroying homes. 

    Emergency responders who arrived to treat the wounded were then targeted by further strikes.

    This has to stop. 

    The UK is clear that we want to see an end to the fighting and to the killing. We must have enduring peace in Ukraine.

    Putin could bring about peace tomorrow by withdrawing his forces and ending his illegal invasion.

    President, we welcome US efforts towards just and lasting peace. And we welcome President Zelenskyy’s clear commitment to peace and readiness to move quickly towards a comprehensive and lasting settlement. 

    In agreeing to a full, immediate and unconditional ceasefire, Ukraine has shown that it is the party of peace.  

    Russia must now agree to this without further delay.

    Ukraine’s humanitarian needs are immense, and the UK will continue to do what we can in support. 

    To date, we have committed £477 million in humanitarian support to Ukraine, providing its people with food, water, shelter, and medical care, alongside support to safeguard the rights, dignity, and well-being of civilians.

    We repeat our call on Russia to end its brutal war, withdraw from Ukrainian territory within its internationally recognised borders. 

    Until that day comes, the UK will continue to work with Ukraine and our international partners to achieve a just and lasting peace, which ensures Ukraine’s future security and upholds the core principles of the United Nations Charter.

    Updates to this page

    Published 26 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: expert reaction to study on first genetically modified pig-to-human liver transplantation

    Source: United Kingdom – Executive Government & Departments

    A study published in Nature looks at a genetically modified pig-to-human liver xenotransplantation.

    Prof Peter Friend, Professor of Transplantation, University of Oxford, said:

    “This is an important study because it advances the field of xenotransplantation from non-human primates to human, enabling assessment of transgenic xenografts in the context of human immunological and physiological systems.

    “This is a very elegant surgical technique which allows the insertion of a (relatively small) xeno-liver with limited disruption to the anatomy of the existing liver (i.e. it is potentially feasible in a clinical setting as a temporary bridging technique).

    “The genetic modifications are similar (although not identical) to those used in the recently reported heart and kidney clinical xeno-transplants, and also the xeno-liver cross-circulation studies performed at the University of Pennsylvania.

    “The presence of the brain-dead donor’s native liver means that we cannot extrapolate the extent to which this xenograft would have supported a patient in liver failure. However, this study does demonstrate that these genetic modifications allow the liver to avoid hyperacute rejection and (significantly) that the thrombocytopenia associated with liver xenotransplantation is self-limiting, with the platelet count recovering within 7 days. The mechanism of this phenomenon is not fully understood.

    “Although the maintenance of normal coagulation parameters (e.g. INR) is reassuring, because the clotting factors produced by the xenograft were not measured directly, the data do not definitively prove that this is a function of the xenograft rather than the native liver.”

     

     

    Comments provided by our friends at SMC Spain:

    Rafael Matesanz, creator and founder of the National Transplant Organisation (Spain), said:

    “A frequent approach in the development of xenotransplants of different organs, before moving on to the clinical phase, is to perform them in patients in brain death but with haemodynamic stability, so that the evolution of the organ and the impact on the deceased person’s organism can be assessed at least in the short term, but with circulation maintained.

    “At least three kidney transplants have been performed in the United States since 2021 – one with up to 61 days of follow-up in brain-dead patients – and two heart transplants, which served to accumulate a number of useful lessons. In both modalities, they preceded the first clinical experiences in living people, which so far have resulted in two heart transplants (both deceased) and four kidney transplants, two of which have survived after several months of evolution.

    “The team at the Xi’an Military Hospital in China has had extensive experience in experimental transplantation of all types of organs from pigs to monkeys for more than a decade. This is the world’s first case of a transplant of a genetically modified pig liver into a brain-dead human. The ultimate goal of the experiment was not to achieve a standard liver transplant, but to serve as a ‘bridge organ’ in cases of acute liver failure, while awaiting a human organ for a definitive transplant. The experience lasted 10 days and the porcine organ remained in good condition, with acceptable basic metabolic function and no signs of acute rejection, indicating that the procedure was successful for its intended purpose and could be used in vivo in the near future.

    “In short, this is an important experiment, which opens up a different path to what has been tried so far in both vital organs (heart) and non-vital organs (kidney), such as the temporary replacement of the diseased liver until a human liver can be obtained for the definitive transplant’.”

    Iván Fernández Vega, Professor of Pathological Anatomy at the University of Oviedo (Spain), Scientific Director of the Principality of Asturias Biobank (BioPA) and Coordinator of the Organoid hub of the ISCIII Biomodels and Biobanks Platform, said:

    “I found the work very relevant, but we have to be cautious. The study represents a milestone in the history of liver xenotransplantation, describing for the first time a transplantation of a genetically modified porcine liver into a human being (in this case, a brain-dead human).The quality of the work is very high, both in terms of scientific rigour and the exhaustive clinical, immunological, histological and haemodynamic characterisation of the procedure. Sophisticated genetic modifications have been applied to the graft to prevent hyperacute rejection, one of the most critical complications in preclinical models of xenotransplantation.

    “The clinical implications are highly relevant, as optimising this approach could expand the pool of available organs and save lives in liver emergencies. This work complements and extends the existing evidence on previous pig-to-human heart and kidney xenotransplantation. It provides several relevant novelties:

    • It is the first study to demonstrate that a genetically modified porcine liver can survive and exert basic metabolic functions (albumin and bile production) in the human body.
    • It shows that there was no major coagulation dysfunction, in contrast to what was observed in other models, such as the first human cardiac xenotransplantation, where microthrombi and severe disorders were detected.
    • He points out the need to assess possible myocardial damage in early postoperative phases, given the early elevation of AST and cardiac enzymes, which can be confused with liver damage.
    • The use of xenograft as a bridging therapy is proposed, especially in patients with acute liver failure awaiting a human graft, although not as a definitive solution, as bile and albumin production was limited for long-term support.

    “However, the study has relevant limitations:

    • A major limitation of the study is that it is a single case (n=1), which precludes drawing generalisable conclusions or establishing robust patterns of clinical and immunological response. Although this is a pioneering advance, studies with a larger sample and in living recipients will be necessary to confirm the safety, efficacy and reproducibility of the procedure.
    • Limited duration of follow-up (10 days), by decision of the recipient’s family, which prevents assessment of medium- and long-term viability of the graft. Therefore, it does not add information in relation to acute and chronic rejection of xenotransplantation.
    • Only basic liver functions (albumin synthesis and bile secretion) were assessed, with no data on other complex liver functions such as drug metabolism, detoxification or immune function.
    • The heterotopic helper transplantation procedure would not allow resection of the original liver, which invalidates it as a strategy for example in patients with hepatocarcinoma awaiting transplantation.”

    ‘Gene-modified pig-to-human liver xenotransplantation’ by Wang et al. was published in Nature at 16:00 UK time on Wednesday 26th March.

    DOI: 10.1038/s41586-025-08799-1

    Declared interests

    Iván Fernández Vega “He declares that he has no conflicts of interest.”

    Prof Peter Friend: “Please note I have an association with OrganOx Ltd, a spin-out company from the University of Oxford: I am a co-founder and Chief Medical Officer. OrganOx manufactures a liver perfusion device for use in liver transplantation (the OrganOx metra); this is being adapted for potential use in liver support using extra-corporeal liver perfusion. OrganOx is now working in collaboration with eGenesis, the University of Pennsylvania and the University of Oxford to test the use of genetically-modified pigs as a source of organs for extra-corporeal liver support.”

    For all other experts, no reply to our request for DOIs was received.

    MIL OSI United Kingdom –

  • MIL-OSI Europe: Meeting held at Palazzo Chigi ahead of tomorrow’s Summit on peace and security for Ukraine

    Source: Government of Italy (English)

    The President of the Council of Ministers, Giorgia Meloni, convened a meeting at Palazzo Chigi this morning, ahead of her participation in tomorrow’s meeting on peace and security for Ukraine to be held in Paris.

    This morning’s meeting was attended by the Vice-President of the Council of Ministers and Minister of Foreign Affairs and International Cooperation, Antonio Tajani (via video link), the Vice-President of the Council of Ministers and Minister of Infrastructure and Transport, Matteo Salvini, and the Minister of Defence, Guido Crosetto.

    The meeting reaffirmed the commitment to building solid and effective security guarantees for Ukraine that are grounded in the Euro-Atlantic context, together with European and Western partners and the United States, also based on a model that can partly reflect the provisions of Article 5 of the Washington Treaty, with this proposal attracting growing interest among international partners.

    The meeting also provided an opportunity to reiterate that there are no plans for Italy to participate in a possible military force on the ground.

    Lastly, the issue of implementing and monitoring a ceasefire was also discussed, in relation to which a possible United Nations role is emerging, which the Italian Government has long supported.

    MIL OSI Europe News –

  • MIL-OSI: Resolutions of Annual General Meeting of LHV Group

    Source: GlobeNewswire (MIL-OSI)

    The Annual General Meeting of Shareholders of AS LHV Group (LHV Group) was held on 26 March 2025 at Hilton Tallinn Park Hotel. It was possible to participate in the meeting in person or electronically.

    A total of 1,192 shareholders participated in the meeting, representing a total of 215,268,277 votes, which corresponds to 66.40% of all votes entitled to participate in the meeting.

    Of the participants 1,102 shareholders, representing a total of 131,820,583 votes, voted before the meeting according to the procedure for pre-voting and electronic participation published with the notice on calling the meeting.

    The notice on calling the Annual General Meeting was published in the stock exchange information system and on the Group’s website on 4 March 2025. On the same date, the notice was printed in Postimees daily newspaper.

    The Annual General Meeting of the Shareholders of LHV Group adopted the following resolutions:

    1. Annual Report 2024

    Approve the Annual Report of LHV Group for the financial year 2024 as submitted to the General Meeting.

    In favour: 194,709,108 votes (90.45% of the represented votes)
    Opposed: 472,672 votes (0.22% of the represented votes)
    Neutral: 16,304 votes (0.01% of the represented votes)
    Withheld: 20,070,193 votes (9.32% of the represented votes)

    2. Profit Distribution for Financial Year 2024

    The consolidated net profit attributable to LHV Group as the parent company of the consolidation group in the financial year 2024 amounts to EUR 152,405 thousand. Transfer EUR 0 to the legal reserve. Approve the profit allocation proposal made by the Management Board and pay dividends in the net amount of 9 euro cents per share. The list of shareholders entitled to receive dividends will be established as at on 9 April 2025 EOD of Nasdaq CSD settlement system. Consequently, the day of change of the rights related to the shares (ex-dividend date) is set to 8 April 2025. From this day onwards, the person acquiring the shares will not have the right to receive dividends for the financial year 2024. Dividends shall be disbursed to the shareholders on 10 April 2025.

    In favour: 210,519,615 votes (97.79% of the represented votes)
    Opposed: 25,761 votes (0.01% of the represented votes)
    Neutral: 8,061 votes (0.00% of the represented votes)
    Withheld: 4,714,840 votes (2.19% of the represented votes)

    3. Financial Results of First Two Months of 2025

    An overview of the economic results of LHV Group for the first two months of 2025 was given by the CEO of LHV Group.

    4. Five-Year Financial Forecast

    An overview of the five-year financial forecast of LHV Group was given by the CEO of LHV Group.

    5. Amendments to 2020–2024 Share Option Program

    Approve the amendments of LHV Group’s 2020–2024 share option program as presented to the General Meeting and authorize LHV Group’s Supervisory Board to implement the 2020–2024 share option program in accordance with the program’s terms.

    In favour: 206,661,208 votes (96.00% of the represented votes)
    Opposed: 1,170,927 votes (0.54% of the represented votes)
    Neutral: 655,451 votes (0.30% of the represented votes)
    Withheld: 6,780,691 votes (3.15% of the represented votes)

    6. 2025–2029 Share Option Program

    Approve LHV Group’s 2025–2029 share option program as presented to the General Meeting and authorize LHV Group’s Supervisory Board to implement the 2025–2029 share option program in accordance with the program’s terms.

    In favour: 200,680,460 votes (93,22% of the represented votes)
    Opposed: 1,173,460 votes (0.55% of the represented votes)
    Neutral: 978,108 votes (0.45% of the represented votes)
    Withheld: 12,436,249 votes (5.78% of the represented votes)

    7. Conditions of Performance Pay

    As of 1 January 2026, to prospectively raise for the next five (5) years, i.e., for the period of the 2025–2029 share option program, the percentage of performance pay payable to the management members and equivalent staff of LHV Group and its group companies up to two hundred percent (200%) of their basic salary in accordance with the rationale presented to the General Meeting.

    In favour: 199,828,946 votes (92.83% of the represented votes)
    Opposed: 3,299,238 votes (1.53% of the represented votes)
    Neutral: 376,838 votes (0.18% of the represented votes)
    Withheld: 11,763,255 votes (5.46% of the represented votes)

    8. Acquisition of Own Shares

    Approve the acquisition of LHV Group’s own shares under the following conditions:

    • The purpose of acquiring own shares is to create value for shareholders by using the acquired shares for the execution of applicable General Meeting’s approved share option programs.
    • The acquisition shall be executed within a period of up to five (5) years from the adoption of this resolution. The acquisitions may take place in one or multiple transactions within thirteen (13) months from each LHV Group’s Supervisory Board decision to execute the acquisition of own shares.
    • LHV Group is entitled to acquire a maximum of its own shares necessary for fulfilling the commitments arising from the General Meeting’s approved share option programs. The acquisition may take place in portions corresponding to the required volume for a single year, multiple years, or the full duration of the applicable share option programs. This resolution shall also apply if the shareholders approve amendments to the share option programs that affect the acquisition volume. In any case, the total nominal value of the shares owned by LHV Group does not exceed 1/10 of the share capital.
    • The price per share to be paid for own shares shall be no less than EUR 0.00 and must not exceed the closing price of the Nasdaq Tallinn Stock Exchange on the previous trading day, as determined before the execution date of each respective acquisition (or the date of announcement of the execution of the acquisition). The purchase price per share shall not exceed the average market price of the last 30 trading days by more than fifty percent (50%). The acquisition of shares shall be executed under market conditions in accordance with the rules of Nasdaq Tallinn Stock Exchange.
    • The acquisition of own shares must not cause the net assets to become less than the total of share capital and reserves which pursuant to law or the Articles of Association shall not be paid out to shareholders.

    Authorize LHV Group’s Supervisory Board, in accordance with this resolution, applicable legislation and the General Meeting’s approved share option programs, to decide and execute own shares acquisitions, determine the acquisition price, procedure, and other conditions, and to carry out all necessary actions related to the own shares acquisition. The Supervisory Board may delegate technical and procedural tasks related to the execution of the acquisition to the Management Board. The execution of the own shares acquisition shall be conditional upon the European Central Bank’s consent.

    In favor: 202,399,668 votes (94.02% of the represented votes)
    Opposed: 1,164,099 votes (0.54% of the represented votes)
    Neutral: 236,684 votes (0.11% of the represented votes)
    Withheld: 11,467,826 votes (5.33% of the represented votes)

    9. Amendments to Articles of Association

    Approve the new redaction of the Articles of Association of LHV Group, thereby amending clauses 4.1.5 and 4.1.6. with the following wording:
    “4.1.5.    The Supervisory Board has set up the Audit Committee, the Risk and Capital Committee, the Nomination Committee and the Remuneration Committee and established the relevant terms of reference.”
    “4.1.6. The Supervisory Board shall be authorized, for a period of 3 (three) years from the entry into force of this version of the Articles of Association, to increase the share capital through contributions 1 (once) per year by up to 2% (two percent) of the share capital as valid at the time of the respective resolution. If the full 2% (two percent) limit has not been used in previous years, the unused portion may be carried forward within the authorization period. However, if the limit has been fully utilized, the increase in any following year shall not exceed 2% (two percent).”

    In favour: 202,252,123 votes (93.95% of the represented votes)
    Opposed: 14,450 votes (0.01% of the represented votes)
    Neutral: 1,085,252 votes (0.50% of the represented votes)
    Withheld: 11,916,452 votes (5.54% of the represented votes)

    All relevant documents associated with the Group’s General Meeting (including the notice on calling the General Meeting, draft resolutions, LHV Group’s annual report for 2024, including the independent auditor’s report, proposal for the profit distribution, the remuneration report, the Supervisory Board’s report on its activities and assessment of the 2024 annual report and proposals for approving of the terms of performance pay, LHV Group’s share option programs and LHV Group’s Articles of Association) have been presented in more detail on the Group’s website (https://investor.lhv.ee/en/general-meetings/#26.03.2025) where the minutes of the meeting shall also be made available at the latest 7 days after the General Meeting.

    LHV Group is the largest domestic financial group and capital provider in Estonia. The main subsidiaries of LHV Group are LHV Pank, LHV Varahaldus, LHV Kindlustus, and LHV Bank Limited. The Group employs more than 1,160 people. As at the end of February, the banking services of LHV are used by 462,000 clients, the pension funds managed by LHV have 113,000 active clients, and LHV Kindlustus protects a total of 174,000 clients. LHV Bank, a subsidiary of the Group, holds a UK banking licence and offers banking services to international fintech companies and loans to small and medium-sized enterprises.

    Priit Rum
    Communications Manager
    Phone: +372 502 0786
    Email: priit.rum@lhv.ee 

    The MIL Network –

  • MIL-OSI United Kingdom: Team praised for work to reduce parental conflict

    Source: City of Wolverhampton

    The Reducing Parental Conflict Team and Family Learning Team received the Amity Collective Excellence Award for their work around reducing parental conflict.

    Lisa Raghunanan, Service Manager for Children’s Services, collected the award on behalf of colleagues including Julie Baker, Nicola Shelton, David Clinton, Charlotte Maher-Butler, Glenn Evans and Adele Aldred recently.

    Judges said that, under their leadership, the council has implemented a ‘robust, multi agency strategy’ which has trained over 180 professionals in reducing parental conflict awareness. A further 150 have been trained in the Amity Relationship Toolkit, a resource for frontline professionals who work with families.

    They added that the teams have ‘secured lasting change through major city wide events, including engagement sessions with over 100 professionals from across voluntary, health, education, social care and law enforcement sectors – each attendee making a personal pledge to address parental conflict in their role’.

    They have also ‘embedded clear pathways of support, ensuring that over 300 parents have accessed online resources – helping families find guidance and professionals build confidence in their interventions’.

    Judges concluded: “Their collective energy, people skills and drive have motivated countless others to take action, leading to more secure family relationships, improved child outcomes, and stronger multi agency collaboration.”

    Councillor Jacqui Coogan, Cabinet Member for Children, Young People and Education, said: “Parental conflict is unsurprisingly a cause of poor outcomes for children, particularly when that conflict is frequent, intense and poorly resolved.

    “There is growing awareness of the need to tackle this and, as a council, we were successful in a bid for funding from the Government’s Reducing Parental Conflict Programme.

    “We have used this to raise, enhance and embed awareness of this issue within the council and within our partner organisations to create a skilled workforce that is confident in supporting and addressing issues relating to parental conflict with families at the earliest opportunity.

    “This work is having a profound impact on outcomes for children, young people and their families, and this recognition from Amity is richly deserved for everyone involved in this important piece of work.”

    Amity provides relationship training, support and resources for professionals working with children, adults and families.

    MIL OSI United Kingdom –